Archive for November, 2009

Hard times in software

November 25th, 2009

With half the financial year gone, it is increasingly clear that the global slowdown has speeded up a structural change that has been taking place in the Indian software industry for quite some time now. The medium-sized firms are getting squeezed more and it is the market leaders that are better able to survive. Firms like TCS and Infosys have clocked modest but clear top line growth in the first half, whereas established mid-sized players have in many instances posted a fall in top line in relation to the same period of the previous year. The trend was set with the high profile $1.5-billion BP deal awarded a couple of months ago in which the Indian leaders figured prominently but the total number of vendors was cut down from 40 to just five! This implied the elimination of many mid-sized vendors, in whichever geography they may have been located. What is significant is that this pattern is not likely to change in the period ahead as western economies begin to get back to the growth path — to business as usual if not boom time again. Leading US financial institutions, which are returning the funds they had obtained from the federal Troubled Asset Relief Programme and going back to resuming their normal flow of placing outsourcing orders, will be turning increasingly to just the top few vendors.

Consolidation is natural in any industry as it matures but the call that has to be taken is whether outsourcing, in particularly those parts of IT like software development and maintenance in which Indian firms concentrate, is into that phase. Judging by the opportunity that still exists in outsourcing, it is a business that has tremendous growth ahead of it. But it is also true that the ability to survive on pure cost arbitrage is limited, particularly as other lower cost players like Vietnam, extended Europe and China (the latter two can offer specific language skills) have got into the play very keenly. So the smaller players have to survive on two attributes. They have to overcome the disadvantage of offering lower end skills by also offering specific deep industry knowledge — knowing a particular vertical better than most. They have also to rely on customer familiarity or loyalty. If you have served a customer long and well, then it is likely to stick to you irrespective of any advantage that vendor consolidation may bring.

But there is no doubt that the path of organic growth from small to medium to big will not be open in the way it was when the industry was young. Those firms which are not so big will have to increasingly rely on niche offerings based on technology or process in order to keep growing. Newer areas that are opening up, like software as a service and cloud computing, hold opportunities for those with specific offerings. In particular, there is scope for those that may be able to offer a platform to host a particular set of solutions which clients in specific sectors can be happy to rely on. There will, of course, always be space for startups which can come up with IP-based winning products, a field in which the Indian presence is till now negligible. But the overall not so good news for medium-sized undifferentiated players is that the difficult times that the slowdown brought will not go away even as growth resumes.

Source: http://www.business-standard.com/india/news/hard-times-in-software/377422/

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Central bank outsourcing hits right note

November 25th, 2009

The number of banknotes that are produced by private contractors is likely to double over the next two decades in a “gradual but remorseless” trend for central banks to outsource, according to De La Rue.

Although monetary authorities in key markets including the US, Russia and China were unwilling for security reasons to farm out production, others were likely to follow the example set by the Bank of England, said James Hussey, De La Rue chief executive.

In the job since the turn of the year, Mr Hussey said the banknote printer was well placed following a reorganisation and sale of its cash systems business.

Revenue in the six months to September 26 rose from £244.7m to £252.2m, while an “unusually favourable mix of work” helped operating profit rise 17 per cent.

However, the performance of its remaining cash processing operations – which made an operating loss of £1.6m ($2.7m) – disappointed analysts. The shares fell 16½p to 959p.

Mr Hussey said a recent £400m contract win to supply the UK’s biometric passports was “the sort of thing I’m talking about in terms of the growth of our non-banknote business”.

Interest charges weighed on the bottom line, and pre-tax profit fell from £47.2m to £44.2m. Earnings per share were 31.7p (220.5p), and the interim dividend rises from 13.7p to 14.1p.

Source: http://www.ft.com/cms/s/0/6be77156-d921-11de-b2d5-00144feabdc0.html?nclick_check=1

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Microsoft Lands UK Cloud Deal

November 25th, 2009

CSC has won a contract to provide IT support for 30,000 employees of the United Kingdom’s postal service that will be using Microsoft (NSDQ: MSFT)’s cloud-based offerings for e-mail, collaboration, and chat. It’s a big win for Microsoft Online, and also shows how outsourcing companies are adapting their businesses to cloud computing.

CSC is calling the deal an “expansion” of its current contract with the U.K.’s Royal Mail Group, signed in 2003, for desktop and server IT support. Under the new terms, CSC will set up employees with Microsoft’s Business Productivity Online Suite, introduced this year, which includes Exchange, SharePoint, Office Communications, and Office Live Meeting, hosted in Microsoft data centers and purchased on monthly subscriptions. CSC will also provide help desk support to employees for those applications.

CSC is the first Microsoft partner “to lead and win a cloud computing services agreement of this scale,” the outsourcing provider said in a statement issued Monday. CSC is one of the world’s largest IT outsourcing providers, with 92,000 employees and $16 billion in revenue last year. Royal Mail Group’s head of technology service delivery, Carol Olney, said the deal is part of the postal service’s goal to invest in new technology to improve efficiency and customer service.

Cloud computing threatens to take away business from IT outsourcing companies, since many of the benefits are the same: Reduced costs, less internal development of software, reduced management of applications and hardware. That’s why companies such as CSC are looking to adapt and participate in the trend toward cloud computing. CSC now offers “cloud services,” which are designed to help businesses “easily and securely adopt cloud computing solutions, allowing them to reduce the costs of managing and maintaining business systems while giving them access to the latest Microsoft Online Services,” the company said in its statement.

Meanwhile, Microsoft has recently stepped up efforts to sells its online applications as Google intensifies its efforts to replace Exchange/Outlook and IBM Lotus Notes on desktops. Earlier this month, it dropped its prices by up to 50% on Exchange Online. Companies using or migrating to Exchange Online include GlaxoSmithKline, with 110,000 seats, and Aon, with 36,000 seats.

Source: http://www.informationweek.com/news/services/saas/showArticle.jhtml?articleID=221900991

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China eyes Indian outsourcing cos for software solutions

November 25th, 2009

As top Chinese enterprises such as Bank of China and China Telecom seek to globalise their operations, they are increasingly turning to multinational and Indian outsourcing firms, including IBM and TCS, for deploying and maintaining standard software solutions, giving them an edge over local service providers.

In many ways, Chinese customers’ shift towards global and Indian vendors is reminiscent of how top Indian customers such as Bharti Airtel preferred an IBM over domestic suppliers around two decades ago for modernising their IT and business systems.

While state-owned and local Chinese software services suppliers, such as Digital China Holdings and Neusoft, continue to work with the country’s large customers, IBM along with TCS and others are being preferred for large, complex outsourcing contracts by customers such as China Telecom and Bank of China.

“A fragmented local vendor landscape and a domestic market dominated by wholly foreign-owned enterprise customers means that it will be the major western and Indian outsourcing vendors that will reap the rewards,” said Patrick O’Brien, senior analyst at the UK-based research firm Ovum. “Apart from scale, local service providers also lack experience in handling large outsourcing contracts, something global and Indian firms are really good at,” he added.

While IBM earned nearly $690 million from China’s almost $10-billion IT services market last year, both TCS and Wipro have started making progress as well. TCS on its part, has recently won several large contracts beating local Chinese rivals, including over $100-million deal for implementing a core banking software at Bank of China.

Until recently, most companies in China were running homegrown ERP and other systems, however, many of them are now planning to deploy standardised solutions from SAP and Oracle, this is where we have better expertise,” said Girija Pande, head of TCS’ Asia business.

Chinese banks have not yet made significant technology investments, compared with their US counterparts. While only 10% of the country’s banks offer online banking, there is only one ATM machine in China for every 10,400 citizens, compared with one ATM for every 735 citizens in the US.

A core banking software based on modern platforms from TCS or Infosys will help these Chinese banks centralise their retail and wholesale banking operations, and also enable them to cope up with increased lending activities, as required by their government.

“Banking and telecom customers in China want vendors with global expertise, we recently advised one of the top three phone firms in China to go with IBM and TCS,” said an outsourcing expert, who consults Chinese customers on their outsourcing strategies. He requested anonymity because he is not authorised to speak about his engagement with these clients.

For Indian tech firms, such as Infosys and TCS, the past experience of working with large customers in the US and Europe is paying rich dividends. “Local Chinese outsourcing providers have not been providing services across the IT/BPO services spectrum, but are gradually trying to move up and address multiple market needs,” said Srinath Batni, who is a board member of Infosys’ Chinese subsidiary.

Apart from local Chinese customers, Infosys is also able to serve its global customers rolling out their operations in the country. For instance, Infosys’ core banking software Finacle has made some progress in China with significant wins at China Bank and ABN Amro’s operations in Greater China. Companies such as IBM, TCS and Infosys are also able to bring their project management experience to serve large Chinese customers.

“Most senior and middle managers lack overseas experience and an educational background, which can put them at a disadvantage, when dealing with big local clients, such as banks and telecom operators, which are eager to expand their business or get listed in the global market,” research firm Gartner said in its analysis earlier this year.

“We are now live with our trading solution at the China Foreign Exchange Trading System, with over 300 institutions using our product TradeX,” added Mr Pande.

Meanwhile, China also offers an opportunity for Indian service providers to move beyond cost differentiation. “Native Chinese large and regional service providers that compete primarily on cost are especially disadvantaged in this scenario,” Gartner said in its analysis. “These service providers will need to look to the experience of their Indian counterparts, as they struggle to make the shift from low-cost to value-based differentiation,” added the research firm.

Source: http://economictimes.indiatimes.com/articleshow/5265416.cms

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Playboy to outsource business functions

November 25th, 2009

Mens’ magazine publisher Playboy Enterprises Inc. said Tuesday that it’s going to outsource all business functions except editorial to American Media Inc.

American Media will handle production, circulation, advertising sales, marketing and other services of Playboy magazine and other publications.

Playboy will pay American Media a fee for its services and provide incentives to increase advertising and circulation revenue.

Playboy CEO Scott Flanders said outsourcing operations will significantly cut costs and lead to profitability at its magazines business in 2011.

Playboy said it’s expected to lose about $8 million this year. But the deal with American Media should reduce the loss to $5 million in 2010 before turning a profit a year later.

Playboy said it expects to record a fourth-quarter restructuring charge of $2 million to cut 25 positions, some of which will be transferred to American Media.

Playboy has set March 2010 as the latest date for moving business functions over to American Media.

American Media publishes Star, National Enquirer, Shape, Men’s Fitness and other magazines.

Shares of Playboy, based in Chicago, were down 10 cents to $4.02 in afternoon trading.

Source: http://www.google.com/hostednews/ap/article/ALeqM5h8jKiou5oaqN28wlk6LgfCQZGQSwD9C63FFG0

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Outsourcing: CIOs’ tips on getting it right

November 24th, 2009

Outsourcing deals typically promise to deliver cost savings and increased efficiency – but all too often the promises fail to match the reality.

At the National Outsourcing Association’s Sourcing Summit last week, two heads of IT shared their experiences of how to get the best out of outsourcing agreements and make sure they’re delivering long-term value.

Highways Agency

Four years ago the Highways Agency – which is responsible for maintaining the UK’s motorways and some A-roads – relied on more than 100 contracts with external companies to deliver a wide range of its IT services.

On joining the organisation in 2005, Highways Agency director of information Denise Plumpton inherited the whole portfolio of outsourcing deals – different contracts for helpdesk, different contracts for application support and different contracts for telecoms – along with a number of in-house staff.

“It was like looking at a bowl of spaghetti – it did not seem to have any coherence and it was not clear who was doing what,” she told the conference.

Plumpton decided the best approach was to end its existing outsourcing deals, bring infrastructure management and business analysis roles back in house and to sign a deal with a single outsourcer Atos Origin to handle the rest.

The contract, struck in 2007, sees Atos Origin managing the Highways Agency’s IT infrastructure, datacentres, telecoms, desktop and providing application support.

The deal costs the Highways Agency about £20m per year but has cut its annual IT spend by about 10 per cent, delivered a fast return on investment and “continues to deliver further savings year-on-year”, according to Plumpton.

“I wanted to get simplicity, clear accountability for delivery and get efficiencies out of cost as well.

“It produced significant savings without reducing the quality of service,” Plumpton said.

A large part of the savings is derived from the economies of scale that Atos Origin’s operations can provide.

“For example, for the service desk, if we have a lot of calls then Atos Origin are able to roll out a bigger team to handle them without us having to pay for that larger team each time we need it,” she said.

As a result of this flexibility, satisfaction levels with service desk support among the agency’s 2,500 desktop and laptop users have also been rising, she said.

Tube Lines

By the end of this year Tube Lines – the company responsible for maintaining a large part of London Underground’s rail network – is on course to have fewer than 24,000 calls to its service desk and a 95 per cent reduction in the number of severity one and two system faults.

It’s a far cry from 2005, when Tube Lines racked up 75,000 calls to the IT helpdesk, with much of the blame being laid – unfairly – on outsourcers that were providing services to the company, and IT opex was 40 per cent higher.

According to head of IT at Tube Lines Adrian Davey, the problem lay with the way Tube Lines handled the outsourcing contract. “We were not committed to making it work,” he said.

The turnaround began with Davey holding meetings with Tube Lines’ internal IT team every morning to discuss ’severity one’ computer faults to discover what was going wrong with the organisation’s systems.

He then set about improving Tube Lines’ relations with its outsourcers and reviewed the outsourcing contract line by line, replacing technical goals with business service targets.

“It was about ensuring the quantity and quality of the information reaching the end user and not the server uptime,” he said.

Davey found that as the efficiency improved he needed less and less people to manage Tube Lines’ wholly outsourced IT infrastructure and was able to reduce the internal IT team, from 50 people in 2005 to just six today.

Source: http://services.silicon.com/itoutsourcing/0,3800004871,39661655,00.htm

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Cartoon: Outsource your porridge to Toby?

November 24th, 2009

Outsourcing

Source: http://www.dataart.com/software-outsourcing/design-studio/cartoons/cartoon4.htm?print=1

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