Archive for June, 2011

Wipro plans to increase outsourcing spend by BP & GE to catch up with TCS & Infosys

June 29th, 2011

Wipro plans to increase its share of outsourcing spend by top customers BP plc and GE, as India’s third biggest software exporter seeks to catch up with bigger rivals TCS and Infosys who have more clients contributing over $100 million in annual revenues.

With only three customers contributing $100 million or more, Wipro needs to gain a larger share of spend from top customers. Infosys has 11 customers contributing $100 million or above in yearly revenues, while TCS has eight such lar GE clients. Wipro gets 20% of its revenues from the top ten customers, lower than TCS’ 30% and Infosys’ 25%.

On its part, Wipro has already started tapping into outsourcing spend by customers such as BP, especially after it acquired SAIC’s IT arm.

Wipro’s efforts in setting this metric right have started showing. In the January-March 2011 period, the company increased its $100 million clients to three from just one. The company also derived annualised revenue in excess of $50 million from 22 customers in FY11 compared to 16 such customers in FY10.

General Electric, which outsources IT services worth almost $1 billion, is another large client from which Wipro has been increasing revenues. The company got empanelled with GE in 2009 to start bidding for the company’s projects again and has grown this to an over $25 million account since then with plans to increase this to well over $50 million.

With the acquisition of SAIC’s IT business, Wipro has also been making inroads in BP. Not only has the company acquired SAIC’s revenue from BP, it will also be able to sell a greater range of services to the oil major in its upstream business.

“We will also be getting a share of their spends in areas like exploration etc,” Anand Padmanabhan, Senior Vice-President, Energy, Natural Resources and Utilities SBU, Wipro Technologies told ET in an interview.

Source:http://economictimes.indiatimes.com/tech/ites/wipro-plans-to-increase-outsourcing-spend-by-bp-ge-to-catch-up-with-tcs-infosys/articleshow/9031782.cms

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BPO growth needs closer industry-school ties

June 29th, 2011

Business process outsourcing (BPO) stakeholders here yesterday called for stronger academe-industry cooperation to address the skills gap that has hampered the growth of their industry.

“There’s a need for a grand-scale academe-industry linkage. The solution should be done at different levels, because some of these problems should have been addressed in kindergarten,” Joel Mari S. Yu, managing director of Cebu Investment Promotions Center, said in an interview at the sidelines of the annual Cebu ICT & BPO Conference held as part of the Cebu Business Month celebration.

Mr. Yu said Cebu City, which has been listed by advisory firm Tholons among the emerged outsourcing destinations in the world, should draw up a program that will ensure availability of qualified workers to meet the needs of outsourcing and other information and communications technology (ICT) companies as they ramp up their operations.

He also recommended that the industry and the government pool their resources to put up a fund that will subsidize universities, on the condition that they raise the standards for BPO-related disciplines.

Commissioner Monchito B. Ibrahim of the Commission of ICT, on the other hand, suggested that the industry start a scholarship program to help those who can’t afford to attend or finish college and, thus, expand the labor pool for the outsourcing industry.

“We need to produce more domain expertise, more masteral and doctorate graduates to transition [sic] Cebu from a call center hub to an innovation hub. If we can help tens of thousands of students through college, we can actually add to the labor pool,” he said.

The need to bridge the industry-academe divide to ensure a steady stream of employable graduates was also recommended by Tholons in the road map that it drew up to guide Cebu City as it moves up to knowledge process outsourcing (KPO) from BPO.

The skills gap has compelled some voice-based companies to turn down clients and prevented software development companies from expanding operations.
Butch Sison, site director of Convergys in Cebu, said in a panel discussion at the conference yesterday that the company had to refer some clients back to Metro Manila because it couldn’t find enough qualified people here.

“Availability of talent is a critical issue. A huge chunk of the people we hire here is not even from Cebu, but from Davao, Zamboanga and other areas in the south,” Mr. Sison said.

On the positive side, the Convergys’ experience confirmed Tholons’ observation that Cebu’s strategic location has made it a talent hub for the Visayas and Mindanao, which produce an average of 162,000 college graduates a year.

For companies like Convergys that focus on voice-based services, the major problem lies not so much in proficiency in English, but in the failure of the local graduates to connect with customers.

“A lot of this is cultural. But our people also need to unlearn things to allow their personalities to shine and let them engage in a fluent, casual conversation with the customer. They need to understand that at the end of the line is another human being,” Mr. Sison said.

The academe may have to revolutionize the traditional way of teaching English which is no longer enough, he added.

Convergys currently has nearly 4,000 workers in four sites in Cebu and was hoping to ramp up its work force. “We’re still growing, but it’s a tempered kind of growth because we hire only the best. We don’t hire just to fill in the seats,” Mr. Sison said in an interview.

In the software development sector, Mr. Yu said there are not enough qualified programmers because some universities here have kept their standards low for business reasons.

“The solution would have been simple. Let’s standardize the curriculum, according to UP (University of the Philippines) standards. But some universities here, which depend on tuition for their operations, said they can’t raise their standards because they would lose a lot of students,” he said.

The road map that Tholons had drawn up for Cebu City showed that, based on the skills assessment conducted on 475 graduating students and new hires, there were discrepancies in the verbal abilities of the examinees. Students graduating from BPO-related disciplines had an average score of only 49.4% in verbal ability, while BPO new hires got an average score of 59.2%.

In terms of analytical ability, however, the examinees got scores exceeding the 40% minimum standard in India.
Cebu City’s outsourcing industry currently employs 56,000 people.

Seven out of 10, or 72%, work in BPO.

The KPOs and IT outsourcing sectors employ 13.5% and 14.5% of the work force, respectively. — Marites S. Villamor

Source:http://www.bworldonline.com/content.php?section=Economy&title=BPO-growth-needs-closer-industry-school-ties&id=33872

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Everything Everywhere moves 40 per cent of its IT to the cloud

June 29th, 2011

Mobile operator Everything Everywhere will transfer 40 per cent of its internal IT systems to the cloud on 1 July as the result of a seven-year IT outsourcing deal with T-Systems.

The deal is thought to be worth about £700m.

The original outsourcing contract, struck in March, covers delivery of desktop services, datacentre operations and infrastructure management, IT applications support and ITIL support processes.

This contract set out a path for migrating 40 per cent of Everything Everywhere’s IT estate onto T-Systems’ Dynamic cloud platform within three years.
Mark O’Conor, partner and technology lawyer from DLA Piper, said that while Everything Everywhere’s cloud deal with T-Systems resembles a straight outsourcing deal, it is in fact an “evolution” on the traditional outsourcing model.

He explained that the main differences between an outsourcing deal and a cloud services deal of this sort are:

1) The buyer – in this case Everything Everywhere – would not have to buy its own physical kit.

2) Many cloud services, particularly infrastructure-as-a-service (IaaS) are located offshore and so are cheaply priced.

3) The management of demand lies with the supplier – the solution must be scalable.

4) Everything Everywhere will procure the service as if it is a utility and on a per use basis.

O’Conor also said that a cloud contract of this size would have been negotiated very carefully and would not fit into the “one size fits all” public cloud services model.

“Everything Everywhere will have drawn up a bespoke contract looking at data, security, step-in rights and audit rights,” he said.
As a result of the agreement, around 220 staff will transfer from Everything Everywhere to T-Systems.

Source:http://www.computing.co.uk/ctg/news/2081952/moves-cent-cloud

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Eversheds, Simmons forgo NI outsourcing initiatives

June 28th, 2011

Both firms already have outsourcing schemes – Eversheds with Accenture, Simmons with Integreon – but spoke with Invest NI after Allen & Overy (A&O) and Herbert Smith announced they would be launching NI operations and would be receiving £3m of taxpayers’ money to fund the projects.

Eversheds held talks with Invest NI around March this year.

Having seen the ­coverage around Invest NI’s arrangements with a ­number of UK law firms, we were interested in looking at the detail,” revealed ­Eversheds managing ­partner Lee Ranson.

“The favourable grant arrangements and other arrangements make the proposition interesting. However, we formed the view that our arrangements on the BPO [business process outsourcing] side with Accenture give us a better long-term advantage in terms of efficiency and quality, particularly given Accenture’s track record.”

Simmons also dismissed the idea of opening an office in Belfast following talks with Invest NI, a source told The Lawyer. The firm has had a legal process ­outsourcing scheme with Integreon since 2009, with a specialist group of lawyers in Mumbai working for the firm full-time.

In 2010 Eversheds signed a seven-year agreement with Accenture, outsourcing HR, administration and finance roles.

Herbert  Smith announced that it would open a Belfast office to ­service its dispute resolution practice in November 2010, while A&O revealed its ­decision to open a support service centre in Belfast the following February.

Source:http://www.thelawyer.com/eversheds-simmons-forgo-ni-outsourcing-initiatives/1008346.article

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Thorntons expects £5m. savings from outsourcing deal

June 28th, 2011

Thorntons has outsourced its distribution and warehousing function to DHL, a leading expert in the distribution field.

It expects the outsource to deliver a net benefit to Thorntons in excess of £5m. over the six year contract through utilisation of DHL’s established operating network. One-off transition costs of up to £680,000 will be incurred in the first year of the contract.

Thorntons has also agreed and signed new committed bilateral revolving credit facilities totalling £57.5m. to replace the existing bank facilities of £52.5m. which mature in August 2012. The new facilities, which mature in October 2015, remain unsecured.

One-off costs of approximately £400,000 in connection with the fees for organising the new bank agreements and the write-off of the remaining unamortised arrangement fees of the previous facilities which were due to expire in August 2012 have been incurred and will now be included in the financial results for the year to 25th June 2011.

Source:http://www.stockmarketwire.com/article/4171429/Thorntons-expects-5m-savings-from-outsourcing-deal.html

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Outsourcing and Registry Operations Present Challenges to New TLD Applicants

June 28th, 2011

After ICANN announced in Singapore approval of the new Top-Level Domain (TLD) program, we heard many prospective applicants say they would start asking registry infrastructure providers to break down their costs into registration and resolution components. The last few TLD launches have shown that although you can achieve some respectable registration volumes for new TLDs, chances are it will take some time for content to be associated with the domain names, and hence, resolutions to pick up. So applicants are considering new business models and re-thinking outsourcing relationships.

Part of the reason may be that it takes time to educate registrants that the TLD is available and then more time to incent end-users to navigate to and otherwise use the new domain extension. The other issue may be what I covered in a previous CircleID post: the user experience with new TLDs will be sub-par, unless applications (email and web related issues such as form fill, etc.) recognize them in time.

So some applicants who’ve studied the last set of TLD launches now figure that if registrations outweigh resolutions for some time, why not price the two components separately, so they pay only for the resources they’ll actually use? If this becomes the predominant thinking among applicants, it could mean new and more flexible pricing structures from the infrastructure providers.

Meanwhile, the focus now is on the application process for the new TLD program and perhaps the evaluation process. Few applicants are thinking about what happens if and when they get their TLD. I’m not talking about launch plans, awareness etc., but something far more fundamental. All of the launch, sunrise, etc. assumes the applicant has hired a knowledgeable team, set up operations, licensed and configured the various systems they need and that everyone and everything is ramped up in time to implement the business plan.

Unfortunately, the realities of the domain name system industry present challenges. Have you noticed the recent departures of staff from many well known players? Expect to see a lot more moves as the bidding war for good talent heats up. Now that the program is underway, competition will be on for resources. Because of the relatively small size of the industry, the few existing knowledgeable resources, and the potential onslaught of new entrants, new TLD operators should expect a costlier and lengthy hiring process.

Setting up the registry involves, amongst other things, the evaluation, purchase, configuration and customization of various software and then staff training so that the implementation is smooth from the start. Examples include the mundane such as such as office productivity and contact management systems to the critical financial systems and compliance management, to name a few. In addition, the policies described in the TLD Application Guide would now need to be codified into procedures and quite possibly integrated into the software and staff training.

New TLD operators could look to their registry infrastructure providers to assist, but the reality is that they will already have their hands full with more TLDs than they’ve ever managed at one time, so their resources will be strained.

Hence, it’s important to set expectations now and encourage TLD applicants to think beyond the evaluation period. What will happen once some finally get their wish? Will they be ready in time?

Source:http://www.circleid.com/posts/20110627_outsourcing_registry_operations_challenges_to_new_tld_applicants/

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Will Indian IT companies’ business model become stagnant?

June 28th, 2011

Indian IT companies, which rode the outsourcing wave to become large corporations, may lag a bit while becoming sustainable corporations that create fortune “with” the bottom of the pyramid, says management guru Stuart L Hart .

The American academic who was in town recently, says: “From what I can see, there is a little bit of self-satisfaction and comfort with the current model. Maybe they are getting stuck in the outsourcing model like that is the endgame. But it is not the endgame.

It shows signs of becoming stagnant.” Hart says that he is no expert on the IT sector but he has authored Capitalism at the Crossroads: The Unlimited Business Opportunities in Solving the World’s Most Difficult Problems and was co-author of Fortune at the Base of the Pyramid with CK Prahalad, giving him ample bandwidth to talk on corporates and business models.

He says once the realisation sets in that the market is stagnating, and the existing business model goes “stale”, these companies will have to think of what comes next. “Sustainable enterprises come next,” he says. In Hart’s words, a sustainable enterprise is one that through its work, and not through its philanthropy, solves social and environmental problems and makes money while doing this.

The idea behind sustainable enterprise, he says, is that it is possible that businesses for the 21st Century figure out how to jointly optimise results for all of the stakeholders around the business. “Increasingly, businesses will be focused on solving social and environmental problems as the actual businesses,” he said.

There aren’t many examples of sustainable corporations globally as of now. “There are really no examples that in the world today that we could point to an existing large corporations and say that its entire business is focused that way,” says Hart, who teaches management at Cornell University. However, most existing enterprises now have business experiments and new initiatives that reflect this new challenge.

According to him, a sustainable corporation, which works with the base of the pyramid, must reach everyone including those at the base of the income pyramid. Not only with affordable products but also as partners and employees so that it becomes livelihood generators and lifts the base of the pyramid. Hart is trying to bring about a convergence between the concept of base of the pyramid and clean technology.

“Making cheap and affordable products is not enough anymore, you need to figure out how you embed new businesses with the community,” he said. A second problem is the risk of environmental collapse we run. “We need to merge these two concepts (the base of pyramid and clean technology) to leapfrog into a sustainable era,” he adds.

Source:http://economictimes.indiatimes.com/tech/ites/will-indian-it-companies-business-model-become-stagnant/articleshow/9019082.cms

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