It stands out like a beacon of light in a storm,having withstood the test of
the worst slowdown since the inception of the IT industry in the country. In a
year of layoffs and benchings, it has generated employment at a faster rate than
any other before it, and in times of slowing growth rates and slackening
revenues, it has registered its strongest growth ever. In the process, the
IT-enabled services segment has emerged as the new infotech wave, one that
promises to get bigger each year, and promises to equal in revenue size and
employment generation the IT industry itself–or perhaps even surpass those
numbers.
And if that sounds hard to comprehend, chew on these ITeS numbers:
- Growth rate of 73% in 2001-02, against 14% for the overall IT industry;
- From Rs 7,100 crore in 2001-02 to Rs 81,000 crore in 2008;
- From 106,000 employees in March 02 to 2 million employees in 2008;
- From 1.4% of GDP in 2001-02 to 7% in 2008 (IT services plus ITeS);
- Forex inflows to increase ten-fold from $6.2 billion in 2001-02 to $60.72 in 2008 (ITS plus
ITeS); - The largest player, General Electric, to increase employee count to Rs 20,000 by 2005; andÂ
- Customer care, HR and payment services will constitute 70% of long-term ITeS potential.
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It currently employs 106,000 of the country’s workforce and
is expected to generate jobs for over 1.1 million Indians in the next 3 years.
The ITeS sector has opened up an entire vista of opportunities. With the
Nasscom-McKinsey study indicates a revenue potential of Rs 81,000 crore ($17
billion) by 2008, the ITeS space has been moving ahead fast, growing in size and
potential, defying all market deterrants. Whether it was 9.11, the threat of a
World War or the overall economic downturn, the industry has continued to grow
at the same pace, and with the same enthusiasm. In 2001-02, it grew by about
73%, rocketing from a turnover of Rs 4,100 crore in 1999-2000 to nearly Rs 7,100
crore ($1.5 billion), according to Nasscom estimates.
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The segment itself includes people-intensive services that
are delivered over telecom networks or the Internet to a range of business
segments and verticals. These include telemarketing, help-desk support, medical
transcription, back-office accounting, payroll management, maintaining legal
databases, insurance claim, and credit card processing. India, with its
strengths in the form of low-cost manpower, a large pool of skilled,
English-speaking workforce and government support, is emerging as a preferred
destination for outsourced services. The country is well positioned to derive
benefits from the global ITeS market.
A study conducted by KPMG on competitiveness found India
rated very high for its ‘people factor’, apart from a supportive policy
framework. However, there were some drawbacks like the absence of a clear
marketing and positioning platform for the industry at large. Another survey by
Merrill Lynch revealed that cost cutting is a key criterion for outsourcing
services to India and cost savings were viewed as India’s topmost competitive
advantage. Considering that labor costs represent as much as 20-30% of a typical
client’s business, India’s low-cost skills seem attractive. The salary of a
database manger in India could be as low as a fifth of that in the US.
Business potential
The level of value add from ITeS depends on the range of services offered,
ranging from standardized and simple infrastructure services (network
management, secretarial services etc) to specialized and complex workflow
management (customer research, product design, inventory management etc). Based
on the ownership structure and geographic distribution of clients, KPMG
classifies ITeS businesses presently operating in India under two categories:
Outsourcing services or outlocation services.
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Outlocation services are for captive use by companies while
outsourcing services are through a third-party service provider. Multinationals
such as GE that invested in remote services as captive facilities for worldwide
group operations have adopted a primarily outlocation focus. Spectramind,
operates as a pure outsourcing service provider. It is funded by banks and VC
finance and operates a niche of contact center services for Fortune 200
companies.
For most IT-enabled service providers in India, a majority of
the revenue comes from serving clients in industries such as banking and
finance, insurance, e-commerce, software, telecom, media and entertainment,
retail and airlines. Most of them currently focus on a narrow portfolio of
services, settling for low-end work. While most ITeS companies plan to leverage
existing skills, expertise and established reputation with clients to grow their
portfolio of services, they remain cautious about migrating their service
portfolio to high value services. Services in the area of human resources and
administration, digital media, IT and technical support, research, and design
services could be the new growth areas.
Although there are about 210 IT-enabled service companies
currently registered with Nasscom, there are many more players offering a whole
range of such services. Several companies such as HSBC, Standard Chartered Bank,
American Express, Citi Bank, and British Airways have or are setting up
back-office processing centers in India. Indian IT companies like Wipro, HCL
Technologies, Mphasis BFL and private telecom group Bharti Enterprises are among
a few that are expanding their services to ITeS. These companies have the
advantage of an existing IT customer base so they can tap clients for BPO
(Business Process Outsourcing) as well.
Key trends
The last one-year has been quite significant for ITeS as it has been witness
to some key trends that are shaping the industry. The industry is not just
growing in terms of business, but is also gaining more respectability in the
international market. Potential outsourcers now feel more comfortable handing
over their work to an Indian company. An experimentation that started with
Convergys outsourcing a few seats to 24/7 Customer a couple of years ago, has
led a others like Sitel, West, Stream, and more recently Teleperformance USA and
7C opening up facilities.
Indian companies are looking at various options to acquire
more clients. The professional ones, who understand the US market better, are
taking the long-term approach of marketing directly to clients.Some of the
bigger companies are also trying to access the US market by acquiring companies
abroad. Among the notable ones are Hero Group, which acquired a major stake in
First Ring, a US company with a delivery facility in Bangalore, Essar Group that
acquired eTelequest and E Serve Technologies (the BPO venture of HCL
Technologies), which bought Apollo Call Center in Belfast, Northern Ireland from
BT.
When it comes to service delivery, most of the good companies
are beginning to realize the need for differentiation. Daksh, for instance, has
90% focus on customer service and for HCL Frontline, it is 100% tech support.
One common example of using technology to build a differentiation is doing
customer response analysis. In fact, many companies like Spectramind, Daksh,
24/7 and Epicenter are doing that. A few others like E Serve and Global are
trying out integrated global delivery models. They are offering different
services across multiple geography-based delivery facilities with multiple
language, multiple skills and redundancy also built into the model.
The demand factor
Despite India’s numerous strengths, long-term sustainability of this
growth could be an issue. According to Nasscom, Indian technical institutions
will be unable to meet the projected demand for 500,000 professionals in 2006.
Unfortunately most Indian firms are attempting to take the pure cost advantage
route rather than a quality plus value pitch. At present, India caters to only
0.5% of the total ITeS opportunity by value and a little less than 1% by volume.
The leading players in the market have started ramping up their scale of
operations to meet the rising demand. GE’s original target for its Indian
operations was 10,000 people by 2005, which has been revised to 20,000.
Spectramind has recently added a new center in Mumbai and intends to increase
the number of people to at least 4,000 by December 2002. MsourceE has already
received a third round of funding. Others such as Daksh, Vcustomer, TransWorks,
First Ring, and Customer Asset are also planning to expand their facilities.
Over the last 18 months, more than 50 global corporations have announced plans
to offshore services to India.
Players |
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Category | Example | Health | Strengths | Limitations | Challenges |
Professionals (VC-funded) |
Spectramind, Daksh, 24/7 Customer, Transworks, CustomerAsset etc |
Doing pretty well Will continue to do well |
Focus, Quality management, Promoters and investors’ familiarity with the US market, |
Sometimes access to capital which affects ability to scale up |
In the second phase of growth. Have to build differentiators and scale up fast, implement international standard practices |
Indian Corporates |
Jindal, Hero, Flex, Bharti, Reliance Ansals,Hiranandani |
Have been slow to start,a mixed story as far as performance goes, but way behind the VC-funded companies Some of them maymake a strong comeback |
Deep pockets, Ready real estate, sometimes good project management skills |
Lack of focus, Started with misplaced hopes on vendors and consultant to get business, Have failed to attract talent, Have still not realized the importance of a US sales force |
Hire good managers, To get the first few customers, Do active business development in the US, Can look at JVs with overseas companies, can look at BPO in their own domains |
Small and medium business promoted companies |
Numerous, about 60-70 |
Most in bad shape The better ones will get acquired, but most will fade away |
Early movers |
Short term objectives, Lack of focus, lack of good management, bad customer experience in some cases |
To salvage operation through JV or strategic sale, build specialization prepare a plan B for domestic market |
IT services companies |
Progeon (Infosys), E Serve (HCL),Intelenet (TCS),Satyam Serwiz,MsourcE (Mphasis) |
Late entrants, too early to see trend Have all the ability to do well, may change the business model completely |
Good people, Existing client base, Familiarity with business development and client relationships in a services market, understanding of processes in different domains |
Focus could be a problem as the rates and margin in this business is lower than IT |
To prove that they understand this business and deliver |
Foreign outsourcing outsourcing service providers |
Convergys, Sitel*, West*, Teleperformance-USA, 7C, Stream* |
Doing well, though still new |
Experience, Can provide more integrated delivery to clients across geographies |
Do not understand the local scenario that well |
To handle the pressure from other clients to divert business to India, to work with India-based companies when needed to explain the stock market at home about the falling topline as they move to India |
Source: Voice & Data |
Needed: A push from the government
The Indian government has started making efforts in promoting ITeS. The
telecom sector is being liberalized, allowing private players in ILD
(International Long Distance), NLD (National Long Distance) and leased line
services. Regulatory concerns such as sharing of bandwidth between multiple
entities, allowing Internet and IPLC connectivity on the same LAN have also been
addressed. Various incentives such as a 10-year tax holiday, rebates in customs
duties, liberal investment policies, etc are also being offered to attract more
money into this sector.
Telecom majors such as Bharti, Reliance, and the Tatas have
started investing heavily in building networks. Bharti Televentures is expected
to invest as much as $1 billion in its various telecom businesses by 2004, while
Reliance Infocom is expected to invest about $5 billion in its national
fiber-optic backbone and telecom services. As these companies expand their
operations, it will increase the tele-density and bandwidth, thus creating the
required base for the growth of ITeS in the country.
However, the red tape involved in getting clearances and
getting telecom links in place is a big hurdle. In order to speed up the
process, a single, national-level, licensing and monitoring authority for the
industry should be set up. State governments should categorize ITeS as special
services under labor laws to allow 24-hour operations and flexi-working and
night working.
Cities like Hyderabad, Bangalore, Gurgaon, and Chennai have
shown what a positive political environment coupled with the right
infrastructure can achieve.
Beyond call centers
At present, the ITeS market in India is restricted to call centers. Even if
some activity has taken place in other areas such as medical transcription,
engineering and design or other Web services, it has been too little to make a
significant impact on the overall market or growth. The McKinsey-Nasscom report
lists ten processes as attractive opportunities–telesales/telemarketing, Web
sales and marketing, database marketing/customer analysis, benefits
administration, payroll services, engineering and design, inbound call center,
claims processing, billing services, and credit/debit card services. Globally,
there are four types of ITeS vendors who differ by origin and focus–in-house/captive
centers, spin-offs, focused BPO providers and broad-based service providers, who
offer consulting or IT services in addition to BPO.
Outlook
According to the Nasscom-McKinsey report, ITeS sector in India has steadily
increased its share in the overall IT software and services industry, from a low
of 6.5% in 1998-99 to almost 20% in 2001-02. The Indian ITeS industry is also
expected to account for 37% of the total IT software and services exports market
in India by the year 2008.
The industry and government have already become conscious of
the vast opportunity that lies in the ITeS space. As the market evolves and gets
mature, it will see more of consolidation and specialization happening.
Offshoring opportunities for Indian ITeS players exist both across a wide range
of processes as well as across multiple verticals. Banking and insurance are
likely to provide the maximum opportunity driven by the high cost base and high
extent of offshore-able processes in these verticals. In addition, six other
verticals–telecom, retailing, utilities, automotive, computer and
pharmaceuticals, also offer immense growth potential.
As growth prospects become definitive and investment returns
become more obvious, the smaller investor in the smaller cities might also want
to capitalize on this highly profitable business venture. In the US there is a
definitive trend towards smaller and more efficient call centers and we will see
this trend replicating in India in the next few years. However, a lot will
depend on how the pioneers play it. How the market finally shapes up would
depend on how well they are able to cash in their resources to take advantage of
its potential. How well they intersect will call for some savvy marketing, a
long haul approach and more than a little push from government. As consolidation
happens, it will separate the serious business from the non-viable ones. Also
verticalization of industry can lead to mergers and acquisitions, where
companies would acquire to bring new domain expertise.
The expectations built around this sunrise industry are
tremendous. While some call it hype, others like to look at it with cautious
optimism. Though some of the market projections could be a bit inflated, one can
not deny the huge opportunity that this segment has thrown open. And India
certainly has a key role to play in it.
The Inhibitors
Infrastructure:
Telecom costs constitute 25-35% of the operating costs of a call center. High
fixed costs and administrative delays are posing acute problems especially for
start-ups. The telecom infrastructure, power, real estate and the number of
clearances required during expansion, are problem areas.
Government initiatives:
Privatization of the telecom sector has been initiated through VSNL’s
divestment and entry of other players. But the overall impact will depend on the
pace of reform.
Procedural delays:
Although steps have been taken to reduce bureaucratic hurdles and legal hassles,
a lot more needs to be done to reduce the processing and approval time as well
as simplify procedures.
Manpower skills:
Although graduates are available in large numbers, most of them do not have
adequate skills in spoken English. While our manpower will score well on
technical skills front, we will have to continually keep training on softer
skills.
Outdated technology:
Many service providers are still using rudimentary technology. They have a
tendency to replicate technology of the West, without assessing the feature
enhancement cost.
Processes need streamlining:
Most of the call centers that have mushroomed in the recent past have paid very
little attention to the processes and see the business as a quick return game.
Lack of experience: The
ITeS industry has no prior success stories to follow and has to define its own
formulae. Many of them face the issue of business acquisition from the US and
Europe largely because the promoters don’t have relevant experience in
handling international trade.
Brand Image:
While efforts are on to promote India as an outsourcing destination, more
marketing initiatives are required to establish the brand image of the country.
The political instability in the country and on-going war threats can be
discouraging.