Annuals

Rank - 14 : Accenture India : Weaving An Indian Magic

DQI Bureau

23 Jul 2010 00:00 IST

New Update

After building scale and depth, Accenture has started aggressively selling
the India capability to clients, specially last year. India continues to remain
an important part of its global deliveryaccounting for 25% of its global
headcount, the highest in any geography.

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Most of the major global deals signed in applications and BPO space had an
Indian componenta 5-year application outsourcing contract with BMW; a 5-year
application co-sourcing contract with British American Tobacco; a 7-year
application development and management deal with Henkel; a 5-year application
outsourcing contract with Nordea, a leading financial services group in the
Nordic and Baltic sea region; and a multi-year ADM contract with Electrolux IT
Solutions AB, a subsidiary of Electrolux.

The major BPO contracts signed with an India component included a 7-year deal
with Scandinavian Airlines, and 5-year contract with Statoil, an international
energy company with operations. F&A is the biggest piece from India.

The India team has served more than 225 companies from a variety of
industries, says the company. Headcount went up to 45,000. CEO Bill Green,
during his India visit in November, had announced that the headcount would go up
to 50,000 by the end of 2010, which looks possible. However, originally this was
Accentures target for August 2009.

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Rank - 14 : Accenture India

	Harsh Manglik, chairman and country MD Nachiket Sukhtankar, MD, Accenture delivery center for technology in India Rekha M Menon, executive director, India geographic services, India human capital & diversity and India business operations Manish Sharma, lead, service delivery operations, APAC, BPO growth platform	HIGHLIGHTS India Post deal marked companys second foray into the domestic market Harsh Manglik, head of Accenture India took over as chairman of NASSCOM Clients served from India BAT, Bulgari, Cargill, Carlsberg, Givaudan, Henkel, Kimberly-Clark, Lactalis, Lactalis, Ocean Spray, P&G and Unilever in consumer goods and services; BMW, Bombardier, Electrolux, Saint-Gobain, VELUX, Timken, Sandvik, and Wartsilla in automotive & industrial equipment; Abbot, AstraZeneca, Eisai, Merck, Novartis, Nycomed, Pfizer, Shire Group, and Takeda Pharmaceuticals in life sciences; Argos, Best Buy, Chicos FAS, Loblaws, Meijer, Otto, Po de Acar, Rautakesko, and Schuitema in retail and Air France/KLM, DPWN/DHL, Lufthansa, NH Hotels, Scandinavian Airlines and Thomas Cook in travel and transportation.

FACTSHEET l Start-up-Year:1987 l Products & Services: IT and BPO services l Address: 4/1 IBC Knowledge Park, Bannerghatta Road, Bengaluru 560 079 l Employees: 45,000 l Tel: 080 4106 0000 l Fax: 080 4106 0001 l Website: accenture.com/India.

In the domestic market, despite a lot of reorganization and preparation,
Accenture again failed to make significant inroads. It even failed to capitalize
on the greenfield telecom operator space, where it had an opportunity to
challenge IBM. Companies like Wipro and Tech Mahindra did better. What is
probably marring Acentures growth in this market is that it does not target the
SMB space at all.

However, one large transformation deal in the government sector marked
Accentures arrival with a bang. It signed a forty-five month IT modernization
contract with India Post, to help it not only modernize the latters present
operations but to put IT systems in place for the departments foray into
financial and other allied services, using its vast network.

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This year will decide whether Accenture will become a major services player
in the India market.