Beruflich Dokumente
Kultur Dokumente
Outsourcing
Source: Gartner Group, The Hype Cycle for IT Services, June 6, 2003.
Simple
Processes
Complex
Processes
Business
Functions
Source: Edelweiss Capital, Business Process Outsourcing: Coming of Age?, May 2003
Commodity
Offshore BPO
Example: GE Capital
(Payroll Services)
Onshore
Transformational
Offshore BPO
Commodity
Onshore BPO
Transformational
Onshore BPO
Example: Sabre
(Travel Services)
Commodity BPO
Transformational BPO
Approaches to BPO
Bottom-Up Approach
Growth Opportunity:
Identify complex processes
that require industry / domain
expertise
Build differentiated
competencies that boost
market position
Top-Down Approach
Niche
vertical apps
High-volume
vertical
processes
To Create:
Best-of-breed commodity
services
Immediate cost savings
Flawless process execution
Broad
shared
services
Leverage:
Economies of scale
Labor arbitrage opportunities
Industry best practices
Simple bulk
transactions
processing
Leverage:
Deep process expertise in
vertical industries
Trusted partner relationships
and reputations
To Create:
Highly customized, industryspecific services
Long-term differentiation /
competitive advantage
Growth Opportunity:
Leverage outsourcing
competency to reduce costs
and boost performance
throughout value chain
Consider retailing services
to competitors
Source: Cognizant Analysis of Forrester Research Report: BPOs Fragmented Future, August, 2003.
Healthcare
Medical billing
Claims
processing &
adjudication
Member
management
services
Medical
transcription
Insurance
Insurance
application
processing
Other Verticals
R&D
Equity Research
Clinical Trials
Claims
processing &
adjudication
Revenue
Accounting
(Airlines)
Member
management
services
Engineering
Design
Architecture
Service
Arrangement
Cons
Service Management
Leverage partners
offshore infrastructure
and experience
Ownership Day 1
Lower costs (initial and
long-term)
Leverage partners
offshore infrastructure
and experience
Value creation
opportunity (if noncaptive)
Joint
Venture
Exit issues
8
LOB
Bank card
processing/
receivables
Telemarketing
services
Mutual fund
services
Source:
Results
2002 Revenues: $7.636 billion
2002 Earnings: $1.238 billion
AMEX sold 40 million shares
(40% ownership) in early 1992
for $22/share; recently traded at
$160/share (split-adjusted)
AMEX further reduced stake to
22% through second offering
worth approximately $1 billion in
1993
Acquired FFMC (August 1995)
for expanded operation and
greater economies of scale
Finalizing acquisition of Concord
EFS
10
Joint Analysis
Industry Value Chain
Industry Competitive
Forces
Company Core
Competencies
Business Strategy
Company Outsourcing
Readiness
Cognizant
Excellence in Offshore
Recruiting/People,
Processes/Infrastructure
Excellence in Delivering
High-quality Services
Remotely
Established Market
Leader in the India Space
Strategic Outsourcing
Decisions
Highly Customized Service
Offerings
Long-term Competitive
Advantage
11
Discovery
Analysis
Feasibility
Assessment
12