Sample Slides_Amandeep Singh

8/8/2019 Sample Slides_Amandeep Singh

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SAMPLE SLIDESAmandeep Singh


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Fruit Puree

FRUITS & VEGTABLESBottled Water

ABCs strategy of aggressive growth through acquisitions, alliancesand product development have propelled revenues

R

evenue(AEDMillions)

Years

Incorporated as XYZ Foodstuff and Mineral Water Company

Listed its s

hares on XYZ Securities Exchange in May 2005

ntered into an importation and distribution agreement with XYZ brand XYZ Tea & Coffee in Jul 2007

Acquired XYZ - an Abu Dha

bi-based five gallon water brand, in Oct 2007

Signed an MOU with XYZ company, XYZ , pursuing alliances in the flour and flour-related products, in Nov 2007

Acquired XYZ Vegetable Pro

cessing and Canning Factory in Jan 2008

Entered into an alliance with XYZ Group to manufacture and distribute XYZ juices in the UAE, Oman, Qatar, Kuwait and Bahrain

The tomato paste manufacturing unit of X

YZ in XYZ first outside XYZ, started production in May 20

Product LaunchesPenetrating new market segments through product diversification

Juices

Frozen Vegetables

Feed & Flour

Bulk Water Tea & Coffee

Tomato Paste

French Fries(Proposed )

Flavored Water Enhanced Kids Water

BEVERAGES

FLOUR & FEED

Organic Growth

Organic + Inorganic Growth


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troduced in 1998vailable to employees of urban enterpriseso-funded by the employer and employee, 6% of the compensation is covered by the employer with 2% by the employee

Introduced in 2007 Co-funded by personal contributions and government subsidies - based on local living expenses Eligible recipients, including children, students and unemployed urban residents not covered in the UEBMI

gh a pool of funds generated from a minimum government spending of RMB 40 per capita and individual contributions of RMB 10 per person annuallys is very limited

China has three public medical insurance (BMI) schemes that cover urban employees, other urban residents, and rural residents

ployee

Basic Medical Insurance (UEBMI)

Public Medical Insurance Policies PRC (1),(2)

esident Basic Medical Insurance (URBMI)

al Cooperative Medical System (NRCMS)

Coverage in 2009

Policies

YY%

Source:(1)Health Insurance Development in China, The American Chamber of Commerce, Dec 2009, http://www.amchamchina.org/article/5363 (2)Rural medicare plan benefits 370 mlnChinese, China Daily, Dec 2008, http://www.chinadaily.com.cn/china/2008-12/10/content_7292033.htm

BillionIndividual

s

InsuredNot Insured

Share of Population

Share of Insured

YY%(96% in eastern

regions and 90% incentral and western

regions)

XX%

UEBMIURBMI NRCMS

XX%

The primary medical insurance consist of three public medical insurance policies
http://www.chinadaily.com.cn/china/2008-12/10/content_7292033.htmhttp://www.chinadaily.com.cn/china/2008-12/10/content_7292033.htmhttp://www.chinadaily.com.cn/china/2008-12/10/content_7292033.htmhttp://www.chinadaily.com.cn/china/2008-12/10/content_7292033.htm


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4

0%

10%

20%

30%40%

50%

60%

70%

80%

Urban Rural

Despite steps to make insurance widely available, it is not expectedto have much impact on the affordability of pacemaker procedures

Source:1.Primary Research2.www.emerging-asia.com/.../Medical%20Devices%20in%20China%20-%20Growth%20Barriers%20060907.pdf 3.http://www.osec.ch/internet/osec/de/home/export/publications/free.-ContentSlot-31391-ItemList-67490-File.File.pdf/BB_Marktstudie_Medical_Device_Market_in_China_070215.pd f

Urban-Rural Reimbursement Range (2007) (1),(2)

HealthcarePolicyandReimbursemen

t

AA%

BB% AA%

BB%

Reimbursement rates as a percentage of the insured amount, vary widely by location and municipality in and urban vs. rural areas

Even if 70% of an imported pacemakers cost is covered (~$ XYZ in case of single chamber ), this still leaves a significant amount of money that must be covered out of pocket (~ $ XYZ for singlechamber). Average per capita income in Urban China is $ XYZ and thus the out-of-pocket costs of ~$ XYZ are still out of range for hundreds of millions of Chinese

Pacemaker Device Price

SingleChamber

~ $XYZ

DoubleChambered

~ $XYZ- $ PQR

Region Annual Per Capita Income

Annual Per Capita Savings

Urban $XYZ $XYZ

Rural $XYZ $XYZ

Affordability (1)

Gaps in CoverageThe average price of a single

chamber pacemaker is aroundtwo times the annual income of an urban resident, and henceaffordability is a significantbarrier

Geographic Differences inCoverageIn Shanghai, at most $3,670 in

terms of the CRM device, canbe reimbursed

In Hangzhou, 70% of the cost of medical device less than $XYZ

could be reimbursedIn Hubei province, only 50% of

the CRM device is coveredunder insurance
http://www.emerging-asia.com/.../Medical%20Devices%20in%20China%20-%20Growth%20Barriers%20060907.pdfhttp://www.osec.ch/internet/osec/de/home/export/publications/free.-ContentSlot-31391-ItemList-67490-File.File.pdf/BB_Marktstudie_Medical_Device_Market_in_China_070215.pdfhttp://www.osec.ch/internet/osec/de/home/export/publications/free.-ContentSlot-31391-ItemList-67490-File.File.pdf/BB_Marktstudie_Medical_Device_Market_in_China_070215.pdfhttp://www.emerging-asia.com/.../Medical%20Devices%20in%20China%20-%20Growth%20Barriers%20060907.pdf


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METHODOLOGY

Market Size in Volume (Patient Population in Millions) (1),(2)

XYZ

A

BC

5

Despite a AA% market share by volume, the market share of HerniaMesh is the lowest at USD XYZM

Market Size of Implants (in USD Millions) (1),(2)

X YZ

E s t i m a t e d n u m b e r o f p a t i e n t s r e c e i v i n g t r e a t m e n t f r o m U r o l o g i s t s i n a y e a r f o r M a l e I n c o n t i n e n c e ( M I ) = ( A v e r a g e n u m b e r o f p a t i e n t s

v i s i t i n g a u r o l o g i s t i n a y e a r ) X ( N u m b e r o f u r o l o g i s t s t r e a t i n g M I )

E s t i m a t e d n u m b e r o f p a t i e n t s r e c e i v i n g t r e a t m e n t f r o m d o c t o r s ( U r o l o g i s t s , G P s a n d G e n e r a l S u r g e o n s ) f o r t r e a t m e n t o f M I = ( E s t i m a t e d n u m b e r o f p a t i e n t s r e c e i v i n g t r e a t m e n t f r o m U r o l o g i s t s i n a y e a r f o r M I ) / ( P e r c e n t a g e s h a r e o f U r o l o g i s t s t r e a t i n g M I )

X YZ

X YZ

Millions

USD ( in millions)

Note:(A)Methodology for the calculation of (1) Number of patients going in for surgery, (2) Market size of various procedures/implants is explained in the appendixSource:(1)Primary Research(2)BA Analysis

E s t i m a t e d M a r k e t s i z e o f t h e i m p l a n t = ( N u m b e r o f p a t i e n t s u n d e r g o i n g s u r g e r y ) X ( P e r c e n t a g e s h a r e o f t h e i m p l a n t i n t h e s u r g e r i e s

p e r f o r m e d ) X ( A v e r a g e P r i c e p o i n t o f t h e i m p l a n t )


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6

Based on primary research, all else being equal, physicians in Chinaprefer US and Europe manufactured CRM devices over Chinese

es by cardiologists and the majority of patients are willing to pay more for western device brands because they perceive them as being more reliablery of the Made in China tag which is taken as a sign of a local brand unless otherwise clearly noted.evices are well-known among cardiologists and there doesnt seem to be any change in preference if their manufacturing is local and quality standards are maintaindifference between Made in China and Assembled in China

Source :(1)Primary research(2)Health-Care Reform, China Style, http://seekingalpha.com/article/151035-china-s-medical-device-industry-growing-market-new-regulations-fuel-competition(3)China's Medical Device Industry: Growing Market, New Regulations Fuel Competition ,

http://seekingalpha.com/article/151035-china-s-medical-device-industry-growing-market-new-regulations-fuel-competitionPerceptionson CountryofOrigin

Brand is the more important factor when selecting a CRM device. The manufacturing origin dodevice.

- Cardiologist , Wuhan Jingai Hospital, General Hospital (Hubei Province)

MostlyPreferred

ModeratelyPreferred

LeastPreferred

US Medtronic St. Jude Medical.

EuropeBiotronic

China

Ma

de in China Definition

Made in China means the product is manufactured in China Products which are manufactured in China are only then legally able to make such a claim

Preference for Foreign CRM Medical Devices

Yes, the country of origin is important as these devices are implanted into patients bodies for long periods of ti implants.

- Cardiologist , Shandong Provincial Hospital, General Hospital

If the quality is guaranteed, foreign devices manufactured locally mausage.

- Cardiologist , Yueyang Hospital, General Hospital

Japan/

KoreaJapanLifeline

I dont think there is any difference between the foreign brand products manufactured in China and the import pacemakers.

- Cardiologist (Associate Professor) Hangzhou (Zhejiang) Hospital of Traditional Chinese Medicine, General Hospital
http://seekingalpha.com/article/151035-china-s-medical-device-industry-growing-market-new-regulations-fuel-competitionhttp://seekingalpha.com/article/151035-china-s-medical-device-industry-growing-market-new-regulations-fuel-competitionhttp://seekingalpha.com/article/151035-china-s-medical-device-industry-growing-market-new-regulations-fuel-competitionhttp://seekingalpha.com/article/151035-china-s-medical-device-industry-growing-market-new-regulations-fuel-competitionhttp://seekingalpha.com/article/151035-china-s-medical-device-industry-growing-market-new-regulations-fuel-competition


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Market Overview

Kidney and Urinary TractDisorders Sexual Dysfunction

Urology

Female SexualDysfunction

Male SexualDysfunction

ErectileDysfunction

Disorders of Ejaculation

Disorder of Orgasm

Failure of Detumescence (A)

Disorders of Desire

Source:(1) Erectile Dysfunction, National Institute of Health, http://kidney.niddk.nih.gov/kudiseases/pubs/impotence/

(accessed February 5, 2008).(2) Male Sexual Dysfunction and Methods used in Assessing Medicinal Plants with Aphrodisiac Potentials,

Pharmacognosy Reviews, http://www.phcogrev.com/issue1/6.pdf (Accessed February 05, 2008).

Erectile dysfunction (ED) is a male sexual disorder and fallsunder the purview of Urology (1),(2)

Erectile dysfunction (ED) is persistent inability to attain and maintain an erection sufficient to

permit satisfactory sexual performance(1)

Note:(A) Failure of detumescence is a prolonged erection usually lasting for four hours or more. It is painful and always unaccompanied by sexual desire despite thefact that it is often preceded by usual sexual stimuli.
http://kidney.niddk.nih.gov/kudiseases/pubs/impotence/http://kidney.niddk.nih.gov/kudiseases/pubs/impotence/http://kidney.niddk.nih.gov/kudiseases/pubs/impotence/http://kidney.niddk.nih.gov/kudiseases/pubs/impotence/


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The U.S. oral PDE5 inhibitor drugs market is expected to growfrom $ YYY M in 2006 to $ ZZZ M in 2011 at a CAGR of XX%

Note:(A) Sales from generic drugs have not been included.Source:

(1) Therapeutic Categories Outlook, October 2007, via Thomson Research (accessed December 14, 2007).

PDE5 Inhibitor ED Market (20042012) (1)

CAGR XX% CAGR YY%

XXX XXXXXX

XXX XXXXXX

XXXXXX

Increase in number of patientsseeking ED treatment

Lack of insurance cover Drastic side effects

Drivers

Insights

After intense marketing campaigns andspendings of Viagra, Levitra & Cialis to

reach out to target population, the marketpenetration levels in U.S. ED will experiencemoderate growth due to lackluster growth inthe no. of ED prescriptions

Removal of insurance cover is estimated tosave Medicare/Medicaid $ 690 M for thenext 5 years which will definitely affect themarket sales

Fierce marketing battle with Levitra andCialis will result in flat sales of Viagra

CAGR20042006

20062011E

Viagra Levitra Cialis

-XX% YY% ZZ%

AA% BB% CC%

Popula rity of PDE5 inhibitors among patients seeking ED treatment

Market Overview

Inhibitors


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Although Drug C is a better product in terms of duration of action,Drug As branding is better than that of its competitors (1)

Drug A

Recognition

Launch

Sales and Marketing

DTC Spending

Drug B Drug C

Brand

Product

Strongest

Weakest

Duration of Action

Time to onset of action

Potency

Side effects

Contraindications

Source:(1) Boston Analytics Research.

Advertising Landscape

Strong brand value of XXX

First in the market

Intense promotion at thetime of launch

Second in the market Third in the market;three months after Drug Bs launch

Highly effective salesstrategies and marketingcampaigns

Very high DTC spendingsince launch

High DTC spending atlaunch; reduced in20052006

High DTC spendingIn first two yearsReduced in 2006

Strong sales andMarketing capabilities

Strong sales andMarketing capabilities

Intense promotionat the time of launch

Effect lasts for four hours Effect lasts for four hours 36-hour window

Least potency among all Highly potent Comparable potencyto Levitra

Drastic side effectsobserved in someindividuals



Contraindicated with fewmedications

Contraindicated withfew medications

Contraindicated withfew medications

Comparison of Brand and Product Attributes

Onset between 14 to 20minutes

Onset between 16to 20 minutes

Onset between 20to 30 minutes


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YY%XX%AA%

BB%

AA%

BB %

2009 2015

Refrigerator Sales by Region (in percent, 2009-2015) (1)

Refrigerator

Frost Free

Direct Cool

Market

Urban-centric Sales and PenetrationConsumer durables in India are highly urban centric and

have really low penetration levels in rural areasThe penetration of refrigerators at an all India level is still

XX% and is expected to reach YY% by 2015 In urban areas, its AA% and will reach BB% in 2015 In rural areas, it currently stands at AA% and is

expected to be BB% in 2015

Given the relatively low penetration levels, future growthin the rural market is expected to accrue more fromfresh DC sales while growth in the urban market will bederived predominantly from product upgrades to FF

Though rural India is still untapped, the top companies may notleverage the opportunity in a major way in next five years

rtunity, MNCs are expected not to diverge their focus majorly in next 5 years and will continue to drive the sales from urban areas till these get saturate

In next five years, rural markets will definitely grow but the magnitude of change wont be big enousales

Source:(1)Primary Research(2)Durables makers to invest Rs 1,000 cr, IBEF, http://www.ibef.org/artdisplay.aspx?cat_id=60&art_id=23158

Refrigerator Penetration (in percent, 2009-2010) (1),(2)

2009

2009

2009

2015

2015

2015

Households

Rural Urban

Rural UrbanThe penetration levels will rise but not drastically because the population is asteadily

- Area Sales

WIP

WIP

WIP
http://www.ibef.org/artdisplay.aspx?cat_id=60&art_id=23158http://www.ibef.org/artdisplay.aspx?cat_id=60&art_id=23158


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Refrigerator Sales by Zones (2009-2010) (1)

South will lead in overall refrigerator and FF segment sales butNorth and West offers highest growth in DC and FF segment resp.

Overall Region-wise, South India was the leading revenue earner

for the industry in 2009 The warmer weather of the South requires a refrigerator

running throughout the year The demand is also higher in the northern and westernparts of the country than in the east

Direct Cool Refrigerator Sales by Zones (2009-2010)

North West South East

XX% YY% XX% YY% XX% YY% XX% YY%

Frost Free Refrigerator Sales by Zones (2009-2010)

North West South East

XX%

Y Y%

XX%

Y Y%

Direct Cool (DC) North and East are the biggest markets

Frost Free (FF) South dominates in the frost free segment

Far affluent customers are based in South South and West recorded more sales in premium FF

segment than the industry volume driver DC segment The sale of low-end FF refrigerators has started to pick up

in the West

Overall

Direct CoolThe contribution of North will further grow in DC segment

The main reason being the high rate of illiteracy and lowincome groups based in north

Frost FreeSouth will continue to dominate the FF segment especially

in the high end FF rangeWest will pick up the incremental sales volumes and show

the highest growth for the FF segment also Fast economic growth, high rate of urbanization and

more organized retail network will lead West to thisNorth will see growth as FF refrigerators are viewed as

more of a status symbol there

25%

25%

37%

13%

WIP

WIP

WIP

WIP

2009 2015In next 5 years, the zonal split isnt expected to vary muchSouth will still hold the majot share of sales

s test in frost free segment for the next 5 years, and it has the growth potential for direct cool segment as

- Regional Marketing Manager, Samsung

XX%

Y Y%

XX%

Y Y%

Source:(1)Primary Research

Market


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Company A

In terms of price point, Company B appears more focused on lower price points where as Company A has a strong presence acrossalmost all price points

Price Points

Company BCompany C

INR 2INR 1 INR 5 INR 10 INR1115

INR1625

INR2650

INR51100

> INR 100INR 67

Price Point LandscapeChocolates (2007) (1)

PresenceofBrands

3

21

2

20

12

14

26

11

18

Top 3 companiesin Chocolates

ompetition with sugar confectionery products priced at INR 1 and INR 2

Company B has a unique price point offering at Rs 6 and 7

Source:

(1) India., Euromonitor (Hershey provided document).

12

1NumberofProducts

Key Pointsn Tablets and countlines

which represent over 85%of chocolate market areavailable across all pricepoint s

n Company B hasconcentrated its productportfolio on lower pricepoints

n Company A is present inalmost every price pointcategory, but has greater density at high priceprobably given their focuson gift giving boxes

Company A has gems priced at Re 1

Chocolate Sugar ConfectioneryOverall


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Brand 1 Brand 2 Brand 3 Brand 4U

(Headquarters) I n

dia

Austr a

lia

South

f r ica

USA Sweden

(Headquarters)

Denmar k Finland Norway Poland

France(Headquarters)

Italy

Spain CzechRepublic

Austria Slovaki

a Switzerl

and Germa

ny Belgium Romani

a Hungar

y Netherl

ands Korea China

500 employees are present in five continents

Private & Confidential 13

The ABC group is a multinational organization offering fluidpower solutions in five continents

The ABC group, headquartered in the UK, is organized into four different brands depending on thecountries of operation

Geographies Served

Company Overview Global Presence

OLAER Group: Organizational Structure and Geographical Spread (1)(3)

Countries covered

Source:(1)Primary Research.(2)OLAER Worldwide, OLAER Australia, http://www.olaer.com.au/contact/worlwide_map.htm (accessed March 25, 2008).(3)Olaer Worldwide, Olaer Germany, http://www.olaer.de/ (accessed April 03, 2008).

Organizational Structure

Brands
http://www.olaer.com.au/contact/worlwide_map.htmhttp://www.olaer.com.au/contact/worlwide_map.htm


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Services across the value chain can be repositioned at multiple locations withvarying control to increase the cost-efficiency of sourcing

n Set up,tooling, layout, designplanning

n Inventorymanage-ment

n Safety,securityreporting

n Activity-basedcosting

n Procure-mentn Payrolln Accountingn IT departmentn Billing,

invoicingandcollections

n ManageR&Dportfolio

n Conceptual-izeresearchprojects

n Test conceptfeasibility

n Developbusinessplans

n Defineproductionrequirements

n Identify andmanagestrategic

partnerships

n Needsassessment

n Client require-mentsdefinition

n Softwarecustomiza-tion

n Systemsintegration

n Serviceprovisioning

n Softwareupdates

n Call centersn Help desk

n Salesforecasting

n Advertisingn Field salesn Account

manage-ment

n Leadgeneration

HHH

R&D/Intellectual

Property

Design &Engineering

Manufacturing

andAssembly

Maintenance,Customer Service

and Support

Sales andMarketing

Back officeOperationsand

SupportingActivities

Consulting,Installation,Integration

andImplementatio

n

43 76521

Scope of External Sourcing across Business Value Chain (A),(B)

Prioritization Matrix for Sourcing Services (2)

What is Outsourcing? (1)

tifying, acquiring and managing the receipt of sourced services from an external service provider.ing services through the most cost-efficient method which may also take the form of off shoring to a low-cost destination through a captive unit)

ain, opportunities for sourcing services from external providers exist across all stages of businessprocesses (B)

e crucial dimensions to determine the most cost-effective mode of partnershipheir value chains in order to first identify processes that can be sourced from alternative locations

equired to execute these processes effectively. For e.g., a financial institution may run offshore operations through a captive outfit instead of using a third party vendor fy opportunities of massive cost reductions if shifted to low-cost locations

KnowledgeServicesBusiness

ProcessServicesIT

ServicesP r o c

e s s C

o n t

r o l

T h i r d P a r t y H y b r i d C a p t i v e

Offshore

Near shore

Onshore

L

ocation 1

3

2

IllustrativeList

EvolutionofGlobalOutsourcingIndustry

Low-cost sourcing could be of several genres including onshore/offshore outsourcing, off shoring through captive units, etcNote:(A)Activities under each stage are illustrative an not comprehensive.(B)Illustrative representation of process which can be outsourced.Source:

(1)BA Analysis(2)Time to Go East? An outlook for IT and Business Process Offshoring in Eastern Europe, June 2006, McKinsey & Company, http://www.mckinsey.com/locations/warsaw/files/pdf/EESTCOM_report_final.pdf (accessed on July 21, 2009).
http://www.mckinsey.com/locations/warsaw/files/pdf/EESTCOM_report_final.pdfhttp://www.mckinsey.com/locations/warsaw/files/pdf/EESTCOM_report_final.pdf


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Just as the success of ITO paved the way for the growth of BPO, thegrowing maturity of the BPO led to the development of KPO

Years

High

Low

Maturity

B P O

K P O

I T OArrival of western captives(Phase I)

Rise of ITO vendors(Phase II)

Expansion of ITO vendors(Phase III)

ITO vendorssurpass captives(Phase IV)

Before 1990 1990 2005 20102000

Arrival of westerncaptives(Phase I)

Rise of KPOvendors(Phase II)

Expansion of KPO vendors(Phase III)

Arrival of westerncaptives(Phase I)

Rise of BPOvendors(Phase II)

Expansion of BPO vendors(Phase III)

BPO vendorssurpass captives(Phase IV)

ently following the offshore model of the ITO industry, with a time lag of ~10 years

1995

Roadmap of Outsourcing Industry

EvolutionofGlobalOutsourcingIndustry

Source:(1)KPO: Make or Buy, Evalueserve.(2)Bridges without Borders International Trade Centre, http://www.intracen.org/servicexport/pdf/Ghaha-2007/07Nov07/KPODemand_071107.pdf ( accessed July 21, 2009).(3)The Evolution of BPO in India, A PWC Report, http://www.pwc.com/images/tech/BPOinIndia.pdf ( accessed July 21, 2009).(4)Understanding the evolution of Outsourcing, Zinnov Management Consulting, http://www.zinnov.com/presentation/evolution_India_BPO.pdf ( accessed July 21, 2009)
http://www.intracen.org/servicexport/pdf/Ghaha-2007/07Nov07/KPODemand_071107.pdfhttp://www.pwc.com/images/tech/BPOinIndia.pdfhttp://www.zinnov.com/presentation/evolution_India_BPO.pdfhttp://www.zinnov.com/presentation/evolution_India_BPO.pdfhttp://www.pwc.com/images/tech/BPOinIndia.pdfhttp://www.intracen.org/servicexport/pdf/Ghaha-2007/07Nov07/KPODemand_071107.pdf


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KPO services yield higher business value and involve the outsourcingof core business functions

Next wave of services (B)

Note:(A)A representative set of BPO services is shown.(B)Research for the next wave of KPO services is part of the primary research study planned for Phase II of the project(C)Billing rates of attorneys can range upto 90 GBP for legal services such as drafting legal contracts and negotiationsSource:(1)Knowledge Process Outsourcing Market and Opportunities, IBEF, http://www.ibef.org/download/Knowledge_Process_Outsourcing_170708.pdf ( accessed July 21, 2009).(2)Bridges without Borders International Trade Centre, http://www.intracen.org/servicexport/pdf/Ghaha-2007/07Nov07/KPODemand_071107.pdf ( accessed July 21, 2009).(3)Knowledge Process Off-shoring The Next Big Opportunity, http://www.intelligentcommunity.org/clientuploads/PDFs/Aggarwal.pdf (accessed July 21, 2009).

Rule-basedWork

BusinessValue

KPO

Judgment-basedWork

Customer Support

Telemarketing

A/R Management

Insurance Claim Processing

HR Data Processing

Medical Transcription

ve nature of KPO services is reflected in its higher business value compared to that of BPO services

TransitionBPO to KPO (A),(1),(2) Evolution of KPO Services (3)

2000 20082004 2012

Business and market research, financial research, data analytics, software development

Legal services (C) , content development animation services, pharmaceutical research, automotive des

R&D, simulation services, engineering design services

n The gamut of KPO service s has constantly been evolving and increasing in size since its inceptionn There is a growing universe of smaller players that often specialize in niche, high-end services

BPOServices

AB

XY

Zabove

BillingRates(inGBP)

EmergenceofKnowledgeProcessOutsourcing
http://www.ibef.org/download/Knowledge_Process_Outsourcing_170708.pdfhttp://www.intracen.org/servicexport/pdf/Ghaha-2007/07Nov07/KPODemand_071107.pdfhttp://www.intelligentcommunity.org/clientuploads/PDFs/Aggarwal.pdfhttp://www.intelligentcommunity.org/clientuploads/PDFs/Aggarwal.pdfhttp://www.intracen.org/servicexport/pdf/Ghaha-2007/07Nov07/KPODemand_071107.pdfhttp://www.ibef.org/download/Knowledge_Process_Outsourcing_170708.pdf


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EE%

DD%

CC%

BB%

AA%

Data-driven service

XX

XX

XX

XX

YY B

XXLegal ServicesBusiness andConsulting Research

Market Research

Financial Research

Data Search,Management andAnalytics (B)

ZZ B

17

Data-driven services account for approximately AA% of the KPO market in Indiwith data search, management and analytics segment contributing the most

Source:(1)BA Analysis(2)Indian KPO How to capture the potential?, An Evalueserve Report, http://www.sibc.se/uploads/Downloads/KPO%20-%20A%20Win-Win%20Situation.pdf ( accessed on July 21, 2009).(3)Indias Knowledge Process Outsourcing (KPO) Sector: Origin, Current State, and Future Directions - Whitepaper by Evalueserve on July, 2007,

http://www.ibef.org/download%5CIndia%27s_(KPO)_Sector_6May_08.pdf ( accessed on July 20, 2009).(4)Knowledge Process Outsourcing Markets and opportunities, IBEF Report, http://www.ibef.org/download%5CIndia%27s_(KPO)_Sector_6May_08.pdf ( accessed on July 20, 2009).

Market Share by Type of KPO Services in India(2009E) (A)

Segm

entationofIndianMarketbyTypeofServiceArea

(A)

(B)

Data-driven Services Market in India (2009)

Focus of Study

Note:(A)India market size is the pessimistic market value.(B)Includes Financial Analytics.

100% = AA B

= XX B= YY B

Segment Market Size (

Data-drivenservices, YY%

Technology-driven and

OtherServices, XX%
http://www.sibc.se/uploads/Downloads/KPO%20-%20A%20Win-Win%20Situation.pdfhttp://www.ibef.org/download/India's_(KPO)_Sector_6May_08.pdfhttp://www.ibef.org/download/India's_(KPO)_Sector_6May_08.pdfhttp://www.ibef.org/download/India's_(KPO)_Sector_6May_08.pdfhttp://www.ibef.org/download/India's_(KPO)_Sector_6May_08.pdfhttp://www.sibc.se/uploads/Downloads/KPO%20-%20A%20Win-Win%20Situation.pdf


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http://www.intracen.org/servicexport/pdf/Ghaha-2007/07Nov07/KPODemand_071107.pdfhttp://www.in.kpmg.com/TL_Files/Pictures/KPO.pdfhttp://www.intracen.org/SERVICEXPORT/pdf/Ghaha-2007/KPO_GlobalDemandStudy.pdf


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The F&B industry can be segmented into four distinct operatingsegments that differ significantly in the levels of value addition

AGTHIA

Commodity Processed Packaged Innovation

CARGILL

BUNGEE

CONAGRA

GENERAL MILLS

NESTLE

PEPSICO (Beverages)

XXX currently has a strong presence in the commodity business and aims to strengthen its presencsegments

Value Addition

Operating Segments within the F&B Industry

KELLOGGS

OperatingSegmentsintheF&BIndustry

DANONE

HANSEN YAKULT


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Commodity

Head Office

Marketing Mfg

Category 1

Category 2

Category 3

Sales

Support Functions

Head Office

Geography 1 Geography 2

Category 1

Category 2

Category 3

Geography 3

SupportFunctions

Sales

Procurement

Supply Chain

Value Addition/Level of Sophistication

Decisions may pile on top Poor horizontal coordination Slow response to change

In-depth knowledge and skilldevelopment

Economies of scale in functional areas Clear-cut goal setting Best with few product lines

Head Office

Category 1 Category 2

Geography 1

Geography 2

Geography 3

Category 3

Support Functions

Sales

Marketing

Supply Chain

Eliminates functional depth Poor coordination across product

lines

Responsive to markets Tight coordination between functions Can adapt to products, regions, clients Decentralizes decision making Best for multiple product lines

Head Office

Geography 1 Geography 2

Category1

Category 2

Category 3

Geography 3

Support Functions

Sales

Marketing

Supply Chain Local responsiveness is lost Coordination issues

Functional disciplines are centralized toensure greater collaboration,

coordination andcommunication throughout the business

Quick establishment of best practicesin these essential

disciplines

Fun ctional

Divisional(Product Segment)

Hybrid(Market and Function)

Processed Packaged Innovation

With the expansion of the product portfolio into higher value-addedsegments, more options for organization structure become viable

OrganizationStructures


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n Cross-functional teamworkn Visibilityn Educate customer

The strategic focus area will guide the structure, processes andcompetencies required

Cost Focus

Customer Focus

Product Focus

Structure & People Processes

n Standardized Processesn Low overheadn Use technology as an

enabler n No frills products/services

KEYIMPLICATIONS

n Non-traditional structuresn Low bureaucracy

n Decentralizationn Create learning

organizationnn

n Centralized decision-makingn Tightly linked product supply,

customer service, anddemand management

StrategicFocusArea

Competencies

n Customer servicen Market researchn Product/service deliveryn Highly trained sales and

service forcenn

n Understand customer requirements

n New and Innovativeproduct development

n Lean Operationsn Standardized Quality

n Foster Innovationn Develop strong product

pipelinen Efficiencyn

OrganizationRestructuring


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edd


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Roles

Roles

Category ManagementCategory Management

Portfolio Expansionwithin Customer

Accounts


Accounts

Reach (More Customer Accounts)

Reach (More Customer Accounts)

Sales ForecastingSales Forecasting

MerchandisingMerchandising

Trade MarketingTrade Marketing

Outcome

Outcome

d BenefitsofCen tralizatio n

d Benefit sofCentralizatio n

EffectivenessEffectiveness EfficiencyEfficiencyExecution

SpeedExecution

QualityCross-

learningScalability Standardiza-

tionOH

Reduction

Credit Grant &Collection


Competitor AnalysisCompetitor Analysis

Low Low High Low Low Medium

High Medium High - Medium High

High Low - Medium High High

Low - - - High Low

Low Medium High - High Medium

Low Low High High High -

Medium High - - High Medium

- High High High High High

SalesEvaluation of Centralization

Most functions in sales point towards need for centralization

FunctionalDesign


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24

Roles

Roles

Outcome

Outcome

TransitionalLeve rs(A)

Transitio nalLeve rs(A)

RiskRisk CostCost DifficultyDifficulty


Accounts


Accounts

ReachReach

Trade MarketingTrade Marketing



Competitor AnalysisCompetitor Analysis

SalesTransition to Centralization

Note:(A) RiskRisk of implementation, CostCost of Implementation, DifficultyDifficulty in Transition.

n Centralization of sales/co-ordinationwill be difficult toachieve givenvaried nature of portfolio

n

Higher risk due todifferent productcategories and co-ordination failures

n training and development of the sales team to sell the varied product categories. The same will require upfront investment in sales teit collection and competitor analysis will be negligible from sales point of view

FunctionalDesign


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25

Roles

Roles

CategoryManagement

CategoryManagement

MerchandisingMerchandising

Outcome

Outcome

Pros

Pro

s

Cons

Cons

Transitio nalLevers(A)

TransitionalLeve rs(A)

RiskRisk CostCost DifficultyDifficulty

n Level of focus/effortsrequired on categorymight be compromiseddue to divergentincentives of first linesales team

n Lower overheads insales Team

n Piggy backing weakcategories on strongones

n ConsolidatedMerchandizing will becomprehensive andefficient

n Multiple business/functional interface willconstrain the speed of operations

SalesAssessment of Transition to Centralization

FunctionalDesign

Note:(A) RiskRisk of implementation, CostCost of Implementation, DifficultyDifficulty in Transition.

here would be need of extensive training and monitoring system that needs to be in place before the same sales people can be requiremplementation


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26

Emerging AlternativesEmerging Alternatives

n Sales function to be consolidated along theproduct/business groups (A)

n Key account information andnegotiations to be held through acentralized coordinating agency

n Competitor tracking to be coordinatedcentrally by the coordinating team

n Sales function to be consolidated along theproduct/business groups (A)

n Key account information andnegotiations to be held through acentralized coordinating agency

n Competitor tracking to be coordinatedcentrally by the coordinating team

A

BenefitsBenefits ConcernsConcerns

n Consolidated sales to keyaccounts to reduce overheadsand enable better categorypenetration within customer account

n

n Consolidated sales to keyaccounts to reduce overheadsand enable better categorypenetration within customer account

n

n Risk of in-efficient negotiationsas an aftermath of consolidations

n Certain categories might notget adequate attention,especially during their launch

n

n Risk of in-efficient negotiationsas an aftermath of consolidations

n Certain categories might notget adequate attention,especially during their launch

n

Emerging alternatives consider the synergies in different role for sales as well as transitional constraints

Note:(A) Product /business groups would be for instance: Beverages /Packaged foods/frozen foods etc.

Key Accounts of Business Units Category Management Portfolio Expansion Information Tracking Negotiations

Competitor Tracking

Group/Business Group

Business Unit

Sales

Sales Coordination Department(Centralized)

Sales Forecasting Reach Expansion Trade Marketing Merchandising Credit Grant & Collection

CONSOLIDATED SALES

PRODUCT GROUP FOCUSSEDSALES

FunctionalDesign


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27

Audio/Video

Collaboration

Level of Interaction (A)

Information Feeding(B)

Communication

Text

Low Medium High

Bandwidth Required

LowBandwidth

HighBandwidth

Image

High Prevalence Medium Prevalence Low Prevalence

Video Sharing

Audio Sharing

Image Sharing

Blogs

Micro-blogs

VirtualWorlds

SocialNetworking

Online Gaming

Intern

et Forums

Audio Sharing

SocialNews and Bookmarking

Wikis

Widgets

RSS Feeds

Podcasting

Newsletters

Note:(A)Level of interaction is indicates the involvement that is necessitated from both the creator and the consumer (B)Note: While many do not consider Information Feeding a form of social media because it typically involves one way communication, many firms including the CDC refer to it as a form of

Social Media

Communication as a segment of social media represents themost common type of social media format

Communication related social media formats have grown


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28

RSS FeedsRSS Feeds

WidgetsWidgets

PodcastsPodcasts

WikisWikis

Image SharingImage Sharing

Audio SharingAudio Sharing

Video SharingVideo Sharing

Online GamingOnline Gaming

Virtual WorldsVirtual Worlds

BlogsBlogs

Micro-blogsMicro-blogs

Social NetworksSocial Networks

Information

Feeding

Information

Feeding

Collabo-

ration

Collabo-

ration

Communication

(A)

Communication

(A)

20002002 200620081990s 20032005

Social bookmarkingSocial bookmarking

Note:(A)For details, please refer the appendix (B)Please note timeline is not to scale

4 RSS

4 Trivia blitz

4 Ofoto

4 Blogger, Livejournal

4 Classmates, Sixdegrees

4 Cybertown, Whyville

4 Delicious

4 Delicious

4 Fotolog

4 Last.fm, Rhapsody

4 Miniclip

4 Friendster, Ryze

4 The Sims Online, Muse

4 Mixx

4 Plurk, Yammer,Ping.fm

4 Second Life, DisneyToontown, Dreamville

4 Facebook, Orkut,Myspace, Linkedin

4 Twitter, Jaiku

4 Wordpress, Yahoo!360

4 Yahoo Games

4 YouTube, Metacafe,Dailymotion, Veoh

4 Flickr, Photobucket,Picasa

4 Digg

4 Podcasts

Illustrative

Timeline (B)

Examples

Communication related social media formats have grownsignificantly since 2001, even though they were introduced in1990s


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Subscriptions (Newsletters, RSS feeds)

SummarySummary4 The success of social media initiatives should be measured, in a true sense, by calculating the percentage of engaged target audience who actually

implement the message in their personal life and this implementation positively affects their health behavior 4 However, most organizations measure engagement levels (subscriber/reader/viewer base) as the only measurement of success given the ease of doing so

and the fact that it represents a proxy for affect4 Few organizations use qualitative feedback to judge the success of social media, because they either lack the resources or the techniques to do so4 CDC is conducting pilot studies through survey of sample audiences to collect the evidence-based data on the proportion of target audience, whose health

or health related behavior has positively impacted via the social media initiative

4 The success of social media initiatives should be measured, in a true sense, by calculating the percentage of engaged target audience who actuallyimplement the message in their personal life and this implementation positively affects their health behavior

4 However, most organizations measure engagement levels (subscriber/reader/viewer base) as the only measurement of success given the ease of doing soand the fact that it represents a proxy for affect

4 Few organizations use qualitative feedback to judge the success of social media, because they either lack the resources or the techniques to do so4 CDC is conducting pilot studies through survey of sample audiences to collect the evidence-based data on the proportion of target audience, whose health

or health related behavior has positively impacted via the social media initiative

Note:(A) An Engagement is an act of consuming the content created by public health organizations on the social media platform For

Engagement with social media is poorly understood and measured. The success ismeasured by the outcome of the initiative.People take the easy approach of measuring the success by number of hits or views

Ex-Deputy Administrator, EPA

Friends (Social Networks)Views (Video Sharing)

Percentage of target audienceexperiencing improvement in actual healthor healthy behaviors (increased visits todoctor, decrease in smoking, etc.)

Readership/Following (Blogs, Micro-blogs)

SuccessMeasurement

SuccessMeasurement

QuantitativeQuantitative

QualitativeQualitative

Engagement(A) Levels

Engagement(A) Levels

ResponseResponse

Evidence-BasedImpact

Evidence-BasedImpact

Downloads (Podcasts)

Content type and quality of feedbackreceived (feedback related to impact,impression on ones life, effectiveness/easeof use of the social media format, etc.

Mostly Commonly Used

The most commonly used criteria to measure the success of asocial media initiative is engagement level since it is theeasiest and fastest to track

Sample Slides_Amandeep Singh

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