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How U.S. Telecoms Can More Effectively Convert Data to Foresight


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In an intensely competitive industry, communication services providers are turning to analytics as a service to improve customer experience and avoid being outmaneuvered by competitors.

In an intensely competitive industry, communication services providers are turning to analytics as a service to improve customer experience and avoid being outmaneuvered by competitors.

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  • 1. • Cognizant ReportsHow U.S. Telecoms Can More EffectivelyConvert Data to Foresight Executive Summary a more programmatic use of advanced analytics The business environment has never been more to provide superior customer service, resulting challenging for communication services providers in improved customer retention. This requires (CSPs). Buffeted by a growing threat from non-tra- the backing of the organization’s leaders and a ditional players, pressure to reduce costs, drifting cultural shift toward fact-based decision-making. customer loyalties and a dynamic technological As part of the due diligence process, CSPs should landscape, they must also deal with the perennial consider working with partners capable of provid- issues of billing abnormalities, subscriber churn, ing analytics as a service, which not only delivers revenue leakage and call failures, among other cost advantages but also leverages experts who issues. Above all, intense competition has CSPs can jump-start the process and accelerate time venturing outside their comfort zones to improve to value. customer experience and avoid being outmaneu- vered by competitors. Driving Forces CSPs are banking on the customer data gener- CSPs operate in an increasingly tough environ- ated by operational systems day-in, day-out to ment. The industry is characterized by intense provide valuable insights about their custom- competition, a growing threat from non-tradi- ers’ tastes and preferences. However, this data is tional competitors, a rapidly changing technologi- complex and runs into terabytes, putting intense cal landscape and increasing customer demands pressure on existing systems and processes. (see Figure 1, next page). Among the challenges: The end result: CSPs often have little or no clue The U.S. market is highly competitive, with about their customers’ actual requirements. With CSPs vying for customer affection by offer- increasing customer demands and the availability ing services at competitive prices, resulting of facilities that provide easy movement to the in reduced margins. Average revenue per competition, CSPs need to undertake proactive user (ARPU) from traditional voice services is measures to minimize customer attrition. steadily declining, countervailing the increase in data ARPU1 (see Figure 2, next page). Advanced analytical solutions can help CSPs The rise of over-the-top (OTT) players such as understand and predict customer behavior and Google, Yahoo and Skype, which use CSP net- make quick and effective decisions. Combined works to provide voice, video, messaging and with network analytics, which help in utilizing other services freely to consumers, directly networks more efficiently, CSPs can benefit from impacts CSP revenues. cognizant reports | september 2011
  • 2. CSP Challenges Intensifying competition 57% Efficiency improvements 40% Growing customer expectations 37% Reduced time-to-market 30%Reducing complexity of the companys structure 30% Keeping pace with new technology trends 20% Sustaining profitable growth 20% Network congestion 13% Dealing with regulatory issues 7% 0% 10% 20% 30% 40% 50% 60%Source: Frost & SullivanFigure 1Average Revenue Per User Deep-Dive$60$50$40$30$20 Q2 2013 $10 $0 Q310 Q304 Q105 Q205 Q305 Q405 Q106 Q406 Q207 Q307 Q407 Q108 Q308 Q408 Q109 Q209 Q409 Q110 Q210 Q410 Q111 Q404 Q206 Q306 Q107 Q208 Q309 Data ARPU Voice ARPU Linear Data ARPU Linear Voice ARPUSource: “U.S. Wireless Data Market, Q1 2011 Update,” Chetan Sharma ConsultingFigure 2 CSPs must keep pace with growing technol- Following the global downturn, CSPs have ogy complexity and equip themselves to meet been under immense pressure to improve the growing demands of their subscribers. operational efficiencies and cut costs, while The convergence of IT, telecom and media has ensuring quality of service. led to the development of new products (e.g., smartphones, tablets, etc.) that are driving In addition, CSPs must regularly contend with demand for both data and personalized ser- maintaining customer loyalty, a challenge made vices. For instance, data will account for 51% more difficult with the introduction of portable of overall wireless spending by 2014, accord- mobile numbers. Other challenges include billing ing to the Telecom Industry Association (see abnormalities, revenue leakage and call failure, Figure 3, next page). This requires CSPs to plan among other issues, which need to be addressed to and invest in infrastructure to accommodate protect revenues. Under pressure to improve prof- increased demand for network bandwidth. itability and quality of service, CSPs have placed cognizant reports 2
  • 3. Traffic Growth 4,000 3,500 3,000Percent 2,500 2,000 1,500 1,000 500 0 2009 2010 2011 2012 2013 2014 Average Data Growth Traffic Growth per Site* Tech-Adjusted Traffic per Site**Source: “TIA 2011 Playbook,” Telecommunications Industry Association, and “FCC Report – Mobile Broadband: The Benefits ofAdditional Spectrum,” October 2010.* Data demand adjusted for additional cell sites.** Data demand adjusted for special efficiency improvements.Figure 3renewed focus on customer retention and, along bottlenecks, address capacity concerns and uti-with it, the tools to improve customer service. lize network infrastructure intelligently. Further, by deploying analytics to streamline business operations, CSPs can reap sustainable efficien-Customer-Centricity Imperative cies, which could prove to be a game-changer.According to a Bain & Co. study, a 5% increasein customer retention can improve profitabilityby 75% for a company across many industries. Analytics for Improved CustomerWith traditional communications services being Relationship Managementincreasingly commoditized by the emergence of Building long-term profitable relationships withIP-based networks, CSPs have put greater empha- customers is the key for any organization. Consid-sis on improving the customer experience in a ering CSPs’ huge, diversified customer bases, withbid to extend customer retention. Achieving this their varying service requirements, customer rela-requires a greater understanding of customer tionship management becomes an arduous task.behavior and needs, as well as superior service. Prohibitively high customer churn rates in theThe good news is that CSPs already possess rich early 2000s forced CSPs to invest significantlyand abundant customer data. Leveraging this in CRM systems, with the hope of achieving radi-data through advanced analytics will enable CSPs cal improvements in customer relationships andto develop deeper insights into customer usage profitability. However, a majority of these CRMand preferences, predict their future require- initiatives failed to realize their full potential, asments and make more effective business deci- CSPs struggled to mine the insights containedsions. CSPs should also ensure that customers within these systems.are connected and have access to persistent ser-vices around-the-clock, which requires efficient Merely collecting customer information throughnetwork capabilities. CRM systems does not aid in decision-making. Consolidating and analyzing data related to sales,Networks are the key to CSPs’ business strategy, marketing and service provides deep insights intoand their performance is vital to customer satis- what customers want. Analytics provide CSPsfaction. That’s why CSPs focus on network health with the power to analyze enterprise-wide dataas their top priority in order to avoid sudden and make effective tactical decisions that canoutages. Network analytics allow CSPs to con- improve customer satisfaction at various stagestinuously monitor network performance, identify of the customer relationship, from acquisition, cognizant reports 3
  • 4. to improving customer spend and retention. If Further, marketers can identify prospective cus-properly configured, CRM systems provide a tomers, predict customer needs in advance,360-degree view of customers and enable differ- design targeted marketing campaigns and pro-ent groups in an organization to leverage a single vide customized services, which will improve cus-version of the truth. tomer experience, ultimately increasing customer loyalty and profitability (see Figure 4).Embedding Analytics Across the Customer Lifecycle Prospecting and Growth Manage Retain Acquisition Customer Social Media Profitability Customer Analytics Analytics Segmentation Churn Analysis Social Network Customer Product Customer Risk Analysis Lifetime Value Affinity Analytics Analysis Analytics Tariff Modeling Identify Uncover Develop Develop a profitable up-sell and personalized robust customer customers cross-sell offerings retention strategy opportunitiesSource: Cognizant Research CenterFigure 4Customer Lifetime Value profitable customers and retaining them is impor-Customer lifetime value (CLV) is the profit or loss tant to sustain and also gain referrals.generated by a customer during a business rela-tionship. It reveals how much a new customer Customer profitability analytics allow CSPs tois worth based on specific inputs — for example, determine who their most profitable customershow long the customer will stay with a company are by comparing the revenues generated from(estimated value), a customer’s purchase behav- these customers with the cost of providing ser-ior and profitability. Based on the CLV, the CSP’s vices to them during a particular period. This ismarketing departments can decide how much useful for understanding what causes the lack ofcan be spent on acquiring a particular customer profitability of some customers, as well as how totype. By calculating segment-wise CLV, CSPs convert them into more profitable ones by devel-can understand which segments provide better oping new products or tweaking existing ones andopportunities and direct their customer acqui- developing targeted marketing campaigns.sition and retention strategies. For instance,CSPs can focus on providing better services to Targeted Marketing Campaignsa few high-value (post-paid) customers vs. many Competitors’ marketing campaigns are one of theless-valuable customers, although the latter could prime factors for customer defection. It is, there-be targeted later to buy more services. fore, important to consistently engage customers with timely and relevant marketing campaigns.Customer Profitability AnalyticsBased on the Pareto Principle — which states The first step is to break down complex customerthat 80% of a company’s revenues is derived data. By analyzing customer calling patterns —from 20% of customers — identifying the most including the operator services they use, their cognizant reports 4
  • 5. demographics and other personal information — in the case of new customers from whom thethe subscriber base can be divided into segments company is yet to gain return on investment.based on behavioral patterns. Such segmentationallows CSPs to understand issues unique to each Customers depart for a number of reasons, rang-group and address the group as a whole. ing from poor customer service and inappropri- ate billing, to lucrative offers from competitors.Customer segmentation analysis allows CSPs New offerings such as mobile number portabilityto design marketing campaigns tailor-made have eased defection to a competitor’s service,to addressing the needs of each segment. For making it possible to complete the move in a mat-example, high-value customers who account for ter of hours. It is, therefore, important for CSPsa major chunk of revenues or consume higher to understand the current level of satisfaction ofprofit services can be offered special tariffs and their customers and identify in advance custom-other services that incent them to stay longer ers who are most likely to switch loyalties.without compromising profitability. Further, pre-dictive analytics can be used to understand which Churn management solutions, including socialcustomer segment is most likely to buy a product network analysis, allow organizations to iden-and during which period, resulting in better ROI tify customers who are most likely to defectfor campaigns. based on their behavior. Further, by combin- ing and analyzing the data of defected custom-Campaign Analysis ers, CSPs can understand the factors that influ-CSPs apply huge amounts of resources to market- enced these departures and take steps to preventing their offerings across various channels. With further churn.the growing cost and complexity of marketing, itis important that CSPs understand how effective Social Network Analysistheir marketing campaigns are. Campaign analysis Customers share varying degrees of relationshipscan be used to study the efficacy of a marketing with other members in a group. Social networkcampaign in generating sales against the costs analytics help in identifying proximities and rela-incurred, based on key success criteria for a cam- tionships between people, groups, organizationspaign through a channel. It is also useful for under- and related systems. It reveals the strength of thestanding the impact on other related products relationships, how information flows within theand design efficient future campaigns. Real-time groups and who the influencers are in the group.campaign analysis allows marketers to measure It is observed that influencers can cause masseach and every aspect of a marketing campaign churn within four to seven days of their move-and take immediate corrective actions, resulting ment to another service provider. By appeasingin efficient utilization of budget and resources. group influencers via customized and innovative tariffs, CSPs can prevent mass churn and attractCross-Selling and Up-Selling new customers, including those from competi-Affinity analytics or market-basket analytics tors. Further, group influencers can be used toenable CSPs to understand products that are quickly spread the news about a new service oroften bought together. It also provides the right a product.combination of services for customers. By iden-tifying customers who have not bought any of Social Media Analyticsthese services, CSPs can offer bundled services Social networking sites have emerged as a major(up-selling) or new services (cross-sell). This will channel for customer engagement. Two out ofnot only lead to improved customer spending three people in the U.S. use social networking(increased ARPUs), but it will also reduce cam- sites; about 63.7% (147.8 million) of Internet userspaign costs, as the right customers are targeted. are members of social networking sites, and that number will increase to 67% by 2013, accordingChurn Management to eMarketer.Retaining customers is a challenge, but not asmuch as acquiring new ones. According to stud- Tracking of social media (using tools such asies, acquiring new customers is five times more text analytics) allows CSPs to understand cur-expensive than retaining existing customers. High rent customer sentiment and obtain a deepercustomer attrition affects profitability, especially understanding of their products and services. cognizant reports 5
  • 6. For example, by analyzing the chatter created on traffic routing, free capacity can be identified andsocial media about a new advertising campaign used elsewhere, driving down Op-Ex.or special offer, CSPs can know which featuresthe customers liked or disliked and, based on this Network Monitoringinformation, make adjustments to their offering. In a hypercompetitive arena, providing uninter- rupted connectivity is of paramount importance to CSPs, and doing so requires providers toAnalytics for Efficient Network maintain network health, identify glitches thatManagement impact network performance and proactivelyNetwork operating costs account for 45% of address them.CSPs’ total Op-Ex, which itself is about 50% ofrevenues. But networks are utilized only at 30% Network monitoring tools track network behaviorof their capacity, as traditional solutions employed and help in identifying stress points before theyby CSPs provide limited insights into network uti- impact the network and connectivity. Further,lization, hindering their ability to utilize capacity by conducting root cause analysis of past net-optimally, according to Yankee Group. With the work breakdowns using correlation techniques,proliferation of smart devices driving the demand future disturbances can be averted, resulting infor more network bandwidth, CSPs need to not improved quality of service.only utilize their current network capacities moreefficiently but also predict future capacity addi-tions accurately. Network analytics help address Analytics for Revenue Assurancecapacity utilization issues and predict future Fraud Managementrequirements accurately, allowing CSPs to provi- Global communications fraud — the practicesion bandwidth more efficiently. of using telecommunications products or ser- vices with no intention of paying, according toCapacity Planning the Communications Fraud Control Association2The emergence of new technologies (3G, LTE, — results in the loss of $72 billion to $80 billionetc.) is driving the demand for more bandwidth, (about 4.5% of revenues) annually. Fraud analyt-as CSPs have to support wireless, VoIP, video, ics tools use customer bill payment schedules,high-speed data, a host of digital media applica- demographic details, calling patterns and othertions and other services across numerous con- information to proactively identify customerssumer and business devices. This requires CSPs who are likely to exhibit fraudulent behavior. Forto invest in building new capacities. However, they example, the tools generate alerts upon findingmust ensure not to overbuild, which would lead a sudden abnormality in the usage or paymentto increased Cap-Ex and Op-Ex, nor under-build, patterns of customers, which can be used to planwhich often leads to poor quality of service. CSPs remedial measures.should first understand their current network uti-lization and then plan capacity expansion. Customer Risk Management Some customers may not be able to pay their bills,Real-time network analytics allow CSPs to under- resulting in bad debt. An increase in the numberstand current network usage — capacity utilized at of such customers puts pressure on revenues andvarious locations at different time periods — and margins. CSPs need to be careful when imposingidentify regions where network usage is expected credit limits, in order to minimize the impact onto grow vis-à-vis others due to a new marketing customers in good standing. Blanket policies cancampaign or a change in tariffs, among other and often do negatively impact satisfaction levels.influences. This allows CSPs to plan in advance Analytics help identify risky accounts proactivelyand provision the right amount of bandwidth at and design less expensive tariffs, which lessen thethe right place and at the right time, leading to burden on such customers without affecting CSPcost savings. By combining this with dynamic profitability. This will not only reduce potential revenue loss but also improve customer retention. cognizant reports 6
  • 7. Revenue LeakageCSPs globally lose about $100 billion annually in revenue leakage, primarily due to inter-carrier settle-ments, which is among the major revenue sources for some CSPs. According to Frost and Sullivan, inter-carrier revenue leakage accounts for 3% to 5% of total costs for traditional voice products and 7% to11% for broadband services.Moreover, the increase in traffic, combined with the huge variety of services that CSPs provide, hasresulted in increased billing complexity. This, in turn, puts pressure on legacy systems when analyz-ing huge volumes of call detail records (CDRs), hindering the accurate capture of relevant data that isrequired to charge customers for their network usage.Advanced analytics can be used to filter billions of CDRs quickly and efficiently, identify and plugrevenue leakage sources across the revenue chain and enable more accurate billing and inter-carriersettlements.Lastly, the benefits of customer and network analytics cannot be fully realized if internal processesare not efficient. Often, there is a huge time lag between data capture, analysis and action, which costsCSPs dearly. By measuring operational performance against key business drivers, process optimizationanalytics help CSPs identify areas where capacity is unused or underutilized, or where changes in staff-ing and budget can yield better results, etc. For instance, the sales department can check whether thesales force assigned to a particular area is sufficient to handle the volumes and make changes to theteam if necessary.Roadblocks ment that can effectively deal with data overflow.CSPs need to analyze huge volumes of data that Efficient data management, combined with pow-is generated continuously, such as CDR, SNMP erful predictive and real-time analytics that con-(Simple Network Management Protocol) and sider customer, network and other critical aspectsIPDR (Internet Protocol Detail Record) data. With of the business, can result in just-in-time under-millions of subscribers utilizing a range of voice, standing of operational issues, effective forecast-video and data services, there has been an expo- ing and more meaningful and timely decisions.nential growth in such data. However, very littlehas been done on the database managementfront to handle such an explosion, putting pres- Analytics for Competitive Advantagesure on existing systems. Through the mid-2000s, analytics was synony- mous with reporting. This has changed as dataData at many CSPs typically resides in disparate proliferated and competition grew, which is forc-databases running on numerous independent ing CSPs to adopt data-driven decision-making.legacy systems, which often results in data incon- Further, the rapid development of IT and the avail-sistency. In this situation, even advanced analyt- ability of industry-specific analytics are enablingics cannot aid in identifying problem areas or the organizations to embrace analytics to make tacti-root cause of a problem. It is, therefore, important cal, operational and strategic decisions.that data structures across the organization bestandardized and data issues resolved. Resolving CSPs acknowledge the benefits of analytics. Indata issues forms 70% to 80% of the effort in fact, the telecom industry leads many others inimplementing an analytics project, according to the adoption of analytics (see Figure 5). CSPs areresearch firm IDC. in an enviable position when it comes to know- ing their customers when compared with manyTo leverage the benefits of analytics, CSPs need other industries. However, the information isto focus on new approaches to data manage- not typically harnessed or used to inform more cognizant reports 7
  • 8. proactive decision-making the way it should be. an inability to cope with today’s dynamic marketThe existing analytics infrastructure (legacy sys- conditions. In an ultra-competitive era, futuretems) at a number of CSPs has resulted in huge success will depend on how effectively CSPsstorage and related infrastructure costs, long lead leverage analytics to exploit data and build sus-times for loading data and running queries and tainable competitive advantage.Analytics: An Industry ScorecardQ: Has your organization implemented a business intelligence/analytics solution? Securities and investment 87% Process manufacturing 84% Insurance 83% Life sciences 83%Communication and media 82% Transportation 81% Government 79% Banking 79% Discrete manufacturing 79% Utilities 78% Oil and gas 77% Healthcare 70% Retail 70% Professional services 68% Consumer products 66% Education 52% 0% 20% 40% 60% 80% 100% (% of respondents)Source: IDC’s Vertical Research Survey, 2010Base: 2,771 respondentsFigure 5It is often debated whether analytics can provide Embracing Analytics as a Servicesustainable competitive advantage when the Telecom data is complex. Analytics, with itstechnology can be easily replicated by the com- wide application and the ability to meet thepetition. While competitors can duplicate the data increasingly complex decision-making needs ofcollection process and the kind of data collected, telecoms, will play a crucial role in address-the key lies in how much more quickly and effec- ing the issues. However, handling such hugetively the organization can gain unique insights volumes of data poses a significant chal-into its subscriber base vis-à-vis the competition. lenge for telecommunications providers andFurther, applying analytics to improve operational requires them to invest in people, process,efficiencies is unique to each CSP. IT tools and infrastructure.It is, therefore, important that analytics adop- A partner with the ability to handle complex ana-tion be driven by top management and defined lytics tasks can help CSPs more quickly leverageby specific goals, such as improving profitability the promise of advanced analytics. With virtual-or reducing errors by a certain percentage. Top ization and cloud computing, opportunities nowmanagement must focus on creating a strong exist for cost-cutting through an emerging ser-organizational culture that emphasizes data- vice delivery model called business process asdriven decision-making. This can be achieved by a service (BPaaS).3 This approach makes avail-closely aligning the business units with the teams able on-demand telecom analytics applications,handling analytics, which creates a collaborative such as revenue assurance, fraud managementenvironment that can have a ripple effect across and customer experience management, whichthe enterprise. can save critical Cap-Ex by eliminating the cost cognizant reports 8
  • 9. of acquiring expensive hardware, software and that CSPs stand to benefit greatly by associatingkey talent. Moreover, enterprises pay only for with partners that have mature cloud computingresults achieved through outcomes-based and/or fee models. To realize the full potential of analytics services,In this context, analytics are delivered as a knowl- CSPs need to do the following:edge process outsourcing (KPO) service, eliminat-ing key technology barriers (continuous applica- Develop an enterprise-wide data architecture.tion development, deployment and maintenance Identify key areas for deploying analytics.issues), as well as talent-related obstacles that Design a comprehensive strategy for adoptioncan often hinder performance. KPO allows CSPs and implementation of analytics, includingto deploy resources tailored to their needs that information technology.can be increased or decreased as business Develop a fact-based decision-making culturerequirements dictate, providing Op-Ex flexibility. focusing on achieving specific goals. Formulate customized strategies to capital-When delivered as a service, analytics KPO ize on unique data, instead of copying thepresents options that are more extensive than competition.traditional business process outsourcing (BPO), Continuously renovate and renew analyticswhich focuses primarily on labor, cost arbi- implementation.trage and continuous process improvement Enter into relationships with partners that areto elevate business performance. As analyt- capable of providing mature analytics servicesics processes become standardized and can to aid in their attempts to gain competitivebe uniformly delivered via the cloud, we believe advantage.Footnotes1 Wireless ARPU decreased $0.46 in 2010. While data ARPU increased by $2.37, voice ARPU fell by $2.86 per user.2 The Communications Fraud Control Association (CFCA), headquartered in Roseland, N.J., is a not-for-profit global educational association that is working to combat communications fraud. The global fraud loss figures cited are based on the initial results of a CFCA survey conducted in 2009. The figures represent a 34% increase over 2005 survey results.3 BPaaS refers to the provision of business services encompassing underlying IT infrastructure, platform and skilled manpower to run specific business processes in a virtual, globalized and distributed operating model.ReferencesSwati Sinha, “Improve Customer Retention with CRM Analytics,” The Decision Factor, June 28, 2011.Kalyan Hariharan, “Revenue Assurance – Why This is a Critical Function in a TelecommunicationIndustry,” India Telecom Online, May 12, 2011.Eric Chan, “Five Ways to Win Back the Voice Market,” Wireless Week, April 26, 2011.“Decision Analytics for Operational Excellence,” TM Forum, March 31, 2011.Ari Banerjee, “BI Critical for Network Planning,”, March 21, 2011.Michael S. Hopkins, “Interview: What’s IT’s Role in Analytics Adoption?” MIT Sloan Management Review,Jan. 12, 2011.“Big Data Integration Solutions: Turbocharge Analytics with Data Virtualization,” CompositeSoftware, 2011. cognizant reports 9
  • 10. “TIA 2011 Playbook,” Telecommunications Industry Association, 2011.“Using Data as a Hidden Asset,” Bain & Co., August 16, 2010.R. Venkateswaran, “Innovative uses of Analytics in Telecom,” B-eyeNetwork, September 28, 2010.Henry D. Morris, “Business Analytics and the Path to Better Decisions,” IDC, September 2010.“Exploiting Analytics,” TM Forum Research Insights, September 2010.Olivier Serrat, “Social Network Analysis,” Asian Development Bank, February 2009.Arindam Banerjee, “Communication Service Providers Must Adopt a Customer-Centric ServiceAssurance Strategy,” Yankee Group, May 2009.“Business Intelligence for the Telecommunications Industry: Improving the Bottom Line and ControllingExpenses,”, 2008.“Business Analytics: Six Questions to Ask About Information and Competition,” nGenera Corp., 2008.“Beyond Commoditization: The Way Forward for Traditional Telecom Operators,”,August 27, 2007. “Telecom – Marketing Analytics,” Subject Matter ExpertVinaya Kumar Mylavarapu Jayendra RamesanCognizant Research Center Director and Practice Leader Cognizant Enterprise Analytics PracticeAbout CognizantCognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-sourcing services. Cognizant’s single-minded passion is to dedicate our global technology and innovation know-how,our industry expertise and worldwide resources to working together with clients to make their businesses stronger.With over 50 global delivery centers and more than 118,000 employees as of June 30, 2011, we combine a uniqueglobal delivery model infused with a distinct culture of customer satisfaction. A member of the NASDAQ-100 Indexand S&P 500 Index, Cognizant is a Forbes Global 2000 company and a member of the Fortune 1000 and is rankedamong the top information technology companies in BusinessWeek’s Hot Growth and Top 50 Performers listings.Visit us online at for more information. World Headquarters European Headquarters India Operations Headquarters 500 Frank W. Burr Blvd. Haymarket House #5/535, Old Mahabalipuram Road Teaneck, NJ 07666 USA 28-29 Haymarket Okkiyam Pettai, Thoraipakkam Phone: +1 201 801 0233 London SW1Y 4SP UK Chennai, 600 096 India Fax: +1 201 801 0243 Phone: +44 (0) 20 7321 4888 Phone: +91 (0) 44 4209 6000 Toll Free: +1 888 937 3277 Fax: +44 (0) 20 7321 4890 Fax: +91 (0) 44 4209 6060 Email: Email: Email:© Copyright 2011, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by anymeans, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein issubject to change without notice. All other trademarks mentioned herein are the property of their respective owners.