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Innovation Imperatives in Retail Banking

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To win against non-traditional competitors, retail banks must streamline operations and create innovative products and services, based on mobile, social and analytics technologies.

To win against non-traditional competitors, retail banks must streamline operations and create innovative products and services, based on mobile, social and analytics technologies.

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  • 1. • Cognizant ReportsInnovation Imperatives in Retail BankingBanks must thoughtfully analyze the data generated by cloud-enabledmobile and social computing to streamline services and create innovativeways of transacting that appeal to the millennial demographic, and beyond. Executive Summary operating structures and processes. Many banks The current climate of increased regulation, have focused on reengineering their user inter- combined with a global economic slowdown, is faces across delivery channels, in an attempt challenging the profitability of retail banking to provide customers with an integrated multi- operations around the world. Regulatory channel user experience. By eliminating these compliance has added significantly to the cost channel silos, they can lower operating costs and of doing business and is impacting sources of improve time to market with new products. This fee income upon which banks have traditionally type of innovation will drive customer acquisition relied. Global economic sluggishness has resulted and retention, changing methods of customer in depressed loan demand and historically low engagement from “push” to “pull” across the interest rates, creating enormous pressure on physical and virtual worlds. bank interest margins. Even as they look to do this, banks must protect It is against this backdrop that financial institu- their existing customer base from the grow- tions are attempting to concurrently address the ing threat of non-traditional competitors that dual objectives of streamlining operations while have entered the banking space with disruptive rethinking how to go to market with innovative technology advancements. With this need to products and services. To survive and flourish, innovate, many banks are turning to mobile banks will need to renew their operating models services and social media to create operational and develop innovative services that differentiate improvements, as well as analytics-based (and themselves from the competition. This can hap- thus more targeted and personalized) ways of pen if they build upon core strengths and unique engaging customers across all demographics, characteristics that allow them to continue sat- most particularly with the increasingly desirable isfying existing account holders while attracting millennial market segment. the next generation of customers. Cloud computing has emerged as a way to drive As operating costs rise and income sources down costs to pay for this service delivery innova- decline, retail banking operations require a tion. Furthermore, analytics as a service has the fundamental and continuous review of their potential to monetize the data proliferating from cognizant reports | august 2012
  • 2. the explosion of mobile and social computing and convenience and enhancing productivity. Smart-enhance business case development for invest- phones, for example, utilize specialized applica-ment in mobile and social media. tions that allow customers to deposit checks by sending images rather than physical items.This white paper will discuss how the retail According to a 2011 Federal Reserve study,2 thebanking industry can respond to new competitive use of physical checks declined by 7.1% betweenthreats while also reducing costs by transforming 2006 and 2009, even as electronic paymentstheir operating models and enabling innovation increased at an average rate of 9.3% in the samethrough smart technology investments. period, to $40.6 billion.Innovation Drivers Furthermore, mobile has proved to be theThe retail banking industry faces an unprec- cheapest3 means for processing banking transac-edented need to invest in new operating tions. Banks that encourage their customers toefficiencies while reducing costs. At the same use this channel in increasing numbers have thetime, it needs to improve customer experience unusual opportunity of simultaneously improvingacross all channels and offer consumers more customer convenience and reducing cost.targeted products and services. All of this mustbe accomplished in an environment of limited This approach would appear to match consumerresources and a need for near-immediate return banking preferences. In the UK, for example,on investment. research firm Intelligent Environment4 reports that smartphone penetration reached 39% ofTechnological advancements will play a key role UK adults in 2011. Furthermore, given the option,in the dual pursuit of efficiencies and customer one in five Britons is willing to pay bills using theirgratification. Developments in mobility and mobile phone, while one-quarter are willing tosocial computing are seen as the most exciting transfer funds this way.opportunities in decades for improving customerinteraction and revolutionizing the way consum- Mobile Implicationsers conduct their banking. Moreover, new-age Retail banks have little choice but to innovatecompetition and demographic change are further in this rapidly changing environment. Prompteddriving investment in technologies that boost pro- by the loss of some critical components of tradi-ductivity and help retain competitive advantage. tional fee income as a result of new regulations,5 banks are scrambling to find new income sourcesMobile, Social Media and Collaboration and ways to reduce costs. For instance, nearly allMobile devices are creating opportunities for retail banks are revisiting the criteria for offeringbanks and other financial services providers to no-fee services, such as for checking accounts.offer customers innovative ways of performing One trend among retail banks is to offer no-feetraditional banking functions. Nowhere is this checking only to customers who meet far moretrend more evident than in the area of mobile stringent conditions than previously required,payments. Initial mobile banking services were including the use of lower cost delivery channels,basic in nature — checking balances, etc. — but such as the Web or mobile.advancements in device and communication tech-nologies and the creation of native applications Smartphones will be the key driver forfor mobile devices are allowing these services to increased demand for mobile banking ser-move up the value chain, overcoming geographi- vices. A study by ACI Worldwide and Aitecal and technological boundaries. Group6 found 80% of respondents had used smartphones for mobile banking, while only one-In Indonesia, PT Bank CIMB Niaga, the country’s third of non-smartphone users had reportedlargest bank, is leveraging the widespread reach doing so. Clearly, mobile banking and smartphoneof mobile devices (90% penetration) to provide adoption will grow hand in hand.money transfer services to a population spreadacross 17,508 islands.1 Arming consumers with real-time information regarding their current financial positions isThis kind of innovation is disruptive to traditional useful. However, combining financial data withbanking practices and creates cost-efficien- GPS technology will enable banks to providecies for banks while also increasing customer value-added services not traditionally associated cognizant reports 2
  • 3. with financial institutions, as well as counter the branch. In another, the bank offered special incen-threats of non-traditional competitors. tives to customers who used Facebook Places to check into selected partner outlets.7An example is location-specific services such ascustomized or special offers. Imagine receiving a While social networking has been success-message on your smartphone that you are cur- fully leveraged across many industries overall,rently standing two blocks from your favorite banks have been slow to reap its benefits (seeretailer, which is offering 50% off your favorite Figure 1). Successful integration of social mediabrand of jeans, and further, that your smartphone into the overall strategy of a bank requires acan also act as a payment device. Embracing the long-term commitment as part of an overall retailsmartphone as a payment device to replace debit strategy, and not a one-off effort that createsor credit cards will also provide banks with an yet another channel silo. (see sidebar, "Keys toanswer to near field communication (NFC) and Successful Use of Social Media," next page).radio frequency devices, as well as new paymentservices such as the one popularized by Square. Customer engagement and education are critical components of this enterprise strategy.It is, therefore, imperative for retail banks to Banks that build rapport with their Facebook orcreate a comprehensive mobile strategy that Twitter followers through frequent and genuinecenters around an integrated and seamless multi- conversations and rapidly respond to customerchannel banking experience. Banks that have queries on in-house and external blogs will be thebeen early adopters in creating a mobile banking big gainers from this phenomenon.presence are in an advantageous position com-pared with late-starters. However, mobile banking Examples abound of how social media can be uti-is moving rapidly, with continuous advances in lized to predict and then track consumer responsedevices and platforms, making it crucial for banks to new policies or products, providing banksto stay on top of these developments. with better information prior to making these decisions. Without question, tracking responseThe Sway of Social through social media would allow banks to beIf mobility is leading the way in retail bank- more responsive to feedback, both negative anding product and service innovation, then social positive. An example is Bank of America’s belatednetworking is transforming how retail banks inter- decision to rescind an increase in debit card feesact with customers and strengthen their brands after seeing consumer outcry on social media.and reputations. The case of Singapore’s leadingbank, DBS, sheds light on how social media can be In a positive response to social media’s wideningexploited. The bank has launched various social influence, some retail banks are proactivelymedia initiatives, including one that encouraged stepping up to the plate and leveraging moreyoung customers to design ideas for their next evolved thinking. For example, 1st Mariner Bank inSocial Media Experience is Still Nascent for BanksQ. Which statement best describes your firms experience regarding social media? 8% Advanced: We have a social media competency and regularly use social media tools. Intermediate: We have launched social media efforts 39% but dont consider ourselves experts. 32% Novice: We have not launched any social media efforts. Beginner: We have launched social media efforts but 21% are not very experienced.Source: "Social Media at the Starting Blocks: A Look at Financial Institutions in Europe and the United States,"Aite Group, November 2010.Response Base: 166Figure 1 cognizant reports 3
  • 4. Quick TakeKeys to Successful Use of Social Media• Develop a comprehensive social media strategy that is aligned with business goals.• Ensure organization-wide buy-in; top management must take the lead.• Identify key metrics and measure them regularly.• Educate employees on the social media policy.• Make social media a key part of the organization’s culture.• Identify risks related to compliance and revise the strategy appropriately.Source: Cognizant Research Centerthe U.S. launched a product aimed at customers from various channels, typically in non-standardin their late teens based on feedback from social formats, needs to be stored and then normalizedmedia interaction. to enable consistent real-time analysis.Big Data + Analytics = Big Opportunity Deployment of analytics for various functions,Big data — defined as datasets that are so large, such as risk management, reporting and processfast-growing and diverse that they cannot be man- improvement, will be critical. The volume of dataaged by traditional means — is at the heart of how generated on a daily basis has grown exponen-banks can cash in on the multi-channel experience. tially, thanks to the increased use of technology.To harness the power of big data, banks need to According to one recent report,9 the amount ofimplement data architectures that create a single data stored in digital formats (globally, acrosscustomer view and a reliable source of enterprise industries) grew from 25% to 94% betweendata. This will require a move away from siloed 2000 and 2007. A 2011 report by The Tower Groupdata management and inconsistent data. estimates that mid-tier banks’ data volumes have multiplied 150 times over the past sevenBanks need to embrace virtualization and the years.10 In the UK, the Centre for Economics andpower of cloud computing to reduce the capital Business Research (Cebr) found that data storedexpenditures related to building and managing in banks employing more than 1,000 peopleIT infrastructure (see sidebar, "Cloud-Based amounted to 1,931 terabytes.11 These factors areSolutions: A Source of Efficiency"). Cloud-based driving banks to improve their enterprise-levelmodels such as business process as a service8 data management capabilities and deploy big(BPaaS) have emerged as a key source for data analytics. (see sidebar, "Keys for Successfulfurther reducing costs related to technology Use of Advanced Analytics," next page).and talent acquisition, particularly in the areasof data collection and analysis. Data arriving Quick TakeCloud-Based Solutions: A Source of Efficiency• Lower total cost of ownership.• Identify and eliminate non-value-adding processes.• Provider takes care of access to latest technology and upgrades.• Reduced technical and operational overhead.• Fewer proprietary products being used and vendor contracts being managed.• Clearer measure of risks depending on the nature and criticality of the process being outsourced.• Lower risk of acquiring talent to run functions in-house.Source: "The Case for More Functional, Utility-Like Trade Management Systems,” Cognizant Research Center cognizant reports 4
  • 5. Insights derived from customer interactions are real-time and repetitive analysis, can help banksan important driver in continuously improving identify unusual and suspicious activities.multi-channel user experience, operating effi-ciencies, and product and service innovations Clearly, the big data revolution has createdthat can become important differentiators.12 For many new opportunities for banks. By embracingexample, behavioral analytics can be applied cloud-based advanced analytics solutions deliv-to mobile banking data to understand changing ered through the BPaaS model, banks can lever-patterns to modify apps and improve services, age the power of big data and advanced analytics,accordingly. Social media analytics can be used while bypassing some of the troublesome issuesto monitor customer sentiment toward a bank’s related to technology and talent acquisition.brand. Banks can also identify individuals who aresocial media influencers and can be approached Fending Off Non-Traditionalwith direct marketing offers. Competitors Even as retail banks attempt to revive theirHowever, applying analytics to big data has far revenue streams and reputations, nimble-footed,greater potential. New regulations require banks’ technology-driven entrants are gaining popular-risk programs to be predictive, utilizing histori- ity and market share. These competitors vary incal bank information and external data sources. size and ambition, but they have all built theirAnalytics tools will play a key role in complying business models around mobile and social media.with these reporting standards, as they allow While some niche players are trying to get a piecebanks to combine historical data with future of the revenue pie by offering banking services toscenarios to make better-informed predictions. specific market segments, such as the unbanked, others are far more ambitious, seeking, for exam-Analytics can also be deployed to improve day-to- ple, to dominate the mobile payments landscape.day risk management, a function that has gainedimportance in the post-crisis era. Banks are now To maintain their market-leading position,required to take a more holistic view of risk across retail banks will need to think and act morethe organization. Combined with enterprise innovatively to improve existing products, whiledata management, banks can use analytics to developing new services to meet the demandsbetter understand their risk exposures and make of a competitive marketplace. Meanwhile, thedecisions accordingly. competitive landscape is being transformed by non-banking players, thanks primarily to techno-Another area where analytics can help is with logical advancements and the adoption of exist-fraud detection. The rise of online and mobile ing technologies for new purposes.banking has spurred a new set of fraud schemesacross banking and financial services. In fact, Among the greatest of these threats is paymentthe sector experienced the highest number of services. Mobile phones are morphing into wallets,fraud cases across industries, according to a resulting in the establishment of mobile network2010 report issued by the Association of Certi- operators (MNOs). Manufacturers, e-commercefied Fraud Examiners.13 Fraud analytics, such as providers, retailers and software developers Quick TakeKeys for Successful Use of Advanced Analytics• Put a clear strategy in place for analytics implementation.• Rely on fact-based decision-making.• Use data that is unique to the bank to carve out competitive advantage.• Identify process inefficiencies through the use of analytics; use insights to create efficiencies and improve margins.• Review and enhance the analytics implementation on a regular basis.Source: Cognizant Research Center cognizant reports 5
  • 6. are entering the payments space, threatening company Oltio, created by mobile networkbanks’ traditional domain. Meanwhile, payment provider MTN and Standard Bank. Oltio’s payDold-timers such as PayPal have begun targeting platform, launched in August 2011, generates PINthe retail point of sale (POS) terminal with devices numbers through customers’ mobile phones forthat scan credit/debit cards. online payments through debit or credit cards.15Mobile payments are expected to grow expo- Mobility has also shown great potential for banksnentially over the next few years (see Figure 2), to address the unbanked market. There are anfueled by strong consumer adoption of smart- estimated 2.5 billion adults that make up thephones. Among the various mobile payment unbanked category in the developing world.16options gaining acceptance are mobile wallets, In the U.S., 7.7% of the population remainsNFC-enabled devices, mobile Web payments unbanked. However, mobile phones are begin-and payment stickers. These trends threaten to ning to reverse this trend.17 For example, in poormarginalize banks in the payment arena and countries such as Kenya, mobile devices haveimpact their revenues. Of greater concern is the helped overcome the lack of infrastructure byfact that banks have been historically slow to allowing person-to-person money transfer in ruraladopt these types of new technologies due to areas. The service, called M-PESA and offered bytheir heavy investment in legacy infrastructure. Safaricom, allows individuals to cost-effectively pay for cabs, electricity and even for servicesFor banks to maintain their preferred position such as digging wells. In a mere four years, thiswith consumers, it is important that they create phenomenon has transformed banking in thea strong mobile services presence. Furthermore, African nation. The number of M-PESA outletsthey can extend their already strong positions by skyrocketed from 355 in April 2007 to 27,988 inparticipating in emerging consortiums to offer April 2011. During 2010-2011, M-PESA was used formobile payments. More importantly, they need to 305.7 million transactions worth $8.53 billion.18invest in key technological layers that allow mobilepayment systems to work with legacy banking Direct Bankssystems. According to Forrester Research, initial Direct banks are generally Internet-based and,trends have shown that banks are investing in therefore, tend to have lower operating coststhree areas of mobility: alerts, remote deposits than their brick-and-mortar counterparts. Theirand person-to-person payments.14 ability to offer higher rates on deposit accounts has fueled phenomenal growth in recent years.An early example of how banks can leverage inno- Some online-only banks saw their combinedvation can be found in South Africa’s joint venture deposits grow 70% since 2008 to $330 billion.19Mobile Payments Set to GrowGross Value of Mobile Payments Transactions, 2009 - 2015 U.S. $M $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 2009 2010 2011 2012 2013 2014 2015Source: "3Q.2011 Global & Regional Mobile Payments Market Forecast," IE Market Research, 2011.Figure 2 cognizant reports 6
  • 7. Prominent among these are Ally Financial Inc., year,21 does not take any responsibility in theAmerican Express Co. and Discover Financial event of a default. Because these Web-enabledServices, which saw their deposits grow between service providers are not subject to the same55% and 190% since 2008. ING Direct, recently stringent regulations as banks, this niche is likelyacquired by Capital One, has also created a to remain the province of non-bank entities.physical presence by opening ING Direct Cafébranches in eight U.S. cities.20 The banking activities For retail banks, a key to success will lie in theiroffered at these locations include a physical staff ability to effectively manage credit risk whilethat assists with account openings and answers reaching out to small businesses. This is reflectedcustomer questions while offering inexpensive in a February 2012 survey22 by the Americancoffee and free Wi-Fi. These banks have also built Sustainable Business Council, which found thatstrong mobile banking capabilities. small businesses believe it is more difficult to get a loan today than it was four years ago.An example of how innovations in mobile appscan drive new-age customer service is E-Trade’s Rise of the Millennialsmobile application. The online financial services The millennial23 generation, also known as Gener-giant provides an application that uses voice ation Y, is changing the rules of engagement withcommands to enable brokerage customers to financial services providers. Millennials are tech-review their portfolios, initiate trades or get savvy, active social networkers and are committed tostock quotes. This type of application could planning for their financial future. Their techeasily be extended to banking customers, as well. savvy is reflected by the fact that they lead theMoreover, there is strong potential for service adoption of smartphones among all age groups.24innovations utilizing voice commands. They want to interact with their bank online, yet they also value good service as they define it.Crowd-Funding and Peer-To-Peer Lending They also want to plan for the future using sophis-The purpose of crowd-funding and peer-to- ticated tools and are drawn to online capabilitiespeer lending is to build online communities of when researching new banks.25like-minded individuals who are willing tolend or borrow at rates or terms unavailable Given these traits, it is critical for banks tothrough traditional sources. By avoiding the high develop products and services that meet theseoverhead of commercial banks, such initiatives expectations. Millennials have fully embracedare able to meet the funding requirements of mobility and social media, and banks hoping tosmall businesses and start-ups. These commu- meet the expectations of this market segmentnities are small and focused, with users highly must do the same. This means the days of adapt-active in day-to-day discussions. ing online applications for delivery over a mobile device have already passed. Native applicationsThe recent credit crunch gave impetus to these continue to be refined in ways that recognize theinitiatives, with sites such as Kickstarter boasting unique features of smartphones and iPads. Keysmore than a million users. ZestCash is a startup to success will be the effective use of the screenthat provides loans to people with poor or no real estate of these devices and the deliverycredit history. Utilizing extensive data analysis, of information that leverages the anytime,ZestCash is an example of how technological anywhere nature of mobility.innovation is making it possible for new players toenter the market, offering differentiated services. Financial institutions that can extract meaningThe big data revolution is what enables ZestCash from mobile transactions and social media inter-to crunch through large data volumes to uncover actions — and use these insights to tailor offer-indicators of customer credit-worthiness. ings relevant to millennials — will be perceived as having greater business value to this rising demo-In the UK, Zopa has established itself as a graphic. Indeed, this is a market segment thatsuccessful peer-to-peer lending site and is seen is continuously looking for the “next big thing;”as a key source for small business financing therefore, banks that hope to maintain a soliddespite the fact that lenders, consisting mainly relationship with millennials can never stop inno-of ordinary citizens, assume the credit risk. Zopa, vating. Success requires a long-term strategy thatwhich expects to lend £100 million pounds this incorporates social and mobile channels built on cognizant reports 7
  • 8. an extensible foundation that can respond to — or For banks, this means prioritizing investmentslead — the next wave of innovation. in areas such as regulatory compliance, core banking system modernization, channel optimi-Conclusion zation and data management.26 Although mostRetail banking is undergoing transformative banks face similar challenges, a single solutionchange, driven by new regulations, technological will not suit all organizations. Culturally, there-advancements and changing consumer behavior. fore, banks need to inculcate an organization-This puts retail banks in an unenviable situation. wide thought process that embraces innovativeThey must invest in innovation, while creating thinking. Creating a culture of innovation will benew revenue opportunities and retaining cus- crucial to making these investments count.tomer loyalty in the face of increased (traditionaland non-traditional) competition. All of this isoccurring at time when interest margins and prof-its are under intense pressure.Footnotes1 “Mobile Innovation Does the Business in Indonesia,” Sybase, February 2012.2 “The 2010 Federal Reserve Payments Study,” Federal Reserve System, April 2011.3 “Mobile Banking: A Catalyst for Improving Bank Performance,” Deloitte, 2010.4 James Richards, “Banking on Mobile Innovation,” Mobinetic, February 2012.5 Nessa Feddis, “Fees Cover Costs, as Other Income Has Declined,” The New York Times, April 29, 2012.6 Katherine Field Boccaccio, “Smartphones Shown to Drive Demand for Mobile Banking and Payments,” Chain Store Age, May 15, 2012.7 Yeong Kar Yan, “Youths Design Bank for DBS,” The Urban Wire, Oct. 14, 2010.8 BpaaS refers to the provision of business services encompassing the underlying IT infrastructure, platform and skilled manpower, to run specific business processes in a virtual, globalized and distributed operating model.9 Martin Hilbert and Priscila López, “The World’s Technological Capacity to Store, Communicate, and Compute Information,” University of Southern California, April 2011.10 Jim Eckenrode, “Evolving Customer Relationship Management: What’s the Next Best Action?” Tower Group, February 2011.11 “Data Equity: Unlocking the Value of Big Data,” Center for Economic and Business Research Ltd., April 2012.12 Akhil Tandulwadikar, “How Analytics Can Transform the U.S. Retail Banking Sector,” Cognizant Technology Solutions, 2011.13 “Fraud Detection Using Data Analytics in the Banking Industry,” ACL Services Ltd., 2010.14 “Retail Banks Increasing Mobile Investment,” Forrester Research, Inc. and Consumer Bankers Association, June 20, 2012.15 “SA Firm Up for Mobile Innovation Award,” SouthAfrica.info, February 2012.16 “Banking the Unbanked: The Role of Mobile Financial Services,” World Economic Forum and Boston Consulting Group, May 2011.17 Tim Chen, “Why 7.7% of Americans Are Unbanked,” Forbes.com, Jan. 3, 2011. cognizant reports 8
  • 9. 18 “M-Pesa Moved Sh727 Billion Last Year,” Mobile Money Africa, July 2011.19 “Online Banks Deposits Grow at Quadruple Industry Pace,” American Banker, January 2012.20 “ING Direct Opens First Branch in San Francisco, a Café,” San Francisco Chronicle, December 2011. Robert Peston, “WhatThreat to Banks from Internet Lenders?” BBC Business, March 2012.2122 “Opinion Polling: The Economic State of Small Business,” American Sustainable Business Council, February 2012.23 The Pew Research Center defines millennials as the generation that was born after 1980 — the first generation to come of age in the new millennium.24 “Overview of Smartphone Adoption,” Pew Research Center, July 2011.25 “The Baby Boomer and Millennial Generations: Attitudes Toward Banking,” Microsoft, January 2010.26 Katherine Burger, “Even Growing Bank IT Budgets Are Strained by Competing Priorities,” Bank Systems & Technology, Jan. 3, 2012.CreditsAuthor and AnalystAkhil Tandulwadikar, Senior Research Associate, Cognizant Research CenterSubject Matter ExpertCraig Zander, Director, Cognizant Business Consulting’s Banking and Financial Services PracticeDesignHarleen Bhatia, Creative DirectorSuresh Sambandhan, DesignerAbout CognizantCognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business processoutsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquarteredin Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deepindustry and business process expertise, and a global, collaborative workforce that embodies the future of work.With over 50 delivery centers worldwide and approximately 145,200 employees as of June 30, 2012, Cognizant is amember of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among thetop performing and fastest growing companies in the world.Visit us online at www.cognizant.com for more information. World Headquarters European Headquarters India Operations Headquarters 500 Frank W. Burr Blvd. 1 Kingdom Street #5/535, Old Mahabalipuram Road Teaneck, NJ 07666 USA Paddington Central Okkiyam Pettai, Thoraipakkam Phone: +1 201 801 0233 London W2 6BD Chennai, 600 096 India Fax: +1 201 801 0243 Phone: +44 (0) 207 297 7600 Phone: +91 (0) 44 4209 6000 Toll Free: +1 888 937 3277 Fax: +44 (0) 207 121 0102 Fax: +91 (0) 44 4209 6060 Email: inquiry@cognizant.com Email: infouk@cognizant.com Email: inquiryindia@cognizant.com©­­ Copyright 2012, 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.