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Pitch Summer Project Salar Bijili To Siib

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Summers pitch done for genpact BFSI business in the U.S long term care industry - april-june 2009- Salar bijili

Summers pitch done for genpact BFSI business in the U.S long term care industry - april-june 2009- Salar bijili


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  • 1. Project Review – Summer Internship Program 2009 Name: Salar Bijili Institute: SIIB, Pune Project Title: Business opportunities for Genpact in the U.S LTCI Industry CoE: BFSI - Genworth Date: 08/06/2009 1 Confidential. All trademarks appearing herein belong to their respective owners.
  • 2. Executive Summary The Project Project Approach  Study the current U.S LTCI Industry and its potential growth Explore business opportunities for Genpact in the U.S LTC  Identify major players, their pain areas and growth strategies Insurance Industry  Map our capability to pain areas  Suggest a go-to-market plan for Genpact Key Project Findings Recommendations  LTCI Industry poised to grow with aging baby boomers,  LTCI has potential to grow and Genpact should expand our reverse mortgaging and stricter Medicaid norms business in LTCI leveraging our capabilities  ***content suppressed***  LTCI carriers are looking at group LTCI and hybrid products to grow their business  Top LTCI carriers have pain areas in benefit ratios, persistency, LTCI growth and future reserves  ***content suppressed*** 2 Confidential. All trademarks appearing herein belong to their respective owners.
  • 3. Project Flow STEP 2 STEP 3 STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 CM Objective Study U.S Prospect LTCI Identify pain areas Map our Competitive LTCI of the carriers capabilities benchmarking carriers to pain areas industry Deliverable LTCI Industry Capability map List of Report pain areas Benchmark report snapshot of carriers of carriers Genpact Wh W ? ve LT y W ho a ow p etiti CI? he n re d What? H Com tioning i ? pos Go-to-market plan FINAL DELIVERABLE with a business case 3 Confidential. All trademarks appearing herein belong to their respective owners.
  • 4. STEP 1: Understand U.S LTCI Industry STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Objective: “To study the LTCI industry in the U.S, its potential and why Genpact should look to grow there” Deliverable: “U.S LTCI Industry - Snapshot” 4 Confidential. All trademarks appearing herein belong to their respective owners.
  • 5. Overview of the LTCI Industry STEP 1 STEP 2 STEP 3 STEP 4 STEP 5  Need for LTC Insurance  Growing costs of long term care  Baby boomers(77 million)- Increased Longevity  Shrinking role of Medicaid in long term care  Current state of LTC Insurance  35% LTC privately funded- $80.8 bn  4.8 mn lives covered  Premium in force - $8.6 bn LTC Insurance is the most viable option to cover growing long term care costs as self- insurance is not affordable by many aging Americans. 5 Confidential. All trademarks appearing herein belong to their respective owners.
  • 6. Potential market for LTC Insurance STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Informal LTC Vs Formal LTC LTCI has become competitive and has immense potential to grow in the future Source: AARP-Across the states profiles of long term care and independent living – By ari houser, 2009 6 Confidential. All trademarks appearing herein belong to their respective owners.
  • 7. Why LTCI Industry?- The way forward STEP 1 STEP 2 STEP 3 STEP 4 STEP 5  Emergence of hybrid/combination products  Life and annuities with LTC  Reverse mortgaging as a source of LTC funding  $3 trillion of home equity with seniors  Shift from MedicAid to private LTC carriers  Stringent norms for Medicaid LTC  LTC and elder care legislation  Could boost LTC sales by tax incentives LTCI is poised to grow and Genpact, give our service capabilities should look for growing our business in the U.S LTCI domain Annexure : Click here 7 Confidential. All trademarks appearing herein belong to their respective owners.
  • 8. STEP 2: Identify prospective LTCI carriers STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Objective: “Identify major LTCI carriers and spot potential ones for Genpact to target ” Deliverable: “List of LTCI carriers for Genpact to target” 8 Confidential. All trademarks appearing herein belong to their respective owners.
  • 9. LTCI carriers - Identification STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Genworth financial Identification criteria John Hancock Prudential LTC MetLife 1. Leading Insurance player in the IDENTIFIED CNA corp U.S with varied LoB UNUM corp Northwestern LTC 2. Top 10 U.S Individual / Group Penn treaty America LTCI carrier Bankers Life & Casualty Co Allianz life State farm LTC New York Life Aegon Americas Massachusetts mutual The companies identified are top 10 LTCI carriers in the group and Individual LTCI business 9 Confidential. All trademarks appearing herein belong to their respective owners.
  • 10. LTCI Carriers - Prospective Genworth financial IDENTIFIED John Hancock Prudential LTC STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 MetLife CNA group UNUM group Northwestern LTC Prospect criteria Penn treaty America Bankers Life & Casualty Co Allianz life 1. Availability of SEC filings State farm LTC New York Life 2. Demonstrable financial pain Aegon Americas Massachusetts mutual PROSPECTIVE Genworth financial John Hancock Prudential LTC MetLife CNA corp UNUM corp The companies are top 10 LTCI carriers with visible problem areas Annexure : Click here 10 Confidential. All trademarks appearing herein belong to their respective owners.
  • 11. STEP 3: Identify Problem areas of Prospects STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Objective: “To identify problem areas, business challenges and growth strategies of prospective clients” Deliverable: “A report on the pain areas and growth strategies of prospective LTCI clients” 11 Confidential. All trademarks appearing herein belong to their respective owners.
  • 12. LTCI carriers- Profitability Indices STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Benefit ratios Ratios- Compared Median 100.00 92.90 78.20 78.70 75.50 80.00 65.80 67.40 Operating Margins 60.00 Loss ratio Ratio % Carrier Before tax OM After tax OM 38.5 Expense ratio Genworth financial 22.00% 4.50% 40.00 30.1 31.5 John Hancock FS N.A 10.00% 20.6 20.2 19.8 MetLife 7.50% 5.00% 20.00 CNA group -17.60% -56.20% UNUM group 18.10% 6.7% ** 0.00 Prudential LTC 2.78% -6.00% Genw orth John UNUM Prudential Median MetLife CNA corp. financial Hancock corp. LTC Loss ratio 65.80 78.20 92.90 78.70 75.50 67.40 Expense ratio 38.5 20.6 20.2 30.1 31.5 19.8 LTCI carrier High benefits ratios are the major problem areas of prospective clients Source – 10-K and 10-Q filings of respective companies -**-margins for the entire company 12 Confidential. All trademarks appearing herein belong to their respective owners.
  • 13. Problem Areas- LTCI carriers STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 LTCI carrier Expense ratio Persistency rate Loss ratio Net premium to LTC growth Future benefits for net benefits LTC Genworth financial 38.5% in Q1-2009 N.A 65.8% and GBR is 1.16 Net income $11.1 bn. 26.7% 104.3% Stagnant since increase in 2006 inspite of reserves and increase of 27% in benefits sales John Hancock FS 20.6% N.A 78.2% 0.84. Benefits $177.8 mn in 2008. $9.4 bn payout increased Q1-09 Sales 16% over 2007 dipped by 27% over Q1 2008 MetLife 20.2% N.A 92.9%* from 90.6% 1.18 Declined by $7 mn $11.6 bn in 2007 over 2008 CNA group. 30.1% N.A 78.7%(Overall) 1.25 Premiums dropped $41.6 bn (Overall) from $618 mn to $612 mn in 2008 UNUM group. 31.5% 95.5% in 2008 75.5% in 2008 and 0.94 Sales for $2.9 bn. Reserves dipped to 95% in 74.2% in Q1-2009 individual and (Incurred) LTCI has Q1-2009 group have increased 21% declined since over 2007 2006 Prudential LTC 19.8% 85.6% -Q4’08 from 87.2% - Benefits 0.94 Increase of 40% $3.34 bn 91.4% - Q1 ratio 2008 over 2007** These 6 identified carriers have visible pain areas in their LTCI business Source – 10-k filings *- For non medical health business **- for group disability (All figures for 2008 unless specified otherwise) 13 Confidential. All trademarks appearing herein belong to their respective owners.
  • 14. LTCI Problem areas - Takeaways STEP 1 STEP 2 STEP 3 STEP 4 STEP 5  Improper pricing assumptions Loss ratio  Efficiency of underwriting and actuarial support Expense ratio • Underwriting and Agent commission expenses • Policy administration and maintenance expenses Persistency rate  Impact of premium rate hike  High Surrenders, withdrawals  Competitive pressure LTC sales  Product features, sales effectiveness, pricing and consumer feedback  Long tail of LTC Insurance product Future reserves  Actuarial financial projections The LTCI carriers face challenges due to high benefit ratios, loss of sales and inefficient forecasting of reserves Annexure : Click here 14 Confidential. All trademarks appearing herein belong to their respective owners.
  • 15. Growth strategies - Takeaways STEP 1 STEP 2 STEP 3 STEP 4 STEP 5  Focus on combination and group LTCI markets Expansion  Innovation in product design Preferred provider  Effective distributor channels  High NPS Capital efficiency  Effective utilization of capital  Enhance ratings Geographic reach  Expansion of business to new markets LTCI carriers look at Innovation, preferred provider status and capital efficiency as key strategies to grow Annexure : Click here 15 Confidential. All trademarks appearing herein belong to their respective owners.
  • 16. STEP 4: Perform a capability map STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Objective: “Map our capabilities to the problem areas and growth strategies of the identified LTCI carriers” Deliverable: “Genpact-Capability map” 16 Confidential. All trademarks appearing herein belong to their respective owners.
  • 17. Capability map - Takeaways STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Benefit ratios LTC sales  Ratio of incurred losses, expenses and loss  Annual sales of LTCI products adjustment expenses to net premiums earned Business Challenge Business Challenge  Benefits ratio could be attributed to  Loss of LTCI sales attributed to  Fraudulent claims  Segmentation  Cost of claims and claims experience  Competitive pressure  Underwriting expenses and effectiveness  Pricing and product design  Forecasting and Persistency  Sales force effectiveness  ROI on marketing  Customer preference  Tax reporting  Forecasting Genpact Capability Genpact Capability ***content suppressed*** ***content suppressed*** Annexure : Click here 17 Confidential. All trademarks appearing herein belong to their respective owners.
  • 18. Capability map - Takeaways STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Other Challenges Growth Strategy  Other challenges that carriers face in their business  Growth strategies of LTCI carriers Business Challenge Business Challenge  The challenges may be related to  Executing the growth strategy in  Predicting persistency  Expand product lines  Future benefits and reserves  Preferred provider status  Solvency issues  Capital efficiency  Credit ratings  Cut operating expenses  Brand recognition  Enhance service standards Genpact Capability Genpact Capability ***content suppressed*** ***content suppressed*** Annexure : Click here 18 Confidential. All trademarks appearing herein belong to their respective owners.
  • 19. LTCI carriers – Capability map STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 LTCI carrier Expense ratio Persistency rate Loss ratio Net premium to LTC growth Future benefits for net benefits LTC Genworth financial 38.5% in Q1-2009 GBR is 104.3% Net income $11.1 bn. 26.7% Stagnant since increase in ***content 2006 inspite of reserves and suppressed*** increase of 27% in benefits ***content sales suppressed*** John Hancock FS 0.84. Benefits ***content payout increased suppressed*** 16% over 2007 MetLife 92.9%* from 90.6% in 2007 CNA corp. 30.1% 78.7%(Overall) Premiums dropped from $618 mn to $612 mn in 2008 UNUM corp. 31.5% 75.5% in 2008 and 0.94 Sales for $2.9 bn. Reserves 74.2% in Q1-2009 individual and (Incurred) LTCI has group have increased 21% declined since over 2007 2006 Prudential LTC 0.94 Our capability maps to key pain areas Annexure : Click here 19 Confidential. All trademarks appearing herein belong to their respective owners.
  • 20. STEP 5: Competitive Benchmarking - Genpact STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Objective: “Benchmark Genpact with our competitors and find out key strengths, opportunities, differentiating factors that aid in the go-to-market plan” Deliverable: “Competitive Benchmarking study” 20 Confidential. All trademarks appearing herein belong to their respective owners.
  • 21. List of Competitors for Genpact STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 Competitor Category Competitive Edge Competitor criteria 1. I.T-BPO Integration Technology company 2. Claims Adjudication 1. Top 15 BPO players in India IBM DAKSH* 3. Nearshoring in into BPO Philippines 2. Direct competitors of Genpact** 1. 2. TPA license Nearshoring in 3. Player in Health insurance EXL SERVICES** Pure play BPO Philippines field 1. Proprietary technology 2. Clinical research and WNS HOLDINGS** Pure play BPO care management 3. European language expertise 1. PIPAL research leverage FIRSTSOURCE* Pure play BPO 2. IQPC award in quality excellence 1. Predictive – Fraud Analytics Technology company PATNI BPO*** 2. S.A and Brazil into BPO operations Apart from pure play BPO, I.T companies are also our competitors. *- Players in health insurance **- As per 10k filings of Genpact ***- Patni BPO is a player in LTCI 21 Confidential. All trademarks appearing herein belong to their respective owners.
  • 22. Competitive Benchmarking study - Key takeaways STEP 1 STEP 2 STEP 3 STEP 4 STEP 5  Grow existing and new clients, promote excellence Strategic Focus  Pursue strategic alliances and enhance global capabilities • Diversify exposure to multiple geographies and across Industries Revenues • Focus on emerging markets (as per CEO statement)  Could be detrimental to business Legislation  Improve on-shore and near-shore capabilities  I.T-BPO integration and proprietary technology by competitors Innovation  Reduce customer side technological obsolescence  Strategic M&As propel growth and aids in scalability M&A  Competitors into M&A in analytics and claims From being a captive, now we have grown to be a forward thinking, Innovating and the biggest player in BPO Industry 22 Confidential. All trademarks appearing herein belong to their respective owners.
  • 23. Genpact Benchmarking study - Key takeaways STEP 1 STEP 2 STEP 3 STEP 4 STEP 5  Our competitors into near shoring operations Near shoring  We can focus on countries with good GSLI* rank • Six sigma, domain capabilities and Virtual Captive Model of operations Differentiators • Competitors into TPA license, predictive analytics, Industry partnerships  Lowest attrition rate among competitors Attrition  Critical to BCP and knowledge retention  85% from existing clients Repeat business  CAGR at 85% from global clients  Leader in control on personnel expenses compared to our competitors Financial ratios  Could optimize Further expenses using technology (UC)  Oak hill capital partners own 36.6% stake in EXL services, our competitor Ownership  Could be detrimental to our business due to one large stakeholder Genpact is positioned well in the market with low attrition, near shoring abilities, key differentiators and healthy financials * - GLOBAL SERVICES LOCATION INDEX – All data from annual filings, websites and press releases 23 Confidential. All trademarks appearing herein belong to their respective owners.
  • 24. SWOT of Genpact - Takeaways STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STRENGTHS WEAKNESSES  G.E DNA with visionary leadership  Reliance on G.E for 47% for revenues (G.E margins are high compared to global clients**)  Scalability, end-end process (Six Sigma) and domain  Limited experience in pricing and long selling cycle** excellence  Low employee attrition  Low I.T-BPO integration in services Strategies for using strengths: Strategies for minimizing weaknesses:  Project the value proposition in having a robust visionary  Focus on global clients, I.T-BPO integration leadership, process excellence, low employee turnover and high knowledge retention to prospective clients OPPORTUNITIES THREATS  Recessionary trends may result in more cost optimization  I.T companies into BPO and room for innovation  Indian BPO services growing at 40%  Threat of Legislation in U.S and India  Near shoring capabilities in Guatemala and Mexico and  Exposure to multiple currencies growth of emerging markets (GSLI*)  Emergence of electronic health records (for insurance) and  Influence of one major shareholder (Oak hill capital) aging of Insurance underwriters in the U.S Strategies for leveraging opportunities: Strategies for eliminating threats:  Look into emerging markets that do well in GSLI*  Enhance I.T expertise in BPO operations  Strategic M&A given our strong financials  Move to SEZ as a tax saving measure Project our competitive strengths, explore upcoming opportunities, mitigate threats and position ourselves as a BTO **- as per 10k filings-2008 *- Global services location Index Annexure : Click here 24 Confidential. All trademarks appearing herein belong to their respective owners.
  • 25. Go-to-market Plan 25 Confidential. All trademarks appearing herein belong to their respective owners.
  • 26. Go-to-Market plan- Genpact Objective: “Collate key findings from the previous steps and suggest a go-to- market plan for Genpact ” Deliverable: “Go-to-Market plan – Genpact with a business case” 26 Confidential. All trademarks appearing herein belong to their respective owners.
  • 27. Go-to-market plan Objective Why do we sell? • ***suppressed*** To prospect, develop and sustain long term strategic relationships delivering business impact throughout the end-end LTCI business process. How do we sell? Whom do we sell to? ***content suppressed***  Top 10 LTCI carriers in the U.S  Visible problem areas in their LTCI business  Companies with strategic focus on capital efficiency and LTCI growth 27 Confidential. All trademarks appearing herein belong to their respective owners.
  • 28. Define the Target customer Type of companies  TOP LTC Insurance carriers in the U.S  LTC Insurance (Individual and group) Segment and geography  Predominantly U.S and U.K Target audience  CXO  Recessionary trends Situational factors  Loss of sales in LTCI and stagnant growth  High benefit ratios ***content suppressed*** Compelling reason to buy Our target customers are top LTCI carriers and have visible problem areas in their LTCI business 28 Confidential. All trademarks appearing herein belong to their respective owners.
  • 29. Competitor Analysis  WNS global  EXL services  FirstSource Our competitors  IBM daksh  I.T companies into BPO – Eg.Infosys, Patni, Accenture, TCS ***content suppressed*** Our major strengths  I.T-BPO Integration Competitors strength  TPA license for claims adjudication*  Strategic M&A and partnerships** ***content suppressed*** Competitive positioning Genpact is uniquely placed in the LTCI domain to cater to ever dynamic client business *- EXL services has TPA license for claims adjudication in 45 states in the U.S **- Patni with milliman consultants, EXL with Inductis, Firstsource with Pipal research, WNS with Aviva global 29 Confidential. All trademarks appearing herein belong to their respective owners.
  • 30. Prospective Client – CNA group The Company Business Challenges  Continental casualty company, one of the top 5 group LTCI carriers is an arm of CNA Insurance  Managing Loss ratio and adverse claims experience group (NYSE:CNA). State of domicile is Illinois.  Dip in LTCI sales Leows corp owns 90% of common stock as of 2008. Its employee strength is 9000  Managing Expense ratio  New CEO Thomas Motamed from 2009 has his  Accuracy of Actuarial assumptions focus is on strengthening financial ratings,  Improve Policy persistency enhancing underwriting discipline*  Maintain and enhance credit ratings – Currently A- by S&P The Business  Tackle Competitive pressure  CNA is into the following segments  Property and casualty Growth strategies  Life Insurance  Expense management  Annuities  Grow group LTCI business  Pension deposit  Develop Industry specific expertise  Long term care  Investments in customer service and business technology Geographic reach  All states in the U.S Financial data  California, NY, FL, TX, IL, NJ, Pennsylvania and  Loss ratio – 78.7% Missouri contribute 43% of the business  Expense ratio – 30.1%  Operations in Canada, Europe, Argentina, APAC  LTCI new business 2008- $612 mn  Net loss 2008 - $344 mn  Operating margins *-Source - http://www.roughnotes.com/rnmagazine/2009/april09/04p032.htm  Before tax: -17.6% Annexure : Click here  After tax: -56.2% 30 Confidential. All trademarks appearing herein belong to their respective owners.
  • 31. Genpact Value proposition – CNA group Address What? Why? Leverage Whom? How? Loss ratio Opportunity to optimize claims ***content suppressed*** 1. ***content suppressed*** and cost of claims, improve underwriting and prevent fraud. About 3% of claims in U.S health insurance are fraudulent New Business Boost top line growth and explore ***content suppressed*** 1. ***content suppressed*** new revenue streams Expense ratio Trim middle line. Optimize ***content suppressed*** 1. ***content suppressed*** marketing and agent costs and enhance ROI on marketing expenses Underwriting efficiency - Effective underwriting results in ***content suppressed*** 1. ***content suppressed*** better pricing, claims experience Actuarial and forecasting of policy reserves Our value proposition aids in fraud analytics, Underwriting support and control of benefit ratios *- For hypertension and diabetes 31 Confidential. All trademarks appearing herein belong to their respective owners.
  • 32. Genpact Value proposition – CNA group - contd Address What? Why? Leverage Whom? How? Policy persistency Opportunity to retain customers ***content suppressed*** 1. ***content suppressed*** and grow Product development Penetrate new markets and grow ***content suppressed*** 1. ***content suppressed*** market share Distributor efficiency Optimize distributor costs ***content suppressed*** 1. ***content suppressed*** Service Quality Enhance TAT for its customers, ***content suppressed*** 1. ***content suppressed*** customer retention and subsequently better positioning in the LTCI market Credit ratings To gain Investor confidence and ***content suppressed*** 1. ***content suppressed*** enhance controllership Our value proposition addresses reputational and service related risks of CNA group *- For hypertension and diabetes 32 Confidential. All trademarks appearing herein belong to their respective owners.
  • 33. Business Impact for CNA group – Prospective client Proven Impact for our existing Result of the Impact for our Where is the Impact? clients existing clients Solvency ratios - RBC ***content suppressed*** ***content suppressed*** Fraudulent claims ***content suppressed*** ***content suppressed*** End-end LTCI cycle ***content suppressed*** ***content suppressed*** Potential business impact for CNA group with Genpact partnership. Annexure : Click here 33 Confidential. All trademarks appearing herein belong to their respective owners.
  • 34. In Conclusion  The U.S LTC Insurance industry, with innovative products and leverage of aging population is poised to grow in the years to come. Most of the LTCI carriers battle problem areas and have a strategic focus to grow in LTC Insurance products.  *** content suppressed*** This project could be tailored for Individual clients mapping Genpact capabilities to specific problem areas The project was limited to the scope mentioned above because of non availability of time (7 weeks was the time spent), BFSI sales reports, Marketing strategy of Genpact. The research done was with information made available to me apart from Internet sources. 34 Confidential. All trademarks appearing herein belong to their respective owners.
  • 35. Annexure No Annexure Name File Go back 1 LTCI Industry snapshot Back LTCI Industry snapshot 2 LTCI carrier rankings ***suppressed*** Back 3 LTCI carriers-Comparison ***suppressed*** Back 4 Pain areas for identified carriers Back Pain areas LTCI carriers 5 Capability map – Genpact ***suppressed*** Back 6 Competitive benchmark takeaways- ***suppressed*** Back Genpact 7 Competitive Benchmark report – Genpact Back Benchmark Genpact 8 CNA Group snapshot ***suppressed*** Back 9 Case study – Ingenix ***suppressed*** Back 10 Genpact F&A business Impact ***suppressed*** Back 11 GSLI rankings Back GSLI 12 Insurance Factbook 2009 ***suppressed*** Back 35 Confidential. All trademarks appearing herein belong to their respective owners.
  • 36. Reference material – Long term care No Name Source Month and year of publication 1 Basics of LTCI SOA May 2006 2 Cost of care survey – Genworth Genworth March 2007 3 Who buys LTC insurance – A study on demography AHIP April 2007 4 LTC financing options Georgetown univ June 2007 5 Using reverse mortgages to manage risk of LTC SOA April 2004 6 Income, poverty, insurance coverage in the U.S US census bureau August 2007 7 National healthcare expenditure projections SOA 2008 8 LTC industry snapshot New orleans meeting May 2005 9 Understanding the current market of LTCI SPC intl N.A 10 Why is the LTCI industry small? Research paper August 2004 11 2008 group and individual LTCI review LIMRA 2008 12 LTC may be a roadblock for baby boomers Lincoln group June 2008 13 Aging America – Achilles heel Centre for LTC reform September 2005 14 Annual review 2007– combination products LIMRA 2008 15 Combination products – Individual insurance market LIMRA 2008 16 Profiles of LTC and independent living AARP 2009 17 Desirability of LTCI vs self insurance FPA 2006 18 HECM and LTCI Univ of George town 2005 19 Impact of recession on LTCI sales LIMRA 2008 20 Research on Medicaid and uninsured Kaiser 2009 21 LTCI expected to show steady and slow growth Insurance news net 2008 22 National spending on LTC Univ of George town 2007 23 Essential healthcare reform SCAN Dec 2008 24 Current state of LTC market in the U.S Milliman April 2004 36 Confidential. All trademarks appearing herein belong to their respective owners.
  • 37. Reference material – LTC carriers No Name Source Month and year of publication 1 10k of all companies Respective sites 2008 2 10Q filings Respective sites 2008 3 Annual reports Respective sites 2008 4 John hancock intelligence Information John hancock 2008 37 Confidential. All trademarks appearing herein belong to their respective owners.
  • 38. Reference material – Competitive benchmarking No Name Source Month and year of publication 1 2009 outsourcing dangerously Black book of outsourcing 2009 2 PATNI launches life NB STP solution Patni 2005 3 Indias’ top BPO and IT companies D&B 2009 4 Care management and Analytics Patni 2008 5 BPO health insurance services Patni 2008 6 BTO lessons learned Kilpatrick stockton N.A 7 Claims BPO Patni 2008 8 Implementing sourcing to fuel insurance growth WNS 2009 9 Best practices report – HR NASSCOM 2008 10 The global I.T report World economic forum 2009 11 Global sourcing – Analysis of offshoring locations Morgan chambers 2007 12 Offshoring for long term advantage AT kearney 2008 13 Guatemala – Essence of opportunity Govt sources N.A 14 Firstsource acquires medassist First source 2007 15 Next gen offshoring Booz allen hamilton 2007 16 Long term care and technology – Need to be nimble Patni 2007 17 Predictive analytics Patni 2005 18 ITO and BPO – A work of difference Gartner 2005 19 Annual reports, 10K and 10Q filings Respective sites 2008 20 Healthcare case study Firstsource 2008 21 Firstsource wins IQPC awards Firstsource 2007 22 ITES-BPO summit NASSCOM 2007 23 Operational excellence- next frontier in outsourcing Mckinsey 2007 24 The case for transformation Global services media July 2008 38 Confidential. All trademarks appearing herein belong to their respective owners.
  • 39. Thank You Contact Information Salar Bijili salar.bijili@genpact.com +91-96544-49412 www.genpact.com 39 Confidential. All trademarks appearing herein belong to their respectiverespective owners. Confidential. All trademarks appearing herein belong to their owners.