Ict Summit

Slideshow Transcript

1. Slide 1: Software Industry Entrepreneurship & Innovation —Taiwan Experience James Liu President Syscom Computer Engineering Co. 1
2. Slide 2: AGENDA 1.Main Driving Force for the Economic Development of Taiwan 2.The Best e-Service Export of Taiwan 3. Entrepreneurship & Innovation Model 2
3. Slide 3: Taiwan’s Economic Miracle – Impressive Achievements 1953~2000, the economy in Taiwan 1953~2000, Taiwan had the highest climbed up fast, Average Annual Economic Growth Rate in the world. •The population grew from 8.13 million to 22.22 million. •The unemployment rate was Average Annual Economic Growth Rate of Taiwan, South Korea, Philippines, and only 2.52%. Japan during 1953~2000 9.8 Economy growth rate 8.1 7.7 Unemployment rate 8.5 8.1 8 5.6 6.5 3.9 3.3 2.5 2.1 2 1.7 1953-2000 1960s 1970s 1980s 1990s Taiwan South Philippines Japan Korea 3
4. Slide 4: Taiwan is No.1 or 2 in 18 Hardware Industries in the World PRODUCT WW. Market Share The First Place The Second place 1 Motherboard 98.4% V 2 WLAN NIC 87.0% V 3 Server (System & Pure MB) 85.6% V 4 VoIP Router 83.0% V 5 Notebook PC 82.5% V 6 DSL CPE 79.0% V 7 Cable Modem 79.0% V 8 IP Phone 78.0% V 9 PDA 73.4% V 10 VoIP TA 71.0% V 11 LCD Monitor 70.1% V 12 Switch 61.0% V 13 WLAN AP 56.9% V 14 CDT Monitor 50.7% V 15 Large Size LCD Panel 46.4% V 16 DSC 41.8% V 17 ODD 39.6% V 18 Server (System) 34.3% V Source ： MIC of III ， April 2006. 4
5. Slide 5: Main Driving Force for the Economic Development Hardware industry in Taiwan has already got a great achievement globally. What’s the main driving force for the next phase of economic development in Taiwan? Afterward the information service industry (including software industry) becomes the right answer to establish the 2nd generation of “Taiwan Economic Miracle”. 5
6. Slide 6: IT Service Industry is the Paradigm of the Future Worldwide IT market will be shifted to the software & information service industries Unit ： Billion Output Value of Software & IT Services USD Output Value of Hardware 1997-2010 Software & IT services CAGR=57% 1997-2010 Hardware CAGR=40% Worldwide Production Value in SW+IT Services and Hardware during 1997~2010 Source: INPUT, MIC of III, 2003. 6
7. Slide 7: Impact at the Beginning of the 21th Century Comparison of Average Wage per hour in East Asia 10 Unit: USD/Hr 9 Source: IMD Competitiveness Yearbook, 8 NASSCOM, MIC, DEC 2005. 6.13 7 6 5 4 3 0.75 0.43 2 0.35 1 0 South Singapore Hong T aiwan China India Indonesia Korea Kong The main economic driving force has been globally moving to Asia-Pacific area to seek for lower labor cost, even from China to the Southeast Asia 7
8. Slide 8: India Miracle in the Software Industry 2004~2010 IT Market Size in India 2006~2011 IT Outsourcing Service Market Size in India (Software is not included) Unit ： Billion USD Unit ： Billion USD 4,000 12,000 3,591 10,612 9,648 3,500 10,000 2,923 8,614 3,000 7,490 8,000 2,312 2,500 6,348 2004~2010, 2006~2011, 1,797 5,446 2,000 6,000 CAGR = 17.2% CAGR = 28.6% 1,358 4,096 1,500 4,000 1,021 1,000 2,000 500 0 0 20 20 20 20 20 20 20 20 20 20 2 2 2 07 008 009 010 08 06 07 09 10 11 04 05 06 (e) (f) (f) (f) (f) (e) (f) (f) (f) Ps. IT Outsourcing Services include IS outsourcing, Network Management, Ps. The IT market here includes: Computers & Complete Systems, Peripherals Desktop Management, Application Management, Hosting Infrastructure Storage, Input/Output, Accessories and Parts. Software is not included. Services, Hosted Application Management. Source: Yearbook of World Electronics Data 2007, MIC of III re-organized, JUL Source: IDC, MIC of III re-organized, JUL 2007. 2007. 8
9. Slide 9: What happened and why could India do this? What happened in India now? Why India can? Price of Projects, for example…… 100 90 80 70 60 50 40 30 20 10 0 USA INDIA Other Asia Countries Lower wage rate and abundant qualified and English-skilled software engineers that had been trained by colleges, universities and the government make the differences. Non-Indian Asian IT companies can hardly compete with Indian software companies, especially for those accounts in Later better than never. English areas. Asia IT companies need to learn from Indian experience in the development progress of software industry. 9
10. Slide 10: A Good Lesson that Taiwan Learned from India In 1980’s Japan is No.1 for TQM, thus made the ITY E fine reputation in 3C products. AL C QU RAN In 2000’s SSU A India is famous for IT Services industry in the world for its having the biggest number of CMMI appraisals in Asia that was announced by SEI in March 2007.* Is it possible that Taiwan can learn from India? Yes, and we already did. Taiwan is now No. 9 in the world ( 71, 49/19/0/3 respectively ). SYSCOM is the first CMMI ML5 company in Taiwan. *Ps. The number announced by SEI is accounted until 16th Nov., 2007. 10
11. Slide 11: SYSCOM Adopted CMMI Worldwide CMMI Dashboard Project Management Base China North-East Asia - Ling-An (Xian) USA - DBMaker Japan - Syscom (Shenzhen) CASEMaker/CA Tokyo/Japan (Shenzhen/ Beijing/ Shanghai/ Suchou) South-East Asia Taiwan Europe -Syscom(Thailand) DBMaker Europe (Bangkok) Global Logistic -Syscom(Vietnam) Italy Headquarters (Hanoi, HCMC) 11
12. Slide 12: AGENDA 1.Main Driving Force for the Economic Development of Taiwan 2.The Best e-Service Export of Taiwan 3. Entrepreneurship & Innovation Model 12
13. Slide 13: The Best e-Service Export of Taiwan (BEST) Great potentiality for Taiwan’s financial Motives IS providers in market growth in IS providers are the Taiwan start to the target financial paradigm for globalize IS market target market Advantages Successful domain Capability in Product AP paradigm international commercialization in Taiwan marketing technology Project Allied with existing Accelerate the project to leading companies in Taiwan to be realized by BEST program construct total domain solutions 13
14. Slide 14: The Best e-Service Export of Taiwan (BEST) GOAL & Focus  Taiwan got several BEST fleets in Asia-Pacific area now.  Goal: major suppliers to Asia-Pacific region  Focus: financial information service, manufacturing logistics, information security, and e-government industries. industries About SYSCOM  Currently, Syscom’s stock exchange system, the fraud detection systems, and many other financial solution programs have already obtained great market share in China, as well as obtained contracts from ICBC in China and CTCB in Thailand. 14
15. Slide 15: AGENDA 1.Main Driving Force for the Economic Development of Taiwan 2.The Best e-Service Export of Taiwan 3. Entrepreneurship & Innovation Model 15
16. Slide 16: Entrepreneurship & Innovation Model Innovative International Marketing Progress with Entrepreneurship 1.Distribution & Value-added Software Development 5. Put Emphasis on 2. Earned Large-scaled Quality Assurance Projects and Accounts 4. Internationalization Commercialization 3. of Marketing Channels of Solutions 16
17. Slide 17: 1. Distribution & Value-added S/W Development Servers, Networks, & Storage Telecom & Domain Applications Router BRAS Switch BW Control NetCenter IDP SLB IDP RD-III Radware AV P2P CD IDP N AV DHCP AAA PON IMS Hitachi Security - Hardware & Software Domain Applications AXUS Thin Client MAILsweeper SSL VPN for SMTP Remote Dial-In User Service (RADIUS), FT We Ma firewa with HIDS P b il ll, ser ser Ser VPN, ver ver ver and Secure IPS corporate Intern servers with HIDS et VL M D A N Z Desktops/laptops Switch with HIDS and anti- virus software 17
18. Slide 18: 2.Earned Large-scaled Projects and Accounts Central Trust of China Chinatrust Commercial Bank (Holding) Jih Sun International Bank (Holding) FINANCIAL E. Sun Commercial Bank (Holding) Shanghai Stock Exchange Taitung Business Bank China CITIC Bank Taishin International Bank (Holding) Bank of Communications Taishin Insurance Agency China Financial Futures Exchange Joint Credit Information Center Overseas China Merchants Bank Bank of Overseas Chinese HUTEK Taiwan Stock Exchange MiTAC East China MKL Jih Sun Securities/Futures/Investment Qinhuangdao City Commercial Bank Masterlink Securities/Futures Shenzhen Stock Exchange First Taisec Securities Securities Wenzhou City Commercial Bank Taiwan International Securities Group Barits International Securities ICBC Thailand Hua Nan Securities/Futures Fuhwa Securities/Futures Capital Securities/Futures Polaris Securities/Futures 18
19. Slide 19: 3. Commercialization of Solutions Outstanding Self-R&D Products & Solutions Service m-Commerce v-Commerce e-Commerce Channel Financial Telecom E-government Healthcare/ Transportation i4M Voice Portal OA System Stock Exchange Sys. WANCenter Personnel Information HIS EBTS NETCenter Management Sys. Electronic Medical Foreign Exchange Syscom SIM E-police Information Case History Sys. Trading Sys. Syscom GW Management Sys. Domain Voice Registration CreditGuard Security Consulting Image Online System Futures Trading Sys. & Total Solution E-Document Solution APP. HEMS Options Trading Sys. Office Automation Real-time VMaker E-form Signing Sys. Transportation PineReport Operation Manag. ATMMOM System BanTalk SafeMaker ITAM IMAPS Solution Developing Tools Core DBMaker OLAP/OLTP Tech. SDPM (Real-time P.M. Platform based on CMMI) 19
20. Slide 20: 4. Internationalization Worldwide International Marketing Channels USA China North-East Asia • CASEMaker/CA -LingAn (Xian) -DBMaker Japan • Marketing and -Syscom (Shenzhen) -Tokyo/Japan information center (Shenzhen/ Beijing/ -Marketing point Shanghai/ Suchou) Taiwan Europe South-East Asia -Syscom Headquarters -DBMaker Europe -Syscom (Thailand) -Italy - R&D center (Bangkok) -Marketing point -Syscom(Vietnam) (Hanoi, HCMC) -Marketing point 20
21. Slide 21: 5. Put Emphasis on Quality Assurance CMMI Level 5 • 2004 ： 1st software company obtaining CMMI level 3 appraisal in Taiwan • 2005 ： Ling-An Computer Co. (one of Syscom’s subsidiaries in China) procured CMMI level 3 appraisal in China • 2006 ： 1st CMMI Level 5 appraised Taiwan company in July, and formally published on SEI’s website in November CMMI is a key driver for Taiwan software industry because it can ： • Ensure the quality of projects to a worldwide warrantable service level • Enhance the software development capabilities with worldwide partners 21
22. Slide 22: The Importance of CMMI Software Producing Manufacturing vs. Procedures Procedures The influences of the conveyer that invented by Ford in 1913? Is it just a conveyer? Its key impact…… Conveyers enable large-scaled auto-production, thus make our life more convenient and better Software project budgets are highly different in USA and in Taiwan New software producing procedures must be? Rational Adopted globally Quality Assurance High-quality It’s much important to Information service & software industries to adopt it. 22
23. Slide 23: SDPM– Our CMMI ML5 Appraisal Key Base A Real-time project management platform with dashboard on SDPM that developed by Syscom 23
24. Slide 24: SYSCOM GROUP has installed the CMMI Project Management Platform-SDPM 24
25. Slide 25: SYSCOM Adopted CMMI Worldwide China North-East Asia - Ling-An (Xian) USA - DBMaker Japan - Syscom (Shenzhen) CASEMaker/CA Tokyo/Japan (Shenzhen/ Beijing/ Shanghai/ Suchou) CMMI Dashboard Project Management Platform for our Customers Worldwide South-East Asia Taiwan Europe -Syscom(Thailand) DBMaker Europe (Bangkok) Global Logistic -Syscom(Vietnam) Italy Headquarters (Hanoi, HCMC) 25
26. Slide 26: Conclusions 18 items of No.1 or 2 Taiwan Miracle for their great market share in the world A good beginning in the India Miracle 21th century at the IS & Software Industries Learning from each to realize the other; it’s the reason “ASOCIO Miracle” why we’re here 26
27. Slide 27: Thanks to Your Participation.
28. Slide 28: MSC Malaysia National ICT Initiatives Presentation by, Mr Dan E Khoo Vice President, Business Strategy and Transformation Division, Multimedia Development Corporation (MDeC) 071120-ASOCIO-ME-CEOslides-v1-0.01 28
29. Slide 29: STRATEGIC BUSINESS LOCATION MALAYSIA is in the Heart of the Asia Pacific region “A foreign IT or scientific engineering company should engage with the MSC Malaysia because it is a Hub into Asia. From Malaysia, we can branch into India, China, other Asian nations and Islamic nations.” -Bob Bishop, Chairman and CEO, Silicon Graphics Inc., MSC Malaysia IAP Member 29
30. Slide 30: TO ACCELERATE K-BASED ECONOMY: Requires Enhancing of Knowledge Infrastructure Vision 2020: Malaysia to be K-based Economy by 2020 GDP per capita 2020 K-based Economy Industrial Production Economy August 1996 – MSC Malaysia was launched Agriculture- based Economy Key Value Creating Platform : Knowledge Infrastructure Key Enabler: Physical Infrastructure Time 30
31. Slide 31: MSC Malaysia Vision The MSC Malaysia is about changing the way we live, work and play… this special area will be a global test-bed for:  the new roles of government;  new cyber laws and guarantees;  G2B and B2B collaborations;  new broadcasting;  education;  delivery of healthcare; and  new technologies … 31 Government’s Policy Statement at Launch of MSC, 1 August 1996
32. Slide 32: FIVE (5) THRUST AREAS OF 9TH MALAYSIAN PLAN (2006 – 2010) MSC Malaysia’s Contribution to Realising the National Mission Facilitating ICT based New Growth Areas:  Creative Multimedia Content Industry  Shared Services Outsourcing  MSC Malaysia: MSC Malaysia Nurturing Human Flagship Applications Capital for K- based Economy \"The MSC Initiative was launched as a catalyst to the national ICT agenda and Multimedia Development Corporation (MDeC) was formed to drive the development of the MSC... \" MSC Malaysia National YAB DATO’ SERI ABDULLAH BIN HAJI Rollout will create K- AHMAD BADAWI  MSC Malaysia National Rollout PRIME MINISTER OF MALAYSIA based Infrastructure 10th MSC MALAYSIA ANNIVERSARY and Flagship Applications will help reduce the income gap and the digital divide 32
33. Slide 33: MSC Malaysia Milestones & National Rollout PHASE THREE:2010-2020 PHASE TWO: 2003-2010 PHASE ONE: 1996-2003 Transform Malaysia into Grow MSC into Successfully create a Knowledge society a global ICT hub the MSC Northern Corridor Eastern Corridor Central Corridor Cyberjaya Sabah Central Corridor Southern Corridor Cyberjaya Sarawak All of Malaysia Web of corridors 1 Corridor National Transformation enabled National Rollout comprising Comprising 5 Cybercities By MSC Malaysia environment Cybercities and Cybercentres 33
34. Slide 34: Impact of MSC Malaysia MSC Malaysia Status 1,947 Companies Revenue RM12.99 b p.a Jobs Created 63,000+ Export RM 4.08 b p.a R&D Expenditure RM 814 mil MSC Malaysia Status 52 companies listed on MESDAQ IP/Patents registered 1,180 As of 9th Nov 2007 34
35. Slide 35: ICT Industry Development - Technology Focus - MSC Malaysia Status Companies by Technology Cluster: Operational as at Nov 9th , 2007 Mobility, Embedded Creative Software & Multimedia, 157, Hardware, 330, 10% 21% IHLs and SSO, 116, 7% Incubators, 78, 5% Application Software, 699, IBB, 168, 11% 46% Operationa Cluster Awarded* l** Application Software (AS) 828 699 Mobility, Embedded Software & Hardware (MeSH) 425 330 SSO 135 116 Creative Multimedia 211 157 IBB 264 168 IHLs & Incubators 84 78 GRAND TOTAL 1,947 1,548 35
36. Slide 36: Drivers to Increase Services Delivery in the Global Market thru MSC Malaysia Flagship as Catalyst  Meets demand of citizens  Reduces government cost  Increases government efficiency  Enhances awareness on government efforts  Beneficial to government employees  Spin off will grow business sector  Amplify national income per capita* * UN Global e Gov readiness reports “E-government appears to have a strong relation with income per capita.” 36
37. Slide 37: MSC Malaysia Smart Card Flagship: Reaching out to the People MyKad significantly improved Governance, transparency and government services delivery.  Greatly enhances National Security  No cloning of chip based ID  Zero fraud in payment transactions  Convenience for citizens enhanced  Reduce queues e.g.. Immigration points,  Reduced processing time for passport renewal  150,000 Points-of-Usage  Access to multiple applications:  9 On-Card and 29 Off-Card to date  “ONE COMMON PLATFORM” more than  300 integrated Government Service Centre  (GSC) 37
38. Slide 38: MSC Malaysia Smart School Flagship: Reaching out to the People Objective: Quality education  88 smart schools are nucleus for all 10,000 schools to be ‘smart’  “Quality Education for All” through Education Development Blueprint (2006-2010)  Smart School Qualification Standards adopted for quality assurance All Schools will be Smart by 2010 38
39. Slide 39: MSC Malaysia Telehealth Flagship: Reaching out to the People Objective: Better healthcare delivery Teleconsultation:  38 hospitals providing Teleconsultation Healthcare services nationwide  1,000 healthcare professionals trained on Online Healthcare courses  Over 2,000 cases have been transmitted through the Teleconsultation system since it was implemented Connecting the Rural Clinics Over 300 rural clinics are connected to Internet Virtual Library allows healthcare professionals to keep up-to-date with medical and health knowledge regardless of geographical locations Continuing Professional Development MyCPD web-based application provide information and simplify the process for training and development of healthcare professionals 39
40. Slide 40: MSC Malaysia e- Government Flagship: Reaching out to the People Objective: Enhancing Government Services Delivery  myGovernment (myServices) portal offers more than 400 online services and 19 SMS services  E-Procurement transaction value grew in 2006: RM 2 billion worth of contracts  Electronic Labour Exchange captured 300,834 job seekers, 1,544,881 vacancies and 823,430 job matches 40 As of May 2007
41. Slide 41: MSC Malaysia: Rapidly Growing Exports Across Global Market Over 300 MSC Malaysia status firms exporting to All Major Markets 41
42. Slide 42: Matching Demand & Supply  Knowing what we actually have (MSC Malaysia’s products and services) GLOBAL DEMAND (ICT Market Segments)  Identify differentiation factor (strengths and competencies)  Knowing exactly what to target (matching supply to demand)  Creation demand in emerging markets L Software Development O C A Internet Based Business (IBB) L S Creative Multimedia U P Finance & Banking P Support Services L Manufacturing Y Construction Government Mobility, Embedded Consumer Software & Hardware (MeSH) Services Utilities Others SSO 42
43. Slide 43: MSC Malaysia Global Experience Iran – National E-Comm Strategic Roadmap Lebanon – Smart Card Project Syria – Decision Support System Consultancy for Prime Minister Dept. State of Kuwait – Smart Card Project Consultancy for The Public Authority for Civil Information Kingdom of Saudi Arabia - Medina E- Government Project, Knowledge Economic City Medina Kingdom of Saudi Arabia, Islamic Development Bank (IDB) – IT Strategy Model for 53 member countries Kingdom of Bahrain - Kingdom Of Bahrain National Card Consultancy Bangladesh – Technology Park Implementation Study United Arab Emirates - Electronic Government Strategic Plan workshop NZ Smart School Study GCC – Common Guidelines for Interoperable GCC National ID Schemes 43
44. Slide 44: MSC Malaysia Collaboration with ASEAN member Countries Education Content & Pilot Smart MDeC (E-BUSINESS) & E- Schools: National Task Force Of Myanmar, Laos, Cambodia, Vietnam Myanmar Smart Card Projects: Indonesia, Thailand Consortium Information Technology And Multimedia Indonesia The Department Of Trade And Industry Of The Republic Of The Philippines Eco-Cyber Park Government of Brunei 44
45. Slide 45: Lessons Learnt from ICT Initiatives to catalyse and facilitate sustainable ICT  Governments need development The investment and transition require long term commitment and strong leadership Initiatives set must have clear development goals and objectives ICT strategy should include investment and interventions to generate demand Investing in ICT R&D will increase the local content and integration for Domestic ICT products Taking an integrated and holistic approach to ensure synergistic and optimised deployment The planning and implementation of programs need to recognize the important roles played by different stakeholders: Government, Industry & Civil Society 45
46. Slide 46: WAY FORWARD  ASOCIO Countries must embrace ICT, its developments and use, if they are to sustain economic growth and remain competitive in the global market place. The governments must commit themselves to foster a favorable legal and policy environment for the development and use of ICT as well as for attracting investment. Mutual agreements need to be achieved in adopting laws and policies based on international norms that promote trust and confidence of the general population. The more advanced member countries with advance ICT capabilities to share their experiences and technologies with less developed member countries. 46
47. Slide 47: Opportunities in/with MSC Malaysia Set up your global or regional base in MSC Malaysia  Access Asia and OIC markets  Conduct profitable businesses with almost 2,000 MSC  Malaysia Status companies High potential projects with the Malaysian government  Start JVs with any MSC Malaysia Status company  Become a distributor of MSC Malaysia products and  services in your country/region Set up your R&D centre in the MSC Malaysia  Alternative development / offshoring centre for your  clients 47
48. Slide 48: WCIT 2008 – Enable, Empower, Enrich ! • Take advantage of Malaysia’s leading position in Asia • Visit us at WCIT2008 in Kuala Lumpur • MSC Malaysia – “Your IT gateway to Asia” • “See, Touch & Feel” Malaysia – its vibrancy, its diversity, its culture ! • Our theme – “Enable Empower Enrich” www.wcit2008.org 48
49. Slide 49: THANK YOU visit www.msc.com.my 49
50. Slide 50: IT Policy in Japan ~METI’s IT policy facilitating the usage of Information Technology by SMEs~ November 28.2007 Takeo NATSUME Director Information human resource office Commerce and Information Policy Bureau Ministry of Economy, Trade and Industry
51. Slide 51: Ｓｕｍｍａｒｙ - Feature and present condition of Japan‘s IT Industry - IT policy facilitating the usage of IT by SMEs 51
52. Slide 52: Software and IT Services ~Sales and Employee~ 2005 sales in the information services and software industry was ¥14.6 trillion . Employees numbered 574,000. Average growth rate of is over 4%. Sales and employees Sales (Tr yen) Employees (10,000 people) Sales Employees ※Research scope was reviewed and expanded in 1998 and 2001. ※Employees in 2000 and beyond includes transferred and dispatched persons. (Source: “Services Industry Survey,” METI ) 52
53. Slide 53: Amount of the investment for IT of the big enterprise of the capital 10 billion yen over is an increasing tendency. 　　　 　 An investment for IT of the small and medium enterprise is low. （ million ～100 m ilon yen li yen ）6 ,0 0 0 100～500 m ilon yen li 500m ilon～１ li li bilon 5, 00 0 yen １ ０bilon yen ～１ li 4, 00 0 10 bilon yen～ li Al l 3, 00 0 2, 00 0 1, 00 0 0 （ Source ）” Information Processing Census,” 2002 53 2003 2000 2001 2004 METI (09/2008)
54. Slide 54: The Japanese IT Industry Sales in the information services and software industry is concentrated on large cities such as Tokyo, Kanagawa Prefecture, and Osaka Prefecture. Hokkaido 0.2 trillion yen (2 billion US$) Tokyo Aomori 9 trillion yen 18 billion yen (90 billion US$) (180 million US$) Kyoto 0.2 trillion yen (2 billion US$) Osaka 0.9 trillion yen Kanagawa 1.4 trillion yen Fukuoka (14 billion US$) 0.3 trillion yen (3 billion US$) Kagawa Kagoshima 27 billion yen 24 billion yen 1 US dollar = 100 Japanese yen (270 million US$) (240 million US$) 54
55. Slide 55: High customization ratio and IT investment costs High customization rate compared to USA 100%100% in-house そのまま 物流管理 ソフト Use as is Mixed development development 使用 混成 作り込み Japan Supply Chain Management 日本 SCM 40. 0% 49. 2% 10. 8% （ SCM ＳＣＭ ） USA 米国 7. 5% 41. 3% 51. 2% SCM SCM 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 100%100% in-house そのまま 顧客管理 ソフト Mixed development development Use as is 100%作り込み 混成 100%パッ 混成 ケージ Customer Relationship 作り込み 使用 Japan 日本 SCM 31. 1% 58. 8% 10. 1% Management （ CRM ＣＲＭ ） USA 米国 22. 1% 30. 9% 47. 1% SCM CRM 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 100%作り込み 55 混成 100%パッケージ
56. Slide 56: High customization ratio and IT investment costs High IT investment costs compared to West Development cost per software function Ave.\\42,000/function 5 平均4.2万円／機能 “420US$” Ave. ¥34,000/function 平均3.4万円／機能 4 “340US$” Ave. ¥23,000/function 3 平均2.3万円／機能 “230US$” 2 1 0 日本 米国 西欧 Japan EU USA 56
57. Slide 57: Governmental IT Policy (IT Strategic HQ) ■ Japan’s IT strategy is promoted by all governmental offices and spearheaded by the IT Strategic Headquarters, chaired by the Prime Minister. ■ METI Minister serves as Deputy Chairman of IT Strategic HQ and plays an important role in its activities. IT Strategy HQ Members Chairman : Prime Minister Members: All ministers excluding Chairman and Deputy Chairman, Advisors (8) Deputy Chairman: Minister of State for Science Other (2) President, Council for the Promotion of and Technology Policy Regulatory Reform Chief Cabinet Secretary President, IT Reform Strategy METI Minister, MIC Evaluation Council of Experts Minister e-Japan Strategy (2001) e-Japan Strategy Ⅱ(2003) New IT Reform Strategy (2006) Objective Objective Objective Structural Reforms via utilization of IT Promoting IT use Building IT foundations (Make (Completion by FY2010) Japan advanced IT nation in 5 Important areas (7, technological years.) Important areas (15) competitiveness) ・ Medical care reform via use of IT ・ Medical care: e-charts, medical care Important areas (5) ・ Eco-friendly society driven by IT billing ・ Building of network infrastructure ・ World’s most convenient and efficient ・ Governmental services: Online ・ Building environments for e- online governmental services ・ national/local services commerce ・ Technological competitiveness: Strengthening business cooperation by ・ Materializing e-government establishing IT management Building new IT infrastructure services, etc. ・ World’s most secure IT society (Ubiquitous networks, developing IT ・ Developing world-class IT human human resources) etc. resources etc. 57
58. Slide 58: Priority IT Measures 世界最先端に向けて重点的に取り組むべき主な施策（案） Pursuit of IT Solution power - Overcome the challenges faced by for Structural Reform Japanese society by using IT Solutions Structural reform of healthcare industry ◆ 100% complete on-line processing of medical through IT Solutions care expense receipts Environmentally-friendly society fully ◆ Efficient energy management, recycling and using IT Solutions distribution through IT Solutions The world’s most advanced safe ◆ Damage mitigation by sharing disaster and reliable IT society information via terrestrial digital broadcasts ◆ Traffic accident prevention through The world’s safest road traffic Intelligent Transport system environment ◆ 50% or more actual use of on-line The world’s most convenient and applications and filings efficient electronic government Enhance business competitiveness ◆ Efficient collaboration within and using IT Solutions in management among companies through IT Solutions ◆ Increased use of telecommuting and e- Prosperous lifestyles throughout learning people’s lifetimes 58
59. Slide 59: METI’s IT Policy Implementation of the “New IT Reform Strategy”, “ Economic and Fiscal Reform 2007”, and the “Economic Growth Initiative” Promotion of IT Hardware Software use Strategic technology 　● development ● IT use by SMEs ● Promotion of innovation 　　　・　 Green IT Project businesses 　　・ Jaspar Project 　　　・　 Dream Chip 　　・ IT use via SaaS 　　・ Information Grand Project 　　・ Tax incentives Voyage Project ● Increasing IT investment ● High-level IT human Product safety 　● resources development initiatives / environmental ● Electronic tags, electronic measures commerce ● Market innovation International trade 　● policy / Home appliance distribution policy Information security / Home appliance Promotion of Privacy protection recycling electronic government 59
60. Slide 60: Issues and Policies for Promotion of IT use 1. Promoting IT use by SMEs businesses 【 Policies 】 【 Issues 】　　　 　　　　　 ●The “IT-Keiei Ouentai” ●Use of IT is late particularly with small ●Promote IT use with SMEs businesses to Midium businesses. via “SaaS” (Software as a Service). ●Strengthen competitiveness via tax incentives for introducing IT. 2.【課題】　　　　　　　　　　　　　　 Improving efficiency of IT investment 　　　　　　　　　 　　　　　 【 Issues 】 【 Policies 】 ● 特に中小ユーザ企業における IT 活用 ●Customized systems common ●Improve efficiency in IT investment の遅れ compared to USA and Europe via focus on core businesses. 3. Building infrastructure for electronic tags and e-commerce 【課題】　　　　　　　　　　　　　　 　　　　　　　　　 　　　　　 【 Issues 】 【 Policies 】 ● 特に中小ユーザ企業における IT 活用 ● Promotion of information-sharing beyond ●Build common infrastructure for using の遅れ boundaries of businesses and industries electronic tags and e-commerce. essential towards finding solutions to social issues such as the environment and safety concerns 60
61. Slide 61: The “IT-Keiei Ouentai”  A public/private sector network is being built to provide support so that small businesses themselves can innovate management and improve productivity by using IT. (Launched 01/2005)  Support was upgraded and strengthened in 2007 to emphasize putting IT management “into practice,” by offering training opportunities, collecting and disseminating examples of best practices and developing support projects with local communities. Encouraging small and medium- size businesses to put IT Productivity management into practice Manageme improvemen nt t innovation 61
62. Slide 62: Training opportunities ・ Manager training ・ CIO training ・ 1-day training ・ Training by sector, etc. 62
63. Slide 63: Collecting/Disseminating examples of best practices ・ SMEs IT Management Award ・ Presentations on web pages etc 63
64. Slide 64: Support in coordination with local communities Local IT management support teams *(Local governments & Private sectors support for introducing IT via IT vendors, banks, etc.) 64
65. Slide 65: Small and Medium-Size Businesses via SaaS Promote IT use via SaaS with small businesses which lack adequate financial resources Merit ① 　 Less cost burden than earlier information systems - Introduction, operation and maintenance costs are low because common services are provided by information processing firms. Merit② 　 Little need for IT know-how or IT-versed - Because common services are provided, user businesses have little need for specialized personnelpersonnel. knowledge or Application software Service vendor handles operation and Customer Personnel Finance manage-ment manage-ment manage-ment maintenance. Internet User purchases information processing Company A user Company B userservice. 65
66. Slide 66: Key Goal Indicator We have to achieve the following targets by 2010, -To raise the percentage of enterprises utilizing IT to the world’s highest levels; -To Increase the percentage of some part of SMEs utilizing IT as fundamental businesses tools to 60% or more; -To establish an infrastructure for EC, electronic commerce, harmonized internationally and increase the percentage of its usage to 60% or more; -To Increase the percentage of usage of EC by SMEs to 50% or more of total trade partners by FY 2010. 66 66
67. Slide 67: h uc m ry ve u yo k METI an h T Ministry of Economy, Trade and Industry 67
68. Slide 68: Building Asian Multinationals Protection to Domination Deepak Ghaisas Vice Chairman November 28, 2007
69. Slide 69: Presentation Path: Current Strengths Seven Strategic Steps Protection to Domination Our Experience at i-flex
70. Slide 70: Asia - Strong economic fundamentals
71. Slide 71: Rise in Indian Multinationals Ranbaxy i-flex Titan Wipro
72. Slide 72: Protection to Domination
73. Slide 73: Succeeding to become MNC competing leading Efficiency & Productivity failing risking Value Differentiation
74. Slide 75: New Business Metric SPEED IN ON TE TI GR VA AT NO IO N N I value-to- time
75. Slide 76: Capability Platform to be Dominative Domain Knowledge Skills & Processes M&A Financing & Risk Mgt. Capital Productivity Statutory Mgt. Branding IPR Franchise Global Communities Cross Border Culture
76. Slide 77: Seven Strategic Steps
77. Slide 78: Seven Strategic Steps Attracting new Customers Innovation Of Maximization of Products & Existing Services Customers n Innovation Of tio value Delivery a n mi System o D Existing Products & Services Acquisition/ Existing Consolidation Value Delivery within current System Industry Expand into New Geographies Existing Industry Structure Step out into New Competition Existing Arena Geographies Current Business Existing Competition Arena
78. Slide 79: Our experience at i-flex
79. Slide 80: What we followed at i-flex
80. Slide 81: ‘FLEXCUBE’ - A Global Brand in BFSI No 1 for last 5 years – from 2002 to 2007 Get the unfair advantage
81. Slide 82: Serviced 700+ customers across 130 countries Customer Locations Globally Diversified Revenue Asia Support Presence i-flex Presence Pacific USA 21% Subsidiaries & Offices: 33% Cyprus Malaysia Amsterdam Bangalore Chennai Ghana Netherlands Mumbai US (New Jersey,New York) Europe India Nigeria Pune Singapore Jamaica Singapore 23% Presence: Japan South Africa Middle Australia Japan Kenya Kenya Sri Lanka Latin East and Nigeria South Africa UK Kuwait Uganda America UAE Zimbabwe London Zambia Africa and 22% Caribbean
82. Slide 83: Growing Global Brand Recognition
83. Slide 84: Thank You Deepak.Ghaisas@iflexsolutions.c om
84. Slide 85: Thank You Deepak.Ghaisas@ iflexsolutions.com
85. Slide 86: Case Study of Disney
86. Slide 87: “ Today out of the Fortune 500 companies, 260 are Indian Clients. When we march towards a new India, I would like the IT industry to lead the march by proclaiming that “260 of Fortune 500 are Indian MNCs. This is my dream” ……..Dr. APJ Kalam