3° Latin America Survey Shared Service Center in Colombia

13° Latin American Shared Services Survey-Colombian Chapter
November 2016
3° Latin
American
Shared Services
Survey
Trends in an evolving model
Colombian Chapter

Notice
“Neither EY nor Procolombia are responsible for the
use, interpretation and/or application of this
report.”
2 3° Latin American Shared Services Survey-Colombian Chapter

President of ProColombia
The present study, prepared by EY with the support of
ProColombia, shows how our country is advancing to
consolidate itself as an investment leader with a high
potential for setting up Shared Service Centers (SSC) in
the region. Over the last ten years, this business
segment has grown thanks to factors such as the high
level of performance of Colombian professionals,
vocation and service approach, as well as incentives
granted by the National Government for the
establishment of these types of operations.
Investors in this sector contribute to make our nation a
bigger, more competitive, and one better trained in
international standards. The country boasts specialized
value-added services for the management of global
operations of companies from diverse sectors in
accounting processes, information and supply systems,
finance and human resources.
Managing Partner-Advisory
At the time of publishing our 3° Latin American Shared
Services Survey I thought about the challenges that our
economy imposes on us.
It is common for companies of all sizes and from all
sectors to retreat in times of turbulence in their core
businesses, in many cases forgetting that greater
operational efficiency directly impacts goods and
services that our customers receive.
Shared Service Centers are experiencing a defining
moment, where increasingly global business models
converge and where technology (digital, automatized
and analytical) is generating profound effects on the
way services are being executed.
Accompanied by this, we still see a marked polarization
of services in the areas of finance, technology and
human resources; even so, we note a great interest in
exploring new services and geographies, which imposes
an even more challenging agenda for the coming years.
In this context, this Survey becomes even more relevant
than ever. I hope that the information proves useful to
you and allows you to obtain value for your business.
FelipeJaramilloMartínSoubelet

Introduction
General Information
Shared Service Centers in Colombia
Strategic Shared Service Center definitions
SSC human management challenges
Service management
The importance of technological
support
Streamlining of IT support
Service channels
SSC automation
Data analysis (Analytical and Big Data)
Conclusions
In this report
In order to perform at the highest level,
companies have created working
frameworks that enable customer
interfacing teams to concentrate on
delivering quality products and
services, and to give value to the
market; while support teams have
developed global business service
operations organized as Shared Service
Centers (going forward, SSC).
It is in this context that EY and
ProColombia present the results of the
Third Latin American Shared Services
Survey, with an emphasis on Colombia.
We would like to thank the Shared Sevices
Centers for participating in this survey
and we hope that the conclusions
preseted
allow you to act strategically in response
to the needs of local and international
markets.

The best companies know that the key to success in
business has many ingredients. Some attributes
are very visible to customers (such as products and
services); however, companies have other internal
attributes that are necessary to thrive as a business. To
perform at the highest level, there is a need to create
a working framework that allows customer-focused
teams to focus on delivering quality products and
services and giving value to the market.
Many companies have abandoned structures
which were defined by the limited functions of
businesses such as finance or information technology
(Hereinafter, IT). Instead, they have chosen to focus on
delivering end-to-end standardized processes. They are
building global multifunctional service operations
businesses that can transform how your business works.
In Colombia, this trend began approximately 10 years ago
when companies started outsourcing and using SSCs to
improve the efficiency of their support processes.
Finance opened the way, followed by IT, human resources
and procurement. The intention was to transfer
routine transactional work to specialists, who were
dedicated to processing it more efficiently at a lower
cost.
It is in this context that EY and ProColombia are
presenting the results of the Third Latin American
Shared Services Survey, with a chapter dedicated to
SSCs in Colombia. This was designed for companies that
currently have shared services and have already
stabilized their operation; focusing on the streamlining
of these services and the goals of these companies over
the next few years. We received responses from 31
Colombian companies.
In the following pages, we will present the work
carried out, seeking to provide a source of information
in order to understand the SSC panorama in Colombia, its
trends and the evolution of the model.
Introduction

Los CSC en Colombia
SSCs in Colombia
Introduction
The 3° Latin American Shared Services Survey was carried out between April and July of 2016 with the
participation of more than 45 companies from Argentina, Brazil, Chile, Colombia, Costa Rica, Mexico and
Peru.
The questions were developed with a focus on two main areas of analysis, considering on the one hand
the evolution of the SSC operation compared to previous years (2008 and 2012), and on the other hand,
the level of adoption of technological trends in the region.
In the case of Colombia, the survey was applied to a group of 31 companies located in different cities
throughout the country that belong to industries such as services, manufacturing, general services,
financial services, among others.
We consider it important to point out demographic aspects of the organizations surveyed so as to give a
context to their evolution and changes in recent years.
Cities in which these SSCs are
located
According to the answers received, the city
with the highest number of SSCs is Bogota
(62%), followed by Medellín and Cali (16% each
one).
Bogota
Cali
Medellin
Bucaramanga
Cartagena
62%
3%3%
16%
16%
Figure 1
General Information
Location of SSCs in Colombia

SSC Length of operations
We found that the creation of SSCs continues
to have a great dynamic in Colombia, since 36%
of SSCs are between 0 and 3 years old. It is
worth noting that 58% of SSCs surveyed are
between 3 and 10 years old.
SSC Geographical coverage
The trend shows that, companies that have SSCs in
Colombia establish them to provide local (39%) or
regional (48%) services.
Compared to Latin America, where we find that
20% are of global reach, in Colombia, 13% are
global, mainly because SSCs are established by
national companies operating locally or in Latin
America.
The global SSCs in Colombia correspond to
international companies that established their
SSCs, seeking to take advantage of the benefits
that the country offers, such as human capital and
its central location on the American continent.
0-3 years
3-5 years
5-10 years
More than 10 years
36%
10%
29%
29%
Figure 2
SSC Length of operation
SSC Geographical coverage
12%
61%
27%
25%
52%
23%
20%
55%
25%
13%
48%
39%
Figure 3
2008 Latin America
2012 Latin America
2016 Latin America
2016 Colombia
Global
Regional
Local
0% 10% 20% 30% 40% 50% 60% 70%8 0%

Countries served by SSCs
Analyzing in more depth the nature of
SSCs in Colombia that have a regional
or global scope (61% of respondents),
we found that 35% serve only Colombia,
46% serve 2 to 8 countries, and 19%
serve more than 11 countries.
1 country
2 - 5 countries
6 - 8 countries
More than 11 countries
35%
19%
26%
20%
Figure 4
Number of countries served by SSCs

3° Latin American Shared Services Survey-Colombian Chapter 9
The main countries that are served from
Colombia are: Panama, Ecuador and Peru,
thanks to geographical proximity and cultural
and time zone similarities, as well as Mexico,
Chile and Costa Rica.
It is also worth noting that 26% of Colombian
SSCs serve operations in Brazil and 23% serve
operations in the United States.
35%
35%
29%
29%
39%
26%
23%
23%
26%
32%
Figure 5
SSC Percentage coverage by country
United States
Mexico
Panama
Peru
Brazil

Number of employees
In relation to the staff working in SSCs in
Colombia, 65% of centers have more than 100
employees. This could be due to the volume of
customers they serve and the scope of services
provided.
The analysis shows that in comparison with 2012,
SSCs in Colombia show a growth trend. For
example, centers with more than 500 employees
have grown from 20% to 23%.
In addition, we found that of the 35% of SSCs
which have fewer than 100 employees, 36% of
them are planning to expand geographically,
expand their portfolio of services or provide
services to third parties.
Languages used in SSCs
With regard to the languages used in SSCs in
Colombia, 58% speak only one language (Spanish),
29% speak two languages, predominantly Spanish
and English, and 10% speak 3 languages (Spanish,
English and Portuguese).
Number of SSC employees
0 - 50
51 - 100
101 - 200
201 - 500
More than 500
23%
19%
13%
22%
23%
Figure 6
Languages used in SSCs
2016 Latin America
2016 Colombia
30%
40%
29%
25%
10%
5% 3%
58%
Figure 7
1 language 2 language 3 language More than 3
language

Figure 8
Export of Services
55% of the SSCs surveyed in Colombia provide services abroad, where 41% of them generate
individual revenue of more than USD 1 million per year.
The principle countries that generate this revenue are listed in Figure 5.
0 to USD $100.000
USD $100.001 to USD $500.00
USD $500.001 to USD $1.000.000
More than USD $1.000.001
41%12%
29%
18%
Figure 9
Revenue from the Export of Servicess
Spanish
English
Portuguese
French
German
100%
39%
18%
3%
0%
43%
9%
2%
55%
98%
Languages supported by SSCs
Colombia
Latin America
Although 39% of SSCs in Colombia
support English, in Latin America
55% of SSCs support English.
Colombia has an important area of
opportunity where it can expand
its supply of bilingual professionals
in order to be at the level of other
Latin American cities such as San
Jose (Costa Rica) or Buenos Aires.

Units serving SSCs
Considering the nature of SSCs in Colombia
that are looking to serve more than one business
unit or company from their group, we found that
the general rule is to serve at least four businesses
or companies (74%), where 58% serve more than
six.
This shows us the level of complexity of SSCs in
Colombia, where they have to meet various
requirements in their day to day operations. 1-3
4-5
6-10
More than 10
39%26%
16%
Services and Financial Services
Production, Consumer Goods and Distribution
Energy and Utilities
Other (Airline, Real Estate, Education and Housing)
Technology, Communications and Entertainment
There are SSCs that belong to more than one industry.
19%
Figure 10
Figure 11
Units Serving SSCs
18Industry
sectors
Industries served
In a complementary way to the previous analysis,
we found that 67% of SSCs in Colombia serve a
single industry, while 17% serve 2 industries and
17% serve 3 to 7 industries. With regard to sectors
such as the service and financial service and
production, consumer goods and distribution
sectors, they make up 80% of the SSCs in
Colombia (41% and 39%, respectively).
41%
39%
7%
7%
6%

Figure 12
Services Portfolio
At the portfolio level, financial services continue to be the most frequently provided by SSCs in Colombia
(63%), while Latin America provides 98%. However, we also found an important presence of technology
services (42%) and general services (39%). In addition 6% of other services provided, we found customer
service and ‘marketing to order’.
In relation to the industry, the service industry has a portfolio focused on finance, technology, and
human resource services, while in manufacturing, the portfolio focuses on finance and technology
services. Finally, in telecommunications, banking and insurance, SSCs provides services in transactional
banking, customer operations management, and customer care processes, which differs from other
industries that focus on back-office business support.
The response of each SSC comprises more than one possible option.
Latin America 2012
Latin America 2016
Colombia 2016
0%
20%
40%
60%
80%
100%
Others Procurement
and Logistics
General and
Administrative
Services
Human
Resources
Technology Finance
17%
41%
58%
50%
35%
41%
45%
93%
98%
65%
50%
42%
45%
39%
43%
32%
14%
6%

SSC strategic definitions
To define where we want to go, we must first analyze what we have done so far and what we are doing
today. That is why in order to streamline the SSC model, one of the first steps is to evaluate the level of
adoption of the vision initially defined.
Implemented strategy
In the last four years, SSCs have focused on optimizing the service levels offered (87%), and at the same
time the majority have sought to make technological improvements and to expand their service portfolio
(61% and 48%, respectively).
It is important to emphasize that comparing the strategic vision of 2012 with that executed in recent
years, 24% of respondents expected to review the geographic scope of the their centers and 26% actually
reviewed it. In the case of expanding the portfolio of services, 34% intended to do so and 48%
implemented it.
Optimization of service levels offered
Technological improvements
Expansion of service portfolio
Improvement in negotiations with external suppliers
Review of geographic scope of centers
Others
87%
61%
48%
35%
26%
6%
Figure 13

New SSC processes
The processes migrated to SSCs in Colombia
vary in complexity and in number as they reach
a higher level of maturity.
65% of respondents have been working on the
creation of new services, where 19% have
created more than three. This demonstrates the
dynamism of SSCs in Colombia.
SSCs as business process outsourcing
(BPO)
10% of SSCs provide services to companies other
than those from their group (BPO type),
representing an average of 20% of their annual
invoicing.
Of the SSCs created new services from 2012
up to now
Of SSCs do not sell services to other companies
65%
90%
Figure 14
Gráfica 15

SSCs are working on or considering implementing different courses of action to achieve their strategic
objectives. In this sense, and compared to the strategy defined in 2012, we found that SSCs in 2016
continue with the tendency to expand their service portfolios (34% to 65% intention), to outsource
operations (from 13% to 39%), and to expand geographically (from 24% to 32%).
Additionally, we found that 26% of SSCs are going to migrate their operation to regional or global centers
and 23% are planning to do business process outsourcing (BPO).
65% are working on
the expansion of their
services portfolio.
39% are working on
the total or partial
outsourcing of
their internal
processes.
32% of SSCs
are working on the
geographical
expansion of the
provision of their
services.
Internal processes selected to outsource
Technology
50% 50% 42% 33% 17% 8% 8%
Services Finance HR Procurement Maintenance Logistics

26% of SSCs
are working on the
implementation of a
model for continuous
improvement.
26% of SSCs are
working on totally or
partially migrating
their operations to
regional or global
centers.
23% intend to
provide services to
third parties outside
their economic group.
Selected services to provide as BPO
HR
27% 27% 18% 9% 9% 9%
Tecnology Logistics Procurement Finance Contact Center
Figure 16

High
turnover
Development
of customer
service
competencies
Capturing of
resources /
suitable
profiles in
the market
The development
of career and
succession plans
that support the
SSC model
The motivation
and commitment
of the work
teams
Others
2012 Latin America
2016 Colombia
SSC human management challenges
The organizational configuration of SSCs in Colombia forms part of the scope that is developed at the
outset and that evolves together with the strategic scope of the organization.
HR challenges
At the Human Resources level, one of the biggest challenges identified by SSCs in Colombia continues to
be the development of career plans that support the operation model. The importance of attracting
adequate resources and profiles in the market increased (from 9% to 17%), and the high turnover and
motivation and commitment of work teams as a challenge to SSCs decreased (16% to 14% and 21% to
14%, respectively).
16%
14%
21%
22%
9%
17%
31% 31%
21%
14%
2%
4%
Figure 17

Figure 18
Figure 19
Level of turnover
70% of SSCs have a staff turnover below 10%,
which is lower than in previous years.
Less than 10%
Between 10% y 15%
Greater than 15%
Focus of attention
We found that the human talent focal points
are related to the measurement of the working
environment and to the improvement of
occupational well-being (26%).
Measurement of the work climate and
development of improvement measures.
The development of measures for the
improvement of occupational well-being.
Development of training plans.
The development of challenging and attractive
career plans.
Others.
70%
26%
20%
24%
22%
19%
9%
10%

Service management
Points of dissatisfaction
The main point of dissatisfaction among users of Colombian SSCs is the response time in addressing
inquiries, followed by the cost of services; unlike in Latin America, where 52% believe cost of services
to be the main point of dissatisfaction. SSCs may consider implementing technology enablers to
improve customer response times.
Response time to inquiries
Service costs
Quality of services
Accessibility and communication issues
Others
58%
45%
16%
6%
6%
Figure 20

The importance of technological
support
Streamlining of processes
In the survey we asked participants what
were the most worked on aspects to optimize
the processes from the point of view of
technology.
49% of respondents answered that they
were looking to increase process automation,
followed by the use of tools to establish
business intelligence in order to be able to
manage large volumes of transactions
efficiently and with lower costs.
Streamlining of IT support
For the streamling of SSCs to be successful, it is necessary to have robust and stable technology support.
49%
16%
11%
3%
20%
Increase in automation
Data analytics and BI
Server virtualization
Others
Data governance
Figure 21
52%
Figure 22
ERP (SAP,
Oracle,
JDEDwards,
others)
Selfmanagement
tools
Adoption of
tools for
advanced
analysis of
data
CRM OCR
23%
19%
3% 3%
With regard to the technological tools considered
by the SSCs for implementation, these remain
unchanged with respect to the results of the
previous survey. Enterprise resource planning
(ERP) systems continue to be the most important
development focus. 23% of SSCs in Colombia
adopted self-management tools and 19% focused
on adopting tools for advanced data analysis.

Adoption of communication channels in Colombia
Service channels
Utilization of service channels
In the shared services model, one of the most important aspects is the relationship with customers and
the communication channels that exist with them. Depending on the scope of services and the model of
operation, there are different communication alternatives that are not unique or mutually exclusive.
In relation to service channels, telephone attention continues to be the most used and highest adoption
medium, with 97% of use (95% in Latin America).
Personalized care and self-management have the same utilization rate of 84% (82% and 88% in Latin
America, respectively), which shows that the trend of use in Colombia with respect to Latin America is
very similar.
97% 84% 84%
Telefonic Self-managed Personalized
Evolution of the self-management
channel
84%of SSCs surveyed use self-management as a
service channel.
76%was the increase in the implementation of the
self-management channel in the last eight
years compared to Latin America.
8%
60%
84%
Latin America 2008
Latin America 2012
Colombia 2016
Figure 23
Figure 24
Evolution of the level of adoption
of the self-management channel

Telefonic Self-managedPersonalized
Latin America 2012
Latin America 2016
Colombia 2016
Figure 25
52%
48% 48%
71%
68%
19%
32%
58%
26%
For the analysis, the levels of use were considered “Frequent” and “Very Frequent¨.
Level of use of service channels
With respect to the level of use of service channels, we can conclude that:
The self-management service channel has increased significantly, from 32% to 58% in Latin America
(2012-2016). With respect to Colombia, we observed that a large number of SSCs use this channel (84% -
figure 23); however, its frequency of use is low (26%).
The use of the personalized care channel decreased 3% in Latin America between 2012 and 2016. In the
case of Colombia, it is observed that personalized care is the channel that is used less frequently, even if
it is used by a large number of SSCs ( 84% - figure 23).
The telephone service channel has the same percentage of use in Latin America and Colombia in 2016.
Despite having decreased by 4% compared to its use in 2012, it is the channel with the greatest use in
the region.

Tools for the external user
With respect to the automation tools geared to external users, 89% have some tools. The most used
are the web portal for suppliers and for customers.
OCR
Automatic data loading system
Mobile Apps
Robotics
BPMS
Others
B2B Tools
Automation in SSCs
Automation tools
91% of SSCs interviewed in Colombia have back office automation tools. The most used tool is
optical character recognition (OCR) and is followed by automatic data loading systems and mobile
applications.
37%
19%
19%
11%
7%
4%
4%
Figure 26
Portal web for suppliers
Portal web for customers
Mobile Apps for customers and suppliers
Portal for SSC staff
Remedy
Help desk applications
39%
35%
13%
6%
3%
3%
Figure 27

Use of ERP
Although ERP is the most used tool to execute SSC
processes in Colombia, 80% of respondents said
they were not using all of the potential /
functionality of their current ERP.
In addition, 71% said they had implemented ERP
automations such as bank reconciliations, time
reporting, payroll and closing schedules.
ERP Automations
Interface developments with mobile apps
Targeted development
80%
71%
20%
14%
14%
Figure 29
Figure 28
Of SSCs believe that
they are using all the
potential and
functionalities of their
ERP.
OfSSCsdonot
believe thatthe full
potentialand
functionality of
theirERPsisbeing
used.

Observar datos del pasado para reportar,visualizar y
entender que ocurrió restrospectivamenteo en tiempo
real.
Utilizar datos del pasado e historia de comportamientos
para entender por qué algo ocurrió o predecir que va a
pasar en el futuro.
Determinar qué decisión y acción va a producir el
resultado más efectivo contra un conjunto de objetivos y
restricciones.
Para generar estos análisis, se necesita fuerte
colaboración entre el negocio y IT
Asegurar que se respondan correctamente
Para generar estos análisis, se necesita fuerte
colaboración entre el negocio y IT
Formular las mejores preguntas enforma
adecuada
2
3
1
Figure 30
To generate these analyses, strong
collaboration between business and IT is needed
To generate these analyses, strong
collaboration between business and IT is
needed
Formulate the best questions in a
appropiate way Ensure that they respond correctly
Data Analysis Value Chain
Automation tools / Data analysis for decision-making
According to the results of the survey, in Colombia, 94% of SSCs rely on data analysis for
decision-making, 16% above the results of the survey for Latin America (78%).
Of the 94% of SSCs that rely on data analysis for decision-making, 55% do it “very frequently” and 45%
do it “frequently”.
Data analysis
Descriptive
Analysis
Prescriptive
Analysis
Big Data Value
Chain
Predictive
Analysis
1. Descriptive Analysis
2. Predictive Analysis
2. Predictive Analysis
To observe data from the past to report, visualize
and understand what occurred retrospectively or in
real time.
To use past data and behavioral history to
understand why something happened or predict
what will happen in the future.
To determine which decision and action will
produce the most effective outcome against a set
of objectives and constraints.

Use of data analysis for decision-making
Figure 31
Figure 32
6%of SSCs are
not supported in the
analysis of data
for decisionmaking
94%of SSCs
that are supported
in data analysis for
decisionmaking
do it with the following
frequency:
55%use it
very frequently
(35% in Latin
America).
45%use
it frequently
(43% in Latin
America).
87% of SSCs in Colombia have initiatives to support their organization in data analysis for
decision-making, compared to 83% in Latin America.
It is important to note that in Colombia 39% of the initiatives that encourage data analysis arise as a SSC
initiative, below Latin America where it corresponds to 63%.
Conversely, for the initiatives that arise through the IT area and SSC customers, it can be observed that
in Colombia the percentage is higher, 32% of IT initiatives and 16% of SSC customer initiatives against
15% and 5%, respectively, in Latin America.
SSC Initiative
IT Initiative
SSC Customer Initiative
63%
39%
15%
32%
5%
16%
2016 Latin America
2016 Colombia
Initiatives that encourage data analysis for decision-making
13% of SSCs in Colombia do not have initiatives that
encourage the analysis of data for decision-making.

Operational Reports
Management Control Boards
Predictive Analysis
58% of respondents said they knew of the concepts
of Big Data and Analytics. while 42% knew it
superficially or did not know it.
However, 61% believe that Big Data and analytics
have a value of between “high” and “very high” that
can contribute to the operation of SSCs.
22% percent of SSCs surveyed believe that Big Data and analytics would add value in areas that provide
analytical services to customers, and 18% believe that it can improve SSC productivity and service
quality.
This trend is consistent with Latin America where 25% of SSCs surveyed believe that data analysis can
improve service quality and provide analytical services to customers.
Areas where Big Data and Analytics can be added most
SSCs in Colombia that use Big
Data and analytics use them
primarily to perform
operational reports and to
generate management control
boards.
61%
58%
23%
Type of analysis performed by SSCs
Figure 33
Figure 35
Very high
High
Neutral
N/A N/R
Low
How much value do you think Big Data and
Analytics can bring to the SSC’s operation?
Figure 34
32%
29%
26%
10%
3%
Provide analytical services to customers
Improve quality of service
Improve SSC productivity
More efficient human resources management
Better understanding of customers
Improve internal management and control
Detect and prevent fraud
22%
18%
18%
12%
12%
12%
6%

Conclusions
As mentioned throughout the report, it is observed
that the Shared Services model in Colombia has
evolved significantly in recent years.
SSCs are dynamic, since on the one hand, the
already implemented ones have continued to
expand services provided and their geographical
coverage, while on the other hand new SSCs have
been created in the country. However, unlike in
Latin America, Colombian SSCs mainly serve the
local and regional market.
The expansion, growth and creation of SSCs
provides opportunities for the generation of
economies of scale, increased productivity and
improved process efficiency.
In relation to the services provided, a high
diversification of services was found for finance,
technology and human resource services, as well
as services for the support of core business
processes such as transactional banking,
customer operations management, and customer
care and service processes.
The human management challenges of Colombian
SSCs focus on two themes: the development of
career and succession plans that allow for the
continued development of the SSC model and, in
line with the previous topic, the capture of
adequate resources to continue driving the model.
Compared to the 2012 survey, we found a
significant decrease in turnover of SSC staff.
Regarding the management of services, customers
are very satisfied with their quality as well as with
accessibility and communication, which indicates
that geographical dispersion does not present a
barrier to efficient service delivery. The challenges
that SSCs have in relation to service management
are improving response times and improving
service costs.
Colombia is using technological innovation to
leverage the growth of its SSCs. To a large extent,
SSCs are focusing on achieving the automation of
transactional processes to improve the operation
through advances and developments in their ERP
and technological solutions such as
selfmanagement tools and advanced data anlysis.
It was found that most SSCs in Colombia have
implemented data analysis to generate control
boards and operational reports, as a contribution
to decision-making. To a great extent, the Centers
opt for descriptive analysis, being a great challenge
to adopt models of prescriptive and predictive data
that allow for the delivery of greater added value
to customers.
Similarly, the use of Robotics as technological
leverage for the improvement in the efficiency of
processes is very incipient in Colombia and it is
observed that a small percentage of the Centers
have begun to implement it, although this is very
likely to be one of the strongest trends in the
coming years, in conjunction with the use of Big
Data.

About ProColombia
ProColombia is the entity in charge of the
promotion of international tourism, foreign
investment and non-traditional exports in
Colombia and the country brand.
Through its national and international network of
offices, it offers support and comprehensive
advice to customers through services or
instruments aimed at facilitating the design and
execution of its internationalization strategy,
which seeks the generation, development and
the closing on business opportunities.
In its mission, ProColombia encourages the
realization of international business through the
identification of opportunities and the design of
strategies for market penetration, as well as the
accompaniment in the creation of action plans
for the internationalization of Colombian
companies and the providing of specialized
services to entrepreneurs interested in acquiring
goods and services in the country or investing in
Colombia.
María Paula Gómez Salamanca
Investment Services Senior Advisor
mgomez@procolombia.co

About EY Colombia
EY is a global leader in assurance, tax,
transaction and advisory services. The insights
and quality services we deliver help build
trust and confidence in the capital markets
and in economies the world over. We develop
outstanding leaders who team to deliver on our
promises to all of our stakeholders. In so doing,
we play a critical role in building a better working
world for our people, for our clients and for our
communities.
EY refers to the global organization and/or one
or more of the member firms of Ernst & Young
Global Limited, each of which is a separate
legal entity. Ernst & Young Global Limited, a UK
company limited by guarantee, does not provide
services to clients. For more information about
our organization, please visit ey.com.
© 201776 EYGM Limited.
All Rights Reserved.
Martín Soubelet
Advisory Managing Partner
Tel: +57 1 484 7672
martin.soubelet@co.ey.com
Javier Quintana
Advisory Partner
Tel: +57 1 484 7334
javier.quintana@co.ey.com
Sandra Martinez
Advisory Senior Manager
Tel: +57 1 484 7662
sandra.martinez@co.ey.com
EY | Assurance | Tax | Transactions | Advisory

EY Contact Information:
+57 1 484 70 00
contactoey@co.ey.com
ProColombia Contact Information:
Bogotá
Carrera 11 No. 98 - 07
Tel. +57 1 484 70 00
Fax. +57 1 484 74 74
Barranquilla
Calle 77B No. 59 - 61
Centro Empresarial Las Américas II
Office 311
Tel. +57 5 385 22 01
Fax. +57 5 369 05 80
Bogotá, Colombia
ProColombia main office
Bogotá, Colombia
Calle 28 No. 13A-15 Pisos 35-36
Tel: +57 (1) 560 0100 | 327 5450
www.procolombia.co/contactenos
Cali
Avenida 4 Norte No. 6N - 61
Siglo XXI Building
Office 502 | 503
Tel. +57 2 485 62 80
Fax. +57 2 661 80 07
Medellín
Carrera 43 A # 3 Sur – 130
Milla de Oro Building
Tower 1 – 14th Floor
Tel. +57 4 369 84 00
Fax. +57 4 369 84 84
www.ey.com

3° Latin America Survey Shared Service Center in Colombia

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