The document discusses emerging trends in the financial and accounting (F&A) outsourcing industry, including a shift towards long-term strategic partnerships. It notes that Europe, the Middle East, and Africa (EMEA) is the fastest growing market for F&A services. Key opportunities for F&A outsourcing providers in the EMEA region include processing services, advisory services, and opportunities around financial compliance. The document also examines threats such as global competition and the challenges of growing F&A outsourcing businesses.
We are seeing an increased level of confidence amongst companies looking to pursue strategic acquisitions. Positive factors supporting this include the expectation that the US economy is set for a sustainable recovery, a pent up interest in acquisitions and disposals and companies with plenty of cash and access to relatively cheap debt. When combined with Asian companies adopting regional and global strategies, a desire to find new markets and secure knowhow, technology and brands, we have the ingredients for a more active Asia Pacific M&A market in 2014.
Companies are increasingly focused on high-quality strategic transactions, with less time spent on investigating peripheral opportunities, according to our annual tracker of business leader M&A intentions.
Delivering more value to the business through
performance measurement and improved decision
support is the top priority for the finance function
through 2020. Among senior finance professionals
participating in the 2014 EY Global Insurance CFO
Survey, 71% indicated that “being a better business
partner” ranked among their top three priorities,
with 35% placing this as number one.
Over 500 responses from a broad sample of senior financial executives across the United States offer an in-depth perspective regarding how CFOs plan to deliver on optimistic expectations for their companies with what they believe are regulatory tailwinds 2017. CFOs will primarily look to leverage two primary channels to deliver growth in 2016: organic growth and increasing customer spend with existing customers. CFOs believe that success in 2017 will be defined in part by: the ability to expand relationships with existing customers, the relative effectiveness of market efforts, operational efficiency, and improvements in engaging and developing new and existing Finance talent.
We are seeing an increased level of confidence amongst companies looking to pursue strategic acquisitions. Positive factors supporting this include the expectation that the US economy is set for a sustainable recovery, a pent up interest in acquisitions and disposals and companies with plenty of cash and access to relatively cheap debt. When combined with Asian companies adopting regional and global strategies, a desire to find new markets and secure knowhow, technology and brands, we have the ingredients for a more active Asia Pacific M&A market in 2014.
Companies are increasingly focused on high-quality strategic transactions, with less time spent on investigating peripheral opportunities, according to our annual tracker of business leader M&A intentions.
Delivering more value to the business through
performance measurement and improved decision
support is the top priority for the finance function
through 2020. Among senior finance professionals
participating in the 2014 EY Global Insurance CFO
Survey, 71% indicated that “being a better business
partner” ranked among their top three priorities,
with 35% placing this as number one.
Over 500 responses from a broad sample of senior financial executives across the United States offer an in-depth perspective regarding how CFOs plan to deliver on optimistic expectations for their companies with what they believe are regulatory tailwinds 2017. CFOs will primarily look to leverage two primary channels to deliver growth in 2016: organic growth and increasing customer spend with existing customers. CFOs believe that success in 2017 will be defined in part by: the ability to expand relationships with existing customers, the relative effectiveness of market efforts, operational efficiency, and improvements in engaging and developing new and existing Finance talent.
A new survey conducted by The Economist Intelligence Unit for Bank of America Merrill Lynch finds that optimism abounds among Asia CFOs but financial concerns are becoming more pressing. More than three-quarters of Asia's finance chiefs (76%) expect revenues to grow this year, up from 72% in 2013. However, optimism on profits is tempered by intensifying margin pressures. The proportion of CFOs in Asia that expects profits to grow has fallen to 60% from last year's 65%. The report is now free for download at http://bit.ly/1hMIq7R
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
Silicon Valley Bank’s annual Startup Outlook survey provides insight into how startups in China, the US and UK are feeling about the year ahead. The 2016 report finds that while startups across the globe are eternally optimistic, they are preparing for a new reality.
Learn more about the Startup Outlook Report and view the US and UK reports at www.svb.com/IEO.
GT Events & Program Guide: ForwardThinking August/September 2017Grant Thornton LLP
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Presentation of summary of findings from ACCA - Grant Thornton The Future of Audit Report and presentation on Cognitive Computing and how it affects the audit landscape
The debate over excellence, reputation, CSR and their impact on performance rages in the academic and professional communities.
Professionals responsible for intangible assets and those in charge of finance are a good reflection of this dual reality that frequently makes Board members and Management Committees take difficult decisions that don’t benefit both parts the same way.
In 2013, a research was held in Japan in order to shed light to explain the mechanisms that affect financial performance and, more specifically, identify which of these mechanisms are related to corporate reputation. It concluded that corporate value is constituted by four factors: organizational value, social value, business value and commercial value. Eventually, those companies that pay more attention to organizational and social value achieve greater commercial and business value.
This document analyzes the factors that constitute those values and the steps needed to improve reputation. It also explains relations between different factors of corporate reputation and financial performance in mathematical terms.
Innovation is the factor that truly relates corporate reputation to business success. The factors that improve both economic results and reputation are the ability to lure resources and expand internationally. That’s why companies need to bring best talent and state-of-the-art technologies on board.
In this document, it is explained the case of ING Direct in Australia to show the contribution of corporate reputation to financial results.
By using Net Promoter Score (NPS) (an index developed by U.S.-based Professor Reichheld which stands for a positive or negative correlation between the number of promoters and the number of detractors), ING Direct was able to measure the impact of its brand strategy on the Australian market. The company achieved a high recommendation level reflected in the exponential growth of deposits, funds and assets.
Good economic results impact reputation and sustain it over time. However, as in the example of ING Direct and many other companies, a good reputation is able to improve financial results as well as the competitive and economic position.
Growth Implications of Managerial Finance in Business: Empirical Evidence fro...Premier Publishers
The effective management of business finance is critically dependent on the proper understanding of the interrelationships between different dimensions of financial management and growth performance of the business. This study examines the relationship between selected managerial finance functions and growth of business in Akwa Ibom State, Nigeria using Pearson’s Product Moment Correlation model. The results show that all the managerial functions selected for the study are positively correlated with growth, but with varying levels of significance. The implication of the results is that, given the diversity and specialized nature of managerial finance, every dimension of management relating to financial resources should be taken seriously to ensure long-term sustainable growth of business.
This leaflet is about us at Grant Thornton and how we help our clients. For more information about our services, publications and surveys as well as current figures regarding turnover, number of employees, etc, visit www.grantthornton.se/english.
Transforming investment banks social media infographicEY
Eight challenges plaguing investment banks
Investment banking is an industry in crisis. A raft of incremental change programs is doing little to address the issues.
www.ey.com/investmentbanking
Silicon Valley Bank’s annual Startup Outlook survey provides insight into how startups in the UK, US and China are feeling about the year ahead. The 2016 report finds that while startups across the globe are eternally optimistic, they are preparing for a new reality.
Learn more about the Startup Outlook Report and view the US and China reports at www.svb.com/IEO.
What does the rest of 2016 hold for innovation companies? In a mid-year update on State of the Markets, the SVB Analytics team analyzed data from the first half of 2016 to identify key trends impacting SVB's clients.
Global Capital Confidence Barometer | How can you reshape your future before ...EY
The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Thought Leadership Consulting, a Euromoney Institutional Investor company. Our panel comprises select global EY clients and contacts and regular Thought Leadership Consulting contributors.
A new survey conducted by The Economist Intelligence Unit for Bank of America Merrill Lynch finds that optimism abounds among Asia CFOs but financial concerns are becoming more pressing. More than three-quarters of Asia's finance chiefs (76%) expect revenues to grow this year, up from 72% in 2013. However, optimism on profits is tempered by intensifying margin pressures. The proportion of CFOs in Asia that expects profits to grow has fallen to 60% from last year's 65%. The report is now free for download at http://bit.ly/1hMIq7R
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
Silicon Valley Bank’s annual Startup Outlook survey provides insight into how startups in China, the US and UK are feeling about the year ahead. The 2016 report finds that while startups across the globe are eternally optimistic, they are preparing for a new reality.
Learn more about the Startup Outlook Report and view the US and UK reports at www.svb.com/IEO.
GT Events & Program Guide: ForwardThinking August/September 2017Grant Thornton LLP
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Presentation of summary of findings from ACCA - Grant Thornton The Future of Audit Report and presentation on Cognitive Computing and how it affects the audit landscape
The debate over excellence, reputation, CSR and their impact on performance rages in the academic and professional communities.
Professionals responsible for intangible assets and those in charge of finance are a good reflection of this dual reality that frequently makes Board members and Management Committees take difficult decisions that don’t benefit both parts the same way.
In 2013, a research was held in Japan in order to shed light to explain the mechanisms that affect financial performance and, more specifically, identify which of these mechanisms are related to corporate reputation. It concluded that corporate value is constituted by four factors: organizational value, social value, business value and commercial value. Eventually, those companies that pay more attention to organizational and social value achieve greater commercial and business value.
This document analyzes the factors that constitute those values and the steps needed to improve reputation. It also explains relations between different factors of corporate reputation and financial performance in mathematical terms.
Innovation is the factor that truly relates corporate reputation to business success. The factors that improve both economic results and reputation are the ability to lure resources and expand internationally. That’s why companies need to bring best talent and state-of-the-art technologies on board.
In this document, it is explained the case of ING Direct in Australia to show the contribution of corporate reputation to financial results.
By using Net Promoter Score (NPS) (an index developed by U.S.-based Professor Reichheld which stands for a positive or negative correlation between the number of promoters and the number of detractors), ING Direct was able to measure the impact of its brand strategy on the Australian market. The company achieved a high recommendation level reflected in the exponential growth of deposits, funds and assets.
Good economic results impact reputation and sustain it over time. However, as in the example of ING Direct and many other companies, a good reputation is able to improve financial results as well as the competitive and economic position.
Growth Implications of Managerial Finance in Business: Empirical Evidence fro...Premier Publishers
The effective management of business finance is critically dependent on the proper understanding of the interrelationships between different dimensions of financial management and growth performance of the business. This study examines the relationship between selected managerial finance functions and growth of business in Akwa Ibom State, Nigeria using Pearson’s Product Moment Correlation model. The results show that all the managerial functions selected for the study are positively correlated with growth, but with varying levels of significance. The implication of the results is that, given the diversity and specialized nature of managerial finance, every dimension of management relating to financial resources should be taken seriously to ensure long-term sustainable growth of business.
This leaflet is about us at Grant Thornton and how we help our clients. For more information about our services, publications and surveys as well as current figures regarding turnover, number of employees, etc, visit www.grantthornton.se/english.
Transforming investment banks social media infographicEY
Eight challenges plaguing investment banks
Investment banking is an industry in crisis. A raft of incremental change programs is doing little to address the issues.
www.ey.com/investmentbanking
Silicon Valley Bank’s annual Startup Outlook survey provides insight into how startups in the UK, US and China are feeling about the year ahead. The 2016 report finds that while startups across the globe are eternally optimistic, they are preparing for a new reality.
Learn more about the Startup Outlook Report and view the US and China reports at www.svb.com/IEO.
What does the rest of 2016 hold for innovation companies? In a mid-year update on State of the Markets, the SVB Analytics team analyzed data from the first half of 2016 to identify key trends impacting SVB's clients.
Global Capital Confidence Barometer | How can you reshape your future before ...EY
The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Thought Leadership Consulting, a Euromoney Institutional Investor company. Our panel comprises select global EY clients and contacts and regular Thought Leadership Consulting contributors.
Roland berger eurofinas-rb-europeancf_survey2018_publicreportAdam Kuszyk
An interesting study on consumer financial products. Margins, growth rates, competition, changing customer experience. Projection from 2015 to 2018. Soon, edition of 2018 will be available with a projection of 2021. I am glad that I could be a participant in both.
Global Capital Confidence Barometer | In an age of M&A complexity, do you pau...EY
The Global Capital Confidence Barometer gauges corporate confidence in the economic and M&A outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Euromoney Institutional Investor Thought Leadership (EIITL). Our panel comprises select global EY clients and contacts and regular EIITL contributors.
BTI Business Development Opportunity Zones 2016 Executive SummaryBTI Consulting Group
BTI Business Development Opportunity Zones helps you create your best path to growth in 2016. See WHERE there will be opportunities to grow in 2016 with BTI’s Industry Opportunity Matrix. Find out HOW to target and win those market advantages with in-depth Practice Area Assessments. Chart the best course of action for YOUR firm with detailed Strategies for Success. Order Your BTI Business Development Opportunity Zones 2016 now for the data and strategies to jump start your firm’s growth today.
The roadmap to success in 2018 from the wealth management cmo perspective finalApril Rudin
Bob Dannhauser - head of Private Wealth for CFA Institute, David Lo - director at Scorpio Partnership and I do a deep dive into how to view #wealthmanagement marketing in 2018
[133 Pages Report] Call center AI market size, analysis, trends, & forecasts. The global market for call center AI categorized by solution, service, computer platforms, deployment type, vertical and region.
[133 Pages Report] Call center AI market size, analysis, trends, & forecasts. The global market for call center AI categorized by solution, service, compute platforms, deployment type, vertical and region.
[143 Pages Report] Customer success platforms market size, analysis, trends, & forecasts. The global market for customer success platforms categorized by application, solutions, services, deployment model, industry vertical, and region.
[143 Pages Report] Customer success platforms market size, analysis, trends, & forecasts. The global market for customer success platforms categorized by application, solutions, services, deployment model, industry vertical, and region.
Similar to F&A Outsourcing & Offshoring forum (20)
The outsourcing has now been substantiated as
an immeasurably valuable strategy today.
Companies avail benets like cost savings and
operational excellence in their business activity. It
involves entrusting a certain fraction of jobs to a
specialized service provider. Later, outsourcing
builds up a corporate relationship between the
client and the service provider.
The contemporary working model at dierent
organizations demands exible working approach
to improve workforce ecosystem. Remote working
system is one of the emerging solutions to such
demand. In fact, most organizations have their
acquiescence to such working model with a view to
improving workforce productivity. This working
model evinces comfort and convenience to an
employee, leading workforce productivity in due
course.
The outsourcing has now been substantiated as
an immeasurably valuable strategy today.
Companies avail benefits like cost savings and
operational excellence in their business activity. It
involves entrusting a certain fraction of jobs to a
specialized service provider. Later, outsourcing
builds up a corporate relationship between the
client and the service provider.
The CEOs in different industries across the globe
prioritize mobility, globalization and talent
management which are routed to singlehood
essentiality of ‘workforce planning’ , a valuable
strategic planning that underpins optimization of
workforce effectiveness. Numerous companies
have a practical framework of streamlining and
optimizing workforce capabilities. They provide
support to the business companies in serious need
for implementation of strategic and value-driven
workforce planning to improve their workforce
productivity.
The implementation of Six Sigma methodologies
in accounting and nance process is to streamline and standardize the overall process of financing
porting systems by eliminating unproductive processes,erroneous results and cost overruns.This
apparently brings forth the maintenance of
perfect planning and costing to every aspect of
the finance process to a company’s business.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
2. Powered by Acelerar
Results oriented Financial executive with background in
financial information & analysis industry with focus on
accounting, fixed income securities and corporate
financial planning & analysis. Extensive financial
operations management experience handling a team of
seasoned financial professionals working around the full
spectrum of senior level financial management
responsibilities.
Prabal Pratap Singh
3. Powered by Acelerar
A Marketing & Sales professional with over 5+ years of
rich cross functional experience in a wide range of
industries encompassing IT, ITES, Accounting &
Education services for International and domestic
market.
He helps companies increase sales, brand visibility, build
corporate image online & offline and help develop better
relationships with customers.
Anupam Rajey
6. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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Nasscom projects EMEA as the fastest growing market for F&A services.
• Worldwide F&A outsourcing market has reached $47.6
billion in 2008.
• EMEA is expected to be the fastest growing region.
7. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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• Shift from “mess for less” towards long-term strategic value.
8. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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•Increased government regulations in US and European
market are prompting companies to outsource F&A to
external providers.
• SAAS- Software-as-a-Service and cloud-based solutions are
gaining influence in the industry.
• Large scale Mergers and acquisitions among FA BPO vendors
will continue to accelerate as providers aim at gaining market
share.
• Untapped fields like retail and investment banks and SMEs
have yet to be included in the targeted market segments of
outsourcing providers
• More and more companies choose to establish an entire
F&A team offshore.
9. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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Processing services
Business advisory services to senior finance
executives
Services opportunities around financial
compliance
The growth drivers
10. 1. Emerging Trends
2. Opportunities & Threats
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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• Robust & aggressive policy infrastructure.
• Labour arbitrage incentive of up to 500%.
• Delivery excellence.
• Cultural compatibility.
• Scalable talent pool .
• Existing F&A process capabilities.
• Compliance environment.
15. 1. Emerging Trends
2. Opportunities & Threats
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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Source: Value Notes
Expected rate of growth of F&A services in the next 5 years
47%
26%
27%
F&A
Human Resources
Other Services
16. 1. Emerging Trends
2. Opportunities & Threats
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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• Global competition and pressure on Margins.
• Slowdown in the global economy.
• Nationalization of financial institutions in US and Europe.
• High Attrition Rate.
• Volatility in the exchange rate.
• End of Tax benefits at STPI in 2010.
• Emergence of China.
19. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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• No Export Taxes.
• Fully Functional ISO 9001 certified Incubation Centers &
Software Technology Parks across major cities in India.
• Investment in development of talent pool.
• Ministry of Information & Communication technology plays
an active role.
•NASSCOM® is the premier trade body and the chamber of
commerce of the IT-BPO industries in India
20. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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• MoUs with UGC and AICTE.
• University Grants Commission (UGC).
• National Assessment of Competence.
•National Skills Registry.
•Certification Program for Frontline Management.
•Industry–Academia partnership.
Government Initiatives
21. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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•According to Gartner research in 2008, there were 162 deals
signed in EMEA and 158 deals signed in the Americas.
•The 2Q EMEA TPI Index, which measures commercial
outsourcing contracts valued at €20 million or more, showed
that total contract value (TCV) of €13.3B was awarded in the
EMEA region in the first six months of 2009, down 6 percent
from the first half of 2009.
•Nordic region markets accounted for almost 17 percent of
global TCV, making it the second-largest outsourcing market
in the world behind the United States.
27. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
Powered by Acelerar
• The most frequently cited challenge, selected by 55 percent
of total organizations, is managing down and cutting costs.
This is not surprising given today’s economic conditions.
•The most important challenge cited is growing the business,
scoring a 1.57 on a one to three scale, where one is the most
important challenge identified. To highlight, 44 percent of
total organizations cite growing the business as one of their
top three challenges.
28. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
8. Question & Answer
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• Smaller organizations ($3 – $10B annual revenue) more
often cite competing against new or emerging competition as
a major challenge.
•Larger organizations ($20B+ revenue) are more likely to
identify growing the business as a key imperative.
•UK respondents, more often than those from the US, indicate
that finding, training and retaining F&A staff globally is a
major issue.
30. 1. Emerging Trends
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•Forty-two percent of Organization plan to expand FAO use into
new business units, geographies or divisions.
•Thirty-nine percent plan to expand the use of global or offshore
delivery locations and services.
•Twenty-three percent of organizations plan to maintain current
FAO scope.
•Most importantly, just three percent are planning to curtail or
eliminate FAO.
•The most common course of action cited by 49 percent of
organizations is that their they will expand FAO scope by
outsourcing additional F&A processes.
31. 1. Emerging Trends
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•Larger organizations ($20 billion+ revenue) are the most likely to
expand outsourcing into other process areas (51 percent) or add
additional geographies or business units (46 percent).
•A higher percent of U.K. versus. U.S. respondents cite FAO
expansion plans (58 to 39 percent in new process areas, 44 to 37
percent in new geographies and business units and 42 to 34
percent more global and offshore).
32. 1. Emerging Trends
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•By the end of 2008 the Central & Eastern European markets
F&A markets exceeded $3.5 billion , with Russia also exporting
over $ 3.6 billion of business services.
•Ukraine, Poland & Romania are fast becoming attractive
markets for BPO & KPO services.
• Manila has emerged as a preferred destination for shared-
service centers of companies like P&G, Chevron
Texaco, Citibank and HP.
• Colombo, the highest number of certified accountants (U.K.
certified) after the U.K. itself, is becoming a hot spot for FAO.
• The U.K., primarily because of the available talent pool, is still
a preferred destination for FAO, even though the costs are
high.
34. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
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•Manchester has emerged as an important FAO center with
good transport and business infrastructure, a wide and deep
pool of talent, and compliance with regulatory and customer
expectations.
• Western oriented government policies encourage partnerships
and closer business ties with US & EU companies.
•Growth in Continental Europe, the fastest growing segment by
geography with a 58 percent increase in annual contract value
between 2003-2007 and corresponding growth of European
delivery centres.
36. 1. Emerging Trends
2. Threats & opportunities
3. Trade Policies
4. Market Analysis
5. Marketing Scope
6. Competitive Review
7. Opportunities in Lucknow
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• Presence of Software technology Park of India with
state of the art infrastructure.
• Lucknow, awarded a ‘challenger’ status, the best
category after the top 7 existing IT destinations, in the
‘Location Roadmap for IT-BPO Growth: Assessment of
50 Leading Cities’ report.
• Skills availability & stability.
• High Quality of Educational Institutions.