Continued...
| GS100: 2011 Global Services Compendium | |||||||||||||||||||||||||
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With ever growing competition and globalization, analytics has become critical for all businesses to support tactical and strategic decision making. Today, companies can choose from a host of platforms and services based tools that can be deployed to make intelligent use of information enabling business decisions that impact both top line and bottom line.
| RELATED ARTICLE 'Analytics Enhances an Organizations Ability to Generate Top-Line Revenue' |
Arun Kharbanda, business unit head, Research & Analytics, WNS Global Services stated why analytics is used by their clients, “To enable our clients in their Top line growth by using analytics to create a ' 'One view of the Customer', improving customer life time value through better acquisition. |
Also through retention strategies, increasing share of customer wallet through active cross-sell and up-sell plans, driving better sales force effectiveness, framing product-market strategies with accurate or targeted research on competition, markets, and consumers, improving marketing return on investment.”
He added, “To enable cost reduction/ optimization of price, inventory and shipment to reduce demand-supply mismatches, Improving sourcing to reduce cost of procurement, quantifying probability of adverse outcomes to reduce risk, improving compliance adherence and provide strategies to minimize risk; Improving predictability of and minimize variations in planning.”
The HfS report on analytics outsourcing highlighted the following drivers:
Leveraging IT and BPO offshoring experience and ecosystem Companies with existing outsourcing relationships are looking to leverage their IT-BPO offshoring experience to source analytics solutions, preferably from the same service provider. In most cases, the third-party service providers developed analytics solutions in a bid to move up the value chain.
Availability of cross-functional, multi-skilled talent As the scale and scope of analytics expanded to accommodate several core functions, the delivery of analytics called for maintaining highly specialized manpower across more diverse domain areas. This manpower often remained under-utilized. Given their high cost, companies increasingly started looking at third-party service providers to help. Increasing demand for analytics also led to the emergence of pure play analytics service providers. These providers have teams with deep domain knowledge, technology and statistical expertise.
Cost arbitrage for low-end analytics. According to HfS Research, for a typical analytics project, talent costs constitute approximately 60% to 70% of the total costs. With other costs (infrastructure, etc.) significantly lower than in onshore locations, cost arbitrage can range up to 50% for offshore locations.
Reduced time to market With increasing competition and the urgency to obtain first mover advantages, it has become imperative for firms globally to access talent to provide pertinent data supported by thorough analysis at a faster and more efficient pace. Offshore delivery centers are attractive as they come with faster time to market and provide accompanying support services on a 24x7 basis.
| GS100: 2011 Global Services Compendium | |||||||||||||||||||||||||
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