Strategic acquisitions: <\/strong> To achieve their ambitious expansion targets, BPO service providers have been busy with several strategic acquisitions that play to their unique strengths. Although consolidation is inevitable as the industry matures, the pace of these acquisitions suggests that only the strongest (and biggest) will survive the melee.<\/li>\n<\/ul>\nHere are the top five drivers for these service providers to execute strategic acquisitions. It is actually more than likely that a combination of these competitive advantages is motivating providers towards inorganic growth, as the examples below illustrate.<\/p>\n
1.<\/strong> Expanding reach \u2013 eyeing the mighty global delivery model<\/strong><\/p>\nWhether it\u2019s the tier 1 providers like TCS, Infosys or Wipro, or relatively smaller contenders, global reach for outsourcing providers is becoming not only the norm but a long-term competitive necessity. Multinational companies such as IBM and EDS had an early lead. But as the rest of the industry caught up, the importance of tapping diverse locations became apparent. The preference has been delivery centers in low-cost offshore (e.g., India, China) and nearshore (e.g., Mexico, Poland) destinations, coupled with R&D, marketing and sales activities in onsite locations (e.g., US, UK). Therefore, some of the larger BPO players in India have been expanding in Eastern Europe and Latin America. The bolder ones have also moved to emerging outsourcing destinations such as Sri Lanka and Mauritius to setup their offshore centers. Increasing capacity this year will likely be higher in these emerging destinations.<\/p>\n
Recent acquisitions to expand global reach:<\/em><\/p>\n\nDiacriTech – LaurelTech Integrated Publishing Solutions (2009), giving the Chennai based firm great client market presence in the US.<\/em><\/li>\nEXL Service \u2013 Schneider Logistics (2009), bringing EXL delivery capability in Eastern Europe (Czech Republic).<\/em><\/li>\n<\/ul>\n2. <\/strong>Acquiring specialist skills \u2013 When synthesis isn\u2019t enough<\/strong><\/p>\nWhether you\u2019re a top notch BPO focused on insurance, or the largest outsourcer to healthcare providers, there are always more products and services that could enhance your portfolio. Specialized skills often stem from those small firms that are almost off the radar, save for their highly innovative offering(s). BPOs are always on the lookout to make their value proposition stronger by incorporating the best that the industry has to offer. Whether it\u2019s a single feature on a platform BPO product, or a niche analytics skill-set, BPOs are making more acquisitions that align with and enhance their core business areas.<\/p>\n
Recent acquisitions to gain specialist skills:<\/em><\/p>\n\nGenpact \u2013 Symphony Marketing Solutions (2010), allowing Genpact to offer a broader range of services, ranging from core finance and accounting, procurement and supply chain to data management and advanced analytics solutions.<\/em><\/li>\nInfosys BPO – McCamish Systems LLC. (2009), where Infosys BPO gained from McCamish\u2019s domain expertise in platform BPO services.<\/em><\/li>\n<\/ul>\n3. <\/strong>Reducing risk by entering new vertical markets<\/strong><\/p>\nThe recession underscored a central truth of business: \u00a0you\u2019re only as stable as your clients. For BPOs, this is all the more important because there are many so-called vertical specialists. For example, more than half of EXL Service\u2019s business comes from the insurance sector. The annual reports of most of these vertically focused BPOs state very clearly that they face huge risks in catering to a niche clientele. It then makes business sense to enter additional verticals through acquisitions that deliver a strong client list to build on, thereby reducing risk. In Q1, there was broadbased growth, with media, retail and communications segments matching pace with financial services. All the large BPOs have expressed interest in entering new verticals, eyeing segments such as healthcare and utilities, so we can expect to see more activity in the coming year.<\/p>\n
Recent acquisitions to enter new verticals:<\/em><\/p>\n\nSutherland Global Services – Adventity Global Services (2010), to tap new verticals, including BFSI, airline and travel. <\/em><\/li>\n<\/ul>\n4. \u00a0\u00a0\u00a0Scaling up \u2013 there is only one way to go from here–up<\/strong><\/p>\nBPOs are very often evaluated by their clients on their ability to scale, which is fair? One of the major reasons for outsourcing is labor arbitrage, especially if the labor in question is in significant numbers. Companies looking to expand in certain geographies find that acquiring another company in the region is the easiest way to build human capital. Acquisitions of this kind make most sense products and services have synergies. With strong pipelines and insufficient resources, Indian service providers are likely to build capacity addition through acquisitions this financial year, because organic growth isn\u2019t going to be enough.<\/p>\n
Recent acquisitions to scale-up:<\/em><\/p>\n\nAon \u2013 Hewitt Associates (2010), resulting in \u2018Aon Hewitt\u2019 revenues $4.3 billion, with 29,000 associates globally, and over 3000 Hewitt clients.<\/em><\/li>\nOn the flipside, Infosys just closed its BPO in Bangkok due to its inability to scale up. Though they intended this from the start, the reason they bought the center from Philips in the first place is explained in my last point below<\/em><\/li>\n<\/ul>\n5. <\/strong>Extending business relations \u2013capturing captives <\/strong><\/p>\nLike other firms BPOs are keen to extend business relationships with their clients. One of the biggest ongoing trends in the industry is the buying captive units or shared service centers (SSCs) from client organizations that aren\u2019t able\/willing to sustain them. This leaves BPOs with deliciously long contracts and an army of specialized employees to go after other clients in the same vertical.<\/p>\n
Recent acquisitions to extend business relations:<\/em><\/p>\n\nEXL Service \u2013 American Express Travel Services captive (2009), where EXL gained a $160 million outsourcing contract spread over eight years, along with 800 employees.<\/em><\/li>\nIntelenet \u2013 FirstInfo SSC of FirstGroup UK (2010), where Intelenet will continue to handle customer management, correspondence, ticketing and other back office processes for FirstGroup\u2019s rail customers, and FirstGroup gets to focus on its core transport business.<\/em><\/li>\nCognizant \u2013 UBS SSC (2009), allowing Cognizant to offer BPO, KPO, IT and remote infrastructure management services to UBS divisions globally.<\/em><\/li>\nPatni Computer Systems – CHCS services Inc, fully owned subsidiary of Universal American (2010), where Patni will enter third party administration business as extension to its insurance services portfolio, significantly enhancing its existing BPO capabilities to deliver end-to-end platform based solutions.<\/em><\/li>\n<\/ul>\nThese mergers and acquisitions don\u2019t necessarily indicate a singular trend, but rather a wave of consolidation.\u00a0 BPOs are racing to match pace with global demand, and inorganic growth seems to be one of the ways to ensure long-term growth. The plan may be to go global, enter niches, acquire skills for nonlinear growth, or extend business relationships. There was no single driver for inorganic growth in the last year. Instead, outsourcing companies used acquisitions to fortify themselves and build up momentum, while they played the waiting game.<\/p>\n
In 2010, we can expect these BPOs to reap some of the benefits from their bold expansion moves. As business picks up, and client organizations warm up to offshoring once again, BPOs are definitely better positioned to take on the immense challenges set before them. Improvements in scale, reach, and range have been largely addressed due to the many completed and scheduled strategic acquisitions (along with organic capacity addition). It then looks to be an eventful, and I daresay, extremely successful year ahead for BPO!<\/p>\n
Reetika Joshi (pictured)\u00a0is a research analyst at <\/em>ValueNotes Sourcing Practice<\/em><\/a>. She has undertaken several research assignments across the outsourcing spectrum, including BPO, medical transcription, research & analytics, and e-learning.\u00a0She can be contacted at reetika at valuenotes dot com.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"Reetika Joshi is a research analyst at ValueNotes Sourcing Practice We recently debated how the nature of global service delivery…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[50,835,79,838,836,95],"tags":[650],"organization":[],"ppma_author":[19],"class_list":["post-1633","post","type-post","status-publish","format-standard","hentry","category-captives-and-shared-services-strategies","category-f-a","category-hr-outsourcing","category-kpo-analytics","category-procurement-engineering-supply-chain-outsourcing","category-sourcing-locations","tag-reetika-joshi"],"yoast_head":"\n
The hunters and the hunted: Indian BPOs readying for a rebound - Horses for Sources | No Boundaries<\/title>\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n