A

SUMMER INTERNSHIP
PROJECT REPORT
ON

THE STUDY OF

SUBMITTED
In the partial fulfillment for degree of
MBA (Marketing)

SUBMITTED TO: Dr. Manish Mathur

SUBMITTED BY: SAHIL ALTAF
MBA(Marketing)
Roll No: 180080500038
Reg no: 18MBA0060

DEV Bhoomi Institute of Technology, Dehradun

Masters of Business Administration

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 ACKNOWLEDGEMENT

Apart from the efforts of me, the success of this project depends largely on the encouragement
and guidelines of many others. I take this opportunity to express my gratitude to the people
who have been instrumental in the successful completion of this project.

First of all, I would like to show my greatest appreciation to Dr. Manish Mathur. Without the
guidance of whom this project would not have been materialized.

I would also like to express my greatest gratitude to the entire Faculty of Department of
Business Management, who have provided me a cordial environment in the Institute.

Last but not the least, My loving family contribution of whom can never be explained in words,
it’s beyond explanation.

Sahil Altaf Beigh

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 ABSTRACT

This project is based on “BPO INDUSTRY IN INDIA”. Business Process Outsourcing is the
delegation of one or more of the business processes to an external provider, which in turn
owns, manages and controls the selected processes based on some specific standards. It was
started in India in early 1980’s by the British Airways who set-up their captive unit in Delhi.

BPO in India starts with low-end data entry processes, but now it moves up the value chain
and deals in core business processes also. Both voice and non-voice BPO Industry exists in
India. Various types of services are performed, call centres being the attraction today for the
youth.

BPO operates through three types of business models viz. - Transactional, Niche and
Comprehensive. Finance and Accounting has also set its significant place in BPO pie.

In 2008 BPO industry generates USD 12.8 Bn revenue, out of which exports revenue was
USD 10.9 Bn. It will achieve USD 14.8 Bn by the end of 2009 (expected) and is expected to
achieve USD 60 Bn by 2012 and USD 225 Bn by the end of 2020.

Cost competitiveness and talented pool of human resources are the key drivers in the growth
of BPO industry, but still some factors such as underdeveloped infrastructure and competition
from other low-cost countries are providing challenge to the Indian industry, which needs to
be addressed carefully by the cooperation of government, NASSCOM and industry itself.

Still, India is shining in the BPO landscape and is the most attractive destination.

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 TABLE OF CONTENTS

Sr. TITLE PAGE

No. NUMBER

1 INTRODUCTION TO BPO 5
 Definition of BPO 6
 Objectives of BPO 6

2 EVOLUTION OF BPO IN INDIA 7

3 SEGMENTS IN BPO 8

6 REGULATORY FRAMEWORK OF INDIAN BPO 10

 Data Protection Law 10
 Sarbanes Oxley Act 11

9 TRENDS IN INDIAN BPO INDUSTRY 12

 Drivers of BPO Growth 13
 Issues and Challenges 14

10 COMPETITIVE LANDSCAPE OF INDIAN BPO 15

11 CRITICAL ANALYSIS OF BUSINESS PROCESS OUTSOURCING 16

 Benefits of BPO 16
 Limitations of BPO 17
 SWOT Analysis 18

13 CONCLUSION 19

14 BIBLIOGRAPHY 20

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1. INTRODUCTION TO BPO

DEFINITION OF BPO

OUTSOURCING: - An organisation entering into contract with another organisation to

operate and manage one or more of its business processes.

BPO

BASED ON WORK BASED ON LOCATION

VOICE NON-VOICE ON-SHORE OFF-SHORE NEAR-SHORE

INBOUND SALES ACCOUNTING

OUTBOUND SALES DATA ENTRY
TELEMARKETING DATABASE MANAGEMENT
CUSTOMER SERVICE CLAIMS PROCUREMENT
ORDER PROCESSING TRANSCRIPTION
TECHNICAL SUPPORT LEASE ABSTRACTION
APPOINTMENT SETTINGS DATA EXTRACTION
DEBT COLLECTION HUMAN RESOURCES

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 DEFINITION OF BPO
BUSINESS PROCESS OUTSOURCING: - It is the delegation of one or more of IT
intensive business processes to an external provider, which in turn owns, manages, and
administers the selected processes based on defined and measurable performance criteria.
BPO as per the work performed can be classified as VOICE BASED, which includes
customer related services such as technical support, marketing etc. and NON-VOICE, which
includes internal business operations.

And as per the location involved it can be classified as:

ON-SHORE: BPO that is contracted inside a company’s country.
NEAR-SHORE: BPO that is contracted to a company’s neighboring country.
OFF-SHORE: BPO that is contracted outside a company’s country.

OBJECTIVES OF BPO
Traditionally, the main objective of companies outsourcing their business processes to India
was the want of low cost. But now-a-days, companies that offshore their business processes
to India are no longer looking at cost reduction alone. They typically want to achieve:

1) Process improvement and efficiency - faster turnaround and greater productivity

2) Cost savings.
3) Improved quality - less errors/rework
4) Building/strengthening presence in a new market/foreign country
5) Increased focus on core competencies - e.g. developing new products or services
6) Building business value and strategic differentiation

All these objectives help the companies to increase their competitiveness and thereby,
striving successfully in this globally competitive world. All of the above add up to help these
companies achieve increased competitiveness through BPO.

1. EVOLUTION OF BPO IN INDIA

Outsourcing as a concept is probably one of the oldest and most commonly practiced. As a
concept and practice it pervades all aspects of our lives – domestic as well as professional.

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The idea of outsourcing has its roots in the 'competitive advantage' theory propagated by
Adam Smith in his book 'The Wealth of Nations' which was published in the year 1776. Over
the years, the meaning of the term 'outsourcing' has undergone a sea-change.

Evolution of BPO in India can further be explained under two heads:

1. HISTORY OF BPO IN INDIA.

2. VALUE CHAIN OF BPO IN INDIA.

1. HISTORY OF BPO IN INDIA: In India BPO started with the British airways setting
their back-office operations in Delhi in early 1980’s. Starting from captive units Indian BPO
moves to the third party BPO’s. Thereafter the entry of IT-majors brightens the Indian BPO
industry in global BPO landscape.
Following diagram depicts briefly the history of BPO in India:

IT-MAJORS
ENTERED INTO
INDIA. All major
The NEW Pioneered by the Indian software
TELECOM GE THIRD- organisations went
General Electric
POLICY OF 1999 PARTY BPO’s into BPO including
American starts an enterprise
ended the state sprung up in India, Infosys, Inforlinx,
express called GECIS (GE
European monopoly on thereby overtaking and Patni. By 2003
(AMEX) Capital
airlines started international captives.EXL Daksh bought out by
consolidated its International
its back-office calling facilities. Efunds and Daksh IBM, Quattro started
JAPAC (Japan services) for voice
operatons in This heralded the started its third in 2006. Convergys,
operations in India.
New Delhi. and Asia-
growth of party BPO’s in Sitel, Accenture,
Pacific) back- In 2004 GECIS
BRITISH inbound/outbound Noida, Mumbai Hewlett Packard and
office operations was spun off into
AIRWAYS set call centres and and Gurgaon dell also set up their
in New Delhi GENPACT
its captive unit data processing respectively. shops in India
in Delhi. services.

EARLY 1980’s MID 1980’s 1990’S 1999 2000 2002 0NWARDS

HISTORY OF BPO IN INDIA

2. SEGMENTS IN BPO
BPO in India is organized in many segments. Previously there was only low-end voice
operations were outsourced to India. In the early days of BPO in India voice operations were
the major actors leaving a very small proportion for non-voice activities. But, as India moves
up in the value chain, non-voice operations starting occupy a bigger proportion of the BPO
pie. Except voice and non-voice, BPO in India can also be segmented into horizontal and
vertical.

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So, business process outsourcing can be segmented as:
1. VOICE AND NON-VOICE BPO.
2. HORIZONTAL AND VERTICAL BPO.

Let’s firstly discuss

1. VOICE AND NON-VOICE BPO:

BPO

VOICE- NON-VOICE
BPO BPO

INBOUND SALES
ACCOUNTING
OUTBOUND SALES
DATA ENTRY
TELEMARKETING
DATABASE MANAGEMENT
CUSTOMER SERVICE
CLAIMS PROCUREMENT
ORDER PROCESSING
TRANSCRIPTION
TECHNICAL SUPPORT
HUMAN RESOURCES
APPOINTMENT SETTINGS
DEBT COLLECTION
HELP DESK
MARKET RESEARCH AND QUALITY SURVEYS
CLASSIFICATION OF VOICE AND NON-VOICE BPO

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(A) VOICE BPO (FRONT OFFICE OPERATIONS)

Voice outsourcing is also termed as front office outsourcing.

Front office outsourcing services have to do with interactions directly with customers, usually
over the telephone but can also include email, internet, fax, and other forms of interactive
communications with customers. Organisation can concentrate on high valued core business
activities by outsourcing its non-core front-office operations. It also allows them to reduce the
significant expense associated with voice element of business. And by outsourcing the non-
core activities to the service provider who can handle them more efficiently and effectively,
customer satisfaction can also be increased and create a sustainable, long term, productive
relationship.

Voice activities being outsourced include:

1. Inbound sales
2. Outbound sales
3. Telemarketing
4. Order processing
5. Technical support
6. Appointment setting
7. Debt collection
8. Help desk
9. Market research and quality surveys

(B) NON-VOICE BPO (BACK OFFICE OPERATIONS)

Voice activities include:

1. ACCOUNTING:
2. DATA ENTRY:
3. DATABASE MANAGEMENT:
4. CLAIMS PROCESSING:
5. TRANSCRIPTION:
6. HUMAN RESOURCES:

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5. REGULATORY FRAMEWORK OF INDIAN BPO
Each and every business is regulated by some law. So is the BPO industry. BPO industry
involves a lot of business processes (core and non-core) to be outsourced. One company
handles its data and business processes to the other one. So, it needs the proper regulation
otherwise it will lead to the scandals in BPO industry.
So, in order to prevent this possibility of scandals there are some regulations, some of which
are in process, framed to protect the BPO industry. It involves:

 DATA PROTECTION LAW

 SARBANES OXLEY ACT

A. DATA PROTECTION LAW:

Data protection is the major consideration in framing the regulation for BPO industry.
The government is planning to introduce a law on data protection, which will regulate the
working of Indian Business Process Outsourcing companies. The proposed legislation will
provide a framework to govern the use of customer data by Indian companies and prevent
any misuse.

This will be the first attempt by the government to regulate the working of call centres and
BPO companies. The proposed law will cover areas like financial transactions, unsolicited
bulk e-mails, hacking and unauthorized access to personal information, such as health
information, credit card and other personal details.

The new law has been necessitated by a European Union directive, which insists on EU
member states restricting outsourcing to countries that fulfill certain data protection
requirements.

This law would not only cover companies offering outsourcing services to overseas
customers, but also those operating in the domestic market.

The government has also set up an expert group to review the existing legal framework in the
country, including the IT Act, 2000, and suggest specific changes. The proposed law will not
only have provisions to protect the privacy of individuals and companies, but will also set
stringent conditions on the use of personal information by companies in India.

Government might introduce this law as a separate legislation or may amend the IT Act to
incorporate various clauses on data protection.

The government's objective in framing this law is not just to make Indian companies
compliant with EU norms, as most companies were bound by contractual obligations, but

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also to introduce a law encompassing the broad aspects of privacy and protection of personal
information.

As a step towards framing the legislation, the government has asked industry associations to
come forward with detailed papers on best practices and how such a regulation will impact
the Indian software and BPO sectors.

B. SARBANES OXLEY ACT:

One of the most important pieces of legislation impacting the BPO industry today is the
Sarbanes Oxley Act. In response to Enron WorldCom and other scandals US Congress
established Sarbanes Oxley Act in 2002.
It was established to better organizational transparency and governance, and improve
managerial accountability to shareholders.
The Act includes provisions for quarterly certification of financial results (Section 302) and
management's annual assertion that internal controls over financial reporting are effective
(Section 404). Section 404, which has received most attention from publicly traded firms,
requires formation of an accounting oversight board, the maintenance and evaluation of
adequate internal control structures and processes as they pertain to financial reporting, an
attestation examination by independent auditors and the consequent disclosure of material
weaknesses.
Entire business processes outsourced by the US firms in India need to comply the SOX act.
So, the challenges to BPO providers in general and Finance and Accounting BPO providers
in particular, are to develop service offerings and service delivery methodologies that
facilitate compliance with Sarbanes-Oxley requirements. To overcome the lingering doubts
of prospective customers, providers should not only possess a detailed understanding of these
requirements, but also make recommendations to how to meet them. Too often however,
providers responded reactively, rather than proactively, to these issues.
So, these are the two regulations which currently regulate the working of BPO industry in
India. Data protection Law will be enacted soon, hopefully. And Sarbanes Oxley act is doing
its work wonderfully. But still there are some shortcomings in BPO regulation which needs to
be addressed.

6. TRENDS IN INDIAN BPO INDUSTRY

Trends imply the various changes which we are going to see in the near future in Indian BPO
industry whether positive or negative.
Various trends include:

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1. OUTSOURCING WILL STAY CLOSER TO HOME

With available labor from layoffs in many industries and tightened risk profiles of
companies, especially in the financial services industry, companies won't have to go far
offshore to find talent.
Planned initiatives by Barack Obama and increased government spending on
infrastructure projects could lead to more domestic outsourcing, particularly for
construction, real estate and technology, IAOP predicts.

2. GLOBAL UNCERTAINITIES WILL CREATE OUTSOURCING VOLATILITY:

Overall, the fast-paced growth in outsourcing will slow in 2009, as companies lower their
spending on information technology, consolidate or exit markets, and find skilled labor
locally from layoffs in financial services and other industries.

3. STRATEGIC COMPANIES WILL PROSPER:

The economic meltdown could create opportunities for strong, well-positioned

companies.
"While the economic climate will not immediately improve, companies involved in
outsourcing that act strategically and decisively for the long-term will be increasingly
valued and sought," said IAOP board member Sven Govaars, senior vice president,
Colliers International.

4. SHIFT IN FOCUS FROM COST ARBITRAGE TO VALUE ADDITION:

Traditionally the main aim of the companies outsourcing to India was the cost saving. But
now as India moves up the value chain, this aim shifts to value-addition and efficiency.

5. SOCIAL RESPONSIBILITY WILL BE OUTSOURCING THEME:

New government direction under Obama could promote higher emphasis on socially
responsible business environments; driving outsourcers to create solutions that
address them.IAOP predicts these will include industry competitive employee retention
and welfare programs.

6. IT WILL ALSO CREATE NEWER OPPORTUNITIES, NEW MARKETS AND

ALSO THE NEW SERVICES

7. SERVICE PROVIDERS WILL SHIFT FROM TIER-1 TO TIER-2 AND TIER-3

CITIES THEREBY CREATING RURAL BPO’S

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A. DRIVERS OF BPO GROWTH IN INDIA:
A driver is most commonly a factor that contributes to the growth of a particular business.
There are mainly six important business drivers that are pushing enterprises to consider the
BPO option in India. These are:

1. ABUNDANT TALENT:

India’s young demographic profile is an inherent advantage complemented by an

academic infrastructure that generates a large pool of English speaking talent. Talent
suitability concerns are being addressed through a combination of government, academia
and industry led initiatives. It includes efforts by NASSCOM and other education
agencies like UGC and AICTE to facilitate industry inputs on curriculum and teaching.

2. SUSTAINED COST COMPETITIVENESS:

India has a strong track record of delivering a significant cost advantage, with client’s
regularly reporting savings of 25%-50% over the original cost base. The ability to achieve
such high levels of cost advantage by sourcing to India is driven by the ability to access
highly skilled talent at lower wage cost.

3. CONTINUED FOCUS ON QUALITY:

Demonstrated process quality and expertise in service delivery has been a key factor
driving India’s leadership in global service delivery. Since the inception of industry in
India, players within the India has been focusing on quality initiatives, to align
themselves with international standards.

4. WORLD CLASS INFORMATION SECURITY ENVIRONMENT:

Indian authorities have built a strong foundation for an ‘info-source’ environment in the
country. These include strengthening the regulatory framework through proposed
amendments to further strengthen the IT Act-2000.

5. RAPID GROWTH IN KEY BUSINESS INFRASTRUCTURE:

BPO sector has been a key beneficiary with the cost of international connectivity
declining rapidly and service level improving significantly. The growth is taking place
not only in existing urban centres but also in satellite towns and smaller cities.

6. ENABLING BUSINESS POLICY AND REGULATORY ENVIRONMENT:

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The enabling policy environment in India was instrumental in catalyzing the early phase
of growth in this sector. Policy makers in India have laid special emphasis on
encouraging foreign participation, with participating firms enjoying minimum regulatory
and policy restrictions along with a broad range of fiscal and procedural incentives.

B. ISSUES AND CHALLENGES IN BPO GROWTH:

1. INFRASTRUCTURE CHALLENGE:

India’s ITES-BPO industry continues to attract significant business from both the US and
Western Europe. While national issues with infrastructure, e.g. telecommunications
system etc is being addressed, the local infrastructure (roads, bridges, airports, urban
transportation, etc) is becoming a bottleneck to the expansion of capacity. Getting a
connection is still not a hassle-free job.

2. MOVING UP THE VALUE CHAIN:

Customers are looking for vendors who can provide end-to-end solutions. Indian vendors
are using several methods like tie-ups with existing players, acquisitions, investing in
research and development and leveraging industry best practices for expansion.

3. SHRINKING PROFIT MARGINS:

To sustain in the highly competitive market, the players are looking for newer revenue
sources and opportunities to keep cash flowing in. Again with service level agreements
becoming stringent and sales cycles stretching far in international deals, the BPO service
providers need deeper pockets and financial muscles. High initial capital investments in
the industry, long gestational periods, competition leading to reduced billing rates,
appreciation of rupee against the US dollar have led to increased margin pressures and
increased industry consolidation.

4. HUMAN RESOURCE ISSUES:

Another major problem is the high attrition and growth aspirations of the workforce. Odd
hours at job and stress are supposed to be major causes of high attrition rate which
increases recruitment and training costs. The service providers need to spell out a
comprehensive human resource policy that outlines a clear career progression path for the
employees.

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 5. OTHERS:

There are several other important issues facing the Indian ITeS-BPO companies which
are given below

 US sub prime crisis and possible slowdown in the US economy may hit Indian ITeS-
BPO industry as the US contributes a lion’s share to the Indian ITeS-BPO export
revenue
 Declining profit margin due to rise in operating cost coupled with rise in real estate
prices in Tier I and II cities, wage inflation etc
 Lack of adequate physical infrastructure in Tier III cities such as roads, airports, high
speed voice and data communication telecom links etc
 Anti Outsourcing laws in the US and UK could dent robust growth of Indian ITeS-
BPO industry
 Threat of competition from other emerging countries like Philippines, Ireland, Mexico
and Brazil among others.

7. COMPETITIVE LANDSCAPE OF BPO IN INDIA

BPO Industry in India is growing very fast. It is gaining ground everywhere. There is a lot of
competition today in BPO landscape.
Let’s check out which are the major players in India. We will study this under two heads:

TOP 10 BPO COMPANIES IN INDIA (2008)

BASED ON REVENUE BASED ON EMPLOYEE

GENERATED SATISFACTION

8. CRITICAL ANALYSIS OF BUSINESS PROCESS OUTSOURCING.

Critical analysis means an appraisal based on careful analytical evaluation. Now for
analyzing the BPO industry we will study its:
1. Benefits of BPO industry.
2. Limitations of BPO industry.

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 3. SWOT Analysis.

1. BENEFITS OF OUTSOURCING:
 Outsourcing your non-core activities will give you more time to concentrate on your
core business processes.

 Offshoring can give you access to professional, expert and high-quality services.

 With outsourcing your organization can experience increased efficiency and

productivity in non-core business processes.

 Offshore outsourcing can help you save on time, effort, manpower, operating costs
and training costs amongst others.

 Outsourcing can make your organization more flexible to change.

 Your organization can save on investing in the latest technology, software and
infrastructure as your outsourcing partner would be investing in these.

 Outsourcing can give you assurance that your business processes are being carried
out efficiently, proficiently and within a fast turnaround time.

 Offshoring can help your organization save on capital expenditures.

 By outsourcing, your company can save on management problems as your offshore

partner will be managing the team who does your work.

 By outsourcing, you can cater to the new and challenging demands of your
customers.

 Sharing your business risks is possible with outsourcing.

 Outsourcing can give your business a competitive advantage as you will be able to
increase productivity in all the areas of your business.

 Outsourcing can help your organization to cut its operational costs to more than half.

 If you want your organization to stay ahead of competition, concentrate on core

competencies and make use of the latest technologies, then outsourcing can help your
organization achieve all this and more.

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2. LIMITATIONS OF OUTSOURCING:

 At times, it is more cost-effective to conduct a particular business process, rather than

outsourcing it.

 While outsourcing services such as payroll processing services and tax preparation
services, your outsourcing provider will be able to see your company’s confidential
information and hence there is a threat to security and confidentiality in outsourcing.

 When you begin to outsource your business processes, you might find it difficult to
manage the offshore provider when compared to managing processes within your
organization.

 Offshoring can create potential redundancies for your organization.

 In case, your offshore service provider becomes bankrupt or goes out of business,
your organization will have to immediately move your business processes in-house
or find another outsourcing provider.

 The employees in your organization might not like the idea of you outsourcing your
processes and they might express lack of interest or lack of quality at work.

 Your outsourcing provider might not be only providing services for your
organization. Since your provider might be catering to the needs of several
companies, there might be not complete devotion to you and your company.

 By outsourcing, you might forget to cater to the needs of your valuable customers as
your focus will be on the business process that is outsourced.

 In outsourcing, you may lose your control over the process that is outsourced.

 Outsourcing, though cost-effective, might have hidden costs, such as the legal costs
incurred while signing a contract between companies. You might also have to spend
a lot of time and effort in getting the contract signed.

3. SWOT ANALYSIS OF INDIAN BPO INDUSTRY

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 STRENGTHS

THREATS WEAKNESSES

OPPORTUNITIES

SWOT ANALYSIS OF INDIAN BPO INDUSTRY

1. STRENGTHS:
 Highly skilled, English-speaking workforce.
 Abundant manpower.
 Cheaper workforce than their Western counterparts. According to Nasscom, The wage
difference is as high as 70-80 percent when compared to their Western counterparts.
 Lower attrition rates than in the West.
 Dedicated workforce aiming at making a long-term career in the field.
 Round-the-clock advantage for Western companies due to the huge time difference.
 Lower response time with efficient and effective service.
 Operational excellence.
 Conducive business environment.

2. WEAKNESSES:

 Recent months have seen a rise in the level of attrition rates among BPO workers who
are quitting their jobs to pursue higher studies. Of late workers have shown a
tendency not to pursue BPO as a full-time career.
 The cost of telecom and network infrastructure is much higher in India than in the US.
 Manpower shortage.
 Local infrastructure.
 Political opposition from developed countries.

3. OPPORTUNITIES:

 To work closely with associations like Nasscom to portray India as the most favoured
BPO/ITES destination in the world.

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  Indian BPO/ITES companies should work closely with Western governments and
assuage their concerns and issues.
 India can be branded as a quality BPO destination rather than a low-cost destination.
 $60 billion BPO business by 2010.

4. THREATS:

 The anti-outsourcing legislation in the US state of New Jersey. Three more states in
the United States are planning legislation against outsourcing. These are- Connecticut,
Missouri and Wisconsin.
 Workers in British Telecom have protested against outsourcing of work to Indian
BPO companies.
 Other BPO/ITES destinations such as China, Philippines and South Africa could have
an edge on the cost factor.
 Slowdown of demand.

9. CONCLUSION

Business Process Outsourcing industry is growing rapidly since its inception.

Indian BPO’s are going through exciting times. Starting with captive units and low-end
activities BPO’s are now moving to high-end activities. Indian BPO’s are operating in both
front-office and back-office operations.

BPO industry in India is growing at the rate of 28% and is expected to reach around USD14.8
Bn in 2009. Exports are accounting major proportion, which are in journey to touch USD
12.8 Bn by the end of 2009. These are growing at the fluctuating rate of around 20%-30% a
year. Domestic BPO market is also in growth and has accounted USD1.6 Bn in 2008.

Inspite of this BPO’s are helping in the development of economy by decreasing the evil of
unemployment. Since the evolution of BPO it is serving the country by providing the
employment to talented and able youth of the country. Up till 2009 it has generated around
730,000 employments in the country.

Shift in BPO services has also been experienced with moving from low-end to BFSI
(Banking, Financial Services and Insurance) and Hi-Tech sector. But the economic downturn
has impacted the growth of BPO industry. Still it occupied 60% of the offshore market.

The industry is expected to achieve USD 60 Bn by the end of 2012. And USD 225 Bn by the
end of 2020.

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Various trends have been experienced in BPO industry in 2009, where it’s moving from cost-
arbitrage to value-addition. Rural BPO’s are also finding their place. But there are lot more
challenges ahead for the BPO industry. Philippines and China are emerging as strong
competitors for the Indian industry.

Therefore it requires efforts from NASSCOM, Government and industry itself.

NASSCOM (National Association of Software and Service Companies) should work for
developing an agenda for growth in BPO industry. Government should also look for better
infrastructure, educational facilities and incentives in fiscal policies to attract more MNC’s
towards Indian BPO industry; this will help in retaining the tip of BPO iceberg, and will
ensure sustainable growth.

BIBLIOGRAPHY

1. www.nasscom.org
2. www.bpoindia.com
3. www.economictimes.com
4. www.out2sourceindia.com
5. www.tutorialreports.com
6. www.outsourcingprofessional.com
7. www.google.co.in
8. www.wikipedia.com
9. www.chillibreeze.com

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