某咨询价值链的提升McKinsey.pptx
《某咨询价值链的提升McKinsey.pptx》由会员分享,可在线阅读,更多相关《某咨询价值链的提升McKinsey.pptx(30页珍藏版)》请在得力文库 - 分享文档赚钱的网站上搜索。
1、ITES/BPO Opportunity to move up the value chain?This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey &
2、Company during an oral presentation; it is not a complete record of the discussion.Source: Gartner; Dataquest; Aberdeen group; McKinsey analysisTelecom costs down by 90% in the last 3 years; world-class reliabilityOver 2.5 million low-cost talented workers in countries such as India and PhilippinesE
3、mergence of a credible vendor community0.00.20.40.60.81.01.21.41.61.82.0199219931994199519961997199819992000200120022003EBPO total revenues- India example*$ billionCONTEXT: BUSINESS PROCESS OFFSHORING HAS EXPLODED IN THE LAST FEW YEARSEncouraging track record of early movers Demanding U.S market env
4、ironmentSuccessful track record of I/T offshoring1030918 Offshoring workshop v2“Tech jobs leave U.S. for India, Russia. Whos to blame?” July 2003“Is your job next?” February 2003BUT HAS ALSO CREATED GREAT ANXIETY IN PRIMARY MARKETS “American legislators are accusing India of stealing jobs” June 2003
5、“Americas pain, Indias gain” January 2003“3.3 million U.S. service jobs to go offshore by 2015” November 2002“Can America Lose These Jobs and Still Prosper?” July 2003U.S. House Sub-business Committee2IN THIS CONTEXT, SEVERAL DOUBTS HAVE ARISEN ABOUT THE FUNDAMENTAL LONGEVITY AND EVOLUTION OF BPO AS
6、 AN INDUSTRYWill the BPO phenomenon plateau out in the next few years?Even if it survives, moving up the value chain will be difficult and will take several years?Value chain moves will be the domain of captives because the trust required is too high?320030520DL-ZXE332(ITES, Board Pres.)(JS)-7IN THI
7、S CONTEXT, SEVERAL DOUBTS HAVE ARISEN ABOUT THE FUNDAMENTAL LONGEVITY AND EVOLUTION OF BPO AS AN INDUSTRYWill the BPO phenomenon plateau out in the next few years?Even if it survives, moving up the value chain will be difficult and will take several years?Value chain moves will be the domain of capt
8、ives because the trust required is too high?420030520DL-ZXE332(ITES, Board Pres.)(JS)-70.33* Estimate based on historical U.S. reemployment trendsSource: McKinsey Global Institute1. OFFSHORING ACTUALLY GENERATES GREATER VALUE FOR THE GLOBAL ECONOMYTaxes ($0.04)Revenues ($0.20)Local suppliers ($0.09)
9、. . . deliversvalue to India . . .0.67Cost savings ($0.58)Goods sold ($0.05)Profits from Indian ventures ($0.04). . . brings returnsto U.S. . . .1.45-1.47. . . and makes the global pie that much bigger0.45-0.47. . . creates new value from re-employing U.S. labor* . . .$1 previouslyspent in U.S.,now
10、offshored to India . . .$1.0050.030.330.100.090.100.01Profits retained in IndiaINDIA CAPTURES 33 CENTS FROM EACH DOLLAR OF SPEND OFFSHORED BY THE U.S.Value accrued from $1 of U.S. spend offshored1Dollars; 2002Central govern-ment3State govern-ment4Total value accrued to IndiaLaborSuppliers2Offshoring
11、 sector1 Estimated using the India offshored services industry case 2 Includes revenue accrued to the supplier industries less sales taxes, income taxes to employees and corporate taxes 3 Includes income tax from labor employed in the offshored services sector and the supplier industries and corpora
12、te tax on the supplier industries4 Includes sales tax on the supplier industries and revenue from the sale of power to offshored service providers Source: McKinsey Global Institute6JOBS OFFSHORED WILL BE A SMALL FRACTION OF THE SHORTAGE IN ELIGIBLE WORKERS Number of workers Millions, 2000-2015 Sourc
13、e: U.S. Census; McKinsey Global Institute 3.315.6Jobs projected to go offshoreDecline in working population due to aging71.170.270.21JOBS OFFSHORED ARE A FRACTION OF ALL MASS LAYOFFS1 Bureau of labor statistics defines mass layoffs as job loss actions leading to the displacement of 50 or more worker
14、s by a given establishment during a 5-week period2 Average 1996-993 Average 1989-20004 Average 2003-13Source: NBER; BLS; Kletzer; McKinsey Global InstituteAverage annual mass layoffs1Millions All mass layoffs2Offshoring projection4Trade-related layoffs38Economic value of off-shoring realOff-shoring
15、creates 40-50% greater value for the global economyIndia captures 33% of every off-shored dollar while the US retains 67% and the incremental 40-50% value creationOff-shored jobs small fraction of expected retirements/lay-offs THEREFORE, BUSINESS LOGIC WOULD INDICATE THAT BPO HERE TO STAY BUT WILL R
16、EQUIRE HANDLING CUSTOMER CONCERNS WITH COMPASSIONNegative emotional impact at the customer equally realReal people and communities are effectedRe-training takes timeManufacturing hang-over still felt920030520DL-ZXE332(ITES, Board Pres.)(JS)-7IN THIS CONTEXT, SEVERAL DOUBTS HAVE ARISEN ABOUT THE FUND
17、AMENTAL LONGEVITY AND EVOLUTION OF BPO AS AN INDUSTRYWill the BPO phenomenon plateau out in the next few years?Even if it survives, moving up the value chain will be difficult and will take several years?Value chain moves will be the domain of captives because the trust required is too high?10200305
18、20DL-ZXE332(ITES, Board Pres.)(JS)-7Completed the first round of off-shoring successfullyBuilt substantial scale in operations in IndiaPenetrated 1-2 businesses in depthStarted capturing labour cost savingsBase A: “Accelerate, extend breadth and depth” Increase breadth and depth of services Strength
19、en and stabilize architectureInsource-outsource, onshore-offshore architectureGlobal hub architectureStrategic outsourcingB: “Re-engineer” Drive towards operational improvementTask level and process level reengineeringConsolidation and aggregation of functions Leverage low cost position to start off
20、ering new services to customers and improve competitive position in home marketsC: “Externalize” Take robust platforms external and create value out of the shared services utilitySpecialized service bureauGeneric third party BPO providerD: Tackle tough (but large) industriesFOUR POSSIBLE VALUE CHAIN
21、 MOVES POSSIBLE1120030520DL-ZXE332(ITES, Board Pres.)(JS)-7Simple, standardized activitiesAdvanced technical skill and some judgment requiredExtensive judgment and analytical skill requiredA. MOVES UP THE VALUE CHAIN ALREADY HAPPENING IN TERMS OF BREADTH AND DEPTH OF PROCESSES OFF-SHOREDAXAInsurance
22、 claims processingCitibankCheck processing, account application processing, loan processing by a subsidiary (e-Serve)HSBCAccount opening and closing, retail loan processing, mortgage processingAmerican ExpressLive brokerage advice from qualified agents through a vendor in the Philippines (eTelecare)
23、Extensive offshoring of credit card services (including risk modeling and credit evaluation)Extensive financial analysesGE Capital Business SolutionsRisk modeling, actuarial services, underwritingCitibankCredit card processing, collection calls, inbound and outbound service centersHSBCInbound custom
24、er service center for mortgageCapital OneInbound customer service center, outbound telemarketing (MSourcE)CitibankFinance and accountingGE CapitalInsurance claims processing Outbound telemarketing, inbound customer serviceMBNAProcessing of online applications (TransWorks)GE CapitalPayroll accounting
25、Invoice and payment processingMcKinsey & CompanyResearch and knowledge management for world-wide offices in GurgaonGE CapitalRisk analysis, strategic planning and forecastingFinancial statement analysisExamples of sector-specific (“vertical”) processesExamples of corporate center (“horizontal”) proc
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 咨询 价值链 提升 McKinsey
限制150内