EPP2 Regroup Session On 29 March 2013

REPORT ON THE HALF-DAY EVENT AT MULTIMEDIA DEVELOPMENT CORPORATION (MDeC), CYBERJAYA: EPP2 REGROUP SESSION ON 29 MARCH 2013
Version 1.0 5th July 2013
Report on the Half-Day Event at Multimedia Development Corporation (MDeC), Cyberjaya: EPP2 Regroup Session on 29 March 2013 Version 1.0
Table of Contents
1. INTRODUCTION .............................................................................................................................. 3 1.1 Background Information on EPP2 .............................................................................................. 3 1.2 Background Information on the Event ........................................................................................ 3 TH 2. AGENDA FOR THE MORNING OF FRIDAY 29 MARCH 2013.................................................. 4 3. PRESENTATIONS BY THE SPEAKERS ........................................................................................ 5 3.1 Michael Warren .......................................................................................................................... 5 3.2 Alan Fung ................................................................................................................................... 7 3.3 Pranabesh Nath .......................................................................................................................13 3.4 Ramaprasad Bobby Varanasi ................................................................................................16 REFERENCES ...................................................................................................................................... 31
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1.
INTRODUCTION
The EPP2 refers to the 2 Entry Point Project (i.e. Building Globally Competitive Outsources) of the Business Services NKEA (National Key Economic Area) of the ETP (Economic Transformation Programme) currently being undertaken by PEMANDU (Performance Management and Delivery Unit).1 A quick look at how this EPP2 fits into the big picture: The 12 NKEAs2:
1. 2. 3. 4. Oil, Gas & Energy (13 EPPs) Palm Oil & Rubber (12 EPPs) Financial Services (10 EPPs) Tourism (13 EPPs) a. EPP 1: Growing aviation maintenance, repair and overhaul services
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1.1 Background Information on EPP2
5. Business Services (7 EPPs)3 b. EPP 2: Building globally competitive outsourcers

c. EPP 3: Positioning Malaysia as a world-class data centre hub d. EPP 4: Jump-starting a vibrant green technology industry e. EPP 5: Growing large pure-play engineering services f. EPP 6: Developing a global Islamic financial services advisory hub g. EPP 7: Emerging Malaysia as a ship building, ship repair hub (not in original list) 6. Electrical & Electronics (20 EPPs) 7. Wholesale & Retail (13 EPPs) 8. Education (14 EPPs) 9. Healthcare (13 EPPs) 10. Communications Content & Infrastructure (11 EPPs) 11. Agriculture (17 EPPs) 12. Greater Kuala Lumpur / Klang Valley (10 EPPs)
Note: the information above on the number of EPPs is good as at 4 April 2013, from http://etp.pemandu.gov.my/Overview_of_NKEAs_-@-Overview_of_NKEAs.aspx.
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1.2 Background Information on the Event

This invitation-only gathering was held from 9.00 a.m. to 12.30 p.m. on 29 March 2013 at the Bunga Raya Auditorium of MDeC (www.mdec.my), Cyberjaya. During this half-day meeting, key personnel from MDeC, Frost & Sullivan (http://www.frost.com/prod/servlet/locations-asia-pac.pag) and International Association of Outsourcing Professionals (IAOP) (www.iaop.org) shared with the participants the various initiatives currently being undertaken by their respective organizations. The objective of the session was twofold; 1. To update the attendees on the EPP2 programmes for the year, and 2. To highlight two new exciting programmes coming online in April 2013. The event was organised primarily by MDeC. Also present was Mr. Prasad Babu, Programme Manager at Outsourcing Malaysia (OM) (www.outsourcingmalaysia.org.my). This report is a full transcript of the entire half-day session, except text indicated as xxx where the audio was unintelligible.
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2.
AGENDA FOR THE MORNING OF FRIDAY 29TH MARCH 2013

Time 9.00 a.m. 9.55 a.m. 9.57 a.m. Programme Registration and Breakfast Pre-welcome remarks by Alan Fung (Head of Outsourcing, Shared Services Organization [SSO] Cluster, MDeC) Welcome remarks by Michael Warren (Vice President, SSO Cluster, MDeC) Updates on the EPP2 programmes by Alan Fung Remarks Ground Floor, North Entrance Lobby Introduced Michael Warren to the audience the next SCORE+ Acceleration event currently scheduled on 11 April 2013 Briefly explained the MSC Malaysia Score+ programme Gave updates on the EPP2 programmes Team members introduced: 1. Azreel Aswad bin Zainol Abidin Executive, EPP2, SSO Cluster, MDeC 2. Mohd Jalallul Alam @ Jasni Zain Bin Mohd 3. Jessie Lim Mei Thien 10.39 a.m. 11.06 a.m. Briefing on the EPP2 Marketing Case Studies initiative by Pranabesh Nath (Research Manager, Frost & Sullivan) Briefing on the IAOP Benchmarking Exercise for 2013 by Ramaprasad Bobby Varanasi (Chair of the IAOP Malaysia Chapter) MSC Malaysia-status companies interested can work with this market research firm on a Marketing Case Study Encouraged the MSC Malaysiastatus companies present to apply for membership in the IAOP
9.57 a.m. 10.05 a.m. 10.05 a.m. 10.39 a.m.
11.06 a.m. 12.36 p.m.
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3.
Presentations by the Speakers
3.1 Michael Warren

(09:55) Allan: Good morning, good morning everyone. Welcome to MDeC MSC Malaysia. This is the EPP2 Regroup Session. xxx Thank you for taking time off from your busy schedule to be with us this morning xxx So without further ado let me xxx (0957) Good afternoon everybody. Welcome, good morning. Nice to see so many faces here, new and old. I think the SSO industry is becoming, it is a small industry in Malaysia, and this group is the domestic SSO industry in Malaysia. So in the last 12 months since Ive been back Ive xxx So today the session basically is about the Score+ Acceleration Programme. Its a programme that runs throughout the year. Its a programme of about 6 or 8 different sessions that weve done, where we try to take companies through a series of programmes, to look at capabilities to figure out how to move you guys up the value chain. The biggest challenge for us now as a country is ASEAN 2015, AFTA 2015 coming up, with free trade agreements coming in place. Today the Malaysian government is talking about free trade agreement, not only bilateral country-to-country, but also with regional blocks of big companies. And so some of the things that we have been working on at the Malaysia MSC level is trying to see how to protect. Its supposed to be free trade, its supposed to be open competition, but at the same time we need to also help protect the Malaysian industry. So even as of last week, we worked with MOSTI (Ministry of Science, Technology and Innovation) and we have eliminated certain elements of ICT from the Free Trade Agreement, meaning Malaysian companies will be protected in the SME sector in the Malaysian domestic sector, not allowing some foreign countries to participate in some ways. Because if the free trade agreement were to be opened up, as we were to open the free trade agreement to all these countries around the world, you will find that many big countries, in particular countries like America, UK, Australia all sitting there participating in this bilateral free trade agreement with Malaysia, and on one side we are doing this at a national level because we want to sell our oil palm, our cocoa, our tin, rubber to the external group. So at the same time underneath all that, under the same free trade agreement there is xxx announced to them to come in and bid on Malaysian projects completely free without restrictions on being majority Malaysian-owned companies and all that stuff. So we have truly taken that away and its been approved by the government now to say that while we sign AFTA 2015, we will still go ahead and well still protect the Malaysian companies, around the Malaysian companies, AFTA, but still, there is an element of time before we get to a point where we will have to compete on the open market. So I think the programme that we see today, like Score+ Acceleration, programme that we are looking at today is about taking Malaysian companies and moving them up the scale, helping them create more collateral, about the company, helping the Government to know more about what we have, helping MATRADE, MIDA xxx talk about Malaysian companies. And then, we are also looking at capabilities. 1. One, xxx they will be talking about the programmes that we are running, it is about structure and understanding the capability, and creating collateral for yourself and for the Malaysian market so that people around the world know who we are. And that is xxx about what we have. 2. The second part of the programme we are talking about is working with Bobby with the International Advisory Panel is, Malaysian com panies standing up and saying We are good, Its OK to pick Malaysia, but we are in the middle overseas, compare against all the companies from around the world. So somebody if you like, from the International Advisory Panel to come in and say Look we know this is the global strategy, this is what we are doing on a global basis, these companies from Malaysia, at their level, so they are recognizable at a global level. So these are 2 programmes that we are doing, but there are some few other programmes that we are doing along the way. The main goal is really to help you guys get more revenue. MSC is
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xxx revenue, investment, jobs and all that stuff, and as you guys get more revenue, jobs, investment, the question is How can you get up and get revenue? Theres no point doing all this stuff if it doesnt translate to revenue. There are other things that we work on around these 2 fundings: 1. Angel Funding st nd 2. 1 Tier, 2 Tier Funding Because as we grow as a region, as we start going out around the region, we need money. We need money for expansion, for operations, for CapEx, OpEx, for various other things, and especially for all these companies when we go the bank, they say Show me how many houses you got, and how much property and how much land and cars. And we say Well, we dont have that collateral. And then they say W ell, we dont understand your business, show me your business plan and then the banks will say Well, go talk to VCs [Venture Capitalist]. So the question in Malaysia is there is still not enough VCs that understand our business especially at the Angel level, and the banks we are working on right now IP valuation skills, where we are working with companies to understand what sort of IPs companies have got, how to collateralize that IP, how to add value to that IP. So one of the things that weve done in MDeC for the last 15 months is weve struck a deal with Bank Negara, struck an understanding with Bank Negara, striking a deal with Government organizations, very sensitive words xxx coming up. We struck an understanding with Bank Negara that we will xxx valuation of IP, and help companies to value their IP and that collateral of the IP can then be used by the Banks in Malaysia to secure a loan. So this is not a grant, this is soft loan. For example if you take an IP, if we say that this IP is worth RM5 million, Bank will guarantee to underwrite 50% of that. So RM2.5 million will be underwritten. In the case of going to a bank to borrow RM5 million, Bank says Ok Ill give you RM5 million, Bank Negara will underwrite RM2.5 million of that. In the event that this whole thing goes bust and goes sour and the money goes to waste, Bank Negara will still guarantee RM2.5 million return back to the Bank. So the Banks are feeling a bit more comfortable that this thing works, they are trying to drive that IP valuation up from 50% to about 80%, and that discussion is still on-going right now. There are few things that are on-going. Pax: Michael, Michael question. Isnt it become a loophole for some people to actually you know, cheat the Bank Negara money? Our bank money. Michael: Cheat the bank money? Pax: Ya, its 80% man. Michael: Because the IP valuation comes from MDeC you know, so we will work with you. So if, if you cheat the bank, then MDeC will be held liable as well. So we will be very careful to give out that kind of money. Now bear in mind, this IP valuation is probably more involved with technology companies. Service companies, if you have IPs that you got, you created in your own organization, come back and talk to us as well, because that is something that is important to you. It might help you, for example. MDeC has got grant, weve got IP valuations, to help you get loans. We are working on something called the InnoSource programme. In MDeC, if you are familiar with MDeC, last year, and year before, 2011 we had this thing called the InnoTech programme. It is an innovation technology programme focused on helping technology companies st to get grant, VC money, venture money, 1 tier funding and so on. This year weve launched the InnoSource programme which is innovation programme for tech service outsourcing companies. And it is about helping you find money, much larger. Technology companies normally would say I want RM3 million, RM5 million, and thats about it. Tech service companies will say RM3 million, RM5 million will probably last me 2 months, because the OpEx, say salaries we pay is so much more. For we are looking at much larger companies RM30 million, RM50 million, or maybe more. One of the big concerns I have is: As ASEAN opens up, in the Free Trade environment, we start to see a lot of foreign investors coming in, from Japan, from India, from China and all that. Given in the last week or so there had been 3 or 4 companies that have been engaged with Japanese companies signing up, joint ventures and all that stuff. On one side it is good for you guys, who own their own companies, who are trying to cash out. But it is bad for Malaysian government if its more than 50%. So one of the things if possible is to get us involved earlier. We would like to get involved earlier because we would like to structure a deal where the majority of the ownership is still in Malaysia, and we can bring you parties like Khazanah, or various other VCs to come and help bolster the funding. Because once the ownership is more than 50% non-Malaysian, then FDI, foreign investments flow out of the country. And this is when Vision 2020 goes away. Then funds are going out, not flowing in, and jobs are being created, yes lots of jobs but then Malaysian jobs,
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people are working for foreigners. So it will be Malaysians who are then basically going back to concept of cheap labour as opposed to moving up the value chain. So for those here involved in equity funding, on a confidential basis, you can get us involved xxx Wed be very happy to do that. But I can see Im stealing the thunder, so I will leave you guys to carry on with the session. Allan, thank you.
3.2 Alan Fung

(1005) Thank you Michael for giving an overview of the SSO and the economy and also conceptualizing the programme today. Allow me to quickly go through with you what I have to update you and to share with you what we are doing. Maybe its good if I can introduce my team to you, small team. On my left is Jasni. Jasni is my manager helping me. Then weve got Azreel. A new addition is Jessie. Jessie is at the back. Shell be joining us 1 April. And thats no April Fool. Ok, in this EPP2 programme I need to also mention to you that you are part of select group of companies, called focus companies. In the SSO cluster weve got 68 companies, so weve selected overall about 30-odd companies as part of this focus group, so you are special, and our key partner in this program is PIKOM, through their chapter called Outsourcing Malaysia, and you might be familiar with this because they were involved early on together with MDeC in the formulation of the EPP2 programme during the PEMANDU labs. This is a snapshot of very high-level what PEMANDU is trying to do in terms of Business Services as an NKEA. These are the numbers we are trying to achieve by 2020. And as you can see just as a recap EPP2 is here, so its one of the 6 EPP within the NKEA, and the cost within the whole NKEA weve got something like hundred over EPP projects. What is EPP2 all about? Very quickly its essentially to build globally competitive outsources in Malaysia by attracting FDIs into Malaysia, good ones, that contribute in terms of jobs and good work as well, that will bring value to the Malaysian economy and also to the Malaysian labour force as well. And also increasing competitiveness of companies like yourselves here, the local companies. So we have programmes and institutes to promote local players like yourselves to be globally recognized and competitive. Now this is over and above whatever MSC incentive that you are currently enjoying. This is the programme that we had in 2012, and these are the outcomes and the KPIs as well. We are largely today measured by the government through overseas sales revenue and also number of jobs. How we arrive at these numbers is through AQIR. You are very familiar with AQIR? Every quarter you report to AQIR, and these are the numbers that we got from the systems. Moving forward in terms of 2013 weve retained the 2 KPIs, weve added on 2 other KPIs which are: 1. Focus on local revenues, and also 2. Focus for higher-value jobs Thats to really drive up the value chain for our local industry. And the reason why we are looking at a slow growth in number of new jobs being created is because we want to focus on highervalue jobs. So therefore the number of jobs that that are being created potentially will be lower than what we were anticipating in the past. So its also consistent with the aspiration of the increase in the GNI that Malaysia wants to achieve. Now this is very important, I need to highlight this to all of you. This is a partnership between MDeC and yourselves. I hope we are viewed as that because we are here to facilitate and to help you. Now to do that its very important that we get information about your company. Because, in the past weve had varying difficulty in terms of contacting the right person within your company. So what weve attempted to do is to extend that, not just the Chairman or the CEO of your company, we want to be able to reach out to your other important key people in your company. The COO, CFO, Sales, CTO and so on and so forth. Now this is very important because many times you probably will see many emails from MDeC and many other organizations. So this will enable us to reach out to the key people very quickly and get the response. So we do hope you will cooperate with us in this area. The other one that we are also doing is to have a profile of your company. This was emailed to all the companies I think, about 2 - 3 months ago. Some of you have responded, and we would really appreciate if you can respond if you have not done so because this will enable us to reach out to you, effectively, and the SIRs, if you recall we have a programme called Senior Industry Representative whereby we, its appointed b y MDeC in targeted regions and these are in US, Europe, Japan and also
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st
Singapore & Malaysia, who try to become our sales rep. These sales rep are senior people within their own right in their own country, and they have relatively good contacts within their own countries. So they will help us reach out to targeted accounts that companies like yours want to reach. So its important for you to help us to give us your profile so that we can easily, quickly identify you based on the requirements that you give us, then we can pass the list on to you. So therefore its important also that you key-in your information into AQIR and Score+ as well. Now let me give you an example: as we analyse the performance of the companies, we were quite surprised. Some companies for example we saw that the out export revenues were very fluctuating. We wonder whether it is because the numbers werent keyed -in or otherwise. So we hope its because the numbers werent keyed-in. So that it shows that exports have been growing. These are very important information that we seek your cooperation to give us because we are here to work together with you for the betterment of the industry. Otherwise we miss all the targets as you can see there. So moving forward, what do we have in 2013? I have collated them into 7 blocks. I will go through them right now very quickly. No. 1 we have to enhance GLC / LLC enrichment. This is essentially to promote the local industry and local companies like yourselves to the GLC and LLC (Local Large Companies). No. 1 is media engagement programme, and I think some of you have already enjoyed that. We want to extend that to more companies. This is to up the business and Outsourcing Magazine. We extend that to BFM, Star News Asia, The Star and The Edge to promote the industry and local companies like yourselves. So work with us to do that. We have a co-creation program, very interesting, whereby we connect GLCs and LLCs through a matching platform for which I will speak about in more detail later on. This is a very crucial programme for us and its getting a lot of traction, to greater success. So we are going on a big, big concern. Next one is networking forum that we will have from time to time. The local, on the bottom righthand corner was just the event that we just had yesterday. I believe that all those who took part yesterday are happier today. This was a talk by Ms. Jenn Lim, a celebrity speaker from the US. Shes written a book called Delivering Happiness, together with Tony Hsieh, the CEO of Zap pos Inc. So we want to have that from time to time and all of you are invited for these events. Do make use of this facility and platform to network. The other one is like what Michael Warren said we want to strengthen the companies. This is InnoSource, what Michael Warren mentioned just now. Score+ Acceleration programme I will talk a bit more about this later on. Case Study is what we are going to be updated on today by the Frost & Sullivan team. In Business Development, we have a team of BD guys who go working together with SIRs in this region to again, help bring in FDIs and to help companies like yourselves to win business outside the country. Just now one of the audience spoke about, he mentioned how small the local market is. Someone was mentioning, when speaking to one potential buyer, by the time he spoke to this buyer he realized that hed spoken to 9 other people. 9 of the other competitor. And the way he described it, quite lurid. Having to take of your clothes and dance around. You have to bare everything! That means its very competitive. So maybe its time we also focused on the overseas business as well. Industry participation this is where our teams will participate in these events by organizations like IAOP, what Michael was saying just now. This is the leading organization that looks after the Shared Services & Outsourcing industry. Theyve got about 50,000 members worldwide, of which I believe Bobby will share more with you later on. And SSON and Gartner events. We potentially have some participation tickets that we can make available to all of you. So we will share the list of events, with your key people, to look at how you can participate in this. Targeted networking from time to time we will have networking sessions with our FDI clients. This is through business meeting, golf networking, talk-to-you session, to look at also bringing in FDIs as well, both locally and also overseas as well. In terms of partnership with industry and stakeholders we have representations in key government agencies like PEMANDU, MIDA, Khazanah, Regional Corridors looking at trying to leverage financial and nonfinancial incentives as well, both in terms of access and in terms of networking, and of course financial incentives. Industry Promotion we have 3 major programs this year in Malaysia: the Asia-Pacific
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Outsourcing Seminar which will be held in September. This is a very important event for Malaysia nd because its the 2 time after 4 years itll be held in KL. So this is a regional event whereby we will be looking at many countries to participate in this event. So do look out for this, this will be in September. This will be organized jointly between OM and MDeC as well. And Outsourcing st Malaysia has its awards. The 1 one was like held last year. Very rigorous selection process, and they are going to have it again this year. And of course SSO Malaysia will help, and we will hear more about this as we move on. We are going to focus more on KPO development, more intensely this year so we will focus on, as MDeC as overall, focus on PFSI and the Oil & Gas sector. We will further dive down into Pharmaceuticals, Healthcare and also Engineering services. And for xxx companies like yourselves what I want to look at is KPO studies in workshop and to see how local players like yourselves can move up the value chain, either in terms of expanding your portfolio of services, or moving to new large services that are of higher value. So do watch out for this. Industry engagement like I mentioned just now from time to time to Client Management team in MDeC in SSO do have what we call MSC Malaysia xxx and also Client Management networking sessions of which we EPP2 team would like to make presentations to highlight what companies like yourself have to offer. These are networking sessions of which again, you will be invited as well, focus group around the areas of talent, financial services, external funding and innovation issues. Some of which may be applicable to you, some may not. So its good to have options where you can choose whether to attend or not. And of course again, to promote collaboration, networking as well as helping to sell the company. OM will have their breakfast networking sessions starting very soon and we would want to have, what I would call MDeC MSC SSO DDI day where the focus is to give companies like yourselves an opportunity to present your latest service offering or latest customer wins, because to us at MDeC, many times we think we know what youre doing but we dont exactly know what is it you are doing. Does that sound familiar? So to be honest we cannot get to know what everyone is doing, not just based on the matrix that we see from you, but wed like to hear from you, what are some of your latest offering and who would you like to meet. Reason I say this is because for example I had a talk with Edmond of I-Tech MSC Outsourcing and he was mentioning to me that he wanted to meet traditional legacy bank s in US & Europe. I said B y the way, my ex-boss is in this area. Why dont I connect you to him? Its a simple leveraging of my network, to help companies like yourselves. Why not. Its free. So we wa nt to do that, whereby we give opportunity for you to come to present to our MDeC internal team, and you might never know, there could be something that can come up from this session because you are leveraging on our network to try to tie you up with prospects and customers as well. Talent supply development is a very key area which the SSO cluster is looking at, both in terms of supply and development as well. The progress that we have is around the area of grass root fresh graduates and experienced professionals who are not currently in the SSO industry, because the whole idea is to try to bring more people into the SSO industry, because some people have this idea that SSO is sweatshop, 3-4 shifts a day, that kind of thing. So we want to correct that misconception and perception and to say that SSO is a very good career and high-paying one as well. We also as you probably know have got some talent development programme around the area of clusters and certification. For SSO it will be PMP and IAOP COP and also Associate COP as well. If you would like to know more about this programme either you can speak to us or the talent development team at MDeC which is under [Mohd] Imran [Kunalan] [General Manager of Talent Division, MDeC]. Ok quickly, I want to highlight to you 2 major programmes that we are running this year, so you get an idea what we are doing and, do participate. 1. The SCoRE+ Acceleration Programme is essentially to develop, manage and drive industry activities for EPP2 companies. So this will consist of 6 workshops around the area of Market Access, Vending, Sales, Growth and also Industry Insight. We had our first one in Cititel Mid Valley end of February, some of you participated and where you met most if not all of our SIRs from US, Japan, Singapore and also UK as well. And I believe some of you found it very useful because they shared insights into whats happen ing
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in those markets and perhaps also how you can approach those markets as well. Again we will be very soon sending out survey form to you to ask you what companies youd like to meet in those key markets, so we can match them and send this out to the respective SIRs to say Guys, some companies that they want to meet Pax: Alan, sorry to interrupt. I think I sent a few emails to them, no reply. Alan: Did you Cc copy me? Pax: OK Alan: Thank you. Thank you for the feedback. Do copy me so that at least we are aware whats happening. th This is the 6 programme that we want to run. The first one has been done already. The next one is around the area of Social, what do you do with the Media, especially with the new th Social Media. Thats happening on April 11 . I believe you have received the first email alert. Do mark your calendar. The morning session is essentially for CXO, the afternoon session is for working-level people. So at least we break it up. Because we know you are busy people, we know you are not able to spend the full day with us. So do look out for that for more details later on. So the rest of it, we are, we believe this is good for you, but do give us feedback as to what else do you want, or how we can improve this programme further. Because again Im assuming I know something but, but dont know everything, so do work with us to make sure that we come up with programmes that really, really would be helpful to you. 2. Co-creation Programme as Id mention, MDeC ran this as a pilot last year under the InnoTech Group. It was found to be very successful. Its a little ideation programme between buyer and also ICT companies to co-create innovative solutions. What we did was we grouped MSC companies, ICT, and these are the facts we go through, and we matched them against these buyers. Last year we ran a programme with 4 hosts: Air Asia, Faber, The MARA Group and Celcom. And some of these mind you, some of the seniorlevel management, the CEO and MD actually sat through a 1 or 2-day workshop together with these companies to brainstorm ideas, and so on and so forth. So you do get a very high-level management commitment to see this programme through. And what are some of the benefits of this programme? a) No. 1: we want to be able to, and this is also proven from this exercise xxx to give high confidence to these local buyers of local solutions. That means they dont always look at overseas buyers. We want to correct that misconception. And of course later we would like to experiment with local providers as well, b) and 3 is an error, in terms of numbering [typo on slide]. This is also where once you are exposed to these large local companies it is your opportunity to either make or break the reputation of your company, because this is a good opportunity for you to impress these local large companies. c) Short-term selling cycle the whole cycle took about 90 days from the start of engagement right up to proposal stage and solutioning and also negotiation. d) And also opportunities for growth through upselling and cross-selling. Once you are in the door you have contacts with all these senior-level management people of these companies, then potentially cross-sell or upsell. So what it involves, are these steps. And its quite a lot of work. So from engaging buyer, now we are talking to the next batch of local hosts, identifying companies like yourselves, how do we stack you together with other companies because here the concept is that we dont want to just give business to one company, we want to be able to stack companies together. We connect them to the buyer, do 1 or 2-day workshop to come up with a solution and also identify the solution, and going to proposal and procurement stage. So far the results are, you are talking about average sale, average potential value of RM20 RM30 million worth of project being the pilot. In the SSO cluster, as we look at the pilot and how do we then implement for the SSO cluster, which is quite different in terms of stacking. So what we want to do is to be able to do the selection and stacking of companies like yourselves with complimentary solutions. So as we internally finalize this programme for SSO cluster, we hope you guys will be able to start thinking about If I were to, lets say target Maybank, target Sime Darby, who else can I work with? Im sure you do currently work with some companies to be able to offer wider range of services that are useful for hosts like Sime Darby and so on and so forth. So start thinking about that. We will also internally start to stack you with other companies as well. And this is where the profiling is very important. Remember the profile you submitted? So based on that we will then say Maybe this Contact Centre company can match with this CRM solution
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company, This Procurement company can match with this e-Procurement company and Accounts Payable. Things like that. So stacking is a very crucial step for us. So we would also want to be able to look at selecting anchor companies as well. These are typically bigger companies, to be able to anchor the contracts as well. And of course the willingness to be able to work together with smaller companies. Typically each stack is about 3 companies minimum. Also depends on how large the project is, and course twice as hosts. These are the crucial steps we are going through right now, and you will be hearing a lot more about this co-creation programme next couple of weeks. So with that, thank you very much. Any question? Otherwise, Pax: Alan, quick question. You mentioned a couple of key events going on in the next few weeks. Is there like a published calendar we can look at? Alan: Yes, we have emailed the 1 version to you guys 1, 2 weeks ago. We will email these slides to you guys soon. So we do have calendar events that we track. We will email this to you. Thank you for the question. Pax: MSC companies have set MSC website for a lot of updates. Could we not put this up on the website? Its much easier. As you keep changing and upd ating it will probably be much easier to write. Alan: We have to figure out how we do it. Thank you for the suggestion. Anything else? Pax: The stacking concept that you mentioned. Has that been piloted till now? Alan: For the companies, yes. But not for the SSO. Because this is where again, I want to be open to you do work with me, and we are keen, because stacking among the SSO is relatively new to me as well, so lets work together to make it work. There are a lot of issues involved. So lets work through it. Michael: in the technology space, its easier to say, I do network, you do servers, I do this, you do that. Collectively this is the stack, and you can take it to xxx The question is Can that be done? You do Call Centre, somebody else does BPO, and somebody else does KPO. Will you guys work together? Pax: The ownership who is this customer signing with? Michael: The customer is signing with Malaysian GLC, xxx Air Asia, Celcom, all these guys. Typically in the technology space you will find technology companies that come by and say, you start with Celcom and Celcom says Yes I know, but there are 2000 companies out there who want to work with me, I dont have the time to be reaching out to each one of them. T he main thing that MDeC has with Celcom is that we will qualify a company and bring them together, key company, and put them in front of Celcom, and talk about deals that are not really tender deals. Because if its tender its too late. Tender means its going to be published xxx Tell me about the problem that youve had in Celcom, let us to collectively have a framework xxx So when we talk about some major problems, then the MSC companies come back together and say Look, heres the proposal (2 weeks later) on what we think, collectively, me and these 4 other companies can do for you in this problem area. So for example Faber. Faber has this example where they were looking at xxx and they were looking at resource coordination between the xxx to figure out how to optimize resources. And so 2 of 4 of these companies came back together, and did a resource optimization program. Faber looked it 2 weeks later, and said It looks good. And they awarded the deal like 3 weeks later. The deal was about RM5 million to this consortium of companies. Without this programme these companies would never have gotten the job. And it was not done through tender. And the people that were involved in this were very high level. Air Asia took a bunch of companies through to walk around the Air Asia baggage handling system, the xxx system, spent about 3 hours walking them through the entire structure so that these companies can see exactly how it is Air Asia operates, and then log it back to the room and spend the whole day, thinking if they can do that, talking about the problem. And then they put their heads back together so that they were clearer and came up with a solution and Air Asia xxx So this is how xxx where we say we try to help Malaysian companies get more business in Malaysia. The issue is many Malaysian companies are small, so to target bigger capacity, go after bigger deals as well. This was presented to Idris Jala last year, and to the Prime Minister. In October of last year the Prime Minister actually endorsed this. He said there is nothing stopping Malaysian companies from giving them local business. They should work together. Its very admirable. If it works, it makes sense. We do need a watch guard, a body, to make sure that
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st
the sanity of the companies working together, they are not going to kill each other. And the sanity these companies, and they work together, and they add value. So as a result the Prime Minister in October last year said that if it works among the GLCs, and GLCs are something that all of us have been chasing for a long time. Khazanah falls under GLC so weve been saying Give us business, dont take it outside So the Prime Minister then turned around and said Why dont we open it up to all the Entry Point Projects as well? So in Malaysia when they starte d off with the Entry Point Projects under the NKEA there were 131 Entry Point Projects. As of last month its 149 Entry Point Projects. The objective is to first attract RM100 million or more. And so the Prime Minister xxx our International Advisory Panel xxx where all the ministers were involved xxx your Entry Point Projects, to see how we can involve more Malaysian companies. Those Entry Point Projects, 100, 130, 300, 1 billion RM typically they are not going to award to a company that is very small. So a consortium of companies will come together to go after this. We are still exploring on the Services side, how do we tie things together. xxx our products xxx to figure out who our complimentary partners that can go after this deals. So if you can figure out the complimentary partners, and we can bring the GLCs, and we can bring the xxx Entry Point Projects, to show you guys, to see how to go after a lot of these deals. Pax: In the ICT sphere who will you sign the agreement with? With Faber or,? Michael: So each consortium has got an anchor which is a consortium of companies. So when you create a consortium of companies, its not a joint venture, you have an anchor company. That anchor company has an MoU, between the consortium, and that anchor company becomes the one that signs with the end-customer. Allan: xxx my personal xxx my position xxx stacking might be seen to be xxx if it works xxx it is hopefully something that we are xxx Today, the Malaysian outsources are very small, compared to whats out there xxx Michael: there is one other angle to look from xxx the anchor company that builds up the xxx for business, or participates in this. The anchor company tends to probably be larger, and they will work with the smaller companies in the niche areas that the smaller companies appear. Im not saying that the anchor companies have got everything. They must be working from a niche KPO in certain areas. We found that in the info tech area, some of the anchor companies have got quite all across Asia Pacific, say the Banking sector they might have server. They have made very strong, big clients all over the place, and theyve got very good clients tha t theyve been running for years. But those clients today are going slow, they are not doing too much. Because projects come on a cyclical basis. So then they tend to work in the co-creation stage in working with companies that might have niche offerings that they can upsell to their customers. So they still need the co-creation program, but it is the upselling that allows them to get out there as well. From a similar perspective they look at it and say Well if Im not doing it somebody else is going to do it. Might as well be the one to control it. On the other hand the smaller companies would say Without the big boys being there, Im not going to get anything out of it. That is the example of how xxx So we saw some good synergies and with that now we are starting to see what we can do in shared services. Pax: So the anchor may not be a local company? It could be an MNC? Michael: Some are Malaysian companies. They are listed in the xxx and all that. The anchor should be a Malaysian company. The preference is that the anchor should be a Malaysian company. If we take a large Entry Point Project, lets say RM100 million or more, when you think of financial stability of the local company as well. So this huge thing, as a consortium, the cocreation, working with a multinational as an anchor to give you the financial clout of credibility to undertake a RM1 billion deal makes sense, then we have to kind of consider it. If not multinationals come to us by themselves and say that they want to be a part of it, unless the domestic players see the value-add they wont actually be doing anything. Pax: And other providers are basically doing the sub-contract with the anchor? Michael: Its not really a contract, its a document. Pax: So they legally transfer it to the end-customer? Allan: It is part of the stacking engagement. I think weve spent enough time on this. We can take this offline after the sessions, because we need to proceed to the next presentation. I call upon Mr Pranab, Business Manager of Frost & Sullivan to give us a presentation on the Case Studies.
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3.3 Pranabesh Nath

(1039) Thanks Allan. Good Morning, everybody. There are a lot of interesting ideas there. The xxx Program, the Co-Creation. So the idea is to make Malaysian companies more attractive, more competitive and what I am going to be talking about is basically a specific subset of that: How do you improve your Marketing services, your Marketing program, and how do you then use this both for your internal customers and your domestic customer as well as attracting foreign buyers into the company. So my name is Pranab, Im from Frost & Sullivan and I have very few, several slides Ill be talking about. This is the vendor, and by the length of it, I just have about 10 -12 slides. So Ill be talking about the Introduction what this program is about, what we are doing, what are the benefits that you have as an EPP2-listed company. If you participate in this program what selection criteria we have and what kind of timeline are we looking at. So a bit of background about this project. MDeC signed us to help initiate and start this project where we are looking at developing case studies basically. In terms of the Malaysian market, the Malaysian industry itself, there are a lot of interesting services and solutions being sold in the market, and there is some interest from foreign buyers about looking at Malaysian companies and seeing that there is investment potential in the market. However there are some challenges as well. So the main one is the Malaysian companies sometimes dont have a very good Marketing program. So if you compare the Marketing programs and even the budgets of Malaysian companies with multinational corporations: the way they have a very specific set of services, the set of campaigns they look at when we talk about Marketing, the Malaysian companies are a little bit behind in that respect. So I think there is a chance to improve there, and thats where we can help. And also in terms of foreign investors having limited awareness of the capability of Malaysian companies the kind of solutions that you sell, what your key spends are, what your value proposition is. So this initiative will help you to talk about those things and bring awareness to your potential customers. So what this project is about, well be talking about getting and increasing awareness on your products, helping the Malaysian companies in the EPP2 list, foreign Marketing activities and yes, basically Im talking about the Case Study xxx And thats about it. So in a business growth environment how can this help? We have xxx a lot of challenges that we have xxx Michael was talking about the fact that this market has become a lot more competitive. So you have external challenges, you have internal challenges where you have to deal with both kinds of challenges and still grow your business, still gain customers, and still create jobs. These are all the things we saw earlier. So in terms of external challenges the Marketing activities tend to be quite expensive. We are talking about campaigns that focus on specific areas. If you are talking about participating in events, all of these things can become quite an expensive exercise to the company. And thats why we see large companies tend to have very, very sophisticated Marketing activities and programs. Whereas smaller companies tend to focus only on very certain things, or sometimes dont focus on anything at all. Most of them just h ave a website where they talk about the product and services. Or sometimes they have participation in events, but thats about it. I think that in view of that, thats where we can be useful. In terms of internal challenges you definitely have the pressure to increase sales, grow the business. Talking about budgeting issues. So I think when we have a very specific Marketing program, certain areas, Frost & Sullivan can help, and we are going to be talking about that in the next few slides. So thinking about Case Studies, right? What is the benefit of a Case Study from an overall Marketing standpoint? If you think about the different programs that you have you may be running some programs right now in your Marketing budget. You may or may not be. But Case Studies are quite effective in increasing the awareness of what your company does, and its something thats quite interesting so a lot of different companies focus on this as a primary, a very basic tool to actually put, to increase awareness of companies . So its on the website, they put it in brochures when they go for meetings and it can be quite effective. So when you talk about things like the benefits: First of all it increases the lead flow in terms of revenue growth. So when customers see that they see your capabilities its in a very nice-looking document, in a brochure, its very clear, sometimes the website itself can get a little complicated, can get a little hard to understand. So when you have something that you can give to companies, you can send, you can download, it
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definitely makes it easier for companies to then look at your services and see if they are interested to buy your solutions or partner with you. (2 ) Definitely it validates your capability as a company and answers the (3 ) effectiveness of your Marketing that we spoke about earlier. (5 ) Its a very powerful sales support tool. So its something that your sales people can use to take to the field and provide to your customers. The survey that weve done, with our own customers to understand how this activity helps them. As you can see here, about 63% said that they use the White Papers to evaluate Case Studies of Technology products or services. Companies actually look at these Case Studies and theyll see whether its worth investing in this solution that you have, what kind of technology that you actually have, is it something that actually helps these companies to solve their own business challenges and problems. There are a few other things that we looked at. A lot of companies actually forward these Case Studies and Marketing collaterals to their colleagues, so its something that goes viral within their own organizations. They always use it for future reference. And so there is quite a lot of benefits there when this is being done. So Frost & Sullivan has been developing Case Studies for quite a long time. We do a lot of Case Studies every year and because we are a global company we help global corporations in North America, Europe, Latin America, even in the Middle East as well, to help develop their Marketing services and their Marketing programs. And this is where it becomes quite easy for companies to leverage the services that we can provide, and provide a third party, independent Case Study and deliverable, white papers, to validate what they have done. So becomes like a very valuable source of information when theres a third party providing that collateral for you. We definitely understand the market, weve done a lot of research in these areas. Weve done a bi t of Outsourcing, but also in terms of ICT as well as in other verticals banking and financial, healthcare, pharma[ceuticals].Theres a lot of research that weve done. So we leverage the research that weve done into these white papers. So theres sometimes xxx report, what the industry, whats happening, whats the value proposition that these companies bring, what solutions are available and how these customers can benefit from using the particular company and its services. We have done quite a lot of work in this area recently. We have vendors, we have service providers, weve helped companies around Asia Pac[ific] as well as globally to bring out these white papers and Case Studies for their own Marketing services, like I mentioned earlier, and they look into a lot of different areas. Weve done ROI studies, weve done customer Case Studies, we have looked at implementation exercises. So very different focus in terms of what the Marketing programs looking for and what the goal is for that particular company to do their Marketing services. Sometimes its very sales-driven, theres a sales focus to it. Sometimes its very Marketing-driven in order to improve awareness. So there are different goals and there are different objectives and we have different set of collaterals that we can help with, depending on the particular group. This particular Case Study initiative that we are doing the main objective is to help improve the awareness of what Malaysian companies are offering, and to position the Malaysian companies in a good light when customers or potential customers are looking at evaluating your products and services. So this will help you as an independent collateral that we can provide to you. The methodology of this is, that weve given you is a very simple methodology. We are looking at first of all to select about 30 companies from the total EPP2 company list. Theres quite a lot of companies there, and because we have to select various selection criteria that is involved, well talk about that later. So once that is done, we will request for interviews and data for developing the content in the Case Study. So this is the main part of the project and this is where we will request for your cooperation in talking to us, in providing information. So a good Case Study document, in the end its all about what content is there. So its very important for us to get that amount of information for us to actually put in that Case Study document. And finally once we get that information after a certain amount of time we will put that in, we will analyse it and then we will produce it as a final, Marketing, very polished looking document. So whats the selection criteria? First of all its the first-come-first-served basis. But most importantly, like I said, is the quality of information that you provide to us. And Ill talk about what kind of information we are looking for. But its really the quality of information that you can provide to us in terms of filling up certain
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sections and talking about certain ar eas. Because if we dont have this kind of information its very difficult to put together a good document that the customer is interested [in]. So sample type of information that we are looking for, so, these things are in talking about statistics basically company history, how many employees you have, where your various offices are located this is just a sample from a different background. But it still gives you an idea of what kind of information that we are looking for. In terms of success stories we want to hear what you have done well, how you overcome challenges in the past few years, based on your company history, what is the solution roadmap, what is the solution you have right now, and what is the future roadmap in terms of what you are producing. You can also talk about your specialty in a certain domain, in a certain vertical or industry. Or else you can talk about certain things that you do really well. So I guess to position you and show your value proposition in the Case Study. So that kind of very specific information is quite good to talk about here. We also, I think another important part of this document is going to be the customer reference. We are going to be talking about from your customers perspective and what they see xxx in terms of solutions, what they think your value proposition is so we would encourage you to talk about and share that information as well. Ideally we would like to have access to one of your customers who can give us that information and we can put that in. However I think sometimes its a challenge, so we could work with you to see how that can be solved. But the idea is to put a customer Case Study there, on top of whatever information that you provide directly from yourselves in terms of products and marketing collaterals. So the final Case Study will have information about you, about your services and about your value proposition. But it will also have a message from the customer who is basically saying that This company is really good, and I enjoyed working with this company and they really solved my problem. So that part is very, very important. And Ill be looking for that kind of information in terms of the selection criteria. Pax: Do you know that, actually if we are a local company, most, most lets s ay for example the whatever multinational company or GLC they always have a Tier 1 Partner, Tier 2 Partner and Tier 3 Partner, Technical Partner. When the Tier 1 Partner they will go to the market together, they will say, This company implement this project with me, this is good. So they come out with white paper, like IBM, Accenture. When go to Tier 2 they will only create this company. Pax: xxx Because of GE. Thats not the point xxx simple as that. Pranab: And we can get matrix around that, it would be really good. ROIs, xxx, numbers. Actually numbers that we can use. That would make it a lot more readable and effective. So Project Timeline is the last slide. We are looking to finish this in about 9 weeks, and out of that we have about 5 weeks for finishing the Interview process. So this is starting from, so, will, today is the, sorry Monday is the Project Kick-off date. We will send, we will request for interviews starting from Monday with the companies that register with us and we will send you a discussion guide as well, the kind of information we are expecting both from yourselves as well as from your customer. We will send this by email, so the companies that are not in this room today will get all this information. So once we send that information out we have about 5 weeks to finish the whole process. So again, based on first-come-first-served basis, based on quality of information that we get, we will start xxx these documents. We will produce a first pilot-based week and we will send it all, to see how its done. And once we have the information from you, we have interviews, so we will come to your office, we will talk you, talk to your customer, we will gather all the information that xxx we will start producing the documents after the analysis. And we will send you this document, a graph version for you to take a look and see if theres anything that you want to change xxx you think should be xxx So thats the whole process, and then we will produce that and we will take these documents to our marketing team and they will make this into a nice-looking brochure which you can either print or you can put in on your website. So there will be 2 different versions that we give out. Pax: You look at 1 Case Study per company, or? Pranab: Yes, thats right. Pax: Pardon, 1 case study per company? Pranab: Ya. Pax: No buy-1-get-1-free? Pranab: Any other questions? Right, so I think this will Pax: Would you help the companies in building the next few xxx
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Pranab: Yup. Pax: And this one, and MDeC is your client, right? Pranab: Yes. Pax: And so the next thing will be that of course you can help companies who are able to xxx Pranab: So, the thing is that when we help individual companies, we look at the specific issues that they have, so the documents that come out, the services that come out, are very focused. Like I said there are ROI studies, there are implementation studies, there are lead generation exercises, all kinds of different things that can be done. This is mostly for improving the ranks. So you dont have the same template that we will be producing. Pax: So we will be looking at xxx can be discussed. Pranab: Ya. So my colleagues have some forms and if you are keen to participate, so we will just go around. Please fill up your contact information. You can make the process a lot faster, rather than asking for information. So if you could just fill up right now and we can start sending out those emails requesting for interviews. Right, anything else, any other questions? OK, thank you. Allan: Thank you Pranab. Shri [Srikrishna Vadrevu, Founder-CEO, SigMax E Services & Head of Research, Outsourcing Malaysia], thats the benefit of staying in Malaysia for so long. You know the Malaysian style of negotiation, Everything also boleh , right? OK, so do quickly sign-up as soon as possible. Now, we are moving to the next topic of presentation here. Its around the area of IAOP Benchmarking. We had this in the first batch last year. We had a little bit of issues in trying to get it done. So we will be running it second batch. We have a slot for 8 more companies. Right, so we are having this briefing so that you will understand what it is all about, what we are trying to achieve, whats the process involved. So to give us this briefing, man y of you will probably know him already. But for those who dont him, he is a very important figure in the IAOP in this region. He is a resident in the Malaysian chapter. He also sites on the OM committee as well. So ladies and gentlemen, Mr Bobby.
3.4 Ramaprasad Bobby Varanasi

(1106) Thanks. Good morning. I will introduce IAOP, quickly, for those who are not aware of the organization. I will also try and address the points that Michael made at the beginning, as in How we get clients to the benchmarking exercise that we undertake every year. Foremost, I think quite a few of you have participated in the benchmarking exercise. Pax: So xxx form we are receiving part of our xxx MDeC xxx... higher score is much preferred but xxx Bobby: xxx benchmark Malaysian companies in the industry because xxx benchmarking is not regional, it is global benchmarking. Not many of you have participated, many of you have had some inherent challenges, and of course of the first batch of 31 companies that we were engaging with, we had only 23 companies who actually provided us with good information. Among them 17 of them provided with all the information, and 6 gave partial information which did screw up our assessment. One of the pieces of information is What process we want to help you with in the Case Study. Like that particular person was asking the question about free because we need a minimum of 3 to validate. We could be once or twice lucky. Most importantly the benchmarking exercise is meant to put you against the marketplace across the platform . Typically the process involves an average of about 500 600 companies. This year there were 585 companies that went through the process globally, from HP to IBM to SyCom and VADS and others. The top 100 get listed as the worlds best vendors. I use the word Vendors and Service Providers interchangeably. Most importantly its not about size, its about capability. And from an IAOP standpoint it is driven by the buyers, when you are being assessed by the buyers. The judgment panel of about 9 judges, who are all buyer representatives, typically CIO level, C-level people basically. One level below who are Vice Presidents running global sourcing portfolios, who have been there who keep buying services. There is no advisory board, there is definitely no academician involved. So you are being assessed by the buyers. So whatever you are submitting, remember that that could be in real life you are submitting information to a potential client and
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hoping that they trust you enough to say Lets engage with you. So thats the biggest, and there are a lot of other bigger commitments involved as well. And I will walk you through the results in a bit. We are not mentioning company names because those are specific organizations. MDeC will reach out to each company in terms of the specific results that they have achieved. But this is what there is for the rest of the 8 companies that we need to do, and hopefully we will extend this to another batch, I think there are 65 that we were talking about, the total setup of players and the companies. So weve done about 30, then we do another 35. There are 3 key points to remember here: 1) 1 is that come what you believe, from a buyers standpoint its Capabilities first, Marketing next. We cant really emphasize that enough. You can sell anything to kingdom come, and unless it is not proven, its not validated, its only so much of a Marketing rhetoric. And in many cases for countries in the emerging world, Malaysia included, they spend more money in Marketing and Ive seen little results. And the question we begin to ask is Either we externalize the problem, or we xxx. And more often than not, if it is more than just a countrys name and look at companies as individuals there are inherent problems. There are a lot of initiatives like stacking for example. There is an organic model that Outsourcing Malaysia tried to pursue 3 years ago. But there is an equity-level consolidation that is involved so now we just go with that. Service that, just what stacking is all about. Complimentary value alignment. All of these are initiated, but at the end of the day it is the service portfolio that is necessary for the client. So either we put companies together, and that is what the Government can help. But how will a company individually create a service portfolio? You might be the best at Call Centre, but the client is not offering Call Centre anymore. He is offering a complete function. He said the services the cost the function could be revenue assurance. Call Centre is a small component then. We have to start thinking like that if we are going to compete effectively and remain relevant. 2) At the other end the assumption that domestic markets, since Outsourcing is still immature, from a buying standpoint we probably can get away with discreet service. We can, but not for long. And since these companies are in the blue market and considered to be the torchbearers for Malaysias industry, going forward, you are supposed to be the leader and others will follow, and the whole question is how to get it running? And how close, what is the proximity between you and the industry reality? rd 3) The 3 thing that we found in all the assessments globally is that when companies make it to the top 100 is because of their understanding of demand demand centres to be the most important. The stacking program will help understand the demand effectively. But what are each one of us individually doing to understand the demand better, position service, right? So that is the whole emphasis when we assess companies in terms of the capabilities, in terms of the resilience, in terms of market value. It is not about how great you have been in the past. Its about how well you can sustain the future. And are you as inclined towards Demand, or are you still inclined towards Sales? th 4) The 4 component we found in many companies around the world xxx eventually they dropped off in the rankings very quickly for one key reason it is a very Sales-oriented organization. The entire emphasis, when they present the data, is very Sales-centred. It is about I am the best, its about claims. But when you scratch the surface and look at the other questions within the questions for example there is no matching. So it seems to be Greek and Latin language all mixed into one. With very high level of Sales emphasis it has to be backed up by actual reality, whether it is in the form of practices in the organization, whether it is in the form of talent development. In certain cases we found, give you an example, huge emphasis on We are the best and We got the best resources bla bla bla [sic]. When you look at what it is on the HR side how does that work? How are they managing the capabilities? How are they managing the current growth in the organization? Not just numbers, Im talking about xxx How does the xxx find reality? You will find a 2-man HR team who basically does Recruiting and Personnel Management. And we keep wondering how does that link to each other? So something must be inappropriate. Either the Sales stories are inaccurate, or the HR stories are not being articulated well. So you have to understand that when you are applying for a benchmarking: 1. One is the seriousness nd 2. 2 is the senior management commitment We have found instances where a team leader is given an assignment: Just go and fill this questionnaire around. How can you articulate an organizations entire effectiveness, you
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would want C-level people, senior executives of an organization to look at it in a very serious manner, in ways, internally. Although the questionnaire would probably take you about 3 to 4 hours to get the work up, the amount of preparation required would probably take you about 2 to 3 weeks. In an organization like Infosys they have a team of 8 people who spend about 6 weeks to prepare the responses. So Im not kidding. So thats the level of commitment required and I would have hoped that this would shed some light here. Well go through some of the components here. Quickly, for those who dont know IAOP because we spend a lot of time on the process of benchmarking, what we are doing in Malaysia, and give you an excerpt of the results. And then I will leave you to decide, for you to participate, for those who have not. For those uninitiated with IAOP, it is a global association of Outsourcing professionals and it is headquartered in New York, and we operate globally by virtue of a lot of industry-driven leadership, and Ill show you the structure in a bit. Its a standards-setting organization, so what we have are standards that allow you to deploy Outsourcing models, endto-end. Right from the beginning, if you walk into say, an Affin Bank today would probably not outsourcing, I dont know much, and how do you start taking the senior management out there to understanding how procedures are done, how can you be a part of that xxx all the way through to helping them manage complex engagements, trying to look at forecasting the effectiveness, etcetera, but thats the whole lifecycle. These standards have been developed by the industry over the last 25 years. Typical contributions have come significantly from the large vendors and all the large buyers. The ones whom we ve always talk about are the ones who are th the topic right, for the last 25 years. Its right now the 11 version, and its a very global standard and you can start with this practice tomorrow if you want. So typically when you look at the entire standards and works its about: 1. Outcome. Its about business outcomes. It is not about technology xxx its not about just based on xxx so please bear that in mind. You can be having the smartest process but if it is an isolation to a business outcome it doesnt really mean anything. Right, its like my son carrying a Samsung Galaxy S3 or S4 and keep wondering what does it do. What will it do, when he only understands 4 items. So thats the whole point of it right? nd 2. The 2 thing with the whole business of the industry, the standards are built, developed and usually managed by the buyers themselves. And they come from all over the world. So the standards are going through significant reviews and modifications. Every 6 months typically we do a review. So what it means is that things are changing, very dynamic environment. So things that we think are high value might actually become a commodity in another part of the world. The term of KPO its a dead term. Sorry, please dont get me wrong. It is a dead term. What does it mean? The clients today, even in Malaysia it might mean a lot. The buyers like to use that term. They are not matured yet in buying, so they still be able to want to make a distinction between standard and non-standard. When we talk about going global, and I think all of you, the torchbearers of the country would have to go global anyway, if you havent already done so, then whats the xxx Nobody cares about KPO. How, what services you offer has got no consequence. What sector you impact and what outcomes you create thats the only measure of success. So for example if our standards, your SLAs are meaningless, would you like it? Thats what you believe there right? Business is built around SLAs right? Its useless, its meaningless completely in the marketplace context. Think about the amount of change you have to make. So hopefully with all these programmes that shift in strategy and direction will happen. So be a part of IAOP to get close to that kind of practices. There is a huge amount of emphasis in industry development that we engage in. So we have, if you like, the industry side who will collaborate a little bit with MDeC and others, there are also a lot of other influential organizations like the Rockefeller foundation, a few of them on the social side as well. Huge number of programs that you can participate, be a part of the Malaysia chapter, which is collectively run by IAOP, Outsourcing Malaysia and MDeC. So that you will get closer to what is happening. We get a lot of information and ideas about how to participate. There are a lot of awards as well. What is interesting is what we are talking about is something we call GO100. This is called the Global Outsourcing 100. The top 100 Service Providers on the planet. They come from all over the world, from Brazil to Russia to the US, India and everywhere in between. At the current moment there are 2 Malaysian vendors who have made it, and hopefully well have more. Of the 100 they are categorized into 2 subcatego ries: st 1. 1 is the Leaders. The 1 75 companies are called Leaders. 2. The next 25 companies are called the Rising Stars. So lets keep this in mind because when I announce the results it will be very helpful for you to
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relate to. So the benchmarking process itself, its pretty straightforward. The entire benchmarking exercise is online. It is developed by your organization. For the purpose of Malaysia what we have done is 2 key things: 1. While we have deployed the process which is used every year to establish the top 100 companies on the planet, 2. we have compared the results of the Malaysian participants. In this private exercise, weve compared the results and put them in the same assessment parameters as the reference results and given you referencing ranks. But your ranks are not listed in the 100 because this is a private exercise. So that information is protected and is only available to IAOP and MDeC. Each individual company typically gets a report after they have participated. That same report is also, I think, Im not sure if you have the reports out here, I think its the 23, but the reports are all within that, and you will be receiving that. Each individual company gets your report on your overall performance. So the idea is to view the rankings among this cluster of organizations and see how they compare in the global capacity. So if you are, for example, categorized as Leader 36 that means that you actually, you really go and participate in the main assessment, you would be in the xxx. Im not saying you will accept it because xxx its a function of the kind of capabilities that are accepted by each set of xxx This year we have 586, 585. Last year there was 496 I believe. So it depends on how, and your scores and possibly your ranks. Pax: For companies that are totally irrelevant globally and very focussed locally, would this be relevant? Bobby: Of course. This is not about saying Am I comfortable with somebody in Brazil? Am I comfortable with somebody? From a clients standpoint. Simple as that. Its a clients setting. Its like the father telling the kid You rank # 2, you should be ranked # 1 . Then the kid turns back and says I rank # 2 in my class, in my section. In my class I rank # 6. So who do you keep comparing. Its the point of saying that Have you got 95% marks in terms of what the questions are? Thats the biggest mistake we make when we talk about Sales -driven organization, its delivery. Thats the problem. When we talk about sales, companies whove had huge history in credit, have been making / have been doing, thats the same thing, is assuming that Sales is exactly the same if you swap the word Product for Service. Thats the biggest mistake, cardinal mistake that we make. But I think Malaysia is as much a culprit as many other nations. In the yesteryears when we were selling products we were selling features, that are true features, that are tangible, and you cant really make much in this industry. But service, the same service means different things to different clients. Pax: Bobby, the reason why I asked is because you mentioned that the evaluators are C-levels are different from all over the world. So if we are not visible to them and they do not know what we do, how would they know how to judge us? Bobby: They do not need to know you by name. Your information you submit is what will allow me to know you by capability. Im not interested in name. The companies are not interested in the name. The name is for you to promote tomorrow morning if you are among the global partners. Thats the consequence, the visibility is the consequence, not the entry point. Have you heard of companies like Luxoft? Stefanini? Do you know these companies? You dont know them right? Luxoft is Russian. U$D400 million in revenue. 3 years old. Stefanini is about U$D850 million Brazilian company, and 6 years old. In fact, Marco Stefanini, the CEO, started off with a very small IT company, just like anyone of us here, has become one of the, all-famous of all Outsources, in a matter of 6 years. Its the kind of things xxx to drive an organization to create the value. Thats the whole point here. From the benchmarking standpoint, the judges dont care where you come from, who you are. All they care for is the capability. If you dont stack too well. Our industry is Delivery-based. It is not Sales-centred. Sales is a consequence. So when we start looking at the service centre from a competitive standpoint, to be among the best, to be seen as relevant service providers to enable resilience, the whole function is Can you deliver on the promise you are making? In a product sales mind set, you always see that subject to a lot of wear and tear right? Products are always that. These are the features, subject to how you use it. In the services industry, in our industry, its all a shared-risk model. You are taking accountability for the outcomes. So then can you deliver on the outcomes, or do we just want to go and blanket big promises? For example, in this benchmarking we also look at how you manage the pipelines. Look at sales pipelines for product companies. Its the number of people they meet, the number of
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lunches, number of dinners. Thats it. Its a randomized view. Services pipelines are very different. Its an intelligent pipeline management. Are we in Delivery different with that? Its all pursuing the right clients with the right services. As opposed to pursuing the easiest clients because its easy to accept. So when you think of the market xxx variance, we are not talking about Malaysia alone but in many countries its because it was easy to access. But not necessarily the relevant clients. Or, you have not developed a service provider xxx protection. So those are the other things we want to address in our line now. See, if we had just 1 problem a week, eventually, all said and done, Michael, IAOP can only enable. They will be yourselves who will have to make the change. The intent is, with this exercise, it helps you identify those strengths that you probably have not leveraged enough, and identify those weaknesses or area of improvements which you have to focus on and not keep it in the closet any longer. Thats the intent of the exercise. After that its your decision. So there are broad categories, there are 5 categories, in terms of: Customer references Recommendations Certifications
Mind you, the detail and the vigour with the responses here is not just about providing an answer to a question. Its about providing an insightful response, that means something to a client, that means something to the business, that has a clear articulation of benefits: Doesnt mean Ive got 5 certifications, 65 Project Management Professionals. What does that mean? What does that mean to the client? What does it mean to your organization? How does it enable you, or how does it disable you? So its not just in providing a response. Its providing, its about articulating that impact. And of course ensuring that there is consistency with your response as well. Like I was saying you promise a great Sales team at one end, and at the other HR is just, personnel management. So be careful, Im not saying that. If you lie you get caught anyway. Its quite straightforward if you get caught. nd The 2 thing is with certifications, for example is that institutionalization of practices. The bane of this massive endorsement of certifications worldwide. Started with ISO right? You walk in to India, where I come from, every single store is ISO-certified. Its a process, right? Whether its outcome-orientated or not nobody cares. I have a process. We have a joke if you want to murder, and this is how I murder: shove a knife, say hello, leave a mark, walk away. And I do the same thing over and over again. I am ISO9000 now certified murderer. My friends and I were having this joke, when we were having a debate with KPMG on the effectiveness of ISO certifications in India. The same thing applies to CMM, CMMI. Malaysian government is probably the most benevolent government on the planet. You are very lucky. Many companies would die to have the after-support that you are receiving. The industry xxx becomes a Marketing tool only when you are in trouble. And thats whats happened. The view that weve seen in 6 co untries, and Malaysia is included unfortunately in that, is that certifications are used purely as a Marketing tool. They are not used to institute Managed practices. For example Im working for Shri and Im a certified xxx practitioner, xxx whatever, and I take the 1 week break xxx whats the point of him having the certifications there. So think of it that way. Im not trying to fix the blame here, Im talking about the market reality. The certifications are about institutionalizing practices, so that you are reducing dependence on individuals.
See when we talk about attrition right, one of the Marketing messages we have is Malaysias got low attrition. Honestly thats nothing to do with our industry. It is about your national economies. Nothing to do with us. Of course, we claim it, as a benefit. In India, and we say India has got high attrition 65%. Look at the yearly gap. We never ask them the question right? Oh we are 5%, they are 65% But they are growing. Several clients a quarter. We are struggling with 1 client a year. The reality is when you institutionalize the practice it doesnt matter who comes in and who walks out. You want a particular Management group? The entry level can be a revolving door, how do I care? So those are the things, you have to bear these in mind. And this world is not about a particular country. It applies to our industry anywhere. And those will be the assessments. So when you are responding to these questions, right, when you have these concepts of how to articulate, pick up the phone and call me up. Ill help you, not write it out, but help you articulate it in a manner that addresses the problem correctly and also gives the confidence in the information. Because that will be used to actually give you the scope. So any of these categories, its the point management, executive leadership. Its very important, these 2 are about people, industry about people, right? We talked about employee management, and now we talk about
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recruiting, right? How great our recruiting programs are. Nobody mentions our recruiting matrix. What are the change matrix. Thats important for me. Its not about how great you recruit. Weve seen responses, we use all the social media platforms and theres one company actually, listed out 16 social media platforms. Im like, So? Did you try and back -effort the rate that is within 5.5%? Still, over the 3-year period why did that not change? That means your cost of recruiting might have come down, so the CFO feels Wow, nice. Cost of recruiting has come down, is nothing. But the 15% recruiting has now increased. See, if you look at it that way. So those are some of the, the vigour is there but the complexity of the assessment, with the information lies in what, how you represent that, and how does it tie to all the rest of your other things. And any of these, in any typical benchmarking environment when you respond to the IAOP panel in benchmarking you have no score. xxx You cannot pick up the phone and call anybody and say Hey, can you help from IAOP? In this, this is a private benchmarking exercise, you can reach out to us. We will help you present that information. We will help you think it through as well. Pax: Based on these criteria is there any weightage connected to the individual criterion or are they equally judged? Bobby: Ya they are equally weighted, and the scores are 1 8, theres an 8-point scoring system, which is weighted individually. Pax: So they are all important? Bobby: They are all important, absolutely. Unlike, what we think of analysis like, everything is equally important. You could have everything great, and the CEO is only a techie. xxx In many cases we have seen, the small and medium sized enterprises great services, great solutions, right? And effective leadership highly effective leadership. The CEO is still a techie. Maybe, he shouldnt be that, right? In his position he is fine. Pax: I think it might refer to some people in this group? Bobby: Im sorry but this is how you want to look at, right? I may not be the right CEO. I might be the right Chairman, Im the owner. Whatever it means maybe I need a different individual then. In many cases we have seen, I think you have seen it in a few companies in Malaysia, the responses that we receive here as well, was that the Executive Leadership was excellent, given the wrong services. Even more disastrous model to me, you can imagine, all along, with you all for the IT fellows that were running the BPO outfit. You could not know nuts about BPO and ITO, and suddenly we run there. We have seen it, with a few companies. And suddenly you find that those individuals who are highly effective leaders themselves were pursuing an inappropriate model. There could be many reasons, right, all become very important. Growth factors, or what I would call capability factors. We dont want to provide any additional weightages, thats the point I want to make. There are many, many reasons why youll find, for ex ample, where, look at xxx Why did Narayana Murthy [Nagavara Ramarao Narayana Murthy] step down? You know Narayana Murthy of Infosys? Basically he stepped down when his Board started questioning him, the veracity of his current business model. For every 100,000 people they used to add U$D 1 billion of revenue. And thats the model they pursued. The Board started pushing Narayana Murthy to think differently, and they suggested that he should step down. Because he wasnt anymore the effective leader to look at the company as non-linear. The linearity of the business was More people, more revenue. In our case, when I talk about with the results, you will see, I think, we are still straddled in the linear model. All of us. Whether we are BPO or ITO. We are still straddled with more of the resources we are employing, more than the revenue we are garnering. And at sometimes that model becomes perhaps ineffective. We just appoint xxx goes off and we cant do xxx for them. Im not saying the leader is always bad if he is a techie. If he was excellent then, maybe he is not relevant anymore now. Its happened to Narayana Murthy, its happened to many people. So its no different to us, when we are no longer relevant, thats the whole problem. So what are the key factors that we have used? Revenue is one factor, but its not a dominant factor. There is no ratio here to revenue. Financials or Multinationals.
We are not using any ratios because they are equal. Revenue is a function of the non-financial performance, right? Functions are there. Ill show you some numbers that will, for a start regulations. And for the rising stars, the last 25 in the 100, what is more important is the revenue growth. Not just absolute numbers, because rising stars typically probably smaller functions. Im not saying all of them are small. Theyre much smaller maybe, then the other xxx But the
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revenue growth is a much better indicator of factor of competence than just the revenue function. So if outsourcing removes the size of an organization as the only dominant factor. Otherwise it can be a 6000-man outfit versus a 1000-man outfit. We always assume that the 6000-man outfit must be better just by virtue of its size. But it might not be in certain cases. The category weights that we have at this particular question. Each of those 5 categories, right? There are subsidiary category weights in 1-5, 1-8 you will get scores, and those again are subcategorized into xxx Depends on how the factor information is. For example, in the normal annual process any incomplete information is automatically disqualified. In our case we have removed that restriction. We have removed that restriction of automatic disqualification, which has led to a lot of problems, and adjusting would probably be a bigger validation for that. Weve extended our entire process . We were supposed to do it in a month, in October, and it went all the way to December. We have requested, emailed, called, begged, and literally xxx to all of you, me included, to provide responses. Please dont let us do that again. Provide the responses. It doesnt take much time. Preparation takes some time, call us up to help you with the preparation. After that address the timeline. Because it puts a spanner in the works with the entire group. The problem is not with 1 or 2 companies. There were 30 companies we were assessing. We were all stranded, we could not start the assessment, just because a few had only logged in. Or a few had only incomplete information. And so then we had to decide do we go ahead with the incomplete information, do we go ahead with the partial information, or do we just look at the companies that provided us full information, and its really not there. It becomes an inconvenient situation to be in. And you can imagine this is a national exercise. So for MDeC its important that the group that theyve identified that should be assessed would be assessed. The ranks are amounts to 30. Today we have a rank of more than 23. Among that, again, 7 are inaccurate rankings because of partial information. So you understand our predicament? So if you log in, finish it. If it means to sit in a pub and have a few beers in order to finish it, please go ahead. Itll be easy to just get it done. Because it impacts the rest of the pool of organizations. And I think the eventual result is skewed. Its xxx right? Most importantly, and Ill come to that xxx Some of the names of the xxx judge, some of the names, weve added a few more names to that, so you will not find any vendors. We have this time, for your judgment, we had 10 judges. For the Global Outsourcing 100 we usually have about 50 buyers. xxx just to give you an idea. So in terms of what we have required is at the end of the day its all about your overall capability as an organization. And so the entire emphasis of the question that is, of all these areas, whether its a process model, xxx the tools and assets you use, the organization model, the operating model. The 2 are different things. Because when you talk about a certain planned environment it could be a standard outsourcing model. In another planned environment it could be a xxx model. You deploy different models, perhaps right? So those are all, you need to bring them out, you need to explain that information out. Because the more you are able to reveal about that particular planned environment you have created, then the more it reflects upon your capabilities, your understanding of the planned industry itself. And also of course, your resilience, take that clients environment from where they were to a new world plane of outcomes. So when you articulate the outcome, then you can clearly link the environment to the outcomes. Thats what you look for. So in terms of how does it apply in the national context, Michael has already addressed the Acceleration program, the InnoSource program. These are not only qualifiers, if you like. For many, many years Marketing has been except the only issue right? Marketing and Market xxx W eve always felt that thats the only problem we have. And otherwise we are perfect. Weve always been, and Im being very candid, the outcomes have not been as p ositive. And in many cases they have been disastrous too. And weve looked back and said Maybe this was the problem. Maybe there was a problem. And usually we have externalized the issues. Many a times there is some problem with us inside the organization. Perhaps we are not having the right leadership. Perhaps the practices are not good enough. Perhaps the services are not good enough. Perhaps our portfolio is dead. Everything is fine. Our pricing models are wrong. Im not talking about the amount. But the pricing models perhaps are irrelevant. And there are many, many things we want to discover, right, as an organization? Thats the whole issue for us . The discovery has, from MDeCs standpoint, from a national enablement process, intervention becomes dedicated. Its not just about Marketing, right? If Munirah [Munirah Looi, founder of Brandt International and a sought after speaker in regional CRM (Customer Relationship Management) and Contact Centre conferences] requires intervention in leadership, then thats the intervention that MDeC can provide. But for William [another participant] it might be about the practice. It is not anything else. Leadership is fine, but practice is an issue. So it could be intervention at the practice level. For example in a stacking society, like in Thailand say, to enable
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Williams stacking, Williams practice area, I could probably say Munirahs service line, or practices, could actually help Williams practice. So by stacking them together we could have a more resolute output. So thats the whole purpose of this. So from an intervention standpoint, it was, the whole intent is, How do I find out what are the areas, for each of these companies individually, that help is required? So once the help is identified, the area is identified, the addressing it is not actually a bit difficult. And thats where MDeCs whole emphasis is, to provide the right intervention to each of you specifically. And in doing so there will be some collective approaches like the InnoSource programme and all that. You can start putting organizations together and create that factor. So the benchmarking exercise for our purposes is for, is like a mirror for all of us, but its also, its not a nasty mirror, right? Its a mirror for our own purp ose. Thats how I will defend doing that. It can be really rigorous, or it is not difficult at all. It is just rigorous. Its a little bit of thinking, and a little bit of debating within internally in an organization. Having senior management commitment to providing that information. It is OK if you dont have some data points. Thats an opportunity to actually create it. Like for example Case Studies some of you had some tolerations, right? What do we do if there is no Case Study? Then it pushes us to go and get the Case Study, right? We need to go and get the data points from the clients. Thats the most important document, perhaps. It allows us to showcase ourselves as good as the IBM next door. So the way we progress with the exercise, just to give you a brief, we will probably repeat this again once we have the next batch, for the next 8 companies we will do, we will do executive briefing where we will break this down into a lot more detail and we will walk you through. What we have also done is get a mock session of the actual online form itself. So we will do that again. That is no problem at all. So that you can see exactly the questions upfront. Usually we dont do that, normally in the benchmarking, right? You will just go in upfront and you will have a timeframe of about 2 months to do it. So here we will walk you through it individually. Me, Justin [Justin Joseph Anthony, Head of OM], and others we will walk you through the online form where you can see exactly what it is. It allows you to prepare, allows you to get the data points out. So we do the exercise typically the benchmarking takes about 2-3 weeks. Now that we have only 8 companies for the batch, it shouldnt take long. It will be again the same 8 judges. We dont need 10 judges, absolutely. Enough of the judges. So once we do that the next batch can start to be processed. Weve had xxx timelines. Like I said, we did do briefings, we interviewed xxx twice, that we followed through with the system briefings. Despite that, and I will tell you, about 15 types of phone calls xxx I will leave it to yourselves to accept the seriousness of this. We can only do so much in the pushing. There is a few minutes on the observation. It should give you an idea as to what the report will look like. What Im going to present is an industry, so that means you have conglomeration of the data and the information that we receive xxx from all the companies. Individual reports will not, Im not talking about that here. They are specific to each company xxx improve, the opportunities, what they might xxx So the more information that you provide, the more effective the benchmarking becomes. Im going to give you some data statistics, actually has a lot of interesting information. The price and xxx data is what Michael was talking about earlier GDP growth, GNI impact. So we look at the 23 companies here. The max score that you can achieve is an 8 on the xxx scale. See, the highest achieved was 5.22, which lent that company to an actual comparative category of leader 75. Theyve just made it into the top 75. The rest of the companies did not make it to the next 25. They were down to 101 and below. Some scores have been quite below, because of incomplete information xxx.. the top range xxx is fine, because we got full information. You will find, that some of the assessments we did, comparative rankings amongst these companies, for example Company A overall ranked number 1 in this subset, where actually is of Revenue Per Employee is ranked number 17. Competitive ranks within the group. This is comparative ranking with the overall 100. If you went to the overall 100 you are here. Those companies xxx 75 xxx 46, 47, 48 xxx So are these 23 companies in this room right now? xxx actually. This is sensitive information so xxx for the purpose of this exercise. A full report is xxx So you see, look at the interesting component like for example, a company ranked number 9, is only 3 on the average on the full point. Lets say nobody gets more than 7.6, 7.7 usually. There are companies that get 7.7, 7.6. This year, 2013 was 7.65 the max, on the 8 scale. So on that being the max, there were half, right? About half. They ranked number 8 in the country, within this group. What would be the issue? They probably have higher revenue per employee, than this company. You see, they ranked number 9, but their revenue growth, theyre very low. So perhaps there is an issue there with markets and market xxx Perhaps, we have to leave this and the others behind. Theyre actually much better ranked than this company here because of their revenue per employee. Maybe that, you could say, that these people services perhaps are less commoditized
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than this, or these peoples dependence on individual might be lesser than the company xxx So when we talk about linear model and non-linear model right, of growth, you could attribute and you could allocate some of that data points. Shri: So this rising star beyond this, beyond 25, Bobby: Ya. Shri: They are not really benchmarked to the IAOP? Bobby: They wouldnt make it to the IAOP, lets put it that way. Shri: But when you say xxx enough xxx which means that basically this is only inter xxx... nothing to do with the global xxx Bobby: No, what happens is basically this one indicates to you that all these 22 companies this year, if they had gone for the benchmarking, would not have made it. Shri: Is that right? That is clear. What is not clear to me is let us say, IAOP had rising stars in 52 weeks? Bobby: There could be. Shri: So are you saying this Company W would have, Bobby: They could make it, could make it. The pool. The pool of comparisons here, right, is not against this pool only. Whereas if I take the 500 companies, you could have a cluster of companies that in this ranking. This you could have 100 companies here. xxx Automatically the numbers would go down because eventually when you rank, right, every company gets 1 rank. You cant double rank. You cant have multiple companies with the sam e rank. So automatically it will fall down. So this is a potential that if there is only 1 company per rank, then you could be like, for example Company L could be rising star number 41. But there might be 50 companies somewhere here. So this 41 suddenly goes down by another 15 points. This is to give you an idea this is what to look at. But dont worry so much about this. What Im worried about is these scores, as a percentage of max. Shri: Percentage of max is that 3.2 upon 8? Bobby: Max is xxx upon 8. OK dont worry about 8. I would say 3.2 upon this years max is 7.65. Even then Im so far away. And thats already telling me that I have this 100% leap of faith to make. Where do I start? Then the report tells you exactly where you start and what you d o to make the leap of faith. Shri: So are you saying this percentage of max is not upon 8, but its upon max, Bobby: Its upon 8, its upon 8. In reality it would be slightly, it would be less, if you want to make it really, real, would give you the data its 7.65. It will rank before the IAOP results is released. We were not aware of the max there, the real max achieved there. These numbers and these strengths are very important. Because one is revenue per employee. Revenue growth OK is securely balanced, function is OK. But its the employee growth tied to the revenue growth thats where you can see the level of dependence depends on models itself. Pax: Bobby, for these companies, from their customer side, do their customers actually see, does IAOP publish the names of the companies, and with the rank? Bobby: Ya they publish on the website, theyll announce in Fortune, they have a partnership with Fortune, and we have a separate edition that comes out in May every year, which is the Fortune Global Listing. Every company and every companys profile is published there. Pax: Have you seen a skill to create new business. Companies that are actually creating tenders and all that, Bobby: Absolutely Pax: Would they go back to IAOP and say I will invite the top 5 IAOP companies to participate in this tender Bobby: Absolutely. 2 of our resources Rene and Kim, their predominant job is actually responding to inquiries from clients, from companies who are asking for specific information. The base data is Name of Company xxx etc. If I am in engineering services and I see Michael Warren & Co. there, and Im saying Can I know more about Michael Warren & Co. because Im still going to an independent organization. And then Ill say Can I xxx do that? Ill give you my example my phone got listed as 1 of the top 120 advisors in the world. The IAOP advisory th listing as well, not just vendors, so weve had, since the official publishing on 8 February, weve
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had 5 inquiries from clients that Ive been trying to reach out to for almost 3 years. The rate of inquiries that weve responded to are xxx So its fabulous, although weve tried to get ourselves listed for the last 3 years, we could not get it. We got it this year, and then we got 5 inquiries. So its a huge positive impact, and Im just hoping that when the Fortune publishing comes out maybe well get a few more inquiries. Michael: So when IAOP does the ranking of these companies do they do it by geography as well? Bobby: We categorize them by geography. The ranking itself is not by geography. Michael: So companies saying that Ive got a global tender. I mean, You guys come to me xxx outsourcing xxx the top Malaysia companies? Bobby: Absolutely, absolutely. Michael: The top ASEAN countries? Bobby: Yes, yes. You can make this break into any subcategory. Not a problem. We can say, I want to find the top Malaysian companies in the whole listing So we can give you Malaysian company #1, with rank 25, Another one with rank 29, but in that group they are ranked this way: they are stacked as 1, 2, 3, 4, 5. Thats fine. These slides here actually give you, these are some real data, please dont get the company names. This is all are real data. So what weve done, for the purpose of Malaysia trying to base categorization of IT and BPO and the principal companies. For example the data centre companies are all categorized under ITO. So when you are looking at the overall industry total count, from here there is a set of interesting information, at least from the companies that have provided information. There has been a slight average in employee growth, the number of employees for the current year, as of 2012. There are about 15,000 with these 23 companies put together. 15,039 thats the published data. And year-onyear change has only been 9.45%, number of employees. So we just added. There is a bit of a 10% employee growth, lets put it that way, over the previous year. The previous year was a 30% employee growth. So there is a slight reduction. If there is revenue growth then you could always say Wow, nice, weve done high-value xxx you can articulate that. Now lets see that. Lets look at some of these ranking then. What I have done is just taken the top and bottom, of the 23 cluster. Lets take this for example. There are some companies the revenue per employee is the highest, at U$D159,000. This is typically an IT company. IT has always shown much larger revenue per employee than the BPO company. The lowest has been only U$D7,500. The average cumulative is about U$D50,000 whether its IT or IT and BPO put together. So you could argue that the fully-loaded average revenue for the sector, ITO / BPO notwithstanding is a bit xxx a year. And is this from the published data of 30 companies. Any changes in that data can make changes in this. What is interesting is the reduction, the 10% gross in average revenue per employee year-on-year. You can see, it increased 2010 to 2011 it increased, but it dropped by 10%. Revenue per employee actually dropped. Fine, individual data points you are OK, when you look deeper you can start seeing the linkages between employee growth, employees have grown, but revenue per employee has come down. So the question that would trigger in the min d is Is there pressure on price points? Are the clients demanding a reduced price points? Thats one way to look at it. Another way to look at it is that Maybe, the investment in people has increased, maybe the investment, maybe the CapEx cost of the vendors have gone up Maybe because theyre investing in new services, maybe theyre investing in new infrastructure, whatever, right? So there are multiple views. All the information is, Im not going into that detail. That information is available, with MDeC. What is interesting is, these kinds of information relevant for each company. If you look at for example Company A here, you can see the change: 193, there has been a 17.88% drop in their Revenue per Employee. Why? The answer is there in that company s report. For example look at their revenue growth interesting, 180% revenue change right, according to the info. Ya, 180%, 79%, somebody has dropped 50%. Some companies have actually had a real massive drop in their revenues. It could be because they lost a client maybe, or other reasons. Pax: Bobby, the revenue, is in Ringgit, or? Bobby: This is all Ringgit, because you all provide in Ringgit. Anymore? The next one, please. The other one we look at is xxx growth. What is the year-on-year change. Youll find that some companies, more than had an employee xxx For companies like this, with a negative employee growth, interesting to see if there is a positive revenue. If the employee numbers are regular because revenue has increased, that means I could argue that there is some higher value component, or I am actually getting more revenues per employee. So there are some indicators
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here, some positive power points, there are some intriguing questions. Go to the next one please. Lets look at now, BPO. xxx for the BPO companies, and how does that stack to ITO. Youll find on the revenue per employees, remain stagnant at U$D19,000 per year. This is U$D. We were looking at it at a global plane. Interestingly, the Global Portfolio and Planning Division of MDeC which existed earlier, under Mr. Riggs, when they were doing an analysis of MSC, MSC having the numbers, in some archaic form, probably somewhere, 2007, the Malaysian revenues, fully loaded, BPO revenues U$D14,500. This is 2007. So in 5 years where we have come to is to add another U$D5,000. So its at U$D19,000. But interestingly if we add another U$D5,000 xxx is the company inside. Tell us your problem The problem was not that the software is bad, right? The problem was that my revenues are not good. Or maybe my hospitals ID consolidated information to do scheduling, and I am not going to do. Those would be the culprits. The solutions we come up with right? The same thing applies. I dont see any difference between the InnoTech problem approach and the InnoSource problem approach. It is about the business outcomes, the business issues, how do we articulate. And these data points are already indicating that weve reached a point where we cant sustain our current models anymore, perhaps. And thats concern. Its even more concerning the IT side than the BPO side. You could still say that BPO has got some more, another year to go, but definitely not here. Its very concerning. Although, some companies here, wow! Thats a lot, right? For this company, wh o is only able to get U$D23,000, thats about 5 times, 6 times. So maybe you could say this company should buy this company out. To reduce the cost. I can think of it that way. It opens up a huge area of possibilities as to maybe this fellows cost structu res are so high. This guys must be low. Look at him. His revenue change currently has been 1084% growth in revenue. What is he doing? Is it a real growth, or is it a corporate restructuring? Ahhh! You dont just get enamoured with the numbers, right? In this case it is a corporate restructuring, unfortunately. I wish it was actually a real business growth. This was a corporate restructuring. So if you look at the numbers in isolation you think this companys awesome then. They must be having the worst CFO possible on the planet here. Let me go and buy him out, but in reality thats not the case. So there is, what Im trying to point out is there is so much information that is there in the organization. Weve just scratched the surface. We can see that opportunities are endless, in being able to transform the organization. So when you say We want to be competitive Im saying You can be if you want to look inside Absolutely you can. But if I put myself in Michaels shoes Id say How do I take this to the market. What do I do to enable this sector? What do I do to reduce this drop? Because this is completely, diametrically opposite to the EPP2 promise of increasing the revenue per employee, right? Thats measured in GNI terms. Investing conundrum, right? This is going somewhere else, the other side, whereas the promise to the nation is that we will increase the Gross National Income. What has happened? So from their standpoint, they need to find out What do I do to reverse that trend? And we have to figure out ourselves why did we reach here individually as companies. You see, 22% drop, 20%. There has been, each company would have their own reasons. So why dont we think of it that way. Then there is a collaborative endeavour when they are pursuing the same goals. Similarly if you see ranking by revenue growth, IT has been very, very surprising 49% drop in revenue. By the previous set 22% increase, 40% drop in revenue. That clearly shows, it reflects here. So whats the reason? Revenue has been dropping. Are my products not sellable anymore? Is my delivery model inappropriate? Am I getting further and further away from clients business? Or am I getting closer and closer? So all of those are questions that we will have to answer. Likewise with employee growth but employee growth has been there. But interestingly you will find that employee growth 105% employee growth for the industry. Weve grown the number of employees, but the revenue has come down. Because business is suffering the question is Why is this happening? Just by lookin g at these numbers, thats how I would read it, I would say L et me go and figure out. So I figured out that from each individual companys report, there are the answers out there. Pax: Can we have these slides? Bobby: You can have these slides, but what will you do with it? You can have it. The main information from it is your report, your companys. The report will talk about specific things with your company. MDeC already has the full report. Its their judgment on how they want to disseminate the information. I can share this slide with you. Its extracted from the original data, no company names. But what is important is that similar information is there for yourselves. And the reasons have been identified. In the industrys case, and I can read into it this way, this way, this way, all that we have read has been put into the report. I dont want to release because that will take another 3 hours to explain. But those questions have been responded to, and for each
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company, also have responded to us as well, specific to you. So that is more important for each one of you to take back with you and ask the question What do we do about it? And Where can MDeC help us? I think thats where that correlation happens. The reason for this exercise is not just about looking at the mirror. It might feel inconvenient, or it might be a little uncomfortable but, think of its positive consequences there is a lot you can achieve. There is a hell of a lot you can achieve by participating in this exercise. And the beauty of all this is nobody sees your data. Except IAOP. Nobody else sees the data. Your confidentiality is assured. So please participate. Its very, very important, in your interest, in the interest of the nations pursuit, more often than not, the industry tells Despite all my requirements the government does not help me And here the government is saying Tell me what you want, I will do it for you So the government told us Go and figure out what they want We have figured out what you want. But unles s you tell me your problem, how do I figure out what you want. So we come back full circle. So please, my humble request participate, be honest, give us the information, only then it helps Michael and team to provide that information. We always say Marketing. Its not about Marketing all the time. There are many other fundamental problems probably leaning towards that. So lets start, lets begin there. Go through the exercise. The beauty would be that lets say a year down the road the same companies can figure out the changes. But would be interested enough, definitely Im sure, because if I were sitting in your place Id say I want to see whatever actions I get, whatever actions I take, help from MDeC what have they resulted [in], and how does it change my business. A year on the xxx makes a lot of sense. So lets start here. Please, please respond to this. Any help you require, IAOP is there to give you the data points. Like, how to articulate the information. When you use words like Oh its private and confidential it doesnt help. It doesnt help you. For example the Frost case study if you are not going to give the clients name, say Large oil and gas company what is Pranab going to do? Figure out from 55 companies which one is that company? It doesnt make sense. They are an independent organization so you can trust them. But the whole point is that we can reach out to the organizations. Even in IAOPs case you have to give priority. Because if there is an evaluation required that judge can call up his peer. All the judges are biased, so no one can xxx so on and so forth. And do the assessment of this company. And you tell me, apparently xxx its a beautiful thing to get validated. But you dont always do that all the time. Only when there is a xxx clarification required. In most cases, they would even reach out to you. There is no stopping them from calling you up and saying Hey, you mentioned something, what do you mean exactly? Please provide clarification So please spend some time, and give the data. It is only going to help yourselves, perhaps the EPP program, and most importantly it makes the life xxx of sourcing customer a lot easier. Because all the programs of intervention are only as effective as the recipient client / organization willingness to see value. Thats what I believe. So please help us with that. For us the inconvenience is half, later on, its irrelevant. W hen you look at these 23 companies, 7 companies got incomplete information. It is completely unfair to other companies because the ranks get skewed. Pax: I appreciate what you are saying about confidentiality. So my question is How can I access information like this that get collected, for other countries? Bobby: For other countries? Pax: If I want to select certain countries and look at what their top guys are doing. The price points, the revenue per, Im not looking at GNI. Im looking specifically at these statistics. Bobby: Are you xxx change information available. xxx IAOP does not turn a profit. We can share some reports. Go to our website, there is a lot of data out there. Most of this information is available with advisory firms and research firms who will sell it to you. Absolutely there are data points available. There is a lot of information out there. For public-listed companies you can also find them in other sources. Absolutely, all data points are available. Even MDeC does a lot of research as well, so for some of those research might be relevant to MSC companies. Go to NASSCOMs website you will find a lot of xxx NASSCOM does a lot of research. Not just about India, they do a lot of research about the marketplace. Youll get a lot of data points there. There is endless source of information, but you might have to spend a little money to get it done. Pax: Ya, I was hoping for a quick one from here since we have been doing this thing you know. Bobby: See, this one you know what, these 5 slides makes a lot of sense with me standing here. With all that they make no sense to you. Im not sa ying Im a lot of talk, individual numbers make no sense. They are good to hear but what do you do with it? This is a lot of information that is available. I can share this slide with you, but theres nothing you can do with this, other than
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feeling really concerned about some numbers, or a little good about the numbers. Pax: From country-to-country comparison there is a lot of comparative advantage? Bobby: The point is very simple why would you want to compare yourself with other countries? What difference does it make to that client in question? Lets say you walk into a clients office tomorrow and then you have this guy from Infosys sitting out there. Hes comparing 2 companies. And the solutions they provide and whether there is always problem or not. Its as simple as that. The industry has moved. When it comes to FDI the argument is very different. Because of FDI then there is the scale of the economic environment and all of that good stuff where MDeC is very good at presenting and producing. But for you and I running individual companies the country is just one small stone. People have gone to Nicaragua and Guatemala and done BPO business there. Why do you think they went there? Half the country is burning all the time. Honestly burning. But still business is being done. Jamaica the civil servants get paid only once every 6 months. The police get paid every month only when the government receives money from the IMF. But they have a thriving BPO sector of 55,000 people. For entrepreneurs like you and I where theres an opportunity we will make good use of it. Thats my whole point. Governments they dont have the luxury of choice. Im always supporting the Government. Because they dont have the luxury of choice, but we do. And the ch oice starts with the internal understanding of What is the opportunity, and how real is it? So my only request to you is all the data points are excellent and good enough. The only question you ask yourself is Are you demand-centric? Pax: Bobby, the 3 challenge we have is we are in the free market. We have presence there. But what we cannot compare is how well we are doing, in that local place, not just the dollar sense. So if we have this information, who can calibrate the scope that we are doing? Bobby: You can argue it 2 ways: 1. You can say how good you are in comparison to another vendor , in that country, which is not necessarily a positive argument. Sometimes a client would say Have you realized that the reassuring initiative of the United States, with Obamas push and all, has resulted in lots and lots of jobs leaving India? Theyre all going back, significant amounts of right from software development to high-end engineering and R&D, are going back to the US. The argument that was earlier, a very positive argument about labour dynamics, labour arbitrage today is not used anymore. They are saying approximately national goals and the patriotism thats come back. So arguments can change when you compare, thats my point. They can change over time, and they can change very quickly in emerging nations if you are in this region especially, its a very fast-growing region, the arguments can change very quickly. 2. But one argument never changes Your effectiveness to a client. It never changes, because effectiveness is not a function of the dollar value. Its beyond the dollar value. Let me give you an example. When IBM lost a huge chunk of business, it is Malaysia Airlines through xxx who got a little disappointed. But then they called one multinational, then another multinational. Never mind, right? That was what many xxx then they could have given to a local company. Why did they go to these companies when IBM had been serving them for 15 long years? Theyre still the xxx completely back-loaded pricing. What does that mean? No more xxx models. No more risk-averse models. They took the risk for success and completely back-loaded the pricing. But they took out an U$D18 million component which is only worth xxx million. Their assurances services they have confidence in the services and the value guarantees the provided quarter the deal. Think of it that way. So Malaysia Airlines, after 15 years of having the relationship with IBM chose to flip it over with xxx just tomorrow morning. It can happen at any client, trust me. Because they are as much entrepreneurs as you and I are. Where opportunity is, they will go. xxx right? They always took them out for dinner. Next day lunch xxx right? xxx will have to be inclusive in software development. You and I have the luxury of xxx Focus on the client. Doesnt really matter. Some important components for yourselves from a standalone / pioneer standpoint is your load of curiosity there are some declining sector revenues like xxx High employee growth would reduce revenue growth is indicative in the increased scope, at same price points. Are your clients asking you that? Do more work for me but same price If this is a yes then it is a problem. Shri: Increased scope, less price I think is not same price. Bobby: Great. The question is Why? Those are the questions we should all start asking. Why are they asking this? Is there a problem with the business? Is there a problem with our services?
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rd
Is there something out there in the market that we are missing? Those are the only questions. There are some points that would allow you to get to that level of curiosity. Of course there is very xxx There is a lack of xxx confidence. I want to emphasize: all the 23 companies that we have assessed have clearly indicated 2 things: 1. The first one is every single one of them is offering a discreet service, that means a single component of the service, a small, minute component within a function or a wording, which is obsolete by xxx right now. The reason, and therefore even in the local market place when you go to the LLCs and GLCs they are not buying services from us right, theyre saying Youre not good enough. I heard many times people saying xxx Local companies, oh they are not good enough You and I have heard this many times, they say Good idea xxx and all. The reason is that we offer single services that actually mean nothing. We are on the fringe, so when a slightly larger vendor comes with a portfolio of services they make a lot more sense. What Michael was talking about in the InnoSource stacking, the cocreation part thats where it makes sense to, put that portfolio there. So this is about the results that are coming out. 2. The second one evidently is the lack of delivery confidence manifested in practice xxx Having certifications is necessary, not sufficient. So how does it manifest in the way you are able to deliver the services? How does it manifest? Lets start in the Sales o rganization. When you receive an RFP what are you going to do? Its actually 70% of the RFP response is copied from a previous RFP. Because it seems that it was a set. Im not saying its wrong. Same service they have asked, in this RFP we just change logos, change the price margin. And thats where we make the biggest mistake possible. Biggest mistake possible because : a) One it is easy to do. b) Second you lost a huge opportunity to actually add value. So it xxx when we talk about delivery competency, its there presales, xxx government. We have found a significant lack of delivery competency in comparison to the local company, which are fairly easily addressable. I think one of the points you made about offering consulting support and all that xxx the InnoSource, right? Those are all the things that you definitely have to leverage, when you are able to enhance the strength of your internal organization. Thats the more important function. What other part , vertical xxx when I was talking about demand earlier, that was the whole point. I think Michael did mention it is about business outcomes. That means What does it mean to my business? Im a Bank, Im an Insurance company, Im an Oil & Gas corporation We have no choice but to speak their language. Whether it is other company or a BPO company, and we articulate that language, articulate the value with that language. So we will have to start thinking of our clients business, not just the services we offer. We are an IT company, Yes!, but we are providing IT solutions to the Oil & Gas sector. So dont just leave it as a marketing statement. You have to believe in it and do the right thing internally. We found that to be at the current moment severely limited. But these are all addressable issues. These are definitely not problems. There are huge opportunities. Very addressable. One thing like I said, again, this is a statement and we are just replicating the statement that has come from all the judges. And this is not about marketing and market activities are not principal issues. Basically the clients are saying, what it means is that We are tired of you coming and selling to us the same story to us over and over again as to how great you are. Tell us, what it means to our business Thats the only thing and this is the statement thats comfortable to all judges. In that you need to articulate it, because in the responses that the companies send, all the responses, when we talked about their client management, right, client engagement plan / management, it was those statements of How great we are and thats not the point. Let us xxx From Chile and Brazil and Uruguay to Indonesia and now to Malaysia and a lot of countries in between the same language. Whether we like it or not, thats our break. Come AFTA 2015, ASEANs opening up we are in deeper trouble right? The Vietnamese will come and say We are cheaper by a dozen Whats stopping somebody from going to Cambodia and setting up a centre, and offering? Doesnt matter if there are dirt holes. People have gone to Costa Rica and Nicaragua. Its a matter of time before they go to Cambodia or Laos. And that will kill all of us. So these are some of the realities the clients are saying Focus on the vertical value, focus on the customer, you are not in trouble. If you chase money you are in trouble. You chase the value xxx So those are some of our findings. For each organization, individual reports let me reassure you, is that the specific issues, Im not saying, all these, every single company has. There are a few companies whose only problem was markets. How many xxx? Some of them have got hopefully xxx have got employee issues, some of them have got practice
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issues. So end of the day from our exercise standpoint, more for you as well for MDeC is that for them they can xxx the right information, and I think they will always endeavour to say What can we do for you? right? You tell us What we are saying is We are telling you, you rediscover it internally, accept it, right? There will be a little bit of resistance, sometimes it comes as a shock, sometimes you think This is all functions Either way, you figure it out, little bit of thinkin g will reveal a lot of opportunities. When we talk about high value it is not in the country saying We want to be high value. It is in all of us actually doing high value services. The numbers are completely indicating the direction that is diametrically opposite of the nations positioning and the nations earnest value. Its this way theyve changed the direction now. We can move faster, we have to move. And from an IAOP standpoint we are there to provide the assistance to help you. Sorry I took much longer than I should have. So there are a few next steps in terms of engaging with the government and providing support. This is about xxx my report. To Michaels question earlier about Do we get visible out there? Absolutely. At this current moment, you saw the ranks, right? We are rising 26, rising 40, etcetera. Henceforth with all the right things in addressing those xxx areas of improvement hopefully next year we will have 10, 15 Malaysian companies in the top 100. Im not kidding, xxx impact that realistically gives you is phenomenal. Im telling you all from my own experience. We had applied this year, we had applied last year. Last year we were worried, would we, would we not make it? So last year we applied but with a request to IAOP not to rank us. Not to put us in the top 20, just to give you an indication. So we got an indication of this order that we will be in the top 10. This year we went for th th it, and like I said, from the last 5 February xxx the announcement was made on March 29 we got 5 inquiries to add. It is that bit of a small xxx So there is honestly, a huge opportunity for xxx But you have to be honest with yourself. So please help us help you. Thats my endof-the-day statement. Well help you with all the necessary things, but please participate. The rate of this, I dont know. Allan will tell you xxx Thank you so much. (12:30) Allan: Thank you Bobby. OK weve come to the end of the program. Please fill out the feedback form. For those of you who would like to take part in the benchmarking let us know. We will xxx Otherwise, anymore questions? Thank you, and have a good weekend. Note: the above photos are from their respective LinkedIn profiles
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REFERENCES
Foot- note Ref. No. 1. 2. 3. URL / Source http://etp.pemandu.gov.my/upload/etp_handbook_chapter_12_business_services.pdf page 5 http://etp.pemandu.gov.my/Overview_of_NKEAs_-@-Overview_of_NKEAs.aspx http://etp.pemandu.gov.my/Business_Services-@-Business_Services.aspx
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EPP2 Regroup Session On 29 March 2013

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EPP2 Regroup Session On 29 March 2013

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REPORT ON THE HALF-DAY EVENT AT MULTIMEDIA DEVELOPMENT CORPORATION (MDeC), CYBERJAYA: EPP2 REGROUP SESSION ON 29 MARCH 2013

Version 1.0 5th July 2013

1.1 Background Information on EPP2

5. Business Services (7 EPPs)3 b. EPP 2: Building globally competitive outsourcers

1.2 Background Information on the Event

AGENDA FOR THE MORNING OF FRIDAY 29TH MARCH 2013

9.57 a.m. 10.05 a.m. 10.05 a.m. 10.39 a.m.

11.06 a.m. 12.36 p.m.

Presentations by the Speakers

3.1 Michael Warren

3.2 Alan Fung

3.3 Pranabesh Nath

3.4 Ramaprasad Bobby Varanasi

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