BUSINESS PROCESS

OFFSHORE OUTSOURCING
Untapped Opportunities for SMEs
 UNCTAD/SDTE/TIB/2005/6

United Nations Conference on Trade and Development

Business Process Offshore Outsourcing

Untapped Opportunities for SMEs

Guide for SME Managers

Prepared by the UNCTAD secretariat

United Nations
New York and Geneva, 2005

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 NOTE

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sent to the UNCTAD secretariat.

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 ACKNOWLEDGEMENTS

The publication has been prepared by Philippe D. Monnier, an UNCTAD consultant.

It is an outcome of a series of UNCTAD national and regional training events on the
use of the Internet for international trade as well as of the author's research on and
experiences with business process offshore outsourcing in developing and
developed countries.

Valuable inputs have been received from Vlasta Macku, Michiko Enomoto and Cora
Mezger. The cover was designed by Diego Oyarzun Reyes.

The publication has benefited from the experience of people who were interviewed
as well as from the information on websites of many companies and organizations.

The financial support of the Government of Japan is gratefully acknowledged.

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 CONTENTS

NOTE ..................................................................................................................................................................... 2
ACKNOWLEDGEMENTS.................................................................................................................................. 3
CONTENTS........................................................................................................................................................... 4
OBJECTIVE OF THIS PUBLICATION ........................................................................................................... 5
CHAPTER 1 .......................................................................................................................................................... 8
THE BPOO MARKET......................................................................................................................................... 8
1. HOW BIG IS THE BPOO INDUSTRY WORLDWIDE? ...................................................................................... 8
2. WHAT ARE THE KEY TRENDS IN BPOO ACTIVITIES?.................................................................................. 8
3. WHAT ACTIVITIES CAN BE OUTSOURCED OFFSHORE? .............................................................................. 10
4. HOW TO CLASSIFY ACTIVITIES THAT CAN BE OUTSOURCED OFFSHORE? .................................................. 12
5. WHAT TYPE OF COMPANIES IS PROVIDING BPOO SERVICES? .................................................................. 13
6. WHAT TYPE OF COMPANIES IS USING BPOO SERVICES? .......................................................................... 15
7. WHICH COUNTRIES ARE THE MAJOR PROVIDERS OF BPOO SERVICES? .................................................... 16
CHAPTER 2 ........................................................................................................................................................ 20
BENEFITS AND RISKS ARISING FROM BPOO ......................................................................................... 20
1. WHAT ARE THE ADVANTAGES FOR COMPANIES THAT OUTSOURCE OFFSHORE AND BPOO PROVIDERS?.. 20
2. WHAT RISKS DO COMPANIES OUTSOURCING OFFSHORE FACE? ................................................................ 21
3. THE POLITICAL DISCUSSION: WHO IS THE WINNER COUNTRIES, THAT ARE PROVIDING BPOO SERVICES
OR THOSE USING BPOO SERVICES?................................................................................................................... 23

CHAPTER 3 ........................................................................................................................................................ 25
SUCCESS FORMULAS FOR BPOO PROVIDERS....................................................................................... 25
1. HOW CAN POTENTIAL BPOO SERVICE PROVIDERS SELECT SUITABLE SERVICES TO OFFER?..................... 25
2. HOW CAN BPOO SERVICE PROVIDERS CREDIBLY PROMOTE THEIR SERVICES? ........................................ 26
3. WHAT CAN DEVELOPING COUNTRIES DO TO SUPPORT THEIR BPOO SERVICE PROVIDERS? ...................... 28
ANNEX: MINI CASE-STUDIES ...................................................................................................................... 30
1. MAGNET WEB PUBLISHING, MUMBAI, INDIA .......................................................................................... 30
2. ORVISIONS, BANGKOK, THAILAND ......................................................................................................... 33
3. LANGUE ET BUSINESS, LOME, TOGO ....................................................................................................... 36
4. NATIONAL INFORMATION TECHNOLOGY INSTITUTE, KATHMANDU, NEPAL ............................................ 38
5. DIGITAL DIVIDE DATA, PHNOM PENH, CAMBODIA ................................................................................. 40
6. IBONIA, ANTANANARIVO, MADAGASCAR................................................................................................ 42

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 OBJECTIVE OF THIS PUBLICATION

The primary purpose of this publication is to be useful to SMEs in developing and

least developed countries willing to sell business process services to organizations in
the developed world. However, this publication could indirectly be useful to any large
or small organization from either the public or the private sector.

While the focus of this publication is on the interests of SMEs in developing countries,
it also takes a detailed look at buyers of outsourcing services located in developed
countries. The rationale is that it is essential for service providers to gain an intimate
understanding of their clients' behaviours and motivations.

The publication presents case studies to illustrate how SMEs in developing can
successfully provide business process services to organizations and international
companies in the developed world.

The publication draws primarily on the author’s nearly 10 years of practical

experience and the many interviews with companies in developed, developing and
least developed countries. Secondary sources are used to supplement and support
the experiences of the author.

This manual can be seen as an extension of the "Use of the Internet for Efficient
International Trade: A Guide for SME Managers,1” a publication by the same author
and also published by UNCTAD.

1
UNCTAD/SDTE/TIB/2003/3. The publication can be downloaded free of charge from the UNCTAD
website (www.unctad.org).

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 INTRODUCTION
What does business process outsourcing (BPO) mean? Simply put, it means the
transfer to third parties of the performance of service-based functions once carried
out within a company, or more generally, within an organization.

BPO can occur onshore (i.e. within national borders) or offshore, that is in (remote)
foreign countries. In this manual, we refer specifically to offshore BPO, hence the
term business process offshore outsourcing (BPOO). Special emphasis has been
placed on the BPOO occurring in developing and least developed countries

It is not a new phenomenon for companies to outsource part of their activities to

developing countries. Until recently, the major scope of these outsourcing activities
was manufacturing and assembling. One well-known example is the multitude of
Mexican "maquiladoras" (i.e. export assembly plants) located near the United States
border and working for US companies. However, over the last decade the
outsourcing of services in developing countries has become more and more
important thanks to the rapid development of the Internet and the accelerating
digitization trend. Outsourcing of services is now comparable with the relocation of
manufacturing activities in terms of its importance in the corporate strategic agenda.

The following are the main trends in BPOO activities over the last decade:

(a) BPOO has gained in importance for the economies of developed, developing and
least developed countries. Without any doubt, this importance will increase further.

(b) BPOO has become more important primarily thanks to two technical advances:
• The availability of low-cost (high-speed) data networks, primarily the Internet;
• The widespread digitization of texts, images, sounds and videos. In other
words, by having digitized files, it is easy to send them at very low cost
virtually anywhere in the world.

(c) As a consequence of the two aforementioned technical advances, an increasing

number of corporate functions have become mobile, that is outsourceable offshore.
Besides, the sophistication of these "relocable" functions has been increasing
steadily: not only simple functions such as entering data or answering simple phone
calls are outsourced to remote countries but also complex tasks such as financial
analysis. In a way, there is a real globalization of white-collar jobs.

(d) BPOO is now a strategic option not only for large organizations: SMEs in both
developed and developing countries have much to gain as well.

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This manual is structured in the following way. Chapter 1 focuses on the BPOO
market, describes what activities can be outsourced offshore and analyses what
countries are particularly strong in the provision of such services. Chapter 2 looks at
benefits and risks arising from BPOO, especially for the companies that outsource
services offshore, and briefly also for BPOO providers. The same chapter sheds
some light on the current political discussion about the potential consequences of
BPOO at the national level. Chapter 3 presents a number of recommendations for
companies wishing to engage in the provision of business process services, and, to a
lesser extent, lists some measures by Governments that could help companies in
their countries sell such services on a competitive basis. The Annex illustrates some
interesting cases of SMEs from developing countries that have been successful in
selling business process services to developed countries.

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 Chapter 1

THE BPOO MARKET

This chapter gives an overview of the BPOO industry, providing estimates of its
volume and growth perspectives and outlining major trends in BPOO activities.
Examples help to illustrate the breadth of activities that can be outsourced offshore,
and what kind of companies are providing and using BPOO services. At the end of
the chapter, characteristics, strengths and weaknesses of the countries that have
become the main BPOO services providers over last years are examined.

1. How big is the BPOO industry worldwide?

"70% of General Electric's work would be outsourced.
Of this amount, 70% would be done in offshore development
centres, and of this amount about 70% would be done in India."
Jack Welch, former CEO of General Electric.2

BPOO is already a major industry, but it continues to grow. Here are some figures
and forecasts:

• According to an estimate by the management consultancy McKinsey and

Company, BPO was worth US$ 32 to 35 billion in 2002, that is just 1 per cent
of the market for business functions that could be performed remotely, 3
estimated at US$ 3 trillion.

• On the basis of a consensus estimate by the market research firms Aberdeen

Group, Gartner and IDC, the BPO market is projected to grow by 35 to 40 per
cent annually over the next five years.4

• According to the management consultancy Mercer Management, 5 offshore

outsourcing of services was projected to reach US$ 143 billion by 2005.

2. What are the key trends in BPOO activities?

There are two major trends:

Trend 1: New and unexpected BPOO activities are appearing.

2
“The cusp of a revolution: How offshoring will transform the financial services industry, Deloitte
Research, 2003.
3
Vivek Agrawal & Diana Farrell. “Who wins in offshoring”, McKinsey Quarterly, 2003, No. 4.
4
Idem.
5
David Bovet & Andrew Chadwick-Jones. "Outsourced but not out of mind", Mercer Management
Journal, November 2004.

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As an example, in the newspaper industry it was commonly thought that editorial
functions could never be outsourced offshore, partly because of the local cultural
elements linked to this activity. However, in 2004, there were tremendous changes.
It started with IT magazines such as Builders.com (www.builders.com), a CNET
Networks website aimed at application developers. Builders.com has started to
offshore to India the writing of many of its articles, explaining that one of the benefits
of doing so is the advantage of dealing with a single source instead of having to deal
with many (US) freelancers.

Furthermore, Reuters has transferred part of its editorial staff from London and New
York to Bangalore, from where the small and mid caps quoted companies will be
covered. Reuters said it could eventually have as much as 10 per cent of its total
workforce in India. In the Spanish-speaking area, Spain's newspapers have also
started to outsource part of their editorial work to journalists in Argentina, Chile and
Colombia.

Other interesting examples can be found in the medical world. Mr. Mankiw, President
Bush's Chief Economic Advisor, quoted the case of radiologists in India analysing the
X-rays, sent via the Internet, of American patients. Indeed, near Bangalore's airports,
at the office of Wipro Ltd, five radiologists interpret 30 CT scans a day for the
Massachusetts General Hospital.6

Trend 2: The sophistication of BPOO activities is increasing.

As an example, General Electric (GE) has 11,000 employees in India. They are
primarily agents in call centres but recently GE also established a core of about 400
people who analyse credit card data and market trends.

BPOO is being increasingly used for complex financial analysis. For instance,
brokerage firms such as Lehman brothers Inc and Bear Stearns & Co are using
Indian financial analysts for number-crunching work. In Chennai, Office Tiger
(www.officetiger.com), a New York-based research provider offers research and
financial analyses to six of the top 10 global investment banks. It employs 200
management graduates and chartered accountants, and another 400 graduates and
postgraduates.

6
"The great hollowing-out myth", Economist, 19, February 2004.

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3. What activities can be outsourced offshore?
Many activities can be outsourced offshore. Functions that require few interactions
and little management attention are prime candidates for outsourcing. Examples of
the most frequently outsourced activities include:

(a) Customer interaction centres (i.e. call centres, contact centres). An example of
such a centre is Togo's CAFÉ Informatique (www.cafe.tg)

Togo's CAFÉ Informatique provides call centre services to US phone companies

(b) Data entry and conversion services, including medical transcriptions.

Examples of such service providers are the Philippines-based Medi-Type
(www.medi-type.com) and Nepal's National Information Technology Institute Pvt. Ltd.
(see mini-case study no. 4 in chapter 5).

Medi-Type provides all types of transcription services

(c) Finance and accounting services, including billing, collection, tax preparation,
claims processing, statutory reporting, equity research, and patent writing and
evaluation.

(d) Architectural services, that is turning basic layouts into detailed specifications and
blueprints. For this purpose, California-based Fluor Corp. (www.fluor.com) employs

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1,200 engineers and draftsmen in the Philippines, Poland and India. In Viet Nam,
Atlas Industries (http://atlasindustries.com) employs about 85 staff, many of them
Vietnamese architects and engineers.

Viet Nam's Atlas helps British architects fill the skills gap during their busy periods.

(e) Translation services. In Elance (www.Elance.com), for instance, the leading web-
based services marketplace, more than 400 translation service providers are listed.

Several hundred translation providers offer their services in Elance.

(f) Prepress and digital pre-media services. These services include typesetting, page
composition, graphic design, proofing and image scanning.

(g) Geographic Information System (GIS) services. See mini-case study no. 4 about
Nepal's National Information Technology Institute Pvt. Ltd.

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(h) Human resources services such as payroll processing. These services include
compensation processing, recruiting and interviewing, advanced analyses and
resource planning.

(i) Insurance services. These services include insurance adjustment, claim

processing and management, and subrogation.

(j) Distance learning services. These services include course development,

moderation, coaching and grading.

(k) Marketing, advertising and PR services, such as the development of advertising

concepts and marketing plans, product/brand management, sales management and
publication production.

(l) Legal services. These services include most steps required in case preparation.

The only services that cannot be outsourced are those that absolutely require face-
to-face contacts such as the presence of lawyers in a court of law (at least for the
time being). However, as mentioned above, BPOO service providers can provide
litigation support services. This is, for instance, the case of Togo-based Lawyers’
Office Agboyibo, whose clients are reputable French law offices.

4. How to classify activities that can be outsourced offshore?

One possible criterion for a classification is the degree of complexity of the specific
service. The list below ranks BPOO services from the most simple to the highly
complex.

• Data entry and conversion such as medical transcription.

• Processing based on pre-set rules. An example of processing would be to

decide whether a passenger is allowed to upgrade to first class.

• Own judgement-based problem solving. Examples include legal advice,

decisions whether an insurance company should reimburse a claim and
corporate creditworthiness evaluation.

A dimension which is parallel to the degree of complexity is the level of (foreign)

language skills required. It ranges from "no skill required" to "perfect mastery
needed". For this reason, call centres focusing on US customers train their operators
in American culture, linguistics and pronunciation. The purpose is to give the
impression to their counterparts that call agents are located in the United States.
Sometimes, call centre agents even adopt American names. Finally, to promote India
as a BPOO destination, Kiran Karnik, President of India's National Association of

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Software and Service Companies (Nasscom) likes to say that "there are lots of
people who not only speak in English, they actually think in it".7

Another dimension refers to whether BPOO services must be processed online (i.e.
on the spot) or not. Online activities essentially are call centres. In the case of offline
activities, the raw information is usually sent through the Internet, but it can then be
processed offline. A typical example of offline processing is translation. Online
activities naturally require a much more powerful and reliable infrastructure.

5. What type of companies is providing BPOO services?

Many big BPOO providers are affiliates of large groups. For instance, Mumbai-based
e-Serve International Ltd (www.eservenet.com), established in 1992 and employing
5,000 people, is an affiliate of Citigroup. Its annual revenues amount to US$ 60
million and it provides back-office services to Citigroup companies located in over 36
countries. A similar example is the India-based Scope (3,300 employees, revenues of
US$ 65 million), which is owned by Standard Chartered. In the industrial field,
General Electric (GE) has 11,000 Indian employees, the majority of them involved in
providing business process services to other GE affiliates.

Other BPOO providers are large independent companies such as India's Wipro
(www.wipro.com), Infosys (www.infosys.com) and Tata Consulting Services
(www.tcs.com). There are, however, many mid-sized companies such as Cambodia's
Digital Divide Data (www.digitaldividedata.com; see mini-case study no. 5) and
Nepal's ServingMinds (www.servingminds.com.np; see below).

ServingMinds Pvt Ltd is a multimedia contact centre based in Kathmandu.

However, there are also a multitude of small independent companies, which provide
BPOO services. While many of these small companies are short-lived, many others
are successful, as we will see in the mini-case studies in the Annex.

7
Phil Reeves, "India: White collar jobs outsourced to South Asia", Independent, 29, August 2003.

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As a reference, some large and leading BPOO companies are briefly described in
table 1.
Table 1. Some leading BPOO companies8

Company (website) Operational Locations Employees Key services Reference

head- (operation clients
quarters centres)
Infosys Bangalore Presence 35,000 IT services Large
(infosys.com) in 15 (not only and BPO (international)
countries BPO) (finance, companies
on four insurance,
continents telecom)
Tata Consulting Services Mumbai Presence 39,200 Overall BPO 7 Fortune
(tcs.com) in 32 (not only as well as IT "Top 10"
countries BPO) companies
on five
continents
WNS Global Services Mumbai India 4,000 Airline British
(wnsgs.com); former (Mumbai, management, Airways,
subsidiary of British Pune, cargo support Warburg
Airways Nashik) services, Pincus
CRM
Wipro Spectramind New Delhi India (New 8,500 Predominantl Boeing,
(wipro.com/spectramind) Delhi, y voice Ericsson,
Mumbai, offering Sony
Chennai,
Pune)
eFunds Global Arizona, USA India, USA, 4,000+ Financial &
Outsourcing UK, retail services
(efunds.com) Canada,
Australia
Techbooks Fairfax, Delhi 1,750 Predominantl
(techbooks.com) Virginia, USA y publishing
services

eServe International USA Mumbai, 5,000 Transaction Citigroup

(affiliate of Citibank), Chennai processing, companies in
(eservenet.com) cash over 36
management, countries
card
processing
Daksh eServices New Delhi India (New 5,000 Customer Amazon.com,
(IBM subsidiary) Delhi, services (e.g. Paypal,
(daksh.com) Mumbai), web-based Yahoo
Philippines services,
real-time
chat, etc.)
Larsen & Toubro India Hyderabad, Difficult to Geographic Potomac
Infotech Limited Bangalore, assess Information Electric,
(lntinfotech.com) Mumbai, because of System Columbia
London the many (GIS), Gas, Pratt &
other engineering, Whitney
activities e-business
HCL Techonolgies BPO Noida (India) India 2,700 Predominantl Fortune "Top
(hclbpo.com) (several y voice 500" and
locations), offering global
Malaysia, players in an

8
Source: primarily the companies’ corporate websites.

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Company (website) Operational Locations Employees Key services Reference
head- (operation clients
quarters centres)
UK array of
industries

EXL Service USA (but Mostly 2,850 Diverse

(exlservice.com) originally India
from Noida
(India)
MsourcE (msource.net) New York, Pune, 3,200 Call centres Fedex,
USA Bangalore, Pfizer, NEC,
Tijuana, Samsung
London,
Birmingha
m
ICICI Onesource Mumbai Bangalore, 3,850 Predominantl Include
(icicionesource.com) Mumbai y voice Fortune 500
(majority owned by the offering and FTSE
finance ICICI Group) 100
(Financial
Times Stock
Exchange
Index)
companies in
the financial,
telecom,
media, retail
and tourism
sectors
vCustomer Seattle, USA India 3,200 Predominantl
(vcustomer.com) (Delhi, y technical
Pune) support

6. What type of companies is using BPOO services?

Large companies in the United States and in Europe - in particular in the United
Kingdom - have so far been the most active BPOO service buyers. According to
Gartner, BPO expenditures will reach $ 234 billion in 2005, with the United States
contributing about 60 per cent and European countries about 30 per cent. 9
According to McKinsey & Company,10 companies in the United States and United
Kingdom account for roughly 70 per cent of the BPO market. Relatively liberal
employment and labour laws give companies the necessary flexibility to implement a
BPOO strategy, including the restructuring of their activities and their workforce. They
can also take advantage of the sizeable English-speaking populations in many low-
wage countries, such as India, the Philippines and South Africa.

In addition to large companies, many SME and individuals are now also taking
advantage of BPOO opportunities. As an example, an increasing number of US
SMEs and also individual American citizens have their tax return forms prepared in
India. For that purpose, they scan the relevant documents and send them using the

9
"Business process outsourcing: A source of competitive advantages?", DTZ Research, 2003
10
"Offshoring and beyond", McKinsey Quarterly, 2003 No. 3.

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Internet to Indian companies such as DeftPro (www.deftpro.com; see below) or
aBridgeBPO (www.abridgebpo.com).

Taxation-related services provided by India's DeftPro

Every company can consider BPOO opportunities and analyse which functions could
be outsourced offshore. As a matter of fact, many services can be provided from
anywhere.

Nowadays, even companies in developing countries start to outsource offshore.

BPOO providers themselves outsource part of their work to countries with lower
wages or to countries where the manpower can provide skills (such as foreign
languages) not easily available at home. As an example, India's Infosys
Technologies Ltd's back office subsidiary Progeon has opened a centre in the Czech
Republic, while MphasiS BFL Ltd's arm MSourcE has established a contact centre in
Mexico. Finally, WNS Global Services, India's largest independent service firm, has
opened a centre in neighbouring Sri Lanka in 2004.

7. Which countries are the major providers of BPOO services?

As of today, the main country providing BPOO services is India. In this country, the
outsourcing industry had revenues in 2004 to the tune of US$ 3.6 billion,
mushrooming in and around key cities such as Bangalore, Mumbai and New Delhi. In
this sector, 245,000 people are employed, six times more than five years ago.11 A
non-exhaustive list of BPOO providers can be found at www.bpoindia.org. In addition,
as illustrated in figure 3, several thousands Indian companies are offering their
services online in Elance (www.elance.com), the world's leading BPOO web-based
marketplace.

11
Hindu Business Line, 3, September 2004, as well as the Gartner Group.

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 Several thousands Indian companies are offering their services in Elance.

Other BPOO powerhouses include the Philippines, Malaysia, Viet Nam and South
Africa. However, there are large BPOO service providers in many other countries
such as Ghana, where Dallas-based Affiliated Computer Services Inc. (www.acs-
inc.com) employs more than 1,300 workers at a data-entry site in the city of Accra.12

As a location for BPOO service providers, each country/region has its strengths and
weaknesses as illustrated in table 2, which is based on the author's research,
interviews and work experience. The table shows examples and does not represent
an exhaustive list.

12
International Herald Tribune, 23, May 2003.

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 Table 2. Locations for BPOO services: Strengths and weaknesses of major
countries/regions

Country/region Areas of focus Some strengths & weaknesses

India Call centres; IT services. English-language; highly qualified
personnel; enormous labour pool.
High telecommunication costs;
infrastructure sometimes
unreliable.
China Hardware design; Low costs. Insufficient (but fast
embedded software; call improving) command of the
centres for Japan and English language. Concerns can
Republic of Korea are arise with regard to the
growing in coastal cities. implementation of intellectual
property rights.
Philippines IT, accounting, architecture, Good fibre-optic infrastructure in
telemarketing. nine IT parks. Good supply of
English-speaking, college-
educated accountants, software
engineers, architects,
telemarketers and graphic artists.
Above-average understanding of
the US market.
Mexico IT and engineering. Good supply of IT experts and
engineers; proximity to the USA.
Costa Rica Call centres targeting Command of the Spanish
Spanish-speaking language.
consumers in the USA and
in Europe.
South Africa Call centres in French Command of the French
(because of the presence of language. European time zone
many French-speaking compatibility. Limited skill pool.
Africans).
Eastern Europe IT services. Command of the English and
(Hungary, German languages. Corruption
Poland, Czech can be an obstacle in some
Republic, countries.
Romania)
Russia Complex IT services; R&D Enormous untapped pool of
Federation centres. master's degrees and doctorates
in sciences, IT and mathematics.
Corruption can be an obstacle.

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 Table 3. Four-stage pattern in BPOO locations

Stage 1: Stage 2: Stage 3: Stage 4:

Infancy Emerging Escalating Established
Asia-Pacific Pakistan Malaysia China Australia
Rep. of Korea Thailand Philippines India
Viet Nam Singapore
Americas Brazil Jamaica Mexico Canada
Chile
Venezuela
Europe, Bulgaria Russian Fed, Czech Ireland
Middle East & Romania Ukraine Republic Israel
Africa Hungary UK
Poland
South Africa
According to DTZ Research (www.dtz.co.uk), a firm of international property advisers,
BPOO locations follow a four-stage pattern based on an assessment of key elements
such as labour costs/skills as well as availability/quality of IT and other infrastructure.
Therefore, each country can be placed in one stage as illustrated in table 3.13

13
"Business process outsourcing: A source of competitive advantages?", DTZ Research, 2003.

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 Chapter 2

BENEFITS AND RISKS ARISING FROM BPOO

This chapter will look at the benefits and risks of engaging in BPOO activities. The
analysis at firm level will address BPOO user companies and providers, uncovering
potential cost reductions but also potential hidden transaction and restructuring costs
that are not always easily measurable. Benefits and risks will be also briefly
discussed with regard to the national level, where the key question will be to compare
productivity gains and negative impacts such as job drain and losses in human
capital.

1. What are the advantages for companies that outsource offshore

and BPOO providers?
Organizations involved in outsourcing (offshore) parts of their processes can derive a
number of significant benefits such as:

(a) Access to lower labour (and capital) costs. As an example, an experienced Indian
accountant can expect to earn 17,000 Rupees (US$ 390) per month, which is less
than one tenth of the salary of his American counterparts. Furthermore, software
developers who cost US$ 60 an hour in the United States cost only US$ 6 an hour in
India. According to B. Valentine, Senior Vice President at Microsoft Corporation, "In
India, you can get quality work at 50 to 60 per cent of the cost.14 That's two heads
for the price of one".15 More generally, salaries for staff with few qualifications can be
as low as US$ 2 an hour in India, while many people in least developed countries
earn only 1 US$ a day. Usually, BPOO service buyers reduce mainly their fixed costs
in such a way that they are more capable of dealing with fluctuations in demand.

(b) Gain in speed not only thanks to the time differences but also because flexible
labour laws allow employees in many developing countries to work several shifts per
day and even round-the-clock shifts. As an example, European and US employees of
large management consultancies can have their presentation slides prepared
overnight in countries such as India. In addition, thanks to BPOO, many large
companies such as American Express, Dell Computer and Eastman Kodak can offer
round-the-clock customer care while keeping costs in check.

(c) Gain in quality. As Sir Keith Wilson of HSBC explains, "Indian call centre staffs
are quick at answering the phone, highly numerate and keen to come to work
everyday. They are hugely enthusiastic about their jobs and the quality of the work is

14
Microsoft seems to pay Indian software developers very well. This example corroborates the
experience of the author, who indicates that fees paid for BPOO services in developing countries vary
very much from company to company; this is partly because markets are far from being mature and
transparent.
15
“The new global shift”, Business Week, 3, February 2003.

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exceptionally high".16 It is therefore often advantageous to have such work done by
university graduates from developing countries who are fully motivated to earn much
more than they could have earned otherwise.

(d) Easier coordination. Many companies for instance, newspapers work with a huge
number of freelances. Coordination-wise, it is often much easier for newspapers to
deal with one single large BPOO provider than with an array of freelances.

(e) BPOO enables the management to concentrate on the core business.

Finally, the advantages for BPOO service providers are significant: employment at
probably better wages than would be available otherwise and, in more general terms,
increased business opportunities.

2. What risks do companies outsourcing offshore face?

BPOO-related risks are due to either outsourcing or offshoring, or to a combination of
both. The risks listed below are often interlinked and even partly overlapping.

Companies, that outsource may lose control or knowledge of strategically critical

elements. This could be partly due to sometimes insufficient protection of intellectual
property rights. Therefore, the choice of functions to be outsourced is essential.

Outsourcing offshore can also entail a large number of unforeseen and hidden costs
such as management attention as well as intense communication and coordination.
Furthermore, the high costs of telecommunications and network infrastructure in
some developing countries often come as a surprise. These high costs are often due
to monopolistic situations. Companies willing to outsource offshore are well advised
to start with the easiest parts in order to grab low-hanging fruit first and grow from
there.

BPOO often requires challenging business process reengineering. A mere replication

of processes developed at home is not the way to make use of the full potential of
offshoring. Since wages represent a very important part of the total cost in a
developed country, processes are designed to minimize labour costs. In developing
countries, processes should rather be designed to minimize complex communication
needs and to maximize asset utilization. An activity carried out with computers and
using expensive software in the United States could thus be performed manually in a
developing country.

Quality might be a problem. For this reason, some companies ended up repatriating
outsourced work. Owing to differences in culture and education, the expectations
regarding quality standards and efficiency in meeting deadlines can differ in
developed and developing countries. If this situation persists, companies may feel
obligated to "insource" activities. However, experience shows that the required
quality standards can be achieved if extra training is provided.

16
"Business process outsourcing: A source of competitive advantages?", DTZ Research, 2003.

Page 21 of 42
Because BPOO may be perceived as a cause of increased unemployment in
developed countries, companies outsourcing offshore may see their corporate image
damaged. Furthermore, if customers know that low-paid workers are performing
important processes in developing countries, they may boycott the products or try to
negotiate lower prices. Jean-Paul Darbellay, spokesman for Credit Suisse,
emphasized that, "as a general rule, we want to continue having our key
competencies in-house in order to ensure the quality of our services.”17 One could
read between the lines and interpret Darbellay's statement as a communication
strategy to reassure clients and employees rather than a policy to stick to "Made in
Switzerland". Partly because of the above-mentioned societal reasons, BPOO
providers are sometimes required to sign a non-disclosure agreement (NDA) that is a
contractual prohibition on mentioning the name of their clients. A good example of a
NDA is the Togo-based lawyers’ office Agboyibo: their clients are reputable French
law offices, but their names cannot be mentioned because of the existence of a NDA.

In addition to preventing consumers from boycotting a company's products or

demanding lower prices, NDAs are used to prevent competitors from obtaining the
same low-cost services and suppliers from becoming competitors.

BPOO service providers bound by a NDA may try to negotiate better prices, longer-
term contracts, exclusivity and a guaranteed minimum volume to counterbalance the
fact that they are unable to use their clients' names as references to attract new
customers.

A high employee turnover among BPOO employees, who take advantage of the
strong demand for their skills, can be a problem for both BPOO providers and the
client companies in developed countries. The turnover rate has a direct impact on
coordination and training costs as well as on service quality.

Political instability. As in the case of investment, companies wishing to outsource

services offshore may be reluctant to do so in a country where the political situation is
such that there is a risk of instability that may adversely affect the level and reliability
of the service that is being outsourced.

Data privacy and security may not meet legal or commercial requirements. For
instance, individual social security numbers or confidential company accounts could
be stolen or lost. To ensure data privacy, employees of OfficeTiger in Chennai, which
has emerged as a virtual research facility and back office for Wall Street, "are unable
to print out material from their screens; the floppy disc slots on their computers have
been disabled; the premises are monitored by security cameras; and workers have
their bags searched as they leave”. 18 Furthermore, to ensure data security, the
OfficeTiger IT infrastructure has built-in redundancy.

17
Interview with the author (February 2004).
18
Phil Reeves, "India: White collar jobs outsourced to South Asia", Independent, 29, August 2003.

Page 22 of 42
3. The political discussion: Who is the winner countries that are
providing BPOO services or those using BPOO services?

Benefits and risks of BPOO services are examined not only at the company level.
There is a much more emotional discussion about the consequences of BPOO at the
national level, where BPOO, unemployment, closedowns and brain drain are often
mentioned in the same breath. The following examples illustrate that fear.

On 12, September 2004, the following appeared in The Enquirer

(www.enquirer.com),19 a newspaper published in Cincinnati (United States):

The article was illustrated with the following picture:

Middle-management positions in developed countries seem to be more exposed than

ever, as illustrated by the following data:
• According to the IT research firm Forrester, offshoring will transfer 540,000
jobs from the US economy to foreign countries in 2004, a figure that will rise
to 3.4 million in 2015.20
• According to Deloitte & Touche's estimates, the developed countries will move
two million jobs in the financial sector to low-wage countries between 2004
and 2009. Half of them will go to India.21

19
The full article is available from
http://www.enquirer.com/editions/2004/09/12/biz_biz1aoffshored.html.
20
James McNair, "Offshore: U.S. workers face job drain", Enquirer, 12, September 2004.
21
The cusp of a revolution: How offshoring will transform the financial services industry, Deloitte
Research, 2003.

Page 23 of 42
 •Finally, according to the management consultancy McKinsey & Company, the
US finance service industry is planning to shift half a million jobs 8 per cent of
the total – offshore between 2004 and 2009.22
Consequently, legislators in more than 30 US states have introduced measures to
discourage offshoring. In 2004 President Bush signed a bill forbidding the
outsourcing of federal contracts overseas. Similar measures have been initiated in
the United Kingdom. However, the impact of these political barriers may be limited
because private companies will continue and even intensify their offshoring moves.
Indeed, companies unable to use (lower-cost) labour on a global basis will ultimately
be at a disadvantage.

Can BPOO nevertheless lead to a win-win situation at national level?

Countries that are providers of BPOO services and countries that are users of BPOO
services can be winners.

Liberal economists would argue that by moving services to countries with lower
labour costs, companies in developed countries could focus on creating higher-value
jobs. Even Gregory Mankiw, President Bush's Chief Economic Advisor, made the
point that if a good or a service could be produced more cheaply abroad, Americans
would be better off importing it than producing it at home.23

Liberal economists argue further that outsourcing offshore accounts only for a tiny
proportion of jobs in developed countries. In all, outsourcing abroad creates more
jobs than it destroys. The process allocates resources money and people to where
they can be most productive. In the long run, higher productivity is the only way to
raise standards of living across an economy, while any attempts to dampen or distort
the quest for increased efficiency can only lead to higher costs, greater inefficiencies,
decline in market shares and lower profitability for companies in developed countries.
But, obviously, reallocation and retraining of employees can be painful.

Current discussions in developed countries highlight the importance of focusing on

investment in human capital through a considerable improvement in the educational
system so that the workforce can be competitive in high-value-added jobs. Another
part of a possible solution could be to consider whether back-office operations in the
public sector could take advantage of BPOO to optimize the use of taxpayers' money.

The benefit for countries providing BPOO services is more obvious and direct.
Thanks to BPOO, these countries attract employment at higher than usual levels of
remuneration (and of increasing sophistication), business opportunities and foreign
direct investment.

22
Phil Reeves, "India: White collar jobs outsourced to South Asia"; Independent 29, August 2003.
23
"The great hollowing-out myth", Economist, 19, February 2004.

Page 24 of 42
 Chapter 3
SUCCESS FORMULAS FOR BPOO PROVIDERS

This chapter provides practical information and guidelines to SME managers in

developing countries who are interested in engaging in BPOO activities. The first step
would be to select a suitable service, and then it has to be promoted in order to
attract foreign customers. Promotion should be multidimensional and channels can
be very diverse (websites, press, etc.), depending on the specific needs and
constraints of the company. How Governments of "BPOO provider countries" can
foster the industry and facilitate the start-up phase for SMEs discussed in the end of
this chapter. The case studies presented in the Annex complement the information
given in chapter 3, providing valuable experiences of successful Asian and African
SMEs providing BPOO services.

1. How can potential BPOO service providers select suitable

services to offer?
BPOO service providers are encouraged to be imaginative in order to offer services
facing limited current and future competition. To generate ideas, a good start is to
have a look at the extensive list of services proposed in Elance (or its competitors),
as illustrated below.

Types of services proposed in Elance

Page 25 of 42
2. How can BPOO service providers credibly promote their
services?
To be able to acquire customers is obviously a key success factor. A non-exhaustive
list of ideas for doing so can be found below.

(a) Use of web-based service marketplaces. In this domain, Elance

(www.elance.com), owned by eBay, plays a leading role. It has sellers in more than
80 countries. The advantages of using such a well-known marketplace are as follows:
• Many qualified buyers use this marketplace;
• Some qualifications/credentials of service providers can be verified by Elance
or its partners;
• Suppliers' performances are evaluated by buyers; since these evaluations are
publicly available, suppliers can build a solid reputation;
• Fees (subscription-led and transaction-based) are reasonable. Also, many
suppliers use Elance to build credibility and acquire a portfolio of clients. Once
this has been done, they no longer work through Elance in order to avoid the
payment of commissions.

Many SMEs and freelances in developing countries are getting interesting orders
from Elance. This is, for instance, the case of India's MagNet Web Publishing (see
mini-case study 1 in the Annex) and Thailand's ORvisions (see mini-case study 2).

While Elance is widely regarded as the pre-eminent web-based service marketplace,

it has a number of competitors such as:

• Guru (www.Guru.com). Guru.com is an online marketplace for freelance

talents. Created in August 2000, Guru.com's web-based marketplace directly
connects businesses with freelances locally, nationally or globally who
specialize in over 160 professional categories, including website design,
programming, graphic design, business consulting and administrative support.
• eWork (www.ework.com). eWork is a provider of web-based products and
outsourced services that optimize the supply chain for projects and contractor
-based work. eWork recently merged with ProSavvy (www.ProSavvy.com).

(b) Personal and/or face-to-face contacts remain essential even in the Internet era:

• The CEO of Madagascar's Ibonia (see mini-case study 6 in the Annex) has
studied in France, which is definitely an advantage for acquiring clients and
sales agents in that country, as well as for understanding the expectations of
these clients/agents.
• The Chairman of India's MagNet Web Publishing has an uncle in the United
States who has helped him to establish contacts with an American sales agent.
• Togo's Langue and Business (see mini-case study 3 in the Annex) uses
primarily face-to-face contacts to acquire new clients even though its services
are delivered through the Internet.

Page 26 of 42
 • Viet-Nam Atlas Industries (www.atlasindustries.com) does not wait passively
for British architects to knock on their door. They go to England to make
presentations about outsourcing and about their services. Atlas Industries
also has offices and representatives in Europe, the United States, Japan and
South-East Asia.

To acquire clients, Atlas Industries holds seminars about outsourcing in the United Kingdom.

• Even though Medi-Type (www.medi-type.com) has its operation centres in the

Philippines, it is officially registered in the United States and has some offices
in that country (see picture below) in order to be physically closer to its clients.

Medi-Type operates in the Philippines but is officially based in the United States.

(c) Press coverage is essential because editorial content looks credible and is
tantamount to free advertisement. A number of companies therefore do not spare any
effort in order to be covered by the press. An alternative strategy is to create one's
own editorial content such as (online) newsletters/magazines, white books, press
articles or portal websites. MagNet Web Publishing started as an electronic magazine,
while Ibonia uses its content website MadaNews to increase credibility and acquire
clients.
Page 27 of 42
 CharityCounts.com managed to get press coverage in key publications such as News.com, a
major online information provider.

(d) To have one's own website is often important. Even more important is to be
positively covered/mentioned in the websites of other organizations. Examples
include an excellent rating in Elance, membership of a renowned professional
association (see Langue et Business) or press articles.

(e) Obviously word-of-mouth recommendations remain of paramount importance. As

a consequence, it is essential to make sure that clients remain really satisfied.

Finally, there are many other ways to promote one's BPOO services credibly. In this
regard, readers are invited to refer to the UNCTAD publication "Use of the Internet for
Efficient International Trade".24

3. What can developing countries do to support their BPOO

service providers?
BPOO is not only about cost advantages. Indeed, those countries that stress
primarily the benefits of lower costs will find their relative positions being overtaken
by other countries in time. With regard to the business environment other critical
factors that contribute to the success of BPOO service providers, are as follows:

• Political and social stability;

24
In particular, section 2.3, "Using websites as a mean to acquire clients and leads".

Page 28 of 42
 • Good infrastructure (low-cost, high-performance, reliable), in particular in the
area of telecommunications;
• Large pool of skilled labour; Language and IT skills are certainly an important
element;
• A favourable legal environment, for with regard to e-commerce;
• Governmental support in the area of quality assurance (e.g. Fund for Small
Innovative Enterprises in the Russian Federation);
• A large and qualified diaspora, i.e. people living outside their original
homeland. In this regard, it is certain that the many qualified Indians living in
the United States have enormously helped Indian BPOO companies.
Therefore, Governments should also see the positive side of this "brain drain";
• Financial incentive and assistance. examples: tax holidays for investment in
infrastructure, telecom services, and R&D companies; facilitation of access to
capital for BPOO provider start-ups (such as the National Venture Fund for the
Software Industry in India).

Another important point is that it is often very difficult (or even illegal) for BPOO
providers in developing countries to accept payments from their customers or to
make payments to foreign suppliers. To solve these problems, BPOO providers may
have to circumvent laws and/or rely on friends, relatives or business partners living
abroad. These difficulties greatly limit the development of BPOO companies.
Therefore, Governments would be well advised to put in place a financial structure
and framework which facilitate national and international payments, so that the
BPOO service providers can devote all their energies to acquiring and keeping
foreign clients rather than to overcoming structural obstacles.

Page 29 of 42
 Annex

MINI CASE-STUDIES

1. MagNet Web Publishing, Mumbai, India

MagNet Web Publishing (www.magnet-i.com) is a Mumbai-based privately owned
organization, that specializes in web application development, intranet development,
and wireless technologies.

We interviewed Nirav Mehta, founder, Chairman and Managing Director of the

company, in Mumbai on 3 September 2004.

MagNet Web's young leadership team

Question: How was MagNet founded?

Mehta: I started the company in 1998 as a student. At the beginning, it was an e-zine
(i.e. an online magazine) and then it started to provide Internet-related services to
local clients.

Question: How many employees does MagNet have?

Mehta: We now have 50 regular employees, working in two shifts (7:00 -15:30; 15:30
- 23:30)
Comment of the interviewer: MagNet's offices are quite crammed, but this allows
them to optimize the use of their assets. To work with two shifts allows them to
complete projects fast.

Page 30 of 42
Question: How do you acquire foreign clients?
To garner foreign clients, we started to use Elance five years ago. Now, all our clients,
except KPMG India, are foreign-based: most of them are from the United States.

MagNet's buyers-based record in Elance is outstanding. The best grade is 5 (extremely

satisfied) and the worst one is 1 (extremely dissatisfied).

Question: To acquire foreign clients, do you use other web platforms in

addition to Elance?
Mehta: We tried several other web-based platforms, but Elance is by far the most
established. Today, we get most of our jobs from Elance, at least the first order
comes from Elance. Otherwise, we get some projects thanks to referrals and word of
mouth, commission-based agents in the United States and, recently, in Greece.

Question: What do your agents do exactly?

Mehta: In addition to selling, they clarify project specifications. If they are a web
agency themselves, they actually sign the contract and subcontract it to us.

Question: How did you get to know your agents?

Mehta: Some of our agents are former clients. We got to know others with the help of
an uncle who resides in the United States.

Page 31 of 42
Question: Do your staff travel abroad to meet clients?
Mehta: No, because our projects are too small to justify it. We communicate with our
clients using the Elance tools as well as e-mail, Instant Messenger, regular phone
and Internet-based telephony.

Question: What would be the motivation of your clients to keep using Elance
as opposed to dealing directly with you?
Mehta: Our clients may feel more confident if their evaluation of our job is publicly
available. But once we have reached a critical mass of positive feedback, this is less
needed. Actually, after using Elance for two years we start to have fewer clients who
need to use Elance to deal with us. Another element is that the Elance's payment
systems are very practical for our clients.

Question: What are the limitations of Elance?

Mehta: We do not get large projects (i.e. above US$ 5000) through Elance because
face-to-face contacts would be needed. Another limitation is that, so far, we have not
got any exciting projects in Flash and mobile applications. Finally, we find that
Squaretrade (www.squaretrade.com), Elance's mediation partner, is not useful at all;
in a case of conflict, their services proved to be useless.

Question: Which methods of payment do you use?

Mehta: We use four methods.
• Elance: This method is very practical for our buyers; its downside is that we
have to bear the risk of fraud even though we have to pay an 8.5 per cent
transaction fee to Elance.
• Credit cards: The negative part of this method is that, here as well, we bear
the risk of fraud and that we have to pay a 5 to 6 per cent commission to our
bank. As with Elance, this method is risky for sellers but practical for buyers.
• Sometimes we also get paid by wire transfer, but Americans are barely used
to it, especially small banks.
• Sometimes we also use Paypal, but the problem with this system is that it is
not possible to transfer money from a Paypal account directly to an Indian
bank. We must repatriate money in our bank account in two steps.

Question: What are your standard payment terms?

Mehta: For projects over US$ 1000, we ask for 25 per cent upfront, 25 per cent on
delivery of the beta version and 50 per cent on delivery of the final version. For
projects under US$ 1000, we require 50 per cent upfront and 50 per cent on delivery.
For all cases, we will provide free technical support for a one-month period.

Page 32 of 42
2. ORvisions, Bangkok, Thailand
ORvisions (www.orvisions.com) is a company specialized in designing multimedia
websites using Macromedia's Flash.

This one-person company works with the support of a network of freelancers and is
run from home by Ms. Plaior (Kathryn) Aroonrat.

Ms. Plaior Aroonrat, an autodidact Flash specialist

Ms. Aroonrat graduated from Chiangmai University, Northern Thailand, with a B.S. in
mathematics and with minors in business management and computer programming.
She first worked in the field of policy and planning analysis and then co-founded
ORvisions in 2003.

Interview with Ms. Plaior Aroonrat, conducted on 13 November 2004

Aroonrat: OK, what are the questions you would like to ask me? Please ask me only
questions that do not increase my amount of competition. I have competitors not only
in Thailand but also in India.

Question: Your professional background is primarily mathematics and policy

and planning analysis. How did you learn Macromedia's Flash?
Aroonrat: I learned it by myself.

Page 33 of 42
Question: How do you acquire your clients?
Aroonrat: All my clients are acquired though Elance. Actually, I am even not prepared
to accept projects outside Elance. I have been bidding on Elance projects on an
irregular basis since 2003 and I will stick to it.

By November 2004, ORvisions had been awarded 34 projects through Elance. Clients'
evaluations are outstandingly positive.

Question: If a client hires you through Elance, would this client hire you
directly for a subsequent order, i.e. without using Elance?
Aroonrat: Sure! I even encourage my clients to do so to avoid Elance's commission.
However, some clients prefer to continue working through Elance because they feel
more comfortable when they have the possibility to post an evaluation about my work
in Elance; in other words, they feel they can control my work better.

Question: Are most of your clients regular clients?

Aroonrat: Yes.

Question: How is it to work with a network of freelancers?

Aroonrat: It is very difficult to find qualified freelancers in Thailand. For six Elance
projects, because I was very busy, I have worked with 4 freelancers, but all of them
gave me headaches. One of the reasons why I do only (small) Flash projects, as
opposed to more comprehensive IT projects, is that I cannot count on a complete
team.

Page 34 of 42
Question: Are all you clients from foreign countries?
Aroonrat: Yes and mostly from the United States. As a matter of fact, I refuse Thai
clients. I even do not work for foreigners living in Thailand. It is actually much easier
to work for foreigners living abroad.

Question: You also have a website www.orvisions.com. Is it useful? Could it

bring clients to you or at least does it help convince prospective Elance
clients?
Aroonrat: So far, I have not got any client through my website. I do not think it is
really useful in my case, partly because it is not updated and not so good. Besides, to
bid on Elance projects, it is not required to have one's own website. At any rate, I
shall revamp it soon.

Question: What kind of Internet connection do you normally use?

Aroonrat: I have a simple dial-up connection.

Question: How do your clients pay you?

Aroonrat: I get paid either by wire transfer or through Paypal.com. As a policy, I never
ask for down payments.

Question: Not asking for down and/or partial payments is unusual and risky.
Have you ever had dishonest clients who refused to pay you?
Aroonrat: No, it has never happened.

Question: Is it highly profitable to do Flash projects for foreigners through

Elance?
Aroonrat: Not really because my fees are so low. Actually, I do not charge an hourly
or a daily fee. I agree on a price for a whole project and I work until my clients are
fully satisfied. But my fees are OK provided I live in Thailand and work from home.

Page 35 of 42
3. Langue et Business, Lomé, Togo
Langue et Business is a small French - English translation company located in Lomé,
the capital of Togo. This company was founded and is run by Kofi Elolo Sylvester
Kumodzi, a member of the International Association of Conference Interpreters
(www.aiic.net). Lomé is ideally located on the border between the French-speaking
and the English-speaking parts of Africa. Therefore, Langue et Business can easily
have access to qualified employees and freelances.

Langue et Business is able to perform good-quality work. Thanks to Internet-based

electronic mail, the company can receive and send back assignments from anywhere
in the world. Naturally, Langue et Business is particularly interested in getting
international orders because fees are much higher than in the case of local orders.

But the key challenge for Langue et Business is to acquire foreign customers located
in Logo. To tackle this issue, Mr. Kumodzi has devised the following solutions:

(a) The Langue et Business small office cum business centre is located in a big hotel
(Hôtel 2 Février) very near an international convention centre located itself in the
hotel. Therefore, many foreign conference participants enter the business centre and,
as such, are potential direct or indirect clients.

Hotel 2 Février in Lomé, Togo

(b) Mr. Kumodzi carries out regular international interpretation assignments where
he meets many people. Thanks to these face-to-face contacts, he has additional
opportunities to acquire clients.

(c) As a member of the International Association of Conference Interpreters (AIIC,

www.aiic.net), Mr. Kumodzi is listed in the website of this association. He can
therefore refer to this site to help convince potential clients of Langue et Business's
ability to deliver quality results.

Page 36 of 42
 Mr. Kumodzi's listing on the
International Association of Conference Interpreters' website

Two lessons can be learned from this example:

(a) While Langue et Business uses the Internet intensively to communicate with its
clients, the company does not have its own website because Mr. Kumodzi thinks that
to be listed in AIIC's website is simply more credible. In other words, to have one's
website is not always a necessity for selling online services.

(b) Langue et Business mostly uses offline methods to acquire new clients. The
Internet is then used to communicate with existing clients, receive assignments from
them and deliver finished products to them. In other words, to provide online services
does not necessarily mean that these services must be sold online.

Page 37 of 42
4. National Information Technology Institute, Kathmandu, Nepal
National Information Technology Institute Pvt. Ltd. (NITI, www.niti.com.np) is a
company providing information technology (IT) services and Geographic Information
System (GIS) services to clients in Nepal and overseas.

NITI premises in Kathmandu

On the occasion of an UNCTAD seminar25 on 19 November 2004 in Bangkok, Mr.

Suresh Pradan, NITI's Data Manager, provided the following information about his
company. Mr. Pradan's presentation has been complemented by an interview.

"NITI was established in 2000. In 2004, its forecast revenues amounted to

US$ 200,000. In 2004, the company had roughly 100 employees, over 70 per cent of
them women. People from other countries such as Afghanistan, Bhutan and Thailand
are trained in NITI and even clients from Japan visited the company.

"NITI provides two types of BPOO services: digital mapping (i.e. the making of maps
using computerized data and procedures) and medical transcriptions (i.e. the
transcription, formatting, and proofreading of medical dictations, most commonly
those outlining a patient's health).

"Regarding digital mapping, clients are Japanese digital mapping companies that
outsource part of their work to NITI. The demand for digital mapping is increasing
because of the increased use of GPS (Global Positioning Systems) and navigators.
Process-wise, NITI receives raw data from its clients. These raw data are picture
files26 on CD-ROM or printed maps, both of them received by courier. If raw data are
small electronic files, FTP is used. Finalized digital maps are sent to clients by e-mail,
FTP or on a CD-ROM (by courier), depending on their sizes. The minimum order is
US$ 10,000 for one month. This division employs 80 people (two shifts per day). For
these digital mapping activities, the software used includes Nigmas, Mapedit,
Autocad, and ESRI GIS systems. The main challenge faced by NITI is the fierce
competition from companies based in countries such as China, India, Thailand and
the Philippines.

25
On the occasion of the regional UNCTAD Training Workshop on Internet and International Trade for
Trade Support Institution (TSI) Senior Managers, held in Bangkok.
26
The format used is jpg or gif.

Page 38 of 42
 Tokyo Metropolitan map

NITI's employees working on Japanese maps

"Regarding medical transcriptions, clients are US doctors and medical institutions.

Audio files are received through FTP. The software used depends on the wishes of
each client. Given the political insecurity in Nepal, late evening work has not been
possible since 2002. For this reason, the number of employees working for this
division went down from 500 persons (three shifts per day) to 20 persons (one shift
per day). Therefore, NITI is now concentrating its efforts on its digital mapping
services, which do not require on-the-spot and/or late evening work because delivery
deadlines are much longer.

NITI's medical transcription staff

"For both above-mentioned BPOO services, invoices are sent by e-mail (and/or fax)
and payments are received by TT (telegraphic transfer)."

Page 39 of 42
5. Digital Divide Data, Phnom Penh, Cambodia
Digital Divide Data (DDD, www.DigitalDivideData.org) is a Phnom Penh-based non-
profit organization which provides digitization services to more than 50 foreign clients.
Digitization services include converting archived newspapers, journals, magazines
and other periodicals into digital media by retyping them or using optical character
recognition (OCR). Other examples of services are OCR cleanup, markup/tagging,
forms processing, survey processing and analysis of courtroom telephone records.
Many DDD clients are libraries of US universities. The first major assignment was to
provide digitization services for The Harvard Crimson, one of America's oldest
university newspapers, published continuously since 1879.

After two years of operation, DDD has about 100 employees, who have above-
average working conditions. Its 2002 revenues totalled US$ 150,000. In 2004, new
offices in Battambang (Cambodia) and Vientiane (Lao People’s Democratic Republic)
were opened. Thanks to rapid growth, DDD plans to provide jobs and educational
opportunities for up to 500 people and to increase annual revenues to US$ 1,000,000.

DDD premises in Phnom Penh

Says Nhev SithSophary, General Manager of DDD, "our mission is not only to satisfy
our customers; to our employees, we promise to facilitate their human development
through providing fair wages, health care, education, and career advancement
opportunities". Actually, many DDD employees are landmine or polio victims.

Leng Sorphea has been working for DDD since 2001.

Page 40 of 42
DDD employees, and primarily those with physical disabilities, use intensively
Internet-based Instant Messengers services to communicate. Output from clients is
usually received and sent via the Internet, often using FTP.

To acquire clients, DDD works with three US-based sales representatives and sends
targeted promotional e-mails on a daily basis.

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8. Ibonia, Antananarivo, Madagascar
Ibonia (www.Ibonia.com) is a Madagascar-based company specializing in software
engineering, multimedia development (websites, CD-ROM), pre-press work and data
entry.

Ibonia has about 25 employees (software engineers, computer technicians, designer,

data input operator) and takes assignments from both local and international (mostly
French) clients. One of Ibonia's core businesses is the design of websites for French
travel agencies. Some websites designed by Ibonia have received international
awards. The major award was for the website Look Voyages (www.look.fr), which
was selected by Ziff-David Press as one of the ten best websites in the world for
travel agencies.

The way in which Ibonia acquires (international) clients is interesting. Says Iharizaka
Rahaingoson, CEO of Ibonia, “To promote our professional services, one method we
used was to run MadaNews.com (www.madanews.com), an online newspaper. At
some point, we employed three journalists, but since banner ads did not cover their
costs, we could only keep one of them on a part-time basis. It is difficult to make
money in a direct way with an online newspaper, but MadaNews has been very
effective in obtaining visibility and in getting orders”. It should be noted that the use of
MadaNews was discontinued once a critical mass of clients was achieved.

Ibonia used e-zine MadaNews to get visibility and orders.

Ibonia works with a French agent who is responsible for getting orders, primarily
websites for travel agents. This agent also helps to get the specifications right. Finally,
another advantage of Ibonia is the fact that its CEO studied at the undergraduate and
postgraduate levels in France.

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