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While India continues to be the location of choice for offshoring F&A services, the FAO delivery-location landscape now has a truly global footprint. This webinar will discuss key findings from Everest Group’s latest study around emerging locations in the FAO delivery location landscape.
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Today’s Webinar is brought to you by Everest Group
Today’s WebinarToday’s WebinarEmerging Locations in the FAO Delivery Landscape – The New Frontiers Emerging Locations in the FAO Delivery Landscape – The New Frontiers
Synopsis: While India continues to be the location of choice for offshoring F&A services, the FAO delivery-location landscape now has a truly global footprint. This webinar will discuss key findings from Everest Group’s latest study around emerging locations in the FAO delivery location landscape
Synopsis: While India continues to be the location of choice for offshoring F&A services, the FAO delivery-location landscape now has a truly global footprint. This webinar will discuss key findings from Everest Group’s latest study around emerging locations in the FAO delivery location landscape
About Everest GroupAbout Everest GroupEverest Group is an advisor to business leaders on the next generation of global services with a worldwide reputation for helping Global 1000 firms dramatically improve their performance by optimizing their back- and Everest Group is an advisor to business leaders on the next generation of global services with a worldwide reputation for helping Global 1000 firms dramatically improve their performance by optimizing their back- and p p g y p p y p gmiddle-office business services. With a fact-based approach driving outcomes, Everest Group counsels organizations with complex challenges related to the use and delivery of global services in their pursuits to balance short-term needs with long-term goals. Through its practical consulting, original research and industry resource services, Everest Group helps clients maximize value from delivery strategies, talent and sourcing models technologies and management approaches Established in 1991 Everest Group serves
p p g y p p y p gmiddle-office business services. With a fact-based approach driving outcomes, Everest Group counsels organizations with complex challenges related to the use and delivery of global services in their pursuits to balance short-term needs with long-term goals. Through its practical consulting, original research and industry resource services, Everest Group helps clients maximize value from delivery strategies, talent and sourcing models technologies and management approaches Established in 1991 Everest Group servessourcing models, technologies and management approaches. Established in 1991, Everest Group serves users of global services, providers of services, country organizations and private equity firms, in six continents across all industry categories. For more information, please visit www.everestgrp.com and research.everestgrp.com.
sourcing models, technologies and management approaches. Established in 1991, Everest Group serves users of global services, providers of services, country organizations and private equity firms, in six continents across all industry categories. For more information, please visit www.everestgrp.com and research.everestgrp.com.
Proprietary & Confidential. © 2011, Everest Global, Inc. 1
For more information, contact Mark Williamson at [email protected] more information, contact Mark Williamson at [email protected]
Q&A
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Then, type your question in the rectangular field at the bottom of the Q&A box and click the send button to submit
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Proprietary & Confidential. © 2011, Everest Global, Inc. 2
Emerging Locations in the FAO DeliveryEmerging Locations in the FAO Delivery Landscape – The New Frontiers
WebinarSeptember 2011
Introductions
Saurabh GuptaVice PresidentEverest [email protected]
Kuldeep LullaSenior Research AnalystEverest Groupk ld l ll @ [email protected]
Proprietary & Confidential. © 2011, Everest Global, Inc. 4
In today’s session, we will cover three key aspects of the expanding FAO delivery-location landscape
Global sourcing in FAO contracts Offshorability of F&A processes Direct cost benefits from offshoring
Global sourcing in FAO contracts Offshorability of F&A processes Direct cost benefits from offshoring Direct-cost benefits from offshoring Labor arbitrage across source and destination
geographies
Direct-cost benefits from offshoring Labor arbitrage across source and destination
geographies
New locations that emerged on the FAO delivery-location
New locations that emerged on the FAO delivery-location
The expansion of FAO delivery footprint beyond
The expansion of FAO delivery footprint beyond
Value proposition of global sourcing in FAO
1
landscape in 2009-2010 Spotlight on five emerging
locations
landscape in 2009-2010 Spotlight on five emerging
locations
India Key factors driving the FAO
delivery location expansion
India Key factors driving the FAO
delivery location expansion23
Proprietary & Confidential. © 2011, Everest Global, Inc. 5
Note: For more details refer to our recently published report titled ‘The New Frontiers: Emerging Locations in the FAO Landscape’ available at http://research.everestgrp.com/Product/11564
Contents
Value proposition of global sourcing in FAO
Expanding FAO delivery footprint Expanding FAO delivery footprint
New FAO delivery locations
Q&A Q&A
Proprietary & Confidential. © 2011, Everest Global, Inc. 6
The multi-process FAO market witnessed strong performance in 2010
Higher number of new FAO contract signings in 2010 compared to 2009
Continued momentum in FAO contract extensions in 2010Number of contracts
Activity in current year
Cumulative activity to date xx% Annual growth
6387
compared to 2009Number of contracts
15%493
58018%
9469%142
23666%
Number of contracts
430 493
2009 2010
84142
58
2009 2010
3 615%
4.9
13%23.7
28.721%
~15% growth in active ACV was witnessed in 2010 compared to ~10% growth in 2009. The current FAO market size is US$3.6 billionActive ACV in US$ billion
20%+ growth in overall TCV in 2010TCV in US$ billion
10%3.1
3.6
21.0 23.8
2.7
Proprietary & Confidential. © 2011, Everest Global, Inc. 7
Dec-09 Dec-10 2009 2010
Sample size: 580 multi-process FAO contracts signed as of 2010Source: Everest Group (2011)
Poll Question: How would you describe the current and near future state of the FAO market?
Proprietary & Confidential. © 2011, Everest Global, Inc. 8
Source: Live polling conducted during the Emerging Locations in the FAO Delivery Landscape webinar on September 27, 2011
More than 90 percent of the FAO contracts leverage global sourcing today
Portion of FAO contracts with offshore componentNumber of original contracts
Average FTEs at offshore locationsPercentage
396 56100% =
Contracts completely onshore
Contracts with offshore/nearshore
componentcomponent
Proprietary & Confidential. © 2011, Everest Global, Inc. 9
Sample size: 452 multi-process FAO contracts signed as of 2010Source: Everest Group (2011)
Given that FAO is a mature market today, most F&A processes have a high degree of offshorability
Offshorability of F&A processesPercentage
Transaction-intensive processes pJudgment-intensive processes
Accounts payable
Accounts receivable
General Offshorability is defined as the
percentage of in-house scope that General accounting
Fixed assets Payroll Tax
Management reporting and
Budgeting/ forecasting
Treasury and i k
p g pcan be delivered from an offshore location
While transaction-intensive have a high degree of offshorability, judgment-intensive processes are
70-90
p ganalysis risk
management Internal audit Capital
budgeting
not offshored as much due to the complex nature of activities
Offshorability of individual F&A processes can also vary significantly depending on the buyer context and specific requirements
20-40
50-70
High Medium Low
specific requirements
Proprietary & Confidential. © 2011, Everest Global, Inc. 10
High Medium Low
Source: Everest Group (2011)
Offshoring can provide significant savings on the direct cost of the entire F&A function
Impact on direct cost of F&A function due to offshoringIndexed to a total direct cost of 100 for onsite operations
ILLUSTRATIVE
Buyers of F&A services can achieve significant savings from offshore delivery due to labor arbitrage 30-40%
savings
100
Most-likely scenarioMost-likely scenario
and productivity improvements– Labor arbitrage: Labor arbitrage can range from
30 to 80 percent, depending on the delivery location mix (onshore versus nearshore versus offshore)
– Potential productivity improvements: Ongoing initiatives such as process improvements
savings
60-70
70-80% savings
initiatives such as process improvements, automation, and standardization etc. can contribute 20 to 30 percent to the cost savings
Percentage of services offshored is also impacts savings. In addition, situation-specific factors such as set-up costs, governance costs, and contract term
20-30
set up costs, governance costs, and contract term determine the actual savings achieved from offshoring
100% onsite 55-60% onsite +40-45% offshore2
100% offshore2
Proprietary & Confidential. © 2011, Everest Global, Inc. 11
Note: The savings projections are for a steady-state offshore operation; the scenario is expected to be different in the first one to two years of the engagement
Source: Everest Group (2011)
Contents
Value proposition of global sourcing in FAO
Expanding FAO delivery footprint Expanding FAO delivery footprint
New FAO delivery locations
Q&A Q&A
Proprietary & Confidential. © 2011, Everest Global, Inc. 12
India continues to be the location of choice for offshoring F&A services
Inclusion of delivery locations in FAO contractsPercentage
Number of delivery centers1
Number of service providers1
India
Central and Eastern Europe
Central/+ ne
arsh
ore
Southeast Asia
South America
China
Offs
hore
+
North America
Western EuropeOns
hore
India is the preferred location for offshoring F&A services. Nearly 55 percent of the FAO offshored F&A services from IndiaIndia is the preferred location for offshoring F&A services. Nearly 55 percent of the FAO offshored F&A services from India
1 Based on the operational details of 20+ FAO service providers including Accenture, Aditya Birla Minacs, Xerox-ACS, Capgemini,Cognizant HP EXL Service Genpact HCL IBM iGate Infosys BPO Intelenet Steria Sutherland Global Services TCS VWA
Proprietary & Confidential. © 2011, Everest Global, Inc. 13
Cognizant, HP, EXL Service, Genpact, HCL, IBM, iGate, Infosys BPO, Intelenet, Steria, Sutherland Global Services, TCS, VWA, Wipro, and WNS
Sample size: 580 multi-process FAO contracts signed as of 2010Source: Everest Group (2011)
However, the FAO delivery-location landscape now has a truly global footprint
Offshore and nearshore F&A delivery locations
L dCentral and Eastern Europe
Delhi NCR
Budapest
Warsaw
DalianBucharest
Krakow
J iChandigarh
China and Southeast Asia
Juarez Tulsa
Sofia
BratislavaKatowice
Wroclaw
PragueBrno
Lodz
Lublin
VarnaTimisoara
Cairo
CasablancaChengdu
Cluj
Rabat
Tianjin
Okinawa
Dabrowa
San JoseBangalore
Delhi NCRShanghai
Singapore
Guangzhou
KochiChennai
Mumbai Pune KolkataManila
Jaipur India
Central and South America
Nasik
Colombo
BangkokPhilippines
Cebu
Hangzhou
Juarez
MonterreyMontego Bay
Costa RicaGuatemalaGuadalajara
Kuala Lumpur
Quito
Abu Dhabi
Cyberjaya
Rabat
Dubai
Okinawa
Hyderabad
Buenos Aires
Sao Paulo
Curitiba
Santiago Hortolandia
Montevideo
Belo Horizonte Johannesburg
Gaspar
Proprietary & Confidential. © 2011, Everest Global, Inc. 14
Note: Based on information of 20+ service providers including Accenture, Aditya Birla Minacs, Xerox-ACS, Capgemini, Cognizant, HP, EXLService, Genpact, HCL, IBM, iGate, Infosys, Intelenet, OPI, RMS, Steria, Sutherland Global Services, TCS, Wipro, and WNS
Source: Everest Group (2011)
Poll Question: Do you leverage locations outside of India for F&A offshoring/service delivery?
Proprietary & Confidential. © 2011, Everest Global, Inc. 15
Source: Live polling conducted during the Emerging Locations in the FAO Delivery Landscape webinar on September 27, 2011
In 2009-2010, expansion of delivery footprint was a major investment theme among the service providers
Number of FAO delivery centers over timeNumber of centers
Number of delivery centers by regionNumber of centers
20082010
Western Europe
North America
Central & South America
Southeast Asia
Central & Eastern Europe
India China
A number of service providers including Genpact, Infosys, TCS, WNS, and Wipro etc. opened new delivery centers in above geographies during 2009-2010
Proprietary & Confidential. © 2011, Everest Global, Inc. 16
Note: Based on the operational details of 20+ leading FAO service providersSource: Everest Group (2011)
There are four key drivers behind the FAO delivery-location expansion
Tapping into new source geographiesTapping into new source geographies
11
source geographiessource geographies
Drivers for FAO delivery locationDrivers for FAO delivery location
Resource constraints as established locations near
Resource constraints as established locations near
Creating a blended onshore-nearshore-offshore model to
Creating a blended onshore-nearshore-offshore model to
2244
delivery-location expansion
delivery-location expansion
locations near saturationlocations near saturation
offshore model to offer true global delivery
offshore model to offer true global delivery
Avoiding location concentration riskAvoiding location concentration risk
33
Proprietary & Confidential. © 2011, Everest Global, Inc. 17
Source: Everest Group (2011)
Contents
Value proposition of global sourcing in FAO
Expanding FAO delivery footprint Expanding FAO delivery footprint
New FAO delivery locations
Q&A Q&A
Proprietary & Confidential. © 2011, Everest Global, Inc. 18
Over 15 new locations emerged on the FAO delivery-location landscape in 2009-2010
Offshore/nearshore F&A delivery locations
Jaipur Chandigarh
SofiaVarna
Timisoara
CairoCasablanca
Chengdu
Rabat
Tianjin
Dabrowa
OkinawaJaipur g
Bangkok CebuGuatemala
Kuala LumpurQuito
Abu DhabiCa o
Cyberjaya
DubaiOkinawa
CuritibaMontevideo
Belo HorizonteJohannesburg
Gaspar
Proprietary & Confidential. © 2011, Everest Global, Inc. 19
Note: Based on information of 20+ service providers including Accenture, Aditya Birla Minacs, Xerox-ACS, Capgemini, Cognizant, HP, EXLService, Genpact, HCL, IBM, iGate, Infosys, Intelenet, OPI, RMS, Steria, Sutherland Global Services, TCS, Wipro, and WNS
Source: Everest Group (2011)
The study focuses on five from such locations
Jaipur is fast emerging as the next generation BPO destination in India– Low-cost labor, proximity to National Capital Region (NCR) region, unexploited real estate market, and
availability of good analytical skills make Jaipur a viable alternative– Key F&A processes delivered from Jaipur include accounts payable, accounts receivable, general
Jaipur
y p p p y , , gaccounting, and other transactional processes
Montevideo is a late entrant to the outsourcing map, but has attracted the attention of foreign investors due to a stable economic and political environment coupled with availability of an educated and low-cost workforce– Its strategic geographic location has also become a significant factor for selecting it as a regional center of
business operationsp– Key F&A processes delivered include accounts payable, accounts receivable, management reporting, and
tax & audit
Johannesburg, the smallest but wealthiest province of Africa already has a well established domestic outsourcing market– It is now increasingly becoming attractive as a Tier-II destination for global offshore outsourcing. This is
Montevideo
attributed to the increased awareness of potential cost savings – Key F&A processes delivered include accounting, and late stage collections
Guatemala City is an emerging location for bilingual English-Spanish talent as the wages are higher and labor supplies constrained in neighboring locations– A stable economy, strategic location and excellent telecom infrastructure lend this city the potential to
b th b t h l ti f A i li t
Johannesburg
become the best nearshore location for American clients – Key F&A processes delivered include accounts payable, accounts receivable, and management reporting
Rabat has three natural advantages that make it a highly competitive delivery location for serving Western Europe– Low cost and multilingual workforce
M d d lib li d t l t
Rabat
Guatemala City
Proprietary & Confidential. © 2011, Everest Global, Inc. 20Source: Everest Group (2011)
– Modern and liberalized telecom sector– Geographical and cultural proximity to Europe– Key F&A processes delivered include accounts payable, accounts receivable, and tax & audit
The research includes an in-depth profile of each location based on a variety of parameters
Risk assessment Evaluation of each location on parameters such as geopolitical stability, macro-economic
Risk assessment Evaluation of each location on parameters such as geopolitical stability, macro-economic
Service provider presenceService provider presence
g p y,environment, legal and regulatory framework, safety and security, infrastructure support, and labor sustainability etc.
g p y,environment, legal and regulatory framework, safety and security, infrastructure support, and labor sustainability etc.
Service provider presenceKey third-party providers and captives present at each location
Service provider presenceKey third-party providers and captives present at each location
F&A functional capability F&A functional capability Key F&A processes delivered from each locationKey F&A processes delivered from each location
Value proposition Unique advantages of each location in terms of Value proposition Unique advantages of each location in terms of
Geography covered and language competenciesGeography covered and language competencies
q goperating costs, availability of talent pool, geographic advantage, & infrastructure support
q goperating costs, availability of talent pool, geographic advantage, & infrastructure support
Proprietary & Confidential. © 2011, Everest Global, Inc. 21
competenciesPrimary buyer geographies served from each location and language capability
competenciesPrimary buyer geographies served from each location and language capability
Key takeaways
More than 90 percent of the FAO contracts leverage global sourcing today
Given that FAO is a mature market most F&A processes have a high degree of offshorability especially Given that FAO is a mature market, most F&A processes have a high degree of offshorability, especially transaction-intensive processes. In contrast, judgment-intensive F&A processes are not offshored as much due to the complex nature of activities involved
Offshoring can provide significant savings on the direct cost of the entire F&A function, primarily due to labor arbitrage and productivity improvements achieved by service providers
India emerged as the global hub for FAO delivery, accounting for nearly 70 percent of the service providers’ offshore/nearshore FAO headcount. However, the FAO delivery-location landscape is now a truly global footprint In 2009-2010 expansion of the delivery footprint was a major investment themetruly global footprint. In 2009 2010, expansion of the delivery footprint was a major investment theme among service providers
There are four key drivers behind the FAO delivery location expansion:– Tapping into new source geographies
C ti t l l b l d li t k– Creating a truly global delivery network– Avoiding location concentration risk– Resource constraints as established locations near saturation
Over 15 new locations emerged on the FAO delivery-location landscape in 2009-2010
Proprietary & Confidential. © 2011, Everest Global, Inc. 22
g y p
2011 FAO research plan (page 1 of 2)
Topic Goals of the research
Published To-be published
Planned release
FAO annual report 2011 –FAO is Back!FAO annual report 2011 –FAO is Back!
Overview of the overall FAO market in 2010 with size & growth of market, contract characteristics, value proposition, service provider rating and market outlook for 2011
March -2011
Meter-to-cash BPO market for Utilities –market webinar
Meter-to-cash BPO market for Utilities –market webinar
As part of its industry-specific BPO research initiatives, Everest Group conducted a study focused around Meter-to-Cash (M2C) BPO opportunity assessment and solution trends. This webinar was aimed at helping market stakeholders understand M2C BPO demand potential, drivers to outsource, service provider landscape and go-to-market characteristics
May-2011
FAO service provider landscapeFAO service provider landscape
In this research study, we analyze the fast-changing global FAO service provider landscape and its impact on the FAO market. We focus on service provider position and market shares, delivery capability assessment, and modes of differentiation
May-2011
modes of differentiation
India-to-India Domestic BPO marketIndia-to-India Domestic BPO market
While India has traditionally been a prominent delivery location for BPO services, it is starting to emerge as a notable source geography as well. In this study, we focus on the General & Administrative Outsourcing (GAO) segments (FAO PO d HRO) f th d ti BPO k t d l k t th
May-2011
Proprietary & Confidential. © 2011, Everest Global, Inc. 23
(FAO, PO, and HRO) of the domestic BPO market and analyze market growth, key drivers to outsource, buyer adoption trends, service provider landscape, and future outlook
2011 FAO research plan (page 2 of 2)
Topic Goals of the research
Published To-be published
Planned release
FAO service provider profile compendiumFAO service provider profile compendium
Profile 20+ established FAO service providers across various dimensions including overall revenues, FTEs strength, key delivery locations, FAO service suite, market positioning, overall FAO delivery capability assessment, and Everest Research perspective on service provider
Jun-2011
Top 5 emerging locations in FAOTop 5 emerging locations in FAO
Beyond the established locations that feature in most leading FAO service providers’ global delivery network, newer locations are making their presence felt on the FAO delivery map. This study evaluates top five from such locations and highlights the market state therein
Sep-2011
Process maturity models in FAO – Can it be a differentiators for Service Providers?
Process maturity models in FAO – Can it be a differentiators for Service Providers?
Q4-2011 In a bid to continue growing in a competitive market, service providers are looking for ways to generate business impact beyond just labour arbitrage. Few FAO service providers have developed models to optimize the outsourced processes and shift them towards best-in-class performance benchmarks. This white paper investigates such models and their potential to create differentiation in FAO marketcreate differentiation in FAO market
Industry-specific FAO solutionsIndustry-specific FAO solutions
While FAO is largely considered a horizontal BPO offering, in recent years, service providers have increasingly shifted their focus on specific industries, both in terms of service offerings and sales strategy, to drive greater
t ti Thi t i ti t h i t i ibl i th FAO
Q4-2011
Proprietary & Confidential. © 2011, Everest Global, Inc. 24
penetration. This report investigates some such instances visible in the FAO market
Contents
Value proposition of global sourcing in FAO
Expanding FAO delivery footprint Expanding FAO delivery footprint
New FAO delivery locations
Q&A Q&A
Proprietary & Confidential. © 2011, Everest Global, Inc. 25
Q&A
Attendees will receive an email enabling them to download today’s webinar presentation as well as access a recorded audio version
Attendees will receive an email enabling them to download today’s webinar presentation as well as access a recorded audio version
For advice or research on F&A services, please contact:– Saurabh Gupta, [email protected]– Kuldeep Lulla, [email protected]
For advice or research on F&A services, please contact:– Saurabh Gupta, [email protected]– Kuldeep Lulla, [email protected]
For background information on Everest Group, please visit:– www.everestgrp.com– research.everestgrp.com
Thank you for attending today
For background information on Everest Group, please visit:– www.everestgrp.com– research.everestgrp.com
Thank you for attending today
To ask a question during the Q&A session
Click the question mark (Q&A) button located on the floating tool bar in the bottom right of your screen
To ask a question during the Q&A session
Click the question mark (Q&A) button located on the floating tool bar in the bottom right of your screen
Thank you for attending today Thank you for attending today
Click the question mark (Q&A) button located on the floating tool bar in the bottom right of your screen. This will open the Q&A Panel
Be sure to keep the default set to “send to All Panelists”
Click the question mark (Q&A) button located on the floating tool bar in the bottom right of your screen. This will open the Q&A Panel
Be sure to keep the default set to “send to All Panelists”
Proprietary & Confidential. © 2011, Everest Global, Inc. 26
Then, type your question in the rectangular field at the bottom of the Q&A box and click the send button to submit
Then, type your question in the rectangular field at the bottom of the Q&A box and click the send button to submit
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