Operation models and the efficiencies of the captive BPO units decide the investment decisions and its future.
According to January-February 2005 issue of BPO Newsline, a NASSCOM news magazine, the global IT/ITES Services market has grown from US$ 1,184 bn in 2002 to US$ 1,322 bn in 2003 and is expected to achieve a turnover of around US$ 2,497 bn by 2008-09 and US$3,3991 bn by 2012. According to NASSCOM, the Indian ITES-BPO industry is likely to grow to US$ 5.1 bn in 2004-05. And a big chunk of the market is taken by captive BPO units of companies like HSBC, Citigroup, Goldman Sachs, Merrill Lynch, American Express, Swiss Air, Deutsche Bank, McKinsey and several of the reputed companies.
BPO units have become a strategic tool for maintaining competitiveness. Therefore, operation models and the efficiencies of the captive units have become a decisive parameter based on which the parent companies decide the investment decisions and future of their captive offshore units.
The following models can be envisaged for such captive BPO units to operate upon. The application of any of these models is based on the cost structures, operational efficiencies, nature of work that have been identified to be outsourced, human resource policies and numerous other factors. |
