Browse all BPO Market Development market analyses by title

The purpose of this report is to assess the role of South Africa as a BPO delivery location for international companies.

The objectives of the report are to identify:

• The experience of organisations that use South Africa for international BPO service delivery
• The drivers for use of South Africa for delivery of BPO services for both contact centre services and for financial industry-specific & back-office services
• The profile of companies using South Africa BPO service delivery by industry sector
• The profile of international service delivery from South Africa by service type
• The benefits sought from South African service delivery and the profile of benefits achieved
• The delivery cost structure associated with South Africa, including details of government incentives.

While IT services activity in the banking sector has continued to decline in 2002, business process outsourcing has continued to show strong market growth and this pattern is expected to continue in 2003.

In order to evaluate this new pattern of opportunity in the banking sector, NelsonHall has extensively interviewed senior executives to ascertain their challenges, requirements and buying intentions for 2003.

The questions addressed include:

• What are the principal business initiatives taking place in the banking sector?
• What are the principal IT initiatives planned in the banking sector?
• How satisfied are banking executives with their current business processes and with their current IT capability?
• For which applications do banks plan to use IT services vendors and for which processes do they plan to purchase business process outsourcing services?
• What are clients' vendor selection criteria?
• What are client attitudes towards use of offshore services?
• What vendor capabilities are needed for success?

BPO is increasingly overtaking traditional IT services as the major growth opportunity for IT Services vendors. And in the current market environment, it remains important to identify the precise IT services opportunities emerging in 2003.

In order to evaluate this new pattern of opportunity in the pharmaceuticals sector, NelsonHall has extensively interviewed senior executives to ascertain their challenges, requirements and buying intentions for 2003.

The questions addressed include:

• What are the principal business initiatives taking place in the pharmaceuticals sector in 2003?
• What are the principal IT initiatives planned in the pharmaceuticals sector for 2003?
• How satisfied are pharmaceuticals executives with their current business processes and with their current IT capability?
• For which applications do pharmaceuticals firms plan to use IT services vendors and for which processes do they plan to purchase business process outsourcing services?
• What are their vendor selection criteria?
• What are their attitudes towards use of offshore services?
• What vendor capabilities are needed for success?

While recent IT services activity has been limited in the utilities sector, the sector has been an important source of BPO contract activity in Nort America for companies such as Cap Gemini Ernst & Young and Accenture.

In order to evaluate this new pattern of opportunity in the utilities sector, NelsonHall has extensively interviewed senior executives to ascertain their challenges, requirements and buying intentions for 2003.

The questions addressed include:

• What are the principal business initiatives taking place in the utilities sector?
• What are the principal IT initiatives planned in the utilities sector?
• How satisfied are utilities executives with their current business processes and with their current IT capability?
• For which applications do utilities companies plan to use IT services vendors and for which processes do they plan to purchase business process outsourcing services?
• What are clients' vendor selection criteria?
• What are client attitudes towards use of offshore services?
• What vendor capabilities are needed for success?

Despite widespread dissatisfaction with current supply management processes and systems, organisations are no longer planning major investments in new systems to improve their supply chain capability. Instead the overall emphasis has changed from implementation to:

• Optimising and integrating existing supply chain managment system
• Purchasing established operational capability through use of business process outsourcing.

Accordingly, managers involved in developing SCM and procurement services strategies need to understand the new demands of organisations in 2003. In particular, they need to understand the changes in:

• The business issues faced by supply chain executives and how these differ by sector
• The benefits sought from supply chain and procurement initiatives by organisations in differing sectors
• The current initiatives planned by organisations in supply chain management and procurement
• Planned use of business process outsourcing
• The profile of activities where business process outsourcing is planned
• Clients' vendor selection criteria
• Vendor offerings and positioning
• Where and how can we target this market?