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Latency Arbitrage is an imperative idea while talking about High Frequency Trading, and alludes to the way that diverse individuals and firms get advertising information at various circumstances. These time contrasts, known as latencies, might be as little as a billionth of a nanosecond, yet in the realm of rapid trading, such contrasts can be significant. So vital, truth be told, that trading firms pay loads of cash to be found nearer to exchanges’ servers– each foot nearer spares one nanosecond. Latency arbitrage happens when high frequency trading algorithms make trades a brief instant before a contending trader and after that exchange the stock seconds after the fact for a little benefit.

What is Latency Arbitrage?

This is a typical term in the realm of high frequency trading, and for the most part alludes to the possibility that organizations don’t all get a similar data about traded on an open market stocks at the very same minute in time. Some get it sooner and some later, and the distinction is known as latency. Some trading firms spend fortunes to guarantee they get the information to start with, and after that benefit from it by “latency arbitrage”. Each foot nearer you are to the trade server spares you one nanosecond. Also, they get it by basically paying the exchanges for the rights to co-situate with the trade servers. There’s likewise a section two: they permit the crude information from the exchanges that goes into the national value citation frameworks. Bottom line: they’re getting vital estimating data before the market on the loose.

How does that assistance make arbitrage preambles?

Here’s one case. A major organization is in the market to purchase a major request of a given stock. It will have algorithms execute the exchange gradually, attempting to get the best value… you know, it will take whatever’s accessible at, say, $11.20 per share, and afterward what’s accessible at $11.51, and so on. This is the place the “latency arbitrage” can come in. A HFT can see that the calculation is in the market, and basically purchase up all the accessible shares at $11.20 a moment before the foundation does. Presently the establishments calculation proceeds onward, and searches for shares at $11.51 The HFT offers all the stock it just purchased at $11.20, winning a totally hazard free penny a share, around 0.31$ correctly in pick up. Sounds little, yet gauges are that practices like this are including an excessive number of millions of dollars for every trading day, and a few billion every year. Latency arbitrage in the middle of 2 forex brokers is additionally exceptionally normal, Example there are Two forex brokers one is saxo-bank one of the biggest European banks, another is Alpari-A Russian retail intermediary, both these brokers are citing the cost of EUR/USD at 1.1007 and 1.1002, so there is basically a little crevice of 0.0005 and Saxo bank is speedier due its institutional structure.

Along these lines, a latency calculation construct robot running in light of devoted servers can without much of a stretch pick this talk and purchase on the slower merchant in expectation of getting 2-3 pips of benefits inside a small amount of second. In any case, nowadays numerous liquidity suppliers would just square your account and relinquish the greater part of your acquiring you attempt such methodology without educating them. The vast majority of the retail brokers are sponsored by liquidity suppliers who are huge banks, they never need to be tricked by their own procedure. We provide several forex trading managed accounts that work on this technique. Amid news releases these crevices move toward becoming 10-20 pips and accordingly latency trading is substantially more productive in an unpredictable market. A large portion of the brokers would utilize virtual merchants and other software’s to back off the execution of these trades.


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Accounts Receivable Financing – Think Differently

Borrowing money is as American as apple pie. Americans borrow money to purchase houses, to finance automobiles, and to pay for luxury items on their credit cards every day. It is a rare individual that can pay all cash for their house, their car, or their credit card bill every month. The U.S. economy thrives on credit because of the recycling of cash when these purchases occur. America is an economic powerhouse, partly because collectively we borrow so much money to have things today, instead of saving the cash to buy these items some day, if ever, in the future. Economic theorists are of the opinion that when you purchase a house, the cash recycles about seven times: to the realtor, to the title company, to the mortgage broker, to the lender, the butcher, the baker and the candlestick maker, and so forth.

We live in the land of opportunity. You do not need a college degree or pedigree to become an entrepreneur. All you need is the ability to organize, manage, and assume the risks of a business with a sufficient amount of cash to fund the business.

Borrowing money is the American paradigm for success for individuals and for businesses. According the American Heritage Dictionary, a “paradigm is:

1. One that serves as a pattern or model.

2. A set or list of all the inflectional forms of a word or of one of its grammatical categories: the paradigm of an irregular verb.

3. A set of assumptions, concepts, values, and practices that constitutes a way of viewing reality for the community that shares them, especially in an intellectual discipline.

Usage Note: Paradigm first appeared in English in the 15th century, meaning “an example or pattern,” and it still bears this meaning today: Their company is a paradigm of the small high-tech firms that have recently sprung up in this area. For nearly 400 years paradigm has also been applied to the patterns of inflections that are used to sort the verbs, nouns, and other parts of speech of a language into groups that are more easily studied. Since the 1960s, paradigm has been used in science to refer to a theoretical framework, as when Nobel Laureate David Baltimore cited the work of two colleagues that “really established a new paradigm for our understanding of the causation of cancer.” Thereafter, researchers in many different fields, including sociology and literary criticism, often saw themselves as working in or trying to break out of paradigms. Applications of the term in other contexts show that it can sometimes be used more loosely to mean “the prevailing view of things.” The Usage Panel splits down the middle on these nonscientific uses of paradigm. Fifty-two percent disapprove of the sentence The paradigm governing international competition and competitiveness has shifted dramatically in the last three decades.”

For more dictionary information please see: The American Heritage® Dictionary of the English Language, Fourth Edition Copyright © 2000 by Houghton Mifflin Company.
Published by Houghton Mifflin Company. All rights reserved.

What does this have to do with accounts receivable financing?

Banks exist primarily to loan money to people and businesses, on a safe and sound basis according to federal banking regulations. The banking paradigm for businesses involves offering checking and savings accounts to take money in, and offering various types of business and personal loans to “get the money out”. Their goal is to make a profit on your cash for the bank. To qualify for these loans you have to prove, to the bank’s satisfaction, that you have the clear and present ability to repay these loans. If you are a startup company, a company that is growing very rapidly, or an established company that is affected by a sudden negative event, the banking paradigm may not work for you. Perhaps, you need to think differently; perhaps your perspective is “inside the banking paradigm box” and you need an alternative.

What is inside the box thinking? According to ‘Thinking Outside the Box’? By Ed Bernacki Published April 2002:

“Thinking inside the box means accepting the status quo. For example, Charles H. Duell, Director of the US Patent Office, said, “Everything that can be invented has been invented.” That was in 1899: clearly he was in the box!

In-the-box thinkers find it difficult to recognize the quality of an idea. An idea is an idea. A solution is a solution. In fact, they can be quite pigheaded when it comes to valuing an idea. They rarely invest time to turn a mediocre solution into a great solution.”

Mr. Bernacki distinguishes “inside the box” thinking vs. “thinking outside the box” as follows:

“Outside the Box
Thinking outside the box requires different attributes that include:

o Willingness to take new perspectives to day-to-day work.

o Openness to do different things and to do things differently.

o Focusing on the value of finding new ideas and acting on them.

o Striving to create value in new ways.

o Listening to others.

o Supporting and respecting others when they come up with new ideas.

Out-of-the box thinking requires openness to new ways of seeing the world and a willingness to explore. Out-of-the box thinkers know that new ideas need nurturing and support. They also know that having an idea is good but acting on it is more important. Results are what count.”
If your B2B business does not have enough bank credit to expand at the rate you need, or if your B2B business cannot take advantage of growth opportunities because of lack of funds, you may need to think differently: think outside the box. Think of using the virtually unlimited financing that is available from accounts receivable financing.

To think differently, you may need to overcome the two most common “inside the box” concerns regarding accounts receivable financing.

Objection: “Our customers will not want do business with our company if they know we are dealing with a commercial financing company to finance our accounts receivable”.

Think Differently: Accounts receivable financing allows you to offer credit terms, like the bank. Many businesses prefer to resell your products or services and earn a profit before they have to pay you for your product or service. Accounts receivable financing generally involves notification to your customers of the arrangement to “manage” your receivables; and verification from your customers that your product or services were “satisfactory”. From your customer’s point of view, someone in their account’s payable department is changing the “pay to” portion of their check to the address of a commercial finance company. Usually the check is cut payable to you and sent to a P.O. Box of the commercial finance company. In certain situations, notification may not be required at all; this is called non-notification factoring.

Objection: “Accounts receivable financing is too costly”.

Think Differently: Accounts receivable financing is a paradigm for success; you will have the necessary working capital you need to fulfill larger orders by accelerating your cash flow. You will need a gross margin of 20% or more, in general, for this type of financing to make economic sense. There is an inverse relationship between the cost of financing and the size of your credit facility: the larger the credit facility, the lower the cost. In other words, the fees and rates will be less for $500,000 per month than for $25,000 per month.

The bottom line: Accounts Receivable Financing- Think Differently! is intended to help you think “outside the box” and become more profitable. One tried and true paradigm for achieving this result as an entrepreneur with a B2B business is accounts receivable financing.

Copyright © 2007 Gregg Financial Services

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New Financial Services in US Healthcare

SSON speaks to Susir Kumar (MD & CEO, Intelenet) and Suresh Ramani (President – North America Sales & Operations, Intelenet) about outsourcing trends for the next year, acquisition of captive centers by BPO and how changes in the U.S. healthcare represent opportunities for Intelenet.

SSON: Let’s start with a look at BPO generally. We’re just seeing the back end of a global recession – how has this affected Intelenet over the past few months?

Susir Kumar: OK. A BPO is basically the back end of a company’s operations, so we handle their customers’ transactions. Through the recession period we have seen, for example, banks issuing a lesser number of credit cards; banks giving fewer mortgages; the new accounts that are being opened up have reduced. We are the back-end supporter of these clients of ours: the volumes coming in from these clients of ours have actually gone down, so if we were issuing 60,000 cards a month for a particular client it perhaps went down to as little as about 5,000. We became extremely concerned about issuing any further loans [while] people were just not willing to spend money or buy things, and all of that had a significant impact on the number of transactions and the number of calls coming in.

What we first saw in this initial phase of this whole recession was volume reduction, and a whole lot of companies being extremely concerned about whether they would survive through this phase of recession or not. So everyone started strategizing around how to survive. We had a set of companies which thought by taking certain actions they would survive, and then we had a set of companies which were pretty concerned about their survival. So in some companies we actually saw some drastic measures being taken, and now people were not expecting the traditional outsourcing deals. They were asking us “Tell us how you can accelerate the cost savings process? I know you can give us 50% reduction of costs after 18 months: is there a way that you can give us 30% right now?” So it was a completely new expectation that came in, and I think after the first six months of recession we saw a lot of companies coming out with the question, [so] we had to change our value proposition or our offers to clients and prospects… Then we started observing, over the next six months to about nine months, that these companies were making faster decisions: in the past it would take anything between six to 18 months to take a decision on outsourcing or offshoring, but during this phase we were seeing companies taking decisions as quick as maybe two or three months.

We noticed that clients who had outsourced just about 15% or 20%, were all talking to us about how they could increase the outsourcing/offshoring percentage, and get their costs down; so we also went after every company that had outsourced just a small component, and we told them that “yes, in this case you are saving $5 million a year, or $10 million a year; here is another opportunity where you can accelerate and increase the scope of offshoring and outsourcing, and you could save potentially double or triple the amount that you are currently saving.” The third thing that we saw was, [before the recession] people would not make an offshoring or outsourcing decision if the saving was, say, less than 40%. In the new environment we saw that even if we gave a value proposition of savings of 15%, people would make a decision. Three years back we would never go to a company if the value proposition was just a 15% saving.

I think right now we are in this phase – where from the bottom our clients have actually been growing about 5 to 10%, so we have already seen more cards being issued, more mortgages being given, more people traveling; in the travel segment that we handle, we are seeing a lot of demand coming up. And in the last six months most of the companies that have downsized their own labor force, are all believing that there is going to be some growth in the next six to 12 months. Albeit, these companies are not convinced that this growth is going to be sustainable; people are generally believe that 2012, is where they will see a growth equal to what they saw in 2007-2008. So the value proposition that we are offering to our clients is: ‘you guys have come out with a plan for next year that talks about 10% growth versus the bottom; rather than you building your own capacity and people why don’t you look at working with us, because you can turn on the tap or turn off the tap with us, whereas it’s more difficult for you guys to do it in your environment where it’s expensive and more regulated.’

SSON: Looking forward then, Susir, what now do you see as the biggest challenges facing outsourcing providers? And how are you positioning Intelenet to overcome these?

SK: Just to give you a summary: over the last, say, 18 months to 20 months, we’ve actually seen a reduction or a contraction of our existing business of around 10% to 15%. But there is new demand which is offsetting this shrinkage, and net-net we are still seeing a 10% growth. The good news is that people are making faster decisions and looking at outsourcing more. Because of these multiple reasons and the fact that we are giving them capacity as a value rather than just cost, there has been a growth in our existing-to-new business, to the extent of almost 25%, which after offsetting the 10%-15% shrinkage still accounts for 10% net growth. So that’s the bottom line of the whole thing.

People are also negotiating more. And people have actually tested the market in the last 18 to 24 months and trying to squeeze a little more out of service providers like us. When they came in through this phase of recession and asked us for a 5% or 10% discount, we gave it to them because these are long-term relationships, and we have to reciprocate in some form in their time of difficulty. Now this is becoming a new norm for pricing.

We have also learned in the last 18 months or 24 months to run the operations more efficiently. So what we have been telling the clients in the last 18 months is, “ok, you guys want a 10% discount, we’ll give you a 10% discount. But don’t dictate to me in terms of where the operations should be run from, what should be the span of control, what should be the kind of technology – you tell me what is the end result you want, in terms of efficiencies, in terms of turnaround times, in terms of accuracy, and let me decide how and from where to run the operations, and I’ll give you the 10% discount.” So what has happened in the last 18-24 months is we have been given the freedom to decide how to run and from where to run the operation.

Net-net, though we have reduced the price, we have been able to get the same margin as what we were getting in the past..

Another big challenge is that people are asking for more and more financially structured deals, rather than the regular outsourcing which is a per-FT price or a per-transaction price; it’s becoming a little more complex. They are asking us to fund the redundancy, they are asking us to fund the set-up costs; there are a few clients that are asking us to take an outcome-based pricing, and we’re taking more and more of that. I think from a risk perspective, we are now required to factor in if at all we have funded the redundancy – and if the contract is say over a period of 5 years, if it actually gets terminated before that, then we will not have to cover the entire funding of redundancy that we have done.

Companies are also coming and telling us, “guys, just take our operation lock stock and barrel, and you guys decide the onshore/offshore mix, etc: this is what we want as outcomes.” And what that means to us is investment; taking over the risk of pensions of these employees and costs associated with just aligning that new business that we buy out with our business, and so on and so forth. In the last six months we have done about five acquisitions of just the back-end operations of a company. And that always has the challenge of integration – and the risks.

SSON: That’s an interesting point: at the moment we’re seeing a lot of BPOs buying into shared services captives, for example Cognizant and UBS: is that something on your agenda for 2010?

SK: Yes they are, and actually, one of the advantages we have is we’re not a listed company, and being a part of Blackstone, we do have access to capital. When you acquire a back office of an existing company, what you need is capital, and an ability to take the impact on your P&Ls for the first six months or a year of buying out the company.

For example, if I were to buy the back office of an existing company, the company would expect a reduction of costs of, say, 20%. In the moment that you buy it and you start billing 20% less the next day, you’re actually incurring a loss in your books, because the cost structure and the way the operations are designed needs you to spend, for example, 100 and you’re only actually billing the client about 90. There’s a hole in your P&L. Only after about six months to one year you will start reducing your costs, you will start building efficiencies in the processes and so on and so forth, and you will be able to bring down your costs from 100 to, say, 80 or so – and because the client is paying 90, you start making a profit of 10. What this means to us is it will impact on our P&L accounts for a period of one year. But because we are not listed it really doesn’t matter to us; and the good thing is, normally when you do a transaction like this we ask them for a lock-in – to provide us a commitment of business for a period of time. And as I told you we did about five transactions in the last six months: all of those five transactions have come with a revenue commitment for a period of time. You will see us do more and more of these kinds of deals both onshore as well as offshore.

SSON: Who have you done transactions with over the last five months?

SK: We have done one transaction with one of the large banks, we are about to finish off a transaction in the UK. We bought two captives from travel companies, we bought one captive from a very large bank, we about to buy one very large captive from a transport company in the UK and we have also bought another company in the retail space, reasonably big: about 200-300 seats.

SSON: Moving on, Susir – let’s take a look at healthcare? We are running this a US healthcare series with Intelenet, can you give us some insight into the work you are doing directly in this space?

SK: There are two things. Firstly, Blackstone has about ten companies in the healthcare space in the US, either on the provider side and the payer side. Secondly, we are looking towards the regulatory changes that are taking place in the US: The new regulations will mean if a person in the US goes and applies for insurance, that person has to be given an insurance policy. Today they may just go and tell a customer that they will not give insurance coverage at all. The Obama administration is opening up insurance in that, earlier, insurance companies could only provide insurance for people in a particular jurisdiction – which could be a particular state, for example the state of Arizona. Now they have allowed these insurance players to give insurance policies across the United States.

So taking Arizona again for example – say there were four large insurance companies giving health insurance; all of a sudden now there are companies from New York that are issuing polices in Arizona, there are companies in Texas issuing policies in Arizona. The number of companies actually providing insurance cover has gone up by virtue of this new regulation. So in suammary, they cannot deny people coverage and the competition has actually gone up. By virtue of this we believe that both the insurance payers and insurance providers will have an implication on their cost and profitability.

A new code is also being prescribed. If you look at any medical diagnosis or procedure in the US or across the globe, it needs to be codified. For example if someone is diagnosed with four ailments, each of those needs to be coded; or if some surgery has been performed on a particular person then this again needs to be coded. This coding helps to keep medical records, and also helps to pay the insurance company and the hospitals – so insurance companies use this code to work out how much to pay for hospitals based on whatever ailments they have. Now this code is undergoing a change from what is called an ICD9 to an ICD10 which increases and changes the way things are codified.

So what does all of this mean to companies? Firstly, they will need to retrain their people in coding, they need to change the systems that they use for coding and, because the number of codes has gone up, they need to get more people into coding. The government will monitor payers and providers to make sure the coding is done properly. All of this will cause a huge impact on the healthcare companies in terms of costs and profitability so our value proposition at this point in time is that we can come in and help with codification. You don’t need to train people at your end, because we can either get these people onshore in the US or we can help you with an offshore solution. When you provide an offshore solution, the cost comes down – or it helps with the new issue we have in terms of competition and the universal access. As we have access to the ten companies in the Blackstone portfolio, we are already doing work for a few of them, we can just leverage this expertise and get across the whole market. So the reason we are focusing on the US is, one, to take advantage of the new situation, and two, to leverage the expertise we are already building by virtue of doing work for a few of these Blackstone portfolio companies, both on the payer and the provider side.

Suresh Ramani: I think if you were to draw a context of where US healthcare has been traditionally and where it is moving, I think there is cause for worry. If you look at the spend in 2008, they spent about $2.4 trillion on healthcare – which is about 17% of GDP – and of that $2.4 trillion, 80% of that went to 20% of the population of the US of the insured. That number today is going to double, within the next eight years the spend on healthcare will be about $4.5 trillion. So you can see the exponential growth and with all the reforms which Susir has talked about, such as universal access and going outside the state to insure, the risk appetite of all the providers is going to go up.

The other big piece is the unfunded mandates which are the conversions of ICD9 to ICD10 which as a program, I think, whether other countries have adopted, the US has to adopt, and that will be a regulation which has to come into effect by 2012. So, these are again costs that the providers and payers need to absorb.

Another big component to this is in terms of the reimbursements which will come down, because the Obama administration wants about $400 billion out of the spend to pay off the deficit. So if all this is going to happen, the payers have to focus on their operating costs if at all they are to survive – or there will have to be a story of consolidation or elimination out of the 1,800 payers in the American market.

There is also the issue of regulatory compliance. With all these changes, it is difficult to keep processes up to date; as a result healthcare insurance carriers are not meeting obligations to the state, to the federal government – and they are paying huge penalties. So Intelenet can step in here and fix these problems. The most important piece to that is not only do we consult but we actually implement process improvements. The other piece to this is that we get solutions which are both BPO and technology related so there is process optimization that we focus on and an enabler to that is outsourcing or offshoring. So clearly three things: regulatory compliance, driving down operational costs and improving quality, I think are our three pillars, if you will, of our service delivery.

SSON: Susir, you talked about the services that are being outsourced: processes and compliance etc, and you mentioned coding. What other services do you expect the healthcare industry in the US to outsource to you?

SK: There are two sets of people in this space: providers – basically hospitals and payers who are the insurance companies. On the providers’ side, there are also companies which provide medical equipment – so again another huge market. For example, the services we provide for hospitals are coding, billing services, contact center support, claiming monies from insurance companies – if somebody goes through a procedure then we need to ensure that the doctor writes it on a form and the form is scanned and it comes to us – we need the machine, we need to do the right coding, we need to send it to the insurance company to check that it is covered. If it is not covered by the insurance and it’s a deductible amount, we need to go after the insured. Then we need to raise a bill and say the payers challenge what we have invoiced, we negotiate and close those issues. Then there are complaints, and complaints management. On the payers side we receive invoices, we pay invoices, and we reconcile accounts.

SSON: Are you providing these services from onshore or are you providing from locations in India?

SK: There are clients who are asking us to do some piece of work onshore in our location, or in near-shore locations, or offshore. So, we are working with all of the models. We are offering clients both India and the Philippines. The Philippines has a lot of nurses who are either looking at going to the U.S. or who have returned back from the U.S. So that is a big pool that we are tapping into to say that “if you work with us in the healthcare space, it may be an added experience for you guys when you seek a job in the U.S”. Or for people who have come back from the US, when they already know the nuances and systems there, they can be readily employed in an environment such as the Philippines. We also have a site in Poland, again a good site from where we provide services in healthcare.

SSON: You are obviously looking very closely at the US healthcare space; do you foresee Intelenet possibly expanding into other countries?

SK: We have had a client from the UK for the past 8 years. But as there is a huge demand now from the US, we are all focused on the US. [But] we will be going beyond the US to other geographies. India itself is a huge market. The amount of people who are getting covered under insurance in India is huge; everybody now wants cover and there are a lot of healthcare companies, both on the provider and payer sides, coming into India. This is a completely new market for us.

SSON: So why do you think new customers – within the US or India further down the line – should sign with you as opposed to any of your competitors?

SK: I did mention to you that we have about ten companies in the Blackstone portfolio, all of whom we’re working with pretty closely – and the work that they give us covers almost the entire range of work that healthcare insurance companies look at outsourcing. Now these companies have not been used to offshoring and outsourcing as much as the financial services sector, and one big thing they will look for is, “are you guys really doing this, why I am looking at outsourcing?” And we are able to demonstrate an actual live case of the work they’re expecting to outsource. Also what we have done is significantly enhanced our management of healthcare, so we have of late recruited about half a dozen people who are some of the best-known people in the healthcare industry in the US; these are the guys who actually build applications for healthcare companies. We’re also leveraging, through the Blackstone portfolio, networking with people who are actually working in the companies, to see how they can work along with us, to build solutions for some of the companies in the U.S. We have a program where we can actually import people who are working with healthcare companies as part of the Intelenet team.

SSON: What other sectors do you think will provide you with the greatest scope for expansion over the next few years?

Suresh Ramani: I think there are some key areas that are going to grow in the US market. One is utilities and the second is government spends, but healthcare makes the biggest growth pie. Clearly speaking for us as an organization the US contributes about one third of our revenues. We’re equally distributed in the Indian market as well as the UK market. On an overall basis we see the banking industry again moving, not at an aggressive pace, but at a reasonable pace over the next 18-24 months; we can see some good traction in the marketplace. And we are very strong in the banking and financial services space. We have today close to about 8,000 people working in this market, and doing all the types of processing that you can think of doing for a bank. In short, if we had the money, we would be a bank ourselves!

Another area of growth for us is travel and hospitality. Susir started off pointing out that people are not travelling so much, but it’s a matter of time: when the economy starts looking up, there will be demand for travel as well as hotels. So that’s an area where we already have invested, both onshore and offshore and we have close to about 3,000 people in that space, so that’s again a focus area for us.

Telecoms is a focus for us especially in the Indian market; that’s a sunrise industry, with every month about 1 million customers being added in the Indian market space. Telecoms account for close to about 10% of our revenues today. And of course we are getting into new markets: Australia, we have a presence there, and we also do work for utility companies from Australia. The Middle East is again a good opportunity that we see for banking. And Europe of course with Poland coming in. We also have a center in Mauritius which caters for French opportunities. And all this will give us an identity of being a global player located in these markets who also can do work for these markets from low-cost destinations. So clearly we are moving away from a brand identity of an Indian-based BPO provider to a global BPO provider.

SSON: And is acquiring businesses in those locations a key priority for you?

Suresh Ramani: Absolutely. Like, in the US we already have two centers up and running with close to a thousand people; we have a partner signed in Australia. Susir talked about having a site in the UK now. So big markets, yes, certainly I think that’s a growth engine for us. We want to be present with a reasonable population in each of these countries.

SSON: Where would you like to see Intelenet in five years’ time?

SK: What we’re really trying to be is a one-stop shop for all the things associated with outsourcing and offshoring. There are companies who want multilingual solutions; there are companies who want multi-geography solutions; there are companies who want consultancy solutions; there are companies who want technology solutions; there are companies who want actual business process solutions, which might be either in terms of costs or in terms of efficiency; there are companies who want analytics. So everything which is a pain around the business process side, is what we want to really provide. That’s our focus; in the next five years that’s what we want to be: a company that can design, a company that can put in the relevant technology for implementing the design, and a company that can execute the business process. So we are looking at a one-stop shop for all the things associated with the business process.

SSON: Comparing yourself with other Indian BPOs such as Wipro or Tata – there’s plenty that have emerged out of India – how would you put yourself at the forefront, as an organization?

SK: If you look at Wipro and TCS – all the IT companies, all the large Indian IT companies, they are predominantly focused on IT and BPO is a sub-segment of it. If you look at the percentage of revenue that comes from BPO versus IT, BPO is a very small component. Compared with the IT companies, we are a focused BPO company – and I think that people who are seeking a large impact, like telecom companies or retail companies or banking companies, who have a lot of dependency on good operations to get in new business in new markets, they in the long term would rather work with a focused BPO company than an IT company that has got a subset of BPO, number one.

What we do is basically bolt on technologies which can build efficiencies into the processes that are outsourced or offshored – so we have scanning solutions, workflow solutions, ERM solutions, etc. Whereas the approach that an IT company takes is to build a solution. So that’s a difference between the two of us. There are instances where we lose deals to some of these IT companies; there are instances where we win deals against them. It depends how the buyer is looking at it: if they want more IT and less BPO they’ll go to companies like TCS or Wipro. If they’re looking at specialized BPO services, they come to us.

There’s also going to be competition from the Accentures and the IBMs of this world; but I think there are also issues with them in terms of cost, in terms of flexibility, in terms of speed, and that they’ve become too big, and we think very clearly we have an advantageous position against these guys because of the size and nimbleness and speed and the flexibility with which we can clear transactions. That’s where we have seen we have been able to win deals against these guys.

SSON: And do you consider yourselves competitive on price?

Suresh Ramani: Absolutely. We are best in class.

SSON: Of course you’re going to say that! Finally, I’d like to ask you: what is your definition of the perfect outsourcing relationship? And the perfect client?

SK: I think in terms of the services that we provide, everybody provides more or less a similar service. In the long term what really matters is the element of trust. And my definition of a true relationship between the company that is outsourcing and the company that is providing a service is that you can really live like a partner. So for example if you see the recession that we’ve had in the last 24 months, people have come and asked us for things which aren’t written in the contract. They’ve said, “we’ve actually given you a commitment of a minimum, a minimum commitment of so much: I can’t live up to the minimum for the following reasons.” Have we gone and sued them? Or have we really recognized that there has been a difficulty? I have not gone by the pure letter of the contract, but really responded like a true partner, and helped people through difficult times. And they have responded back, most of the companies to whom I gave discounts and to whom I let off a lot of conditions in the contract, have in the last three to six months come back and said “look, Susir, we’re looking at something new, and we really want to work with you; we don’t want to call for an RFP, we just want to stick with you guys because we trust you.”


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How To Find Guaranteed Financing For Breast Augmentation

The eternal problem of breast enhancing clients after having decided to undergo cosmetic surgery is the financial burden that comes with it. Even when there are cheaper surgical clinics available nowadays, surgery is still costly with the most affordable price being $ 3, 000. However, women and other clients now have an option with financing companies that are willing to provide guaranteed financing for breast augmentation where the patients can choose to pay later or after the operation plus interest and surcharges, if any.

These financing services offered by plastic surgery financing companies are one alternative for clients who cannot make a one-time cash outlay needed for the procedure. They charge interest according to the loan term, and for most clients they are willing to pay principal and interest if they do not have the amount at hand before undertaking the surgical operation. Most companies allow the client or patient to pick the doctor of their choice.  However, help is usually available with a complete list of their partner doctors should the patient needs help in choosing.

Moreover, some financing firms even offer interest free payments for the first six months. There are also more affordable options available to give the patients ample time in paying back the loaned amount. There are now a lot of financing companies both online and offline. A patient should spend some time conducting careful research in order to identify which financing option is best suited for her breast enhancement goals and her paying capabilities to ensure that the procedure will be hassle free.

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