|
|
|
NEERAJ
BHARGAVA |
|
|
| FACT
FILE |
| CEO |
Neeraj
Bhargava (president) |
| POSITIONING |
A
BPO company with focus in travel, airlines and insurance, now diversifying |
| STARTED
IN |
Jun-05 |
| OWNERSHIP |
Warburg Pincus
(Majority), British Airways (Minority) |
| REVENUE
(2002-03) |
$56.1
million |
| NO OF
PEOPLE |
3,000+ (as on 31
Oct 2003) |
| CORPORATE
ADDRESS |
Gate 4, Godrej
& Boyce Complex, Pirojshanagar, Vikhroli (W), Mumbai-400079 |
| WEBSITE |
www.wnsgs.com |
| NO OF
CLIENTS |
20+ |
|
|
|
| QUALITY |
 |
ISO 9000 Certified |
|
Six Sigma implementation underway |
|
COPC implementation underway |
|
| LOCATION |
|
FACILITIES:
4 (Mumbai–1, Pune–1, Nashik–1, Ipswich, UK–1) |
|
SALES
& MARKETING: NA |
|
|
|
|
|
WNS Global Services has come a long way from being a British Airways
subsidiary to be India’s no. 1 third-party BPO company at an annual revenue of
$56.1 million, by 2002-03, according to US GAAP. It is expected to cross the
$100 million revenue mark the next year, thus becoming the first Indian company
to do so.
What is significant is that unlike many other captive-turned third parties,
whose revenues come primarily from the original parent, WNS earned about 27
percent from BA in 2002-03 that would come down to 21 percent in 2003-04. This
is almost half of what a few other bpOrbit Top 15 companies earn from their top
clients. Apart from BA, WNS now has about 10-15 airlines clients that include
two of the top five European airlines and three of the top five airlines in
North America. In 2003-04, airlines and travel would contribute 40 percent of
its revenues.
Three major decisions helped the company grow rapidly. The first was to
change its captive status and become independent with VC funding from Warburg
Pincus. The second was to look beyond the airlines vertical. And finally the
decision to grow by a mix or organic and inorganic ways, using acquisitions not
so much to increase scale but to acquire domain and process knowledge.
The company acquired Town & Country, a UK-based insurance-claims
management company last year, followed by acquisition of Nashik-based ClaimsBPO,
a division of US-based GreenSnow, a service provider to the US healthcare
industry. This enabled WNS to scale up their operations with new facilities in
Nashik and Ipswich, UK (Town & Country). WNS is also looking at further
acquisitions to build verticals.
WNS is now focusing on developing research and analytics as another
opportunity. It has already bagged four clients in this domain including WPP
Group, the largest market research group in the world. Its other clients include
Royal & Sun Alliance and Federal Express.
WNS has also entered into a number of strategic and tactical tie-ups. In
2002, it entered into a partnership with Aegis Communications Group, a top tier
customer interaction company in the US, thus opening another channel for
reaching out to US customers. It also has a similar partnership with SI company
Intiqua.
WNS is the only top-tier Indian BPO company that has used multiple channels
for client acquisition. It is also the only company to have evolved a conscious
strategy to develop expertise in a horizontal manner. Therefore, it has aligned
its manpower skill sets not only into airlines or insurance, but also into
F&A, HR or telemarketing across airlines, insurance or research.
WNS is an interesting case study for companies looking at using India as an
offshoring destination. This is the company to watch.
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