IT Application Outsourcing in Banking: Market trends, evolving service provider landscape, and future outlook

Today’s Webinar is brought to you by Everest Group

Today’s Webinar
IT Application Outsourcing in Banking: Market trends, evolving service provider landscape, and future
outlook

Synopsis:
Everest Group will highlight the findings of its reports on the banking AO market covering the following aspects:
 Key Market Trends: Analyze the current trends for large, multi-year application outsourcing relationships for
the global banking sector
 Evolving Service Provider Landscape, and Results of Everest Group’s banking AO PEAK 2011:
Highlight the capabilities of over 20 leading AO service providers specific to the global banking sector. These
providers have been mapped on the Everest Group Performance | Experience | Ability | Knowledge
(PEAK) Matrix, which is a composite index of a range of distinct metrics related to a provider’s capability and
market success.
 Key Implications and Future Outlook: Highlight themes that are likely to influence the service provider
landscape for large banking AO relationships in the future, and discuss implications for banking buyers and
service providers

About Everest Group
Everest Group is an advisor to business leaders on next generation global services with a worldwide reputation for
helping Global 1000 firms dramatically improve their performance by optimizing their back- and middle-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 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 www.everestresearchinstitute.com.
For more information, contact Mark Williamson at mark.williamson@everestgrp.com

1
Proprietary & Confidential. © 2011, Everest Global, Inc.

Q&A

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2

IT Application Outsourcing (AO) in
Banking: PEAK into the Evolving
Service Provider Landscape

Webinar

June 29, 2011

Introductions

Amneet Singh
Vice President
Everest Group
amneet.singh@everestgrp.com

Jimit Arora
Research Director
Everest Group
jimit.arora@everestgrp.com

Rajat Juneja
Senior Research Analyst
Everest Group
rajat.juneja@everestgrp.com

4

Agenda

 Background and context

 IT AO in Banking – Emerging market trends

 Banking AO service provider landscape – Everest Group’s PEAK results

 Key implications and future outlook

 Q&A

5

This Webinar presents results of Everest Group’s
recently released reports on the banking Applications
Outsourcing (AO) market
BFSI NOT EXHAUSTIVE
Focus of webinar

Banking Capital markets Insurance
 Retail financial services (B2C1)  Investment banking  Life and pensions
 Retail banking  Asset management  Property and casualty
 Lending  Custody
 Cards  Fund administration
 Commercial banking (B2B2)

Services industry

IT Infrastructure IT Applications Business Process
Outsourcing (IO) Outsourcing (AO) Outsourcing (BPO) Consulting
 Traditional IO  Application development  BFSI-specific BPO  IT strategy/operations
 Remote Infrastructure  Applications maintenance  HRO consulting
Management (RIM)  Independent testing  FAO  Business consulting
 Infrastructure Management  Package implementation  PO  Infrastructure consulting
Services (IMS)  ERP services  Contact center  Infrastructure roll-outs
 Cloud  Business intelligence /  Knowledge services
Data warehousing

Everest Group’s research analyzes IT applications outsourcing market in the Banking sub-vertical with a focus on large
(TCV >US$25 million), annuity-based, multi-year (>3 years) relationships; and capabilities of service providers in winning
and executing such transactions
1 Business-to-consumer relationships
2 Business-to-business relationships
6

These reports are a part of Everest Group’s series of
nine reports focused on applications outsourcing in
BFSI in 2011
Market Trends and Future Outlook in IT Applications Outsourcing Services

 Each report provides an overview of the application outsourcing Banking
market for the specific banking / capital markets / insurance sub-
vertical
Capital markets
 The report analyzes key trends in market size and growth, demand
drivers, adoption and scope trends, emerging themes, key areas of
investment, and implications for key stakeholders
Insurance

Service Provider Landscape: IT Application Outsourcing Services
Each report provides: Banking
 Mapping of service providers on Everest Group’s capability matrix
i.e., Performance | Experience | Ability | Knowledge (PEAK) Matrix
for the specific sub-vertical Capital markets
 Assessment of service providers based on delivery capability and
market success in establishing large AO contracts with financial
institutions Insurance

Service Providers’ Profiles Compendium: IT Application Outsourcing services
Capability profiles of service providers capturing their AO services Banking
experience in specific sub-verticals. Each service provider profile
includes:
 Service provider overview: Details of AO services capabilities, key
Capital markets
investments, proprietary solutions, technological expertise
 Functional/LoB focus
 Transactions overview for application services offerings
 Delivery footprint Insurance

7

Everest Group’s BFSI research is based on two key
sources of proprietary information
1
 Proprietary Everest Group database of ~345 large, multi-year Service providers covered in the analysis
AO contracts within BFSI (updated annually)
 The database tracks the following elements of each large AO
relationship:
 Buyer details including industry, size, and signing region
 Contract details including TCV, ACV, term, start date,
service provider FTEs, and pricing structure
 Activity broken down separately for banking, capital markets,
and insurance, and by Lines of Business (e.g., retail
banking, credit cards, loans and mortgages)
 Scope includes coverage of buyer geography as well as
functional activities
 Global sourcing, including delivery locations and level of
offshoring

2
 Proprietary Everest Group database of operational capability
of 20+ BFSI AO service providers (updated annually)
 The database tracks the following capability elements for each
service provider:
 Key leaders
 Major BFSI AO clients and recent wins
 Overall revenues, total employees, and BFSI employees
 Recent BFSI-related developments
 BFSI AO delivery locations
 BFSI AO service suite
 Domain capabilities, proprietary solutions, and intellectual
property investments

Note: We continuously monitor market developments and track additional service providers beyond those included in the analysis
Confidentiality: The Everest Research Institute takes our confidentiality pledge very seriously. Any information we collect, that is contract
specific, will be presented back to the industry only in an aggregated fashion
8

Everest Group has collated information on large-sized
BFSI AO transactions and has used this robust data-set
to analyze various aspects of the BFSI AO market
Research scope
 Industry: Banking (retail banking, wholesale banking, credit cards, loans and mortgages); excludes capital markets
and insurance
 Services: Large (TCV >US$25 million), multi-year (>3 years), annuity-based applications outsourcing
 Geography: Global
 Sourcing model: Third-party AO transactions; excludes shared services or captive
 Service providers: 22 leading banking AO service providers

Everest Group’s Transaction
Intelligence Database
~350 active large-sized BFSI AO transactions1
 ~18,000 transactions listed Focus of
 Over 95% transactions post- Banking (170+ large-sized transactions) this
2000 webinar
 ~4,300 BFSI transactions

Insurance
Everest Group’s RFIs to BFSI AO
service providers

 Participation by over 20 leading
service providers Capital Markets

1 Transactions with TCV >US$25 million, which are active as of Dec 2010
Source: Everest Research Institute (2011)
9

Agenda





 Q&A

10

The global ITO market returned to growth in 2010;
BFSI sector is a leading ITO adopter

Global IT outsourcing market growth Global IT outsourcing market split by buyer industry
(indexed) 2010; US$ billion
Base year (2008) indexed to 100
100% = 450-500
100 96 99
BFSI
Others
18% 16%

Transport
3%
Healthcare 3%
Utilities and 4% 16% Manufacturing
construction
Services 7%
8% 13%
12% Telecom and
Retail
2008 2009 2010 media
Government

 With a market size of US$72-80 billion, BFSI is the leading industry in ITO adoption
 The BFSI vertical was instrumental in the revival of the ITO industry post the economic downturn
 Pent-up demand, post-merger integration, channel integration, and regulatory/compliance drove
market activity

11

Applications Outsourcing is included in scope in over
60% of all BFSI ITO transactions

Scope distribution of BFSI ITO transactions1 Distribution of active BFSI AO contracts by size1
2008-2010; Number of transactions Percentage of all transactions

100% = 189 230 202
Scope not 2%
known 4%

Non-AO3 39% 33% 31%
Small
transactions
9% 41%
15% (TCV <US$25
Bundled AO2 11% Large
million)
59% transactions
(TCV >US$25
million)
Pure AO 50% 50% 56%

2008 2009 2010
 The proportion of pure AO contracts among the BFSI ITO transactions increased each year from 2008 to 2010
 Large transactions (TCV >US$25 million) form a significant portion (over 50% in number, and even higher in terms of
TCV) of BFSI AO transactions
1 Based on number of publicly announced transactions tracked through Everest Group’s Transaction Intelligence Database
2 Bundling of AO with IO and/or BPO
3 Pure IO, and IO bundled with BPO
12

In line with the broader ITO trend, large banking AO
transactions have revived after the slowdown phase of
H2 2009-H1 2010 Slowdown phase
Number of large, active banking AO contracts1
Number of transactions

100% = 164 16

11
9 9
6 6
Contracts Contracts signed
65% 35%
signed before during 2008-2010
2008
H1 2008 H2 2008 H1 2009 H2 2009 H1 2010 H2 2010

Total TCV of large, active banking AO contracts1
US$ billion

100% = 27.3 1.97
1.75

1.19
0.95 0.84
TCV signed TCV signed during
74% 26% 0.3
before 2008 2008-2010

H1 2008 H2 2008 H1 2009 H2 2009 H1 2010 H2 2010

 The revival of large-sized banking AO transactions in 2010 is more evident in terms of the value of contracts
 The healthy transaction activity in H1 2009 despite the onset of recession is attributed to the typical lead time in signing outsourcing contracts

1 New transactions with TCV >US$25 million, which started in the given period and which are active as of Dec 2010
Note: TCV excludes volume expansion for accounts that were signed prior to 2008
13

Custom application development, enhancements and
maintenance is at the core of most large AO
relationships
Sub-functions in large banking AO transactions1
Frequency of inclusion2

 Most large-sized banking AO
ADM 97% transactions are structured around
application development and ongoing
enhancements and maintenance
Testing 83%
 Application testing is also a key
outsourced AO sub-function, which is
most commonly bundled in ADM
Package
54% contracts. Stand-alone, independent
implementation
testing services are also witnessing
increased market traction

ERP services 34%  Project-based, core banking
implementations are relatively less
common, given the contract scale cut-
Others 57% offs imposed on the sample-set (i.e.,
TCV >US$25 million)

Includes other AO sub-functions such as systems
integration, and application related consulting
1 Transactions with TCV >US$25 million and which are active as of Dec 2010
2 Percentage of large banking AO transactions (with known scope details) in which the given sub-function is in scope
14

Proportion of large banking AO contracts with offshore
delivery has increased steadily since H1 2009

Percentage of large banking AO transactions Percentage of FTEs present in offshore
with offshore delivery1 locations for banking AO transactions with
2008-2010 offshore delivery component1
2008-2010

83% 82%
72% 73% 70% 72%
67% 67% 69% 69%
56%
50%

H1 2008 H2 2008 H1 2009 H2 2009 H1 2010 H2 2010 H1 2008 H2 2008 H1 2009 H2 2009 H1 2010 H2 2010

The decline in offshoring during 2008-09 was primarily due to regulatory restrictions and the political sentiment of
governments against moving work outside their countries

1 Transactions with TCV >US$25 million and which are active as of Dec 2010
15

While India continues to be the nerve-center for
banking AO delivery, service providers are building
other locations for specific markets and skills
AO services capabilities placement in key offshore locations NOT EXHAUSTIVE

Maturity1 level: High Medium Low

Russia

Poland
Czech Republic
Hungary Ukraine

Romania
China
Israel
India
Mexico Vietnam
Philippines

Brazil

Mauritius
Chile
Argentina

1 ‘Maturity’ defined based on ~20 leading service providers’ aggregate delivery workforce present in the countries for AO work
16

Agenda





 Q&A

17

From a landscape of 50+ service providers, Everest
Group assessed 22 service providers for their
capabilities in Banking applications outsourcing
Service provider outreach (partial list) Service providers assessed
1 1 1

1

Criteria for
inclusion in the
assessment:

 Success in large
banking AO
relationships, i.e.,
 >US$25 million
TCV
 >3 years
relationship
duration
 Active on Dec Assessment based on:
31, 2010  RFIs submitted by service providers1

 Everest Group  Everest Group Transactions Intelligence

experience and database
RFI response  Service provider disclosures and interviews

 Everest Group’s interaction with banking buyers

1 Assessment for Accenture, Capgemini, HPES, and IBM GS is based on Everest Group’s proprietary Transaction Intelligence (TI)
database, service provider disclosures, and Everest Group’s interactions with banking buyers
18

The current service provider landscape for banking AO
services has four major provider categories

Global majors Offshore majors Regional players Tier-2 Indian providers

Banking AO operations scale across four service provider categories

Average banking AO revenues  On an average, global and offshore majors derive
2010; US$ million upwards of half a billion dollars in banking AO
revenues
~660 ~650
 Despite the difference in total revenues, offshore
majors’ banking AO revenues are comparable to
that of global majors

~150  While regional players have a smaller employee
~90 base in comparison to Tier-2 companies, they
realize significantly higher revenues given their
larger base of onshore employees
Global Offshore Regional Tier-2 Indian
majors majors players providers

1 Contracts that have a TCV of more than US$25 million and are active as of Dec 2010
19

These service providers have been assessed on multiple
dimensions pertaining to their capability and market success
to determine their positioning on the banking AO PEAK Matrix
Everest Group PEAK Matrix
Number of contracts
Leaders
Contract values

Market success
(TCV, ACV) Major Contenders

Success with large-
sized buyers
New clients
acquired
Revenue growth Emerging Players

Delivery capability

Domain Delivery
Scale Scope
investments footprint

Revenues Lines of Business Proprietary Delivery countries
served solutions

FTEs AO sub-functions Certifications Offshore leverage

Number of Geographies M&A and alliances
delivery centers served

Number of clients Contract size
range

Length of
contracts 20

Everest Group PEAK Matrix for the large banking AO
relationships
Leader Major Contender Emerging Player
Leaders are
Everest Group Performance | Experience | Ability | Knowledge (PEAK) Matrix for large characterized by
banking AO relationships their breadth of
Major Contenders have been successful in capability in banking
establishing their stronghold in select regional 75th percentile AO services,
pockets, functional areas, or sub-verticals established set of
High
through targeted investments in specialized Leaders proprietary
TCS
solutions or micro vertical focused solution IBM GS products/platforms,
Infosys

75th percentile
accelerators, and product partnerships highly scaled
Accenture operations, as well
Wipro Cognizant as their ability to win
HPES and execute large
(Transaction activity)

Major Contenders annuity contracts
Market success

with major banking
Capgemini buyers

CSC CGI
Polaris HCL
Atos Origin
25th percentile

MindTree Syntel
Dell Services
L&T Infotech Emerging Players that bank on select privileged
Luxoft
relationships in the banking AO space, and are seeking to
Softtek aggressively grow their operations through investments in
Ness
ITC Infotech Hexaware dedicated CoEs, and expertise in custom application
development, and analytics/testing services
Emerging Players
Low
Low 25th percentile Delivery capability High
(Scale, scope, domain investments, delivery footprint)

1 PEAK specific to large (>US$25 million TCV) multi-year (>3 years) applications outsourcing relationships specific to the banking sector
(i.e., retail banking, credit cards, mortgage & loans, and commercial banking segments). EXCLUDES capital markets and insurance
Source: Everest Research Institute (2011) 21

Leaders account for 70% of active ACV of large
banking AO contracts

Market share of providers in large banking AO contracts1
Active ACV and TCV in US$ billion, Number of contracts
100% = 5.5 22.8 175+
Emerging Players 2% 3% 9%
Major Contenders 28%
34%
32%

Leaders 70%
63% 59%

Active ACV TCV Number of contracts

The banking AO market represented by the 22 service providers assessed by Everest Group scaled up
to over US$5 billion in revenues and ~100,000 FTEs spread across ~20 delivery countries

1 Contracts for a representative set of 22 providers; contract TCV >US$25 million and status active as of Dec 2010
22

Everest Group’s banking AO service provider landscape
report analyzes specific attributes of each provider
category / PEAK cluster
Scope of AO functions covered in large banking contracts Scope distribution of large banking AO contracts
High Medium Low

Service provider capability assessment dashboard Banking AO scale by provider segment
Service Domain Delivery Banking AO revenues Banking AO FTEs
provider Scale Scope investments footprint US$ million Number of FTEs
Service provider category 1
xxx xxx
Provider 1
Provider 2 xxx xxx xxx
xxx
Provider 3
Provider 4 xxx xxx xxx xxx
xx xx
Service provider category 2
xx xx xx
Provider 1 xx
xx xx
Provider 2
Provider 3 Leaders Major Emerging Leaders Major Emerging
Provider 4 Contenders Players Contenders Players

23

The report also provides specific details on each
service provider’s distinctive characteristics, and
capabilities, in the banking AO services space

Provider 7

Provider 8
Actionable
Provider 4
insights on
Provider 9 banking AO
scale,
Provider 5 breadth of
Provider 10 offerings,
Provider 1 domain
investments
Provider 6
and market
success for
Provider 2 each service
provider on
the PEAK

Provider 3

24

Agenda





 Q&A

25

Four primary priorities of banks are driving growth in
large-scale applications outsourcing
Restoring growth
 As the banking sector emerges from recession,
return of discretionary spend and increased business
volumes are expected to drive outsourcing activity
 Entry into new markets (e.g., MEA, APAC) and
customer base expansion are creating significant
technology demands of banks

Adapting to changing customer
preferences Improving profitability
 Banks are investing in customer Factors driving Given pressures brought on by the
experience management and evolving banking AO financial crisis, banks are focusing
towards a ‘bank of the future’ by demand disproportionate attention towards
blending technology (mobility, social removing redundancies in operations to:
media) into banking to attract and  Improve business efficiency

retain a new “generation” of clients  Achieve cost savings especially in the
middle-and back-office activities

Managing complexity
 Extensive regulatory demands & increasing
compliance complexity
 Need to create “single view of customer” to mitigate
risk and to sell better
 Application rationalization and consolidation, cloud
adoption to reduce IT complexity
 Emergence of large, integrated, banking enterprises
focusing on better governance

Sources: Buyer and service provider interviews; Everest Research Institute (2011)
26

Implications for banking buyers
Establish a robust IT foundation to navigate the intensifying business
complexities such as restoring growth, expanding operations, and improving
profitability Total assets Pre-tax profits

Assets of largest 1,000 banks Pre-tax profits of largest 1,000 banks
US$ trillion US$ billion
120 800
90 600
60 400
30 200
0 0
2005-06 2006-07 2007-08 2008-09 2009-10

The banking industry has traditionally been one of the most mature adopters of technology. However, it is
facing pressure with regards to its IT systems and processes as it emerges from recession:
 Banks’ profits dipped drastically during the slowdown phase of 2008-2009, driving them to focus on
reducing their cost of operations. This can be achieved through:
 Carefully evaluating various outsourcing and offshoring options to minimize costs and maximize value
derived from providers
 Designing a well integrated, efficient application framework to ensure optimal utilization of IT resources

 Banks also need to augment their IT systems to support their entry into new markets and to reach out to a
wider customer base. Business expansion across geographies creates the challenge of integration of
acquired assets and customers. It is therefore critical for banking buyers to create a global delivery footprint
that helps meet their growth objectives, and also reduces location concentration risks
Sources: The Banker; Everest Research Institute (2011)
27

Design an optimized portfolio of service providers to simplify sourcing
environment and achieve cost savings
Landscape of applications outsourcing service provider portfolio GLOBAL FINANCIAL MAJOR EXAMPLE
Retail banking Commercial banking Credit cards Enterprise-wide

Service provider 1 Service provider 1 Service provider 3 Service provider 2
office
Front

Service provider 1 Service provider 1 Service provider 3
office

back
Mid-


 Service provider 1 has a large position Service provider 1
 Service provider 3 is used by multiple businesses, but split across front and
F&A

mid-back office Service provider 1
 Service provider 4 is also used by multiple businesses, but split across mid- Service provider 1
back office and HR
HR

 This variety in use reflects relationship preferences, not differing capabilities Service provider 4

Most banks currently use a complex portfolio of service providers for their applications portfolio. Global expansion, and
large-scale M&A have introduced further complexity to the portfolios. Rationalizing the portfolio helps in
 Creating a less complex sourcing environment

 Enabling strategic partnerships with service providers

 Deriving meaningful financial benefit: Utilizing fewer service providers can yield as much as 22-28% financial savings
on an annualized basis
Buyers therefore need to re-evaluate their service provider relationships to create an optimized service delivery portfolio
that balances trade-offs between concentration risks, redundancy levels, and competitive tension (may be optimally
enabled through a “champion challenger“ model)
Source: Everest Research Institute (2011) 28

Manage stringent compliance requirements being outlined by regulators in the
post-recessionary scenario; and adapt to changing customer preferences
through investments in technology that enhances customer experience
Managing increased  Banks are increasingly required to manage huge volumes of data originating from
regulatory/compliance several fronts to better comply with a stricter regulatory environment and manage
demands risks
 Examples of regulatory changes impacting the banking sector include:
 Basel III which will be phased in from 2013 to 2019 globally, making it critical for
banks to upgrade their IT backbone during 2011-12
 Stricter regulatory requirements which are surfacing across different regions. For
example:
— The 2010 Dodd-Frank Act in the U.S. represents a significant change in the

U.S. financial regulatory environment and is expected to affect almost every
aspect of the country’s financial services industry
— The recent call for reverse stress-testing by the Committee of European

Banking Supervisors to toughen the scenarios used in examining banks’
financial stability

Invest in customer-centric  In a post recessionary environment banks need to invest in staying connected with
initiatives their clientele, and enhancing customer experience. This would require greater
investments in areas such as social media, multi-channel integration, enterprise-
wide data management, and CRM & marketing tools

29

Implications for service providers
Build deep vertical domain expertise to differentiate and effectively combat
the “Matthew Effect”
Build micro-vertical  In the crowded banking AO provider landscape, buyers are placing disproportionate
expertise to emphasis on domain expertise as a key selection criteria for service providers. Buyers
achieve/sustain are looking for technology that can reduce time-to-market for their products, and
differentiation developing customer- focused solutions, and innovative products.

 To deliver these benefits, providers need to invest in domain capabilities (build
IP/solution accelerators) and develop expertise in individual LoBs within banking (e.g.,
mortgage, credit cared specialization). This micro-vertical approach to differentiation
will be key to the future success of service providers

Major Contenders and  As buyer-driven portfolio consolidation drives M&A among service providers, the
Emerging Players to landscape is exhibiting signs of the “Matthew effect” (rich get richer and poor get
prepare for “The Matthew poorer) or in this case the “big get bigger”. This phenomenon could further widen the
effect” gap between the Leaders, Major Contenders and Emerging Players. As these
relatively “smaller” service providers seek to achieve growth and remain competitive
in this environment, M&A and alliances will play a significant role to achieve quantum
jumps in capability and performance:

 Major Contenders looking to more effectively compete with the Leaders need to
expand their coverage and scope of offerings, enhance domain expertise, increase
onshore presence, broaden global delivery footprint, strengthen sales and marketing
capabilities to win new business, and build robust account management practices that
can help drive growth in existing accounts

 Emerging Players need to identify market niches to go after. As these providers rely
on a select set of clients it remains critical for them to demonstrate superior value
consistently to protect these accounts from any portfolio consolidation initiatives
30

Implications for service providers
Prepare for a new competitive landscape as buyer-driven portfolio
consolidation accelerates M&A activity
M&A transactions in 2010 that enhance BFSI capabilities
Number

 Post-recession, M&A activity in the
10
outsourcing and offshoring industry
gathered momentum

 M&A activity in the Major Contenders
category is significantly higher than that
for the Leaders or Emerging Players
3
 These M&A events are likely to alter
1 the landscape in coming years and
create a new set of Leaders and Major
Leaders Major Emerging Contenders
Contenders Players

31

Agenda





 Q&A

32

Q&A

 Attendees will receive an email enabling them to download today’s webinar presentation. To access
a recorded audio version of this webinar, please contact Mark Williamson,
mark.williamson@everestgrp.com

 For advice or research on the BFSI outsourcing and offshoring market, please contact:
 Amneet Singh, amneet.singh@everestgrp.com
 Jimit Arora, jimit.arora@everestgrp.com
 Rajat Juneja, rajat.juneja@everestgrp.com

 For background information on Everest Group, please visit:
 www.everestgrp.com
 www.everstresearchinstitute.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. This will open the Q&A Panel

 Be sure to keep the default set to “send to a Panelist”

 Then, type your question in the rectangular field at the bottom of the Q&A box and click the send
button to submit

33

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IT Application Outsourcing in Banking: Market trends, evolving service provider landscape, and future outlook