Six Converging Tech Trends

Six converging
technology
trends
Driving a tectonic
shift in the
Business-Consumer
ecosystem
kpmg.com/in
Table of
Contents
Foreword
01
02
Executive summary
Rise of the digital consumer
06
10
Six trends that will shape the future
Impact on industries
14
54
Impact on decision making process
Impact on IT vendors
58
62
Roadmap
Conclusion and recommendations
70
72
About KPMG in India
Acknowledgement
73
2013 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved.
Six converging technology trends | 1
Foreword
The market dynamics are changing; there is a decisive shift in the economic, demographic and
psychographic indicators. While the economic turbulence in the form of financial crisis is very
much evident, the drastic changes in demographic and psychographic indicators of consumers
are not apparent to a larger audience. However, marketers are increasingly getting cognizant of
how these factors which are reshaping the business landscape.
Todays consumer is a changed consumer; he/she will no longer walk down the street and stand
in queues to get a product/service. It is the era of an empowered consumer who has choices and
will come with a number of expectations. Since basic products and services are increasingly getting
commoditized, in order to sustain, marketers can only differentiate in terms of quality of service,
convenience, responsiveness and speed to market. Push strategy adopted by erstwhile marketers,
where products used to be simply pushed to consumers no longer works, there is a need to have pull
strategy which creates a pull in the minds of consumers by giving them superior quality of service in
least possible time at best possible prices.
Technology, which has witnessed a paradigm shift in business arena, has become a critical enabler to
achieve this. Role of technology will have to be looked at from a totally different context as a demand driver
and synthesizer . To cater to todays tech-savvy digital consumers, enterprises will have to redesign their IT
delivery mechanism and leverage various disruptive technologies. Different technologies would be required to
address different needs of todays consumers:
Mobility as preferred medium of purchase; social media as preferred communication channel; embedded
systems for convenience and self-help services; cloud to be agile, scalable, cost effective, and for faster delivery;
big data to understand customer needs better and stay relevant in the marketplace and augmented reality to
enhance customer experience.
These technologies are taking the centre stage in some of the leading enterprises of today and are likely to have
the maximum impact on the way traditional markets were behaving. Transcending the times when customer used
to come to the marketer, the current business scenario requires enterprises be in constant virtual touch with their
customers. Therefore, understanding these technologies and the way these are being used by some of the leading
enterprises worldwide becomes imperative.
This paper explores the potential opportunity from aforementioned disruptive technologies in various focus sectors
comprehensively and suggests ways in which the IT providers and the user community can better capitalize on this
opportunity. We hope you find this interesting and useful; we welcome your comments and feedback on this report.
Pradeep Udhas
Som Mittal
N Chandrasekaran
Partner and Head

Markets
KPMG in India
President
NASSCOM
Chairman NASSCOM and

CEO & MD,
Tata Consultancy Services
2 | Six converging technology trends
Executive summary
Disruptive technological innovations are transforming the world around
us in unpredictable ways. A new era of Digital Consumerism is
radically changing the way customers shop for products and services
which is impacting the business-consumer ecosystem. Technology
players have been fairly swift in responding to these changing
market dynamics but in most cases they have treated these trends
in silos.
A digital consumer does not differentiate between these trends.
For a consumer, these trends are just an extension of his
experience with the world around him, be it interacting with
a retailer, or a bank or a hospital. KPMG in India believes that
when the consumer doesnt differentiate between trends,
then it logically follows that both the industry verticals as
well as the IT-BPO vendors must also look at them in an
integrated manner.
All these trends need to work together to deliver an
outstanding customer experience; just focusing on
one technology in isolation of the other will not work.
Businesses need to focus at creating a holistic
platform which encompasses all these trends.
Technology players in turn must come up with
integrated solutions that will enable businesses to
address the dynamically changing demands of the
new-age consumer effectively.
We have identified six trends viz. big data, cloud, social media, mobility, embedded
systems and augmented reality which will have a logical maturity that inevitably
brings them together.
Big data
Every year, companies and individuals generate billions of gigabytes of data.
Data, which properly analyzed and used in time, can emerge as an unbeatable
competitive advantage. Enterprises need to recognize the prospect big data
represents and should adapt their IT strategy to capture such opportunities. Big
data can help retailers predict buying decisions of shoppers; it can help banks
weed out fraudulent transactions; while governments can use big data to provide
services directly to their citizens.
Cloud computing
The undeniable power of cloud computing to foster innovations and improve
productivity is now accepted by both IT vendors and their customers. While the
financial services and government sectors are mostly moving to a private cloud
model due to information security concerns, other industries like healthcare and
retail have adopted public cloud. Moreover, their existing infrastructure has helped
telecom players to emerge as providers of cloud computing, leading to erosion in
boundaries between IT and telecom vendors.
Social media
A social media strategy has become a must for all enterprises, be it banks, retailers
or the government. With over one billion individuals logged on to various social
networks, people are now using social media for advice on what products to buy,
where to shop and even regarding what firms they want to work with. While most
enterprises use social media for their customer service function only, many firms
have now started using social media in tandem with their sales and marketing
functions. This in turn enables firms to use data generated by the customers
effectively to service their larger pools of customers.
Mobility
Mobile devices have changed the way people access digital content. Smartphones
and tablets have brought rich, digital content to the fingertips of consumers. Mobile
banking has emerged as one of the most innovative products in the financial services
industry. Shoppers are increasingly using their mobile devices for everything from
browsing to comparing to buying products. Governments are also reaching out to their
citizens, using mobile devices as an efficient channel. Enterprises must also jump on to
the mobility bandwagon, and ensure that their applications are mobile ready.
Embedded systems
The decreasing cost of embedded systems has made their presence ubiquitous
across the business landscape. Embedded systems like RFID chips have
revolutionized supply chains for retailers. Embedded systems are also having an
impact in the healthcare industry, where hospitals attach smart chips to patients
to keep track of their entire medical regime.
Augmented reality
Over the past 24-36 months, augmented reality has moved from the world of
science fiction, to our everyday lives. The spread of smartphones and tablets
gave rise to the spread of location-based augmented reality applications, and
now everyone from retailers to healthcare providers have embraced augmented
reality. Augmented reality enhances the customer experience, and enables
enterprises to add a fourth dimension to their products.
The Digital consumer and Disruptive technologies
Source: KPMG in India analysis
Digital consumerism is also impacting the way companies

use technology. Increasingly, the core business platform is no
longer the only source of information and insights. Additional
solutions based on disruptive technologies are being
integrated on to the core platform. This has led to a significant
increase in the level of insights firms have about their
customers. We are already witnessing micro-segmentation
of customer, and products and services being tailored at an
individuals level. The coming decade will only see a rapid
increase in this transformation.
IT vendors will need to change the way they are structured
to deal with these trends. They need to be nimble, and think
on their feet. Rather than being bureaucratic organizations,
IT vendors will need to create internal startups that will
work on adopting these trends. They will also need to look
at an inorganic strategy to add to their capabilities in some
of these areas. This will also have the added advantage of
brining in talent that will act as a force of disruption in these
organizations.
Going forward, IT vendors should seek to work closely with
their customers to stay abreast of the latest technological
developments, and come up with solutions that can take
advantage of the convergence of these technologies. They
should seek to use customer input more diligently while
innovating / developing solutions and products. The emphasis
should be on tapping inputs from various channels, mediums
and devices and using these as critical inputs for new
solutions and incremental innovations. Industry bodies can
also play a vital role in this, and increase awareness about
these technological trends.
We are in an era of technology-led

transformation. Technology will become
central and critical to everything we do. Every
industry, every process, every business
paradigm is being re-imagined, re-defined
and re-engineered. Mobile, cloud computing,
big data, anticipatory computing, Internet of
things (IoT), augmented reality, unfettered
bandwidth, social computing will make
a huge impact and not limited to just the
enterprise; they will impact our personal and
social lives as well as the communities and
societies we live in.
N Chandrasekaran
Chairman NASSCOM and

CEO & MD, Tata Consultancy Services
The digital shift

Influence of digital channels across all stages of purchasing
Disruptive technologies
Cloud
Identification
of Need
Seek
Information
Evaluation
Purchase
Consumption
Feedback
In USD billion
206.6
109
2012
2016
Big data
In USD billion
Drivers of convergence
13%
1.5
37%
Of web traffic comes

via mobile more than
double last year
Growth in the number of

global 3G subscribers in
the past year
billion
Smartphones and tablets

will be installed globally
by mid 2013 overtaking
laptops and PCs
48
5.4
2012
Social
2016
No. of accounts in millions
3132
2012
30%
Of global population
which is online
450
35
billion
zettabytes
Estimated number of
business transactions
on the internet, B2C and
B2B, per day by 2020
Amount of data in
the world by 2020
Embedded Systems
1.2
2012
4870
2016
In USD Trillion
2.4
2016
Mobile handset shipment
Increasing influence of digital channels
71%
businesses plan
to increase their
digital marketing
budgets in 2013
The social commerce market is forecast to reach USD 30 billion

by 2015
Leading global retailers are spending between 20-25 percent of
their advertising budget on social media channels
Mobile technologies can be used to cut the cost of a financial
transaction by up to 80 percent
1482
2012
Tablet shipment
Nearly 90 percent of top global banks use social networking to

achieve customer engagement
85
2012
Augmented reality
354.1
2012
in Millions
1858
2016
in Millions
304
2016
in USD Millions
5155.9
2016
Rise of the digital consumer

The advent of technology has empowered the consumer like
never before. The rising presence and reach of the internet,
coupled with the prolific growth of smartphones, tablets
and related technologies, has provided consumers with
unmatched access to information on the go, thereby
helping them make informed purchasing decisions.
The adoption of digital media is redefining consumer
mindsets, patterns of purchase and decision making.
This, in turn, is transforming consumer behavior. The
rapid pace at which digital media is being adopted
is also expected to propel growth in the use of
consumer technology.
Effects of digital channels on purchase decisions

A convergence of various factors a growing social media user base, the rising presence and reach of
smartphones, and the intensifying consumer demand to connect is increasingly changing the buying
behavior.
Typical consumer buying
Identification
of Need
Seek
Information
Evaluation
Purchase
Consumption
Feedback
Today, digital channels play a pivotal role at each

of these stages. A simple expression of interest
on a social channel or the analysis of consumption
patterns can help businesses understand what
a consumer may purchase and when in the near
future. Based on such information, targeted
marketing programs can be developed and be
made available via different digital channels that
could help influence consumers purchasing
decisions.
A simple comparison engine has made the
evaluation of alternatives more cut-throat.
Customers can evaluate a product on the basis
of any feature or metric. Moreover, with the
advent of technologies such as augmented reality

and artificial intelligence, consumers have the
opportunity to virtually experience a product
before actually purchasing it.
Channels through which products can be
purchased have evolved too. Online transactions,
purchases through mobile-optimized websites and
smartphone applications (apps) are on the incline.
Consumer feedback on products through
comments on forums, social media and review
sites has created the need for heightened
monitoring; positive feedback can generate
immense goodwill, but negative feedback can
spiral into a full-blown PR crisis.
Consumer buying cycle in the digital age
The next big opportunity

In a short span of time, digital channels have come a long
way, from just providing information (websites) to interacting
with consumers (blogs, forums, social media) and providing
an actual purchase experience (Augmented Reality (AR)).
There is no doubt that technology is rapidly reforming the
way businesses interact with customers. The rise of digital
consumers who shop online, seek recommendations and
interact with brands presents a tremendous opportunity for
companies.
Thus, an in-depth understanding of customer behavior online
and their purchasing preferences has become essential.
Customers live in an integrated online-offline world, so
companies need to aim for suitable presence on digital
channels. New information and communication technologies
are constantly emerging, altering purchasing patterns. While
it may currently be difficult to predict when and which of

these new platforms/technologies will become mainstream,
it is essential to analyze their potential impact on consumer
behavior.
Several companies are already creating digital strategies for
their brands; however, many fail to produce the expected
business outcomes and value through such initiatives, as
these channels and technologies are being perceived in silos.
A holistic and integrated strategy encompassing consumers,
the enterprise ecosystem and channels is the need of the
hour to cater to evolving demands and behavior. The effective
use of such channels can help increase sales by monetizing
demand, improve the effectiveness of marketing campaigns,
enhance product development, drive multi-channel
commerce and, above all, strengthen consumer engagement.
A Digital Consumer expects a seamless, consistent experience

regardless of hardware or software. They also want relatable, intuitive
and intelligent technologies enabled on their devices. Going forward,
we will see a multitude of devices that will continue to get smarter,
more power-efficient and more intuitive. Very soon devices will
respond to voice, gestures and moods, and will interact with each
other to provide more value and intelligence to the digital consumer.
Kumud Srinivasan
President-Intel India
Vinay Bhatia
(Customer Care Associate & Senior Vice President, Marketing & Loyalty, Shoppers Stop Ltd)
Digital Media in no longer just a mere spoke in the wheel; but the
very axle that can drive the wheels of a marketing campaign. We, as
a company, are very clear that Digital Media is here to stay in a huge
huge way! Which is why we have complete cross-functional teams
support to further the digital momentum of the company.
At Shoppers Stop, we dont retrofit digital into our existing
campaigns. Rather, we create specific content for digital media;
and sometimes even use offline mediums to supplement
these campaigns. Whether it is developing Augmented Reality
campaigns, the most Fashionable Facebook Profile picture contest,
#SSTweetStore, exclusive mobile apps, and much more; each such
element receives its due digital diligence.
Disruptive
converging
technologies
Growth and Maturity

Feeder Cycle
Digital
consumerism
The diagram above shows the interplay between digital consumerism and disruptive technologies.
The increasing adoption and usage of technologies by consumers is fueling the growth and maturity
of technologies and vice versa. This phenomenon is the key driver for convergence of new age
technologies. In the following section, we discuss six technologies that KPMG in India thinks will bring
about a tectonic shift in the business-consumer ecosystem.
Six trends that could shape the future

While technologies such as big data and cloud have been
dominating the imagination of enterprises for the past
couple of years, new disruptive trends like augmented
reality and social media have only now started having a
tangible presence. As per their studies, leading analyst
firms have estimated that the maturity curve of these
technologies is to increase at a rapid pace over the
next decade, with big data and cloud estimated to
reach a market potential of tens of billions of dollars.
Big data
Digitization has made significant strides in recent years
racks of documents and piles of files have been replaced with
zettabytes of data stored in the servers of data warehouses.
Trends such as the growing use of mobile devices and social
media networks are generating considerable amounts of data
both structured and unstructured.
Big data global market size, in USD billion
Underpinned by both technology and economic disruptions,

the cloud will fundamentally change the way technology
providers engage with business customers and individual
users as it is a key driver for mobility and big data.
Rise of social media

Regarded merely as a hub for high school and college
students just a few years ago, social media now exerts
tremendous influence over the way people around the world
of all ages get and share information. The implications for
business are immense.
Social media accounts & users
Source: Wikibon Big Data Market Size and Vendor Revenues report,
http://wikibon.org/wiki/v/Big_Data_Market_Size_and_Vendor_Revenues,
Jan 2013
As per a 2011 analysis, every day, the world creates 2.5

quintillion bytes of data so much that 90 percent of the
data in the world today has been created in the last two years
alone1, and even this volume would have been surpassed by
now.
Analyzing this, big data is likely to become a key basis of
competition, underpinning new waves of productivity growth,
innovation, and consumer surplus by 2020.
Social media usage
Evolution of the cloud computing model

No trend has had as much impact on the world of information
technology over the past decade as Cloud computing.
Looking past the current industry hype surrounding it, cloud
computing is a sustainable, long-term paradigm and the
successor to previous mainframe, client/server, and network
computing eras.
Global cloud computing market, in USD billion
Source: Social Media Market, 2012-16, Radicati Group, June 2012,

Morgan Stanley, Internet Trends 2011, December 2011
Source: Forecast Overview: Public Cloud Services, Worldwide, 20112016, 2Q12 Update", Gartner, September 2012
1 Big data: The next frontier for innovation, competition, and

productivity, May 2011, McKinsey
Dominance of mobility
The surging popularity of smartphones and tablet computers has created
ripples across the computing industry. As industry players continue to shift
their focus from traditional to mobile computing, a significant change is on
the horizon.
Mobile device shipments and mobile penetration
Source: Morgan Stanley, Internet Trends, February 2011, "Portio Research Free Mobile
Factbook 2012", January 2012
The global market for smart connected devices a combination of PCs,

smartphones, and tablets reached 267.3 million units shipped in the
second quarter of 2012 (2Q12), a 27.4 percent increase y-o-y and a 2.8
percent q-o-q improvement.
Both consumers and business buyers around the world continue to
harbor an aggressive appetite for such devices, adding to the already
large collection of devices that are still in active use. Rising focus on the
mobile web platform is affecting a number of business aspects, including
ecommerce spending and online advertising.
Beyond pure-play hardware & software: towards

embedded systems
Embedded systems range from portable devices such as digital watches
and MP3 players, to large stationary installations like traffic lights. Medical
equipment is continuing to advance with more embedded systems for
vital signs monitoring, electronic stethoscopes for amplifying sounds etc.
With technology erasing the boundaries between hardware and software,
embedded systems are expected to bring the new wave of change.
Embedded systems market size
Connectivity, content and

communication are drivers
enabling business change
today. Social media, mobile,
cloud, and big data are major
themes that are forcing
organizations to change the
way they service changing
customer demands and
behavior patterns. We
have seen that data-driven
companies are able to
monitor customer behavior
and market conditions
with greater certainty,
and react with speed and
effectiveness to differentiate
from competition.
Also, the adoption of cloud
is increasingly taking a
truly strategic role in an
organization. The cloud has
rapidly established a new
benchmark in terms of how
easy, quick and flexible
solutions should be available
to the business and it puts
the alignment between
business and IT from a
whole new perspective.
Aruna Jayanthi
CEO Capgemini, India
Source: IDC, "Intelligent Systems: The next big opportunity", September

2011, http://www.cio.com/article/689563/IDC_Embedded_Systems_
Market_to_Double_By_2015
Augmented reality
Augmented Reality (AR) offers a live view of a physical,
real-world environment whose elements are enhanced by
computer-generated sensory input such as sound, video,
graphics or GPS data. The spread of smart mobile devices
has led to rapid growth in AR. Against the backdrop of
steadily increasing processing power the future holds
significant potential for AR, with applications in a wide range
of segments, from agriculture and architecture to education
and medicine. Several technology firms have also jumped on
to the AR bandwagon. For instance, Google has introduced
Google GlassesTM to tap the potential of this technology.2
Augmented reality applications market
Source: Research and Markets, Global Augmented Reality Market

Forecast by Product 2011-16, November 2011
Cloud, Mobility, Social and Big Data will

impact all industries, bringing in new
products and business models, similar to
what Internet did over the last 20 years.
Companies are looking at taking advantage of
these trends to drive growth and accelerate
their innovation agenda to provide superior
customer experience, reduce time to market
or drive efficiencies.
Kris Gopalakrishnan
Executive Co-Chairman, Infosys
The level of technology adoption in India has

grown immensely. A lot of that has got to
do with Indias economic development as a
powerhouse of talent, creators of some of
the worlds successful business empires,
hotbed for new technologies and start-ups,
entrepreneurship, heightened growth in
social and mobile among enterprises and
consumers alike, and a tech-savvy, anxious
young population which will enter the
workforce. Technology is empowering a
whole new wave of innovation and growth
that is aiding businesses to gain and sustain
a competitive edge. We see this change
taking root in industries as diverse as banking,
telecom, e-governance, retail, e-commerce,
professional services among others. The endfocus of course is on delivering greater value
to the customer. Technological advancements
around big data and social media analytics
are allowing businesses to create and deliver
products that are uniquely designed to meet
the needs of an individual customer.
Sandeep Mathur
MD, Oracle India
2 http://www.nbcnews.com/technology/gadgetbox/google-shows-prototype-augmented-reality-glasses-653835
Impact on industries
The growing presence and reach of technologies that span
the web, mobility and social media platforms has led to
the emergence of digital consumers. Todays enterprises
are marketing to digitally active consumers prepared
to adopt new technologies with ease. Gadgets such
as laptops, mobile phones, handhelds and personal
digital assistants (PDAs) have become common and
preferred media for transactions. Consumers tend to
stay connected with the internet regularly and seek
information online before making any purchases.
Possible impact on select sectors

As per KPMG in India analysis, the
following are common traits that the
new-age digital consumer:
Stays ubiquitously connected (thus,
the role of cloud, social media,
mobility and the internet)
KPMG in India has identified a number of select key sectors

that account for a significant portion of it vendors revenues
and are also among the most promising sectors in terms
of growth. These include retail, healthcare, telecom,
government and financial services.
Global market size and growth rate of select verticals
Seeks personalization and

convenience (thus, the role of cloud,
AR, mobility and the internet)
Needs innovative experiences and
entertainment (thus, the role of AR
and social media)
Is influenced by peer reviews and
feedback (thus, the role of social
media and big data)
Needs secure and easy purchase
procedure (thus, the role of
embedded systems, cloud and
mobility)
Needs transparency, accountability
and convenient post-purchase
services (thus, the role of mobility,
big data and embedded systems).
These traits reflect a significant
evolution from the traditional consumer
profile the way in which a new-age
consumer communicates, transacts
and makes purchase decisions has
witnessed a paradigm shift. This change
induces the need for enterprises
to change the way in which they
operate and connect with customers.
To address this need and tap latent
opportunities, industries need to
leverage disruptive technologies and
place digital consumer at the core of
business strategy.
Enterprises need to leverage the
opportunities that disruptive technology
trends present. However, the extent
to which these opportunities are
implemented within an organization
would depend on their relevance of
each disruptive force on the industry to
which the organization belongs.
Source: Ovums Global IT Services Market Forecast Model, July 2011, Ovum
Global IT services market Split by verticals
Source: Ovums Global IT Services Market Forecast Model, July 2011, Ovum
The identified verticals collectively account for close to 70

percent of the market. Further, the impact of disruptive
technologies - cloud, big data, social media, mobility, AR,
and embedded systems on these verticals will likely be the
highest. This report is aimed at gauging this possible impact
through the analysis of various qualitative and quantitative
aspects of these technologies.
In terms of disruptive technologies Big data, Cloud and Mobility are all very
significant. They will disrupt the industry in different and significant ways. So,
it would not be wrong to say that among these, cloud can be considered the
biggest disruption of our times.
Mobility is expected to be a game changer. New business opportunities and
challengers are being brought about by the flood of new mobile technologies
and the speed with which this landscape is changing. Customers now expect to
have access to products and services from anywhere, via both the web and apps,
using the device of their choice to interact and transact. Mobile workers are also
looking at mobile solutions to help them be more productive and efficient.
Big data, backed with predictive analysis can help businesses generate
actionable business insights. In addition to the aspects of complexity and
variability of big data, is the rate of growth or velocity, largely due to the
ubiquitous nature of modern on-line, real-time data capture devices, systems,
and networks. It is due to this that the rate of growth of big data tools will
continue to increase in the foreseeable future.
We believe that in-memory computing is a breakthrough which will not only
enable applications and analytics to run up to thousand times faster, it will enable
businesses to be faster and nimble. SAP HANA in-memory technology platform
is a completely re-imagined modern platform for real-time businesses. SAP
HANA Cloud paves the way for developers to build applications in the cloud with
embedded analytics and the massive speed of the technology itself.
Together Mobility, Cloud and In-memory computing will transform the
businesses to run faster and nimbler than ever before. So, SAP is actively
working around all these three technology areas and is using both organic and
inorganic growth models to strengthen its presence in these segments.
Avaneesh Dubey
Senior Vice President, Business Suite Test Engineering, SAP Labs India
Retail
Following the global economic downturn and a subsequent

dip in employment and consumer confidence, the global retail
industry has recovered since 2010. Stimulus packages provided
by governments, reinforced by strong domestic demand in
some developing countries, boosted the global retail industrys
size to an estimated USD 17 trillion in 20121. North American
and European retailers with players such as Wal-Mart Stores
Inc, Carrefour SA, Metro Ag, and UK-based Tesco continue to
dominate the retail industry2.
Global retail industry, annual sales, in USD trillion
Key drivers of growth

in the retail industry
An expanding population base and a largely
urbanized consumer class provide a thriving
market for retailers
Source: Economist Intelligence Unit, accessed January 2013
With the rise of the digital shopper, shopping has increasingly

moved online and to the mobile platform, especially in the
US, Western Europe and East Asia. In the US, the online retail
outlook for 2012 was encouraging fueled by the results
of the 2011 holiday season. Online sales during the holiday
season in the US increased to US$43 billion, reflecting a 17
percent increase over 20113. The value of mobile shopping
was predicted at more than US$163 billion in sales, or 12
percent of all e-commerce sales, in 20104.
Entry of large, organized retailer into developing

nations like India will also be a big boost
Shift in demographics and purchasing power to the
younger section of the population is also driving
demand
The rise of omni-channel retailers is also bringing
the shop closer to the consumer, and is leading to
increased spending.
1 www.alpencapital.com/downloads/GCC%20Retail%20Industry%20Report%202011_1%20November%202011.pdf ; GCC retail industry report,

Alpen Capital
2 www.stores.org/2012/Top-100-Retailers, January 2012
3 www.comscore.com/Insights/Press_Releases/2012/11/comScore_Forecasts_17_Percent_Growth_for_2012_U.S._Holiday_E-Commerce_Spending
4 www.verizonbusiness.com/resources/whitepapers/wp_near-future-of-retail_en_xg.pdf
Change in footprint over the decade

Across the world, the retail industry is at the centre of a
major shift in the way consumers shop and interact with
their retailers. After almost a century of customers going
to the store, the store is now coming to the customer.
Customers now demand that retailers be wherever they
are. E-commerce has also led to a global marketplace and
has given rise to new, online retailers who take advantage of
this low-cost channel, creating a perfect storm for traditional,

brick-and-mortar retailers.
The growing might of online and now mobile shopping
has led to terms such as omnichannel, which attempt to
portray how customers use stores and websites in tandem5.
Retailers find that the more channels their customers use,
the more they spend.
Shopping preferences of digital consumers

http://www.marksandspencer.com/
According to Marks & Spencers, people who shop on

its website, as well in its stores, spend four times as
much as people who shop just in stores. People who
additionally use the mobile channel end up spending
eight times as much.
Source: http://www.guardian.co.uk/business/2012/sep/02/marks-andspencer-multichannel-shopping
Source: Meet the connected consumer, ZMags6
5 http://www.guardian.co.uk/technology/2012/nov/11/mobiletechnology-leap-forward
6 Meet the Connected Consumer, Jan 2012, Zmags.com
Key components of retail industry

Customer
touch points
Product Placement
Promotions
Point of Sale
Delivery System
After sales services
Past
Present
Past
Present
Past
Present
Past
Present
Past
Present
Store
Traditional media
Peer group
Home
Telephone
E-mail
Web
Mobile
Call centre
Social media
0
4 Very high
5 High
6 Medium
7 Low
0 Absent
Thus, with the advent of the internet, and now mobile and social media, the retail
landscape has undergone a seismic shift. Channels including the web, mobile
and social media have increased their presence in the retail value chain. In the
next decade, these new channels are likely to emerge as critical touch points for
retailers, and providing an outstanding experience at these touch points can be the
difference between winners and laggards.
Enabling technology transformations

Retailers understand that the key to the future of consumer
engagement is to meet shoppers where they are.
Sophisticated mobile devices, big data and cloud computing
currently work in tandem to provide ready access to
information, products and services from virtually anywhere
at any time. The further integration of the cloud and mobility
with social networking creates a powerful, new platform that
allows retailers to engage throughout the purchasing cycle.
To take advantage of such trends, retailers need to invest in
technology resources that can help them stay a step ahead of
the competition.
Big data applications across different functions of the

retail sector
Supply chain
Optimal stocking decisions; Distribution and

logistics optimization; Management supplier
negotiations
Merchandising
Assortment optimization; Placement and

price optimization; Store layout planning
Sales and
Marketing
Online and in-store: Cross-selling; location

based marketing; Customer microsegmentation
Online: Real-time personalization; Facilitate
accurate delivery schedules
Big data
With large amounts of data being generated from the pointof-sale at stores, online transactions and social media, Big
data offers numerous opportunities to retailers to improve
marketing, merchandising, operations, supply chain and aftersales service.
Retailers use big data to help them manage inventory levels,
and make better decisions about new orders7. The US-based
book retailer, Barnes & Noble used a big data analytics
solution to enable suppliers to monitor its inventory and
take real-time replenishment decisions8. Demographic and
purchasing data patterns can be analyzed using big data to
help in merchandising related decisions.
Big data can also be used to better understand the target
market, gauge consumer behavior, understand their
shopping preference and hence do a better positioning of the
product.
Tesco Harnessing big data

Tesco collects vast amounts of data on its
customers' shopping habits that allow it to send
precisely targeted coupons. When a household
starts buying nappies, signaling the arrival
of a new baby, Tesco usually sends discount
vouchers for beer, knowing that the new father
will have less opportunity to go to the pub.
Source: Link
7 Big Data for Retail is Flying Off the Shelves, Nov 2012, Forbes
8 Big Data The Next Big Thing, Sep 2012, NASSCOM
9 The Guardian, www.guardian.co.uk/cloud-computing/high-streetstores-turn-to-hosted-services, June 2010
10 Netsuite, www.netsuiteblogs.com/blog/2012/09/cloud-computingopen-doors-for-multichannel-retailing-in-australia.html , September
2012
11 IDC Retail Insights, www.idc-ri.com/getdoc.
jsp?containerId=prUK23533512, June 2012
In-store: Customer behavior analysis;

Improve multi-channel experience
Customer service
Customer behavior analysis
Cloud
Retailers progressively need to process large amounts
of data pertaining to customers and products in real time
to provide personalized solutions. The spread of cloud
computing has helped retailers to not only have large
computing resources at their disposal; it has also allowed
them to match their demand with their sales season.
Moreover, retailers are looking to move all their platformbased solutions to the cloud.
UK-based fashion retailer Anthropologie's patterns are
rigorously managed in-house. It was integrated with a core
e-commerce system provided by on-demand e-commerce
provider Venda. The system included a payment mechanism,
a product database and a site design accessible on the web
and mobile platforms9.
Cloud computing also facilitates the implementation of
an omni-channel strategy. It allows for the low-cost and
significantly low-risk rollout of software that is needed to
support multichannel retailing. This is particularly attractive
for small businesses that lack requisite resources. Retailers
can gain real-time visibility into their retail operations from
anywhere at any time, as well as provide a single view of
a customer across channels. Retailers can also keep their
information up to date10.
Further, cloud computing helps retailers manage multiple
channels and locations, integrate their websites with
business, support their Point-of-Sale (PoS) systems, provide
a unified real-time view of business, perform automated
merchandising and marketing, and gain a 360-degree view
of each customer. Recent surveys also reveal that while
current cloud adoption rates in western European retail are
low, adoption is expected to increase 300 percent by 201411.
Additionally, 61 percent of western European retailers plan
to invest in cloud computing in 2012, with a slight preference
for increased investment from large retail companies (500+
employees), and the budget for cloud being typically less than
5 percent of the overall IT spend23.
Social media
Over the past two decades, the internet has evolved into a
large, social community. The social media has given people
a voice. The social commerce market is forecast to reach
US$30 billion by 2015, from an estimated US$9 billion in
201212.
Worldwide social commerce market, annual revenues, in
USD billion
Further, social networks offer retailers the opportunity to

connect with millions of customers and reach out to them
individually. Retail brands need to devise a social media
strategy, one that goes beyond just having a presence on
Facebook and Twitter. Strategy should involve connecting
with audiences over these social networks and leveraging
their urge to talk about and share similar passions13.
It also must be considered that even if a retailer decides
not to have a presence on the social media, it could still feel
its impact. Thousands of consumers write reviews, share
feedback on their shopping experiences on social media
platforms. Therefore, even if a retailer is not present on a
social media platform, it may still be talked about. Therefore, a
retailer must have a social media strategy that encompasses
not only social media platforms but also listening and
monitoring tools.
According to a recent survey by The Partnering Group,
customer use social media primarily for coupons and product
information, as well as to read comments from other users.
Facebook has emerged as the leading social media platform
for such discussions, with an estimated 55 percent of
customers using it14.
Source: Booz and Co
Sephora
leveraging social
media
Cosmetics retailer Sephora has created an
interactive shopping social space launching
its online Beauty talk community. It brought
its customers together and encouraged them
to discuss their enthusiasm for beauty products.
Sephora found that by creating a community
and by opening itself to its customers it was
flooded with people dying to talk to each
other. Moreover, a Beauty talk community
user spends two-and-a-half times
more than the average Sephora
customer.
Leading uses of social media by shoppers
Source: The Partnering Group
Source: EConsultancy
12 www.booz.com/media/uploads/BaC-Turning_Like_to_Buy.pdf
13 www.guardian.co.uk/media-network/media-network-blog/2012/
jul/25/social-retailing
14 www.shop.org/c/journal_articles/view_article_content?groupId=1and
articleId=1541andversion=1.0
Mobility
The spread of mobile devices has changed the way in which
customers interact with retailers. They have emerged as
an integral part of the sales process. Many of the mobile
applications available today benefit the traditional brick-andmortar stores by improving the in-store experience or driving
traffic to stores with discounts.
Product identification can take place at any touch point,
whenever or wherever a customer sees a product. The
interaction may be through an outdoor advertisement, in a
magazine or newspaper, via a retailer's smartphone app, a
mobile website, on a social network or even in-store, where
an out-of-stock size is required15.
A mobile offers the advantage of instant checkout. If the
customers preferred payment and delivery details are
stored securely on their mobile device, they can purchase
anything from anywhere, anytime, simply at the touch of
a few buttons. More than 60 percent of pre-purchase web
searches are initiated on a mobile device. In addition, the
majority of people 67 percent researches products on
smartphones and then purchases them at a physical store16.
The UK-based retailer Sainsbury's launched

a new initiative called Mobile Scan & Go
that lets customers scan items as they
shop using their iPhone or Android
mobile device and pay at the till without
unloading their trolley or bags. This
makes the shopping experience even
more convenient for customers by
letting them track how much they're
spending, view savings instantly,
and then pay at the till without
unloading their trolley, basket or
bag.
Source: http://j-sainsbury.co.uk/media/lateststories/2012/20121014-sainsburys-trials-mobile-scan-go/
Embedded systems
Embedded systems are changing every point in a retailers
business, from sourcing of goods to their distribution to
display in stores and finally, checkout. Embedded systems
are enabling a connected ecosystem of devices that allow
a retailer to have a real-time view of every step in its value
chain17. Retail firms such as eBay, Amazon and Flipkart,
whose business models are built around the long-tail, need
to keep track of millions of items18. They spend considerable
resources on analytics of data, resulting from tracking of
these items. As analytics of the long-tail grows in importance,
embedded systems become a focal point for retailers that
earlier saw only little need for them.
RedBox, a US based retailer of rental DVDs and video games,
offers its customers a touch screen kiosk with information on
movies and the entire process is automated. All a customer
has to do is touch the item they want, use their credit card,
and get the desired video19.
Wal-Mart is one of the pioneers in implementing

self-checkout stations that use embedded systems
to read the bar code on each item, compute the
total of the sale, and process the payment.
Source: How Embedded Systems Are Changing the Way We

Shop, August 2012, bizcloud
Carrefour City, the convenience store

arm of French retail giant Carrefour,
launched 'Mon Panier', a mobile app
that lets customers order and pay
for their grocery shopping with their
mobile phone and then identify
themselves via an NFC and QR-code enabled kiosk
when they arrive at the store to collect their order.
The service is live at Carrefour City outlet at St
Lazare, Paris.
Source: Carrefour uses NFC and QR codes to speed up grocery
shopping, May 2012, NFC World
15
16
17
18
19
www.guardian.co.uk/media-network/media-network-blog/2012/jun/26/mobile-retail-technology-consumer, June 26, 2012

www.cisco.com/web/about/ac79/docs/retail/Retail-Mobility-PoV_011312FINAL.pdf
Retailers Add Gadgets for Shoppers at Ease With Technology, Mar 2012, The New York Times
Does the Long Tail create bigger hits or smaller ones?, Nov 2008, LongTail.com
Communication and Interaction Redesign for Redbox, 2010, Ideo.com
Augmented reality
Another common application of embedded system, used
extensively in retail is Radio Frequency Identification (RFID).
RFID devices are transforming the retail landscape with
their ubiquitous presence in the supply chain. RFIDs enable
retailers to keep track of each and every product in their
system, integrated into a common repository to have unified
and centralized view of information. RFID systems may range
from source tagging, barcode labeling systems, hand-held
labeling systems and retail merchandising systems and can
enable applications such as automatic identification, retail
security and pricing and promotional labels20.
Embedded systems are also enabling a new global standard
for retail payments designed to help exchange data between
payment terminals and POS terminals and support new
payment technologies. Use of Near Field Communications
(NFC) and mobile payments are common applications in this
area. This has the potential to improve customer experience,
as well as sales.
It is no longer enough for retailers to stock their outlets

with the latest products; the popularity of smartphones has
given genesis to a new mobile shopping culture altogether.
Apps such as Blippar, which links smartphone users to
extra video and product content on retailers websites,
have revolutionized the interface between shoppers and
products21. Google has launched an augmented reality-based
head-mounted display (HMD) called Google GlassesTM 22.
This consists of wearable glasses that display information in
smartphone-type format, are hands-free, and interact with
the internet via natural language voice commands. These
glasses seamlessly project information on to the scene in
front of the wearer; a customer can access reviews and price
comparisons of any product in a store; restaurant menus
and reviews can be shared; at a bookstore, a customer can
access book reviews and author information.
AR is also used to explore synergies in print and video
marketing. Marketing flyers can be designed with trigger
images that, when scanned by an AR-enabled device using
image recognition, activate a video version of the promotional
material.
AR technology has made it possible for phones to become
barcode scanners that offer extra information and online
prices. It is estimated that AR-based apps will generate close
to USD 300 million in revenues globally in 2013 as brands and
retailers increasingly show appetite for such features23.
20 RFID Technology In Retail, Apr 2008, Retail Technology Review

21 www.guardian.co.uk/technology/2012/nov/11/mobile-technologyleap-forward
22 www.pbs.org/newshour/extra/features/science/jan-june12/
Google_04-09.pdf
23 www.juniperresearch.com/viewpressrelease.php?pr=348
Current state and way forward

Retail industry is one of the early adopters of disruptive
technologies be it cloud, mobility, social media, big data,
augmented reality or embedded systems owing to its
B2C nature. Till now, mobility, social media and embedded
systems (mostly in the form of RFID) have witnessed
greatest adoption in the retail sector. With web-enabled
smartphones, online shopping is being done using cell
phones and customers are using social media to get product
reviews and give feedback.
A number of companies have also started experimenting

with big data tools such as Hadoop and MapReduce to
unleash the power of big data analytics. Given the quantum
of customer information that retailers have, if utilized in a
correct manner, it can help in identifying and targeting the
right customer segment and better positioning of the product.
However, it will take some time for marketers to develop a
business case which can justify the investments made on
such tools.
Augmented reality is expected to be the game changer

for the retail industry. Increasingly marketers are using
augmented reality to enhance virtual shopping experience
and therefore, the industry would see significant investments
in augmented reality applications in the near future,
especially in the western world.
In terms of convergence, retail is a sector which can

encompass most disruptive technologies. It is not hard
to think of a cloud-based platform providing integrated
social media and augmented reality applications on mobile
devices. The data generated through such applications can
be analyzed using big data tools. There can be several other
such applications which can encapsulate multiple disruptive
technologies within them. The near future will see many
more such applications.
Cloud has been there for quite some time but it is being used
as additional layer for niche applications, for example, to host/
support a social media platform. The core retail platform is still
on-premise software as concerns loom large over replacing
the core platform with a cloud-based solution.
Consumers in modern times expect products and services to cater to their every need,
from world over, at times that they dictate and are willing to share information on their
experiences across social media. The availability of information for customers has
compelled retailers to constantly strive to serve customers above their expectations.
Social media, data analytics, advanced CRM etc. have created the ability of one to one
relationship between customers and retailers. No longer can retailers operate in the
markets by mere segmentation of customers; they have to serve customers based on
individual customer needs.
Service providers to retail like IT companies also have to realize that retailers as
clients expect the provider to give solutions to their business needs rather than mere
pieces of technology. Various functions of retailers including marketing, Human
Resource Development, Finance, operations etc. need technologies that definitely
help the functional team. However these technologies need to form part of the total
solution offered. Retailers also expect to get a clear understanding of the return
on investment which the IT services company is expected to calculate based on
functional understanding of the business. This also means that IT companies need to
understand the core business of their customers and create cross functional value
propositions. For example a technology for social media can also cater to loyalty as well
as marketing requirements of retailers. This also means that IT providers need to be able
to communicate not only with the CTO of companies but also with head of marketing,
head of buying and merchandising, the CEO. As convergence increases, and the need
for mobility increases, IT companies are well expected to provide state of art solutions
and not just technologies and these with best quantifiable benefits.
Kumar Rajagopalan
CEO, Retailers Association of India
Healthcare
Healthcare services, as defined, refer to provisioning of

consultation, diagnostic, patient care and medication services to
a patient suffering from injury, illness, disease, etc.1
The global healthcare market is well poised for growth with
per capita healthcare expenditure growing in most countries
due to changing lifestyle, ageing population, and availability of
better healthcare infrastructure. These countries were either
significantly underserved and are now witnessing capacity
expansion or are actively upgrading their healthcare systems.
Global healthcare spend in USD billion
Key drivers of growth in

the healthcare industry
Changing lifestyle, ageing population and better
availability of healthcare facilities is driving the
healthcare market.
Rising penetration of health insurance is leading to
increased spending on healthcare services.
Source: Economist Intelligence Unit, accessed January 2013
Although the global healthcare market is witnessing growth,

the uptake of healthcare services in both developed and
developing economies remains skewed. Developing
economies such as India, China, Malaysia and Vietnam
continue to lag behind developed countries such as the US,
the UK, Japan, Germany and Korea, which have relatively
mature healthcare markets2. For example, developed
economies such as the US and the UK have over 3 hospital
beds per 1,000 population2; meanwhile, countries such as
India, Indonesia, Vietnam and China have less than 3 hospital
beds per 1,000 population. Therefore, in less developed
countries, the role of the government is paramount.
Increased availability of doctors, medical services,

and health portal is leading to an increased
adoption, especially in the developing economies.
Increasing awareness of health related issues
is also leading to extensive usage of healthcare
services.
1 Independent Market Research on the Global Healthcare Services

(HCS) Industry, June 2012, Frost & Sullivan
2 IMF, The Economics of Public Health Care Reform in Advanced and
Emerging Economies, June 2012, www.imf.org/external/pubs/ft/
books/2012/health/healthcare.pdf

The healthcare sector stands at the inflection point
and is witnessing a transformation due to government
regulations and initiatives to bring down the healthcare
costs. Regulations such as Health Insurance Portability
and Accountability Act (HIPAA) and the Health Information
Technology for Economic and Clinical Health Act (HITECH
Act) are emphasizing on the increasing role of IT in healthcare
sector.3 It is because of this that the dynamics of the entire
healthcare industry are increasingly becoming IT driven.
The IT market in healthcare is estimated to be nearly USD 54
billion by 2014, witnessing a CAGR of 16.1 percent between
2009 and 2014.4 IT is getting interwoven in the industry in the
form of electronic medical records, electronic health records,

clinical trial management systems, clinical decision support
systems, data mining systems, hospital information systems,
e-prescribing systems, ambulatory care management
systems, patient management system, computerized
physician order entry system, and non clinical systems to
name a few.
Consumers are increasingly using web, connected devices
and innovative health information technologies for selfmonitoring, facilitate interactions and information exchange
with doctors, and support treatment adherence.
3 US Department of Health and Human Services, http://www.hhs.gov

4 Global Healthcare Information Technology (2009 - 2014), October
2009, Markets and Markets, Research and Markets
Key components of healthcare industry

Customer
touch points
Patient on-boarding
Treatment & Care
Billing
Insurance
Post-Discharge
Service
Past
Present
Past
Present
Past
Present
Past
Present
Past
Present
Physical location
Traditional media
Peer group
Home
Telephone
E-mail
Web
Mobile
Call centre
Social media
4 Very high
5 High
6 Medium
7 Low
0 Absent
Ease of access is the primary driver to healthcare. In this context, the use of mobile
technology is very well suited and hence role of mobility as a technology is paramount.
Given the high mobile penetration, it serves as a convenient and acceptable method to
communicate with the patients.
Since accessibility is the primary driver, there is an innate need for agility and scalability
in IT systems to expand the reach of healthcare. The Cloud is an obvious choice but
concerns around security particularly in the context of healthcare privacy standards have
inhibited the large scale adoption of Cloud until now. Going forward, as the industry
works towards addressing this challenge, sector would witness wider adoption of cloud.
In addition to this, it also must be considered that no technology can deliver
effectiveness in isolation. All these disruptive technologies are complementary and
when used in the right mix they are bound to bring in efficiency and effectiveness in the
delivery of healthcare services. It is also an expectation that the convergence would
reduce the cost and help healthcare firms in reaching out to their target audience.
Arvind Sivaramakrishnan
CIO, Apollo Hospitals Enterprise Ltd.

IT is playing a critical role in changing the face and fate of
the modern healthcare sector. Technology trends such as
mobility, cloud, augmented reality, social media, etc. are
making significant strides and are propelling the sector for
incremental growth.
Big data
While the healthcare sector is poised for growth, at the
same time, it is plagued with challenges. The primitive
state of healthcare, especially in developing economies,
can still be associated with paper prescription and manual
health records. This brings in a challenge of managing large
amount of unstructured data coming from various sources.
In more developed economies, because of the emergence
of electronic health records (EHRs) and patient care devices,
patient data is getting digitalized leading to data deluge. In
addition, healthcare costs are rising in countries such as
US, where healthcare providers suffer the constant financial
strain of providing treatments that are often not paid for or
paid for only in part. Insurance industry is also facing a similar
challenge, wherein, finding genuine claims and compensating
providers for high-cost treatments is becoming increasingly
challenging. It is because of all this that the healthcare sector
is witnessing a three-pronged data challenge in terms of
volume (large quantities of data), variety (structure and

unstructured), and velocity (rate of data generation). This
induces a need for big data analytics platforms to get useful
intelligence from tens of thousands of patient records.
For example, a number of US largest integrated delivery
networks such as Cleveland Clinic, MedStar, University
Hospitals, St. Joseph Health System, Catholic Health
Partners and Summa Health System use the big data
platform for real-time exploration, performance and predictive
analytics of clinical data.5
IBM recently launched big data software

called Patient Care and Insights, an
application that processes health records
from hospitals, physicians and insurers and
then models outcomes and treatments.
It also automates workflow and paper
processes.
Source: IBM eyes vertical applications for big data, October 2012, ZDnet
5 Big Data The Next Big Thing, September 2012, NASSCOM
Cloud
Despite skepticism due to compliance with regulations
such as HIPAA, the healthcare sector is now witnessing
the increased adoption of cloud computing.6 Offering
benefits such as lowered costs and reduced clerical effort
of maintaining data, cloud computing makes it possible for
healthcare organizations to access and retrieve information
stored in scattered systems in real time. Thus, personnel can
focus increasingly on critical matters cost-effectively and
efficiently.
Therefore, solutions such as electronic medical records
(EMR), telemedicine, patient management, and medical
imaging are gradually shifting to cloud. These cloud services
can now also be integrated with special medical hardware
(embedded systems) for remote patient monitoring.7
Due to benefits like these, cloud market is poised for growth.
Healthcare spending on cloud is nearly USD 1.8 billion as
of 2011, despite market penetration of merely 4 percent,
indicating immense potential for growth.8
Rural healthcare provider Carroll County

Memorial Hospital (CCMH) in Kentucky
selected iSALUS Healthcares cloud-based
solution OfficeEMR as it begins its Electronic
Health Records (EHR) transition.
Source: Kentucky rural healthcare provider uses cloudbased EHR, October 2012, EHR Intelligence
http://www.marksandspencer.com/
Healthcare Magic, started in 2008, is a healthcare

portal which helps patients find doctors by specialty
in India, the UK and the US. The portal provides
information on diseases and conditions and facilitates
online communication between patients and doctors.
It gets funding from sponsorships and advertisements
and also sells different membership plans to patients
for interaction with doctors.
Source: Increasing Importance of Social Media in Healthcare, Issues
Monitor, October 2011, KPMG International
A May 2011 Pew Research Centers Internet

study showed that, of 3,001 US adults
surveyed, approximately 80 percent of
the internet users use online media for
healthcare information. The same study
also revealed that 15 percent of US adults
use their cell phone to access healthcare
information.
An online survey conducted by Max Bupa

Health Insurance in 2010 revealed that of
1,004 Indians surveyed, 39 percent use the
internet for general healthcare information.
Source: Increasing importance of social media in
healthcare, October 2011, KPMG
Social media
Mobility
Social media tools are gaining popularity, serving as an easy

and cost-effective solution for both healthcare providers
and patients. The internet, which was once a source of
one-way communication only, has transformed into one
that facilitates two-way interaction and information sharing.
Healthcare providers can now monitor their patients in a
virtual environment, thus giving impetus to remote patient
care and monitoring. It also transforms the patient-doctor
communication from one-to-one to one-to-many; wherein,
doctors reach out to a number of online users using the
internet.
Increasing integration of mobility with healthcare is giving

rise to mHealth. From a physicians perspective, a physician
no longer has to rely solely on bedside terminal to retrieve
patient health or medical information, while from a patients
perspective; a patient can seek medical advice more often
and have flexibility in terms of point of care. mHealth can be
useful in serving a variety of purposes, ranging from results
viewing, to ordering, to e-prescribing, to reference data
access, and to remote monitoring.
Mobility can play an instrumental role in efficient patient
management and quicker handling of emergency situations
which in turn can save treatment costs and early cure.
Blurring lines and convergence of wireless communications,
embedded systems, social networks and enabling technology
of cloud computing will further propel the adoption of mobile
health technologies. It is because of this that the market for
mobile healthcare applications and devices is on a rise.
6 Techtarget, "HIPAA cloud computing advice: Ensuring cloud computing

compliance", 2012,
7 KPMG in India analysis
8 Healthcare Industry to Spend Upwards of $5B on Cloud Solutions by
2017, October 2012, MarketsandMarkets, HealthTechZone
Apollo Hospitals Group provides health information

services via contact centres staffed by doctors and
specialists using an IT platform with structured query
database to give appropriate health response. The
service is being offered in collaboration with leading
telecom companies. It is also running a diabetes
management program called SUGAR, where
patients may upload their blood sugar count to the
clinician through SMS and mobile applications. An
SMS text is delivered back to the patient explaining
the readings and advising whether further action is
required.
WelTel provides SMS-based messaging to monitor and

support antiretroviral (ARV) therapy in Kenya. WelTels
SMS communications are estimated to have raised ARV
patients adherence to their treatment regimens by a
quarter. This increased adherence and associated viral
load suppression lowered health system costs by 1-7
percent (as reported by WelTel in 2011).
Source: Mobile Applications for the Health Sector, December
2011, World Bank
Global revenue for mobile healthcare applications

Source: Apollo plans 100 Sugar Clinics in 90 days, November 2011,
Business Standard
Source: Research2Guidance
Embedded systems and M2M
Augmented reality
Embedded systems and M2M technology have made

automated medical devices that focus on disease prevention
and healthy living a reality. As a result, doctor and hospital
visits have also reduced significantly. Applications in the
field of remote monitoring and telehealth, being used for
early detection and health warnings, are changing the face
healthcare sector.
In the field of academics, augmented reality can be used

by medical students to practice surgery in a controlled
environment. With 3D imagery and interactive display,
complex medical conditions can be explained to patients
using visualization aids. It can also provide improved
sensory perception to the surgeon and reduce the risk of an
operation. It can also be combined with MRI or X-ray systems
and bring everything into a single view for the surgeon.
Augmented Reality can play an instrumental role in the field
of neurosurgery, wherein, augmented reality can be used to
image the brain in 3D on top of the patient's actual anatomy.
A number of embedded software companies and telecom

operators are developing technologies to improve patient
care. The market is increasingly becoming crowded with a
number of start-ups in Silicon Valley, application developers,
carriers such as Vodafone, Deutsche Telekom, AT&T, Verizon,
China Mobile, and France Telecom and giants such as IBM,
General Electric and Philips.9 Applications such as a heart
monitoring program, call emergency services device installed
in cars, etc. are now a common play in this area. Think of a
chip that can be inserted into a pill dispenser in a patient's
home. The machine would then read the data stored in the
chip and automatically dispense the required prescription.
That can be the power of embedded systems in Healthcare.10
In hospital del March in Barcelona, Spain, patients

recovering from heart attacks use equipment installed
in their homes by Telefonica to weigh themselves,
take their blood pressure and answer a few questions
on their symptoms via a touch screen. The information
is transmitted to nurses at the seaside hospital's
cardiac unit who follow up by phone if they have any
concerns. The program has had a positive effect on
mortality rates, reduced hospital visits and saved
9,000 euros per cardiac patient since it began two
years ago, according to doctors.
Source: Beyond mobile: Telcos hook up hospitals, cars and

coffeemakers, December 2012, Reuters
Augmented reality applications have immense

potential in general wellness and care. One such
example is of DoctorMole, a free Android app that
uses augmented reality to analyze suspicious moles
using the standard ABCDE approach in order to
determine risk. The risk feedback is given on the
basis of Asymmetry, Border, Color, Diameter and
Risk (ABCDE). It also allows users to save photos
taken to compare for evolution changes at a later
stage.
Source: Medical app uses augmented reality and camera phone to
detect skin cancer, May 2012, iMedicalApps
Outsourcing as an industry has evolved and

has moved far beyond just cost arbitrage.
Given the shift towards digital consumerism
driven by proliferation of disruptive
technology trends like Social media ,
Mobility, Cloud, Big Data, Augmented Reality,
Embedded Systems the dynamics that
drive the industry are undergoing significant
change. This is leading to the outsourcing
players to explore hybrid models or vertical
specific business platforms aided by
technology.
Susir Kumar
CEO and MD, Intelenet Global Services
9 KPMG in India Analysis

10 The healthcare case for big data, November 2012, ZDNet

The adoption of disruptive technologies in the healthcare
sector is inconsistent. While technologies such as cloud,
mobility and big data are witnessing rapid adoption in
developed nations, social media, AR and embedded
systems are yet to take significant strides. Most developing
economies have yet to experience widespread digitization
and are lagging in terms of the adoption of most technologies.
Other than mobility and, to some extent, cloud, developing
economies continue to maintain a wait-and-watch approach
till they see a clear return on investments from these
investments.
In future, the industry is expected to witness a convergence
of such technologies, leading to an increased demand for
consolidated platforms. However, it is expected to take
at least 2436 months before this trend starts becoming
evident in the industry. While players have already started
heading in this direction through the introduction of

converged platforms in areas such as SOMOCLO (social
media, mobility and cloud), the trend is yet to gather
momentum on a large scale.
In the healthcare sector, the convergence is likely to be
more in the areas of cloud, mobility, social media and big
data as there is a clear upcoming trend of Tele-health and
Web-health.11 Embedded systems can have a myriad of
applications in healthcare as digitization picks up steam;
embedded systems may find convergence with technologies
such as cloud, mobility and big data to give access autogenerated patient information. Augmented reality would
also have applications, however, lesser in comparison to
other disruptive technologies. AR applications would be
more focused in medical education rather than actual patient
treatment and care.
IT Trends in healthcare
Emerging solutions in
healthcare
m-Health
Key disruptive
technologies that shall
shape the healthcare
sector
Futuristic trends to
invest in
Big Data
Social Media
Cloud
Tele-Health
Mobility
Augmented reality
Web-Health
Embedded systems
11 KPMG in India Analysis
Telecommunication
The dynamics of the telecommunications industry have changed rapidly over

the years. From a being mere carriers providing voice services; telecom players
have evolved into becoming an interface, a window and a platform through which
consumers interact and transact with the virtual world. Convergence between
physical devices and online services is fuelling the growth of new applications.
These applications can take personal data and turn it into useful, personal, social
and visual representations using the disruptive technologies mentioned earlier.
Other industries like BFSI, Healthcare, and Government are also increasingly
adopting digital technologies which have made Telecom players an integral
part of their digital strategies. Telecom players themselves also leverage these
technologies to reach out to their end consumers and interact with them.
With per unit processing cost of data going up and the need for
faster processing time, big data is going to be a crucial technology
for the telecom sector. It is expected to have wide utility in
transaction-intensive domains such as CDR (Customer Data
Records) processing, BI and Data warehouse. Social media is
another important domain which is being seen from both employee
and customer perspective. The drivers are primarily enhancement
of customer satisfaction and better employee engagement. Other
than this, Cloud can be an important technology considering the
infrastructure-intensive nature of telecom business. However,
there is need to address a few challenges such as flawless data
migration from legacy systems and ensuring information security
and data privacy to have wide adoption of cloud platforms.
Convergence is more likely to be in the areas of Social Media,
Cloud and Big data. However, depending on the magnitude of
impact, companies will decide whether to go for stand-alone or
collaborative platforms. The current scenario is more in a proof-ofconcept stage.
Key drivers of
growth in the
telecom industry
With voice service
becoming ubiquitous, the
next round of growth is
expected to be driven by
data.
Areas such as
m-Governance,
m-Commerce, m-Health,
etc. are driving the usage.
There is increasing mobile
penetration in rural areas
which promises immense
potential for growth.
Vinod Kamat
Vice President, IT, at Vodafone Essar
The dual role of telecommunication as a user and as an enabler
Telecom as an enabler
This distinct nature of this industry throws open

a multitude of options for IT-BPO vendors as
telecom players need to integrate themselves
into technology value chains of other industries
as well as utilize these technologies for their own
business.
As shown in the figure above, telecom acts
as a medium and an enabler for the various
industries to interact with their end-customers.
These end customers have access to a number
of mediums, channels and devices to interact
within themselves and with the industries.While
social media, cloud, big data, augmented reality,
embedded systems and mobility are touted as the
game changers currently and over the next few

years; the role of telecom is vital in the successful
adoption of these technologies.
Thus while reviewing the effect of these disruptive
technologies on telecom as an industry, we also
cannot neglect the role of telecom as an enabler.
Isolating the effect and looking at it from an IT
demand perspective, telecom sector is poised
for growth. Global mobile subscribers reached
6.2 billion as of March 2012 , with growth mainly
stemming from developing economies such as
China, India, Brazil, Indonesia and Bangladesh.12
Global wireless subscriber base and net additions (Q1 2012)
Source: Gigaom, "Ericsson: 85% of the world will see 3G/4G in 2017", June
2012
12 Gigaom, "Ericsson: 85% of the world

will see 3G/4G in 2017", June 2012, http://
gigaom.com/2012/06/05/ericsson-85-of-theworld-will-see-3g4g-in-2017/

The telecommunication sector has witnessed a seismic
shift in the past decade. The decade that started with
wire-line services dominating the sector both in terms of
subscriber and revenue share, has progressed to the era of
smartphones, tablets and other handhelds. Ever since 2007,
when wireless revenues surpassed wire-line revenues, the
state and implications of the sector changed for good.
How consumers prefer to interact with their mobile provider
Today IT and telecom are getting interwoven; telecom

providers have sufficiently matured in terms of availability
of network bandwidth and IT infrastructure to provide IT
services. Similarly, IT vendors are entering erstwhile telecom
territory as they take their solution offerings to a mobile
platform.
In addition to this, from a customer perspective, telecom
operators are increasingly facilitating new web-enabled
channels through which customers can interact/transact with
them or among themselves. It is being done with the aim of
aligning operations with the trends in changing lifestyles of
customers. It is due to this that of late, Web has emerged
as a key subscriber service channel for telecom operators,
especially for younger generation. As per a survey conducted
by Oracle in 2011, subscribers, irrespective of the agegroup they belong, have shown the desire for their telecom
operator provider to offer live help options on their Website13.
Source: Mobile Trends, Oracle
The survey also highlights that subscribers of different

age-groups prefer different methods of interaction with their
mobile provider. While older subscribers prefer in-person
or over-the-phone interactions, their younger counterparts
prefer online or self-service options.
13 Oracle, Mobile Trends: Consumer Views of Mobile Shopping

and Mobile Service Providers, April 2011
Key components of telecommunications industry

Customer touch
points
New Product
Development
Tariff-plans and
Point of Sales
Marketing
Customer Service
Presentation and
payment of bills
Past
Present
Past
Present
Past
Present
Past
Present
Past
Present
Physical point of
interaction (eg:
helpdesks, outlets
etc)
TV
Peer group / friends
Home
Telephone
0
0
0
0
3
1
2
1
2
1
1
1
2
1
1
1
4
0
2
0
E-mail
Web
Mobile
Press & media
Call center
Social media
4 Very high
5 High
6 Medium
7 Low
0 Absent
Moreover, subscribers have started to demand personalized online experience and improved ways
to research mobile products. As different age-groups favor different ways of interacting, leading to
convergence of traditional and online channels, telecom operators have started to create a cohesive
cross-channel customer experience.

The role that telecom/mobility plays in the enablement of
disruptive technologies has far reaching implications than
the role that disruptive technologies have to play in telecom.
From a B2B perspective, telecom/mobility plays an important
role in the uptake of these technologies:
Cloud: one of the key characteristics of cloud is the mobility
that it provides to enterprises. The data/applications on cloud
can be accessed from anywhere, any device.
Big data: big data is becoming more pertinent because
of volume, velocity and variety of data generated from
increasing number of mobile devices.
Social media and augmented reality: potential of social media
and augmented reality cannot be explored to the fullest if
they are not delivered over mobile devices.
Embedded systems: most embedded systems now come as
mobile devices.
However, from a B2C perspective, these technologies are
indeed enabling a transformation in the telecom sector.
Cloud
Telecom, by its very nature, is an infrastructure intensive
sector. Network infrastructure is the key component and
forms the backbone of any telecom business. A significant
portion of telecom businesses expenses can be accounted
to network and infrastructure management. Other than
the cost angle, scalability is another challenge that
telecom operators face. For example, it is somewhat like a
manufacturing plant concept. In order to manufacture 100
additional cars, a manufacturer will have to install a machine
which would have production capacity of 1,000 cars. Capacity
of 900 cars would remain idle until the manufacturer gets
demand for those 900 units. Similarly, while scaling up to
cater to demand from additional subscribers, a telecom firm
often needs to undertake heavy network deployment which
is both cost and time consuming.
To address challenges like these, telecom operators are now
increasingly migrating to cloud environments to achieve cost
efficiency, scalability and agility.
Big data
Telecommunication, as a business, involves trillion of small
transactions on a daily basis. Add to this, with adoption of
social media and analysis of real-time consumer behavior
gaining pace, flow and variety of data on networks has
increased manifold.
Telecom operators are increasingly leveraging big data tools
to convert all the data into actionable information. Globally,
operators are deploying predictive analytics and big data tools
to make proactive use of the data. This has helped operators
to improve quality of service (QoS), increasing customer
satisfaction, and thereby making business more profitable.
Big data tools can be used to measure and analyze customer
activities, customer churn, reasons for churn, call handling
and management time at customer care call centres, among
number of other things. Moreover, the emergence of cloudbased open source platforms, coupled with big data has
resulted in faster processing and analysis of data.
Bharti Airtel Using analytics to deliver campaigns

Bharti Airtel, the largest operator in India, uses analytics
to enable marketing department to deliver campaigns
to targeted customers on a daily basis. The analytics
function processes more than five billion transactions
daily, contributing to the top line.
Source: InformationWeek, "Analytics enables marketing to deliver
campaigns to targeted customers on a daily basis", November 2012,
SingTel launched cloud platform for ISVs

SingTel, one of the largest telecom operators
in Asia, in partnership with Progress Software
launched a cloud-based infrastructure for
ISVs to build, test, manage and deploy their
applications for businesses.
Source: TelecomAsia, "SingTel, Progress launch cloud platform for

ISVs", August 2012,
Telecom operators are also fast embracing cloud to open

new revenue streams. This new revenue stream can be
in the form of telecom operators offering cloud services
to enterprises. Because of the availability of network
infrastructure, telecom operators are well equipped to
offer cloud orchestration services, including automated
arrangement, coordination, and management of applications,
middleware, and services over the cloud.
Moreover, telecom operators are also collaborating with
independent software vendors (ISVs), which due to their
smaller sizes look out for infrastructure without committing
significant capital investments. Operators, globally, are
leveraging this opportunity by offering their network
backbone to ISVs who can offer cloud services.
Touch Cloud a Backend as a service solution
for app developers
Touch, a Lebanese telecom operator, in
collaboration with Element N launched Touch
Cloud which serves as building blocks for HTML5
and mobile developers. Touch Cloud enables the
applications to connect with 3rd party services,
such as Twitter or Facebook.
Source: Arabnet, "Lebanese Telecom Operator Touch Introduces Touch
Cloud", December 2012
Social media
Augmented reality
With customer conversations over social media growing

at an exponential rate, it is imperative for the telecom
operators to prepare for a social revolution of sorts. Social
media applications have now become a standard; device
manufacturers are embedding them in devices as built-in
applications and service providers are providing them through
proprietary/3rd party applications stores.
Adoption of smart devices has increased to a point where

they rival the power of PCs, ensuing the need for contentrich media applications such as Augmented Reality (AR).
As the adoption of AR rises, the implications are clear for
stakeholders at each level in the value chain. From a device
manufacturers perspective, augmented reality is something
that they just cannot ignore. The devices of today need to
be augmented reality-enabled in order to stay relevant in the
market. Telecom operator needs to have sufficient network
bandwidth to give room to such rich-content applications and
application developers will have to find new ways in which
augmented reality can be used across different categories of
applications.
Other than demand-side push, availability of high-bandwidth

networks, enabled with technologies such as Long-term
Evolution (LTE) and Worldwide Interoperability for Microwave
Access (WiMAX), has created an environment conducive for
provisioning of social media services.
In addition to this, major telecom operators, globally, not
only look at Web 2.0 as a communication and collaboration
tool but also as a strategic marketing tool. Service providers
worldwide are using social media to learn more about their
customers and explore new revenue opportunities.
Loop mobile Measuring ROI based on
subscriber responsiveness
Loop, a regional Indian telecom operator,
is leveraging the social media to create
buzz for the brand. In addition to increase
in fans, response or conversations and
likeability, it also looks at other factors
such as contest participation, generation
of leads, lead conversions, clicks on videos
or posts and conversations to measure the
success of this strategy.
Source: InformationWeek, "In todays marketing scenario, interactivity in

terms of ROI is measured with subscriber responsiveness", November
2012,
Vodafone Leveraging mining and

listening tools to manage customer
support over social channels
Large volumes of social media chatter about
Vodafone were untracked and unattended,
entailing the need for a system to scan social
media to gather conversations about Vodafone.
In response, the company developed a social
media listening and mining tool based on
Java and MySQL hosted on Enterprise Linux
Servers. The tool analyzes Twitter feeds,
Twitter trends, Facebook posts, RSS feeds
from various blogs and articles, and ties into
feeds for third party sites like forums. The tools
also classify the conversations as queries,
complaints and request.
Augmented reality today has utility in location-based service

apps, entertainment and gaming apps, videos, utility related
apps and many more. Stakeholders in various segments
of telecom sector need to be prepared of these market
developments.
Nokia City LensTM

Nokias City Lens is a location-based
application that provides an AR overlay
view of buildings and instantly highlights
places of interest. The company is now preinstalling the City Lens application on the
range of its new Windows Phone 8-based
smartphones, Lumia 820 and Lumia 920.
Source: Gigaom, http://gigaom2.wordpress.com/2012/09/11/old-lumiasget-nokias-new-city-lens-augmented-reality-app/
Bouygues Telecom Extending AR

experience to sales brochure
Bouygues Telecom, a French telecom
operator, added an AR feature to the
smartphone purchasing guide available at its
points of sale. This feature allows customers
to test and discover the functions of new
smartphones by placing the printed page
of the 3D guide in front of a webcam. The
chosen smartphone is viewed in 3D as if it
were coming out of the page.
Source: T-Immersion, "Bouygues Telecom Augmented Reality Brochure
to Experience Latest Smartphones Functions", March 2011
Source: DynamicCIO, "Vodafone's Response to Social Media", April 2012,
Social Media, Mobility, Augmented Reality, Big Data and Cloud Computing are the key
disruptive technologies that have redefined the global business environment in the
past few years. Looking at the changes from a BPO point-of-view, the service offerings
and business models in the industry have changed drastically. It is no longer about
providing back-office and voice-based processes. Today leading BPO service providers
are managing far more complex and end-to-end processes for clients. Most C-level
executives and Business Unit heads across all industries are increasingly looking at
solutions that:
Address the challenges of meaningful engagement with the consumer on digital
media
Help meet regulatory demands and address risk and compliance needs
Yield enhanced business outcomes in terms of gaining competitive advantage,
leading to customer satisfaction and improved ROI
As these changes continue to shape the business landscape, companies will have to
work closely with clients to create solutions that yield enhanced business outcomes.
Keshav Murugesh
CEO, WNS Global Services

Telecom sector is considered to be an
infrastructure intensive industry and therefore
role of technologeis such as Cloud Computing and
Embedded Systems is paramount. Because of
huge volumes of data generated, both at the OSS
(Operational Support System) and BSS (Business
Support System) layers, big data also holds
immense importance for this sector.
Technologies such as social media and augmented
reality are used more at the customer interface
level and hence have limited utility in the sector.
The utility of social media and augmented reality
is mostly around the customer applications, which
are developed by application developers and
mobile network operators to some extent. Other
stakeholders in the telecom ecosystem, which
includes network equipment manufacturers,
resellers, etc., do not find much utility of social
media and augmented reality in routine operations.
However, going forward, both these technologies
will find much greater use. Social media is
increasingly being used to connect telecom
companies to their employees. Demand for
augmented reality applications is also expected to
grow as it finds its way in more utility/productivity
related applications.
Telecom is an interesting segment as it acts as

a horizontal enabler which cuts across multiple
other verticals. Mobility, which acts as an
enabling technology for advancements in other
verticals, comes as an integral part of the telecom
vertical. Therefore, beyond the uptake of disruptive
technologies in telecom sector itself, telecom
sector would still witness huge investments
flowing into these technologies as stakeholders
in the ecosystem will have to cater to demand
from other sectors. Be it a device manufacturer,
a network operator, a content publisher, a
technology provdier, an app developer or a reseller,
all of them will have to fulfill changed demand
pattern from other verticals which is increasingly
being driven by disruptive technologies.
Going forward, the industry would also witness
signficant convergence of these technology
trends. Technologies such as cloud, embedded
systems, big data are expected to come together
to build cost effective solutions for back-end.
Firms may also use cloud platforms to build and
host social media and augmneted reality apps
for customers. It is due to this that demand for
converged platforms is expected to rise in the near
future.
Government/Public sector
Government cannot be called an industry vertical per say, however, considering

that it is the largest spender in any economy, it becomes one of the important
consumer segment from an IT perspective. From a spending perspective in
an overall economy, two broad heads that every vertical may have are private
spending and public spending and hence the role of government in catapulting the
growth of an economy cannot be ignored.
Government is coming up as one of the major spenders on IT systems to
modernize its processes and extend its reach to the masses across the world.
There is an increasing need for digitization in government processes to make the
operations more effective and transparent. It is due to this that Governments
across the world are spending billions of dollars every year on IT.
Worldwide Government spend on IT services and BPO
Key growth drivers for the

government spending
Growing GDP is leading to higher government
expenditure every year.
Source: NASSCOM
Sectoral reforms and e-Governance programs worldwide are

creating greater demand for IT systems. Governments world
over are also looking at uplifting the rural and underserved
population by working on themes such as financial inclusion
and catering to the bottom of the pyramid. IT technologies
can play an instrumental role in servicing the bottom tier in
a cost effective manner. For example, in India, reforms such
as APDRP (Accelerated Power Development and Reforms
Programme), and transportation reforms, and revolutionary
projects such as MGNREGA (Mahatma Gandhi National
Rural Employment Gurantee Act) and JnNURM (Jawaharlal
Nehru National Urban Renewal Mission), Aadhaar (a Unique
Identification initiative), IT-enabled Passport Seva Kendra,
CCTNS (Crime and Criminal Tracking Network & Systems),
among a number of others, are creating greater demand for
IT systems.14
In addition to this, to overcome the challenges of increasing
urbanization, governments across the world are also making
significant investments in creating IT-enabled smart cities
such as Amsterdam (Netherlands), Yokohama (Japan), and
Masdar (Abu Dhabi).14
Sectoral reforms and revolutionary projects are

driving investments by government on IT and
select sectors.
Need to streamline process, expedite operations
and bring in greater transparency induces a need
for system overhaul and increased spending on IT.
Growing population coupled with governments
motto of social welfare drives spending on critical
projects which need a scale-up.

Governments are heightening their focus on
transparency in processes and are striving to
reduce administrative and commercial losses due
to lack of centralized and consolidated systems.
While the vertical has remained low on IT maturity,
governments are adopting measures to break
information silos and lower administrative hurdles.
The government sector is among the largest
spenders on IT and is witnessing rapid growth. Key
areas for civilians including health and human
services, home and security services, treasury,
transportation and justice are becoming focus
areas for IT enablement. e-Filing, automated tax/
fee calculation, and interconnectivity to have

unified view of data are some of the potential
areas where service providers are witnessing
growth, specifically in developing economies.15
Governments mandate to provide better citizen
services with the help of IT is driving significant
investments in e-Governance and projects. For
example, the Indian government plans to invest
INR 340 billion15 over the next five years to provide
better citizen services and technology would
be the key enabler for efficient delivery of these
services.
Key components of Government services in the past

Customer Touch
Points
Application
Processing
Verification
Issuance
Delivery
Logistics &
Operations
Post-delivery
Services
Past
Present
Past
Present
Past
Present
Past
Present
Past
Present
Past
Present
Physical location
Traditional media
Peer group
Home
Telephone
E-mail
Web
Mobile
Call centre
Social media
4 Very high
5 High
6 Medium
7 Low
0 Absent
15 NASSCOM Strategic Review 2012

Governments are leveraging disruptive technology tools
to promote openness and improve engagement with
their citizens. Governments across the globe are adopting
a number of initiatives to improve accountability and
transparency and thereby, the quality of public services.
Big data
With the increased digitization of information, nations are
facing pressing challenges in the wake of significant volumes
and disparate varieties of data. Be it digital records of citizens,
their activities, or service delivery, data is being generated,
accessed and retrieved across government activities.
The sheer volume, variety and velocity of data make data
management an arduous task. Most governments spend
more time collecting and organizing the data than analyzing
it. Considering the kind of data governments hold, if analyzed
correctly, such data has the potential to take fact-based
decisions and, thus, address some of the biggest challenges
that prevail.
To make the most of this data deluge, governments across
the world are now building a big data roadmap. Big data tools
and technologies have a significant role to play in the areas
of delivery of public services, defense & security, managing
transportation and logistics, science and R&D. For example,
Indian government is making extensive use of big data
tools to power its Aadhaar project. To capture and process
such significant volumes of data, UIDAI (the UID Authority)
runs three duplication servers powered by MySQL and
Hadoop. The open source architecture of Hadoop ensures
fast processing of large volumes of unstructured data, high
scalability, and enables adding interfaces based on APIs.
Hadoop also enables UIDAI to provide real time information
about enrollment data across states.16
Cloud
Cloud computing provides service oriented architecture to
users which is cost-effective and scalable, making it a suitable
platform to host e-Governance services. While security was
considered to be a concern in the past, many governments
are now building their own private cloud/community cloud to
maintain minimum security standards.
Two essentials for success of any e-Governance initiative
are reach and availability. Cloud enables service delivery
over internet making it accessible to all and service level
agreements ensure that the services are available at nearly
all times. Therefore, use of cloud for collaboration and
communication between departments and with citizens hold
the maximum potential, followed by use of cloud to facilitate
information management (such as record-keeping).
New Jersey Transit Authority uses a

hosted CRM system from Salesforce.
com which provides workflow
rules that route incoming customer
questions to the subject area
experts. The systems applications
are linked to a data warehouse,
employee information, an e-mail
management system, and a data
quality system. During its use, and
without an increase in staff, the
average response time to inquiries
dropped by more than 35 percent and
productivity increased by 31 percent.
Source: State of New Jersey (New Jersey Transit Authority), Info.Apps.
Gov
Social media
Obama administration recently
announced Big Data Research and
Development initiative which entails
investments of more than USD 200
million on big data tools and techniques
and R&D. The program aims at advancing
the big data technologies, harnessing
these for welfare and progress, and
expanding the workforce needed to
develop and use big data technologies.
Source: Obama administration unveils big data initiative: announces
$200 million in new R&D investments, March 2012, Office of Science
and Technology Policy, United States of America
In the era of digital citizens who are all over social media,
governments need to have a presence on social media to
connect with them. Governments world over are now using
social media to ensure effective citizen engagement and
communication with all stakeholders in real-time. Social
media can not only enhance the outreach of government but
can also help in managing the perception of the users to avoid
propagation of unverified facts and rumors with respect to
government policies.
Government agencies are using Facebook, Twitter, and
other platforms to inform and interact with the public.
Governments are using social media for everything from
handling 911 service requests to hosting real-time interviews
with public officials to crowd-sourcing ideas around public
policies. Governments also monitor social channels for
threats to national security.17
16 Aadhaar is India's app store: Nilekani, May 2011, CIOL

17 InformationWeek, "Top 14 Government social media initiatives", February
2012, http://www.informationweek.com/government/enterpriseapplications/top-14-government-social-media-initiativ/232601128
New York City launched social media

streams on Facebook, Foursquare,
Tumblr, and Twitter to engage the public
in a variety of ways, from providing
information on government services
to emergency response. For example, Twitter feeds of
New York City include Tweets on city news, links to press
conferences, responses to citizen questions about city
policy, and more. It's also frequently re-Tweeted by other
New York City government agencies.
The city has a full-fledged social media strategy and also
has a Chief Digital Officer who designs a roadmap for the
use of social media.
Source: Top 14 Government Social Media Initiatives, February 2012,
Information Week
GappaGoshti, is a mobile platform for

rural population which allows them
to socially network, collaborate and
obtain access to contextually relevant
information. It has been designed
keeping in mind that rural folks may
not be digitally savvy and would
require an easy user interface with
local language support and voice as
primary means of communication. The
platform was used by a small group of
rural farmers in a focused manner to
aid their agricultural activities.
Source: GappaGoshti: Experiences in Rural Social Networking,TCS
Mobility
Embedded systems
Mobility is coming as a channel or a medium for effective

delivery of government services. From giving mobile
devices to government officials, to advanced data collection
using mobile devices to wireless networks and unified
communication, mobility is touching every aspect of
government operations.
Embedded systems are witnessing fast growth in the

Government sector. The last decade has seen a major shift in
the way embedded systems are being used by governments.
Initially, embedded systems used to find their way in safetycritical applications such as rocket & satellite control, energy
production control, telephone switches and air traffic control.
However, in the current scenario, demand for embedded
systems is much more broad-based. Be it railways, roadways,
mobile communications, or electronic payment solutions,
the use of embedded systems in various government
departments is only increasing. Embedded systems are
being used extensively in following areas:
Mobility plays a pivotal role in making e-Governance initiatives

successful as rural and tier-II/III cities lack the infrastructure
necessary for every citizen to have Web access. In such a
situation, mobility plays a critical role as it enables e-mobility
with e-governance for the uninterrupted data sharing process,
making information available on a real-time basis. Mobility
can also play a role in materializing financial inclusion and
reaching the unbanked population using applications such
as mobile banking, mobile money, etc. Moreover, since the
delivery of services get mobile-enabled, instances of bribery
and leakage gets reduced.
For this reason, often governments create m-Governance
framework a part of their national e-Governance plan to
utilize the massive reach of mobile phones and harness
the potential of mobile applications to enable easy and
effective public service delivery especially in the rural areas.
Government of countries such as US have also launched their
own mobile application store for effective delivery of various
public services through mobile phones and are undertaking
initiatives to make sites of all government departments and
agencies mobile-compliant using one-web approach.
Madhya Pradesh government in India

launched a pilot project using SCO
Mobile Server that enables electronic
provisioning of services and access to
government information using a cell
phone over the cell carrier network.
Source: India's first mobile government initiative launched by Madhya
Pradesh government, m-GovWorld
Establishing process controls in areas such as energy

production and distribution, factory automation and
optimization
In satellites, mobile phones and telecom networks
For better energy management by establishing control
over production and distribution, and for optimum usage of
energy
For secured e-commerce transactions
In identity and access management through use of smart
cards
In healthcare through embedded systems enabled hospital
equipment, and mobile monitoring.
Mars Rover sent by NASA (an agency of

US Government) uses embedded system
as one of its sub-block. This system
determines the distance travelled by rover,
obstacles in the path, voltage and charge
across battery terminals, and speed of the
motors.
Source: Mars Rover: System Block Diagram, Bradley University
Augmented reality
Though the adoption of augmented reality has not been
much in government vertical till now, there is an increasing
uptrend. Augmented reality applications can offer a number
of opportunities for the delivery of important information
for citizens in an interactive manner. One of the most basic
examples of usage of augmented reality can be citizens
pointing their cameras installed in mobile phones towards
a particular building and get information about that building
(such as name, location, opening time, etc.) and near-by
places.
However, this is not all that augmented reality has to offer.
Some of the key application areas where augmented reality
can be used in government domain include sectors such as
defense, R&D, education, tourism, among others. Promising
immense potential, defense is one of the key focus areas
for augmented reality applications. From the times when
augmented reality was used in heads-up displays in military
aircrafts, augmented reality has come a long way and is now
being used to create augmented reality contact lenses for
defense use. The US department of defense is working on a
system, called iOptik, that gives humans the ability to focus
on the near foreground and distant background at the same
time.18 Augmented reality also has signficant potential in
military training exercise systems which may have features
such as friend/enemy identification, multiple sensory
interfaces, location intelligence and interactive battlefield
medical support.19
European Union funded project called

ARTHUR (Augmented Round Table
for Architecture and Urban Planning),
allows architects and customers
to review designs before they are
built. It created computer-generated
models on augmented-reality,
head-mounted displays that enabled
participants to view 3D virtual models
on a planning table, tweaking their
size and scale in real-time.
Source: Augmented reality adds a new dimension to planning
decisions, May 2012, The Guardian
Google is working on developing a

pair of augmented reality glasses
that seek to provide users realtime information right in front of
their eyes. It will give a complete
new dimension to concept of
mobility in augmented reality
where the technology would be
worn as a wearable.
Source: Google Project Glass, April 2012, TechCrunch
18 US military developing multi-focus augmented reality contact lenses, April 2012, Extreme Tech
19 Augmented Reality in the Battlefield 2012-2016, October 2012, Defence Talk
Current state and the way forward

Considering the sheer size of government sector, the potential for growth of
emerging technologies is immense. Since government interacts with almost all
the stakeholders in an economy be it a citizen, a community, or a corporate all
the disruptive technologies find utility in some government segment in one or the
other way. However, in our opinion, technologies which can help in reaching out to
the masses in a better way will have the highest impact on the sector. Therefore,
Mobility, Social Media, Big data and embedded systems will have the highest
impact for citizen services in the government sector.
Cloud can be a significant enabler to power all the systems; however, the adoption
rates may remain lukewarm as concerns around data security continue to loom
large. Nonetheless, KPMG in India predicts, that the sector is likely to witness
more and more cloud deployments in the near future, especially in the community
cloud model.
Augmented reality is another breakthrough application area that will find majority of
its use in sectors such as Defense, Tourism and Academia. However, it is still early
for the technology to find significant scale, till then it will continue to flourish in a
few niche areas.
Going forward, the sector is also likely to witness convergence of various
technologies for a better service delivery to citizens. Convergence is likely to be
seen in areas including embedded systems, mobility, social media, and cloud from
a service delivery perspective.
Financial services
Five years since the outbreak of the global economic crisis, the financial services
industry has yet to recover. While the banking sector has risen from the depths of
2009, it is still buffeted by long-term frailties that still remain unaddressed. Banks
in the United States and Europe remain on a weak footing, and are still weighed
down by a large volume of bad debts, regulatory pressure on their business model,
and a decrease in consumer confidence in the functioning of the banking industry20.
The huge losses brought about by the financial crisis and ensuing bank failures and
tax-payer bailouts shook public confidence in the banking sector.
Economic profit generated by banks in Asia-Pacific, Europe

and the United States, 2007-11, in USD billion
Key growth drivers for the

financial services industry
A relatively strong economic growth in China and
other developing nations is driving demand for
credit and other financial products.
Emerging markets are still showing strong demand
for financial services.
Drive towards financial inclusion of the unbanked
strata of the population.
Source: NASSCOM
As per a Boston Consulting Group analysis of leading global

banks across geographies shows that cumulative profits have
decreased from USD 107 billion in 2007 to a loss of USD 189
billion by 2011, with banks in the Asia-Pacific region being the
only ones to make a profit over the period21.
However, in the faster growing developing nations, there
are selective opportunities for the banking industry. Rising
income levels and a growing middle class with more
disposable income will create increased demand for
banking products to support both individual and corporate
customers22. Moreover, multi-national firms will be focusing
more attention and investment capital on these markets and
more local and regional firms will begin to emerge as global
players.
Over the next 2-3 years, the financial services industry will be
faced with challenges as it tries to implement key programs
to essentially redesign the business and redefine the target
operating model.
20 http://www.federalreserve.gov/publications/annual-report/files/2011annual-report.pdf
21 Boston Consulting Group, An Inflection Point in Global Banking: Risk
Report 20122013

The last few years have witnessed a rapid increase
of Information Technology (IT)-based programs
which have transformed the banking sector of the
country. Technology infrastructure has played a
vital role in enabling timely availability and giving
access to vital information in a quickly changing
economy. What began as a mere automation
of some everyday work processes in banks in
the mid 80s has moved on to become business
process re-engineering which has resulted in
making banking services branchless, anytime and
anywhere; facilitated new product development
and; enabled near real-time service delivery.
Technology has helped banks to reach the
doorsteps of the customer by overcoming the
limitations on physical reach in branch banking and

easing the resource constraints posed by the brick
and mortar model23.
There has been a phased and gradual penetration
of IT in the banks. In the first phase, banks
computerized their labour intensive back office
operations to trim down costs. In the second
phase, banks focused on improving customer
experience to gain competitive advantage. In
the third phase, banks have implemented Core
Banking Solutions (CBS) combining both front
office and back office. This phase marked a
paradigm shift and branch customers are now
bank customers as they can access their accounts
from any branch.
Retail banking customer channel evolution

Customer
channels
Internal
drivers
External
drivers
Bank branch
ATM
Sales and
transaction
channel to
customers
Reduce load
on customer
service staff
A point of
contact
Speed
Personalized,
face-to-face
needs
Phone
Convenience
and
differentiation
Internet
Lowers cost
of servicing
customers
Mobile
Extension
of internet
banking
Natural
progression
from phone
banking
Convenience
Reluctance
to queue
for simple
transactions
Customers
are internet
savvy
Necessity for
todays world
Anytime,
anywhere
access
Source: http://www.perfectsen.com/retail-banking-evolution-a-need-for-retail-banks-to-constantly-keep-up-with-customerstechnology/291/
The spread of the internet and mobile technology

has also had a transformational impact on the
financial services industry. These technologies
have not only increased the quality of service
provided to existing customers, but also enabled
the inclusion of economically weaker sections
of the society into the organized banking sector.
At the same time, they have reduced the cost of
service delivery, contributing to the bottom line
of the industry. It is estimated that the cost to the
bank of a financial transaction carried out at a bank
branch was approximately USD 2.50 while the
cost of the same transaction, if undertaken from a
mobile phone, would only be USD 0.5024.
23 http://www.rbi.org.in/scripts/BS_SpeechesView.aspx?id=738
24 http://www.adlittle.com/downloads/tx_adlreports/ADL_2010_M_Payments_in_M_BRIC.pdf
Key components of financial services

Customer Touch
Points
Customer
acquisition
Customer onboarding
Customer
activities
Fund
management
Customer
Service
Compliance
Past
Present
Past
Present
Past
Present
Past
Present
Past
Present
Past
Present
Physical location
Traditional media
Peer group
Home
Telephone
E-mail
Web
Mobile
Call centre
Social media
4 Very high
5 High
6 Medium
7 Low
0 Absent

Always connected, omni-channel customers are driving the
erosion of boundaries in the financial services industry. These
customers demand an engaging customer experience.
For the industry, where products are becoming
commoditized, the customer experience has evolved as a
differentiator. Banks are increasingly focusing on adopting
measures to develop stronger relationships with their
customers with the primary objective of gaining trust,
building engagement and creating value to give customers an
enhanced user experience. Banks are looking to differentiate
themselves based on customer experience with online,
social media, mobile and cross-channel initiatives. The crux
of the strategy revolves around engaging customers at their
convenience and through their preferred channels.
Big data
The financial services industry is amongst the most data
driven industries. The regulatory environment that financial
services firms operate within requires them to store and
analyze several years of transaction data. The pervasiveness
of electronic trading has meant that capital markets firms
both generate billions of messages every day. Moreover, the
increasing proliferation of social media is driving banks to
keep track of their customers on these platforms to generate
additional insights25. This would require intensive analytics
of volumes and velocity of data. In addition, as data driven
as banks are, it is estimated that 80-90 percent of the data
that they have is unstructured, i.e., in documents and in text
form26.
Banks are also discovering uses for big data outside of fraud
detection. One way of using them is to try to sell customers
more products. Santander Bank in Spain sends out weekly
lists of customers who it thinks may be attracted to particular
offers from the bank, such as insurance, to its branches27.
In Singapore Citigroup keeps an eye on customers' credit
card transactions for opportunities to recommend them
discounts in restaurants. If a customer who has signed up
for this service swipes a credit card, the system can look at
the time of day, the location and the customer's previous
shopping or eating habits. If it finds that he enjoys Japanese
food, it is almost lunchtime and there is a nearby sushi joint, it
can send a text message offering a discount at the restaurant.
That may give the bank a second transaction and a share of
the extra spending.
By using big data on huge volumes of
complex business data directly in the
data warehouse, the Chinese bank CITIC
was able to uncover useful information &
predictions. It was also able to use data
fully & collaboratively across a dedicated
credit card centre setup especially for
leveraging customer insights across
the other bank departments. As a result,
CITIC is accelerating its growth, and is
now planning to leverage big data across
its other functions as well.
Source: Alpine Data Labs, "CHINA CITIC Bank Case Study"
25 http://www.oracle.com/us/industries/financial-services/bigdata-in-fs-final-wp-1664665.pdf
26 http://www.americanbanker.com/magazine/122_9/swift-reimagines-banks-role-in-commercefor-a-data-driven-future-1051886-1.html
27 www.economist.com/node/21554743
Cloud computing
A financial services firm can benefit from cloud computing
in numerous ways. Perceived cost savings, ease of scalingup and scaling-down, faster time-to-market for deploying
systems, virtualization of enterprise-wide data-as-a-service,
enterprise technology standardization, and the ability to
access data and applications on the move are all critical
factors that can drive financial services firms to adopt cloud
computing28.
Newer banks, unburdened by legacy costs have already
started using cloud to support core banking applications.
However, for most banks, public cloud and cloud-based
shared services will dominate non-core activities, from
workforce collaboration to document management due to
information security and data privacy concerns.
Banks are required to comply with regulations and laws
which restrict the movement of client data outside their
geographies. The lack of standard security practices,
concerns about the implications on compliance frameworks
and operational risk worries have led many users in the
financial services industry to adopt a hybrid public-private
cloud strategy.
Cloud computing can also play an important role in customer
service delivery. Private cloud-based solutions can be
deployed across the entire range of key banking functions.
KPMG in India estimates that cloud computing could prove
very attractive to banks and other financial institutions,
mainly due the fact that it provides the next generation value
in IT with innovative and flexible business models.
In a landmark deal for the banking
industry, the Spanish bank BBVA
adopted Google Apps for 110,000
employees spread across 26
countries. As part of the deal, all
customer data would remain on the
banks servers with the move to
Google services only applying to
communication among staff.
Optimal cloud solutions for key banking functions

Banking function
Optimal cloud offering
ATM, Customer
service centre
Private Cloud delivering services

across the enterprise
Branch and internet

banking
Private cloud supporting standard

functional suite
Mobile banking
Private cloud supporting standard

functional suite
Content management
Private cloud delivering enterprise wide

services
Source: http://www.tcs.com/resources/white_papers/Pages/CloudComputing-Strategic-Considerations-for-Banking-and-Financial-Institutions.aspx
In 2008, as part of a massive core banking modernization

program, the Commonwealth Bank of Australia (CBA)
realized its existing IT infrastructure spend wasnt
delivering enough business value half of the money
spent went to basic infrastructure maintenance
and provided no measurable strategic advantage.
Confronted with these issues, CBA launched a massive
transformation project to change the fundamental nature
of its IT infrastructure from a cost center to a driver of
value through business innovation. To accomplish this,
CBA built a large-scale private cloud architecture on
which IT now delivers everything-as-a-service. This meant
virtualizing existing resources, developing a standard set
of well-defined IT services based on those resources, and
then making services portable.
Source: Google persuades Spanish bank BBVA to use the cloud; BBC
News; 11 Jan 2012
28 http://www.sapient.com/assets/ImageDownloader/1315/Cloud_Computing.pdf
Social media
Social media has emerged as the platform that will decide
many of the winners of tomorrows connected enterprise.
In the area of financial services, initial initiatives saw banks
seeking to understand customer opinions about bank
products and service experiences. Later it evolved to a more
proactive role of responding to customer feedback quickly.
Today the needs and uses are clearly left to the imagination of
the most fertile minds as banks world over work overtime to
develop a connected customer strategy29.
The emerging BRIC nations, which are going to be the next
growth engines for the financial services industry, are also
some of the fastest adopters of social media. With a strong
base of more than 517 million social media users in the
BRIC nations30, it is clearly a segment that in many ways
represents the customer of the future. Banks will have to
develop a channel and interaction strategy that is able to
address the needs of a diverse set of customers, each of
them with their own set of preferences and demands. By
understanding the forces underlying social networking
interaction, banks will be able to craft their interaction
strategy with both their current and future customers.
Turkeys Akbank established a Facebook
fan base of over 508,000, making it one
of the most liked financial institutions
in the world. Akbank, which has 913
branches and 15,300 employees serving
over eight million customers, is effectively
reaching 6.35 per cent of its base through
its Facebook page, far outpacing the
industry average of 0.14 per cent.
Social media adoption in 2-3 years time
Purpose of using a social networking platform
Source: Social media in UK financial services in 2011; Glue reply
Source: http://thefinancialbrand.com/19315/akbank-facebook-socialmedia-strategy/
Mobility
A recent survey of 35 global banks showed almost two-thirds
believe that the adoption will grow to medium adoption in a
fairly structured way in the next 2 to 3 years. Also, nearly 90
percent of respondents used social networking to achieve
customer engagement, with the promotion of products/
services and the coverage of events coming not far behind31.
The opportunities for social communication, a mechanism
to obtain feedback and the promotion of corporate social
responsibility (CSR) strategy follow further down the pecking
order.
Mobile is increasingly becoming the focal point of the

channel strategy for banks, not only for its own adoption but
also for its role as a gateway for other channels like telephony,
internet or Near Field Communication (NFC). Early adoption
of mobile banking was slow due to technological challenges,
limited standardization, fragmented commercial efforts, and
most importantly, and the lack of a sustainable business
model32. Even though some of these challenges still remain,
a rise in commercial m-Banking initiatives across the world
is a leading marker for the sustained interest of the channels
potential. Mobile financial services are experiencing a
global surge, especially in emerging markets. Global total
transaction volume is expected to reach approximately USD
280 billion by 2015.
29 Social media in financial services, Apr 2012, KPMG in India

30 More than 80% of internet users in Russia accessed social media in
February 2012, Feb 2012, NewMedia TrendWatch
31 GlueReply, Company Website
32 Capgemini: How Mobile banks can seize the opportunity
Augmented reality
Globally, while banks in emerging nations have been early
adopters in m-Banking alerts, actual transactions on the
mobile are rare. Most banks have not gained a foothold in
this arena because of a lack of marketing and sales effort,
security concerns, as well as the failure so far to utilize
channels beyond their bank branches to acquire consumers.
Banks, however, have a competitive advantage over nonbanks because they can capitalize on the cross-selling
potential via micro-loans and can offer both disbursement
notification and options to repay via mobile. Therefore, nonbanks face an uphill task in monetizing their cost of consumer
acquisition.
State Bank of India offers mobile
banking service over application as well
as WAP (Wireless Application Protocol)
with GPRS connection. Using mobile
banking, a user can transfer funds,
make inter-bank mobile payments, make
balance enquiries, request cheque
books, pay bills, recharge mobile phone,
and do all other m-Commerce activities.
Source: SBI Website
33 PNC Bank taps augmented reality tech for ATM finder app,
Dec 2011, Finextra.com
The use of tablet devices creates new possibilities as product

presentation becomes more interactive and transparent.
Banks will be able to demonstrate and explain complex
products without face-to-face contact. As a result, customers
will become more independent of branches and their
employees, of limited hours and physical locations.
Several banks in the United States already use augmented
reality capabilities to power certain services. PNC Bank
and U.S. Bank offer iPhone apps that find bank branches
and ATMs. When the user points their iPhone in a certain
direction the app displays the actual environment and
a graphic that points to a branch or ATM in that general
direction33.
The Commonwealth Bank of Australia (CBA)
has continued its efforts to put a digital
spin on its brand with the bank utilizing
an augmented reality app integrated with
content in local papers. Readers can use the
'News Alive' app for the iPhone and iPad to
experience a fully animated 3D masthead
for each title and watch the banks new TV
advertisement directly on the pages of the
newspaper. News Alive' also showcases
the featured property of the week as a
3D interactive display embedded with a
downloadable CBA property guide app.
Source: 'CBA's 'Can' relaunch taps augmented reality '; Technology
Spectator; May 2012

The financial services sector has traditionally been one of
the fastest adopters of new technological trends. Over
the decades, banks have continuously launched new
products, from ATMs to smart cards to internet banking;
products which were possible due to the adoption of
cutting-edge technology of the day. While most financial
services institutions are under stress due to the prevailing
global economic turmoil, they have continued to invest
in technology. KPMG predicts that analytics and big
data will see widespread adoption in the industry,
with banks combining data from disparate sources to
generate customer insights and reduce fraud. However,
cloud computing will see slow adoption, with focus on
implementing a private cloud model to asset rationalization.
Regulatory factors and data privacy fears have restricted the
widespread adoption of public and hybrid cloud models in
the industry.
With financial inclusion being an increasingly important
objective for banks globally, mobile devices will emerge as
the next growth driver, especially in Asia, Africa and other
developing regions. Reducing the cost of providing banking
services is just one of the uses of mobility; mobile devices
are also being increasingly used as wallets to process

financial transactions. Customer will be able to use their
mobile device as a substitute for a multitude of credit and
debit cards that they currently carry. When it comes to
social media, its use has been restricted to mainly customer
service functions, with banks being hesitant to use it across
other functions.
KPMG in India predicts that the Core Banking Platform
is unlikely to be impacted by these new disruptive
technologies, with most of these new technologies being
kept separate from the core platform. This not only makes
for quicker adoption of these technologies, but also reduces
integration headaches and keeps the core platform focused
on its critical tasks.
Over the next 24-36 months, financial service institutions
will need to adapt to the convergence of these disruptive
technologies. With cloud, mobility, social media and big
data increasingly coming closer, and many of their uses
stretching across the traditional technological boundaries,
implementing solutions that take advantage of this union
will emerge as a competitive advantage.
Impact on decision making process

Organization level decision drivers
Every organization, however big or small is driven primarily
by a set of business goals with technology as an enabler
to achieve them.
The key concerns for all organizations is access to
authentic customer information,24x7 connectivity
between customer and industry, an enhanced
customer experience and dependence on analytics .
This has led to a change in the way platforms and
technology solutions are offered. Disruptive
technologies such as big data, mobility, social
media, Cloud, augmented reality and embedded
systems have proved to be game-changers
for the industry. While in the past, process
automation was core for technology platforms
and solutions, the need today is based more
on customer expectations and experiences.
Interlinked business and technology goals
Today we find ourselves in an environment where everything we need is available at our

finger tips, especially information. The consumer decision making and purchase process
has been completely revamped due to advent of technologies like cloud, mobility and
social media.
Delivering the digital experience of the future will call for new skills, technological
capabilities such as cloud, analytics and mobility backed by new organizational
approaches. The investment to ensure relevance and availability coupled with creativity
will be justified by the returns organizations will reap over the next few years.
Avinash Vashistha
Chairman and GU Managing Director- India, Accenture
Shift in decision making from cio to cmo/business heads

While CIOs in the past led various technology initiatives
and solutions with automation being the primary focus, the
scenario today is very different. Today, when a technology
solution is being designed for an industry, input is gathered
not just from the CIOs desk, but also from various business
heads. There is a greater emphasis on business and functions
providing key requirements based on demand of the hour.
This new ability to turn capital IT spending into a predictably
paced operational expenditure line in the budget has certainly
made a difference.34 Forward-looking CIOs are witnessing
a shift in their roles from being infrastructure providers to
being service providers and strategists. The role of a CIO
has undergone major change, wherein they now supervise
operating expenditures, not capital expenditures. This has led
Role of CIO and Business Heads in solution selection
Source: Social media in UK financial services in 2011; Glue reply
The technology solution purchase decision process shown

above, illustrates the role of CIO and business heads in the
same and how the impact of influencing channels on the
process is critical.
34 How the Cloud Changes the CIO-CFO Conversation, (Maryfran

Johnson,June 14, 2011)
to the CIO being perceived and valued as a strategist at the

board level rather than just a technology enabler. Similarly,
role of business heads has also undergone a paradigm
shift. From being a leader of their business unit, they now
act as partner, having major say in IT solution selection &
implementations.
In this era where disruptive technologies play a major role
in shaping customer expectations and experiences, it is the
responsibility of the CIO to make business heads aware
of the options (solutions / platforms) that are available.
Businesses need to define their requirements clearly and
their expectations from the solutions / platforms and provide
the same to the vendors.
Shift in priorities
Global businesses in this age of digital marketing and multiple web channels perceive information
technology as the differentiators for success. IT plays an even more pivotal role as business begins to
adapt to what is being coined the new normal as it refers to customer experience management and
evolution of the social customer. The challenges that business faces in the new competitive landscape of
the millennium are diverse and CIOs need to adapt to these changes fast to ensure that the organization
doesnt lose its place in the race for survival.35
Cloud, big data, analytics, social media and other disruptive technologies can offer huge opportunities
for business heads and CIOs to help their organizations collaborate to work better, smarter and faster.
Growing market dynamism coupled with continuous new technology upgrades has also led to a shift
in decision making from the CIO to the business heads, especially CMO, considering that marketing
function is one of the largest spenders on IT.36
Shift in the Role of CIO & CMO / CFO
Source: KPMG in India Analysis
The figure above illustrates the key business and technology goals for a firm and how the decision making
has witnessed a significant shift with time from the CIO to the business heads desk. While earlier the
technology vendors looked up to the CIOs as the final authority; today, the final decision making lies with
the business heads, while CIO acts as a key decision maker and strategy enabler for the firm.
35 The Business Software Decision Power Shift, Aug 2011, Social Media Today
36 The Cloud : Changing the Business Ecosystem, (KPMG, 2011)
Impact on IT vendors
The changing demand of the consumers and the attempt of
industries in satisfying the same have increased pressures
on IT vendors. Platforms and solution offerings are evolving
not just from a technology standpoint but also from an
offering and outreach perspective. While earlier the
solutions and platforms were developed mainly with
automation as the agenda, today it is imperative for
the industry to cover all the consumer touch points,
gather data from multiple channels, process the
same and analyze the findings in a format that can
add provide value to the industry stakeholders;
going forward, the exponential rise in data volume
sizes shall strengthen the case for greater
adoption of cloud. Every industry needs to be
connected with its customers while they are
on the go. This need shall witness the rise of
mobility as a result of the smart-phone and
tablet boom worldwide.
As technology becomes more central in peoples lives, consumer technologies have been
steadily entering the workplace and increasingly blurring the lines between home and work.
This Consumerization of IT is increasing playing an important role in enhancing productivity,
agility, job satisfaction and workforce retention in the enterprise. With the proliferation of
employee owned devices, ubiquitous information access and the growing influence of CXOs in
technology decisions, CIOs need to strike a balance between user expectations and enterprise
requirements & institutionalize governance to secure business information while enhancing
efficiencies. I believe there are five focus areas every business must evaluate:
Establish policies for security and manageability of these devices, including minimum
qualifying criteria to become a part of the corporate network. Policies need to be aligned to
the 'user' or the 'role' rather than to the device.
Encourage technologies that have a defined roadmap and backward compatibility to improve
supportability.
Embrace the cloud: Your employees are already using it as consumers. Its time you enable
your applications as services rendered from the cloud.
Educate and empower business decision makers on incorporating technology requirements in
their initiatives to derive maximum business value.
Build a unified application development and delivery strategy that makes it easy to design and
develop applications that secure data being shared, yet deliver it in a way that respects device
form-factors and purpose.
The consumerization of IT is an important transformational force, and organizations should
embrace it for the benefit of both the users and the enterprise.
Bhaskar Pramanik
Chairman, Microsoft India
Way forward for IT vendors
Shift in offerings by vendors

It is critical for IT vendors to bring about changes in their
offerings and solutions to cater to this dynamic marketplace.
The key focus needs to be on better customer experience
and 24x7 connectivity with the customer through channels
and touch points. Businesses worldwide have moved to
the online business models. IT vendors need to build strong
business models with focus at the end state. There needs
to be a supportive ecosystem for the new platforms and
solutions incorporating the disruptive technologies in a
seamless manner. Evolution needs to take place and vendors
need to think ahead of the current times to ensure that their
solutions support industry players to be ahead of the curve at
all times.
Implication for indian IT-BPO services providers

Digital Consumerism as a trend is playing with the consumer
mindsets, patterns of purchase and decision making. To
claim the larger wallet share of the customer in the future,
organizations needs to cater to this new buying pattern.
IT-ITeS vendors need to re-examine their business goals and
strategy and ensure customer touch-points and disruptive
technologies form the key inputs for solution and platform
development.37
Digital consumers have major impact on organizations
business processes. This compels organizations to re-look
at company processes, delivery mechanisms and mediums
of marketing and communication. While in the past, the
traditional means of communication and channels were
unable to capture how the customer thought, decided and
acted upon his decision; the newer technologies such a Big
Data, social media, mobility and augmented reality help
the customer take a more informed decision and allow
organizations to capture the customer feedback. This forms
a vital input for future development strategies and paves the
path for growth.
Going forward, the demand forecasts predict high demand

for leveraging structured and unstructured analytics,
facilitating an active interface between enterprises and their
consumers and by formulating new innovation platforms.
To cater to the ever-changing demands and expectations
of the digital consumers, IT-ITeS vendors need to provide
appropriate and bespoke solutions and platforms to the client
organizations.38
Vendors need to identify the budget allocation at an
organization level on core platforms and disruptive
technologies in silos and in tandem. Based on the analysis of
the need of the industry for a certain disruptive technologies,
the IT players need to take a call on whether they would
like to bridge the gap by providing an all inclusive solution
platform that caters to the end to end need of the customer
or would they look at alliances/ partnerships and mergers
as the way forward. Based on the propensity to spend and
willingness to alter their bouquet of service offerings, the
vendors need to decide on the next steps.
Digital Consumerism is here to stay and it is not possible
for any vendor to be oblivious of the same. The next decade
brings with it a plethora of opportunities aiming at customer
retention and low IT solution cost for an all-encompassing
platform addressing the industry as a whole. To enjoy the
first mover advantage, vendors need to work towards a long
term horizon wherein their strategies and solutions are not
limited by the myopic challenges faced by the client industry
today, but a more long-term, futuristic solution catering to the
demands that might rise going forward.
Zensar has been a leader in enabling clients

to adopt Cloud Social Media and Mobility
into their enterprise IT architecture. The
move towards cloud is inexorable and we
are there in the middle of the action with
many of our clients. Mobility extensions
are also happening at every touch point
within and outside the enterprise and
many of our clients, particularly retailers
are implementing a multi-channel strategy
and incorporating social media into their
marketing programs.
Ganesh Natarajan
Vice Chairman and CEO, Zensar Technologies
37 Digital Consumerism, Infosys (Sept.2011)

38 The Global Information Technology Report 2012: Living in a Hyper-connected World,(INSEAD, 2012)
Roadmap
The brisk pace of technology advancements, innovations
and an even faster adaptation of digitization, has catapulted
the industry in an era led by convergence and connectivity.
Industries are making big bets on social media, cloud, big
data, mobility, embedded systems and augmented reality.
Focus is shifting from providing support services to
strategic services, from offering business improvements
to offering differentiation through innovation.
Companies across the globe are looking at ways to
leverage these technologies to introduce change,
build competitive structure and propel the industry
in new phases of growth. Coca Cola, for example,
spent 20 percent of its annual advertising budget
on social media in 2011.39 On the other hand, banks
increasingly are seeing cloud computing as ways
to bring in new capabilities to market quickly with
a variable cost structure. There is a paradigm shift
in companys strategies to stay relevant and
efficient to the end consumer.
39 India goes Digital Report 2011- Avendus
Transformation in the buyer and end consumer landscape
IT-BPO firms are deploying structured approach to gauge the

implication of these new developments on customers and
market through various channels:
Leadership Team: Firms interact with multilateral bodies to
get a perspective on this
Business Units: Industry/domain forums; through
various Customer Meets across geographies
Corporate Technology Organization: R&D connects with
academic research, emerging technology companies and
innovation network
Marketing Sources: Consumer studies on emerging
technologies and inputs from analysts
What is driving the transformation in the technology buyer landscape
IT-BPO firms are focusing on reviewing their own capabilities against changing
client needs and adding new capabilities either through organic or inorganic
investments. Firms are successfully combining various strategies to drive rapid
transformation in implementation, service delivery and support.
Roadmap for the IT-BPO firms to tap the new growth opportunities
Organic capability enhancement

IT-BPO firms are constantly looking at avenues for building
capabilities. As a part of the strategy, firms identify the gaps
in the portfolio across business units. Based on the optimal fit
in the strategy, firms build platforms and extended modules
around verticals, horizontals or products.
Several IT-BPO firms are investing in building a
comprehensive, integrated platform of services to capture
the entire value chain of IT-BPO requirements and also
incorporate extended capabilities around the disruptive
trends. This provision the firms to present a compelling value
proposition for enterprises/clients across verticals, making
them a one-stop shop for many key clients, significantly
deepening the relationship and boosting the wallet share.
Advantages of organic capability building:

Leverage internal expertise and sustained level of
operational excellence
Stickiness in the business through cross-sell and up-sell
Enable collaboration across various enterprise functions
through cross-pollination
Reduce the risk of lack of integration
Innovation and Intellectual Property linked growth
Industry examples for organic capability enhancement

TCS - iON, TCS Small and Medium Business Solutions 40
Infosys - Cloud Ecosystem Hub42
Disruptive Technology: Cloud
Disruptive Technology: Cloud
Description: iON - a next generation IT-as-a-Service

business model that uses emerging technologies like cloud
computing and virtualization to create a holistic, fit-forpurpose solution stack for Small and Medium Businesses
(SMB) integrating hardware, network, software and services.
iON services verticals, common business applications,
common office applications and niche verticals.
Description: To unify the complex Cloud environment and

bring to life the set of offerings from strategy through
sustenance, Infosys has developed a solution called
Cloud Ecosystem Hub. The Infosys Cloud Ecosystem Hub
helps enterprises build and manage a unified hybrid cloud
environment. It helps clients to rapidly create, adopt, and
govern cloud services across their ecosystem through
offerings such as Professional services for cloud and Industry
leading business platforms for cloud.
Pricing: iON pricing is structured on a pay- per-user basis

depending on industry vertical
Value Proposition: Pre-integrated platform with standard
capabilities; Embedded business process;On-demand model;
Compliance and Cost efficiency
Pricing: It is available in conjunction with the service offerings.

The solution is priced and licensed either based on the IP or
by transaction outcomes.
Value Proposition: Cost saving, accelerated time to market,
improved productivity and end to end solution integrating
platform, application and infrastructure.
Oracle41
Disruptive Technology: Social Media, Cloud, Big Data and
Embedded Systems
Description: Oracle has built Social Relationship
Management Solution. It is a cloud-based enterprise
social media offering. These solutions enable companies
to leverage social interactions that help build stronger
relationships with customers, deliver consistent and relevant
brand experiences across touch points, and better engage
and connect employees and partners.
Pricing: Oracle offers its product on a license based model
Value Proposition: Provide superior Total Cost of Ownership;
deliver next generation cloud applications; help clients
innovate faster as they adapt to a world of mobile devices,
cloud computing and huge amounts of data
TechMahindra43
Disruptive Technology: Mobility
Description: Saral Rozgar is a mobile service seamlessly
connecting Blue Collared Workers (like drivers, Masons, etc)
to jobs of their choice. Saral Rozgar addresses the gap that
exists today creation of an organized market place for the
blue-collared segment. It provides multi-language support
and is a scalable platform.
Pricing: The service is marginally priced for Job Seekers at
Rs/-1 per day.
Value Proposition: Rural masses can connect to the relevant
job opportunities directly through their mobile phones from
their villages itself. Saral Rozgar helps them bypass their
literacy and awareness barrier and get employment without
being exploited by the touts.
Integrating core platforms with extended capabilities
40
41
42
43
http://www.tcsion.com/dotcom/TCSSMB/tcs_smb.html, Industry research & Industry interviews

"Oracle Unveils Oracle Social Relationship Management Suite at Oracle OpenWorld", October 2012, Industry interviews
http://www.infosys.com/newsroom/features/pages/cloud-ecosystem-hub.aspx, Industry interviews
Industry research & Industry interviews
Inorganic capability enhancement
Industry examples
Alliances
Cognizant Technology Solution - Monetise45
To meet the needs of fast evolving customer landscape

it is imminent for IT-BPO firms to accelerate the process
of transforming the solution offerings. Firms are forging
alliances across geographies/verticals/horizontals to speed
up the process of deployment of new capabilities around
social media, cloud, big data and mobility. Several large
IT-BPO firms on an average have 100-150 alliances to provide
their clients specialized skills and tailored solutions.44
Solution: Mobile Money
Alliances are a flexible alternative to building organically, and

bring synergy and decades of industry expertise together.
The joint solutions offered leverage the best software,
hardware and services. It provides quick and measurable
return on investment by improving productivity and reducing
costs.
Advantages of alliances:
How it works: The alliance combines Cognizants financial

services and mobility expertise with Monetises mobile
money platform. This helps the clients leverage an
interoperable platform instead of solutions from disparate
products and mobile operating systems.
Value Proposition: Lower TCO and newer revenue streams for
the clients
Microsoft - EMC46
Solution: Cloud, Storage and Big data
How it works: Microsoft software including Microsoft Office,
Microsoft Unified Communication & Exchange Server, and
Windows Desktop and Server are optimized on EMC storage
systems. This helps the clients leverage the power of Cloud
and Big data.
Decrease time to market
Value Proposition: Business process, core, and application

platform information optimization.
Optimize IT efficiency and offer the best in class

service/solution
Accenture Salesforce.com47
Decrease operational and management costs

Drive business growth
Extend ROI on existing IT investment
Solution: CRM and Cloud

How it works: Accenture and Saleforce.com synergy provides
a novel approach for CRM that helps organizations offer
timely identification and support of service issues, whether
customers choose to interact via phone, email, the Web or
even via popular social networking platforms such as Twitter
and Facebook.
Value Proposition: Improved customer satisfaction; simplified
implementation; swift project delivery.
Adding capabilities through alliance or partnerships
44 Source: KPMG Analysis based on the number of alliances of Top 5 Technology companies Globally
45 Cognizant Company Website; Cognizant and Monitise Form Mobile Money Alliance to Help Global
Financial Institutions Capitalize on the Mobile Money Opportunity, Oct 2012, Cognizant
46 Microsoft website; Alliance brochure
47 Service Alliance Salesforce.com
Acquisitions
Through acquisitions, IT-BPO firms seek to strengthen their
product offerings, accelerate innovation, meet customer
demand more rapidly, and expand partner opportunities.
In an attempt to achieve financial return objectives and
create value; focus on- innovation, non-linear and disruptive
technology has now become an integral part of firms
philosophies.
Based on the trends and drivers fuelling acquisitions, it can
be segmented in three categories: market acceleration,
market expansion and new market entry.
The nature of the acquisitions over the last decade indicates
the way industry has evolved. Companies are defining trends,
ready to bear the risk and transforming the business model.
Advantages of acquisitions:
Attain Critical mass
Faster on-boarding of customers
Retain existing clients with innovative solutions &
compelling portfolio
Capture the delta opportunity created by convergence
of disruptive technologies
Get seat on a table for end to end deals which
demand a complete functional portfolio
Evolution of acquisitions over the last decade
Industry examples
SAP - SuccessFactors48
Capability: Cloud
Target firm portfolio: SuccessFactors is a cloud-based Business Execution
Software company. It offers solution around Human Capital Management (HCM)
like - business alignment, team execution, people performance and learning
management solutions. The solutions are scalable and support 60 countries.
SAPs gain: Cloud capability; Large customer base; Application suite in 35
languages.
Accenture - avVenta Worldwide49

Capability: Digital Marketing
Target firm portfolio: avVenta Worldwide offers digital production services
to leading brands and agencies across multiple industries. It strengthened
Accentures services/solutions for the CMO. The joint solution helps the client
manage content from its initial creation to distribution.
Accentures gain: Full range of services (Interactive marketing); Cost effective &
quick solutions for the CMOs.
HP - Palm50
Capability: Mobility
Target firm portfolio: Palm webOS platform and Palm Synergy provides intuitive
and powerful mobile experiences. This enables the consumers and businesses to
connect to their information in more useful and usable ways. The combination of
HPs with Palms webOS platform has enhanced HPs ability to participate more
aggressively in the fast-growing, highly profitable Smartphone and connected
mobile device markets.
HPs gain: Expansion of HPs mobile strategy; IP assets.
IBM-Vivisimo51
Capability: Big Data
Target firm portfolio: Vivisimo provides software to capture and deliver quality
information across the broadest range of data sources. The software automates
the discovery of data and helps employees navigate it with a single view across the
enterprise thus providing valuable insight. IBM is leveraging Vivisimo capabilities
to offer a solution, with ability to explore big data stored in - internal, external and
Internet-based sources.
IBMs gain: Accelerate big data and smart analytics initiatives; Capability in data
navigation and visualization.
48 SAP Completes Acquisition of SuccessFactors, Inc., Feb 2012, SAP; Top 10 Reasons for SAP
Acquisition from SuccessFactors CEO Lars Dalgaard, Aug 2011, Forbes.com
49 Accenture Strengthens Digital Marketing Capabilities With Acquisition of avVenta Worldwide, Oct
2012, Accenture
50 HP website
51 IBM Makes Big Data Deal for Vivisimo and Supports Cloudera Hadoop, Apr 2012, Ventana Research;
IBM Advances Big Data Analytics with Acquisition of Vivisimo, Apr 2012, IBM
Conclusion
Marketing to consumers has undergone a significant change.
Consumer demographics have changed and so have the
psychographics. Last couple of decades has witnessed an
explosion of the new middle class in emerging markets
which is expected to mirror the consumption pattern
of developed markets which are technologically more
advanced. Many developing markets are witnessing a
growth in birth rate and decline in death rate leading to
growth of young population, while developed markets
are witnessing declining births and aging population.
With these changes in the demographics, the
psychographics and spending pattern of consumer
is also changing. Today the consumers are active,
informed and assertive of the choices they make.
Consumer mind-sets, their patterns of purchase
and their decision making is being redefined by
this new digital wave.
Digitally active consumers have embraced the Internet,

telecom, media, and social space; changing the way
consumers communicate, transact and make purchase
decisions. This is leading to the birth of an era of digital
consumerism. There is a major shift in consumerism wherein
the consumer today demands solutions that are unique and
customized and are created taking their participation and
inputs into account.52
With such significant changes taking place in the marketplace,
enterprises need to update themselves in order to stay
relevant. Giving digital channels to consumers, providing
opportunities to network within the consumer community,
enhancing their buying experience, offering personalized
services & products, enabling self-service mechanisms, and
engaging consumers in the co-creation innovation process
are no more value added services but have become the
need of the hour. Enterprises will have to go wherever the
customer is going. Todays customer is using a number of
touch-points, be it mobile, web, or a social media platform.
Enterprises will have to follow their customers on every
media and ensure that they have a positive experience at
every point. Organizations must realize the potential of this
trend, broaden their outlook, and institute necessary cultural
and organizational changes to become truly digital consumercentric.
As the enterprise landscape changes, IT-ITeS vendors and
service providers will also have to adapt to this new wave of
consumers to stay ahead. IT vendors will have to enable their
enterprise customers to stay prepared for these changing
consumer dynamics. There is a need for IT vendors to

works around technologies such as cloud, big data, mobility,
embedded systems, social media and augmented reality to
provide the new-age solutions to their enterprise customers.
Going forward, organisations need to leverage structured and
unstructured analytics, ensure active enterprise-consumer
interfaces, and decide on innovative platforms to reach out
to the Digital Consumer. KPMG in India estimates that the
future of IT-ITeS players in India and globally is dependent on
how fast they adapt to these changes in customer demand.
There needs to be a strategic shift in solution offerings and
supportive ecosystem going forward wherein vendors
provide not just the standard core industry platforms, but also
think ahead of the curve. The need to bridge the gap between
solutions available and the customer expectations is greater
than ever before. Co-created bespoke solutions are a
way forward for vendors in this market for survival. These
solutions build not just on technology but on inputs from
consumers and are backed by the disruptive technologies of
today and the future.
Through this report, we have tried to research and analyze the
key disruptive technologies such as Big Data, Mobility, Social
Media, Embedded Systems, Cloud and Augmented Reality;
and their effect on key industry verticals such as Financial
Services, Retail, Healthcare, Public Sector / Government and
Telecommunication. The table below illustrates the level of
disruption that we perceive that these technologies may have
on the respective sectors.
Key disruptive technologies & their effect on industries
Effect of Disruptive Technologies in the future

Industry Vertical
Big Data
Mobility
Social Media
Cloud
Embeded
Systems
Augmented
Reality
Financial services
Retail
Healthcare
Public sector/
Government
Telecommunication
4 Very high
5 High
KPMG in India interviewed with over 20 leading IT-ITeS

vendor organizations and CIOs and other C-level executives
at client organizations. Through our discussion we have
witnessed a significant shift in the requirement generation
for solution creation, from the CIOs desk to the business
heads (including CMOs and CFOs desk). This change in
requirement generation is felt significantly by vendors.A
number of leading vendors predicted a change in their
strategies and solution development methodologies going
forward in the near future. While some vendors felt that
developing capabilities organically, to cater to the changing
demands of the customers due to exposure to disruptive
6 Medium
7 Low
0 Absent
technologies, was the best way forward; there was a parallel

opinion wherein vendors favored partnerships/ alliances
or mergers as the way forward. While both the options
are viable; it is based on the vendors appetite to spend on
solutions and platform development and their strategies for
growth.
The future holds a plethora of opportunities for IT-ITeS
vendors. They need to realize the potential that the future
withholds across verticals and work towards creating
solutions that service the digital consumer optimally and
cater to the disruptive technologies that have the potential to
reshape the industry going forward.
52 Digital Consumers, Infosys,2012

About KPMG in India

KPMG is a global network of professional firms providing Audit, Tax and
Advisory services. We operate in 156 countries and have 152,000 people
working in member firms around the world. The independent member
firms of the KPMG network are affiliated with KPMG International, a
Swiss cooperative. Each KPMG firm is a legally distinct and separate
entity and describes itself as such.
KPMG in India was established in September 1993. The firms
in India have access to more than 4500 Indian and expatriate
professionals, many of whom are internationally trained. As
members of a cohesive business unit they respond to a client
service environment by leveraging the resources of a global
network of firms, providing detailed knowledge of local laws,
regulations, markets and competition. KPMG has offices in
India in Mumbai, Delhi, Bangalore, Chennai, Chandigarh,
Hyderabad, Kolkata, Pune and Kochi. We strive to provide
rapid, performance-based, industry-focused and technologyenabled services, which reflect a shared knowledge of
global and local industries and our experience of the
Indian business environment.
Acknowledgement
This document has been released at 'India Leadership Forum 2013'
organized by NASSCOM. The report would not have been possible without the
commitment and contribution of the following individuals:
Concept and Direction
Pradeep Udhas KPMG in India

Saurabh Jha KPMG in India
Special thanks to Mr. Rajiv Prakash for his advice and help.
KPMG Report Development Team

Sidharth Tewari, Shashank Shetty, Shireen Khan, Aditya Shangloo, Ankit Gupta,
Priyanka Agarwal and Sandeep Yadav.
KPMG in India contacts
NASSCOM Contacts
Pradeep Udhas
Achyuta Ghosh
Head-Research
T: +91 11 2301 0199
E: research@nasscom.in
Partner and Head

Markets
T: +91 22 3090 2040
E: pudhas@kpmg.com
Kumar Parakala
Head of Management Consultng IT Advisory, KPMG in EMA
Chief Operating Officer, Advisory,
KPMG in India
T: +91 80 3065 4600
E: kumar@kpmg.com
Saurabh Jha
Associate Director
IT-BPO
M: +91 99871 09550
E: saurabhjha@kpmg.com
kpmg.com/in
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual
or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is
accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information
without appropriate professional advice after a thorough examination of the particular situation.
2013 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated
with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved.
The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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How are market dynamics changing according to the document?

How are market dynamics changing according to the document?

What are some of the expectations of today's consumers?

What are some of the expectations of today's consumers?

Six converging

Rise of the digital consumer

Six trends that will shape the future

Impact on decision making process

Conclusion and recommendations

About KPMG in India

Six converging technology trends | 1

Partner and Head

Chairman NASSCOM and

2 | Six converging technology trends

Six converging technology trends | 3

4 | Six converging technology trends

The Digital consumer and Disruptive technologies

Source: KPMG in India analysis

Digital consumerism is also impacting the way companies

We are in an era of technology-led

Chairman NASSCOM and

Six converging technology trends | 5

The digital shift

Of web traffic comes

Growth in the number of

Smartphones and tablets

Mobile handset shipment

Increasing influence of digital channels

The social commerce market is forecast to reach USD 30 billion

Nearly 90 percent of top global banks use social networking to

6 | Six converging technology trends

Rise of the digital consumer

Six converging technology trends | 7

Effects of digital channels on purchase decisions

Source: KPMG in India analysis

Today, digital channels play a pivotal role at each

advent of technologies such as augmented reality

Consumer buying cycle in the digital age

Source: KPMG in India analysis

8 | Six converging technology trends

The next big opportunity

it may currently be difficult to predict when and which of

A Digital Consumer expects a seamless, consistent experience

Six converging technology trends | 9

Growth and Maturity

Source: KPMG in India analysis

10 | Six converging technology trends

Six trends that could shape the future

Six converging technology trends | 11

Underpinned by both technology and economic disruptions,

Rise of social media

As per a 2011 analysis, every day, the world creates 2.5

Social media usage

Evolution of the cloud computing model

Source: Social Media Market, 2012-16, Radicati Group, June 2012,

1 Big data: The next frontier for innovation, competition, and

12 | Six converging technology trends

The global market for smart connected devices a combination of PCs,

Beyond pure-play hardware & software: towards