Global Megatrends Shaping Services SuccessBy Vivek Agarwal and Robert Giacobbe

1When customer centricity first landed on management agendas, it was a distant goala compelling source of insight that companies could pursue for innovation and competitive advantage.

Today, the importance of customer centricity is recognized by nearly everyone. But most companies still fail to live up to its promise.

In this Point of View, Accenture delves into service issues regionally around the world to identify the global megatrends that are defining its playing field as a source of growth and competitive advantage. Different regions have their own unique characteristics, including the nature of their markets, customer expectations and service support competencies. These characteristics will likely drive the pace of evolution in customer service operations and companies ability to capitalize on these megatrends in individual regions.

2Across regions and industry segments, surveys often find that customers are unhappy with the service they get. One reason that service experiences fall short is because customer support competencies arent keeping pace with growing customer expectations. The hyper drive of technology usedigital, mobile, socialoffers new ways to access service and support. They are fueling customers growing service expectations and changing the way companies think about todays service operations.

The Global Rise of Service ProfitThe rise of services as a business and economic engine is a global phenomenon. The economies of more than 80 percent of the world are now led by services.1 In scores of product-focused industries, services are emerging as a new source of growth, profit and competitive advantage. The reasons are straightforward: Product offerings can become commoditized quickly and challenged by more efficient and cheaper options. Disruptive technologies can make products redundant and saturation in mature markets cuts off even more growth opportunities. The result can be a fruitless treadmill of low-yield product battles. Services, however, can provide significant economic and strategic advantages.

For example, in the automotive and industrial equipment industry, service and spare parts average 10 percent to 25 percent of sales. But they can account for as much as 40 percent to 75 percent of profits.2

But financial impact is only part of the equation. Services can also provide these powerful strategic advantages:

Service-driven companies can generate stronger shareholder value than do product-driven companies: capital light investment costs can yield high net cash proceeds.

Service businesses can enjoy recurring revenue streams and often dont rely on one-time product sales. Companies with these revenue streams may have stronger shields against economic swings.

Since services can create full solutions for customers, they open up new markets and segmentsby their very nature, services can bring companies closer to their customers.

Services can provide powerful product differentiation and build barriers against other players that cant easily replicate them.

In many cases, company services grew to such a degree that they became enormous businesses in their own right. Xerox is a case in point. Services now account for

more than 50 percent3 of its revenues and Xerox expects that to rise to two-thirds by 2017. Xeroxs service strategy focuses on vertical expertise through inorganic growth combined with innovation in its service offerings. The company is fueling growth efforts in its three main segments: managed print services, business process outsourcing, and IT outsourcing. Xeroxs service offerings include customer care, healthcare claims reimbursement, and automated tolling and parking transactions.

Philips Healthcare is another prime example. Over the years, the growth of its service business has rivaled that of its other operations and now accounts for approximately 25 percent4 of revenues. To achieve that growth, Philips Healthcare has introduced a wide array of service offerings including consulting, clinical services, education, equipment financing, asset management, and equipment maintenance and repair. Philips MediGo is an example of the companys market leading offerings. A pay-per-use service, it provides access to Philips medical technology on a fee basis, with predefined minimum and maximum patient volumes. Philips MediServ is another examplea managed service that covers procurement, installation, commissioning, training, maintenance, upgrading and replacement of all client equipment for a fixed service fee.

A region-by-region look at what customers are expecting and what businesses need to know about the service landscape.

What Customers ExpectAs the most industrialized economies across the globe, North America is dominated by the service sector, both in terms of contribution to GDP and job creation. The largest and most sophisticated consumer market in the world, its customers are in hyper-drive. Their ranks are swelling and vary across demographics, from aging Baby Boomers who are slower to embrace new technologies to Millennials, who are uncomfortable if theyre not punching on a mobile device this very instant. Moreover, consumers are demanding customized, high quality experiences at a low price. They want to be recognized for their loyalty and expect many premium services, such as exchange, to be free. They also expect companies to treat them proactively and notify them of any service issues and their resolution.

Regional StrengthsMany North American companies have already invested heavily in websites,

CRM systems, portals, call centers, data collection and product tracking. They also devote considerable resources to customer and dealer management systems, work-order management and enterprise management systems, as well as preventive maintenance programs. Most organizations have these basic systems and technology infrastructure in place.

Regional WeaknessesDespite the significant investments in systems and technology, North American companies often fail to meet growing service expectations. For example, businesses often fall short on delivering premium services they offer and sell. Moreover, service experiences are rarely seamless across multiple functions and operating partners. Nor are they tailored to customer demographics. Many organizations also fail to develop new service revenue streams and optimize retail-level service inventories/in-stock positions. They also lag in the use of remote diagnosis and telemetry

systems. All of which typically results in these companies not only failing to meet customer commitments, but also attempting to do it in a cost-inefficient manner.

On the HorizonThe new age customer in North America is forcing service organizations to rethink their channels. Social media is major component of the marketing mix and has the potential to become the primary channel for customer interactions and service delivery. In addition, the rise of connected machines and equipment is driving the growth of Big Data, advanced analytics and decision sciences. Service organizations are striving to garner actionable insights and redefining their service offerings to better meet the needs of ever evolving customers. And a few visionary businesses are attempting to reach the holy grail of services: to deliver a personalized customer experience for each transaction in a cost-effective manner.

North AmericaWhat Customers Experience5

Over 80 percent of consumers are frustrated with their service providers for "having them promise me one thing but deliver another"

86%More than 70 percent of consumers expect "getting flexible solutions that fit their schedule and lifestyle" (e.g., preferred appointment times, home pickup & delivery)

71%Over 80 percent of consumers indicate contacting customer service multiple times for the same reason as the most frustrating experience

84%

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Global Snapshots

What Customers ExpectIn most of the Asian economies, the service sector often grows faster than the economy as a whole. In China, where the service sector is still nascent, services are expected to outpace overall economic growth. As income levels grow and populations increase, consumers are demanding more (and higher quality) services. In effect, they are leap frogging over the path that other industrialized countries have taken. In this region, customers are generally very cost conscious and want to use equipment until the end of its life, often beyond normal usage limits. Customers also demand fast and reliable service, making turnaround times an important differentiator. In rural regions, the service networks reach is the most important driver of a products sales, and its often executed by local, independent operators who offer a very low, but reliable, level of sophistication to their customers.

Regional StrengthsMost of the APAC countries have an inherent culture of great service; its no surprise that many companies here excel in soft service capabilities such as service staff friendliness and expressions of empathy. These traits are critical. Emotion and past behavior are central to meeting customer expectations and delivering service quickly and profitably. Companies in this region are also generally effective at controlling service costs through the use of third-party providers.

Regional WeaknessesThe region lags in deploying technology solutions for spare parts planning, asset management and field-force enablement. Gaps in introducing and executing differentiated service programs are also weaknesses, as are the issues with the integration of multi-channel service and support channels. Since services are viewed as cost centers, many service organizations are understaffed and struggle with issues

such as non-standard processes, high inventory costs and obsolescence. Methods for spare parts, warranty management and reverse logistics are rarely addressed with scientific, analytical approaches. Use of enterprise asset management, MRO, and work order management systems is also low.

On the HorizonThe service evolution will likely follow a path similar to that in developed regions, but at a faster pace. In the next wave of service transformation, companies will invest in new technology service solutions. Typically offered through the cloud, these solutions will allow businesses to select and implement solutions according to their business needs without heavy capital investment. As customers evolve, segmentation and differentiated services will gain ground in tier 1 cities. In rural and remote areas, smart and frugal service delivery innovations can potentially serve as a model for future service expansion.

APACWhat Customers Experience5

Almost 90 percent of Chinese consumers expect timely and accurate updates: sharing regular status updates for responses to service requests, detailing issues that arise and informing customers in advance about likely service delays

Over 80 percent of Indian customers desire their after sales service providers to be transparent: clearly explaining what level of service will be provided for what price, ensuring that price premiums are justified by higher levels of performance

Close to 90 percent of Australian customers feel frustrated at being on-hold for a long time when contacting customer service

86% 84% 87%

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5What Customers ExpectIn Western Europe, like most industrialized economies, customers service expectations are rising quickly, often beyond the competencies of service operators. Customers are well informed and ready to complain when service doesnt meet muster. In Eastern European countries that are still industrializing, services are catching up fast. Customers expect good service as a minimum, and seek customized service that truly meets their needs.

Regional StrengthsMany European companies have standardized service provisioning and delivery mechanisms. Investments in service technology solutions are on the rise, especially for field force enablement and enterprise asset maintenance.

Regional WeaknessesService providers in Europe continue to struggle with the rising cost of service delivery. As in other developed markets, customers place significant emphasis on individualization of services. When individualized, however, costs increase which requires optimizing customer lifetime value with the cost to serve. In many parts of Eastern Europe, as well as some parts of Central Europe, service providers face an infrastructure gap due to historic underinvestment in public and social infrastructure in these regions. As a result significant capital investments are needed in order to provide the same service levels that are being provided across Western Europe.

On the HorizonWith rising customer expectations and service delivery costs, the regional focus will shift towards modularity in the service chain. The shift may require companies to leverage third-party provider capabilities in

order to become more agile, reduce costs, and redistribute risks while maintaining customer satisfaction. Scientific methods in service planning will likely play an increasingly compelling role: companies will look for analytical solutions to deliver quality service at a balanced cost.

Another shift could be towards cloud based solutions for service management in order to bring down the cost of service delivery. The companies would look at a common platform to gather, collate, analyze and use datasets to enhance their after market service delivery.

Also, while economic conditions remain challenging in Europe and many organizations continue to have declining margins, a strong after sales service performance is uniquely placed to address these issues drive new high margin revenue streams, differentiate product offerings, and improve the relationship with consumers.

EuropeWhat Customers Experience5

Over 60 percent of customers from the UK expect to get a consistent service experience irrespective of the service channel used (e.g. phone, email, web etc.)

Almost 90 percent of customers from Spain indicated that they would like to get problems fixed on the first attempt

Close to 90 percent of German customers place significant value on the service staff being knowledgeable and would like to be offered "the most suitable solution for my problem"

62% 85% 88%

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7Services Dont Meet Muster

At the same time that services are becoming important, surveys consistently find that customers around the world are disappointed and frustrated with the customer service they receive. Whether they realize it or not, companies make implicit service promises to customers all the time. Often, however, customers feel that the promises have been broken. In our experience, we have found that customer service is failing in these three areas:

Keeping pace with connected customersThe shift to digital, social and mobile has fundamentally changed the way users seek service and support from businesses. Last year, many customers clamored for basic push notifications when their laptop was ready for pick-up. Today the trend appears to be a demand for context-based services that guide them to tailored buying experiences using location services and social media. The expectations of new age digital customers are growing and they have a burning desire to control their service experience. Traditional service models tend to fail to meet the demands of nonstop customer experience.

Getting it right the first timeAlthough call centers have been a major source of investment for decades, the typical call-center experience often falls far short of expectations. Many call centers use measures and incentives designed to get a customer off the phone as quickly as possible. AHT (average handle time) has absolutely nothing to do with customer issue resolution. Similarly, in-home service

execution, resource planning (parts, labor) and production execution (schedule, dispatch, routing) can remain almost totally un-integrated despite considerable investment over the years. All too often, technicians show up without the right part, cant fix the particular equipment, or miss the appointment window altogether.

Ability to execute on premium service programsPremium customers want to be treated as such. They demand a personalized, differentiated and, above all, a complete service experience. And since they often know more about products and services than providers do, customers can switch to alternatives if their expectations are not met. Premium service offerings, however, often misfire because siloed service functions can compromise service execution capabilities. Indeed, many companies lose track of important customers once they leave the call center. Other issues arise when companies fail to balance the costs and service levels of differentiated service programs. The potential result: over-spending on some groups of customers and missed opportunities to attract those willing to pay more for premium product and service bundles.

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9Figure 1. Global service megatrends

Always on Individualized Differentiated

Scientific ModularData and Analytics Driven

Contextual

Information

Global Service Megatrends

Across the globe, companies must meet more demanding service expectations and avail themselves of new technologies and systems to meet those demands. The world of customer service is changing so rapidly that its old traditions will be dead and obsolete very soon. In fact, you could say we are entering a golden age of management in customer service and support. New trends are influencing and fundamentally changing the way companies approach the service operations. We have identified these six megatrends that are driving the future state-of-play of customer service. Companies expecting to cash in on their fair share of the opportunity need to achieve mastery in each. (See Figure 1).

Always OnAlthough customers are always on, most companies arent. Customer service is undergoing a major transformation as technology digital, mobile, social offer customers countless 24/7 touch points. New age digital customers are seeking new forms of service and support and new technologies are emerging to provide it (See Figure 2).

However, these technologies and systems are at different stages of maturity. Some have already entered the mainstream: for example, video tutorials in the electronics and high tech sectors or social media support, including Facebook and Twitter, in consumer industries. Some are in their adolescent phasesuch as social media monitoring analytics and rich customer service mobile applications. Others, such

as Big Data analytics for unstructured data, are still in an embryoic stage but have the potential to become main-stream within the next few years. Its interesting to note in Figure 2 that the Long Term is defined as only 3-5 years into the future, denoting the rapid and fundamental change that is occurring across industries.

IndividualizedCustomers have become tired of businesses that force them to repeat information, navigate their complex processes and subject them to different sets of data workflows as they move from one channel to another. Trends show that they want individualized services that meet their needs based on contextual information. Context is the key to tailored offerings that meet customer needs and preferences.

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Figure 2 Evolution of customer service and support systems

Scal

e an

d Co

mpl

exity

Time

Current

Near Term (1-2 years)

Long Term (3-5 years) Big Data Analytics for Unstructured data (video, speech, tweets etc.)

Intent-Driven Customer Support Systems that are context-aware and can detect emotion/sentiment

Intelligent consumer devices with real time monitoring and proactive diagnostics enabled through M2M technologies

Self Service Maintenance and Repair Applications

Rich Mobile Applications for Customer Service

Video support and tutorial on usage, maintenance

C2C communities, Peer to Peer Support

Social media monitoring and analytics (e.g. Consumer sentiment analytics)

Gamification and Infotainment based service applications

24/7 Virtual Assistance on Web

Social Media SupportFacebook, Twitter etc.

Mobile customer service with SMS

Figure 3 Elements of individualized services

Customer Demographics Contextual Information Overall Relationship Outcomes

Age Gender Income Profile Ethnicity

Emotion/Sentiment Location Past Behavior

Buying History/Value Loyalty Experience

Speed Profit Lower Costs

Business Rules

Interaction

To align with customer expectations, individualized services will likely be driven by more than customer demographics and relationship history. Contextual informationsuch as emotion, location, and past behaviorwill be central to meeting customer expectations and delivering service quickly and profitably (See Figure 3). Take an example6 - a credit card is declined during an Internet-based commercial transaction from a loyal and profitable customer. Most likely, the customer isnt intending to defraud. He or she is trying to make a purchase and the issue is probably an expired or retired credit card. A system that processes contextual information

understands the situation and begins with an appropriate assumption. It uses advanced analytics to process the most likely cause for a product or service support request. The system anticipates future issues which can be very powerful in after-sales service.

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Figure 4 Examples of differentiated service variables in post-sales service operations

Work Order Mgt.

Labor/Resources Mgt.

Scoper of Work/SLA

Appointment Window

Repair Lead-time

Extended Coverage

Cover Policy

Extension of Goodwill

Extended Warranty

RMA Request Process

Return Options

Exchange Options

Maintenance Schedule

Equipment Up Time

Contract Mgt.

Service Level

Turnaround Time

Critical Part Mgt.

Work, parts and labor are strategically prioritized.

Custom service offerings available

Guaranteed appointment and lead time.

Extended geography coverage and support.

Most extensive coverage, generous use of goodwill.

Very favorable terms for reimbursement.

Expedited claim handling.

Paid-for Exchange by mail (XBM) box sent to customer.

RMA automatically issued.

Reliability Centered Maintenance used to predict failure.

Analytic services on equipment failures.

Highest tier part availability 98%+.

On-site replenishment-based spares service.

Prioritized part availability.

Top Tier Customers

Depot Repair Field Repair Warranty Mgt. Returns Mgt. Maintenance Sparing Program

Service Variables

Differentiated Many companies have launched premium service offerings for valuable customers. But these programs are often limited to front-end service operations only. When the customer leaves the call center, most companies lose track of them. More and more, companies are looking to create a differentiated service program end to end from initial contact right through to post-purchase consumption. After sales service operations can define a successful differentiated service strategy.

Many companies are coupling traditional segmentation approachessuch as demographics or channelwith new segmentation criteria including cost-to-serve and lead times. The combination improves the ability for back-end operations to realize front-end promises efficiently. The new tack avoids overinvesting in service experiences that customers dont value while providing services commensurate with the delivery cost. It also results in more predictable customer behavior and, ultimately, higher loyalty among a companys most important segments the objectives of a truly differentiated service strategy. Of critical importance: defining service variables that govern the level of differentiated post-sales service and operationalizing them in different segments (See Figure 4)

ScientificService businessesboth profitable aftermarket and internal maintenance operationsare turning to rigorous, scientific management methods used in production

supply chains for decades for example, forecasting, S&OP, network optimization, synchronization, and analytics. These will be used increasingly to optimize service supply chains. The following methods are gaining the greatest traction today:

Integrated Supply and Demand Planning for Service (ISDP): ISDP for service is similar to sales & operations planning (S&OP) for products. It addresses the challenges of simultaneously optimizing the labor, parts and material components of the service equation. The sophistication of formal master planning in the service supply chain (See Figure 5) is evolving, providing planners with the tools, data and processes needed to react effectively to random, un-buffered service demand. This tool, used effectively for decades in the product supply chain, is finally being adopted in services.

Scientific methods for spare parts management: Along with advanced segmentation models, rigorous statistics modeling for parts forecasting and, multi-echelon inventory optimization are on the rise along with optimization techniques for physical network modeling and logistics execution.

Intelligent scheduling and dispatch systems: Field service analytics solutions and tools that optimize real-time field service are maturing in integrated service resource management. For example, a cloud-based field service system can interpret the working patterns of many technicians, including the job types they handle, the tools they use, and the routes they take. These analytics can also provide highly accurate predictions of capacity

to support scheduling. The mega suite of vendor portfolios will likely absorb many of these scientific methods and optimization techniques. However, future innovation will ensure the emergence of technologies that fuel this constantly evolving market.

Parts and Service Pricing Optimization: Global leaders, particularly in the automotive and industrial equipment industries, are realizing the importance of service and parts as a primary source of economic profit generation. As a result, scientific and advanced pricing methods, based on market intelligence and customer perceived value analytics, are replacing the traditional methods of cost plus or rule of thumb pricing. As companies realize hard dollar, topline benefits from applying scientific pricing methods in their service chains, the adoption trend is most likely to increase in the medium and long term.

Data and Analytics DrivenThere are two primary sources of Big Data in services:

1. Customer stream data which is primarily unstructured and comes from sources including video, Twitter, Facebook, blog posts, and voice.

2. Data from the rise of connected devices and equipment that communicate with central servers through machine-to-machine (M2M) interfaces.

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Figure 5 Master planning process in the service supply chain

Front End

Back End

Engine

Aggregate Service Planning

Annual operating plan with 12-month rolling view

Master Service Sheduling (MSS)

Constrained Consensus Forecast

Rough Cut Capacity Planning

Storage, flow and service capacities by asset

Aggregate Resource Planning

Labor Materials

Network Parts

Detailed Labor and Material Requirements Planning

Time-phased materials and labor plans by location

Detailed Material and Capacity Plans

Detailed Capacity Plan

Service Activity Control Purchasing/Vendor Execution

Job sequencing Technician dispatching

PO issuance Receiving materials

The use of Big Data analytics for customer service and support is growing and transforming the customer service industry. For example, Hertz uses social analytics to identify peak periods of volume and to determine the need for additional resources, based on agent response times and issue types.

Remote monitoring and device management can provide proactive service through M2M that senses real-time events and failures. Intelligent devices are radically changing support costs, improving uptime and shifting service from reactive to proactiveeverything from capital equipment (for example, medical devices, printers, automated teller machines, kiosks, and oil and gas refineries) to physical structures (for example, bridges, walkways and stadiums). The gains come from real-time delivery of data monitoring, which eliminates unnecessary maintenance checks, helps zero in on failure points and highlights the most likely fixes. This trend allows companies to offer new types of customer guarantees while driving down costs. Centralized command service centers are another emerging area. These centers can monitor, sense and respond to real-time events and support service recovery through effective scheduling and dispatch.

ModularIn these volatile economic times, many companies, especially those with large distributed asset bases and significant service operations, struggle with cost pressures and eroding margins. Increasing commoditization and heightened competition are reshaping the business landscape, putting profits at risk and forcing companies to reexamine their cost structures.

Many effective service businesses are responding to these challenges with a modular service chain. The modularity leverages the capabilities of third-party service providers and combines global and regional capabilities for flexible service delivery. Modular service chains can also drive agility, cost reduction, and redistribution of risks while maintaining customer satisfaction. This is especially true for operators where the service supply chain should not be a core competency, but is important to serving customers, such as a public utility or mining operation. Specifically, the benefits can include:

Increased competitive agility through fixed cost reduction and focus on core differentiators

Meeting customer expectations more quickly by using global talent and capabilities

Leveraging first-rate expertise and capability of specialists who can provide economies of scale and economies of skill

As modular service chains gain in popularity, new risk and reward models will likely be developed for service performance. For example, in outsourcing arrangements for spare parts planning, leading providers can set targets such as inventory levels, scrapping ratios and parts availability as the basis of performance bonuses and penalties. The provider can earn a portion of the achieved savings when scrap rates fall over a measured period. By the same token, the provider can lose a percentage share if targets are not met. Through these contractually agreed service level agreements, companies can manage the natural tension between these key factors in order to cost-effectively reach desired outcomes.

Such commitments demonstrate the ability and willingness of an outsourcing partner to share risks and rewards: they ensure interests are clearly aligned and all parties are fully committed to measurable gains.

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Customer service used to be something that involved face-to-face interaction with a customer. It was about smiling, empathizing with customers, and going that extra step to help resolve their problems. While these basics still hold, the information revolution, coupled with fundamentally changing customer behavior, is transforming services across industries.

We believe that six megatrends are defining the transformation. Technologies are maturing to address the always on customer. Contextual information is underpinning individualized service experiences and more sophisticated segmentation is driving differentiated services for important customers. Scientific management and analytics are reshaping service delivery by supporting new levels of service-value chain efficiency. Finally, modular approaches to the service chain will bring new expertise and capability to bear and provide agility in service operations. These service megatrends will likely have a profound impact on the transformation of customer service as it increasingly defines the competitive reality for global and local companies. As we stated earlier, its easy to see that weve entered into a new golden age for services, and it is likely that the changes well see in the next five years in services will be greater than the combined changes of the last twenty-five years.

Conclusion

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References 1 Central Intelligence Agency. The World Fact

Book. GDP- Composition by sector. Web.2 Accenture Research and Analysis on Auto

and IE companies3 Xerox. 2012 Annual Report: Todays Xerox.

Xerox. Web.4 Philips. 2012 Annual Report: Accelerate!

Progress in delivering our full potential. Philips. Web.

5 Accenture Global Consumer Research 2012; Accenture Service Strategy and Operations Pulse Survey 2013

6 Hype Cycle for CRM Customer Service and Support, 2012. Gartner

About the AuthorsRobert Giacobbe is a Managing Director for Accenture and is the global lead for Accentures Service Strategy and Operations practice. He works with clients in their service chain, aftermarket business and maintenance organization to help them improve their operational and financial results. He has extensive experience in leading his clients through service business transformation programs, from strategy formulation to solution deployment. Based in Atlanta, he can be reached at robert.giacobbe@accenture.com

Vivek Agarwal is a Manager in Accentures Operations Consulting practice. He has extensive industry & consulting experience in supply chain and service operations areas with some of the world largest companies in High Tech, Industrial Equipment and Energy industries. Vivek supports the global Service Strategy & Operations practice in the areas of new offerings, assets and thought leadership development. Based in New Delhi, India, he can be reached at vivek.b.agarwal@accenture.com

Special ContributionThe authors would like to extend a special note of thanks to Deepak Kumar Sinha who helped in research, envisioning and detailing the relevant trends for this study. Deepak is a Manager in Accentures Global Operations consulting practice. He has wide experience across consulting and industry in areas covering product life cycle management, product development, aftermarket services and manufacturing, among others. Based in New Delhi, he can be reached at deepak.k.sinha@accenture.com

About AccentureAccenture is a global management consulting, technology services and outsourcing company, with approximately 266,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the worlds most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$27.9 billion for the fiscal year ended Aug. 31, 2012. Its home page is www.accenture.com.

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