Patni Computer Systems eyes Middle East Market worth $40 billion
Leading Indian IT and BPO services provider Patni Computer Systems is actively pursuing the increasing requirement for strategic outsourcing solutions driven by information technology in the Middle East, which is predicted to spend over $40 billion on IT during 2010.
A recent website report says that Patni Computer Systems already has a robust presence in the Middle East having an office in the UAE. The IT firm now plans to draw attention to its wide-ranging set of strategic BPO and knowledge process outsourcing (KPO) offerings at the two-day Arab Outsourcing Conference, 2010, that opened at the Jumerieah Beach Hotel in Dubai today. In fact, Patni Computer Systems is also a ‘Gold sponsor’ of the conference.
According to the Patni Computer Systems president (EMEA), Derek Kemp, cloud computing is expected to contribute around $800 billion in terms of profits in the new business worldwide in the next five years beginning 2010. He said that his company was of the view that the Middle East has the aptitude to be the vanguard in this new area of development since an increasing number of firms are looking forward to make their operations more efficient, lower costs as well as augment business competence by means of international sourcing.
Kemp added that the strategic outsourcing results offered by Patni Computer Systems have enabled several organizations globally to cut costs and upgrade functioning, whilst concentrating on their basic expertise and this makes them optimistic regarding the success of their offerings in the Middle East. According to him, the firm’s collection of CIS and business process outsourcing services is an accepted addition of the services offered by the IT firm.
The senior executive of Patni Computer Systems, who was a key participant in a discussion organized on the inaugural day of the Arab Outsourcing Conference, 2010, said that apart from saving on expenses, a properly planned outsourcing or offshoring evaluation is able to deliver several strategic as well as premeditated advantages.
According to Kemp, the advantages may vary from the calculated, like quick upgrading for a brief period and abounding tasks, to strategic drive to acquire new client sections, such as drawing on small-margin, high-volume client sections, venturing into new geographical domains, influencing new channels as well as translating permanent expenditure to changeable cost. He added that in addition, appropriate decisions regarding global sourcing are also able to assist firms to quickly get used to the market forces by dealing with shortage of skills and facilitating the rapid implementation of technology and progresses made in connectivity.