Power Sample

8/12/2019 Power Sample

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www.evalueserve.com | 2012 Evalueserve. All Rights Reserved

Presentation Plan

Snapshot

Attractive Industry Identification Healthcare

Background Research Healthcare Industry Study

Healthcare Attractiveness Matrix

Evalueserve Analysis

Global

Asia PacificEurope

North America


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Category IntelligenceReports

Intellectual Property

MarketSurveys

ResearchDesk

DataAnalytics

McKinseySolutions

Solution 1

Solution 4


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Global team of 300+ professionals providing multi-time zone and multi-lingual knowledge services throughoperations hubs in India, Chile, China, UK and Romania

Three focus segments: Accounting and Advisory firms, Strategy and Management consulting firms and Law firms

LawFirms

Strategy andManagement

Consulting Firms

Client base: 3 of the Big 4Team: 80+ FTEs supporting various memberfirms globally of large accounting and advisory

firms.Client benefits: Expanded capabilities,significant cost reduction, enhanced relationshipswith end clients, improved productivity and time tomarket in a member-firm setup

Client base: 2 Magic Circle Law Firms

Team: 70 professionals supporting law firmsin UK and US

Client benefits: Enhanced fee earningbandwidth, Continuous improvement of internalfunctions and teams, significantly expandedcapabilities for services like IP and KT

Client base: 3 of the top 5

Team: 120 FTEs supporting a diverse client base across hubs

Client benefits: More time for fee-earning activities, 24*5service window improving time to market, improved productivity, peakload absorption resulting in improved billability

GlobalTeam


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Healthcare Industry Attractiveness Matrix

Global Europe

North America(US and

Canada)

Asia Pacific

Growth Drivers Increasing Healthcare

Spending in the US US Healthcare ITES Market Affordable Care Act

Key Concerns High Cost & Low Level

Facilities

Growth Drivers Healthcare Spending Increasing demand Growth of mHealth

Key Concerns Decreasing Margins in Life

and Health Insurance Scarce Manpower

Growth Drivers Medical Tourism Private medical insurance High growth projected

Key Concerns Shortage of health care

professionals Poor Public healthcare system

Growth Drivers Home Healthcare Market

Healthcare IT Market

mHealth market Key Concerns

Healthcare fundingchallenges

Workforce shortages


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Simple Past Negative

I spoke on the phone

I did not speak on the phone

Feedback
http://www.google.com/url?sa=i&rct=j&q=cereal&source=images&cd=&cad=rja&docid=gXCbAWLlV8kuXM&tbnid=oE5eUGAhHGODXM:&ved=0CAUQjRw&url=http://www.yourdictionary.com/cereal&ei=M0KDUdTyL4PtiAeXu4CYAQ&bvm=bv.45960087,d.aGc&psig=AFQjCNF8Md5hvVm14o6tSerSTeHmZB9iqQ&ust=1367642996631426


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Managing YourselfA 12-Step Method

1

3

5

8

9

2

4

6

7

10

12

Choose Your Response

Know your Strengths and Weaknesses

Challenge Your Assumptions

Acquire Knowledge and AssessFocus on what you can control

Deal with the notion of Security

Defer, Delegate or Drop Find ways to useyour Strengths

Speak up! Attack the Perimeter

Take ActionGet Some Help11


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Managing Unique NeedsStrategies for meeting Unique Needs

There shouldbe targetedcommunicationefforts

They shouldbe addressedwith proactiveresistancemanagement

plans

There shouldbe targetedwith specificsponsoractivities

There shouldbe specificreinforcementandrecognition

mechanisms

They shouldbe given thetime toprocessinformation

beforeconveying it toemployees

http://www.change-management.com/
http://www.change-management.com/http://www.change-management.com/


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Agenda

Brainstorming session onchallenges faced and questions by the group
http://www.shaygankheradpir.com/https://www.facebook.com/shayganhttp://%20https/twitter.com/ShayganKhttp://%20www.linkedin.com/pub/shaygan-kheradpir/28/a34/2a4


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Agenda

Market seizing

Key Objectives

Sample Dashboard Design

1

Price Lab

2 Key ComponentsDevelopment Plan

Sample Dashboard Design


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Lack of focus in the solutionswe go to market with

Current Challenges (5/5)

Evalueserve seems to be pulling itself

in too many directions year on year: Big Data Science 2013 CFO solutions - 2012 Operational Process 2011

All focus areas lack the follow throughrequired to encash on the opportunity well

How do we build deep capabilities infew areas to be on top of the mind ofour customers?

Difficult to explain what isEvalueserves core competence


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The leader provides specific direction about goals, shows andtells how, and closely tracks the individuals performance (taskaccomplishment) in order to provide frequent feedback onresults.

The leader continues to direct and closely monitor taskaccomplishments . Also explains decisions -why, solicitssuggestions, praises behaviors that are approximately right, and

continues to direct goal or task accomplishment.

The leader facilitates and supports peoples efforts towards taskaccomplishment and shares responsibility for decision makingwith them. The leader and the individual make decisionstogether. The role of the leader is to facilitate, listen, draw out,encourage, and support.

The leader empowers the individual to act independently withappropriate resources to get the job done. The leader turns overresponsibility for decision making and problem solving to people.

Style 1

DirectingHighDirectiveBehavior and

Low SupportiveBehavior

Style 2CoachingHigh

DirectiveBehavior and

High SupportiveBehavior

Style 3Supporting

Low DirectiveBehavior and

High SupportiveBehavior

Style 4Delegating

Low DirectiveBehavior and

Low SupportiveBehavior


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Viruses Web Threats

Spyware

Rootkits

Network Worms

Hackers

Blended Threats

Clients File Servers


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Evalueserve RecommendationsProcess (2/2)

Scope

A detailed Diagnostic of the current processes related to supply and demand of global

credentials for proposals and pitches. This includes reviewing the following: The SharePoint development project (GTInet) GTI Business Development pitch support International Business Centre (IBC) Directors initiatives for cross member firm

business development GTI Global Industry team and assurance team, collateral and capabilities

Telephonic interviews (approximately 1 hour per respondent) and in-persondiscussions over the course of four weeks to understand team structure,capabilities, supply and demand processes, deliverables, dependencies, pain pointsand expectations from a global reference desk

Identification of gaps based on inputs from the interviewees Agreement on design principles based on an understanding of gaps and constraints

Business case: Cost benefit analysis of investment in a centralized reference desk

Global Vs Local: Minimize duplication of effort Ease of use and accessibility Time zone and language capability coverage Crawl, Walk, Run - Engage major MFs in the first wave

Methodology

Designprinciples for

solution design


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A Virus is a program that can copy itself and infect a computer without permission orknowledge of the user.

A Worm is a self-replicating computer program. It uses a network to send copies of

itself to other nodes (computer terminals on the network) and it may do so withoutany user intervention.

A Trojan horse is a program in which malicious or harmful code is contained insideapparently harmless programming or data in such a way that it can get control and do

its chosen form of damage, such as ruining the file allocation table on your hard disk.


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GRD staff gets updated base data products every quarter

Information is appropriately tagged and uploaded on central repositories

Define frequency to updatebase data products andupload on central

repository(ies)

Actively communicate roll-out of new products, functionalities,enhancements to MFs. This communication should highlight benefitsrealised by users due to these

There should be weekly/monthly emails highlighting statistics of newinformation uploaded

Each communication should also highlight benefits/testimonials from GTusers on time savingsCommunicate updates and

benefits realised with/byMFs and Service Lines


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Executive Summary of Evalueserve Recommendations

Overall SolutionGlobal Reference Desk should be the conduit for all global/international/cross-border credentialssupport.GRD should be supported by a self-serve tool on GTInet in addition to an on-demand/ad-hocsupport team manned by specialistsEffective maintenance and governance models have to be institutionalised across MFs andService Lines

Reassess and redefine roles and responsibilities Define and communicate KPIs Have a dedicated team supporting GRD (demand and supply)

Need for specific skill-sets in the to-be set-up Implement a reward and recognition programme

Expand scope / merge some existingprojects to get as much information fromMFs in one go show them benefits of engagingin one bigger exercise instead of multiple smallerexercises

Repurpose / leverage select products that are beingproduced currently and remove redundancies from thesystem

Increase number of products that are updated periodically onthe self serve tool

Get buy-in of major MFs and implement processesand governance to ensure steady supply ofcredentials data

Have a self-serve tool and a global team to providead-hoc support

Processes need to be defined to tag and mapcredentials by industry/sectors, by geography/MFs,by service lines/sub-service lines

Conduct a one-time exercise to clean CAD

The current central repositories need somemodifications to be the to-be solutions

Leverage technology more than what is being donetoday conduct global surveys using web-basedtools, such as Qualtrics, ConfirmIT, etc. This willfacilitate easy slicing / dicing of data at a centralplace

d bl f


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Zero Prepositions

Downstairs OutsideDowntown Inside

Upstairs HomeUptown

Index enables fasterretrieval of data, but isan overhead wheninsertion, updation anddeletion processes are

involved.


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Zero Prepositions

32,000 buildings connected 350,000 flats hooked up

Construction of the fiber-optic network withinthe Mittlerer Ring will be completed

SWM and M-net will continue installationworks in the districts outside the MittlererRing beltway

Fiber-optic cables were laid in the Schwabing-Nord district

Two out of three buildings inside MunichsMittlerer Ring were connected to thenetwork

Results

2013

2012

THE WORLDSMOSTINNOVATIVECOMPANIES2013


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Zero Prepositions

Evalueserve shares the finalpackage (web and printversions of the PPT) with theExecutive.

Any updates and feedback from theExecutive are incorporated. The teamconfirms the timelines after analyzingthe scope of iterations (the team wouldprioritize such requests).

Step 5

Step 4

The Executive shares the scanned

version of handwritten notes withEvalueserve by email. The Client fills ina request form to share the scope andobjective of each request.

The Design starts working on therequest. A draft version is shared withthe Executive for feedback.

Depending on the time of the request,the Evalueserve Design teamacknowledges the request and sharestimelines with the client. A kick-off callis organized, if required.

Step 3

Step 2

Step 1


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2013 MasterCard.Proprietary and Confidential

Page 20

Table of Content

Market Level Travel Overview

02 Travel Money Behavior

03 Consumer Perspective

04 Competitor offerings

01


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Summary Slide

Page 21

MarketPosition

Outbound travel in terms of spend and trips isforecasted to pick up again

Multi-destination trips are gaining popularity Cash is still the major travel payment method used

(about 78% buy currency) but card usage is picking up Post office is the most popular foreign currency vendor

ConsumerReadiness

Majority of the cross border travelers areexperienced and young

A sizeable population of cross border travelers usecash while travelling

Travelers who are heavy cash users are primarilyfemales, young and good earners

CompetitorOfferings

Visa is quite aggressive in this space it has tied upwith multiple banks to offer travel prepaid cards(single as well as multi-currency

Program managers such as Rev/confident etc arealso offering the product

Amid high cash usage for traveland popularity of multi-destination trips, there is ahuge scope for uptake of multi -

currency pre-paid travel card Competitors such as Visa arealready active in the space butstill there are options which canbe explored.

Tie up with popular cashplayers such as Post officecould lead to significantopportunity

Prepaid product proposition


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Page 22

M ARKET LEVEL Travel Overview


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The quick brown fox jumps over the l azy dog. The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazydog.

The quick brown fox jumps over the l azy dog. The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazydog.

Project Title

Date


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25 | Telehealth | Caroline Feeley | January 2013 | Business Use Only

US News Flow Key Highlights

RegulatoryUpdates


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26 | Telehealth | Caroline Feeley | January 2013 | Business Use Only

Key Highlights: 2012-2013

May 2, 2013: Viterion Corporation has acquired Viterion TeleHealthcare, effective May 1, 2013 (Viterion Press release) October 1, 2012: Roche Diagnostics ACCU-CHEK Combo Insulin Pump System Now Available In United States (PRNewswire) July 25, 2012: Janssen Healthcare Innovation Launches Care4today Mobile Adherence Medication Reminder Platform(Reuters) July 16, 2012: Pharma company taps Healthrageous for mobile diabetes management (Mobihealthnews) June 11, 2012: Clinical Study Shows Bayer's New CONTOUR Next EZ Blood Glucose Monitoring System Easy To UseWith A High Level Of Accuracy (PR Newswire) May 30, 2012: Glooko Launches The Glooko IR Adapter To Give ACCU-CHEK Blood Glucose Meter Customers AccessTo The Glooko Logbook Solution (PR Newswire) May 2, 2012: iBGstar Blood Glucose Monitoring System Now Available In The US (Sanofi Press Release) May 2, 2012: Apple Store now sells Sanofis iPhone glucose meter (Mobihealthnews)

Pharma Updates

RegulatoryUpdates

Ch ll li t f
http://www.viterion.com/web_docs/Viterion%20Press%20Release%20Final%205.1.2013.pdfhttp://www.prnewswire.com/news-releases/roche-diagnostics-accu-chek-combo-insulin-pump-system-now-available-in-united-states-172112001.htmlhttp://www.prnewswire.com/news-releases/roche-diagnostics-accu-chek-combo-insulin-pump-system-now-available-in-united-states-172112001.htmlhttp://www.reuters.com/article/2012/07/25/idUS137462+25-Jul-2012+PRN20120725http://mobihealthnews.com/17916/pharma-company-taps-healthrageous-for-mobile-diabetes-management/http://www.prnewswire.comhttp/www.prnewswire.com/news-releases/telus-health-partners-with-sanofi-canada/news-releases/clinical-study-shows-bayers-new-contour-next-ez-blood-glucose-monitoring-system-easy-to-use-with-a-high-level-of-accuracy-158416935.htmlhttp://www.prnewswire.com/news-releases-test/glooko-launches-the-glooko-ir-adapter-to-give-accu-chek-blood-glucose-meter-customers-access-to-the-glooko-logbook-solution-155668865.htmlhttp://sanofi.mediaroom.com/index.php?s=33507&item=127726http://mobihealthnews.com/17189/apple-stores-now-sell-sanofis-iphone-glucose-meter/http://mobihealthnews.com/17189/apple-stores-now-sell-sanofis-iphone-glucose-meter/http://sanofi.mediaroom.com/index.php?s=33507&item=127726http://www.prnewswire.com/news-releases-test/glooko-launches-the-glooko-ir-adapter-to-give-accu-chek-blood-glucose-meter-customers-access-to-the-glooko-logbook-solution-155668865.htmlhttp://www.prnewswire.comhttp/www.prnewswire.com/news-releases/telus-health-partners-with-sanofi-canada/news-releases/clinical-study-shows-bayers-new-contour-next-ez-blood-glucose-monitoring-system-easy-to-use-with-a-high-level-of-accuracy-158416935.htmlhttp://mobihealthnews.com/17916/pharma-company-taps-healthrageous-for-mobile-diabetes-management/http://www.reuters.com/article/2012/07/25/idUS137462+25-Jul-2012+PRN20120725http://www.prnewswire.com/news-releases/roche-diagnostics-accu-chek-combo-insulin-pump-system-now-available-in-united-states-172112001.htmlhttp://www.prnewswire.com/news-releases/roche-diagnostics-accu-chek-combo-insulin-pump-system-now-available-in-united-states-172112001.htmlhttp://www.viterion.com/web_docs/Viterion%20Press%20Release%20Final%205.1.2013.pdf


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Challenges our clients faceOn Know Your Customer & Anti Money Laundering Activities

Improving workflow management and KYC data repositories

Reducing turn around time on identity verification reporting

Dealing with increasing documentation and governance proceduresto meet within recurring deadlines

Improving productivity on customer identification program execution

Reducing client onboarding costs

Improving regulatory monitoring

Challenges our clients face


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Recognized by others as an expert Consistently competent; justifiably confident Trusts own ability to work independently; self-

assured Inspired; inspires others Proactive; may be asked to do too much

Justifiably confident Autonomous Consistently competent Self-

assured Inspired/inspires others

Accomplished Expert Self-reliant/self-directed

DevelopmentLevelDescriptors

D4

D4:the Self-ReliantAchiever

Individual pricing/bid-pricing(case-to-case basis)

Challenges our clients face


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RiskManagementStrategy

D e f i n e g u i d e l i n e s & s t a n d a r d sf o r o p e r a t i o n a l p r o c e s s e s

R ig o r o u s m o n i t o r i n g &g o v e r n a n c e s t r u c t u r e

O r g a n i za t i o n s t r u c t u r e t or e m o v e c o n f l i ct o f i n t e r e s t s

Compensation structure

Setting rules around financialproducts, instruments andinvestments to limit exposure andrisk

Proactive management of certainrisks owed to:

Strategic reasons to keep asseton the book

Inability to quantify valuation(risk and cash flow) to buyersand hence buy/sell/securitizeoption does not exist

S t a n d a r d i z a t i o n o f a c q u i s it i o n ,a c co u n t m a n a g e m e n t ,

u n d e r w r i t i n g a n d o p e r a t i o np r o c e s s e s f o l l o w e d b y s t r i c tm o n i t o r i n g

D u m b B e l l s t r a t e g y f o rp o r t f o l i o r i s k d i v e r s i f i c at i o n b yc h o o s i n g r i g h t b a l a n c e o f r i s ka n d r e w a r d

Compensation structure designedto incentivize risk managementfor employees

Interest rate and currencyfluctuation hedging throughappropriate usage of swaps andderivatives

Securitization of Assets


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- 30 - For internal use only

Standardization ofacquisition, accountmanagement, underwritingand operation processesfollowed by strictmonitoring*

Dumb Bell strategy for

portfolio risk diversificationby choosing right balanceof risk and reward*

Compensation structuredesigned to incentivize riskmanagement foremployees (Avoid)

Avoid

Interest rate and currencyfluctuation hedgingthrough appropriate usageof swaps and derivatives

Securitization of Assets

Proactive management ofcertain risks owed to: Strategic reasons to

keep asset on the book Inability to quantify

valuation (risk and cashflow) to buyers and

hence buy/sell/securitizeoption does not exist

Risk & Mitigation Steps Manage Transfer

ProjectClosure

Execution, Deliveryand Feedback

ProjectInitiation

Proposals Process


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- 31 - For internal use only

Nigeria seems to be a promising economy - GDP and PCE areexpected to grow substantially

GROWING ECONOMY

Though Nigeria is the most densely populated country inAfrica, in terms of financial inclusion it (at 72%) lags behindSouth Africa (at 55%) and Kenya (at 70%)

But , high focus from government and central bank to increasefinancial inclusion to 70% by 2020

FINANCIAL INCLUSION

2012 2015 CAGRGDP ($ Bn) 255.0 321.2 8.0%PCE ($ Bn) 134.0 167.2 7.6%

54% of the adult population live below the poverty line Unemployment rate is high (at 23%)

More than a quarter of the adult population is illiterate Underserved population are residents of the northern Nigerian

region and are majorly unemployed or semi-skilled workers

UNFAVORBLE SOCIAL SCENARIO


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SWOT

Strong geographic presence in the international mobileremittance market with corridors for HomeSend Hub inEurope, Asia, Africa, Middle East and Australia.

The companys HomeSend Hub is highly inter-operableand can link mobile wallet or mobile transfer systems oftwo different providers.

Strong customer base for mobile wallet solution comprisingleading mobile operators such as Airtel Africa in developingmarkets.

The m-commerce solutions are not designed for retailers.This leaves out retailers/merchants customers as its targetclients.

Till date the company has weak presence in the LatinAmerica and North America region.

Weakness

Threat

Planned expansion of live corridor for HomeSend Hub inthe Americas offers new revenue sources from corridorssuch as USA and Mexico.

New MNOs or MNVOs in developed markets offeropportunity for deployment of its PayMobile Platform.

According to Pyramid Research, the total value of mobilemoney transfers in Africa will cross USD 200 Billion in 2015,offering eServGlobal opportunity for further growing itsHomeSend Hub remittance service in the continent.

Faces direct competition for its mobile money solution PayMobile Platform, from players like Fundamo (Visa),Comviva, Utiba, Sybase and Telepin.

Presence of consortium such as Weve and Travik thathave already applied for introducing mobile wallet solutionin the EU may limit eServGlobals PayMobile Platform indeveloped nations in EU.

Strength

Opportunity

SWOT Anal ys is
http://www.google.co.in/url?sa=i&rct=j&q=eservglobal&source=images&cd=&cad=rja&docid=rpwQV7VegUeL0M&tbnid=pu-h0GPs1uezNM:&ved=0CAUQjRw&url=http://mhbholdings.com/investments.html&ei=FphTUe7tIebpiwLCsoGACg&bvm=bv.44442042,d.cGE&psig=AFQjCNHGZFWsj7wJ-zHvewTlUkem71JJ7A&ust=1364519309243913


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Avg. Vis it s/Unique Visitor:

1.18

Cost/Visit:

Cost/ UniqueVisit:

Offer Viewsconversion rate**:15.7%

Cost/Offer View:

View Referral:18.3%

Offer Referralsconversion rate**:

2.9%

Asset Sales

conversion rate**:1.8%

Priceless New York Q1 2013

June 26, 2013

Page 33

Asset Sales*Number of tickets sold duringthe period

Offer ReferralsNumber of times the Book Now was clicked for aparticular offer

Offer ViewsNumber of times an offer was clicked

Unique VisitorsNumber of unique visitors whoaccessed our site

VisitsVisit begins when a visitor firstviews a page on our site

136,391

115,809

18,209

3,330

2,079


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VisitsVisit begins when a visitor firstviews a page on our site

Asset Sales*Number of tickets sold duringthe period

Unique VisitorsNumber of unique visitors who

accessed our site

Offer ViewsNumber of times an offerwas clicked

Offer ReferralsNumber of times the Book Nowwas clicked for a particular offer

Priceless New York CTD through Q1 2013

June 26, 2013

Page 34

136,391

115,809

18,209

3,330

2,079

Please note: one individual offer redemption may represent multiple tickets / asset sales** Conversion rates are as a % of unique visitors

Avg. Visi ts /Unique Visitor:

1.18Cost/Visit:

Cost/UniqueVisit:

Offer Viewsconversion rate**:

15.7%Cost/Offer View:

View Referral: 18.3%

Offer Referralsconversion rate**:

2.9%

Ass et Salesconversion rate**:

1.8%


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Talking PointsMarket Summary (MEA | Africa)IT Market Overview

Executive

Summary

Real GDPForexacro Economic

Addr. Software Market SegmentationAddr. Software Market by Workloadsoftware Market

X86 & ARM PC MarketServer MarketSmartphone Market

Devices Market

Apple, Google, Oracle, VmwareVirtualizationompete

Online User Population & Broadband Penetrationonnectivity

MSPVTM (FY13 Q4 YTD/ FY13 Full YearMS Rev as of Addr. SW MarketS Performance


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