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NASSCOM attended a meeting with the Joint Secretary, MeitY to review the applicability of SOFTEX Form for Software products to strengthen ease of doing business for software product industry under National Policy on Software Products (NPSP) 2019. During the meeting, which was held in January, a recommendation to do away with the SOFTEX Form for Software Products was made.
Accordingly, NASSCOM had organized an industry consultation on this issue. We also organised an industry meeting (via video conferencing) along with STPI on 12 March 2020. The following points were discussed during the meeting-
Based on the inputs during the consultation and the meeting from the industry, we made a submission to MeitY.
Retain the applicability of SOFTEX form but make it a paperless activity
The industry is of the view that the SOFTEX form serves as an important document for various reasons. For example-
Improve the SOFTEX cycle
In order to further simplify the process of SOFTEX certification, the industry made the following suggestions:
NASSCOM would be happy to assist MeitY, STPI & SEZ and separate consultation focusing on improvement of the SOFTEX cycle can be conducted.
The post NASSCOM’s submission to MeitY on SOFTEX appeared first on NASSCOM Community |The Official Community of Indian IT Industry| :)).
On 17 March 2020, the Reserve Bank of India (RBI) released Guidelines on Regulation of Payment Aggregators and Payment Gateways , which said that Payment Aggregators (PAs) and Payment Gateways (PGs) are intermediaries playing an important function in facilitating payments in the online space. Accordingly, PAs and PGs have been defined as follows-
PAs are entities that facilitate e-commerce sites and merchants to accept various payment instruments from the customers for completion of their payment obligations without the need for merchants to create a separate payment integration system of their own. PAs facilitate merchants to connect with acquirers. In the process, they receive payments from customers, pool and transfer them on to the merchants after a time period.
PGs are entities that provide technology infrastructure to route and facilitate processing of an online payment transaction without any involvement in handling of funds.
On applicability of the guidelines, it said that only PAs would be covered under it, including domestic leg of import and export related payments facilitated by PAs . As a measure of good practice, the PGs may adhere to these baseline technology-related recommendations. The guidelines are not applicable to Cash on Delivery (CoD) e-commerce model, it further added.
While the guidelines lays down a comprehensive list of provision which the PAs will have to compy with, merely two weeks’ time have been given to these PAs to put a proper compliance framework in place.
“It may be noted that these guidelines are issued under Section 18 read with Section 10(2) of the Payment and Settlement Systems Act, 2007 and shall come into effect from April 1, 2020 other than for activities for which specific timelines are mentioned,” it said.
NASSCOM has requested RBI to extend the date of implementation of the guidelines until the time the industry stabilizes from the impact of COVID-19. We have explained that this is a difficult period for the industry and there are many immediate issues, which needs to be taken care of. The industry is not in a position to put an appropriate framework in place, in order to comply with the norms provided in the Guidelines. Therefore, we have sought an immediate relief for the industry by extension of the date of implementation of Guidelines.
We have also highlighted the need to relook at the provisions of the Guidelines and consider a risked based approach of regulating the Payment Aggregators and Payment Gateways. [Kindly refer to our submission on the Discussion Paper on Guidelines for Payments Aggregators and Payment Gateway].
NASSCOM has submitted industry’s view that RBI should have ideally placed a draft version of the guidelines for industry consultation after feedback on the Discussion Paper. We have also expressed the willingness to organize an industry consultation on the same and submit the feedback to RBI.
We are still awaiting RBI’s response on our representation. We will update the blog accordingly.
Incase, you have any queries, please write to email@example.com.
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The USD 35 Billion Business Process Management (BPM) industry in India has had a momentous journey, evolving from call centers through Business Process Outsourcing (BPO), Knowledge Process Outsourcing (KPO) and Information Technology Enabled Services (ITeS), to emerge as the global hub for digital solutions. This evolution is demonstrated clearly in the growth of WNS Global Services.
The company started off as a BPO in 1996, when BPO signified a low-cost service provider, doing repetitive tasks for global companies. Today, WNS provides an end-to-end suite of technology, analytics and digital solutions to global clients across key industry verticals, helping them effectively tackle the challenges of changing customer behavior trends in a constantly accelerating world. In fact, WNS has emerged as one of the hottest players in the BPM industry.
WNS continues to progress in its digital transformation journey with an unwavering focus on its talent capabilities – which the company believes is a key element in its success. The NASSCOM re-skilling series explores WNS’s proven re-skilling mantras and the factors that make the company’s digital transformation journey unique.
How WNS drives Digital Transformation
Problem Statement: What are the factors that make the company’s digital transformation journey unique?
Solution: Developing digital talent takes one of two paths at WNS:
Aiming to re-skill about 30% of its workforce (~20,000 employees) over the next three years, it created WNS Education for a serious, focused and structured digital education program. The initiative focuses on building core skills among BAND A (associates) and BAND B (mid-level management) employees.
A learner driven program, it has a Board of Studies (BoS), where senior leaders ensure the curriculum is relevant, need-based and contemporary. To ensure an immersive learning experience, NASSCOM’s FutureSkills platform has been integrated with WNS Education, supplementing its structured classroom-based re-skilling format with online learning.
WNS Talent Development CoE runs various flagship talent programs such as Aspire+, Centurion and other in-house certification programs.
To read more click here:
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Gone are those days when a visit to a brick-and-mortar travel agent was mandatory every time one needed to plan a family vacation. Fast forward to now, in the era of digital transformation and next-gen mobility, travelers today, are playing a much larger role in building their holiday experiences.
Technology has revolutionized the way we travel, and with an exclusive focus on customer experience today, it is only set to get better in the following years. Let us look at a typical customer journey through their travel itinerary from holiday planning to its completion.Destination and Holiday Planning through Travel Aggregator Websites:
Customers majorly approach online travel agencies (OTAs) over the internet to get access to a plethora of travel and stay options to their vacation destination. They choose a destination by browsing through travel websites and blogs such as TripAdvisor, Expedia, or even Quora to name a few.Hotels-at-a-click:
After finalizing a destination, the customer books tickets by either checking the airfares on the same website or similar websites to get a best-priced deal. Next, it is time to finalize a hotel for their stay. Travel websites such as Trivago help customers get the best deal hotels from popular booking sites- Booking.com, Hotels.com, and more.Vacation Genre
From here, the actual vacation planning starts – finalizing sightseeing and outing options. Many of the travel websites today also help customers build their itinerary based on their travel schedule, holiday taste (leisure, staycation, adventure, etc.), including local highlights. Some of the start-ups are thriving on such a business idea; one of them is MUV Travel.The Travel Experience with multiple Digital Touchpoints
Today’s digital-savvy travelers hop in between devices to plan and execute various stages of their holiday. They demand a seamless, intuitive and omnichannel experience over multiple platforms such as mobile applications, mobile browsers, and desktop. It is, thus, important to ensure that their key touchpoints such as airports, flights, and hotels are tech-enabled to help build a personalized experience for the traveler.Travel to the Airport & Web-Check-in
On the travel date, the customer would opt for a cab ride either from Uber or Lyft to the airport. While on the cab ride, they can check the status of your flight on the booking website/app or the airline’s website/app. Just in case the customer forgets to check-in before leaving to the airport, they may check-in through the airline carrier’s web portal on-the-go. Else they can go over to one of the airline’s kiosks to get bags tagged or pay to add on charges for excess baggage weight and print the boarding pass.The In-Airport and In-flight Experience
Let us go through the in-airport journey of this customer from the carrier kiosk to boarding. The customer moves to the counter to place bags on the carousel line once the IDs are all checked. With the boarding gate number on the boarding pass, the customer walks to the TSA checkpoint or may opt for a TSA Precheck Clear membership that allows them to beat the queue with a quicker screening. After repacking all bags and accessories, they proceed towards the boarding gate and may sieve through the gate concessions over an app or a display kiosk or a brochure from the information desk. Most of the airports today have free WiFi service, and the customer may opt to watch that one episode of their favorite series on Netflix over the open internet. Once the customer boards the flight, some of the airlines, too, extend complimentary in-flight WiFi subscription service. When the flight is about to land, the airlines update the bag collection belt number in advance to ensure travelers do not face trouble locating their baggage. Sometimes, customers may also receive SMS alerts from their chosen hotel for a complimentary airport pick-up some minutes before their landing. Else, after landing, they can also opt for Uber/Lyft from the airport with designated WiFi points to avoid dead zones in the parking lots.Ensuring Best Customer Experience in Hotels Check-in:
When the customer reaches the hotel after a long tiring journey, they contact the hotel reception to check-in into their room. If it is a busy travel season, they may find some queue to check-in. In such cases, some of the hotels provide a self-check-in kiosk where the customer enters their booking ID & the last name to collect the room keys. Some of the tech-forward hotels have also adopted a mobile-equipped keyless entry system for an expedited check-in experience. It also helps in bringing down the check-in queues at the hotel reception and hence increases operational efficiency. Keyless entry and application systems interact with cloud-based hotel management software. This helps streamline the guest journey including preferred room selection, automated and quick check-in/out, room upgrades and payments.WiFi Onboarding:
As the customer moves towards their room, they might experience an automatic connection to the hotel WiFi without entering any credentials. The seamless registration and onboarding over the hotel WiFi are possible as both the hotspots (on the airport and at the hotel) may happen to be from the same provider, such as Comcast and Hotspot2.0 enabled. Customers demand carrier-class WiFi networks from hoteliers today. This demand for seamless WiFi creates an opportunity for hotels to use the WiFi service to build brand loyalty. According to a report by Hospitality Tech, it is estimated that 80% of guests won’t return to a hotel that delivers a bad technology experience.Guest WiFi Analytics
The intelligence gathered after running analytics on data obtained from a WiFi Access Point can be visualized over an interactive dashboard to analyze multiple KPIs across all the properties of a hotel chain. It helps to get insights about your guests and uncover customer’s behavioral patterns to better engage and interact with them over the WiFi captive portal. The intelligence can also help in strategizing new WiFi Marketing campaigns, offer incentives to guests, and create loyalty programs, for tech-forward hoteliers. Loyalty programs in hotel chains facilitate repeat customers because of the personalization and differentiated customer experience they offer to the guests.In-room Experience:
Since hotels are very quickly adopting technology, guests may find an Alexa right beside the room door to greet the customer in and provide room services. Many hotels today have beacons and occupancy sensors installed inside their rooms. They help hotels push restaurant menu notifications to guest’s smartphones at optimal times. If the guest is a repeat customer, then based on actionable insights provided by WiFi analytics, the notifications may include personalized suggestions based on past ordersThe Digital Journey in a Snapshot
How about reading through this entire guest journey again and now focusing on just the multiple digital touchpoints. While the following list is not exhaustive, here are some of the digital aspects in the journey:
The diagram below depicts how technology has transformed the travel and hospitality industry so rapidly.Conclusion:
According to a recent study by Google Travel study, 74% of travelers plan their trips on the internet, while only 13% still use travel agencies to prepare them. Taking these statistics into consideration, it is inevitable that the experience over these digital channels is indispensable to ensuring the highest level of customer experience. A traveler’s holiday experiences begin the minute they decide to explore a destination and hook onto a travel planning website for research to the time they land on their destination–and this involves multiple digital channels and platforms.References:
The Insolvency and Bankruptcy Code 2016 (IBC) was introduced to promote the ease of doing business in India, to address the issue of liquidity in cases relating to insolvency/bankruptcy in India. It consolidates all existing insolvency-related laws like the Sick Industrial Companies, Special Provisions Act 1985, and many more. The IBC also specifies that it will override any other legislation in cases of conflict.
The companies going through a resolution mechanism under the IBC, the revenue authorities are insisting on having a priority in the collection of past tax dues.
In December 2019, the National Company Law Tribunal (NCLT), Chennai, in the case of T. R. Ravichandran – Resolution Professional (RP) for Kiran Global Chem Limited1. (Corporate Debtor), has directed the revenue authorities not to insist upon payment of past dues, when the Corporate Debtor is paying the tax dues in respect of the period, commencing after the Corporate Insolvency Resolution Process (CIRP) is initiated.
In this case, the Resolution Professional (RP) of the Corporate Debtor approached the NCLT seeking access to the GST portal of the Corporate Debtor to file GST returns. The RP requested to allow paying the net liability from the date of commencement of CIRP till its completion, disregarding the non-payment of GST arrear for the period before the commencement of CIRP.
The revenue authorities submitted that there is no provision under the GST law, which allows acceptance of current dues before clearing the past dues.
The NCLT observed that as under:
Based on the above, the NCLT allowed the Corporate Debtor to access its GST account and permitted the RP to file GST returns of the Corporate Debtor after the commencement of CIRP without insisting on payments of past GST dues. Further, it stated to accept net GST liability, i.e., after availing eligible ITC from the date of commencement of CIRP and adjust the GST payment remitted by the Corporate Debtor towards discharge of GST for the CIRP period.
It is pertinent to note that this decision is in line with the verdict of Synergies Dooray Automotive Ltd. [(2018) 1 CLJ 108]. In that said verdict, the National Company Law Appellate Tribunal, Hyderabad, has held that the statutory liabilities (i.e., VAT, GST, income-tax) are operational debt and the concerned revenue authorities would be considered as operational creditors. Hence, the revenue authorities would not have any priority in the collection of past tax dues from the companies going under the IBC.
Also, the Andhra Pradesh High Court, in the case of Leo Edibles & Fats Ltd. [(2018) 407 ITR 369], has held that the revenue authorities cannot claim any such priority in respect of past tax dues.
It is necessary that all the important aspects of the IBC that conflict with other laws should be addressed immediately. On similar lines, if the GST law may also be appropriately modified to facilitate the implementation of the said order as currently, no provisions permit the revenue authorities to accept current GST dues before clearing past GST dues. Separately, the GSTN currently does not provide any such functionality for differentiating pre and post CIRP periods.
To understand how Avalara can help you with GST compliance, visit www.avalara.com
To Know more about Avalara GST Solution please click here –
Globally, data is being created at an unprecedented pace. Global Datasphere, which is the total amount of data created, stored and replicated is estimated to grow from 33 ZB in 2018, to 175 ZB by 2025. Given this trend, there is a need for data Centres to store data, which in turn can be leveraged to provide a variety of cloud services.
In this background, the Finance Minister in her Budget speech this year proposed bringing out a policy to enable the private sector to build Data Centre parks in India. In response to this announcement, NASSCOM formed a 10 member Data Centre Policy Taskforce, comprising of senior industry leaders, to propose recommendations that can help promote the growth of data Centres in India. The key ones are listed below.
 Reinsel et al., ‘The Digitization of the World: From Edge to Core’, IDC White Paper, November 2018; available at: https://www.seagate.com/files/www-content/our-story/trends/files/idc-seagate-dataage-whitepaper.pdf
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NASSCOM Engineering R&D had organized a webinar on “Automotive Benchmarking: Battery trends in EV” in March 2020.
The global Automotive Battery market size was valued at USD 48.71 billion in 2016 and is projected to grow with CAGR of 8.5% by 2023. The market is expected to witness significant growth over the coming years owing to the increasing demand of automobiles and strict emission standards reinforced by the emerging economies. Furthermore, growing consumer preference for pollution-free electric and hybrid vehicles is one of the key trends anticipated to fuel the demand for automotive batteries over the forecast period. In such a scenario, benchmarking remains an important tool in the automotive segment while studying the trends and best practices to achieve powerful solutions.
This webinar focused on Automotive Benchmarking wherein you can look forward to learn: 1. Battery trends in EV/ Hybrid segment (best practices) 2. Battery Pack Architecture (Hybrid and full electric, battery pack components- housing, cooling, modules, BMS…etc. 3. Focus on Battery Cells (Battery chemistry and materials) 4. Future of Electric Vehicle Battery (What’s beyond Lithium-Ion for tomorrow’s cars)
To listen the webinar recording, CLICK HERE
Also, attaching the PPT for Answers to the Questions/Queries as responded by our speaker- Cedric Weiss from A2Mac1 recorded during the live session.
“What is perceived as ‘Value’ today will soon become basic hygiene! Value being a dominant factor that drives our organizational philosophy, we kept upgrading ourselves constantly. We invested significantly in application of Artificial Intelligence and Machine learning, on Image and Video data.”
Founder and MD of Ignitarium, Sanjay proudly leads a cross-functional team of over 200 professionals and has been responsible for defining Ignitarium’s core values, which encompass the organisation’s approach towards clients, partners and internal stakeholders, and in establishing an innovation and value-driven organisational culture. Largely admired for his charisma and humility, he has gained a reputation for inspiring people through his strategic vision and team building capabilities.
Prior to founding Ignitarium in 2012, Sanjay spent the initial 22 years of his career with the VLSI and Systems Business unit at Wipro Technologies. In his formative years, Sanjay worked in diverse engineering roles in Electronic hardware design, ASIC design and custom library development. Sanjay later handled a flagship – multi-million dollar, 600-engineer strong – Semiconductor & Embedded account owning complete Delivery and Business responsibility.
Sanjay graduated in Electronics and Communication Engineering from College of Engineering, Trivandrum, and has a postgraduate degree in Microelectronics from BITS Pilani. His wide variety of interests span from sports and music to professional wine making.
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