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The SMAC Code Embracing New Technologies For Future Business
The SMAC Code Embracing New Technologies For Future Business
Code
Embracing new
technologies for
future business
kpmg.com/in
Table of contents
Foreword 01
Executive Summary
03
04
05
Digital Era
06
Post-digital Era
07
08
09
10
Mobility
11
Analytics
13
Cloud Computing
16
Social Media
19
20
22
Conclusion 26
About KPMG in India
28
About CII
29
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.
Foreword
R Chandrasekaran
Pradeep Udhas
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.
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.
Executive summary
The increasing pace of change is rapidly driving customer, businesses and technology firms in a tight embrace, with the convergence
of disruptive technologies eroding the boundaries separating them. Businesses are becoming more and more agile, and technologies
such as social media, mobility, analytics and cloud computing are coming together to unleash unlimited opportunities for everyone
involved. This convergence also known as SMAC will be the leading disruptor to the business-technology ecosystem over the next
few years.
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.
Analytics
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 analytics represents and should adapt their IT strategy to capture such opportunities. Analytics can
help retailers predict buying decisions of shoppers; it can help banks weed out fraudulent transactions; while
governments can use analytics to provide services directly to their citizens. Predictive analytics has also been
adopted across industries in various scenario building activities.
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.
Technology vendors will need to change the way they are structured to deal with SMAC. They need to be nimble, and think on their
feet. Rather than being bureaucratic organizations, technology vendors will need to create an entrepreneurial culture, along with nextgeneration delivery and pricing models that will work in realizing the maximum potential from SMAC. 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, technology 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 SMAC. 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.
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.
1 The Modern Corporation: Origins, Evolution, Attributes; Oliver E. Williamson, Journal of Economic Literature, Vol. 19, No. 4 (Dec., 1981), pp. 1537-1568
2 The Man Who Invented Management, BusinessWeek, November 27, 2005; http://www.businessweek.com/stories/2005-11-27/the-man-who-invented-management,
accessed August 18, 2013
3 KPMG in India analysis
4 "A "Post Digital" World, Really?", Google Insights, http://www.google.com/think/articles/a-post-digital-world-really.html, accessed August 19, 2013
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.
Pre-digital era
Digital era
Post-digital era
Organization structure
Highly centralized
Semi-decentralized
Highly decentralized
Decision making
process
Management driven
Customers
Lack information
More informed
Highly informed
Role of technology
Support function
Strategic function
Business enabler
Disruptive technologies
PCs
Artificial intelligence,
Robotics, Augmented
reality, cloud computing,
BYOD
Pre-digital era
The pre-digital era, the decades before the 1980s,
was the proverbial technological dark ages for
enterprises. Analogue devices dominated the
mainstream, which made it very difficult to
utilize information. Moreover, in the absence of
information from customers, the decision-making
process was highly centralized. Innovation too
became a top-down process, driven by what the
top management believed was needed in the
marketplace.
Tec
Information
y
og
ol
tion
ova
I nn
hn
Pre-digital era
5 Digital Era Governance: IT Corporations, the State, and e-Government, Patrick Dunleavy, Helen Margetts, Simon Bastow, Jane Tinkler
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.
Digital era
The 1980s and the 1990s saw the dawn of the
information age and with it the digital era. Mass
digitization the availability of affordable computers,
as well as software allowed enterprises and
individuals to utilize technology in a wide variety
of areas. According to Nicholas Negroponte, "a
transformation was occurring away from an "atombased" economy, and towards one focused around
the creation, manipulation, communication and
storage of electronic binary digits."6
In the mid-1990s, millions of individuals and
organizations were also joining research scientists
and gaming enthusiasts as new citizens of the
Internet. Meanwhile, analogue media - such
as vinyl records and cassette tapes - were also
increasingly being replaced with digital substitutes,
such as compact discs. The spread of the internet
was instrumental in breaking down geographical
boundaries, and making the world flat. It enabled
enterprises to work seamlessly across political
boundaries, and enabled management to keep tabs
on operations in far-flung areas7.
Tec
Information
Digital era
tion
gy
olo
ova
Inn
hn
Post-digital era
The Home Depot was an early innovator
in the mobile space and saw the need
to capitalize on the fast-growing mobile
market opportunity. Their first mobile
site was launched in May 2010 and has
continually improved over the last two
years.
To stay ahead of the curve, the
company launched a significant mobile
redesign, adding user localization
which allows users to access real-time
inventory, pricing and aisle location for
any given store, and more. The Home
Depot's cost per macro-conversion
has decreased by 75 percent since the
mobile site launched, and between
2011 and 2012, visits originating from
a mobile device tripled. ("Home Depot
Bridges the Gap between In-Store and
Mobile Experience",
Google Insights, http://www.google.com/think/
case-studies/home-depot-360-mobile-strategy.
html, accessed August 22, 2013)
With over 4.5 billion mobile subscribers and over 2.5 billion internet users10, many
believe that we have already entered the post-digital era. Multiple technology
trends, including social media, mobility, analytics and cloud computing are fusing
relationships between customers boosting agility within the enterprise and in
the market, and leading to increased collaboration among internal and external
stakeholders11. 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 behavior12. The rapid
pace at which digital media is being adopted is also expected to propel growth in the
use of consumer technology.
Delivering the digital experience of the post-digital future will call for new skills,
technological capabilities such as cloud, analytics and mobility backed by new
organizational approaches. This era will also lead 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. The changing demand of the consumers and
the attempt of industries in satisfying the same will also lead to increased pressure
on IT vendors. Platforms and solution offerings will need to evolve not just from a
technology standpoint but also from an offering and outreach perspective12.
Enterprises across the world are moving to an extremely revenue focused model;
they want to have a sustainable competitive advantage, provide a superior customer
experience and be cost conscious at the same time. To achieve all this, they have
to transform themselves to become very agile (very dynamic to change, faster to
bring out their products) , context aware (about their industry and customers with
customer insights and competition analysis), connected (with customers, trading
partners, suppliers) and more importantly insight enabled (from internal and external
data from social media and other data sources). To transform these enterprises
towards these four necessities, SMAC is an inevitable natural force that has to be
embraced quickly.
Tec
Information
y
og
ol
Post-digital era
tion
ova
I nn
hn
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.
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%
Of web traffic comes
via mobile more than
double last year
1.5
37%
Growth in the number of
global 3G subscribers in
the past year
billion
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
71%
businesses plan
to increase their
digital marketing
budgets in 2013
1482
2012
Tablet shipment
85
2012
Augmented reality
354.1
2012
in Millions
1858
2016
in Millions
304
2016
in USD Millions
5155.9
2016
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.
Social Media
Already disrupting
traditional models of
marketing and selling
Mobility
Analytics
Cloud
Holds tremendous
potential across industries
like financial services,
retail and pharma
Table 2 SMAC statistics, "state of the media: the social media report 2012; Ericsson mobility report 2013; KPMG in India analysis
Srinivasan R
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.
Mobility
Mobile devices have changed the way people
access digital content. Smartphones and tablets
have brought rich, digital content to the fingertips
of consumers. 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
Mobile subscriptions globally in Q1 2013 (in million), Ericsson mobility report, June 2013
1,275
1,147
775
716
695
638
532
364
284
Western
Europe
Central and
Eastern Europe
China
India
Rest of
APAC
Middle
East
Africa
Latin
America
North
America
IT
Department
CIO
CMO/CFO/CEO
Productivity
Collaboration
Line of Business
Productivity
Expense Reporting
Business Intelligence
Expense Reporting
CRM
Business Intelligence
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.
300
7x
250
200
150
100
50
0
2010
2011
2012
2013e
2014e
2015e
2016e
Anil Jaggia
CIO, HDFC Bank
14 http://www.businesswire.com/news/home/20110628005647/en/IDC-Forecasts-183-Billion-Annual-Mobile-App
15 http://www.information-age.com/technology/applications-and-development/2143973/mobile-business-apps-market-to-reach-$53bn-in-2017
16 "Global Study Reveals Workers Do Not Trust Employers with Their Personal Data", Aruba Networks, http://www.arubanetworks.com/news-releases/global-study-revealsworkers-do-not-trust-employers-with-their-personal-data/, accessed August 24, 2013
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.
Analytics
Companies have always kept large amounts of
information. While its true that the amount of data
in the world keeps growing, the real change has
been in the ways that we access that data and use
it to create value. Today, you have technologies
like Hadoop, for example, that make it functionally
practical to access a tremendous amount of data,
and then extract value from it. The availability of
lower-cost hardware makes it easier and more
feasible to retrieve and process information,
quickly and at lower costs than ever before17.
It is the convergence of several trendsmore
data and less expensive, faster hardwarethats
driving this transformation. The concept of
analytics has been around for decades for firms
that have been handling tons of transactional data
over the yearseven dating back to the mainframe
era. The world is moving from Traditional analytics
to Predictive analytics and now increasingly
towards Prescriptive analytics (where the
decisions are driven by predictive models using
business rules engines to help the companies to
decide the next best action).
Description
Attribute
Driver
Volume
Velocity
Improved connectivity
Enhanced computing power
of data generating devices
Semistructured The
combination of structured and
unstructured data is becoming
paramount
Mature analytic
applications
Improve operational
efficiencies
Increase revenues
Achieve competitive
differentiation
Algorithmic training
Ad targeting
optimization
Marketing campaign
optimization
Maturing analytic
applications
Portfolio optimization
Risk management
Yield optimization
Emerging analytics
applications
Customer churn
prevention
Uses of analytics
We are witnessing the use of analytics in multiple industries. Companies are using analytics for
everything from driving growth to reducing cost improving operational excellence to recruiting better
people to completely transforming their business strategy. More recently, national and local governments
across the world have started using analytics for optimizing public welfare programs, reducing traffic
congestion in their cities and fighting crime.
Banking
Use of
Analytics
Examples
Healthcare
Retail
Transportation
Government
Fraud detection
Smarter EHRs
Inventory management
Traffic management
Program management
Cross-selling products
Preventive healthcare
Promotional analysis
Smarter roads
Crime prevention
Customer retention
Drug discovery
Store operations
Intelligent cars
Citizen services
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
habits and give
recommendations
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.
Big Data and analytics in the Indian sub-continent is at a nascent stage, however,
the sectors like financial services and telecom have started to adopt these
technologies. Also, other sectors including ecommerce are also among the early
adopters of the technology to solve the issues of storing as well as creating
business advantage from the everlasting data records.
RedBus, an online travel agency required a strong tool to analyze booking and
inventory data to create business advantage across their system of hundreds of bus
operators serving more than 10,000 routes.
Red Bus
leverages Big
Query to Master
Big Data
The company adopted Google's BigQuery, which enabled them to analyze large
datasets using Google's data processing infrastructure. The company chose BigQuery
over Hadoop servers, which required more set up time as well as higher operating
costs.
21 Analyse this, Outlook Business, Kripa Mahalingam, May 26, 2012 issue; http://business.outlookindia.com/
article_v3.aspx?artid=280977
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.
Cloud computing
Cloud buzzword in the todays evolving
technology world is increasingly gaining traction
among enterprises for its known benefits cost
effectiveness, agility, and less capital intensive.
With these benefits cloud computing has not been
restricted for the use of enterprises, its reach has
extended with consumerization with the launch
of various applications from a host of IT service
providers.
Cloud computing history trail from the era of
mainframe computing, however, the latest form
of the technology what we see today, started to
emerge with the proliferation of Internet. In 1999,
the arrival of Salesforce.com was one of the key
milestones in the cloud computing history, which
pioneered the concept of delivering enterprise
applications via a simple website. The in 2002,
Amazon Web Services launched a suite of cloudbased services including storage, computation,
2012
USD 111.0 billion
2013
USD 131.0 billion
Source: Gartner
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.
PaaS
Cloud
Management 5%
and Security
11%
Cloud Advertising
36%
12%
SaaS
13%
Cloud
Infrastructure Services
23%
BPaaS
Source: Gartner
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.
Case study:
Netflix using cloud computing to become
a leader in video distribution26
Netflix, which started in 1997 as mail-order DVD
distribution firm, has today emerged as the worlds
leading online video distribution company, and a
large part of it has to do with cloud computing.
Netflix has more than 36 million subscribers,
who watch over 4 billion hours of programs every
quarter on more than 1,000 different devices. On
a usual weeknight, Netflix accounts for almost 30
percent of all Internet traffic entering American
homes. That is more than YouTube, Hulu, Amazon.
com, HBO Go, iTunes, and BitTorrent combined.
Behind these numbers lies the power of the cloud.
Netflix has emerged as one of the largest and
most sophisticated users of cloud computing.
The company rents server and storage systems
from Amazon Web Services, the cloud division
of Amazon.com. At any moment, Netflix draws
upon up to 20,000 servers running in Amazon
data centers. The computers handle customer
CP Gurnani
26 "Netflix, Reed Hastings Survive Missteps to Join Silicon Valley's Elite", BusinessWeek; 9 May 2013 http://www.businessweek.com/printer/articles/115772-netflix-reedhastings-survive-missteps-to-join-silicon-valleys-elite, accessed August 26, 2013
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.
Social Media
Daily deals, one of the
top choices in 2011 of
businesses are witnessing a
decline of being a preferable
social channel in 2013.27
Per Social Media Examiners 2013
survey, 80 percent of the respondents
stated that they have no plans to
leverage daily deals as a part of their
social media strategy, down from 72
percent in 2012.
1.22
1.47
1.73
1.97
2.18
2011
2012
2013
2014
2015
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.
164.8
17.6
4.1
35.7
92.9
47.1
160.6
Per eMarketer, around 127.5 million individuals are using social networking, with
a majority of these on Facebook. Thus, it is increasingly becoming important for
enterprises to have a social media strategy for their businesses.
Top Indian brands on Facebook by local fans (millions)
11.68
Tata DoCoMo
Vodafone
10.75
Nokia
6.86
Fastrack
6.44
Samsung
5.87
Kingfisher
5.36
Intel
5.01
Pepsi
4.39
Shopper Stop
4.36
Levis
4.31
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.
Citibank card spends grew eight times over average daily spends at the 17
partner websites
The average ticket size increased by 30 percent for the partner websites on
Citibank cards
Citibank India Fan page achieved the highest reach ever visits in 2012
2,095,104 and the highestvirality7.63 percent during the OMG! SaleKey
Leveraging social media has set of benefits, which includes increased exposure,
enhanced customer loyalty, improved customer relationship, new customer
acquisition and optimized marketing budgets. However, privacy concerns and
cultural fabric of the country might hinder the social media growth in the country.
Mukesh Jain
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.
76.2
69.2
59.4
32.2
31.7
29
2011
2012
Exports
2013E
Domestic
Source: Indian IT-BPO Industry, Revenues 2011-13, Nasscom Strategic Review 2013
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.
Company
Initiative
Investments
Infosys
Has set up a US$100 million fund to invest in startups, besides funding internal innovation
Tech
Mahindra
MindTree
7Srata
Wipro
Opera Solutions,
Axeda
TCS
iKen Solutions,
Perfecto Mobile,
Computational
Research Laboratories
Cognizant
Incubated over 20
ideas
Launched an initiative
i5 Startnet to scout
for firms in SMAC
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.
Responsibilities of a spoke
Monitor performance
S1, S2
S1, S2
S1, S2
S1
H1
H2
S1, S2
S1, S2
Hub
Spoke
25 "Hub and spoke operating model: A new business paradigm for the Indian IT-BPO industry", KPMG, February 2013; www.kpmg.com/IN/en/IssuesAndInsights/Hub-and
spoke-model.pdf, accessed September 5, 2013
26 "Non-linear models: Driving the next phase of growth for the Indian IT industry", KPMG, January 2012; http://www.kpmg.com/in/en/issuesandinsights/
articlespublications/pages/kpmg-cii-non-linearmodels-drivingthenextphaseofgrowthfortheindianitindustry.aspx, accessed September 5, 2013
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.
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.
Conclusion
The evolving technology industry has opened new gates for the Indian IT-BPO vendors
in the form of nexus of four forces SMAC (Social Media; Mobility; Analytics; Cloud). As
the enterprises globally adopt new technology formats for operational efficiency, cost
optimization and for additional business advantages, to address this and growth issues,
Indian IT-BPO vendors can develop their SMAC strategies.
SMAC collectively is considered to be a multibillion dollar opportunity, globally for the IT-BPO
vendors. The enterprises are increasingly adopting
these technologies, as they become more agile
with information sharing within organization and
seek more insights about their customers to serve
them better.
SMAC has the potential to be a multibillion
dollar opportunity in the forthcoming years.
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.
Anand Ramakrishnan
Mallinath Sengupta
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.
Acknowledgement
This document has been released at CII Connect 2013 organized by CII. The report would not have been
possible without the commitment and contribution of the following individuals:
Concept and Direction
Pradeep Udhas KPMG in India
KK Raman KPMG in India
KPMG Report Development Team
Shireen Khan, Aditya Shangloo, Kewyn George, Varun Jain, Subashini Rajagopalan and Sandeep Yadav
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.
About CII
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.
Pradeep Udhas
P Sridharan
K K Raman
kpmg.com/in
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with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved.
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