Partnerships


There has been something of a shift in terms of tie-ups with other organisations in the last few years. Although there had historically been some partners in Bangladesh, Egypt, Turkey and Russia, TCSFS (with the support of vast Indian resources) had traditionally not followed this route. However, the latter half of 2012 saw Sofgen announced as the first formal recruit within a ‘Global Channel Partner Programme’. This tie-up was on a global basis and would see Sofgen offer a range of services around Bancs. By this stage, it had already been working on an implementation at Ambank in Malaysia (see below), helping the bank to look at its requirements, particularly with a view to reducing the number of changes that would be needed. Historically, TCSFS had carried out the bulk of services and, although it was believed that customers valued this single point of ownership and accountability, it was felt that there were areas (including project management, reviews, validation and testing) where they might value external help. The Partner Programme simply created a ‘formal framework for the way we onboard partners’, said Subramaniam. It allowed TCSFS


Customers


The FNS take-over seemingly opened up a number of opportunities. By mid-2006, it had already unlocked a number of sales, typically within banks that were put off by the size of FNS, said Ward. These included Hua Xia Bankin China and Allahabad Bank in India. The latter bank announced in Q1 2006 that it had selected Bancs for its core banking system. Hewlett-Packard was chosen as the systems integrator and prime contractor. A pilot site for the core system was intended to be live before July 2006, with plans to roll out the system for 900 branches, replacing multiple applications. A pilot went live on 23rd October 2006. In early 2014, as Allahabad Bank’s eight-year core banking system contract neared its end date (6th April 2014), the bank selected an external consultant to help its renewal process. The take-over may also have helped with a significant deal


at Bank of Maharashtra in May 2006. This became the fifth Indian bank to sign for Bancs. It was a relatively swift selection, with the RFP only dispatched in October 2005, although the bank’s general manager, IT and inspection, Ajay Banerjee, said the bank did ‘a lot of homework’ prior to the RFP. Around 40 staff worked to define the business requirements. The deal was estimated to be worth around Rs 178 crore and included a six year maintenance contract. The bank had 1300 branches, of which more than 700 used a mix of branch automation


systems from Nextstep, Virmati and Onward Services. Bancs was scheduled to be rolled out inside two years to 600 branches, accounting for more than 90 per cent of the bank’s business, said Banerjee. There were three other public sector banks that started their selection around the same time, comprising Dena Bank, Punjab and Sind Bank, and United Bank of India (UBI). These were the last of the Indian public sector players to select core systems. Of the three, UBI and Dena Bank subsequently selected Infosys’ Finacle. For Dena Bank, this was to be run on a fully outsourced basis by Wipro. Somewhat surprisingly, Punjab and Sind Bank went outside the predictable trio of Bancs, Finacle and Flexcube, and selected System Access’ Symbols. That project failed, the bank then had a second attempt with a different system, then changed again, but on no occasion did TCS gain the nod. Attempt two was with Flexcube, with Satyam as the partner; attempt three was with Infosys. TCS and IBM were winners elsewhere in India, at Punjab


National Bank(PNB). This was the first public bank to embark on building a data warehouse for Basel II compliance and it selected these two suppliers, alongside SAP, in preference to Wipro (with Oracle), Hewlett-Packard and HCL.


Universal Banking Systems Market Report | www.ibsintelligence.com 503


to qualify, certify and integrate them into the company’s ecosystem. Although, as mentioned, it already had a few largely country-specific partners, it was now seeking to recruit other third parties. While some of the existing partners also had a sales role, the intention was that all of them should have skills around implementation. At around the same time, after much coaxing, TCSFS


agreed to become one of the latest additions to the Banking Industry Architecture Network (BIAN), the SAP-derived industry initiative to define common financial sector web services.


By early 2015, there were partners in Turkey, Romania,


Poland and Vietnam. Subramaniam also said a partnership announcement related to two of the four largest consultants was imminent, whereby they would become preferred implementation partners. However, there were by no doubts about working with Sofgen in the future (not that there looked to have been any projects to date) as in early 2015 it had been bought by another Indian services heavyweight, Tech Mahindra.


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