This document discusses Zinnov's analysis of the robotic automation (RA) services market in 2017. It provides an overview of the RA landscape, including key trends such as the growing adoption of intelligent automation. It analyzes enterprise spending on RA services, which totaled $1.5-1.8 billion in 2017. The document also evaluates the top RA service providers and assesses their capabilities and market share. Finally, it examines how service providers are partnering with technology vendors and building their own capabilities to expand in the RA space.

1. 2017
This report is solely for the use of Zinnov Client and Zinnov Personnel. No Part of it may be quoted, circulated or reproduced for distribution outside the client
organization without prior written approval from Zinnov.
Zinnov Zones for Robotic Automation Services- 2017

2. 2
Agenda
1 About Zinnov
2 Robotic Automation (RA) Landscape
3
Enterprise Engagements with RA
Services Providers
4 Zinnov Zones for RA Services

3. 3
About Zinnov: A leading Digital Transformation & Globalization focused
management consulting company
Zinnov
Enterprise Digital
Transformation
Global Engineering
Excellence
GEIP – Global
Engineering Insights
Platform
Innovation
Enablement
Zinnov Zones
Ratings
Telecom &
Networking
Consumer
Electronics &
Semiconductor
BFSI Retail
14Years 200 Customers 160Consultants 6 Offices
Offerings
Government and Industry bodies
• Centre for Scientific and
Industrial Research
• National Institute of
Smart Government
• Ministry of Small and
Medium Enterprise
• Department of Science and
Technology
• NASSCOM
Tech Platforms &
Internet
Solutions
Industrial
Service Providers|
Vendors

4. 4
Zinnov’s framework based approach empowers large enterprises in making strategic
decisions towards Robotic Automation (RA) investments
1. Robotics Automation Opportunity Prioritization Basis Insights from
Fortune 500 Enterprises
2. Zinnov Framework for Automation Maturity-assessment of Enterprises
(Z-FAME)
3. Assessment of Robotics Automation Service Providers 4. Assessment of Robotics Automation Platform Providers
Zinnov tracks the digital
deals including Robotics
automation of Fortune 500
enterprises, prioritizing use
cases by verticals and in
terms of intensity of
implementation
Zinnov publishes its annual
Robotics Automation Zinnov
Zones rating of leading global
service providers in terms of
their RA prowess and
scalability
Zinnov offers Z-FAME, a four staged
framework enabling enterprises to -
1.Identify RA use-cases by verticals
2.RA assets (tools used, type of
bots, etc.)
3.Service Provider Competencies
(service provider relationships,
consulting/ advisory
requirements)
4.Internal Capability & Governance
(COE)
Zinnov has also
evaluated technology
platforms, prowess,
and features of leading
RA tool vendors like
Automation Anywhere,
Blueprism, etc
Zinnov Proprietary Confidential

5. 5
Agenda
1 About Zinnov
2
Robotic Automation (RA)
Landscape
3
Enterprise Engagements with RA
Services Providers
4 Zinnov Zones for RA Services

6. 6
Robotic Automation
(Cognitive)
Robotic Automation
(Rule Based)
Traditional Automation
(Script based)
Robotic Automation (RA) involves use of software bots for automation of Business &
IT processes
Source: Zinnov Research and Analysis, Deloitte
Evolution of Robotic Automation
Platform specific/ runs on data layer
Manual exception handling
Coding skills required
Platform agnostic and runs on UI
layer
Manual exception handling
Coding skills typically not required
Platform agnostic and runs on UI
layers
Learns to handle exceptions over
time; intelligent decision making
enabled by ML algorithm
Coding skills typically not required
Quality & Compliance Scalability
Lower Cost of
Operations
Efficiency Gains
1 2 3 4
Deployment of robots reduces
the total cost of operations
Robots typically work 2x-3x
faster than humans; robots also
work round the clock
Robots work at a significantly
higher accuracy levels compared
to humans (~100%) and ensure
compliance
Scalable deployments across
functions, business units and
geographies
Drivers for Growth in Robotic Automation Adoption
Redeployment of people
from mundane processes
5
Implementation of RA leads to
up-levelling of workforce to
decision-making roles
Structured
Semi-structured
Unstructured
Data
Type
Structured
Semi-structured
Unstructured
Data
Type
Structured
Semi-structured
Unstructured
Data
Type

7. 7
Enterprises currently spend over $1.5 Bn in RA; both business & IT processes present
significant investment potential
Source: NASSCOM, Gartner, Forrester, Zinnov Analysis
USD1,305Bn ~USD 41Bn
Total IT-BPM
Services Spend
RA Addressable
Opportunity
USD 1.5-1.8Bn USD 6.5Bn
Current RA Spend includes POC,
design, development, integration,
maintenance and support of RA
implementation as well as resources,
infrastructure & tools leveraged for
research & training purposes
Estimated 2020 RA
Spend at 60% CAGR
Total Addressable and Realized Market for Robotic Automation (FY2017)
Segmentation of Addressable Robotic Automation Market
>USD 19Bn
Business Processes
>USD 11 Bn >USD 11 Bn
Infrastructure Mgmt Processes ADM/SI Processes
By Type of Enterprise Process

8. 8
Insurance
BFS, Insurance, Telecom and Retail verticals top the chart on adoption of Robotic
Automation
Notes: *Others include Healthcare, Media & Entertainment, Public Sector, Professional Services, etc.; RA Addressable Opportunity based on vertical market size, penetration of BPO-IT services in the vertical, conduciveness of processes to robotic automation
Source: Zinnov Analysis, Company websites, case studies, news articles, press releases
FNOL- First Notice of Loss, EMR- Electronic Medical Records
Banking &
Finance
Retail Manufacturing Others*
Segmentation of Robotic Automation Market Based on Industry Verticals With Use Cases and Case Studies
Telecom
Illustrative Use Cases Illustrative Use Cases Illustrative Use Cases Illustrative Use Cases Illustrative Use Cases Illustrative Use Cases
 E-form extraction &
making system entries
 Tax reporting
 Compliance and credit
checks
 FNOL submission handling
 Customer onboarding
 Password reset
 Loyalty program
management
 Payments processing
 Order management
 Incident management
 Payroll administration
 Vendor management
Customer Onboarding
Managing applications for
loan applications and
automation of account
opening
Actuarial Operations
Process automation in the
actuarial modelling
operations
Customer Management
Front and back office
automation for better
customer experience and
reduced operational costs
Invoice Handling
Workflows related to
invoice handling including
creating entries in the
ERP system
Procurement & SCM
Automation of processes
in General Motors Global
Procurement & SCM
process using Xerox
Automated Intelligence
EMR Integration
Integration of data from
various applications into
one common EMR
application

9. 9
Enterprises across verticals have a potential to adopt RA across a spectrum of IT &
Business processes
Zinnov Analysis
Workload Category
Trade Processing
Reconciliation
Internal Accounting
KYC/AML
Data Management
Collections & Recoveries
Corporate Reporting
Lending Operations
Workload Category
Finance & Accounting
IT Support
Claims Processing
Corporate Reporting
Transaction Processing
Product Management
Underwriting System
Customer Engagement
Workload Category
Finance & Accounting
Corporate Reporting
Procurement
IT Support
Sales Management
Corporate Planning
Logistics & Distribution
Inventory Management
Workload Category
Server Management
Operations Support
Network Management
Database Management
Data Centre Management
End User Services
Security Management
Virtualization
Middleware
Cloud Support
Workload Category
Post Implementation
Support
Application Testing
Deployment/ Release
Management
Application Integration
Application Migration
Data Migration
Performance Testing
Banking &
Capital Markets
Insurance Retail
Workload Category
Order Management
Billing
Assurance
Customer onboarding
Order fallouts
Data consolation and
reporting
Complaints resolution
Password reset
Telecom
Priority Use-cases
Decreasing focus of enterprises on use cases

10. 10
RA use case priorities are based on the value they generate and relative ease of their
deployment
Source: Primary Interactions with Industry Experts, Zinnov Analysis
Value Generated (1-5)
[Cost Savings | Efficiency | Quality & Compliance]
EaseofDeployment(1-5)
[Scalability|EaseofWorkforceRedeployment]
Assessment of Top RA Use-cases: Benefits to Enterprise & Ease of Deployment
Trade Processing (Banking
& Capital Markets)
Reconciliation(Banking &
Capital Markets)
Internal Accounting(Banking &
Capital Markets)
Finance & Accounting
(Insurance, Retail)
IT Support(Insurance)
Claims Processing(Insurance)
Order Management
(Telecom)
Billing(Telecom)
Assurance(Telecom)
Corporate Reporting(Retail)
Procurement(Retail)
Server Management
Operations Support
Network Management
Post Implementation Support
Application Testing
Deployment/ Release
Management
2
2.5
3
3.5
4
4.5
2 2.5 3 3.5 4 4.5 5
BPO IMS ADM
FOR ILLUSTRATIVE
PURPOSE ONLY

11. 11
New age automation platforms are enabling rapid adoption of RA technology within
enterprises
Other RA
Tool Vendors
Source: Company websites, Zinnov Analysis
Offerings
Global Platform
Talent Base
Focus Verticals
Cognitive Capability
Company
Information
Illustrative Clients
800-900
Banking, Insurance,
Energy, IT, Healthcare,
Manufacturing
Medium
Founded: 2003
HQ: San Jose, USA
350-450
Banking, Insurance,
BPO, Telecom, IT, Retail
Low
Founded: 2012
HQ: Bucharest, Romania
Blue Prism Virtual
Workforce Platform
1100-1300
BPO, Telecom, Utilities,
Energy, Healthcare,
Banking, Insurance
Low
Founded: 2001
HQ: London, UK
200-300
Banking, Insurance,
Healthcare,
Manufacturing, Media
High
Founded: 2010
HQ: New York, USA
WorkFusion Smart Process
Automation Platform
WorkFusion
RPA Express
WorkFusion
Chatbots
3300-3800
Banking, Insurance,
Retail, Healthcare,
Utilities
High
Founded: 1998
HQ: New York, USA

12. 12
Further, the advent of intelligent automation along with business model
transformations is driving the growth momentum
5. Demand concentration
North America accounts for more than half of the RA
market and Europe for another one-third. Also, large
enterprises constitute more than 70 % of the market
3. Free tools?
RA market may follow the “Free Basic” Route, with the
minimum enabling tool being available for free
e.g. WorkFusion made their basis RA offering free for
enterprises
Technology vendors such as IPsoft have white-labelled
their products (IPcenter) allowing SPs like IBM, Cisco, etc.
to create their respective automation offerings
6. Whitelabeling of products
1. Intelligent automation
Intelligent Robots is the next frontier of RA. Companies
already deploying robots with cognitive and AI abilities
(ML, NLP, NLG) for complex workloads
e.g. UBS using AI to identify behavioural information from
unstructured data sets to show relevant wealth
management products to customers
Enabled by APIs, robots are expected to come inbuilt
to automate relevant most common deterministic
workload
e.g. Pega acquired OpenSpan - Combination brings
robotics and analytics capabilities to their core - case
management
2. Robots pre-built in enterprise software
4. Centralized control and monitoring
Bot Farms being created which help scale up or scale
down bots as per demand
e.g. BotsInsight from Automation Anywhere for real
time analytics; WorkFusion offers controls to make
changes and deployment
Key Trends in RA Market

13. 13
Agenda
1 About Zinnov
2 Robotic Automation (RA) Landscape
3
Enterprise Engagements with RA
Services Providers
4 Zinnov Zones for RA Services

14. 14
Enterprises spent over $160 Mn in FY 2017 with external service providers around
their RA deployments
Source: Zinnov Research and Analysis
End to end streamlining of RA strategy
• Defining RA governance and operating model
• Complete outsourcing vs CoE setup
• Process discovery and re-engineering
• Tool vendor selection
Design and Consulting
Customization, Development, System
Integration and Deployment
• Defining the right architecture frameworks
• Scripting of automation processes
• Testing & deployment of software robots
System Integration and
development
Managed Services, Support and Maintenance
• Ensuring working of software
• Updating software, if required
• Create any new automations/ scale previous
automations
• Maintain database and provide insights
Managed services
Enterprise
Spend on RA
(FY2017 E)
RA Services Sourced
by Enterprises
(FY2017 E)
USD 1.5-1.8Bn USD 160-180Mn
$ 20-25 Mn
$110-115 Mn
$35-40 Mn

15. 15
RA services investments by enterprises are largely limited to the top 20 RA service
providers
Source: Zinnov Analysis
%ShareofOutsourcedmarket
Number of SPs in decreasing order of RA revenues
10 3020 40 100
Top 10 –
65%
Next 10–
20%
Rest– 15%
50 60 70 80 90
0%
10%
20%
Market Share of SPs in Outsourced Robotic Automation

16. 16
Large deals on RA engagements between customers & services providers are
beginning to happen
Source: Zinnov Analysis
>55%
>35%
>10%
<USD 500K USD 501K-2Mn USD 2Mn+
• Large tier companies are focusing on expansion of RA practice by leveraging their huge customer portfolio, in addition to pure play automation
deals.
• Small and mid-tier service providers are giving more emphasis to end-to-end execution and implementation of RA engagements across all
service lines.
Segmentation of RA deals by category of service provider
84%
16%
USD 501K - USD 2 Mn
84%
16%
USD 2Mn+
Legend:
Large tier Service Providers
Small & mid tier Service Providers
81%
19%
<USD 500K
By Volume - Overall
% Split of Customer Deals by Average RA Deal
Size (Overall)
82%
18%
Large tier SPs
Small & Mid tier SPs

17. 17
BFSI, insurance, telecom and retail customers show more affinity towards RA service
providers
Source: Zinnov Analysis
38%
15%
17%
8%
7%
2%
9%
% Split of RA revenue
30%
21%
11%
6%
6%
5%
21%
% split of RA customers
Banking and
Financial Services
Insurance Telecom Retail Manufacturing
Media and
Entertainment
Others
Service Provider RA Business – Segmentation by Verticals
Average Revenue Contribution by
RA Customers
Industry Vertical
Average Revenue per
Customer ($ Mn)
Telecom 1.1
BFS 0.9
Retail 0.8
Manufacturing 0.8
Insurance 0.5
Media & Entertainment 0.3
Others 0.3

18. 18
Outcome based engagement models are gaining tremendous traction as enterprises
look to maximise their RA investments with service providers
Source: Zinnov Analysis
55% of robotic automation deals were outcome
based as compared to 1% of overall digital
Types of Engagement Models
Drivers for Adoption of Outcome Based Models in RA
FTE based pricing less relevant
with RA
Safeguarding against
technology upgrades
Ease of defining outcomes for
RA relevant processes
Gain Share Model- Gains above the baseline level would be shared between the client and the
service provider for a period of time.
Risk Reward Model- Joint innovation for solutions between client and vendor attenuates the risk
and the reward is shared according to pre-defined terms.
Transaction Based Model- Vendor fee is defined based on the number of transactions through
the process.
Outcome Based Models
Traditional Models- include FTE based pricing, fixed price models and T&M based pricing. Other
innovative input based models including core/flex models are also used for RA engagements.
Traditional Models
Overall Digital Robotic Automation
99%
45%
1%
55%
Percentage Split of Customer Deals based on Type
of Engagement Model
Traditional Models Outcome based models

19. 19
Drivers for these platforms
• Bridging gaps in commercially available
proprietary platforms
 Vertical specific
 Ease of configuration
 Focus on front office use cases
• Increasing wallet share with license revenue
3. Partnerships with Start-ups
Service Providers are starting to make investments towards increasing their RA
capabilities
Source: Zinnov Research and Analysis
Partnerships Intellectual Properties (IPs)
Digital Labs & Centers of
Excellence
SPs are partnering with RA tools and
technology vendors as well as startups
SPs are investing in building in-house
automation platforms and cognitive solutions
as well
SPs also building CoEs for delivery excellence
and Digital Labs for development of new RA
technologies
1. Tool Vendors
2. Partners for Cognitive Technologies
87%
SPs partnering with one of the following tool
vendors to leverage their RA platforms.
67%
SPs preferring IBM Watson for cognitive
automation
SPs partnering with startups for niche technologies like
OCR, chatbots, handwriting recognition etc.
Multiple SPs have built / are building their own automation
platforms.
Illustrative list
Wipro leveraging Avaamo
for its business chatbots
SPs are focusing on building three types of CoEs
Design &
Conceptualisation
Certification &
Training
Support &
Sustenance
SPs are building R&D Labs focused on emerging
technologies like AI, ML, IoT, etc.
Artificial Intelligence (AI) focused
R&D lab in Dublin, Ireland
9000 Approximate global strength of employees
in RA CoEs
Infosys Automation
Platform
Decreasing popularity amongst SPs
1.RA delivery- with governance, assessment
and implementation teams
2.Collaboration with vendors- Dedicated
centres for collaboration with vendors such
as Openspan, IPSoft, etc.
3.RA CoE as a service offering- setting up
RA CoE for customers

20. 20
Building strong RA talent base is a key focus area for service providers
Knowledge of vertical
business processes
Enterprise architecture
frameworks- Zachman,
TOGAF, etc.
Automation tools (Blue
Prism, etc.) and scripting
languages
75%
11%
14%
Ability to identify
processes to be
automated; six sigma
certifications
Experience in programming
(VB, C#, .Net, C++, etc.)
Programming, basic Java or
.Net)
OCR and DMS tools
knowledge (Kofax, EMC,
Documentum)
Experience with
information solutions and
products
Sources: Zinnov Analysis
Notes: ML- Machine Learning, NLP- Natural Language Processing, GETs- Graduate Engineer Trainees, SPs- Service Providers
Creation of process design
documents, technical
design documents
• SPs are building talent in-house, by identifying core capability teams
and/ or hiring GETs
• SPs are training them in scripting and in ML, NLP, etc. through boot
camps and induction programs, generally lasting 3-6 months
• SPs also partner with tool vendors such as Blue Prism,
Thoughtonomy, etc. for their training/ accreditation
programs with certifications for RA talent. Eg- Blue Prism
Accreditation
Initiatives for Robotic Automation Talent Building
Segmentation of Existing
RA Talent
Key Skills
Market Talent
Availability
Service Provider Focus
on Skill Development
Types of Roles
Domain Experts/
Process Analysts
Solution Architects
Developers/
Testers

21. 21
Agenda
1 About Zinnov
2 Robotic Automation (RA) Landscape
3
Enterprise Engagements with RA
Services Providers
4 Zinnov Zones for RA Services

22. 22
 Future
Outlook
Scalability of RA Business
Positioning reflects the
scores in Prowess and
Scalability
 Scale of Business
 RA Clientele
 RA
Capabilities
 Innovation
Ecosystem
 Value Added  Business
Models
RA Prowess
 RA Talent
Zinnov Zones for RA Services 2017: Framework
RA Prowess RA Scalability2
Zinnov evaluated participating service providers on two key areas basis which they
were plotted on a 2-dimensional graph
The cumulative score of enterprises based on RA Prowess (x value) and Scalability in RA business (y value) was used to classify service providers in Zinnov Zones framework
1

23. 23
RA Prowess Parameters
 RA Capabilities
 Innovation Ecosystem
 Value Added
 Business Models
Degree of utilization of partnerships with start-ups, technology platforms, academic universities and research institutes | Strength of digital innovation including set
up of RA specific digital labs and Centres of Excellence
Ability to deliver across business models: T&M, Fixed Price and Outcome based models | Innovation in Engagement Models
Leveraging RA IPs, tools, frameworks across various verticals| Effectiveness and maturity of RA IPs in driving value to customers | Capacity of delivering RA services
across service lines | Abundance and mix of RA talent | Average experience of talent
Value Addition to business by cost and time savings | Improvements in accuracy of processes
Cumulative Score on the RA Prowess parameters defines the horizontal position of Service Providers in Zinnov Zones framework
Prowess is estimated considering six key parameters:
 Future Outlook Focus on new logo acquisition and strategic partnerships | Measures to expand in new geography | Innovation in new talent hiring/ development practices | Future
R&D focus

24. 24
Scalability Parameters
Scalability has been broken down into three key parameters-
 Scale of RA Business
 RA Clientele
Total Revenue across RA business across the verticals | Breadth of processes automated and software
robots deployed
Width of RA client portfolio | Spread of marquee clients and large value accounts within the RA clientele
Cumulative Score on the Scalability parameters defines the vertical position of Service Providers in Zinnov Zones
framework
 RA Talent RA talent abundance

25. 25
EPAM
EXL
HCL
Hexaware
L&T Infotech
Mphasis
Syntel
TCS
Tech Mahindra
VirtusaPolaris
Wipro
WNS
Zensar
Genpact
Intelenet
Xoriant
Atos
Tieto
IBM
Accenture
Capgemini
Source: Data shared by participant companies, Zinnov Research
Zinnov Zones for RA Services
Nurture Zone Breakout Zone Execution Zone Leadership Zone
Scalability(Clients,Talent,Financials)
Overall Ratings
High
Low High
RA Prowess (Offerings, Innovation Ecosystem, Value Added, Business Models, Future Outlook)
Full Participation by Service Providers
Partial/No Participation by Service Providers

26. 26Source: Data shared by participant companies, Zinnov Research
Zinnov Zones for RA Services
Nurture Zone Breakout Zone Execution Zone Leadership Zone
Scalability(Clients,Talent,Financials)
BFS Ratings
High
Low High
RA Prowess (Offerings, Composition of Clients, Talent)
EPAM
EXL
HCL
Intelenet
L&T Infotech
Mphasis
Syntel
TCS
Tech Mahindra
VirtusaPolaris
Wipro
ZensarXoriant
Atos
Tieto
Genpact Accenture
IBM
Capgemini
Full Participation by Service Providers
Partial/No Participation by Service Providers

27. 27Source: Data shared by participant companies, Zinnov Research
Zinnov Zones for RA Services
Nurture Zone Breakout Zone Execution Zone Leadership Zone
Scalability(Clients,Talent,Financials)
Insurance Ratings
High
Low High
EXL
HCL
Intelenet
L&T InfotechMphasis
Syntel
TCS
Tech Mahindra
VirtusaPolaris
Wipro
WNS
Zensar
Atos
Genpact
AccentureIBM
Capgemini
RA Prowess (Offerings, Composition of Clients, Talent)
Full Participation by Service Providers
Partial/No Participation by Service Providers

28. 28Source: Data shared by participant companies, Zinnov Research
Zinnov Zones for RA Services
Nurture Zone Breakout Zone Execution Zone Leadership Zone
Scalability(Clients,Talent,Financials)
Retail Ratings
High
Low High
RA Prowess (Offerings, Composition of Clients, Talent)
HCL
Intelenet
L&T Infotech
TCS
Tech Mahindra
VirtusaPolaris
Wipro
Zensar
Accenture
IBM
Capgemini
Genpact
Atos
Full Participation by Service Providers
Partial/No Participation by Service Providers

29. 29Source: Data shared by participant companies, Zinnov Research
Zinnov Zones for RA Services
Nurture Zone Breakout Zone Execution Zone Leadership Zone
Scalability(Clients,Talent,Financials)
Telecom Ratings
High
Low High
Full Participation by Service Providers
Partial/No Participation by Service Providers
RA Prowess (Offerings, Composition of Clients, Talent)
HCL
Intelenet
L&T Infotech
TCS
Tech Mahindra
VirtusaPolaris
Wipro
Atos
Genpact
Accenture
IBM
Capgemini

30. 30
Disclaimer
Zinnov Proprietary Confidential
In the context of Zinnov Zones for RA, we reached out to a limited set of service providers that could be potential leaders in
this space. Our set of inclusion criteria enables us to shortlist, effectively based on which service providers are invited to
participate. While we normally see significant interest in participation, sometimes a service provider may request to be
excluded from the Zinnov Zones activity if the timing of the research or circumstances within the service provider
organization makes participation difficult. If a service provider declines to participate at the beginning of a Zinnov Zones
process, it is important to know the following policies:
 Some non-participating service providers are still included in our evaluation
o As we invite only leading service providers and emerging players to participate in Zinnov Zones, if a service
provider decides not to participate, we have still included them in the final report if we think it is necessary
o Our reasoning is that Zinnov Zones without a leading service provider would project a partial picture of the market
and make it less pertinent for our clients
 The Zinnov Zones report clearly differentiates service providers that did not undergo the same rigorous evaluation as
its peers
o While our analysts have evaluated the service providers that declined to participate, the service provider’s place in
the ratings is denoted by a differentiating symbol indicating non-participation in the research process
o Their assessment is based on different inputs than those used for evaluating its peers

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