Leveraging Chile’s Strengths to become a

Preferred Location for Remote Services

Simon Bell
Director, Global Business Policy Council

April 10, 2007

Presentation Overview

 The Global Remote Services

Opportunity – and Challenge

 Assessing Chile’s Strengths and

Weaknesses

 Recommendations to Optimize Chile’s

Competitive Position

A.T. Kearney / 2007 2

The Global Remote Services Opportunity
– and Challenge

A.T. Kearney / 2007 3

A confluence of factors has, in the last 10 years, created a
whole new industry – the offshoring of services

Increasing
Talent Shortage
in Developed
Countries
Any service or
function
Global Technology- Shift from that does not require
Market Driven Manufacturing physical interaction
Liberalization Innovation to Services
& Integration and Productivity Economy
can now be
delivered remotely
from anywhere
in the world
Increasing
Talent Supply
in Developing
Countries

A.T. Kearney / 2007 4

The range of services that can be delivered remotely is
enormous
Sam
ple
Engineering & Professional
IT Services Research & Analysis
Design Services
• Application • Data mining • Engineering • Auditors
development • Information research • Design • Travel Services
• Application hosting • Knowledge • Architecture • Legal Services
• Application integration management • Graphics • Consultants
• Application devt. • Analysis & projections • Advertising • Financial Advisers
• Technical support • Modeling

Transaction Content
Contact Centers Health & Education
Processing Development
• Data entry • Internal / external • Web-design • Diagnostics
• Accounting • Inbound / outbound • Editing / translating • Clinical Trials
• Payment/receipt • Sales & marketing • Writing • Education content and
processing • Correspondence • Animation delivery
• HR management • Mailings • Art • Online Training content
• MIS and delivery
• Audio / Video

Evolution over time

A.T. Kearney / 2007 5
 Interest in offshoring is growing rapidly across all regions
and functional areas

Major companies planning on offshoring over Major companies planning on offshoring

the next three years, percent corporate activities, by function, percent

Global 79% IT Developm’t. 67%

50%
Investors 66% & Support 24%
50% 50%
Contact 38%
Centers 13%
North 87%
44%
American 73% 32%
Manufacturing
Investors 26%
62%
R&D/ 41%
25%
Engineering 15%
70%
Asian
Investors
71% 41%
Business 30%
66% Processes 14%

Logistics/ 26%
16%
76% Distribution 14%
European
61%
Investors Knowledge 24%
39% 16%
Management 11%

2005 2004 2003

Source: A.T. Kearney Foreign Direct Confidence Index, 2003-2005 A.T. Kearney / 2007 6
As a result, all segments of the offshore services market
are growing at very fast rates
Projected Global Offshore Services Market, 2005 – 2010 (US $ Bn)
CAGR
$242 billion

19 R&D/Engineering 27%

31 KPO Services 58%

59 BPO Services 25%

24 Contact Centers & 20%

Technical Support

$80 billion

109 IT Services 26%

2005 2010
Source: A.T. Kearney projections based on Gartner, IDC, Neo-IT and other sources A.T. Kearney / 2007 7
While the opportunity is vast, so is the competition

Countries actively promoting themselves as offshore services locations

UK ALL
EASTERN
IRELAND EUROPE
CANADA
AND FSU
GERMANY
FRANCE KOREA

SPAIN JAPAN
USA
PORTUGAL CHINA
PUERTO RICO
MOROCCO TUNISIA
DOMINICAN PAKISTAN TAIWAN SINGAPORE
MEXICO REPUBLIC
INDIA MALAYSIA
JAMAICA SENEGAL EGYPT PHILIPPINES
COSTA RICA INDONESIA
JORDAN
PANAMA
COLOMBIA GHANA UAE SRI VIETNAM
LANKA
ISRAEL THAILAND
LEBANON
TURKEY
FIJI

BRAZIL

MAURITIUS
URUGUAY
CHILE SOUTH AUSTRALIA
ARGENTINA AFRICA

NEW
ZEALAND

Countries covered in the A.T. Kearney Global Services Location Index

A.T. Kearney / 2007 8
 India and China in particular dominate corporate radars

Expected location of offshore functions going

overseas over the next three years

Rest of World
22%

India
UK/Ireland 42%
3%

North America
5%

Eastern Europe
11%

China
17%
To compete in this crowded market,
countries need to have a clear positioning and strategy
Source: A.T. Kearney Foreign Direct Confidence Index, 2005 A.T. Kearney / 2007 9
Assessing Chile’s Strengths and Weaknesses

A.T. Kearney / 2007 10

 Since 2001, A.T. Kearney has produced a Location Index to
assist clients in assessing potential service locations

Metrics evaluated in the A.T. Kearney Global Services Location Index

Financial Costs People Skills and Availability Business Environment

40% 30% 30%

Cumulative IT/Services
Compensation Costs 80% 40% Country Environment 60%
Experience and Skills

Infrastructure Costs 10% Labor Force Availability 20%

Country Infrastructure 20%

Educational Skills 15%

Tax and Regulatory Costs 10%
Cultural Exposure 10%
Language Skills 15%

Security of Intellectual
10%
Attrition Risk 10% Property

Source: A.T. Kearney Global Services Location Index A.T. Kearney / 2007 11
Chile has consistently ranked among the top 10 countries
in the Index
Global Services Location Index 2007
Ranks 1-25 Ranks 26-50

India 3.2 2.3 1.4 Tunisia 3.0 0.9 1.5

China 2.9 2.3 1.4 Ghana 3.3 0.9 1.3
Malaysia 2.8 1.3 2.0 Lithuania 2.6 0.8 2.0
Thailand 3.2 1.2 1.6 Sri Lanka 3.2 1.0 1.2
Brazil 2.6 1.8 1.5 Pakistan 3.2 1.0 1.1
Indonesia 3.3 1.5 1.1 South Africa 2.5 1.2 1.6
Chile 2.7 1.2 1.9 Jamaica 2.8 1.0 1.5
Philippines 3.3 1.2 1.3 Romania 2.9 0.9 1.5
Bulgaria 3.2 1.0 1.6 Costa Rica 3.0 0.9 1.4
Mexico 2.6 1.5 1.6 Canada 0.8 2.1 2.3
Singapore 1.7 1.5 2.5 Morocco 2.9 0.9 1.3
Slovakia 2.8 1.0 1.8 Russia 2.6 1.4 1.2
Egypt 3.2 1.1 1.3 Israel 2.0 1.3 1.9
Jordan 3.1 1.0 1.5 Senegal 3.2 0.8 1.1
Estonia 2.4 1.0 2.2 Germany (Tier II) 0.5 2.2 2.4
Czech 2.4 1.1 2.1 Panama 2.9 0.8 1.4
Latvia 2.6 0.9 2.0 UK (Tier II) 0.5 2.2 2.4
Poland 2.6 1.2 1.8 Spain 1.2 1.7 2.1
Vietnam 3.3 1.0 1.2 New Zealand 1.5 1.1 2.3
UAE 2.7 0.9 1.9 Australia 0.9 1.7 2.3
USA (Tier II) 0.5 2.7 2.3 Portugal 1.6 1.1 2.1
Uruguay 3.0 1.0 1.5 Ukraine 2.8 1.0 1.1
Argentina 2.9 1.3 1.3 France (Tier II) 0.5 2.1 2.3
Hungary 2.5 1.0 2.0 Turkey 2.1 1.3 1.4
Mauritius 2.8 1.0 1.6 Ireland 0.4 1.5 2.3

Country score: Financial People Environment

Source: A.T. Kearney Global Services Location Index 2007 A.T. Kearney / 2007 12
 Financial Attractiveness

Chile’s has slightly higher wages than most key regional

competitors, making it marginally less financially attractive
Assessment Criteria
Compensation Costs
GSLI Financial Attractiveness Scores 2007
 Average Wages
 Programmer Salary
 Call Center Salary
 BPO Analyst Salary Costa Rica 6.6 0.4 0.5
 Local Manager
Salary Uruguay 6.3 0.4 0.6

Infrastructure Costs Argentina 6.3 0.6 0.3

 Business airfare avg. Panama 6.4 0.3 0.5

from US/ EU/ Japan
 Rent ($/m2, class A) Jamaica 6.4 0.3 0.4
 Electricity ($/KwH,
commercial) Chile 5.6 0.4 0.6
 Telecom ($/capacity)
Brazil 6.0 0.4 0.2
Tax & Regulatory
Costs Mexico 5.7 0.4 0.5
 Total Tax Burden
 Corruption Canada 0.7 0.7 0.5
Perception Index Compensation Cost
 Currency USA (Tier II) 0.6 0.6 Infrastructure Cost
Depreciation
Tax & Regulatory Cost

Source: A.T. Kearney Global Services Location Index 2007 A.T. Kearney / 2007 13
 Financial Attractiveness

However, this is offset partially by a lower tax burden and

competitive infrastructure costs

Executive Perception of
Average Rent, Metro Areas Total Tax Rate, 2006
Tax Burden, 2006
US$/sq m, 2006 (As share of profits)(1)
(Scale 0 – 7)(2)

Chile 150-170 26.3 3.2

Argentina 125-140 116.8 4.5

Brazil 200-220 71.7 4.2

Colombia 140-160 82.8 4.6

Uruguay 110-130 27.6 3.4

Mexico 250-280 37.1 3.9

Costa Rica 210-230 83.0 3.7
Panama 160-180 52.4 3.0
Jamaica 310-340 52.3 4.4

USA (Tier II) 125-140 46.0 3.7

Canada 150-170 43.0 3.6

Notes: (1) The total tax rate measures the amount of taxes payable by a business in the second year of operation, expressed as share of profits.
(2) The overall tax burden on an enterprise, including all associated costs (tax rates plus administrative and time costs, penalties, etc.),
is estimated as share of net revenues (1=0-4%, 2=5-15%, 3=16-25%, 7=81-100%).
Source: Rent: Colliers, CB Richard Ellis; Total Tax Rate: Doing Business 2007, World Bank; Executive Perception of Tax Burden:
Global Competitiveness Report, World Economic Forum 2006 A.T. Kearney / 2007 14
 People Availability and Skills

Chile is also disadvantaged by the relatively smaller size of

its talent base and industry experience
Assessment Criteria
IT / BPO Services
Experience and Skills GSLI People Skills and Availability Scores 2007
IT/BPO Market Size
# of firms with CMM/CMMI USA (Tier II) 4.0 2.0 1.2 1.5 0.5
Level of CMM/CMMI
Integration
# COPC certified centers Canada 3.4 0.3 1.3 1.5 0.5
# ISO certified centers
Quality of Management
Schools Brazil 2.2 1.3 1.0 1.2 0.3

Labor Force Availability Mexico 1.8 0.8 1.0 1.2 0.3

Size of 15-39 population
Tertiary student enrollment Argentina 1.3 0.4 1.0 1.2 0.5

Education & Language Chile 1.2 0.1 1.0 1.2 0.4

Mathematical Literacy
Scientific Literacy Uruguay 0.4 1.1 1.2 0.6
Reading Literacy
Mean score on TOEFL
Jamaica 0.3 0.7 1.5 0.7
Attrition Risk IT/BPO industry size/quality

Attrition Risk (BPO growth Costa Rica 0.4 1.0 1.2 0.2 Laborforce Availability
less unemployment rate) Educational Skills
Language Skills
Panama 0.3 0.7 1.1 0.4
Attrition Risk

Source: A.T. Kearney Global Services Location Index 2007 A.T. Kearney / 2007 15
 People Availability and Skills

To address this, Chile is doing a good job of driving quality

certification, English skills and management education

Number of firms with Executive perception of quality

CMM/CMMI certification 2005- Mean score on TOEFL
of management schools,
2006 exam, 2004
2005 (Scale 0-7)(1)

Chile 39 236 5.5

Argentina 27 245 5.1

Brazil 71 230 4.5

Colombia n/a 221 4.6

Uruguay < 10 244 4.2

Mexico 44 230 4.7

Costa Rica < 10 233 5.1

Panama 0 223 3.3

Jamaica 0 Native English Speaking 4.4

USA (Tier II) 2,633 Native English Speaking 6.6

Canada 103 Native English Speaking 6.0

Note: (1) Scale legend: 1=schools lag far behind most other countries, 7=schools are among the best in the world.
Source: Carnegie Mellon Software Engineering Institute; Education Testing Service “Test of English as a Foreign Language”;
Global Competitiveness Report, World Economic Forum A.T. Kearney / 2007 16
 Business Environment

Chile really excels in the area of business environment

Assessment Criteria
Country Environment
(Economic & Political) GSLI Business Environment Scores 2007
• EIU Country Risk
• FDI Confidence Index rank
• Political Environment Canada 4.4 1.8 0.9 0.6
• Business Cost of Terrorism
• Regulatory Burden USA (Tier II) 4.4 1.9 0.6 0.76
• Government success in ICT
promotion
• “Ease of Doing Business” Chile 4.1 1.6 0.4 0.41

Country Infrastructure
Mexico 3.3 1.2 0.5 0.36
• Overall Quality
• Telephone/Fax Quality
• Competition in ISP Sector Uruguay 2.9 1.4 0.6 0.33
• Quality of Electricity Supply
Jamaica 2.4 1.3 1.0 0.31
Cultural Exposure
• Globalization Index
"Personal Contact" rank Brazil 2.9 1.3 0.2 0.38

Security of IP Panama 2.6 1.3 0.4 0.33 Economic/Political

Environment
• Rigor of IP protection
• Laws related to ICT Infrastructure Quality
Costa Rica 2.7 0.9 0.5 0.35
• Software piracy rates (%)
• # ISO Information security Cultural Exposure
certified centers Argentina 2.3 1.3 0.3 0.3
IP Security

Source: A.T. Kearney Global Services Location Index 2007 A.T. Kearney / 2007 17
 Business Environment

Chile offers by far the most stable business-friendly

operating environment in Latin America

EIU Overall Business Risk World Bank Labor Market Executive Perception of
2006 Rigidity, 2006 Regulatory Burden, 2006
100=high risk (lower is better) 100= Most rigid Index 1-5 (5 = lowest burden)

Chile 21 24 3.6

Argentina 54 41 2.4

Brazil 48 42 2.0

Colombia 53 27 2.8

Uruguay 40 31 2.9
Mexico 41 38 2.5
Costa Rica 40 32 2.6
Panama 40 56 2.9
Jamaica 50 4 2.6
USA (Tier II) 22 0 3.6
Canada 20 4 3.4

Source: Economist Intelligence Unit, Global Competitiveness Report, World Economic Forum; World Bank, Doing Business 2007 A.T. Kearney / 2007 18
 Business Environment

It is also by far the safest environment in Latin America

Safety Index
EIU Political Environment, 2006 Corruption Perception Index
2005
1-10 (10=good environment) 1=(very bad) – 5 (very good) 1-10 (10 = least corruption)

Chile 7.8 5 7.3

Argentina 5.8 2-3 2.9

Brazil 6.4 1-3 3.3

Colombia n/a 1-3 3.9

Uruguay 6.1 3-4 6.4

Mexico 5.9 1-5 3.3
Costa Rica 6.9 4 4.1
Panama 6.4 3-4 3.1
Jamaica 5.9 3.7
USA (Tier II) 7.9 5 7.3
Canada 8.1 5 8.5

Source: Economist Intelligence Unit, America Economía, Transparency International

A.T. Kearney / 2007 19
 Business Environment

Chile’s infrastructure is also the best in the region

Executive perception of overall Executive perception of Executive perception of

infrastructure quality phone infrastructure quality quality of electricity supply
(Scale 0 – 7)(1) 2006 (Scale 0 – 7 )(1) 2006 (Scale 0 – 7)(1) 2006

Chile 4.9 6.7 5.5

Argentina 3.6 5.8 4.3

Brazil 2.8 6.2 4.7

Colombia 2.9 5.8 5.0

Uruguay 3.8 6.4 5.4

Mexico 3.5 5.7 3.8

Costa Rica 2.6 3.2 5.2

Panama 3.6 5.6 4.8

Jamaica 3.6 5.2 4.5

USA (Tier II) 6.5 6.7 6.6

Canada 6.1 6.6 6.5

Note: (1) Perception of infrastructure in the country is 1= poorly developed and insufficient, 7= among the best in the world
Source: Global Competitiveness Report 2006, World Economic Forum
A.T. Kearney / 2007 20
Interviews with industry players inside and outside Chile
confirm broad recognition of Chile’s key strengths …
Chile’s Key Strengths Identified in Stakeholder Interviews
• Chile’s political and economic stability is widely recognized
Political and
economic stability • Long term investors, such as multinationals developing captive shared service centers,
consider this a particularly important factor

• Chile is considered the most transparent location to do business in Latin America

Transparency and
strength of • The existence and general enforcement of regulations—as in labor and arbitration—provides
confidence, compared to volatile conditions in Argentina, Colombia or even Brazil.
institutions
• As one investor said, “one can rest assured that institutions will do their job”

• Radical demands from labor and other interest groups are much lower than in peer countries
Pro-business
climate • Investors are enthusiastic about the effectiveness and efficiency of government agencies. A recent
investor indicates “visas can be obtained in weeks in Chile rather than months in other countries”

Developed • Developed telecommunications is mentioned as one of the key country’s strengths

infrastructure • Santiago offers all the amenities of a developed city and has air connections with major world hubs

• Investors recognize that Chile’s top talent pool is as strong as any in the world. Non-investors
Specialized talent mention Chile’s reputation for qualified and well educated people
availability and
stability • Unlike locations like Costa Rica, India, and China, salaries are stable, making Chile increasingly
attractive as the cost arbitrage of other locations decreases

Strong support • Recent investors note this strength more emphatically than other groups
from government • They express that the support received from Chile’s representatives “from the Ambassador to
agencies CORFO” was “professional, proactive and effective in helping us establish in Chile”

A.T. Kearney / 2007 21

… and of Chile’s key challenges
Chile’s Key Weaknesses Identified in Stakeholder Interviews
• Strongest recurring theme is the shortage of English speakers, especially at non-professional levels
Limited Depth of • There are only 10,000 graduates a year from Chile’s universities
Qualified Talent • Investors have difficulty finding talent to expand large operations, such as bilingual call centers, or
certain BPO services

• Labor costs are higher in Chile than in competing countries in the region
• Inflated salary expectations from candidates for high-value added jobs, such as research analysts
High Cost of Talent • Many recognize that the cost differential is small, after accounting for the costs of corruption,
lowered productivity due to bureaucracy, and other hidden costs in competing countries
• However, in low-value added services, such as traditional contact centers, some multinationals still
prefer to incur these risks and benefit from the cost arbitrage by locating in lower cost countries
• Investors and non-investors mention that incentive programs typically do not figure in the decision to
locate in Chile, given their small scale
Limited Incentives
(Tax, Capex, • Under current tax law, it is cumbersome and time consuming to receive reimbursement of VAT on
Training) certain exported services; however the law is currently under review
• Investors and non-investors repeat that to make Chile more cost competitive, tax, capital
expenditure and more significant training incentives could be offered

• Enforcement of intellectual property protection laws is perceived to be lax

• In the biotech sector, for example, lack of coordination between the authorities which grant new drug
IP Protection approvals and those which grant patents and trademarks in Chile, leads to the approval of
unauthorized copies of patented drugs
• SMEs express further concern given the perception of lack of political will to solve this issue

• Investors, non-investors and some SMEs concur that the country image is not clear in the
Investment international community
Promotion • A lack of sector targeting and focus causes confusion among investors
Targeting
• The strength of the country as a destination to their particular offshore service interest is unclear

A.T. Kearney / 2007 22

Recommendations to Optimize
Chile’s Competitive Position

A.T. Kearney / 2007 23

Four key themes emerge to optimize Chile’s position as a
preferred location for remote services
Key Recommendations
• Given its small size and the competitive environment, Chile can not afford
to compete in all segments of the remote services sector
1. Focus
• Chile must focus on those segments where it offers investors a clear value-
proposition

• Having identified priority sectors, more targeted promotion is required to

specific sub-segments within these sectors
2. Targeted
Promotion • This means development and distribution of more specific information on
Chile’s attributes in key target sectors, as well as prioritization of specific
regions, industries and firms to be targeted

• The most important key to success in each of the priority sectors is going to
3. Skills and be to expand the quantity and quality of the skill-base eligible to work in
Creativity the sector – English language skills, relevant graduation rates, openness
and attractiveness to foreign knowledge workers, and so on

• As this is Chile’s key competitive advantage, like Singapore, Chile must

4. Business continuously seek to optimize all aspects of its business environment,
Environment particularly areas like Intellectual property protection and information
security, infrastructure quality and costs, and regulatory efficiency

A.T. Kearney / 2007 24

1. Given relatively high costs and small size, Chile must
focus on higher value-added or more risk-sensitive sectors

Framework for Prioritizing Offshore Segments

Invest Focus Comments/Highlights

• Focus on higher value-added
KPO Biotech R&D
sectors; particularly in
IT Services industries where Chile has a
Sector Attractiveness

Shared distinctive trackrecord or skills,

Services
BPO for example:
– Agribusiness and Mining
Tech Support – Financial Services
Centers
Contact Centers – Retail and Consumer
• Emphasize low-risk, stable
environment to attract captive
shared service centers,
requiring a mix of low- and
high-level skills
• De-emphasize more cost-
sensitive and language-
De-emphasize dependent sectors such as
basic BPO and contact centers

Chile’s Potential
A.T. Kearney / 2007 25
2. Within these sectors, a very targeted approach is
required to promote Chile’s attributes
Targeted Promotion Campaign
What
• For target sectors, develop and
make readily available much
more specific information on
Chile’s key attributes:
–#/sources of relevant graduates
in relevant disciplines
–Special skill development
initiatives (university
partnerships, etc.)
–Detailed cost information
–Fringes and taxes
–Specific incentives
–Specific policy commitments
(e.g. labor laws for ICT; IP for
R&D, etc.)
–Set-up/Approval process/speed
Who
• Focus on promoting Chile as
R&D, ITO and BPO location to
industries with affinity for Chile or
existing local skill-base:
–Agribusiness and Fisheries
–Mining, Forestry,
–Retail, Consumer
–Financial Services
• Focus on countries where Chile
has FTA
• Target specific firms most likely
to be seeking a Latin America
service center in the near future
• Identify and leverage Chileno
expat connections in target firms
How
• Focus less on advertising, large
trade-shows and broad-brush
brochures; develop customized
presentations for specific firms,
laying out business case and
proposition
• Find opportunities for individual
decision-makers visit Chile – to
see for themselves the
infrastructure, stability, quality of
life, etc.
• Mobilize existing investors, local
vendors and industry
associations as ambassadors
• Look at overall Chile branding –
does not adequately convey
attributes
A.T. Kearney / 2007 26
3. In all sectors, human capital development is absolutely
critical to success
Key Areas for Improvement – Human Capital
• A critical weakness for Chile – noticeably weaker than key regional
competitors at all levels – from government and business leaders to
English technical professionals to retail and hospitality
Competency • Need multi-pronged approach – more English throughout secondary and
tertiary curriculum; study abroad opportunities; shorter immersion and
certification courses for target technical professionals, etc.

• Given small size and focus on higher value-added sectors, increasing

quantity and quality of specific technical skill-profiles will be critical
Technical • Specific profiles to be developed will depend on demands on specific
Skills companies. Key to is to ask companies what they need (as in Costa Rica,
Singapore, Ireland), encourage universities to be flexible/responsive,
provide targeted funding, develop short certification courses as well as full
degrees to fill critical gaps

• Success in higher value-added sectors like R&D and KPO depends on

ability to attract and retain creative knowledge workers. This requires not
just excellent education, but also a creative environment and culture
Innovation • Promote Chile’s quality of life and environment as a key asset
and Creativity
• Permit/encourage foreign knowledge workers to work in Chile to act as
catalysts for the development of knowledge clusters
• Stimulate arts, culture, openness sought by knowledge workers
A.T. Kearney / 2007 27
4. Finally, Chile must continuously improve its business
environment, as its key source of competitive advantage
Key Areas for Improvement – Business Environment

• While better than most in Latin America and Asia, enforcement of IPR is
IP and still perceived to be weak (particularly in pharma and bio sectors)
Information • Singapore, which also markets its safety and stability, takes proactive
Security measures to reinforce this reputation, such as sponsoring new business
continuity ISO standard, encouraging information security certification, etc.

• While better than most, investors still identify several areas where
Regulatory regulatory environment could be made more conducive to remote services
and Tax operations, e.g. R&D approval processes, more flexible labor laws for ITO
Burden and BPO operations, VAT reimbursement on exported services, double tax
treaties with other countries in region (for shared service centers), etc.

• Again, as a source of competitive advantage, quality and efficiency of

Infrastructure infrastructure has to be continuously improved
Quality and • Continued investment, liberalization and competition must be promoted to
Costs expand capacity and drive down costs of telecom, power, local transport
and international air-links

A.T. Kearney / 2007 28

 Thank you

For further information, please contact:

Simon Bell: simon.bell@atkearney.com

or

Chris Callieri: chris.callieri@atkearney.com

A.T. Kearney / 2007 29