Market Mapping report

EUROPEAN
COMMISSION
Israel
Association of
Electronics & Software
Industries
Market Mapping of the Palestinian ICT Sector
and the Opportunities for Partnerships in the Region
by Nicholas White
Consulting & Interim Management Solutions Ltd
Funded by
the British Consulate General-Jerusalem and the European Union (EU)
ICT BUSINESS DEVELOPMENT
Knowledge Based Transformation Programs
Consulting & Interim Management
Solutions Ltd (CIMS)
7 Garnet Field
Yateley, GU46 6FN
United Kingdom
Tel: +44 1252 870937
Mobile: +44 7740 105397
Mercy Corps, WB&G
Augusta Victoria, Mt of Olives
P.O. Box 49263, Jerusalem
Tel: +972 2 628 4563
Fax: +972 2 628 4474
www.mercycorps.org
w w w . o u t s o u r c e 2 p a l . c o m

Mercy Corps
Knowledge Based Transformation Programs
ICT BUSINESS DEVELOPMENT
Funded by
the British Consulate General-Jerusalem and the European Union (EU)
Market Mapping of the Palestinian ICT Sector
and the Opportunities for Partnerships in the Region
by Nicholas White
Consulting & Interim Management Solutions Ltd
November 2009

ICT Business Development Project
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Programme Partners
Mercy Corps - An international aid organization which works amid disasters, conflicts, chronic
poverty and instability to unleash the potential of people who can win against nearly impossible
odds. Since 1979, Mercy Corps has provided $1.3 billion in assistance to people in 100 nations.
Supported by headquarters in North America, Europe, and Asia, the agency's global programs
employ 3,400 staff worldwide and reach more than 14.4 million people in more than 35 countries.
Over the past five years, more than 90 percent of the agency's resources have been allocated
directly to programs that help people in need. For more information, visit www.mercycorps.org.
PITA – The Palestinian Information Technology Association of companies, a body set-up to support
and communicate the benefits of the Palestinian ICT industry. “PITA” was founded in 1999 by a
group of Palestinian entrepreneurs who wanted to create a non-government body to defend the
interests of the ICT sector. PITA has evolved as a strong organization that represents more than 80
major companies from various sub-sectors including hardware distributors, software development
firms, office automation vendors, internet service providers, telecommunications, IT consulting, IT
training and related businesses. PITA has become the basic pillar in defending the interests of the ICT
sector and the main reference on the ICT sector in Palestine.
IAESI – Israel Association of Electronics and Software Industries, a trade body set-up to represent the
Israeli software and electronics industry. The Association is comprised of about 300 companies in the
fields of electronics, telecommunications, semiconductors, medical devices, IT and software.
Membership in the Association is open to any company dealing with design of electronics and
software products having a minimum added value of 45% .Members of the Association include
private companies public companies, government-owned companies' and multi-national companies.
Maintaining Israel's Competitive Advantage IAESI strives to maintain the competitive advantage of
Israel's electronics and IT sector in the face of increasing competition from India, China and the
countries of the Former Soviet Union. The Association has set itself a target of increasing annual
sales to $35 billion, most of which will be export oriented by 2013-2015.
Intellect – The UK trade association for ICT and consumer electronics. Intellect provides a collective
voice for its members and drives connections with government and business to create a commercial
environment in which they can thrive. Intellect represents over 750 companies ranging from SMEs to
multinationals. As the hub for this community, Intellect is able to draw upon a wealth of experience
and expertise to ensure that our members are best placed to tackle challenges now and in the
future.

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Contents
Terminology ............................................................................................................................................6
Executive Summary.................................................................................................................................8
1.0 Purpose of Report...........................................................................................................................11
1.1 Background .................................................................................................................................11
1.2 Project Description......................................................................................................................11
1.3 Overview .....................................................................................................................................12
3.0 Methodology...............................................................................................................................14
3.1 Overview .....................................................................................................................................14
3.2 Market Data ................................................................................................................................14
3.3 Custom Research ........................................................................................................................15
3.3 Recommendations and Conclusions...........................................................................................15
4.0 ICT Market Overview ..................................................................................................................16
4.1 Background .................................................................................................................................16
4.2 Market Performance...................................................................................................................17
4.3 Developments in the Market......................................................................................................18
4.3.1 IT Equipment Market ...........................................................................................................18
4.3.2 Software Market ..................................................................................................................18
4.3.3 IT Services ............................................................................................................................19
4.3.4 Outsourcing..........................................................................................................................19
4.3.5 Telecommunications............................................................................................................20
4.4 Major Market Trends..................................................................................................................21
5.0 IT Outsourcing/Business Process Outsourcing ...............................................................................22
5.1 Overview of Outsourcing ............................................................................................................22
5.2 Information Technology Outsourcing.........................................................................................22
5.3 Software Development and Management Outsourcing.............................................................23
5.4 Business Process and Knowledge Process Outsourcing..............................................................23
5.5 Drivers for Outsourcing...............................................................................................................24
6.0 Regional Reviews ........................................................................................................................25
6.1 Regional Review – Europe...........................................................................................................25

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6.2 North America.............................................................................................................................26
6.2.1 Information Technology.......................................................................................................27
6.2.2 Software...............................................................................................................................27
6.2.3 Services ................................................................................................................................27
6.2.4 Communications ..................................................................................................................27
6.3 Regional Review - Middle East and North Africa ........................................................................28
7.0 Palestinian ICT Sector Findings and Capabilities.........................................................................29
7.1 Palestinian Market......................................................................................................................29
7.1.1 Market Overview .................................................................................................................29
7.1.2 Palestine Cost Advantage ....................................................................................................30
7.2 Palestinian Primary Research Results.............................................................................................31
7.2.1 Respondents ............................................................................................................................31
7.2.3 Day Rate Profile........................................................................................................................34
7.2.4 Relationships Outside of Palestine ..........................................................................................35
7.2.5 Working Outside of Palestine ..................................................................................................35
7.2.6 Conclusions ..........................................................................................................................38
7.3 Palestinian Outsourcing SWOT Analysis .....................................................................................39
7.3.1 Strengths..............................................................................................................................39
7.3.2 Weaknesses .........................................................................................................................40
7.3.3 Opportunities.......................................................................................................................41
7.3.4 Threats .................................................................................................................................42
8.0 The Israeli Market .......................................................................................................................43
8.1 Market Overview ....................................................................................................................43
8.1.1 The Competitive Landscape.................................................................................................44
8.1.2 Conclusions ..........................................................................................................................44
8.2 Israeli Primary Research Results.................................................................................................44
8.2.1 Background ..............................................................................................................................44
8.2.2 Respondents ............................................................................................................................45
8.2.3 Technology...............................................................................................................................45
8.2.4 Views on Outsourcing ..............................................................................................................48
8.2.5 Quality and Technical Requirements.......................................................................................50
8.2.6 Existing Relationships with Palestinian Companies.................................................................50
8.2.7 Conclusions from the Israeli Research.....................................................................................50

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9.0 Conclusions and Recommendations...........................................................................................51
9.1 Opportunities for Palestinian ICT................................................................................................51
10.0 Recommendations........................................................................................................................52
10.1 Regional Outsourcing Strategy .................................................................................................52
10.2 Market Segmentation ...............................................................................................................52
10.3 Supporting Change....................................................................................................................53
10.4 Development Map ....................................................................................................................54
10.5 Key Opportunity Areas..............................................................................................................56
10.6 Building Future Resources ........................................................................................................58
10.7 Regional Industry Communications..........................................................................................58
10.8 Developing International Business Strategies ..........................................................................58
10.9 Marketing Operations .........................................................................................................59
10.10 Sales Operations .....................................................................................................................59
11.0 Recommended Follow-up Activity ......................................................................................59
11.1 Using This Report ......................................................................................................................60
AppendicesAppendix I ..........................................................................................................................61
Appendix I .............................................................................................................................................62
Market Drivers ..................................................................................................................................62
Drivers for IT Spending......................................................................................................................62
Business.............................................................................................................................................62
Public Sector .....................................................................................................................................62
Consumer..........................................................................................................................................63
Appendix II ............................................................................................................................................64
Asia....................................................................................................................................................64
Appendix III ...........................................................................................................................................65
Palestinian Market FBI Analysis ............................................................................................................65
Appendix IV...........................................................................................................................................68
Acknowledgements...............................................................................................................................68

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Terminology
Set out below are references to the main terms used in this report:
ADSL – Short for asymmetric digital subscriber line, it is a type of broadband that uses copper in the
network, (as opposed to Cable which used fibre optic cables). ADSL is usually linked to the traditional
telephone network and the copper cable run into properties by the telephone companies.
Broadband – A data transmission method that carries a wide range of frequencies along one a
single medium (wire). Used to describe the way the Internet is delivered to users; it can be fixed line
or wireless.
Business to Business (B2B) – Commercial transactions carried out between businesses.
Business to Consumer (B2C) – Commercial transactions carried out between businesses and
consumers.
Business Process Outsourcing – Outsourcing of specific business process and includes payroll,
account payable/receivable, more complex areas such as HR or industry specific processes. In the
context of ICT it is usually linked to electronic communications methods.
Cloud Computing – A type of computing, comparable to grid computing that relies on sharing
computing resources rather than having local servers or personal devices to handle applications.
End User – The final or ultimate user of a computer system. The end user is the individual who uses
the product after it has been fully developed and marketed. Can refer to an individual person or an
organisation.
ERP Systems –A business management system that integrates all facets of the business, including
planning, finance, manufacturing, sales, and marketing. As the ERP methodology has become more
popular, software applications have emerged to help business managers implement ERP in business
activities such as inventory control, order tracking, customer service, finance and human resources.
IAESI – Israel Association of Electronics and software Industries, a trade body set-up to represent the
software and electronics industry in Israel.
ICT – Short for Information and Communications Technology, it is the study or business of
developing and using technology to process information and aid communications It encompasses
computer hardware and software, computer services, network equipment and services, public and
private fixed and mobile telecommunications and appropriate equipment and many aspect of
semiconductor design and manufacture.
ICT Security –Includes protection of information and property from theft, corruption, or natural
disaster, while allowing the information and property to remain accessible and productive to its
intended users. The terms computer system security, means the collective processes and
mechanisms by which sensitive and valuable information and services are protected from

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publication, tampering or collapse by unauthorized activities or untrustworthy individuals and
unplanned events respectively.
Intellect – The UK trade association for ICT and consumer electronics.
IP – Intellectual Property, the “soft” property of organisations that is owned by them and over which
they have property rights over. Examples include software code, blue prints, processes, circuit
designs.
IP Protocols – The network framework used to deliver Internet services.
Legacy Systems – In computing terms, the word legacy is used to describe outdated or obsolete
technology . Legacy Systems continues to be used, typically because it still functions for the users'
needs, and is difficult or costly to replace.
Off-shoring – A term used when outsourcing is undertaken in a different country to that where the
customer is located.
Outsourcing – To seek resources outside of an organisational structure, usually to save money
and/or exploit the skills of another entity. Typically used in terms of the business world, outsourcing
often entails an enterprise using another company, such as a consultancy or application service
provider, to provide a service that the enterprise can provide for itself, yet it is cheaper to utilise a
third-party’s resources. Term covers a wide range of services across the ICT industry including
Business Process Outsourcing (BPO). Examples include third party developing software, providing
help desk support, hosting of computer applications and data, developing applications, testing, and
quality control.
PITA – The Palestinian Information Technology Association, a body set-up to support and
communicate the benefits of the Palestinian ICT industry.
Public Sector –Part of the state (government) that deals with the delivery of goods and services by
and for the government, whether national, regional or local/municipal.
Thin Client – A user device, usually a terminal or a pc, where the operating resources, such as
memory, storage and processing, sit on the network rather than in the machine.
Web 3.0 - The Semantic Web is an evolving development of the World Wide Web in which the
meaning (semantics) of information and services on the web is defined, making it possible for the
web to understand and satisfy the requests of people and machines to use the web content. It
derives from World Wide Web Consortium director Sir Tim Berners-Lee's vision of the Web as a
universal medium for data, information, and knowledge exchange. It potentially unlocks a massive
amount of information through the use of complex search requests.
Main terminology sources from Wikipedia and Webopedia

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Executive Summary
The ICT Business Development Programme’s primary objective is to aid the development of
commercial co-operation between the ICT industries of Palestine and external markets, particularly
Israel. Additionally, opportunities in the Middle East, North Africa (MENA), and Europe have been
considered.
In the context of the world market, the Palestinian ICT sector is extremely small but has a number of
attributes which indicate a potential opportunity for supplying ICT services and solutions. The Israeli
market is significantly larger, representing the second highest concentration of technology companies in
the world, and has the reputation of being at the forefront of technology development. Many of the
world’s largest ICT companies have Research and Development (R&D) facilities in Israel, including IBM,
Intel, Cisco, HP and Google. Moreover, there are also indigenous ICT software and services companies,
along with a large number of smaller hi-tech companies. The research carried out for this report indicates
areas of overlap and opportunities for commercial partnerships.
Previous research carried out in the region identified software-based services as providing the best
opportunities for commercial partnerships and early stages of this programme confirm these
findings. The research carried out for this project, therefore, focussed on software and electronic
design outsourcing services. It involves both qualitative and quantitative elements within both
Palestinian and Israeli ICT companies, supported by desk research on the overall ICT industry trends
and developments.
The outsourcing market is not only interesting in its opportunities for cooperation, but also in taking
advantage of a dynamic growing market worldwide. It showed robustness during the recession and
is forecast to grow strongly in the future. The EITO forecast for ICT services market worldwide is
€485bn with a growth rate, even during the recession, of about 3%.
The outsourcing market is divided into three areas; Information Technology Outsourcing (ITO),
focussing on services that otherwise would be performed by an ICT unit of an organisation; Software
Development and Management, the development or management of different aspects of software
for another organisation; Business Process Outsourcing, (BPO), the outsourcing of an organisation’s
business processes encompassing Knowledge Process Outsourcing, outsourcing processes that
require a higher level set of skills.
Analysing the overall market opportunities and findings from the research, it has been concluded
that software outsourcing and elements of the BPO market are of specific interest when considering
commercial partnerships. The reasoning for this is that:
• Software and BPO services are delivered through electronic communication, thus providing a
borderless environment for the work to take place, and are not inhibited by restrictions on
movement and access for people or physical products. Projects and interactions can be
managed using electronic communications therefore reducing the need for travel;
• The research found that Israeli companies show a high propensity to outsource elements of
their software activities;

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• The technology matching between Palestine and Israel is close, with development work
taking place on similar software platforms using the same software languages;
• Palestine has a number of advantages in the software and electronic development area;
primarily it is a low-cost area with charge-out rates about 70% lower than those in Israel and
over 75% lower than Europe and North America;
• Palestinian companies also have the advantage of location, language skills and cultural
awareness of Israel, Europe, MENA and North America, when compared with India and
other parts of Asia.
There are also some constraints that require mitigation, whether considering business partnerships
with companies in Israel or other countries:
• The primary constraint is the perception of chronic insecurity and instability of the West
Bank and Gaza. The recent conflict in Gaza has exacerbated the problem even though the
West Bank remains more stable;
• The relative isolation of Palestinians living in the West Bank and Gaza results in limited
exposure to the competitive pressures of the rest of the world. This has left a legacy of
companies not accustomed to high levels of competition that lack experienced people to sell
outsourcing services on the world market;
• The isolation has also meant that companies have lagged behind in meeting international
standards and process accreditations, often required before a company will be considered
for a contract.
The research demonstrates that the opportunity exists for Palestine to expand its outsourcing
services dramatically through increased deal-flow from Israel and other countries around the world.
Already, there are significant developments which are starting to overcome these issues, not least in
companies like Intel, Cisco and others, undertaking development projects in Palestine, managed by
their local Israel-based offices and a number of Palestinian companies already working for customers
in MENA, Europe and North America.
In order to exploit these opportunities and to catalyze new business partnerships with international
companies the programme partners have generated the following recommendations:
• Palestinian ICT companies and industry, through organisations like the Palestinian
Information Technology Association of Companies (PITA), need to clearly position
themselves in the international market, leveraging the relative cost advantages along with
technological capabilities and other positive attributes. Marketing messages should be
communicated at an industry level, and the Palestinian Outsourcing Web Site is a first stage
in this process. Individual companies need to do the same;
• International commercial skills need to be further developed, with a particular focus on
marketing and sales. This not only involves training but close examination of market trends
from which services can be developed and targeted at identified prospects;
• The market mapping exercise completed as part of this project should be used to identify
specific Israeli companies which are predisposed to partnering with and outsourcing to
Palestinian counterparts;
• Further development and improvement of technical quality and process accreditations
needs to be undertaken, along the lines of the Palestine Enterprise Development assessment

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undertaken by David Ross in 2008. This will increase the attractiveness of companies to
potential international customers;
• Companies need to leverage existing international projects through the publication of case
studies and reference accounts in order to start to create a dialogue with management in
other prospect organisations. This includes “educating” prospects on the benefits of working
with Palestinian companies through sales and marketing techniques;
• Additionally Palestinian companies should explore the opportunities of partnering with or
sub-contracting to existing global outsourcing companies. This would be attractive to them
as they can sub-contract the lower value activities leaving them the opportunity to move up
the value chain. It would provide Palestinian companies with increased business and broader
exposure to international quality standards and best practice business processes of these
large organisations.
Overall success in developing Palestinian outsourcing business, working more closely with Israeli
companies and developing broader geographical business will be of significant benefit to the
Palestinian economy. It will change the current shape of the industry by enabling the augmentation
and evolution of larger companies, and as a result scale up significantly and manage their way up the
value chain as well.

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1.0 Purpose of Report
1.1 Background
Mercy Corps was awarded a grant by the European Union in 2008 to implement an Information and
Communications Technology Business Development Project (ICT BDP) through the Partnership for
Peace funding instrument. The European Union investment in this project is supplemented by a
grant from the British Government Global Conflict Prevention Pool (GCPP) entitled, Investing in
Peace through ICT Business Cooperation and Capacity Building. These two projects form the
foundation for Mercy Corps' ICT Business Development Programme, which aims to catalyze the
expansion of the Palestinian knowledge economy through strategic investment in the ICT sector.
These two projects intend to support this overall objective through fulfilment of two primary aims:
1) solidify market linkages between Palestinian, Israeli and European ICT businesses; 2) facilitate
concrete business partnerships and technical capacity transfer from Israel and Europe to Palestinian
ICT professionals and companies in support of the economic development in the West Bank and
Gaza as a means for supporting future prospects for peace. Mercy Corps works with a broad base of
local and international partners in the ICT Business Development Programme toward achievement
of these objectives. Partner organizations include: the Palestinian Information Technology
Association of Companies (PITA), the Israel Association of Electronics and Software Industries (IAESI),
Intellect, and the Palestinian Information Communication Technology Incubator (PICTI).
This report aims to highlight opportunities for increased international business for Palestinian ICT
companies with a focus on results of research carried out by Intellect, with support from Mercy
Corps, PITA and IAESI, in addition to participation of nearly 200 Palestinian and Israeli ICT companies.
The research conducted examines the intersection of Palestinian ICT sector capabilities with
demands for outsourcing support by technology companies in Israel and further afield with an aim to
identify means by which to expand the Palestinian ICT service export market. The report includes
recommendations on implementing this expansion in line with the other aims of the project, while
bearing in mind the state of the world Information and Communication Technology (ICT)
marketplace, based on published information, as well as the very real obstacles and challenges
driven by the regional political situation which constrain or limit willingness on both the Palestinian
and Israeli sides to establish business partnerships.
1.2 Project Description
The ICT BD Programme aims at achieving the following results:
• Palestinian and Israeli ICT business partnerships, niche areas of cooperation and third party
investment prospects are identified, promoted, and developed;
• Joint business opportunities highlight Palestinian-Israeli cross-border cooperation through
linkages with private sector counterparts; and
• Opportunities for Palestinian business co-operation with other regions of the world,
specifically MENA, Europe and North America, are explored.

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1.3 Overview
The private sector remains one of the few venues where dialogue and cooperation between Israeli
and Palestinian institutions is currently feasible. Despite complementary capacities, Palestinian and
Israeli ICT companies lack sufficient data and facilitated networking opportunities to support
initiation of profitable partnerships. In preparation for the full market mapping assessment, Mercy
Corps spoke at length with both PITA and IAESI representatives about the challenges to cross border
cooperation, and with PITA about barriers for its members’ full participation in the global ICT
market. Both groups reported low levels of information about one another’s markets and offerings.
PITA reported that Israeli companies are not aware of the capacities of the Palestinian ICT sector,
and Palestinian businesses are not aware of how to be responsive to the Israeli market in concrete
terms.
Numerous policymakers and civil society actors worldwide have agreed that sustained Palestinian
economic growth will be a critical prerequisite for any sustained push for peace between Israelis and
Palestinians. Mercy Corps spoke with a number of Palestinian ICT professionals representing ICT
companies who reported three key factors that inhibit their ability to enter mutually beneficial
partnerships with Israeli ICT companies:
• Data is lacking about complementary, niche ICT sub-sectors in Israel and direct relationships
with Israeli corporations to facilitate partnership discussions;
• Ability to successfully package and market Palestinian ICT products and services through
marketing strategies; and
• Advanced technical and entrepreneurial skills training for young ICT professionals in addition
to quality certification for Palestinian ICT companies.
The Israeli ICT sector is amongst the strongest in the world, but it has thus far only skimmed the
surface of the potential opportunities for ICT business partnerships with Palestinian companies.
These opportunities include the availability of proximate, low-cost, skilled labour, low employee
attrition rates, as well as relative cultural similarity between Israelis and Palestinians. In addition to
political and trade challenges stemming from security concerns, Israeli ICT leaders cite the following
reasons for the low current level of Israeli interest in ICT partnership with Palestinian companies:
• The perception that previous partnership attempts failed due to gaps in advanced ICT and
management skills among Palestinian companies;
• The perception of insecurity in the West Bank and Gaza, concerns over trustworthiness of
Palestinian programmers, and overall perceived risks of investing in Palestine under these
conditions;
• Lack of information about the strengths and capabilities offered by the Palestinian ICT
sector, and the opportunity that it represents;
While the obstacles to bringing Palestinian and Israeli institutions together are admittedly great,
Mercy Corps’ research with its partners has highlighted a general predisposition of many companies
on both sides to the establishment of cross-border partnerships, and has identified numerous

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possibilities for cooperation, which, if capitalized upon, will promote greater economic stability in
Palestine and thus increase prospects for peace. For instance, while the West Bank may lack some
comparative advantages in the ICT sector, it does share the same time zone, tax laws and internet
providers with Israel, thus making it competitive in these ways than more distant and more costly
labour and knowledge pools including India. The West Bank has a large number of unemployed ICT
sector engineers, with, on average, 2,000 graduating annually, while the Israeli market has a
significant demand for skilled engineers. Moreover, the two societies have a history of continuing
trade even during the most politically unstable times.
Overall, Mercy Corps' knowledge-based economic development programme aims to promote focus
within the overall economy on technology and service sector expansion and employment as an
alternative to conventional thinking about growth models which place more emphasis on
agriculture, light manufacturing, textiles and other low skill sectors. Through growth of the ICT
sector, with an emphasis on software and business process outsourcing, the overall Palestinian
economy will become more insulated against often dramatic shocks, resulting from regional
geopolitical instability. Beyond the research in the report which focuses specifically on the
opportunity presented by cross-border partnerships with the Israeli ICT industry, Mercy Corps also
carried out market analysis and provides recommendations for Palestinian ICT market growth
through increased linkages to ICT industry in Europe and Middle East and North Africa (MENA).

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3.0 Methodology
3.1 Overview
This report is divided into four sections; Market Overview, Custom Research Results, Conclusions
and Recommendations.
The report development involved three phases of work that linked closely to the overall mapping
exercise. The first was the collection and analysis of published market data that was used to provide
the market backdrop and insights into the three regions analysed and the background for the
Palestinian and Israeli markets. The second was the primary research stage; this had a number of
sub-phases, qualitative research and web-based quantitative research in each country. The
information was analysed and is included in the report. The data contained was processed into a
spreadsheet database to form the actual mapping data. The last stage comprised the analysis of all
the available information and the conclusions and recommendations. Throughout the research and
analysis periods the market knowledge of both Intellect and Consulting and Interim Management
Solutions Ltd (CIMS) were used to draw informed conclusions.
This information was then used to develop conclusions and recommendations that focus on the
overall project aims:
• Support the creation of Palestinian and Israeli ICT business partnerships, niche areas of
cooperation and third-party investment opportunities that can be identified, promoted, and
developed;
• Provide a framework for developing specific joint business opportunities focusing on
Palestinian-Israeli cross-border cooperation through linkages with private sector
counterparts;
• Exploring the opportunities for Palestinian business cooperation with other regions of the
world.
3.2 Market Data
The main source of market data and information for this report is the European Information
Technology Observatory (EITO). In July 2009, EITO produced a detailed report to provide a view on
the recession’s impact on the global ICT market. Intellect is a preferred partner organisation of EITO,
and in most cases the numbers and forecasts in this report have been extracted from that 2009
report, thus providing continuity throughout the report in terms of type and presentation of data.
Where pertinent forecasts were not available for this report, and where additional information or
market views were required, other data and information sources were used. Other sources include:
AT Kearny, PITA, Palestine Information and Communications Technology Incubator (PICTI), Gartner,
RNOS Industry Research Solutions, Business Monitor International, KPMG.
The geographical regions investigated are MENA (with detailed analysis of Palestine and Israel),
Europe and North America. These were discussed and chosen in line with the objectives of the
project and based upon discussion with the Palestinian companies that identified these as markets
with the highest potential. Subsequent research by CIMS confirmed this.

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3.3 Custom Research
Consulting & Interim Management Solutions Ltd (CIMS) carried out the research on behalf of
Intellect, the UK trade association for ICT and consumer electronics. CIMS conducted the research in
two phases:
• Phase one looked at the Palestinian market with data collected from a quantitative study of
companies operating in the ICT market and qualitative research undertaken during one to
one meetings with senior management of 15 companies. Additional meetings were held
with PITA and PICTI personnel. The quantitative research utilized a web-based survey of
PITA member ICT companies in both the West Bank and Gaza and yielded 45 complete
responses. Qualitative research meetings were held in the West Bank between CIMS and
senior management of major ICT organisations, along with video conferences with 5 Gaza-
based companies. Additionally there were meetings with the Palestinian Authority minister
responsible for the technology sector and people of influence in both London and in
Ramallah;
• Phase two was conducted primarily through a web based survey of Israeli ICT companies.
The company sample was provided by IAESI and supplemented by a number of companies
outside of the IAESI sample. CIMS received and analysed 146 responses. Prior to the
quantitative study a number of qualitative meetings were held to get a range of views on the
industry and on prospects for Israeli-Palestinian business cooperation. These were
conducted with industry experts, venture capitalists and other sector stakeholders;
3.3 Recommendations and Conclusions
CIMS analysed information gathered from multiple sources in consultation with Intellect and Mercy
Corps. A SWOT analysis, (Strengths, Weaknesses, Opportunities and Threats) was applied to help
draw conclusions on the following:
• The current state of the ICT market world-wide and the key trends which will influence
outsourcing over the short to medium term;
• The current position of the Palestinian ICT market and the strengths and weaknesses of the
industry to supply technology outsourcing services;
• The needs and opportunities presented by the Israeli ICT market for outsourcing in general
and outsourcing to Palestine specifically;
• The activities that need to be undertaken to stimulate cooperation and mutually beneficial
partnerships between Palestinian ICT organisations and their counterparts in Israel and abroad.
CIMS and Intellect then developed the recommendations by matching the current position of the
Palestinian outsourcing capabilities to the goal of increased business with Israel, MENA, and Europe.
The outputs of the SWOT were used to develop a set of recommendations for increasing cross-
border partnerships and stimulating the growth of the Palestinian ICT sector.
Recommendations are directed toward various ICT sector stakeholders, including:
• Palestinian companies wishing to gain international business;
• Israeli and international organisations looking to outsource services;
• The Palestinian ICT industry representatives;
• The Palestinian National Authority;
• Donors and Mercy Corps

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4.0 ICT Market Overview
4.1 Background
In today’s ICT market traditional sectors are blurring and becoming increasingly inter-dependent,
impacting nearly every area of the ICT market. For instance, the growth of the Internet and IP
networks are changing voice and data communications, delivery of software applications, sales and
distribution channels and providing social networking tools. Thus, these changes are not only
impacting the technology but the way it is used and what it is used for.
These developments can move rapidly, creating social fashions - Facebook and Twitter are two
examples. Other more complex and costly developments tend to take several years to become
mainstream, “Cloud Computing” is likely to be a good example. It will take both the ICT industry and
end users time to assimilate this model.
At this point it is worth discussing Cloud Computing in more detail, as it is potentially a significant
model change in the way ICT is delivered. Cloud Computing is the term given to a fundamental
change in the way computing resources, applications and data will be accessed. A definition
provided by National Institute of Standards and Technology (NIST) is:
Cloud computing is a model for enabling convenient, on-demand network
access to a shared pool of configurable computing resources (e.g., networks,
servers, storage, applications, and services) that can be rapidly provisioned
and released with minimal management effort or service provider interaction.
This cloud model promotes availability and is composed of seven essential
characteristics, three delivery models, and four deployment models.
• Delivery Models
o Software as a Service (SaaS)
o Platform as a Service (PaaS)
o Infrastructure as a Service (IaaS)
• Deployment Models
o Private Cloud
o Community Cloud
o Public Cloud
o Hybrid Cloud
In other words resources will reside on the network, be it hardware, software or services and the
end users will be able to call on these resources as required on a pay-for-use basis. This has the
potential to simplify many aspects of organisations’ ICT systems, lower expenditure whilst changing
the way ICT functions.
The constant change of the ICT market is contrasted by more established areas of the industry.
These are based on existing ICT systems and communications built around established technologies
and previous major investments. They tend to take a long time to change due to cost and need for
business process change. Examples are traditional telephony, major Enterprise Resource Planning
(ERP) systems and vertical specific applications, where considerable sums of money have been spent
on implementing. However, even these established areas need resources; management,
development, and increasingly, integration with other newer areas of technology, all providing
product and service opportunities that are mostly software based.

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4.2 Market Performance
Overall the worldwide ICT market has continued to show growth over the last five full years. Since
then, the 2008 global economic turmoil has clouded the picture and changes of focus have taken
place, such as the end user focus on cost reduction; but the detail is yet to be understood. Forecasts
for 2009 still show growth, if somewhat subdued. (EITO, Worldwide Report July 2009)
Table 1: World-wide ICT Market Size (€bn)
ICT Market
World
2006 2007 2008 2009
Forecast
06/07 07/08 08/09
Forecast
Total ICT 2102.7 2244.5 2353.1 2437.1 6.7% 4.8% 3.6%
Total IT 862.1 918.1 960.2 984.3 6.5% 4.6% 2.5%
IT Equipment 281.0 295.6 306.0 310.5 5.2% 3.5% 1.5%
Software 160.7 172.9 182.8 189.0 7.6% 5.7% 3.4%
IT Services 420.5 449.6 471.4 484.7 6.9% 4.9% 2.8%
Total
Telecom
1240.6 1326.4 1392.9 1452.8 6.9% 5.0% 4.7%
Telecom End
User Equip
117.1 130.1 137.3 145.1 11.1% 5.5% 5.9%
Network
Equip
121.4 127.2 132.5 135.3 4.8% 4.2% 2.0%
Carrier
Services
1002.1 1069.0 1123.1 1172.4 6.7% 5.1% 4.4%
Figures shown here are in billions of Euros. Source EITO July 2009
Overall, the market worldwide is forecast to grow by 3.6%, but the individual growth rates across the
major sectors differ. Telecommunications are holding up the best, driven by carrier services, which
includes broadband and wireless services. Growth in both software and services is forecast to slow,
but still shows reasonable increases. Hidden in the figures are elements of regional shift with
emerging markets growing faster, albeit off a lower base.
The relative market sizes of the main geographical regions are:
Table 2: Regional ICT Market Sizes (€bn)
2008 Value 2008 % Split Trend
Europe 748.5 31% >
US 744.9 32% >
Rest of world 859.7 37% >
Figures shown are in billions of Euros. Source EITO July 2009
Thus, Europe is the largest sector, followed by the United States and then the rest of the world. This
situation will change with the continued growth of China and India included in the “rest of the
world”.
The implications are that ICT companies will be:

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• Looking for growth in these emerging areas, which includes MENA, opening up opportunities
for services and software development;
• Exploiting the new technologies in established markets by attempting to move existing
customers to new ICT technologies and business models, driving up the requirement for
development and integration services and tools; and
• Seeking to reduce cost on both new developments and in the management of existing ones
to try to protect margins and get the best returns on investments.
4.3 Developments in the Market
Each of the market sectors has its own drivers for change, including sales demand, new and
developing technologies, intermediation of technologies (for instance the replacement of traditional
land line calls by mobile and increasingly Internet Protocol (IP) network calls) and the increasing
demand for information.
4.3.1 IT Equipment Market
Overall ICT equipment is a sector under pressure with the drive for cost reductions, which is creating
change:
• Servers: There is a current trend to server consolidation whereby increased server utilisation
is reducing overall demand for new units. This trend is driven by cost savings and
environmental issues, including reducing overall power consumption and usage of space by
increasing the utilisation of existing resources. New products such as virtualisation tools are
being introduced which both aid consolidation and reduce energy usage to try to stimulate
the market;
• PCs and Laptops: The recession has led to many organisations putting on hold planned
upgrade programs making existing machines run longer. This trend will diminish at some
point, as organisations are forced into a new replacement cycle. Laptops have been under
price pressure, especially in the consumer sector, and the previous premiums enjoyed may
not return; and
• Data Storage: This is the major growth area in equipment, driven by the relentless demand
for more storage from both the business and consumer sectors on the back of increased
regulation in the internet.
4.3.2 Software Market
The software market is undergoing a significant change, stimulated by factors including Internet
Protocol networks, Open Systems, SaaS delivery models and demand for business/ICT alignment.
The key trends are:
• Commoditization: Software markets are increasingly driven by Open Systems and the
internet. These provide users with a lower cost base driven by both lower purchase costs
and easier integration than proprietary systems. This is driving new low cost providers into
the market;
• Intermediation: Software is increasing its independence from hardware and software
platforms. It can be integrated more easily creating more appropriate applications which
replace the existing ones;
• Collaboration and Mutualisation: ICT is increasingly shared, whether from hosting and
virtualisation services or through modularisation of software to create re-use;

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• Business Process Support: The continuation of IT/business alignment and the moving up the
value chain by meeting business needs and giving control to business users;
• Internet-based Interfaces: This is a growing trend of providing software applications and
even operating systems through the Internet. Cloud Computing refers to this; the
applications exist in the network, not on each computer as happens today. Another common
term is Software as a Service (SaaS), where the software owner supplies the application
through the network, usually the web, with a license that is “on demand”. This method of
delivery will fundamentally change the way traditional software companies operate and will
radically change their existing business models. One of the most well known companies
operating in this way is Salesforce.com, delivering a full Customer Relationship Management
(CRM) system on demand that is accessible at any approved computer.
4.3.3 IT Services
Services are under pressure, though the market has still grown. Many services are locked in and any
changes take time to filter through the system and as they do suppliers’ margins are likely to be put
severely under pressure.
Conversely, service is where a lot of vendor companies want to be as their traditional businesses
commoditise and they see services as a way of retaining customers and increasing revenues. This
move is underlined by some large acquisitions recently, such as the HP purchase of EDS Corp and
Dell’s purchase of Perot Systems Corporation.
The main trends in services are:
• Continued pressure on supplier prices and margins, with the most pressure on the lower
level services;
• Suppliers seeking to move up the value chain to supply higher value and margin services,
• Increased use of multi-contract services, choosing Best of Breed supply either by end users
directly or by service providers;
• Further consolidation in the market; and
• Pressure on Business Process Outsourcing suppliers who face low prices, changes caused by
innovation and lack of growth. Gartner, the analyst firm, expects one in four BPO suppliers
to disappear by 2012.
4.3.4 Outsourcing
India remains the number one outsourcing location, though outsourcing is undertaken in an ever
increasing number of locations; a recent AT Kearny ranking of the top destinations (2009 Global
Services Location Index, or GLSI) puts the top three as India, China and Malaysia.
However, the index has identified recent changes. The economic crisis and the weakening of the
dollar have negatively impacted Central and Eastern European outsourcing, which were positioned
as Western European outsourcing hubs. These countries have fallen off the index, underlining the
fact that cost is still a huge factor. Southeast Asia scored well as did the Middle East, with Egypt and
Jordan making it into the top ten for the first time. Tunisia and Morocco also improved their
position, built upon their large, well educated population in close proximity to Europe.

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The report also points out that India is not only a competitor but also an enabler to industry growth
in other regions as Indian companies increase their global footprint and help clients get multi-region
support.
4.3.5 Telecommunications
Changes here are being driven by the internet and IP protocols. Traditional communications were
based upon voice and data networks dominated by large companies, often in the public sector and
built around large networks. IP networks have changed this by providing voice and data
communications at a much lower cost especially where heavy security is not a fundamental issue.
Details of general market drivers in the ICT Industry are provided in Appendix 1.

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4.4 Major Market Trends
Major market trends which will impact the market for software and services are detailed in Figure 1.
Figure 1 - Major Market Trends
Trend Description
Trend 1 Software as a Service and Cloud Computing, are forcing software providers into changing
their business models. Revenues for these services come from usage and therefore the
income profile moves from upfront licensing and yearly maintenance to a more irregular pay-
for-use model. This will challenge software providers in many ways: new billing models, new
support models, new R&D models, new upgrade and version control models.
Trend 2 The continued growth of the Internet in terms of its coverage, speed and sophistication.
Broadband coverage is growing based on fixed line, cable and broadband wireless
communications; speed is increasing leading to new services becoming viable and Web 2.0
has transformed the applications and services (transactional, social media, entertainment
services, etc.); Web 3.0 could well do the same for information access.
Trend 3 End users drive to reduce cost of their ICT systems. The trend is a result of pressure on costs
both in terms of cost reductions on existing process and ICT infrastructure as well as for new
ICT investments.
Trend 4 New business models build around developing technology. These are impacting both
applications and delivery mechanisms. For instance, smart phones will continue to encroach
on the PC space and thin clients will become more practical through web services. Google is a
good example creating a business out of other peoples’ information and changing the media
world in the process.
Trend 5 The public sector is looking to reduce cost or streamline services in order to save money as
pressure rises on public sector borrowing, especially in the UK and USA.
Trend 6 Growth in regulatory requirements is being driven by current the financial crisis,
environmental regulations, legal changes, health and safety, employment law and other
privacy and public interest considerations. ICT solutions are being used to manage these,
driving systems and services.
Trend 7 There is an increased need for security of systems, both physical and electronic, protecting
from physical harm, such as flood or acts of war, as well as information security to protect
from viruses, fraud or IP theft.
Trend 8 Server consolidation and virtualisation, whereby organisations are reducing the number of servers and
consolidating applications to increase utilisation of existing resources. Virtualisation covers a number
of areas and essentially allows resources in the network to be used as a virtual form, for instance
memory doesn’t need to sit on one server if it can be accessed from the network. This is both a cost
saving methodandvery much a Green Initiative, utilisingresources which are currently redundant.
Trend 9 Data Storage growth is driven by the increased need to analyse and keep data, driven by regulation
and expanded use of data analysis, as well as Internet applications driving morestorage requirements.
Trend 10 Telecommunication is characterised by fixed line price reductions driven by competition and
regulation. Operators therefore need to increase usage and compete against mobile operators.
Trend 11 Increase in the use of mobile application and data across the wireless network driven by the
growth of wireless broadband and smart phone usage.
Trend 12 Global sourcing growth, the Indian outsourcing model has been emulated in many countries,
creating both increased competition as well as new services. Two major services are: “Follow the
Sun” services, where 24 hour development work is carried out in multiple locations around the
globe; right sourcing, the use of a network of outsourcing partners each having a particular required
skill set.

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5.0 IT Outsourcing/Business Process Outsourcing
5.1 Overview of Outsourcing
Outsourcing refers to organisations subcontracting services to a third-party company, something
that companies have been doing for decades. ICT outsourcing is a term that appeared in the 1980’s
and over the last 20 years has grown into a massive market, dictated by organisations’ commercial
needs and fuelled by vastly improved methods of electronic communications allowing ICT services to
be carried anywhere there was network access.
The decision of whether to outsource or undertake a task in-house is often based upon a
combination of considerations: achieving a lower production cost, making better use of available
resources, focusing energy on an organisation’s core competencies, or simply making more efficient
use of labour, capital, information technology or land resources.
There are four basic types of technology for offshore outsourcing:
• ITO - Information Technology Outsourcing: The hire of the services of another company to
manage all or parts of the services that otherwise would be performed by an IT unit of the
organisation.
• SDM - Software development and management: Commissioning the development or
management of a software application to another organisation, usually a company that
specializes in the development of this type of application.
• BPO - Business Process Outsourcing: The outsourcing of an organisation’s business
processes, which includes activities such as running call centres, processing insurance claims
and human resources management. It uses ICT to enable the service in terms of applications,
communication and information sharing.
• KPO - Knowledge Process Outsourcing: Outsourcing processes that require a higher
specialised skill set such as reading X-Rays or performing investment research on stocks and
bonds. KPO tends to be an extension of BPO and is the objective of many outsourcing
suppliers as it provides more added value, therefore attracting better margins.
It should be noted that to some extent these terms are interchangeable depending upon the source.
5.2 Information Technology Outsourcing
ITO refers to the situation when an organisation buys in the services of a Third party to manage all or
parts of the functions usually rendered by the IT department. This covers a wide range of services
including:
• Server management and resourcing;
• Data management and security services;
• Network management;
• Desktop support and management; and
• Help desk services.

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5.3 Software Development and Management Outsourcing
Software firms face competitive pressures to bring out new applications and services, to continually
improve existing products and to reduce the cost of product management. As such, the pressures on
the software development department are increasing. In order to alleviate the pressure, firms have
to either increase budgets or find ways to utilise the resources in a more productive way. Many
organisations view outsourcing as a solution to increasing software development productivity and
lowering the cost of software management.
The key drivers for outsourcing are emerging mass markets and availability of expertise in the field.
In this context, the two most populous countries in the world, China and India, provide huge talent
pools. Both countries produce over 200,000 engineers and science graduates each year. Moreover
both countries are low cost sourcing countries. Many other countries see providing outsourcing
services as a commercial proposition and are competing in this market.
An important aspect of software development and management is software testing. Outsourcing
this process provides software testing to be carried out by a separate group of people independent
of the development group, thus gaining an unbiased view of functionality and robustness of a
product.
Software testing is an essential phase of software development, but is definitely not the core activity
of most companies. Outsourcing enables the company to concentrate on its core activities while
external software testing experts handle the independent validation work. This offers many tangible
business benefits including: independent assessment leading to enhanced delivery confidence,
reduced time to market, lower infrastructure investment, predictable software quality, de-risking of
deadlines and increased time to focus on designing better solutions. Stress, performance and
security testing are currently the most demanded types of software testing outsourcing.
5.4 Business Process and Knowledge Process Outsourcing
Business Process Outsourcing (BPO) is a form of outsourcing involving the contracting of the
operations and responsibilities of specific business functions (or processes) to a third-party service
provider. Originally, this was associated with manufacturing firms, such as Coca Cola, that
outsourced large segments of its supply chain. In the contemporary context, it is primarily used to
refer to the outsourcing of services.
BPO is typically categorised into back office outsourcing, which includes internal business functions
such as human resources or finance and accounting, and front office outsourcing - which includes
customer-related services such as contact centre services.
When contracted outside a company's country this is known as offshore outsourcing. BPO that is
contracted to a company's neighbouring (or nearby) country is called nearshore outsourcing.
These outsourcing deals frequently involve multi-year contracts that can run into hundreds of
millions of dollars. Often, the people performing the work internally for the client firm are
transferred and become employees for the service provider. Dominant outsourcing service providers
in the BPO fields (some of which also dominate the ICT outsourcing business) include US companies
IBM, Accenture, and Hewitt Associates, as well as European and Asian companies Capgemini,
Genpact, TCS, Wipro and Infosys.

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Given the proximity of BPO to the information technology industry, it is also categorised as an
information technology enabled service or ITES. Knowledge process outsourcing (KPO) and legal
process outsourcing (LPO) are some of the sub-segments of the business process outsourcing
industry.
5.5 Drivers for Outsourcing
When looking at developing outsourcing services companies need to identify customer motivations
for seeking such services, the list below details the primary motivations, however each customer is
likely to have a different set of motivations and therefore selling such services requires a
consultative approach and very detailed project management. Primary drivers for outsourcing
include:
• Cost saving: The lowering of the overall cost of the service to the business by accessing
lower cost economies through outsourcing;
• Focus on Core Business: Using outsourcing of non-strategic functions of the business in order
to put resources around the strategic parts;
• Cost restructuring: Balancing costs and expenditures, often moving fixed costs to variable
ones;
• Improve quality: Achieve a step change in quality by contracting out the service with a new
service level agreement;
• Knowledge Access: Access to intellectual property and wider experience and knowledge;
• Access to expertise: Access to a larger and a sustainable source of skills;
• Capacity management: Using the resources of a outsourcing organisation to manage
capacity; and
• Reduced time to market: The acceleration of the development or production of a product
through the additional capability brought by the supplier.

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6.0 Regional Reviews
The regional reviews focus on geographies that would seem to offer the best opportunities for the
development of the Palestinian outsourcing services, namely MENA, (with a focus on Israel), Europe
and North America.
6.1 Regional Review – Europe
Europe is a large opportunity area for Palestine, given the cultural, language and physical proximity.
However, it is a fragmented market made up of countries that show significant differences, including
the following:
• Well established, mature countries in the west and fast developing countries in the east;
• Differing economics capacities, again along broadly west and east lines;
• Differing attitudes to business and employment, impacting the likelihood of outsourcing. For
instance the UK, Holland and Scandinavia are mature markets, whereas Germany and France
are emerging in terms of outsourcing, or at least off shoring; and
• The cost structure in the west only allows for high value outsourcing to be carried out in
country.
Overall the market is large but growth is slowing in the European Union countries, less so in the non-
EU countries
Table 3: European ICT Market Size (€bn)
2006 2007 2008 2009 2010
EU
ICT 629.4 651.2 665.2 658.1 663.0
IT 280.3 293.1 302.8 296.0 297.9
Telecom 349.1 358.4 362.0 362.0 365.6
Non EU
ICT 69.9 75.8 86.4 93.3 98.2
IT 24.6 28.0 30.6 33.1 34.3
Telecom 32.1 36.1 42.5 46.9 50.5
Figures are shown in billions Euros(EITO July 2009)
The European IT market trends since the start of the recession have been mixed:
• Business to Business (B2B) equipment sales fell as organisations postponed new projects and
planned upgrades, impacting on PC, computers and displays;
• Prices fell as manufactures needed to clear inventory and stimulate demand;
• Data Storage device sales have increased, in part driven by the demand for increased data
storage capacity driven by regulatory requirements and by the continued growth of the
Internet and its applications;
• Software is driving many aspects of IT systems in Europe, virtualisation has been growing as
organisations strive to reduce IT costs: Cloud Computing is becoming established in some sectors;
• The security market has remained strong as the numbers and types of threats increase and
more confidential data is shared across networks; and
• Software tools remain important but will suffer in the short term.

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Areas of particular interest for Palestinian companies are:
• Collaboration tools: a fast changing area with the application of Web 2.0, offering cost-
effective alternatives to traditional software delivery models;
• Data management: growing as structured and unstructured data is merging in the
organisation to provide more detailed information;
• Intelligence solutions: providing a unified view of information, offering big benefits for
customer organisations; and
• Development tools: strongly impacted by the Internet and open source models,
especially in the Java world, where the market is concentrating on Eclipse, the open
source framework. In development environments, model-driven approaches still offer
value and should generate growth.
The service sector divides into three areas each with a different position:
Hardware Maintenance: In Western Europe this is generally under pressure as hardware becomes more
reliable, outsourcing grows to reduce costs and virtualisation is implemented to reduce the number of
computers. In Eastern Europe there is some growth driven by a still expanding hardware base; and
Project Services: These have been severely impacted with many projects curtailed or postponed.
New ERP roll-outs have been impacted but consolidation of existing systems less so; custom
software is driven by maintenance and evolution; integration projects are continuing as they tend to
deal with efficiency;
There are application areas that are still performing, such as Controlling/ Risk Management/
Performance Management/ BI (Business Intelligence), CRM (Customer Relationship Management) or
Compliance, and a few topics like Consolidation even seem to take advantage of the crisis;
Outsourcing: A growth area driven by cost reduction. Here existing contracts are being reviewed and
re-negotiated to further reduce costs. New contracts take a minimum of six months to start to
deliver results and margins will undoubtedly be under pressure.
6.2 North America
North America is showing a slower rate of growth into 2009/10 with IT spending slowing rapidly and
telecommunications maintaining a healthy growth.
Table 4: North American ICT Market Size (€bn)
2006 2007 2008 2009 2010
ICT 651.1 681.7 713.3 744.9 766.3
IT 322.3 340.9 359.6 371.2 374.4
Telecom 328.7 341.8 353.6 373.7 391.8
Figures shown in billions Euros (EITO July 2009)
The US market is being shaped by a continued technology convergence and the commoditisation of
products and services. In the US this is manifesting itself in ICT players seeking greater scale and
market coverage whilst looking to develop new business models for growth. Consolidation is highly

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likely across sectors and it supports the development of new business practices. Growth is forecast
to take place, but the market maturity is dictating that the high margins of new technology products
are increasingly harder to achieve. Scale is becoming more important, driving market share and
growth. This includes acquisitions, though these are curtailed in the current economic climate.
The new disruptive technologies are emerging, such as Cloud Computing, helping new competitors
into the markets and providing opportunities for disintermediation of existing technologies. This is
both allowing small companies to create niches and giving larger companies the chance to dominate
in new areas, such a Google with it network based operating system Chrome.
6.2.1 Information Technology
Consolidation continues as margins continue to be pressured, a trend that has been continuing for
some time and can be seen clearly in the PC industry. It has resulted in some players moving out of
markets, like IBM’s sale of its troublesome PC business to China’s Lenovo. This trend will impact
servers particularly through the virtualisation drive.
Data storage will continue to grow in capacity terms, but evolving technology will keep prices and
margins under pressure.
6.2.2 Software
In software, the industry giants are seeking to expand, acquire and secure their customer bases as
the industry business model starts to transform.
Companies are looking to deepen the relationship with customers by providing vertical solutions
looking to integrate through the business. This will help customers consolidate views of their
business across the organisation and are in demand as regulations, such as Sarbanes Oxley, take
effect. It also helps lock customers into the supplier.
Convergence and consolidation is creating a major shift away from large scale software solutions
supported by high margin integration and maintenance services to on-going maintenance and
rationalisation of systems. Ultimately this will move to the SaaS model giving customers more
freedom to choose suppliers based on cost and usability.
6.2.3 Services
This remains an important area and one that players in the commoditised sectors of the market are
looking to expand into. The reasoning behind this is twofold: first, by being in a position to supply
products and then provide the services as well, the customer is more locked in to the supplier and
the perceived wisdom is that the customer is more likely to buy again; second, it provides a new
revenue stream and allows a supplier to increase its share of existing customer budgets whilst being
in a position to offer service- only customers a wider portfolio of good and services.
However, service margins will remain under pressure and commoditisation has long been in
existence, especially at the lower end of the value chain.
6.2.4 Communications
Over the last 20 years there has been a communications revolution, in the past most electronic
communications, be it voice or data, were made over fixed copper wires. Since that time technology

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has developed rapidly and now there are many methods of electronic communications. The fixed
line is still important, but is being surpassed by fibre optic cable, IP technology, wireless network and
satellite. These newer technologies tend to carry more data faster and since communication is an
enabler have opened up opportunities for new services.
In the US market fixed and mobile carriers are seeking scale in this fragmented market in order to cover
next generation network investments and benefit from fixed line and mobile service convergence. Scale
is being sought by horizontal product and service portfolio enhancements, an example would be the
acquisition by Cisco of Tanberg, an electronic conferencing company. The increased use of Voice over IP
(VOIP), along with the emergence of IPTV, will provide wire line operators an opportunity to gain ground
against cable companies for the digital home. Mobile operators are evolving quickly as service adoption
accelerates and the larger operators gain scale through acquisition. Voice is still the main driver of growth
though increased sophistication is driving growth in camera and smart phones. These will provide
opportunities for both application development and increased network usage.
(US Trends - based on Consolidation and Growth – Emerging trends in American ICT Market – KPMG)
6.3 Regional Review - Middle East and North Africa
Increasingly the governments in the MENA region are supporting commercial development as part
of their strategies to realign their economies away from oil dependence. For ICT the opening of
telecommunications through privatisation and competition is having a positive effect. In the future,
driving new businesses will create demand for most other areas of ICT, with significant growth
expected around Internet and Mobile communications penetration. The region is seen as a
significant emerging growth area, making the region attractive for new competition. An area of note
is the growth of outsourcing services targeted primarily on Europe.
Many governments in the MENA region are positively influencing market reforms, the main focus
areas are liberalisation of the telecommunications network through privatisation and issuing licences
for new providers, especially in the mobile and broadband spaces. These are impacting the Internet
as well as competitiveness in the mobile communications sector. Qatari, Egypt and Saudi Arabia are
all examples of actual or planned liberalisation.
Personal computer penetration across the region on average is 5.95%, therefore providing
significant opportunities for growth, though 2009 is likely to be subdued due to the economy.
Growth will be driven by increased use of the Internet, which is expected to grow from 17 million in
2002 to 52 million users in 2008 (RNCOS Research – Middle East ICT Market Analysis 2009). Israel
and the UAE have the greatest penetration, with the highest growth happening in Egypt.
The expected growth in the region has raised the interest of the global ICT players. An example is
SAP taking ownership of sales channels in the region, indicating the importance of the area for them
as other markets mature. Indeed many mainstream companies such as Cisco and Microsoft are
moving into the region, but potentially facing some cultural and language issues.
Mobile phone usage has increased from 44 million in 2002 to 110 million in 2008 (RNCOS Research –
Middle East ICT Market Analysis 2009). In some countries penetration is already above 100%. The growth

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of mobiles and the pressure on network prices, driven by increased competition, will lead to operators
providing more data services, much like in the mature Western and Asian markets. These will require
tailoring to the region driving new application development that reflects local language and culture.
7.0 Palestinian ICT Sector Findings and Capabilities
7.1 Palestinian Market
7.1.1 Market Overview
In the context of major markets the Palestinian ICT sector is small, valued at about $280m and
accounting for about 5% of the Palestinian GDP. The forecast is for growth to $307m by 2010. As of
2008 estimates of ICT exports were thought to account for about $15m. (PITA Presentation May
2009)
The Palestinian territories’ political and security challenges have perpetuated a level of uncertainty
despite the latest efforts to facilitate a peace process. However, the West Bank is far more stable
than Gaza and has provided the platform for a number of ICT companies that are doing well in the
home market and expanding their export business.
The GDP per capita of Palestine is low in comparison to the rest of the Middle East at $1,289 per
person, compared to Jordan at $3,421 and Israel at $28,365. Growth in the ICT sector could strongly
affect an improvement and thus should be a priority for all parties interested in developing
Palestine.
Palestine is well ranked in ICT in MENA; some 49% of households own a computer, 28.5% are
connected to the Internet and 47.5% have a phone line. Internet usage is broad based with
knowledge acquisition, education, communication and entertainment being the main uses.
(Palestine Central Bureau of Statistics, 2009).
Mobile penetration is at 92.4% of households, meaning individual penetration will be lower, and
therefore offering a market opportunity. When comparing West Bank and Gaza the penetration
levels are very similar, with the West Bank a little higher on all counts. (Palestine Central Bureau of
Statistics, 2009). Increasing competition in the mobile network markets should help drive this
number up.
The telecommunications market has been opened through the privatisation of Paltel, although this
organisation still has dominance over the market as the incumbent service provider. Several licences
for new mobile phone networks have been issued. The first of these, Wataniya, launched its service
on the 1st
November 2009, later than planned and with a lower bandwidth than agreed in the
licence. Once the issue with Israeli military communications is resolved the bandwidth should
increase. A proviso on all telecommunications is that much of the network infrastructure is largely
reliant upon the Israelis.
There are estimated to be about 270 ICT companies present in Palestine (PITA), covering all sectors
of the ICT market. This is quite a small number reflecting the domestic nature of the market. Largely
these companies have been working in their home market, which has been led by public sector
spending. This heavy public sector subsidy, coupled with the relative isolation of the West Bank and

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Gaza means that many of these companies are not accustomed to international competition. The
major international players see MENA as a growth opportunity and competition will increase,
although Palestine is unlikely to become a focal point in the short to medium term.
Despite the relatively small size of the industry, ICT is important within the Palestinian economy. The
output value of a worker in ICT is an estimated at $40k, against an average in the order of $17k. It is
also estimated that the multiplier ratio is about 1 to 3, meaning that one new ICT job creates up to
three other jobs in other sectors.
The Palestinian government has invested in education, both technical and in languages. There are 11
accredited universities teaching IT and delivering some 2000 new ICT graduates to the market each
year. This is more than the current market requires resulting in both unemployment issues and a
brain drain for the best candidates, but providing the potential for growth.
The pressure on employment does mean people tend to stay loyal to employers and staff turnover is
very low, with stiff completion for jobs in the best companies. This reliability gives companies
continuity and allows the provision of consistent services without the massive training cost seen in
some other outsourcing countries where staff turnover is a problem.
The language skills and cultural position of Palestine means that companies can easily look at Israel,
MENA and Europe as potential markets, as well as North America.
7.1.2 Palestine Cost Advantage
A significant factor that makes Palestine attractive to potential partners outside of the region is cost.
Typically a senior software engineer is charged out at between $80-300 per day, with an average of
$172, according to the research. Using published data the following cost comparisons can be made1
:
Figure 2: International Cost Comparisons
(Based upon a software developer daily charge out rates)
Country Average Day Rate Estimated Range
Palestine $172 $80 - $300
Israel $750 $600 - $1000
Jordan $167
India $300 $210 - $420
China $180 $100 - $200
USA $850 $700 - $1000
South Africa $450 $250 - $600
United Kingdom $720 $500- $900
Based on comparative charge out rates, Palestinian companies offer a beneficial cost structure and
with the good technical expertise very good value for money.
1
(Figures are estimates of day rates based upon primary research, information from Government sources and salary
information from www.payscale.com. Where average salaries were used they were multiplied by three to allow for
employment costs and margin. Average working days a year were set at 215 for western countries and 240 for emerging
countries.)

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7.2 Palestinian Primary Research Results
The Palestinian research was carried out in the early part of 2009 using an on-line survey tool.
Overall 46 companies responded from both Gaza and the West Bank, the majority being from the
latter location. This accounts for about 20% of companies in the region and a higher proportion of
those in the West Bank; it also represents many of the larger organisations.
7.2.1 Respondents
Figure 3: Respondent make-up – size of company
The companies in question were mainly Small and Medium Enterprises (SME) with turnover of $5m
or less and employing no more than 25 people. A few larger organisations also participated.
Figure 4: Respondent Roles
The majority of respondents were senior managers and thus reflect the views of people running the
company. The companies worked primarily in Palestine and covered a wide range of vertical
markets.
Respondent Roles

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7.2.2 Skills and Resources
Figure 5: Services Undertaken
Most sectors of the ICT market were covered, with software applications and services by far the
dominant areas. This is an important strength for Palestine, as software services are in demand and
do not require the physical handling of goods, making border controls less intrusive.
Key areas relating to outsourcing are well represented with services, software applications, software
development and web development featuring strongly. Hardware experience would seem to refer
mainly to distributorships, although there is a small amount of hardware development taking place
in Palestine, mainly around semiconductor chip design and testing.
On the whole, telecommunication type services did not feature strongly, possibly mirroring the
structure of the Palestinian market and the dominance of the Paltel Corporation. The market is
recently privatised and the incumbent supplier is still dominant and likely to remain so for some
time. The Mobile market is opening up slowly with the second operator coming on stream from the
1st
November 2009 with an initial 40,000 subscribers.

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Figure 6: Years of Experience in Technologies
Many companies had years of experience in using many of the technologies as well as
demonstrating experience of the newer ones such as mobile applications.
An important element of outsourcing is to ensure that the engineers are keeping up to date with
new technologies. This was examined and revealed as an expectation by the companies:
• Software Development, Web Application Development and Network Services would remain
important over the next few years;
• Managed Services, Mobile Applications and VOIP are expected to become more important
over the next few years;
• Software support, Database development and Hardware technical support are expected to
become less important.
Overall this reflected recognition of changes in the market and a need to skill-up in these areas to
meet market changes and develop opportunities for higher value service offerings.
Years of Experience in Technologies

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Figure 7: Education Level of Employees
The educational level of staff is also important in an outsourcing environment. The research showed
that staff composition reflects the education system and the needs of this market.
Additionally many of the senior managers have experience outside of Palestine, many in the USA,
bringing important skills to their companies.
7.2.3 Day Rate Profile
Figure 8: Average Day Rates by Operational Role
One of the key advantages for Palestine is the low cost environment. Individual company day rates
ranged quite widely, but the averages indicate a strong competitive position. This is an attribute that
Palestine needs to sell hard. However it also needs to be recognised that technical, business and
project management skills will be the most important factor in customers’ final buying decisions.

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7.2.4 Relationships Outside of Palestine
A number of companies have existing relationships outside of Palestine; some 32% are working with
Israeli companies in a number of ways and 50% have external relationships outside of
Israel/Palestine. These include a variety of business relationships ranging from sales and installation
of applications, service provision and distributorships. It will be important to leverage these
relationships and use them to build not only the individual businesses but also to promote the
Palestinian ICT industry.
7.2.5 Working Outside of Palestine
Figure 9: Challenges to Developing External Relationships
(1 = No Issue, 5 = Major Issue)
The research also set out to understand more about how the Companies felt they were positioned to
exploit opportunities outside of Palestine. Most recognised the challenges of providing “offshore”
services, with the main concerns falling into three areas.
• Security issues: these relate to a number of factors, the first being the political situation in
the region which gives cause for concern from time to time and could be seen to impact
continuity and security of services and data. The data and server security issue can be
resolved by off-shoring the data storage and servers, if required. Additionally there were
concerns about the security situation making travel difficult, therefore impacting business
development;
• Commercial issues: due to the relative isolation of Palestine there are challenges in finding
partners or customers outside of Palestine. Many of the successful companies who sell
externally have built contacts whilst their management were located in other countries or
have sales people who can travel easily. Also, due to the nature of the Palestinian market,
limited sales and marketing resources have been needed. Much of the business comes from
the public sector where relationships and networks are most important; and
• Financial issues: concern was expressed about the availability of risk and venture investment
and working capital as companies seek to grow.
Challenges to Developing External Relationships

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Generally the respondents were confident in the ability of their companies to meet these challenges.
The research sought respondents’ opinions on the most important factors for developing offshore
relationships. There were divided into three areas:
Figure 10: Ranking - Technical Factors
(1 = Not Important, 5 = Very Important)
Technical: Working practices, availability of skilled people, technical skills and language skills all rated
well above average. However the working practices, technical skills and the instances of quality
processes was found by the Palestine Enterprise Development Project (David Ross May 2008) to
need attention if the region was to meet its potential in the outsourcing market. Comments by
Israeli companies working with some Palestinian companies indicated they had found a need for
additional training in the application of the technical knowledge in place.
Importance of Technical Factors

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Figure 11: Ranking - Commercial Factors
Commercial: Costs and pricing were seen as the most important, followed by access to customers,
management skills and access to partners. These would seem to reflect a fair view of the issues and
reflects an area where considerable work is required to further develop marketing, sales and
commercial skills.
Figure 12: Ranking - Infrastructure Factors
Infrastructure; Security, trust and the strength of the overall economy rated well above average.
These factors are not readily influenced by the industry, but work needs to take place with
government and the banks to ensure the financial infrastructure is in place for investment and
growth.
Importance of commercial Factors
Importance of infrastructure Factors

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7.2.6 Conclusions
Overall the research results were very positive, they demonstrated good coverage of software
technology, supported by qualified employees and an education system designed to produce more
engineers. Costs were confirmed as being competitive and management showed a sound
understanding of the issues they face in trying to build business with Israel and other locations.
Additionally some companies were working for customers outside of Palestine and the qualitative
research revealed some good examples, some of which will be developed into case studies.

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7.3 Palestinian Outsourcing SWOT Analysis
The Palestinian ICT outsourcing SWOT analysis takes into account the overall issues raised by the
market, the research and overall market knowledge.
Figure 13: Palestinian SWOT Analysis
Strengths Weaknesses
• Low cost base;
• Wide range of software skills;
• Cultural proximity;
• Language skills;
• Sector experience (especially for the
MENA region);
• Organisation stability;
• Advanced education system;
• Intellectual Property protection.
• Political situation in the region and the
perceptions it produces;
• Commercial experience and contacts in
the international markets;
• Infrastructure costs;
• Scale of organisations;
• Sales channels;
• Access to development capital;
• Lack of investment into the market;
• Formal quality and project management
processes;
• Not all skills are available e.g. project
managers, team leaders.
Opportunities Threats
• The current economic climate;
• Developing experience in leading
edge software technology;
• Developing business in Israel;
• Developing business in other
locations;
• Building partnerships and larger
organisations;
• Gaining technical and quality
accreditations.
• The economic climate;
• Deteriorating political situation;
• Competition from other regions;
• Lack of support for required
infrastructure developments.
7.3.1 Strengths
The ICT Service strengths are seen as follows:
• Low cost base: one of the major strengths which must be highlighted in order to position
Palestine internationally, whilst also ensuring good margins and enough surpluses to re-
invest into the businesses. However, It must be recognised that cost alone will not promote
the development of the Palestinian ICT outsourcing industry; value for money is the overall
requirement, therefore all the expertise and quality issues have to support the low cost
base;
• Wide range of software skills: both existing popular languages along with evidence of
development into emerging areas. The skills base and education programme is building a
potentially strong workforce, while real experience will be important to international
credibility;

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• Cultural proximity to Western Europe, Middle East and North America: potentially reducing
management costs for customers. This includes location, language and cultural
understanding; these are advantages that some other better known outsourcing regions do
not always deliver;
• Language skills: companies have a number of options on the markets they focus on due to
language skills. These can be used to work directly in those countries or to interface
between Western and Middle East countries, particularly in localisation services;
• Sector expertise: though much of the expertise is related to the Palestinian market, this is
useful experience and could be valuable when working in other MENA countries, especially
where it addresses Arabic culture and law;
• Organisational stability: is highly important to outsourcing customers as it reduces the
amount of management resources required and keeps costs low due to lower re-training
costs. This is an important advantage for companies to exploit;
• Advanced education system: this is providing a reasonable flow of new graduates of a good
standard, which is important as companies need to scale-up the size of their businesses.
With success this flow will need to increase;
• Protection of Intellectual Property: a major consideration for many companies outsourcing to
India, China and other locations. A service that minimises the risk will be well received in the
market, especially on R&D projects. The culture and staff continuity present in Palestine
should provide an edge over competition.
7.3.2 Weaknesses
The ICT Service weaknesses are:
• Political challenges: recent history has created a poor perception of the region and hence at
best it is seen by much of the world as medium to high risk. The reality on the ground differs
and the region needs to work to dispel these views.
Additionally, these challenges have left the West Bank and Gaza isolated and unattractive to
outside companies. This has allowed the local businesses to enjoy a market which has not
been subjected to the commercial challenges of international competition. An example
would be the use of proprietary software applications: in other countries local applications
have been surpassed by major international software brands like Oracle and SAP.
Palestinian companies need to understand the international markets and build their
commercial strength as well as ensuring they meet international standards for quality and
process;
• Infrastructure issues: these include the cost of telecommunications, the opening up of the
telecommunications market and the sensible easing of the financial system to make it easier
for obtaining venture capital, investment loans and overdrafts for working capital.
The Palestinian Authority needs to consider setting up political initiatives to aid the
structural development and work with the banks to build a climate that is both sensible and
encourages business growth and investment;
• Organisational scale: the number of people employed in many companies is small, dictating
the types of projects they can compete for. To compete for larger projects, Palestinian
companies will need to scale-up.
Scale is also likely to inhibit the development of BPO in the short term. This is a function of
the size of the local population. Specialisation in a few value-add areas of BPO would make it
easier to build an international reputation and scale.

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Additionally, encouraging companies to co-operate and run joint projects will help deliver
scale to prospective customers;
• Investment: the Palestinian territories have not had the investment required for market
development and business development to be considered as a recognised outsourcing
location. It is important that a mixture of good marketing, strong sales and demonstrable
experience is developed and communicated to the market;
• Sales channels: are limited, and the successful firms often have management with good
connections rather than formal sales strategies. Palestinian companies need to develop
channels to their chosen target markets;
• Formal quality and project management processes: these are lacking (PED Project – David
Ross) and to be credible in the medium term, this needs to be addressed. Certain skill sets
need development, mainly relating to people and project management, and will need to be
attended to if serious growth is to be achieved.
7.3.3 Opportunities
Opportunities are widespread and include:
• Economic climate: with organisations looking to reduce costs but minimise impact on on-
going business and development projects, low cost outsourcing is likely to prove attractive.
With the current cost structure, Palestine is well placed to exploit this demand;
• Leading edge of software development: to encourage organisations to develop sound
technical skills in emerging technologies where resources are sought after. This has
implications for the education system, job experience and training for new graduates.
• Working with Israeli companies: the research has indicated a strong propensity for
numerous Israeli ICT companies to outsource various elements of their development,
product testing and services to an outside provider. Palestine needs to communicate the
capabilities and benefits to Israeli companies.
From a technical viewpoint there is significant common ground in terms of technologies
used in Israel and the Palestinian capabilities. Various meetings with Israeli companies who
were partnering with Palestinian companies indicated that the ramp-up process was the
same as any other outsourcing deal, but there was also an underlying motivation to make
the relationship work, primarily for business reasons but also social ones.
The relationship must make commercial sense and provide a sound return on investment or
it will not be sustainable. As an industry, the service sector of the Palestinian ICT industry
will need further development, building on existing experience. There are good companies
who are very capable of competing on the international stage, but building scale will be
important in order to get the region recognised for outsourcing;
• Building business in other geographies: Palestine needs to look outside Israel to build its
market presence and take potential opportunities in other geographies. The growth of the
MENA region provides a major opportunity, both in localisation services and
development/management services. European outsourcing demand will grow for specialist
services and Palestine should be well placed. Partnering with larger outsourcing companies
would be a good route to gaining experience and getting access to markets;
• Build company scale: to compete for significant projects, scale will be required with the
opportunity to build this through partnerships or acquisitions.

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7.3.4 Threats
Although limited in number the threats are significant:
• The current economic climate: despite the need to find external resources, some companies
who are reducing their headcount may find it difficult to immediately hire outsourced
people, even on a project basis. There is pressure on budgets, leaving fewer opportunities in
the market and fierce competition;
• Slow peace process: should the peace process continue to move slowly, or the political
situation in Palestine or its immediate neighbours deteriorate, then it will be more difficult
to convince companies to risk putting projects in the region;
• Competition: other countries have a head start in providing software outsourcing services
and will fight to maintain their positions in the market. The positive, however, is that
Palestine will be of little threat to the big market players and with effort could become an
ally.

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8.0 The Israeli Market
8.1 Market Overview
Table 5: Israeli ICT Market Size (US $m)
2007 2008 2013 GAGR
IT Hardware 1,680 1,850 2,500 6%
Software 255 309 433 7%
IT Services 1,400 1,540 2,340 8.6%
Business Monitor 2008/2009 Regional Reports $millions
Within the MENA region Israel is the most developed market. It has suffered a slowdown, driven by
rising unemployment and lower consumer and enterprise confidence, but is forecast to recover
reasonably quickly. Venture Capital investments are down as are technology company mergers and
initial public offerings (IPOs). Typically these are buoyant in the Israeli ICT market, driven by the
leading edge technology approach taken in the country. However, the market is still estimated to
grow to $5.4bn by 2013, a Compound Average Growth Rate (CAGR) of 6%.
There are a number of fundamentals which support the region:
• Low PC penetration in relation to other Western countries, running at about 30% currently,
offering opportunities for growth. The Israeli government is looking to stimulate this area as
part of its socio-economic policy;
• High Internet penetration relative to the rest of the region. In 2007, Israel was estimated to
have about 59% penetration of Internet users (about 4.3m), broadband was around 20.8%
(1.5m accounts). The government has announced its intention to grow this significantly,
especially to the poorer groups where penetration is much lower. This increase is driving the
retail sector and interest in multimedia and mobile computing services;
• The size and strength of the government sector. Some 50% of Israeli IT spending is
accounted for by government and defence spending. This includes a number of e-
government initiatives, including healthcare systems, court systems, ERP systems and
Identity cards.
Despite a number of large ICT organisations the market is predominantly made up of Small and
Medium Enterprises (SMEs) where software spending is increasing. Spending on enterprise solutions
has grown since 2007, particularly around security, CRM and business intelligence.
The fastest growing sector is IT services. Whilst this sector is expected to have slowed in 2009,
government and defence spending is expected to soften the impact. Additionally, Israel is developing
as an IT outsourcing location with its strong technology skills, linguistic skills and lower labour costs
compared to Western countries.
The telecommunications market is well positioned. Internet and broadband are well developed, but
there is still room for growth, while the Israeli telecommunications infrastructure is liberal,
comprising four operators. The wireless telephone market is mature, with a strong take up of value-
added and 3G services. Mobile penetration is high, at over 120%, so growth is limited but provides
opportunities for mobile applications.

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There are number of factors that could impact on the future, especially in the mobile market. The
negatives include issues such as interconnection tariffs, number portability and an overall hostility to
Mobile Virtual Network Operators (MVNOs). The positives include the impact of the privatisation of
Bezeq in 2005, which has opened up the market creating a strong competitive environment. Several
companies now have the opportunity to provide triple play offerings, (Voice/Internet/Entertainment
services), leveraging the high Internet penetration.
8.1.1 The Competitive Landscape
Israel’s leading IT services reported continued growth in 2008; Ness recorded a top-line growth of
18.7%, to revenues of US$664.8m; Matrix had a good year and recorded revenues in excess of
ILS1.3bn. (About 1/2 billion US$).
In 2008 SAP bought out its sales and distribution channel from Ness Corporation, as it has with
Arabia’s software licenses in an attempt to get closer to its customer in the region and expand its
market share. IBM Global Services announced in 2008 that it was establishing a new systems and
technology group in Israel, whilst Dell Corporation is setting up a new Research and Development
and Business Centre in Jerusalem. CISCO Corporation and Intel Corporation also have development
operations in the country.
8.1.2 Conclusions
The Israeli market is competitive and therefore will need to continue to drive costs down, especially
telecoms and services sectors. Companies will also need to keep offering new applications and
services quickly to remain competitive, though innovation and leading edge technology are already
strengths of the Israeli ICT industry.
Large international players are impacting the software market, in line with the rest of MENA. It can
be expected to impact local software providers over time, especially those in the legacy space.
Currently IT services growth is coming from outside of the region, mainly Europe and North America.
8.2 Israeli Primary Research Results
8.2.1 Background
During the spring/summer of 2009, CIMS undertook a study of the software usage and requirements
of Israeli companies using an on-line research methodology. The master list of respondents was
compiled from a number of sources including AIESI members, contacts in venture capital companies
and contacts made in the region by Mercy Corps. A total of 146 replies where received, with 126
fully usable responses.
Specifically the research set-out to achieve the following objectives:
• To understand the key software technologies being used in Israeli software and service
companies;
• To gain an understanding of companies propensity to outsource elements of their software
development;
• To gain an understanding of the required attributes of potential outsource supplier;
• To gain an understanding of their experience and views of outsourcing to Palestine.

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8.2.2 Respondents
Respondents came primarily from small to mid-sized companies; 75% came from organisations with
25 employees or less, with companies with over 100 employees represented by 11% of the sample.
This mix reflects the source of the sample and the general make-up of the Israeli ICT sector
demographics.
The level of respondents was excellent with 80% being Chairman or CEOs, followed by sales and
marketing directors at 9%. This level of respondent supports confidence that the research results
reflect senior management opinion.
Figure 14: Sector Experience of Israeli Companies
The respondents represented a wide range of business sectors, see Figure ?, the highest was the ICT
sector, reflecting the structure of the sample. Although defence is a large sector in the region, it
accounted for only less than 20% of respondents. It is suspected that some of the ICT products and
services ended up in the defence industry higher up in the supply chain.
8.2.3 Technology
The research used three broad groupings for software; platforms, languages for computing, and web
development and languages for mobile devices. However, it must be noted that although platforms
and languages tend to be focussed on specific areas, many are now transgressing boundaries, for
instance the use of Linux on laptops.
Additionally several companies were using specialist programming tools for electronics and silicon
chip design.

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Computer Software Platforms
Figure 15: Software Platform Importance to Companies
It is critical to understand which software platforms were seen as being important to the
respondents companies, (see Figure 2). Overall Web based platforms came out as most important,
particularly .NET, Java and Windows NT. This reflects the types of applications currently being
developed and maintained in Israel at the moment. Linux was also important and may become more
so as this operating system is extending to other hardware platforms due to some of the
functionality and boot-up capabilities.

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Application Languages
Figure 16: Software Applications Importance to Companies
Software applications languages ranking showed a focus on Web based and Web enabled
applications; HTML, Java, Flash C++ and Visual Basic are all important.
Mobile Languages
Figure 17: Mobile Language Importance to Companies

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The demand for mobile applications could well be driven by the rise in the number of smart phones
and the network operators need to expand network usage to drive revenues. Applications might be
simple ones such as games, fairly complex applications built into the handset, Web based
applications and specially adapted Websites. In the Middle East this is likely to be a growth area
given the mobile phone penetration.
Mentioned by far fewer respondents, the mobile programming languages were still important when
considering the technologies used by Israeli companies.
8.2.4 Views on Outsourcing
Likelihood of Outsourcing
Figure 18: Israeli Respondents Likelihood of Outsourcing
The research explored the likelihood of the respondent companies outsourcing some of their
existing software workload. Overall the views on outsourcing were very positive, 72% of respondents
said that their organisation was very likely or quite likely to outsource some aspect of their software
management or development. Figure 6 shows the propensity to outsource by technology type.
Areas of particular interest to the Palestinian market are software applications, mobile applications,
design and interface, web applications development and semiconductor design all showing positive
outsourcing opportunities.

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Figure 19: Volume Opportunities by Service
If looked from a numbers basis the volume opportunities lie in applications development; both
software and mobile, design and interface, and web applications, (see Figure 6).
The Role of Outsourcing in Respondents Business
Figure 20: Israeli Company Delivery of Outsourcing

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The research sought to understand if outsourcing was an element of the respondents existing
business (see Figure 7). The majority were using outsourcing for their own internal development as
well as providing some outsourced services themselves; about 40% were using outsourcing for
internal use only and a few companies were solely supplying outsourced services. Potential suppliers
need to understand that the closer the outsourced service is to the client’s customer the more
pressure there is on quality and timeliness.
8.2.5 Quality and Technical Requirements
The requirement for technical and quality accreditations was only of limited importance. The key
qualifications mentioned were various Microsoft Accreditations, Microsoft Partner being the main
one. From a quality viewpoint 16% of respondents wanted a quality accreditation; ISO standards
were mentioned most, a few respondents wanted CMMi accreditations.
A significant number of respondents mentioned project management skills and many wanted
demonstrable experience.
8.2.6 Existing Relationships with Palestinian Companies
Some 10% of organisations among the sample had some form of business relationship with
Palestinian companies. Upon examination many of these relationships relate to distribution, a few
pertained to software outsourcing or joint ventures; 56% said they did not have a relationship, the
remainder declined to answer the question.
There was however some reluctance to answer the more testing questions about their views on
working with Palestinian companies, the number of response received were insufficient to report on.
This can be interpreted in a number of ways, maybe a reluctance to work together, but quite
possibly just a lack of knowledge of Palestinian capabilities. In general those who did answer these
questions had experience working with Palestinian companies.
During the qualitative stage of the research many examples of Palestinian companies working with
Israeli and with other countries were identified. Several of these were with the Israeli offices of
multinational ICT companies; Cisco has recently contracted three organisations to undertake various
development projects, Intel is using resources in Palestine and Nuvoton, the semiconductor chip
designer has an important design project running.
8.2.7 Conclusions from the Israeli Research
Overall the respondents showed a positive attitude to outsourcing elements of their software
development and management, which could indicate both a need to reduce costs and/or to have
access to skilled people. The technologies required offered no real surprises and will be available in
many locations.
The technologies relate well to Palestinian capabilities, and it is important that this is communicated
so that Israelis are aware of the Palestinian capabilities. Thus the follow-up phases of this project
will be vital to achieve more commercial cooperation and understanding of needs and capabilities.
This will need to address confidence building between the companies, getting them to understand
each other’s needs and find a way to initiate discussions.

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9.0 Conclusions and Recommendations
9.1 Opportunities for Palestinian ICT
The IT services market is set to continue its growth and the drivers are likely to be:
• A continued drive to reduce costs over the next 2 years. It is likely that countries and
industry sectors that traditionally do not outsource will start to do so;
• Capacity supplementation: as demand increases then previous cuts in programmes and
people are likely to result in a requirement for additional resources to bring projects and
products to market;
• Skills requirements: typically in a recession training and people development is put on
hold and the need to access skills in a short time frames will force organisations to seek
help externally;
• Technology updates and development is changing the way business processes and
support take place creating demand for resources to bring these new methods to
market and implement them. Two specific areas to consider will be “Cloud Computing”
and data applications on mobile phones and smart devices.
The software outsourcing market therefore represents a significant opportunity for Palestinian ICT
companies. It builds upon the strengths of the region and circumvents some of the movement
restrictions currently in place. Forecasts indicate that most aspects of outsourcing will grow and by
specialising in software related services the region can resource easily and build value services.
Business Process Outsourcing provides an opportunity, but it should be restricted to specialised
services as the overall population of the region will not support high volume massive scale type
services as delivered in India and China. Arabic call centres would be a good example, or offering
specialised legal or HR services to Middle Eastern companies.
The Israeli research indicated a considerable outsourcing demand. The technologies used are
complimentary and therefore Palestine is in a good position to develop as an important supplier.
Additionally there are significant opportunities in other countries which should also be pursued. To
achieve these Palestinian companies will need more support to identify opportunities and to find
ways to sell into them. This work will require resources to challenge and develop the current
capabilities of smaller organisations in the sales, marketing and bidding processes.
However, there are a number of barriers that need to be overcome to develop commercial
cooperation. Most significant will be trust and the willingness of individuals and organisations to
commit in an area of perceived risk. It is therefore important that the risks are seen to be managed
and the perceptions changed through proof of sound services and good relationships in existing
projects.
Companies will need to address the weaknesses identified in the SWOT, which will require action
from the Palestinian Authority, ICT trade bodies and their supporters and individual companies all
working together.

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10.0 Recommendations
10.1 Regional Outsourcing Strategy
In order to succeed, the Palestinian ICT sector generally and specifically the software segment has to
position itself in the wider world market and be recognised as an outsourcing region. Companies
then need to support this positioning whilst still retaining their own independence.
Therefore Palestine Software Outsourcing needs to be clear about what market segments it operates in
and why. Whilst the individual company strategies are their own responsibility, it is recommended that
an umbrella positioning is built around software based services targeted at software, electronics and
outsourcing companies in specific geographies: Israel, MENA, Europe and North America.
The positioning needs to be communicated to the target markets and will require the industry and
the individual companies to prove that they are equipped to operate in those sectors, detailing the
benefits they bring to potential customers. A detailed Features Benefits and Interest analysis is
provided in Appendix 2 which can be used to develop these justifications.
10.2 Market Segmentation
The first issue to address is what markets are likely to be the sweet spots for Palestine at this stage
of its business development. Figure 19 provides a segmentation model which can help to reach
these decisions and help identify segments on the basis of attractiveness to Palestine companies.
Figure 21: Segmentation Model

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The axes of the segmentation Model are explained as:
• End User Organisation: an organisation that applies ICT technology to its business, usually
commercial or public sector organisations;
• Vendor Organisation: a company that sells ICT products and services to end user
organisations;
• Solo Contract: A specific contract to provide services to a customer which does not include
involvement of any other service providers;
• Partnership Contract: a contract that involves two or more service providers partnering to
deliver a project;
• Sub-Contract: A contract where the supplier is sub-contracted by another vendor to
undertake an element of the overall project. The sub-contractor may or may not be visible
to the customer.
This model seeks to help organisations think about where they are going to source business, each
segment requires differing sales and marketing strategies and the choice will depend upon the
company’s service offerings, technical skills and ambitions.
10.3 Supporting Change
There will need to be change if Palestine is to gain a meaningful share of the software outsourcing
market. Infrastructure has to be supportive of start-up organisations formed to meet these new
opportunities and of companies that are looking to grow. Additionally support needs to extend to
commercial skills development, market development skills, market access and a financial
infrastructure, including support from banks and Venture Capital companies.
The specific activities required will depend upon companies’ own strategies, and the road map in the
next section provides some thoughts on where organisations should direct their development and
the actions that need to be taken to get there.

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10.4 Development Map
The following provides a high level development map which identifies existing issues that need to be
addressed, defines the ideal outcomes that will allow the Palestinian ICT outsourcing sector to
develop and includes a list of actions that need to be undertaken to achieve its potential. The
responsibility for these does not rest solely on the software companies in Palestine but also with the
Palestinian Authority, telecommunications authority, banks, NGOs and donors working in the ICT
space.
Figure 22: Development Map
Existing Position Desired Position Roadmap
Infrastructure
Region seen as
posing business risks
Confidence in placing
business in the region
• Communicate all successful business contracts
with customers from outside the region – Case
studies, outsourcing web site, company
promotional materials
• Arrange for visits from foreign delegations to
see the West Bank and visit companies –
particularly image formers
• Develop skills demanded in the market that are
in short supply
Local
communications
cost high
Competitive
communication costs
• Palestinian Authority to support the
development of a competitive infrastructure
with competition and investment aids. Work
with banks and potential venture capital funds
to free up investment capital at competitive
rates
Limited access to
development capital
Easier access to
development monies
• Palestinian authority and Israeli government to
ease restrictions on capital and profit flows
• Palestinian authority to provide incentives for
banks to make investment monies more
available
Commercial
Lack of market
position
Clear market
positioning
• Undertake a company review to develop the
individual companies SWOT
• Develop a plan to leverage strengths and
address weaknesses
• Use this information to clearly position each
company in the market and then implement
• Leverage case studies
Limited
management skills
Trained experienced
management
• Bring in more internationally experienced
management
• Undergo management skills training for middle
management

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Commercial
experience of
international
business
Experience in
developing
international business
• Undergo development training in commercial
skills, focussed on international development
• Meet with international companies
• Increase business with international companies
• As companies expand try to hire experienced
commercial management
Small organisations Larger organisations
offering scale
• Look to create partnerships, acquisitions and
new start-ups to build scale to address larger
projects and be able to afford appropriate
management structures
Technical
Technical skills
unknown
Awareness of Skills • Communicate technical skills available at
industry level and company level
• Use case studies to demonstrate technical skills
and ability to deliver solutions
Experience of known
technologies
Develop skills in
emerging
technologies
• Identify emerging technologies and build
expertise, preferably by identifying potential
customers and working with them
Lack of recognised
quality and process
accreditations
Companies have
appropriate quality
and process
accreditations
• Identify the most important accreditations and
undergo training
• Leverage training availability from Mercy Corps
• Look to undergo training in cross company
groups to minimise cost
Developing Business
in Israel
Lack of contacts in
Israel
Developed business
contacts
• Identify potential customers in Israel and contact
• Leverage Mercy Corps meeting process
• Leverage Palestinian outsourcing web site
contact information
Lack of knowledge
of Israeli market
Understanding of
Israeli market
• Leverage information from Mercy Corps project
• Carry out further research in to the Israeli
market, identifying companies who seem to
match with companies skills
International
Market
Development
Lack of knowledge
of other
international
markets
Understanding of
market needs and
development of
contacts in potential
customer
organisations
• Develop deeper understanding of specific
international markets
• Identify international strengths and match to
chosen international market
• Position the company to international
prospects using web site, e-mail, phone contact
• Potentially appoint agents in some countries
Lack of contacts in
other geographies
Developed contacts • Carry out evaluation of best countries to target
• Identify potential customers in chosen
countries
• Leverage Palestinian outsourcing website
• Identify larger outsourcing companies and
explore sub-contracting opportunities

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10.5 Key Opportunity Areas
Palestinian companies need to develop their own SWOT analyses and identify where they have
strong offerings that match market opportunities. Opportunity areas that may be considered are
outlined in Figure 20. This should provide a starting point for companies to develop their sales and
market positioning.
Figure 23: Potential Market Opportunities
Trend Description Opportunity
Trend 1 Software as a Service and Cloud
Computing are forcing software providers
into changing their business models.
Revenues for these services come from
usage and therefore the income profile
moves from upfront Licensing and yearly
Maintenance to a more irregular pay-for-
use model. This will challenge software
providers in many ways; new billing
models, new support models, new R&D
models, new upgrade and version control
models.
Software providers will need to make
changes to software, integrate billing
systems, and develop low cost support
models for new SaaS versions of their
products.
For new applications the SaaS billing and
management model will need to be
integrated.
Additionally they will need to manage
existing customers and the traditional
delivery model in parallel.
This result will be demand for people, skills,
resources, cost controls.
Trend 2 Continued growth of the Internet both in
terms of its coverage, speed and
sophistication. Broadband coverage is
growing based on both fixed line, cable
and broadband wireless communications;
speed is increasing leading to new
services being viable and Web 2.0 has
transformed the applications and services
(transactional, social media,
entertainment services, etc.); Web 3.0
could well do the same for information
access.
These developments drive several
opportunities:
• New websites in growing coverage
areas, built to fit the local cultural
needs,
• Increased sophistication of existing
sites to incorporate Web 2.0 type
services,
• Range of new applications to run
within existing websites, requiring
integration and support, often
Mobile based,
• Potential for Web 3.0 application
functionality in the future.
Trend 3 End user cost reduction. Pressure on
costs both in terms of cost reductions on
existing process and ICT infrastructure as
well as for new ICT developments.
Drives many opportunities with
organisations seeking cost reductions:
• Outsourcing services to lower cost
of existing ICT,
• Installing new applications that are
less expensive to run (e.g. HR
systems, Buying systems), includes
Open Systems,
• SaaS/Cloud amendments to existing
applications,
• SaaS/Cloud based support services
• Web driven applications to reduce
cost e.g. on-line tax returns, on-line
purchasing.

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Trend 4 Development of new business models build
around developing technology impacting
both applications and the delivery
mechanisms. For instance smart phones will
continue to encroach on the PC space and
thin clients will become more practical
through web services. Google is a good
example creating a business out of other
peoples’ information and changing the
media world in the process.
Expansion of existing applications to work
with new channels including fixed or
wireless Internet.
Development of new services to meet or
create new demand using new delivery
models, such as iPhone applications.
Development of applications to leverage
new models and availability of new
information.
Trend 5 Public Sector looking to reduce cost or
streamline services in order to save
money as pressure rises on public sector
borrowing, especially in the UK and USA.
Companies who supply services to public
sector that help them to:
• Lower cost of processes,
• Deliver integrated transformational
Government,
• Streamline and integrate existing
process,
• Deliver infrastructure projects.
Trend 6 Growth in regulatory requirements driven
by current financial crisis, Green
regulations, legal changes, health and
safety, employment law, etc.
Companies who supply applications,
middleware or services to support their
customers meeting the continued
expansion of regulations:
• Financial,
• Health,
• Employment,
• Legal,
• Green issues.
Trend 7 Increased need for security of systems,
both physical and electronic, protecting
from physical harm such as flood or acts
of war along with information security
from viruses, fraud or IP theft.
Companies developing or managing security
of computer systems, primarily for software
or networks.
Trend 8 Server consolidation and virtualisation,
where by organisations are reducing the
number of servers and consolidating
applications to increase utilisation of existing
resources. Virtualisation covers a number of
areas and essentially allows resources in the
network to be used as a virtual form, for
instance memory doesn’t need to sit on one
server in can be accessed from the network.
This is both a cost saving method and very
much a environment Initiative, utilising
resources which currently redundant.
Companies providing virtualisation products
and services to aid consolidation across the
hardware and networks. Management
software, especially in the network.
Trend 9 Data Storage growth driven by increased
need to analyse and keep data, driven by
regulation and expanded use of data
analysis, as well as Internet applications
driving more storage requirements.
Companies developing data storage
software products and services.

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Trend 10 Telecommunications fixed line price
reductions driven by competition and
regulation. Operators therefore need to
increase usage and compete against the
mobile operators.
Telecommunications companies and
suppliers who are developing new services
to increase band width and network usage:
• Entertainment services,
• IP telephony,
• Web site functionality and
interactivity,
Trend 11 Mobile applications and increased
wireless data usage as wireless
broadband and use of smart phones
increase.
Companies working in the mobile space
developing:
• Web functionality for existing fixed
line websites,
• New applications and services, such
as iPhone and other smart phones
• Social applications enablement for
smart phones,
Trend 12 Global sourcing, whereby the Indian
outsourcing model has been emulated in
many countries, creating both increased
competition as well as new services. Two
major services are: “Follow the Sun”
services, whereby 24 hour development
work is carried out in multiple locations
around the globe; right sourcing, the use
of a network of outsourcing partners
each having a particular required skill set.
Palestine can leverage this trend through
partnerships with larger global outsourcing
companies, providing a number of potential
skills. These include technology expertise,
languages and location.
10.6 Building Future Resources
The industry needs to be clear about how it is supporting the education and practical development
of the people - students or existing employees. This is based around education and helping
graduates get support and training after graduation. Examples include the work carried out by
Google, Intel and Cisco along with other organisations.
Companies also need to identify important emerging technologies and look to develop skills and
experience in those areas.
10.7 Regional Industry Communications
Ensure there is strong communications and industry marketing capability, at least in the initial stages
of development. A start point is the development of an industry-focused outsourcing website which
can be used to communicate with the other countries. This should initially be focussed on Israel,
Middle East and Europe.
10.8 Developing International Business Strategies
Each company wanting to develop their international outsourcing business needs to first develop a
clear business strategy regarding markets and service offerings. This needs to be undertaken at the

Page | 59
individual company level, but could be built around the overall Palestinian outsourcing positioning.
Topics should include:
• Market by geography and perhaps by sector,
• Target customers – defined in the market segmentation,
• Software skills requirements,
• Process and quality skills requirements, including required partnership status with the
leading software organisations,
• Resources,
• Market proposition,
• Financial implications.
10.9 Marketing Operations
Companies should review their marketing and sales operations with regard to Marketing
communications, including positioning, market propositions and messaging then ensure these are
delivered through both electronic and physical media e.g. websites and printed material.
10.10 Sales Operations
Companies should review their sales operations and access to channels to market in order to:
• Upgrade selling skills; recognising each outsourcing sale requires the matching of a
company’s capability to a client’s needs. This requires a high degree of consultative
selling and negotiation skills. It is possible that this type of training and development
could be undertaken as a group project with external funding.
• Develop contacts and channels to market in chosen sectors using people skilled in
channel development. Possible use of the Diaspora could be useful here.
11.0 Recommended Follow-up Activity
The follow-up activity proposed is designed to help accelerate the growth of the ICT sector in
Palestine and other locations, whilst addressing some of its weaknesses.
• Provide marketing support for the Palestinian Outsourcing website to ensure it is
communicated across Israel and to the other regions included in the report. Activities could
include using Google ad words, setting up links from other sites, advertising, e-mail
campaigns, etc.,
• Provide guidance on using the information contained in this report to help develop business,
including the mapping database
• Continued support of the quality and process accreditation activities,
• Develop marketing and sales training to improve the overall commercial skills in the West
Bank and Gaza. Content would need to include marketing planning, marketing
communications and consultative selling techniques,
• Profile large services companies so tailored approaches can be made to establish contacts

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• Extend the mapping exercise to other countries, looking to build more detailed market
understanding, understand attitudes to outsourcing and to develop mapping databases to
drive direct contact,
• Support individual companies in developing their outsourcing through a review and planning
process. The objective being to help them grow their business by building a deeper
understanding of their strengths and weaknesses, supporting them in addressing issues and
help them to build practical plans for extending their outsourcing services to Israel and other
countries.
Some of these could be achieved on a joint funding basis with the company and a development
body shares the costs, thus cementing the buy-in of the company.
11.1 Using This Report
Both Palestinian and Israeli companies can use this report to identify potential partnerships by going
to the company profiles section and looking for compatible organisation or going to the website
www.outsource2Pal.com and running a search in the database.

Page | 61
Appendices

Page | 62
Appendix I
Market Drivers
Drivers for IT Spending
To understand the ICT market growth it is important to have insight into the three fundamental
drivers behind it, the “consumers” of ICT technology: Businesses, Public Sector, and Individual
Consumers. These are far from mutually exclusive, but it is worth considering each separately. It is
here that the impact of the economic downturn can be estimated, though regional differences can
be significant.
Factors impacting these include:
Business
• The business focus was on value for money, now it is more about cutting cost. In the short-
term this has led to reducing purchasing, reducing headcount and looking for more efficient
ways of running processes, either in house or through outsourcing.
• Legislation and Regulation has played a large part in driving up technology spend, as
management seeks to meet the Regulatory requirements set out by governments and
governing bodies. The two main regulatory drivers have been Financial Regulation and
security, the latter in terms of physical continuity, money laundering, communications
monitoring, as well as cyber threats.
• In the future it is highly likely that environmental issues will play a part in driving new
technology, particularly around energy consumption, environmental regulation
management and the need to replace some technologies to reduce costs and pollution.
• Building infrastructure and up-to-date systems, particularly in emerging economies, is likely
to have a positive impact on spend, but here the technologies are not likely to be the very
latest and therefore tend to be less costly. It will also favour IP and mobile type products and
services.
• The growth of the Internet and particularly the influence of Web 2.0 have allowed
technology to fundamentally change the way many businesses operate and communicate,
both impacting many of the issues above and allowing the development of new industry
models
Public Sector
The economic crisis will severely impact public sector spending in the medium term in many
countries. With the amount of money put into propping up the banks, lower tax revenues due to
lower spends and social spending increasing, budgets in many regions will be stretched thinly.
Region-to-region trends will differ depending upon economic position, rate of growth and
modernisation. Major influences are likely to be:
• Spend focussed on reducing costs; this might include increased level of outsourcing,
providing the political environment allows for jobs to be moved offshore,

Page | 63
• Transformational Government, where services are delivered both internally and externally
across the network. Applications use the Web to communicate and interact with business
and the public, though gated by enough people having access to these services. A good
example would be on-line tax returns or situations where multiple facets can be brought
together electronically, such as the UK’s car tax system where applications online link to
annual roadworthiness tests and insurance before a tax discount can be approved.
• Increased spending on security; physical security from threats such as flood, fire or
terrorism, viral threats to software and operating systems and data security keeping
confidential and sensitive data safe.
• Political and practical need to keep spending on healthcare and defence, which are the most
likely areas least impacted by budgetary cuts.
Consumer
Consumer spending has a major impact in the market and is likely to remain under pressure for
some time in many economies. Large differences exist between the regions based upon the lifecycle
of the technology in the region and the infrastructure that supports it. In Europe, North America and
parts of Asia there is a strong telecommunications network which tends to drive computer
equipment and network sales, especially driven by the Internet; mobile communications, of course,
are particularly important too. In many emerging regions mobile communications are more
important and a very significant driver of ICT adoption.

Page | 64
Appendix II
Asia
Table 6: Asian ICT Market Size (€bn)
2006 2007 2008 2009 2010
ICT 324.3 326.2 360.8 408.4 428.1
IT 107.3 113.8 123.0 131.1 136.7
Telecom 217.6 232.3 247.7 267.4 291.3
EITO June 2009

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Appendix III
Palestinian Market FBI Analysis
A Features, Benefits, Interest analysis (FBI) develops the traditional features and benefits tool to
understand why a buyer could be interested in the benefits. The interest will in a B2B environment
relate to aspect of commercial advantage, costs, time saving, time to market, tec.
Features Benefits Interest
Cultural Understanding for
Israel, MENA, EU and NA
Understanding of how
customers work and how to
interact with them
Lowers resources to manage the
contract hence reducing costs
Improves the time it takes to
build communications lowering
cost and providing faster time
to market
Better communication with
peers and management in the
customer organisation
Provides improved efficiency in
day to day communications,
operations and management
reducing costs and building
stronger satisfaction levels
(Staff retention)
Easier implementation driving
down costs
Staff retention easier
Faster start-up time
Better able to create a team
between customer and provider
Staff retention
Efficient management of
projects
Experience of working outside
of Palestine
Provides new knowledge,
processes and delivery models
Aids easier implementation
driving lower costs
Faster time to market

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Improved quality of delivery
Staff retention and loyalty One-time training cost and
minimal retraining of new
people
Provides higher return on
investment for training
Reduces overall training costs as
no need to train new people too
often
Builds experience on the
project drives improved skills
and higher quality work
Increases efficiency in both
costs and time
Supports the building of strong
relationships with the customer
and their teams
Better customer retention and
less churn as the groups work
closely together – reducing
downtimes and sales costs
Low costs Customers get lower prices and
good value for money
Easier to win new business and
retain current business
Keeps competition out
Customers can afford more
deliverables for budgets
Increased business for supplier
Proximity to customers Easier communications
between individuals and teams
Lowers management cost and
stress based on time zone
Faster start up times
Increased efficiency
Training easier Lowers training costs
Improves problem resolution
Language Skills Ability to communicate in same
language at a good level
Aids relationships and efficiency
Reduces management costs
Improves start-up and delivery
time
Wide range of IT skills available Can locate experience in
required technology
Faster time to start-up

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Reduces training costs
Choice of suppliers Better value for money
Have experience in
implementation
Lower training costs
Experienced Management with
International experience in
place in many companies
International standards and
ways of working understood
Faster set-up times
Accurate project planning
reducing over runs and time
issues
Support integration of local
teams into customer teams
Lowers risk, ramp-up costs and
management intervention
Sector or application
experience
Faster application of technology
to the issue
Lower training costs
Lower development costs
Quality issues and process
understood
Improved efficiency
High Intellectual Property
security
Lowers risk of stealing of IP and
ending up with competition
Protects investments
Maintains competitive
advantage
Reduces costly law suits
Reliable telecoms
infrastructure
Security of electronic
communications
Low risk of costly outages

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Appendix IV
Acknowledgements
EITO Reports for the world-wide ICT market and regional views, mainly from July 2009 report
Palestine Enterprise Development Project – David Ross
Business Monitor International Israeli Information Technology Reports
2009 Global Services Location Index GLSI – AT Kearney
Various Presentations - PITA
AT Kearny

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