Cognizant analyzes a document discussing how U.S. consumer goods companies can benefit from putting analytics at the core of their business strategies. The summary is: 1) U.S. consumer goods companies face economic challenges like rising costs and shifting consumer behavior, forcing them to find new efficiencies. 2) Advancements in data collection and analytics can help companies better understand customer needs, identify operational inefficiencies, and innovate new products. 3) To stay competitive, consumer goods firms must leverage the vast amounts of data now available through digital technologies and social media to engage customers and guide strategic decisions.

1. • Cognizant Reports
U.S. Consumer Goods: The Case for
Putting Analytics at the Core
Executive Summary Meanwhile, the recession introduced impor-
In the ever-evolving digital era, companies are tant changes in consumer behavior. Consumers
inundated by unprecedented amounts of data are now more careful about selecting products
— generated internally, as well as externally. that deliver maximum value for the money, and
Importantly, organizations have come to realize green goods are gaining in popularity across age
that this data holds the key to solving many groups, with the millennial generation2 leading
problems inside their four walls, and beyond. the way. Consumers have begun relying on their
This understanding, coupled with advancements smartphones and mobile access to the Web and
in analytics technology, is pushing companies social networks to help them research product
to derive insights from raw data and boost attributes and prices. Social media’s growing
decision-making across their organizations influence on consumer buying behavior is forcing
in ways that drive business performance and companies to venture into the terrain of integrat-
competitive advantage. As the U.S. economy ing social and traditional channels. Companies
struggles out of the recession, consumer goods are also realizing they need to innovate to remain
(CG) industry players are under increasing competitive.
pressure to extract further efficiencies.
Factors such as rising input costs have The rise in social and mobile technologies has
significantly affected margins, and for a variety also caused an explosion of data, which if prop-
of reasons, CG companies have not raised prices erly leveraged can help CG companies understand
to fully compensate for these increased costs.1 consumer behavior and drive innovation, as well
as guide companies to begin strategically thinking
The recession was officially declared over in about extracting much-needed efficiencies from
June 2009 by the National Bureau of Economic operations and alleviating margin pressures. For
Research, but this pronouncement was not starters, companies need to build an infrastruc-
accompanied by improved market conditions ture for collecting and analyzing the huge data
for CG players. Despite consumption exceeding volumes generated by social and mobile sources
pre-recession levels during 2011, high unemploy- and creating a single version of the truth across
ment and repeated aftershocks have conspired various departments that spans structured and
to create anxiety over the future. unstructured formats.
cognizant reports | february 2012

2. Going forward, we believe CG players will benefit by The value of shipments has increased over the
putting analytics at the core of their endeavors to: past year (see Figure 2, next page), but long-term
profitability remains a concern.
• Engage with customers at the right place and
time to enhance brand awareness. Confronted with this scenario, CG manufacturers
• Identify niches that can be targeted with have taken to emerging markets in their search
specific products. for growth and are focusing on creating efficien-
• Innovate to meet evolving consumer needs. cies to combat margin pressures.3 In domestic and
• Use data to identify areas of inefficiencies foreign markets alike, manufacturers are seeking
and improve performance. insights into customer behavior to understand
• Harness the power of cloud computing to their evolving needs. There is also a concerted
enhance internal analytics capabilities. effort to create efficiencies in the supply chain.
CG companies have caught onto the idea of big
data supply chains capturing insights from across
Economic Forces the organization to reduce latency and optimize
Weak economic growth presents the biggest inventory.
challenge for CG manufacturers. Even as the
heavily medicated economy struggles to get back
on its feet, new shocks, such as renewed fears of Customer Behavior Shifts
a double-dip recession, have spread a cloud of One of the notable impacts of the U.S. financial
doubt over future growth. crisis was the dramatic shift in consumer buying
behavior. The household savings rate has trended
Persistently high unemployment, combined up over the past few years and is expected
with wage gains that have remained below the to reach 10%, according to some estimates.
inflation rate, have negatively impacted con- The recession forced consumers to look
sumer spending. Growing commodity prices have for more value and purchase lower priced
added to manufacturers’ woes (see Figure 1). products. However, despite overall consumer
Importantly, industry players have found it expenditure returning to pre-recession levels, the
increasingly difficult to pass on these price demand for value has remained. Daily spending,
increases to consumers. According to McKinsey as reported by consumers, remains below 2008
& Co., commodity prices increased by 40% levels (see Figure 3, page 4).
between 2002 and 2007, but manufacturers
passed on only 15% of this to consumers, result- Adjusting to this change is of prime importance
ing in a 75% contraction in the sector’s margins. to CG companies. Not surprisingly, responding
Rising Commodity Prices
CG manufacturers have not raised consumer prices to fully compensate for higher costs.
4.5
4.0
Percentage Growth in Prices
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
Q4 2001 Q4 2002 Q4 2003 Q4 2004 Q4 2005 Q4 2006 Q4 2007 Q4 2008 Q4 2009 Q4 2010 Q1 2011
Fuel oil, per gallon Milk, per gallon
Eggs, per dozen Ground chuck, per pound
Source: “2011 Financial Performance Report,” Grocery Manufacturers Association and PricewaterhouseCoopers
Figure 1
cognizant reports 2

3. to this situation ranks high on the agenda of innovate their way out of this sticky situation
CG CEOs, including the need to develop products (see Figure 4, next page).
that consistently deliver value at lower prices.
Such a situation is bound to put further pressure The ever-increasing volumes of data, gener-
on margins. ated internally and from external sources, has
emerged as an important driver toward this goal.
Meanwhile, millennials are taking a whole new More than ever, CG companies are looking at the
approach to the way they search, compare and data generated on a daily basis in the supply
buy products. These young consumers use tech- chain and at the retailer’s end to flesh out useful
nology to meet their need for buying the most insights.
suitable products. They are tech-savvy, active on
social networks and likely to keep their options CG companies have always strived to under-
open as far as brand loyalty is concerned. The stand customer needs. As the digital shopping
mobile phone has played a catalytic role in the era evolves, they are working even harder to
rise of this tech-savvy consumption behavior. gain new insights into what customers want by
Growing adoption of smartphones, coupled with engaging with them everywhere, such as at the
increased use of the Internet on these devices, point-of-sale in the physical and virtual worlds.
has meant that information critical to shopping is Working closely with retailers is essential
available on demand. No wonder holiday season to achieving these insights, and it also helps
sales through mobile devices more than doubled create efficiencies across several areas.
in 2011 over the previous year.4 Adoption of downstream data reporting,
supported by technologies such as demand
For CG companies, this is a critical development. signal repositories (DSRs), has increased over
Future growth will depend, to a great extent, on the years as retailers have begun to realize the
how well they exploit the customer engagement benefits of sharing data with suppliers. For
opportunities that accompany the rise of these suppliers, the ability to better forecast demand
new channels. means they can adapt their procurement
strategies accordingly.
Leveraging Data Mobile devices such as tablets are gaining
The problem of creating efficiencies in a traction within CG companies, many of whom
troubled economy while meeting evolving believe mobility boosts productivity across
consumer demands has no single solution. the spectrum of their operations. Access to
CG companies are realizing they will have to consolidated data on the move saves time and
Monthly Value of Shipments in CG Industry
Shipment values are steadily increasing for CG manufacturers.
130
125
120
Millions of dollars
115
110
105
100
Mar-09
Mar-08
Dec-09
Sep-09
Dec-08
Sep-08
Jun-09
Dec-07
Jun-08
Mar-10
Dec-10
Sep-10
Jun-10
Mar-11
Source: “2011 Financial Performance Report,” Grocery Manufacturers Association, PwC
Figure 2
cognizant reports 3

4. U.S. Consumer Spending
Self-reported daily spending is rising but not to pre-recession levels.
$120
$114
$110
$90
Monthly average
$89
$81 $76
$72 $75 $74
$70 $72
$65
$59 $59 $58
$59
$50
$30
Jan-2008 Jan-2009 Jan-2010 Jan-2011 Jan-2012
Monthly average
Based on Gallup Daily tracking of the amount Americans say they spent the day before at stores, restaurants, gas stations and
online, excluding the purchase of cars and homes, and payments on normal household bills.
Source: Gallup
Figure 3
enables faster decision-making on the manufac- Where Improved Analytics Can Help
turing floor and in the field. A booming market There is data, and then there is data that improves
for applications that boost productivity is also decision-making. The latter results from filtering
playing its part. key bits of information to derive insights, using
advanced analytics. This is what CG manufac-
Companies that have taken a lead in this area turers are striving to achieve. Analytics is by no
are planning for the long term and are putting means new to the industry, but the breadth of
in place the necessary infrastructure, which its application is widening, driven mainly by the
includes the ability to capture a single version of increased availability of data on everything from
the truth, analyze it and share insights across the supply chains, to customers (see Figure 5, next
organization. page). Companies are improving supply chains,
Innovation High on the CEO Agenda
Q: To what extent do you agree or disagree with the following statements regarding your company’s
innovation over the next three years?
Agree Strongly 33 25 20 6 Our innovation will lead to significant
new revenue opportunities.
Our innovation will lead to operational
Agree efficiencies that provide us with a
52 46 50 33 competitive advantage.
An important part of our innovation
strategy is to develop products or services
Disagree 3 7 11 22 that are environmentally-friendly.
We expect the majority of our innovations
to be co-developed with partners outside
our organization.
Disagree Strongly 353 18
0 20 40 60 80 100 120 140 160 180 200
Respondent base: 1,201 chief executives in 69 countries (153 CG companies)
Note: ‘Neither agree nor disagree’ and ‘Don’t know/refused’ excluded.
Source: “14th Annual Global CEO Survey 2011," PwC
Figure 4
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5. Drivers for Increased Use of Analytics Tools
Area Drivers Implications Analytics Opportunities
Weak economic The need for increased Employ data analytics to
growth efficiencies. extract efficiencies from
operations and enhance
Unemployment High unemployment levels, decision-making by
Economic and
leading to decreased spending. predicting future scenarios.
demographic
factors
Stagnant population Changing behavior and needs Create products to suit this
growth; aging of baby boomer generation. age group.
population
Input cost inflation Rising energy costs Adverse impact on margins; Employ analytics in areas
and commodity increased focus on cost-cutting. such as supply chain and
prices inventory management to
identify performance
enhancement opportunities.
Shifting consumer An evolving Increasingly frugal consumers Generate insights through
preferences customer who “want more for less“ consumer behavior analytics
and the need for companies to track behavior patterns and
to innovate to meet evolving understand consumer needs.
needs.
Technology Data sharing in The need for manufacturers Generate better analytic results
the supply chain to consolidate data across the through technologies such as
organization and fully utilize master data management.
the data generated from the
supply chain.
Marketing Proliferation of Increased popularity of Discover important information
new media channels such as the mobile about consumer preferences
Web and social media with that can aid product promotion
consumers, leading companies and customer feedback, using
to rethink their promotional tools such as social media
strategies. analytics.
Sustainability A key area of focus The move toward Deploy analytics tools to
for the future environmentally support product innovation.
friendly products.
Source: Cognizant Research Center
Figure 5
customer loyalty and sustainability programs by carefully crafted to get people talking about
analyzing large pools of data to derive patterns, upcoming products.
identify trends and gain insights to drive strategic
decisions across the organization. The rules of customer engagement have changed
with the rise of digital media. Today’s multichan-
Playing to the New Rules of Customer nel customer spends a good deal of time on the
Engagement Internet, and not just using a wired connection.
An increasingly complex business environment The mobile Internet, accessed via tablet devices
has rendered many of the industry’s historical and smartphones, has increased significantly
practices obsolete. Take advertising, for example. just in the last two years. Shoppers accessing
An ad campaign on television, newspapers and the Internet through wireless means increased
outdoor billboards was once considered to be 51% in 2010, according to a survey by the Pew
enough to generate customer interest. Today, Research Center. These customers are looking for
however, new channels to reach customers value, and they know their options are not limited
need to be integrated into the overall marketing to one or two stores, either physical or online.
and promotional strategic mix. For instance,
a television ad campaign could be preceded by Multichannel communication is, therefore,
a social media campaign on Facebook that is the new normal for spreading brand messages.
cognizant reports 5

6. This calls not only for an integrated media feedback from social media users and created
strategy but also one that strives to create a personalized videos in response. These videos
consistent experience for consumers as they were such a big hit with viewers that as many as
navigate these channels. Not surprisingly, 187 of them were made. By the time the campaign
companies are realigning their promotional was finished, it had surpassed 16 million views,
strategies accordingly, as they work to reach exceeding President Barack Obama’s election
customers along the path to purchase — from victory speech.5 The media research agency
online searches, to in-store ads, coupons and Nielsen reported in July 2010 that Old Spice
apps. Also known as shopper marketing, this area body wash sales rose 55% for the previous
is expected to witness increased spending by three months and a whopping 107% over the
CG companies (see Figure 6). previous month.
Perhaps the biggest game changer is social With increasingly complex and fragmented
media. Companies have struggled to master media, companies need to make effective,
this medium, with more and more jumping on fact-based decisions, and this is where the digital
the social bandwagon, starting from a simple age opportunity lies. There is no dearth of data —
Facebook fan page and growing to a full-blown companies generate huge amounts of customer
social media strategy. Analytics tools are key to data on a daily basis that go beyond purchase
the success of these efforts. Customers use social transactions, into areas such as perceptions
media to express their thoughts about products of products and services. The trick is to distill
and services they have used, and sentiment key insights from this data using advanced ana-
analysis tools allow companies to analyze this lytics. Today’s analytics tools allow companies
data to know what customers are thinking about to track everything from channel performance
their products. Similarly, these tools can be used to customer behavior. Product performance can
to measure the response to a new product or be tracked dynamically, to identify potentially
service the company is planning to launch. successful brands that can be promoted through
advertisements and deals.
Some companies have used this media very
intelligently. An example is the campaign for Product Innovation
the new body wash from Old Spice, a brand At a time when customer preferences are
owned by Procter & Gamble, that combined radically changing, the need for innovation is
Facebook, Twitter and YouTube. Starting off hyper-critical. Even as tough economic conditions
with simple advertisements starring the former push customers to seek value in all purchases,
NFL player Isaiah Mustafa, the campaign sought concerns over the environmental and health
Expected Growth in Advertising and Promotions Mix
CG companies will increasingly turn to “shopper marketing” to gain visibility along the purchase path.
Shopper Marketing 55 28
Digital Media -3 36 40
Consumer Promotions -3 -10 3 28 Average annual increase or decrease
over the next three years:
Increase >5%
Traditional Media -13 -18 9 16
Increase 0-5%
Decrease 0-5%
Trade Promotions -7 -24 10 Decrease >5
-40 -20 0 20 40 60 80 100
Percent of respondents
Source: “Shopper Marketing 4.0: Building Scalable Playbooks That Drive Results," Grocery Manufacturers Association and
Booz & Co., 2010.
Figure 6
cognizant reports 6

7. impacts of products are emerging; meanwhile, For example, analyzing the purchasing behavior
CG companies are sourcing products globally of customers according to age, income levels
(which adds complexity to product safety require- and preferences can help companies identify
ments) and are struggling to meet green and sus- how trends are evolving. This will provide clarity
tainability mandates (whether internally driven around which products and pricing models would
or enforced through regulations). According to result in a winning strategy.
a survey by NBCUniversal,6 68% of respondents
said it was worth paying more for green goods. Creating Efficiencies
At a time when margins are under pressure, com-
The food and beverages sector, for instance, panies are bound to look inward for opportunities
is dealing with rising health consciousness to cut costs. CG companies are identifying areas
and increased need for convenience foods. where processes can be improved. The plethora
Carbonated drinks sales have declined steadily of internal data about many business processes
over the past few years as consumers move holds the key to creating efficiencies. These
toward non-carbonated health drinks, which insights can be drawn by applying analytics tools
grew at 7% in 2010.7 Consumers also want pre- to the data collected from various departments to
packaged foods that offer greater nutrition and identify anomalies in internal operations that can
higher quality. With population growth in the then be rectified.
developed world expected to remain slow, manu-
facturers will have to differentiate in order to stay Today’s globally aligned business models
ahead, and product innovation will be key to this. introduce complexities that need to be dealt with
on a dynamic basis. Companies that have not
Understanding the different segments of custom- updated their business models risk losing ground
ers will be useful for companies. For example, rapidly. Traditional supply chain architectures,
the aging baby boomer generation’s preferences for example, need a complete overhaul. Much of
have changed. Companies can identify these the inefficiencies stem from the fact that data
changes and create products accordingly. Such remains stored in silos, and spreadsheets are
efforts could mean getting closely involved with pervasive. Overhauling data architectures
customers or partners to drive innovation. Data across the organization will enable operational
analytics will be important to drive decisions in efficiencies to be derived.
this scenario. Analytics tools can also help predict
the performance of products based on past data Improved Sustainability Initiatives
combined with “what if“ scenarios, thus helping Sustainability has moved to the top of the
companies choose the best possible alternatives. corporate agenda across industries over
Drivers for Sustainability Initiatives
CG companies name branding as a top reason for pursuing sustainability programs.
Brand
Costs
Regulation
Customers
Risk
Competition
Product differentiation
Profitability
Shareholders/Investors
Employees
Other
All Consumer markets
Don't know
0% 10% 20% 30% 40% 50% 60%
Percentage of respondents
Response base: 378 senior executives from North America, Asia Pacific, Europe, Middle East, Africa, Latin America
Source: "Corporate Sustainability: A Progress Report," KPMG, March 2011.
Figure 7
cognizant reports 7

8. the past few years, and consumer goods CG companies will need systems that enable
companies are no different.8 Regulations and accurate and near-real-time reporting of this
customer awareness have played a vital part in data, as well as analytics tools that can turn
this. However, the top driver across industries raw data into insights to continuously improve
is the desire to promote brand awareness (see progress made against sustainability goals
Figure 7, previous page). Companies are look- through better decision-making.
ing to cut resource usage wherever possible. For
example, several CG manufacturers have reduced
their consumption of water in manufacturing. Data Management and Other
As this trend evolves, sustainability reporting is Challenges
growing in importance to stakeholders; in fact, Data management is central to any successful
in a KPMG survey, the number of companies analytics implementation. Employing real-time
producing such reports increased from just analytics involves collecting the right data — that
6% in 2000 to 36% in 2010, with an additional is, data that is relevant in a given context. Data
22% planning to produce reports in two years.9 management across the CG value chain, however,
remains plagued by age-old architectures, siloed
Sustainability initiatives are also seen as a source storage and manual intervention. Old approaches
for innovation and efficiencies. Companies that like the use of spreadsheets to hold business-
have taken the lead here assign high importance critical data hinder data sharing between depart-
to sustainability reporting based on what they ments; instead, a single version of the truth needs
want to improve within their internal processes. to be created to inform decision-making.
Yet, the quality and quantity of sustainability data
reported varies highly across consumer market Similar efforts are being made to collaborate with
sectors. retailers on using downstream data, although
there is no enterprise-wide approach to collect,
For sustainability initiatives to deliver value, it is share and analyze this data (see Figure 8). As
important that proper metrics are instituted to a result, different departments pursue their own
measure and analyze the results. In this regard, connections with retailers to generate data.
adhering to industry benchmarks and reporting There even seems to be little consensus between
standards will be helpful, although such standards departments over the responsibility for a
are largely a work in progress. As metrics emerge, downstream data initiative, as a 2010 study by
The State of Data Management
Q: How standardized is the approach you are taking to downstream data management?
Looking at a corporate strategy,
34%
but do not have one in place yet
No corporate-level strategy; each
customer team decides on the 29%
approach they take
Made a decision on a corporate
strategy and currently 22%
implementing it across team
The same tool is in place across
15%
all teams today
0% 5% 10% 15% 20% 25% 30% 35% 40%
Response base: More than 100 midsize CG suppliers and retailers
Source: “Retailer/Supplier Shared Data Study 2010," CGT and RIS News, 2010.
Figure 8
cognizant reports 8

9. CGT/RIS10 found. While 82% of respondents analytics competency have a better chance of
believed it was a sales initiative, 77% said it success.
was a supply chain initiative. This dichotomy
could result in data inconsistencies between Access to an analytics talent pool and a
departments, which in turn will negatively cost-effective delivery model is an equally
impact decisions made down the road. important requirement, and consumer goods
companies should consider associating with
Overcoming this hurdle is, therefore, crucial for partners that can provide these capabilities.
companies, and the decisions that drive the move Advances in cloud computing have created
toward a single version of the truth must be opportunities to reduce hardware, software
made by organizational leadership. Departmental and talent-related costs through business
buy-in needs to be generated to share crucial process as a service12 (BPaaS). BPaaS helps save
data. This will most certainly involve a dramatic critical Cap-Ex by leveraging cloud computing,
cultural shift, which makes the role of leaders with its consumption-based fee structure and
even more important. hosted computing model. It is our view that
companies that benefit from this scenario will
do the following:
Analytics as a Service
Creating a culture of decision-making based • Create a data management infrastructure that
on insights drawn from data shared across the integrates existing data silos.
organization will not be an easy task. But given • Develop a single version of the truth to drive
the ever-growing complexity of the business improved organization-wide decision-making.
environment, this transformation to a data- • Design a strategy to harness the potential of
driven culture is essential, and the benefits big data to drive efficiencies and innovation.
will be worth the effort. Companies that see • Partner with vendors that can help cut
themselves as highly competitive tend to have Cap-Ex by providing a complete solution that
a higher analytics orientation than their peers.11 encompasses analytics technology and talent
Organizations that empower themselves with an aspects.
Footnotes
Richard Benson-Armer, Peter Czerepak, Tim Koller, “The Commodity Crunch in Consumer Packaged
1
Goods,“ McKinsey Quarterly, December 2010, https://www.mckinseyquarterly.com/The_commodity_
crunch_in_consumer_packaged_goods_2719.
2
The Pew Research Center defines millennials as the generation that was born after 1980 — the first
generation to come of age in the new millennium.
3
“Growth Reimagined: Prospects in Emerging Markets Drive CEO Confidence,“ Pricewaterhouse
Coopers, 2011, http://www.pwc.com/gx/en/ceo-survey/pdf/14th-annual-global-ceo-survey.pdf.
4
“Mobile Shopping Doubles over December 2011 Holiday,“ IBM, January 2012, http://www-03.ibm.com/
press/us/en/pressrelease/36472.wss.
5
Samuel Axon, “Old Spice Sales Double With YouTube Campaign,“ Mashable.com, July 27, 2010,
http://mashable.com/2010/07/27/old-spice-sales.
6
“Green in the Economy II,“ NBC Universal, 2011.
7
Alan Rappeport, “Emerging Markets Boost Pepsi Sales,“ Financial Times, April 28, 2011.
8
“Beyond Green: The Triple Play of Sustainability,“ Cognizant Technology Solutions, March 2011.
9
“Measuring Up: Improving Sustainability in Consumer Markets,“ KPMG, June 2011.
cognizant reports 9

10. 10
“Retailer/Supplier Shared Data Study 2010,“ Consumer Goods Technology/Retail Information Systems
News, September 2010.
“Advanced Business Analytics Enable Better Decisions in Banking,“ IDC, November 2010.
11
12
BPaaS refers to the provision of business services encompassing underlying IT infrastructure,
platform and skilled manpower, to run specific business processes in a virtual, globalized and
distributed operating model.
References
Shobhana Chandra, “Consumer Spending in U.S. Unexpectedly Falls for First Time in Two Years,“
Bloomberg, Aug. 2, 2011, http://www.bloomberg.com/news/2011-08-02/consumer-spending-in-u-s-
unexpectedly-falls-for-first-time-in-two-years.html.
Robert Higgs, “One More Time: Consumption Spending HAS Already Recovered,“ The Beacon, The
Independent Institute, Sept. 9, 2011, http://blog.independent.org/2011/09/09/one-more-time-
consumption-spending-has-already-recovered.
Aaron Smith, “Mobile Access 2010,“ Pew Research Center, July 7, 2010, http://www.pewinternet.org/
Reports/2010/Mobile-Access-2010.aspx.
Steffen Lauster, Elisabeth Hartley, Samrat Sharma, “Consumer Packaged Goods: Escaping the
Consolidation Mentality,“ strategy+business, June 6, 2011, http://www.strategy-business.com/
article/00081?gko=8b1c2.
Ken Eudy, “Consumer Interest in Sustainability Remains Consistent Through Downturn,“ Capstrat,
Nov. 19, 2010, http://www.capstrat.com/news/consumer-interest-sustainability-remains-consistent-
through-downturn.
Lydia Saad, “Americans' Spending Rises Modestly in December,“ Gallup Economy, Jan. 6, 2012,
http://www.gallup.com/poll/151904/Americans-Spending-Rises-Modestly-December.aspx.
Credits
Author and Analyst
Akhil Tandulwadikar, Senior Research Associate, Cognizant Research Center
Design
Harleen Bhatia, Design Team Lead
Suresh Sambandhan, Designer
cognizant reports 10

11. About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process
outsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered
in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep
industry and business process expertise, and a global, collaborative workforce that embodies the future of work.
With over 50 delivery centers worldwide and approximately 137,700 employees as of December 31, 2011, Cognizant is
a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the
top performing and fastest growing companies in the world.
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