IT Outsourcing Pricing Models:4 New IT Outsourcing Pricing Models Gain Popularity

In the traditional IT outsourcing deal, the vendor provides a service —managing servers, developing applications, monitoring networks —and the customer pays for it, whether at a fixed price, on a time-and-materials basis or a cost-plus model.

But as customers have grown to expect more value from their IT service providers and vendors have become eager to win that higher value, potentially higher-margin work, several new pricing models have emerged. “More creative fee structure attempt to better align the parties’ incentives,” says Shawn Helms, partner in the outsourcing practice of law firm K&L Gates.

Among the new pricing structures increasing in popularity are gain-sharing agreements, incentive-based contracts, shared risk-reward arrangements and demand-based pricing. “The better contracts aspire to satisfy the customer across prioritized business objectives that were either unable to be converted to [traditional service level agreements or reduced to a performance specification,” says Steve Martin, partner with outsourcing consultancy Pace Harmon.

But early adopters may find that while these new-fangled price models convey real benefits —from encouraging innovation to increased control over IT costs —they’re not for everyone. We lay out the four of the latest models you may come across when negotiating your next outsourcing deal: what it is, whom it works for, benefits, drawbacks and caveats.

Gain-Sharing Pricing Model

What It Is: Pricing based on the value delivered by the vendor beyond it’s typical responsibilities but deriving from its expertise and contribution. For example, an automobile manufacturer may pay a service provider based on the number of cars it produces.

Best For: Customers seeking dramatic business improvements who want to create a true alliance with IT suppliers. Cost-focused buyers need not apply.

Pros: Theoretically, this model encourages collaboration and creative problem-solving as both parties work toward common business goals, says Ross Tisnovsky, senior vice president with outsourcing consultancy Everest Group. It also affords the supplier greater freedom to determine how best to achieve the results.

Cons: Gain-sharing requires a high level of trust, an equitable distribution of risk and reward, and significant upfront investment, says Martin of Pace Harmon. “In practice, very often neither the vendor nor customer is willing to fund the investment without a guarantee of a payback.” Gains can be hard to agree on and difficult to measure. Because results can be influenced by factors outside of their control, vendors charge a premium on these deals.

Watch Out For: The second year blues. “If the provider has a windfall one year, then the customer is likely to demand a stricter formula or a new basis for the payment the following year. Conversely, if the supplier lost out due to poor overall performance by the customer organization, they will want to change the measurements,” says Tisnovsky. “This can lead to rebuilding the model every year.”

Incentive-Based Pricing Model

What It Is: Bonus payments are made to the vendor for achieving specific performance levels above the contract’s service level agreements. Often used in conjunction with a traditional pricing method, such as time-and-materials or fixed price, “the key is to ensure that the delivered outcome creates incremental business value for the customer,” Pace Harmon’s Martin says.

Best For: Customers who are able to identify specific investments the vendor could make in order to deliver a higher level of performance.

Pros: Incentives can compensate for drawbacks in the primary pricing method and better align provider motivation and customer goals, says Tisnovsky of Everest Group.

Cons: “This model often falls flat because companies end up rewarding their vendors for work they should arguably be doing anyway,” says Martin. “The ‘incentive’ should be that they get to keep providing the service.” Measuring bonus-worthy performance can be difficult and costly.

Watch Out For: Vendors who tell you that it’s common practice to provide these bonuses if you require the provider to pay penalties for missed service levels. It’s not.

Consumption-Based Pricing Model

What It Is: Costs are allocated based on actual usage (e.g., gigabytes of disk space used or help desk calls answered).

Best For: Buyers concerned about service provider productivity and those with variable demand. The utility model is particularly well-suited to situations in which the fixed costs of the services are shared across many customers, says Helms of K&L Gates, like cloud computing engagements.

Pros: Pay-per-use pricing can deliver productivity gains from day one and makes component cost-analysis and adjustments easy. Capital expenses become operating expenses.

Cons: Utility pricing requires a fairly accurate estimate of the demand volume and a commitment for certain minimum transaction volume, warns Everest Group’s Tisnovsky. Annual costs are less predictable.

Watch Out For: Internal reluctance to add needed services in order to keep monthly bills low. In addition, “this model only works from the service provider’s perspective if the services provided are directly related to the cost incurred as reflected in the price of the resource units,” says Helms. “The service provider bears the risk that an insufficient number of resource units will be used and the provider will not recover its fixed costs, but the customer bears the risk that it continues to pay an inflated price after the service provider has recovered all of its fixed costs.”

Shared Risk-Reward Pricing Model

What It Is: Provider and customer jointly fund the development of new products, solutions, and services with the provider sharing in rewards for a defined period of time.

Best For: Customers with the level of governance necessary to partner with the provider on these projects. Most importantly, according to analysis by Gartner, the client must be willing to share in either the upside or downside potential.

Pros: This model encourages the provider to come up with ideas to improve the business and spreads the financial risk between both parties. It mitigates some of the risks of new technologies, processes, or models by assigning risk and responsibility to the vendor, according to Gartner.

Cons: Results can difficult to measure and rewards tricky to quantify, says Tisnovsky of the Everest Group. Clients must hand over much of the management to the provider.

Watch Out For: Arguments over resources, overhead, investments and rate of return.

Stephanie Overby is regular contributor to’s IT Outsourcing section.
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BPO industry to hire over 230,000 people in 2012

BPO industry to hire over 230,000 people in 2012:

Will the IT outsourcing market double in 2016? What are the key factors in growth of BPOs? What’s the scope of BPO industry?

These and many more questions will be answered at the 26 BPO conferences being organized across India, which promise to give an insight into leading issues relating to the development sector.

Starting in New Delhi on May 23, the Bharatico BPO Conference, being jointly organized by BPO Association, brand specialist Promozz Media and event management firm Alpcord, is aimed at bringing to the fore interesting and inquisitive facts concerning the BPO industry.

Siddhaarth Sharma, vice president, Promozz Media, says “The Bharatico BPO Conferences will have 26 keynote sessions and workshops along with over a 1000 senior professionals of the BPO industry as speakers and over 10,000 BPO experts as well as government officials presenting and discussing the growth and scope of the BPO industry.”

The conference draws significance as the the BPO industry is set to hire over 230,000 people in 2012.

According to a recent survey by Ma Foi, ITES is one of the most optimistic sectors for hiring and they are among the top job generation sectors, with most of these leading from Tier 2 and Tier 3 cities of the country.

“The skill set for BPOs is shifting from urban towns to Tier 2 and 3 cities and that is where lies the answer to the near 400 per cent attrition that is plaguing the sector,” said Sandeep Jain, president of the BPO Association.

The conferences will be held at Mumbai, Bangalore, New Delhi, Chennai, Kolkata, Chandigarh, Hyderabad, Pune, Jaipur, Ahmedabad, Patna, Ranchi, Bhubaneshwar, Panaji, Gandhinagar, Trivendrum, Cochin, Shimla, Dehradun, Pondicherry, Lucknow and Agra.

“While India is best equipped to capitalize on the available opportunities, efforts should be made to ensure that these opportunities are not lost to other offshore destinations,” said Manan Vashisht, senior vice president, Bharatico Infomedia Ltd.
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IPL Season 5 points table, IPL Points table, IPL 5 Points Table,

 IPL 5 Points Table 2012:

Team Standings

     DD Cricket Team FlagDD 8 6 2 0 0 12 +1.026

     KKR Cricket Team FlagKKR 8 4 3 0 1 9 +0.432

     CSK Cricket Team FlagCSK 8 4 3 0 1 9 +0.033

     RCB Cricket Team FlagRCB 8 4 3 0 1 9 -0.192

     RR Cricket Team FlagRR 8 4 4 0 0 8 +0.190

     PWI Cricket Team FlagPWI 9 4 5 0 0 8 -0.064

     MI Cricket Team FlagMI 8 4 4 0 0 8 -0.305

     KXP Cricket Team FlagKXP 8 3 5 0 0 6 -0.436

     DC Cricket Team FlagDC 7 1 5 0 1 3 -0.708    

BPO Services:CargoSmart Launches BPO Services

CargoSmart Launches Business Process Outsourcing Services:

CargoSmart Limited, a leading Software as a Service (SaaS) global shipping and logistics solutions provider, today announced that it has launched business process outsourcing services for ocean carriers and logistics service providers (LSPs). The Virtual Business Center, a team of specialized representatives, uses business activity monitoring tools to manage documentation processes and sailing schedule maintenance for customers. CargoSmart’s new services enable companies to improve their customer service quality, increase operational efficiency, and save costs.

The Virtual Business Center’s documentation services for ocean carriers and LSPs include digitizing shipping instructions from multiple file formats and generating electronic bills of lading. CargoSmart’s flexible and scalable documentation services help carriers and LSPs:

Provide a consistently high level of service by consolidating documentation services from multiple regions or offices
Easily accommodate fluctuating documentation volume
Eliminate rekeying effort
Improve data accuracy
Manage exceptions with alerts for missing documents
Prioritize documentation processing based on due dates and VIP clients
Meet customers’ key performance metrics with fast and accurate documentation turnaround times
Geodis Wilson, one of the world’s largest freight management companies, has selected CargoSmart’s documentation services to supplement its data management processes. “High quality service differentiates logistics service providers in today’s highly competitive market,” said Victor Wong, Ocean Director of Geodis Wilson. “CargoSmart’s services help us achieve our high quality service commitment to customers, while controlling costs.”

In addition to processing documentation, the Virtual Business Center maintains pro-forma and up-to-date long term, coastal, and actual sailing schedules for carriers. The sailing schedule service improves schedule data quality with frequent updates and validates the data from Automatic Identification Systems (AIS), terminals, port agents, and other sources.

Orient Overseas Container Line (OOCL) Limited has outsourced its documentation processes and sailing schedule maintenance to CargoSmart’s Virtual Business Center. “CargoSmart’s business process outsourcing services allow us to consolidate our documentation services from multiple offices and standardize our service levels,” said Stephen Ng, Director of Corporate Planning at OOCL. “The new data management processes enable us to maintain consistent, high quality services for our customers while increasing operational efficiencies.”

“Ocean carriers and logistics service providers can leverage CargoSmart’s business process outsourcing services to gain efficiencies and easily accommodate future growth,” said Kim Le, Director of CargoSmart North America. “We are pleased that Geodis Wilson and OOCL have chosen to outsource their data management processes to CargoSmart.”

CargoSmart uses business activity monitoring tools customized for the shipping industry and employs specialized staff to effectively and efficiently process high volumes of data for carriers and LSPs. CargoSmart’s Virtual Business Center has added bill of lading processing and sailing schedule maintenance to its business process outsourcing services, and plans to extend the range of its services in the future. The team currently processes over 12,000 shipping instructions from multiple carriers each week, converting hard copy and e-mail-based shipping instructions into digital format.

CargoSmart ensures the security of customers’ data by using multiple levels of access control and a secure hardware setup. Each Virtual Business Center representative has limited access rights and exposure to the data. CargoSmart’s production systems and customer information are hosted in a state-of-the-art data center operated by a neutral third party.
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Rupert Murdoch told a 'shameful lie' to Leveson, claims ex-NoW legal manager

The former legal manager of the News of the World branded allegations by Rupert Murdoch that he was responsible for covering up phone hacking by the paper's journalists a "shameful lie".

Tom Crone issued a strongly worded statement on Thursday afternoon saying the same applied to Murdoch's suggestion at the Leveson inquiry earlier in the day that a News of the World lawyer had prevented journalists from telling News International executives about allegations that phone hacking at the paper went beyond a single "rogue" reporter.

Although Murdoch did not name Crone during his testimony, the former News International lawyer said he can only have been referring to him.

"Since Rupert Murdoch's evidence today about a lawyer who had been on the News of the World for many years can only refer to me, I am issuing the following statement," he said.

"His assertion that I 'took charge of a cover-up' in relation to phone-hacking is a shameful lie. The same applies to his assertions that I misinformed senior executives about what was going on and that I forbade people from reporting to [former News International chief executive] Rebekah Brooks or to [ex chairman] James Murdoch," Crone added.

"It is perhaps no coincidence that the two people he has identified in relation to his cover-up allegations are the same two people who pointed out that his son's evidence to the parliamentary select committee last year was inaccurate.

"The fact that Mr Murdoch's attack on [former News of the World editor] Colin Myler and myself may have been personal as well as being wholly wrong greatly demeans him."

Crone, a long-serving News International legal executive, left the company after the closure of the News of the World in July 2011, as did Myler.

The pair then became embroiled in a public row with James Murdoch. They claimed they had told the News Corp deputy chief operating officer in 2008 that phone hacking at the News of the World went beyond a single reporter. Murdoch denies this.

Earlier on Thursday Robert Jay QC, counsel to the inquiry, said there had been a consistent theme of cover-up during the phone-hacking scandal, and asked Rupert Murdoch where he thought this emanated from. "I think from within the News of the World," Murdoch replied.

"There were one or two very strong characters there, who I think had been there many, many, many years and were friends with the journalists – or the person I'm thinking of was a friend of the journalists, drinking pal, and was a clever lawyer, and … there had been statements reporting that this person forbade people to go and report to Mrs [Rebekah] Brooks or to James [Murdoch]," he added.

Jay also asked Murdoch why News International had not done more to find out how widespread the phone hacking was.

"I think the senior executives … and I were all misinformed and shielded from anything that was going on there, and I do blame one or two people for that, who perhaps I shouldn't name, because for all I know they may be arrested yet, but there's no question in my mind that maybe even the editor, but certainly beyond that someone took charge of a cover-up, which we were victim to and I regret," he responded.

Murdoch also said a News of the World editor was appointed – referring to Myler, although he did not name him at this point – "with specific instructions to find out what was going on".

"He did, I believe, put in two or three new steps of regulation but never reported back that there was more hacking than we had been told."

Myler was appointed editor in January 2007, after the News of the World royal reporter, Clive Goodman, and private investigator Glenn Mulcaire admitted phone hacking and went to prison. His predecessor, Andy Coulson, denied any knowledge of phone hacking but resigned, saying he took responsibilty for what happened.

Murdoch told the inquiry that Myler "would not have been my choice" and that he was the choice of Les Hinton, who at the time was News International's executive chairman. He said he thought then that there were stronger candidates from the News International sister title, the Sun

Jay then asked if Myler was a weak individual and the wrong man for the job. "I would say that was a slight exaggeration," replied Murdoch. "I would hope Mr Myler would do what he was commissioned to do."

Murdoch also admitted to Lord Justice Leveson that he had failed to find out what was going on at the now closed Sunday tabloid and he was "very sorry about that". At another point, during more than three hours of evidence, Murdoch said the phone-hacking scandal was an abberation for his global media empire, but one that was "my fault".

When asked by Jay whether News Corp had managed the legal risk of phone hacking by covering it up, Murdoch replied: "No. There was no attempt either at my level or several levels below to cover it up. We set up inquiry after inquiry, we employed legal firm after legal firm. Perhaps we relied too much on the conclusions of the police.

"Our response was far too defensive and worse, disrespectful of parliament."

Murdoch later revealed he wished he had closed the News of the World years earlier and also admitted he panicked when the phone-hacking affair blew up into a major scandal in July 2011.

"When the Milly Dowler [story] was first given huge publicity, I think newspapers took the chance to make this a huge national scandal. It made people all over the country aware of this, you could feel the blast coming in the window," he told the inquiry.

"I'll say it succinctly: I panicked, but I'm glad I did. And I'm sorry I didn't close it years before and put a Sun on Sunday in. I tell you what held us back: News of the World readers. Only half of them read the Sun. Only a quarter, regular."

Murdoch said he also made a major mistake listening to lawyers when Goodman alleged that others on the News of the World knew about the phone hacking.

"I should have thrown all the lawyers out of the place and seen Mr Goodman one on one and cross-examined him myself and made up my mind, maybe rightly or wrongly, was he telling the truth? And if I had come to the conclusion that he was telling the truth, I'd have gone in and torn the place apart and we wouldn't be here today," he added.

Earlier during the hearing, Murdoch agreed with Jay that the phone-hacking scandal had forced News Corp to drop its controversial £8bn takeover bid for BSkyB in July 2011.

He told the Leveson inquiry the scandal spiralled into a "great, national" issue after it emerged that the News of the World intercepted the voicemail messages of the murdered teenager Dowler.

News Corp withdrew its bid for BSkyB in July last year, nine days after the Guardian revealed that Dowler's phone had been hacked by the Sunday tabloid.

Asked by Jay whether the Dowler claims ultimately derailed the bid, Murdoch said: "Well, I don't know whether we can put it down to the Milly Dowler misfortune, but the hacking scandal, yes."

He added: "The hacking scandal was not a great national thing until the Milly Dowler disclosure, half of which – look, I'm not making any excuses for it at all, but half of which has been somewhat disowned by the police."

• To contact the Media Guardian news desk email or phone  020 3353 3857. For all other inquiries please call the main Guardian switchboard on  020 3353 2000. If you are writing a comment for publication, please mark clearly "for publication".
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Legal Remedies:Good practice for legal remedies

When running a small or medium scale enterprise there is a positive expectation that business relationships between parties are successful and that opposite parties will live up to the word and spirit of business dealings agreed between the parties. When parties meet and agree to contract with one another it is mostly a very positive situation. Lots of oral assurances are made and there is a great deal of optimism at the creation of a business relationship.

However, as the business is transacted significant issues may crop up between parties, which may relate to various issues such as no proper delivery, substandard goods, delayed or no payment or other issues affecting the transaction. The parties then talk to one another to resolve these issues.

In spite of efforts taken by parties the issues can at times turn into disputes. At this time, one may contemplate taking legal action in respect of the disputes for recovery of dues, costs or losses caused.

In law, it is usually the obligation of the party to prove the existence of the facts of his case. For successfully proving ones case it is required to prove all the relevant facts, which one asserts. Hence, it is prudent practice to maintain good evidence in all the aspects of business transactions.

Upon the creation of a business relationship between parties it is advisable to put the terms and conditions of the business relationship in writing and signed by the parties. It is also advisable that the parties endeavour to ascertain the terms and conditions based upon the entire transaction. Sometimes problems arise from the fact that the entire transaction is not envisaged at the time of negotiating the transaction.

You could add a clause for disputes to be adjudicated by Arbitration i.e. under the Arbitration and Conciliation Act, 1996.

Even if this is not found initially to be necessary, then prior to executing the first part of the transaction one should deliver a written communication setting out the agreed terms and conditions of the business relationship and also stating that based on such agreement the transaction is being executed. As per the law in India, an oral agreement is recognized. However, an oral agreement may be very difficult to prove, especially at a stage when disputes have already arisen. Hence, it is judicious to put in writing the terms and conditions of an agreement by a formal written agreement, or alternatively by written communications setting out such terms and conditions.

During the course of conducting the business transaction, there could be a change in the terms and conditions of the business relationship for operational or practical reasons or even to accommodate the difficulties of the opposite party. These changes could be an exception to the initial terms or a modification of the agreement. Every time there is a change in the terms of the agreement, whether it is an exception to the usual terms or a modification of the agreement, the same should be put in writing between the parties. For practical reasons, these changes to the terms of the contract are usually discussed and agreed orally. However, it is advisable that such oral changes to the agreement be recorded in writing by written terms signed by the parties or by sending a written communication recording the agreed changes of the agreement.

Today, communication by emails is recognized in law to have evidentiary value in proving the facts of a case. Hence, good practice would be to put in writing all oral discussions and agreements between parties, and communicate the written record by email or otherwise to the opposite party.

It is prudent to have a proper acknowledgment or proof of delivery of all written communication to the opposite party. This is necessary, if the opposite party denies having received the written communication.  It is best if the acknowledgment has the signature, name, date, time and stamp of the recipient. You could insist on all these details if there is a hand delivery made. There are email accounts which provide the delivery status of emails sent.

Maintaining these written agreements, communications, letters, emails and acknowledgements of receipt, is also necessary. Such written and recorded evidence will be of little use if there is no proper procedure in place for storing, filing and maintaining it. Emails can be maintained electronically i.e. in the email account, memory of computers or other storing devices. Emails could also be printed and appropriately filed.

The decision for taking legal advice and/or legal action is usually based on economic factors. It should be noted that the earlier you take legal advice the better. This may help taking remedial steps and informed decisions, which may put you in a stronger position or may even help in resolving the situation without having to take legal action.

Whatever is communicated by a client to his Advocate, in the course of or for the purpose of the engagement of the Advocate, is Professional Communication, which is confidential. Hence, it is most advisable to give complete information to the Advocate. In this way, an Advocate will give appropriate advice in the matter. Any weakness in your case could be exploited by the opposite party and hence it is best to be prepared for the same.

If legal recourse is inevitable, then the earlier you take action the better it would be. In appropriate cases you could seek interim relief against an opposite party. There are also alternative or other remedies, apart from filing a Suit in the ordinary Courts, like Arbitration (as mentioned above) and for action against unscrupulous management of Companies, registered under the Companies Act, 1956, you can also file a Winding-up Petition before the Company Court. Adjudication by Arbitration requires the prior agreement of parties, which is usually part of a written contract when the business relationship is created.
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Kanimozhi submits documents to Enforcement Directorate

DMK leader Kanimozhi today submitted a set of financial documents to the Enforcement Directorate (ED) in connection with its probe into her role in the alleged financial irregularities in the 2G spectrum allocation case.

Authorised representatives of the 43-year-old daughter of former Tamil Nadu Chief Minister M Karunanidhi met Enforcement Directorate authorities and handed over the documents related to her personal and business finances as sought under the provisions of the Prevention of Money Laundering Act, sources said.

"Once the documents (submitted today) are scrutinised she will be summoned, preferably on a day the Parliament is not working," sources said.

Ms Kanimozhi, who is attending the current Parliament session, was released last year on bail in the 2G case and the agency is set to begin prosecution action.

Ms Kanimozhi and some other people have been charged by the CBI in connection with the channelling of Rs. 200 crore to DMK family-run Kalaignar TV through a circuitous route.

The Enforcement Directorate had summoned her for questioning about the transfer of the Rs. 200 crore to the TV channel, in which she and Kalaignar TV MD Sharad Kumar hold 20 per cent stake each.

Some other transactions are also under the scanner of the Enforcement Directorate in the 2G scam.

The Enforcement Directorate, according to the sources, had earlier scrutinized documents related to the DMK MP's income, properties and personal investments and plans to take the probe forward, they said.

The ED had earlier initiated attachment proceedings under the Prevention of Money Laundering Act (PMLA) against other individuals and certain telecom firms involved in the case.
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Govt clears Banking Bill, retains voting right at 10%

The Union Cabinet on Thursday decided to retain the voting rights in the private sector banks at 10% and felt it could be raised progressively to 26% as suggested by the Standing Committee.

The decision, according to the sources, was taken by the Cabinet while approving changes in the proposed the Banking Laws (Amendment) Bill 2011.

It has been decided that cap on voting rights in the private sectors, which is currently at 10%, could be raised to 26% in a phased manner.

In December last year, the Parliamentary Standing on Finance had recommended raising voting rights of investors in the private sector banks but with a cap of 26% with a view to maintaining a balance between economic control and promoting corporate democracy.

The Banking Laws (Amendment) Bill 2011, introduced in the Lok Sabha in March 2011, had proposed providing voting rights to investors commensurate with their shareholding in the private sector banks.

At present, the voting right is capped at 10 per cent irrespective of the share holding in the private sector banks.

The Committee in its report on the Banking Laws (Amendment) Bill 2011 tabled in the Lok Sabha had suggested the RBI must ensure that regulatory mechanism is adequate and strictly complied with to prevent any misuse of the provision of increasing the limit.

It had recommended that RBI, being the nodal agency in the banking sector, should conduct due diligence of "fit and proper persons/entities...".
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New safeguard rights of Indian workers in UAE

New online attestation launched to safeguard rights of Indian workers in UAE:

The employment contracts of Indian workers in the United Arab Emirates will now be attested online, in order to make the process transparent and safeguard workers' rights.

The country's Labour Minister, Saqr Gobash Saeed Gobash, said the move will allow workers to review the terms of the contract and approve them before leaving India for the UAE.

"The online validation of the contract will be mandatory for any employer in the UAE," Gulf News quoted Gobash, as saying.

Presently, job contracts of Indian workers with an Emigration Clearance Required (ECR) stamp have to be attested by the Indian Protector of Emigrants and the Indian Embassy.

The ECR stamp is required for those who have not completed their matriculation.

Agents took advantage of the old system to make separate, fake contracts.

But the new system is activated by an online application by a UAE employer and requires disclosure of the key terms of the offer.

According to the report, the new system, launched in the presence of Vayalar Ravi, Minister of Overseas Indian Affairs, is expected to be fully operational in weeks.
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Micromax tablet, Micromax unveils Funbook, Micromax unveils tablet Price India

Micromax unveils tablet at Rs 6,499:

A digital education and entertainment device, "Funbook on Ice Cream Sandwhich", combining learning and fun was launched by eucational publisher Pearson, Micromax Informatics and education company Everonn. Micromax Funbook is available in 2 variants; suave silver and brilliant black.

A perfect combination of hardware, content and seamless connectivity for a high-quality and engaging experience, Funbook is poised to change the way fun and learning is consumed on the go. The device is targeted at at nearly 20 million of the total urban youth population in India and costs Rs 6,499.

Micromax tablet India, Micromax unveils Funbook, Micromax unveils tablet Price India, Online Micromax tablet Shopping India, Buy Micromax tablet India.