India has a large number of post-graduates, PhDs and MBAs who are involved in KPO. The Indian National Association of Software and Service Companies ([[NASSCOM]]) estimated the total market size of the KPO sector in India in 2006 to be $1.5 billion.{{sfn|Contractor|Kumar|Kundu|2010|p=53}} The year before, 2005, it had been $1.3 billion, with [[Evalueserve]] predicting that by 2010 it would be some $10 to $15 billion.{{sfn|Mehrotra|2005|p=46}} The Indian government was predicting that by 2010 India would have 15% of the global KPO market.{{sfn|Basu|2009|p=80}} However, [[Late-2000s recession|the global financial crisis]], coupled with domestic economic problems such as the [[initial public offering|IPO]] of [[Reliance Power]] in 2009, caused people to re-evaluate these predictions, incurring worries that India's IT, BPO, and KPO sectors — which by then, combined, were $8.4 billion in [[export revenue]]s — would be greatly affected by these factors.{{sfn|Varadarajan|2010|p=145–146}} The worldwide KPO industry is expected to reach about US $17 billion by 2015, of which US $12 billion would be outsourced to India. Furthermore, the Indian KPO area is likewise anticipated that it will utilize more than 2, 50,000 KPO experts by 2015.<ref name= "SIES">{{cite web| title= SEIS Journal of management| url= http://www.siescoms.edu/journals/siescoms/Journal1.pdf| page=86}}</ref>
===Challenges===
The KPO area has considerable measure of potential
development in India. India confronts various efforts by securing itself as a worldwide KPO pioneer. The real test in setting up a KPO will be to obtain skilled employees. KPO organizations include high risk and confidentiality and the greater part of the work would be outsourced from the US. The area likewise obliges larger amount of control, confidentiality and enhanced risk management.<ref>{{cite web|title= Challenges for Indian Companies in the Financial Services KPO Business|url= http://www.crisil.com/crisil-young-thought-leader-2005/dissertations/Smita-Bhattacharya_Dissertation.pdf}}</ref> Moreover, legal language and cultural barriers can result in genuine issues. Both organizations need to appreciate each other's corporate and national societies and find common helpful approaches to create successful participation.{{citation needed|date=November 2020}}
