Companies from have being off shoring their back office operations for many years now, especially call center work. The combination of inexpensive English-speaking labor, well-developed technical infrastructure and a wealth of subcontractors looking to service the growing outsourced call center industry have made India and the Philippines convenient and competitive locations of choice.
The document discusses various topics related to outsourcing including definitions of key terms, the current global state of outsourcing with leading cities and countries, potential pros and cons, reasons for and against outsourcing, issues to be aware of, and questions to consider when evaluating outsourcing.
The document summarizes key macro trends impacting the Australian legal market in 2016 and beyond. It finds that the pace of change is increasing for growth of digital technologies, growth of boutique/specialist firms, growth of new law models, and supply of legal graduates. Meanwhile, the pace is slowing for the entry of global firms into Australia and shifting of work in-house. Overall, the legal market faces challenges from increased competition and disruption driven by new technologies and business models.
The document discusses how visualisation solutions like Encompass can help law firms achieve operational efficiencies by enabling lean data management. It notes that the legal industry faces challenges like high costs, changing client expectations, and increased competition. The growing amount of information available makes managing commercial data difficult and prone to errors. Encompass consolidates data from various sources and visually displays links and relationships to help lawyers make faster, better-informed decisions and work more efficiently across borders. This supports applying lean principles to reduce waste and improve productivity, client value, and competitiveness.
Kristopher Schmidt has over 15 years of experience as a commercial lawyer, general counsel, and executive focusing on technology companies. His skills include M&A, operations, change management, and handling legal and HR issues. He is currently the General Counsel, VP of IT and HR at International Decision Systems, a global B2B software company, where he has helped restructure operations and complete several reorganizations.
Wage and Hour Attorney's Best Tips for Staying Out of TroubleEPAY Systems
Staying in compliance isn’t easy when you manage a distributed workforce. Statistically, your risk of a wage and hour lawsuit has never been greater.
But your firm can protect itself, and we’ve lined up the experts at Seyfarth Shaw LLP—the leading wage and hour law firm—to show you how.
Finding a common ground between finance and it it management templatesIT-Toolkits.org
Regardless of the size of the business, in most companies IT leads and heads of finance speak very different languages. It is this barrier which all but defines the Business-IT divide and largely because of it, IT struggles to establish a strategic role for itself, forced to continually manage costs as little is understood by Finance of each “IT expense” line item’s value.
The document discusses various topics related to outsourcing including definitions of key terms, the current global state of outsourcing with leading cities and countries, potential pros and cons, reasons for and against outsourcing, issues to be aware of, and questions to consider when evaluating outsourcing.
The document summarizes key macro trends impacting the Australian legal market in 2016 and beyond. It finds that the pace of change is increasing for growth of digital technologies, growth of boutique/specialist firms, growth of new law models, and supply of legal graduates. Meanwhile, the pace is slowing for the entry of global firms into Australia and shifting of work in-house. Overall, the legal market faces challenges from increased competition and disruption driven by new technologies and business models.
The document discusses how visualisation solutions like Encompass can help law firms achieve operational efficiencies by enabling lean data management. It notes that the legal industry faces challenges like high costs, changing client expectations, and increased competition. The growing amount of information available makes managing commercial data difficult and prone to errors. Encompass consolidates data from various sources and visually displays links and relationships to help lawyers make faster, better-informed decisions and work more efficiently across borders. This supports applying lean principles to reduce waste and improve productivity, client value, and competitiveness.
Kristopher Schmidt has over 15 years of experience as a commercial lawyer, general counsel, and executive focusing on technology companies. His skills include M&A, operations, change management, and handling legal and HR issues. He is currently the General Counsel, VP of IT and HR at International Decision Systems, a global B2B software company, where he has helped restructure operations and complete several reorganizations.
Wage and Hour Attorney's Best Tips for Staying Out of TroubleEPAY Systems
Staying in compliance isn’t easy when you manage a distributed workforce. Statistically, your risk of a wage and hour lawsuit has never been greater.
But your firm can protect itself, and we’ve lined up the experts at Seyfarth Shaw LLP—the leading wage and hour law firm—to show you how.
Finding a common ground between finance and it it management templatesIT-Toolkits.org
Regardless of the size of the business, in most companies IT leads and heads of finance speak very different languages. It is this barrier which all but defines the Business-IT divide and largely because of it, IT struggles to establish a strategic role for itself, forced to continually manage costs as little is understood by Finance of each “IT expense” line item’s value.
This document discusses offshoring and outsourcing. It begins by defining offshoring as moving business processes like IT services to lower cost countries. It notes the differences between offshoring and outsourcing, with outsourcing involving hiring another company for work while offshoring moves work overseas. The document then discusses reasons for offshoring like reducing costs, focusing on core competencies, and accessing skills. It also examines factors like captive models versus outsourcing providers and the impact of offshoring on companies of different sizes. Finally, it discusses questions to consider for outsourcing decisions around what to outsource, which companies to outsource to, and how to structure deals.
This document discusses factors to consider when selecting a facility location. It identifies primary factors like material, labor, and existing facilities that drive industrialization in an area. Secondary factors include available financing, infrastructure, and insurance. Location selection errors can be behavioral if personal factors outweigh business success, or non-behavioral from a lack of analysis or ignoring key industry characteristics. Developing a location strategy helps companies determine product offerings, demand forecasts, optimal manufacturing/service locations, and how to best access customers at minimum cost. Proximity to customers, available skilled labor, business-friendly policies, and supplier networks are also important location selection criteria.
Essay On The Five Phases Of A LPO RelationshipJulie May
The document discusses the five phases of a legal process outsourcing (LPO) relationship:
1. Planning - Includes researching the legal process, assessing costs and risks, and setting goals.
2. Planning - Factors like infrastructure, human capital, and facility locations must be considered for long-term outcomes.
3. Implementation - Transitioning core processes to a supplier requires substantial planning including process reviews and cost-benefit analyses.
The document discusses outsourcing, including its definition, history, and various perspectives. Outsourcing is defined as contracting out business processes to external organizations. It became popular in the late 20th century as companies increasingly outsourced abroad for lower costs. While outsourcing can provide cost savings and flexibility, it also faces criticisms around job losses in the outsourcing country and effects on workers. The document explores various views on outsourcing from different standpoints.
KOCG9696 Six Key trends in outsourcing ebookChris Hooper
This document discusses six key trends in outsourcing: 1) Outsourcing is no longer primarily about cost savings but also about competitive agility, scalability, and innovation. 2) Near-shoring to locations with similar time zones and cultures is becoming more common. 3) Outsourcing is increasingly being applied to strategic functions like finance, HR, and IT. 4) Mid-sized companies are expanding their use of outsourcing more than larger companies.
Deloitte’s 2014 Global Outsourcing and Insourcing Survey .docxsimonithomas47935
Deloitte’s 2014
Global Outsourcing
and Insourcing Survey
December 2014
2014 and beyond
Contents
Executive summary
2014 and beyond…
The results of the Global Outsourcing
Survey of 2012 rang loud, identifying a
noticeable market shift towards insourcing
— a response to changes in political
sentiment, wage deflation, and high labor
supply following the Great Recession of
the late 2000’s.
In 2014, however, the sentiment of the
market appears to have changed, signaling
a net increase in outsourcing consumption.
Customers are no longer focusing on
bringing services back in house, but are
focusing on optimizing vendor relationships
and improving operational flexibility.
Beyond 2014, customers are looking
to expand their flexibility to react to
potential changes in the regulatory
and technology environment.
Historically, increases in market
consumption of outsourced services
have been driven predominately by new
customer expansion for mature functions
like Information Technology, Human
Resources, Finance and Accounting,
and Procurement (the ‘Big 4’). As
expected, customer growth in mature
services will likely continue to play a
significant role in growth beyond 2014.
Growth will also be supplemented by an
appetite for newer functional offerings
like Facilities Management and Legal
Process outsourcing and vertical Business
Process Outsourcing (BPO) like Claims
and Mortgage Processing. In addition
to functions, the geographic mix of the
sourcing landscape will continue to evolve,
as customers seek opportunities to expand
their geographic footprint from mature
markets like India, China, Eastern Europe,
and the Philippines, to new locations
in South America. Beyond 2014, the
outsourcing market is projected to grow
by several key dimensions including
functions, services, and locations.
Technological advancements and
innovations including cloud computing,
‘big data’, mobility, business process
as a service (BPAS), are changing the
game as end users and customers alike
are demanding high quality content
and service in real time. Many of these
advancements are having immediate
impacts on the outsourcing landscape,
particularly those which remove barriers
like country of origin, capital investment,
and long implementation horizon. In
addition to enable innovations, companies
are also looking at diversifying their
service delivery footprint by considering
locations that have a reputation for high
service quality and lower cultural barriers.
Countries with an educated technological
workforce, language capabilities,
stable currency, and stable technology
infrastructure are potential candidates for
offshoring. Beyond 2014, technology
will reduce geographic barriers,
encouraging companies to constantly
reassess service delivery options.
Outsourcing growth, in all forms, is
not without risk. New geographies
expose vendors to new geopolitical and
socioeconomic risks which may .
The document summarizes six key trends in outsourcing:
1. It's no longer primarily about cost savings but also competitive agility, scalability, and innovation.
2. Nearshoring is becoming more prevalent as outsourcing moves into more strategic activities.
3. Outsourcing is increasingly applied by specific functions like HR, finance, and accounting.
4. Outsourcing is expanding among mid-sized companies who may benefit more from outsourcing than larger firms.
5. Outsourcers and clients are in direct competition for specialized talent as outsourced work moves to more strategic functions.
6. Structures and processes in outsourcing are becoming more formalized through professional
Offshoring benefits such as lower costs are still valid, but a reassessment is needed. While offshoring saved money initially, hidden costs and wage increases in countries like India have reduced savings. Government actions now prohibit some offshore outsourcing. New risks have also emerged, so strategic objectives and requirements should be re-evaluated to determine if the current offshore model still fits or if onshoring or new options should be considered. A thorough review process assessing business changes, assumptions, costs, quality and objectives is recommended to inform contract renewal decisions.
memo/Example 3220 memos.docMemo 1
Date:
5/3/2011
To:
VP of Human Resources
Cc:
Directors and Account Managers
From:
Fred Flintstone, HR Director
RE:
Telecommuting: An Untapped Resource
Globalization is in full swing and luckily our company is growing, both financially and geographically. Historically, our pool of candidates has been limited to the narrow field available in the immediate vicinity of our main office. To keep up with changing times we need to explore options to that will allow us to enjoy a larger pool of qualified candidates, as well as attracting and keeping those candidates. Enhancing our technology and opening our standard policies to telecommuting could give us the edge we need to stay ahead of our competitors.
Relevant Issues
Telecommuting is not a new concept. The government explored telecommuting options to conserve gas as early as the 1970s and the private sector began taking advantage of it as soon as home computers and the internet made it possible. Today, telecommuting is common place in many industries.
The newest generation of candidates and soon to be graduates have already adapted to a constant bombardment of steaming media, multitasking and all the newest technology. The brightest minds work well independently and desire the nontraditional workplace. Telecommuting opportunities will give them more flexible schedules, the ability to work on the go and the ability to work in whatever kind of environment they find most comfortable and productive. The downside to permitting our employees to work from home, or wherever, is we will lose a certain amount of control. We will have to screen candidates very carefully and develop other ways to track their productivity to assure they aren’t taking advantage of the situation.
There are multiple ways we could achieve telecommuting capabilities and before we move forward, we’ll have to investigate which option or combination of options will give us the best results at the least cost. In the long run, converting more of our staff to telecommuters will likely save us money on top of everything else.
Changing Perspective
We know our business is already successful. With that in mind, it’s hard to picture making dramatic changes to our business model and breaking from tradition. Part of the reason we’ve been successful this long is because of our ability to find solutions in unconventional ways. We shouldn’t be shutting our door to some of the best candidates because they don’t happen to live here. Allowing employees to work from home will open the pool of candidates nationally, and potentially worldwide, without us having to pay relocation costs.
We must also look at the changing generations and encourage the best results from our new hires and current employees. We already know that people learn best under varying conditions. This is true of the best work environments as well. While working standard 8 to 5 hours in the controlled environment of a trad ...
Kocg9696sixkeytrendsinoutsourcingebook 130924055917-phpapp01자영 이
Six key trends in outsourcing are summarized:
1. Outsourcing is no longer primarily about cost savings but also about competitive agility, scalability, and innovation.
2. Near-shoring to locations with similar time zones and cultures is becoming more common to gain efficiencies while maintaining quality.
3. Outsourcing is being applied to more strategic functions like finance, HR, and customer relations management.
4. Mid-sized companies are expanding outsourcing more than larger firms to reduce costs and improve operations.
5. Outsourcers and clients directly compete for talent as outsourced work moves to more specialized, strategic roles.
6. Industry structures and processes are becoming more
Kocg9696sixkeytrendsinoutsourcingebook 130924055917-phpapp01자영 이
Six key trends in outsourcing are summarized:
1. Outsourcing is no longer primarily about cost savings but also about competitive agility, scalability, and innovation.
2. Near-shoring to locations with similar time zones and cultures is becoming more common to gain efficiencies while maintaining quality.
3. Outsourcing is being applied to more strategic functions like finance, HR, and customer relations management.
4. Mid-sized companies are expanding outsourcing more than larger firms to reduce costs and improve compliance.
5. Outsourcers and clients directly compete for talent as outsourced work moves to more specialized, strategic roles.
6. Industry structures and processes are becoming more
This document discusses how digital disruption is transforming commercial real estate across different asset classes. The office sector is being impacted as technology allows employees to work remotely. This has led to declining space needs per employee and more flexible work environments. Retail is shifting to an omnichannel model as consumers conduct research and shopping across both online and physical stores. Industrial real estate is impacted by trends in advanced manufacturing, supply chain optimization, and some reshoring of production. Real estate owners, investors and occupiers will need to adapt to remain competitive in this new digital environment.
Offshore accounting preferable countries, risk and prospects of bangladeshTowsif Ahmed
Offshore accounting refers to outsourcing accounting activities to vendor firms located in foreign countries to gain cost advantages and access skilled labor. Developed countries commonly outsource accounting functions like order to cash, purchase to payment, and financial reporting to developing countries. Key factors for selecting offshore accounting locations include low labor costs, skilled workforce, political stability, and infrastructure to support financial services. Popular countries for offshore accounting include India, the Philippines, Thailand, Brazil, and Bulgaria due to their balanced strengths in these factors and ability to provide high-quality accounting services at competitive prices.
Offshoring benefits and advantage, still the samecurtherge
While offshoring provided cost savings for companies in the past, the benefits are no longer clear as several factors have changed. Wages and costs have risen in offshore locations like India, eliminating some of the projected savings. Additionally, offshoring has negatively impacted corporate reputations as customers prefer to do business with companies that employ domestic workers. Government actions now prohibit or create barriers to offshoring IT work. As a result, many companies are reconsidering offshoring and bringing IT operations back to onshore locations.
Strategic Plan Part 2: SWOT Analysis Paper
Douglas Razo
BUS/475
July 14, 2016
Dr. Tem Bugarin
Running head: STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
1
STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
9
SWOT Analysis Table
External Forces
Strength
Weakness
Opportunity
Threat
Trend
Legal and Regulatory
Government laws implemented to help business with goals.
Unreliable laws with “loop holes”.
An educated society; citizens know laws that can benefit their businesses.
Laws to prevent scams become unreliable.
Laws may/may not become effective.
Global
Business stability.
The difference in exchange rate and economic standings.
Demographic growth.
Unforeseeable event; war, natural disaster, economic hurtles.
Global stability.
Economic
Local, national, or international growth.
Local, national, or international recession.
Additional customers.
Lack of growth.
GDP Growth.
Technological
Improved capabilities.
Supply and demand of newer products might require a wait time.
A higher standard and quality of goods.
Become reliant on technology.
Technological advancements benefit businesses.
Innovation
Improved technology.
Foreign competition.
Constant future growth and improvement.
Rise in prices.
Creation of new ideas and concepts.
Social
New and anticipated movie release.
Ineffective marketing attributes.
Customer’s positive or negative word of mouth.
Competition implements effective advertising elements.
Connect with Customers.
Environmental
Weather.
Preferred weather from customers.
Undesirable weather by customers.
Unforeseeable weather.
Weather can affect the number of customers.
Competitive Analysis
Competitors struggling to accomplish their goals and meet quotas.
Competitors surpassing Regals goals and quotas.
Additional investors within the stock market.
Unable to assess competitor’s information.
Identify competitor’s abilities and plans.
SWOT Analysis Table (Cont.)
Internal Forces
Strength
Weakness
Opportunity
Threat
Trend
Strategy
Can determine what Regal desires to accomplish.
Unable to achieve goals.
Assess and create goals based on economic growth, competitor analysis, and demographic growth.
Unforeseeable events.
Accomplish goals.
Structures
Good Location.
Requires updating and renovation.
Expansion or new location.
Damage to the building.
Reliable buildings.
Processes and Systems
Motivated and qualified managers who can accomplish tasks.
Paperwork difficulties.
Separate business interests.
Changing the needs of customers.
Allows for a stronger foundation for the business to grow.
Resources
Strong, reliable and affordable supply lines.
Price, supply and delivery delays.
Expand supply field.
Business growth allows suppliers to set higher prices.
Establish a strong business relationship with supply businesses.
Goals
Establish own goals based upon time of year.
Unable to accomplish goals.
Exceed and create new goals.
Unforeseeable events affect Regals ability to achieve goals.
Goals are met/ not met.
Strateg.
The document summarizes global trends in IT outsourcing. It discusses the history of outsourcing dating back to the 1830s, current state with India and other countries receiving over 90% of outsourcing, and risks/challenges including legal issues, culture, turnover. The future of outsourcing is predicted to continue expanding with new technologies, though challenges like global trade policies and economy strength may impact opportunities.
Commonality Unleashed Across Functions and IndustriesCognizant
Semantics aside, the commonality, or similarity, of processes and functions across industries and business sectors suggests that cross-pollination - or crossover - is a valid approach for addressing the talent gap many companies face.
NAVIGATING ADMINISTRATIVE ISSUES IN FOREIGN MARKETSANTHONY PALAZZO
This document discusses the challenges that attorneys face when navigating administrative issues and advancing technology in foreign public sectors on behalf of private companies. There are two main issues: 1) politics can constrain progress and impact profits, and 2) it is difficult to adapt private sector information systems to the differing needs and structures of foreign public agencies. The attorney must work to identify compatibility issues, understand differences between the private and public sectors, and help design policies and procedures to mitigate challenges through cooperation between sectors. Customizing solutions rather than forcing private standards is key to avoiding failures when working abroad.
IntroductionManaging human capital is a complex and tricky busin.docxmariuse18nolet
Introduction
Managing human capital is a complex and tricky business. What you want to do is hire talented people; you don't want to have to fire them; and you certainly do not want to find yourself discriminating against them.
Hiring discrimination has been around for decades in North America. Women and minorities have not had opportunities to join desirable institutions for decades. Although this still occurs, it is becoming less prevalent due to laws and regulations at the federal and state levels. Organizations owe it to themselves to hire the best and brightest, and more often than not, they do.
Hiring
Richard Florida, founder and director of the Software Industry Center at Pittsburgh's Carnegie Mellon University, is beginning to yield compelling theories about what draws talent to certain cities and how companies adapt to win these employees over. According to Florida, location, location, location is the key. Mapping out geography of talent, Florida discovered that the following is important to workers:
· Virtual communities just aren't enough - potential employees are seeking places with real assets.
· To become talent magnets, cities must have something for everyone.
· It's not just about stock options - people want job options.
· Diversity is the surest sign that communities and companies really get it.
· In a world where time is the only nonrenewable resource, people are seeking companies that conserve time - a place that has all the amenities.
Yes, location is important, but don't forget paying the appropriate salaries, outdoing the competition, and taking talented employees seriously.
Firing
Of all the actions that managers must undertake, firing can be the most difficult. One never knows how an employee will respond to his or her discharge, so it is very important to stay calm and get to the point quickly. Before firing an employee who has been with the company for a number of years, however, it is important to give the employee an opportunity to improve performance deficits. How long depends on company policy.
Can you fire an employee for any reason? No. Although the law gives a lot of leeway to employers, there is a limit. If an employee has an employment contract or if promises were made to the employee, then the contract controls when you may fire an employee for "good cause." A few examples of good cause include the following:
· poor job performance
· low productivity
· refusal to follow instructions
· habitual tardiness
· excessive absences from work
· possession of a weapon at work
· threats of violence
· violating company rules
If there is not such contract, you may fire an employee for any reason as long as it is not illegal, such as discrimination, retaliation, alien status, and violations of public policy.
Discrimination
Discrimination falls into a number of categories: race, gender, sexual orientation, religion, and age. According to the U.S. Department of Justice Civil Rights Division, it recommends th.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
This document discusses offshoring and outsourcing. It begins by defining offshoring as moving business processes like IT services to lower cost countries. It notes the differences between offshoring and outsourcing, with outsourcing involving hiring another company for work while offshoring moves work overseas. The document then discusses reasons for offshoring like reducing costs, focusing on core competencies, and accessing skills. It also examines factors like captive models versus outsourcing providers and the impact of offshoring on companies of different sizes. Finally, it discusses questions to consider for outsourcing decisions around what to outsource, which companies to outsource to, and how to structure deals.
This document discusses factors to consider when selecting a facility location. It identifies primary factors like material, labor, and existing facilities that drive industrialization in an area. Secondary factors include available financing, infrastructure, and insurance. Location selection errors can be behavioral if personal factors outweigh business success, or non-behavioral from a lack of analysis or ignoring key industry characteristics. Developing a location strategy helps companies determine product offerings, demand forecasts, optimal manufacturing/service locations, and how to best access customers at minimum cost. Proximity to customers, available skilled labor, business-friendly policies, and supplier networks are also important location selection criteria.
Essay On The Five Phases Of A LPO RelationshipJulie May
The document discusses the five phases of a legal process outsourcing (LPO) relationship:
1. Planning - Includes researching the legal process, assessing costs and risks, and setting goals.
2. Planning - Factors like infrastructure, human capital, and facility locations must be considered for long-term outcomes.
3. Implementation - Transitioning core processes to a supplier requires substantial planning including process reviews and cost-benefit analyses.
The document discusses outsourcing, including its definition, history, and various perspectives. Outsourcing is defined as contracting out business processes to external organizations. It became popular in the late 20th century as companies increasingly outsourced abroad for lower costs. While outsourcing can provide cost savings and flexibility, it also faces criticisms around job losses in the outsourcing country and effects on workers. The document explores various views on outsourcing from different standpoints.
KOCG9696 Six Key trends in outsourcing ebookChris Hooper
This document discusses six key trends in outsourcing: 1) Outsourcing is no longer primarily about cost savings but also about competitive agility, scalability, and innovation. 2) Near-shoring to locations with similar time zones and cultures is becoming more common. 3) Outsourcing is increasingly being applied to strategic functions like finance, HR, and IT. 4) Mid-sized companies are expanding their use of outsourcing more than larger companies.
Deloitte’s 2014 Global Outsourcing and Insourcing Survey .docxsimonithomas47935
Deloitte’s 2014
Global Outsourcing
and Insourcing Survey
December 2014
2014 and beyond
Contents
Executive summary
2014 and beyond…
The results of the Global Outsourcing
Survey of 2012 rang loud, identifying a
noticeable market shift towards insourcing
— a response to changes in political
sentiment, wage deflation, and high labor
supply following the Great Recession of
the late 2000’s.
In 2014, however, the sentiment of the
market appears to have changed, signaling
a net increase in outsourcing consumption.
Customers are no longer focusing on
bringing services back in house, but are
focusing on optimizing vendor relationships
and improving operational flexibility.
Beyond 2014, customers are looking
to expand their flexibility to react to
potential changes in the regulatory
and technology environment.
Historically, increases in market
consumption of outsourced services
have been driven predominately by new
customer expansion for mature functions
like Information Technology, Human
Resources, Finance and Accounting,
and Procurement (the ‘Big 4’). As
expected, customer growth in mature
services will likely continue to play a
significant role in growth beyond 2014.
Growth will also be supplemented by an
appetite for newer functional offerings
like Facilities Management and Legal
Process outsourcing and vertical Business
Process Outsourcing (BPO) like Claims
and Mortgage Processing. In addition
to functions, the geographic mix of the
sourcing landscape will continue to evolve,
as customers seek opportunities to expand
their geographic footprint from mature
markets like India, China, Eastern Europe,
and the Philippines, to new locations
in South America. Beyond 2014, the
outsourcing market is projected to grow
by several key dimensions including
functions, services, and locations.
Technological advancements and
innovations including cloud computing,
‘big data’, mobility, business process
as a service (BPAS), are changing the
game as end users and customers alike
are demanding high quality content
and service in real time. Many of these
advancements are having immediate
impacts on the outsourcing landscape,
particularly those which remove barriers
like country of origin, capital investment,
and long implementation horizon. In
addition to enable innovations, companies
are also looking at diversifying their
service delivery footprint by considering
locations that have a reputation for high
service quality and lower cultural barriers.
Countries with an educated technological
workforce, language capabilities,
stable currency, and stable technology
infrastructure are potential candidates for
offshoring. Beyond 2014, technology
will reduce geographic barriers,
encouraging companies to constantly
reassess service delivery options.
Outsourcing growth, in all forms, is
not without risk. New geographies
expose vendors to new geopolitical and
socioeconomic risks which may .
The document summarizes six key trends in outsourcing:
1. It's no longer primarily about cost savings but also competitive agility, scalability, and innovation.
2. Nearshoring is becoming more prevalent as outsourcing moves into more strategic activities.
3. Outsourcing is increasingly applied by specific functions like HR, finance, and accounting.
4. Outsourcing is expanding among mid-sized companies who may benefit more from outsourcing than larger firms.
5. Outsourcers and clients are in direct competition for specialized talent as outsourced work moves to more strategic functions.
6. Structures and processes in outsourcing are becoming more formalized through professional
Offshoring benefits such as lower costs are still valid, but a reassessment is needed. While offshoring saved money initially, hidden costs and wage increases in countries like India have reduced savings. Government actions now prohibit some offshore outsourcing. New risks have also emerged, so strategic objectives and requirements should be re-evaluated to determine if the current offshore model still fits or if onshoring or new options should be considered. A thorough review process assessing business changes, assumptions, costs, quality and objectives is recommended to inform contract renewal decisions.
memo/Example 3220 memos.docMemo 1
Date:
5/3/2011
To:
VP of Human Resources
Cc:
Directors and Account Managers
From:
Fred Flintstone, HR Director
RE:
Telecommuting: An Untapped Resource
Globalization is in full swing and luckily our company is growing, both financially and geographically. Historically, our pool of candidates has been limited to the narrow field available in the immediate vicinity of our main office. To keep up with changing times we need to explore options to that will allow us to enjoy a larger pool of qualified candidates, as well as attracting and keeping those candidates. Enhancing our technology and opening our standard policies to telecommuting could give us the edge we need to stay ahead of our competitors.
Relevant Issues
Telecommuting is not a new concept. The government explored telecommuting options to conserve gas as early as the 1970s and the private sector began taking advantage of it as soon as home computers and the internet made it possible. Today, telecommuting is common place in many industries.
The newest generation of candidates and soon to be graduates have already adapted to a constant bombardment of steaming media, multitasking and all the newest technology. The brightest minds work well independently and desire the nontraditional workplace. Telecommuting opportunities will give them more flexible schedules, the ability to work on the go and the ability to work in whatever kind of environment they find most comfortable and productive. The downside to permitting our employees to work from home, or wherever, is we will lose a certain amount of control. We will have to screen candidates very carefully and develop other ways to track their productivity to assure they aren’t taking advantage of the situation.
There are multiple ways we could achieve telecommuting capabilities and before we move forward, we’ll have to investigate which option or combination of options will give us the best results at the least cost. In the long run, converting more of our staff to telecommuters will likely save us money on top of everything else.
Changing Perspective
We know our business is already successful. With that in mind, it’s hard to picture making dramatic changes to our business model and breaking from tradition. Part of the reason we’ve been successful this long is because of our ability to find solutions in unconventional ways. We shouldn’t be shutting our door to some of the best candidates because they don’t happen to live here. Allowing employees to work from home will open the pool of candidates nationally, and potentially worldwide, without us having to pay relocation costs.
We must also look at the changing generations and encourage the best results from our new hires and current employees. We already know that people learn best under varying conditions. This is true of the best work environments as well. While working standard 8 to 5 hours in the controlled environment of a trad ...
Kocg9696sixkeytrendsinoutsourcingebook 130924055917-phpapp01자영 이
Six key trends in outsourcing are summarized:
1. Outsourcing is no longer primarily about cost savings but also about competitive agility, scalability, and innovation.
2. Near-shoring to locations with similar time zones and cultures is becoming more common to gain efficiencies while maintaining quality.
3. Outsourcing is being applied to more strategic functions like finance, HR, and customer relations management.
4. Mid-sized companies are expanding outsourcing more than larger firms to reduce costs and improve operations.
5. Outsourcers and clients directly compete for talent as outsourced work moves to more specialized, strategic roles.
6. Industry structures and processes are becoming more
Kocg9696sixkeytrendsinoutsourcingebook 130924055917-phpapp01자영 이
Six key trends in outsourcing are summarized:
1. Outsourcing is no longer primarily about cost savings but also about competitive agility, scalability, and innovation.
2. Near-shoring to locations with similar time zones and cultures is becoming more common to gain efficiencies while maintaining quality.
3. Outsourcing is being applied to more strategic functions like finance, HR, and customer relations management.
4. Mid-sized companies are expanding outsourcing more than larger firms to reduce costs and improve compliance.
5. Outsourcers and clients directly compete for talent as outsourced work moves to more specialized, strategic roles.
6. Industry structures and processes are becoming more
This document discusses how digital disruption is transforming commercial real estate across different asset classes. The office sector is being impacted as technology allows employees to work remotely. This has led to declining space needs per employee and more flexible work environments. Retail is shifting to an omnichannel model as consumers conduct research and shopping across both online and physical stores. Industrial real estate is impacted by trends in advanced manufacturing, supply chain optimization, and some reshoring of production. Real estate owners, investors and occupiers will need to adapt to remain competitive in this new digital environment.
Offshore accounting preferable countries, risk and prospects of bangladeshTowsif Ahmed
Offshore accounting refers to outsourcing accounting activities to vendor firms located in foreign countries to gain cost advantages and access skilled labor. Developed countries commonly outsource accounting functions like order to cash, purchase to payment, and financial reporting to developing countries. Key factors for selecting offshore accounting locations include low labor costs, skilled workforce, political stability, and infrastructure to support financial services. Popular countries for offshore accounting include India, the Philippines, Thailand, Brazil, and Bulgaria due to their balanced strengths in these factors and ability to provide high-quality accounting services at competitive prices.
Offshoring benefits and advantage, still the samecurtherge
While offshoring provided cost savings for companies in the past, the benefits are no longer clear as several factors have changed. Wages and costs have risen in offshore locations like India, eliminating some of the projected savings. Additionally, offshoring has negatively impacted corporate reputations as customers prefer to do business with companies that employ domestic workers. Government actions now prohibit or create barriers to offshoring IT work. As a result, many companies are reconsidering offshoring and bringing IT operations back to onshore locations.
Strategic Plan Part 2: SWOT Analysis Paper
Douglas Razo
BUS/475
July 14, 2016
Dr. Tem Bugarin
Running head: STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
1
STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
9
SWOT Analysis Table
External Forces
Strength
Weakness
Opportunity
Threat
Trend
Legal and Regulatory
Government laws implemented to help business with goals.
Unreliable laws with “loop holes”.
An educated society; citizens know laws that can benefit their businesses.
Laws to prevent scams become unreliable.
Laws may/may not become effective.
Global
Business stability.
The difference in exchange rate and economic standings.
Demographic growth.
Unforeseeable event; war, natural disaster, economic hurtles.
Global stability.
Economic
Local, national, or international growth.
Local, national, or international recession.
Additional customers.
Lack of growth.
GDP Growth.
Technological
Improved capabilities.
Supply and demand of newer products might require a wait time.
A higher standard and quality of goods.
Become reliant on technology.
Technological advancements benefit businesses.
Innovation
Improved technology.
Foreign competition.
Constant future growth and improvement.
Rise in prices.
Creation of new ideas and concepts.
Social
New and anticipated movie release.
Ineffective marketing attributes.
Customer’s positive or negative word of mouth.
Competition implements effective advertising elements.
Connect with Customers.
Environmental
Weather.
Preferred weather from customers.
Undesirable weather by customers.
Unforeseeable weather.
Weather can affect the number of customers.
Competitive Analysis
Competitors struggling to accomplish their goals and meet quotas.
Competitors surpassing Regals goals and quotas.
Additional investors within the stock market.
Unable to assess competitor’s information.
Identify competitor’s abilities and plans.
SWOT Analysis Table (Cont.)
Internal Forces
Strength
Weakness
Opportunity
Threat
Trend
Strategy
Can determine what Regal desires to accomplish.
Unable to achieve goals.
Assess and create goals based on economic growth, competitor analysis, and demographic growth.
Unforeseeable events.
Accomplish goals.
Structures
Good Location.
Requires updating and renovation.
Expansion or new location.
Damage to the building.
Reliable buildings.
Processes and Systems
Motivated and qualified managers who can accomplish tasks.
Paperwork difficulties.
Separate business interests.
Changing the needs of customers.
Allows for a stronger foundation for the business to grow.
Resources
Strong, reliable and affordable supply lines.
Price, supply and delivery delays.
Expand supply field.
Business growth allows suppliers to set higher prices.
Establish a strong business relationship with supply businesses.
Goals
Establish own goals based upon time of year.
Unable to accomplish goals.
Exceed and create new goals.
Unforeseeable events affect Regals ability to achieve goals.
Goals are met/ not met.
Strateg.
The document summarizes global trends in IT outsourcing. It discusses the history of outsourcing dating back to the 1830s, current state with India and other countries receiving over 90% of outsourcing, and risks/challenges including legal issues, culture, turnover. The future of outsourcing is predicted to continue expanding with new technologies, though challenges like global trade policies and economy strength may impact opportunities.
Commonality Unleashed Across Functions and IndustriesCognizant
Semantics aside, the commonality, or similarity, of processes and functions across industries and business sectors suggests that cross-pollination - or crossover - is a valid approach for addressing the talent gap many companies face.
NAVIGATING ADMINISTRATIVE ISSUES IN FOREIGN MARKETSANTHONY PALAZZO
This document discusses the challenges that attorneys face when navigating administrative issues and advancing technology in foreign public sectors on behalf of private companies. There are two main issues: 1) politics can constrain progress and impact profits, and 2) it is difficult to adapt private sector information systems to the differing needs and structures of foreign public agencies. The attorney must work to identify compatibility issues, understand differences between the private and public sectors, and help design policies and procedures to mitigate challenges through cooperation between sectors. Customizing solutions rather than forcing private standards is key to avoiding failures when working abroad.
IntroductionManaging human capital is a complex and tricky busin.docxmariuse18nolet
Introduction
Managing human capital is a complex and tricky business. What you want to do is hire talented people; you don't want to have to fire them; and you certainly do not want to find yourself discriminating against them.
Hiring discrimination has been around for decades in North America. Women and minorities have not had opportunities to join desirable institutions for decades. Although this still occurs, it is becoming less prevalent due to laws and regulations at the federal and state levels. Organizations owe it to themselves to hire the best and brightest, and more often than not, they do.
Hiring
Richard Florida, founder and director of the Software Industry Center at Pittsburgh's Carnegie Mellon University, is beginning to yield compelling theories about what draws talent to certain cities and how companies adapt to win these employees over. According to Florida, location, location, location is the key. Mapping out geography of talent, Florida discovered that the following is important to workers:
· Virtual communities just aren't enough - potential employees are seeking places with real assets.
· To become talent magnets, cities must have something for everyone.
· It's not just about stock options - people want job options.
· Diversity is the surest sign that communities and companies really get it.
· In a world where time is the only nonrenewable resource, people are seeking companies that conserve time - a place that has all the amenities.
Yes, location is important, but don't forget paying the appropriate salaries, outdoing the competition, and taking talented employees seriously.
Firing
Of all the actions that managers must undertake, firing can be the most difficult. One never knows how an employee will respond to his or her discharge, so it is very important to stay calm and get to the point quickly. Before firing an employee who has been with the company for a number of years, however, it is important to give the employee an opportunity to improve performance deficits. How long depends on company policy.
Can you fire an employee for any reason? No. Although the law gives a lot of leeway to employers, there is a limit. If an employee has an employment contract or if promises were made to the employee, then the contract controls when you may fire an employee for "good cause." A few examples of good cause include the following:
· poor job performance
· low productivity
· refusal to follow instructions
· habitual tardiness
· excessive absences from work
· possession of a weapon at work
· threats of violence
· violating company rules
If there is not such contract, you may fire an employee for any reason as long as it is not illegal, such as discrimination, retaliation, alien status, and violations of public policy.
Discrimination
Discrimination falls into a number of categories: race, gender, sexual orientation, religion, and age. According to the U.S. Department of Justice Civil Rights Division, it recommends th.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Delta International is an ISO Certified top recruiting agency in Pakistan, recognized for its highly experienced recruiters. With a diverse range of international jobs for Pakistani workers, Delta International maintains extensive connections with overseas employers, making it one of the top 10 recruitment agencies in Pakistan. It stands out in the list of recruitment agencies in Pakistan for its exceptional services.
https://www.ditrc.com/
Known for its expertise in the Gulf region, Delta International is among the top 10 international recruitment agencies, specializing in expert headhunting and candidate sourcing. This prominence places it in the list of top 10 overseas recruitment agencies in Pakistan. As one of the best overseas recruitment agencies in Pakistan, Delta International is a trusted name for manpower recruitment, particularly from Pakistan.
The agency is not just a leading name in Karachi but also recognized as one of the best recruitment agencies in Islamabad. Delta International consistently ranks as the top recruitment agency in Pakistan, earning its reputation among the top recruiting agencies in Pakistan. It is also regarded as one of the top overseas employment agencies in Pakistan.
For those seeking foreign jobs, Delta International is listed among the top overseas employment companies in Pakistan. Their extensive network and expertise make them a go-to for anyone looking at the list of overseas employment agencies in Pakistan. As a leading foreign jobs recruitment agency in Pakistan, they offer opportunities across various sectors.
Delta International is consistently listed among the top recruitment companies in Pakistan, known for providing the best recruitment services. It’s considered one of the best recruitment agencies in Pakistan and a prominent recruitment agency in Pakistan. The company excels in international recruitment, making it a key player among international recruitment agencies in Pakistan.
Their inclusion in the list of international recruitment agencies further attests to their excellence. As a top manpower agency in Pakistan, Delta International specializes in recruiting skilled professionals and labor for various industries, including construction, healthcare, IT, engineering, and hospitality.
Delta International is a leader among recruitment agencies in Pakistan, with a particular focus on overseas employment. They are one of the foremost overseas employment agencies in Pakistan, catering to technical jobs and other employment opportunities. Their role as overseas employment promoters highlights their commitment to connecting Pakistani talent with global opportunities.
In summary, Delta International is not only one of the best recruitment agencies in Pakistan but also a distinguished name among overseas employment agencies. Their extensive network and experienced recruiters make them a top choice for anyone seeking employment both locally and internationally.
Section 79(A) of Maharashtra Societies act 1860ManmohanJindal1
Lot of redevelopment projects are going on, where law and procedures are not followed , causing harm to the members of the society . This PPT is useful for every citizen living in society Building
Khushi Saini, An Intern from The Sparks Foundationkhushisaini0924
This is my first task as an Talent Acquisition(Human resources) Intern in The Sparks Foundation on Recruitment, article and posts.
I invitr everyone to look into my work and provide me a quick feedback.
LinkedIn Strategic Guidelines for June 2024Bruce Bennett
LinkedIn is a powerful tool for networking, researching, and marketing yourself to clients and employers. This session teaches strategic practices for building your LinkedIn internet presence and marketing yourself. The use of # and @ symbols is covered as well as going mobile with the LinkedIn app.
1. Offshoring Captive Back Office Operations; Where Do I Go Now?
by Karl Feld
Companies from have being off shoring their back office operations for many years now,
especially call center work. The combination of inexpensive English-speaking labor, well-
developed technical infrastructure and a wealth of subcontractors looking to service the growing
outsourced call center industry have made India and the Philippines convenient and competitive
locations of choice.
Yet there are other undiscovered off shoring location jewels amongst the 100+ countries of the
world with native English-speaking populations. Peoples of many of these countries continue to
view back office employment, including call center positions, as career opportunities at favorable
wages. Their governments and telecommunications companies are prepared to bend over
backwards to make an enterprise work and work profitably. Companies just need to know how
to look for them.
In most cases, these countries are undiscovered because they don’t have subcontractors offering
up pre-packaged solutions. As a result, firms also need the business acumen and capital to
recognize and exploit a good opportunity.
Building a subsidiary, joint venture or new firm in another country is a daunting proposition for
many smaller U.S. companies. However, it is not as overwhelming as it might seem at first
blush. Most of the technical and financial expertise required for country and site selection is
identical to that for opening a similar facility domestically. It is the non-technical and
management considerations that require a slightly different perspective and a high degree of
anthropological savvy.
Knowing What To Look For
There are six key categories to keep in mind when selecting an offshore site for your business
operation. These categories apply to virtually any business, regardless of industry. They are;
• Normative Labor and Cultural Practices
• Technology & Infrastructure
• Business Environment
• Government & Legal Infrastructure
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2. • Pre-existing Host Country Network
• Time Zone
Each of these categories has a number of important factors considered below.
Normative Labor and Cultural Practices: Perhaps the most important and often least well-
examined element of starting an overseas operation is a thorough review of a prospective
country’s culture as it impacts labor. Employees are the heart of any business. This is especially
the case for back-office functions. For an overseas operation to succeed it must understand and
accommodate local labor practices in its business model from the design stages.
Naturally, the standard items examined at home should be reviewed when considering an
overseas location. These include benefits, shift length, vacation, labor pool size, etc. The things
to look for beyond these standards include degree of unionization and labor-based political
activity. Also important is a close examination of the culturally unique relationship between
wage rates and education, work behaviors and accents. For customer-facing work, accent can be
especially important and can impact assessments of labor pool size and unit cost calculations.
It is important to carefully explore the cultural norms around behaviors related to the tasks to be
performed as well. Gender or class relationships to the work impact labor pool size and
productivity. Some subjects are considered taboo for discussion or involvement in many cultures
and might hamstring your production capabilities if not carefully considered in advance. For the
call center business, normative telephone behavior for people in this culture may impact labor
and productivity, especially discussing sensitive subjects.
Then there are issues of transportation. How do people in the appropriate income and class level
get to work? Your location selection must accommodate for normative travel or you should be
prepared to provide options. Second and third shifts may require special arrangements for both
travel and to overcome cultural practices, especially across genders. Weather can be a
significant travel factor as well, especially in countries where the normative practice is to shut
down in heavy rains, etc.
A close examination of the hidden labor costs is required. There may be normative perks not
required by law that the labor pool will demand. A careful look at informal compensation
practices in this context is particularly important.
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3. Finally, for telephone work there is also the relationship between the accent of the labor pool and
the social norms of the customers on the other end of the phone. Most call center operations will
attest to the positive and negative impact of various accents on the cooperativeness of customers
from various sub-populations, increasing or decreasing operational costs and effectiveness. As a
result, the impact of accent on the work to be executed must also be considered.
Technology and Infrastructure: Technology is the linchpin of most of today’s research back
office functions. Many of the factors to consider in this category are just like those at home,
including cost and redundancy of connectivity, reliability of power supply, multiplicity of
vendors for all services, vendor service response time and sophistication, and lease and rental
rates for equipment and office space of sufficient quality.
The unique and notable categories which will be completely different include the costs for
connectivity service and redundancies. Experience has demonstrated that the labor versus
connectivity equation is reversed in Third World locales, with the unit production cost of
connectivity exceeding that for labor. This makes connectivity one of, if not the most, important
cost factor in choosing a location. In many instances host governments have monopolies over
connectivity utilities which can make service, price and redundancy problematic.
Office technologies are similar. Explore whether purchasing and servicing locally supplied
equipment would be more cost effective than shipping US materials to the host site. That answer
isn’t always clear cut and can be confounded by issues of government tax legislation, electric
current standards and service turn-around times and sophistication.
Business Environment: Examining the business environment of another country requires a
careful look at a variety of elements beyond the standard factors considered in a domestic
location. Of course a review of the number and business models of competing firms in the local
job market, an examination of local transportation infrastructure and crime, and a review of
success of other similar firms in the location go without saying.
Political stability and tension is an important factor to consider if the country has a national or
site-specific history of unrest. It is important to consider this element in the context of the
location being examined. Often the violence reported in U.S. news is localized and doesn’t
reflect the state of the entire country. Sometimes it does. U.S. Consular services will often not
make this distinction when providing guidance. Catastrophic occurrences are also a
8000 Towers Crescent Dr. Suite 1350 Vienna, Virginia 22182 USA Ph.703.255.0884 Fx.703.255.6465
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4. consideration. Putting a 365/24/7 facility in a hurricane, earthquake or typhoon zone may be a
mistake.
Banking systems, insurance standards, inflation and exchange rates are also areas for
consideration. While offshore businesses can provide favorable cost differentials, it is important
to see how much of that difference is a result of the exchange rate. Exchange rates as well as
host country inflation can also erode cost savings depending on the structure of the business
chosen and how revenue is handled. Local insurance and banking standards may not provide
sufficient protection or may be overly burdensome. In some cases subsidiaries or target country
firms may be required to hold profits in local currencies.
Some overseas locations provide unique opportunities for financial support as well. Often tax
incentives are available to foreign investors from host governments. In some cases our own
government or third parties provide support, seed money or in-country services in kind to help
new businesses get started. Conversely, some locations and governments officially and legally
constrain foreign businesses once established. Some allow for full remittance of profits and
repatriation of capital while others do not. Some allow for foreign majority ownership and some
do not. In some locations corruption and bribery in the commercial sector is the standard in
doing business. These are other factors to examine in advance.
Government & Legal Infrastructure: Some of the best business opportunities lie in countries
with the worst designed or most restrictive government and legal infrastructure. U.S. firms need
to closely examine local practices and decide what is tolerable and what is not. This category is
one rife with unique things to consider.
Accounting standards vary across the globe. The target country may have accounting standards
and requirements which significantly differ from our own and will impact company accounting.
Understanding the costs and benefits of compliance is important.
Data privacy laws are similar. Since most research back office activities manipulate personal
data an understanding of these laws (or lack of them) and related treaties with other countries is
crucial to location selection. Some are too restrictive to personal data driven operations feasible.
Others don’t provide enough protection to make clients confident.
A thorough review of the legal system and its practicability is also wise. Insurance coverage
maybe available, but how hard is it to enforce a claim? An examination of the degree to which
8000 Towers Crescent Dr. Suite 1350 Vienna, Virginia 22182 USA Ph.703.255.0884 Fx.703.255.6465
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5. government corruption pervades the legal system is important as well. For example, a
government that controls the telephone company and the court system may or may not spell
disaster for resolving service disputes in a timely fashion. A court system controlled by
organized labor could prevent prosecution of employees and thus circumvent workplace
discipline.
Perhaps most important is taxation. Many host governments will waive or bend taxation rules
for foreign investors. Others have social systems and taxation requirements which erase the
profitability of the overseas move or restrict foreign ownership to a minority constraining profit-
taking.
In many countries semi-formal government bribery is a standard form of doing business. By all
means understand this hidden cost in the target country and decide what is acceptable and what is
not.
Pre-existing Host Country Network: Having a network of native, reliable, and business savvy
contacts in the target country can make the entire process of start-up more efficient. The savings
in time, hidden costs due to cultural missteps, and eliminating the need to support a large, in-
country start-up team can be significant. In-country, joint venture partners can serve this
function.
The U.S. Foreign Commercial Service and many host governments provide formal services
designed to provide exactly this type of support, either free of charge or for a small fee. While
these services tend to have “canned” programs for businesses from a particular industry, U.S.
firms who take control of agenda setting can get a high return out of utilizing these services and
shave months off implementation timelines. The host country services also tend to be highly
politicized, so it is important to understand the interrelationships of government officials,
political leaders and business interests when using these services as they may color the
information received.
Time Zone: Often overlooked but extremely important is the difference in time zones.
Depending on the back office function to be outsourced, time zone may be only a minor
consideration or it may have a significant impact on cost and service delivery. Labor which must
work second and third shift or weekends because of time differentials may require additional pay
and company benefits, driving up costs. Connectivity charges may vary depending on time of
day used in the host country. Conversely, it may be possible to achieve savings by using first
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6. shift overseas labor for work traditionally requiring second and third shift time slots domestically
country. If locating in Asia is an option, businesses can take advantage of the international
dateline as well and have work completed “yesterday” though it is actually done same day. This
sounds a bit confusing, but it can actually be done.
All of these factors can be subordinated into the table below.
Category Factors
Normative Labor and
Cultural Practices Work habits/behavioral norms
Culture-Task fit(sensitive subjects/gender issues)
Vacation & absenteeism norms
Night/weekend work habits
Level of education associated with acceptable English skills
Labor pool size in location
Wage rate for target labor pool
Unionization/political activism
Labor legislation(benefits, shift length,
vacations/holidays/sick leave)
Normative employer behaviors
Technology &
Infrastructure Rental/lease rates in location
Quality of available facilities at location
Availability and reliability of local supply and repair
contractors
Cost of local supply and repair contractors
Reliability and redundancy of power supply
Cost of redundant power supply
8000 Towers Crescent Dr. Suite 1350 Vienna, Virginia 22182 USA Ph.703.255.0884 Fx.703.255.6465
www.D3systems.com
7. Reliability and redundancy of long distance telephone
service
Compatibility of equipment with domestic standards
Cost of telecommunications/data service
Historical average response time of telecommunications/data
carrier to service calls
Number of telecommunications/data carriers.
Government versus commercial ownership of
telecommunications/data carriers
Bandwidth and type of Internet/data infrastructure
Reliability and redundancy of Internet/data infrastructure
Business Environment Number and size of firms competing for labor in location
Short term historical growth of business competing for pool
in location
Reliability and nature of employee transportation in location
Political stability and tension in location
Historical short term rate of catastrophic occurrence in
location
Historical crime rates in location
Rates and nature of non-government corruption in location
Protection/Security of banking system
Insurance standards and availability
8000 Towers Crescent Dr. Suite 1350 Vienna, Virginia 22182 USA Ph.703.255.0884 Fx.703.255.6465
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8. Historical long-term exchange rate fluctuation
Historical short- and long-term inflation rates
Government & Legal
Infrastructure Data privacy legislation
Government corruption in business
Insurance standards and enforcement
Accounting standards
Levels of business taxation
Practices restrictive to private business
Special legal and tax status for foreign-owned business
Realized degree of legal protection
Legal resources for prosecution of employees/contractors
Restrictions on private/foreign ownership of property
USG support programs (benefits and restrictions)
Degree of embassy/USFCS support (benefits and
restrictions)
Host government or local government involvement (benefits
and restrictions)
Degree of host or local government involvement
(benefits/restrictions)
3rd Party support programs/investment (benefits/restrictions)
Degree of 3rd party involvement (benefits/restrictions)
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9. Pre-existing Host Country
Network
Time Zone
Knowing How To Look
This can seem a little overwhelming. The key to successfully navigating the various issues is to
use a reasoned and methodological approach to narrowing options. If used as a sieve, the various
categories and factors can be quite effective in taking many choices and narrowing them down to
a few, highly refined options which can be explored with in-country visits. In-country visits
should only be made when options for a final decision have been selected, making the in-country
visit investment the penultimate action to a go/no-go decision. The six categories are used as
sequential layers of the sieve ordered by their significance to the business operation(s) being
considered for the location. In addition, a top layer is added to the sieve comprised of only those
2-3 factors deemed most important to driving the business decision to offshore. For example, a
market research call center selection model might rate labor cost and accent along with
telecommunications expenses most highly, with other factors following. So in this case the sieve
design below might be most appropriate.
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10. Cost of Labor, Dialect & Accent, Telecommunications Expenses
Technology & Infrastructure
Business Environment
Labor and Cultural Practices
Government & Legal Infrastructure
Time Zone
Pre-Existing Host Country
Network
Discovering Jewels
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11. The key to finding undiscovered jewels is to put enough of the right raw material into the sieve
in the first place. Many of the mostly unlikely places show up as viable, competitive options
undiscovered by the competition when included in a sweeping review of locations with native-
English speakers. With 100+ countries to choose from, there are numerous locations with
untapped potential.
To highlight the extent of the opportunities, it is important to keep in mind that offshore
locations, just like domestic locations, should be considered at the city, county or other
appropriate labor pool level. Many countries have subpopulations of native English speakers,
although the national language may not be English. Many excellent locations are eliminated at
various stages of the process if consideration is made only at the national level or limited to the
capital city. Dig deeper. While this adds the complexity of considering multiple locations within
each country, the undiscovered opportunities are there waiting to be uncovered by firms rigorous
enough to do more than superficially scratch a country’s surface.
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