The delivery process consisted in the deregulation of local markets and international trends, which allowed the emergence of the phenomenon "globalization". This process has resulted in the restructuring of companies that are considered in the expansion of business, the level of competitiveness, expansion in the market of operations, technological adaptations and strategies; Mergers and Acquisition (M& A) characteristics operations. However, the main objective is to have priority in information promotion policies and initiatives to improve business conditions.
The objective of this article is to address the M& A theme in the context of globalization, seeking to answer the following question: what are the results obtained in the process of restructuring and operating M& A in the telecommunications company Oi S / A between the year of its creation and by the year 2016? To all that the literature review, literature studies, literature, literature studies, non-literature literature, pages, semantic studies, about the theme, being a bibliographic and descriptive research.
The study demonstrates that not always the processes of the frequency and license are advantageous to the parties related, due to character complexes that involve such operations. These groups can be supported in their search, mainly in studies on the market of action, differences in quotations and payments, employment opportunities in the societies involved.
Inter-firm alliances have been regarded as an effective mechanism for acquiring specialized complementary assets and achieving synergies. Although previous literatures have provided important insights on inter-firm technology alliances, few scholars have paid attention to the impact of types of R&D alliances, business similarity and relative size on the value creation for focal firms. Taking the listed firms involved in technological alliances in China’s IT industry as the sample, the article empirically investigated the impact of technological alliance announcements, and characteristics inter-firm technological alliances on the abnormal returns for focal firms is empirically discussed. The results show that technological alliance announcements may increase the abnormal returns for focal firms, and technological alliance announcements by relatively smaller firms can significantly increase their abnormal returns. While the declaration of the technological alliances of firms in similar industries have a significant impact on abnormal returns, while the declaration of dissimilar firms has an insignificant impact on abnormal returns.
The Relationship between Foreign Trade and Financial Performance of the Liste...IOSRJBM
The main objective of this study was to determine the relationship between foreign trade and financial performance of the listed manufacturing companies in Nigeria. The study focused on the 32 listed companies randomly drawn from the 74 listed manufacturing companies in Nigeria. The secondary data extracted from the financial statement of these companies were subjected to both descriptive and inferential statistics. The result shows a significant positive relationship between the two variables. It was therefore recommended that the management and the board of directors of the listed manufacturing companies should intensify efforts on how the locally produced products will be able to penetrate into the foreign countries as it was discovered that majority of the goods produced by the manufacturing companies in Nigeria are consumed locally
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.
A comparative study of incubators’ landscapes in europe and the middle eastAlexander Decker
1) The document reviews literature on incubator models in Europe and the Middle East, focusing on four dimensions: graduate firms, goals, services, and client firms.
2) It finds that Europe has more graduate firms (832) than the Middle East (43), and that incubators' goals generally focus on entrepreneurship, job creation, and technology commercialization.
3) Incubator services tend to be stronger in Europe, providing both tangible and intangible support, while Middle Eastern models provide medium support.
4) Europe has more client firms in incubators (391) than the Middle East (68), attributed to differences in founding years.
Study of the Static Trade-Off Theory determinants vis-à-vis Capital Structure...inventionjournals
This paper investigates the application of the Static Trade-Off theory regarding the capital structure of the Pakistani Chemical Industry. We have used panel data analysis for the sample of 31 listed chemical firms from the period 2005 to 2013. The study is unique in its type as unlike to Shah & Hijazi (2005) who studied many industrial sections, this study only focuses on the listed Chemical Firms. We used five independent variables such as Profitability (P), Tangibility (T), Liquidity (L), Firm Size (FS) and Total Assets Growth (TAG) to study the effect on independent variable Financial Leverage (FG). The results confirmed the relationship of Profitability, Liquidity and Firm Size. However the results were not confirmed for Tangibility and Firm Assets Growth. Even though the results for Tangibility were positive, however the significance of the coefficients failed to support the hypothesis. This study hold a unique position for researchers for future research and also has significance for the investors helping them to make wise investment decisions when investing in Pakistani Chemical Industry since this industry holds a major portion of industrial GDP of the country
Entrepreneurial Views of Competitive StrategyKivanc Ozuolmez
The document discusses entrepreneurial views of competitive strategy compared to traditional positioning and resource-based views. It summarizes several articles that look more closely at the internal workings of firms and how value is created. Specifically, it discusses how these views examine rent appropriation within firms, new definitions of performance, sources of value creation like talent and innovation, and the importance of disequilibrium in the market. Overall, the entrepreneurial views presented provide a more detailed perspective of the internal firm processes that can explain performance differences between companies.
Think with me, or think for me on the future role of artificial intelligenc...Ying wei (Joe) Chou
This document discusses the potential role of artificial intelligence in marketing strategy formulation. It finds that:
1) AI is increasingly being used to process large amounts of data and translate it into usable information that can inform marketing strategies.
2) While AI is commonly used for tactical marketing tasks, it also shows promise for aiding strategic decision making by systematically processing data and identifying strategic options.
3) A key consideration is moving beyond using AI just for rational decision making and exploring its potential for more creative strategic thinking through a "creative-possibility perspective."
The delivery process consisted in the deregulation of local markets and international trends, which allowed the emergence of the phenomenon "globalization". This process has resulted in the restructuring of companies that are considered in the expansion of business, the level of competitiveness, expansion in the market of operations, technological adaptations and strategies; Mergers and Acquisition (M& A) characteristics operations. However, the main objective is to have priority in information promotion policies and initiatives to improve business conditions.
The objective of this article is to address the M& A theme in the context of globalization, seeking to answer the following question: what are the results obtained in the process of restructuring and operating M& A in the telecommunications company Oi S / A between the year of its creation and by the year 2016? To all that the literature review, literature studies, literature, literature studies, non-literature literature, pages, semantic studies, about the theme, being a bibliographic and descriptive research.
The study demonstrates that not always the processes of the frequency and license are advantageous to the parties related, due to character complexes that involve such operations. These groups can be supported in their search, mainly in studies on the market of action, differences in quotations and payments, employment opportunities in the societies involved.
Inter-firm alliances have been regarded as an effective mechanism for acquiring specialized complementary assets and achieving synergies. Although previous literatures have provided important insights on inter-firm technology alliances, few scholars have paid attention to the impact of types of R&D alliances, business similarity and relative size on the value creation for focal firms. Taking the listed firms involved in technological alliances in China’s IT industry as the sample, the article empirically investigated the impact of technological alliance announcements, and characteristics inter-firm technological alliances on the abnormal returns for focal firms is empirically discussed. The results show that technological alliance announcements may increase the abnormal returns for focal firms, and technological alliance announcements by relatively smaller firms can significantly increase their abnormal returns. While the declaration of the technological alliances of firms in similar industries have a significant impact on abnormal returns, while the declaration of dissimilar firms has an insignificant impact on abnormal returns.
The Relationship between Foreign Trade and Financial Performance of the Liste...IOSRJBM
The main objective of this study was to determine the relationship between foreign trade and financial performance of the listed manufacturing companies in Nigeria. The study focused on the 32 listed companies randomly drawn from the 74 listed manufacturing companies in Nigeria. The secondary data extracted from the financial statement of these companies were subjected to both descriptive and inferential statistics. The result shows a significant positive relationship between the two variables. It was therefore recommended that the management and the board of directors of the listed manufacturing companies should intensify efforts on how the locally produced products will be able to penetrate into the foreign countries as it was discovered that majority of the goods produced by the manufacturing companies in Nigeria are consumed locally
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.
A comparative study of incubators’ landscapes in europe and the middle eastAlexander Decker
1) The document reviews literature on incubator models in Europe and the Middle East, focusing on four dimensions: graduate firms, goals, services, and client firms.
2) It finds that Europe has more graduate firms (832) than the Middle East (43), and that incubators' goals generally focus on entrepreneurship, job creation, and technology commercialization.
3) Incubator services tend to be stronger in Europe, providing both tangible and intangible support, while Middle Eastern models provide medium support.
4) Europe has more client firms in incubators (391) than the Middle East (68), attributed to differences in founding years.
Study of the Static Trade-Off Theory determinants vis-à-vis Capital Structure...inventionjournals
This paper investigates the application of the Static Trade-Off theory regarding the capital structure of the Pakistani Chemical Industry. We have used panel data analysis for the sample of 31 listed chemical firms from the period 2005 to 2013. The study is unique in its type as unlike to Shah & Hijazi (2005) who studied many industrial sections, this study only focuses on the listed Chemical Firms. We used five independent variables such as Profitability (P), Tangibility (T), Liquidity (L), Firm Size (FS) and Total Assets Growth (TAG) to study the effect on independent variable Financial Leverage (FG). The results confirmed the relationship of Profitability, Liquidity and Firm Size. However the results were not confirmed for Tangibility and Firm Assets Growth. Even though the results for Tangibility were positive, however the significance of the coefficients failed to support the hypothesis. This study hold a unique position for researchers for future research and also has significance for the investors helping them to make wise investment decisions when investing in Pakistani Chemical Industry since this industry holds a major portion of industrial GDP of the country
Entrepreneurial Views of Competitive StrategyKivanc Ozuolmez
The document discusses entrepreneurial views of competitive strategy compared to traditional positioning and resource-based views. It summarizes several articles that look more closely at the internal workings of firms and how value is created. Specifically, it discusses how these views examine rent appropriation within firms, new definitions of performance, sources of value creation like talent and innovation, and the importance of disequilibrium in the market. Overall, the entrepreneurial views presented provide a more detailed perspective of the internal firm processes that can explain performance differences between companies.
Think with me, or think for me on the future role of artificial intelligenc...Ying wei (Joe) Chou
This document discusses the potential role of artificial intelligence in marketing strategy formulation. It finds that:
1) AI is increasingly being used to process large amounts of data and translate it into usable information that can inform marketing strategies.
2) While AI is commonly used for tactical marketing tasks, it also shows promise for aiding strategic decision making by systematically processing data and identifying strategic options.
3) A key consideration is moving beyond using AI just for rational decision making and exploring its potential for more creative strategic thinking through a "creative-possibility perspective."
This paper aims to explore the factors influencing the ability of firms to compete in globalised markets. The Austrian and evolutionary economics and the endogeneous growth literature highlight the role of innovation activities in enabling firms to compete more effectively - and expand their market share. On the basis of these theories, and using a large panel of firms from several Central and East European Countries (CEECs), this paper attempts to identify the factors and forces which determine the ability of firms to compete in conditions of transition. The competitiveness of firms, measured by their market share, is postulated to depend on indicators of firms' innovation behaviour such as improvements in cost-efficiency, labour productivity and investment in new machinery and equipment as well as characteristics of firms and their environment such as location, experience, technological intensity of their industries and the intensity of competition. To control for the dynamic nature of competitiveness and the potential endogeneity of its determinants, and to distinguish between short and long run effects of firm behaviour, a dynamic panel methodology is employed. The results indicate that the competitiveness of firms in transition economies is enhanced with improvements in their cost efficiency, productivity of labour, investment and their previous business experience while stronger competition has a negative impact on it.
Authored by: Iraj Hashi, Nebojsa Stojcic, Shqiponja Telhaj
Published in 2011
Mergers & Acquisitions are often used as part of a
company's globalization strategy, for both intra-regional and international deals. However, substantial number of them fail. Read more to find out the challenges or visit us at: http://www.verityconsult.com
Corporate Governance and Earning Management in Saudi ArabiaAkashSharma618775
The research paper examines the corporate governance and earning management in Saudi Arabia. It
explores certain studies that worked in different areas and discusses their findings. The essential goal of this paper
is to exactly research the impact of the late corporate administration controls presented by Capital Market
Authority (CMA) on compelling income administration hone in Saudi Arabia. Corporate governance theory is
discussed here that elaborates the procedures of organization and different strategies. At that point speculations
are tried utilizing multivariate procedure to figure out whether corporate administration qualities essentially
oblige optional accumulations. The paper also discusses literature of previous studies and some methodologies are
discussed that are important. Three different types of methodologies are described here that are related to
organization. At the end, conclusion is presented.
The document discusses five principal environmental factors that affect corporate strategy: competitors, creditors, customers, labor market, and suppliers. It explains how each factor influences business and strategy. Additionally, it discusses two key aspects - cost leadership and differentiation - that contribute to the overall environmental factors of a strategy. The document analyzes how external economic, political, social, and technological forces shape opportunities and threats for businesses.
This document discusses Porter's Diamond Theory of national competitive advantage. It explains that Porter's theory analyzes how factors like factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry interact to create competitive advantage for nations in specific industries. It provides detailed explanations of each of Porter's four determinants of competitive advantage and how they influence industry success. Overall, the document analyzes Porter's Diamond Theory and its key factors for understanding what gives nations competitive advantages in certain industries on the global stage.
This document discusses a study analyzing the internationalization process of family businesses in the wine industry. The study examines how resources from private and professional networks facilitate internationalization. It analyzes differences in networking competencies between wine business owners and how these relate to the level of internationalization. The study challenges the Uppsala Model of incremental internationalization, finding support for the "born global hypothesis" after a business succession process. Networks are found to provide both financial resources and informal resources like information and knowledge that encourage international involvement.
A Study of National Innovation Systems of GCC countriesBrowne & Mohan
A robust NIS system is a prerequisite for building a successful nation. With huge amount of wealth at their disposal, GCC countries are taking initiatives to transform themselves into knowledge based economies from oil based economies. This paper evaluates the current NIS of GCC countries, shows where they stand when compared to other countries, and how they can learn from countries like Singapore, Brazil, Malaysia, USA and Norway to make their NIS more effective.
Cooperation issues in developing the BOP marketAnand Sheombar
The basic argument of this paper is that successful contribution of ICT to development goals is partly dependent on the nature of the cooperation between partners. Thus if there is a need to assess the contribution of ICT, then one needs to look further than just the basic quantitative measures and include cooperation issues as criteria for success.
This document discusses how the broadcasting industry has become "platformized" due to the entry of OTT platforms like Netflix, Apple, and Google. Traditional broadcasters have also adopted platform business models on digital platforms. The industry can now be characterized as a "platform network" with complex interactions between platforms at different levels. The document uses a platform network framework to analyze the changing competitive dynamics in Belgium's broadcasting industry. It finds that platforms must balance competition and cooperation to create a sustainable digital ecosystem.
The analysis found a statistically significant relationship between a more diverse leadership and better financial performance. The companies in the top quartile of gender diversity were 15 percent more likely to have financial returns that were above their national industry median. Companies in the top quartile of racial/ethnic diversity
were 30 percent more likely to have financial returns above their national industry median. Companies in the bottom quartile for both gender and ethnicity/race were statistically less likely to achieve above-average financial returns than the average companies in the dataset
This document summarizes a study investigating the barriers to internationalization faced by small and medium enterprises (SMEs) in Sri Lanka. The study identified 38 potential barriers through interviews and a literature review. A survey of 1,500 SMEs found that the majority (83.6%) had not experienced export growth. Factor analysis identified four main categories of barriers: informational, operational, marketing, and environmental. The study found significant differences in how owners of growing versus non-growing businesses perceived the impact of some barriers. Overall, the results show SME internationalization in developing countries faces many obstacles.
This document presents the SME Co-operation Framework, a model created to analyze collaboration between small and medium enterprises (SMEs). The framework combines three dimensions of SME cooperation - strategic, management, and social - with internal and external factors influencing collaboration. The author applies this framework to summarize why SMEs should cooperate, common problems they face in adopting collaborative approaches, and factors influencing the effectiveness of interfirm collaboration. The findings indicate that cooperation can improve SME performance but risks of failure are reduced when success factors are considered.
Edexcel A level Business Studies notes Unit3Tesmon Mathew
This document provides information about why businesses seek international markets and international trade. It discusses several key points:
1) Businesses trade internationally to access new markets, take advantage of multiple markets, and engage in global sourcing to reduce costs. Global sourcing allows access to low-cost labor, materials, and tax benefits.
2) Factors like improved infrastructure, trade liberalization through organizations like the WTO, and the formation of trading blocs have made international trade easier for businesses over time.
3) Trading in multiple international markets helps businesses spread risks compared to relying on a single domestic market. Selling in more markets also allows businesses to offset declines in any one market.
Global alliances-and-strategy-implementation-1225276363134096-9Bharthesh Rathnakar
1. The document discusses global strategic alliances between companies across borders and industries. It provides examples of alliances between French and Chinese TV companies and between automakers Toyota and GM.
2. Challenges in implementing global alliances include differing governance structures, cultural clashes, and disputes over control and proprietary technology. Guidelines are provided for forming successful alliances, such as choosing compatible partners.
3. The document also examines strategic alliances and joint ventures in Russia, noting both opportunities in natural resources and stabilized markets, and risks from economic instability and lack of capital. Minimizing political and economic risks is key.
This document provides an analysis of IBM, including its customers, opportunities, threats, strengths, weaknesses, competitors, and recommendations. IBM's largest customers are large enterprises across various industries. It has opportunities to expand services to smaller businesses and increase cloud computing, but also faces threats from increasing competition and potential economic slowdowns. The analysis recommends that IBM expand its service offerings, offer more competitive pricing, and enhance its cloud computing architecture to maintain its market position against competitors like HP and Dell.
Online dating apps as a marketing channel a generational approachYing wei (Joe) Chou
This document discusses using online dating apps as marketing channels and how different generations perceive marketing on these platforms.
The study analyzed reactions from 411 users of the dating app Tinder after a marketing campaign. It found generally positive acceptance of the campaign, especially among Generation Z users. However, statistical analysis showed no significant differences in reactions between Generations X, Y and Z.
The document reviews literature on social media marketing and how different generations respond to online ads. Younger generations are more receptive due to being "digital natives" but can be suspicious of marketing tactics. The study aims to provide insights into using dating apps for marketing and whether audience generation affects acceptance of such ads.
The document discusses opportunities for partnership among the convention venues in Hong Kong, Macau, and Guangzhou. It begins with objectives to identify current issues and interfaces between the three regions and investigate possibilities for partnership to maximize benefits. It then provides a framework for studying business relationships and relationship commitment/profitability. The document analyzes each region's convention venues and current issues. Recommendations include developing laws/regulations, establishing a convention and visitors bureau (CVB) and industry associations, employing competitive positioning, and cooperation strategies utilizing each region's strengths. Limitations and a conclusion that the three cities can cooperate with Hong Kong as a leader are mentioned.
This document provides information about an International Business course. It includes the following:
- Course objectives and an exam that is 2 hours long.
- A group presentation topic on how firms expand internationally and the relationship between a firm's core competencies and foreign market success.
- Feedback that essays need to take a clear position and include more references.
- Several key decisions firms must make when internationalizing including when, where, scale, and country selection.
- Various entry modes like exporting, licensing, and wholly owned subsidiaries.
- Sample discussion questions and answers about licensing intellectual property, control of foreign operations, and large vs small scale entry.
- A case study analysis of
Understanding outsourcing contexts through information asymmetry and capabili...Ian McCarthy
Outsourcing is a strategic activity that has long been central to operations management research and practice. Yet, there are still many outsourcing management challenges that remain. In this article, we explore two of the outsourcing challenges that motivated this special issue and are central to the 10 articles included. To do this, we develop a theoretical model that examines how variations in capability fit and information asymmetry combine to present firms with four different outsourcing contexts. We then explain how each of the articles included in this special issue relate to our theoretical model and explore several avenues for future research.
ASSESSING THE IMPACT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE A CASE OF ...Brittany Allen
This document assesses the impact of outsourcing on organizational performance at Vodafone Ghana using both leading and lagging indicators. A literature review revealed theories supporting outsourcing for cost reduction and focusing on core competencies. Empirical studies showed mixed results - outsourcing positively impacted quality of service and knowledge development but showed no significant relationship with financial performance. A quantitative methodology was used to survey Vodafone Ghana employees using stratified random sampling. Statistical analysis found a moderately positive relationship between outsourcing and quality of service as well as knowledge development, but no significant relationship with financial performance.
This document provides an outline for a report on offshoring. Section I discusses reasons why companies engage in offshoring, including lower labor costs, advances in technology and telecommunications that allow work to be done remotely, and access to new markets. Section II covers different types of sourcing strategies such as offshoring, outsourcing, insourcing, and nearshoring. Section III discusses benefits of outsourcing, including cost savings, increased efficiency, risk management, and competitive advantages from flexibility and 24/7 operations. Section IV notes potential disadvantages like loss of control, hidden costs, quality issues, and cultural problems.
This paper aims to explore the factors influencing the ability of firms to compete in globalised markets. The Austrian and evolutionary economics and the endogeneous growth literature highlight the role of innovation activities in enabling firms to compete more effectively - and expand their market share. On the basis of these theories, and using a large panel of firms from several Central and East European Countries (CEECs), this paper attempts to identify the factors and forces which determine the ability of firms to compete in conditions of transition. The competitiveness of firms, measured by their market share, is postulated to depend on indicators of firms' innovation behaviour such as improvements in cost-efficiency, labour productivity and investment in new machinery and equipment as well as characteristics of firms and their environment such as location, experience, technological intensity of their industries and the intensity of competition. To control for the dynamic nature of competitiveness and the potential endogeneity of its determinants, and to distinguish between short and long run effects of firm behaviour, a dynamic panel methodology is employed. The results indicate that the competitiveness of firms in transition economies is enhanced with improvements in their cost efficiency, productivity of labour, investment and their previous business experience while stronger competition has a negative impact on it.
Authored by: Iraj Hashi, Nebojsa Stojcic, Shqiponja Telhaj
Published in 2011
Mergers & Acquisitions are often used as part of a
company's globalization strategy, for both intra-regional and international deals. However, substantial number of them fail. Read more to find out the challenges or visit us at: http://www.verityconsult.com
Corporate Governance and Earning Management in Saudi ArabiaAkashSharma618775
The research paper examines the corporate governance and earning management in Saudi Arabia. It
explores certain studies that worked in different areas and discusses their findings. The essential goal of this paper
is to exactly research the impact of the late corporate administration controls presented by Capital Market
Authority (CMA) on compelling income administration hone in Saudi Arabia. Corporate governance theory is
discussed here that elaborates the procedures of organization and different strategies. At that point speculations
are tried utilizing multivariate procedure to figure out whether corporate administration qualities essentially
oblige optional accumulations. The paper also discusses literature of previous studies and some methodologies are
discussed that are important. Three different types of methodologies are described here that are related to
organization. At the end, conclusion is presented.
The document discusses five principal environmental factors that affect corporate strategy: competitors, creditors, customers, labor market, and suppliers. It explains how each factor influences business and strategy. Additionally, it discusses two key aspects - cost leadership and differentiation - that contribute to the overall environmental factors of a strategy. The document analyzes how external economic, political, social, and technological forces shape opportunities and threats for businesses.
This document discusses Porter's Diamond Theory of national competitive advantage. It explains that Porter's theory analyzes how factors like factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry interact to create competitive advantage for nations in specific industries. It provides detailed explanations of each of Porter's four determinants of competitive advantage and how they influence industry success. Overall, the document analyzes Porter's Diamond Theory and its key factors for understanding what gives nations competitive advantages in certain industries on the global stage.
This document discusses a study analyzing the internationalization process of family businesses in the wine industry. The study examines how resources from private and professional networks facilitate internationalization. It analyzes differences in networking competencies between wine business owners and how these relate to the level of internationalization. The study challenges the Uppsala Model of incremental internationalization, finding support for the "born global hypothesis" after a business succession process. Networks are found to provide both financial resources and informal resources like information and knowledge that encourage international involvement.
A Study of National Innovation Systems of GCC countriesBrowne & Mohan
A robust NIS system is a prerequisite for building a successful nation. With huge amount of wealth at their disposal, GCC countries are taking initiatives to transform themselves into knowledge based economies from oil based economies. This paper evaluates the current NIS of GCC countries, shows where they stand when compared to other countries, and how they can learn from countries like Singapore, Brazil, Malaysia, USA and Norway to make their NIS more effective.
Cooperation issues in developing the BOP marketAnand Sheombar
The basic argument of this paper is that successful contribution of ICT to development goals is partly dependent on the nature of the cooperation between partners. Thus if there is a need to assess the contribution of ICT, then one needs to look further than just the basic quantitative measures and include cooperation issues as criteria for success.
This document discusses how the broadcasting industry has become "platformized" due to the entry of OTT platforms like Netflix, Apple, and Google. Traditional broadcasters have also adopted platform business models on digital platforms. The industry can now be characterized as a "platform network" with complex interactions between platforms at different levels. The document uses a platform network framework to analyze the changing competitive dynamics in Belgium's broadcasting industry. It finds that platforms must balance competition and cooperation to create a sustainable digital ecosystem.
The analysis found a statistically significant relationship between a more diverse leadership and better financial performance. The companies in the top quartile of gender diversity were 15 percent more likely to have financial returns that were above their national industry median. Companies in the top quartile of racial/ethnic diversity
were 30 percent more likely to have financial returns above their national industry median. Companies in the bottom quartile for both gender and ethnicity/race were statistically less likely to achieve above-average financial returns than the average companies in the dataset
This document summarizes a study investigating the barriers to internationalization faced by small and medium enterprises (SMEs) in Sri Lanka. The study identified 38 potential barriers through interviews and a literature review. A survey of 1,500 SMEs found that the majority (83.6%) had not experienced export growth. Factor analysis identified four main categories of barriers: informational, operational, marketing, and environmental. The study found significant differences in how owners of growing versus non-growing businesses perceived the impact of some barriers. Overall, the results show SME internationalization in developing countries faces many obstacles.
This document presents the SME Co-operation Framework, a model created to analyze collaboration between small and medium enterprises (SMEs). The framework combines three dimensions of SME cooperation - strategic, management, and social - with internal and external factors influencing collaboration. The author applies this framework to summarize why SMEs should cooperate, common problems they face in adopting collaborative approaches, and factors influencing the effectiveness of interfirm collaboration. The findings indicate that cooperation can improve SME performance but risks of failure are reduced when success factors are considered.
Edexcel A level Business Studies notes Unit3Tesmon Mathew
This document provides information about why businesses seek international markets and international trade. It discusses several key points:
1) Businesses trade internationally to access new markets, take advantage of multiple markets, and engage in global sourcing to reduce costs. Global sourcing allows access to low-cost labor, materials, and tax benefits.
2) Factors like improved infrastructure, trade liberalization through organizations like the WTO, and the formation of trading blocs have made international trade easier for businesses over time.
3) Trading in multiple international markets helps businesses spread risks compared to relying on a single domestic market. Selling in more markets also allows businesses to offset declines in any one market.
Global alliances-and-strategy-implementation-1225276363134096-9Bharthesh Rathnakar
1. The document discusses global strategic alliances between companies across borders and industries. It provides examples of alliances between French and Chinese TV companies and between automakers Toyota and GM.
2. Challenges in implementing global alliances include differing governance structures, cultural clashes, and disputes over control and proprietary technology. Guidelines are provided for forming successful alliances, such as choosing compatible partners.
3. The document also examines strategic alliances and joint ventures in Russia, noting both opportunities in natural resources and stabilized markets, and risks from economic instability and lack of capital. Minimizing political and economic risks is key.
This document provides an analysis of IBM, including its customers, opportunities, threats, strengths, weaknesses, competitors, and recommendations. IBM's largest customers are large enterprises across various industries. It has opportunities to expand services to smaller businesses and increase cloud computing, but also faces threats from increasing competition and potential economic slowdowns. The analysis recommends that IBM expand its service offerings, offer more competitive pricing, and enhance its cloud computing architecture to maintain its market position against competitors like HP and Dell.
Online dating apps as a marketing channel a generational approachYing wei (Joe) Chou
This document discusses using online dating apps as marketing channels and how different generations perceive marketing on these platforms.
The study analyzed reactions from 411 users of the dating app Tinder after a marketing campaign. It found generally positive acceptance of the campaign, especially among Generation Z users. However, statistical analysis showed no significant differences in reactions between Generations X, Y and Z.
The document reviews literature on social media marketing and how different generations respond to online ads. Younger generations are more receptive due to being "digital natives" but can be suspicious of marketing tactics. The study aims to provide insights into using dating apps for marketing and whether audience generation affects acceptance of such ads.
The document discusses opportunities for partnership among the convention venues in Hong Kong, Macau, and Guangzhou. It begins with objectives to identify current issues and interfaces between the three regions and investigate possibilities for partnership to maximize benefits. It then provides a framework for studying business relationships and relationship commitment/profitability. The document analyzes each region's convention venues and current issues. Recommendations include developing laws/regulations, establishing a convention and visitors bureau (CVB) and industry associations, employing competitive positioning, and cooperation strategies utilizing each region's strengths. Limitations and a conclusion that the three cities can cooperate with Hong Kong as a leader are mentioned.
This document provides information about an International Business course. It includes the following:
- Course objectives and an exam that is 2 hours long.
- A group presentation topic on how firms expand internationally and the relationship between a firm's core competencies and foreign market success.
- Feedback that essays need to take a clear position and include more references.
- Several key decisions firms must make when internationalizing including when, where, scale, and country selection.
- Various entry modes like exporting, licensing, and wholly owned subsidiaries.
- Sample discussion questions and answers about licensing intellectual property, control of foreign operations, and large vs small scale entry.
- A case study analysis of
Understanding outsourcing contexts through information asymmetry and capabili...Ian McCarthy
Outsourcing is a strategic activity that has long been central to operations management research and practice. Yet, there are still many outsourcing management challenges that remain. In this article, we explore two of the outsourcing challenges that motivated this special issue and are central to the 10 articles included. To do this, we develop a theoretical model that examines how variations in capability fit and information asymmetry combine to present firms with four different outsourcing contexts. We then explain how each of the articles included in this special issue relate to our theoretical model and explore several avenues for future research.
ASSESSING THE IMPACT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE A CASE OF ...Brittany Allen
This document assesses the impact of outsourcing on organizational performance at Vodafone Ghana using both leading and lagging indicators. A literature review revealed theories supporting outsourcing for cost reduction and focusing on core competencies. Empirical studies showed mixed results - outsourcing positively impacted quality of service and knowledge development but showed no significant relationship with financial performance. A quantitative methodology was used to survey Vodafone Ghana employees using stratified random sampling. Statistical analysis found a moderately positive relationship between outsourcing and quality of service as well as knowledge development, but no significant relationship with financial performance.
This document provides an outline for a report on offshoring. Section I discusses reasons why companies engage in offshoring, including lower labor costs, advances in technology and telecommunications that allow work to be done remotely, and access to new markets. Section II covers different types of sourcing strategies such as offshoring, outsourcing, insourcing, and nearshoring. Section III discusses benefits of outsourcing, including cost savings, increased efficiency, risk management, and competitive advantages from flexibility and 24/7 operations. Section IV notes potential disadvantages like loss of control, hidden costs, quality issues, and cultural problems.
This document discusses foreign outsourcing and offshoring among multinational enterprises in Nigeria. It explores the concepts and theories of foreign outsourcing and offshoring, including transaction cost economics theory, core competency theory, and agency theory. The document concludes that foreign outsourcing and offshoring can provide benefits (blessings) like reduced costs, but may also have drawbacks (curses) such as job losses. Future research should include more participants and sectors to generalize findings.
InstructionsWrite a paper about the International Monetary Syste.docxvanesaburnand
Instructions
Write a paper about the International Monetary System that addresses each of the following issues:
· Define the International Monetary System and outline the history of the system.
· Describe and provide examples of what is meant by “currency regimes,” and define selected types of regimes and form an argument for selecting fixed exchange rate and arguments for selecting flexible exchange rates.
· Describe and define the creation of the Euro and discuss the benefits as well as the problems associated with the creation of this currency.
Support your paper with at least five (5) resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included. Your paper should demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Length: 5-7 pages (not including title and reference pages).
Eiteman, D., Stonehill, M., & Moffett, M. (2016). Multinational business finance. Boston, MA: Prentice-Hall.
Read Chapters 1, 2
This is a major resource, however, I think the assignment can be accomplished without it. I can’t seem to be able to download the book.
The global company's challenge.
Authors:
Dewhurst, Martin1
Harris, Jonathan2
Heywood, Suzanne
Aquila, Kate
Source:
McKinsey Quarterly. 2012, Issue 3, p76-80. 5p.
Document Type:
Article
Subject Terms:
*International business enterprises
*Emerging markets
*Economies of scale
*Contracting out
*Risk management in business
*Business models
*Executives
*Financial leverage
*Globalization
*Research & development
Developing countries
Company/Entity:
International Monetary Fund DUNS Number: 069275188
Aditya Birla Management Corp. Pvt. Ltd.
International Business Machines Corp. DUNS Number: 001368083 Ticker: IBM
NAICS/Industry Codes:
919110 International and other extra-territorial public administration
928120 International Affairs
541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology)
541711 Research and Development in Biotechnology
Abstract:
The article focuses on the management of risks, costs, and strategies by international businesses in emerging markets. It states that the International Monetary Fund reported that the ten fastest-growing economies after 2012 will all be in developing countries. It mentions that technology company International Business Machines expects by 2015 to earn 30 percent of revenues in emerging markets compared to 17 percent in 2009, while Indian multinational conglomerate Aditya Birla Group earns over half of its revenue outside India and has operations in 40 nations. It talks about the benefit of economies of scale in shared services enjoyed by large global companies and comments that the ability to outsource business services and manufacturing is benefiting local busine.
Purpose of AssignmentThe purpose of the learning team assignme.docxwoodruffeloisa
Purpose of Assignment
The purpose of the learning team assignment is to offer students the opportunity to investigate their understanding of how globalization affects a company's strategic plan. Additional objectives include allowing students to assess the effectiveness of strategic alliances in the growth process of a company and to understand the necessity for innovation to create a sustainable long-term organizational environment. The students will also identify how organizational structures facilitate company growth and controls in the global environment.
Assignment Steps
Create a 4-slide Microsoft® PowerPoint® presentation (excluding the title slide and references) with speaker notes and address the following topic:
· Evaluate the effects of globalization on strategic management planning.
International Journal of Management Vol. 29 No. 4 Dec 2012 531
The Effects of International Diversification on Firm
Performance: An Empirical Study across Twelve
European Countries
Alfredo M. Bobillo
University of Valladolid, Spain
Felix López-Iturriaga
University of Valladolid, Spain
Fernando Tejerina-Gaite
University of Valladolid, Spain
The relationship between international diversification and firm performance is a
binomial that has led to many investigations leading to mixed results, in some cases
there is a positive relationship, in others no significant relationship or even negative. In
this paper we try to find the possible reasons why these results occur. The international
diversification is assessed by the ratio of exports to total turnover. Besides, we extend
the research to the different performance that industrial and service firms could have,
bearing in mind, too, if their business culture base originates from civil law or common
law countries. Based on a sample of 1721 firms from twelve European countries, we
compare this relationship for the 2000-2009 period. The empirical results obtained
show a stronger ID-performance positive relationship in service firms than in industrial
ones. Those firms with a culture based on civil law systems (bank oriented financial
system) will have greater flexibility to counteract the negative relationship between ID
and performance, than those firms with culture based on common law systems (capital
market oriented system).
Introduction
Accessing foreign markets is becoming a more and more attractive option for firms.
International diversification (ID) is a stabilisation procedure for the firm’s sales and
also a way of reducing the risks derived from the reduction in demand on the domestic
market. Likewise, the presence of a firm on the global market entails greater derived
risks, mainly due to the greater uncertainty and commitment of resources entailed by this
action. It also represents a challenge to improve their competitiveness in their fight with
local firms (Lucas, 1993; Bowen & Wersema, 2005). The degree of internationalisation is
also contemplated a ...
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Citation
Title:
The global company's challenge.
Authors:
Dewhurst, Martin1
Harris, Jonathan2
Heywood, Suzanne
Aquila, Kate
Source:
McKinsey Quarterly. 2012, Issue 3, p76-80. 5p.
Document Type:
Article
Subject Terms:
*International business enterprises
*Emerging markets
*Economies of scale
*Contracting out
*Risk management in business
*Business models
*Executives
*Financial leverage
*Globalization
*Research & development
Developing countries
Company/Entity:
International Monetary Fund DUNS Number: 069275188
Aditya Birla Management Corp. Pvt. Ltd.
International Business Machines Corp. DUNS Number: 001368083 Ticker: IBM
NAICS/Industry Codes:
919110 International and other extra-territorial public administration
928120 International Affairs
541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology)
541711 Research and Development in Biotechnology
Abstract:
The article focuses on the management of risks, costs, and strategies by international businesses in emerging markets. It states that the International Monetary Fund reported that the ten fastest-growing economies after 2012 will all be in developing countries. It mentions that technology company International Business Machines expects by 2015 to earn 30 percent of revenues in emerging markets compared to 17 percent in 2009, while Indian multinational conglomerate Aditya Birla Group earns over half of its revenue outside India and has operations in 40 nations. It talks about the benefit of economies of scale in shared services enjoyed by large global companies and comments that the ability to outsource business services and manufacturing is benefiting local businesses.
Author Affiliations:
1director in McKinsey's London office
2director in the New York office
Full Text Word Count:
1632
ISSN:
0047-5394
Accession Number:
78031780
Database:
Business Source Complete
PlumPrintNo Results Found
Translate Full Text:
Translation in Progress:
Translations powered by Language Weaver Service
The global company's challenge
Contents
1. St.
Loading...Top of Formcitation_instructionAccessibility Inf.docxcroysierkathey
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Accessibility Information and TipsRevised Date: 07/2015
The global company's challenge
Export Manager
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Citation
Title:
The global company's challenge.
Authors:
Dewhurst, Martin1
Harris, Jonathan2
Heywood, Suzanne
Aquila, Kate
Source:
McKinsey Quarterly. 2012, Issue 3, p76-80. 5p.
Document Type:
Article
Subject Terms:
*International business enterprises
*Emerging markets
*Economies of scale
*Contracting out
*Risk management in business
*Business models
*Executives
*Financial leverage
*Globalization
*Research & development
Developing countries
Company/Entity:
International Monetary Fund DUNS Number: 069275188
Aditya Birla Management Corp. Pvt. Ltd.
International Business Machines Corp. DUNS Number: 001368083 Ticker: IBM
NAICS/Industry Codes:
919110 International and other extra-territorial public administration
928120 International Affairs
541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology)
541711 Research and Development in Biotechnology
Abstract:
The article focuses on the management of risks, costs, and strategies by international businesses in emerging markets. It states that the International Monetary Fund reported that the ten fastest-growing economies after 2012 will all be in developing countries. It mentions that technology company International Business Machines expects by 2015 to earn 30 percent of revenues in emerging markets compared to 17 percent in 2009, while Indian multinational conglomerate Aditya Birla Group earns over half of its revenue outside India and has operations in 40 nations. It talks about the benefit of economies of scale in shared services enjoyed by large global companies and comments that the ability to outsource business services and manufacturing is benefiting local businesses.
Author Affiliations:
1director in McKinsey's London office
2director in the New York office
Full Text Word Count:
1632
ISSN:
0047-5394
Accession Number:
78031780
Database:
Business Source Complete
PlumPrintNo Results Found
Translate Full Text:
Translation in Progress:
Translations powered by Language Weaver Service
The global company's challenge
Contents
1. St ...
This document discusses evaluating a firm's readiness for internationalization. It proposes a new framework for assessing small and medium-sized enterprises (SMEs) that want to increase their chances of success in internationalization. The framework goes beyond traditional "go or no go" export diagnostic models, which are outdated given changes in international business. It considers a broader range of international operations for SMEs beyond just exporting. The proposed framework specifies an SME's preparedness and defines preliminary axes in terms of product-market combinations and internationalization modalities. The framework was developed through a literature review, expert panel, and validating its practical application with 54 Canadian SMEs entering international markets over 4 years.
Implementation of Shared Service Centre on Financial Performance of Publicly ...s071185s
Cost reduction and efficiency are one of the company’s primary motives in implementing the shared service center, an internal outsourcing business model that centralizes back-office support functions for operating business units. This research aims to examine the effect of introducing the shared service center on productivity, as experienced by publicly listed Malaysian companies. This research has analyzed, using comparative techniques, whether substantial changes in cost structure, return on investment, efficiency, productivity, competitiveness, and profitability have occurred due to developing shared service centers. The relationship between these financial performance metrics is evaluated for five years using regression methods. Secondary data has been collected from financial reports and other publicly accessible documents such as business gadgets. The study also aims to recognize the advantages of shared service center implementation for financial results. The study has clearly indicated that SSC implementation is not always for the better, however. The increasing cost structure ratio indicates that the growth of total revenue due to SSC implementation is not as fast as the growth of operating expenses. Asset turnover is observed to be generally decreasing after SSC implementation. The graphical trending has rejected the claim that all the variables or financial performance indicators have improved after establishing SSC. The results of the ordinary least squares regression method have corroborated 4 out of 5 hypotheses – only the asset turnover ratio has revealed a relationship that is different from what has been predicted. The payback period can be included as an additional variable or determinant to further corroborate the time-specific benefits regarding future research
This document summarizes how professional services firms are responding to forces driving change in their industry. Globalization, technology advances, and more sophisticated clients are challenging traditional business models. To adapt, some firms are achieving global scale through mergers and acquisitions to match the scope of the markets they can now reach worldwide. Others are focusing on specialization to leverage niche expertise. Technology also allows firms to apply skills in new scalable ways. All firms must clearly define their unique value to clients with more options and information available.
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
This document provides an overview of strategic alliances. It discusses that many large companies form strategic alliances to outsource production rather than producing goods themselves. It defines strategic alliances as agreements between companies to cooperate beyond normal business dealings, but stop short of a full merger or partnership. The document then notes that strategic alliances are becoming more prominent as a way for companies to enter new markets, obtain new technologies, share costs and risks, and more. However, it also reports that the failure rate of strategic alliances is estimated to be as high as 70% due to management errors.
The document discusses a panel discussion on insourcing and outsourcing trends in the banking industry. The panel includes representatives from HP, ABN AMRO, ANSRSource, and Booz Allen Hamilton.
The panel covers key topics such as: definitions of insourcing, outsourcing, and nearshore/offshore sourcing; trends driving financial services outsourcing; a framework for evaluating make-versus-buy sourcing decisions; common processes outsourced in financial services; regional differences in sourcing models; and how sourcing impacts bank consolidation.
The Main Costs And Benefits Of The Financial Sector Of UkCandice Him
The document discusses the costs and benefits of the UK financial sector. It notes that the financial sector plays a pivotal role in providing finance for consumption and investment, and includes institutions like banks, building societies, insurance companies, and pension funds. Banks account for 57% of the UK financial sector's gross value added. A well-functioning financial sector benefits the economy by providing payment systems, financial intermediation between savers and borrowers, and facilitating risk management. However, a flawed financial system without proper regulation can lead to economic disaster, particularly during recessions.
Compliance with International Financial Reporting Standardsinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
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.
Kayla Brown Unit 3 IP.docxby Kayla BrownSubmission dat e.docxtawnyataylor528
Kayla Brown Unit 3 IP.docx
by Kayla Brown
Submission dat e : 07 - May- 2018 09:51PM (UT C- 0500)
Submission ID: 960568836
File name : Kayla Bro wn Unit 3 IP.do cx
Word count : 184 8
Charact e r count : 1117 3
41%
SIMILARIT Y INDEX
17%
INT ERNET SOURCES
10%
PUBLICAT IONS
36%
ST UDENT PAPERS
1 7%
2 6%
3 3%
4 3%
5 3%
6 2%
7 2%
8 2%
Kayla Brown Unit 3 IP.docx
ORIGINALITY REPORT
PRIMARY SOURCES
journals.sagepub.com
Int ernet Source
Submitted to Bridgepoint Education
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University Online
St udent Paper
J.K. Aronson. "Medication errors: what they are,
how they happen, and how to avoid them",
QJM, 05/20/2009
Publicat ion
Submitted to Westclif f University
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Submitted to Kaplan University
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Submitted to WOU-DISTED
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9 1%
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Submitted to Macquarie University
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Management
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betterhealthconnector.com
Int ernet Source
www.hqontario.ca
Int ernet Source
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Submitted to Baker College of Allen Park
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Submitted to Argosy University
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Kayla Brown Unit 3 IP.docxby Kayla BrownKayla Brown Unit 3 IP.docxORIGINALITY REPORTPRIMARY SOURCES
Running head: BUSINESS ADMINISTRATION
1
BUSINESS ADMINISTRATION
7
Business Administration: Dell Company
Introduction
Dell Company is an American-based multinational computer technology Company specializing in the manufacture of high tech gadgets, laptop, and PCs. The Company was established by Michael Dell in 1984 and has its headquarters in the Round Rock region of Texas (Form 10-K, 2016). Dell is one of the corporations that continue to be affected by the aspect of globalization and changes in technology. Nonetheless, Dell has continuously demonstrated its resilience in embracing modern computing technology in its offering. Such adaptations have been vital for the Company in responding to the changing needs of its different stakeholders and to survive the ever-changing tech market. Therefore, this assignment will apply the concept of industrial organization model and resource-based view model in evaluating Dell earnings and how it can achieve the above average return. Also, the thesis will perform an analysis of globalization and technology with respect to ...
Global sourcing offers companies flexibility to change their business and operating models. It allows them to rapidly integrate acquisitions, transfer assets between locations, and incorporate innovations. Research by PricewaterhouseCoopers found that companies sourcing core activities externally value business model flexibility more and have achieved higher shareholder returns compared to those only sourcing back-office or front-office functions. Successful companies plan their goals before considering implementation and view sourcing as a strategic program. Orchestrating a portfolio of sourcing arrangements between internal shared services and external providers provides maximum flexibility.
1) The document analyzes IT outsourcing practices of two large global organizations, Firm-1 and Firm-2.
2) For Firm-1, the main objectives of IT outsourcing are cost reduction, focusing on core activities, and gaining access to professional services. Main benefits realized are cost savings, optimal resource allocation, and improved flexibility.
3) Key risks for Firm-1 include protecting core knowledge and clearly defining project scope. Main challenges are deciding what to outsource, ongoing vendor management, and governance. Best practices include stakeholder buy-in and prioritizing action items.
The document discusses the potential for on-demand customer service models to disrupt the customer service industry. Key points include:
1) Access economy companies like Uber and Airbnb have already transformed some industries, but it remains unclear how far these on-demand models can extend to other functions and sectors.
2) Those in customer service expect their work will transition to on-demand models within 3 years to remain competitive. However, current third-party customer service providers are uncertain about the potential impact.
3) Transitioning to on-demand will be challenging, as skills, processes, customer and management buy-in need to change, despite emerging technologies. Most companies are willing to make significant changes to adopt these
Similar to Call centre outsourcing comparative assessment of ghana’s readiness as a provider (20)
Abnormalities of hormones and inflammatory cytokines in women affected with p...Alexander Decker
Women with polycystic ovary syndrome (PCOS) have elevated levels of hormones like luteinizing hormone and testosterone, as well as higher levels of insulin and insulin resistance compared to healthy women. They also have increased levels of inflammatory markers like C-reactive protein, interleukin-6, and leptin. This study found these abnormalities in the hormones and inflammatory cytokines of women with PCOS ages 23-40, indicating that hormone imbalances associated with insulin resistance and elevated inflammatory markers may worsen infertility in women with PCOS.
A usability evaluation framework for b2 c e commerce websitesAlexander Decker
This document presents a framework for evaluating the usability of B2C e-commerce websites. It involves user testing methods like usability testing and interviews to identify usability problems in areas like navigation, design, purchasing processes, and customer service. The framework specifies goals for the evaluation, determines which website aspects to evaluate, and identifies target users. It then describes collecting data through user testing and analyzing the results to identify usability problems and suggest improvements.
A universal model for managing the marketing executives in nigerian banksAlexander Decker
This document discusses a study that aimed to synthesize motivation theories into a universal model for managing marketing executives in Nigerian banks. The study was guided by Maslow and McGregor's theories. A sample of 303 marketing executives was used. The results showed that managers will be most effective at motivating marketing executives if they consider individual needs and create challenging but attainable goals. The emerged model suggests managers should provide job satisfaction by tailoring assignments to abilities and monitoring performance with feedback. This addresses confusion faced by Nigerian bank managers in determining effective motivation strategies.
A unique common fixed point theorems in generalized dAlexander Decker
This document presents definitions and properties related to generalized D*-metric spaces and establishes some common fixed point theorems for contractive type mappings in these spaces. It begins by introducing D*-metric spaces and generalized D*-metric spaces, defines concepts like convergence and Cauchy sequences. It presents lemmas showing the uniqueness of limits in these spaces and the equivalence of different definitions of convergence. The goal of the paper is then stated as obtaining a unique common fixed point theorem for generalized D*-metric spaces.
A trends of salmonella and antibiotic resistanceAlexander Decker
This document provides a review of trends in Salmonella and antibiotic resistance. It begins with an introduction to Salmonella as a facultative anaerobe that causes nontyphoidal salmonellosis. The emergence of antimicrobial-resistant Salmonella is then discussed. The document proceeds to cover the historical perspective and classification of Salmonella, definitions of antimicrobials and antibiotic resistance, and mechanisms of antibiotic resistance in Salmonella including modification or destruction of antimicrobial agents, efflux pumps, modification of antibiotic targets, and decreased membrane permeability. Specific resistance mechanisms are discussed for several classes of antimicrobials.
A transformational generative approach towards understanding al-istifhamAlexander Decker
This document discusses a transformational-generative approach to understanding Al-Istifham, which refers to interrogative sentences in Arabic. It begins with an introduction to the origin and development of Arabic grammar. The paper then explains the theoretical framework of transformational-generative grammar that is used. Basic linguistic concepts and terms related to Arabic grammar are defined. The document analyzes how interrogative sentences in Arabic can be derived and transformed via tools from transformational-generative grammar, categorizing Al-Istifham into linguistic and literary questions.
A time series analysis of the determinants of savings in namibiaAlexander Decker
This document summarizes a study on the determinants of savings in Namibia from 1991 to 2012. It reviews previous literature on savings determinants in developing countries. The study uses time series analysis including unit root tests, cointegration, and error correction models to analyze the relationship between savings and variables like income, inflation, population growth, deposit rates, and financial deepening in Namibia. The results found inflation and income have a positive impact on savings, while population growth negatively impacts savings. Deposit rates and financial deepening were found to have no significant impact. The study reinforces previous work and emphasizes the importance of improving income levels to achieve higher savings rates in Namibia.
A therapy for physical and mental fitness of school childrenAlexander Decker
This document summarizes a study on the importance of exercise in maintaining physical and mental fitness for school children. It discusses how physical and mental fitness are developed through participation in regular physical exercises and cannot be achieved solely through classroom learning. The document outlines different types and components of fitness and argues that developing fitness should be a key objective of education systems. It recommends that schools ensure pupils engage in graded physical activities and exercises to support their overall development.
A theory of efficiency for managing the marketing executives in nigerian banksAlexander Decker
This document summarizes a study examining efficiency in managing marketing executives in Nigerian banks. The study was examined through the lenses of Kaizen theory (continuous improvement) and efficiency theory. A survey of 303 marketing executives from Nigerian banks found that management plays a key role in identifying and implementing efficiency improvements. The document recommends adopting a "3H grand strategy" to improve the heads, hearts, and hands of management and marketing executives by enhancing their knowledge, attitudes, and tools.
This document discusses evaluating the link budget for effective 900MHz GSM communication. It describes the basic parameters needed for a high-level link budget calculation, including transmitter power, antenna gains, path loss, and propagation models. Common propagation models for 900MHz that are described include Okumura model for urban areas and Hata model for urban, suburban, and open areas. Rain attenuation is also incorporated using the updated ITU model to improve communication during rainfall.
A synthetic review of contraceptive supplies in punjabAlexander Decker
This document discusses contraceptive use in Punjab, Pakistan. It begins by providing background on the benefits of family planning and contraceptive use for maternal and child health. It then analyzes contraceptive commodity data from Punjab, finding that use is still low despite efforts to improve access. The document concludes by emphasizing the need for strategies to bridge gaps and meet the unmet need for effective and affordable contraceptive methods and supplies in Punjab in order to improve health outcomes.
A synthesis of taylor’s and fayol’s management approaches for managing market...Alexander Decker
1) The document discusses synthesizing Taylor's scientific management approach and Fayol's process management approach to identify an effective way to manage marketing executives in Nigerian banks.
2) It reviews Taylor's emphasis on efficiency and breaking tasks into small parts, and Fayol's focus on developing general management principles.
3) The study administered a survey to 303 marketing executives in Nigerian banks to test if combining elements of Taylor and Fayol's approaches would help manage their performance through clear roles, accountability, and motivation. Statistical analysis supported combining the two approaches.
A survey paper on sequence pattern mining with incrementalAlexander Decker
This document summarizes four algorithms for sequential pattern mining: GSP, ISM, FreeSpan, and PrefixSpan. GSP is an Apriori-based algorithm that incorporates time constraints. ISM extends SPADE to incrementally update patterns after database changes. FreeSpan uses frequent items to recursively project databases and grow subsequences. PrefixSpan also uses projection but claims to not require candidate generation. It recursively projects databases based on short prefix patterns. The document concludes by stating the goal was to find an efficient scheme for extracting sequential patterns from transactional datasets.
A survey on live virtual machine migrations and its techniquesAlexander Decker
This document summarizes several techniques for live virtual machine migration in cloud computing. It discusses works that have proposed affinity-aware migration models to improve resource utilization, energy efficient migration approaches using storage migration and live VM migration, and a dynamic consolidation technique using migration control to avoid unnecessary migrations. The document also summarizes works that have designed methods to minimize migration downtime and network traffic, proposed a resource reservation framework for efficient migration of multiple VMs, and addressed real-time issues in live migration. Finally, it provides a table summarizing the techniques, tools used, and potential future work or gaps identified for each discussed work.
A survey on data mining and analysis in hadoop and mongo dbAlexander Decker
This document discusses data mining of big data using Hadoop and MongoDB. It provides an overview of Hadoop and MongoDB and their uses in big data analysis. Specifically, it proposes using Hadoop for distributed processing and MongoDB for data storage and input. The document reviews several related works that discuss big data analysis using these tools, as well as their capabilities for scalable data storage and mining. It aims to improve computational time and fault tolerance for big data analysis by mining data stored in Hadoop using MongoDB and MapReduce.
1. The document discusses several challenges for integrating media with cloud computing including media content convergence, scalability and expandability, finding appropriate applications, and reliability.
2. Media content convergence challenges include dealing with the heterogeneity of media types, services, networks, devices, and quality of service requirements as well as integrating technologies used by media providers and consumers.
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Call centre outsourcing comparative assessment of ghana’s readiness as a provider
1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.20, 2013
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Call Centre Outsourcing: Comparative Assessment of Ghana’s
Readiness as a Provider
Nana Yaw Oppong
School of Business, University of Cape Coast, University Post Office, Cape Coast, Ghana
nyoppong@ymail.com
Abstract
Many multinational companies are moving their back offices to developing countries where costs (especially
labour) is low. The government of Ghana has therefore taken the initiative, through the Ghana Investment
Promotions Centre (GIPC) and the Ghana Free Zones Board (GFZB), to develop the business process
outsourcing (BPO) business including call centres. This paper assesses the readiness of Ghana as a competitive
call centre outsourcing provider on the global market. Data is largely from primary sources and through
questionnaire administration. Data relating to 23 call centre outsourcing provider-companies in Ghana, India,
USA and UK were analysed. Most of the factors relating to Ghana were weighed against those of India, the most
renowned call centre service provider-nation in the world. Outcome of the analysis together with economic
indicators were then used to evaluate the strengths, weaknesses, opportunities and threats (SWOT) of the
Ghanaian call centre industry. The results show that in spite of favourable factors such as lower cost of labour,
English language proficiency, and political stability, Ghana seems less capable of offering strong competition in
the call centre outsourcing market if its telecommunication infrastructure, especially voice over internet protocol
(VoIP); contracting strategies; and human skills are not upgraded.
Keywords: Call centre, Ghana, India, outsourcing, SWOT matrix
1. Introduction
The research focuses on finding out how ready is Ghana as a global call centre outsourcing location. This is done
by identifying and analysing the variables that present Ghana as potentially competitive service provider or
otherwise in the global call centre business. The variables are compared to those of other performing business
process outsourcing (BPO) countries especially India, the most renowned call centre service provider-nation,
which Basu (2005) describes as the call centre capital of the world. For clear sense of direction towards this goal,
the following objectives were outlined.
• To identify the risks that Ghanaian companies are likely to face in their attempt to establish and manage call
centre businesses, which can effectively compete with companies from the ‘BPO countries’. Identifying
potential risk, which Lacity and Willcocks (2001) defined as the likelihood of loss or a consequence of
uncertainty, is vital especially in cross-border businesses where many of these risks could result from
differences in national cultures and cross-border organisational practices. Since the prime focus of most
businesses is to grow and increase shareholders wealth, investors may be reluctant to invest where the
probability of losses outweigh positive returns. Risks are considered in the light of both provider-companies
and service users.
• To determine the factors that encourage companies to outsource parts of their businesses, focusing on those
that strongly relate to call centre outsourcing. Without knowing what your customer intends to achieve
buying your product, it is difficult to produce to meet their reasons for choosing you. The motive here is to
determine if Ghana has what it takes to satisfy the demands of foreign businesses for their contact centre
requirements.
• To identify and assess the factors necessary for the establishment and effective running of call centre firms
capable of competing in the global market. Identification of such favourable factors and their effective
management, including their availability and reliability are vital. Without the factors that create fertile
grounds for successful establishment and effective running of the call centre business the risk assessment
and user requirement objectives are of less importance.
2. Literature Review
Although its popularity has grown during the last 10 to 20 years (Davis, 2004), literature on the concept of
outsourcing has existed in one form or the other since the 1930s. Lonsdale and Cox (2000) analysed why firms
adopted their chosen structure and in conclusion, related this to trade-off between the costs of accessing the
market and problem of diseconomies of scale as organisations grow in size. However, this was not given any
serious consideration until the emergence of the transaction cost economics school (Lonsdale and Cox, 2000).
The theory is based on the need for firms to economise on transaction costs (Williamson, 1985) which has it that
the size of a firm is influenced by the availability of transactions which can or cannot be carried out with a given
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level of cost within the firm.
This implies that at certain point firms have activities some of which cannot be performed in-house. By the
1970s however, it had become increasingly obvious that most of the large and diverse corporations were
underperforming the market (Lonsdale and Cox, 2000). This became even more pronounced during the global
recession of the early 1980s and as a result, consensus emerged that firms should focus on fewer activities
(Rumelt, 1974). Hendry (1995) reviewing the period of recession and the need for increased attention to
improving efficiency within the organisation pointed out that outsourcing became one of the key elements of the
cost-cutting matrix. Highlighting this, Petelis and Pseiridis (1999) said, “as the firm grows larger the cost of
organising an extra transaction within the firm may rise, thus a point may be reached where it might not be less
costly to organise additional transactions within the firm, so these are left to be organised in the market” (p.222).
The theory has strong implications for outsourcing.
Despite the strength of the transaction cost economics school, there still seem to remain significant unresolved
issues such as why do firms exist and how they are run (Pitelis and Pseiridis, 1999). Then emerged the concept
of core competence (Peter and Waterman, 1982), that firms should focus on their core businesses and leave those
ones they don’t have much competence in to others that have the expertise and resources to provide them. A
more recent consideration of the concept of core competence and its implications on business strategies was by
Prahalad and Hamel (1990) in their article, The core competence of the corporation. They want further to
identify approaches to core competence and warned that the fundamental strategic mistake will be to outsource
core competences, which are substantially unique and typically lead the company to new products and/or new
markets (Klopack, 2000; Davis, 2004).
Outsourcing has evolved to today into an accepted business model (Davis, 2004) and has become part of the
fundamental maturing process that companies go through to create better products and services for their
customers, while continuing to create shareholder value. For instance, Lau and Hurley (1997) found that
Chrysler’s profit margin was four times as higher as that of General Motors due to effective global outsourcing,
and concluded that there is significant relationship between global outsourcing and profitability margin. The
recent media and political attention on service outsourcing from developed to developing countries gives the
impression that outsourcing is exploding. The results show that although service outsourcing has been steadily
increasing it is still very low (Amiti and Wei, 2005). This suggests limited research and academic literature on
call centre outsourcing although “the press is full of it, the unions are sick of it, and conference after conference
debates the pros and cons of the movement” (Reeves, 2005, p. 31)
Beulen et al. (2005) in their analysis, categorised offshore service providers into three categories – captive
service providers; native service providers; and foreign service providers. They explained ‘foreign service
providers’ as companies based mainly in developing countries, which call centre outsourcing in Ghana obviously
fall under. Their research was however silent on this category giving the reason that “the limited maturity of
foreign offshore providers at present introduces an additional factor that compounds the analysis of risks and
strategies” (p.134). It suggests that this aspect of outsourcing is not matured to offer evidence stronger enough
for empirical, academic research. The few pieces of work on call centre outsourcing have therefore been mainly
in the forms of account on a particular company (Miller, 2005); newspaper articles (Reed, 2005); conference
reports; or at best, analysis of the situation in a given country (Shalini, 2004).
During literature search for this article the author did not come across any academic research on call centre
outsourcing in Ghana, not even in sub-Saharan Africa. The closest research was one relating to the general BPO
in Ghana and another by Sohail et al. (2004) on the use of third-party logistics services in sub-Sahara Africa
(SSA) with focus on Ghana, which examined the extent that organisations use the services of logistics companies
in Ghana. The two studies however made important conclusions. For instance, Sohail et al. concluded that over
80% of the users reported a positive impart of outsourcing on their operations. The literature search reveals the
limited empirical, academic research on call centre outsourcing in particular and outsourcing in general,
especially in sub-Sahara Africa. This calls for more research in the area. Sohail et al. (2004) identified this
problem during their research. Although they acknowledged that there had been few studies on the development
and implementation of logistics within organisations on the African continent, no issue related to outsourcing.
Surprised, they wrote, “There is therefore the need for research in that context to provide practitioners with a
clear understanding of the nature of the industry and the specific developments, which call for its use, if the
benefits of …outsourcing are to be effectively realised in SSA region” (p.46).
Outsourcing bandwagon is set to move forward. This is in spite of the fact that many managers are expressing
concern about how their organisations are using the outsourcing practice. Outsourcers need to have extensive
understanding of the risks of supplier dependency, which has been identified as the main source of
dissatisfaction with IT outsourcing (KPMG, 1997). However, a few organisations have a robust methodology
that sensitises them to the main outsourcing risks, which Lacity and Willcocks (2001) defined as the likelihood
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of loss or a consequence of uncertainty. Some of the major risk factors Include: poor management practices;
delivery and process risks; length of contract; and requisite human skills.
Like any profit-making business, call centre service providers must have the expectations of their customers in
mind, if they are to be successful. It is therefore important to know what call centre outsourcers want to achieve
when they substitute outside providers for in-house provision. As pointed out by Davis (2004), the key success
criteria in any outsourcing project are to meet the needs of outsourcer while minimising the operating expenses
of the portfolio. What therefore drive businesses to outsource? It is by knowing these that providers can tailor
their operations to meet these needs, though some of these motives may not be of much interest to the provider.
Some of these issues that influence service users’ decisions to outsource part of their operations include the
following.
• Cost reduction
• Quality improvement
• Increased exposure to worldwide technology
• Delivery and reliability improvements
• Use of resources and materials that are not available internally
• Establish a presence in a foreign market
• Maintain sufficient flexibility to respond to market conditions
• Reduced overall amount of specialized skill and knowledge needed
Businesses intending to outsource parts of their operations use some success criteria to evaluate whether they
will get good value from the outsourcing project (Davis, 2004). Outsourcers would therefore like to know how
potential the provider is in delivering value. These point to factors that need to be present for the providing
organisation to perform and deliver good value services. These factors, the user-organisation will also consider
during their background study on the provider. These include labour arbitrage; information and language;
infrastructure; political stability; and time zones.
3. Methods
Data collected and analysed were mainly from primary source. Main source includes outsourcing companies
(through their managers and chief executives) from Ghana, India, USA and UK. This source was chosen because
of its promising first hand and more current information that could meet the research objectives. Seeking to
answer how ready Ghana is as a call centre outsourcing location required up to date information directly from
outsourcers. Another primary source was unpublished seminar reports and presentations. The author attended a
2-day Ghana Government sponsored BPO seminar held in London prior to the data collection. The seminar
brought together over 25 Ghanaian BPO provider-companies (including call centre providers), as well as service
users and outsourcing experts from the UK. Data also included some company reports and government
publications from the Ghana Free Zones Board (GFZB) and the Ghana Investments Promotion Centre (GIPC),
the two Government of Ghana departments concerned with trade and investments.
The author had initial discussions about the research topic with the participating companies and the resource
persons. They were interested in the research topic and were therefore willing to provide information when it
came to data collection. This was chosen because it was expected to provide data that was detailed and also
authoritative since it came directly from outsourcing companies and experts. As there had not been much work
done on call centre outsourcing in Ghana, the author could not rely on already collected and analysed data. The
primary sources were complemented with secondary source as the author gathered economic figures on Ghana
particularly, and on India for analysis and comparisons. Though most were obtained from GFZB and GIPC
official publications, there were also some economic indicators from the World Bank reports. Predominately
primary sources helped collect up-to-date and reliable information as the sources offered more authoritative and
detailed data which was topic-specific.
The research methodology was basically survey, which was chosen because of the amount of data required from
as many call centre outsourcing companies as possible to help meet the research objectives. The survey strategy
was combined with questionnaire technique to collect the primary data. The questionnaires, which were self-
administered, were sent through e-mail although not all that were answered were sent back through the same
medium. However, about 87% were competed online and returned by e-mail. The remaining 13% were printed,
completed and returned by post. The choice of questionnaire technique and e-mail as means transmission worked
well and facilitated easy return of responses with minimal cost to both the respondents and the author. Use of
some personal e-mail addresses might have made respondents attach personal interest and also increased the
author’s confidence that the right person had offered the response. The return rate however only 48.9% despite
several e-mail and telephone follow-ups.
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4.Data Presentation and Discussion
In presenting the data, individual respondents were considered as representing their organizations but not in their
individual capacities. The various sub-headings under this section represent questions that respondents answered.
These however do not represent the number of questions appeared on the questionnaire as some related questions
have been combined for ease of presentation and discussion.
4.1 Number of questionnaires distributed and return rate
A total of 47 questionnaires were sent to call centre outsourcing companies in Ghana, India, UK and the USA
out of which 23 were returned, giving a return rate of about 49%. The breakdown is as shown in Table 1.
Table 1: Number of Questionnaires Distributed and Return Rate
Country
Questionnaires
Sent Out
Questionnaires Returned Return Rate (% of Total
Returned)
Ghana
India
USA
UK
22
20
3
2
12
8
2
1
25.5
17.0
4.3
2.1
TOTAL 47 23 48.9
4.2 Business locations of respondents and business sectors of customers
Respondents from Ghana, who constituted about 52.2% of respondents, were all located in Accra, the capital
city. Indian companies however had varied locations. Only two (16.7%) of Ghanaian companies were
subsidiaries with the parent companies in the USA, while one USA company had a subsidiary in Ghana. Indian
respondents were either subsidiaries or parent companies, yet none had operations outside India.
4.3 Number of years companies had been in outsourcing
Respondents were asked to indicate how long their companies had been in call centre outsourcing business.
Number of years that respondent companies had been in outsourcing business ranged from 3 to 6 years (as at
2005), with majority in the 4 to 5 years bracket. About only 9% of the companies had been in call centre
business for more than 6 years. Clients of respondents were from wide range of business sectors, mostly
telecommunication and banking sectors.
4.4 Risks to be managed to ensure acceptable service delivery standards
The question was designed to explore the risk factors that need to be managed to ensure acceptable delivery
standards. The findings revealed the two greatest risks as lack of infrastructure (73%), and problems with
recruitment and retention of qualified staff (73%), with Indian respondents indicating the latter as the greatest
risk. Delivery and process risks, and poor management practices were the next highest set of risks recording 60%
and 53% respectively (Table 2).
Table 2: Risk Factors in Call Centre Outsourcing as Rated by Respondents
No. of Respondents (%) Risk Factors
73 Lack of infrastructure
73 Problem of recruitment and retention of qualified staff
60 Poor management practices
53 Delivery and process risks
53 Lack of requisite human skills
40 Relatively short length of contract
26 Sickness hours and public holidays
13 Meeting full service cover at unsocial hours
*Fear of emerging provider nations
*Managing competition with growing changes
*Added by respondents
Relatively short length of contract and lack of requisite human risks though rated as risk factors were not much
strong, suggesting that the problem with human resource was not lack of skilled labour but recruitment and
retention in the call centre outsourcing business. With about 87% of respondents from Ghana and India, this can
be said to be the human resource situation in these two countries with regard to call centres. Meeting full service
cover at unsocial hours and public holidays were considered the least of the risk factors. No Ghanaian
respondent indicated the former as a risk factor, probably because of the closer proximity to the locations of their
target clients than India. Some respondents suggested other risk factors that were not included in the
questionnaire. These include fear of emerging provider nations; and managing competition with growing
changes (last two factors in Table 2).
4.5 What factors may influence service users’ decision to withdraw their contracts from providers?
This question was designed to draw responses to assess the second research objective – what users consider
when choosing and maintaining call centre service providers. Respondents were asked to rank the factors (the
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first four) in order of strength (1 being the strongest; 4 the weakest). The last three were given by respondents
and are not ranked (Table 3) since not all respondents identified them. The total for each factor is not necessarily
100% since not all factors were ranked.
Table 3: Factors that Influence Service Users’ Decisions as Ranked by Respondents
Factors Rankings (%)
1st 2nd 3rd 4th
Low quality standard 66 27 - -
Unmet delivery schedule 40 33 13 13
Lack of attention to regulatory and business requirements 20 27 33 20
Incompatible business and/or organisation culture - 20 20 33
*Higher per seat/per hour cost for outsourced services
*Better cost alternatives
*Arbitrary increase in contract prices
* Added by respondents
Sixty-six per cent of all respondents ranked low quality standard as the strongest while respondents were highly
fragmented on the other three factors. However, unmet delivery schedule came out clearly as the second
strongest factor ranked mostly by Indian respondents suggesting the level of service delivery among Indian
companies. Thus, they probably have more jobs to deliver than Ghanaian companies. Other factors were given
by respondents (last three factors in Table 3) which, though stated differently, all related to cost. This strongly
supports ‘cost reduction’ that emerged in the literature review as the prime consideration when companies decide
to outsource parts of their operations.
4.6 Favourable factors for the establishment and running of call centre business
To help answer this question, which is another primary intent of the research, the seven factors (Table 4) were
identified after the literature review. Respondents were asked to rank them from 1 (most important) to 7 (least
important). Only the first two highest rankings for each factor are presented to avoid overcrowding. The 3rd to
7th received smaller percentages, which could not have much impact on the analysis.
Table 4: Factors that influence service users’ decisions
The results indicate that infrastructure, and employee qualification and skill are the first two highest ranked
factors. This revealed similar results with the risk factors analysed earlier that identified lack of infrastructure,
and problems with recruitment and retention of qualified staff as the two top risk factors, which coincide with
some research findings. For instance, Mitchell (2005) noted that outsourcing facilities, regardless of location, are
dependent on their ability to recruit, retain, and train qualified staff. Considering the Indian situation, Mitchell
(2005) pointed out that most Indian call centre founders and top managers have software engineering or other
technical background, which gives them a different approach to human resource management.
Responses to this question showed very interesting pattern. Those who ranked ‘employee qualification and
skills’ high gave low ranking to ‘language’; suggesting that language is part of employee qualification and skills
required for the call centre job. Many of those who ranked ‘employee qualification and skills’ averagely also
ranked ‘language’ averagely, an indication that none of them is considered highest if ranked separately. These
confirm the first pattern that language is part of employee qualification and skills. In another development, most
Indian respondents ranked ‘political stability’ as the least important while almost all Ghanaian respondents
ranked time zone as the least important. This probably tells how less worried they are about the factors because
while India has enjoyed very stable government for over 50 years (Shalini, 2004), Ghana is well positioned in
relation to UK and USA in terms of difference in time zone.
4.7 Call centre features and benefits companies provide for clients/users.
This question was intended to further explore the second research objective – what service users look for and
whether providers are capable of offering for sustained contract relationship. These are most of the call centre
services provided which are critical in potential users’ evaluation of choice of providers. Survey participants
were asked to tick all the features that applied to their organisations. Out of the eighteen features listed, Indian
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companies ticked an average of 14 while Ghanaian companies indicated an average of 10. The answers have
revealed that India provides more of these features than Ghana, probably due to the stronger IT base of India and
the fact that many of the call centres are run as part of the general BPO, therefore taking advantage of the general
information and communication technology. A list of Indian call centres show that almost all of them run
alongside other BPO services.
5.Ghana Call Centre Industry – the SWOT Matrix
Based on the findings from the questionnaire analysis and the economic data collected, the author assessed the
strengths, weaknesses, opportunities and threats (SWOT) to help in the conclusions on whether Ghana is really
ready as a global call centre provider (see Table 5). In the W2S (weakness to strength) box are suggested
measures that can be taken to alter weaknesses to strengths; while T2O (threat to opportunity) box contains
suggestions to drive the threats to opportunities.
5.1 Strengths
• Ghana has very high literacy rate. According to the 2003 World Bank Development Data, Ghana’s adult
(above 15) literacy rate was 73.8% compared to the Sub-Saharan Africa (SSA) average of 63.3%. There is also a
large pool of unemployed skilled labour with English proficiency that call centre businesses can take advantage
of. Ghana turns out about 10,000 university graduates a year (GIPC, 2005) as well as others from the diploma
awarding institutions and secretarial colleges with knowledge in telephony, customer service and French
language.
• Apart from the large pool of unemployed skilled labour, Ghana also has low labour cost advantage over
other call centre players especially India, whose costs are now rising (Basu, 2005). The minimum wage is
UD$1.20 per day (2004 figure) or 15 cents per hour.Two days wages of someone paid the minimum wage in the
UK will be enough to pay one month wages of someone paid the minimum wage in Ghana.
• The Government of Ghana has taken initiative in the BPO business. This is in view of its commitment
to private sector development as a means of fostering economic growth. BPO is one of the few areas identified in
the President’s Special Initiative. In this regard, two government agencies – the Ghana Investment Promotion
Centre (GIPC) and the Ghana Free Zones Board (GFZB) have been established to encourage and oversee private
investments in the country.
• In terms of time zone, Ghana is strategically placed in relation to US and UK, from where Ghana hopes
to attract bulk of her call centre contracts. Director of Adamfopa BPO of USA commenting on Ghana’s strengths
during the questionnaire administration said, “… the best part of this is, Ghana is only 4 or 5 hours from USA,
Canada or Europe; India is 9 or 10 hours. So an executive who wants to talk to somebody in an outsourced
location at 11 am or 12 noon stands a better chance of making contact with a live person in Ghana than India”.
The position also makes per minute call to the USA cheaper. The 2001 World Bank Development Data revealed
the cost of call to USA (per 3 minutes) as $1.26 in Ghana as against $3.20 in India.
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• Table 5: SWOT Matrix of Ghana Call Centre Industry
Strengths
• Skilled labour and English
proficiency
• Labour cost advantage
• Government initiative and
established agencies
• Strategic location to target service
users
• Incentives for establishment of
BPO companies including call
centres
• Political stability
Opportunities
• Sleeping giants of West African
countries
• Depreciation of the local currency
• Established resource centres
• Unethical behaviour of Indian
employees
• Withdrawal of users from India
• Generic nature of Indian
outsourcing firms
Weaknesses
• Weak telecommunication
infrastructure
• Overreliance on promotion of
investment than benefits
• Less emphasis on high level
education in international
business e.g. call centre
management
• Lack of outsourcing legal
professionals
• Cultural differences
W2S
• Legislation and VoIP availability
• Rethink GIPC, GFSB provisions
• BPO tailored courses
• Links with foreign legal
outsourcing firms, initially
• Training in accent and cultural
practices
Threats
• Emerging outsourcing nations
like China
• Brain drain
• Traditional ideology of call
centre business
• Less schools offering modern
foreign language
• Labour union activities
T2O
• Many mitigating factors: English,
time zone, etc
• Good service conditions
• Education on outsourcing concept
• Language courses and back up
from West Africa nations
• Discourage unionization
• Ghana also offers attractive incentives to investments in selected business areas including call centres.
These incentives are boosting BPO business start-ups in Ghana. For instance, between 2000 and 2003 seven US-
based firms invested hundreds of millions of dollars in BPO and call centres in Ghana (Ghana Cyber Group, Inc.
of New York, 2003).
• Ghana has enjoyed an undisturbed multi-party democratic rule, having experienced smooth six
successive elections (of four-year term each) since 1992. This, coupled with its Anglo-Saxon legal system create
conducive atmosphere for investment in call centre business. This has attracted world recognition and in 2000-
2003 Ghana was rated among the first six countries in Africa in terms of attractiveness for foreign direct
investment by UNCTAD/ICC (GIPC, 2005).
5.2 Opportunities
• Ghana stands a better chance of shooting ahead in call centre business in the West African sub-region.
Neighbouring Nigeria with greater potentials can only be described as a ‘dormant giant’. With similar time zone,
cheap labour cost, English as national language and estimated 60,000 university graduates per year as against
10,000 in Ghana, Nigeria would have been a threat if she had made concerted effort in call centre outsourcing.
Most of the rest of countries in the sub-region are French speaking while English speaking Liberia and Sierra
Leone have been war-torn for some years and there are still uncertainties about investing there.
• Continuous fall in value of the local currency (the Cedi) as against the dollar makes local spending
cheaper and improves profit margins. Continuous depreciation of the Cedi is good opportunity for dollar-indexed
business contracts including call centre outsourcing. This has been one of the problems facing Indian. According
to Basu (2005) the inflationary affects on compensation, real estate and other costs used to be mitigated by the
depreciation of the rupee (official Indian currency). But with the rupee appreciating or staying stable, it
definitely creates a pressure on profits.
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• Ghana’s proposed US$10 million technology park will boost call centre business. This upscale business
and technology complex with state of the art call centre (to be leased to BPO firms) will have VoIP facility,
corporate wireless ISP and 200 PC cyber café to be located near the Kwame Nkrumah University of Science and
Technology in Kumasi. There are also well furnished and equipped office accommodations especially developed
for ITES businesses. These properties have been fitted and equipped with telecommunication, power and other
infrastructure to enable ITES businesses plug in and start operations. Notable among these are the 8-storey Silver
Star building and the BusyInternet 100 PC cyber café and offices for rent (both in Accra).
• Various studies show that India is gradually losing out on its position as the call centre capital of the
world (Basu, 2005) due to many challenges such as rise in costs, high attrition rate, time differences and lost of
confidence by clients. For instance, employees on voice processes are demanding arbitrary pay increases due to
the odd hours (to cater for the time difference with the USA and Western Europe) and associated stress has
caused an attrition rate of 40-45% among voice employees. This increases recruitment and training costs
(Xicom, 2004), which is estimated at Rs 45,000-50,000 to train an agent who could leave within three to five
months, increasing the overall cost of operation. Also, unethical business practices are forcing some user-
companies to withdraw from India. The Sun newspaper of June 23, 2005 reported that a computer expert in an
Indian call centre sold 1,000 UK bank account details to unauthorised third parties. This information could have
helped criminals tap into accounts, clone credit cards and buy goods using the details. This casts a shadow over
the entire India call centre industry. This is why industry analysts are warning that India cannot rest on its laurels
for long (Basu, 2005), and Ghana can take advantage of these unfavourable factors.
• Industry experts have observed that Indian outsourcing firms are too generic and would need to have to
evolve to move to greater tailoring of services to suit the needs of particular customers (Shalini, 2004). Ghana
can quickly adopt customised services to take advantage of this Indian weakness.
• Some service users have realised that Indian companies cannot deliver what they have signed up to
deliver so they subcontract to other countries where cost is lower such as Sudan, Iran and Bulgaria (Hilley,
2004). The service users are therefore trying to outsource directly to these countries, not only for lower costs but
also to reduce data security risk. Ghana can catch the eyes of these service users as their contracts are being
withdrawn from India.
5.3 Weaknesses
• Ghana has weak telecommunication infrastructure as well and unreliable electricity delivery. Apart
from the inadequacy, local telephone cost is also high as compared to India. An executive of a USA call centre
with subsidiary in Ghana commented that there are more factors favouring Ghana but the biggest problem is lack
of land phone or broadband, lifeblood of the business and Ghana is very lacking in both and “until business can
readily get land phones, Ghana cannot compete …with the likes of India and Philippines”. The most significant
is VoIP, which offers even bigger cost savings as it allows calls to be placed to long distance locations using the
Internet at a local call rate. The problem will need the involvement of the government as some seminar
participants (unofficially) hinted that government is reluctant to allow VoIP with the fear that it could cripple the
Ghana Telecom Company. As highlighted by the principal of the Ghana Telecom Training Centre during a
training workshop in August 2005, “VoIP had over the years been viewed as an illegal activity but could be used
to the benefit of the State when proper adjustment and regulatory systems are put in place”.
• In its bid to promote investment in the priority sectors including BPO, there is over protection of
foreign investment with less emphasis on benefits to the country. For example, the 100% exemption from
income tax for some number of years and other incentives create the impression that what matters to the
government is to see the business operating in the country but not what benefits it brings to the country.
Government needs to rethink the provisions if Ghana it to benefit from the outsourcing business.
• There is lack of higher level education in international business including BPO. The Bachelor in
Secretaryship run by the University of Cape Coast with content similar to call centre functions has been changed
to bachelor of management studies with customer service, French, word processing and other relevant elements
dropped. It may be necessary to package a degree level course in international business with call centre
management modules if the requisite personnel are to be raised, especially managers.
• Ghana lacks outsourcing laws and legal professionals. Foreign legal advice is needed to address the
broad range of legal issues and risks involved in an international outsourcing (Neelakantan, 2003) including data
protection, contracting, and dispute resolution. On a scale of 1 to 7, the World Bank Development Data put 2002
ranking of India as 4.3 on laws relating to ICT use while Ghana’s ranking was described as nil. Companies could
depend on foreign legal outsourcing firms till this area is developed, which needs to be done with speed.
5.4 Threats
• Great threat is being posed by emerging outsourcing nations. According to Basu (2005), a study
conducted by Indian’s Associated Chamber of Commerce and Industry in April 2005 revealed that Indian
outsourcers are beginning to lose ground to countries such as China, the Philippines, Malaysia, Mexico and
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Canada. In his own analysis, Basu admitted that countries such as Ghana, South Africa, Mauritius, Fiji,
Malaysia, Australia, New Zealand and China have better strategies to attract and retain call centre businesses,
while Shalini (2004) revealed China, Russia, Canada, Mexico, Philippine and Ireland as threats to India.
• Brain drain is also a threat to Ghana’s call centre outsourcing business. In 2003, the Pro-Vice
Chancellor of the University of Ghana quoting the UN's Economic Commission for Africa and International
Organisation for Migration (IOM) said 70,000 highly skilled Africans leave their home countries annually
(Noah, 2003). Unless efforts are made to retain staff, people trained (including call centre trained staff) will
leave for developed countries in search of greener pastures.
• Another threat is the perception of call centre business in Ghana. Ghana has a history of call centres
popularly know as communication centres, which were mostly set up by individuals to provide mainly voice
service to the localities. These were mostly family businesses and usually operated by family members who
could not make it to higher level education or were less capable of taking up English-language demanding jobs
because working language was mainly vernacular. This stigma is likely to discourage people from working in
call centres or accept jobs only as last resort. To reduce this threat, the government and BPO experts need to
carry out brisk education.
• Less modern foreign language schools/courses threaten Ghana’s ability to offer multilingual services,
which this study has identified as a weakness of Indian call centre firms. Modern foreign language skills offer
great advantage of diversifying from English-speaking destinations to other language markets. With BPO
courses as already suggested, French and Spanish skills especially could be developed. With regard to French
however, Ghana can take advantage of the neighbouring countries (Cote d’Ivoire, Burkina Faso, and Togo) that
have even lower labour costs and no immigration restrictions.
• Another threat is the labour union, which is noted for its strong and persistent agitations for pay rise and
improvement in other conditions. This would not only lead to disrupted and unmet delivery schedules, but also
increase in operational costs, one vital factor for successful call centre outsourcing.
6. Summary of Findings
The following findings are drawn from the evaluation of the evidence.
• Ghana has various factors that make it strong contender in the call centre industry such as time zone,
availability and lower cost of labour, English language proficiency and political stability.
• Ghana has the potential to be the dominant force in the West African sub-region as other countries
sharing similar resources and opportunities are doing less to develop the call centre business
• For the past few years government has taken a number of initiatives to develop the BPO, including call
centres in the country. These steps, however, overemphasise the investment with little consideration to human
and economic benefits.
• Private individuals and organisations are making moves to develop the call centre business but still need
a push from the government especially in the area of telecommunication and education.
• Despite the government’s move to develop BPO, it does little to develop the IT base of the country,
especially with regard to investment.
• Ghana has weak telecommunication infrastructural base, especially in VoIP, which has been described
as the lifeblood of call centre outsourcing business. The government is not doing much in this direction.
• Although there is problem with human resource, the major challenge is not lack of skilled labour but the
problem with recruitment and retention in the call centre business.
• Ghana does not look too promising to handle large contracts that can be executed to standard as many
Indian companies are capable of doing.
• Ghana does not have adequate capabilities for multilingual call centre services
• There are other emerging call centre outsourcing countries that threatens Ghana’s quest of becoming a
force in the global call centre outsourcing business.
From the findings of the analysis it has become evident that Ghana possesses vital success factors such as
English language skills, low labour cost, narrow time differences that still make it a strong contender as a global
call centre provider. However, the country seems less capable of offering strong competition in the call centre
outsourcing market if its telecommunication infrastructure; contracting strategies; and resources including labour
are not reconsidered and upgraded.
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Nana Yaw Oppong joined the School of Business of the University of Cape Coast in January 2013. Born in
Ghana, Nana holds Ph.D. in HRD (Leeds), 2012; MBA in International Business (London), 2005; BA (Hons) in
Secretaryship & Diploma in Education (Cape Coast), 1994; and professional membership (Assoc.) of the Institute
of Personnel and Development (CIPD) UK. Has taught at the Leeds Business School, UK and has also worked in
HR managerial role. Research interests include cross-cultural HRM; talent management; and indigenous methods
of developing people. Teaching focus includes HRD; Cross-cultural Management; Strategic HRM and
Organisational Behaviour.
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