1) Managed print services (MPS) can help organizations achieve cost savings, increased efficiency and environmental benefits by optimizing their printing fleets and processes.
2) Implementing an MPS program typically reduces printing costs by 30% on average and cuts carbon emissions from printing fleets by 60% on average.
3) MPS providers help organizations improve processes like document scanning, routing, archiving and automated workflows to further increase benefits beyond just cost savings.
The document summarizes surveys from the Outsourcing Institute on the top reasons for outsourcing, factors in vendor selection, and factors for successful outsourcing. The top three reasons for outsourcing were to reduce costs, improve focus on core business, and gain access to world-class capabilities. The top three vendor selection factors were commitment to quality, price, and references/reputation. The top three factors for successful outsourcing were understanding goals and objectives, having a strategic vision and plan, and selecting the right vendor.
Aids to trade facilitate the trade process through activities like transportation, marketing, banking, and insurance. Outsourcing involves contracting work out to external companies. It started in the 1700s and companies like American Express and GE helped start outsourcing to India. Companies outsource to save costs, improve efficiency, and focus on core functions. While outsourcing risks loss of control and hidden costs, it provides access to experts, speeds up work, and reduces risk. Large tech companies like Google, Alibaba, WhatsApp, and Apple extensively use outsourcing.
1. The document discusses the benefits and risks of outsourcing human resources functions. It notes that while outsourcing is promoted as a way to reduce costs, improve services, and access expertise, there are also indications that these benefits are not always realized. Additionally, outsourcing poses risks like negatively impacting employee morale and transferring insider knowledge. Careful management of outsourcing arrangements is important.
2. British Petroleum outsourced its HR functions to a third party, Exult, to reduce costs, improve support for employees, and allow HR to focus on strategic work rather than administrative tasks. The outsourcing achieved a 40% reduction in HR staff and $15 million in annual cost savings.
International HR and Payroll Process Harmonisation: Fundamental strength to b...ADP Marketing
This report details the challenges associated with international payroll, how organisations can approach this effectively and where HR can help in the process
This document discusses the business case and readiness for implementing a Managed Service Provider (MSP) program. There are four main benefits to an MSP program: 1) Increased access to talent through faster hiring processes. 2) Reduced costs and improved efficiency through rate benchmarking, supplier management, and process standardization. 3) Reduced risks around compliance, workforce continuity, and supplier quality. 4) Increased visibility into the contingent workforce for better decision making. The document provides examples and research to support each benefit. It also provides questions to help determine an organization's readiness for an MSP program in areas like compliance, risk exposure, and contingent workforce management.
The document discusses the rationale for outsourcing and the benefits it provides. It argues that outsourcing allows companies to focus on their core competencies by outsourcing other functions to specialized external vendors. This can improve performance, reduce costs, and provide access to expertise, resources, and best practices. However, outsourcing also carries some risks like loss of control that need to be mitigated through strategic partnering and service level agreements.
The document summarizes surveys from the Outsourcing Institute on the top reasons for outsourcing, factors in vendor selection, and factors for successful outsourcing. The top three reasons for outsourcing were to reduce costs, improve focus on core business, and gain access to world-class capabilities. The top three vendor selection factors were commitment to quality, price, and references/reputation. The top three factors for successful outsourcing were understanding goals and objectives, having a strategic vision and plan, and selecting the right vendor.
Aids to trade facilitate the trade process through activities like transportation, marketing, banking, and insurance. Outsourcing involves contracting work out to external companies. It started in the 1700s and companies like American Express and GE helped start outsourcing to India. Companies outsource to save costs, improve efficiency, and focus on core functions. While outsourcing risks loss of control and hidden costs, it provides access to experts, speeds up work, and reduces risk. Large tech companies like Google, Alibaba, WhatsApp, and Apple extensively use outsourcing.
1. The document discusses the benefits and risks of outsourcing human resources functions. It notes that while outsourcing is promoted as a way to reduce costs, improve services, and access expertise, there are also indications that these benefits are not always realized. Additionally, outsourcing poses risks like negatively impacting employee morale and transferring insider knowledge. Careful management of outsourcing arrangements is important.
2. British Petroleum outsourced its HR functions to a third party, Exult, to reduce costs, improve support for employees, and allow HR to focus on strategic work rather than administrative tasks. The outsourcing achieved a 40% reduction in HR staff and $15 million in annual cost savings.
International HR and Payroll Process Harmonisation: Fundamental strength to b...ADP Marketing
This report details the challenges associated with international payroll, how organisations can approach this effectively and where HR can help in the process
This document discusses the business case and readiness for implementing a Managed Service Provider (MSP) program. There are four main benefits to an MSP program: 1) Increased access to talent through faster hiring processes. 2) Reduced costs and improved efficiency through rate benchmarking, supplier management, and process standardization. 3) Reduced risks around compliance, workforce continuity, and supplier quality. 4) Increased visibility into the contingent workforce for better decision making. The document provides examples and research to support each benefit. It also provides questions to help determine an organization's readiness for an MSP program in areas like compliance, risk exposure, and contingent workforce management.
The document discusses the rationale for outsourcing and the benefits it provides. It argues that outsourcing allows companies to focus on their core competencies by outsourcing other functions to specialized external vendors. This can improve performance, reduce costs, and provide access to expertise, resources, and best practices. However, outsourcing also carries some risks like loss of control that need to be mitigated through strategic partnering and service level agreements.
EN_HCM_EO2_HR and Payroll Harmonization - fundamental strength to business ag...Christine Sauvaget
This document discusses the importance of harmonizing HR and payroll functions for multinational businesses. It notes that a lack of standardized, integrated HR and payroll systems can negatively impact daily operations for companies operating in multiple countries. The document outlines several challenges of international expansion, such as complying with different local employment laws and taxation rules. It argues that harmonizing HR and payroll processes can help businesses adapt more easily to changes, reduce costs, and make reporting and decision-making more effective. Standardizing on an integrated Human Capital Management system with a single provider is presented as an important strategy for multinational organizations to gain efficiencies and support growth.
This document discusses offshoring and outsourcing. It begins by defining offshoring as moving business processes like IT services to lower cost countries. It notes the differences between offshoring and outsourcing, with outsourcing involving hiring another company for work while offshoring moves work overseas. The document then discusses reasons for offshoring like reducing costs, focusing on core competencies, and accessing skills. It also examines factors like captive models versus outsourcing providers and the impact of offshoring on companies of different sizes. Finally, it discusses questions to consider for outsourcing decisions around what to outsource, which companies to outsource to, and how to structure deals.
Business-Transformation-Initiatives-Unlocking-Benefits-for-ManufacturersAlina Aronova, MBA
This document discusses how business transformation initiatives can deliver benefits to manufacturing organizations. It notes that many companies' enterprise application portfolios are suboptimal and they are missing out on benefits from modernization. A business transformation effort that upgrades applications and improves business processes can increase profitability, reduce costs, and improve efficiencies. The document provides examples of how manufacturers have successfully implemented business transformations that standardized processes, integrated systems from acquisitions, and realized estimated cost savings and other benefits.
Outsourcing involves contracting out business processes and functions to external service providers. It is done to lower costs, improve quality, and allow companies to focus on core competencies. There are three main types of outsourcing: technology services outsourcing which involves outsourcing IT functions; business process outsourcing which involves outsourcing operational functions like customer service; and knowledge process outsourcing which involves more advanced research and analytical skills. Outsourcing aims to reduce overhead costs while maintaining the same level of output or support.
This is topic one of a short open course on outsourcing this first session covers the basic ground of the rationale and history of outsourcing. It is accompanied by a guide and course notes on the www.1stoutsource.com website.
The document discusses outsourcing, including its definition, history, and various perspectives. Outsourcing is defined as contracting out business processes to external organizations. It became popular in the late 20th century as companies increasingly outsourced abroad for lower costs. While outsourcing can provide cost savings and flexibility, it also faces criticisms around job losses in the outsourcing country and effects on workers. The document explores various views on outsourcing from different standpoints.
This document summarizes the key findings of a research report on how business leaders are using technology to drive organizational efficiency. Some of the main findings include:
- 96% of business leaders believe that technology helps increase efficiency by saving time and streamlining operations.
- Companies that make technology central to their productivity strategies are more confident in achieving efficiency goals than those that are less tech-driven.
- The report found differences in attitudes across regions, with the US being the most tech-driven and confident, while the Netherlands was the least.
- Measuring return on investment for productivity tools can be difficult, but companies generally focus on time-related metrics like time saved and increased productivity. Companies with high IT support are
Deciding What To Outsource To Partners And What To Insource Powerpoint Presen...SlideTeam
Get this ready-to-use deck named Deciding What To Outsource To Partners And What To Insource PowerPoint Presentation Slides and discuss the factors to consider for making outsourcing decisions for your business. Take the assistance of an attention-grabbing PPT slideshow to display information on an organization’s system, components of partner strategy, and partners strategy steps- summary. Showcase primary and supportive functions of the business with this visually appealing PPT slide deck. You can outline your requirements for outsourcing business activities with the help of these PPT templates. Demonstrate your requirement for business activity by taking the assistance of outsourcing decision framework PPT slideshow. Elucidate requirement specifications for HR and Payroll software by utilizing these PPT themes. You can also display the implementation plan and measure partner performance by taking assistance from our easy-to-use PPT slides. Present the strategies for better outsourcing relationship management by downloading our content-ready outsourcing decision analysis PPT slide deck. https://bit.ly/3dgwu5T
1 business process outsourcing introductionAmerica Online
The document discusses business process outsourcing (BPO), including definitions, categories of BPO, and the BPO industry in the Philippines. It provides an overview of the planning process for outsourcing, including establishing objectives, obtaining management support, forming an outsourcing team, and guidelines for internal evaluation. Key steps in the planning stage include developing RFI/RFP documents, selecting vendors, conducting due diligence, and developing contracts. Reasons for outsourcing discussed are reducing costs, focusing on core competencies, and gaining expertise.
The document discusses outsourcing, including what it is, why companies do it, what functions can be outsourced, and the types of outsourcing. It notes that outsourcing allows companies to reduce costs, improve focus, gain new capabilities, and free up internal resources. Common types of outsourcing include business process outsourcing, engineering process outsourcing, IT outsourcing, and knowledge process outsourcing. While outsourcing provides benefits like low costs, superior technology, and risk mitigation, it also poses problems such as loss of control, security issues, and over-reliance on service providers. The document then discusses outsourcing trends in India and the US.
The document discusses the outsourcing decision process and considerations. It explains that outsourcing can provide cost savings by utilizing lower-paid foreign workers, but rushing into outsourcing without careful planning can have poor consequences. It recommends companies first identify their core competencies, assess risks, and select specialized firms to manage the transition closely. The example of Summit Information Systems outsourcing disaster recovery services illustrates how following these steps led to an initially nervous but ultimately successful outsourcing partnership.
This document provides an overview of business process outsourcing (BPO). It discusses that BPO involves outsourcing business functions, such as customer service and accounting, to third-party companies. India is a popular location for BPO due to lower costs. The document also examines the history of outsourcing and analyzes the types of BPO, including offshoring, onshoring and nearshoring. Key factors for successful BPO programs include selecting the right vendor and managing relationships. While BPO can reduce costs, challenges include high employee attrition rates and meeting client expectations.
This document provides an overview of IT Financial Management (ITFM). ITFM is a discipline within corporate finance that deals with financially managing technology. The key responsibilities of ITFM include budgeting, accounting, and chargeback for IT costs. ITFM requires understanding both financial and technology concepts. It aims to align IT spending with business goals and maximize shareholder value. The document discusses foundational aspects of ITFM like its relationship to corporate finance and the IT function. It also provides a framework for categorizing different ITFM functions and processes.
This document summarizes the hidden costs associated with managing HR processes internally. It finds that the average company spends over $2,000 per employee per year on payroll, benefits, and HR administration alone when managing these processes internally. Hidden costs, like system maintenance and indirect labor, account for 63% of total spending. Outsourcing individual HR processes fails to reduce total costs of ownership, as integration between systems introduces additional expenses. The document advocates taking a holistic approach to HR that considers processes, technology, and people in order to gain efficiencies and better control costs.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
Creating Optimized Business Relationships - Article #1Lawrence Dillon
This document summarizes an article about creating optimized business relationships between IT departments and business units. It discusses how business units currently drive isolated technology development, leading to redundant systems. The document advocates for a partnered approach where shared business processes across units leverage single, standardized technology components maintained centrally. Business units could then customize components for unique needs. This balances centralized efficiencies with flexibility for individual units.
This document summarizes an IBM executive report on using business analytics to gain competitive advantage. It discusses how analytics can help organizations understand customer behavior, risks, and regulations to inform strategic decision making. The report finds that while technology barriers to analytics are decreasing, organizational culture challenges remain, such as integrating data across departments and establishing a leadership mandate to make decisions based on facts. It recommends that organizations lay the foundation for fast responses, extract value by aligning objectives with integrated data, and use predictive analytics to detect opportunities. When applied to understanding customers, risks, and regulations, analytics can help optimize performance in today's complex environment.
The document discusses how to identify a company's core competitive differentiators in order to determine which business functions are common and can potentially be outsourced versus those that are uncommon and help distinguish the company. It provides a checklist for organizations to use which includes gathering customer feedback, identifying internal expertise, evaluating functions on a common-uncommon continuum, developing an optimization plan with a provider, transferring domain knowledge, and establishing metrics to ensure outsourced functions continue to contribute to differentiation. The document argues that outsourcing common functions allows a company to focus on its uncommon strengths while a provider handles traditional tasks.
This document provides an overview of managed print services (MPS). It discusses how MPS can help organizations achieve cost savings, increased efficiency and environmental benefits by optimizing their print fleets and processes. The document outlines the stages of MPS adoption, from an initial focus on hardware and costs to more advanced optimization of workflows and integration with broader IT strategies. It provides examples of the significant savings and efficiencies that well-implemented MPS programs can achieve based on research from Photizo, a consulting firm that specializes in MPS. The document is intended to introduce readers to key concepts and benefits of MPS.
Business it and labor strategy infrastructure enhancements to achieve corpora...David Bustin
This is a research paper addressing the financial advantage of properly leveraging IT products and staffing strategies for reducing operating costs.
David Bustin
EN_HCM_EO2_HR and Payroll Harmonization - fundamental strength to business ag...Christine Sauvaget
This document discusses the importance of harmonizing HR and payroll functions for multinational businesses. It notes that a lack of standardized, integrated HR and payroll systems can negatively impact daily operations for companies operating in multiple countries. The document outlines several challenges of international expansion, such as complying with different local employment laws and taxation rules. It argues that harmonizing HR and payroll processes can help businesses adapt more easily to changes, reduce costs, and make reporting and decision-making more effective. Standardizing on an integrated Human Capital Management system with a single provider is presented as an important strategy for multinational organizations to gain efficiencies and support growth.
This document discusses offshoring and outsourcing. It begins by defining offshoring as moving business processes like IT services to lower cost countries. It notes the differences between offshoring and outsourcing, with outsourcing involving hiring another company for work while offshoring moves work overseas. The document then discusses reasons for offshoring like reducing costs, focusing on core competencies, and accessing skills. It also examines factors like captive models versus outsourcing providers and the impact of offshoring on companies of different sizes. Finally, it discusses questions to consider for outsourcing decisions around what to outsource, which companies to outsource to, and how to structure deals.
Business-Transformation-Initiatives-Unlocking-Benefits-for-ManufacturersAlina Aronova, MBA
This document discusses how business transformation initiatives can deliver benefits to manufacturing organizations. It notes that many companies' enterprise application portfolios are suboptimal and they are missing out on benefits from modernization. A business transformation effort that upgrades applications and improves business processes can increase profitability, reduce costs, and improve efficiencies. The document provides examples of how manufacturers have successfully implemented business transformations that standardized processes, integrated systems from acquisitions, and realized estimated cost savings and other benefits.
Outsourcing involves contracting out business processes and functions to external service providers. It is done to lower costs, improve quality, and allow companies to focus on core competencies. There are three main types of outsourcing: technology services outsourcing which involves outsourcing IT functions; business process outsourcing which involves outsourcing operational functions like customer service; and knowledge process outsourcing which involves more advanced research and analytical skills. Outsourcing aims to reduce overhead costs while maintaining the same level of output or support.
This is topic one of a short open course on outsourcing this first session covers the basic ground of the rationale and history of outsourcing. It is accompanied by a guide and course notes on the www.1stoutsource.com website.
The document discusses outsourcing, including its definition, history, and various perspectives. Outsourcing is defined as contracting out business processes to external organizations. It became popular in the late 20th century as companies increasingly outsourced abroad for lower costs. While outsourcing can provide cost savings and flexibility, it also faces criticisms around job losses in the outsourcing country and effects on workers. The document explores various views on outsourcing from different standpoints.
This document summarizes the key findings of a research report on how business leaders are using technology to drive organizational efficiency. Some of the main findings include:
- 96% of business leaders believe that technology helps increase efficiency by saving time and streamlining operations.
- Companies that make technology central to their productivity strategies are more confident in achieving efficiency goals than those that are less tech-driven.
- The report found differences in attitudes across regions, with the US being the most tech-driven and confident, while the Netherlands was the least.
- Measuring return on investment for productivity tools can be difficult, but companies generally focus on time-related metrics like time saved and increased productivity. Companies with high IT support are
Deciding What To Outsource To Partners And What To Insource Powerpoint Presen...SlideTeam
Get this ready-to-use deck named Deciding What To Outsource To Partners And What To Insource PowerPoint Presentation Slides and discuss the factors to consider for making outsourcing decisions for your business. Take the assistance of an attention-grabbing PPT slideshow to display information on an organization’s system, components of partner strategy, and partners strategy steps- summary. Showcase primary and supportive functions of the business with this visually appealing PPT slide deck. You can outline your requirements for outsourcing business activities with the help of these PPT templates. Demonstrate your requirement for business activity by taking the assistance of outsourcing decision framework PPT slideshow. Elucidate requirement specifications for HR and Payroll software by utilizing these PPT themes. You can also display the implementation plan and measure partner performance by taking assistance from our easy-to-use PPT slides. Present the strategies for better outsourcing relationship management by downloading our content-ready outsourcing decision analysis PPT slide deck. https://bit.ly/3dgwu5T
1 business process outsourcing introductionAmerica Online
The document discusses business process outsourcing (BPO), including definitions, categories of BPO, and the BPO industry in the Philippines. It provides an overview of the planning process for outsourcing, including establishing objectives, obtaining management support, forming an outsourcing team, and guidelines for internal evaluation. Key steps in the planning stage include developing RFI/RFP documents, selecting vendors, conducting due diligence, and developing contracts. Reasons for outsourcing discussed are reducing costs, focusing on core competencies, and gaining expertise.
The document discusses outsourcing, including what it is, why companies do it, what functions can be outsourced, and the types of outsourcing. It notes that outsourcing allows companies to reduce costs, improve focus, gain new capabilities, and free up internal resources. Common types of outsourcing include business process outsourcing, engineering process outsourcing, IT outsourcing, and knowledge process outsourcing. While outsourcing provides benefits like low costs, superior technology, and risk mitigation, it also poses problems such as loss of control, security issues, and over-reliance on service providers. The document then discusses outsourcing trends in India and the US.
The document discusses the outsourcing decision process and considerations. It explains that outsourcing can provide cost savings by utilizing lower-paid foreign workers, but rushing into outsourcing without careful planning can have poor consequences. It recommends companies first identify their core competencies, assess risks, and select specialized firms to manage the transition closely. The example of Summit Information Systems outsourcing disaster recovery services illustrates how following these steps led to an initially nervous but ultimately successful outsourcing partnership.
This document provides an overview of business process outsourcing (BPO). It discusses that BPO involves outsourcing business functions, such as customer service and accounting, to third-party companies. India is a popular location for BPO due to lower costs. The document also examines the history of outsourcing and analyzes the types of BPO, including offshoring, onshoring and nearshoring. Key factors for successful BPO programs include selecting the right vendor and managing relationships. While BPO can reduce costs, challenges include high employee attrition rates and meeting client expectations.
This document provides an overview of IT Financial Management (ITFM). ITFM is a discipline within corporate finance that deals with financially managing technology. The key responsibilities of ITFM include budgeting, accounting, and chargeback for IT costs. ITFM requires understanding both financial and technology concepts. It aims to align IT spending with business goals and maximize shareholder value. The document discusses foundational aspects of ITFM like its relationship to corporate finance and the IT function. It also provides a framework for categorizing different ITFM functions and processes.
This document summarizes the hidden costs associated with managing HR processes internally. It finds that the average company spends over $2,000 per employee per year on payroll, benefits, and HR administration alone when managing these processes internally. Hidden costs, like system maintenance and indirect labor, account for 63% of total spending. Outsourcing individual HR processes fails to reduce total costs of ownership, as integration between systems introduces additional expenses. The document advocates taking a holistic approach to HR that considers processes, technology, and people in order to gain efficiencies and better control costs.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
Creating Optimized Business Relationships - Article #1Lawrence Dillon
This document summarizes an article about creating optimized business relationships between IT departments and business units. It discusses how business units currently drive isolated technology development, leading to redundant systems. The document advocates for a partnered approach where shared business processes across units leverage single, standardized technology components maintained centrally. Business units could then customize components for unique needs. This balances centralized efficiencies with flexibility for individual units.
This document summarizes an IBM executive report on using business analytics to gain competitive advantage. It discusses how analytics can help organizations understand customer behavior, risks, and regulations to inform strategic decision making. The report finds that while technology barriers to analytics are decreasing, organizational culture challenges remain, such as integrating data across departments and establishing a leadership mandate to make decisions based on facts. It recommends that organizations lay the foundation for fast responses, extract value by aligning objectives with integrated data, and use predictive analytics to detect opportunities. When applied to understanding customers, risks, and regulations, analytics can help optimize performance in today's complex environment.
The document discusses how to identify a company's core competitive differentiators in order to determine which business functions are common and can potentially be outsourced versus those that are uncommon and help distinguish the company. It provides a checklist for organizations to use which includes gathering customer feedback, identifying internal expertise, evaluating functions on a common-uncommon continuum, developing an optimization plan with a provider, transferring domain knowledge, and establishing metrics to ensure outsourced functions continue to contribute to differentiation. The document argues that outsourcing common functions allows a company to focus on its uncommon strengths while a provider handles traditional tasks.
This document provides an overview of managed print services (MPS). It discusses how MPS can help organizations achieve cost savings, increased efficiency and environmental benefits by optimizing their print fleets and processes. The document outlines the stages of MPS adoption, from an initial focus on hardware and costs to more advanced optimization of workflows and integration with broader IT strategies. It provides examples of the significant savings and efficiencies that well-implemented MPS programs can achieve based on research from Photizo, a consulting firm that specializes in MPS. The document is intended to introduce readers to key concepts and benefits of MPS.
Business it and labor strategy infrastructure enhancements to achieve corpora...David Bustin
This is a research paper addressing the financial advantage of properly leveraging IT products and staffing strategies for reducing operating costs.
David Bustin
Managing Print as a Strategic Asset for Your OrganizationAdrian Boucek
This report was designed to help businesses of all sizes understand the ongoing transition to managed print services (MPS), and to evaluate the potential benefits and long-term advantages of outsourcing print requirements.
Managed print services is an offering by an external provider to assess, optimize, and continually manage an organization's document output environment in order to lower costs, improve productivity, and increase efficiency. A complete MPS program includes assessments, hardware replacements, device service, and supplies fulfillment. MPS covers assessment of current print environments, optimization through consolidation and rationalization, and ongoing management through business reviews and remote monitoring. Common issues addressed include understanding total cost of ownership over time and outsourcing print management since it is not a core competency for most businesses. Predictive analytics uses historical device data and analytics to determine needed supplies or maintenance ahead of time to improve device productivity and reduce downtime and costs.
Redrafting Business Models-Tomorrow’s Enterprise in ActionInfosys
This is the 5th edition of the Infosys BPO Thought Leadership Journal. The current theme of the Journal is centered around Redrafting Business Models-Tomorrow’s Enterprise in Action, allowing for candid and incisive views from global outsourcing strategists and Infosys subject matter experts on this subject.
Redrafting business models tomorrow's enterprise in actionInfosys BPM
This document discusses sustaining competitive advantage through integrated business services realignment. It argues that economic turmoil and innovations like cloud computing are forcing companies to rethink their business models and outsource more processes. While cost reduction remains a key driver, companies are also seeking greater access to talent, agility, and improved business results through realignment. Options have expanded and now include knowledge processes being outsourced as well as multi-tenant process models that better leverage a provider's scale. Realigning all business services to consider who performs work, where it's located, and how processes can be simplified can provide sustainable competitive differentiation.
HP offers various imaging and printing services to help organizations reduce costs, increase productivity and streamline document workflows. These services include HP Care Pack services which provide phone support and on-site repairs. HP Managed Print Services provides a comprehensive suite of scalable services such as device management, supplies replenishment and workflow automation tailored for each organization. Using these services can yield substantial savings on hardware, supplies and staff time spent on printing tasks.
The document discusses the outsourcing decision process and considerations. It explains that outsourcing can provide cost savings by utilizing lower-paid foreign workers, but rushing into outsourcing without careful planning can have poor consequences. The document recommends companies first identify their core competencies, assess risks, and select specialized firms to manage the transition closely before outsourcing non-core functions. Summit Information Systems is provided as an example of a company that successfully outsourced its disaster recovery by following these steps.
Business process automation: The past, present and futureQorus Software
With current economic challenges and technology’s exponential growth shaping the way companies operate, automation has an integral role to play in many business processes. When utilized strategically, Business Process Automation (BPA) is a powerful tool for increasing productivity while reducing the amount of resources that are required to complete routine tasks.
By taking over repetitive (and often mind-numbing) tasks and processes, BPA can also play a key role in boosting staff engagement and satisfaction. This in turn increases talent retention and saves the costs associated with hiring and training new employees. With the mundane assignments taken care of by technology, employees have more time to focus on projects that require their unique human capabilities – such as creative thought, strategic decision-making or knowledge-based analysis.
That said, BPA goes beyond just handling routine tasks such as data manipulation or information management. It also covers the automation of complex business processes through the use of advanced technologies.
For more about how document automation should form part of your business strategy visit our website: https://www.qorusdocs.com/document-generation
The document discusses 6 reasons why outsourcing makes good business sense. It explains that outsourcing allows companies to focus on their core business by having specialists handle administrative tasks. The top 3 reasons are cost savings, allowing companies to focus on their core business, and improved business efficiency. Outsourcing provides access to specialist skills, latest technologies, and can improve customer service.
How to get RPA initiative work beyond proof of concept?Abhinav Singhal
Global RPA market grew by 63% in 2018 and is expected to
reach USD 1.3 billion in 2019. Telecom and IT sector
being the biggest adopter, followed by the banking,
financial services, and insurance industries, and retail
and consumer goods.
However, as companies try to scale beyond the
proof of concept the momentum starts decreasing.
Installing hundreds of bots takes a lot longer and is
more complex than the initial pilot. It introduces an
additional architecture layer into the system, requiring
more governance, security, and oversight by the IT
organization, already burdened with maintaining legacy
systems. The economic outcomes often aren’t as rosy as
originally projected. While it may be possible to automate
30 percent of tasks for the majority of occupations, that
doesn’t neatly translate into a 30 percent cost reduction.
People do many different things, and bots may only
address some of them. Unless the process and the organization are also aligned true efficiencies don’t kick in. Also, asking
operators to program bots that could take their jobs can understandably create high resistance at the front line.
As a result, several programs get put on hold beyond the pilot stage. So, what is the recipe for a successful rollout and
implementation?
White paper - The case for managed print services 2013gjfrank
The document discusses the importance of implementing a print management strategy to reduce costs, boost productivity, and free up IT resources. It notes that office printing consumes 1-3% of annual revenues on average and these costs are growing. A print management strategy allows an organization to outsource management of its printer fleet in order to pay only for prints used and avoid capital expenditures. The strategy can help manage expenses, minimize environmental impact, improve productivity by reducing printer downtime, and reduce the burden on IT departments.
THE IMPORTANCE OF OUTSOURCING DATA ENTRY SERVICESColin Greenlaw
The document discusses the importance of outsourcing data entry services to improve business efficiency. Outsourcing data entry allows a business to focus on its core functions while experts handle time-consuming data entry tasks. When choosing an outsourcing partner, businesses should consider the partner's data security, technology use, accuracy, market understanding, and cost-effectiveness. Outsourcing data entry to a reputable provider can help businesses digitize paperwork more efficiently and access high-quality data processing services at a reasonable price.
There are few constants in this world, but the way in which we do business is not one of them. Instead, companies must actively adapt to change within the marketplace. As the international landscape continues to grow smaller due to advances in technology, businesses are realizing the importance of operating on a global scale.
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There are few constants in this world, but the way in which we do business is not one of them. Instead, companies must actively adapt to change within the marketplace. As the international landscape continues to grow smaller due to advances in technology, businesses are realizing the importance of operating on a global scale. As with any equally ambitious venture, although there is great potential for a strong return on investment (ROI), moving to a global model – or even strengthening one’s current global infrastructure – comes with a unique set of challenges. Among the most prevalent are the needs to operate around-the-clock, extend influence within emerging markets and implement a global vision throughout the enterprise.
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1. How to Achieve
the Trifecta of
Corporate Benefits
A CXO’s Guide to Managed Print Services
GROUPPHOTIZO
Saving Money
Saving Time
Saving the Environment
Whitepaper
2. The Executive’s Introduction to Managed Print Services
Executives may suspect that their cost to print and distribute documents is
probably too high, but the actual financial impact of printing is frequently under-
estimated – sometimes by a wide margin. Corporate printing is largely decen-
tralized. Departments and individuals make their own decisions about hardware,
maintenance, supplies and usage. As a result, the costs to create documents
are spread across financial reports from multiple business units. Line item ex-
penses are difficult to identify and impossible to compare.
Getting a handle on printing costs and identifying opportunities for potential
savings is the initial interest in managed print services (MPS). Using informa-
tion provided by a professional MPS assessment to affect change and improve
other business processes is part of MPS as well.
MPS does not stop at cost savings. It is part of a total IT strategy that works
to boost business optimization. Businesses that adopt MPS to cut cost, real-
ize a dramatic boost in IT efficiency. A company with 750 employees cuts their
IT department’s time spent devoted to supporting the print fleet by 3,700 hours
per year. Imagine how many more tasks are now getting attention. This same
company would also reduce their environmental impact, reducing hardcopy fleet
emissions by 60 percent.
Organizations from different industries have already decided that effectively
managing their documents require a specialized set of skills and experience
that is generally not available in-house. The trend to enlist the aid of knowledge-
able partners that can manage the printing environment as a service is rapidly
becoming the norm.
Companies have different objectives when it comes to MPS. Some of these are:
• Hardware fleet reduction
• Fleet standardization
• Reduction in print volumes
• Improved document security
• Better cost control
• Environmental benefits
In this paper we will introduce expanded MPS concepts, challenges companies
face when embarking upon MPS projects and unconsidered benefits. Discover
what MPS is and what it isn’t, learn best practices for starting a successful MPS
program and much more.
Photizo Fact:
The average annual cost of a hardcopy fleet supporting a firm with 750 employ-
ees is $700,000.00
3. About Photizo
Managed print services is a concept embraced by companies all across the
globe. By 2012 more than one-third of hardcopy device procurement will take
place through MPS contracts.
However, it’s more than just a different way to acquire hardware, MPS propos-
als that focus only on price-per-page, duty cycles and click charges are missing
the point.
Photizo Fact:
Companies that implement an MPS program reduce their printing costs by an
average of 30 percent
A successful business relationship between MPS vendors and their customers
requires the vendor to develop in-depth knowledge about the customer’s de-
vices and usage. Additionally, a keen understanding of business processes and
workflow is vitally important. As companies seek out possible MPS partners
they need to be able to discriminate between sales fluff and real experience.
This is a strategic solution, not a day-to-day hardcopy offering.
Early MPS efforts focus on savings to be gained by eliminating waste, enforcing
standardization and improving device utilization. Enterprise-wide printing has
traditionally been undermanaged. Simply looking at printing from a corporate
standpoint, rather than a departmental perspective and actively managing the
process yields some immediate wins. This is only the first step in the MPS Cus-
tomer Adoption Model. As the practice has matured, it has become clear there
are additional benefits to be uncovered; even after those early savings have
been realized.
The role of MPS vendors and their relationships with customers change as
the organization progresses from a hardware-centric focus to using document
management techniques to improve business processes.
Since 2006, Photizo has been gathering information from organizations around
the world through market research surveys, interviews, case studies and con-
ferences. We have studied numerous organizations that have designed and
implemented MPS programs. In addition, we developed guidelines and best
practices that keep organizations from wasting time and money. As the premier
provider of analysis and information dedicated to MPS, Photizo strives to make
relevant information and resources available to companies that are looking into
MPS as a strategic initiative.
Photizo Group is the leading re-
search and consulting firm spe-
cializing in the managed print
services (MPS) industry. Uniquely
positioned at the center of vendor,
channel and end-user communi-
ties, we provide MPS insights,
perspectives and success to cli-
ents across the globe. We do this
through advisory services, pro-
prietary research and consulting,
industry publications and media,
and educational events designed
to help advise and educate cli-
ents as they navigate the rapidly
changing MPS environment.
Photizo was the first firm to devel-
op the concept of MPS-enabled
Hybrid Dealers with the ground-
breaking Hybrid Dealer Report.
Thorough research and under-
standing led Photizo to define
the 3-Stage Customer Adoption
Model for the MPS decision-mak-
ing process. This model has been
widely accepted as an industry
standard and expanded to include
additional stages.
Thought leadership in the MPS
industry has not come without
experience. The consulting team
averages 20 years of individual
industry experience with leading
firms like IBM, Dell, Ricoh, QMS,
Lexmark, Konica Minolta, Kyocera
Mita, Sharp and NewField IT. This
team has been invited to keynote
and speak at industry and CXO
conferences around the globe.
Photizo publishes the industry’s
only professional journal and au-
thors articles in many publications
as well as being quoted in the Wall
Street Journal, on CNN Money
and in the Economist.
What MPS Is – And What it Isn’t
4. Justification for MPS
Photizo has conducted research, one-on-one discussions and profiling of over
3,000 decision companies engaged in MPS. These companies are all in differ-
ent stages of the adoption model. Photizo has found recurring themes in these
organizations and has identified key strategies that have contributed to their suc-
cess.
Identify Objectives and Priorities & Set Goals
Understand User Requirements
7 Best Practices for Starting an MPS Program
Moving to a managed print services model has a generous return on invest-
ment, even though some of the benefits are hidden from view until a thorough
analysis has been done. Getting corporate approval still requires an exercise in
justification.
Photizo Fact:
Carbon emissions are reduced by an average of 60 percent after implementing
MPS
Every company wants to save money. There are frequently other objectives to
be met besides cost savings. Here are some of the focus areas connecting MPS
benefits to corporate goals:
• Printer fleet reduction – Fewer devices deployed across the enterprise
• Hardware standardization – Limiting variability in device manufacturers,
models and user interfaces
• Reduction in print volume – Printing fewer pages without negatively impact-
ing business processes
• Improved security – Enforcing walk-up user authentication before print jobs
are released, tracking user activity
• Environmental benefits – Reducing paper use, recycling toner cartridges,
lowering electrical consumption
• Control/Accountability – Accurately allocating costs and charge-backs,
capturing billable activities, analyzing departmental and individual usage
patterns
1)
2)
5. Time after time companies have found there are significant financial benefits to
be realized by converting to a managed print services environment. It is obvious
that fewer, better-utilized machines and a lower volume of paper and other con-
sumables will result in cost savings. There are plenty of financial benefits that go
beyond these easily-recognized examples.
Most organizations (that haven’t implemented MPS) don’t really understand
their printing costs today. Some of the expenses are buried in departmental
budgets and expense reports. Others, such as technical support, are often not
broken out at all. According to Photizo research, printing costs can run in the
range of 3 percent to 6 percent of revenue.
Hardware costs, the easiest to identify and track, account for only 5 percent of
the total cost of ownership. Operating costs account for 45 percent and the re-
maining 50 percent is spent on support. Internal assessments typically identify
only 10 percent of the total costs associated with printing. An objective assess-
ment by a knowledgeable vendor or consultant is very important.
Do you really know your printing costs?
Have you included these factors?
A professional MPS assessment can find and eliminate expenses you didn’t
even know you had. Research by Photizo reveals that the average annual
printing cost per employee is $725. This is just the out-of-pocket cost for
acquiring equipment, buying supplies, and maintenance. Not included in this
figure are IT support costs, which can be enormous. Photizo surveyed com-
panies with 750 employees and found an average of 3700 IT hours are spent
each year supporting printers.
Photizo Fact:
Photizo’s survey of 105 companies revealed an average ratio of 2.2 employees
per device
The Financial Aspects of MPS
Want to know more about the strat-
egies for building a successful MPS
program?
Visit: www.mpsinsights.com/white-
papers/ and download he Best Prac-
tices for Starting and MPS Program
white paper.
Secure Sponsorship and A Dedicated Project Management
Prepare Your Organization and Communicate
Separate MPS Vendor Services From Hardware
Keep the Stages in Mind
Evaluate the Vendors Based on Objective, Quantitative Data
3)
4)
5)
6)
7)
6. A managed print environment is really a managed document environment - or
a managed information environment. Once an organization has achieved the
savings and efficiencies associated with right-sizing their fleet of equipment
and is monitoring their print activity they need to look elsewhere for more MPS
benefits.
Capturing the information contained in paper and electronic documents and
using it to improve workflow or automate processes is the next step for many
companies. Newly acquired knowledge of document use and detailed informa-
tion about the departments or individuals who interact with documents allows
companies to extend control to business processes beyond printing.
Some of the common operations that an MPS partner can help their clients
improve are:
• Document scanning and routing
• Archiving and retention
• Information retrieval
• Standards enforcement
• Automated workflow
Stage III – The Softer Side of MPS
You’ve already implemented an MPS program, and are now looking for ideas to further impact the bottom line and increase
manageability.
In an article published in the MPS Insights Journal, Josh Feathers, Office Technology Engineer at Nationwide Insurance and
MPSA board member provides some simple, yet insightful tips for boosting your MPS program.
Finding alternatives to printing is the quickest and easiest way to reduce a company’s carbon footprint, decrease costs and
incorporate more efficient process workflows. However, simply asking your employees to stop printing isn’t likely to work. You
need to get them interested in, and understand the benefits. Depending on the organizational culture, the information and tools
required may vary widely. There is no doubt that a college student will be motivated differently than a bank manager. It’s impor-
tant to consider and adjust your print reduction plans around your organization’s culture.
Provide employees with granular information on their own printing. Keep in mind, some employees may care more about the
environmental impact of their printing more than the cost to the organization. Telling Julie that she used 76 trees in paper proved
to have a meaningful effect on her printing behavior, even after the cost of printing didn’t faze her.
Encourage your employees to print smarter. One of Feather’s own studies found that 2.4 percent of print jobs are printed twice
due to mistakes made the first time printing. If associates have the foresight to preview the document, end users will see the
Excel spreadsheet is going to print portrait when it should be landscape. Oh, and it is going to print 32 pages of blank data with
a footer too.
Remember, your company will reach the fullest savings potential from their MPS when you have associates that are knowledge-
able, responsible and accountable.
To read more become an MPS Insights Pro member at www.mpsinsightspro.com. MPS Insights Pros receive the bimonthly MPS
Insights Journal and unlimited online access to the MPS Insights Community.
Reducing Print in the Workspace
7. Stage IV – Convergence with ITO and BPO
A new trend involving the integration of the first three stages into broader infor-
mation technology outsourcing (ITO) and business process outsourcing (BPO)
strategies that are not document centric has led Photizo to recently expand the
Customer Adoption Model to include a fourth stage.
This fourth stage, termed managed information services represents fundamen-
tally a new phase in communications management where a document-centric
world of managed print services converges with the world of information tech-
nology outsourcing and integration.
An advanced fleet infrastructure-optimization is the foundation for building more
advanced workflow applications. However, many MPS vendors are just now
getting their arms around Stage 3. As a consumer of Stage 4, you have the
opportunity to identify vendors who can provide a complete Stage 4 services
in addition to their MPS support. By consolidating vendors, organizations will
reap even greater efficiencies and cost savings. This also represents challenges,
you must evaluate vendors even more closely to determine if they provide a full
range of MPS, ITO and BPO services.
What is MPS?
The Managed Print Services As-
sociation (MPSA) defines man-
aged print services as the active
management and optimization of
document output devices and re-
lated business processes. Man-
aged print services is NOT a click-
charge, click-charge with meter
reading or a marketing sales pro-
gram.
Is MPS just for larger compa-
nies?
No. Even small companies benefit
from MPS. Nearly half of compa-
nies benefiting from MPS are small
and medium business
If I sign and MPS contract
how long should I expect to
be locked in?
Most MPS contracts last three to
five years.
Where can I learn more about
building and growing a suc-
cessful MPS program?
As the leading research and con-
sulting firm in the MPS industry,
Photizo provides reports and
studies at www.photizogroup.
com. The online resource por-
tal, MPSInsights.com provides
free MPS news and insights. We
also encourage you to attend an
MPS Conference for MPS edu-
cation, training and networking.
Visit www.mpsconference.com to
learn more.
MPS Q&A
8. 2010
Stage 1
Stage 2
Stage 3
Expanded Customer Adoption Model
2010
Decision Maker Tracking Study Results by Stage in 2010
North America Western Europe
9. Do you know how many hardcopy
devices are present in your organiza-
tion?
Is there a single point of decision
making for the hardcopy device fleet?
Do you know the total cost for oper-
ating your hardcopy fleet (including
supplies and maintenance costs)?
Can users or departments procure
desktop devices independently?
What percentage of your devices are
being used at their optimal level of
productivity?
When devices are under or over uti-
lized, do you have a regular, methodi-
cal approach for identifying these de-
vices and ensuring they are deployed
correctly?
Do you have a program for address-
ing the ‘cultural’ issues which are of-
ten associated with transitioning from
personal printers to a ‘workgroup’
hardcopy device fleet?
Can you measure cost savings (or
cost avoidance) associated with your
MPS contract?
Do you have long term cost manage-
ment goals for your fleet?
Have you identified the critical busi-
ness and transaction flows which sig-
nificantly impact productivity and/or
customer satisfaction?
Does your hardcopy fleet have the
functional ability to implement elec-
tronic workflows in the place of paper
workflows?
Do you have a corporate (or division)
strategy for retention? Are you actually
executing consistently with this strat-
egy?
Key Questions for MPS Decision Makers
Stage 1 Stage 2 Stage 3
$700K average annual cost of a hardcopy fleet for a firm with 750 employees
3,700 average number of IT support hours a hardcopy fleet for a firm with 750
employees will require per year
$1M average total savings companies realized after implementing an MPS
program based on an analysis of 105 companies
30% average percentage of savings after implementing an MPS program
60% average reduction of hardcopy fleet carbon emissions after implementing MPS
Photizo By The Numbers Benefits
?
10. Evaluate your MPS Program Online
To evaluate your MPS program, visit: www.mpsinsights.com/mps-program-evaluation
11. Conclusion
Organizations that are considering a move into managed print services have
a lot to learn. MPS is a more complex and far-reaching undertaking than most
realize. Some of the necessary knowledge can be acquired internally, some
from prospective MPS providers, and some from reports and studies supplied
by sources like Photizo Group. A great deal of valuable knowledge comes from
networking with other companies that have already undertaken the task, and
from working with industry experts.
Chances are, printing documents is not the core focus of your organization.
There is no one on your staff who has spent their career understanding how
documents and people interact. But those documents are vitally important to
what you do. Very few companies could continue to function without the docu-
ments that they create, send or receive. Successfully implementing an MPS
project means bringing in some document professionals to help. They know
what questions to ask and where to look for the answers.
Managing your print services has many advantages. With the right kind of help
and guidance companies can turn a wasteful and expensive administrative ex-
pense into a strategically integrated function of the workflow. Actively managing
the documents your company uses to do business can add value to the prod-
ucts and services you provide – not just lower your costs.
12. Contact Info
HEADQUARTERS
107 West Main Street
Midway, KY 40347
PO Box 4160
+1 859 846 9830
ASIA PACIFIC OFFICE
1, Fullerton Road
# 02-01 one Fullerton
Singapore 049213
+65 6832 5586
EUROPEAN OFFICE
Regus House, Highbridge
Oxford Road Uxbridge
UB81HR United Kingdom
+44 1895 876210
www.photizogroup.com
www.mpsinsights.com
www.mpsinsightspro.com
www.mpsconference.com
info@photizogroup.com