Telecom strategy review 2015: Europe (part 2)tmtventure
Orange SA, Telenor Group, Vimpelcom, Vodafone, Deustche Telecom, Telefonica and other leading European telecommunication companies.
2nd part of global telecoms strategy review. Total companies to be reviewed is about 16-18. We looked through their reports, interviews and made our own view on their strategy.
Feel free to contact us with your commentary or if you've found any mistakes.
Centralita Completa Vodafone en Red gracias al "Cloud Computing"
Sin la inversiones en centralitas convencionales.
Sin cableado y sin limitaciones de movilidad.
Sin limites de capacidad.
Sin costes de mantenimiento.
El documento presenta un mapa de Alemania y Polonia que muestra las ciudades de Wroclaw, Dresden y Olsztyn. También incluye palabras en alemán como "medial frequence", "circle", "centrum", "globe", "endless", "orbit" e "ideal" junto con figuras geométricas como discos y círculos.
Fundada hace 170 años en Gütersloh por Carl Bertelsmann, Bertelsmann es ahora un conglomerado mediático y de servicios que incluye las divisiones RTL Group, Random House, Gruner + Jahr, BMG, Arvato y Direct Group. La compañía mantiene un fuerte compromiso social siguiendo el ejemplo de su fundador y a través de la Fundación Bertelsmann, que se enfoca en la educación, economía, salud y diálogo internacional.
Presentación corporativa del área de Contact Center de Mediapost. Las soluciones de Contact Centre de Mediapost ayudan a las empresas a establecer relaciones duraderas con los clientes basadas en el trato personalizado, la confianza y la participación. Además, son una herramienta muy eficaz para ofrecer una información puntual de forma inmediata.
Las soluciones del área de Contact Centre de Mediapost llegarán a tus clientes: la voz a través de nuestro Call Centre, y los datos, a través de nuestro servicio de SMS y Emailing. De esta manera, tu marca puede relacionarse con tus clientes a través del teléfono fijo, el móvil y su ordenador. En otras palabras, nuestras soluciones de Contact Centre te permiten relacionarte con tus clientes tanto si encuentran en su hogar como si se encuentran fuera de él.
Esther Lanza Fernández ha trabajado como jefa de proyecto en Vodafone-ONO desde 2015, liderando proyectos para implementar funcionalidades de facturación rectificativa, control de cuentas, procesos de ciclo de vida del cliente, comunicaciones a clientes, paquetización de contenidos, mejora del enrutamiento de clientes, gestión de pedidos, pago en ventanilla y factura electrónica. Anteriormente trabajó como analista de sistemas en ONO desde 2007, coordinando tareas de mantenimiento, evolución y sop
Vodafone Hungary launched mobile advertising services in 2008 and remains the only operator offering these services. They provide turn-key mobile advertising solutions from campaign creation to implementation. Vodafone has established processes for working with advertising agencies and sees itself as a media company. Some key campaigns included a Citroen campaign that booked over 50 test drives and a Nivea campaign that reached over 300,000 unique users. Mobile advertising allows for interactivity, targeting of audiences, and reaches users throughout the day given the personal nature of mobile devices.
Vodafone is a British multinational telecommunications company headquartered in London. It owns and operates networks in 21 countries and has partner networks in over 40 additional countries, making it the world's third-largest mobile telecommunications company. Vodafone aims to create a culture where employees understand the importance of customer privacy and how to ensure it is respected across its global operations.
Telecom strategy review 2015: Europe (part 2)tmtventure
Orange SA, Telenor Group, Vimpelcom, Vodafone, Deustche Telecom, Telefonica and other leading European telecommunication companies.
2nd part of global telecoms strategy review. Total companies to be reviewed is about 16-18. We looked through their reports, interviews and made our own view on their strategy.
Feel free to contact us with your commentary or if you've found any mistakes.
Centralita Completa Vodafone en Red gracias al "Cloud Computing"
Sin la inversiones en centralitas convencionales.
Sin cableado y sin limitaciones de movilidad.
Sin limites de capacidad.
Sin costes de mantenimiento.
El documento presenta un mapa de Alemania y Polonia que muestra las ciudades de Wroclaw, Dresden y Olsztyn. También incluye palabras en alemán como "medial frequence", "circle", "centrum", "globe", "endless", "orbit" e "ideal" junto con figuras geométricas como discos y círculos.
Fundada hace 170 años en Gütersloh por Carl Bertelsmann, Bertelsmann es ahora un conglomerado mediático y de servicios que incluye las divisiones RTL Group, Random House, Gruner + Jahr, BMG, Arvato y Direct Group. La compañía mantiene un fuerte compromiso social siguiendo el ejemplo de su fundador y a través de la Fundación Bertelsmann, que se enfoca en la educación, economía, salud y diálogo internacional.
Presentación corporativa del área de Contact Center de Mediapost. Las soluciones de Contact Centre de Mediapost ayudan a las empresas a establecer relaciones duraderas con los clientes basadas en el trato personalizado, la confianza y la participación. Además, son una herramienta muy eficaz para ofrecer una información puntual de forma inmediata.
Las soluciones del área de Contact Centre de Mediapost llegarán a tus clientes: la voz a través de nuestro Call Centre, y los datos, a través de nuestro servicio de SMS y Emailing. De esta manera, tu marca puede relacionarse con tus clientes a través del teléfono fijo, el móvil y su ordenador. En otras palabras, nuestras soluciones de Contact Centre te permiten relacionarte con tus clientes tanto si encuentran en su hogar como si se encuentran fuera de él.
Esther Lanza Fernández ha trabajado como jefa de proyecto en Vodafone-ONO desde 2015, liderando proyectos para implementar funcionalidades de facturación rectificativa, control de cuentas, procesos de ciclo de vida del cliente, comunicaciones a clientes, paquetización de contenidos, mejora del enrutamiento de clientes, gestión de pedidos, pago en ventanilla y factura electrónica. Anteriormente trabajó como analista de sistemas en ONO desde 2007, coordinando tareas de mantenimiento, evolución y sop
Vodafone Hungary launched mobile advertising services in 2008 and remains the only operator offering these services. They provide turn-key mobile advertising solutions from campaign creation to implementation. Vodafone has established processes for working with advertising agencies and sees itself as a media company. Some key campaigns included a Citroen campaign that booked over 50 test drives and a Nivea campaign that reached over 300,000 unique users. Mobile advertising allows for interactivity, targeting of audiences, and reaches users throughout the day given the personal nature of mobile devices.
Vodafone is a British multinational telecommunications company headquartered in London. It owns and operates networks in 21 countries and has partner networks in over 40 additional countries, making it the world's third-largest mobile telecommunications company. Vodafone aims to create a culture where employees understand the importance of customer privacy and how to ensure it is respected across its global operations.
Never Say Media - Video Distribution Services 2013 - Spain_Latin AmericaClaudio Branno
El documento resume un informe inicial sobre una campaña de distribución de videos en línea para TedxBologna. La agencia Never Say Media ofrece servicios de distribución de videos a través de redes de anuncios, relaciones públicas en línea y blogs, y monitoreo de métricas. El informe describe los servicios y proporciona ejemplos de campañas exitosas para marcas como Samsung, Diesel y Vodafone.
Central and Eastern European IT Outsourcing Landscape Report 2011IT Sourcing Europe
The 2011 Central and Eastern European (CEE)
IT Outsourcing (ITO) Landscape Report aims to analyze the most prospective countries in Central and Eastern Europe in terms of their factual capability to supply Western European
and Nordic clients with appropriate low-cost IT resources and skills missing/too expensive within own country, innovative solutions and long-term value.
BPO Innovations Conference - The Czech Success StoryJan Fried
The document summarizes a presentation given by Jan Fried on the success of the business process outsourcing (BPO) and shared services industry in the Czech Republic. It provides statistics on the Czech labor force, economy, and incentives available for BPO investments. It also presents case studies of large multinational companies that have established significant BPO operations in the Czech Republic, creating thousands of jobs. The Czech Republic has become an attractive location for BPO due to its strategic position in Europe, skilled workforce, cost advantages, and government support through grants and tax incentives.
El documento resume la historia y estructura del grupo Bertelsmann, el gigante editorial y de medios de comunicación alemán. Fundado en 1835 como una pequeña editorial familiar, Bertelsmann se ha diversificado en los últimos años para convertirse en el mayor grupo de medios de Europa, con actividades que incluyen la edición de libros, música, radio, televisión e internet. En la actualidad el grupo está estructurado en seis divisiones principales: RTL Group, Random House, Gruner + Jahr, BMG, Arvato y Direct Group.
Customer Blueprints for Success: Transforming your Sales Organisation - Sales...LinkedIn Sales Solutions
This document discusses key principles for transforming a sales organization into a social selling organization: awareness, education, and reinforcement. It highlights the importance of executive sponsorship, targeted pilots, and dedicated resources to build awareness. Education involves energizing all salespeople through social media strategies and championing social selling. Reinforcement requires thorough adoption plans, sales management involvement to drive accountability, and using tools like CRM to monitor activity and turn leads into pipeline. The document advocates these three principles as blueprints for success when transforming a sales organization.
European Gaming & eGambling Outsourcing Review: 1Q 2011IT Sourcing Europe
The 1Q 2011 European Gaming & e-Gambling Analytical Review is based on the results of country-specific IT Outsourcing Surveys 2011 conducted in the frames of the All-European IT Outsourcing & In-House Software Development Research 2011. The following countries were surveyed between February and May 2011: United Kingdom, Sweden, Netherlands, Switzerland, Malta, Finland & Denmark. Representative sample was comprised of the 205 gaming and e-Gambling companies that outsource their software solutions nearshore and/or offshore
This Intelligence Report is based on a February 2011 survey of the 469 Dutch companies that either outsource their Software Development (SD) / Information Technology (IT) functions to external providers onshore, offshore and/or nearshore, or develop their software/IT solutions within own house.
The Pan-European IT Outsourcing Intelligence Report 2011 presents the summary of the All-European IT Outsourcing and In-House Software Development research conducted between February and December 2011. In the course of the research the following European countries were surveyed (in alphabetical order): Austria, Cyprus, Denmark, Finland, Malta, Norway, Sweden, Switzerland, Netherlands and United Kingdom.
The key goal of the Report is to identify the differences and similarities in the ways how companies from the above listed countries behave in terms of:
Overall adoption of IT / software development outsourcing services
Choosing their IT outsourcing destinations
Choosing their IT outsourcing service providers
Responding to the most critical outsourcing challenges
Managing their vendor relationships
Cost saving
Planning their future adoption of IT / software development outsourcing services
This Intelligence Report is based on a February - March 2011 survey of the 479 Swedish companies that either outsource their Software Development (SD) / Information Technology (IT) function(s) to external providers onshore, offshore and/or nearshore, or develop their software/IT solutions within own house.
The Report is based on the results of the 3d Annual UK IT Outsourcing vs In-House Software Development Survey 2012 and highlights trends observed from 801 UK companies
European IT Outsourcing Intelligence Report 2010: Central and Eastern EuropeIT Sourcing Europe
This Intelligence Report summarizes the findings of IT Sourcing Europe’s online survey and the most up-to-date industry studies and analyses for the purpose of comparing the major Central and Eastern European (CEE) IT Nearshoring locations and determining the most appropriate one for Western European companies to locate their end-to-end software/Web 2.0 application development.
The Report targets at all types of Western European companies who either outsource or plan to outsource their IT function nearshore. In the course of our online survey all Central and Eastern European countries were analyzed in terms of their factual capability to bring value to Western European outsourcers and readiness to work in the conditions of Outsourcing 2.0.
European IT Outsourcing Intelligence Report 2010: Western and Northern EuropeIT Sourcing Europe
This Report benchmarks the key software development outsourcing trends, challenges and solutions among the Western European and Nordic companies. The Report is based entirely on the findings of the country-specific ITO and In-House Software Development surveys 2010. The Report compares and contrasts companies' performance with regards to the outsourced software development management in the following countries: United Kingdom, Germany, Switzerland, Austria, Netherlands, Sweden, Denmark and Norway.
The document summarizes the European IT outsourcing market. It finds that Europe is the largest services outsourcing market worldwide, worth $170 billion in 2012. Adoption rates vary across European countries, with services being 14% outsourced on average. The UK and France saw strong growth in outsourcing in 2014 while Germany stagnated. Major drivers for IT outsourcing are economies of scale, IT simplification, and helping IT departments better align with business goals. Emerging trends like hybrid sourcing models and a shift toward smaller, shorter deals will likely impact the European outsourcing market.
#OSSPARIS19 - Restitution de la grande enquête : quelle croissance pour l'ope...Paris Open Source Summit
Présenté par Philippe Montarges, Stefane Fermigier, Amel Charleux et Marc Palazon.
Cette nouvelle étude pilotée par le Cnll, Syntec Numérique et le Hub Open Source de Systematic s'inscrit dans la continuité de celle réalisée en 2017, avec un focus particulier sur la maturité des principaux pays européens sur ce secteur très actif du numérique.
L'étude 2019 procédera en premier lieu à une ré-actualisation des données chiffrées sur le marché de l'Open Source et du Logiciel Libre en France et en Europe, en terme de revenus ,d'emploi ,de pénétration et répartition par segment technologique de la croissance de ce secteur.
Dans un deuxième temps, l'étude analysera plus en profondeur, suite à une démarche d'interviews, les impacts des solutions open source auprès des entreprises. Enfin un premier état des lieux au niveau de principaux pays européens en pointe dans l'adoption de l'Open Source et du Logiciel Libre sera proposée au travers des retours qualifiés des grandes organisations professionnelles de chacun des pays étudiés.
The document discusses Micro Focus, a software company that provides application modernization solutions. It outlines Micro Focus' products and capabilities, which allow customers to develop, test, deploy, assess and modernize business-critical applications. It then discusses two potential sales opportunities - one with a telecommunications provider in Argentina that needs to integrate legacy and new systems, and reduce costs, and one with a software provider in Colombia. The document provides an overview of IT trends and the market in Latin America and the Iberian region to help understand potential customers and opportunities.
Artificial Intelligence Computing for Consumer 2019 report by Yole Développem...Yole Developpement
While AI is a feature expected in smartphones, this fantastic technology has spread like wildfire to the smart home ecosystem and is profoundly impacting the semiconductor industry.
More information on https://www.i-micronews.com/products/artificial-intelligence-computing-for-consumer-2019/
The document summarizes a Thai ICT trade delegation trip to Jakarta, Indonesia from August 8-11, 2011. It included 18 software companies led by the Office of Small and Medium Enterprises Promotion (OSMEP) and Software Park Thailand. The delegation aimed to introduce Thai ICT companies and explore partnership opportunities in local and global ICT markets between Thailand and Indonesia. The document provides background on Thailand's growing ICT market, software industry, and the types of companies that were part of the trade delegation.
Never Say Media - Video Distribution Services 2013 - Spain_Latin AmericaClaudio Branno
El documento resume un informe inicial sobre una campaña de distribución de videos en línea para TedxBologna. La agencia Never Say Media ofrece servicios de distribución de videos a través de redes de anuncios, relaciones públicas en línea y blogs, y monitoreo de métricas. El informe describe los servicios y proporciona ejemplos de campañas exitosas para marcas como Samsung, Diesel y Vodafone.
Central and Eastern European IT Outsourcing Landscape Report 2011IT Sourcing Europe
The 2011 Central and Eastern European (CEE)
IT Outsourcing (ITO) Landscape Report aims to analyze the most prospective countries in Central and Eastern Europe in terms of their factual capability to supply Western European
and Nordic clients with appropriate low-cost IT resources and skills missing/too expensive within own country, innovative solutions and long-term value.
BPO Innovations Conference - The Czech Success StoryJan Fried
The document summarizes a presentation given by Jan Fried on the success of the business process outsourcing (BPO) and shared services industry in the Czech Republic. It provides statistics on the Czech labor force, economy, and incentives available for BPO investments. It also presents case studies of large multinational companies that have established significant BPO operations in the Czech Republic, creating thousands of jobs. The Czech Republic has become an attractive location for BPO due to its strategic position in Europe, skilled workforce, cost advantages, and government support through grants and tax incentives.
El documento resume la historia y estructura del grupo Bertelsmann, el gigante editorial y de medios de comunicación alemán. Fundado en 1835 como una pequeña editorial familiar, Bertelsmann se ha diversificado en los últimos años para convertirse en el mayor grupo de medios de Europa, con actividades que incluyen la edición de libros, música, radio, televisión e internet. En la actualidad el grupo está estructurado en seis divisiones principales: RTL Group, Random House, Gruner + Jahr, BMG, Arvato y Direct Group.
Customer Blueprints for Success: Transforming your Sales Organisation - Sales...LinkedIn Sales Solutions
This document discusses key principles for transforming a sales organization into a social selling organization: awareness, education, and reinforcement. It highlights the importance of executive sponsorship, targeted pilots, and dedicated resources to build awareness. Education involves energizing all salespeople through social media strategies and championing social selling. Reinforcement requires thorough adoption plans, sales management involvement to drive accountability, and using tools like CRM to monitor activity and turn leads into pipeline. The document advocates these three principles as blueprints for success when transforming a sales organization.
European Gaming & eGambling Outsourcing Review: 1Q 2011IT Sourcing Europe
The 1Q 2011 European Gaming & e-Gambling Analytical Review is based on the results of country-specific IT Outsourcing Surveys 2011 conducted in the frames of the All-European IT Outsourcing & In-House Software Development Research 2011. The following countries were surveyed between February and May 2011: United Kingdom, Sweden, Netherlands, Switzerland, Malta, Finland & Denmark. Representative sample was comprised of the 205 gaming and e-Gambling companies that outsource their software solutions nearshore and/or offshore
This Intelligence Report is based on a February 2011 survey of the 469 Dutch companies that either outsource their Software Development (SD) / Information Technology (IT) functions to external providers onshore, offshore and/or nearshore, or develop their software/IT solutions within own house.
The Pan-European IT Outsourcing Intelligence Report 2011 presents the summary of the All-European IT Outsourcing and In-House Software Development research conducted between February and December 2011. In the course of the research the following European countries were surveyed (in alphabetical order): Austria, Cyprus, Denmark, Finland, Malta, Norway, Sweden, Switzerland, Netherlands and United Kingdom.
The key goal of the Report is to identify the differences and similarities in the ways how companies from the above listed countries behave in terms of:
Overall adoption of IT / software development outsourcing services
Choosing their IT outsourcing destinations
Choosing their IT outsourcing service providers
Responding to the most critical outsourcing challenges
Managing their vendor relationships
Cost saving
Planning their future adoption of IT / software development outsourcing services
This Intelligence Report is based on a February - March 2011 survey of the 479 Swedish companies that either outsource their Software Development (SD) / Information Technology (IT) function(s) to external providers onshore, offshore and/or nearshore, or develop their software/IT solutions within own house.
The Report is based on the results of the 3d Annual UK IT Outsourcing vs In-House Software Development Survey 2012 and highlights trends observed from 801 UK companies
European IT Outsourcing Intelligence Report 2010: Central and Eastern EuropeIT Sourcing Europe
This Intelligence Report summarizes the findings of IT Sourcing Europe’s online survey and the most up-to-date industry studies and analyses for the purpose of comparing the major Central and Eastern European (CEE) IT Nearshoring locations and determining the most appropriate one for Western European companies to locate their end-to-end software/Web 2.0 application development.
The Report targets at all types of Western European companies who either outsource or plan to outsource their IT function nearshore. In the course of our online survey all Central and Eastern European countries were analyzed in terms of their factual capability to bring value to Western European outsourcers and readiness to work in the conditions of Outsourcing 2.0.
European IT Outsourcing Intelligence Report 2010: Western and Northern EuropeIT Sourcing Europe
This Report benchmarks the key software development outsourcing trends, challenges and solutions among the Western European and Nordic companies. The Report is based entirely on the findings of the country-specific ITO and In-House Software Development surveys 2010. The Report compares and contrasts companies' performance with regards to the outsourced software development management in the following countries: United Kingdom, Germany, Switzerland, Austria, Netherlands, Sweden, Denmark and Norway.
The document summarizes the European IT outsourcing market. It finds that Europe is the largest services outsourcing market worldwide, worth $170 billion in 2012. Adoption rates vary across European countries, with services being 14% outsourced on average. The UK and France saw strong growth in outsourcing in 2014 while Germany stagnated. Major drivers for IT outsourcing are economies of scale, IT simplification, and helping IT departments better align with business goals. Emerging trends like hybrid sourcing models and a shift toward smaller, shorter deals will likely impact the European outsourcing market.
#OSSPARIS19 - Restitution de la grande enquête : quelle croissance pour l'ope...Paris Open Source Summit
Présenté par Philippe Montarges, Stefane Fermigier, Amel Charleux et Marc Palazon.
Cette nouvelle étude pilotée par le Cnll, Syntec Numérique et le Hub Open Source de Systematic s'inscrit dans la continuité de celle réalisée en 2017, avec un focus particulier sur la maturité des principaux pays européens sur ce secteur très actif du numérique.
L'étude 2019 procédera en premier lieu à une ré-actualisation des données chiffrées sur le marché de l'Open Source et du Logiciel Libre en France et en Europe, en terme de revenus ,d'emploi ,de pénétration et répartition par segment technologique de la croissance de ce secteur.
Dans un deuxième temps, l'étude analysera plus en profondeur, suite à une démarche d'interviews, les impacts des solutions open source auprès des entreprises. Enfin un premier état des lieux au niveau de principaux pays européens en pointe dans l'adoption de l'Open Source et du Logiciel Libre sera proposée au travers des retours qualifiés des grandes organisations professionnelles de chacun des pays étudiés.
The document discusses Micro Focus, a software company that provides application modernization solutions. It outlines Micro Focus' products and capabilities, which allow customers to develop, test, deploy, assess and modernize business-critical applications. It then discusses two potential sales opportunities - one with a telecommunications provider in Argentina that needs to integrate legacy and new systems, and reduce costs, and one with a software provider in Colombia. The document provides an overview of IT trends and the market in Latin America and the Iberian region to help understand potential customers and opportunities.
Artificial Intelligence Computing for Consumer 2019 report by Yole Développem...Yole Developpement
While AI is a feature expected in smartphones, this fantastic technology has spread like wildfire to the smart home ecosystem and is profoundly impacting the semiconductor industry.
More information on https://www.i-micronews.com/products/artificial-intelligence-computing-for-consumer-2019/
The document summarizes a Thai ICT trade delegation trip to Jakarta, Indonesia from August 8-11, 2011. It included 18 software companies led by the Office of Small and Medium Enterprises Promotion (OSMEP) and Software Park Thailand. The delegation aimed to introduce Thai ICT companies and explore partnership opportunities in local and global ICT markets between Thailand and Indonesia. The document provides background on Thailand's growing ICT market, software industry, and the types of companies that were part of the trade delegation.
Tech Exit Transaction Multiples Europe 2018 EditionAxel M. Makangu
For a little over a year, not a week has passed without the announcement of a new acquisition of one of our European Tech gem. It is Zenly that is being acquired by the US giant Snapchat for €300m; it is Chauffeur-Privé that falls under the umbrella of the car manufacturer Daimler for €200m, or BIME absorbed by the American actor Zendesk.
But beyond these significant transctions, what is the real dynamics of M&A in Europe? How to understand the valuation models of young innovative companies? And who are the potential buyers?
To answer these questions, Avolta Partners has screened 2500 M&A transactions from 2015 to 2017 and publishes Tech Exit Transaction Multiples, a study on the valuation multiples of European startups.
The document introduces OIC (Open Interconnect Consortium) and OIP (Open Internet Platform), two open source platforms for IoT. It provides background on the speaker and discusses the need to move beyond the hype around IoT to realize its full potential. OIC aims to establish interoperability standards while OIP provides an open source platform for building IoT solutions across different domains like smart cities. The speaker invites participation in growing the OIP open source community to develop IoT applications in Vietnam.
The document provides an overview of the digital gaming industry in Europe and recommendations for 10 European regions to boost their gaming industries. It finds that the gaming industry is an important part of the creative industries and provides significant economic benefits. However, European companies are not as prominent as US and Asian companies in some parts of the gaming value chain. The document then analyzes the gaming industries of 10 regions and identifies the top 3 challenges and recommendations for supporting industry growth in each region.
This document provides an overview of Software Park Thailand. It discusses the Thai ICT market and its growth projections. It outlines Software Park's vision to support the development of a strong software industry in Thailand. The park provides infrastructure and facilities for software companies, incubates startups, enables IT usage across sectors, offers consulting services, and facilitates technology transfer and skills development through training programs. It has supported over 100 companies and aims to establish Thailand as a leading software destination in Asia through collaboration with other technology parks.
Similar to UK Outsourced vs In-House Games Development Intelligence Report 2011 (20)
German IT Outsourcing vs In-House Software Development Report 2012IT Sourcing Europe
The Report is based on the results of the 3d Annual IT outsourcing versus in-house software development research 2012. Number of survey participants – 764 German companies, of which 398 were IT / software development outsourcing companies and 366 – companies developing their IT / software solutions internally.
The document is a report summarizing the results of a survey of 725 Norwegian companies on IT outsourcing and in-house software development trends in Norway. Some key findings include:
- Most Norwegian companies outsource IT services to nearby countries like Sweden, Denmark and other Nordic nations, with India and Eastern Europe also being popular destinations.
- Cost savings is the primary driver for outsourcing while lack of control and communication challenges are key concerns.
- Both outsourcing and in-house development face challenges retaining qualified staff and keeping up with changing technologies.
- Most companies expect to either maintain or increase their future use of outsourcing over the next few years.
The document provides a summary of a survey of IT outsourcing in Denmark in 2012. Some key findings include:
1) Small companies (under 100 employees) now account for 21% of IT outsourcing buyers in Denmark, up from previous years. Web and mobile projects remain the most commonly outsourced.
2) Nearshore and offshore destinations are increasingly popular, with nearshore being the most popular. Top drivers for outsourcing are reducing costs and focusing on core competencies.
3) Poor communication is now the top challenge, replacing lack of vendor resources from 2011. Most companies address issues by increasing management resources and communication with vendors.
This Intelligence Report is based on the survey of the 603 Swiss companies
that either outsource their Software Development (SD) / Information Technology (IT) function(s) to an external service provider onshore (within Switzerland), nearshore and/or offshore, or develop their software/IT solutions in-house.
Smartsourcing Nearshore IT Resources for Mobile Software Development in EuropeIT Sourcing Europe
IT Sourcing Europe's white paper aims to demonstrate on real-life examples:
• How utilization of nearshore IT resources and smart and innovative approaches towards outsourcing can help Western European companies, focused on rapid growth and long-term benefits, achieve both apparent cost savings and flexibility, and
• How nearshore IT resources can effectively be integrated into mobile software company’s culture, mission and business objectives.
Central and Eastern Europe's Country Profile: BulgariaIT Sourcing Europe
Bulgaria has a population of over 7 million people and a GDP per capita of 9,088 euros. The IT outsourcing market value in Bulgaria was estimated to be 183.7 million euros in 2009. The potential for IT and outsourcing is concentrated in Sofia, the capital and largest city. While the software market accounts for 1/6 of the ICT market, driven by ERP/CRM software. Bulgarian companies have specialized in developing complex IT systems at costs almost 3 times lower than the Czech Republic, however, EU membership may cause salaries to increase significantly.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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UK Outsourced vs In-House Games Development Intelligence Report 2011
1. IT Sourcing Europe: European IT Outsourcing Market Intelligence
UK Outsourced vs In-House Games
Development Intelligence Report
August 2011
2. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outline
Executive Summary 3
Key Survey Takeaways 5
Survey Participants’ Profile 6
Game Development Resources: Outsourcing vs In- 11
House
Outsourcing Trends 15
Client - Vendor Relations 23
IT Outsourcing Costs 28
In-House Games Development Trends 32
Future of IT Outsourcing Within UK Gaming 38
Industry
Conclusions 43
Copyright IT Sourcing Europe 2011 | All Rights Reserved 2
3. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Executive Summary
UK Outsourced vs In-House Games Development Intelligence Report 2011 is based on
the results of the “First Ever” UK Gaming Outsourcing Survey 2011 conducted by IT
Sourcing Europe between June and July 2011.
The Survey aimed to:
• Benchmark the 2011 demand for IT resources within the UK gaming / e-Gambling
community
• Compare and contrast key trends among the UK gaming companies that either
outsource or develop their solutions in-house
• Compare and contrast key challenges facing UK gaming industry players in 2011
• Compare and contrast the most effective problem solving techniques utilized by
outsourcing and in-house development companies within the UK gaming industry
• Measure the outsourcability of processes within game development cycle
• Study factors that drive UK gaming companies to outsource their development to an
external provider
• Study factors that keep UK gaming companies away from outsourcing their
development functions
• Benchmark the overall level of satisfaction with the outsourced versus in-house game
development in the United Kingdom
Copyright IT Sourcing Europe 2011 | All Rights Reserved 3
4. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Executive Summary
Base sample: 467 UK-based companies
Qualified participants: Heads of Game / Software Development, CTOs, CEOs,
CIOs, IT Directors/Managers, Outsourcing Managers
Ratio of outsourcing to non-outsourcing companies surveyed: 64.7% to 35.3%
Copyright IT Sourcing Europe 2011 | All Rights Reserved 4
5. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Key Survey Takeaways
• The majority of UK gaming industry players surveyed have been outsourcing their games
development for 12 to 24 months now
• The most popular outsourcing destinations mix is nearshore (within/close to the same time zone
as the UK) + onshore (within the UK)
• The three most outsourced processes within games development are concept development,
production and QA/testing
• The top three outsourcing drivers are reduction of operating costs, acceleration of time-to-market
(TTM) and freeing in-house resources for other business purposes
• The top three challenges of the outsourced development are: poor communication with project
managers/teams on vendor’s side, poor project management on vendor’s side and vendor’s
inability to understand client’s business needs and goals
• The two most popular engagement models within gaming outsourcing are Own
Development/Agile Team and fixed-price project
• Most of the UK game development outsourcing projects are valued at €50-199K
Copyright IT Sourcing Europe 2011 | All Rights Reserved 5
6. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Survey Participants’ Profile
1. Company Size (Headcount)
Copyright IT Sourcing Europe 2011 | All Rights Reserved 6
7. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Survey Participants’ Profile
2. Industry
Copyright IT Sourcing Europe 2011 | All Rights Reserved 7
8. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Survey Participants’ Profile
3. Annual Revenue Growth Expectations in 2011
Outsourcers In-House Developers
Copyright IT Sourcing Europe 2011 | All Rights Reserved 8
9. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Survey Participants’ Profile
4. Platforms Companies Develop Games / Solutions For
Outsourcers In-House Developers
Copyright IT Sourcing Europe 2011 | All Rights Reserved 9
10. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Survey Participants’ Profile
5. Overall Game Development Outsourcing Experience
Copyright IT Sourcing Europe 2011 | All Rights Reserved 10
11. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Game Development Resources: Outsourcing vs In-House
6. Size of project team(s) on ITO partner’s side (Headcount)
Copyright IT Sourcing Europe 2011 | All Rights Reserved 11
12. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Game Development Resources: Outsourcing vs In-House
7. Size of in-house project team(s) (Headcount)
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13. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Game Development Resources: Outsourcing vs In-House
8. Most Outsourced Programming Languages/Technologies
Copyright IT Sourcing Europe 2011 | All Rights Reserved 13
14. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Game Development Resources: Outsourcing vs In-House
9. Most Demanded Programming Languages/Technologies Within In-House
Development
*Other: PHP, Python, Lua
Copyright IT Sourcing Europe 2011 | All Rights Reserved 14
15. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outsourcing Trends
10. Do Companies Multi-Source?
Copyright IT Sourcing Europe 2011 | All Rights Reserved 15
16. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outsourcing Trends
11. Destinations
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17. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outsourcing Trends
12. Levels of outsourcability of processes within game development
Copyright IT Sourcing Europe 2011 | All Rights Reserved 17
18. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outsourcing Trends
13. Outsourcing Drivers*
*Participants were asked to choose top 3 drivers
Copyright IT Sourcing Europe 2011 | All Rights Reserved 18
19. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outsourcing Trends
14. Ranking Factors By Their Importance In the ITO Locale Choice
Copyright IT Sourcing Europe 2011 | All Rights Reserved 19
20. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outsourcing Trends
15. Games Development Outsourcing Challenges*
*Participants were asked to choose top 3 challenges
Copyright IT Sourcing Europe 2011 | All Rights Reserved 20
21. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outsourcing Trends
16. How Companies Respond To Their ITO Challenges
*other: hire foreign developers, add freelancers to project team(s),
consider back-sourcing
Copyright IT Sourcing Europe 2011 | All Rights Reserved 21
22. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Outsourcing Trends
17. Impressions of Outsourcing
Copyright IT Sourcing Europe 2011 | All Rights Reserved 22
23. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Client - Vendor Relations
18. How Companies Found Their ITO Partner
Copyright IT Sourcing Europe 2011 | All Rights Reserved 23
24. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Client - Vendor Relations
19. Size of ITO Partner (Headcount)
Copyright IT Sourcing Europe 2011 | All Rights Reserved 24
25. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Client - Vendor Relations
20. ITO Models Used
Copyright IT Sourcing Europe 2011 | All Rights Reserved 25
26. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Client - Vendor Relations
21. Who Selects IT Specialists To Be Involved In the Outsourcing Project?
Copyright IT Sourcing Europe 2011 | All Rights Reserved 26
27. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Client - Vendor Relations
22. Level of Satisfaction With ITO Partner(s), Their Work Quality and General Attitudes
Copyright IT Sourcing Europe 2011 | All Rights Reserved 27
28. IT Sourcing Europe: European IT Outsourcing Market Intelligence
IT Outsourcing Costs
23. Outsourcing Projects Value (€)
Copyright IT Sourcing Europe 2011 | All Rights Reserved 28
29. IT Sourcing Europe: European IT Outsourcing Market Intelligence
IT Outsourcing Costs
24. Do Companies Know Exact Salaries of Their Project Executors On ITO Vendor’s Team?
Copyright IT Sourcing Europe 2011 | All Rights Reserved 29
30. IT Sourcing Europe: European IT Outsourcing Market Intelligence
IT Outsourcing Costs
25. How Do Actual Annual Incurred Costs Compare To the Contracted Ones?
Copyright IT Sourcing Europe 2011 | All Rights Reserved 30
31. IT Sourcing Europe: European IT Outsourcing Market Intelligence
IT Outsourcing Costs
26. Actual Savings From ITO
Copyright IT Sourcing Europe 2011 | All Rights Reserved 31
32. IT Sourcing Europe: European IT Outsourcing Market Intelligence
In-House Games Development Trends
27. Challenges of In-House Development*
*Participants were asked to choose top 3 challenges
Copyright IT Sourcing Europe 2011 | All Rights Reserved 32
33. IT Sourcing Europe: European IT Outsourcing Market Intelligence
In-House Games Development Trends
28. How Companies Respond To Challenges
Copyright IT Sourcing Europe 2011 | All Rights Reserved 33
34. IT Sourcing Europe: European IT Outsourcing Market Intelligence
In-House Games Development Trends
29. Part of Corporate Budget Spent On Games Development
Copyright IT Sourcing Europe 2011 | All Rights Reserved 34
35. IT Sourcing Europe: European IT Outsourcing Market Intelligence
In-House Games Development Trends
30. Level of Satisfaction With the In-House Development
Copyright IT Sourcing Europe 2011 | All Rights Reserved 35
36. IT Sourcing Europe: European IT Outsourcing Market Intelligence
In-House Games Development Trends
31. Challenges of In-House Games Development*
*Participants were asked to choose top 3 challenges
Copyright IT Sourcing Europe 2011 | All Rights Reserved 36
37. IT Sourcing Europe: European IT Outsourcing Market Intelligence
In-House Games Development Trends
32. How Companies Respond To Their In-House Development Challenges*
*Participants were asked to choose top 3 challenges
Copyright IT Sourcing Europe 2011 | All Rights Reserved 37
38. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Future of IT Outsourcing Within UK Gaming Industry
33. Reasons Keeping Companies Away From Outsourcing*
*Participants were asked to choose top 3 reasons
Copyright IT Sourcing Europe 2011 | All Rights Reserved 38
39. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Future of IT Outsourcing Within UK Gaming Industry
34. Circumstances In Which Companies Would Consider Outsourcing Their Games
Development In The Future
Copyright IT Sourcing Europe 2011 | All Rights Reserved 39
40. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Future of IT Outsourcing Within UK Gaming Industry
35. Destinations Companies Will Outsource Their Development If They Make Such a
Decision In The Future
Copyright IT Sourcing Europe 2011 | All Rights Reserved 40
41. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Future of IT Outsourcing Within UK Gaming Industry
36. Ranking Factors By Their Importance In The Future Choice of Outsourcing Locale
Copyright IT Sourcing Europe 2011 | All Rights Reserved 41
42. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Future of IT Outsourcing Within UK Gaming Industry
37. Ranking Factors By Their Importance In The Future Choice of Outsourcing Partner
Copyright IT Sourcing Europe 2011 | All Rights Reserved 42
43. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Conclusions
The survey of the UK gaming industry actors allows an optimistic outlook for the future
adoption of the outsourced games / gaming solutions development. Currently, companies
are driven to outsource by pressures to lower down operating costs/software development
budgets and needs to free in-house IT staff for other business purposes and speed up TTM.
Since some of the key challenges of the in-house games development are high cost of /
shortage of qualified domestic IT personnel/resources and 25% of today’s non-outsourcers
admit their plans to outsource, it is possible to conclude that demand for outsourcing
services from UK games studios / online gambling providers will definitely increase in the
following months.
Summing up positive trends of the UK gaming outsourcing:
• Outsourcing allows companies to speed up their games development process by
scaling up the project execution teams (Fig. 6, 7)
• 40% of outsourcers engage with their ITO providers via Own Team model that allows
them to extend in-house IT departments to geographically remote locations, while
retaining maximal control of projects and team management. Within this model, the
execution team fully belongs to the ITO buyer, adheres to its corporate policies, shares
corporate values, objectives and mission, while ITO partner helps find the most
appropriate resources and solve client’s HR and administrative issues (Fig. 20, 21).
Copyright IT Sourcing Europe 2011 | All Rights Reserved 43
44. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Conclusions
• Almost 17% of game development outsourcers save 40% to 59% of their operating costs
via IT outsourcing (Fig. 26)
• Almost 43% of survey participants are somewhat satisfied with their current ITO
partners and 37.5% generally think that outsourcing their games development has been
the right decision (Fig. 22, 17)
• 75% of today’s non-outsourcers are likely to outsource in the future in order to access
broader, better qualified and lower-cost pools of IT talent (Fig. 33)
Summing up negative trends of the gaming outsourcing:
• Another 40% of survey participants still engage with their ITO partners via project-
based models (i.e., fixed-price), which partly explains why the actual annual incurred
costs are higher than expected (contracted) (Fig. 20, 25) and why many companies do
not know exact salaries of their project executors on vendor’s teams (Fig. 24)
• The UK companies rely too much on outsourcing references from their peer companies
(Fig. 18). This finding proves many UK gaming outsourcers to make their outsourcing
decisions in haste as a short-term tactic to reduce costs and speed up TTM rather than a
long-term company growth strategy. It also partly explains the hidden agenda behind
many outsourcing transactions.
Copyright IT Sourcing Europe 2011 | All Rights Reserved 44
45. IT Sourcing Europe: European IT Outsourcing Market Intelligence
Conclusions
• The prevailing majority of game development outsourcing companies manage to save
no more than 10% to 24% of operating costs from their outsourcing operations (Fig. 26).
This finding can be attributed to another research finding that 60% of the UK gaming
companies outsource their operations to small providers (Fig. 19) who usually bid
lowest at the RFP response stage, but surcharge clients at later stages for extra work
(intentionally omitted in the RFP response), staff turnover (small providers are, as a
rule, incapable of attracting and retaining the highest qualified IT personnel just
because they cannot afford to pay above average local workforce rates and/or offer
working conditions as favorable as those of their mid-sized and large competitors) or
post-contract due diligence.
• 50% of non-outsourcers surveyed still believe in the myth that outsourcing can be
beneficial for large companies only (Fig. 33). This finding shows that UK gaming
companies are still lacking sufficient knowledge about innovative business models able
to effectively satisfy their outsourcing demands regardless of their size and annual
revenue
Copyright IT Sourcing Europe 2011 | All Rights Reserved 45
46. IT Sourcing Europe: European IT Outsourcing Market Intelligence
About IT Sourcing Europe
IT Sourcing Europe is a UK-based market intelligence company specialized in the European IT
Outsourcing (ITO). IT Sourcing Europe offers independent and unbiased ITO market research and
analytics, free access to ITO service providers in Central and Eastern Europe, and assistance in ITO
strategy development. IT Sourcing Europe cooperates extensively with the European outsourcing
organisations and market intelligence companies in terms of free ITO knowledge sharing.
Contact details:
IT Sourcing Europe Limited
The Meridian, 4 Copthall House, Station Square, Coventry, West Midlands,
CV1 2FL United Kingdom
Web: www.itsourcing-europe.com
Email: info(at)itsourcing-europe.com
Tel.: +44(0)2476992505
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