O&O - Media Information 2010
|
| Document containing media information for O&O Magazine |
|
Publishing and Media Offshoring: the Philippine Advantage
|
 Subcontracting work to offshore locations is becoming an increasingly common practice among top publishing and media firms. While it's true that ITES (Information Technology-enabled services) has given these firms a means of boosting profitability through significantly lower production and labor expenses in offshore locations, it’s certainly not just about cutting costs. A closer look at the current context of the publishing and media industry reveals that, through offshoring, quality output is never compromised with vendors being able to invest in new products and innovations. |
|
Outsourcing & Offshoring - The Economist, October 2009
|
 An outsourcing strategy allows an organisation to achieve competitive advantage by concentrating on its core competencies, whilst benefiting from the expertise of a third party specialist to improve quality of service and to reduce operational costs of its peripheral activities. When this works well, which is most of the time, it isn’t newsworthy. However, adverse publicity is quickly generated when arrangements fail to deliver to expectations or end short of full term. It is important to agree in advance how success will be measured and how the complex relationship will be managed during its term in order to deliver the expected benefits. This is becoming even more critical as the objective shifts from transforming the organisation to basic cost cutting. |
|
Best Practices in Vendor Management
|
 Enterprises in many industry sectors have successfully outsourced business processes, delivering not only cost reductions, and efficiency improvements, but also enhancing customer service, and enabling improved focus on their key competences.
A White Paper produced by Firstsource Solutions |
|
Transforming Telecom Management – facing the challenge of next generation networks
|
 By taking a holistic view of systems, processes and organization, operators can transform their telecom management into an integrated business tool for competitive differentiation and efficient
operations. This paper provides a stepwise methodology to counter growing fragmentation in telecom management. |
|
What is the Future for Multishore Outsourced Customer Contact?
|
 Navigating the challenges of the current economic situation means that enterprises across industries must develop strategies for ensuring long-term customer satisfaction, while at the same time reducing operational costs. While many have succeeded by adopting outsourced customer contact solutions, this business model is constantly evolving. Specifically, many outsourcing clients are reaping the benefits of an offshore strategy, taking advantage of locations where quality agents are plentiful, and price points are attractive. This is not to say that all domestic outsourced deployments should be blindly abandoned; rather, using an offshore strategy, onshore workstations can be reduced significantly, thereby ensuring lower operational costs for the client, while not sacrificing customer satisfaction levels. |
|
A successful offshoring in todays environment
|
 The offshoring market has matured over the last decade. Whilst the promise of better services at lower cost continue to be fundamental drivers, add to this the downturn in the current economic climate. Recessions force businesses, the purchasers of offshored services, to look to more innovative ways to increase productivity, improve business efficiencies and to achieve all important cost reductions. A successful offshoring can tick all of these boxes. |
|
A guide to outsourcing & offshoring in a recession - distributed in UK subcriptions of The Economist
|
 The aim of this guide, alongside outsourcingandoffshoring.com, is to equip all stakeholders within your organisation with a deep and clear understanding of the outsourcing process. As the UK battles through a recession it is more important than ever that you do not rush into outsourcing contracts and you do all the necessary planning and analysis
to make it work.
The first half of the guide takes you step by step through the process and the second half explores specific functions. It should be used as an ongoing reference by all key stakeholders, from the top down. If you follow the advice from the contributors of this guide you will learn how to improve your outsourcing strategy so that it evolves from buying in a service to managing a truly mutually beneficial relationship. |
|
Governance
|
 Outsourcing is often compared to M&A. At a high level, they have similarities - size, value, strategic importance, to name a few. However, there is a fundamental difference in the nature of these transactions: outsourcing is a long-term arrangement. Like any long-term relationship, parties to an outsourcing need to live together, and work collaboratively through any challenges and difficulties they encounter along the way. Unlike M&A therefore, time and effort needs to be channelled in to building and maintaining controls, regulation and process to support and sustain a beneficial relationship. |
|
Outsourcing health check
|
 This paper considers how, with all the pressures and challenges of the current economic climate, organisations can identify and avoid the usual outsourcing pitfalls by capitalising on the wealth of learning for successful outsourcing, maintaining a view of all the critical dimensions throughout the outsourcing lifecycle and regularly reviewing the overall health of the arrangement. |
|
Flexible outsourcing
|
 Change is ever-present in modern business, yet many outsourcing contracts fail to recognise this reality and lock outsourcing customers into multi-year commitments that do not recognise the need for flexibility. All contracts make trade-offs between cost, enforceability and flexibility, yet
often this trade-off is implicit. Without explicit consideration of this compromise, flexibility is often sacrificed to lowest-cost, enforceable contracts.
However, there are solutions that can be drawn from business and economic thinkers. Transaction cost economics, relationship theory and game theory all provide insights and concrete suggestions to improve flexibility in both contracting structure and contracts. These insights provide outsourcing customers with examples of best practice that both work in the real world and have sound theoretical underpinnings. |
|
Business growth with outsourcing
|
 Business leaders are increasingly re-examining what should be considered a core competency by their organisations and are seeing the sense in using partnerships to leverage expertise. While outsourcing is often driven by cost considerations, it actually offers a much broader
range of benefits.
Outsourcing can enable your organisation to see beyond traditional geographic limits and use the best of the world’s resources to drive the business forward. |
|
HRO case study BASF
|
 Transitioning a managed payroll service to Capitas HR shared service platform in just 4 months.
BASF had changed their payroll system to an integrated platform in 2000, whilst at the same time outsourcing the payroll service to an external provider. The system provided both payroll and HR functionality, as well as Web self service for employees and managers. Early in the summer of 2007, the payroll service arrangements were reviewed and BASF made the decision to change service provider, albeit utilising the existing software. |
