PwC: Firms see mixed results in outsourcing
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Survey of U.S. and European companies finds that less than half consider outsourcing financial functions to be cost effective.
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The work may have been subcontracted to another firm.
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Courier delivers mixed messages on its earnings expectations.
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The past few years have seen companies doing everything they can to reduce costs. From outsourcing and offshoring to RIFs (reductions in force), the byword has been, âCut expenses.â But if most of the economists are right, 2005 will be a much better year, and companies will go back to concentrating on increasing revenue.
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Communicating can be tricky when a company or a government agency has workers in different locations and even different time zones.
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Close on the heels of the&#160;appreciation of the Indian rupee against the dollar, Indian outsourcing companies are grappling with a new problem -- uncertainty among U.S. companies about a recession has made these companies delay finalizing their IT budgets.
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Many large companies have reaped the economic benefits of outsourcing in recent years. Karim Morsli is trying to make money bringing those same advantages to small and medium-sized businesses -- while also spurring economic growth in Africa.
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(InfoWorld) - Indian outsourcing companies have to move beyond low-cost services on an hourly-rate basis to offering complete services, according to an outsourcing consultancy. A model that is based primarily on the low cost of Indian staff will not be sustainable by Indian providers in the long term, as the cost advantage is eroding, said Dennis McGuire, chairman of outsourcing consultancy firm, Technology Partners InternationalÂ (TPI) in Houston, Texas. Large competitors like IBM and Accenture are also expanding operations in India to take advantage of low-cost staff, he said. âWhen I go to a restaurant, I want a chicken dish and not a rate-card telling me how much the chefâs time will cost me,â McGuire told reporters Wednesday. There isnât much risk, nor promise of great reward, in the current labor-cost arbitrage model adopted by Indian providers, he said. Indian service providers must make more investments in senior staff, and industry specific applications and tools if they want to win big contracts, said Peter Allan, a partner at TPI. They will have to develop industry-specific applications, such as a billing system for telecommunications companies, around which they can offer services to customers, said Siddharth Pai, another partner at TPI. Indian providers have been reluctant to trade current margins for long-term revenue opportunities because investors expect far higher margins from Indian service companies than from their multinational competitors, TPI said. Only recently have these outsourcers indicated that they are willing to accept total outsourcing deals that involve transferring customer staff and assets, Pai said. The reluctance of Indian outsourcers to address the lower-revenue domestic outsourcing business will also hurt them as the market shifts from plain coding and testing to higher-end transformation services, research firm Gartner said this week. Working on projects in India in these new areas would give Indian outsourcing companies the opportunity to prove their capabilities to customers abroad, said Partha Iyengar, research vice president at Gartner. Indian outsourcing companies such as Infosys Technologies and Tata Consultancy Services are attempting to go up the value chain into IT consulting and services delivered around their products. â They still donât offer the full array of services, and in applications they only have products in the core banking area,â Pai said. However,Â business is still strong for Indian outsourcers, according to data released by TPI. Of the number of contracts greater than $50 million awarded last year, the share of Indian service providers went up to 11 percent from 8 percent a year earlier, according to the consultancy. Their share of the total value of these contracts went up to 7 percent from 4 percent a year earlier, it said.
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The traditional competition for U.S. offshore outsourcing business was between nations. That's about to change, according to a new study.
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New report on offshoring's implications from the British Computer Society.
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G.E.'s sale may set off a trend as other multinational companies move from owning back-office units to outsourcing to independent companies.
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Investor's Business Daily - A mix of low-cost labor and high-quality software and services has proved a bonanza for outsourcing firms in India, sending American rivals IBM  , Accenture   and others scrambling to cash in.
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Faced with an explosion of communications tools such as wikis, blogs and instant messaging, companies continue to wrestle with the logistics of compliance and control. Some enterprises, however, are finding a positive path.
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Some U.S. customer support lines outsourced to India experienced a brief failure in service following the deadly Asian tsunami, but economists say U.S. companies won't have to move their call centers. By Elisa Batista.
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UK companies lag behind their European counterparts in offering flexible working, a report suggests.
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Accounts for half of global deals Demand for outsourcing in Europe has increased dramatically in the first half of 2007, compared with the same period last year, according to the latest Quarterly Index from labour sourcing advisers TPI.â¦
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A study of offshore outsourcing by the Brookings Institution indicates that some metropolitan areas in the U.S. could lose IT jobs in disproportionately heavy numbers over the next eight years.