Online customers communicate through email. But some want to do things the old-fashioned way–they want to talk to a real person about their needs. Small entrepreneurs with day jobs can’t answer their calls during the workday. Outsourcing provides a professional alternative.
This paper discusses how operational excellence is essential to driving greater business value through outsourcing.
Strategic insights you need today to make your global operations successful.
Telephones are sooo 1970s. The Salvation Army, however, is using phones in a very twenty-first-century way, thanks to outsourcing. And, the charity is saving significant sums, too.
Telekurs Financial, which provides real-time data to the world’s largest banks, was still entering data manually. It clearly needed to offshore to speed up and improve the process. But where should it go? This is its story.
Bank branches used aging software. A customer couldn’t make a deposit in any branch but its own. The global banks were arriving with systems that made this possible, so the Bank of India couldn’t respond to customers’ needs fast enough. HP’s banking solution solved the problem.
Old Mutual had earned the unhappy moniker: the worst in the industry. It outsourced to become competitive. During the first two migrations, events conspired to triple volume. Read how the two partners learned to work together under the crushing volumes.
No one wants to wait three months to be paid. The Department of Surgery outsourced its bill collection, which cut day in accounts receivable from 94 to 50. But the change wasn’t easy; the two partners had to change how the surgeons operated (their back office.)
Bharti Airtel is a fast-growing Indian telco. It felt labor costs in India were too expensive. It wanted to solve customer care issues at the machine. So it offshored its solution–to North America. The Indian company selected Nortel for its call center technology. Together they changed the behavior of a nation.
Service was so poor with Aon’s first outsourcing supplier that it was losing customers. Then it switched to Alfinanz, which had both IT and industry experience. Now Aon is so successful it is challenging its biggest competitors and winning most tenders!
Thomas Cook was losing money; its viability was in question. It decided to outsource everything–HR, F&A, and the IT–to Accenture. Multi-process deals are very difficult and being successful is a milestone. But it worked. Now Thomas Cook is making 83 million pounds profit.
This was one of the first North American offshoring relationships. Nortel outsourced to India in 1991 because it couldn’t find enough employees with the specialized knowledge it needed. At same time, Wipro wanted to expand beyond India. The timing was right for both partners to attempt something new. What’s remarkable: both partners are still happy after 16 years!
In 2005 the housing market was hot. Mortgage lenders received more applications than they could handle. But in Miami they were not getting motivated, dependable, high-quality staff to process mortgage applications and the attendant materials that accompanies them. Outsourcing to India expedited loans and eliminated mistakes.
Many companies don’t achieve the anticipated outcomes in their outsourcing initiatives because they don’t take the right steps up front. Here’s how the fifth-largest homebuilder in the United States built an outstanding outsourcing relationship that produced the outcomes the client wanted.
Five key things organizations should consider when transforming their business to increase productivity, reduce costs and automate services.
For many utility executives, Business Process Outsourcing can be the answer to successful M&As, leading to reduced risk, locked-in ROIC, investor confidence and long-term shareholder value.
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