Outsourcing Center, Kathleen Goolsby, Senior Writer
If you have the mind-set that American application development outsourcing providers can’t compete with the costs and other benefits of using offshore providers, think again. A Texas-based outsourcer has a uniquely competitive model and very satisfied clients.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
When Private Escapes Destination Clubs started its travel and real estate company, it wanted IT expertise without the IT investment. So it outsourced its Web-based reservation system to Managed Business Solutions. The IT platform was such a stellar success a competitor came calling, attracted by the reservation system. Now the new combined entity is the No. 2 player.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
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!
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
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!
Outsourcing Center, Kathleen Goolsby, Senior Writer
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.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Outsourcing cannot succeed unless both parties’ interests are aligned and they can manage to overcome inherent conflicts. In deals with government clients, there will always be an inherent conflict of interests. We studied a highly successful Canadian government relationship. This article shares their relationship best practices and framework that keeps their interests aligned.
Outsourcing Center
It’s very possible for buyers to form highly successful relationships with a new provider after experiencing a failed relationship. But there are pitfalls. What are the best practices that ensure success in these situations the second time around? Here are some industry experts’ insights.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
What do you do when the hospital has a fiscal crisis and can’t staunch the bleeding? Some suppliers would cut off the air supply when the money ran out. But not Eclipsys. It lowered its monthly fees until the hospital recovered, putting patient safety before profit.
Outsourcing Center, Kathleen Goolsby, Senior Writer
During the eight-year relationship of Sovereign Bank and its outsourcing service provider, Trammell Crow Company (TCC), the bank grew dramatically from mergers and acquisitions. For TCC, which handles all the bank’s real estate services throughout its financial services market (the northeast and mid-Atlantic states in the US), the growth from 130 properties to more than 600 properties required a high level of flexibility and expertise.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Things were going well for Entergy and its IT provider, SAIC; but they wanted their relationship to grow and produce more value. So they jointly funded an 18-month relationship health check-up. It was an eye-opener, and they subsequently renegotiated their deal to make it even better.
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