Outsourcing Takes the Mystery Out of Web Content Management | Article
Your Web site requires massive updates, often several times a day. This includes time sensitive information that remains online just a few hours. Who ya gonna call? An outsourcer.
Your Web site requires massive updates, often several times a day. This includes time sensitive information that remains online just a few hours. Who ya gonna call? An outsourcer.
This paper discusses the new multi-client shared services outsourcing model. Readers will learn why it’s growing in popularity with mid-size companies, how it differs from a one-size-fits-all (ASP) model, and how it enables end-to-end services and industry-specific solutions.
Wilson Sporting Goods wanted to send 90,000 emails to its golf customers. But it had never done an email campaign before. Outsourcing got the job done.
A retail start-up had to grow quickly but did not want to invest in an expensive customer relationship management system. Outsourcing came to the rescue.
Even though Quicksilver, a fashion retailer, was keeping up with the latest hemlines, its was still using a manual system for inventory control dating back to the Nehru suit. Outsourcing to KWI brought the retailer up to date.
An insurance brokerage was expanding rapidly. But doing IT the old way hindered that growth. Revamping the infrastructure in-house would have cost more than the agency’s annual revenues. Outsourcing IT turned out to the best policy.
Pan American Life Insurance is a moderately sized firm. But its future growth depended on creating a customer service division on a par with its larger and better funded competition. The insurer realized it needed to upgrade its existing 20-seat call center and make it more technology based. We wished to create a contact center that would allow us to do many of the same things that larger contact centers are developing, said Charles Jorge, second vice president, CRM/corporate sales training and research.
The trend to outsource non-core business processes is ‘irreversible,’ says John Barnsley, global leader for Business Process Outsourcing for PricewaterhouseCoopers (PwC), and is steadily moving to include multiple activities. Barnsley attributes an overall increase in acceptance of BPO as an important strategic tool to the rapid transformation in technology. Constant change, accelerated by the Internet, has altered companies’ risk equations.
Project Planning and Delivery, Inc (PPD) is a BPO provider that helps owners manage their capital building projects. In other words, they remove the stumbling blocks for the building blocks. The BPO vendor, based in Chapel Hill, North Carolina, specializes in construction projects for the biotechnology, chemical and pharmaceutical industries.
Customizing the IT Process… Small businesses are flocking to Application Service Providers (ASP) because the ASP model allows them to be able to afford top tier applications whose cost had been out of reach before. However, ASPs typically offer standardized solutions with minimal customization.
Executives who know how to fix computer code but also understand the IRS code are the people who run reSOURCE Partner associates (rSP), an ASP supplier in Columbus, Ohio. The two-year-old firm, which specializes in both the technical and the business side of applications, provides complete application hosting, application management and business process outsourcing using PeopleSoft’s Human Resources and Financial applications. (The firm selected PeopleSoft after an extensive one-year search in 1996.).
Outsourcing ERP: Companies like Clarent Corp. often find themselves in a bind. Clarent is a mid-market company that has seen explosive growth since its inception in July 1996. And the voice over IP technology company expects to see even more growth into the next millenium. Growth is never a bad thing, but finding ERP solutions for a company as dynamic as Clarent can be.
Outsourcing ERP: Mid-size companies have IT problems too, much like large companies. And just because they are mid-size doesn’t mean their problems are. They need the same type of ERP solutions that Fortune 1,000 companies are getting
Last December, the stocks of the five biggest ERP application vendors plummeted as low as 65 percent after several investment firms predicted that they couldn’t sustain their soaring growth rates. This prediction came on the heels of the knowledge that more than 60 percent of Fortune 1,000 companies had already implemented core ERP applications. With this realization in hand, ERP firms decided to head into unchartered territory and prove the investment firms wrong.