pending. So while waiting, they were entertained with a music insulting. The following are subject to numerous requests for multi-digit pressed in order to access various services that do not want and end with a disappointing conversation with someone who is difficult to understand and can not understand the nature of the problem. Das Konzept der Entgegennahme von Anrufen ist relativ neu, aber es ist immer eine schlechte Presse. Natürlich gibt es einige Call-Center wirklich mies besetzt unterwerfen Benutzer terrlbles Erfahrungen mit Zeitverlust. Die Probleme der Benutzer beginnen mit einem typischen Meldung weist darauf hin, dass aufgrund um die Exzellenz seiner Produkte oder Dienstleistungen, alle Akteure sind gerade in diesem Moment sehr beschäftigt, aber keine Sorgen machen, weil sie etwas Besonderes und stehen noch aus. Also während der Wartezeit, wurden sie mit einem Musik-Beleidigung unterhalten. Im Folgenden finden Sie unter zahlreichen Anfragen nach mehrstelligen gedrückt, um die verschiedenen Dienste, die nicht wollen, und am Ende mit einem enttäuschenden Gespräch mit jemand, der schwer zu verstehen und kann nicht verstehen, die Natur des Problems des Zugangs.

Manufacturers of computers and internet service providers indicate that the complex nature of its business means that some customers present difficult problems and that the routing and other traffic problems occasionally occur due to rapid growth. But why is there a general feeling that the systems user support of high technology is not improving and that some companies have lost interest in this aspect of their service. However, the center receiving calls from insurance companies, investment houses and banks seem to have improved a lot lately. Die Theorie von der Mitte ist die Annahme von Anrufen auf einer soliden Grundsatz der Menschen reagiert auf Telefonanrufe und kann alle Informationen über einen Computer, der vor ihnen sitzt zugreifen. Dann, warum die Leistungen zu verschlechtern scheint, als du dich durch die Kette der Kommunikation? Hersteller von Computern und Internet Service Provider zeigen, dass die komplexe Natur des Geschäfts bedeutet, dass einige Kunden schwierige Probleme sind und dass die Routing-und andere Verkehrsprobleme auftreten, gelegentlich durch ein rasantes Wachstum. Aber warum ist es ein allgemeines Gefühl, dass die Anwender-Support-Systeme von hoher Technologie ist nicht die Verbesserung und dass einige Unternehmen haben Interesse an diesem Aspekt ihres Dienstes verloren. Allerdings, das Zentrum erhalten Anrufe von Versicherungen, Investmenthäuser und Banken scheinen in letzter Zeit stark verbessert haben.

llamadas.La reception logic of outsourcing work center receiving calls is compelling. Many of these centers are in contact centers restruturando in which communication can be additionally through emails and phones with WAP technology. Die Schaffung von Zentren Annehmen von Anrufen und zur Verwirklichung ihrer Leistung ist nicht sehr einfach, da viele Menschen glauben. Zum Beispiel, Grundstücks-Gesellschaften sind das Ziel der ständigen Anrufe von Ihrem potentiellen Kunden gemacht, aber die durchschnittliche Immobilienmakler zu klein, um eigene Call-Center spezialisiert besetzt, obwohl die Zahl und Art der Gespräche ist mit dem Zentrum llamadas.La besetzt Logik des Outsourcing Arbeitsplatz Empfangen von Anrufen vereinbar ist zwingend. Viele dieser Zentren sind in Contact Centern restruturando, in der Kommunikation können zusätzlich über E-Mails und Handys werden mit WAP-Technologie.

For this reason, may feel the need to directly employ some or all supervisory personnel. It will also be necessary to monitor the service provided and compared regularly with the service provided by the competition. Das Risiko, um die Auslagerung von Call-Center-Rezeption scheint sehr im Vergleich zu anderen Funktionen beschränkt und ist somit wahrscheinlich, dass dieser Bereich ein beachtliches Wachstum in den nächsten Jahren erleben wird. Doch die Kunden von Outsourcing Call-Center-Empfang kann eine wichtige Rolle spielen das Bild des Unternehmens Projekte seiner Kunden. Aus diesem Grund kann die Notwendigkeit, direkt wenden einige oder alle Aufsichtspersonal fühlen. Es wird auch notwendig sein, den Dienst zu überwachen und regelmäßig mit dem Service von der Konkurrenz vorausgesetzt verglichen.

In other words, but had been involved as a provider of computer services, some of that work would have done in other consultancies. They also saw that the major outsourcing providers like EDS had increased their consultant teams very quickly at a time that its growth was only moderate. In den neunziger Jahren wuchs Andersen Consulting in Europa schneller als die anderen Mitglieder, was heute als die "Big Five"., In der Mitte der neunziger Jahre Andersen Consulting war die einzige Firma, die unmittelbar beteiligt war die Auslagerung der Computer-Funktion als Dienstleister. Um 1995 wurden die anderen großen Unternehmen bekannt, dass Andersen Consulting eine deutlich höhere Beratungstätigkeit im Gebiet der Computer als Folge der Anwerbung von Kunden erreicht hatte. Mit anderen Worten, wohl aber als ein Anbieter von EDV-Dienstleistungen, die zum Teil die Arbeit einbezogen würde in anderen Beratungsfirmen getan haben. Sie sahen auch, dass die großen Outsourcing-Anbieter wie EDS ihre Berater-Teams sehr schnell zu einem Zeitpunkt erhöht, dass das Wachstum nur moderat.

Natürlich wieder davon ausgegangen, dass zumindest ein Teil dieses Wachstums ist auf die Kunden erreicht Faktor, also für einige Anbieter, das Wachstum im Beratungs-und Outsourcing sind eng miteinander verbunden und aus diesem Grund erwarten wir, dass einige große Beratungsunternehmen noch die Jagd nach neuen Geschäft zu finanzieren Outsourcing.

More than 350 Safeway employees performing work for the accounting of creditors, debtors, stock and margin, payroll, financial and accounting outsourcing insurance and property were transferred to PWC. This contract was won after fierce competition with other accounting and consulting firms is likely that it is not the last big deal of this kind. Die Vereinbarung weiter und bisherigen britischen Finanzdienstleistungsunternehmen Outsourcing mit Safeway, die größte Supermarktkette des Landes und Princewaterhouse Cooper. In dieser Vereinbarung, PWC eine Vereinbarung im Wert von 60 Millionen Pfund und mit einer Laufzeit von zehn Jahren auf den internen Bereich Finanzen Safeway und führen Rechnungslegung seit 1. Juli 2000. Mehr als 350 Mitarbeiter Safeway Erbringung ihrer Arbeitsleistung für die Bilanzierung von Gläubigern, Schuldnern, Bestands-und Spielraum, Lohn-, Finanz-und Rechnungswesen Outsourcing Versicherungs-und Immobilien wurden PWC übertragen. Dieser Vertrag wurde nach heftigen Wettbewerb mit anderen Bilanzierungs-und gewonnen Consulting-Unternehmen ist wahrscheinlich, dass es nicht die letzte große Deal dieser Art.

different. In den letzten Jahren der neunziger Jahre haben die europäischen Fondsmanagern zählt zu den produktivsten Teilnehmer an Schulungen im Bereich der Outsourcing ist. Die Erfahrung zeigt, dass ein Großteil dieses besorgniserregend aus defensiven Gründen war zum Beispiel, dass die Fondsverwalter wollte alles möglich darüber erfahren Aspekt, um dies zu vermeiden geschehen. Die Zahl der Fälle, in denen das CFO war maßgeblich bei der Einbeziehung der Dienstleister und Berater mit dem Anreiz der Auslagerung der Finanz-Funktion, die nur ihre eigene Position innerhalb des Unternehmens verwenden und übernimmt die komplette Outsourcing einer Funktion anders.

The creation of the private finance initiative (PFI), which are available for computer systems and other systems related to large contracts under 30 years of service instead of buying assets, has also increased outsourcing activity in the areas of informatics and OPN areas. Above all this activity inspired by the government, should be a key reason of concern for the outsourcing of finance in Britain and may have sparked the interest in one or two private sector companies. Die ungewöhnliche Charaktere geschaffen, die das Outsourcing von Informationstechnologie und haben massiv in die Hardware und Systeme und die Notwendigkeit, auf andere Hardware und teure Systeme investiert, kann als ein besonderes Problem für große Unternehmen. Die britische Regierung den Wunsch, den Wettbewerb in der Einführung öffentlichen Sektor hat erhebliche finanzielle Verträge unterzeichnet Outsourcing in der lokalen Verwaltung, der Zentralregierung und den Gesundheitssektor. Die Schaffung des Private Finance Initiative (PFI), die für die EDV-Systeme und andere Systeme, um große Aufträge, die nach 30 Jahren aus dem Dienst zur Verfügung stehen Statt den Erwerb der Vermögenswerte, hat ebenfalls zugenommen Outsourcing-Aktivitäten in den Bereichen Informatik und OPN Bereichen. Vor allem diese Tätigkeit von der Regierung angeregt, sollte ein wesentlicher Grund zur Sorge für die Auslagerung der Finanzierung in Großbritannien und kann das Interesse geweckt haben, in einem oder zwei Unternehmen des privaten Sektors.

Die Faktoren, die das Wachstum der Finanz-Outsourcing sind im Folgenden zusammengefasst:

, and were able to meet the challenge of being a service provider, if it were the case. Furthermore, it gave the impression that service improvements and savings could be significant. ♦ Bei großen multinationalen Kunden, die Aussicht auf die Übertragung der Finanzierung Funktion als Berater der "Big Five" erscheinen kann sehr merkwürdig. Wenn die Auslagerung der Finanzierung wurde zum ersten Mal ernsthaft in den frühen neunziger Jahren behandelt, die Mitglieder mehrerer dieser Wirtschaftsprüfungsfirmen führte eine größere Anstrengungen, um alle Kunden auf Enterprise-Niveau der wichtigsten Unternehmen, die bereit waren, zu informieren und waren in der Lage, die Herausforderung als Dienstleister gerecht zu werden, wenn es der Fall ist. Außerdem gab sie den Eindruck, dass Service-Verbesserungen und Einsparungen werden könnte signifikant.

"Die fünf schien die Möglichkeit, einigen Service-Providern, die nicht leisten konnten, nicht zu bieten. Es wurde angenommen, dass diese Anbieter nicht leisten konnte, den Ruf er erreicht hatte, zu verlieren, so dass alles, was Probleme, die entstehen könnten, "Geld und Personal zu investieren, bis sie gelöst wurden. Leider schien die Ereignisse, die in ein paar Outsourcing-Beziehung passiert ist, diesen Glauben zu vereiteln.

"Das Versprechen der verbesserte Service-Level-, Spar-, Zeit-Release zu ermöglichen Managern, sich auf das Kerngeschäft und anderen wahrgenommenen Vorteile konzentrieren, macht Druck auf Finanzmanager forderte sie, wenigstens um diese Option zu prüfen. Beide Accenture (vormals Andersen Consulting) als Princewaterhouse Cooper kann darauf hindeuten, dass die großen Kunden freuen sich jetzt Finanz-und Rechnungswesen Kosten um 50 Prozent unter dem Niveau, auf dem sie waren, bevor der Dienst übertragen wurde.

"Vor allem für KMU gibt es oft die Möglichkeit, Berufung auf das Outsourcing von Informationstechnologie und Finanzierung in einem Paket und einem Lieferanten.

"Zumindest in der Theorie, bietet das Outsourcing von finnanzas die" Big Five "und andere große Unternehmen auf den Konten die Möglichkeit, ihr Wachstum und Gewinn steigern basiert. Diese Aussichten kommen zu einem Zeitpunkt, Prüfungskosten zusammengestrichen werden und constantementes anderen Teilen der Unternehmen sind ähnliche Probleme.

"Outsourcing von Finanz-Dienstleistern wird auf Konten auf eine stärkere Nutzung der besonderen Kenntnisse und Fähigkeiten im gesamten Unternehmen zu ermöglichen.

"Die Finanz-Outsourcing kann in dem Sinne einzigartig, dass die größten potentiellen Lieferanten bereits die Einstellung und notwendige Infrastruktur, um den Markt angreifen, während im Gegensatz zu Computern, nicht brauchen, um große Summen Geld für die Ausrüstung ausgeben.

"Outsourcing schafft finanzielle Beratung Chancen in der kurz-, mittel-und langfristig, im Gegenteil, wenn ein anderer Anbieter eingeführt wird, können diese Möglichkeiten werden elimuinadas für die Dauer des Vertrages.

"Durch die bleiben, genau wie andere Dinge, die potenziellen Kunden an den Anbieter zu wählen, die mehr Erfahrung hat. Daher ist in den kurzfristigen potentiellen Lieferanten, die noch nicht genügend Aufträge gewonnen werden erhebliche Anstrengungen möglicherweise zu einer höheren Rabatte als gewöhnlich benötigen haben wird, da reslizarlos Anbieter, die Aufträge erhalten zu haben, um nebenbei andere.

However, there is increasing pressure, particularly in the US, that the audit company would tend not be involved in providing other services to clients. It would be interesting to see how each of the Big Five to the pressure of persecution of outsourcing arrangements. Daher scheinen die Umstände sind entstanden, um große Anstrengungen im Hinblick auf die Vermarktung und Werbung zu machen, um die Auslagerung der Finanz-Funktion. Die Partner unterstützen, das zumindest zwei der wichtigsten pro0veedores haben vorgeschlagen, sie wären bereit, comañia Prüfung zu überlassen ein Client, um zu einem Anbieter von Finanz-Outsourcing-Dienstleistungen. Aber gibt es zunehmenden Druck, vor allem in den USA, dass die Prüfung Unternehmen nicht für die Bereitstellung anderer Dienstleistungen für die Kunden beteiligt werden eher größer wird. Es wäre interessant zu sehen, wie die einzelnen die Big Five, um den Druck der Verfolgung von Outsourcing-Vereinbarungen.

Eine Statistik, die angezeigt wird häufig in der Literatur ist, dass etwa 50 Prozent der großen Unternehmen im Vereinigten Königreich benutzt haben Outsourcing einen wesentlichen Teil ihrer Computing Funktion. Dies zeigt auch, dass die durchschnittliche Unternehmens-, Informations-Technologie und Finanzen ein ähnliches Niveau der Ausgaben darstellen. Wenn also die Outsourcing ist immer führte eine rein strategische Outsourcing der sekundären Funktionen erwarten razonzble Finanzen waren Thema "Outsourcing" im gleichen Maße, dass die Informationen.

Recently, a number of multinationals among whom were BP, Shell, National Starch & Chemical, Sears, NFC, Conoco, Lasmo and a series of public sector enterprises have turned to outsourcing finance and accounting. There are many more in the pipeline and a series of small and medium companies have found the right suppliers, whose contracts often include finance and accounting. However, it is highly unlikely that the finance and accounting outsourcing subject to reach as often as computers. The more information provided for a maximum approximate finance outsourcing from 15 percent in all businesses in 2005.

It's hard to imagine a direct comparison with finances, but clearly, the accountants of high flying will be more attracted to companies that are experiencing high growth, and so on. Es gibt viele Gründe zu glauben, dass die Auslagerung finanziellen, wird Rückseite des Computers, von denen einige offensichtlicher als andere. Viele Unternehmen finden es unmöglich, qualitativ hochwertige Computer-Verleih, weil ihre sistems alt sind und "uninteressant", nicht leisten können, ein attraktives Gehalt und Aufstiegschancen sind begrenzt oder nicht vorhanden. Es ist schwer, einen direkten Vergleich mit den Finanzen vorstellen, aber klar, die Wirtschaftsprüfer von hochfliegenden wird mehr Unternehmen, die hohe Wachstumsraten erleben werden angezogen, und so weiter.

In many cases, suppliers or do pretty much the same way they did their customers. Service might have improved since he took office, but still focus on getting the service conforms to customer-related services involved. At some point these service providers feel the need to devise specific ways regardless of the process of doing the work and then start to convince their customers about their benefits. In fact, it is harder for some processes than it is for, say, staff payroll, but may be essential before the achievement of a major expansion of the private sector. Over time, it is expected that a number of service providers, offering alternatives to specialized sectors as a package on the market for OPN. Trotz dieser vernünftigen Maß an Zufriedenheit, das Wachstum des OPN scheint immer im Rückstand Prognosen. Gesamtbewertung Ministerien sind verantwortlich für eine Vielzahl von OPN, aber dieser wurde nie in dem Maße von der Privatwirtschaft emuliert. Einige der wichtigsten Dienstleister der Durchführung aus ähnlichen Prozessen und im Grunde einfach für eine Vielzahl von Kunden im öffentlichen Sektor in vielen Ländern. In vielen Fällen kann, Lieferanten oder tun so ziemlich das Gleiche, wie sie sich ihre Kunden. Service haben sich verbessert, seit er sein Amt antrat, aber noch immer im Mittelpunkt Service entspricht den Kunden-Dienstleistungen beteiligt sind. An einem gewissen Punkt diese Dienstleister spüren die Notwendigkeit, spezifische Wege finden, unabhängig von der Prozess der macht die Arbeit und starten Sie dann an ihre Kunden über ihre Leistungen zu überzeugen. In der Tat ist es schwieriger, für einige Prozesse als es für, sagen wir, Personal Abrechnung, kann aber vor dem Erreichen eines wichtigen Expansion des privaten Sektors. Im Laufe der Zeit wird davon ausgegangen, dass eine Reihe von Dienstleistern und bietet Alternativen an spezialisierte Sektoren wie ein Paket auf dem Markt für OPN.

It is normal, as the talks succeed, the service provider explain how to improve the competitive position of the client including more processes in combination. Jeder Client Unternehmens zu prüfen, der Auslagerung einer oder mehrere Geschäftsprozesse erhalten den Rat auf, seine Verteidigung vom ersten Tag an zu bauen, einschließlich des Benchmarking der aktuellen Service in einer Art und Weise, in der internen und externen Grenzen der Anwendungsbereich klar definiert sind. Es ist normal, , wie die Gespräche erfolgreich zu sein, der Dienstleister erklären, wie man die Wettbewerbsfähigkeit des Kunden, einschließlich mehrerer Prozesse in Verbindung zu verbessern.

Offensichtlich sind die Kunden nicht mit Outsourcing-Unternehmen, wenn es nicht geht keinen Vorteil bieten. Die folgende Frage bleibt, hätten die Gewinne durch die Auslagerung erhöht, wenn es ein Wettbewerb geschaffen hatte?

Outsourcing has grown worldwide, both during periods of economic expansion and decline. Clearly, the majority of outsourcing to date has involved a computer and is easier to imagine that this would seem to be a candidate for outsourcing in both periods of growth and decline. Notwithstanding OPN has occurred over a period of high growth on the end of the nineties. As the aspect of cost savings, will probably start to stand out in periods of economic decline, supposedly the OPN will continue to be practiced. Es wird manchmal gesagt, dass die Elemente der OPN nicht auf die Technologie ebenso wie der Informationstechnologie, die Notwendigkeit eines Rückgriffs auf die Auslagerung von diesen Gebieten ist im Allgemeinen stark verringert, wenn die Wirtschaft boomt nicht mehr ab. Es wäre erstaunlich, wenn das wahr wäre. Outsourcing hat sich weltweit, sowohl während der Zeiten des wirtschaftlichen Aufschwungs und des Niedergangs. Offenbar hat die Mehrheit der Outsourcing bis dato ein Computer beteiligt und ist einfacher, sich vorzustellen, dass dies scheint ein Kandidat für Outsourcing in beiden Perioden des Wachstums und der Rückgang würde. Ungeachtet OPN hat über einen Zeitraum von hohen Wachstumsraten am Ende der neunziger Jahre aufgetreten. Wie der Aspekt der Kostenersparnis, werden wahrscheinlich abheben in Zeiten des wirtschaftlichen Niedergangs, die angeblich die OPN wird weiterhin praktiziert werden.

oxen. All dies vollständig zu erklären, warum OPN scheint immer langsamer wachsen als die meisten Beobachter erwartet. Wahrscheinlich der wahre Grund ist, dass viele Führungskräfte haben instinktiv erkannt, dass, bis die Zukunft Ihrer IT-Abteilung ist eigentlich in einer soliden Position, die Auslagerung eines bedeutende Anzahl von Operationen OPN gleichbedeutend mit, den Wagen vor die Ochsen.

Es lohnt sich, genauer zu analysieren einige der Features, die in der OPN.

The term business process outsourcing (OPN) is used to describe the outsourcing of a combination of secondary processes. Typically, this combination includes finance and accounting, human resources, payroll, internal auditing, taxation, consumer assistance centers and a series of industry specific process. For some people, OPN also includes processing of applications. However, it is preferable to the definition provided by Dataquest, a technology research company American business. Dataquest believes the OPN, as a business process-enabled computer system, for example, processes involving large number of computer operations and / or that should be mentioned, and that can be processed by the application of information technology. Like most business processes are supported to some extent by the computer, this definition has many gaps. Basically the definition of Dataquest does not include catering services, garden, etc, why they just require computer operations. On the other hand consider the outsourcing of applications, including computer is typically why the management of that application what is involved. Dataquest shows that, regardless of which occurred inside or outside, is a function of managing the application and therefore itself part of computing.

Of how to develop the definition, there is no doubt that a large number of leading companies in the developed world uses the outsourcing of many of these processes, the degree of success, it is less clear.

In 1998, Coopers Princewaterhouse commissioned Yankelovich Partners to conduct a comprehensive study of OPN. This survey covered 304 executives in charge of decision making in 14 countries. After confirming that global competition was the main cause to afford the OPN, 63 percent agreed that outsourcing had used one or more processes involved, and of this percentage, 84 percent said they were satisfied with the performance from your service provider.

Few employees are overly surprised by the statements of previous satisfaction. Staff payroll is the administrative process is intended more to outsourcing, has been one of the first areas to be used and the degree of satisfaction in this regard has recently been 97 percent.

With the possible exception of finance and accounting, other business processes do not depend heavily on the latest technology used in the outsourcing as would own computing function. It would probably be more appropriate to say that the absence of latest technology are not as clear in some of these processes. For example, a CEO or CFO can feel completely satisfied to see that staff costs are reduced gradually, without realizing that maqyores savings would be achieved if the service provider would have employed the latest technological improvements. The fact that the customer is not aware of the technological improvements made also means that, over time, the supplier could end by transferring a small amount of savings.

However, few would deny that there is a reasonable level of satisfaction among most client companies that have resorted to outsourcing their business processes. This seems especially true when the norm is savings of less than 10 percent and service providers are scarce credible than in the computing market.

A firm considering outsourcing a function of secondary computer, you should carefully consider what might be revealing. Some organizations have retained 10 or 15 per cent majority of staff in the company and still believe they have assigned to the service provider and specialist knowledge is vital to its future welfare. If this happens, it would be good to establish a good relationship with the supplier. Although losing some special knowledge, thus sometimes happens, is not the same as sharing. Be surprising if the vendor staff did not learn something new to work with the client company, but that's not usually a problem because the positive side is that each client benefits from the ideas that the supplier has taken from other customers.

Managers differ greatly with respect to the potential loss of knowledge or skills. Some are very concerned about the use of contractors or consultants for fear they might pick up information that would then owned by other companies, thereby harming competitiveness. Others seem to believe that any advantage in knowledge and skills with which they have is probably fleeting, and therefore not worth protecting. However, the vast majority recognize the need for caution in regard to the intellectual capital of the company, while accepting that there must be something to give in return.

The number of companies that have suffered serious loss of knowledge and skills because of the outsourcing of IT should be relatively small. Usually this only happens when key people leave the client, but refused to join the supplier or losses occurring somewhere in the system during the transition, as sometimes happens with legacy systems whose importance is noticed missing later.

In the past, companies tended to resort to outsourcing of computer function without considering the loss of knowledge and skills as a serious problem, after all it was a secondary role and the desire or the need to resort to outsourcing often admission was not risked much. Yes it ever was true for most companies, it is certainly still true today, and there are serious doubts that will be true tomorrow.

If the various business functions are represented as branches of a tree, when outsourcing experienced a breakthrough in the seventies and eighties, the branch of computer science was a relatively thin member, but with rapid growth. Even then, his qualities have proved to be small outbreaks that reach to other branches, giving the tree a twist. Since then, this branch has become increasingly strong, firmly attached to most of the branches and coiled around the trunk. In fact, the branch of computer could be compared with a parasite that is apparently intended ivy strangling a giant oak. The ivy has a different path to the oak and it would be in better position if this were not

At present, the role of information technology is clearly gaining in importance for all companies, and for a growing number of them is more and more difficult to understand and use. The need to reduce costs, offer faster delivery cycles and improve service in general will be increasingly difficult to resolve to confront the needs of the core activities.

The major Western companies have been proposed as savings target of 30 percent when they begin to consider implementing the outsourcing of information technology. If they could achieve these savings while we obtain comparable or better service, then logically their managers argue they would not be easy to argue against outsourcing, especially if they believed “they were getting rid of a problem.”

One reason there is not a stampede toward the outsourcing of IT departments is that many operations do not produce good results. It has been estimated by various means that between 20 and 35 per cent of outsourcing arrangements in the department of computer are canceled or not renewed when the contract ends. It is recognized that there are reasons other than the Customer insastifacción service provider, for which a contract could not be renewed. However a significant number of computer outsourcing arrangements fails to keep the customer satisfied and in a competitive situation. This is the main reason to show caution and improve the general level of understanding when considering a risky venture like this.

Another reason to be cautious is the fact that outsourcing service providers, both large and small, consider an arduous task to find enough trained personnel to meet their needs. When computer specialists will find it easy month to customers who hire the appropriate personnel as they provide a better perspective of advocacy, but probably are growing much faster than those companies that act as countervailing factor. It may seem reassuring that the service provider has hundreds or even thousands of specialists in payroll, but this does not mean that all or any of these people can switch to your project immediately.

Consequently, the client company should be careful how many of the personnel components of the computer science department will remain with the supplier upon trancisión. If the supplier must replace most of the team in the early stages of the agreement, then yes there's a concern.

It should speak to the last customer of the provider and ask the frequency with which short-term contractors and out of the project, although to be fair, it should be noted that some providers did a good job of achieving a transition to moderate and implement successful and timely new systems, even when they could not add as many specialists to the project as had been thought originally. It would be fair to add that if unforeseen problems arise during the transition or at a later date during the contract, the typical computer sevicios provider logically have a better chance of overcoming that if the client could have done alone.

Despite speculation in the mid-nineties that the beginning of the new century would witness the first time an extension of unemployment in the sector of specialists in the information technology sector, the reduction will continue for some time. Undoubtedly, the new staff trained in computer finishes college and leave with knowledge of the powers in a growing number in almost all countries, a fact that many companies solve problems if they want is to focus on current technology.

However, the problem of maintaining competitiveness is that if a company wants to keep up with your competition, you must do so using the latest technology, being ready and able to cope with future developments. Just have not Infomat specialists will receive training on important new developments is only part of the answer.

Some people believe that the pressure to resort to outsourcing of information technology largely disappear over the next year. In Western Europe, the amount invested in internal computer and accounting functions is very similar, between 1.5 and 4 percent of the total turnover of the company. But as time goes on, it is believed that information technology spending will increase faster than that of finance. However, the fact that at present are reasonably evenly suggests certain individuals with optimistic attitude in computer costs may have stabilized and no longer will require outsourcing of this function.

In a first investigation, the IT department looks like a solid concept. The company may employ their own specialists in the quantity and quality required, these people will be available to carry out specific tasks necessary trabajo.Lamentablemente every day, for most companies this concept is wrong because of ignorance and ability to rapid changes brought by new technologies. Each company needs to take advantage of the best service that can deliver informatics. However, those who possess the expertise and the ability to provide the best service, want to work with specialist agencies that can offer an exciting job and an opportunity for personal development.

A “nightmare” that always comes to mind for many IT department managers is the need to adopt a new technology at a time that the continuing burdens of work is stressful and at levels which prevents or limits the opportunity to expand training . If, as often happens, the staff decides to pursue during this period, then the nightmare becomes something even more shocking.

The areas in which the reduction of qualified computer specialists is most pronounced include the design of call reception centers, ERP, Internet development and data storage, all areas which have recently appeared. The only thing we know about the future is that new specializations and applications tend to emerge at a rapid pace, so you can always produce a reduction of special knowledge and skill in relation to recent developments.

Probably més important reason for resorting to outsourcing of IT is the chronic and almost continuous reduction of qualified staff. Enterprises located in or near the towns of large cities, often feel that they risk losing their most important personal because they always want the best most glamorous work in areas such as financial investment or the media and major population centers provide an opportunity to choose from a wide range of employers. Although one thinks that companies lack a striking image probably will be hurt more in that sense, the fact that the reduction is global, and even major companies month face problems in procurement.

If we use the analogy of the sword and pistol to which we referred above, it is reasonable to describe the conventional internal secondary role as the department of swords, a role that has long existed and which is increasingly under pressure by those state that has become obsolete to confuse the importance of key processes. In addition, some older attempts by nejorar the results do not justify the collective effort.

Against this, the concept of outsourcing to a specialist provider relationship with the gun might, because it is a relatively new idea and is capable of continuous improvement. Why would I want to continue with the sword when they could own a gun next generation?

A very valid reason is that you could have outsourced version of a gun whose operation is difficult to understand, and lacked manual and system which helps the user to suffer ongoing problems of routing. Under such circumstances, undoubtedly will not be nice to see how your competitor comes up with a sword.

However, there is the gun now, so you should consider future options carefully.

To motivate a specialist service provider may be some inducement to last until the end of the contract, in addition to the firm conviction that an additional contract, at least as profitable as the first, will be available in exchange for a job well done. At least this will involve an agreement on the risks and rewards by which, beyond a certain level, the two parties will share savings and costs of a prearranged way. These association agreements or agreements with value-added component called the accumulation of agreements in which everyone wins.

Increasingly often, the emphasis will be more related to continuous improvement in service rather than just cost savings. A good example is the agreement to Rolls Royce Aero Engines resorted to outsourcing virtually all their IT department to EDS. The key factor of this agreement was the promise of EDS Rolls Royce to keep ahead of its competitors in that role.

Usually it was relatively straightforward for the client company establish its specification. Typically you start with a minimum service, of course, be higher than that being experienced at that time. After calculating the maximum price. When a partnership agreement in perspective, one would expect that customers want a stable price for a four or five years that was neither much more nor much less of their current costs. Once these two aspects have been considered by the client company, at least initially show their joy by sharing any savings that the service provider could achieve a rate of 50 percent.

It is certainly true that the majority of current success stories of outsourcing agreements are based on sharing risks and rewards between the client and service provider. It would be equally true to say that the enormous growth of modern outsourcing is based largely on those agreements. However, a number of suppliers known to produce high quality results for their clients, seem to have performed poorly for other customers, about the same size and importance in risk sharing arrangements and perks.

It will be obvious that to obtain the kind of results that BP Exploration calls for a service provider, must attend the following factors:

► The provider must be an established specialist in the role.

► The provider should be a mecca for high quality staff.

► You must carefully consider the location of the service to facilitate the treatment of all staff.

► The client will need to be an important one.

► The provider must be highly motivated to make continuous improvements.

If the provider is also a consultant or is associated with, or has other clients, the motivation must be strong enough media so as to limit the extent to which key personnel are transferred to other projects. Will be convenient to some movement of staff from the supplier about the customer base, but even a minimal decrease in motivation, as might occur if the supplier makes a better deal from another client, would be very harmful.

Many outsourcing arrangements proved to be disastrous for one and even for both sides, and at one time thought they were the lawyers who were to be provided the big beneficiaries.

However, when successful agreements began to get publicity, was present there was an important factor savings should be shared by both parties, if a service provider and efficient specialist was involved and motivated enough. Once this situation was realized, it became clear that outsourcing could not ignore. How could, when it appeared the items supported by the two sides of a showing that outsourcing was a client company may obtain both improved service and cost savings immediately after the transition and then trying to achieve in the future service improvements and savings.

As a result, outsourcing has become a dominant feature of business in the nineties and began to apply different functions to other computers. As the globalization of business grew and the World Wide Web began to evolve, the rate of growth of the entire outsourcing to external specialized industries such as outsourcing, took off at the same speed.

An important factor that can not be ignored is that outsourcing is being applied to all functions and that the rate at which new contracts are made continuously grows.

However, it is important to understand the different reasons for this growth occurs. Indeed, many customers have signed outsourcing agreements for the same reasons that caused the rise of modern information technology outsourcing. In other words, they have cash flow problems, need a change of placement or to recognize that their systems are very scarce, obsolete and uncompetitive.

A significant number of other clients has approached the situation from a very different angle. They have accepted the data displayed by a number of satisfied customers, as well as their suppliers and have reasoned that service improvements, savings, and especially continuous improvement could only have been achieved using external experts.

Therefore, have approached the concept of outsourcing in mind the added value even when the managers believed that the functions involved and were competitive.

In these early days of outsourcing, both customers and suppliers of computer services specialist waiting to be able to provide at least a level of service comparable to that which existed before the transfer. Also, expect the service provider could do it profitably and also get the customer savings. However, there is no certainty that many people could imagine at that time the savings potential of an outsourcing agreement.

The typical service provider will try to ensure that the end of the transition, for example, when staff is finally transferred to relevant service provider, all the initial changes considered necessary have been completed, the cost of providing service from that point onwards always going to be desco_ nocido until it finally occurs. However, it is interesting to note that most providers initially estimated that the savings likely to approach 20 percent, but gradually began to realize that even when IT departments were transferred aparentemnte efficient, the figure could reach 40 per percent or more. Obviously, this figure is somehow shared between the client and service provider.

When the outsourcing of finance departments became a reality, new service providers aspiring imagined that the total savings between 15 and 20 percent, but although the actual results have varied greatly, the total savings of 40 percent also have been achieved by this function.

There are reasons to say that if management can not present arguments in the ongoing growth in value of a function, then you should seriously consider one or more options for outsourcing.

The concept of virtual organization can be very new, but outsourcing functions to outside specialists has been practiced for many years under several names: contract manufacturing, resource management, outsourcing and insourcing. For example, many large accounting firms will surely admit that even in the early twentieth century had customers who had accounts in lieu of an audit, a situation that still occurs today.

In retrospect, “outsourcing” could have gotten a better name to describe the outsourcing business class that emerged from the basic business idea that if your company does not specialize in a particular function is likely to be profitable in terms of cost and quality of service, transfer control of the function to a specialized organization.

The contract manufacturers and business people involved in resource management is generally agreed that appear are in an outsourcing firm. However, when most people hear or see the term outsourcing, normally associated with the outsourcing of information technology function.

The outsourcing of IT functions began producing a larger scale due to the high cost of processing power of the seventies. This forced even the largest companies to obtain at least some of its computing solutions companies offering computer services. Realize that the huge expenditure which had been incurred in respect of hardware recently, it would allow them to remain competitive for a long time was a deciding factor when outsourcing.

In addition, managers began to worry that their computer departments requiring a lot of time and resources growing despite being a central role. Under these circumstances, customers suffering cash flow problems, exceptionally deficient systems, strong competition or needing a change of location initially dominated the outsourcing of information technology.

Therefore, the outsourcing boom arose from the area of information technology and exceptional circumstances experienced the same during the latter part of the twentieth century.

In the nineties, some management theorists submitted that the most important factor to maintain competitiveness was to differentiate between central and secondary functions, and then transfer the latter to a specialist in that role. This idea was not particularly new, but it was certainly an idea “that his hour had come. As the debate on this issue grew and evolved, was born the concept of virtual organization. The theory that lies behind the virtual organization is that any secondary function should be transferred to an outside specialist. However, it also indicates that there may be organizations that perform its core functions better than you, why not transfer them too? Recently, a number of companies have been created on this principle and has proceeded to the outsourcing of all but almost all the functions from the first day, leaving behind only the “soul” of the company.

It is still too early to reach a conclusion as positive and negative aspects of starting a business this way. However, it will interesamnte observe what happens to the medium and long term.

It is now generally accepted that, independintemente of how a function or group of business processes are structured or managed, the improvements made at one time are, at best, fire exercises. The ideal solution would place each individual function or group of processes in a position where they were able to adopt new technological advances when they first appear and seek continuous improvements in order to remain competitive.

It is possible to establish the conditions necessary for the head of funció be able to achieve this goal.

► Ideally the role should be central.

► The role should be able to grow continuously in order to attract better quality workers.

► The role should be in a position of growth taking additional customers.

Some outsourcing relationships have been enhanced either by a customer or supplier that takes a shareholding in another. Where is the supplier who gives this step can be regarded as a demonstration of its commitment to the customer's primary interest. On the other hand, when is the customer who takes a stake in the supplier's capital, is often regarded as a form of insurance.

This was the assumption made by the outsourcing market in general when the Swiss bank signed an outsourcing agreement with a provider, Perot Systems, under which it acquired a stake of 24 percent for Perot. However, the agreement also showed that the bank must have been impressed with what Perot had to offer.

Something similar happened in September 1997 when Commonwealth Bank and EDS Australia signed what was called the largest IT services contract for outsourcing of financial services. The deal was worth 5,000 million dollars and a term of ten years and meant that Commonwealth Bank took $ 240 million, a 35 per cent at EDS Australia