Outsourcing: How to Make Vendors Work for Your ShareholdersOutsourcing promises tantalizing benefits: cost savings, improved responsibilities & fewer distractions. Unfortunately, those claims don't hold up under the harsh test of reality. The ugly truth is that outsourcing is often the last resort for executives frustrated with staff departments. But does it make sense to get rid of management headaches by eliminating an entire department? This book offers practical guidelines that answer the fundamental questions: When is outsourcing appropriate & when is it just throwing too much money at the problem? |
Contents
The Issues | 1 |
What is Outsourcing? | 9 |
The Real Motives for Outsourcing | 28 |
Copyright | |
8 other sections not shown
Common terms and phrases
accountability additional advantages alternative benefits better budget build capital Claim clear clients commodity comparison compete competitive considered Consultancy continuity contract corporate costs course critical culture customers deal decision deliverables demand directly economies of scale effective employees ensure entire entrepreneurs escrow example executives expected expensive extended staffing external external vendors fact firm firm's fixed focus function fundamental funding give healthy hire improve increase insiders interests internal service provider internal staff invest leads less long-term look manage negotiating offer Once opportunities organization organization's organizational outsourcing vendors peaks performance priorities problems products and services profit proposal Reality reason reduce relationship require response result risks savings sell share shareholders skills solutions standards strategic success takes term understand unit vendors and contractors