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Home > Business/Finance > Diversified Services > Business Outsourcing
BPO: IT services vendor strategies
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| Published Date:
June 2007
Published By:
Ovum Plc
Page Count:
24
Order Code:
R464-552
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- Key findings
- Messages for vendors
- Identify your strengths and (up)sell around them
- Board-level support for BPO is critical…
- …but don't over-stretch yourself
- Listen, and adapt to client needs
- TPAs are part of life: work proactively with them
- Work towards a balanced portfolio
- Work to productise offerings for the long term
- Develop repeatable and lower-risk sales processes
- Invest in senior client sector executives
- Partner and relationship management is crucial
- Why BPO?
- Leveraging existing assets
- Defending existing IT business
- Opportunity for sustainable growth
- Success and lessons to date
- Growth is not what it seems
- Profits take a long time to come
- Maturity can make a big difference
- A lack of quality delivery operations
- Small acquisitions can beef up offering
- Partnerships are a more likely route
- Mixed support for BPO from IT services vendors
- Offshore, not IT, drives today's BPO deals
- Understanding the client context is crucial
- Building a 'balanced portfolio'
- Getting shareholders on board
- Renewed strategies going forward
- Targeting the 'right type' of business
- Focusing on existing strengths
- Vertical versus horizontal BPO focus
- BPO sales strategies
- Still a learning experience
- More targeted sales
- Hiring 'rainmakers'
- Tightening up the sales process
- Flexibility in pricing models
- Leveraging consulting
- Offshore BPO
- The race for offshore resources
- Global players lead Europeans
- Global sourcing is driving M&A
- Sensible sourcing
- Offshore is a two-step process
- The role of IT in BPO
- ERP as a basis of horizontal BPO
- Single or multi-platform approach
- The drive for homogeneity
- Proprietary platform play
- Leveraging internal IP
- SOA as an efficiency tool
- Software vendors increase interest in BPO
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