Posts Tagged ‘Business’

Technology optimization, business process excellence to impel IT outsourcing

February 1st, 2010

The recent economic recession has reiterated the need for IT companies, especially mid-sized IT companies, to revisit their drawing board, re-strategize and come up with path breaking, yet cost effective ideas for maximizing business productivity and performance.Companies have steadily started outsourcing and spending again, but before doing so, they are making sure that they first get a proper sense of what kind of returns to expect from their IT investment.

However, the global recession seems to have turned out to be a blessing in disguise for mid-sized IT companies who offer global outsourcing services / solutions – as not just big U.S. companies, even mid-sized U.S. IT companies have started to acknowledge the benefits of outsourcing non-core technology work to “specialists”. Gone are the days when having a captive centre was considered to be the most viable business model. Companies have started to realize that business process optimization is the new mantra for steady organizational growth and transformation. Having realized that they need to possess a certain level of maturity when it comes to processes, governance and vendor management, organizations have started to reassess their approach towards selective sourcing and multi-sourcing.

Mid-sized IT companies rapidly moving up the IT value chain
Industry analysts strongly believe that the market for outsourcing will considerably rebound in 2010. Research reports indicate that the focus for the IT outsourcing market will slowly but surely be replaced by an outcome based model – this essentially means that traditional deals will continue to decrease during the next several years even as new utility and cloud computing services start becoming the preferred model of outsourcing. This will instigate a paradigm change as companies try to figure out ways and means to successfully cope with this model. Those that develop a sustainable, commercial offering will continue to be in vogue and are sure to witness an upward trajectory with respect to business growth.

Research indicates that an important breed of ‘emerging market suppliers,’ delivering outsourced services from promising global sourcing locations are gaining traction with organizations seeking to mitigate risks through expanded global sourcing networks. Some of these companies have achieved meaningful operating scale; further, aided by significant investments in delivery capabilities and by adopting certain best practices in the industry, these companies are successfully serving world’s leading corporations. A key USP of these companies is that they offer the best of both worlds to clients – onshore/near shore value and cultural nativity with offshore labor arbitrage – thus providing commercially viable, blended solutions on a platter.

Source:http://www.siliconindia.com/magazine/articledesc.php?articleid=HBKK783480384

Post to Twitter

Information Security Clauses and Certifications

January 19th, 2010

Outsourcing business and IT functions often means outsourcing compliance and liability risks as well. When a service contract involves protected categories of personal information, both parties need to understand the security requirements and risks. The contract should allocate responsibilities to prevent and respond to security breaches. The contract may also set expectations more precisely by incorporating a written security policy or referring to a widely accepted information security standard, sometimes accompanied by a requirement for a third-party security audit or assessment.

What contractual information security provisions should you consider, as a customer or as a vendor or business partner, when the contract contemplates the exchange of protected information? What do security standards and audits entail for a vendor, and what do they offer for a customer?

With heightened liability and compliance risks associated with handling protected categories of data, it is becoming more common to see contractual requirements holding vendors accountable for information security or requiring them to conform to a specified information security standard. Formerly, certification requirements were largely confined to contracts procuring data processing services for government agencies, financial services firms, and healthcare providers. Now, such provisions are appearing in a wide variety of outsourcing, cloud computing, software as a service (SaaS), infrastructure as a service (IaaS), and consulting contracts where the vendor will be processing or storing Social Security Numbers (SSNs), payment card or bank account details, medical information, or virtually any personal data from Europe, Canada, or other jurisdictions with more comprehensive data protection laws.

Often, the contract requires a self-certification of conformance with a particular set of information security safeguards and control procedures, such as the Payment Card Industry Digital Security Standard (PCI DSS) for credit and debit card data, ISO 27001/27002 (formerly ISO 17799), or the US government’s NIST 800 series of Federal Information Processing Standards (FIPS). But many contracts go beyond representations, warranties, or conditions concerning information security and require the vendor to submit a third-party expert assessment or audit of the vendor’s security practices.

Security audits can be costly and time-consuming, and an audit requirement may or may not be reasonable given the type and amount of data at issue. On the other hand, a neglected or casually performed self-assessment can result in contract termination, denial of insurance claims, or the shifting of liability following a security breach incident.

How well do lawyers drafting or vetting contracts know what their clients need, or what they are committing to, when it comes to the clauses or annexes detailing the parties’ information security obligations? Despite the sometimes mind-numbing acronyms and technical content, lawyers and business managers need to have a basic understanding of what is entailed with the more common forms of information security clauses and certifications. This will also help them determine which are the most useful and appropriate standards, representations, and certifications for a particular services contract.

Common Information Security Clauses

Confidentiality and nondisclosure provisions typically include a definition of “Confidential Information” accompanied by nondisclosure obligations. The definition usually amounts to “proprietary,” nonpublic information that could be legally protected as trade secrets or confidential commercial information. Sometimes the definition specifically includes “personal information” shared between the parties, such as customer and employee data or marketing lists, which may be both proprietary and protected by privacy laws. Typically, the clause obliges the parties to protect each other’s Confidential Information in the same manner that they customarily protect their own Confidential Information (“the same care and discretion” is a common formulation).

A simple, reciprocal confidentiality obligation works well where the parties have similar interests and capabilities in information protection. However, if one of the parties is relatively inexperienced or lacks sufficient resources or motivation, it may not be satisfactory to rely on such a provision without naming (or attaching) any special security requirements that apply to some of the data, or referring contractually to a widely accepted security standard.

Personal Information Security Clauses

Many contracts involving the sharing of protected categories of nonpublic personal information now also include a Personal Information or Personal Data provision. This is typically designed to help ensure compliance with any applicable privacy laws or standards, such as the federal HIPAA and HITECH acts governing medical data in the US, state personal information security and breach notice laws, and data protection legislation outside the US. The clause will often require the parties to implement “reasonable and appropriate” security measures to protect either defined categories of personal data or, more broadly, any personally identified or identifiable information (“PII”) furnished in connection with contract fulfillment.

The clause may refer generally to compliance with “any applicable laws and standards,” but it is prudent to add a specific reference to any particular information security regimes that are known to apply, such as PCI DSS (payment cards), HIPAA and HITECH (medical records), GLBA (financial accounts), FCRA (consumer reports), national laws based on the EU Data Protection Directive, or the Massachusetts personal information security requirements contained in Massachusetts M.G.L. c. 93H and 201 CMR §§ 17.00-17.05. This helps ensure that the parties understand the operational security requirements and avoids disputes about precisely what was required of the vendor.

Related provisions that may appear in this clause or separately include those relating to indemnification in the event of a security breach or abuse of personal information, insurance to cover such events, notice obligations in the event of a suspected breach of security, and a duty to cooperate in the investigation and resolution of security incidents involving protected personal information. Depending on the sensitivity of their consumer, employee, or government relations, some customers insist on a provision that allows them, or their designated experts, to control the investigation and any notifications to affected individuals or to law enforcement or regulatory bodies, even if the vendor is responsible for some or all of the related costs. Occasionally, the personal information clause will expressly deny any intent to create third-party beneficiary rights for the individuals who are the subjects of the data. This is not possible, however, in the case of European personal data transferred abroad under EU-approved standard contract clauses, as mentioned below.

The personal information clause may also include reference to a specified information security standard and possibly to a required third-party certification. The more common forms of these will be discussed in the next posts in this series.

Clearly, the personal information provisions of the contract can involve substantial risks and costs. The vendor should be careful to understand the requirements and not commit to more than it can perform (or afford). The Customer needs to exercise due diligence in ascertaining that the vendor has the technical and financial capability to perform as required, since the customer may be held accountable in any event by courts, regulators, and the public.

Transborder Personal Data Transfer Agreements

Personal data from the European Union, European Economic Area (the EU plus Norway, Iceland, and Liechtenstein), and other jurisdictions (such as Switzerland and Russia) with laws based on the EU Data Protection Directive are usually covered as well by a transborder data transfer clause. This may refer to the receiving party’s obligations as a data “controller” under laws based on the EU Directive, including obligations to provide notice and access and to secure the data with appropriate “technical and organizational” measures proportionate to the privacy risks inherent in handling the data at issue. If the receiving party is a mere “processor” under EU law, it is mandatory for the contract to include an “Article 17” clause (usually under the heading “Personal Data” or “Data Protection”) to the effect that (a) the processor will handle the data only according to instructions from the data controller and (b) the processor will employ “technical and organizational” security measures equivalent to those required of controllers. (Note that Article 17 clauses are required in contracts between controllers and processors even if the personal data remain in the EU / EEA.)

Whether a party receiving European personal data outside the EU / EEA is a controller or a processor, it must have a legal basis for receiving the data. The data may be received in any of the handful of countries deemed by the EU to afford an “adequate” level of protection, such as Switzerland and Canada (to the extent that the data are protected by the Canadian federal PIPEDA act). Data from EU / EEA countries, Switzerland, and Israel may also be received lawfully in the United States by a company that participates in the International Safe Harbor program. Otherwise, the transfer of such data must be covered by informed consent or another of the accepted “derogations” under Article 26 of the EU Directive. The most common of these are EU-approved standard contract clauses (or “model contracts”) and, more recently, nationally approved binding corporate rules (BCRs).

The EU standard contract clauses typically appear in a separate document or annex, with mandatory terms and a description of the data transfers according to EU requirements. There are only a few approved options in the terms themselves, but the descriptive annex must be carefully drafted to cover all of the contemplated data categories, uses, and recipients. The current sets of EU-approved standard contract clauses do not require a detailed description of security measures, but they do require reference to any special measures that must be taken to safeguard “sensitive” data. (In the EU context, sensitive data refers to information concerning race or ethnicity, health or sex life, religious beliefs, political or trade union activity, and, depending on the country, criminal history, national ID numbers, civil judgments, and any other categories of data deemed especially risky under national law or regulations). In some countries, such as France and the Netherlands, the data transfer agreement and descriptive annex must be submitted for review by a national data protection authority (DPA). DPAs have been known in some instances to request more information about the security measures to be employed (such as encryption), particularly where sensitive data are involved, and they may require that these be included in the data transfer agreement. This information is not made public, however, lest it compromise the security measures.

Several other jurisdictions with comprehensive data protection laws (such as Argentina, Australia, Canada, Dubai, Israel, and Japan) require “reasonable” or “appropriate” security measures proportionate to the risks; they also require or recommend contractual safeguards when transferring personal data to the US, India, and other jurisdictions lacking similar data privacy laws. So far, these countries have not specified security standards or detailed requirements that must be reflected in the data transfer agreement.

Source:http://www.infolawgroup.com/2010/01/articles/information-security/information-security-clauses-and-certifications-part-1/

Post to Twitter

Microsoft Partners With arvato to Deliver Global Business Process Outsourcing Efficiencies

January 18th, 2010

Microsoft has signed a global business process outsourcing partnership with arvato AG, one of the world’s largest internationally networked media and communication services providers.

The five-year agreement – which sees Microsoft consolidating operational activities for several key business lines previously handled by multiple suppliers with one vendor – commences in January 2010. arvato will support this business globally from their operations based in Dublin, Singapore, Reno (Nevada), Fargo (North Dakota), Manila and Buenos Aires.

In its new role as a key global business process outsourcing partner, arvato will manage services for Microsoft Dynamics (formerly known as Microsoft Business Solutions), Commercial Operations, Services and OEM (Original Equipment Manufacturer) divisions.

The teams will be using the latest BPM (Business Process Mapping), CRM and data management technology to handle operations including software licensing and distribution, partner reward schemes, day-to-day invoice processes for Microsoft distributors, technology deployment, technical support and customer services.

arvato will also be developing an enhanced managed services model to simplify, globalize and standardize processes across the four business lines and significantly reduce costs.

Microsoft and arvato have worked together as strategic partners since 1994, collaborating on a number of major global projects.

Matthias Mierisch, Head of arvato’s Global BPO Unit for Microsoft and CEO of arvato UK & Ireland, said: “Over the last fifteen years, arvato has been successfully delivering against Microsoft’s growth objectives.

“This agreement is testament to the hard work and dedication of our employees over this time and the quality of service we provide every day to some of the world’s most trusted brands.

“We will now be focusing on ensuring Microsoft realises the true benefits from this latest substantial investment in arvato.”

“Moving from many to a single vendor with such extensive international reach will not only be more efficient, but also help ensure global consistency in the way we do business,” said Matt Rossmeissl, Microsoft Vice President Commercial Operations. “We’re looking forward to collaborating with arvato to create new opportunities, greater convenience and enhanced value to our partners and customers around the world.”

Source:http://dotnet.sys-con.com/node/1249936

Post to Twitter

UK firms praise ITO performance

December 17th, 2009

The UK’s leading organisations report that their satisfaction with the performance of IT service providers has increased to record levels this year, as has their ability to manage their outsourcing contracts, according to Consultant News.

These findings are from this year’s ‘information technology outsourcing (ITO) service provider performance and satisfaction study’, undertaken by business advisory firm EquaTerra.

UK ITO buyer organisations ranked Capgemini (79%), Cognizant (79%) and Computacenter (78%) as the top three service providers for client satisfaction scores in this year’s study and the bottom three were HP/EDS (59%), Verizon Business (58%) and CSC (51%).

Source: http://www.itweb.co.za/index.php?option=com_content&view=article&id=28943:oz-police-it-projects-8220disastrous8221&catid=69:business&Itemid=58

Post to Twitter

BUSINESSES IN INDIA NEED TO PREPARE URGENTLY FOR THE INTRODUCTION IN 2011 OF IFRS SAYS ACCA

November 21st, 2009

ACCA (The Association of Chartered Certified Accountants) asserts in a new report called “Changing the I in IGAAP – Perspectives in India’s transition to IFRS”, that Indian businesses need to be better prepared to meet the introduction of IFRS (International Financial reporting Standards) in 2011.

Sir David Tweedie, Chairman of the International Accounting Standards Board commends the report in its foreword, which he says “continues ACCA’s long-standing support for global standards, and will provide a useful aid to Indian companies as they implement IFRS.”

Feedback given to ACCA during a series of round tables held in the late summer of 2009 in Delhi, Mumbai and Pune, showed that there was a lack of focus in the Indian business community about conversion to IFRS from Indian Generally Accepted Accounting Principles (IGAAP).

The roundtables were organised by the research wing of Get Through Guides (GTG). Vandana Saxena Poria, CEO of GTG said: “The purpose behind the roundtables was to speak to those who have been through the process of moving to IFRS and those who are embarking on it, to share knowledge and look for ways to make the process easier for the thousands of companies in India who will move to meet the 2011 deadline.’

Aziz Tayyebi, Global Financial Reporting Officer at ACCA, chaired the roundtables and says: “With 2011 rapidly approaching, Indian companies and financial professionals are faced with a major change in financial reporting. Experience from other countries has shown that not only can financial statements be impacted significantly by the transition to IFRS, but that this change process needs to be well planned to ensure costs and resources are not strained.”

Aziz Tayyebi continues: “Indian companies have already embraced globalisation, as evident in the prominent role they play in the international outsourcing and information technology sectors. It was heartening to hear from participants that Indian organisations will not only embrace IFRS, but will flourish through increased global trade and the creation of new knowledge-based business opportunities which will flow from IFRS.”

However, ACCA warns that there are hurdles ahead as successful progress towards IFRS depends on a number of factors, from having the right number of staff to ensuring IT systems are in place to capture and analyse data relevant to IFRS. It is also crucial that business managers are made aware of how IFRS will affect their decision making, and that there is high level buy-in to the IFRS strategy.

Aziz Tayyebi concludes: “Education and training of staff is essential to successful implementation of IFRS. A key challenge is to ensure companies, auditors, regulators and the investment community are appropriately skilled to apply and interpret IFRS. We found during our round table discussions that the majority of businesses were yet to embark on a full scale training programme for relevant staff. The perceived lack of focus is one of the main challenges facing Indian businesses. Without this focus, achieving a successful and worthwhile conversion could prove troublesome. It is vital that a clear and detailed roadmap to convergence is announced by government and regulatory bodies to bring confidence to the overall convergence project.”

Source:http://pr-usa.net/index.php?option=com_content&task=view&id=293856&Itemid=30

Post to Twitter

Firm specializes in connecting businesses with government buyers

November 21st, 2009

With the headlines filled with layoffs, high unemployment rates and rough economic times, it’s positive news when new businesses come to Northern Michigan.

This past June, Harley Luplow and Shelagh Smith, a husband-and-wife team, established a consultancy called Government Outsourcers, in Harbor Springs.

With their help, small- and medium-sized businesses can sell their products and services to government buyers. This consultancy can assist local businesses in finding and managing opportunities to bid on federal, state and municipal contracts.

Currently, the state of Michigan is encouraging businesses to diversify into four sectors: aerospace, medical, green technology and government. Luplow and Smith are focused on assisting businesses diversify into the government sector.

“Many businesses find it intimidating to try and sell to the government. We believe that outsourcing this effort, like small businesses outsource their payroll or tax preparation, will make sense for many companies in the area,” said Smith.

Smith and Luplow, a Georgetown MBA graduate, began their government sales careers in 1994 when they sold office furnishings and design services to U.S. embassies and multinational corporations in Eastern Europe and Central Asia.

Starting out as an attorney in Chicago, Luplow has an extensive business background that also includes working in the U.S. Senate, as a marketing manager for IBM while completing his MBA, and most recently as a consultant for Boyne USA, where he revamped the financial reporting system and created an annual marketing plan.

Smith has an interest in commercial architectural interiors and design and was the lead designer for Nova Europe. Her role in their prior business was to furnish the U.S. embassies and new office spaces among their eastern European clientele.

Over the past summer, Luplow and Smith had opportunities to provide their services to several local companies, including Gas Technologies in Walloon Lake, Harbor Optical in Traverse City and Harbor Industries in Charlevoix. Upon seeing the significant number of area companies desiring to outsource their government sales initiatives, it made sense to form a business in Northern Michigan, the couple noted.

“As we all know, it’s small business that creates jobs, and the government has special programs and incentives to encourage small business government contracting. We can help businesses find their opportunities and take the mystery out of the process,” said Luplow.

In addition to Luplow and Smith, Government Outsourcers has a board of advisors in place who help guide the growth of the business. They include: Steve Griffiths, a Harvard MBA graduate and supply chain expert; Joseph Seletsky, a West Point graduate and manufacturing project leader; Joe Millanes, certified lean manufacturing; and Todd Olson, program director for the Procurement Technical Assistance Center (PTAC), Northwest Michigan Council of Governments.

“Most large government contracts go to multinational and public corporations because they have the in-house resources to manage these projects. I would like to pull together a team of complementary local businesses and bid on larger federal contracts. Our local business communities have all of the necessary skills. We just need to overlay the administrative ability to pull them together,” said Luplow. “We also have a real advantage in federal contract bidding, as most of Northern Michigan is designated as a historically underutilized business zone (HUBzone). HUBzone businesses are given up to a 10 percent pricing advantage over most other bidders.”

While currently focusing on Northern Michigan, the couple have long-term plans to replicate their business model in two other Midwestern markets, such as Dayton, Ohio, and Milwaukee, Wis.

When not running their firm, Luplow and Smith are busy with their three children who attend Harbor Springs Public Schools, Harley Jr., 13, Serena, 11, and Harrison, 8.

Smith is also founder and current co-chair for Save-the-Trees benefit. For the past 20 years, this annual event has raised funds and awareness for the support of land preservation efforts of the Little Traverse Conservancy. Luplow attends meetings of the Entrepreneur Club of Emmet County and will be a local monthly columnist for the Traverse City Record-Eagle Sunday Business section.

Source:http://www.petoskeynews.com/business_news/article_369c90f2-d549-11de-8352-001cc4c03286.html

Post to Twitter

The Basics of Starting a Home-Based Business

November 21st, 2009

The move from a fully-equipped office–with copiers, doughnuts and an IT specialist–to a home-based office can be tricky. What elements are essential and what can you outsource so you can effectively start, run and manage your business?

A CPA can help record and track your time as well as process your invoices, and many of them take on individual clients. One site, outsourcing.org, provides a list of offshore firms looking for clients on a daily basis. And if you’re weary of offshore firms and want to keep your business information private, web-based programs such as freshbooks.com offer invoicing, time tracking and client information storage as well as many other options that will only be accessible by you.

To store your documents digitally so your living room doesn’t fill up with papers and filing cabinets, programs like DocumentMall and Digitech ImageSilo offer digital storage options for as low as $50 a month, depending on your specific needs. There are many digital copiers that can act as scanners to turn your paper documents into digital files.

Merchant services and billing options

Even though you are operating from home, you’ll need to still accept credit cards. If you have an e-commerce website, you can set up direct payment with a merchant services provider and bring it all online. Additionally, if you are offering some sort of consulting service like public relations consulting or business plan writing, many companies pay by credit card instead of invoices, so it’s a good idea to have this as an option.

Web design, online marketing, and IT outsourcing

You may want to invest in online marketing options to promote your business. Without the benefit of a brick-and-mortar location for customers, a website can be the best way to offer your services and get your name out to your target market.

Even if you’re not a web-savvy tech guru, starting a website can still be relatively easy. Web-hosting services like Go Daddy offer templates for you to plug in company logos, information, blogs, etc. If you want an e-commerce site so customers can purchase products, or if you want additional features like flash, you might want to hire a designer. Shopping carts can be tricky and also costly if not implemented correctly because of fraud issues and security problems. A reputable web designer should be able to work around your budget, especially in today’s economy.

Search engine optimization, pay-per-click advertisements and e-mail marketing options are all methods of online marketing. Planning out how you want to market your website can save you money in the long run, since SEO and PPC campaigns require your website to be designed in a certain way from the start.

With all this technology, you should invest in outsourcing an IT programmer to help with any computer problems and customer service issues you may have. IT outsourcing is considerably less expensive than staffing someone and is known to have saved businesses thousands of dollars.

Order Fulfillment

If you are retail-based, product storage can be impossible unless you have garage space to spare. The best way around this is to outsource your fulfillment services. Most fulfillment companies can work with your product suppliers to ship from their warehouse location directly to your customers.

The contract that you sign with a fulfillment company lists the details–storage, shipping, customer returns, order receipts and inbound customer calls–all for a management fee of a few hundred dollars a month. Remember that your business volume will dictate how much you spend because more business will lead directly to more work for them.

Internet, VoIP services and video conferencing

Working from a home-based business will require a consistent way to keep in touch with your suppliers, fulfillment companies, clients and business partners. A standard telephone connection is a great traditional option, but long-distance and international charges can add up quickly.

With a steady internet connection, a VoIP service provides video conferencing, digital voice mail, hold music and more features that any home-business owner needs. Voice over Internet Protocol is a technology that is internet-based, so you’ll have an unlimited connection and lower long-distance charges than a standard phone system. If you get a VoIP service, ask about the “Follow Me” feature where a single number can ring to multiple phones.

Shopping wisely and running your living room

Home offices can range from extra bedrooms with entire computer systems to living room couches that are close enough to the wall outlet so you can plug in your laptop. You may find that some of the benefits of having an office are harder to replace than others.

Shopping around, researching your options and talking to your providers can save you money–and help build your company from the ground up.

A home-based business is no longer just a way to stay in your sweats all day–in fact, there are many options dedicated specifically to work-at-home companies that offer resources, vendors and advice. Hiremymom.com and virtualassistantforums.com are both great websites for entrepreneurs that offer good advice as well as success stories for the newly self-employed.

Source:http://www.entrepreneur.com/startingabusiness/resourcenation/article204124.html

Post to Twitter

Business outsourcing prospects

November 21st, 2009

BUSINESS process outsourcing (BPO) normally involves the contracting of the operations and responsibilities of a specific business function (or processes) to a third-party service provider. Now it is primarily used to refer to the outsourcing of services that can be done through the use of Information technology (IT). That’s why some people call it as ITES (Information Technology Enabled Services).

International investment consultancy firm Mckinsey has forecast that by 2010 the global BPO business will amount to 180 billion dollars. India will be in a prime position. China, the Philippines, and Malaysia will follow India. If Bangladesh fixes up a target of grabbing one percent of the market share, then it can experience a huge boost in its foreign exchange earnings. But are we prepared enough for grabbing share of such a lucrative market? BTRC (Bangladesh Telecommunication Regulatory Commission) has started issuing licences from April, 2008. Cost of each licence is only five thousand Taka for 3 to 5 years. For call centre entrepreneurs, BTCL will give leased internet connection at discount rates.

Currently, Bangladesh is noted for doing software development outsourcing on a limited scale. Till now, the track record of Bangladesh has been very good. It has been observed that, Bangladeshi programmers are very good at problem solving. And software development cost here is very low compared to other countries. Graphics Design and Animation can be added to BPO basket. The development of a 5 minute animation in our country cost 5 times less than that of India. Though it apparently seems that BPO is very much technology driven, highly potential BPO sector requires only 10 percent technical expertise, 50 percent marketing expertise and the rest is dependent on the ability to perform the contract. Bangladesh has got enough manpower which should be trained to serve customers.

Source: http://nation.ittefaq.com/issues/2009/11/21/news0126.htm

Post to Twitter

Simplify small business payroll – outsource it

November 19th, 2009

Payroll is one facet of small business that is usually an afterthought as it does not contribute directly to the bottom line. It is often regarded as an administrative headache that takes more time than it should, especially in small businesses, and draws resources away from other business critical tasks. While payroll may be challenging for small businesses, it is a crucial aspect of keeping any enterprise running smoothly, and as such needs to be dealt with as efficiently and effectively as possible.

Small businesses often do not have the resources and expertise to effectively deal with the myriad of administrative tasks that go hand in hand with payroll, such as tax calculations, payments and reconciliations.There are also various pieces of legislation that need to be complied with: from the Income Tax Act to Basic Conditions of Employment, Employment Equity, Skills Development and Unemployment Insurance – to mention a few.

Ensuring compliance is one of the greatest challenges when it comes to payroll systems, and is also one of the most important aspects to address, as there are heavy financial penalties attached to non-compliance that could put small businesses under serious financial threat. Outsourcing the payroll assists with this, as a good outsource provider will be aware of all relevant legislation, as well as making certain that taxes are paid on time and correctly reconciled, thereby avoiding penalties.

Keeping costs down is another major concern for the smaller enterprise: not simply the set up costs of a system but also the maintenance and ongoing costs attached thereto. Moving payroll from an in-house function to an outsourced function can help to drive costs down and keep them low, as it can then be run as an operational expense instead of a capital outlay expense.

As resources are often scarce in small businesses, payroll administration cannot be a stand-alone job and it is often assigned as an extra task to someone else in the organisation This person may not be completely up to date with current legislation or necessarily have a comprehensive understanding of what the role entails, which may lead to errors and penalties. Outsourcing provides access to highly skilled professionals that many small businesses could not afford to hire permanently, which means that the payroll will be handled by experts, reducing the risk of errors and down time.Maintaining confidentiality can be difficult in small businesses. However, payroll confidentiality is vital, and breaches can have disastrous effects on business. By outsourcing the payroll function of a small business, this confidential information is kept outside of the company and it is far less likely that confidentiality will be compromised.

When choosing an outsourced provider for the payroll function it is important to ensure that the solution provided is flexible and scalable to meet the needs of the business and grow with the company. The solution should also be rules-based and updated continually to ensure that it is always fully compliant with the latest in tax and labour legislation. A system that keeps track of all changes including detailed start and end dates for each record is crucial.Payroll is very rarely a completely glitch free process. It is complex, complicated and prone to error if run manually or incorrectly, and it can be very challenging to run effectively within a small business.

Outsourcing the payroll process makes sense for small businesses. Not only can it provide access to skills and expertise at a fraction of the cost of hiring these resources in-house, it can also help to lessen administrative headaches and ensure things run smoothly, minimising queries and penalties and creating a professional payroll environment to keep employees happy.

Source:http://companies.mybroadband.co.za/blog/2009/11/19/simplify-small-business-payroll-outsource-it/

Post to Twitter

Focus on core business and cost savings main drivers of IT outsourcing – HiberniaEvros

October 29th, 2009

The ability to focus on core business and cost savings are the primary reasons for IT outsourcing according to a new survey by Irish-owned Hibernia Evros Technology Group. Half (51%) of the companies surveyed were Irish small and medium sized enterprises (SMEs) employing between 1-250 people. The results of the study were revealed at the announcement by HiberniaEvros of a new infrastructure outsourcing service for SMEs called OmniSource.

63% listed ‘focus on core business’ in the top two reasons for outsourcing. Cost saving was the second most popular reason, mentioned in their top two choices by 51%. ‘Releasing internal IT staff for more strategic work’ was highlighted by almost half (47%).*

“Irish firms have an increasingly sophisticated approach to outsourcing,” commented John Kennedy, marketing director, Hibernia Evros Technology Group. “Market perception has been that Irish companies have been reluctant to outsource but the results of this survey suggest otherwise. 71% already outsource some element of their IT. It may be that the economic downturn is encouraging companies to focus more on their core business and explore ways to reduce internal costs.”

The most common IT function outsourced is hardware support (72%) followed by web hosting (41%). Network management and security/virus protection (both 38%) are in the top four outsourced IT functions.

The Hibernia Evros survey asked those firms who do not outsource the reason why. The primary reason is that firms have sufficient in-house IT staff which is cited by over a third (39%). A quarter said it was cheaper to manage IT in-house. Fear of loss of control was cited by just 12% of those who do not currently outsource.

41% of the total sample said they had no fears about outsourcing while a third said that they did.

Of those who had fears, the number one barrier was security/confidentiality which was highlighted by 46%. 29% said they were reluctant to rely on an outside supplier while 28% referred to the difficulty in finding the right outsourcing partner.

“At a time when companies are looking to control costs we see increased interest in outsourcing. But there are genuine fears by those who do not currently outsource and these need to be managed by strict Service Level Agreements (SLAs) and perhaps initially outsourcing part of their IT infrastructure,” commented John Kennedy of HiberniaEvros.

“The survey suggests that many IT Managers are looking to develop into more strategic business roles than simply keeping the lights on.” Over 40% of respondents were at IT Director, CIO or IT Manager level.

OmniSource, the new HiberniaEvros outsourcing infrastructure service geared specifically to the SME market, is aimed at companies with between 25 and 250 employees. HiberniaEvros says that it can boost efficiency and cut IT costs by 20% or more as well as helping to avoid costly downtime and emergency repairs.

107 IT professionals participated in the outsourcing survey which was conducted by Ellwood Market Research on behalf of Hibernia Evros Technology Group. A donation of €1,000 will be made to the National Children’s Hospital in Crumlin as a result of the responses.

Source:http://www.techcentral.ie/article.aspx?id=14222

Post to Twitter

Ghana to be re-branded business outsourcing destination

October 29th, 2009

The Ministry of Communications, has hired a US-based Business Processes Outsourcing (BPO) advisory company, Avasant, to re-brand and market Ghana as a preferred BPO destination.Mr. Alhassan Umar, Executive Secretary of the Ministry’s Information Technology Enabled Services (ITES) Secretariat, disclosed this to GNA in Accra on Tuesday.He said: “Avasant is on a two year contract to gather data on the BPO market in the country and design promotional tools to market Ghana’s BPO potential both here and abroad.”

Mr Umar explained that the BPO industry comprises companies from which other banks, insurance companies, telecommunication operators and governments outsource their back office jobs such as customer care call centre, business enquiries, data entry and other customer assistance services.

He said the BPO industry generated some US$45 million into Ghana’s economy yearly and in the short term the country was targeting between 60 and 70 million dollars a year and one billion dollars per annum in the long term.

Mr Umar said the global leader in the BPO industry has more than two million workers and was generating billions of dollars as revenue per annum.

“We hope to attract at least 10 major BPO companies from Europe and US to Ghana and we also want to get more local entities like banks and insurance companies, as well as companies from within the sub-region to transfer their back office jobs to BPOs in Ghana,” he said.

Mr Umar said ITES had developed a special academic programme to train Ghanaians in BPO skills at the polytechnics and universities to produce enough personnel to engender investor confidence in the country’s BPO market.

Mr. Muralidhar Thata, Avasant Country Manager for Ghana, said the country’s advantage as a potential BPO destination depended on the availability of huge redundant fibre optic cables (SAT-3, Glo one and Main one), government’s initiative in building ICT parks, political stability, smooth business registration system, tax incentives and the good attitude of BPO staff towards customers.

“We also find many educated Ghanaians and lots of French-speaking folks waiting to be absorbed into the job market – all these people have the potential to be retrained to work as BPO staff in Ghana,” he said.

Mr. Thata said Ghana had huge potentials for establishing French call centres, to attract BPO jobs from French speaking countries, potentials in graphic design, business enquiry and legal processes outsourcing among others.

He noted that challenges currently facing the country were lack of visibility, lack of public awareness about the BPO potential and lack of cohesion between the various sectors of the economy in the area of ICT.

“In the second phase of our work, Avasant will facilitate a series of workshops in Ghana to focus on how to maximize the potentials and deal with the challenges and promote the E-Ghana brand,”Mr Thata said.

The contract awarded to Avasant forms part of the World Bank funded E-Ghana project, which seeks to establish electronic governance, electronic voting and other such systems in Ghana.

The deal was sealed in August this year, on the heels of President Barack Obama’s visit to Ghana, and would last till November 2011.

But Avasant started actual work from October 12, 2009 towards developing a strategy report and a road map for the re-branding and promotion of the E-Ghana brand first to companies in Ghana, other West African countries, East Asia, Europe and the US.

In the first phase, which spans over the next two to three weeks, Avasant would come up with a mixed-bag of promotional packages that would include websites, magazines, flyers and postcards among others to promote Ghana’s BPO potentials.

Source:http://www.ghananewsagency.org/s_economics/r_8946/

Post to Twitter

Get Adobe Flash playerPlugin by wpburn.com wordpress themes