| 03/27/12Global Legal Pulse Survey Results 2012The Legal Pulse survey is an annual review of outsourcing trends and individual observations from the top global outsourcing industry legal counsel, in which KPMG digs deeper into outsourcing issues related to contract terms and conditions and pricing and commercial terms. This edition reports on the year 2011 and makes projections for 2012. |
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| 02/27/12Integrated Facilities Management Success FactorsIn this article, we will explore several IFM critical success factors, some of which need to be performed prior to going to market, and others that must be performed later in the process. |
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| 01/10/12Keeping Your Options Open with Flexible Outsourcing AgreementsLeading companies are taking their global services to the next level. But what if you're not quite ready for that? Creating flexibility in your long-term outsourcing arrangements can buy your company time to reshape its overall sourcing strategy while maintaining service delivery. |
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| 11/29/11IT Outsourcing: The Next GenerationIn today's IT environment, negotiating next-generation contracts is not about squeezing the lowest price from your service provider. It’s about improving operations, mitigating risk, keeping your options open and staying current with the IT market. Read this paper for the top five things to look for in contract renewals. |
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| 11/10/11e-Book: Contracting CrossroadsWe've combined several of our most popular and informative papers on contract issues into a new easy-to-read format. |
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| 09/12/11Outsourcing: What to do when it’s not quite rightThe most effective way to restore operational performance and confidence in the ongoing relationship between customer and service provider is to establish a formal remediation program. Read this paper for ten recommendations for improved outsourcing remediation. |
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| 07/26/11Executive Dilemma: Is Benchmarking the Right Path to Defining Opportunities for Improvement?Benchmarking, at its most effective, is built in and ongoing—it’s part of a thoughtful, overall strategy that drives continuous improvements toward major goals over many years. It’s not a silver bullet; it’s an operational philosophy that’s tied to long-term business goals. The good news is, if you haven’t been benchmarking all along, there are alternatives for comparing processes, costs and service delivery in a short, meaningful timeframe. Read this paper to learn about alternative ways to obtain a realistic and valid picture of your cost structure as compared with the rest of the market. |
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| 07/18/11How to Use VAT Benefits to your Advantage in Outsourcing and Shared ServicesWhilst the salaries of employed staff do not carry VAT, VAT charges will normally arise on the salary element of the costs of the outsourcing or shared service provider as part of the service fee, and typically finance and insurance organisations can only recover a small proportion of VAT incurred. With UK VAT at 20% and rates of up to 25% elsewhere in Europe, the potential VAT cost is high. Accordingly, the increased VAT costs need to be set against the potential savings. If these VAT costs can be mitigated then the business case can be preserved.. |
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| 01/20/11Global Legal Pulse Survey Results 2010EquaTerra is pleased to release the findings from the second edition of its annual Legal Pulse survey. Last year’s Legal Pulse survey focused on outsourcing trends in Europe, while this year it was expanded to incorporate the North American market. |
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| 01/13/11Exclusive Business Process Outsourcing Partnerships: Friend or Foe?We thought this proposition had mostly lost its luster in the marketplace, but have recently seen a resurgence. Some service providers have reverted to initial commercial strategies, hoping to lock in preferred relationships with buyers with reduced competition and then grow the accounts over time. While it was enticing in the early days of business process outsourcing (BPO), how much value do buyers really stand to gain from such arrangements? |
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| 12/14/09An Inside Look into Business Process OutsourcingIn July and August of 2009, Integrated Search Solution Group (ISSG) and EquaTerra launched this comprehensive study using our combined extensive networks to gain a better understanding of various practices and drivers in completing transactions in one of the fastest growing business segments, Business Process Outsourcing (BPO). We wanted to gather information on the suppliers and their staff to understand the relative size of the organizations, and how these talented individuals were compensated for their efforts. In addition we wanted to gain insights into the people and firms they dealt with on a regular basis to sell, negotiate, structure and close these BPO transactions, including customers, advisors and attorneys. |
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10/20/09HRO Renewals: Best Practices and Lessons Learned from the FieldAn EquaSiis whitepaper sponsored by Convergys
New Human Resources outsourcing deals and renewals are better structured, more realistic and more likely to meet goals than deals of years past. Critical to HRO success is the management and governance of the ongoing effort to ensure that the intent of the deal is achieved. This paper provides an analysis of lessons learned and best practices from a series of HRO renewal efforts with the clients of Convergys, one of the early HRO market leaders. |
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