Jenster / Pedersen / Plackett Outsourcing -- Insourcing

Can vendors make money from the new relationship opportunities?
1. Auflage 2005
ISBN: 978-0-470-01480-6
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 202 Seiten, E-Book

Outsourcing became fashionable in the late 1980s, came of age in the 1990s, and is now a normal part of corporate life. Written by well-known and respected business authors and incorporating new research from Copenhagen Business School, this book covers the newest elements of outsourcing today and discusses how strategic alliances should be established between the buyer and supplier. Topics explored throughout include the scope, scale and importance of what is outsourced; the pricing and risk sharing involved; and changes to organizations which lead them to seek more outsourcing.

Autoren/Hrsg.

Jenster, Per V.

Pedersen, Henrik Stener

Plackett, Patricia

Hussey, David

Inhaltsverzeichnis

Preface.
Introduction.
1. Understanding the opportunities.
Introduction.
What is outsourcing?
The origins of outsourcing.
Trends and pressures.
Initial concepts.
Outsourcing today.
Traditional activities.
Peripheral activities.
Critical activities and processes.
Strategic and problem-solving activities.
Summary.
2. Moving to supplying total solutions.
Introduction.
Management issues for outsourced activities.
Traditional activities.
Peripheral activities.
Critical activities and processes.
Case Study: The 1999 crisis at the UK Passport Agency.
Strategic and problem-solving activities.
Case study: The European Chewing Gum Company.
Summary.
3. Retooling marketing and the sales force.
Introduction.
The search for a better way to trap mice.
Market segmentation. variables
Segmentation approaches.
Criteria for initial screening.
Evaluating potential. segments
Defining the market.
Timing, niche markets and global considerations.
Sales force management in a changed environment.
Sales force development for supplying total solutions.
Building sales force. capabilities
Summary.
4. Managing buyer/supplier relationships .
Introduction.
The challenges for suppliers.
Case Study: Timex Dundee.
Case Study: IBM Denmark.
Supplier Challenge 1 - The need for additional competencies.
Supplier Challenge 2 - Managing the entry phase.
Supplier Challenge 3 - Running the contract.
Case Study: Driver and Vehicle Licensing Agency, UK.
The challenges for buyers.
Buyer Challenge 1 - The pre-bid phase.
Buyer Challenge 2 - Identifying the key suppliers.
Buyer Challenge 3 - Awarding the contract .
Buyer Challenge 4 - Running the contract.
Summary.
5. Pricing solutions and managing risks.
Introduction.
The value of strategic pricing.
Fundamental pricing concepts.
Pricing the bundle of goods and services.
Pricing when distributors are involved.
Price administration.
Understanding the risks to suppliers and buyers.
Mechanisms for bridging uncertainties.
Summary.
6. "Transitioning" human resources.
Introduction.
Setting the scene.
The fundamentals.
Strategies for employee transfer.
Pitfalls and critical factors.
Summary.
7. Structuring "next generation" IT solutions.
Introduction.
The changing role of IT departments.
The real problem with IT investments.
What ROI?
IT: Over-administrated and under-managed.
The IT paradox.
The "next generation" approach to IT .
Summary .
8. Achieving quality in outsourcing.
Introduction.
Understanding the role of quality management.
Defining quality for integrated products and services.
Challenges: Leadership and strategy.
Challenges: Processes.
Challenges: People
Factors conditioning quality management.
Summary.
9. Getting a good slice of a bigger pie.
Introduction.
The outsourcing pie.
How good are we at making larger pies?
How sellers can make the pie larger.
How buyers can make the pie larger .
In the final analysis.
The Claimpower story.
Summary.
Index.

Über Autor(innen)

Per V. Jenster is a Professor at Copenhagen Business School,where he has held the post of Associate Dean with responsibilitiesfor various MBA programs. He was formerly a professor of marketingat IMD, Lausanne, Switzerland. He completed his doctorate inStrategic Management at the University of Pittsburgh and was latera faculty member at the University of Virginia. His industryexperience includes extensive consulting in the areas of strategicmanagement, marketing planning, competitive analysis and costevaluation studies, and his research is widely published in books,articles and case studies.
Henrik Stener Pedersen manages Oxford Research, aCopenhagen-based international research company. He obtained hisPhD from Copenhagen Business School, focusing on outsourcing andquality management, and has conducted studies and analyses in thefields of globalisation, HR policy, competence development andlabour market issues.
Patricia Plackett holds a PhD in anthropology and iscurrently completing a PhD in industrial economics and strategy atCopenhagen Business School, where her research focuses on radicalinnovations. She has lectured in various MBA and other programmes.Her career also includes management positions in Canada and NewZealand.
David Hussey was for many years a well-known authority onstrategic management, and wrote or edited more than thirty books.He spent fourteen years as Managing Director of HarbridgeConsulting Group and was experienced as both a practitioner and aconsultant to major global companies across many sectors andindustries. He was a founder of the Strategic Management Society,Founding Editor of the Journal of Strategic Change, adirector of the Japan Strategic Management Society, and a visitingprofessor at Nottingham Business School. For his contributions tothe effective application of strategic management practices he wasawarded the Japan Strategic Management Society Ansoff Award in1999. David Hussey died in January 2003.