Outsourcing

Case Solution for Managing Customer Relationships in Offshore Outsourcing: B2Bcs, an Israeli Consulting Firm

Complete Case details are given below :

Case Name :      Managing Customer Relationships in Offshore Outsourcing: B2Bcs, an Israeli Consulting Firm
Authors :           Arup Kumar Das, Sangeeta Shah Bharadwaj, Kate M. Kaiser
Source :             Ivey Publishing
Case ID :            W11081
Discipline :        International Business
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case has been written to teach concepts in offshore outsourcing to students in business management courses as well as courses in strategy and information systems. The primary goal of this case study is to examine the process of establishing the offshore outsourcing of projects.
 
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Case Solution for Genpact Inc. – Business Process Outsourcing to India

Complete Case details are given below :

Case Name :      Genpact Inc. – Business Process Outsourcing to India
Authors :           Shih-Fen Chen, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            909M78
Discipline :        Entrepreneurship
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In September 2004, the chief executive officer (CEO) of General Electric Capital International Services (Gecis) was examining the company’s options. Based near New Delhi, India, Gecis was a business process outsourcing (BPO) company. Gecis was set up in 1997 as an off-shore unit of General Electric Company (GE) and was a wholly-owned subsidiary. Earlier in July of 2004, GE divested itself of 60 per cent of its stake in Gecis with the result that Gecis was no longer a subsidiary of GE and was thus free to seek non-GE business. As part of several changes underway, there was a name change to Genpact Inc. (Genpact). The change in identity required the creation of management bandwidth, particularly in new client acquisition and business development. Also called for was a re-examination of the BPO business as a product line to be delivered to unaffiliated clients. The CEO recognized the need to begin negotiations with potential global clients. Each deal would involve many complexities in terms of geographies, languages and services. The CEO also was aware that all clients had areas of concern including loss of control, operations stability, savings targets and cultural compatibility. The CEO wondered how to develop a client acquisition strategy for Genpact as it moved from being a captive to an independent service provider.
 
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Case Solution for Jay Nielson & AKKA International: Outsourcing in India

Complete Case details are given below :
Case Name :      Jay Nielson & AKKA International: Outsourcing in India
Authors :           Michael Parent, Tom Sperry
Source :             Ivey Publishing
Case ID :            904E27
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Jay Nielson has done charity work in India with AKKA International for a number of years. After a recent trip, the president of AKKA proposed that Nielson enter into a joint venture with AKKA to provide information technology outsourcing services to American companies. AKKA was willing to provide $100,000 in seed money to fund the venture. Nielson must decide whether he wants to undertake this challenge and what it would take to make it work. This also poses an ethical dilemma for him: Should he risk losing the much-needed funds in the hope of bettering a number of lives or request the seed money be used to provide direct services to the most needy?
 
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Case Solution for Lego Group: An Outsourcing Journey

Complete Case details are given below :
Case Name :      Lego Group: An Outsourcing Journey
Authors :           Marcus Moller Larsen, Torben Pedersen, Dmitrij Slepniov
Source :             Ivey Publishing
Case ID :            910M94
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The last years’ rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world – the LEGO Group – the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in its roughly 70 years of existence, the management had, among many initiatives, decided to offshore and outsource a major chunk of its production to Flextronics. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production besides closing down major parts of the production in high cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. This decision eventually proved itself to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. This sudden change in its sourcing strategy posed LEGO management with a number of caveats. Despite the bright forecasts, the collaboration did not fulfill the initial expectations, and the company needed to understand why this had happened. Secondly, what could LEGO management have done differently?
 
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Case Solution for Business Process Outsourcing at Apollo Health Street

Complete Case details are given below :
Case Name :      Business Process Outsourcing at Apollo Health Street
Authors :           Christopher Williams, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W11101
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The managing director of Apollo Health Street (AHS), a healthcare business process outsourcing (BPO) company headquartered in Pennsylvania, United States, was pondering two dilemmas: securing short term growth for his company, and finding new ways to compete in a changing industry. AHS was itself a subsidiary of Apollo Health Enterprises Ltd. (AHEL), an integrated healthcare company located in Hyderabad in southern India. AHS had been growing at 80 per cent compound annual growth rate (CAGR) since 2005, aiming to reach $100 million in sales by March 2010. Its target was to increase annual sales to $500 million within three years in a highly competitive space, which if successful would move AHS into the top three BPO companies in the healthcare sector. How should it secure short term growth? The second dilemma was how to plan for the future. Industry analysts had predicted that over the next five to 10 years, healthcare BPO would become unrecognizable from its current form. The managing director believed that although scaling up would strengthen the company’s position for the short term, the company should also be looking for solutions to stay relevant to the customer. How should AHS influence the shape of healthcare BPO in the future? What new ways of competing could the company pursue?
 
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Case Solution for Ocimum Biosolutions: From Bioinformatics to Integrated Custom Research Outsourcing

Complete Case details are given below :
Case Name :      Ocimum Biosolutions: From Bioinformatics to Integrated Custom Research Outsourcing
Authors :           Gita Surie
Source :             Ivey Publishing
Case ID :            W11198
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Ocimum Biosolutions, a start-up Indian bioinformatics venture in 2000, had established a presence in Europe and the United States by 2010. The contract research outsourcing industry was expected to continue to grow, as large pharmaceutical companies in industrialized countries were outsourcing work at all stages of the drug development life cycle – from discovery research to clinical trials designed to accelerate drug development as established drugs came off patent. The current challenges for Ocimum were continued growth and the ability to manage expansion while balancing risk. Anu Acharya, Ocimum’s CEO, was considering possible solutions.
 
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