Monday, October 31, 2011

Financial Services Outsourcing Part.II

However, gains arising must of course deduct the additional costs. The first item, identified long ago, is the loss of productivity that is usually relocation. The causes are, among others, a less skilled workforce, the distance of the speakers (producing a greater cost control) and cultural differences. While most of the time, lost productivity is largely compensated by the difference in the cost of labor, other elements may be medium to long term much more consistent and ultimately tip the balance of other side. First, outsourcing often leads to a decline in quality: lack of communication between services, insufficient command of the language, etc.. For example, call centers outsourced most of the time lead to deterioration in customer relations. In addition, the company's image in Western countries may also suffer from outsourcing because it remains a sensitive issue.

In addition, offshore investments are expensive and sometimes underestimated: logistics, communications infrastructure performance, and training not only technical but also cultural to work together both people and especially the reorganization to lead the company. This last point varies greatly depending on the sector and the business relocated. If the offshoring of IT activities or call centers is now pretty well under control, it is still far from mature for most business processes. Not only are more complex processes, but their relocation requires deeper transformations in the organization (thus more expensive), and the creation of new jobs to manage this mode of operation.