business economics and managerial decision making phần 5 pdf
business economics and managerial decision making phần 5 pdf
... other, similar projects . 25 •Performance with other clientsWarranties and Claims Policies .10Facilities and Capacity . 15 Geographic Location . 05 Technical Capability . 25 ch 05_ 4307.qxd 8/18/04 11:37 ... and evaluate the long list of vendors.4. To develop an RFP and evaluate proposals from the long list of vendors. 5. To select a short list of vendors.6. To select a final vendor candidate and ... gather information and evaluate long-list vendors in 30 days.3. To develop the RFP in 15 days.4. To solicit and review vendor proposals in 60 days. 5. To review short-list candidates in 30 days.6....
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business economics and managerial decision making phần 3 pps
... thebeginning of the BPO revolution, and it might have a large impact on ex-ecutive recruitment and hiring practices in the next few years.ch03_4307.qxd 8/18/04 11: 35 AM Page 55 CONCLUSIONThis chapter ... dynamics and effective team performance. At any rate, savvy managers realize that thestorming and norming phases are best handled using a hands-off approach asthe team develops an identity and operating ... identify, map, and classify core and noncore business processes.2. To select which, if any, of these processes can be beneficially outsourced.3. To prepare a model of the business costs and benefits...
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business economics and managerial decision making phần 4 pot
... deal with and man-age change, and capability to communicate and work with persons from arange of disciplinary backgrounds. Implementing the decision- making process and developing a business ... and Select the BPO Opportunity 65 ch03_4307.qxd 8/18/04 11: 35 AM Page 65 from time to time during the transition. New interface procedures, such aslogins or passwords, may create confusion and ... time, and the scope and nature of the buyer-vendor relationship must adapt aswell. The typical BPO relationship will last four to six years and will involveongoing negotiations and deal making. ...
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business economics and managerial decision making phần 6 docx
... management plan is to establish and identify roles and role players from each organization—buyer and vendor.These roles and role players will be responsible for project outcomes and ac-countable to the ... cycle of the processes involved and changes in the business cycle.Support of the governance process and personnel by vendor and clientmanagement is essential and should be established at the ... communicating and sharing best practices and lessons learned. 5 However, a team-based approach can lead to problems of accountabilityif there are no one-to-one links between individuals and discrete...
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business economics and managerial decision making phần 7 pps
... infor-mation, and knowledge shared between BPO buyer and vendor, the greaterwill be the potential for insights into overall business processes and strategy.New ideas and ways of operating can and should ... and goals• Mutual respect and understanding• Proactive and intense communication• Integrated systems and processes• Encouraging and participative• Sharing of risks and rewards• Operating as ... understand and seek to advance each other’s core business competencies. This means thatcompanies must reach beyond the deliverables, timetables, penalties, and remedies specified in the contract and...
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business economics and managerial decision making phần 8 pptx
... facilities, a reception area,security, and employees wearing business attire.• The vendor has employee policy handbooks, and employees understand theirrights and responsibilities.• The vendor ... be in placefor granting and revoking rights of access, and granting privileges shouldbe recorded and made available to both client and BPO partner.Streamline hardware and software between the ... BPO. Lacking the capital and other resources to absorb the impactof major strategic decision errors, SME executives and managers must beCHAPTER 10 Business Risks and Mitigation Strategiesch10_4307.qxd...
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business economics and managerial decision making phần 9 potx
... opportu-nities and challenges. Business Risks and Mitigation Strategies 2 05 ch10_4307.qxd 8/18/04 11:42 AM Page 2 05 The Future of BPOPARTfiveThis part explores the future of BPO and some of ... formeremployees, and computer hackers, abound. Offshore outsourcing presentsdifferent and in some cases more potent threats than the domestic variety.Legal standards and business practices ... the liaison role and maintain communications between thePMT and the executive team. The liaison will be responsible for regularly Business Risks and Mitigation Strategies 1 95 ch10_4307.qxd 8/18/04...
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business economics and managerial decision making phần 10 docx
... x, 154 –171 and assets, 158 and corporate culture, 158 – 159 costs of, 78depth/breadth of, 82, 157 interpersonal, 164–1 65 and PMT changes, 163 and problem identification/resolution,163–164 and ... 182, 183Functions, 56 Future potential for BPO, 209–221 and education, 217–218 and global business environment, 210–211 and global economics, 213–2 15 and global workers, 2 15 217 and politics, 212–213236 ... 34, 35 Third-party professionals, 74, 75, 82, 200,201Three-tier analytic structure, 56 57 Thurow, Lester, 2 15 218Ticketing process, airline, 86–87Tier 1, 56 Tier 2, 56 , 61Tier 3, 56 , 57 Time...
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