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We understand your concerns as a business owner- it
would at times not be advisable to share the various aspects
of your business remotely.Our professional team under such a
scenario would have a global delivery model of an onsite
consultant supported by our offshore backoffice
staff.
The model would ensure that you continue your business
undisturbed whereas the consultant works for improving,
implementing & developing the process needed for the
overall business growth. |
|
Onsite
Consultancy |
Offshore /
Outsourcing consultancy /
development |
|
|
Engagement Type |
More
like an extention of your office, benefits similar
to having your own employees |
More
like a 3rd-party vendor/sub-contractor
relationship
|
|
|
Resource Pool |
Custom
build your team with specific skillset - high
customer involvement in recruitment/term
ination |
Limited
to existing employee/team of sub-contractor,
generally no involvement in employee/team
recruitment/termination
|
|
|
Management Control |
Higher
level of control, direct interaction, and ongoing
involvement with team |
Lower
level of control, direct interaction, and ongoing
involvement with team
|
|
|
Costs
|
Lower
costs, as the team is custom built-to-order
leading to no bench time for
employees |
Higher
costs to cover periodic bench-times of existing
team between projects
|
|
|
Schedule |
Flexibikity to have multiple shifts when
building the team |
Usually
limited to the existing office hours of the
sub-contractor |
|
|
Project
Management |
Customer involved in both specifications
creation and deliverables |
Usually
restricted to customer writing functional
specifications and handing over deliverables to
vendor
|
|
|
Intellectual Property s |
Generally always owned by customer by
default |
Usually
negotiated between customer and vendor
|
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We believe that even
greater than the risk of losing white-collar jobs from
developed nations to countries like India, is the risk this
new model poses to the survival of small and medium sized
businesses which have historically been the growth engine of
the job economy. This could potentially be a much larger blow
to the job market in the much larger SMB employment segment.
Ironically, to survive and effectively compete against their
larger counterparts, and maintain/grow the job levels across
this segment, even small and medium sized businesses need the
same advantage to make it a level playing field.
“Time
and again, U.S. business has overturned existing business
models with new ones that favor consumers. To oppose
offshoring is to put the providers of a service, for example,
computer programming, ahead of the consumers of that service.
That's not the American way. Throughout our history, we have
remained competitive in the world economy not by protecting
ourselves from competition but by taking our lumps, moving on
and finding new opportunities.”
Michael Treacy
Author, Consultant and Former MIT Sloan
Professor
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