Abstract
This IDC study presents some of the key drivers and selection criteria from some global deals with the objectives of presenting some learnings to Australia organisations on selecting service providers (SPs) to forge strong and successful long-term partnerships.
"Despite the relative maturity of the Australia market in the Asia/Pacific (excluding Japan) or APEJ region, Australia organisations still lag behind organisations in the United States and Europe in their approach to business process outsourcing (BPO) services. IDC attributes this primarily to a lack of formally structured internal due-diligence teams within Australia organisations. As a result, there is a shortage of consensus on common goals and objectives and leads to complex sales cycles and decision-making processes," says Aprajita Sharma, research manager, outsourcing and BPO, IDC Australia.
Table of Contents
- Table of Contents
- IDC Opinion
- In This Study
- Methodology
- Supply-Side Research Sources
- Demand-Side Research Sources
- Methodology
- Situation Overview
- Buying Drivers and Selection Criteria
- Delivery of Cost Savings
- Creative and Flexible Client Venturing and Partnering
- Completeness of the Business Process Outsourcing Vision
- Figure: Four Essential Buying Criteria
- Delivery of Business Process Redesign and Management
- Global Delivery Capabilities
- Optimising Existing Investments
- Governance and Control Mechanisms
- Change Management
- What Prompted Unilever to Ink the Largest-Ever Human Resources Business Process Outsourcing Deal with Accenture in 2006 - A Case Study
- An Overview
- Contract Highlights
- Human Resources Transformation at Unilever
- Establishing Baseline
- Business Case
- Downselect
- Accenture: Delivering the Vision
- Buying Drivers and Selection Criteria
- Future Outlook
- Essential Guidance
- Actions to Consider
- Learn More
- Related Research
- Synopsis
