| 02/27/12Integrated Facilities Management Success FactorsIn this article, we will explore several IFM critical success factors, some of which need to be performed prior to going to market, and others that must be performed later in the process. |
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| 02/16/12When Do Cost Savings Become Liabilities?Obviously all firms should be looking for ways to improve their bottom line. But what are the risks when facilities managment cost reductions are not well thought out? |
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| 01/09/12Bundling: Outsourcing Multiple Business FunctionsCould bundling be a sensible strategy for your organisation? Whether services will be performed by third party service providers or a shared services centre, you should know the bundling options for your processes and the pros and cons of each potential arrangement. |
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| 09/16/11Real Estate & Facilities Management 2011 KPMG Outsourcing Pulse SurveyThis Real Estate and Facilities Management (REFM) Outsourcing Pulse is a new addition to the KPMG Pulse family of surveys, inagurated in the fall of 2011. The learnings are gleaned from end-user organizations that are actively exploring or undertaking REFM outsourcing efforts as well as from leading global REFM business and IT service providers. A link to the webcast recording is included. |
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| 07/19/11KPMG: 2011 Mobile Payments OutlookThe use of mobile phones as a payment alternative to cash, checks or credit cards looks set to increase significantly. In order to assess the mobile payments market, KPMG conducted a global online survey of 970 companies between the period of September 2010 and February 2011.This paper identifies adoption barriers and opportunities, and provides insight into the forces shaping the mobile payments market. |
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| 07/18/11How to Use VAT Benefits to your Advantage in Outsourcing and Shared ServicesWhilst the salaries of employed staff do not carry VAT, VAT charges will normally arise on the salary element of the costs of the outsourcing or shared service provider as part of the service fee, and typically finance and insurance organisations can only recover a small proportion of VAT incurred. With UK VAT at 20% and rates of up to 25% elsewhere in Europe, the potential VAT cost is high. Accordingly, the increased VAT costs need to be set against the potential savings. If these VAT costs can be mitigated then the business case can be preserved.. |
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| 12/14/10IT Outsourcing Trends and Satisfaction Levels in the Financial Services (FS) Industry across Western Europe: 2010Data from the pan-European Information Technology outsourcing (ITO) service provider performance and satisfaction (SPPS) study, conducted in late 2009 and 2010, has been reviewed to create a Financial Service (FS) specific analysis to provide in depth insight into the IT Outsourcing trends and satisfaction levels with providers serving organisations in this sector across Western Europe. More than 380 outsourcing contracts are included in the analysis. |
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| 12/09/10Defining New Business Models for 21st Century Competitive DifferentiationGlobal Integration and the Ascendance of Competency-based Models: The need to cut costs has spurred organizations to narrow the focus of the activities they perform internally. It is increasingly clear that legacy Western business models across many industries (e.g., media, public sector, retail, pharma) are unsustainable in their historical form necessitating more aggressive cost-cutting, partnering and specialization of offerings. |
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| 09/13/10Sustain Competitive Advantage by Rethinking Your Business Services ModelsAs the global economy strengthens, will companies lose focus on cost competitiveness, relaxing cost control policies and hiring back staff into old models? Or will they instead fundamentally shift their business models to take advantage of the robust offerings of the market place? Those who do the latter will truly have competitive differentiation. |
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| 08/11/10Knowledge Management Makes a ComebackHow does an organization get the right knowledge into the hands of the right people at the right time? Modern organizations must focus on capturing and protecting their intellectual property assets as well as harvesting the personal knowledge of their workforce members. A commitment to process can enable an organization to create a consistent and repeatable methodology that, when combined with robust technological tool sets, will drive a successful knowledge system that demonstrates bottom-line results. WIth workforces shrinking and aging, its time to make knowledge management part of your organization's strategic plan. |
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| 12/15/09What's Hot and What's Not in 2010From Talent Retention to the Latest Outsourcing Destinations and Social Media for Business: In 2009, EquaTerra's advisors helped leading organizations around the world achieve significant cost savings and process improvement. Insights gained through these client engagements combined with information from EquaTerra's research team have been used to create predictions for 2010. |
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| 08/10/09OutTake: Are We Seeing the Death of the Captive?It seems that every day there are new stories of captives being sold to service provider organisations and it does appear as if we are witnessing a more general and long-lasting shift in sourcing strategies towards offshore outsourcing and away from captives. It is worth looking at what has happened to date. |
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08/01/08It's a Question of Balance - How Professional Advisors can Add Value to the ProcessThis EquaTerra Position explores the need for sourcing advisors and the role they can play in ensuring your strategic decisions are based on a balanced perspective. Every sustainable sourcing strategy is a question of balance. It's rare that a business will outsource every part of an existing internal process - much may go, but some things will almost certainly stay. That begs three major questions:
1. What should stay and what should go?
2. When bits need to go, where should they go to?
3. How should you manage those bits after they've gone? |
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| 08/01/08Outsourcing Trends in the Financial Services IndustryThe industry is one of the most dynamic, influential and competitive global markets and is also one of the most highly regulated. Success requires innovation, aggressiveness and risk-taking while efficiently and effectively heeding regulatory mandates. Innovation in services delivery models - whether through shared services or information technology or business process outsourcing (ITO/BPO) - is increasingly common. Aggressive cost cutting - to remain competitive as well as to proactively take advantage of lower cost delivery markets - is also key to success. M&A activity is creating opportunities to reinvent delivery models and shift work historically performed internally to new, lower cost locations and/or to external service providers. This Perspective will assess various service delivery options in the financial services industry. It will also review ITO and BPO adoption and satisfaction levels as well as future outsourcing investment plans, and it will identify benefits typically sought in these outsourcing efforts. |
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| 06/01/08What's Next for Service Delivery in the Financial Services Industry?Trying times can serve as the impetus for change. Financial services firms should take this opportunity to evaluate the delivery of middle and back office processes and IT services. Firms must take advantage of alternative service delivery models (like offshore captives and outsourcing) to better deliver these services. This is required to not only better align operating costs to revenue but also to levarge new revenue expansion opportunities and create more variable and global service delivery models. |
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| 05/01/06BPO Priorities? Do More, Spend LessThis executive research brief discusses the vital importance of investing in the skilled management of third-party business service providers. |
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Research