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Challenges. Strategies. Sustainable Growth. How ?. Challenges have arisen. Excellent firms don’t believe in excellence, only in constant improvement and constant change Tom Peters. Main Challenges. Changes in market structure

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Challenges have arisen 1347258

Challenges

Strategies

Sustainable Growth

How?

Challenges havearisen

Excellent firms don’t believe in excellence, only in constant improvement and constant change

Tom Peters


Challenges have arisen 1347258

Main Challenges

Changes in market structure

Europe becomes aware of the advantages of outsourcing: a new market

Growind demand of multinational solutions


Challenges have arisen 1347258

How should vCOSTUMER surpass them?

“Change is not only likely, it’s inevitable.”

Barbara Share


Challenges have arisen 1347258

CHANGES IN MARKET STRUCTURE

Increasing number of competitors

Lower profit margins

Short-term contracts


Challenges have arisen 1347258

vCOSTUMERSTRATEGY

VCOSTUMER strategy

  • price war?

    • Not consistent with vision – importance of quality

      B. diversification, value added product




Challenges have arisen 1347258

2 – DEVELOP NEW PRODUCTS

  • Introducing new products in familiar markets

  • Diversifying and developing improvement services: evolving into KPO

  • Developing solutions to a wider range of verticals


Challenges have arisen 1347258

PRODUCTDEVELOPMENT

How to evaluate strategy?

  • Inherent strengths and weaknesses

  • Favorable and adverse context


Challenges have arisen 1347258

PRODUCTDEVELOPMENT

Strenghts

Weaknesses

  • Value added product Lack of multicultural solution

  • Broader base of delivery products Risk

  • Inovation Losing emergent markets

  • High value contracts

  • Fulfilling individual needs

  • Growind demand for BPO processes

  • Will to outsource fundamental processes Growing scarcity of experienced talent

  • No dominant players Tightening labor supply

  • Prospects of high growth Shortage of creativity

  • Existing costumers

  • New verticals

  • Long term relationships

Oportunities

Threats


Challenges have arisen 1347258

The way to go is inovating, never disregarding the quality, foundation stone of vCOSTUMER.

‘’A brand for a company is like a reputation for a person. You earn reputation by trying to do hard things well’’

Jeff Bezos

‘’Innovation distinguishes between a leader and a follower’’

Steve Jobs


Challenges have arisen 1347258

2 – Europe becomes aware of the advantages of outsourcing : a new market

  • As european companies become aware of a new oportunity, their demand both in CRM and BPO must be met by supply


Challenges have arisen 1347258



Challenges have arisen 1347258

market risky

Development


Challenges have arisen 1347258

MARKET DEVELOPMENT risky

  • Is that aproach justifiable?

  • How to identify strong and weak points on that strategy?


Challenges have arisen 1347258

Swot analysis risky

Entering a vast market Product stagnation

Reliable core-business products Losing added value

Brand spreading

Taking advantage of unique capabilities

Language

Unexplored market Cultural differences

Receptiveness to IT and BPO Difficulties in hiring and training



Challenges have arisen 1347258

3 – Becoming a global supplier for global companies

  • Services delivered in a variety of languages:

    - multicultural approach

  • Satisfying growing European demand


Challenges have arisen 1347258

Can vCustomer supply globally and effectively from India? companies

DISADVANTAGES

Rising wages

Growing scarcity of experienced talent

Employee turnover

Increased competition from leading players

Cultural differences to new markets (Europe)

Physically distant to new markets


Challenges have arisen 1347258

Investment possibilities: companies

Eastern Europe?

Asia?

Latin America?


Challenges have arisen 1347258

CHINA AND LATIN AMERICA ARE NOT STRATEGICALLY ADEQUATE CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

The need for an European stronghold is justified by the entrance in that market


Challenges have arisen 1347258

The wisest alternative : Eastern Europe CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

However, there are multiple possibilities.

Bulgaria

Czech Republic

Estonia

Hungary

Poland

Slovakia

Which suits vCustomer needs?


Challenges have arisen 1347258

How CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPEtodecide?


Challenges have arisen 1347258

1 Education CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

2 Wages

3 Language skills

‘’The human mind is our most fundamental resource’’

John F. Kennedy


Challenges have arisen 1347258

CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPEYOUCAN´TMANAGEWHATYOUDON’TMEASURE”


Challenges have arisen 1347258

Note. Relative classification CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

Estonia is the best solution: CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

  • Most educated population

  • Good compromise between cost and human resource quality


Challenges have arisen 1347258

3 opportunities are available: CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

1 – Merging with existing company

2 – Establishing a local partnership

3 – vCustomer establishing a new business


Challenges have arisen 1347258

Times of change CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

vCustomer could take this opportunity to invest in one of the three possibilities, needed to fulfill the desire of providing worldwide solutions to multinational costumers.

The current situation could justify application of saved funds.

“The Chinese use two brush strokes to write the word 'crisis'. One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger-but recognize the opportunity.”

John F. Kennedy


New services partners in your challenges
New services CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPEPartners in your challenges!


Challenges have arisen 1347258

Questions? CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

APPENDIX CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

1 EDUCATION CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

1 EDUCATION CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

1 EDUCATION CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

2 WAGES CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

3 FOREIGN LANGUAGES CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

PRODUCT LIFE CYCLE ANALYSIS CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

CRM in current market

BPO in current market

CRM + BPO in European market


Challenges have arisen 1347258

BCG MATRIX CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

CRM in current market

BPO in current market

European market


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Michael Porter Value Chain CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

vCOSTUMER adds value especially in the highlighted activities


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PEST ANALYSIS - INDIA CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE


Challenges have arisen 1347258

PEST ANALYSIS - ESTONIA CULTURAL AND GEOGRAPHICALLY DISTANT TO EUROPE

2006 DATA