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Business Process outsourcing The Competitive Advantage phần 5

. Từ doanh số bán hàng phần mềm tùy chỉnh đơn giản để gọi trung tâm hoạt động, các công ty phát triển năng lực đẳng cấp thế giới trong một quá trình kinh doanh bây giờ có thể nhìn xa hơn những lợi thế cạnh tranh những năng lực cung cấp tiềm năng của | 86 TO BPO OR NOT TO BPO Organizations should also monitor the reactions of shareholders and other major organizational stakeholders to the BPO initiative. Because most investors have a conservative streak extensive reengineering or restructuring that includes a technology component may meet with anxiety and doubt. Clear understanding of stakeholder knowledge of organizational strategy before and after the BPO initiative has begun can help circumvent unnecessary roadblocks that may arise as people hear about the outsourcing project. The final qualitative data points that must be collected and assessed during the operating phase involve those between the organization and the BPO partner. This complex relationship will evolve over time as the BPO partner performs on its contract. Underlying each BPO partner relationship are the so-called service level agreements SLA that specify actions that will be taken to ensure customer satisfaction. Organizations often have only a few individuals who have read and understood the SLAs. In the event that something goes wrong and it always will the SLAs will detail how to make corrections. Organizations should carefully monitor performance on the SLAs both its own capacity for enforcing them and the vendor s capacity for responding to problems. The costs associated with non-performance are obvious direct loss of business. There are also hidden and opportunity costs associated with slow response times including customer dissatisfaction if the outsourced process is customer facing employee disgruntlement and a loss of confidence and trust between buyer and vendor that may adversely affect the future of the relationship. The BPO buyer must ensure that it is monitoring the temperature of the BPO relationship and that it can respond if things begin to go awry. STRATEGIC COSTS The strategic costs associated with BPO are centered on the potential loss of organizational learning that results from moving a process under the control of an .