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information technology outsourcing transactions process strategies and contracts 2nd ed phần 8

hoặc có nguồn lực (mỗi một "dự án bị ảnh hưởng Nhân viên Thành viên"), người bán hàng ing Đảng không nắm quyền kiểm soát hoàn toàn việc bảo vệ một tuyên bố với quốc phòng theo quy định tại Mục này, Đảng Indemnifying có thể tham gia vào quốc phòng như vậy, | APPENDIX 9.1 GAINSHARING IN OUTSOURCING TRANSACTIONS OVERVIEW A favorite buzzword during negotiations of outsourcing transactions is gainsharing. Customers and vendors alike are intrigued by the concept of gainsharing. What is meant by gainsharing however is nebulous at best. On its face the term means that the parties will share in the gain interpreted as savings or revenue realized by a party. Gainsharing has come to mean anything from simple cost-saving mechanisms included in the outsourcing contract e.g. the vendor agrees to work with the customer to identify areas that can be eliminated or handled using fewer resources without having a material impact on front-end services and the parties will share in the savings to the customer to options or warrants granted to the vendor in the customer or granted to the customer in the vendor and actual joint venture relationships e.g. the parties will form a joint venture that will initially provide services to the customer and will ultimately provide similar services to other companies in the customer s industry . The success of the implementation of gainsharing arrangements has been questionable. Often at least early in the deal the gainsharing provisions are overshadowed by transition and performance issues e.g. if the customer is dissatisfied with the level of service that it is receiving the implementation of a gainsharing arrangement such as co-marketing of a new product or application becomes a secondary concern . Other common problems include 1 incentive payments or obligations becoming due at the same time a balloon payment is due under a financially engineered outsourcing deal 2 a change in customer management with the new management not able to understand why it is paying incentives to the vendor when services are not perceived as being satisfactory and 3 the gainsharing incentive is tied to customer or vendor revenue profit that skyrockets in a particular year for reasons not related to the business process .