Outsourcing -- Insourcing (PDF)

Preface. Introduction. 1. Understanding the opportunities. Introduction. What is outsourcing? The origins of outsourcing. Trends and pressures. Initial concepts. Outsourcing today. Traditional activities. Peripheral activities. Critical activities and processes. Strategic and problem-solving activities. Summary. 2. Moving to supplying total solutions. Introduction. Management issues for outsourced activities. Traditional activities. Peripheral activities. Critical activities and processes. Case Study: The 1999 crisis at the UK Passport Agency. Strategic and problem-solving activities. Case study: The European Chewing Gum Company. Summary. 3. Retooling marketing and the sales force. Introduction. The search for a better way to trap mice. Market segmentation. variables Segmentation approaches. Criteria for initial screening. Evaluating potential. segments Defining the market. Timing, niche markets and global considerations. Sales force management in a changed environment. Sales force development for supplying total solutions. Building sales force. capabilities Summary. 4. Managing buyer/supplier relationships . Introduction. The challenges for suppliers. Case Study: Timex Dundee. Case Study: IBM Denmark. Supplier Challenge 1 - The need for additional competencies. Supplier Challenge 2 - Managing the entry phase. Supplier Challenge 3 - Running the contract. Case Study: Driver and Vehicle Licensing Agency, UK. The challenges for buyers. Buyer Challenge 1 - The pre-bid phase. Buyer Challenge 2 - Identifying the key suppliers. Buyer Challenge 3 - Awarding the contract . Buyer Challenge 4 - Running the contract. Summary. 5. Pricing solutions and managing risks. Introduction. The value of strategic pricing. Fundamental pricing concepts. Pricing the bundle of goods and services. Pricing when distributors are involved. Price administration. Understanding the risks to suppliers and buyers. Mechanisms for bridging uncertainties. Summary. 6. "Transitioning" human resources.

Per V. Jenster is a Professor at Copenhagen Business School,
where he has held the post of Associate Dean with responsibilities
for various MBA programs. He was formerly a professor of marketing
at IMD, Lausanne, Switzerland. He completed his doctorate in
Strategic Management at the University of Pittsburgh and was later
a faculty member at the University of Virginia. His industry
experience includes extensive consulting in the areas of strategic
management, marketing planning, competitive analysis and cost
evaluation studies, and his research is widely published in books,
articles and case studies.

Henrik Stener Pedersen manages Oxford Research, a
Copenhagen-based international research company. He obtained his
PhD from Copenhagen Business School, focusing on outsourcing and
quality management, and has conducted studies and analyses in the
fields of globalisation, HR policy, competence development and
labour market issues.

Patricia Plackett holds a PhD in anthropology and is
currently completing a PhD in industrial economics and strategy at
Copenhagen Business School, where her research focuses on radical
innovations. She has lectured in various MBA and other programmes.
Her career also includes management positions in Canada and New
Zealand.

David Hussey was for many years a well-known authority on
strategic management, and wrote or edited more than thirty books.
He spent fourteen years as Managing Director of Harbridge
Consulting Group and was experienced as both a practitioner and a
consultant to major global companies across many sectors and
industries. He was a founder of the Strategic Management Society,
Founding Editor of the Journal of Strategic Change, a
director of the Japan Strategic Management Society, and a visiting
professor at Nottingham Business School. For his contributions to
the effective application of strategic management practices he was
awarded the Japan Strategic Management Society Ansoff Award in
1999.

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