Article : The Nearshore Experience
What do you get when you combine the cost advantages of outsourcing offshore services with the quality and control achieved from outsourcing onshore? "A Nearshore Experience". Softtek (1997) defines Nearshoring as "a form of outsourcing that refers to services delivered from a nearby location, very close in geographical proximity". Businesses willing to venture into such strategic partnerships do so with the mindset of gaining access to World Class Capabilities. However, the achievement of world class capabilities and competitive advantages in some instances isn’t met without challenges and concerns that operators must seek to address before engaging in any form of exchange. These concerns include (but are not limited to):
- Infrastructural challenges
- Cultural differences
- Language ability
- Contractual constraints
- Possibility of reductions in service levels
The Nearshore model seeks to address and remedy these concerns as a strategic alternative to achieving business excellence through process outsourcing. Nearshoring primarily allows business consumers gains in the following three main areas:
- Proximity: close geographical locations
- Close cultural affinity
- Cost savings
While additional benefits of this type of engagement include:
- On par hourly rates with offshore labour
- Lower travel expenses
- Time-zone advantages
- Highly skilled & talented workforce
- Lower political risks
- Comparable IT skills & infrastructures
- Considerably lower attrition rates
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Let’s take the experience a step further. Nearshore operators enjoy the added benefit of having a lower Total Cost of Engagement (TCE) than offshore operators. What is this? TCE evaluates the total expenditures of offshore engagements. It is easy for an offshore vendor to advertise or boast lowest costs and lowest hourly rates in comparison to onshore vendors. But what about the additional costs they incur making them essentially more expensive than a nearshore choice? Hence, the term TCE was coined, highlighting the competitiveness of opting for a nearshore vendor.
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Additional Costs Include:
Engagement Managers: These managers are tasked with the responsibility of liaising with the outsourced vendor ensuring programs are run in alignment with the organization’s goals. This more than likely includes travel to the remote locations at least twice a year, or as the client sees fit given the program’s duration.
Team Leads: The bigger the contact center the more team leads are required. It is recommended that there be a team leader for every 6-10 center agents. These leads primarily connect directly with the client (Engagement Manager), where all reporting is done. This being the case, team leads need to be highly competent and proficient to ensure constant effective and relevant communication to the engagement managers. Not having the right employee fit in the role may result in time wastage, deviation from functional and operational goals and a slow-down in the decision-making processes. Thus it is expected that a team leader is hired at a higher pay grade than your agent seats.
Staff Turnover: The monetary costs as well as time cost invested to recruit and select a skilled competent workforce adds its weight to the concept of TCE. High staff turnovers usually seen in offshore operations increase the overall costs incurred by a company. When training is constantly repeated as a result of high attrition, it frustrates the productivity of a company when benefits to be gained from the learning curve effect cannot be fully realized.
Travel: Increases in global fuel prices, have caused travel to become an expensive luxury, especially to locations not within a close geographic proximity.
Where Is The Focus For The Future?
Industry professionals report that one of the growing trends for 2014 is that increasingly more businesses currently outsourcing their customer contact operations will shift focus from cost savings to realizing higher quality in the delivery of customer service. Companies are now willing to pay more to have their process outsourcing services onshore or nearshore.
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About KPI Connect Ltd:
KPI connect is an award winning, unified full-featured contact center, providing a diverse array of multi-channel B2B and B2C solutions. Founded in 1994 originally under the Faneuil Group, KPI Connect has delivered on time, on budget and in scope services for more than 17 continuous years, having managed over one billion contacts. Our philosophy is to “Collaborate, Communicate & Connect”. This has been the cornerstone of our business as we aim to become an extension of your organization, continually improving your programs with a consultative approach. With three strategic locations: Canada (Winnipeg Manitoba), USA (San Diego California) and the Caribbean (Barbados), KPI Connect can be your nearshore choice for your process outsourcing needs. We offer skilled agents with multi-lingual capabilities in English French and Spanish, both on premise and remote (Canada & USA offices).
Published: Friday, December 26, 2014
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