|
KPI |
Description |
Rank Eastern Europe
Rank
(Score)
Percentile |
Global Rank
Rank
(Score)
Percentile |
|
Vendor overall preference/Vertical industry
recommendations |
Organizational structure meets the needs of
customers with stakeholder satisfaction as the most important priority.
Is the client likely to recommend the vendor to other CCO buyers for an
outsourcing engagement ? |
1
(9.95)
Top |
3
(9.34)
Top 10% |
|
Innovation |
CCO clients believe that their vendors’ technology
is helping them compete more effectively, generate larger revenues and
profits, and cut their overhead. |
1
(9.92)
Top |
1
(9.56)
Top |
|
Training |
The outsourcer provides significant and meaningful
training opportunities for employees. CCO strives to develop technology
staff and customer service consultant employees. |
1
(9.93)
Top |
5
(9.17)
Top 10% |
|
Client relationships and cultural fit |
Outsourcing leadership highly honors customer
relationships . Governance of engagement is neither complex for the
buyer, nor does it require regular vendor management attention. There
are no regular transparency or quality issues. There are no culture
clashes or misfits that threaten the success of the relationship or
client satisfaction. |
1
(9.86)
Top |
2
(9.60)
Top 10% |
|
Trust |
Client possesses the understanding that its
outsourcing organization has the people, processes,
and resources to deliver the desired business
results effectively, based on its industry reputation and past
performance. |
1
(9.97)
Top |
1
(9.73)
Top |
|
Breadth of offerings, client types, delivery
excellence |
Vendor routinely drives operational performance
improvements and results in the areas both affect. Comprehensive
offerings are constructed to meet the unique needs of each client’s CCO
initiatives. |
1
(9.88)
Top |
7
(9.00)
Top 10% |
|
Deployment and outsourcing implementation |
Outsourced solutions eliminate excessive buyer
supervision over vendor implementations. Vendor effectively overcomes
implementation obstacles and challenges. |
> 10
(8.48)
Top 33% |
> 10
(8.48)
Top 33% |
|
Customization |
CCO products and process services are customized to
meet the unique needs of specific client purposes, processes, and
models. Extraordinary efforts are made to adapt and convert client
special needs into workable solutions with both efficient cost and time
considerations. |
1
(9.98)
Top |
1
(9.68)
Top |
|
Integration and interfaces |
Managed CCO vendor supports interfaces, so
information can be shared between necessary applications. Solutions are
easily integrated to existing backend systems. Human integration and
interface activities are administered precisely. |
1
(10.00)
Top |
8
(9.98)
Top 10% |
|
Scalability, client adaptability, flexible
pricing |
CCO services and solutions vendor provides flexible
outsourcing pricing. allowing the client to choose and pay for the
precise functionality and services needed. Invests in significant
infrastructure and has the ability to provide services to enterprise
organizations. |
1
(9.76)
Top |
2
(9.39)
Top 10% |
|
Compensation and employee performance |
CCO vendor is focused on building and developing a
strong employee team of producers. Company is moving toward leveraged
pay at all levels. Vendor is using effective tools to tie performance
metrics to compensation policy and compensation of top leaders. |
1
(9.98)
Top |
1
(9.57)
Top |
|
Reliability |
CCO services supplier meets agreed terms as
evidenced by routine, acceptable service level reporting. and industry
expectations. Online reliability is maximized, and outages/downtimes are
minimized. Service levels are consistently met as agreed. Services and
support response is maximized by the vendor team. |
1
(9.74)
Top |
2
(9.41)
Top 10% |
|
Brand image and marketing communications |
Sales presentations and proposals are delivered and
corporate integrity/honesty in marketing and business development is
highly valued. Maintains high image and reputation, so customer,
manufacturers, multinationals, and other buyers of CCO services will
openly reference their outsourced vendor representatives as client team
members. |
1
(9.97)
Top |
5
(9.10)
Top 10% |
|
Marginal value adds |
Outsourced CCO vendors' cost savings are realized
as generally estimated and not over-positioned or over/underestimated
in ways that affect major client satisfaction or costs. Provides true
business transformation opportunities to buyers and opportunities for
top line contributions. |
1
(9.80)
Top |
3
(9.30)
Top 10% |
|
Viability |
Vendor’s viability, employee turnover, financial
stability, and/or cultural mismatches do not threaten the client
relationship. This outsourcing vendor undertakes extraordinary efforts
to avoid relationship problems between service providers and the client. |
5
(9.50)
Top 10% |
7
(8.72)
Top 10% |
|
Data security and backup services |
In order to provide secure and constantly
dependable CCO service offerings for corporate product development
entities, an outsourcing vendor has to provide the highest level of
security and data back-up services. |
2
(9.49)
Top 10% |
3
(9.02)
Top 10% |
|
Support and customer care |
Account management leadership provides an adequate
amount of onsite administration and support to clients. There is a
formal outsourcing relationship and account management program that
meets client needs among suppliers for the customer. |
1
(9.52)
Top |
3
(9.01)
Top 10% |
|
Best of breed technology and process improvement |
CCO management and related technology services are
considered best of their breed. Vendor technology elevates customers via
capabilities, equipment, processes, deliverables, professional staff,
leadership, quality assurance, and innovative initiatives. |
1
(9.82)
Top |
2
(9.45)
Top 10% |
The Black Book of Outsourcing 2009 Survey
