| Introduction | | | | • What influences outsourcing client satisfaction |
| The Satyam scandal rocked the global business | | | | beyond "faster and cheaper"? |
| community and endangered the Indian outsourcing | | | | • Who best influences the outsourcing vendor |
| industry with precipitous losses. But as panic subsides | | | | selection decision? |
| and dust settles, the forces driving outsourcing are as | | | | • How can prospective outsourcing buyers and |
| strong as ever. Buyer organizations that have | | | | investors match their unique needs to client |
| struggled to "keep the lights on" are currently planning | | | | experiences? |
| on a recovery that includes extensive expansions into | | | | • What are outsourcing buyers looking for and |
| both offshore and onshore outsourcing by year's end. | | | | value when choosing "better" as part of their business |
| The annual ""State of Outsourcing Industry Report"" | | | | transformation strategy beyond faster and cheaper? |
| contains Black Book's Top 50 ""Best Managed"" Global | | | | • What's valued by outsourcing clients in their |
| Outsourcing Vendors, the unbiased, client experience | | | | vendors? |
| rankings from 24,000 validated survey participants. | | | | • What are outsourcing clients and prospective |
| Measuring client experience and assessing industry | | | | outsourcing buyers looking for next? |
| developments, The State of the Outsourcing Industry | | | | • How do outsourcing service suppliers stack up |
| Report annually aims to address what's important to | | | | against each other and which are the very best at |
| the savvy and the novice industry users alike. The poll | | | | meeting the evolving and maturing client relationship |
| marks its seventh consecutive year of collecting data | | | | demands reflective in true satisfaction measures? |
| on the industry. | | | | Key questions we asked |
| Key Findings | | | | Survey respondents were validated via external audit |
| • Indian outsourcers have regained strong buyer | | | | with double ID entry requirements and/or by email |
| confidence by demonstrating tangible transparency, | | | | verifications and telephone follow-up to ensure |
| accountability and ethical management practices to | | | | corporate client responses and appropriateness of |
| eighty-one percent of US companies buying services | | | | response source. |
| offshore. | | | | Our data |
| • Technology budgets will be fully restored or | | | | Independent and unbiased from vendor and advisor |
| expanded over the next twelve months, corroborated | | | | influence, over 800,000 global outsourcing users are |
| by sixty-eight percent of outsourcing buyers. Buyers | | | | invited to participate in Black Book surveys. In 2009, |
| predict fastest spending growth in progressive | | | | Advisors were not alerted or contacted directly in a |
| outsourcing organizations that consistently | | | | direct effort to validate past experience scores of the |
| demonstrated client empathy through the downturn. As | | | | opening or close of the Black Book consulting firm |
| the economy improves, sixty percent of clients | | | | evaluation process. In past survey years, consultants |
| anticipate shifting from less agile outsourcers that | | | | and advisors were encouraged to contact their clients |
| were unmovable through recessionrelated | | | | to participate. The 2009 data set produced current and |
| renegotiation issues. | | | | objective customer service data for buyers, analysts, |
| • Cloud Computing & Software-as-a-Service | | | | investors, consultants, competitive suppliers and the |
| explodes IT outsourcing growth guidance. Remote | | | | media, as well as validated the opinions of actual users |
| Infrastructure Management and bundled applications | | | | without interference of influence from those firms |
| development / maintenance initiatives which have been | | | | being studied |
| on hold by ninety-one percent of CIOs will receive the | | | | |
| most immediate funding. | | | | Table of Contents : |
| • BPO projects that deliver speedy | | | | Executive Summary |
| return-oninvestments are highest in demand. 180-day | | | | • 2009's Chief Industry Developments |
| ROI's, typical in Procurement Outsourcing, Accounts | | | | - Indian Outsourcers |
| Receivable, Accounting and Financial transaction | | | | - Buyer technology budgets |
| processing, will be creating the greatest growth in new | | | | - Outsourcers and the economic downturn |
| contracting through 2010. | | | | - Return-on-Investments (ROIs) and new outsourcing |
| Reasons to purchase | | | | contracts |
| • Examine client-vendor relationships and seek and | | | | - Plain Vanilla Outsourcing to be first to rebound before |
| compare outsourcing suppliers | | | | creativefinancing deals crop up |
| • Identify weaknesses and areas for competitive | | | | - Cloud Computing & Software-as-a-Service |
| growth | | | | - Multishoring |
| • Make buying decisions | | | | - Call Centers and customer demands |
| • Set organizational strategy | | | | - Outsourcing's cost Vs Political issues |
| • Fine-tune governance programs | | | | - CXO's Get More Adept in Managing Outsourcing |
| Key questions we asked | | | | through the |
| Survey respondents are queried about specific targets | | | | Downturn |
| of high priority interest in order to answer, among | | | | - Emerging locations |
| others, the following questions: | | | | • Satisfaction and the Client Experience |
| • What are the measures of outsourcing client | | | | - Who's most satisfied with their outsourcing initiatives? |
| satisfaction beyond contractual success? | | | | |