| Outsourcing companies and offshore companies differ | | | | Companies find it difficult to deal with inexperienced |
| in their communication with respect to word | | | | offshore development teams from the basic |
| pronunciation, usage of slangs and dialect, intonation, | | | | establishment to product finish. The best way to solve |
| phonetics and style of the speech. Personnel in | | | | this issue is appointing a good mediator or agent who |
| offshore countries do not communicate in a way the | | | | is well-versed with the offshore management |
| stakeholders feel convenient to understand things. The | | | | strategies, experienced and communicative to deal |
| best possible solution in this scenario is, speaking in an | | | | with the entire process starting from selecting a |
| accent that the client would feel better to | | | | vendor ending with delivering the finished product |
| communicate. Try to speak in a neutral accent. | | | | between the supplier and the customer. |
| The cultural differences between the onshore and | | | | Outsourcing companies may assign long-term projects |
| offshore companies may complicate the things further. | | | | to offshore consulting to reduce the cost considerably |
| The consequence of misunderstanding or not | | | | as well as to avoid communication misunderstanding. |
| understanding the culture will result in delay in delivering | | | | Now-a-days offshore software development |
| the products, complexity in the project development, | | | | companies in India, Ireland, Canada, Philippines, etc., are |
| missing creativity and innovation, etc., and finally | | | | shining in this business concept as they are disciplined |
| affecting the entire process. This problem can be | | | | and congenial in their approach with the foreign |
| handled easily when the working staff are given | | | | stakeholders. |
| cultural training and general knowledge. | | | | |