Tag Archives: BPO

RPA Doesn’t Begin with FTE-Based Assumptions (Part One of Two)

Bill Huber Blog

Bill Huber, Managing Director – 

Alsbridge Managing Director Bill Huber recently interviewed Sean Tinney, Global Head of Innovation and Transformation at Sutherland Global Services, to discuss the current state of the Robotic Process Automation (RPA) market and to examine where the technology is headed.

Bill Huber: Tell me about your background and current responsibilities.

Sean Tinney: I have been in the BPO space for 13 years. My career began with a focus on O2C, transitioned into management, then account responsibilities. My current role is running innovation and transformation from a delivery perspective at Sutherland Global Services. I work with the Platform Development team — beginning at the pilot phase, determining what works best as a point solution and what the appropriate scale should be. Our focus is bringing innovation and scalability to our customer solutions.

BH: What does RPA mean to you?

ST: That’s the million dollar question. There are multiple definitions out there. To me, RPA is another way to have a virtual workforce handling transaction-based or decision-based transactions. The software itself is not a substitute for front end automation but it is software that automates process exceptions. It thrives when subjectivity is driven out of a process and improves the use of rules-based decisions, keeping quality and efficiency up, and driving errors out of a process. It can be a substantial differentiator or value-added service if you are fundamentally committed to changing the process.

RPA is designed around automating process exceptions that are a result of not having automation up front. It quantifies all of the various secession points. We believe that it will move up the cognition scale. You are seeing a degree of it now, in terms of fuzzy logic and historical trends. True cognitive robotics is a ways away, as there are so many different variables, both in horizontal process and all of the vertical variants of the same.

The next level of integrating analytics into the process will enable the software to make better educated guesses. That will be a major step toward improved cognitive processes.

BH: What are the advantages of using a provider for RPA work?

ST: It goes back to the sensitivity of the process, and the software. It requires hands on maintenance. Anything occurring upstream affects the coding of the robots, requiring a dedicated team to stay on top of it. It requires a whole new level of change management and necessitates an ingrained transformation organization that can be cost prohibitive or impractical for a client organization. Working with a provider, an organization can leverage the economies of scale, the process expertise, as well as the collective learning of a BPO organization. They get faster deployments that are more cost effective, with more impactful implementation when using a provider. The provider knows the vertical, the horizontal and the technology.

BH: How is contracting different for an RPA solution vs. a normal BPO solution?

ST: There is significantly more flexibility with an RPA solution. An RPA solution does not even begin with an FTE based assumption, but rather goes immediately to a transaction-based model. It opens up outcome based pricing opportunities because there is a new level of detail in process documentation and transformation, it provides a comprehensive view and thorough understanding of upstream and downstream processes. For example, when you apply an RPA enabled solution to a traditional manual order processing process it provides a better understanding of how it impacts billing, cash applications, DSOs, etc. This enables gainshare, with a more lucrative revenue stream because of the benefit of reducing bad debt or improving working capital. As we see RPA mature and become more adapted, there will be changes to contracting, with the FTE model slowly dying out. There will be a natural shift toward analysts and advisors. RPA will erode the traditional size and scale of resources involved in BPO. This will be an evolutionary process as the market will have to shift.   Some analyst firms base rankings on the number of contracts and people. I believe that this will become less and less important. For a company like Sutherland, it plays into our sweet spot. We have flexible commercial terms and have always leveraged technology and platforms.   RPA will be an opportunity to further differentiate ourselves.

This is nothing different than what Sutherland has been doing for nearly 30 years, RPA just reflects a continuation.

BH: What Are the Barriers to Client Acceptance?

ST: Some clients are innovators and some are more cautious. Clients are reading about new and emerging technologies. There is a natural concern about anything that could impact our client’s customers. We have two different approaches that we take. The first is proof of concepts – a small selection of sub processes or an individual segment of accounts. We will demonstrate what is possible and develop a transformation roadmap to roll into larger scale. The other approach is a traditional lift and shift, with transformation after we have control. Sutherland builds a transformation roadmap after we have control of the process.

What Makes Healthcare Different? (Part Two of Two)

Bill Huber Blog

Bill Huber, Managing Director – 

What Makes Healthcare Different? (Part Two of Two)

The dramatic changes transforming the Healthcare industry are having a dramatic impact on outsourcing service providers, as payers and providers increasingly focus on new delivery models and the integration of disruptive technologies. I recently spoke with HCL’s Healthcare head, Gurmeet Chahal on the concept of “Patient Centricity” in today’s environment.  Our conversation continues below, as Gurmeet discusses what makes Healthcare different.

BH For you as a service provider, what is different about healthcare from other areas?

GC: We have a very strong domain-led technology which is consistent across all of our verticals. In healthcare, we believe that we are unique in the degree to which we work across the entire healthcare ecosystem. This gives us the capability to be front and center. An example is how we are leveraging our strong medical device expertise to create next generation solutions that benefit patient, payer, provider & the device manufacturer.

BH: How are regulatory changes driving increased use of service providers?

GC: The Healthcare industry is among the most regulated. New regulations do have impact on IT services consumption. As an example ICD10 had driven growth in IT services, and is expected to have an ongoing impact in areas like RCM going forward based on the complexity of codes. All of the quality, compliance and regulatory mandates require payers/providers to upgrade their existing IT infrastructure and in some cases to build entirely new capabilities.

BH: As applicable to your services, what are common priorities for both payers and providers?

GC: We believe that new business models are emerging that encourage the payers and providers to improve collaboration. The first is based on the need to drive distinctive customer experience management. This is what will differentiate both in the long run and drive patient retention levels
Secondly, to run effective care management, claims information is insufficient. The payers need to integrate clinical data, lab data, etc. This means that they need a flexible, agile and external focused operating model.
Lastly, both payers and providers have a string need to reduce cost while improving care quality, and to accomplish this while investing in new capabilities such as analytics, social, mobility and so on.

BH: What are the things that HCL is doing to address these priorities?

GC: HCL’s approach is twofold. First, we leverage our strong technology and process capabilities, and secondly, we are investing in frameworks and accelerators where we are leveraging domain experts. For example, we have come up with a solution that we call Member Experience Management. This allows our customers to build a multichannel engagement and communication strategy. It provides a framework the gives a single view of the customer and drives the customer experience. It includes a view of workflow, CRM, infrastructure, next generation CTI Similarly, we have a solution called population care management, which allows providers to engage and drive the medical protocols that they have designed for a population pool

BH: You offer services across infrastructure, applications and business services. Is there a natural evolution among these services when you are engaged with a healthcare client?

GC: It’s very rare that we see a customer take a big bang approach of bundling the whole thing. A lot of times, we get engaged in a business solution kind of discussion. For example, in a successful population health management program, you will need a specialized application, underlying infrastructure and analytical and business services. In these cases, it’s an integrated solution with all three layers. If you look at the conventional towers of ITO. There was a lot of application development work that was happening given the exchange readiness rush. Currently there is a surge in developing front end transformation and analytics capabilities. There is a recognition that a lot of cost can be saved by outsourcing basic infrastructure and in back office functions like claims processing. While there is need and desire to move on all tracks, depending on customers’ readiness there may be a phased approach.

BH: What are unique service levels for HCl associated with healthcare? Are any of these outcome-based? 

GC: We have a number of outcome-based examples. One of the solutions that we have is a combination of applications and BPO in fraud, waste and abuse. The contract is linked to recovery through the process. Another example is revenue cycle management where a focusing on improving customer satisfaction year over year.

BH: Final thoughts?

GC: There is so much change happening in health care, but I believe that this is a great opportunity for healthcare to transform itself. There is a lot of change, but this is the opportunity to gain from this change. It is very rare to see any industry witnessing so much change at one time. On a recent airplane ride, I sat next to a retired IT executive. When I explained what I was working on, he said, “I’m really jealous. Your industry is going through so much. Through technology, you can make such an impact on the lives of humans. I wish that I had that opportunity.” That has stuck with me. We should be grateful for this opportunity, and it’s time to make that impact and gain from this change.

SG&A E2E Transformation – 2015 and beyond

business and technology concept - businessman hand with chart on

By Michael Fullwood

The pressure continues to mount on corporate C-suites as Wall Street demands ever increasing shareholder value, while Main Street demands higher quality of goods, services, and consumer value. Neither is particularly interested in segmented cost cutting measures of certain back office functions, or isolated initiatives related to quality or lean processes. Indeed, both Wall Street and Main Street expect true enterprise value, a tangible barometer of a firm’s strength and sustainability.

Leading corporate executives recognize this and are rethinking their Sales, General and Administrative (AG&A) models. Rather than examining specific back office functions (traditionally customer service and accounts payables), these business leaders instead comprehend the magnitude of these mandates. As such, they’re aggressively assessing end-to-End SG&A P&L components, with the prospect of embarking upon an SG&A Transformation.

What does end-to-end SG&A transformation actually look like? The process will vary for every firm, but these three keys are generally shared by all:

  • Sales – Optimize the revenue cycle
  • General – Source and procure more prudently
  • Administrative – Become more productive in the back office finance organization.

The precursor to implementing this type of transformation is a carefully crafted roadmap, the principal deliverable of an assessment of these areas. Furthermore, the assessment is founded upon each of the three aspects having a unique primary objective, but common secondary objectives.

Sales (Order-to-Cash) – In today’s globally competitive marketplace, organizations continually seek to optimize revenue opportunities through the maximization of recurring revenue channels and creation of other non-recurring cycles. The efficiency of the order-to-cash organization enables stronger revenue. Whether it’s shared services, internal transformation or outsourcing, world-class sales operations are being evaluated in direct connection with an assessment of procurement and finance operations.

General (Requisition-to-Procure) – For decades, direct procurement has garnered a great deal of corporate executive attention; and as long as gross margins remain a crucial financial metric, this will be the case. However, the best of best global companies have seen substantive bottom line positive impacts to their P&L by managing and influencing a higher percentage of their indirect spend. Assessing the requisition-to-procure functions with the objective of putting more IP spend under the influence of the sourcing/supply chain organization has consistently proven to be a catalyst to secondary, but sizeable benefits. This is directly related to and complementary to a finance assessment.

Administrative (Procure-to-Pay & Record-to-Report) – As exhibited during the 80’s and 90’s with the transformation of manufacturing in the automotive industry, managing internal cost centers like back office finance has a direct correlation to EBITDA and an organization’s ability to increase quality of goods and services. Operating cost metric outliers in the procure-to-pay and record-to-report functions will weigh down a company and impede agility. Yet, evaluating finance productivity in a vacuum and untethered, particularly to req-to-procure functions will only produce a partial answer.

In the final analysis, an assessment and subsequent enterprise transformation of SG&A increases shareholder value and consumer value through:

  • Optimization of the revenue cycle
  • Maximization of the spend under influence and ultimately
  • Reduction of Cost

Higher Revenue + Lower Cost + Operational Efficiency = Market recognized Enterprise Value (Shareholder & Consumer).

About Alsbridge

Alsbridge is a global management consulting firm that helps companies enable their businesses and reduce costs by optimizing their service provider relationships.  As a trusted advisor to over 40% of the Fortune 500 and FTSE 250, we work with over 200 clients a year on over $11b in spend.  Our experienced consultants leverage market insight and deep benchmarking databases to help clients align their requirements to the optimal vendor solution, apply best practices, negotiate terms at fair market prices and improve relationship governance. We help clients utilize the most cost-effective and value-added sources globally for IT infrastructure services, network carrier services, hardware and software, application support and development, business processes and cloud services.

Alsbridge Managing Director Bill Huber to Moderate, Speak and Teach at NASSCOM BPM Strategy Summit Sept. 16-17

Managing Director Bill Huber of Alsbridge, Inc., an award-winning benchmarking, sourcing and transformation advisory firm, will serve as a moderator, panelist and instructor on topics about next generation Business Process Management (BPM) at the NASSCOM BPM Strategy Summit, Sept. 16-17, in Bangalore, India. Themed “Making hyper-growth a sustainable business reality,” this year marks NASSCOM’s 16th edition of the conference.

“The global BPM industry is quickly shifting from a cost-based to a value-based proposition, and next generation models such as Business Process as a Service (BPaaS), cloud, analytics, and robotics are challenging the established paradigms of sourcing,” said Huber. “This summit, focused on next generation BPM models and strategies, is very timely, and I look forward to contributing to these conversations.”

Huber will moderate the panel discussion, ‘Who Moved My Cheese – Capturing Value in Next Generation BPM Relationship’ session on Sept. 17. The discussion will address next generation models that are challenging the established paradigms of sourcing. The discussion focuses on understanding this dynamic environment, changing customer expectations, and how to capture value in the next generation relationships.

Huber also will lead a master class session, ‘A business case development beyond cost savings’ on Sept. 16. The class will explore approaches to capture the value add of BPO including: improved insights from analytics, operational improvements to upstream and downstream functions, improved revenue through improved market agility, market insights and customer care, and the cost and benefits of risk management.

Additionally, Huber will serve as a panelist for a discussion on ‘De-Risking Business: Protection of Confidential Data is a Key Corporate Priority’ on Sept. 17. The session will focus on highlighting specific issues around confidentiality in the industry, discuss ways to address them in a systemic way, and unveil an Industry Code of Conduct to institutionalize it going forward.

For more information about the summit, please visit www.nasscom.in.

About Alsbridge Inc.

Alsbridge is a global management consulting firm that helps companies enable their businesses and reduce costs by optimizing their service provider relationships.  As a trusted advisor to over 40% of the Fortune 500 and FTSE 250, we work with over 200 clients a year on over $11b in spend.  Our experienced consultants leverage market insight and deep benchmarking databases to help clients align their requirements to the optimal vendor solution, apply best practices, negotiate terms at fair market prices and improve relationship governance. We help clients utilize the most cost-effective and value-added sources globally for IT infrastructure services, network carrier services, hardware and software, application support and development, business processes and cloud services.

Alsbridge CEO Chip Wagner to Speak on Panel About Sourcing Strategies at 7th Annual World BPO/ITO Forum in June

(Dallas, Texas) May 21, 2014 – Award winning benchmarking, sourcing and transformation advisory firm, Alsbridge, Inc., announces CEO Chip Wagner will speak on a panel entitled, “Five Key Risks in Developing & Executing a Smart Sourcing Strategy,” at the7th Annual World BPO/ITO Forum. This year’s annual forum, focused on “Re-Inventing Global Sourcing: Cloud, Mobile andSocial,” will be held June 2-3 in New York City.

“There is a long list of important factors always considered when developing a Smart Sourcing strategy, but we will address the five critical risks an organization must recognize and eliminate or mitigate,” said Wagner. “We also will hone in on the focus andexpertise that are absolutely essential for the organization to successfully execute a Smart Sourcing strategy. These are make-or-breakissues that every organization must know and address.”

The panel will be moderated by Beppe Urso, Executive Vice President, Global Director Client Compensation & Strategic Sourcing,Leo Burnett Worldwide. Joining Wagner as panel speakers will be John Gleason, formerly with Proctor & Gamble and Founder ofA Better View Strategic Consulting, LLC, and Andrew Wasser, Associate Dean, School of Information Systems & Management,Carnegie Mellon University.

Key learning points in the session include:

• Learn the CEO, CIO and CPO point of view on Smart Sourcing

• Understand what focus and know-how your organization needs to have/develop

• Learn from supplier/client perspective on how to build in the capability for risk mitigation

• Gain insight into how you can drive the strategic conversation within your own organization to minimize risks while SmartSourcing strategy is developed and executed

Alsbridge is a strategic alliance partner of World BPO/ITO Forum, an exclusive invitation-only event for C-suite executives andsenior decision-makers from mid to large-cap enterprise companies who are currently using BPO/ITO services or interested inevaluating global sourcing opportunities.

For more information about the 7th Annual World BPO/ITO Forum, please visit the event website at www.worldbpoforum.com

About Alsbridge Inc.

Alsbridge is a management consulting firm that helps companies reduce costs and enable their businesses by optimizingthe way they work with their vendors. With over 200 consultants on four continents, Alsbridge has been a trusted advisor toover 40% of the Fortune 500 and currently advise over 200 clients a year on over $11b in spend. This gives us tremendousmarket insight and deep benchmarking databases that our experienced consultants use to help clients engage the optimalvendors for their situation, negotiate best practice terms at fair market prices, and improve the way they govern vendorrelationships. Alsbridge clients utilize the most cost effective and value added sources globally for IT infrastructure services,network carrier services, hardware and software, application support and development, business processes and cloud services.

EDITORS/WRITERS: Journalists interested in covering the above topic or interviewing one of our SMEs pleasecontact:

Scott Tims

Office: 214-378-7970 ext. 278

pr@alsbridge.com| www.alsbridge.com

Outsourcing Center Announces Winners of 18th Annual Outsourcing Excellence Awards

DALLAS, April 8, 2014Outsourcing Center, the leading resource of outsourcing best-practice information, announced winners of the 2014 Outsourcing Excellence Awards: 

  • Best BPO: Motorola Solutions Inc. and Aon Hewitt
  • Best Communication:Swiss Re and Birlasoft
  • Best Going the Extra Mile: Mtel and Amdocs
  • Best Healthcare: Springhill Medical Center and Allscripts IT Managed Services
  • Best ITO Infrastructure: Sony Computer Entertainment America and Oracle Corporation
  • Best Long-term Relationship: Cummins and HCL Technologies
  • Best Managed Services: Morris Communications and NIIT Technologies
  • Best Partnership: BSkyB and Firstsource Solutions
  • Best Telecom: BT Group PLC and Wipro
  • Most  Collaborative: Procter & Gamble and Infosys BPO
  • Most Innovative: Ford Motor Company and Luxoft
  • Most Reliable: Japan International Cooperation Agency and Accenture

 “This year’s applications clearly demonstrate the benefits of outsourcing, particularly in terms of affording efficiency, cost savings, focus and expertise,” says panel judge James Ryan III, partner at Jackson Walker L.L.P.  “The applications also demonstrate that the outsourcing business is a service business in which communication, collaboration and willingness to ‘go the extra mile’ are essential.”

These global winning outsourcing partnerships represent a variety of business solutions that enabled the buyers to support their strategic growth initiatives. Judged by an independent panel of industry experts who evaluated entries  from over 100 worldwide nominations, these winning relationships will be highlighted in best-practice articles published on the Outsourcing Center in which award recipients will share their insights on how organizations can work flexibly and collaboratively through outsourcing to achieve the desired impacts on their business.  

About Outsourcing Center’s Outsourcing Excellence Awards

This is the 18th year the Outsourcing Excellence Awards have annually recognized the world’s best outsourcing arrangements. Reviewing the nominations, the judges select relationships that tangibly demonstrate best practices, create and sustain a competitive advantage, provide business transformation, achieve compelling value, and significantly benefit both buyer and service provider over time. The Outsourcing Center conducts the annual awards program exclusively and is an online community specializing in thought leadership, best practices, and innovation in outsourcing. The Center also offers provider brand communication, go-to-market strategies and business intelligence services.

Alsbridge to Share Insights on Shared Services & Outsourcing Week Industry Six Panel

Alsbridge is happy to announce that our Managing Director, Bill Huber, has been selected to be on the Industry Six: The Vertical Wizards panel at the 18th Annual North American Shared Services & Outsourcing Week in Orlando, Florida, March 11-14, 2014.

Alsbridge was appointed to the 2014 Industry Six panel based upon its reputation and experience in the Banking, Financial Services and Insurance industry verticals. Bill Huber will be interviewing John Standring from American Express on how to capitalize on sector knowledge, tips and secrets to accelerate the delivery of business outcomes through shared services and BPO

The Annual North American Shared Services & Outsourcing Week Summit covers three full days of information sharing, learning and networking with 800 senior practitioners, research analysts and sell-side professionals involved in shared services, outsourcing and transformation.

For further details about the event please, visit the Shared Services & Outsourcing Network website at http://www.ssonetwork.com

About Alsbridge Inc.

Alsbridge is a global consulting firm that helps companies transform and optimize the way they purchase, manage and leverage technology and business processes.   We have over 175 team members on 4 continents serving over 200 clients a year including more than 40% of the Fortune 500.  Alsbridge has helped hundreds of companies reduce costs and get more value from their vendors.  Our experienced consultants leverage proprietary tools and information databases to identify and engage the optimal vendors for your situation, negotiate best practice terms at fair market prices, and improve the way you work with your service providers.  Alsbridge clients utilize the most cost effective and value added sources globally for IT infrastructure services, network carrier services, hardware and software, application support and development, business processes and cloud services.

EDITORS/WRITERS: Journalists interested in covering the above topic or interviewing one of our SMEs please contact:

Eric Gilmour
Office: (214) 696-6410

eric.gilmour@alsbridge.com
www.alsbridge.com

BPO Vs ITO: Who Will Be the Outsourcing Heavyweight Champion in 2014? – Alsbridge Shares Insights

The gloves come off when it comes to BPO and ITO impacting the world of outsourcing. Experts from Alsbridge will be delivering an eSeminar –BPO vs. ITO: Who has the Upper Hand in 2014?- on January 16, 2014, 1:00 PM to 2:00 PM ET. This eSeminar will highlight how current trends in both business process and information technology outsourcing are impacting the outsourcing landscape in 2014.

Join Alsbridge for ringside insights from Directors, Dennis Winkler and Pete Roman as they discuss how the outsourcing arena is changing and what you need to understand to better leverage opportunities.

Attendees will learn:

  • ITO and BPO trends: past, present and future
  • Underlying drivers affecting new deals and pricing
  • The Big Data difference in BPO vs. ITO
  • ITO & BPO benchmarking: which is an art and which is a science

Discover what it takes to the outsourcing heavyweight champ and deliver a knock-out in 2014.

To register, visit the eSeminar registration page. Seats are limited and early registration is recommended.

Alsbridge Releases Study on the Current State of Price Benchmarking Based on a Survey of 664 Global Respondents

Price benchmarking of IT and business process services provide several benefits to companies who choose to take more of a “profit center” vs. “cost center” approach, according Alsbridge Inc., a benchmarking, sourcing and transformation advisory firm. Alsbridge today released the results of 2013 price benchmarking survey the firm conducted earlier this year, in its report –2013 State of Price Benchmarking, providing insight into the current state of IT and business process price benchmarking on a global basis.

2013 State of Price Benchmarking, is a result of survey conducted amongst over 664 sourcing buyers, providers, and consultants from global companies. The report reveals an in-depth analysis of:

  • The history of price benchmarking
  • The need for benchmarking
  • Types of benchmarks and best practices
  • Major findings of the study
  • Benchmarking benefits

Over 80% of companies engage in outsourcing to reduce expenses, gain access to variable resources, increase time-to-market and focus on core competencies, says report.

“With the global economic crisis still in recovery, today’s business leaders remain challenged to “do more with less” by seeking ways to streamline operations, cut cost and become more efficient,” explains Alsbridge CEO, Chip Wagner.

Alsbridge’s research reveals that the total 2013 global outsourcing market is nearly $1 Trillion with approximately two-thirds in Information Technology Outsourcing (ITO) and one-third in Business Process Outsourcing (BPO). The percentage of IT services currently provided by third parties, including outsourcers and cloud providers, increased slightly to 25%, up from 23% last year and 22% two years ago.  This figure is expected to climb to 37% within the next 3-5 years

“As the global economic recovery continues, IT and business process budgets continue to grow, but slowly.” Wagner said. “The magnitude of outsourcing spend is enormous and vitally important to companies as part of their overall management strategy,”

Access the complete report 2013 State of Price Benchmarking.

About Alsbridge Inc.

Alsbridge is a global consulting firm that provides data-driven sourcing advisory and benchmarking services for IT, Finance and Sourcing executives.  We’ve helped hundreds of companies reduce costs and get more value from their vendors.  Our experienced consultants leverage proprietary tools and information databases to identify and engage the optimal vendors for your situation, negotiate best practice terms at fair market prices, and improve the way you work with your vendors.  Alsbridge clients utilize the most cost effective and value added sources globally for IT infrastructure services, hardware and maintenance, network services, software and maintenance, application support and development, business processes and cloud services. Alsbridge was ranked the #1 outsourcing advisor in the world by the International Association of Outsourcing Professionals (IAOP) based on the value delivered to clients.  This commitment to delivering value to our clients has made Alsbridge a distinguished member of the 2010 Inc. 500 fastest growing privately held companies in America.

EDITORS/WRITERS: Journalists interested in covering the topic or interviewing one of our SMEs, please contact:

Scott Tims
Office: 214-378-7970 ext. 278
stims@thepointgroup.com
www.alsbridge.com

Third Party Benchmark Measuring with ProBenchmark.com

Outsourcing solutions provider Alsbridge has developed a number of helpful quantitative analysis tools to help its clients understand specific industry data and increase their competitive advantages. One of Alsbridge’s most widely applicable online analysis tools is ProBenchmark.com, which offers four assessments that cross a variety of data to provide impartial and tailored reports. These include the Snapshot BenchMARQ, the Custom Benchmark, the Online Market Assessment, and the Third Party Benchmark.

The Third Party Benchmark focuses on individual projects. The information it acquires ensures that price and service levels for both the client and the client’s customers remain at a competitive market rate over the contract period. By studying independent and empirical industry trends, the Third Party Benchmark offers Alsbridge clients a detailed plan of action that incorporates price analyses and adjustments, a service and contractual review, and an executive summary. The Third Party Benchmark guarantees comprehensive results through its proprietary modeling engine and intensive comparisons of third-party outsourcing engagements and contracts.

ProBenchmark.com also offers Alsbridge clients an opportunity to read market intelligence survey reports and view online seminars about Information Technology pricing trends. Above all, Alsbridge believes that benchmarking does not have to be a tedious or costly process. With tools like ProBenchmark.com, technology companies can quickly assess important results on everything from competitive pricing to outsourcing decisions.