Modelo de estructuración financiera de una titularización de flujos futuros en el mercado de valores ecuatoriano para una empresa de business process outsourcing

El objetivo de la presente tesis es establecer un modelo de estructuración financiera para una titularización de flujos futuros que permita a una empresa de business process outsourcing financiarse en el mercado de valores ecuatoriano. A partir de los ingresos generados por prestación de los servicios de la empresa, se establece un modelo de series de tiempo autoregresivo integrado de media móvil (ARIMA) con componente estacional, para la proyección de los flujos de la titularización de flujos futuros. Este modelo permitió establecer tres escenarios: moderado, optimista y pesimista, en base a la proyección y a sus intervalos de confianza. Adicionalmente, para la proyección de los estados financieros se establecieron varios supuestos, los cuales permitieron la proyección del balance general, el estado de resultados y los índices financieros. Se llega a establecer los niveles de costo en el cual incurrirían las empresas si requerirían financiamiento, ya sea con las diferentes alternativas del mercado de valores como son: obligaciones, titularizaciones y acciones, o mediante crédito del sistema financiero.

Cyberfraud & identity theft: the hidden costs of business process outsourcing

Offshore business process outsourcing involves additional risks, according to Anne Rouse and David Watson. Here they outline some of these with strategies for their management.

IT-supported business process outsourcing (BPO): the good, the bad and the ugly

Outsourcing decisions are not, technically, irreversible. But in practical terms the organizational disruption and financial costs of bringing services back in house (“backsourcing”) mean that few organizations revert, even when quite dissatisfied with an arrangement. Instead, organizations typically seek to move to another outsourcing arrangement, that is sometimes less attractive than the original in-house delivery. Preliminary evidence from studies of business process outsourcing (BPO) experiences, like those into IT outsourcing’s success, suggests that only a minority of organizations report their BPO arrangements as satisfactory, implying that many are caught in this “can’t go back” bind. In this paper the authors examine two organizations contemplating the adoption of BPO, and consider their expectations and experiences in light of existing empirical literature. The paper concludes with a set of principles to assist organizations to avoid BPO failure.

Percepción de valor de los clientes de una firma de consultoría oferente del servicio de Business Process Outsourcing (BPO) en cultura corporativa y gestión humana en la ciudad de Medellín

Este estudio describe la percepción de valor de los clientes actuales y potenciales de la firma consultora Penta sobre el servicio BPO de cultura corporativa y gestión humana en la ciudad de Medellín -- El trabajo fue de tipo descriptivo y de corte cualitativo, mediante la técnica de estudio de caso, sobre una población de catorce empresas -- Los resultados encontrados no solo ayudarán a que la firma consultora tome la decisión de implementar o no este nuevo servicio, sino que lleva a una reflexión frente al valor estratégico de la gestión humana y la reconfiguración a la que está llamada, luego de la aparición de la nueva generación de trabajadores conocida como millennials -- Las respuestas de las empresas entrevistadas permitieron conocer cómo el comportamiento de esta nueva generación incide en el funcionamiento y la competitividad de las empresas -- Luego del estudio se concluye que existe el potencial para crear el servicio, que se persigue que se convierta en una herramienta para las micro y las pequeñas empresas, de modo tal que les permita crecer en el mercado mediante el fortalecimiento y la estructuración del componente humano y cultural frente a un entorno competitivo de empresas medianas, nacionales y multinacionales

Towards a framework for business process standardization

Organizations increasingly seek to achieve operational excellence by standardizing business processes. Standardization initiatives may have different purposes, such as process streamlining, process automation, or even process outsourcing. However, standardization of processes is easier said than done. Standardization success depends on various factors, such as existent IT capabilities, available standard frameworks, market situation, and the processes’ nature, such as their level of routine or structuredness. This paper uncovers the complex nature and relative influence of process-internal and -environmental factors relevant to process standardization, by discussing three case studies from different industries. The findings are summarized in a set of initial conjectures about successful process standardization. This exploratory research is a first step towards uncovering the characteristics of successful process standardization efforts.

Knowledge process outsourcing in financial services: The vendor perspective

This research reports the findings from a study on nine knowledge process outsourcing (KPO) vendors working in the financial services industry. It delineates financial business processes along a low to high-end continuum. Findings suggest that KPO vendors are gradually moving along the value pathway offering more complex intellectual value activity based products and services to clients. However, they face many challenges including gaining the confidence of potential clients about outsourcing knowledge-intensive work, and finding effective solutions to mitigate outsourcing risk. Our paper concludes by developing a taxonomy of KPO scenarios to provide a backdrop for further academic research and to illustrate current practice.

The impact of business outsourcing on corporate real estate in India

Driven by Western companies' requirements for efficiency and effectiveness, a trend towards outsourcing of business activities to India and other low-cost countries commenced in the early 1990s and has continued to grow at a surprisingly fast pace. In a relatively short timeframe India has become a global hub for back-office services, although the effect on the urban cities is yet to be fully comprehended. As American and European companies continue to relocate their information technology services and other back office works to the subcontinent, there has been a considerable flow-on effect on Indian corporate real estate. This paper addresses two key questions. Firstly, the factors important for Western companies' outsourcing of organisational activities to India, and secondly, the effect of business outsourcing on corporate real estate locational requirements in India. A survey of corporate real estate representatives in India and the UK was conducted with the results providing an insight into the present state and possible future direction of outsourcing for India. This research presents a unique insight into the impacts of Western business outsourcing on corporate real estate in India, and presents findings that are useful to both organisations seeking to relocate business activities to India and for property market analysts looking to understand drivers behind this sustained demand for Indian corporate real estate.

Information Systems Outsourcing. Enduring themes, global challenges, and process opportunities

he notion of outsourcing – making arrangements with an external entity for the provision of goods or services to supplement or replace internal efforts – has been around for centuries. The outsourcing of information systems (IS) is however a much newer concept but one which has been growing dramatically. This book attempts to synthesize what is known about IS outsourcing by dividing the subject into three interrelated parts: (1) Traditional Information Technology Outsourcing, (2) Information Technolgy Offshoring, and (3) Business Process Outsourcing. The book should be of interest to all academics and students in the field of Information Systems as well as corporate executives and professionals who seek a more profound analysis and understanding of the underlying factors and mechanisms of outsourcing.