Divide to multiply
Jerônimo Leiria
In the 1980s, the practice of outsourcing was a very controversial topic, although its principle is disconcertingly simple: everything that is not a company's differentiating of a company, or that is not its focus, or that it does not know how to do well -- can be outsourced.
At first, in the 1980s, outsourcing was only practiced in peripheral areas, the so-called activities. In other words, outsourcing took place in areas such as cleaning, catering, surveillance and so on. It was not dreamed that the business landscape would change so much in the future, and for the better -- of course.
Since we have a short memory, we forget that in the 1990s companies were created to provide services in previously unimaginable activities - the so-called activities, such as reception, customer service, telemarketing, organizing and storing documents, handling intra-company loads, logistics, among others.
In the 1990s, Brazil opened up to foreign markets. It tried to turn the tables - - no longer importing much and only exporting raw materials with no added value. O The aim became to import the minimum necessary and export everything: fabrics, footwear, software, literature, services and much more.
However, in addition to producing the product, you also need to know how to export it.
The activity of exporting requires specialized knowledge, including knowing the language, habits and legislation of foreign consumers.
The practice of outsourcing requires the selection of suitable partners and specialists so that, in the end that, in the end, the institutional image of the contracting company is not tarnished. To apply it, the entire business process must be divided into activities. Then analyze each of the segments and decide which will be carried out in-house or outside. in-house.
Thus begins a virtuous cycle of multiplying results, as business intelligence that was business intelligence that used to be consumed in an activity that didn't add value is now redirected to segments that generate greater results. The transferred activities are now carried out by specialists, who already do this for many clients. customers, so they carry out their activities with higher quality, less waste and at lower cost. waste and at a lower cost.
In the 1980s, the practice of outsourcing was a very controversial topic, although its principle is disconcertingly simple: everything that is not a company's differentiating of a company, or that is not its focus, or that it does not know how to do well -- can be outsourced.
At first, in the 1980s, outsourcing was only practiced in peripheral areas, the so-called activities. In other words, outsourcing took place in areas such as cleaning, catering, surveillance and so on. It was not dreamed that the business landscape would change so much in the future, and for the better -- of course.
Since we have a short memory, we forget that in the 1990s companies were created to provide services in previously unimaginable activities - the so-called activities, such as reception, customer service, telemarketing, organizing and storing documents, handling intra-company loads, logistics, among others.
In the 1990s, Brazil opened up to foreign markets. It tried to turn the tables - - no longer importing much and only exporting raw materials with no added value. O The aim became to import the minimum necessary and export everything: fabrics, footwear, software, literature, services and much more.
However, in addition to producing the product, you also need to know how to export it.
The activity of exporting requires specialized knowledge, including knowing the language, habits and legislation of foreign consumers.
The practice of outsourcing requires the selection of suitable partners and specialists so that, in the end that, in the end, the institutional image of the contracting company is not tarnished. To apply it, the entire business process must be divided into activities. Then analyze each of the segments and decide which will be carried out in-house or outside. in-house.
Thus begins a virtuous cycle of multiplying results, as business intelligence that was business intelligence that used to be consumed in an activity that didn't add value is now redirected to segments that generate greater results. The transferred activities are now carried out by specialists, who already do this for many clients. customers, so they carry out their activities with higher quality, less waste and at lower cost. waste and at a lower cost.