Offshoring of Business Processes by Banks from Switzerland
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Inhaltsangabe:Introduction: The global banking sector is currently undergoing fundamental changes. Banks face new challenges created by socio-economic and political developments and the potential of new information and communication technologies. Competition has risen to formerly unknown levels and active management of costs has become an ongoing tasks. Unlike the manufacturing industries most banks still cover large parts of their value chain by themselves. Lead by Anglo-Saxon institutes global banks have started in recent years to use the advantages of globalization by splitting up their value chains and by offshoring selected functions to countries offering wage differentials. According to experts banks have just started to create their global sourcing model, so that the offshoring volume is projected to increase further. While most banks have started their offshoring initiatives with IT functions, business process offshoring and even knowledge process offshoring have now become the main drivers of the move to the key offshoring locations like India, China and Eastern Europe. Banks from Switzerland have been spectators to the global move towards a global delivery model for many years. Only its two large global banks - UBS and Credit Suisse - have started offshoring initiatives yet trying to catch up with their global competitors. They face challenges especially from the legal and regulatory side, which are specific to offshoring from Switzerland, and have to balance cost discipline with keeping the high standards in quality, security and confidentiality, which are the base for the high reputation of the Swiss banking market. Inhaltsverzeichnis:Table of Contents: 1.Introduction5 1.1Current Situation5 1.2Objective5 1.3Structure of Analysis6 2.Business Process Offshoring9 2.1Definition of relevant terms9 2.2Organizational options10 2.3Main offshoring locations13 3.Offshoring by banks17 3.1Drivers for market growth in business process offshoring17 3.2Benefits18 3.2.1Cost savings18 3.2.2Access to new talent pools20 3.2.3Market access20 3.2.4Process optimization21 3.2.5Further benefits21 3.3Risks21 3.4Potential business processes for offshoring23 3.4.1Criteria for selecting processes23 3.4.2Processes offshored by banks24 3.5Strategic options for banks25 4.Specific challenges for offshoring banking processes from Switzerland28 4.1Legal restrictions to offshoring from Switzerland28 4.2Regulatory restrictions to offshoring [...], PDF, 28.11.2008.

Lieferung aus: Deutschland, Sofort per Download lieferbar.
Inhaltsangabe:Introduction: The global banking sector is currently undergoing fundamental changes. Banks face new challenges created by socio-economic and political developments and the potential of new information and communication technologies. Competition has risen to formerly unknown levels and active management of costs has become an ... Inhaltsangabe:Introduction: The global banking sector is currently undergoing fundamental changes. Banks face new challenges created by socio-economic and political developments and the potential of new information and communication technologies. Competition has risen to formerly unknown levels and active management of costs has become an ongoing tasks. Unlike the manufacturing industries most banks still cover large parts of their value chain by themselves. Lead by Anglo-Saxon institutes global banks have started in recent years to use the advantages of globalization by splitting up their value chains and by offshoring selected functions to countries offering wage differentials. According to experts banks have just started to create their global sourcing model, so that the offshoring volume is projected to increase further. While most banks have started their offshoring initiatives with IT functions, business process offshoring and even knowledge process offshoring have now become the main drivers of the move to the key offshoring locations like India, China and Eastern Europe. Banks from Switzerland have been spectators to the global move towards a global delivery model for many years. Only its two large global banks - UBS and Credit Suisse - have started offshoring initiatives yet trying to catch up with their global competitors. They face challenges especially from the legal and regulatory side, which are specific to offshoring from Switzerland, and have to balance cost discipline with keeping the high standards in quality, security and confidentiality, which are the base for the high reputation of the Swiss banking market. Inhaltsverzeichnis:Table of Contents: 1.Introduction5 1.1Current Situation5 1.2Objective5 1.3Structure of Analysis6 2.Business Process Offshoring9 2.1Definition of relevant terms9 2.2Organizational options10 2.3Main offshoring locations13 3.Offshoring by banks17 3.1Drivers for market growth in business process offshoring17 3.2Benefits18 3.2.1Cost savings18 3.2.2Access to new talent pools20 3.2.3Market access20 3.2.4Process optimization21 3.2.5Further benefits21 3.3Risks21 3.4Potential business processes for offshoring23 3.4.1Criteria for selecting processes23 3.4.2Processes offshored by banks24 3.5Strategic options for banks25 4.Specific challenges for offshoring banking processes from Switzerland28 4.1Legal restrictions to offshoring from Switzerland28 4.2Regulatory restrictions to offshoring [], 28.11.2008, PDF.

Lieferung aus: Schweiz, Sofort per Download lieferbar.
Inhaltsangabe:Introduction: The global banking sector is currently undergoing fundamental changes. Banks face new challenges created by socio-economic and political developments and the potential of new information and communication technologies. Competition has risen to formerly unknown levels and active management of costs has become an ... Inhaltsangabe:Introduction: The global banking sector is currently undergoing fundamental changes. Banks face new challenges created by socio-economic and political developments and the potential of new information and communication technologies. Competition has risen to formerly unknown levels and active management of costs has become an ongoing tasks. Unlike the manufacturing industries most banks still cover large parts of their value chain by themselves. Lead by Anglo-Saxon institutes global banks have started in recent years to use the advantages of globalization by splitting up their value chains and by offshoring selected functions to countries offering wage differentials. According to experts banks have just started to create their global sourcing model, so that the offshoring volume is projected to increase further. While most banks have started their offshoring initiatives with IT functions, business process offshoring and even knowledge process offshoring have now become the main drivers of the move to the key offshoring locations like India, China and Eastern Europe. Banks from Switzerland have been spectators to the global move towards a global delivery model for many years. Only its two large global banks - UBS and Credit Suisse - have started offshoring initiatives yet trying to catch up with their global competitors. They face challenges especially from the legal and regulatory side, which are specific to offshoring from Switzerland, and have to balance cost discipline with keeping the high standards in quality, security and confidentiality, which are the base for the high reputation of the Swiss banking market. Inhaltsverzeichnis:Table of Contents: 1.Introduction5 1.1Current Situation5 1.2Objective5 1.3Structure of Analysis6 2.Business Process Offshoring9 2.1Definition of relevant terms9 2.2Organizational options10 2.3Main offshoring locations13 3.Offshoring by banks17 3.1Drivers for market growth in business process offshoring17 3.2Benefits18 3.2.1Cost savings18 3.2.2Access to new talent pools20 3.2.3Market access20 3.2.4Process optimization21 3.2.5Further benefits21 3.3Risks21 3.4Potential business processes for offshoring23 3.4.1Criteria for selecting processes23 3.4.2Processes offshored by banks24 3.5Strategic options for banks25 4.Specific challenges for offshoring banking processes from Switzerland28 4.1Legal restrictions to offshoring from Switzerland28 4.2Regulatory restrictions to offshoring [], PDF, 28.11.2008.

Lieferung aus: Deutschland, sofort lieferbar.
The global banking sector is currently undergoing fundamental changes. Banks face new challenges created by socio-economic and political developments and the potential of new information and communication technologies. Competition has risen to formerly unknown levels and active management of costs has become an ongoing tasks. Unlike the manufacturing industries most banks still cover large parts of their value chain by themselves. Lead by Anglo-Saxon institutes global banks have started in recent years to use the advantages of globalization by splitting up their value chains and by offshoring selected functions to countries offering wage differentials. According to experts banks have just started to create their global sourcing model, so that the offshoring volume is projected to increase further. While most banks have started their offshoring initiatives with IT functions, business process offshoring and even knowledge process offshoring have now become the main drivers of the move to the ke.

Lieferung aus: Deutschland, Versandkostenfrei.
Offshoring of Business Processes by Banks from Switzerland: The global banking sector is currently undergoing fundamental changes. Banks face new challenges created by socio-economic and political developments and the potential of new information and communication technologies. Competition has risen to formerly unknown levels and active management of costs has become an ongoing tasks. Unlike the manufacturing industries most banks still cover large parts of their value chain by themselves. Lead by Anglo-Saxon institutes global banks have started in recent years to use the advantages of globalization by splitting up their value chains and by offshoring selected functions to countries offering wage differentials. According to experts banks have just started to create their global sourcing model, so that the offshoring volume is projected to increase further. While most banks have started their offshoring initiatives with IT functions, business process offshoring and even knowledge process offshoring have now become the main drivers of the move to the key offshoring locations like India, China and Eastern Europe. Banks from Switzerland have been spectators to the global move towards a global delivery model for many years. Only its two large global banks - UBS and Credit Suisse - have started offshoring initiatives yet trying to catch up with their global competitors. They face challenges especially from the legal and regulatory side, which are specific to offshoring from Switzerland, and have to balance cost discipline with keeping the high standards in quality, security and confidentiality, which are the base for the high reputation of the Swiss banking market. The primary objective of this paper is to give an overview on the current status as well as on trends in business process offshoring by banks in general and on offshoring from the Swiss banking market specifically. As Swiss institutes lag the global offshoring trend, the specific conditions for offshoring from Switzerland will get analyzed. Secondary objective of this paper is to give a high-level introduction to the key issues in business process offshoring: - What are the organizational options in offshoring - Which banking processes are suitable for offshoring and what are the criteria for identifying them - What are the main offshoring locations and criteria in the site selection - What are the drivers, but also risks and benefits of offshoring, Englisch, Ebook.

Lieferung aus: Deutschland, E-Book zum Download.
The global banking sector is currently undergoing fundamental changes. Banks face new challenges created by socio-economic and political developments and the potential of new information and communication technologies. Competition has risen to formerly unknown levels and active management of costs has become an ongoing tasks. Unlike the manufacturing industries most banks still cover large parts of their value chain by themselves. Lead by Anglo-Saxon institutes global banks have started in recent years to use the advantages of globalization by splitting up their value chains and by offshoring selected functions to countries offering wage differentials. According to experts banks have just started to create their global sourcing model, so that the offshoring volume is projected to increase further. While most banks have started their offshoring initiatives with IT functions, business process offshoring and even knowledge process offshoring have now become the main drivers of the move to the key offshoring locations like India, China and Eastern Europe. Banks from Switzerland have been spectators to the global move towards a global delivery model for many years. Only its two large global banks UBS and Credit Suisse have started offshoring initiatives yet trying to catch up with their global competitors. They face challenges especially from the legal and regulatory side, which are specific to offshoring from Switzerland, and have to balance cost discipline with keeping the high standards in quality, security and confidentiality, which are the base for the high reputation of the Swiss banking market. The primary objective of this paper is to give an overview on the current status as well as on trends in business process offshoring by banks in general and on offshoring from the Swiss banking market specifically. As Swiss institutes lag the global offshoring trend, the specific conditions for offshoring from Switzerland will get analyzed. Secondary objective of this paper is to give a high-level introduction to the key issues in business process offshoring: - What are the organizational options in offshoring - Which banking processes are suitable for offshoring and what are the criteria for identifying them - What are the main offshoring locations and criteria in the site selection - What are the drivers, but also risks and benefits of offshoring Diplomarbeit aus dem Jahr 2008 im Fachbereich Wirtschaft - Bank, Börse, Versicherung, Note: 1.0, Swiss Finance Institute (Bankmanagement), Veranstaltung: Executive Program, 49 Quellen im Literaturverzeichnis, Sprache: Englisch null.

Lieferung aus: Vereinigtes Königreich Großbritannien und Nordirland, Versandkostenfrei.
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