離岸外包服務(wù)競爭策略分析外文翻譯（節(jié)選）

1、<p>　　1400單詞，8000英文字符,中文2700字</p><p>　　出處: Javalgi R G, Granot E, Gross A C, et al. Strategies for sustaining the edge in offshore outsourcing of services: the case of India[J]. Journal of Business &

2、; Industrial Marketing, 2013, 28(6):475-486.</p><p>　　Strategies for sustaining the edge in offshore outsourcing of services: the case of India</p><p>　　RG Javalgi，E Granot，AC Gross，TB Alejandro

3、，WB Joseph</p><p>　　Introduction </p><p>　　Over the past three decades, the outsourcing of business operations has spread like a pandemic with corporations looking far beyond their national poli

4、tical borders to source manufactured goods and services that could give them a competitive advantage. Globalizing on this large scale began with the dismantling of US trade barriers with China in the 1970s and the shift

5、of manufacturing operations from high‐cost locations in the US and Europe to emerging economies in China, Mexico, Southeast Asia,</p><p>　　The 1990s marked the growth of services being outsourced to nations

6、such as Ireland, Russia, Philippines, and India (Javalgi et al., 2009; Cavusgil et al., 2008). This type of global activity, known as offshore outsourcing, has become a vital and necessary component of a firm's busin

7、ess value chain. Outsourcing offers significant competitive advantages when goods and services are produced economically and with acceptable or superior quality by outside suppliers (see Kotabe et al., 2008; Bunyarat<

8、/p><p>　　A recent Duke University study on offshoring (Lewin et al., 2009) reports that, from 2001‐2009, US firms preferring captive offshore suppliers for high technology and telecom services dropped from 52 p

9、ercent (2001‐2003) to 27 percent for 2007‐2009, whereas preference for offshore outsourcing to independent suppliers grew from 6 to 45 percent (p. 5). Offshore outsourcing offers competitive advantages when goods and ser

10、vices are produced economically and with acceptable or superior quality by supp</p><p>　　This article examines and identifies strategic drivers and options that a major outsourcing supplier nation, such as I

11、ndia, might consider in order to build a sustainable advantage in consolidating its position as an exporter of services and its relationships with global partners. More specifically, this article discusses the India'

12、s competitive edge as a leading supplier of knowledge‐based services and proposes a model for sustaining this edge. The model proposes key strategic steps to move fro</p><p>　　The remainder of the article is

13、 organized as follows. Section 1 provides a brief study background. Section 2 presents the discussion on the globalization and the rise of outsourcing to emerging markets. Section 3 focuses on India as offshore outsourci

14、ng destination and its competitive challenges. Section 4 discusses strategies for positioning India as a global knowledge leader in the offshore outsourcing area, followed by conclusions. </p><p>　　The study

15、 background</p><p>　　Off shoring business models </p><p>　　Outsourcing, in its simplest sense, is an extension of the classic “make‐or‐buy” decision that manufacturers and other organizations fa

16、ce as they search for cost‐saving alternatives or outside technical expertise while focusing on their core competencies. With the emergence of today's global economy, high‐cost manufacturing and service firms have re

17、alized that survival in a competitive marketplace requires a careful decoupling of selected operations from a firm's captive divisions and high‐cost </p><p>　　Offshore outsourcing is the business practic

18、e of hiring organizations or employees to perform company operations overseas. For example, a company may manufacture and sell computer parts in the US yet use offshore outsourcing to handle its customer service, basic t

19、echnical support, etc. As firms are increasingly locating their core activities overseas, the choice of offshore sourcing strategies depends on the firm's value proposition, which depends on the type of business mode

20、l chosen to accompli</p><p>　　Globalization and the rise of outsourcing to emerging market </p><p>　　The key driving factors impacting the knowledge‐driven economies of nations in emerging marke

21、ts such as Indonesia or India are the rising importance of the globalization of services, access to global talent, and the rise of offshore outsourcing of services and advancements in information and communication techno

22、logies. </p><p>　　Emerging markets such as South Korea, Malaysia, India, China, Russia, and Brazil continue to lead in the outsourcing of knowledge‐based services (Radhakrishnan, 2007). The relocation of lab

23、or‐intensive services (e.g. payroll processing, telephone call centers) to lower‐wage emerging markets is consistent with the well‐known “comparative advantage.” axiom of international trade. According to this axiom, cou

24、ntries such as India, China, or Vietnam, with their relative abundance of unskilled labor, </p><p>　　India as offshore outsourcing destination: competitive challenges </p><p>　　India's compe

25、titive advantages </p><p>　　With resource optimization, scalability and adoption of newer technologies as the defining factors, the western enterprises searching for newer ways of investing more on core busi

26、ness function thereby outsource the peripheral ones to outsourcing destinations like India and Indonesia, China, and Philippines. SourcingLine, a provider of business information and research services, compiles an online

27、 database of outsourcing country statistics where each country is scored across dozens of key factors</p><p>　　Concerns that threaten India's competitive edge </p><p>　　Since the turn of the

28、 century, India's economy has enjoyed an enviable rate of growth, ranging from 5 percent in 2001 to nearly 10 percent in 2010 and about 7 percent in 2011 (World Bank, 2012a, b). But competitive advantages in fast‐cha

29、nging global environments can be ephemeral. Indeed, in the wake of the global economic crises of the past four years, the Reserve Bank of India revised India's GDP forecast to an annual growth of 5.5 percent in 2012‐

30、2013 as against 5.7 percent estimated earlier (</p><p>　　Conclusion </p><p>　　India is regarded to be a super power when it comes to providing offshore IT and IT enabled outsourcing services. Ov

31、er 50 percent of the Fortune 500 companies have already outsourced their requirements to Indian software vendors. Some of these beneficiaries in the current trend of outsourcing to India are: Microsoft, Oracle, Citibank,

32、 General Electric, Reebok, General Motors, Morgan Stanley, Wal‐Mart, AT&T, Sony, Boeing, Coca‐cola, Pepsi, Swissair, United Airlines, Philips, IBM, among many more.</p><p>　　To achieve knowledge leadersh

33、ip position in the outsourcing world, India needs to take additional steps in variety of areas. For instance, India has to ease up on bureaucratic rules, improve infrastructure, encourage even more entrepreneurial ventur

34、es, and expand its domestic market. Specifically, in rising even further on the value chain, research and development centers will have to be developed for high‐tech services that complement high‐tech manufacturing, e.g.

35、 R&D for advanced materials, be</p><p>　　離岸外包服務(wù)競爭策略分析:以印度為例</p><p><b>　　埃拉德;安德魯</b></p><p><b>　　引言 </b></p><p>　　在過去的三十年中，公司經(jīng)營業(yè)務(wù)外包就像一種瘟疫蔓延至世

36、界各地，看起來遠(yuǎn)遠(yuǎn)超出了他們國家的政治邊界，在世界范圍內(nèi)，跨越邊境地制造商品和提供服務(wù)，給企業(yè)以很大的競爭優(yōu)勢。由于美國貿(mào)易壁壘的拆除，全球化的得到很好的發(fā)展，以及在 20 世紀(jì) 70 年代時，制造業(yè)務(wù)的轉(zhuǎn)變，從高成本的區(qū)域，比如在美國和歐洲，轉(zhuǎn)向中國等新興經(jīng)濟(jì)體，包括:墨西哥、東南亞、巴西和歐洲中部(加瓦爾基和馬丁，2007)。 </p><p>　　20 世紀(jì) 90 年代，一個標(biāo)志性的發(fā)展就是將服務(wù)外包給其他

37、國家，如:愛爾蘭、俄羅斯、菲律賓和印度。這種類型的全球外包活動，就被稱為離岸外包，現(xiàn)在已成為公司商業(yè)價值鏈中的一個重要的和必要的組成部分。商品和服務(wù)外包為企業(yè)提供了顯著的競爭優(yōu)勢，特別是可以找到最優(yōu)質(zhì)的外部供應(yīng)商。 </p><p>　　杜克大學(xué)關(guān)于離岸外包的一項最近研究(列文等人，2009)表明，從 2001 年到 2009，美國公司傾向于被海外那些擁有高技術(shù)和電信服務(wù)技術(shù)的供應(yīng)商所吸引，不過這一比率從 200

38、1 到 2003 年間的 52%下降到了 2007 到 2009 年時的 27%，而偏愛離岸外包，特別是那些獨立的供應(yīng)商，這一比率從 6%增長到了 45%。離岸外包為企業(yè)提供了很大的競爭優(yōu)勢，特別是當(dāng)在海外生產(chǎn)商品和服務(wù)的成本更低時，或者可以在公司的母國獲得更優(yōu)質(zhì)的供應(yīng)商。在當(dāng)今的經(jīng)濟(jì)全球化背景下，通過外包創(chuàng)造價值已成為服務(wù)業(yè)企業(yè)的重要戰(zhàn)略。盡管外包的重要性正日益增長，但是我們對離岸外包方面的知識是有限的，以及從新興市場進(jìn)行外購，或是通

39、過外包完成產(chǎn)品的質(zhì)量升級等(加瓦爾基等，2009) </p><p>　　本文討論和確定了驅(qū)動和選擇戰(zhàn)略，主要的離岸外包供應(yīng)商國家，比如，印度將可能會考慮建立一個可持續(xù)的整合服務(wù)業(yè)的優(yōu)勢出口地位及其與其他國家的全球伙伴關(guān)系。更具體地說，本文探討了印度作為一個基于知識服務(wù)的領(lǐng)先供應(yīng)商的競爭優(yōu)勢，并提出了保持這一優(yōu)勢的模型。模型提出了保持優(yōu)勢競爭地位的關(guān)鍵戰(zhàn)略步驟，從業(yè)務(wù)流程外包服務(wù)供應(yīng)商到知識領(lǐng)袖的角色，為全球客戶

40、提供先進(jìn)的增值服務(wù)。這個模型為那些供應(yīng)商國家利用價值鏈提供了一種方法。 </p><p>　　本文的其余部分組織如下。第一節(jié)簡要闡述了本文的研究背景。第二節(jié)則介紹了全球化和離岸外包對新興市場的崛起影響。第三節(jié)則著重于印度離岸外包情況和面臨的競爭及挑戰(zhàn)。第四節(jié)則討論了印度作為全球知識領(lǐng)袖在離岸外包領(lǐng)域的戰(zhàn)略定位，最后是結(jié)論。 </p><p><b>　　研究背景 </b&g

41、t;</p><p><b>　　離岸外包商業(yè)模式 </b></p><p>　　外包，從最簡單的意義上說，就是“做出購買決定”的一個延伸意，制造商和其他企業(yè)組織都在設(shè)法尋找成本更低但服務(wù)更好的可替代的外部專業(yè)供應(yīng)商，將自己不擅長的并且不屬于企業(yè)核心業(yè)務(wù)的那些業(yè)務(wù)活動外包給社會上的專業(yè)服務(wù)提供商，這樣，企業(yè)就可以專注于自己的核心競爭力。隨著當(dāng)今的經(jīng)濟(jì)全球化的趨勢，那些

42、高生產(chǎn)和服務(wù)成本的企業(yè)已經(jīng)意識到再這樣一個經(jīng)濟(jì)全球化背景下生存，競爭壓力很大，因此，企業(yè)需要將精力專注于自身的核心業(yè)務(wù)，而將那些自己不擅長的業(yè)務(wù)外包出去，只有這樣，才能在競爭日益的市場中取得有利的地位。 </p><p>　　離岸外包是雇傭其他企業(yè)組織或員工來執(zhí)行公司的海外業(yè)務(wù)，它是一種全新的商業(yè)模式。例如，一個公司可能會在美國生產(chǎn)并銷售其電腦配件，而使用離岸外包來處理其在美國的業(yè)務(wù)，由美國的合作企業(yè)提供基本的技

43、術(shù)支持等等。由于企業(yè)越來越多地定位其海外核心業(yè)務(wù)，離岸外包策略的選擇取決于公司的價值主張，而這取決于企業(yè)的商業(yè)模式類型以及企業(yè)的預(yù)期目標(biāo)。 </p><p>　　全球化和外包給新興市場的崛起 </p><p>　　影響知識驅(qū)動為基礎(chǔ)的經(jīng)濟(jì)體國家的關(guān)鍵驅(qū)動因素，比如在印尼和印度等新興市場，全球化服務(wù)的重要性正在不斷上升，離岸外包服務(wù)的興起主要收益于信息和通信技術(shù)的進(jìn)步。 </p>

44、<p>　　新興市場，如韓國、馬來西亞、印度、中國、俄羅斯和巴西將繼續(xù)提供基于知識的外包服務(wù) (拉達(dá)克里希南，2007)。對于一些發(fā)達(dá)國家，他們會考慮將一些勞動密集型服務(wù)外包給一些新興的經(jīng)濟(jì)體國家，通常這些國家的勞動力成本更低，通過外包服務(wù)，企業(yè)可以很好地節(jié)省成本，從而獲得“比較優(yōu)勢。這也是一條“國際貿(mào)易公理”。根據(jù)這一公理，這些國家，如印度、中國和越南的勞動力相對豐富，應(yīng)該專門生產(chǎn)商品和服務(wù)，屬于勞動密集型的業(yè)務(wù)外包，交

45、由這些國家來承擔(dān)比較好，這些國家的自然比較優(yōu)勢在于其勞動力成本較低，因此，一些發(fā)達(dá)國家可能將這些業(yè)務(wù)外包給低生產(chǎn)和服務(wù)成本國家。但是否要離岸外包，其決定因素不僅技能在于降低成本，還在于能否縮短供應(yīng)鏈，解決關(guān)鍵問題，并帶來先進(jìn)的技術(shù)，讓公司能夠?qū)Ｗ⒂谄浜诵母偁幜?，并在生存殘酷和無情的全球市場中提高其地位。 </p><p>　　印度作為離岸外包的中心: 富有競爭性的挑戰(zhàn) </p><p>&

46、lt;b>　　印度的競爭優(yōu)勢 </b></p><p>　　將資源優(yōu)化、可伸縮性和采用新技術(shù)作為決定性因素,西方企業(yè)企圖尋找以更新的方式投資核心業(yè)務(wù)，從而將核心業(yè)務(wù)以外的服務(wù)外包給印度、印尼，中國和菲律賓等國家。采購渠道、業(yè)務(wù)信息的供應(yīng)商和研究服務(wù)被編譯在一個外包國家統(tǒng)計局的在線數(shù)據(jù)庫內(nèi),其中每個國家在三大領(lǐng)域的幾大關(guān)鍵要素包括:成本競爭力,資源分散技術(shù),商業(yè)和經(jīng)濟(jì)環(huán)境。前 20 名比較著名的外

47、包服務(wù)提供商，中，印度居于領(lǐng)先優(yōu)勢地位。印度仍然是一個具備高競爭優(yōu)勢的地區(qū)，擁有大量的資源和技能基礎(chǔ)。在調(diào)查中發(fā)現(xiàn)，其他外包比較有名的國家來自亞洲,拉丁美洲和歐洲。 </p><p>　　危及印度外包優(yōu)勢的擔(dān)憂 </p><p>　　自世紀(jì)之交以來，印度經(jīng)濟(jì)一直享受著令人羨慕的經(jīng)濟(jì)增長速度，從 2001年的 5%到 2010 年的近 10%，2011 年約為 7%(世界銀行，2012 年資

48、料)。但其競爭優(yōu)勢，在快速變化的全球環(huán)境中可能是短暫的。實際上，在全球經(jīng)濟(jì)危機后的四年里，印度央行確定了 GDP 預(yù)計每年將以 5.5%的速度增長，在 2012 ~2013年時估計達(dá)到 5.7%。 </p><p><b>　　結(jié)論 </b></p><p>　　印度正被認(rèn)為是一個超大經(jīng)濟(jì)體，因為它能夠提供信息技術(shù)離岸外包服務(wù)。超過 50%的財富 500 強公司已經(jīng)將

49、他們的需求外包給印度的軟件供應(yīng)商。這些將軟件業(yè)務(wù)外包給印度的公司，目前主要有:微軟、甲骨文、花旗銀行、通用電氣、銳步、通用汽車、摩根士丹利、沃爾瑪、美國電話電報公司、索尼、波音、可口非可樂、百事可樂、瑞士航空、美國航空公司、飛利浦、IBM 以及更多企業(yè)。 </p><p>　　為了在世界上樹立其知識外包的領(lǐng)導(dǎo)地位，印度需要在各個領(lǐng)域采取額外的措施。例如，印度已經(jīng)緩解了其政府的官僚制度、改善基礎(chǔ)設(shè)施、鼓勵更多的企業(yè)

50、、拓展國內(nèi)市場。具體來說，在進(jìn)一步上升的價值鏈中，研發(fā)中心可以開發(fā)高技術(shù)性服務(wù)，為制造業(yè)提供高技術(shù)設(shè)施，例如研發(fā)先進(jìn)的材料，開發(fā)更好的儀器，提供高質(zhì)量的咨詢服務(wù)，并做好情報收集和反盜版執(zhí)法工作。除了更好的知識產(chǎn)權(quán)保護(hù)，印度公司和政府機構(gòu)可能會參與企業(yè)運營的所有方面，比如:電信和電子交換領(lǐng)域的安全性和隱私性問題。強調(diào)提供高水平的分析、模式識別和數(shù)據(jù)庫管理。印度是一個理想的離岸外包目的地，因為它具有多種優(yōu)勢，相比于其他國家。它有機會成為全球