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This document contains outsourcing and business strategy matrices for three companies: Airtel, Indian Railways, and Singapore Airlines. The matrices show different business activities and how they are categorized based on strength, from absolutely to not likely. They also indicate potential outsourcing strategies for each activity from get capability to consider selling/buying. The matrices provide a framework to evaluate existing and potential outsourced business functions across multiple industries.
This document contains outsourcing and business strategy matrices for three companies: Airtel, Indian Railways, and Singapore Airlines. The matrices show different business activities and how they are categorized based on strength, from absolutely to not likely. They also indicate potential outsourcing strategies for each activity from get capability to consider selling/buying. The matrices provide a framework to evaluate existing and potential outsourced business functions across multiple industries.
This document contains outsourcing and business strategy matrices for three companies: Airtel, Indian Railways, and Singapore Airlines. The matrices show different business activities and how they are categorized based on strength, from absolutely to not likely. They also indicate potential outsourcing strategies for each activity from get capability to consider selling/buying. The matrices provide a framework to evaluate existing and potential outsourced business functions across multiple industries.
Outsourcing and Business Strategy matrix of Airtel
Absolutely 1 Get Capability Probable 4a Partner 4b Collaborate None 10 Buy Possible 7 Buy Weak 8b Buy 9b Consider selling/buying Outsourcing and Business Strategy matrix of Airtel 2. Build Strength ( IT infrastructure ) 3 Do In-house ( Advertising inventory management) 5. Partner,Collaborate and share Risk (Telecom network,equipment,installation and maintaince services) 6a Do In-house 6b Share Risk 11 Exit/Buy (sell, abandon or allow to weaken) 12 Consider selling/buying 8a Develop second source(External) 9a Make it a Profit Centre Moderate Strong Outsourcing and Business Strategy matrix of Airtel Key Activities Emerging Activities Commodities Activities Basic Activities Not Likely Outsourcing and Business Strategy matrix of Indian Railways Absolutely 1 Get Capability Probable 4a Partner 4b Collaborate Possible 7 Buy (Maintenance of IVRS) None 10 Buy Weak 9b Consider selling/buying Outsourcing and Business Strategy matrix of Indian Railways 2. Build Strength ( IT infrastructure ) 3 Do In-house ( transportation of released track material and activities connected with bridge works) 5. Partner,Collaborate and share Risk (Security services in the railway stations/offices/residences and railway hospitals, Engineering surveys, project management and supervision.) 6a Do In-house 6b Share Risk 9a Make it a Profit Centre 11 Exit/Buy (sell, abandon or allow to weaken) 12 Consider selling/buying Moderate Strong 8a Develop second source(External),Buy (Catering Services, Operations of pumps/DG sets/stationery AC plants/distribution network of power supply) Outsourcing and Business Strategy matrix of Indian Railways Key Activities Emerging Activities Basic Activities Commodities Activities Outsourcing and Business Strategy matrix of Singapore airlines 4a Partner 4b Collaborate Probable Absolutely 1 Get Capability (Planes and their parts like body frames) Weak Outsourcing and Business Strategy matrix of Singapore airlines 6a Do In-house 5. Partner,Collaborate and share Risk 2. Build Strength (IT infrastructure) 3 Do In-house (include reservations services and related back- end functions) 6b Share Risk Moderate Strong Outsourcing and Business Strategy matrix of Singapore airlines Key Activities Emerging Activities