当商品の販売は、2011年11月11日を持ちまして終了しました。
Abstract
I. EXECUTIVE SUMMARY
The Caribbean Nearshore market continues to expand its distinct niche within
the service globalizationoutsourcing trend. Its competitive metacare ™
ratings - or customer care delivery quality to end consumers - suggests that
U.S. corporations who contract third party service providers, joint venture or
manage their respective captive operations are evidencing relatively strong
satisfaction levels.
Both English and Spanish Caribbean island market segments are registering
comparable levels of growth and expansion.
Building on its cautious foundation to attract outsourcing projects initiated
in 2002, the region appears to have secured a confident stride in becoming a
critical component in U.S. corporation Nearshore global sourcing mix.
Despite relatively small government expenditure focused on branding their
markets as customer care and BPO delivery centers, regional agent growth has
still almost tripled (284%).
High reported levels of customer care delivered by regional agents result in
continued contact center operators reporting productivity improvements,
generates direct operating cost savings of approximately 35%. With rising
operating and currency related costs in key global markets, this number rivals
costs in India, the Philippines and Eastern European markets.
Furthermore, the more than doubling levels in oil prices and resultant
increases in travel-associated cost, plus the angst associated with global
business deployment and management in the Far East increases the Caribbean
Nearshore appeal.
Methodology
A team from the Zagada Institute assembled the data and developed the analysis
presented in this report. Data was obtained from Regional Economic Development
Agencies (EDAs), contact centers, regional development banks and trade
associations using a mixture of email, phone and personal interviews.
The collection of data from multiple sources allowed for data
cross-referencing and verification. Qualitative data on market assessment,
promotional strategies, social and political conditions, projected growth
rates and market competitiveness were also collected and examined. The
approach included an exhaustive examination and review of reports, studies,
articles and papers produced by Universities, Research and Consulting Firms
and Think Tanks.
Table of Contents
I. EXECUTIVE SUMMARY
II. MAIN FINDINGS
- Methodology
- Overall Growth
- Vendor Analysis
- Performance Analysis
- a) Internal Drivers
- i. A Deepening Management Capability
- ii. Stronger Talent Performance
- iii. Flexible Structure and Ownership Models
- b) External Drivers
- i. Nearshore Criticality
- ii. Global Footprinting
- iii. Geopolitical Mathematics
- Summary Conclusion
III. MARKET ASSESSMENT
- Introduction
- Segment Analysis
- Nearshore Versus Offshore
- Strategic Challenges
- a) Further Connectivity Reduction Cost
- b) Management Scaling and Performance
- c) Deepen Real Estate Capacity
- Summary Conclusion
IV. CASE STUDIES
- 1)e-Services Group International - A Model in
- Leadership & Execution
- 2)KM2 Solutions LLC - Small Market Location Bliss
- 3)Contact Center International - A Model in Bi-lingual
- Talent Intensification
V. ZAGADA CARE INNOVATION MODEL
- Introduction
- i. Nearshore Metacare™
- ii. Cultural Domain Acuity
- iii. Zagada Seven SHELL™
- iv. Sphaero Alliance as Sourcing Concierge
- Sphaero Alliance Service Supplier Selection Process
- Caribbean Fiber Network
- The ARCOS SYSTEM
- SUBMARINE CONNECTIVITY
- Definitions
List of Figures
- Figure 1 : Agent & BPO Talent Density 2005 -2010
- Figure 1a: Projected Agent and BPO Talent Density Growth (2010)
- Figure 2: Agent & BPO Talent Share 2008
- Figure 2a: Projected Share of Agent & BPO Talent Growth
- Figure 3: Number of Centers & BPOs 2008
- Figure 3a: Comparative Number of Centers & BPOs 2005 -2010
- Figure 4: Service Technology Vendor Market Share (%) 2008
- Figure 5: Nearshore T1 Rates (US$) 2008
- Figure 6: Average Daily Wage Rates (US$) 2008
- Figure 7: International Visitor to Population Ratio per 1,000 Inhabitants
- Figure 8: Students to Population Ratio
- Figure 9: Piracy Rates
- Figure 10: Regional Economic Impact
- Figure 11: Zagada Cultural Domain Acuity Model (CDAMTM)
List of Tables
- Table 1: Caribbean Agent & BPO Talent Growth 2005-2010
- Table 2: Caribbean Country Assessment Index 2008
- Table 3: Caribbean Performance Indicator 2008
- Table 4: Caribbean Country Costs Comparison
- Table 5: Nearshore & Offshore Comparison Evaluation Index
- Table 6: Caribbean Cost & Well Being Matrix
- Table 7: Caribbean Leading Service Providers 2008
- Table 8: Zagada Seven SHELL Rating
