Data Entry Outsourcing

Companies from many industries like IT, consumer, pharmacy etc . are generating huge data every day. It requires lots of time and money to keep the records up to date. Considering the lower labor cost of well-educated and efficient labor in the developing countries like India, it is now imperative to outsource data entry jobs to cut labor-intensive costs immediately.

Data entry outsourcing will help companies to concentrate on core competencies by assigning data entry tasks to reliable outsourcing provider. Data entry jobs can be outsourced in the following categories.

Online Data Entry outsourcing
Offline Data Entry outsourcing
Document Entry outsourcing
Image Entry outsourcing
Catalogue Entry outsourcing
Legal document outsourcing
Medical transcription
Insurance Data Entry outsourcing


Companies and institutions who usually need the services of data entry outsourcing are marketing, advertising & publishing, financial, hospitals, colleges & universities, lawyers, oil companies and any such large organizations. Nature of data entry outsourcing could be sometimes constant and sometimes need to be updated on daily basis. Some companies may require data entry updating occasionally.

In past, data entry was simply means data entering into computer. However, digital revolution has changed the definition of data entry. In the present business scenario, the scope and range of data entry processing has grown exponentially according to their importance and time sensitivity. Where most of the small and medium companies require data management services periodically, multinational companies need their data to be updated regularly.

While outsourcing data entry jobs, care should be taken to check credibility of your outsource provider. They should be able to offer various data outsourcing services like data entry, data processing, data extraction, data maintenance and so on. In addition, outsourcing providers should be having good track record of good quality service and having well-educated staff.

Kindly do visit at http://www.kpoasia.com to know more about outsourcing.

Business Process Outsourcing (BPO) = Global Fusion

‘Globalism’ Sweeps The World

Increasingly the world of business is coming together to tackles people/business & political issues. This increased focus on collaborative synergies is reshaping corporate strategies and even transforming competition…as even competitors at times come together to collectively grow the markets/lobby for concessions from governments or form business interest groups. All this is the new face of globalisation – called ‘globalism’.

Just like fusion releases limitless energy, business fusion through the spread of globalism is releasing unlimited opportunities for growth today and tomorrow. Outsourcing is one of the trends of this globalism as business come together on a shared expertise basis for jointly adding lasting value to their mutual bottom-lines. Outsourcing has also given rise to many new ways of collaborating - like the rise of collaborative marketplaces/portals on the web where outsourcing people eonverge/meet viz. service providers, service seekers, corporate, thought leaders, CEOs, CFOs, Project Managers, Transition Experts, freelancers, consultants, service seekers, BPO analysts/experts/advisors.

BPO & Global Fusion

Today’s consultative BPOs are a unique example of ‘global fusion’ where different cultures and processes ‘fuse’ to release an enormous energy viz. worker enthusiasm and significantly higher revenues too. Many BPO employ expatriate multicultural staff from different countries to deliver integrated BPO i.e. both the contact center as well the IT needs of its global clients. This leads to immense gains to both service providers as well their workforce as people from different cultures enjoy working together towards the same business goal and there are immense cross learnings for everyone in terms of process innovations and cultural bonding.

The other fusion is at the outsourced business process level as it seamlessly integrates with client process & global operations. This is a process of continuous improvement as the outsourcing vendor is continuously re-inventing its operational procedures by introducing innovative processes that significantly enhance revenues of its clients while saving millions too. Being domain focused enables outsourcing project managers to offer consulting to its clients (as it is able to view the clients’ customer needs more objectively/closely) that help them align their competitive strategies more effectively.

BPO vendors are then able to charge their its clients on the value they delivers rather than the usual model of effort based costing. This way the clients do not have to pay for any service/personnel in-efficiencies (as is the case with the usual effort based pricing practiced by other BPOs, where the costing depends on the number of seats/people allocated to a process).Thus client engagements at BPOs consistently grow up the value chain and this business fusion is a great win for clients, great for employees, great for outsourcing service providers and even greater for India as a trailblazing destination for BPO innovations!

Global Transformations

Companies who outsource are those who experience higher pressure to provide global integration. According to a recent report, rising majority of companies currently use outsourcing as a transformational vehicle. A key feature of adopting business process transformation through a BPO model is that the process improvement stages can often be funded by the savings released in the initial outsource , particularly if this involves labour cost savings via a low-cost off shoring location.

The outsourcing initiative is now seen to be more strategic. The business reasons for outsourcing appear persuasive, and the experience to date revolutionary to say the least. Apart from technology optimization, the other outsourcing -improvement levers are: outsourcing economies of scale, labour arbitrage, people-skills optimization and continuous process improvement.

BPO providers with core skills in technology and systems integration take the risk out of implementing automation, and their investment in IT infrastructure is an inherent benefit of BPO. Both CEOs and CFOs are looking for ways to drive benefits beyond cost issues to transform overall corporate performance, competitiveness and shareholder value. For them, BPO is a fact of good business life. It continues to grow and make its mark as a prime mover in cutting costs and generating efficiency.

Consultative Business Process Outsourcing (BPO)

Outsourcing = Global Momentum The global business landscape has changed dramatically in the last couple of years thanks to growth of outsourcing. Outsourcing has gained strength as a management strategy for sustaining global growth as well competitive advantage to overcome the challenges of ever growing business complexities. So whether it’s a Fortune 100 transnationals or even a small enterprise, everyone is looking at outsourcing as a key growth engine thanks to the increased levels of process specialization and sophistication. Domain specialization and not just economies of scale are key to the success of any outsourcing relationship. Outsourcing has been recognized to save companies and not just costs. Evolving Outsourcing Relationships Organisations now regard outsourcing as a key initiative for overall growth and not just as mere cost saving exercise. Hence organizations are increasingly seeking best-in-class outsourcing specialists and not just large best of breed outsourcing service providers. This is especially true in the IT & engineering verticals as organizations even outsource new product development tasks to specialized offshore vendors. Research intensive, customer focused outsourcing relationships now have to include the following to remain competitive: • Innovation Update. Quarterly, bi-annual, or annual innovation reviews (also known as innovation boards) focus typically on state of the market, industry trends and relevant information, technology updates, solution demonstrations, site visits, etc. Leverage other industry peer groups to understand what is happening in your industry, the outsourcing industry, and other sectors. • Benchmarking. Clients should always activate their benchmarking clauses and focus on best practice as comparators of innovation—not just cost comparisons. Benchmark both functional excellence and outsourced environments. • Stakeholder Satisfaction Surveys. Perform monthly, quarterly, and annual customer satisfaction surveys. They should be “360 degrees”—covering multiple dimensions and all internal and external stakeholders. • Deliver on Partnering Promise. Hold regular collaborative planning sessions. Where people are briefed on the strategic and business objectives. Service providers need to come up with implantable strategies on how best they can meet their clients’ business challenges. This makes the outsourcing vendors to think and act above simple tactical delivery. • Value sharing framework. A transparent value-from-outsourcing sharing mechanism on a case-by-case basis should be harnessed to pay for business services delivered. Inclusion of regular mutual rewards for both your organization and that of the service provider boosts people motivation at all levels. • Service Excellence. All SLAs must be tied to process excellence or customer delight will not happen. Project milestones, “go-live” events, and pilots are tangible means of tracking process maturity & excellence. Other measures include customer satisfaction, productivity, Six Sigma (defects), work elimination, etc. • Outsourcing Management. The internal governance team should have a transformation or innovation owner, sufficient staff & budget to help drive innovation and must hold the provider accountable for innovation. Reassure and demonstrate to the provider that the relationship is long-term; otherwise they will be inclined to disinvest in innovation and the relationship. Your organization must retain process management expertise at a level at which you can clearly articulate future state requirements, evaluate proposals brought forward by the service provider, and work with your organization to get the business case for change. • Executive Visibility / Support. Senior executives from the service provider side must have high visibility and access. This includes steering committees, reciprocal headquarter visits, joint speaking engagements, regularly scheduled calls, quarterly and annual briefings. • Behaviour/Communication/Culture. Be prepared to invest in and encourage business process transformations that are aligned to business goals - rather early in any outsourcing relationship. Transformation requires a partnership mindset, not a transactional orientation. Innovation is often not brought to bear because clients do not ask for it, define what they mean by it, and motivate the provider to deliver it, or put restrictions around it. Clients rarely help the provider to understand what is important to them. Consultative BPO Outsourcing has now scaled the maturity milestone globally and hence is increasingly consultative in nature rather than being mere business vendors. Outsourcing relationships now proactively meet business challenges as specialist BPO vendors invest to stay ahead of the learning curve. Outsourcing is often regarded as a change catalyst and hence clients are increasing using outsourcing initiatives in their growth strategies/ employee career planning initiatives. Joint client-service provider partnering is key to this new consultative approach where both invest in transformations and not just fund reactive process management.