2009 Top Business Process Outsourcing Vendors, Black Book Survey 2009 Results – Aarkstore Enterprise

The 2009 Black Book of Outsourcing client experience survey investigates a subset of over 3000 Business Process Outsourcing contracts held by 800 corporate buyers of BPO.
18 Key Performance Indicators (KPIs) or criteria are employed specific to BPO buyers within all verticals and sectors, scored on each respective vendor and ranked per KPI.
Key Finding: Most Important Customer Satisfaction KPIs in Cross-Industry BPO Sector
Innovation, customization and reliability are the most important attributes influencing Cross-Industry BPO client satisfaction with their 2009 outsourcing providers. All three KPIs were overwhelmingly praised by the clients of HCL BPO, which captured the overall honors across all verticals and horizontal functionalities this year.
Key Finding: Vendor Dissatisfaction is uncommon in the BPO Industry Outsourcing Sector among Top Tier Ranked Suppliers
Strong dissatisfaction is uncommon among the largest and most comprehensive suppliers of BPO occurring in only 6.5% of financial and accounting clients and 8.8% of transactional services clients.
US clients are among the most satisfied with cross-industry BPO services delivery averaging 95.5% with 2009 projects delivered from North American based suppliers (US, Canada and Mexico). Stronger dissatisfaction was more commonly reported from engagements with offshore outsourcing vendors with 13.7% of all surveyed BPO clients (Philippines, India).
Key Finding: Comprehensive Services Vendor arrangements from Full Service BPO Vendors produce the Highest Satisfaction Rates
Vendors offering comprehensive BPO and ITO Services ranked highest in the overall survey by all clients. Cross industry clients showed significant preference for vendors who are capable of offering more extensive service lines once satisfied with initial projects.
HCL BPO compiled the highest rankings and client experience scores across three of the four major functional subdivisions of BPO services this year.

Companies Mentioned

HCL BPO, Convergys, TCS BPO, Quattro BPO, IBM Global, Aegis, EXL Service, Syntel, Firstsource, Transworks BPO, WNS Global, Genpact, Infosys, Interglobe IGT, Perot Systems, Softtek, Vertex, EDS, Wipro BPO, Caliber Point,

More Information:
http://www.aarkstore.com/reports/2009-Top-Business-Process-Outsourcing-Vendors-Black-Book-Survey-2009-Results-31079.html

VimpelCom-IT Sales Opportunities-2008 – Aarkstore Enterprise

VimpelCom has emerged as the first integrated telecoms service provider in Russia through a series of recent acquisitions. Its converged multi-play offerings and mobile data services in the Commonwealth of Independent States (CIS) region as well as its new operations in the Asia-Pacific region are expected to drive its growth, while high mobile penetration, intensifying competition, and contracting ARPU will remain its key challenges.
 
 
Table of Contents : 
Executive summary
 In a nutshell
 Ovum view
 Mobile and broadband services: growth drivers
 SWOT analysis
 Strengths
 Weaknesses
 Opportunities
 Threats
 External environment
 Competitive environment
 Strategy analysis
 Strategy objectives
 Counting on VASs to boost mobile ARPU
 Attracting and retaining prepaid customers
 Tailored offerings
 Retention-focused schemes
 Acquiring its way into the converged services market
 Golden Telecom
 Corbina Telecom
 Dominanta
 Entering new geographies
 Tapping into the business market
 Service offerings
 Dedicated sales channels
 Operational analysis
 Future outlook
 Company information
 Organisational structure
 Financial summary
 Segment analysis

For More Information :
http://www.aarkstore.com/reports/VimpelCom-IT-Sales-Opportunities-2008-12878.html

Wound Care Markets, 4th. Edition, Vol. I: Skin Ulcers – Aarkstore Enterprise

Wound care is a constantly changing market. The trend toward cost-effective skin ulcer treatment remains embedded in management programs that emphasize prevention and early intervention. New wound care products and devices are entering the market with lightening speed, all striving for the best clinical outcomes. Kalorama’s Wound Care Markets, 4th Edition, Vol. I: Skin Ulcers. represents the fourth time that Kalorama has rexamined this aspect of the wound care market, and the study analyzes the market using the following product segments and subsegments:

• Anti-Infectives
  • Systemic
  • Topical
• Skin Ulcer Management
  • Compression Dressings and Bandages
  • Wound Cleaners
  • Debridement
• Moist Dressings
  • Alginates
  • Films
  • Foams
  • Hydrocolloids
  • Hydrogels
• Negative Pressure Wound Therapy
• Biological Dressings
  • Artificial Skin
  • Collagen
  • Growth Factors
  • Others
• Pressure Relief
• Miscellaneous Treatments

For each segment and subsegment, the report gives current market size and forecasted revenues years 2009 through 2013. Competitive market share information is provided by leading manufacturer for each major segment in the year 2006. Historical data are provided for each of the years 2003 through 2008. The study also details research developments, industry trends, and relevant epidemiologic and demographic data.

Since the last edition of Kalorama Information’s Wound Care Markets Series, there have been shifts in the market for treatment of skin ulcers. Up-to-date information was obtained from coverage of the world-renown Symposium on Advanced Wound Care and the Wound Healing Society convention. Background information was obtained from a comprehensive search of published literature and reports obtained from various government, business, medical trade, and international journals and company reports and releases. Key information from published literature was used to conduct interviews with over 62 industry executives and product managers to validate and obtain expert opinion on current and future trends in the wound care industry. Interviews were also used to confirm and/or adjust market size and market share estimates, as well as in formulating market projections.

All market data pertain to the market at the manufacturers’ level. Data are expressed in current U.S. dollars.

Marketing directors, product managers, business development executives in the wound care industry, investment specialists considering investments in this area and consultants and advertising agencies who service wound care clients are among those who will find this study a useful resource.

License Note: Kalorama Information’s listed default price on its information products reflects a single user license only. Purchasing a departmental or global site license (for entire company) permits multiple individuals in the company to benefit from this resource.

http://www.aarkstore.com/reports/Wound-Care-Markets-4th-Edition-Vol-I-Skin-Ulcers-13480.html

2009 Infrastructure-as-a-Service & Cloud Computing, Black Book Survey 2009 Results

In 2009, the Black Book IT Infrastructure Management Outsourcing client/user survey investigates over 400 contracts held by 1120 of the top ITO spending corporations and organizations globally.
KEY CLIENT EXPERIENCE FINDINGS

KEY FINDING: THE MOST IMPORTANT CUSTOMER SATISFACTION KPIs TO OUTSOURCED INFRASTRUCTURE IN 2009

Innovation, Trust, Reliability and Deployment are the most important attributes influencing Client Companies’ satisfaction with their cloud infrastructure outsourcing & IAAS providers.

KEY FINDING: ITO INFRASTRUCUTRE VENDOR SATISFACTION IS HIGHEST AMONG SMALL & MIDMARKET VENDORS CURRENTLY

Clients with annual revenues from $500M to $1B are significantly more satisfied with their Infrastructure Outsourcer than are Large Market Cap clients.

KEY FINDING: US VENDORS ARE SIGNIFICANTLY PREFERRED BY US CLIENTS

Latin American alternatives are challenging Indian infrastructure vendors as they evolve.
PREFERRED LOCATION FOR CLOUD INFRASTRUCTURE MANAGEMENT OUTSOURCING VENDOR BY
WESTERN EUROPEAN CLIENTS
(SELECT TWO)
UK 96.1%
France 80.8%
Germany 5.5%
Norway/Sweden/Denmark 4.7%
Russia/Eastern Europe 3.2%
 HIGHEST ANTICIPATED
 GROWTH INDUSTRIES
 FOR INFRASTRUCTURE AS A SERVICE
 
 INDUSTRY CY2009 BUDGETED/ ANTICIPATED BUDGETING INFRASTRUCTURE OUTSOURCING
 INITIATIVES
 ADD ONS NEW
 COMMUNICATIONS 70.8% 30.7%
 NONPROFITS 64.2% 20.4%
 EDUCATION 61.5% 25.7%
 MANUFACTURING 55.2% 14.9%
 ENERGY 50.7% 20.8%
 TECHNOLOGY 43.2% 31.4%
 INSURANCE/FINANCE 28.5% 18.2%
 
 PREFERRED LOCATION FOR CLOUD INFRASTRUCTURE MANAGEMENT OUTSOURCING VENDOR BY
 US CLIENTS
 (SELECT TWO)
 United States 94.0%
 Mexico 32.1%
 India 26.6%
 Brazil 24.1%
 Chile 10.0%
 
 WOULD CONSIDER OFFSHORE
 CLOUD FIRMS IN FUTURE AS INDUSTRY MATURES
 India 90.8%
 Latin America 91.3%
 Eastern/Central Europe 80.5%
 China 11.4%
 
 
Table of Contents : 
ntroduction 6
Cloud Computing and ISAAS 13
Summary of Results 16

Methodology & Overview 18

Overall Ranking Summary of ITO Infrastructure: Enterprise Management Vendors 22

Industry: Sourcing: IT Outsourcing

http://www.aarkstore.com/reports/2009-Infrastructure-as-a-Service-Cloud-Computing-Black-Book-Survey-2009-Results-31094.html

Enterprise Web 2.0:Building the Next-generation Workplace

In some circles, the terms ‘Enterprise Web 2.0’ and ‘Enterprise 2.0’ are used interchangeably to describe the application of Web 2.0 ideas and technologies in the enterprise; however, Butler Group believes that a clear distinction exists between the use of these two terms, and that this differentiation is important to maintain, as it enables a more meaningful discussion to be had when examining the future role of IT within the business.

KEY FINDINGS
The principal tenets of Web 2.0 are that the Web is the platform, software and content are delivered as services, and that people participate.
The IT skills crisis will have an impact on all organisations seeking to exploit Enterprise Web 2.0 technologies.
Government portals and information search services provide plenty of opportunities for Web 2.0 technologies.
The mashup is as important to Web 2.0 as Dynamic Data Exchange (DDE) was to Microsoft Windows 2.0.
Enterprise Web 2.0 technologies are enabling organisations to overcome barriers of time and location in order to better suit their business needs and their customer requirements.
Business professionals are moving their teams and offices on to the Web.
Agile software development methodologies sit well with the ethos of Enterprise Web 2.0.
Businesses will emerge whose primary source of income will be providing data services for mashups.
Organisations are having to adapt their security policies to meet new operational and business requirements brought about by Web 2.0.
A great deal of sensitive data is residing at the edge of the enterprise in a world devoid of corporate policy or control.
Organisations must find ways to utilise the new-found Information and Communications Technology (ICT) skills and competencies being developed through the use of consumer IT.
The new generation of power user will create applications that have a broader appeal and impact than the spreadsheets of their predecessors.
The failure to consider the impact of social enhancement technology on the performance of the enterprise is a big mistake.
The social forces driving change in the consumer computing world are also impacting the way that business gets done.

CATALYST
The term ‘Enterprise 2.0’ has become the catch-all phrase that describes the wholesale change in enterprise IT thinking. Driven by changing business needs and social factors, organisations are starting to do things differently. Speed, agility, mobility, reuse, and innovation are the transformative drivers that are forcing organisations to push aside old technologies, models, and architectures to make way for the new Web 2.0 world of service-oriented, highly-virtualised, truly-commoditised, and eventually ‘utilitised’ systems and solutions. Social software, collaboration, and real-time communications are pivotal parts of the ‘Enterprise Web 2.0’ story, and these are acting as the conduits for new cultural ideas and practices.

http://www.aarkstore.com/reports/Enterprise-Web-2-0-Building-the-Next-generation-Workplace-13947.html

Enterprise Web 2.0:Building the Next-generation Workplace

In some circles, the terms ‘Enterprise Web 2.0’ and ‘Enterprise 2.0’ are used interchangeably to describe the application of Web 2.0 ideas and technologies in the enterprise; however, Butler Group believes that a clear distinction exists between the use of these two terms, and that this differentiation is important to maintain, as it enables a more meaningful discussion to be had when examining the future role of IT within the business.

KEY FINDINGS
The principal tenets of Web 2.0 are that the Web is the platform, software and content are delivered as services, and that people participate.
The IT skills crisis will have an impact on all organisations seeking to exploit Enterprise Web 2.0 technologies.
Government portals and information search services provide plenty of opportunities for Web 2.0 technologies.
The mashup is as important to Web 2.0 as Dynamic Data Exchange (DDE) was to Microsoft Windows 2.0.
Enterprise Web 2.0 technologies are enabling organisations to overcome barriers of time and location in order to better suit their business needs and their customer requirements.
Business professionals are moving their teams and offices on to the Web.
Agile software development methodologies sit well with the ethos of Enterprise Web 2.0.
Businesses will emerge whose primary source of income will be providing data services for mashups.
Organisations are having to adapt their security policies to meet new operational and business requirements brought about by Web 2.0.
A great deal of sensitive data is residing at the edge of the enterprise in a world devoid of corporate policy or control.
Organisations must find ways to utilise the new-found Information and Communications Technology (ICT) skills and competencies being developed through the use of consumer IT.
The new generation of power user will create applications that have a broader appeal and impact than the spreadsheets of their predecessors.
The failure to consider the impact of social enhancement technology on the performance of the enterprise is a big mistake.
The social forces driving change in the consumer computing world are also impacting the way that business gets done.

CATALYST
The term ‘Enterprise 2.0’ has become the catch-all phrase that describes the wholesale change in enterprise IT thinking. Driven by changing business needs and social factors, organisations are starting to do things differently. Speed, agility, mobility, reuse, and innovation are the transformative drivers that are forcing organisations to push aside old technologies, models, and architectures to make way for the new Web 2.0 world of service-oriented, highly-virtualised, truly-commoditised, and eventually ‘utilitised’ systems and solutions. Social software, collaboration, and real-time communications are pivotal parts of the ‘Enterprise Web 2.0’ story, and these are acting as the conduits for new cultural ideas and practices.

ANALYSIS

Introduction

The term ‘Enterprise 2.0’ has become something of a catch-all phrase that describes the wholesale shift in enterprise IT thinking. Driven by changing business needs and social factors, organisations are starting to do things differently. Speed, agility, mobility, reuse, and innovation are the transformative drivers that are forcing organisations to push aside old technologies, models, and architectures to make way for the new Web 2.0 world of service-oriented, highly-virtualised, truly-commoditised, and eventually ‘utilitised’ systems and solutions.

Vendors and commentators have been appending the ‘2.0’ suffix to all manner of enterprise products and domains over the last year or so in an attempt to signify something new, innovative, and user-focused. The terms ‘BI 2.0’, ‘ERP 2.0’, and ‘CRM 2.0’ have all been used in some way or another to imply ‘next generation’ or ‘leading-edge’, but the term ‘Web 2.0’ remains the touchstone of the IT industry, and use of the term by the IT cognoscenti when discussing a product or service usually infers particular value or importance.

In some circles, the terms ‘Enterprise Web 2.0’ and ‘Enterprise 2.0’ are used interchangeably to describe the application of Web 2.0 ideas and technologies in the enterprise; however, Butler Group believes that a clear distinction exists between the use of these two terms, and that this differentiation is important to maintain, as it enables a more meaningful discussion to be had when examining the future role of IT within the business. We’ve been here once before of course, with the words ‘Web’ and ‘Internet’ being used interchangeably, and this still causes confusion today when IT professionals have conversations with their business counterparts.

Building on the somewhat vague and yet particular usage of the term ‘Web 2.0’, ‘Enterprise Web 2.0’ describes a fresh, and some would say new, approach to the design and provision of business applications that incorporates aspects such as social networking, collaboration, and real-time communication. In addition, Enterprise Web 2.0 focuses a great deal of attention on the user’s ‘experience’ or ‘joy of use’ – something of a novelty in enterprise IT these days. By comparison, when Butler Group talks about ‘Enterprise 2.0’, we are focusing on the composition and architecture of the IT ecosystem, and the associated business models that will support Enterprise Web 2.0 applications.

http://www.aarkstore.com/reports/Enterprise-Web-2-0-Building-the-Next-generation-Workplace-13947.html

Global Security Software Market in Telecom Industry 2008-2012

Security of IT infrastructure and data is an important prerequisite for the growth of electronic business and the functioning of the entire economy. Thus, companies are adopting security software to help them improve the security of computers, information systems, Internet communications, and transactions so as to maintain confidentiality, integrity, privacy, and assurance. By deploying security software applications, organizations can provide security management, access control, authentication, virus protection, encryption, intrusion detection, vulnerability assessment and perimeter defense.
With the adoption of Internet as a network media and third generation technologies by telecom companies, the number of threats and vulnerability of networks from virus attacks have escalated. The Telecom sector, thus, requires security software to protect their networks and data from virus attacks.
The report by TechNavio Insights forecasts the size of the Global Security Software Market in Telecom Industry over the period 2008-2012. It segments the market into various geographic regions (representing the market size for each of these regions). Further, it discusses the key market trends, drivers and challenges of the Global Security Software Market in the Telecom Industry, and profiles some of the key vendors of this Industry.
TechNavio Insights is a set of reports based on TechNavio – a market intelligence platform for the IT industry. It builds on the intelligence available within TechNavio, and leverages on the custom research experience of the ‘Technology Navigators’. TechNavio is built on years of experience of Infiniti Research in deep dive custom research and consulting for over 30 Fortune 500 companies and numerous large and mid-sized companies.

http://www.aarkstore.com/reports/Global-Security-Software-Market-in-Telecom-Industry-2008-2012-19492.html

Global Security Software Market in Retail Industry 2008-2012

Security software helps organizations achieve higher scalability in terms of data management and data operations. It’s features such as easy & protected access to content and ease of sharing content help organizations scale up their revenue. At present, organizations all over the world are undergoing a consolidation phase. This has led to the creation of huge data centers, which are managing complex information for enterprises. This data is termed as ‘knowledge’, and its security is of paramount issue for enterprises. According to a study, year 2008 witnessed a significant increase in security attacks by cybercriminals, whereas breaches through malwares and Trojans have increased by multi folds. Also, it has been found that a majority of the security breaches in 2008 was through internal resources.

Security issues are more prevalent in the retail industry wherein databases grow on a daily basis. Thus, security software that are protecting accessibility, integrity, and data transfer in organizations, are becoming a popular choice for such enterprises. Their easy to operate features, requirement specific solutions, and reliability have turned them as essential requirement for enterprises.

The report by TechNavio Insights forecasts the size of the Global Security Software Market in Retail Industry over the period 2008-2012. It segments the market into various geographic regions (representing the market size for each of these regions). Further, it discusses the key market trends, drivers and challenges of the Global Security Software Market in the Retail Industry, and profiles some of the key vendors of this Industry.

TechNavio Insights is a set of reports based on TechNavio – a market intelligence platform for the IT industry. It builds on the intelligence available within TechNavio, and leverages on the custom research experience of the ‘Technology Navigators’. TechNavio is built on years of experience of Infiniti Research in deep dive custom research and consulting for over 30 Fortune 500 companies and numerous large and mid-sized companies.

http://www.aarkstore.com/reports/Global-Security-Software-Market-in-Retail-Industry-2008-2012-19489.html

UK Consumer Insights 2009: Marks & Spencer – Clothing – Aarkstore Enterprise

UK Consumer Insights 2009 are based around individual retailers and provide a highly detailed, data-rich overview of a retailer’s customers, drawing on a nationwide survey of 6,000 shoppers each year.

Reasons to Purchase

*New analysis, unique to these reports shows details about non-converting visitors including where they main shop and who they are.
*Analysis by non-standard demographics is also presented to give a comprehensive picture of a retailer’s customers.
*Key demographics include among others, sex, age, social class, television region, marital status, housing tenure, working status and ACORN group.
 
 
Table of Contents : 
“About the cDNA programme 3

Section 1: At a glance summary 4
- At a glance summary 5

Section 2: Share of shoppers 6
- Marks & Spencer share of shoppers 7
- Marks & Spencer share of shoppers by demographics 8
- Marks & Spencer share of shoppers by television region 9
- Marks & Spencer share of shoppers by household characteristics 10
- Marks & Spencer share of shoppers by other characteristics and ACORN classification 11

Section 3: Conversion and non-conversion 12
- Marks & Spencer conversion of visitors to main users 13
- Marks & Spencer conversion of visitors to main users by demographics and region 14
- Marks & Spencer conversion of visitors to main users by household characteristics 15
- Non-converting customers 16
- Profile of Marks & Spencer non-converting customers by demographics and region 17

Section 4: Shopper profiles 18
- Marks & Spencer profile of shoppers by demographics 19
- Marks & Spencer profile of shoppers by television region 20
- Marks & Spencer profile of shoppers by household characteristics 21
- Marks & Spencer profile of shoppers by other characteristics and ACORN classification 22

Section 5: Loyalty 23
- Marks & Spencer loyalty of main users 24
- Marks & Spencer loyalty of main users by demographics and region 25
- Marks & Spencer loyalty of main users by household characteristics 26
- Marks & Spencer basic drivers of loyalty and disloyalty 27
- Marks & Spencer detailed drivers of loyalty 28

Section 6: Competition 29
- Competition in clothing 30
- Cross sector competitor dynamics 31

Appendix 32
Basic Methodology 33
Detailed Methodology 34″

For More Information Kindly Visit Below Link :
http://www.aarkstore.com/reports/UK-Consumer-Insights-2009-Marks-Spencer-Clothing-15657.html

UK Consumer Insights 2009: Debenhams – Clothing – Aarkstore Enterprise

UK Consumer Insights 2009 are based around individual retailers and provide a highly detailed, data-rich overview of a retailer’s customers, drawing on a nationwide survey of 6,000 shoppers each year.

Reasons to Purchase

*New analysis, unique to these reports shows details about non-converting visitors including where they main shop and who they are.
*Analysis by non-standard demographics is also presented to give a comprehensive picture of a retailer’s customers.
*Key demographics include among others, sex, age, social class, television region, marital status, housing tenure, working status and ACORN group.
 
 
Table of Contents : 
“About the cDNA programme 3

Section 1: At a glance summary 4
- At a glance summary 5

Section 2: Share of shoppers 6
- Debenhams share of shoppers 7
- Debenhams share of shoppers by demographics 8
- Debenhams share of shoppers by television region 9
- Debenhams share of shoppers by household characteristics 10
- Debenhams share of shoppers by other characteristics and ACORN classification 11

Section 3: Conversion and non-conversion 12
- Debenhams conversion of visitors to main users 13
- Debenhams conversion of visitors to main users by demographics and region 14
- Debenhams conversion of visitors to main users by household characteristics 15
- Non-converting customers 16
- Profile of Debenhams non-converting customers by demographics and region 17

Section 4: Shopper profiles 18
- Debenhams profile of shoppers by demographics 19
- Debenhams profile of shoppers by television region 20
- Debenhams profile of shoppers by household characteristics 21
- Debenhams profile of shoppers by other characteristics and ACORN classification 22

Section 5: Loyalty 23
- Debenhams loyalty of main users 24
- Debenhams loyalty of main users by demographics and region 25
- Debenhams loyalty of main users by household characteristics 26
- Debenhams basic drivers of loyalty and disloyalty 27
- Debenhams detailed drivers of loyalty 28

Section 6: Competition 29
- Competition in clothing 30
- Cross sector competitor dynamics 31

Appendix 32
Basic Methodology 33
Detailed Methodology 34″

For More Information Kindly Visit Below Link :
http://www.aarkstore.com/reports/UK-Consumer-Insights-2009-Debenhams-Clothing-15656.html