Business processing, procurement and technology services
We are experts at understanding our customers’ business ambitions, embracing the complexity of their challenges and working with them to unlock and realise their growth potential. We remove complexity across a wide range of service lines for customers within an array of industries.
Understanding our customers' businesses and inspiring confidence
Our business model is based upon advice and partnership. First, we listen. We focus on the problems you have to solve rather than the products and solutions we have to sell. Then, we propose personalised solutions that address your individual challenges. We are with you for the full journey too: many of our customers have been with us for five or more years. Why? Because they know we remain committed to simplifying their business processes and technology services.
If you’re currently asking questions like these, we should talk:
- “How can I create a new operating model that will provide sustainability and predictability for the next five to ten years?”
- “How can I conserve cash and improve my return on investment?”
- “Is it possible to instigate a variable cost model and partner with an external organisation willing to invest in our underlying infrastructure?”
- “How can I get our products and services to market more quickly and cost efficiently?”
- “Our nearest competitor has a cost-to-income ratio that’s 20 basis points ahead of us. What can we do about that?”
Third Party Advisors
With over 40% of deals now assisted by third party advisors (TPAs), we understand that as TCVs come down and contract lengths shorten, TPAs have to focus not just on the transaction but on front-end strategy and back-end governance if they are to thrive. We have unique propositions to assist TPAs in generating fee income from the earliest stages of the sourcing cycle through to a governance structure that offers opportunities to generate annuity revenue throughout the life of the contract.
Xchanging’s TPA team is in the US, UK, Germany, Spain, Italy, India, Singapore and Australia so we know the nuances of operating globally.
To find out more about how we work and how we could work together, contact the team.
- The death of outsourcing or the concept of 'tilt and shift'
- Why the focus on strategic thinking is back in vogue
- Where next for public sector outsourcing?
These videos were produced by Professional Outsourcing Magazine as part of the ongoing 'BPO Backchat' regular column from Xchanging's Guy Kirkwood.
Professional Outsourcing is the leading independent outsourcing title in the UK & Europe. To see more videos and 'Thought Leadership' articles please visit their website.
As organisations mature their shared service and captive business models, the ability of the leadership to gain information on the global market for skills, resources and knowledge becomes ever more important as they move up the value chain to gain that elusive seat on the board. To find out more, BPO Backchat spoke to Susie West, chief executive of sharedserviceslink.com, a membership organisation focused entirely on this vibrant market.
Outsourced, shared service and captive procurement operations are big news in 2013. As organisations look to fund complex – and expensive – transformation projects, COOs and CFOs look to their CPOs to provide the savings necessary. As a result, CPOs are becoming ever more critical in “procuring the future”.
Looking through the myriad of outsourcing-related news, views, blogs and tweets, it’s easy to assume that the Anglo Saxon perspective dominates; this is a dangerous assumption.
I'm in outsourcing sales and I want to lose my next deal...
BPO Backchat finds out how to fail with John Keppel
At the recent ISG service provider conference in London I was talking to John Keppel, ISG's chief marketing officer, about current outsourcing market dynamics - and specifically why outsourcing service providers lose deals. If you want to avoid classic mistakes...
Procurement in financial services markets.
Over the last few years, we’ve seen a difference between procurement in retail banking and investment banking. In the latter, procurement organisations have found it difficult to gain traction, attention and impact. If you’ve got people making millions of euros / dollars / pounds / yen for their companies, it’s extremely difficult for procurement to say, “You can’t buy that software; you can’t travel on that airline; we’re going to put this control in; we’ve got a preferred supplier for that.” The bankers will inevitably retort with, “I’ve made ten million dollars for the bank this week, what have you done?”
As France smarts from the good slapping it got from Standard & Poor's, it appears that it's not only Euroland that's crying out for a little bit of stability and certainty. Although any port in a storm is a godsend and sterling might well be considered such a safe harbour, the UK economy is still "trepidacious" as it skulks into 2012.