Fairway Cs Location1

Location, Location, Location!
Best Practices for Selecting Onshore, Nearshore or Offshore Technology Services
Our People. Your Solution.
Fairway Technologies White Paper September 2010
Table of Contents
3 4 4 4 6 7 9 12 13 14 15 Executive Summary Introduction Decoding Outsource Terminology Who is Outsourcing What to Where? Assessing the Benefits of Outsourcing Acknowledging the Risks Best Practices for Selecting Onshore, Nearshore or Offshore ITO What Outsource Method Suits Your Company Best? Concluding Thoughts References About Fairway Technologies
Our People.
Location, Location, Location! Best Practices for Selecting Onshore, Nearshore or Offshore Technology Services
Executive Summary
This white paper provides an overview of information technology outsourcing (ITO), presents benefit and risk assessments of onshore, nearshore and offshore ITO, and offers best practices to assist in selecting an ITO provider. Our analysis is based on research compiled from published literature as well as interviews and surveys of technology professionals possessing ITO experience. An original survey of US-based technology professionals conducted by Fairway Technologies revealed that smaller companies are more likely to use only onshore ITO providers and larger firms are more likely to enlist a blend of service providers, including more offshore than smaller firms. The survey also revealed the top three ITO needs were custom software development, analytics / business intelligence and systems integration. Research shows the largest volume of offshore ITO business is serviced from India, with China and Russia far behind in second and third places. Controlling and reducing costs are primary drivers of outsourcing technology services. Savings are realized by not only lowering overhead and infrastructure expenses, but also capitalizing on specialized expertise to speed time to market and avoid project delays. Before deciding whether to hire an onshore, nearshore or offshore ITO provider, decision makers should first consider the benefits and risks of each model and how those map to their business requirements.
Benefits Onshore Higher quality Cultural compatibility Lower management costs Stronger communication
Risks May overspend depending on requirements Reputation of large consultants up-selling
Nearshore Lower travel costs than offshore Similar time zones Lower wages than onshore Offshore Lower staff costs Follow the sun development cycles
Communication challenges Quality concerns depending on project Higher management costs Language, time zone and cultural barriers Quality concerns depending on project
This paper details ten best practices to help you decide whether to go with an onshore, nearshore or offshore technology services provider, as follows: Begin with the end in mind Consider your companys aversion to risk Take into account the nature of the IT project Buyer beware Put sufficient time and expertise into planning Assess countries with an open mind Go your own way Get it in writing Maintain oversight Emphasize communication
Fairway Technologies
Copyright 2010 Fairway Technologies, Inc. All rights reserved.
The message to offshore with haste seems to be everywhere, and certainly offshoring has great potential. However, information technology outsourcing (ITO) is a complex endeavor. Careful consideration must be given when selecting an ITO provider. This white paper provides an informational overview of ITO, presents benefit and risk assessments of onshore, offshore and nearshore ITO, and offers best practices to assist in selecting an ITO provider. Our analysis is based on research compiled from published literature as well as interviews and surveys of technology professionals possessing ITO experience.
Who is Outsourcing What to Where?

Who. Fairway conducted a survey of US-based
information technology professionals across a variety of industries in order to capture information about companies current use of onshore, nearshore and offshore ITO. Three quarters (77%) of respondents indicated that they used onshore ITO in the past two years. More than half of respondents (61%) stated that they offshored or nearshored ITO during the same period. Every respondent using offshore/nearshore ITO also reported using onshore ITO. Further, 16% of all respondents used onshore ITO exclusively, and 23% reported no outsourcing of IT in the past two years. We took a closer look at the demographics of companies who indicated that they use onshore ITO exclusively. These onshore-only ITO users are primarily small companies with less than 100 employees (60%) and 2009 gross revenues of under $10 million (60%). They described their operations as regional (20%), national (20%) and international (60%). Overall, 80% of them are private companies. Organizations from the survey who reported using offshore ITO are mostly medium (100 to 1,000 employees, 37%) or large (over 10,000 employees, 37%) firms. They reported 2009 net gross revenues primarily between $100 to $500 million (21%) or exceeding $500 million (48%). These companies described themselves as either international (74%) or national (26%), as opposed to regional. Nearly 60% are public companies.
Decoding Outsource Terminology

There are as many terms used to describe outsourcing as there are providers competing for your business. Conversationsarticlesblogs. When the topic is outsourcing, theyre all peppered with words like nearshoring, backsourcing, insourcing and even best shoring. Outsourcing terms are often used interchangeably and incorrectly. So lets ensure were all speaking the same language. Outsourcing: Shifting in-house business functions to an external provider. Strategic outsourcing: Contracting out noncore functions in order to maintain focus on core competencies1. Offshore outsourcing, or simply, offshoring: Outsourcing functions to a company located in a distant country. Nearshoring: Outsourcing to a country located in the same geographic region as the country of origin. Onshoring: Domestic outsourcing. In-sourcing: Returning previously outsourced services in-house, also called back-sourcing. Global sourcing: An offshoring strategy that employs the services of multiple offshore outsource providers in order to spread risk, exploit wage differentials and maximize providers strengths. Multi-sourcing and multivendor are variations of this approach. Best shoring: Using one outsource provider that employs a combination of onshoring, nearshoring and offshoring. Captive centers: In-house offshore facilities
that the home company owns and operates. (A common practice for business process outsourcing, but atypical for ITO.)
What. Non-manufacturing outsourcing is categorized into three primary groups. Business process
outsourcing (BPO) contracts out specific business tasks, categorized as either front office or back office outsourcing. Knowledge process outsourcing (KPO) refers to processes requiring research, analytical and technical skills. Finally there is ITO, or information technology outsourcing, which is the focus of this white paper. Today, any ITO process can be onshore outsourced, from bundled large-scale IT management to commoditized, clearly defined projects. Offshore ITO ventures were once restricted to applicationdevelopment projects, while other tasks, such as security, remained onshore. Now even IT infrastructure functions such as data centers and network management can be sent abroad. Companies top ITO needs as identified in our survey include custom software development, analytics/business intelligence, systems integration, database development, website development, mobile applications/mobility solutions, collaboration solutions, IT process definitions, Ecommerce applications and content management, in that order. The most commonly offshored ITO services as reported by survey respondents are custom software development, database development, systems integration and website development.
Where. More than 120 countries actively offer ITO, BPO or KPO services, with India as the current
offshore superpower. Indias Y2K first-mover advantage has yet to be overcome by another country, boasting $40 billion in exported services, 65% of the ITO market and 43% of the BPO market in 2008. China ranks second having earned a formidable $5 billion in ITO and BPO during the same period. Russia, with a highly educated workforce in the areas of math, engineering and science, holds third place with $3.65 billion in 20082. The nearshoring market is categorized into three world regions, each clustering around client locations3. Technology research leader, Gartner, evaluated thirty countries in these three regions based on ten key criteria, including English language proficiency, local government support, infrastructure and technical considerations such as data security and privacy4. According to Gartners report, the top nearshore ITO providers for the United States include Argentina, Brazil, Canada, Chile, Costa Rica, Mexico and Uruguay. The top countries in the Asia/Pacific region, serving primarily Japan as a nearshore client, include Australia, China, India, Malaysia, New Zealand, Pakistan, Philippines, Singapore, Sri Lanka and Vietnam. Gartner cites the top nearshore providers for the European Union as the Czech Republic, Hungary, Ireland, Israel, Northern Ireland, Poland, Romania, Russia, Slovakia, South Africa, Spain, Turkey and the Ukraine. We asked survey respondents who reported using offshore or nearshore ITO to indicate the location(s) of their providers. All of them listed India as the location of at least one of their providers. The second most popular destination was Mexico at 32%. Next were Russia (16%), China (10%), and Canada and the Philippines each at 5%.
Top 5 ITO needs include:

Custom software development Analytics/business intelligence Systems integration
Database development Web development
Assessing the Benefits of Outsourcing

ITO offers advantages to companies of all sizes and industries. Assembling and maintaining an internal staff capable of effectively meeting all IT needs can be costly and inefficient. Controlling and reducing costs are a primary driver of ITO and can be achieved in several ways. First, using a contracted ITO provider means that your company no longer has to shoulder the burden of the overhead associated with those employees wages and benefits. Plus, it reduces your infrastructure costs for office space, furniture and supplies. Outsourced products and services may be offered at a lower rate than can be achieved in-house when the providers processes, equipment and facilities are newer, resulting in more efficient operations. Economies of scale may also come into play. Finally, ITO can stabilize technology expenditures because providers are obligated to adhere to the cost structure defined in their contracts. Cost cutting is important, but it represents only a fraction of what ITO has to offer. Strategic outsourcing empowers your company to focus on core competencies by outsourcing non-core functions. Additionally, quality can improve when ITO providers expertise exceeds in-house abilities, or when the in-house team simply needs to be supplemented with additional skills for a unique project. ITO can also alleviate temporary in-house resource shortages due to periods of sudden growth, or be part of a long-term staffing strategy. ITO can also enable your company to take advantage of a market opportunity even if the in-house staff does not possess the talent needed to respond quickly.
Onshore benefits. Keeping your ITO onshore offers several important advantages. The US offers
unsurpassed quality and ranks first among all countries in people skills and availability5. Plus, an onshore provider will have a much stronger understanding of US business practices. An onshore team generally needs fewer people because there is reduced activity in areas like knowledge capture and transfer, project coordination and environmental support6. This also results in higher productivity compared to offshore or nearshore ITO teams. Studies continually show that technology alone does not provide an equivalent substitute for face-to-face meetings in terms of communication and relationship building. Because onshore ITO providers have the closest proximity, there is greater ability to integrate them into the inhouse team, thus leading to stronger collaboration and communication. Even when the onshore team is not located in your immediate area, travel is easier and less expensive than voyaging to a foreign country. Sharing the same or similar time zone makes it easier to schedule meetings and make spontaneous contact, which helps drive momentum. Having a common language and culture minimizes communication problems and improves the product development process. Onshoring also insulates your company from potential political backlash associated with sending jobs overseas, a detail that is not lost on many Americans during times of economic downturn.
Nearshore benefits. Nearshore ITO offers some advantages over offshore ITO, primarily in terms of
mitigating offshoring risks. For example, nearshoring to a neighboring country may increase cultural compatibility and alleviate language problems. Additionally, time zone differences diminish, and travel costs shrink when that face-to-face is needed. Therefore, nearshore ITO may result in better communication than offshore ITO, increasing the projects success rate and lowering the overall transaction Solution. Our People. Your costs of managing the project.
Offshore benefits. While offshore ITO boasts many of the same benefits as onshore ITO, going
offshore has the potential to augment some of onshorings advantages. Topping the list is the prospect for even greater cost reduction. Even for skilled workers, wages are considerably less in foreign countries. Infrastructure costs are also lower. In fact, nearly 70% of survey respondents that use offshore ITO indicated lower staff-related costs as a reason for offshoring, and most respondents reported that their expectation was met with regard to lowering employee costs. Speeding time to market is another advantage, and a popular driver indicated by respondents in our survey. Hiring workers in distant countries allows US companies to take advantage of a longer workday. This follow the sun approach enables a boost in productivity because a project can be turned over at the end of the workday to a provider located in a distant country like India, where the workday is just beginning.
Acknowledging the Risks

Not every ITO venture will be a success, but understanding the pitfalls can help your company avoid them.
Onshore risks. Selecting an onshore ITO provider protects your company from many of the risks
associated with offshoring and nearshoring, but it has some limits. If your ITO project is accompanied by detailed technical instructions and specific project requirements and doesnt necessitate creativity and innovation, then you may overspend if opting for an onshore provider. Since US businesses are subject to stringent workplace regulations, they lack the freedom many offshore providers have to exploit working hours, benefits, wages and other working conditions. The onshore ITO market is dominated by several major firms, and some clients dislike the continual upselling that is common with large consultants. Up-selling increases clients dependency on the ITO provider and can bloat the outsourcing budget.
Nearshore risks. Outsourcing to a country within your region may alleviate some pitfalls of
offshore ITO. However, our research shows that many offshore ITO problems are still experienced with nearshore ITO, even if to a lesser degree. For example, Canada is a popular nearshore option for the US, especially given the shared language. But our research revealed that professionals familiar with outsourcing IT to Canada still report strained communication due to language and cultural nuances, different holidays and scheduling approaches, time zone difficulties and lack of team building opportunities. Quality issues are also reported with nearshoring as well as difficulty obtaining accurate status reports. Furthermore, English is not the first language for most US nearshore destinations, so communication problems may be similar to those experienced with offshore providers.
Offshore risks. Offshoring adds complexity which creates more opportunities for something to
go wrong, and the list of what can go wrong in an offshore arrangement is long. Some problems are widely recognized and more easily identified, while others are unexpected and, at best, difficult to quantify. We categorize the former as common concerns and the latter as hidden costs of offshoring. Common Concerns Time zone differences. Difficulty communicating due to different time zones was the number one problem reported by respondents in our survey (74%). A 12-hour difference makes it difficult to schedule a Skype call, sure. It is even more frustrating when you cannot reach a specialist on the Indian team during your workday. Not to mention the inconvenience of holding middle-ofthe-night meetings. Language barriers. Language barriers was the second highest complaint by survey respondents (68%). Translating requirements in a fluid environment can be difficult, so finding a solution to a complex technical problem when youre struggling to communicate can be a real challenge. Cultural barriers. Anything that prevents good communication is an issue, but cultural design differences often pose an even bigger problem. A common complaint is that the offshore team lacks innovation and flexibility and takes a very literal approach to product development. Of all survey respondents, 26% indicated that cultural barriers with their offshore providers were a problem. Quality concerns. Getting the offshore team to understand your definition of quality is a predicament related to language and cultural barriers. Even if you are able to convey your standards, the offshore team may not be able to deliver. Nearly 50% of our survey respondents reported inferior quality of services to be a problem with offshore ITO. Communication problems. An offshore team usually means little to no face-to-face time. This precludes team building, which impacts knowledge transfer. Travel for increased face-to-face meetings will reduce this, but at an increased cost. High turnover. When the offshore team cycles through employees, momentum on the project is lost. The threat of a competing outsource provider hiring away the entire team also exists. Both scenarios are not uncommon in India where the demand for skilled labor exceeds supply. Wage inflation. The past few years have been a case study in the erratic nature of currency. This wreaks havoc on financial projections and may erode your cost advantage. Shifting work to another country is an option you probably wont have mid-project. Security breaches. Intellectual property infringement is a common concern with China, who has a reputation for not observing copyright laws. Failure to keep confidential data secure can also be catastrophic. And if a team member defects to a competitor, there is always fear that your companys secrets will go with them. Corporate malfeasance. The 2008 scandal at Satyam, a leading global IT consulting services company, based in India, illustrated how corporate fraud can happen anywhere7. Political instability. Political problems abroad, such as the 2008 terrorist attacks in India8, can impact offshored business operations and the ability to travel safely overseas.
Hidden Costs Transitional phase. Costs for this include orienting offshore employees, paying for staff overlap during the transition and training the remaining in-house staff how to work with the offshore team, to name a few. Management expenses. Research indicates that management costs associated with successfully offshored projects reach upward of 50% of the total contract value, compared to 5% to 10% for an onshore outsource project, as offshore projects require more oversight9. Infrastructure requirements. The project may be offshore, but your in-house team still needs to communicate with them, so dont forget about telecommunications, data exchange and security costs. You may also need to beef up your in-house quality assurance. Intangible costs. Layoffs often cause a dip in employee morale and productivity and rise in turnover, while the burden on the surviving in-house staff increases in terms of longer hours, odd hours and more travel. Larger team size. One offshore employee does not necessarily equate to one onshore employee. Organizations experienced with offshoring anticipate needing 2 to 4 offshore employees to equal the work done by one in-house employee . Difficulty calculating ROI. Determining the savings gained by going offshore is a challenge. To start, you never really know the cost of the path not taken. Secondly, quantifying hidden costs is difficult.
Management costs associated with successfully offshored projects reach upward of 50% of the total contract value, compared to 5% to 10% for an onshore outsource project 9
Best Practices for Selecting Onshore, Nearshore or Offshore ITO

Begin with the end in mind. Think long-term and keep your
objectives at the forefront. Is your primary goal to lower costs, speed time to market, improve quality, supplement in-house resources, or something else? A good outsourcing strategy is not built entirely from a cost savings perspective. If you pursue offshore ITO because you want to lower costs, be aware that savings may be less than projected or may take years to materialize. If getting to market quickly is most important, selecting the right ITO provider the first time is key to securing your first-mover advantage. If quality is a priority, no country can compete with the skills offered in the US . And if you are seeking a true partner to compliment your in-house assets, onshore ITO providers offer increased communication, which reap savings in many ways shorter project duration, stronger cross-functional team integration, smaller team size and greater efficiency, to name a few.
A good outsourcing strategy should underscore longterm objectives.
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Consider your companys aversion to risk. Offshoring is neither for the faint of heart,
nor the impatient. Of our survey respondents, 37% reported that their offshore ITO project was not delivered on time and 16% stated that the project came in over budget or did not realize anticipated cost savings. And remember that some conditions increase risk, like loosely defined projects, projects with a large scope, limited face-to-face time, volatile currencies and political instability. If you cannot afford to have anything go wrong, then it may not be the right time to offshore because onshoring is usually the more predictable route.
Take into account the nature of the IT project. Are you looking to outsource a commodity
or an ambitious new undertaking? Research shows that the most successful offshore IT projects are black box type initiatives that are highly defined, well-documented and require little back and forth communication. If you are able to turn over the requirements and stay mostly hands-off, then offshore ITO may be the right choice. Projects that are loosely defined and not well-documented, require innovation or need a broad understanding of your organization will challenge the benefits of offshoring. In fact, a strong onshore ITO provider will better meet your needs if youre undertaking an ambitious IT project that requires high collaboration and creativity.
Buyer beware. Ask questions about who comprises the ITO team. Sometimes ITO providers offer one or two customer-facing team members to woo you, but they push the actual work down to lower-skilled individuals. Dont get stuck with a layered team full of marginal people when all you really need are a couple of highly skilled experts who can make an impact. Watch out for large-scale providers employing an up-sell strategy that could leave you with more than your company needs, wants or can afford. Put sufficient time and expertise into planning. Identify your outsourcing objectives,
comprehensively evaluate providers, realistically project expenses, clearly define success metrics and thoroughly plan the transition. Consider whether meeting face-to-face with the provider and the proposed team before making a commitment is important to you.
No country can compete with the skills offered in the US
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Assess countries with an open mind. Just because it seems that everyone is going to India,
for example, doesnt mean you should limit the scope of your evaluation to that country. An annual research study conducted by AT Kearney provides a great tool for weighing the pros and cons of offshore destinations along three dimensions: financial attractiveness, people skills and availability and business environment5. A snapshot of the top ranking 2009 countries can be found below.
Rank 1 2 3 4 5 6 7 8 9 10 14 15 35 Country India China Malaysia Thailand Indonesia Egypt Philippines Chile Jordan Vietnam US Ghana Singapore Financial Attractiveness 3.13 2.59 2.76 3.05 3.23 3.07 3.19 2.41 2.99 3.21 0.47 3.26 0.72 People Skills & Availability 2.48 2.33 1.24 1.30 1.47 1.20 1.17 1.20 0.91 1.02 2.71 0.70 1.55 Business Environment 1.30 1.37 1.97 1.41 0.99 1.37 1.24 1.89 1.59 1.24 2.15 1.36 2.62 Total Score 6.91 6.29 5.97 5.76 5.69 5.64 5.60 5.50 5.49 5.47 5.33 5.32 4.89
Note: The highest in each category is listed below.
Go your own way. IT has become a crucial element of most businesses operations, so deciding
where your resources will come from is an important decision. Dont let anyone or anything push you into the wrong decision. For example, if your due diligence casts doubt upon offshoring as the answer, letting go is okay. Some of the best business decisions are ones to not go forward.
Get it in writing. Whether you onshore, nearshore or offshore ITO, the service level agreement or contract you sign must meet your specific needs while offering flexibility in case your needs or the environment change. Lengthy contracts are becoming less popular for offshore ITO for this very reason. Maintain oversight. Outsourcing doesnt abdicate your responsibility for the project, especially
to your customers. Protect your reputation by insisting on active management, quality controls and performance measures for all ITO arrangements, and be prepared to provide more oversight for nearshore and offshore projects.
Emphasize communication. Strong communication and collaboration are vital for onshore, nearshore and offshore ITO. When offshoring or nearshoring, insist on having a local resource, sometimes called an engagement manager. This is an onsite representative of the offshore team whose job is to increase knowledge transfer, build social capital and serve as the projects intermediary. If that isnt possible, opt for English-speakers on the offshore team. Both may be more expensive, but can prove worth the added price. The benefit of onshore ITO is having a local resource without the added expense of overseas travel or burden of translation problems.
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What Outsource Method Suits Your Company Best?

Scale =
best worst
Cost Minimized management fees Lower engineering bill rates Smaller effective team sizes Minimized travel Minimized transition and training
Onshore
Nearshore
Offshore
Quality Skills and resource availability Innovation and flexibility Integration and team collaboration Extended workday
Onshore
Nearshore
Offshore
Risk Loosely defined, or poorly documented requirements Responsiveness during standard business hours Wage and currency stability Project team retention and staff turnover Common language and culture Political stability Security (data/fraud)
Onshore
Nearshore
Offshore
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Concluding Thoughts
When selecting an ITO provider, know you have options that fall between onshore conglomerates and offshore staffing firms. Fairway Technologies is a highly skilled, onshore organization offering expert technology contracting and consulting services for mid-size to enterprise businesses. Fairways employees set them apart from other ITO providers in that they combine deep technical expertise with business focus; which makes them excel at delivering top quality results that exceed expectations. Fairway employees possess a wealth of business knowledge and experience working on either side of onshore, nearshore and offshore ITO projects. They fully understand the challenges of outsourcing and know how to create a winning ITO arrangement for your company. Fairways know-how comes from experience, enabling them to provide you with reliable information for estimating project length, cost and other key variables. Fairways staff knows how to integrate themselves into your in-house team to assure strong communication and collaboration. They can readily adapt to each clients technology-related preferences and help identify the right technology strategy to both solve the problem at hand and suit the clients environment going forward. Contact Fairway Technologies to learn how to obtain top-quality results from your ITO provider.
W P E
www.fairwaytech.com (858) 454-4471 contact@fairwaytech.com
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References
1. Weinert, Stephan, Mathias Weber, and David Vasak. Offshore Outsourcing to Russian IT Providers: Opportunities, Risks and Best Practice Procedures. Schumpeter School of Business and Economics. 2008. Willcocks, Leslie, Catherine Griffiths, and Julia Kotlarsky. Beyond BRIC. The London School of Economics and Political Science. Jan. 2009. Carmel, Erran and Pamela Abbott. Why Nearshore Means that Distance Still Matters. Communications of the ACM. Oct. 2007, Vol 50, Num 10. Gartner: Top 30 Offshore Locations for 2008. www.TechWorld.com. 21 May 2008. AT Kearney. The Shifting Geography of Offshoring The 2009 Global Services Location Index. 16 Nov. 2009. Kaushik, Arpit. Offshore Outsourcing: Quantifying ROI. www.CIO.com. 4 Nov. 2008. Kripalani, Manjeet. Indias Madoff? Satyam Scandal Rocks Outsourcing Industry. www. BusinessWeek.com. 7 Jan. 2009. Krondstadt, K. Alan. Terrorist Attacks in Mumbai, India and Implications for US Interests. Congressional Research Service, Report for Congress. 18 Dec. 2008. Overby, Stephanie. Secrets of Offshoring Success. www.CIO.com. 1 Feb. 2007; Overby, Stephanie. Outsourcing Definition and Solutions. www.CIO.com. 9 Mar. 2007.
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About Fairway Technologies

Leading firms trust Fairway Technologies to provide expert technology services and solutions in the areas of: systems integration, database development and optimization, content management implementations, collaboration, IT process definition and automation, custom software development, analytics and business intelligence, e-commerce applications, customer relationship management implementations, and mobile applications and mobility solutions. Fairway Technologies expertise ranges from programming skills (Java, .NET, Web, and more) to business technology integration and implementation solutions (CRM, CMS, ERP, Collaboration, Oracle, SAP, etc.) in addition to next-generation innovations (mobile computing, cloud computing, and open source). Fairway was founded in 2002, with company headquarters in La Jolla, California. To learn more about Fairway Technologies, visit www.fairwaytech.com.

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Location, Location, Location!

Best Practices for Selecting Onshore, Nearshore or Offshore Technology Services

Our People. Your Solution.

Fairway Technologies White Paper September 2010

Risks May overspend depending on requirements Reputation of large consultants up-selling

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

Who is Outsourcing What to Where?

Decoding Outsource Terminology

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

Top 5 ITO needs include:

Our People. Your Solution.

Database development Web development

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

Assessing the Benefits of Outsourcing

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

Acknowledging the Risks

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

Best Practices for Selecting Onshore, Nearshore or Offshore ITO

A good outsourcing strategy should underscore longterm objectives.

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

No country can compete with the skills offered in the US

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

Note: The highest in each category is listed below.

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

What Outsource Method Suits Your Company Best?

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

www.fairwaytech.com (858) 454-4471 contact@fairwaytech.com

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

About Fairway Technologies

Our People. Your Solution.

Copyright 2010 Fairway Technologies, Inc. All rights reserved.

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