Outsourcing NOT Just for Big Business

Written by Paul Rich


Outsourcing: Not Just for Big Business

By Paul Rich, Principal and Business Consultant

Siegel Rich Division of Rothstein Kass -Certified Public Accountants

Outsourcing has become a controversial issue and a hot topic among presidential candidates this year. But have you stopped to think how your business can benefit fromrepparttar efficiency, functionality and cost savings of outsourcing? If you have, you might find that, like many others, you are already outsourcing-and enjoying its benefits.

What is Outsourcing?

Outsourcing simply means "contracting out" various functions of your business. It doesn't necessarily mean that you will be contracting out work to foreign countries because there are many American companies that provide outsourcing services i.e.. commercial printing services and cleaning services, among others.) The vendors who supply outsourced services may be self-employed contractors, consulting firms, temporary employee services or professional service firms. One common example of outsourcing is payroll processing. Other commonly outsourced functions that can be provided by professional services firms include:

* Succession planning

* Accounting and tax preparation

* Information technology (IT)

* Consulting (i.e. due diligence, business planning)

* Distribution services

* Pension management

* Manufacturing

* Assembly

* Staffing

* Grounds Maintenance

* Estate and income tax planning

Why Outsourcing Can Work for Your Business

Fortune 500 corporations are underrepparttar 104182 microscope for outsourcing thousands of jobs overseas to low wage workers, potentially leaving American workers out of work. But according to Forrester Research Inc., ofrepparttar 104183 2.7 million jobs lost overrepparttar 104184 past three years, only 300,000 have been from outsourcing. With that in mind, outsourcing means something different for family and privately owned businesses. With fierce competition affectingrepparttar 104185 margins of many businesses, companies are finding that they cannot afford layers of administrative overhead dedicated to operating their core business. They are realizing that outsourcing provides alternatives to doing everything for themselves. For example, if your business is distribution, there may not be a need to employ a large administrative overhead dedicated to support functions like those listed above. Companies that provide outsourcing services are able to invest more time and resources intorepparttar 104186 specific functions that generate revenue. Because of this, they can operate more efficiently and economically, which can help you compete more effectively than companies that do it themselves.

Information technology is a good example of this. The cost in personnel, benefits and training to keep pace inrepparttar 104187 rapidly changing world of information technology is prohibitive for most privately owned businesses. By outsourcing this function, management is free to focus its energies onrepparttar 104188 core aspects ofrepparttar 104189 business-those that provide revenue-generating products and services-and leaverepparttar 104190 other areas to vendors who specialize in performing those functions.

Benefits of Outsourcing

Proponents of outsourcing cite a variety of reasons for "letting others do it." Here are some ofrepparttar 104191 most important:

Cost savings - By outsourcing functions that were previously performed in house, companies are often able to reduce their employee levels and related costs, such as recruitment, supervision, salary and benefits. By outsourcing a capital intensive function, you can also reducerepparttar 104192 costs of equipment obsolescence and depreciation. A portion of your cost savings will go torepparttar 104193 outsourcer, but outsourcing vendors have a tighter control of fringe benefits and run leaner overhead structures. They also know how to deal with vendors servingrepparttar 104194 function they are providing and therefore, are able to pass on to your companyrepparttar 104195 benefits derived from bulk purchasing and effective leasing.

The Steps from Product Idea to Product Success

Written by Matthew Yubas


Michelangelo once said that his statue of David was embedded inrepparttar block of marble and he merely chipped awayrepparttar 104181 edges to reveal it. Is your product idea inside your mind just waiting to come alive? Or, is your product already formed and you need only to smooth outrepparttar 104182 edges?

Using my Market-Step process your idea will come to life as we progress inrepparttar 104183 following steps from idea to launch:

1. Self-Evaluation 2. Concept Evaluation 3. Prototype Evaluation 4. Product and Market Planning 5. Product Development and Marketing Tactics 6. Product Launch, Marketing and Selling

Please use this roadmap as a navigational tool to guide and monitor your progress. (See www.Product-Coach.com > Articles for a graphical flowchart.)

Getting Started

* Protect Your Idea (Chapter 4) When you have an idea, you need to protect it. The first line of defense is to setrepparttar 104184 date of conception. Start by documenting your idea in an inventor’s notebook, but don’t file a patent until you evaluate its marketability.

Market Research and Evaluation

* Self-Evaluation (Chapter 9) Startrepparttar 104185 Market-Step process by evaluating your product idea’s marketability. Your product idea is marketable if and when it solves a problem, meets a need or want, overcomes competition, and generates a profit.

* Concept Evaluation (Chapter 11) The second step ofrepparttar 104186 Market-Step process is to determine if people likerepparttar 104187 concept of your product idea. To test your invention, you’ll need to uncover which people or companies are your future customers. After identifying potential customers, ask them to evaluate how well your product idea solves a problem, or meets a need or want.

* Prototype Evaluation (Chapter 12) The third is detailed evaluation by giving people a prototype to examine. A prototype is a working model that looks, feels, and functions similarly torepparttar 104188 finished product. I’ll lead you throughrepparttar 104189 process of creating a prototype that resembles what your customer wants. Then, I’ll show you how to get detailed feedback by interviewing potential customers.

* Funding Your Idea (Appendix F) Do you need to raise money to develop and market your product? Initially, you’ll need money for expenses such as market research, equipment, and prototype development. Raising money is a normal part of doing business when you start, grow, and expand.

* Patent Review (Chapter 13) You performed a preliminary patent search earlier. Now it’s worth your time and money to perform a detailed patent search and possibly file for a patent.

* Self-Market or License (Chapter 14) What do you do with your new product? Your choices are to either self-market or license it. In some cases you can do both or sellrepparttar 104190 rights. Self-marketing means turning your idea into a marketable product that you intend to sell directly to an end-user, and/or through a distributor or retailer. Under a licensing agreement, a business will produce and sell your product in exchange for royalties.

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