在英国金融服务外包产业亚洲离岸市场外文翻译.docVIP

外文翻译 原文 Outsourcing in the UK Financial Services Industry:The Asian Offshore Market Material Source: CRIS Discussion Paper Series–2004.I Author: Chris O.Odindo ，Stephen Diacon，Christine Ennew 3 CONCEPTUAL CONTEXT Traditionally,companies have tended to distinguish between commoditised aspects of their business processes and their core competencies.The former are generally thought to be appropriate for outsourcing,while the latter are usually retained in house.There is some evidence to suggest that distinction is being blurred.Last year,for example,Templeton Blake outsourced work that they previously thought was a core activity being done by highly paid financial analysts in the UK.In defence of their decision,Mr.Brian O’Keefe-the Managing Director,pointed out that it now costs his firm ninety per cent less to have that particular activity done overseas.Indeed,empirical evidence suggests that the range of applications currently outsourced in the financial services sector is no longer restricted to commoditised ones only.A 2003 survey of decision makers in the UK financial services sector by the Financial World revealed that over 75 per cent of 100 respondents believed that there is a growing tendency to outsource what has been until now core business activities. As well as the issue of choice of activity to outsource,UK finance houses are confronted with having to decide on the suitability,or otherwise,of certain offshore locations and providers.Choices are widening as traditional locations such as India face growing competition from other Asian countries that are adopting increasingly aggressive marketing strategies.In addition to the problems associated with selecting the correct location,businesses also have to be sufficiently equipped to enable them identify and make decisions about who the credible providers are. It is also important that the limitations and challenges of remote operations are recognised,and dealt with,by firms.In addition to the usual