李艳燕中国服务外包业竞争力分析（Li Yanyan analysis of the competitiveness of Chinas service outsourcing industry）.docVIP

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李艳燕中国服务外包业竞争力分析（Li Yanyan analysis of the competitiveness of Chinas service outsourcing industry）.doc

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李艳燕中国服务外包业竞争力分析（Li Yanyan analysis of the competitiveness of Chinas service outsourcing industry）

李艳燕中国服务外包业竞争力分析（Li Yanyan analysis of the competitiveness of Chinas service outsourcing industry） Li Yanyan: analysis of Chinas service outsourcing industry competitiveness The revitalization of Longjiang economy | | | regional dynamic | situation overview | harmonious Longjiang | reference | laws and regulations | internal information | reference point Heilongjiang Information Network Home Page Topic Research point of view Li Yanyan: analysis of the competitiveness of Chinas service outsourcing industry 2009-02-20 09:47:28 news source: reform and strategy I. current situation and characteristics of Chinas service outsourcing industry (1) the outsourcing market is smaller, but it develops at a faster rate With the development of early and influential software outsourcing as an example, although Chinese like India, since 1980s began to undertake international software outsourcing project, but India in the middle of the 1990s has been rapid development, but after China until 2003 the rapid development of the situation. In 2005, Chinas software export value was only 3 billion 590 million US dollars, of which the outsourcing market was only 920 million US dollars. By 2010, Chinas software outsourcing market will reach 7 billion 28 million US dollars, accounting for 8.4% of the global software outsourcing market, with an average annual growth rate of 50.2%. (two) Chinas software outsourcing market and export enterprises are concentrated in the region, and accelerate the transfer to the second tier cities The United States and Japan are the most important outsourcing export markets in mainland China, followed by Hongkong and europe. Because of historical, cultural, geographical and other reasons, the Japanese business mainly flows to China, but the high-end large business tends to stay in Japan, and outsourcing projects to China only account for 2% of its total contract. With the accumulation of experience and the continuous improvement of the business level, the outs