大型软件企业美国软件外包案例例子资料教材.pptVIP

Contract negotiation We moved too fast (it is our problem). They did not have legal experts on their side nor a US branch office. (Establish legal department in your US branch) They tried to get a big contract right off the bat – very ambitious but not step-by-step. Don’t become a handy/versatile man. Legal terms and conditions must be carefully reviewed, and through proper a procedure. Later problems do occur. Solving later problems are even worse, definitely hurting business. On-going relationship management They did send senior management people But they don’t speak English well nor they are technical leads, we didnt know their roles. Once they left (even for a short while), there’s no constant communication with us – we are all at a loss. Managing relationship at different levels A low level manager on our side can do a major damage Even our developers can hurt their effort They did not know how to maintain a good relationship It is more than doing a good job It is ok to give gifts, but there’s a limit What type of gifts are ok Learn US culture, learn football and baseball Hints to us: Must maintain relationship well at all levels, high level managers must be senior and not someone of secretary level who speak English well. Whom to send? Get company politics out of the way and send the right people clients need first. You can send whoever you want later, just don’t use them as a consultant, especially as the first-batch consultants. Consider your staff’s family situation very seriously – knowledge transfer is a very lengthy process. Consultants dispatched need to prepare to stay in US for a year or more. When they come, they only consider 3 months – almost all said 3 months, at most 6 months. Vendor management dept – security dept Completely merit base method to select consultants: US VISA problems They came on 3 month visas, it was driving us nuts Register a company in the US, if you are serious about your outsourcing effort. It’s easy and cheap. Get H1 vis