Biplab Saha
Total live articles: 3
Questions: 0
Answers: 0
Biplab Saha is an offshore outsourcing consultant with over twelve years of versatile experience in businesses ranging from manufacturing, telecommunications, financial services & publishing both in India and the US. He assists companies in the financial services business (loan origination, debt settlement, collections, insurance, etc); and in the publishing business (educational, STM, trade publishers; print & online media companies) to identify, evaluate and sign-up with suitable India based service provides in the call center, BPO and media services space. Biplab is currently a Partner at Business Atom, a business solutions firm that advises service providers in India on developing marketing strategies and sales plans to tap the growing offshoring market. He was till recently associated with the offshore publishing services business as the Senior Vice President of CyberMedia’s services division. He spearheaded their business development out of New York, and created in-roads in a new service vertical, Offshore-Magazine Design-and-Production, intended for the magazine publishers across the US. Prior to this, he co-founded LeadPointer Inc., an offshore mortgage services company with offices in San Francisco and delivery centers in Delhi, Mumbai & Bangalore, servicing mortgage originators and lenders in the sub-prime mortgage business. He has also worked on the technology side of the business implementing end-to-end contact center solutions for call centers in India & the Philippines.
Recent Activity
The question that a client asks before choosing an outsourcing vendor is that do they have the expertise & understanding of my nature of business? Clients aren't interested in saving a little cash if they feel that they are exposing themselves to significant additional risk or hassle. You need to show them that while they will be able to enjoy the advantages, they can also trust you to minimize/eliminate the downside.
Many offshore projects get off to a flying start, but fail to succeed over the long term or worse still are abandoned mid-way, even though a considerable time & effort is spent by companies before and during the course of the offshore engagement. This article looks at the impediments to success of an offshore outsourcing endeavor with suggestions to avoid or overcome them.
In any offshore outsourcing engagement, besides the direct contract cost, additional ‘soft costs’ are incurred before, during and after the offshore transition. If not factored in at the beginning, these can undermine the success of the engagement. This article analyzes these soft costs that, along with the actual project cost, constitute a project’s Total Cost of Offshoring (TCO). It also highlights some reasons for failure of offshoring engagements and suggests ways to overcome them.
