Building a future with BRICs: the next decade for offshoring by Mark Kobayashi-Hillary

By Mark Kobayashi-Hillary

In 2003, Goldman Sachs released a startling file at the BRICs (Brazil, Russia, India, and China) quarter: those 4 international locations will be better than the G6 economics inside forty years, muscling their method to financial dominance and powering earlier constructed international locations comparable to the uk, Germany, and Japan. This ebook specializes in the know-how and technology-enabled providers that underpin this revolution. The editor analyses the explanations why those 4 nations are in a special place to guide a twenty first century development in overseas prone. He then positive factors 12 chapters written by way of crucial leader executives from the BRICs provider economic system.

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Country features may also alter the perception of value. For instance, we may expect a sudden value drop in services from a country that has had recent political instabilities or has engaged in military conflicts. Other factors such as price dumping practices and risk aversion to change established providers may also pull contracts away from the frontier, usually in the short-term. In either case, though, these differences tend to vanish in the mid to long-term, as the market stabilises and customers terminate old contracts seeking efficiency.

This has been a controversial question, with a wide range of opinions. There are some who believe it should follow the footsteps of fellow BRICs, especially India, aiming at large-scale, often lower-value service contracts for global corporations. Our opinion is somewhat different, though. Driving Value Up 39 Fig. 5. The path towards becoming a global player Most opportunities in this market, including the majority of large-scale, lowvalue contracts, are already dominated by market leaders. Also, although Brazil has significantly lower costs than most developed nations, it is still more expensive than the other BRICs and other developing countries.

It is easy to see that services that diverge too much from these two quadrants, or from the frontier from Figure 1, inflict a penalty on either party. In the upper left-hand quadrant, the inefficiency is against the buyer, who pays too high a price for services that do not add as much value. In the lower right-hand quadrant, the inefficiency is against the vendor, which is forced by various reasons to practice lower rates for services that are generally worth more. Since we have preserved the same axis, the forces that put pressure on the efficiency frontier from Figure 1 are drawn in Figure 2 as a friendly reminder that the equilibrium between cost and value for all types of services, low and high-value, is always at stake.

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