Proposing a methodology for the outsourcing of the marketing function for SMEs and MEs: a case study approach

Abstract

Globalization and competitive difficulty have forced firms to reduce their costs and to be more dynamic. Consequently, organizations should concentrate on their core competencies and outsource their other functions. Outsourcing has taken on three forms: manufacturing outsourcing, IT outsourcing, and business process outsourcing (BPO). In this paper, we focus on (BPO) and the different areas that should be investigated before a firm engages in outsourcing. Outsourcing has become a widespread business procedure that is having a significant influence on how many organizations run their global supply chains. In the face of this notoriety, undependable information from numerous highly regarded organizations suggests that many businesses fail to realize the benefits expected from their outsourcing activities. Spurred on by these observations, this study looks into those management practices during the outsourcing procedure that are key drivers of outsourcing performance. Analysis is used to investigate the sway that different processes like strategic evaluation, contractual completeness, and relationship management practices have on attaining anticipated outsourcing results. The analysis offers strong evidence that outsourcing performance is considerably predisposed by extensive strategic evaluation and hands-on relationship management practices. Furthermore, the influence strategic assessment has on outsourcing performance is not straightforward, but rather is in part mediated by the relationship between the parties. Finally, the results show that contractual completeness is a large part responsible for the successful and unsuccessful outsourcing efforts, and can be considered qualifying activity.