Global infrastructure outsourcing market to grow at a CAGR of 6.2% over the period 2014-2019 examined in new market research report

Infrastructure outsourcing refers to the outsourcing of data centers, desktop services, help desks, networks, and other related services. This enables the transfer of managerial responsibilities that include offering an optimized, secure, and scalable IT infrastructure to an external provider.

Global Infrastructure Outsourcing Market to grow at a CAGR of 6.2% over the period 2014-2019. The Report “Global Infrastructure Outsourcing Market” has been prepared on the basis of an in-depth Global Infrastructure Outsourcing Market analysis with inputs from team of industry experts.

It Includes Global Infrastructure Outsourcing Market growth prospects along with market landscape in upcoming years. The report also covers discussion on the key vendors operating in the Global Infrastructure Outsourcing Market Space.

Global Infrastructure Outsourcing Market 2015 Global Trends, Market Size, Share, Price, Segmentation, Research Report and Forecast 2015-2020.

The demand for service integration and automation of infrastructure services has been driving the demand for infrastructure outsourcing services.

The top four end-users of the market are the BFSI, Government, Manufacturing, and Telecommunications sectors.

The report Global Infrastructure Outsourcing Market Industry provides a comprehensive analysis of the Global Infrastructure Outsourcing Market.This report also includes detailed segmentation of the Global Infrastructure Outsourcing Market. The leading sector, emerging sectors, along with their growth statistics have been mentioned in the report.

After a deep overview of the Global Infrastructure Outsourcing Market, the report analyzes the market dynamics. This report also include the top drivers supporting market growth as well as the key restraints hampering market growth.

Additionally, the report also states the threats ass well as opportunities that companies in the market need to look out for. The most influential trends that will shape the market during the forecasting horizon are also covered in this report.

Current market development trends like a partnerships, collaborations, M&As., have also been discussed in detail in the report.

Players in the Global Infrastructure Outsourcing Market are aiming to expand their operations to emerging regions. An in-depth supply chain analysis in the report will give readers a better understanding of the Global Infrastructure Outsourcing Market.

Key Regions


Key Vendors


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Recent research into the healthcare IT outsourcing market that will be worth $50.4 billion by 2018

The market for this report has been segmented by application and by industry. The application market is further classified as provider IT outsourcing, payer healthcare IT outsourcing, life science healthcare IT outsourcing, operational healthcare IT outsourcing, and infrastructure healthcare IT outsourcing.

Browse 147 market data tables and 11 figures spread through 365 pages and in-depth TOC on “Healthcare IT Outsourcing Market – By Application [Provider (EHR, RCM, LIMS) Payer (CRM, Claims Management, Fraud Detection, Billing) Life Science (ERP, CTMS, CDMS) Operational (SCM, BPM) & Infrastructure (IMS, Cloud Computing)] & Industry – Global Forecast To 2018 ”.

This report studies the global healthcare information technology outsourcing market (2013 to 2018).

Over the years, outsourcing has surfaced as a successful business model that mitigates the burden of administration, procurement, accounting, logistics and other tasks, and develops cost-effective business processes. The healthcare industry, which faces the challenge of delivering the best patient care at an affordable cost, has been opting for outsourcing IT solutions.

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The healthcare industry, on the whole, generates huge amounts of data. Healthcare providers/payers need to electronically track data related to medical records, billing codes, electronic monitoring systems, and patient care.

In order to track and manage this valuable data via electronic systems, there is a need for strong information technology infrastructure and devices such as servers, desktops, networks, personal digital assistants (PDAs), and laptops. Due to the lack of required skills and IT domain expertise, maintaining IT infrastructure and services is a challenging task for the healthcare industry.

This has resulted in an unprecedented demand for IT infrastructure outsourcing and IT services, which enable healthcare providers to focus on their core service areas, thereby curtailing costs and enhancing quality care.

In this report, the HCIT outsourcing market is segmented on the basis of its application into provider outsourcing, payer outsourcing, life sciences outsourcing, operational services outsourcing, and infrastructure outsourcing. The market has also been segmented by industry such as the healthcare system (including hospitals, clinics, and diagnostic laboratories, among others), the healthcare insurance industry, pharmaceutical industry, clinical research organizations, and biotechnology companies.

Source: research into the healthcare IT outsourcing market that will be worth $50.4 billion by 2018 

Is the CIO’s career more important than business success?

In our first white paper of this series, we looked at the “moments that matter” for IT professionals and the realisation that the majority of these moments were internally-focused IT projects which had little impact on the business overall. In this paper, we explore the IT professionals view of personal and company risk – whether these differ and what problems this may cause as we enter the digital era. This second paper looks at the IT professionals attitude to risk as new roles and expectations emerge. Companies of all shapes and sizes are devoting increasing energy to the challenges and opportunities arising from new found digital capacities. IT has shifted from being a business process tool to now being embedded as the engine of business creativity. And as a consequence, the quality of technical leadership has become a critical success factor.

Download White Paper at: Is the CIO’s career more important than business success?

The ‘software robots’ changing outsourcing: ‘Up to 60 percent of the tasks can be automated’

Romanian startup UiPath is targeting the BPO industry by helping robots take over the jobs that human workers hate.

UiPath’s strategy is straightforward. Its CEO Daniel Dines refuses to make PowerPoint presentations for potential clients. “Instead, we show them the software and teach them what it can do.”

Dines and his team are in the ‘software robots’ business, part of a market expected to stretch to $5bn by 2020, up from less than $200m in 2013, according to Transparency Market Research. A challenger to Blue Prism and Automation Anywhere, the Romanian startup estimates it will quadruple its annual turnover this year, to $2m.

The team started working together some ten years ago. Initially, their products addressed the consumer market. Then, they wrote libraries for UI automation and screen scraping for other developers to use, a step that helped them test their ideas and gather feedback.

A few years ago, they started working on their own robotic process automation platform. “We came late to the table, so we’re using the latest technologies,” Mihai Badita, senior business analyst at UiPAth, said.

A UiPAth software robot mimics a user. It sees the computer screen the way a human does. It clicks buttons, copy-pastes data from a picture to a spreadsheet, looks for specific numbers in a PDF file, or pops-up information about a client you’re talking to on the phone.

Say the software’s being deployed at an insurance firm. A customer fills in a form with some information the company asked for, and emails it in as an attachment. The robot saves the attachment, validates the information (for example, ensuring there are no letters in the field that should contain numbers), extracts data from particular fields, and exports it into the insurance company’s software, where it can be looked at and manipulated by human workers.


The company has already acquired clients such as Cognizant, Capgemini, the BBC, and CenturyLink. BPO companies are among their most valuable partners, as they use software robots to further lower their costs – such tools can work 24/7, 365 days a year, picking up an employee’s repetitive tasks.

Trained robots can reduce costs by up to 50 percent, according to the Institute for Robotic Process Automation. Usually, one can replace between two and five full-time employees. A robot also does the job without misspelling names or numbers; humans, on the other hand, typically make 10 errors during a 100-step process.

An UiPAth software robot is at least three times faster than a human – and often even quicker than that. “There are other processes, background automation as we call them, when the robot instantly reads, writes and validates emails, spreadsheets, and PDFs. In such cases, it can be up to 100 times faster than a human,” Badita said.

Not all work can be assigned to robots, though. “We estimate that around 50 to 60 percent of tasks can be automated, for the time being.”


Those using the UiPath platform usually need a week to automate a 200-step process with complex business rules, provided that it’s well documented and standardized. Their robots have been deployed in financial services, insurance, and healthcare.

Several factors come into play when deciding which jobs to automate. First, it’s the frequency of the task. “If it’s done on a monthly basis, then you better leave it to a human,” Badita said. If it’s a repetitive process involving thousands of people, a software robot might do it more efficiently.

Robotic process automation will also change the way BPOs bill their clients. Such companies used to think in term of people required to complete a job. Now, they can add robots into the equation and change their model for working out appropriate staffing levels.


As companies rush to replace humans with automated systems, many employees fear they might be let go. “The first to disappear are the copy-paste jobs, those governed by very strict rules,” Badita said.

Throughout history, he adds, progress has always made certain jobs obsolete. Yet, concurrently, new occupations have emerged, and often these have been more creative and involved a higher pay. “Overall, the benefits of automation exceed by far its side effects,” he said.

“Instead of a million people doing the same task over and over, we can have 200,000, more qualified and better paid [workers], who are able to supervise the processes.” It happened before, with the boost in industry and the decline of people involved in agriculture, he argued.

Together with the global changes on the job market and the rise of software robots, more and more RPA startups like this one are beginning to show up. Badita said UiPath is growing at a fast pace. Instead of deep product development, he’s now often shaking hands with corporate people and adding business meetings to his calendar. The 12pm to 9pm T-shirt days are over. “We need to wear suits,” he said.

Source: zdnet-The ‘software robots’ changing outsourcing: ‘Up to 60 percent of the tasks can be automated’

Contract and relationship management most in-demand skills for data centre outsourcing, survey says

Expertise in contract and relationship management are the skills businesses look for the most when outsourcing data centre and cloud data centre services, according to a new survey.

Technology news provider said that research it conducted showed that the ability to “manage service partners and oversee contracts and their delivery” are the skills businesses mostly look when entering into data centre outsourcing agreements.

People with skills that have “a strong security focus” are second most in demand by businesses entering into such outsourcing deals, according to the report.

IT contracts expert Iain Monaghan of Pinsent Masons, the law firm behind, said: “In identifying negotiating and contractual skills as keys to success, the research echoes our experience. The best managers understand what has been agreed, preferably by having been involved in the original negotiations, and can apply their understanding and skills both to ensure that suppliers deliver what they’ve promised in the contract but also to identify areas of the contract that require attention – where, for example, an innovation in service delivery could be better exploited by an amendment in the contractual terms.”

“Rather than ‘putting the contract in a drawer’, they use it as a living instrument that describes the relationship between the two companies and develops as that relationship develops,” he said.

Source: and relationship management

CIO: Instinct or hard data – which wins?

Companies of all shapes and sizes are devoting increasing energy to the challenges and opportunities arising from newfound digital capacities. IT has shifted from being a business process tool to now being embedded as the engine of business creativity. And as a consequence, the quality of technical leadership has become a critical success factor. In the life of any company, regardless of its size or sector, there are defining moments. Similarly, critical and defining events (the Moments that Matter) occur during the career progression of all leaders. Through an in-depth qualitative study of the IT management in over 300 companies in the UK, France and Germany, we have explored key issues to gain insight on what empowers (or disempowers) successful alignment with modern business practice. We looked at how IT professionals assess risk; the critical moments which shape the CIO’s career and what tools and techniques they prefer when managing change.

Download White Paper at: CIO: Instinct or hard data – which wins?

2015 Europe Contact Center Outsourcing Buyer’s Guide

This research study provides analyst commentary on the most important market forces affecting outsourcing trends in Europe for 2015 . This extensive Market Insight will provide enterprise organizations with a fundamental assessment of North American outsourcing providers and their capabilities in a single report. The study includes a profile of 23 of the market leaders in Europe.

Executive Summary—The Competitive

Landscape at a Glance
In 2015, European enterprises and governments alike understand the benefits of partnering with Business Process Outsourcing (BPO) providers for their customer contact needs. But the BPO landscape is highly competitive and there are an array of both pan-European and regional providers. Decision makers need to assess providers carefully and conduct careful due diligence in order to make the kinds of investments that best address their specific needs. The BPO Drama in Europe: A Dizzying Array of Mergers, Acquisitions, &

Still, that can be easier said than done. After all, it can be challenging to stay on top of the dizzying array of recent mergers, acquisitions, and reorganizations in the industry in Europe, involving players as diverse as Acticall, Sitel, Comdata, Atento, Arvato, Webhelp, SNT Deutschland, Walter Services, Serco, SYKES, TeleTech, and Teleperformance. On July 10, 2015, Paris-based Acticall Group announced that it had agreed to acquire Sitel Worldwide from Onex Corporation. Acticall now adds some -plus employees to its portfolio of companies comprised of employees. Sitel will continue to operate as an independent brand and Bert Quintana will continue to serve as Sitel’s Chairman, CEO, and President. Acticall now becomes a major global player in the industry. But that is just the most recent development, just the most obvious example of increasingly active
Europe BPO providers. In 2013, Comdata purchased CallUs Turkey. It followed that by acquiring Atento’s operations in the Czech Republic. In 2014, Webhelp acquired SNT in the Netherlands, now Webhelp Netherlands, and FDI Payment Services, now Webhelp Payment Services. By June, 2015, Webhelp also announced that it had made two strategic acquisitions: Perry & Knorr, acquired fromGermany’s Walter Services, and Italy’s OnLine. Suddenly, Webhelp has a significant presence in the German-speaking market and extends its pan-European coverage.

Meanwhile, in February, 2015, KPN announced that it had reached agreement to sell German subsidiary SNT Deutschland AG to the LIVIA Group, an industrial holding company based in Munich and Vienna, for an undisclosed consideration. And in March, 2014, TeleTech announced it had signed a definitive agreement to acquire Sofica Group, an independent customer management outsourcing Services Company founded in 2004, with operations in Bulgaria and Macedonia. The mergers and acquisitions came fast and furious inEurope, but so too did the reorganizations. At the end of 2011, Transcom initiated a turnaround plan aimed at improving financial and operational stability. And at the end of 2013, the company announced a realignment of the management structure. By the end of 2014, margins had improved significantly, and the region of North Europe was showing particularly strong results. By 2015, the company could state it was exiting the turnaround phase. In September, 2014, Bosch announced that Bosch Communication Center would be renamed Bosch Service Solutions, reflecting “the aim of becoming the leading provider in the field of business process outsourcing for innovative, technology-driven services”. The repositioning under the new name is
based on a strategic realignment.

Meantime, in 2011, SYKES launched a strategic review of operations in Europe, a region where it faced demand contraction from a number of global clients. SYKES’s goal was to stem the operating losses in EMEA and restore its financial position in that region to one of strength. A new plan entailed targeting markets with growth and profit potential while exiting non-strategic ones. Years later, the company now believes it has a footprint in EMEA that is not only more focused and more aligned with the marketplace, but also one that provides it with a strong foundation for funding strategic, regional investments that will generate sustainable financial returns. In the UK, back in July, 2012, the Secretary of State for Justice in the UK announced that an independent audit of the billing arrangements of the Electronic Monitoring contracts that Serco Group
operated had highlighted potential overbilling. As a result, the Serco Group developed and then set in train a comprehensive program of corporate renewal which included a complete review of its strategy. A vast reorganization resulted, and as of publication of this report, the majority of Serco Global Services was widely known to be up for sale.

In addition, in 2011, H.I.G. Capital acquired Walter Services. A restructuring of Walter Service’s nine companies via insolvency plans was successfully concluded by the end of 2013. Then came April, 2014, when Arvato took over five Walter Services GmbH sites inGermany, and June, 2015, when Webhelp also acquired parts of Walter Services. The now owner-operated companies within the smaller Walter Services Group total just over 2,600 employees. Then in May, 2015, Sitel announced the opening of its second Customer Experience center in Bulgaria. That was followed just weeks later by Sitel’s acquisition by the Acticall Group. Finally, as for industry leader Teleperformance, in 2012, co-founder Jacques Berrebi resigned from his position as Board advisor, relinquished all of his operating duties within the Group, and sold all of his shares in the company. The Group also transformed its head office in Paris, France, making it into a showcase meeting place for clients. And by November, 2014, Teleperformance announced it was changing its status from a French Public Limited Company (Société Anonyme, SA) to a European Company (Societas Europaea, SE).

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Do you really want to win that outsourcing deal?

Turn your outsourcing customers into raving fans and your work will sell itself.

In this post, I’m going to suggest one way to win it. Though most outsourcing service providers pay lip service to the idea of delighting their customers, how many really achieve it?

Never mind delight; let’s face it, outsourcing satisfaction levels have always run low. And this means service providers are missing an opportunity. While it has gotten harder and harder to win and retain business, many service providers are simply focused on the wrong things. Solutions, price, margins, innovation, risk and service levels are all important parts of the equation, but they are relatively meaningless if—at the end of the day—you don’t have a delighted client. What does customer delight have to do with winning new business?

One simple story will explain why.

In a highly competitive “bake-off” for a $200 million transaction, a service provider team from, let’s say, company ABC filed quietly into the room for the second round of oral presentations. Seated in the room already were 25 client employees who had gathered for two days to hear six such sessions. At first, the team from ABC seemed just like all the others: intelligent-looking engineers dressed in slacks, blazers and well-pressed shirts. Their leader stood up and gave a four-minute introduction about why this pursuit was important to ABC. Then something remarkable happened: the second speaker, who we will call “Mark,” took the floor and said:
“My name is Mark. I’m the CIO of XYZ [a well-known, multibillion-dollar Fortune 500 brand], and we have been satisfied clients of ABC for the past six years. I’m here to answer your questions about the good, the bad and the ugly of going through this process, and I won’t hold back.”
When we all picked our jaws up off the floor, we began to process what had just happened: a very busy senior executive of a powerful and successful company had given his day to endorse a service provider in a highly competitive selection process! He flew two hours each way to spend 90 minutes answering questions from his service provider’s prospects.

Boom. Game over. Only an extraordinarily delighted client would do something like that (although I am sure he got something in return—and there is nothing wrong with that). Not only did ABC win the day, they won the work. At the end of the hour and a half, when Mark excused himself to catch a flight back home, the pursuit team took over, but it didn’t matter much what they said. The deal had already been sealed by the most qualified advocate—an actual client.

Why this doesn’t happen more often is beyond me. It’s a brilliant tactic that will rarely fail.

So let me issue this simple challenge to service providers: Aim to delight 80 percent of your clients 80 percent of the time. This means that, if you have 100 clients, you will have 64 advocate CIOs willing to make your case for you at any given moment. This is not an unachievable challenge; other kinds of businesses would fail if they achieved only an 80 percent satisfaction rate.

So what are you are waiting for? I look forward to hearing from your delighted clients when we meet again on the next pursuit.

Source: you really want to win that outsourcing deal? by Esteban Herrera

Why business process outsourcing is being redefined as business process automation

Service providers are continuously investing a great deal of effort to enable automation/artificial intelligence as part of their service offerings. The the level of standardization of processes/activities related to BPO services make it a perfect candidate for automation.

As we all heard over the last couple of months, service providers have continuously invested a great deal of effort to enable automation/artificial intelligence as part of their service offerings.

Specifically related to business process outsourcing (BPO), the evidence of automated activities is more prevalent than any other type of outsourcing deal. This can be attributed to the level of standardization of processes/activities BPO services are executed – making it a perfect candidate for automation.

With numerous BPO deals expiring over the last 12-24 months, below are some ideas organizations may wish to consider before determining their next course of action:

  • BPA, business process automation, is not a myth but rather a reality: The adoption of automation through BPO activities is an avenue most service providers are pursuing as this leads to increased margins on outsourcing deals. As such, organizations should have an understanding of the “automation element” and its implications to the financials of the deal. Since this can represent a win-win scenario for all parties involved, it is on the organization’s best interest to determine whether or not automation is a reality they are willing to embrace. 
  • The “As-a-Service model” is here to stay: BPO is a precursor of the “As-a-Service” model. Although not as complex as an ITO deal, the foundational principles to effective manage a BPO deal are quite similar: (1) standard set of terms & conditions, (2) appropriate governance model, training, protocols and procedures, and (3) appropriate service levels and remedies. The BPA can, however, be quite complex and challenging at times, especially if the organization does not have the right fundamentals in place – as the “As-a-Service” model emphasizes the importance on how organizations manage service providers. What does it means? Organizations should be ready to embrace the change otherwise it can create service delivery challenges, which could potentially impact the organization’s reputation on the marketplace. 
  • The service provider’s labor dilemma is not solved: As I wrote on my latest article (millennial outsourcing), no one is certain of when the offshore labor advantage is going to erode. That explains the increased focus on automation by service providers, as it will help to mitigate the service provider’s labor risk. Automation is an enabler service providers’ are leveraging to mitigate this risk. 
  • The client’s optimum point for BPA: Organizations need to decide how much of their BPO services should be automated, not service providers. Organizations may wish to consult with their service provider or to hire an independent party to help determine the best course of action for their needs. Prior to adopt automation, organizations should understand the implications and potential risks associated with this option for in-scope BPA services. There are nuances related to BPA that organizations should consider to understand sooner than later. This helps to determine the automation appetite levels. 
  • The cultural impacts of BPA: Any changes to the working environment that are not effectively managed can lead to a productivity loss. As clients goes through those, emphasis on appropriate change management practices can help the organization to manage any cultural impacts/challenges derived from BPA. As automation is an enabler but at the same time a disruptor, organizations may wish to control the level/speed of change the organization can absorb so productivity is at a minimum neutral or improved. 
  • The importance of due diligence prior and after the BPA deal: Many organizations conduct different levels of due diligence on vendors prior to signing an agreement for services. Very few, however, execute ongoing monitoring of vendor activities, latest news. This is particularly important, for example, in case vendors have a breach of their data – as those may have direct consequence to the organization’s services and its clients.
  • The third party risks become real: As organizations look to further refine/enhance services while reducing costs, the risk elements and factors shall be considered in advance of any decisions. For some industries like financial services, regulators are increasing their focus on third party/vendor management practices.Given the stage in which we live today, organizations cannot afford to damage their reputation as this can have significant impact to the organization’s bottom line. For example, organizations should understand the implications of subcontractors and concentration risks. In addition to it, organizations may wish to consider developing a third party sourcing risk management program to manage risks at the (1) contract, (2) vendor, and (3) program levels across its entire enterprise.
  • The ability to scale has a price: With the new advancements applied to BPA deals, organizations will be able to scale their operations using multiple service providers in a manner they have not experienced yet. The fundamental question here is whether or not the organizations has the right means to monitor multiple service providers’ interdependencies and services. If an organization wishes to scale services on a needed basis, a suggestion is to conduct a proof of concept exercise to ensure that their resources, skills and abilities are not placed at risk. 
  • The ability to measure success: Organizations will be more focused on the quality of services being provided, not costs alone. At the backbone of this, organizations will need to determine their measurement of success and then apply across different service providers offering the same type of services. This will help organizations to determine their strategies for different needs. As presented above, an alternative organizations may wish to consider is to develop a third party sourcing risk management program.

Source: business process outsourcing is being redefined as business process automation By Fabiano Rosa

5 traits of a reliable IT outsourcing service provider

The global IT outsourcing industry has seen developments and increases in their numbers during the second quarter and first half of 2015, according to the Information Services Group (ISG) Index—a leading technology insights, market intelligence and advisory services company.

This growth comes from the persistence among buyers in negotiating deals that come at much lower costs, as well as avoidance from being restricted to long-term contracts.

Furthermore, concentration on revenue-generating activities would overpower the cost management aspect and the capability of your trusted IT outsourcing provider to generate results from the modern services (eg cloud, automation, digital).

I am listing below 5 traits that your outsourcing service provider should have.

Tailored solutions: Of course, you would want your outsourcing service provider be able to address your concerns by providing efficient and results-driven solutions.

These solutions should be tailored to your concerns, should consider other factors and challenges included in the issue, and the steps to be executed are appropriate in meeting desired solutions, among others.

If the outsourcing provider omits any of these things, then choosing them might just be your biggest business mistake.

Problem management: The manner with which your outsourcing provider handles problems and deals with your requests is something to evaluate too, as this will define how well they are efficient in the business landscape and how your professional relationship would go as well.

An ideal outsourcing provider must be progressive, responsive, and can handle pressure despite the business’ demands.

Data security: As mentioned, confidentiality is crucial in outsourcing. Hence, your chosen provider must be able to protect all information shared through certain processes such as having records that can only be accessed by the company and the outsourcer.

The business, on the other hand, should take measures to know if their data are well-kept to avoid hacking or any other inopportuneness that would affect the company.

Tools knowhow: Most businesses outsource their needs due to varying reasons, and one could be because of their knowledge and expertise in using the newest tools and technological systems.

While this can be highly beneficial, it is important to know the specific tools and systems they’ll be using and integrating into your business. Its costs, processes, and significance, to name a few should be identified as a means of protecting your business’ valuable information too.

Supplementary services: Aside from the services that outsourcers offer, it’s also advantageous if they have further services that would contribute to your company’s growth.

Are they capable of providing your business greater access to the newest industry trends? What steps can they take to earn your business an advantage in the marketplace?

Essentially, services that can give you more results are things that should be taken into consideration too.

While these are just 5 of the must-have traits of an outsourcing service provider, these shouldn’t be taken lightly, as choosing the wrong outsourcer can result in massive problems.

Bear in mind that thorough evaluation and meticulously scrutinizing potential providers, although may be time-consuming, plays a significant role in your decision-making.

Source: traits of a reliable IT outsourcing service provider by Vlad de Ramos