Resume Blaster slashes rates ResumeBlaster.com, provider of the first online resume distribution service, has set the bar high again by slashing prices over 50% to their full-featured resume distribution services to help those who really need maximum exposure for their resume.
Hmm...that it's happening when there are desperate people looking for a job is interesting !!
Apr 23, 2003
This is an interesting article on how GE is the biggest BPO employer
It says Over a quarter of the people employed in the country's Information Technology-Enabled Services sector are on the rolls of multinationals like GE Capital, Standard Chartered, AOL and HSBC, involved in captive business processes outsourcing. The top seven captive multinational BPO companies in the country employ over 28,000 people, slightly more than 25 per cent of the 110,000 people employed in the sector, according to National Association of Software and Service Companies estimates.
It says Over a quarter of the people employed in the country's Information Technology-Enabled Services sector are on the rolls of multinationals like GE Capital, Standard Chartered, AOL and HSBC, involved in captive business processes outsourcing. The top seven captive multinational BPO companies in the country employ over 28,000 people, slightly more than 25 per cent of the 110,000 people employed in the sector, according to National Association of Software and Service Companies estimates.
Apr 12, 2003
Dutch Boy Paint Can
My post in the Challenger Innovation egroup
How did Dutch Boy Paint stir up the paint business? It's so simple,
it's scary. They changed the can.
Paint cans are heavy, hard to carry, hard to close, hard to open,
hard to pour, and no fun. Yet they've been around for a long time,
and most people assumed that there had to be a reason why they were so bad. Dutch Boy realized that there was no reason. They also
realized that the can was an integral part of the product: People
don't buy paint, they buy painted walls, and the can makes that
process much easier.
Dutch Boy used that insight and introduced an easier-to-carry,
easier-to-pour, easier-to-close paint jug. "Customers tell us that
the new Twist & Pour paint container is a packaging innovation that
was long overdue," says Dennis Eckols, group vice president of the
home division for Fred Meyer stores. "People wonder why it took so
long for someone to come up with the idea, and they love Dutch Boy
for doing it."
The breakthrough idea was gathered from that insight. Where does
your firm gets its insights from? How many different windows do you
open to get different insights?
How did Dutch Boy Paint stir up the paint business? It's so simple,
it's scary. They changed the can.
Paint cans are heavy, hard to carry, hard to close, hard to open,
hard to pour, and no fun. Yet they've been around for a long time,
and most people assumed that there had to be a reason why they were so bad. Dutch Boy realized that there was no reason. They also
realized that the can was an integral part of the product: People
don't buy paint, they buy painted walls, and the can makes that
process much easier.
Dutch Boy used that insight and introduced an easier-to-carry,
easier-to-pour, easier-to-close paint jug. "Customers tell us that
the new Twist & Pour paint container is a packaging innovation that
was long overdue," says Dennis Eckols, group vice president of the
home division for Fred Meyer stores. "People wonder why it took so
long for someone to come up with the idea, and they love Dutch Boy
for doing it."
The breakthrough idea was gathered from that insight. Where does
your firm gets its insights from? How many different windows do you
open to get different insights?
Apr 5, 2003
This seems a great Blog to keep going back to :
Corporate Innovation Blog maintained by Imaginatik Research - Corporate Innovation, Knowledge Management and Idea Management Research
Corporate Innovation Blog maintained by Imaginatik Research - Corporate Innovation, Knowledge Management and Idea Management Research
Apr 2, 2003
From Consulting Information Svs
Ten years ago, the world’s largest consultancies were McKinsey & Company, Coopers & Lybrand, Ernst & Young, Price Waterhouse, and Andersen Consulting. Play connect-the-dots with four recent news stories and you can see how the world has evolved:
Last week’s Business Week’s cover story re-stated the obvious – IBM is the biggest, baddest player in the IT services game. Barely a blip on the radar 10 years ago, Sam and Company have amassed the world’s most formidable consulting company (an eerie parallel to current world events).
Accenture cuts loose 1% of the workforce, about 760 of what would have been partners/associate partners in the old AC hierarchy. The move to BPO requires different talent and cost structures. Accenture has sliced away much of the top-heaviness. How much more still needs to go?
BearingPoint (ne KPMG Consulting) gets jabbed by Wall Street for slogging through the netherworld of pure systems integration to BPO nirvana. Like Accenture, BearingPoint is staking a BPO claim without the capital-intense infrastructure of other players (e.g. EDS). Old-style implementation projects sustain such firms as they move from here to there. But the task is exceedingly arduous given depressed IT spending.
General Electric emphasizes its desire to become a top player in IT services. Knowing that GE expects to be #1 in any business it enters, one can’t help but see a major acquisition in the offing. The GE mandate seems to center on life sciences for now, which narrows the list of potential targets.
Hmm the news about GE is interesting...and considering the fact that they are orginating from India out into the world, they are going to beat the pants off everyone else !! IF this develops into offering BPO and IT Services to other firms!!
Ten years ago, the world’s largest consultancies were McKinsey & Company, Coopers & Lybrand, Ernst & Young, Price Waterhouse, and Andersen Consulting. Play connect-the-dots with four recent news stories and you can see how the world has evolved:
Last week’s Business Week’s cover story re-stated the obvious – IBM is the biggest, baddest player in the IT services game. Barely a blip on the radar 10 years ago, Sam and Company have amassed the world’s most formidable consulting company (an eerie parallel to current world events).
Accenture cuts loose 1% of the workforce, about 760 of what would have been partners/associate partners in the old AC hierarchy. The move to BPO requires different talent and cost structures. Accenture has sliced away much of the top-heaviness. How much more still needs to go?
BearingPoint (ne KPMG Consulting) gets jabbed by Wall Street for slogging through the netherworld of pure systems integration to BPO nirvana. Like Accenture, BearingPoint is staking a BPO claim without the capital-intense infrastructure of other players (e.g. EDS). Old-style implementation projects sustain such firms as they move from here to there. But the task is exceedingly arduous given depressed IT spending.
General Electric emphasizes its desire to become a top player in IT services. Knowing that GE expects to be #1 in any business it enters, one can’t help but see a major acquisition in the offing. The GE mandate seems to center on life sciences for now, which narrows the list of potential targets.
Hmm the news about GE is interesting...and considering the fact that they are orginating from India out into the world, they are going to beat the pants off everyone else !! IF this develops into offering BPO and IT Services to other firms!!
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