| The relationship between vendor and client in | | | | team. |
| offshore outsourcing is described as a rocky | | | | 3. Build up your vendor's ego (read corporate |
| marriage. But industry experts liken the stages of | | | | reputation). Work with your vendor in building up a |
| offshore outsourcing to the seven phases of a | | | | strong reputation. You can give them honest and |
| broken marriage: courtship, wedding bash, costly | | | | well-timed feedback when it's needed. Look at it |
| honeymoon, cohabitation quirks, minor irritation, | | | | this way: You invest in your vendor in the same |
| major frustration, and finally, divorce. | | | | manner you invest in your local team. The only |
| A failed vendor-client relationship is like a broken | | | | limit is knowing when to hold back--you don't want |
| marriage. But if your vendor keeps you satisfied, | | | | to totally depend on your vendor nor to |
| the thought of changing him already hurts. | | | | overshoot your investment in them. |
| Unlike marriage you don't need a marriage | | | | 4. Use your vendor as a referral. When you and |
| counselor to fix a souring offshore outsourcing | | | | your vendor have been working for some time, |
| partnership. If your offshore partner isn't happy | | | | you've surely gained each other's trust. And from |
| about how things are going between you, how do | | | | this trust comes many opportunities that the two |
| you keep him happy? Let us count the ways, | | | | of you can take advantage. You can help your |
| then: | | | | vendor's sales by referring would-be clients to |
| 1. Communicate openly. You share very important | | | | them. When your vendor gets more clients, it |
| information and work with your vendor. For the | | | | gains a solid stance in the market and it returns |
| most part you will be working with him over the | | | | your favor by building a stronger give-and-take |
| entire period of the project. What better way to | | | | relationship. Don't go easy on reference accounts, |
| keep up by talking to each other often. Engage | | | | however. They can backfire to you and your |
| your vendor in a dialogue. It may not be about | | | | vendor. |
| business operations all the time-you can digress a | | | | 5. If your vendor fails, get a disposable one. If |
| bit by talking about work-related but light subjects | | | | your vendor doesn't deliver, change it. This is the |
| such as common management issues or your | | | | stickiest part but also the most realistic. As in |
| best personnel, or how you perceive other, | | | | marriage, you expect rough times with your |
| among others. | | | | spouse, but it if it's rough times since day one, |
| 2. Know your vendor's corporate character. When | | | | there there's no use holding on to him or her. This |
| you know and understand how your vendor | | | | is what offshore outsourcing experts call the |
| works and treats its clients, and what's its place in | | | | Disposal Outsourcing Model. You get the vendor |
| the market, you have something on which to build | | | | that meets your needs best but when it's no |
| a clear strategy. Then you can afford to keep | | | | longer capable of meeting your desired results, it's |
| working with your vendor in the long run. You | | | | time to say good bye. |
| need to have a picture of your vendor's | | | | As in real marriage, it takes hard work for both |
| character from the micro to macro scale. Relay | | | | parties to make it work and last a long time. It's |
| that knowledge to your local team. Have some of | | | | because everybody loves a happy ending. Not |
| your team work in parallel roles with the vendor's | | | | even offshore outsourcing is exempt to that. |