爱华网How to outsource to strengthen the core competence to achieve more?如何外包增强核心竞争力来达成更多目标？ In 1995, one of my companies was literally running Motorola University (MU) in Singapore. Motorola believed in the need to train their suppliers, staffs and sales distributors so as to achieve a full value chain of six-sigma quality. They had factories and operations all over Asia and MU’s role was to educate their target audience. 1995年，我的一家公司在运作新加坡的摩托罗拉大学。摩托罗拉相信有必要对他们的供应商、员工和经销商进行培训，以期建立基于六个西格玛质量体系的完整价值链。摩托罗拉在亚洲各国都有工厂和经营网点，摩托罗拉大学的任务是培训他们的目标客户。However, MU was a lean operation with less than 6 full-time staff. How do you train so many people in so many places? How do you get top-notch consultants and trainers to deliver the training without the heavy fixed costs? How do you market MU and get the target audience to pay for the participation? In short, how do you make MU a profit center while achieving its corporate objectives? aihuau.com然而，摩托罗拉大学只有不到6个的专职员工。您如何做到在这么多的地区，给这么多人做培训呢？您如何找到一流的咨询顾问和培训专家来培训，而又没有庞大的固定成本？您如何做好摩托罗拉大学的自我营销，让目标客户付费参加培训？简而言之，您怎样让销摩托罗拉大学成为一个利润中心，又能达成企业的目标？I advised MU to outsource this operation to a third party and get them to do all the other work while MU focused on the certification and quality control of the trainers. MU’s core competitive advantage is their proven and effective training programs. MU should not lose focus on that. The other processes of securing customers, co-ordinations, promotions and logistical works were outsourced to our training company. After all, the company had been doing all these work for the past 10 years and managing MU was just an extension of their program portfolio. The training company underwrote all the costs of running MU and they split the profits. 我建议摩托罗拉大学把培训外包出去，其他工作让别人来做，摩托罗拉大学集中精力控制培训师的资质和课程质量。摩托罗拉大学的核心竞争力是他们有效的培训课程，摩托罗拉大学应该时时关注这一块。其他的程序，如客户来源、协调、提升和后勤工作就外包给我们的培训公司。毕竟，培训公司从事这些工作已长达10年，管理摩托罗拉大学对他们来说如同探囊取物一般容易。培训公司承诺支付学校所有运营费用并分享利润。For MU, there were no upfront risks or cash outlays. As for the training company, their costs went up marginally but the profits shot up by many folds. The training company talent-scouted the trainers; MU trained, certified and monitored them. MU achieved its corporate objective; the outsource partner got their fair share of profits and the target audience got their benefits. MU continued to enhance their competitive advantage by training and improving their faculty members. 对摩托罗拉大学而言, 没有风险或现金费用。对培训公司来说，虽然成本有所上升，但利润却成倍增长。培训公司发掘有培训需求的人，由摩托罗拉大学培训、认证和指导他们。摩托罗拉大学达成了公司的目标；外包的承包伙伴也得到了他们的利润，而目标客户也受益不少。摩托罗拉大学通过培训和增加师资不断提高他们的竞争优势。The onus is on the investment-minded managers to identify the right outsource partner who can do the job profitably. Managers and business operators must admit what they do or should do best and what other processes are best to be outsourced. This way, funds are conserved and invested in areas that give the biggest bang for the buck.What are you doing to outsource your non-core tasks to strengthen your competitive advantage?具有投资意识的经理人有责任去鉴别谁是这项工作合适的外包伙伴。经理人和公司经营者必须确认哪些是他们做得最好或者可以做得最好的，哪些流程最好是外包出去的。通过这种方式，资金可以保存下来，并投资到更能赚钱的领域中去。如何将非核心的工作外包出去增加竞争优势？Reflections1. What did you realize from this chapter “From Cost To Productivity”?2. What would you do to increase your productivity and profitability? 3. What are you doing to get rid of cash depleting liabilities and to increase cash generating assets?
4. What are you doing to address your costs challenges to improve productivity? 5. What are you doing to get rid of loans, interest charges and to lure capital injection?6. What are you doing to outsource your non-core tasks to strengthen your competitive advantage? 7. What specific actions you will take and when?8. How will you monitor your progress?思考1 读完本章“事半功倍”后，您学到了什么？2 如何提高生产效率和利润率？3 如何摆脱消耗现金的负债而增加产生现金的资产？4 如何应对成本挑战，提高生产率？
