ome along as a “package”.)

2) They must be involved in every aspect. They might even call three times a day to check on work progress.

3) Disappoint them once is all it takes for them to drop you like a bomb.

4) They are blind to “premium” pricing, only discounts, discounts and more discounts.

5) To them, the deadline for project c

Through my experiences, the resistance from Asia companies and businesses (towards outsourcing) is that they are not convinced that through outsourcing certain functions of their business processes can bring about significant savings in their operating cost. Yet an uncanny feeling I got from them is that the root is not about cost but about control. The context of doing business in Asia is of control. The greater the illusion a company in Asia has about control, the greater the resistance it will have towards outsourcing. The typical paradigm is that if they can see it, they can control it.

Outsourcing to them is to abdicate control (because they can’t physically see what the outsourcing vendors are doing). They sincerely believe they have everything under control while to an outsider, the business is in disarray. Thus, the management of a typical Asian business thrives on the faith that they are indispensable. Another observable characteristic of an Asian company is that the foundation of which the company is built on is on an individual’s perspective (not as a corporate entity). Thus, in approaching Asian company with the outsourcing paradigm, the outsource vendors have to bear in mind the cultural sensitivities as follow;

1) They are not features-oriented. Plainly, they need to know how things are done and the results the vendor is going to deliver. (Not about all the whistles and bells that come along as a “package”.)

2) They must be involved in every aspect. They might even call three times a day to check on work progress.

3) Disappoint them once is all it takes for them to drop you like a bomb.

4) They are blind to “premium” pricing, only discounts, discounts and more discounts.

5) To them, the deadline for project co

ontext of doing business in Asia is of control. The greater the illusion a company in Asia has about control, the greater the resistance it will have towards outsourcing. The typical paradigm is that if they can see it, they can control it.

Outsourcing to them is to abdicate control (because they can’t physically see what the outsourcing vendors are doing). They sincerely believe they have everything under control while to an outsider, the business is in disarray. Thus, the management of a typical Asian business thrives on the faith that they are indispensable. Another observable characteristic of an Asian company is that the foundation of which the company is built on is on an individual’s perspective (not as a corporate entity). Thus, in approaching Asian company with the outsourcing paradigm, the outsource vendors have to bear in mind the cultural sensitivities as follow;

1) They are not features-oriented. Plainly, they need to know how things are done and the results the vendor is going to deliver. (Not about all the whistles and bells that come along as a “package”.)

2) They must be involved in every aspect. They might even call three times a day to check on work progress.

3) Disappoint them once is all it takes for them to drop you like a bomb.

4) They are blind to “premium” pricing, only discounts, discounts and more discounts.

5) To them, the deadline for project c

doing). They sincerely believe they have everything under control while to an outsider, the business is in disarray. Thus, the management of a typical Asian business thrives on the faith that they are indispensable. Another observable characteristic of an Asian company is that the foundation of which the company is built on is on an individual’s perspective (not as a corporate entity). Thus, in approaching Asian company with the outsourcing paradigm, the outsource vendors have to bear in mind the cultural sensitivities as follow;

1) They are not features-oriented. Plainly, they need to know how things are done and the results the vendor is going to deliver. (Not about all the whistles and bells that come along as a “package”.)

2) They must be involved in every aspect. They might even call three times a day to check on work progress.

3) Disappoint them once is all it takes for them to drop you like a bomb.

4) They are blind to “premium” pricing, only discounts, discounts and more discounts.

5) To them, the deadline for project c

e (not as a corporate entity). Thus, in approaching Asian company with the outsourcing paradigm, the outsource vendors have to bear in mind the cultural sensitivities as follow;

1) They are not features-oriented. Plainly, they need to know how things are done and the results the vendor is going to deliver. (Not about all the whistles and bells that come along as a “package”.)

2) They must be involved in every aspect. They might even call three times a day to check on work progress.

3) Disappoint them once is all it takes for them to drop you like a bomb.

4) They are blind to “premium” pricing, only discounts, discounts and more discounts.

5) To them, the deadline for project c

ome along as a “package”.)

2) They must be involved in every aspect. They might even call three times a day to check on work progress.

3) Disappoint them once is all it takes for them to drop you like a bomb.

4) They are blind to “premium” pricing, only discounts, discounts and more discounts.

5) To them, the deadline for project completion is always yesterday.

After painting such a picture about a typical Asian company, I must say that once you can effectively take care of the above-mentioned concern, you find yourself gaining more than a customer. You gain a long-term friend.

I would be posting more articles on how to build a long lasting relationship as a service provider. So until then, stay on your toes.