Luận văn thạc sĩ UEB opportunities in the total support service sector as part of oursourcing

ĐẠI HỌC QUỐC GIA HÀ NỘI

TRƯỜNG ĐẠI HỌC KINH TẾ

NGUYỄN THỊ THANH SƠN

OPPORTUNITIES IN THE TOTAL

SUPPORT SERVICE SECTOR AS PART OF

OUTSOURCING

INDUSTRY IN VIETNAM A CASE STUDY OF

SODEXHO

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: TS. Hoàng Anh Tuấn

Th.S Hà Nguyên

Hà Nội – 2007

ĐẠI HỌC QUỐC GIA HÀ NỘI

TRƯỜNG ĐẠI HỌC KINH TẾ

NGUYỄN THỊ THANH SƠN

OPPORTUNITIES IN THE TOTAL

SUPPORT

SERVICE SECTOR AS PART OF OUTSOURCING

INDUSTRY IN VIETNAM A CASE STUDY OF

SODEXHO

Chuyên ngành: Quản trị kinh doanh

Mã số: 60 34 05

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: TS. Hoàng Anh Tuấn

Th.S Hà Nguyên

Hà Nội – 2007

TABLE OF CONTENTS

ABSTRACT

TÓM TẮT

ACKNOWLEDGEMENTS

TABLE OF CONTENTS

INTRODUCTION

I. BACKGROUND

II. RESEARCH OBJECTIVES

III. RESEARCH QUESTIONS

IV. METHODOLOGY

1. Paradigm:

2. Qualitative research:

3. Research methods

31. Case study:

3.2. Interview

4. Data collection

5. Analysis and interpretation

6. Research validity, reliability and ethics

V. OUTLINE

CHAPTER 1

LITERATURE REVIEW

1.1. OUTSOURCING INDUSTRY

vi

1.1.1. What is outsourcing?

1.1.2. Areas of outsourcing industry

1.1.3. Outsourcing: Pros and Cons

1.1.3.1. The benefits of Outsourcing:

1.1.3.2. Disadvantages of Outsourcing:

1.1.4. Why outsource?

1.2. THE TOTAL SUPPORT SERVICE INDUSTRY

CHAPTER 2

OUTSOURCING INDUSTRY IN VIETNAM

2.1. OVERVIEW OF OUTSOURCING INDUSTRY

2.2. FUTURE DEVELOPMENT

CHAPTER 3

THE TOTAL SUPPORT SERVICE INDUSTRY IN VIETNAM –

SODEXHO FIRM

3.1. THE TOTAL SUPPORT SERVICE INDUSTRY IN VIETNAM

3.1.1. Situation

3.1.2. Competition

3.2. SODEXHO FIRM

3.2.1. Introduction

3.2.2. Why mention to Sodexho?

3.3. FINDINGS about the total support service sectors when

conducting market research for Sodexho

vii

3.3.1. Catering service

3.3.2. Cleaning and laundry service

4.3.3. Maintenance service

CHAPTER 5

CONCLUSIONS AND RECOMMENDATION

1. CONCLUSIONS

2. RECOMMENDATIONS

2.1. For successful Outsourcing strategy

2.1.1. Try to limit disadvantages of outsourcing by:

2.1.2. Choose the right outsourcing partner

2.1.3. Refer to outsourcing checklist for the real reason

why you outsource

2.1.4. Do not rely exclusively on only one provider without

considering

the situation of the market and the capability of the provider.

2.1.5. “Businesses must constantly assess the effectiveness of

outsourcing"

and "should not be seen as a short-term solution”.

2.2. For the total support service sector and the case of Sodexho

2.2.1. For service providers

2.2.2. For users (customers)

References

Appendices

Exhibit A: List of main catering companies

viii

Exhibit B: List of cleaning and laundry companies

List of interviewees

ix

INTRODUCTION

I. BACKGROUND

In order to remain competitive in today's global marketplace, organizations are

turning their focus towards their core competencies and looking to outsource

functions in which they lack expertise to maintain effective cost structures and to

improve their bottom lines (profit).

“Some forward-thinking executives are beginning to use outsourcing as a change￾management tool to drive major, enterprise-level transformation.‖

(Martha Craumer)

This is an idea of a business and marketing writer at Harvard Business School in

US. He considered outsourcing as a tool of change-management that helps

companies to transform themselves to compete successfully with other rivals. In the

context of today’s environment where competition is becoming tougher and tougher,

it is essential that organizations should realize whether they should do everything by

themselves or they should hire outsiders to carry some non core activities on behalf

of them. By doing so, they can focus on developing their core competencies which

are very important to compete with their competitors or just to gain more profits.

As a leader or manager of organization, it is better for you to know about the

current trend that companies will outsource some of their non-core activities to

service providers who are very professional. However, it is also necessary for

leaders and managers to know about pros and cons of outsourcing activities so that

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