June 14th-15th, 2013


Wuxi City, Jiangsu Province, China


Worldhotel Grand Juna Wuxi (5 star)




Economic Globalization - Outsourcing or Insourcing

International Host

Asia-Pacific CEO Association, Worldwide


Hosts in China

. Wuxi Municipal Government of China


Strategic Partner: Hewlett-Packard

Intelligence Partner: Jones Lang LaSalle


Main activities

. Formal meeting with top government officials

. Keynote Session

. Round table meeting; ITO, BPO and KPO

 Cooperation and Communication Meeting

. Reception banquet by Gov. of Wuxi

. Business Tour

The 6th GOS was held successfully in Wuxi
The 6th Global Outsourcing Summit (2013) was held in Wuxi, a city known as “the second Shanghai”, in Jiangsu Province, China from June 14th to 16t......
·The 6th GOS was chaired by Mr. Huang Qin
·Ms. Huang Lixin, Secretary of Wuxi Munic
·Mr. Wan Lianpo, Deputy Director of Depar
·Mr. Ren Hongbin, Standing Vice President
·Mr. Wei Jianguo, Secretary-General of Ch
·Mr. Stanley Xu, Director & General Manag
·Mr. Malcolm Norquoy, Director, IBM Globa
·Mr. Huo Jianguo, President of CAITEC, Mi
·Mr. Prakash Navalrai Kirpalani, Presiden
·Mr. Peter Chan, Regional Director, Head 
·Mr. Pak Keung Chan, Vice President of Sa
·Mr. Jack Perkowski, Founder and Managing
·Mr. Zheng Xiongwei, Global Executive Cha
·Mr. Zheng Xiongwei, Global Executive Cha
·Mr. Kevin Gaylynn Kindall, Director, Qua
·Mr. Li Gang, Head of International Servi
·Mr. Max Allen Herriman, Region Special P
·Mr. Yu Lixin, Director of Service Trade 
·James Liu, Sales Director, ITO of Hewlet
·Mr. Sidney Yuen, Chairman of HK of IAOP,
·Mr. Adriano Ruchini, Licensed Advisor of
·Mr. Emre Akpinar, Deputy Operation And M
·Mr. Alfredo M. Ronchi, Secretary General
·Mr. Michel Plaisent, Full Professor of U
·Mr. Christopher Maehl, Chairman of the F
·Ms. Nihan Bol, President of The Bol Grou
Mr. Michel Plaisent, Full Professor of University of Quebec in Montreal, delivers a speech at the track Sessions of the 6th GOS

outline of the speech (For more speech info,please feel free to contact us):


Business Undertaking Model of University online course software R&D outsourcing


University of Quebec in Montreal, Canada

    Outline of the Presentation 

1.     Introduction:  Context of change in HE

2.     The rise of e-learning as innovation

3.     Outsourcing

4.     Porter’s Model: The Industry

5.     Porter’s Model: The Strategies

6.     China’s Capable and Ready

7.     Layout of Shared Service Center

8.     Conclusion:  ACT-NEW

    A Context for Change

    Over the last decade, the financial performance of American colleges and universities has become a topic of general concern,

   especially in the publicly funded sector (Conner & Rabovsky, 2011)

    This budget cuts translate into

   layoffs and frozen enrolment

   frozen hiring rates,

   reductions in faculty

   removing the tenure system

    Thus:  a need for change

     Worldwide High Education in Crisis?

Other  change factors affect the system (D’Antoni, 2006, UNESCO)

    New vision of Higher Education leading to competitive stance between universities

    a more consumer-oriented attitude in the university

    knowledge is seen as a product by customers

    increased pressure to more accessible education (lifelong) (Tucker & Gentry, 2009)

    A serious challenge to be solved  =>

    improving quality, reducing costs  to achieve financial equilibrium


    According to a study by Gartner Ashraf (2009)

    more than 50% of all courses could be at least hybrid

    more than 80% could use mobile technology as a learning tool

    Rationale for e-learning

    in the US & Canada, many private for-profit accredited universities are offering most if not all of their classes on-line:

    when the classes are standardized, canned

    where the actual instructor is only “labor” that runs the machine

    This occurs at all levels including the doctoral level

    Ex TELUQ, Capella, Arthabaska

    Advantages of e-learning outsourcing for universities (Piper, 2003)

Outsourcing courses development and delivery

    can reduce costs and increase delivery speed

    allows university to:

   focus on what they do best:  research and advanced courses,

   leaving common standard courses to e-learning

   without creating permanent in-house overhead by hiring and managing additional staff 

    Analyzing the opportunities for China Experts using Porter’s model

    Porter's Competitive Forces model has proven its usefulness in business strategy analysis, particularly in outside-in thinking, i.e. the attractiveness (value) of an industry structure


    This model requires and facilitates the identification of 5 fundamental competitive forces, which are described below in relation to Western universities (Callon, 2006):

    A Role for Chinese Universities?

    Can Chinese Universities enter the Western Industry as new competitor ? YES in some area

    Phoenix university have lot of chinese students why not the contrary

    Or become partners

    China universities & enterprises

   can also play a role in this strategic American competition by providing online course development & delivery,

   as partners of American universities  to help them: 

    gain competitive advantages in thyerivlatry market 

    reduce competitive disadvantages of their rivals

    or meet other strategic enterprise objectives

    Chinese universities can play a role in the following competitive strategies of USA universities

    Competitive Strategies: (1/5)
Cost Leadership

    Chinese can help Western Universities to

   reduce their costs

    development costs

    Delivery costs

   Become a cost leader for standard courses

    Help them keep actual customers with low-fees due to low-costs

    Cost Leadership

    If an American university

   does not have the required staff and talents,

   or needs to hire consultants or new full-time employees,

   Or must pay courses according to collective contract

   this may reveal themselves to be very long and costly (Tucker & Gentry, 2009)

   outsourcing would  lower labour costs by 30-40%, (Lester, Menefee & Pestonje, 2010)

a course cost 100 000$ to develop in USA and 4000$ to operate

    Competitive Strategies (2/5)  Differentiation Strategy

    Develop ways to differentiate a Western University’s products from its competitors

   Ex Bilingual products (Asian languages)

   Offering terms in mandarin for common courses

   Can focus on particular segment or niche of market

    Many Chinese in USA & Canada prefer study in mandarin…

    American learning Mandarin would prefer Chinese teachers

    Competitive Strategies (3/5)
 Innovation Strategy

Find new ways of doing business

    Unique products or services  (doing business with China, Chinese Law system , etc

    Some universities like Concordia (Wisconsin) offer a full MBA program in Mandarin  by e-learning

   They need a lot of chinese resources and expertise

    Competitive Strategies (4/5)
Growth Strategy

    Expand Western University capacity to:

   produce new courses faster to dominate their market

   deliver fast a larger volume of courses

    Thru Chinese delivery

    Competitive strategies (5/5)  Alliance Strategy for enterprises training

    Establish linkages and alliances

   American and Chinese Training Enterprises 

    American and Chinese language training schools

   such alliances would allow the sharing of the resources, costs, infrastructures needed to deliver e-learning (Preciss Patrol, 2006)

    Reasons for Western Universities to partnership with Chinese (Preciss Patrol, 2006)

    IF western universities outsources to Chinese 

   complement and strengthen them (AXG Tecnonexo, 2006)


   keep up with the many demands placed on e-learning solutions for standard courses

   Share resources, costs, infrastructure to deliver e-learning

    Chinese competitive advantages
CBI (2005)

    flexible labour and union rules

    many people focusing on IT with new entrants each year

    a good university system including top ranked universities

    Cultural discipline and success challenging capacity

    Key factors of success for Chinese partnership

    Chinese universities and enterprises must prove:

   Flexibility and specialization (AXG Tecnonexo, 2006)

   Ability to produce good quality courses in a short period of time

    Layout of Shared Service Center

In order to satisfy the demand, Chinese universities and enterprises must

    Create a databases of resources

   Domain Experts and enterprises per discipline

    Build an advertising capacity

    Scout universities with needs to identify potential markets 

The next step could be the elaboration of an e-learning stock exchange where both offer and demand could be matched

    Some problems to avoid  (Payaro, 2008)

    bureaucracy and legal issues:  most can be solved easily as Chinese has a fast track for creation of  enterprises;  one big problem is the intellectual property that is not ensured in Chinese by law.

    communication problems because of the distance/time  between the partners

    cultural misunderstanding during negociations (ex: meeting time and delay respects)

    Benefits of Partnership for Chinese

    Foreign revenues for local universities

    opportunity to expand the global e-learning market for Chinese itself :

   Sharing of costs when developing e-learning courses lowers risk

   Adaptation to his own culture & language of courses developed for USA

   Access facilitated to neighboring markets  (culture & language)


    Chinese experts can benefit from e-learning development 

   Will they get a part of this growing market?

    but it depens on vigorous actions and marketing by China universities, enterprises and government.

   To build a supply base for Chinese experts

   To find western partner for identifying demand

   Develop confidence with partners and win-win relation

·Yunnan Provincial Government, China
·Kunming Municipal Government, China
·MaAnShan Municipal Government
·University of North Texas
·University of Melbourne
·South Africa Parliament
·Johns Hopkins University
·Estonian Parliament
·The Malaysian Government
·Institute of Scientific Instruments
·French Government
·Anhui Provincial Government
·Oracle  Software Systems Co., Ltd.
·KPMG Advisory
·International Paper Asia
·HP Enterprise Service
·Goodyear Tire Management Company Ltd.
·Delta Air Lines, Inc.
·CB Richard Ellis
·Abbott Laboratories Trading  co., Ltd.
·China Daily: Wuxi to host outsourcing su
·Peoples Daily Online: Wuxi to host outso
·Wuxi China: The 6th Global Outsourcing S
· 6th Global Outsourcing S
· The 5th Global Outsourcing
·4th Global Outsourcing Summit Held in Ma
·Ex-PM Optimistic about Future Sino-Aussi
·Chinas service outsourcing needs improve
·Outsourcing Summit focuses on transformi
·Ex-PM: China doing very well in world
·Outsourcing service in China promising
·Outsourcing service in China promising: 
·Outsourcing service in China promising,
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