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Posts Tagged ‘Outsourcing’

In the world of Internet niche marketing, the greatest asset is often the chosen niche. Many marketers spend a great deal of time, energy and resources selecting a niche which they believe is going to be profitable. There are certainly no guarantees a particular niche will be profitable but there are certain strategies for choosing a niche that has a high probability of success.

One popular strategy for selecting a niche involves employing a principle similar to the concept of supply and demand. Statistical information supplied by search engines is used to determine the popularity of certain search terms. This information is significant because terms which are being searched frequently are terms which have a large audience of Internet users looking for more information on the niche subject. These are terms which are in high demand. From this statistical information you can build a list of potential niches. Once this list is compiled, it is time to begin researching the competition in each of these niches. Ideally the niche you select will be one which has a large audience and not much competition. These are niches which are in low supply.

Choose the Type of Work You Outsource Carefully

One way to protect your niche is to be selective about the type of work you outsource to others. Many Internet niche marketers are comfortable outsourcing their copywriting and their website design. However, they are more protective about outsourcing tasks such as marketing, niche selection and keyword development. This is because although copywriting and website design both involve optimization for keywords the strategies for doing so are readily available on the Internet. However, many marketers have specific methods for marketing and developing a niche and keywords and are not willing to outsource this work because it will likely involve sharing secret strategies.

Share Keywords via Email

Developing related keywords for the niche is a very important part of the success of an Internet niche marketing campaign. Keywords are absolutely critical and conventional wisdom holds that an extensive list of keywords should be developed for a particular niche to be successful. Some in the industry recommend developing approximately 200 keywords for each niche.

There is a great amount of effort put into the process of selecting keywords and those who are savvy do not want to make it possible for others to find their list of keywords on the Internet. Including a list of keywords on an advertisement seeking a copywriter or website designer will be searchable by others in the industry. For this reason it is not wise to post keyword lists where others have free access to the keywords. This may sound overly paranoid but it is commonly known that Internet marketers often make the mistake of posting their keywords on job boards and those who are interested in harvesting these keywords visit these websites frequently to gather information. Transmitting the keywords through a protected email account or via telephone is a better way to protect the work you have put into developing your niche.

Use a Non Disclosure Agreement

Finally, a non disclosure agreement (NDA) is one way for the marketer to protect his niche when he is outsourcing. An NDA is essentially a document specifying the rights of the employer and employee in regard to sensitive materials. The NDA can be drafted to include any terms the client sees fit. Some example of the restrictions the contractor may agree to by signing an NDA are:

- A definition of which materials are sensitive
- Restrictions on how materials can be transmitted
- A stipulation precluding the contractor from competing in the niche during a given time period
- A duration of time for which the contract is binding

In protecting a niche market the above terms can be used when outsourcing. The client may specify the sensitive materials to be the niche and the related keywords as well as any information regarding marketing strategy. The client may limit the methods in which the sensitive materials can be transmitted to secure emails and telephone conversations. The duration of time for which the contract is binding is up to the client. Common timeframes include the duration of the project or a set number of days, weeks, months or years. In niche marketing a timeframe of at least one year after the project is completed is recommended to prevent the contractors from entering the same niche immediately after the project ends.

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Nature and critical importance of intellectual property vary across industries and types of business. Software development outsourcing requires high level of knowledge sharing between customer organization and vendor. Consequently, IP rights of stakeholders are involved in one form or another. Thus intellectual property management and data protection issues have become increasingly important for businesses utilizing offshore/nearshore outsourcing.

Intellectual property that can be transferred to the vendor may include software, data, business and technology processes, trade secrets, inventions, know-how as well as other confidential information and works of authorship. Furthermore some of it may belong to third parties and require licensing.

Both customer and vendor must properly administer their IP and stick to overall business objectives in order to effectively manage information sharing. Benefits of sharing IP assets must outweight risks associated with outsourcing.

The World Intellectual Property Organization (WIPO) emphasizes two critical IP-related concerns in offshore outsourcing: ownership of IP and “inadvertent, accidental or willful disclosure of confidential information and trade secrets” (loss of business knowledge). But in most cases these concerns can be overcome by properly conducting IP due diligence, thoroughly evaluating the vendor and taking appropriate IP-protection measures.

IP Due Diligence

Prior to concluding any outsourcing initiative customer organization should conduct IP due diligence and risk assessment. As a result the company will be able to safeguard its intellectual property and clearly define which functions should be kept in-house and which can be outsourced.

IP due diligence may include the following indicative steps:

• Identify areas of critical importance to your business

• Carefully assess business knowledge and determine if moving it outside the company or to an offshore location will compromise company practices

• Identify and document all of the IP assets associated with the outsourced task

• Determine ownership rights in the identified IP

• Carefully review third-party or jointly-owned IP

• Identify existing or alleged breaches of contract, infringements, disclosure of confidential information and trade secrets

• Assess how well the legal infrastructure in the foreign country will protect IP rights

• Determine jurisdiction and enforcement (applicable laws, their enforceability, dispute resolution mechanisms)

• Define termination, expiration or exit clauses of arrangement

• Determine other IP-related responsibilities if applicable: ongoing maintenance and upgrades to the IP; payments of transfer fees; product liability, IP insurance, etc.

Having conducted IP due diligence, the organization can proceed to evaluation of potential outsourcing partner. Results can be used during negotiation of outsourcing agreements to provide for IP-related issues that may arise.

Practical business negotiations should be initiated only after being satisfied with vendor’s reputation, resources and compatibility of business culture. They should focus on the steps needed to be taken by both parties in order to safeguard and ensure proper use, sharing, licensing, development and improvement of the IP during and after the relationship. It should also include any relevant IP assets of third parties.

Selection of the outsourcing vendor in the context of IP-related issues

When outsourcing, customer organization should scrutinize potential partner’s ability to safeguard confidential information of commercial value against misappropriation, misuse, sabotage, loss or theft.

• Check that the vendor has a documented and enforceable information security management policy in place

• Review outsourcing vendor’s data security and IP protection practices as well as processes they have in place to protect customer’s confidential information

• Check whether additional security policies can be implemented to protect your sensitive data

• Provide vendor with only the minimum proprietary technology or data needed to complete the project

• Insist on clear documentation of all source code of your project as it becomes your company’s property and is legally protected

• Scrutinize physical security and personnel practices, policies and procedures

• Demand tight human resources screening, look for employee retention figures

• Find out whether vendor does business with your competitors; if yes, ensure that there is no contact between respective teams

• Choose an established partner that complements your business strategy and understands how to implement required level of security

Practical measures for protection of intellectual property

Intellectual property is one of the company’s most valuable assets. This is especially true for SMEs and startups where it can be the only tangible assets. Risks of not protecting IP are further escalated when outsourcing comes into play. That’s why customer organizations must effectively deal with related issues and use all types of IP protection: physical, electronic and legal.

Physical and electronic protection of intellectual property

• Treat data security as an exigency

• Limit the number of people who have access to the full information

• Make sure that outsourcing vendor has a physically secure facility (mechanical and electronic access control, intrusion detection, video monitoring etc)

• Check whether offshore team uses computers without removable media to reduce the risk of unauthorized access to your IP

• Ensure that in-house employees understand what information can and cannot be shared

• Use firewalls, VPN, encryption and other measures to prevent breaches of security in electronic environment, which may lead to disruptions in the supply chains

• Protect important information, such as source code, with passwords and access codes, and make sure that they are not widely available (both onsite and offshore)

• Always maintain original copy of the source code

• Make sure that any test data being used does not reveal real information

Legal protection of intellectual property

• Determine what country’s legal system will govern and have jurisdiction over contract disputes

• Work to understand the legal system and culture of both countries

• Find out how IP rights enforcement works in provider’s country

• Negotiate a clearly stated contract that specifically addresses business knowledge and IP-related issues and make vendor responsible for the actions of its employees. This will allow to ensure appropriate protection, avoid disagreements and prevent litigation

• Clearly define compliance audit procedures prior to engaging into outsourcing relationships

• Clarify licensing and source code ownership

• Consider open source software issues

• Enforce individual privacy in the context of database protection obligations (if applicable)

• Rely on non-disclosure and non-compete agreements with the vendor or its team members for keeping vital business information confidential

• Define mechanism for possible dispute resolution and arbitration

IP protection and data security: Intellias practices

Intellias is very security-conscious and devoted to protecting intellectual property and business

knowledge of its clients. We recognize importance of protecting customers’ information and express strong commitment to safeguarding their privacy. Hence, respective ethical rules and privacy policies have been adopted at Intellias.

Modern encryption and access sharing technologies are commonly utilized at Intellias. This results in essentially secure infrastructure which provides reliable protection of information from unauthorized access by third parties.

Furthermore, we maintain high level of employee credibility through Non-Disclosure Agreements that comply with international standards and are designed for thorough protection of project information. All sensitive information that is passed on to Intellias during the project life cycle is stored in a secure environment.

Explicit authorship waiver agreements guarantee that the customer becomes the only owner of the code. Representative office in Switzerland enables Intellias to effectively deal with contractual and legal requirements as well as ensure compliance with European and international law.

Copyright (c) 2008 Medical-Tourism-Guide.com

Blue collar workers account for an increasing percentage of people outsourcing their medical needs to the medical tourism industry. Uninsured and underinsured laborers are tired of the rising medical costs and the astronomical costs of insurance coverage in developed countries.

Case after case is being shared about blue collar workers seeking alternatives to the out of control healthcare costs at home. A typical scenario is that of a laborer who suddenly finds himself in need of heart surgery or a knee replacement. The choice for many of these workers is to either do without the surgery, empty out the lifetime savings account, use the retirement account or sell their home. Like millions of others in need of a costly medical procedure, they simply cannot afford it.

In some instances, wait time is also a factor. In countries such as Canada, for those with needs that some of us might perceive to be a priority, there is a waiting list up to a year long. Reportedly, it is the bureaucratic red tape that is often the sole hindrance to timely medical care. A person can literally die waiting for approval for a life saving surgical procedure in a developed country, yet the same procedure can be obtained at a medical tourism destination with little effort.

Medical tourism offers hope to blue collar workers and others who are in need of medical procedures but cannot afford them, cannot wait for them, or do not want to use their retirement accounts to pay for the procedure.

In some instances, it is not the worker who is making the decision to have the procedure done overseas. Medical tourism facilities have started heavy marketing campaigns to Western employers, particularly those who employ the blue collar labor force. More and more, it is the employer who suggests (and in some instances, mandates) having the surgery done in another country.

The bottom line is that the worker in need of a heart bypass can obtain one in another country for $10,000 vs. $70,000 in the US. He can get a knee replacement for $6,000 vs. $50,000! It can be scheduled within a couple of weeks in another country, rather than wait a year or more in the US or Canada.

Ten years ago, the concept of medical tourism was new and received bad media coverage in developed countries. It was misunderstood and given bad press. Today, that trend has not only reversed, but medical tourism is being embraced as a viable option for people in need of affordable medical care.

Case studies and statistics verify that medical tourism offers top quality medical care in accredited facilities. A growing number of facilities that offer medical tourism are accredited by the IOS (International Organization of Standardization) and the JCI (Joint Commission International).

Many of the doctors who work in these medical tourism facilities have studied in the developed countries and then have returned to work in their home countries. A person in need of having a medical procedure done can rest assured that he will be cared for by highly qualified staff, with proficient translators standing by!

India has a goal of becoming the choice destination for medical tourists, and they are marketing to the blue collar workers who are need of both medical services and a long overdue vacation. Making the choice to obtain medical services in India means that the average laborer could travel with a companion to a state of the art facility in India, have the procedure done, and recover in a five star resort setting, for about 1/8 of the cost of having the procedure done at home.

If India is not appealing, there are multiple other options. Destinations such as Thailand, Costa Rica, Mexico, Singapore and Panama are also exotic choices for the medical tourist. In many instances, post-surgical recovery can be done in a beach front resort. Once the patient has sufficiently recovered from surgery, there are plenty of shopping and activity options available to the medical tourist.

The concept of going to a third world country to obtain a package of services that supercedes what is available at home is becoming more widely understood and accepted. Just as the economy has become a global economy, so it is with the medical field. It is becoming commonplace practice for a person to travel abroad for all types of medical procedures. We are seeing, in the 21st Century, that we are truly living in a world with no medical borders!

As insurance costs rise at home, and wait time lengthens in the midst of government red tape, blue collar workers are taking advantage of an industry that once belonged to the elite white collar workers. Medical tourism is a viable option for obtaining timely and quality medical services in a vacation paradise, for a fraction of the cost of the same medical procedure in the home country.

For all the time, effort and resources we put into our niche, we have to ensure it doesn’t get stolen. The strategies you employ for your niche will be profitable for you, so it is essential we know how to protect it. The thing is, it is not difficult at all. Let me show you.

One popular strategy for selecting a niche uses the concept of supply and demand. Statistical information supplied by search engines is used to determine the popularity of certain search terms. Terms which are searched frequently are terms which have a large amount of Internet users looking for more information on the niche subject. These are terms which are in high demand.

From this statistical information you can build a list of potential niches. Once this list is compiled, you can begin researching the competition in each of these niches. Ideally the niche you select has a large audience and lesser competition. These are niches which are in low supply.

Be careful with the work you outsource

One way to protect your intellectual property is to be selective about the type of work you outsource to others. You can comfortable about outsourcing, copywriting and website design. However, you should be protective about outsourcing tasks such as marketing, niche selection and keyword development.

The strategies you have for copywriting and website design are readily available on the Internet. However, you may have specific methods and secret strategies for marketing and developing a niche and keywords.

Share Keywords via Email

Developing related keywords for the niche is a very important part of the success of an Internet niche marketing campaign. Keywords are absolutely critical and conventional wisdom holds that an extensive list of keywords should be developed for a particular niche to be successful.

There is a great amount of effort put into the process of selecting keywords and it is wise not to make it possible for others to find your list of keywords on the Internet. When other marketers harvest your keywords, they may prove to be strong competition as well.

Transmitting the keywords through a protected email account or via telephone is a better way to protect the work you have put into developing your niche.

Use a Non Disclosure Agreement

Finally, a non disclosure agreement (NDA) is one way for the marketer to protect his niche when he is outsourcing. An NDA is a document specifying the rights of the employer and employee in regard to sensitive materials. The NDA can be drafted to include any terms the client sees fit. Some example of the restrictions the contractor may agree to by signing an NDA are:

* A definition of which materials are sensitive

* Restrictions on how materials can be transmitted

* A stipulation precluding the contractor from competing in the niche during a given time period

* A duration of time for which the contract is binding

Common timeframes include the duration of the project or a set number of days, weeks, months or years. In niche marketing a timeframe of at least one year after the project is completed is recommended to prevent the contractors from entering the same niche immediately after the project ends.

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Aarkstore announce a new report  “Intellectual Property and Outsourcing in China: Minimizing risk whilst maximizing return on investment” through its vast collection of market research report.

Intellectual Property and Outsourcing in China: Minimizing risk whilst maximizing return on investment

The pharma outsourcing industry in China has experienced over 35% year on year growth in the past few years. Increasingly, the sophisticated service offer of multinational CROs/CMOs is being challenged by improving Chinese players importing Western expertise, experience and business models to this fast growth market. However, there are still wide variations in service quality and capability from domestic outsourcing providers and many pharma and biotechs in Western markets are still reluctant to transfer parts of the drug development process to China.

Their concerns largely stem from issues around intellectual property rights (IPR), copyright infringements and counterfeiting. At both a corporate and governmental level, this weakness has been recognized and several key changes have been made to Chinese patent law, while service providers have also sought to improve their IPR protection processes and service standards. Nonetheless, key differences in secure IPR protection standards and service capability remain among domestic players.

‘Intellectual Property and Outsourcing in China’ is a new report explores the expanding pharma outsourcing market in China to discover how large pharma, small-sized pharma and biotech can most effectively utilize the country’s service offerings and capabilities. It examines the latest outsourcing trends and service provisions across all stages of the drug discovery process and profiles the leading domestic CRO/CMOs. This report provides an in-depth investigation of the changing IPR protection landscape in China and analyses the strategies which can minimize infringement risks. Case studies are used to illustrate the success of recent CRO/CMO partnerships with Western companies and key criteria for selecting suitable service providers are also identified.

Some key findings from this report…

• China is the world’s most attractive destination for Pharma outsourcing based on an analysis of patient pools, cost efficiency, regulatory conditions, available expertise and infrastructure.

• There were 694,153 patent applications in China in 2007, a CAGR of 22.5% on the number of applications in 2003 (308,487). At this rate, China will be the world’s largest patent-filing jurisdiction by 2012.

• China’s service capabilities are strong, with full-scale medicinal chemistry services currently available from 26 CROs. Services include structure-based rational drug design, structure-activityrelationship (SAR)-based activity/potency optimization, and the optimization of pharmacological properties for lead compounds.

• In the next 3 to 5 years, the service capabilities of many China-based service providers will develop quickly and change the IP risk profile. Currently, the domestic industry is highly proficient in large-scale manufacturing but relatively weak in preclinical and clinical drug development, and as providers’ capabilities increase the need for verification of effective IP protection protocols will intensify.

• The market will experience high growth of around 35% year on year to 2011. During this period, the industry will likely see investment in targeting, identification and validation capabilities.

Top reasons to order your copy today

• Understand how large pharma, small-sized pharma and biotech companies can benefit from the Chinese pharma market with this report’s analysis of the number of companies involved, levels of industry maturity, and existing/projected service offering capabilities.

• Assess the the risk factors associated with outsourcing decisions and measure the suitability of China-based CROs and CMOs with this report’s examination of each class of service provider and the key criteria for selecting the most appropriate company, including IPR protection protocols, service quality/capability, cost and geographic location.

• Understand how the IPR protection environment in China is evolving by evaluating the latest regulatory developments and patent application trends for domestic and multinational companies, in addition to this report’s market forecasts for outsourcing industry growth to 2015.

• Identify how IPR protection varies across each stage of the R&D process and use case studies of partnerships between Chinese CROs/CMOs and Western companies to measure the success of recent endeavours.

Key issues examined in this report…

• Variable service offerings. Many Chinese pharma companies that have API manufacturing skills only offer their services on a seasonal basis. They are not professional CMO providers, as their service offerings are largely dependent upon spare production capacity levels.

• Inflated service claims. Although many CROs/CMOs claim a broad service scope to attract business, their actual service skills are limited to only a couple of areas. Specifically, scientific staff often lacks sufficient experience, training and deliverability guidelines.

• Inconsistent IPR protection system. IPR protection is no longer a serious issue amongst top-tier service providers but may still be weak in lower tier domestic companies and those operating in rural areas.

• IPR infringement cases and counterfeit drugs: Drug counterfeiting is still a real problem and most IPR infringement cases are related to trademark/copyright violations. However, there have been no reported cases of infringement of a western pharma or biotech’s IPR by a Chinese company during their outsourcing collaborations.

Your questions answered…

• How does China compare to other outsourcing destinations?

• What services are offered by the CRO and CMO industry in China?

• What are the advantages of outsourcing different stages of the R&D process by large/small-sized pharma and biotech companies?

• What are the government’s development priorities for the industry?

• How has medical infrastructure supported region-specific growth in outsourcing and will this trend continue?

• What is the strongest sector of China’s pharma outsourcing industry in terms of both number of companies and strength of their services?

• Who are the major Chinese players in contract research and in which areas do they specialize?

• Which multinational companies have projects outsourced to China?

• What actions are the government taking to strengthen IPR protection?

For more information, please visit :
http://www.aarkstore.com/reports/Intellectual-Property-and-Outsourcing-in-China-Minimizing-risk-whilst-maximizing-return-on-investment-14225.html

Or email us at press@aarkstore.com or call +919272852585

Special offer till 31th Dec 2009

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