On the attractiveness of the UK for outsourcing services
Authors: Oshri Ilan , Ravishankar M.N. 
Published: March 2014

Purpose
– Outsourcing is in a new era: an era of value-adding services, innovation and transformation. An era that shifts competition to skills and expertise where the main focus of key players in the industry is on the strategic impact of outsourcing services. As the outsourcing landscape is changing, so competition between countries for outsourcing work is reconstructing. It is no longer competition for low costs, but a search for superior skills, both technical and managerial, that provides the strategic guidance and operational excellence needed in the twenty-first century. While the professional and academic literature has extensively studied the comparative advantage of low-cost locations such as India, we know very little about the attractiveness of Western countries, such as the UK, for outsourcing services. To contribute to this end, the purpose of this paper is to examine the UK attractiveness in light of three key trends in the outsourcing industry: the maturity of the outsourcing industry drives more client firms to seek impact on business and strategic performance from their vendors; client firms and vendors deploy complex sourcing models that increase the importance of sourcing managerial capabilities, such as relationship management, vis-à-vis technical and delivery capabilities; locations with promising entry points to lucrative markets are becoming attractive for outsourcing investments as part of the firm's growth strategy.

Design/methodology/approach
– The empirical base of this study is based on a comparative analysis of eight European destinations (UK, Germany, France, The Netherlands, Spain, Ireland, Czech Republic and Poland) to conclude that the UK, as a talent-base, value-adding country that also offers advanced sourcing capabilities, has positioned its economy to attract investments from both outsourcing vendors and client firms. While the authors acknowledge the relative high-cost base of the UK economy, they assert that the high service standards, access to skills, entry point to mainland Europe and the USA, government support and supportive infrastructure are superior value propositions offered by the UK in the context of outsourcing services.

Findings
– The findings of this study highlight the contribution of Western economies to outsourcing and their fairly strong comparative position to specific line of services such as contact centers, research and development and specific business process outsourcing services.

Research limitations/implications
– The main limitation of this study is the use of a country attractiveness framework which has been mainly used for low-cost countries. The authors therefore acknowledge the need to develop a country attractiveness framework which is suitable for Western countries.

Practical implications
– This study offers decision makers an extensive tool to assess their outsourcing investments by considering both low-cost and Western countries based on the value expected from each investment.

Originality/value
– This is the first study on the attractiveness of a Western country, such as the UK, which the authors defined as a talent-based, value-adding and advanced sourcing (TAVAAS) country. Through the examination of its comparative attractiveness the authors highlight the potential of the UK and many other Western countries such as USA, Germany or Canada to attract outsourcing investments.