Asked about their current use of cloud-computing services, a majority of senior finance executives either have no plans to pursue it in the short term, or are doing so very tentatively. Nearly a third admit that they aren’t even sure what “cloud computing” really means. Yet, when asked how cloud computing might affect their company’s approach to IT longer term, almost half say they believe it will enable a significant restructuring of their entire IT strategy. [CFO]
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CFO: Philips’ Efforts Have Company Moving Up the Outsourcing Ladder
This story is republished from CFOZone, where you’ll find news, analysis and professional networking tools for finance executives.
As a follow-up to last week’s blog on Molson Coors’ experience with outsourcing, the CFO of the Latin American division of Dutch comglomerate Philips provided a different perspective Thursday morning at the Hackett Group’s best practices conference in Atlanta.
While Molson Coors’ CFO Stewart Glendinning expressed disappointment over high turnover rates at the outsourcing company the beer company signed up with, Philips’ Latin American CFO Ronald Eikelenboom said he planned on high turnover when he inked a deal with Indian outsourcer Infosys in late 2008 to expand the two companies’ relationship to Brazil, where Philips’ Latin American operations are based.
Eikelenboom told the audience (and me in a follow up video interview that will be posted shortly) that high turnover was central to Infosys’ business model, as the outsourcer keeps salary costs low by rotating from older to younger workers. But that turnover was priced into the terms of the deal, which at $250 million (for, I believe, the global contract, not just the Latin American part) is considered one of the largest of all such transactions. Too, the terms set a minimum level of performance, so it’s up to Infosys to manage the downside of high turnover.
Infosys had few qualms about Philips’ demands, said Eikelenboom, because the company was eager to expand into Brazil and the Philips deal gave it an entrée. So the CFO had enough leverage with the outsourcer to reassure himself about the potential risks.
“We’re building something together with Infosys,” he told the gathering. “We share the same aspirations.”
For that reason, Eikelenboom also expressed less concern than Glendinning did about outsourcing complex financial processes. And he said that was important for Philips as labor cost advantages in emerging markets dwindle over time as wages rise, and innovation and process improvement thus become more critical to the value that outsourcing creates.
“We’re moving up the ladder in BPO,” he said, referring to business process outsourcing.
With outsourcing, as with everything, I suppose, it’s different strokes for different folks.
KPMG Survey: Cost Cuts May Not Be Sustainable
This story is republished from CFOZone, where you’ll find news, analysis and professional networking tools for finance executives.
Corporate executives have really gotten to show off their cost-cutting skills during the financial downturn and the ongoing, tepid recovery, as many have managed to push earnings up even as revenues sagged.
But, in looking forward, they have to wonder what cost those reduced expenses came at.
According to a survey released by KPMG on Wednesday, board members and senior executives are doing just that. Forty-five percent of the respondents expressed concern about the sustainability of the cost reductions undertaken by their companies in response to the economic crisis.
“Significant cost cutting can create a variety of risks to the business, both near- and long-term,” said Mary Pat McCarthy, KPMG Vice Chair and Executive Director of the Audit Committee Institute, in a press release.
In particular, two-thirds of those surveyed said they were most concerned about the impact of cost cutting on their company’s employee talent and training. Other concerns include the impact of cost-reductions on internal controls (36 percent), fraud risk (25 percent), management of outsourcing and supply chain (24 percent), financial reporting integrity (21 percent), and the Foreign Corrupt Practices Act and compliance issues (9 percent).
Some 13 percent of the respondents said their companies had not implemented significant cost reductions.
While previous recessions were characterized by short-term belt-tightening and a quick return to normal, KPMG noted that current cost reductions may be much longer-term, and possibly permanent.
The long-term nature of the cuts is understandable in light of the executives’ economic outlook. The survey found that 45 percent of respondents don’t expect the U.S. economy to reach pre-crisis growth in terms of investment, employment and productivity before at least 2013, and 22 percent said it would be beyond 2014.
Another 17 percent were particularly pessimistic, saying the economy would not see pre-crisis growth “for the foreseeable future,” while 15 percent said recovery could come in 2011. Just 1 percent said recovery could occur in 2010.
Similarly, in a separate response, 66 percent said American companies will not return to “business as usual” and will operate in this new environment through at least 2013.
McDonald’s CFO Has Devastating News
Your Big Mac Attack will be costing more very soon.
Food prices are rising around the globe and the world’s biggest restaurant chain expects its costs to rise 2 percent to 2.5 percent this year in the United States and 3.5 percent to 4.5 percent in Europe. Chief Financial Officer Pete Bensen said McDonald’s would “raise prices where it makes sense” to offset some, but not all, of the cost increases. Diners around the world remain cautious with their spending on food away from home and McDonald’s will be very careful not to turn customers off with higher prices, Bensen said.
Hopefully this won’t eliminate Mickey D’s from your eligible take-out options this busy season.
McDonald’s likely to raise prices in 2011 [Reuters via DB]