China’s service outsourcing continues to grow

China’s service outsourcing industry continues to grow, with a faster increase in the value of contracts signed in the first 10 months of the year, official data showed on Wednesday.

Chinese companies inked service outsourcing contracts worth $96.75 billion during the Jan-Oct period, up 18.2 percent year on year, accelerating from a 16.4-percent increase in the first nine months, the Ministry of Commerce (MOC) said.

Among the deals were offshore service outsourcing contracts valued at $63.48 billion, rising 18.8 percent from a year earlier.

Contracts fulfilled with businesses in the United States and the EU posted rapid growth, up 18.1 percent and 12.8 percent respectively in their value.

Outsourcing of information technology-related services accounted for more than half of the contracts, according to the MOC.

China is the world’s second-largest service outsourcing provider after India. The State Council has said outsourcing will be a new engine for tertiary industry and a boon to employment.

In the first 10 months, nearly 5,000 new firms in service outsourcing were established, creating 926,000 jobs, up 92 percent and 59.8 percent year on year, the MOC data showed.

Source: ChinaDaily-China’s service outsourcing continues to grow

5 reasons most outsourcing projects fail

There are 5 key areas seasoned CIOs believe you have to get right when outsourcing web and mobile applications.

Outsourcing is an integral part of today’s work culture. Companies across a wide range of sizes and industries are choosing to outsource some or all of their software development. As David Berry, CIO of Daymon says, outsourcing is no longer about saving money, but primarily about flexibility and getting to scale.
While outsourcing has many benefits, it also brings some operational challenges. To get a better sense of the roadblocks that could derail an outsourced project, I interviewed people who take responsibility for outsourcing software projects – CIOs.

Most outsourcing projects fail because tech leaders do not follow these 5 steps:

1. Role clarity

Like any great leader, most CIOs should start by emphasizing the need for complete clarity about their own role in the outsourcing process. They are the bridge between the CEO and the IT division.

A CIO must understand the business implications of the project. There has to be a specific business case for each IT project. It might be overhauling the online presence of the company by redesigning the website, or adding a new mobile app to help a business unit better communicate with customers. Either way, the implications of the outsourced project must be clearly understood by the CIO and properly communicated to the internal and outsourced IT teams.

On the other end, a CIO should be equally adept at understanding the technical components of the project. Until she understands the nuances of the project, it will be very difficult to guide the team. Great CIOs understand their role, the incentives of each stakeholder and must know how to communicate with each party to keep everyone motivated.

2. Big picture
Once the CIO understands her role in the outsourcing engagement, she must then understand how the outsourced project integrates with all the other tools and products in the company. CIO of Weitz and Luxenburg, Arun K. Sharma, states that it is important to know how a project initiative for one product can affect other products or services in the portfolio. For example, if you are developing a new mobile application for your account management team, you should plan ahead and look into all the other products it should integrate with. In this case you might want the application to integrate with your customer service, social media and other customer facing tools so that account managers can get a more comprehensive picture of each customer across each touchpoint.

If you don’t take into account these big picture flows and processes, you might successfully build an isolated product but then face severe challenges integrating it, which could cause the project to fail.

3. Planning

After you know your role and understand the high level view, you transition into the planning phase. Tom Amrhein, CIO at Integrated-DM, mentions that to properly plan your next project, you have to work closely with your customers to understand their needs and priorities. Every aspect of the milestone needs to be planned in advance to ensure smooth operation. Of course there is a balance because you want to be agile so you cannot plan out every detail in a long term project but it’s important to make sure your standards and preferences are clear and at least the tasks for the next milestone, usually 4 weeks, are clear. Sean Azhadi, CIO of Arizona State Credit Union, states that proper planning helps ensure that a project does not deviate from its intended direction.

Key standards that should be predefined include – documentation, styling, architecture, and method of communication.

4. Trusted partner

If you have a trustworthy partner, you can include them in the planning phase. Rob Lloyd, CIO at City of Avondale, says that you must focus on the outcomes that you are targeting from a specific project and make sure that is very clear, but you can involve the outsourced developer in the planning phase. By having a trustworthy outsourced partner you can leverage their experience while developing a detailed roadmap.

Brian Luckey, VP of Technology at Knowledgenet, also believes finding a trusted outsourced vendor prior to starting your project is critical. This allows you to focus on product development instead of constantly questioning the development teams incentives.

5. Implied communication

Most people make the mistake of omitting some information while sharing a project brief as they assume it is obvious. Seasoned CIOs warn against this behavior. They repeatedly stressed on explaining things in detail. What is obvious to you, say an industry veteran who has spent the last 30 years in the insurance industry, might not be as clear to an outsourced team that might have only done 1 or 2 insurance projects.

This is even more important when you are working with a team for the first time or partnering with a company that doesn’t have extensive experience in your industry. Also there are always some unique aspects of your business processes or structure that will impact the way the product is built; it’s your job to make sure this is clear.

While it’s hard to iron out all the details, regular reporting, communication and cross checking will help ensure that the scope is properly understood. It’s always better to over communicate than miss out on some seemingly obvious but important details.

According to Nigel Fortlage, CIO at GHY, implied communication is a larger problem in a remote working engagement so it’s important that you regularly video conference to mitigate the communication gap.

These are the 5 areas that CIOs usually struggle with when outsourcing a project. Christopher Augustin, CIO of First Data, sums up the key to a successful outsourcing engagement, “The outsourced tech team has to be aligned with the goals of the product, and the business.” If you have great planning, alignment and a structured communication process you avoid some of the most common reasons outsourced IT projects fail.

Source: reasons most outsourcing projects fail By Randy Rayess

Outsourcing in 2020

During he last few days of 2015 the National Outsourcing Association (UK member of European Outsourcing Association) performed the NOA’s “Outsourcing in 2020” survey.

The results are in and they reveal a wide range of intriguing insights on how new trends and technologies are going to transform the face of modern outsourcing. What’s more, the findings paint an interesting picture of what the new outsourcing ecosystem is going to look like in the build up to the year 2020 and beyond.

I wanted to give you exclusive access to these findings, ahead of them being published in the Outsourcing Yearbook in early 2016.

Let’s get started…


134 organisations participated in our research (roughly one-third buyers, one-third service providers, one-third support organisations). 25% of these organisations had 50,000+ employees – on the buy-side, 50% had a headcount of 10,000 or more, while company size on the supply-side was more varied.

The vast majority of those surveyed were C-suite, Directors, Heads, Presidents, Senior Vice Presidents, Managers and Specialists. Overall, 35% saw ITO as their main area of focus, while 33% said BPO. Customer service, FAO, HRO, KPO, LPO and local government were also given as focuses.

Key Findings

How will your company’s use of outsourcing change over the next five years?

  • 70% of buyers plan to increase their use of outsourcing, with 35% planning to significantly. 10% plan to decrease their outsourcing slightly; none plan to decrease the amount they outsource significantly.
  • 83% of suppliers expect the outsourcing industry to grow, with 37% expecting it to grow significantly. Just 4% expect the outsourcing industry to get smaller.

What business issues are increasing your company’s use of outsourcing?

  • Overall, organisations said they outsourced primarily for the following reasons:
    Cost savings (35% cited this as the prime driver for outsourcing); improving the customer experience (23%); transitioning from legacy IT to as-a-service models (17%).
  • This differs from the traditional prime reasons why companies outsource: Cost savings; increasing operational flexibility; accessing new skills.

How progressed are you with the following business activities? How significant will they be in 2020?

  • Overall, respondents said they are most progressed with offshoring, cloud and process transformation
  • 83% of all respondents believed robotic process automation (RPA) will be of greater significance in the next decade. 80% said the same of artificial intelligence (AI).
  • 44% of suppliers said AI will be more of a game-changer than RPA. Just 7% on the buy-side agreed.
  • 61% of buyers thought backsourcing will be less significant in 2020, with 57% of suppliers saying the same. 59% of buyers thought reshoring will be less significant in 2020, while 61% of suppliers said the same of offshoring.

Key changes to contracting in 2020

Our research showed strong expectation on both sides that the following changes to contracting will occur:

  1. Contract values will be based on outcomes
  2. Service providers will be contracted as service integrators sharing risk
  3. Procurement will become a more important part of the contracting process
  4. Notice periods will become significantly shorter


There’s a new outsourcing ecosystem on the horizon – one that will be defined by the ability of organisations to provide customer-centricity and handle data. We’ll also see increased investment over the next five years in many areas: data analytics, digital innovations, robotic process automation, artificial intelligence, to name just a few.

Outsourcing as a practice is set to become more dynamic, more collaborative and more competitive – the speed and willingness with which outsourcers and their service providers adapt will determine the winners and losers in 2020.

For the full picture, read NOA CEO Kerry Hallard’s article Make way for the new outsourcing ecosystem which was featured in The Times’ “Future of Outsourcing” supplement this month.

These are just the basic findings. The full report will be published in the Outsourcing Yearbook, schedule for release in Q1 2016. To ensure you receive your free copy, head over to the NOA website.

10 outsourcing trends to watch in 2016

Experts expect a number of shifts in the IT outsourcing industry in 2016. Some of these shifts include a focus on hyper-speed deal making, new multi-sourcing headaches, more man-machine collaboration and more.

his year, we saw companies embrace increased standardization and cloud computing options of all flavors, use their leverage to renegotiate or rebid their deals, and settle into a best-of-breed approach to offshore outsourcing.

So what will 2016 bring? Our experts expect a number of shifts in the industry—including a focus on hyper-speed deal making, the emergence of new multi-sourcing headaches and potential cures, increased man-machine collaboration, and significant expansion of the service provider universe.

1. Security takes center stage

Security is top of mind from the boardroom to the break room, and it will influence outsourcing strategy in 2016. Indeed, security risk is poised to increase as telematics and the Internet of Things (IoT) becomes more prevalent in consumer and commercial products, says Paul Roy, partner in the business and technology sourcing practice of Mayer Brown. “Increasing numbers of threat actors will use increasingly creative ways to exploit weaknesses, often with devastating effect. Regulators will exact increasingly large fines for poor security. Service providers have often been the weakest link in a company’s security and will need to find better ways to address that concern.”

“The threat profile changes every day and with every added protection comes a new vulnerability, not to mention it is becoming harder and harder to tie products together to deliver a robust security solution,” says Rahul Singh, managing director at outsourcing consultancy Pace Harmon. “In 2016, we expect to see the rise of the Chief Security Officer and more enterprises opting for specialized security vendors with Security-as-a-Service capabilities that can protect data no matter where it resides.”
2. Offshore captives come back

Companies will leverage the experience they have gained in process maturity as a result of working with outsourced offshore teams and set up their own shops, predicts Randy Vetter, senior director with outsourcing consultancy Alsbridge. “The objective of this approach will be to reduce costs by taking away the provider’s margin, as well as increase flexibility by removing contractual constraints.” Companies are likely to get smarter about insourcing in general, says Alsbridge director Mary Patry. “Rather than insourcing as a knee-jerk reaction to a bad outsourcing relationship and repeating past mistakes, clients will benefit from lessons learned and be smarter about what and how they repatriate.”

3. Production workloads—and more—hit the cloud

There’s no denying Amazon’s first mover advantage with the public cloud. And IT shops who reached for the cloud first did so with non-critical systems. But in 2016, we’ll see more production workloads move to the cloud—and not just AWS, says Lynn LeBlanc, CEO of HotLink. “No CIO wants to cast all bets on just one cloud provider,” LeBlanc says. “IT pros recognize that the future of their data centers will embody many platforms, so we’ll start to see more CIOs experiment with other major public cloud options, such as Microsoft Azure and Google Cloud Platform.”

“In 2016 the potential to move outsourcing from the ‘lift and shift’ of non-core processes to something more substantial is entirely do-able in the cloud,” says Michael Corcoran, a senior managing director overseeing growth and strategy for Accenture Operations. “The as-a-service outsourcing model makes it possible to combine infrastructure, software, and business process to create a platform that is much more modular, scalable and intelligent. This platform can tackle higher-level processes, creating results that increase revenues, improve margins, enhance customer service, and move the business forward instead of running in place.”

4. VMOs go mainstream

Multi-sourcing has multiplied the vendor management workload. “As clients look for ways to address the challenges of overseeing increasingly complex multi-vendor service delivery models, the [vendor management office] will establish itself as a way to provide a high-level, enterprise-wide view while at the same time managing day-to-day operational details and multiple touch points between different providers in the service delivery chain,” says Mike Slavin, Alsbridge managing director.

5. Integration challenges surge

“Customers adopting an ever larger number of emerging digital technologies will face an ever-larger integration challenge,” says Rebecca Eisner, partner in the Chicago office of law firm Mayer Brown. “Many of the most powerful cloud technologies will require integration efforts comparable to those required to install ERP systems.” Because most companies do not have employees capable of managing multiple emerging technology platforms, they’ll have to outsource service integration, incident management, and change management. Expect increasing partnerships among providers, predicts Mayer Brown partner Brad Peterson.

6. The service providers universe expands

“Customers will buy from an expanding list of technology providers,” says Dan Masur, partner in Mayer Brown’s Washington, D.C. office. “Customers will continue to turn to ITO, BPO and cloud service providers who have blazed a digital trail for help in becoming digital businesses. They will source services from an ever-expanding list of emerging and digital technology providers. Pace Harmon’s Singh says we’ll see more product-driven managed services “as more product-oriented vendors, such as Cisco and others, move beyond just selling their products to also delivering services around their products. We are already seeing this on a small scale, but expect it to ramp up in 2016 as very large clients are growing their managed services capabilities.”

7. Multi-speed IT hits outsourcing

Gartner dubbed it “bimodal IT.” McKinsey named it “two-speed.” Whatever you want to call it, outsourcing clients will recognize the need to take different approaches to managing the “run the business” part of IT and the “change the business” part this year. “Clients will use the bi-modal approach to implement commercial and contractual mechanisms with vendors to clearly delineate the roles of the respective groups and to optimize the contributions of each to the business,” says Eleanor Winn, managing director at Alsbridge.

8. Vendors get soft(er)

“After 20 years, vendors who have been accustomed to bending customers to their one-sided terms by offering low prices will come to realize that further market penetration—particularly penetration into core functions or large companies–will require a more accommodative approach to meeting the needs of those companies,” says Peterson.

9. Automation will redefine relationships

“Having exhausted the opportunities to move work to lower-cost people, ITO and BPO companies are now focused on moving it to machines,” says Roy. “Buyers with contracts designed to purchase people will need to reconcile their contracts to this new world.” Both customers and providers will have to rethink their deals as they integrate more robotic process automation (RPA) into IT service delivery.

“Clients will rethink their sourcing strategies and how to build their RPA capabilities and providers will continue to build automation into their solutions,” says Craig Nelson, managing director with Alsbridge. “Both parties will have to redefine roles and skills requirements for human jobs, as well as manage the touch points between automation functions and jobs performed by humans. This will present a significant challenge for outsourcing relationships as agreements will need to be flexible to accommodate these highly dynamic environments.”

10. Agile sourcing emerges

With technology itself seeming to advance on a dime, outsourcing decision making will have to speed up. “Companies who decide on a digital strategy will execute quickly in 2016 to avoid seeing a technology shift or a competitor jumping ahead,” predicts Peterson of Mayer Brown. “We see increasing numbers of clients deploying substantial negotiating teams working on an agile basis to close smart deals fast.”


Source: outsourcing trends to watch in 2016 By Stephanie Overby  

IT outsourcing year in review: Grading our 2015 predictions

We predicted that this was the year that IT outsourcing companies would welcome standardization, outcome-based contracts would finally take hold and RFPs would become a thing of the past. Now it’s time to grade those and the rest of our predictions.

Earlier this year, and its outsourcing experts made several bold (and a few slightly less daring) predictions for IT services in 2015. We suggested that this year, companies would get serious about managing their IT supplier risk. (Not exactly.) We said that renegotiation and multi-sourcing would dominate contracting activity. (They did.) And we envisaged the arrival of outcome-based sourcing and the departure of the RFP. (Neither, alas, came to pass.)
We revisited all of our prognostications from last year and found that, once again, we got half of them right. Three of them were off base, and two were just beginning to take shape at year-end. As we pull together our forecast for 2016, here’s how all those 2015 predictions panned out.

Right on target

Customers embrace standardization

Companies did, in fact, become less interested in customer solutions and the intensive infrastructure required to support them. “They largely see standardization as a way to drive productivity, efficiency and maintainability of solutions,” says Marc Tanowitz, managing director of outsourcing consultancy Pace Harmon.

“Service providers have clearly moved away from asset based deals, which is forcing buyers to increasingly invest in optimizing their IT infrastructure to meet the needs of their stakeholders. What’s more, cloud providers began to offer more protections and options in their standard agreements, explains Rebecca Eisner, partner in the Chicago office of law firm Mayer Brown. “Companies embraced standard offerings in 2015 in large measure because providers began to embrace the needs of big company customers. This is particularly apparent for core functions for which cloud terms have historically been ill-suited.”

Renegotiation reigns

Companies didn’t just renegotiate at the end of their outsourcing deals, they started re-examining them mid-term, says Dan Masur, partner in Mayer Brown’s Washington, D.C. office. “The renegotiations have been driven in part by re-solutioning to bring in new technologies, retrofitting to add digital technologies, restructuring to adopt outcome or output based pricing, reconciling the contract to changing realities, and re-sourcing components of the services to specialized providers.” This behavior, however, was more stop-gap than strategy, says Bill Huber, managing director with outsourcing consultancy Alsbridge. “The market has shifted dramatically, and re-competes have demonstrated the potential to unlock significantly greater value at this juncture than can usually be achieved by a straight renegotiation, whether or not the renegotiation includes re-scoping.”

Multi-sourcing multiplies

Manufacturing is driven by data. From inventory management to cost of goods sold, there is no shortage of information to track. The Internet of Things (IoT) adds to the plethora of data by enabling expanded data…
The deal-per-customer ratio continued to climb. “Clients are becoming increasing comfortable with best of breed suppliers and multi-provider environments,” says Tanowitz of Pace Harmon. “Driven by popularity of the cloud, standardization allows clients to ‘plug in’ or ‘unplug’ providers easily, and many companies have moved away from deals with a heavy asset investment by the provider.” However, points out Information Services Group (ISG) partner Steven Hall, “many enterprises are still challenged with governing in a services-based environment and have yet to modernize their governance organizations. We continued to see rapid adoption of SaaS solutions; workloads/applications moving to public cloud environments; and the implementation of bi-modal IT models, which all require advanced governance capabilities seen in product lifecycle management.”

The cloud comes down to earth

Finally. “In 2015, cloud computing reached the end of the beginning,” said Paul Roy, partner in the business and technology sourcing practice of Mayer Brown. “Cloud computing has become and is now a routine part of outsourcing conversations and solutions.” Public, private and hybrid solutions were all on the table. “At this point, enterprises’ forward looking investments almost always include cloud infrastructure for the apps they are supporting,” says Pace Harmon’s Tanowitz.

The sourcing decision becomes data-driven

“2015 saw the continued rise of Technology Business Management and TBM software providers,” says ISG’s Hall. “IT organizations are starving for actionable intelligence, based on their data, to help them make sound investment decisions.” Tanowitz argues that sourcing has always been data driven: “data and analytics are essential to ensure sourcing decisions are grounded in a solid business case and also to ensure that the procurement process remains objective and audit-proof. We expect this to continue to be the case, even for emerging technologies and new and innovative services.”

Off the mark

Outcomes become the name of the game
If only. “Outcome-based sourcing continues to face headwinds,” explains Huber of Alsbridge. “Progress is being made, but the fact is that outcomes are difficult to define in a way that fits traditional contract structures, and they take time to get right. This is going to take more work by smart, creative deal-shapers before outcome-based sourcing can truly replace traditional input-based models as the predominant sourcing model.” So far, the best we can offer is that some deals have shifted from input-based to output-based, says Brad Peterson, partner in Mayer Brown’s Chicago office. “Pricing on outcomes like cash collections looks like a true answer but—like most true answers—takes great diligence and skill to achieve and remains relatively rare,” he explains. “However, the move to output-based pricing is an important move away from the typical pricing based on inputs and a step closer to a true business outcomes measure.”

The business takes over

Business leaders did play a bigger role in procuring IT services—particularly cloud services—than in the past. However, “IT remains vital for the integration of service provider solutions and for effective security,” says Eisner. “The business has certainly taken over the digital agenda in many organizations and SaaS solutions, such as HR technology, are being made outside of IT,” says ISG’s Hall. “But, many CIOs have stepped up this year to own the digital agenda for their enterprise.”

And odds are IT may become even more integral to future sourcing decisions. “Cybersecurity and interoperability trump unfettered business-centrism as the Internet of Things adds another layer of complexity and vulnerability,” says Huber Alsbridge.

The RFP fades

“The RFP continues to be an essential piece of the competitive procurement process, particularly for complex products and services,” says Tanowitz of Pace Harmon. “However, we are seeing more collaborative approaches to RFPs, such as co-developing statements of work and creating more solution-oriented approaches to RFPs that lend more flexibility to the process and allow suppliers to offer innovative solutions.”

While the RFP remained entrenched, it did not go unquestioned. “The RFP has not gone away, but the old templates have grown stale, and sourcing processes, including RFPs, need to become more adaptive,” says Alsbridge’s Huber. The tried-and-true approach never worked well for emerging technologies, says Peterson of Mayer Brown. “There, RFIs, RFSs and Proof of Concept projects work better. However, the RFP has remained a trusty tool for traditional outsourcing deals where it remains important to communicate requirements and obtain comparable information from potential service providers.”

Wait and see

Dawn of the cloud robots

“We’ve certainly seen an uptick in conversations about robotics process automation (RPA), but the reality is that cloud robots are still little more than Excel macros at this point,” says Tanowitz. “Providers discuss cloud robots frequently and the benefits can be meaningful in terms of productivity gains, but we haven’t seen clients take advantage of the technology in a meaningful way.” Automation is advancing, says Brian Bodor, partner in the global sourcing practice of Pillsbury, “but we have yet to see the ‘rise of the machines.’ We expect to continue to watch this trend in 2016 and beyond.”

Where robotics and automation have taken hold is not cloud computing, but business process outsourcing, says Roy of Mayer Brown.

Supplier risk takes center stage

Outsourcing customers did not get serious about supplier risk overall, but they did get hyper-focused on cybersecurity. As a result, clients paid more attention to service location in signing deals, says Eisner of Mayer Brown. “We generally see supplier risk conversations ebb and flow with current events,” explains Pace Harmon’s Tanowitz. “Rather than preparing for supplier risk based on geographic instability or events, we’re seeing enterprises preparing more holistically for disaster response and recovery, including assessing cybersecurity risks and the protection of customer data that may be in the hands of their supplier.

Source: outsourcing year in review: Grading our 2015 predictions By Stephanie Overby  

Survey: IT outsourcing on the rise among health insurers

But data security concerns remain in wake of cyberattacks.

The healthcare payer IT outsourcing market is expected to grow more than 40 percent in the next two years, according to a new Black Book survey. That’s because better software solutions have accelerated expenses faster than originally anticipated, and there has not been any corresponding increase in revenue for many health plans.

Still, less than 10 percent of health executives surveyed have considered solutions that lie outside of the U.S., because of “concerns over hostile offshore locations and escalating health data security and privacy issues.” As recently as January, 75 percent of reporting health plans were cautious of major outsourcing initiatives, since data breaches such as the massive cyberattack that hit Anthemincreased their fears of unsafe operations, according to the survey announcement. Continue reading

5 tasks first-time business owners should outsource immediately

Question: What is one task first-time business owners should outsource immediately?

All things legal

“Unless you went to law school, outsourcing your legal work can save you time and money on complex tasks. Although using DIY legal sites are tempting, the ramifications of incorrectly completing legal-related tasks can be disastrous. Legal outsourcing early saves money and time later. If you’re being sued, it’s too late. I recommend Legal Hero for a cost-effective solution.” — Antonio Calabrese|Boonle


“Doing payroll and associated taxes by hand can be time consuming and prone to error. Use a payroll service like Gusto or ADP. Even if you are a solopreneur, if you bring in revenue and pay yourself a salary, consider setting up payroll.” — John Arroyo| Arroyo Labs, Inc.

Your biggest weakness

“I would suggest spending your time focusing on your strengths and outsourcing your weaknesses. I could very well be the world’s most unorganized person (definitely in the top 10); my business really began to take off once I acknowledged my weakness, gave up on organizing things myself and handed off the crucial tasks to people who were inherently good at organization.” — Max Coursey| Tiger Prop

Accounting and finances

“Even if you’ve got a head for numbers, it’s better to leave things, such as taxes, to a professional. Tax law, after all, is constantly changing, and managing the taxes for your business has the potential to eat up a ton of time that could be better spent growing your business.” — Steven Buchwald| Buchwald & Associates


“One of the most important aspects of getting your business out there is outreach, but it’s also one of the most time consuming. Work with someone from your team and show them how to contact websites, potential clients and media outlets with a soft intro email. Once a relationship has been established, you can than respond to that email directly or pass them off in the right direction.”

Source: Upstart-5 tasks first-time business owners should outsource immediately