Thomas Cook UK had transformed its business processes in order to improve the profitability and minimize losses. The Thomas Cook management team developed a program to reduce costs and improve the margins and integrate operations. Behind this real case, I will go deeply into the IT consulting work. This paper follows a methodological approach of solving problems and at the same time understands the base of the Business Process Outsourcing - more accurately by the transformational outsourcing process. The paper also explains the relationship between Business Strategy and IT, more accurately how can two different logical paths be combined and managed in order to increase results of a company. But limiting the issue, for this kind of case, will decrease the accuracy degree. That is why; I am going to develop different approaches like Business Modeling, Business Process Re-engineering, Business Outsourcing, Business Process Management and finally, the application integration. Because all these business approaches are quite important to analyze the case.
[...] The Accenture-Thomas Cook's contract has lengths of 10 years and this partnership allows Thomas Cook to continue an optimization of its processes in order to be more competitive. This partnership has for goal to enhance the competitive advantage from Thomas Cook and enhance its present in the market. The travel service market is well developed and the Internet offer is large that means that the differentiation with competitors has to be strong. Thomas Cook chooses to be a cost leader and low cost segmentation for a high quality service. [...]
[...] The co-sourcing at this stage was quite interesting because Accenture's know how allowed reducing costs but in the same time Accenture trained the Thomas Cook staff to let them the project driven. Because the negative point for outsourcing is the out of control of the main company. That means that Thomas Cook will reduce its corporate independence and a business partner will gain it. Of course, Thomas Cook will not outsource its core activity, because its major know-how is to sell trip and a company will not outsourced the activity that it manage the most. [...]
[...] The standardization of the data allowed Thomas Cook to centralized its own data and analyze them more rapidly. The Business Modeling is linked to the new organization of the company. The functional decomposition diagram (FDD) is a planning tool for identifying business functions and the processes that comprise them. The diagram is the starting point for more detailed process diagrams, such as data flow diagrams the centralization phenomenon had to be redesigning thanks a Function Decomposition Diagram (FDD). The rationalization of the organization appeared with these techniques. [...]
[...] Accenture organized the new organization of Thomas Cook and optimize its processes and workflow. These two are quite important because time is linked to these two points and in our case reducing this workflow doe's mean reduce costs. IV. The findings and the final Recommendations: The analysis of the situation is quite easy. Thomas Cook wanted to reduce its costs but the solution was more complicated it was linked to different issues (Business and IT, Business Modeling, BPR, Business Outsourcing, and BPM). [...]
[...] If we consider the contract between Accenture and Thomas cook as an investment. This kind of contract is established on a length of 10 years generally, that means that the financial issue is quite interesting for the Consulting firm. So can we tell that this kind of expense for Accenture meet an interesting Return on Investment, if we suppose that the contract amount is higher than the savings generate by the new system implemented by Accenture. Of course, the contract expense is high but the goal of this contract is the optimization of Thomas Cook's processes. [...]
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