CNN) -- When company executives think of IT outsourcing, places such as India's Bangalore often come to mind. But that may soon change -- more and more companies are turning to China as not just a cheap source of low-end manufacturing labor but to harness high-tech intellectual might.
One of the companies leading the way is Freeborders, a 7-year-old company that creates customized software for Fortune 500 companies around the world. Headquartered in San Francisco, the bulk of Freeborders' staff of 500 programmers is based in Shenzhen, China, across the border from Hong Kong.
"We think the future of (outsourced) programming is in China," says Freeborders CEO John Cestar. Certainly, it's a fast growing field in China -- the country's outsourcing market is growing by 36 percent a year and is expected to be a near $4 billion-a-year business by 2009, according to Analysys International. This year, the company -- which creates custom software to handle billing, finance and other back-office applications -- plans to quadruple its work force in China to 2,000 employees.
In July the company received an Outsourcing Excellence Award from Forbes Magazine for creating a trading platform, fastextile.com, which links textile mills directly to garment manufacturers worldwide. The company was named one of the world's 50 best managed vendors by "The Black Book of Outsourcing."
CNN spoke with Cestar about the rising profile of China's programming might.
CNN: Why did your company choose China over India for its pool of programmers?
Cestar: About eight years ago, everyone caught on about programming in India and there has frankly been very little interest in other country possibilities. What India has pioneered is a software factory model -- sort of a "price per pound" approach; we can do "X" amount of programming for you at $10 an hour. Really, it makes IT workers very much like assembly line workers in the apparel industry. They are not asked to be creative.
In China, when I first went there 15 years ago to set up operations for another company, I was hugely impressed by how creatively the programmers thought ... they were able to bring a lot of problem-solving skills to the table. It just seems an obvious reservoir to tap for the global market, especially for research and development.
Also, China has much better infrastructure than India ... many companies there have to build their own power plants on site because the local power supply is so dicey; that's not an issue here. And the domestic market for programming has much larger potential than India.
CNN: But don't you have a problem with English language ability in China compared to India?
Cestar: That's more a perceived problem than an actual problem. According to NeoIT (an IT analysis firm) there are 5 million who graduate from university in China every year, and a million of them are studying computer science. Of those, at least a third have strong English language skills; of those, about half are conversationally fluent.
It's really more of a (human resources) problem -- you have to give incentives to your staff to constantly improve their English; they know that if they want to succeed in the company to a managerial position, they'll have to have strong English skills. We have four English professors on staff for training.
CNN: When people think "China" and "software," they often think of "piracy." How do you combat that?
Cestar: Clients sometimes ask me, "(Is) the Chinese government going to have a backdoor into your facility?" In Shenzhen, we bring in standards for security which have been approved by international (industrial verification accreditation). When you walk in, the facility is just like anywhere in the Silicon Valley.
To be honest, handling all the compensation information for 8,000 employees of a bank isn't something that you can peddle on the streets of Shenzhen. In fact, clients often say, "Better you than us" to handle this, because the real problems are if the information is leaked within the company -- this information wouldn't mean anything to you unless you were an employee.
The biggest issue is making sure we have internal isolation and controls in place so competitive information can't reach a competitor ... something they can divine by the nature of project the client has hired us to do. We have internal walls in place between clients who are also competitors.
CNN: What's the biggest challenge for working with programmers in China?
Cestar: We need to work with our employees in China to understand billing and HR systems, to learn how a financial services company issues a receipt or a bill. You have to incorporate a constant learning environment, so they understand the needs of a company in Chicago putting out payroll.
1/28/2007
TEDA Introduces New Policy to Support the Development of the Service Outsourcing Industry
Tianjin Economic- Technological Development Area (TEDA), announces ''Interim Provisions of TEDA to Promote the Development of Service Outsourcing.'' The policy will provide various preferential policies covering areas that include improving infrastructure, encouraging talent imports and training, as well as offering competitive tax support.
n compliance with the policy, TEDA will set up a ''TEDA Fund for the Development of Service Outsourcing,'' with RMB100 million dedicated to supporting the development of service outsourcing. For enterprises and institutions meeting the requirements, in addition to the supporting capital for service outsourcing from the state and Tianjin municipality, TEDA will also provide an additional 50% of that supportive fund. Moreover, TEDA also formulated many supporting policies for service outsourcing enterprises in terms of software export, talent training, financial service and IP service etc. TEDA's support will focus on the service outsourcing of key areas such as software development, R&D design, financial backstage services, finance management, administrative management, HR services and client services, etc.
Recently, three famous domestic software outsourcing companies, namely, Dalian Huaxin, Beijing Beyondsoft and Xi'an Yanxing signed investment agreements with TEDA, who will set up companies in TEDA as significant parts of their development strategies.
As Tianjin Binhai New Area is incorporated in the national overall development planning, TEDA will embrace more opportunities and advantages as a core area. TEDA will make another industrial realignment to develop the modern service based on the advanced manufacturing industry, which and promote industrial upgrading.
About Tianjin Economic-Technological Development Area (TEDA)
Tianjin Economic-Technological Development Area (TEDA) was established in 1984 with the approval of the State Council of the People's Republic of China. It is one of the first state-class economic- is TEDA's strategic choice to optimize the industrial structure technological development areas in the country.
TEDA is located in the center of a larger area bordering Bohai Sea and the east of the Asia-Europe Land Bridge, thus serving as the gate to the two super cities of Beijing and Tianjin, and the throat connecting the northeast of China. By the end of 2005, 4,067 foreign companies have landed in TEDA. Of the Fortune 500 companies, 57 multinational companies, from 10 countries and regions, including such well-established multinational giants as Motorola, Samsung and Toyota, invested in 123 enterprises in TEDA. In 2000, "Fortune" listed TEDA as one of the most highly recommended economic areas in China. In 2002 UNIDO listed TEDA as one of the most dynamic areas of China together with Shenzhen, Suzhou, Wenzhou, Shanghai Pudong and Xi'an High-tech Park.
n compliance with the policy, TEDA will set up a ''TEDA Fund for the Development of Service Outsourcing,'' with RMB100 million dedicated to supporting the development of service outsourcing. For enterprises and institutions meeting the requirements, in addition to the supporting capital for service outsourcing from the state and Tianjin municipality, TEDA will also provide an additional 50% of that supportive fund. Moreover, TEDA also formulated many supporting policies for service outsourcing enterprises in terms of software export, talent training, financial service and IP service etc. TEDA's support will focus on the service outsourcing of key areas such as software development, R&D design, financial backstage services, finance management, administrative management, HR services and client services, etc.
Recently, three famous domestic software outsourcing companies, namely, Dalian Huaxin, Beijing Beyondsoft and Xi'an Yanxing signed investment agreements with TEDA, who will set up companies in TEDA as significant parts of their development strategies.
As Tianjin Binhai New Area is incorporated in the national overall development planning, TEDA will embrace more opportunities and advantages as a core area. TEDA will make another industrial realignment to develop the modern service based on the advanced manufacturing industry, which and promote industrial upgrading.
About Tianjin Economic-Technological Development Area (TEDA)
Tianjin Economic-Technological Development Area (TEDA) was established in 1984 with the approval of the State Council of the People's Republic of China. It is one of the first state-class economic- is TEDA's strategic choice to optimize the industrial structure technological development areas in the country.
TEDA is located in the center of a larger area bordering Bohai Sea and the east of the Asia-Europe Land Bridge, thus serving as the gate to the two super cities of Beijing and Tianjin, and the throat connecting the northeast of China. By the end of 2005, 4,067 foreign companies have landed in TEDA. Of the Fortune 500 companies, 57 multinational companies, from 10 countries and regions, including such well-established multinational giants as Motorola, Samsung and Toyota, invested in 123 enterprises in TEDA. In 2000, "Fortune" listed TEDA as one of the most highly recommended economic areas in China. In 2002 UNIDO listed TEDA as one of the most dynamic areas of China together with Shenzhen, Suzhou, Wenzhou, Shanghai Pudong and Xi'an High-tech Park.
1/27/2007
Logistics Outsourcing on the Home Front
It's usually overseas companies benefiting from outsourcing Latest News about Outsourcing work to lower-cost markets, but at least one Syracuse, N.Y., firm is also reaping rewards from the trend.
"As companies become more and more lean and focus on their core competencies, they look to companies like ours to help them manage their supply chain," says Gar Grannell, president of Mohawk Global Logistics, a customs and transportation logistics firm. "The outsourcing of the logistics function grows 10 percent to 20 percent a year worldwide. We're a direct benefactor of that growth."
In the past six years, Mohawk, founded in 1970, grew from about 30 employees to 55. It opened branch offices in Rochester and Albany -- both in New York -- and saw revenues grow an average of 20 percent to 30 percent annually, Grannell says.
He declined to comment on specific revenue numbers.
Offering Expertise
Companies large and small are shedding internal transportation planning. The shipping world is becoming more complex and requires more expertise as rules and regulations mount.
"There's new emphasis on compliance in import and export," Grannell says. "And since 9/11, security Barracuda Spam Filter – Free Evaluation Unit, of course, is the hot button and rightfully so. There [are] all kinds of new programs coming out that are meant to help secure the supply chain coming into the United States.
"We're on top of all those changes. We can help keep our clients in compliance because of that."
Multiple Services
Mohawk Global Logistics handles the planning and arrangements for its clients' domestic and international transportation needs. It also helps its customers' goods clear customs.
The company began more than 36 years ago, focusing mostly on customs work. Its founder, Michael McSherry, is still involved in the firm as chairman.
As Mohawk grew, it began developing more expertise in shipping logistics. In 1985, the revenue was split evenly between customs work and logistics, Grannell says.
Now, about 80 percent comes from the shipping side and 20 percent emanates from customs.
Location, Location, Location
One reason for the company's overall success is the emphasis it places on building relationships with the shipping communities in its markets, Grannell says.
In Syracuse, for example, Mohawk's office is in the same building as the U.S. customs agents and is just a few hundred yards from the airport.
The fact that the firm is based in upstate New York is also an advantage. Most of its competitors are located in larger cities, such as New York, Boston or Miami.
"Because of the many complexities involved in our business, there is a great deal of personal attention you have to apply to the conversation," Grannell says. "It's a model that's based on local expertise.
"It's a lot more difficult for [our competitors] to hop in a car and come talk to a client. We do it on a regular basis."
Grannell joined the company in 1990 as a senior account executive and rose through the ranks until becoming president two years ago.
The Basics
Mohawk employs 10 in Rochester, five in Albany and 40 in Syracuse. It has 15,000 square feet of total space in Syracuse, 10,000 in Rochester and 1,500 in Albany.
The expansion Mohawk began in 2000 came after it tried to serve other markets from its Syracuse headquarters, Grannell says.
"We found that the model that worked here really is a model we needed to use in those markets," he says. "We had to be there. We had to be embedded in those markets and be a part of the community."
Getting Domestic
The firm also entered the domestic arena two years ago, when it began handling logistics for shipments within the United States. Until then, when customers asked about domestic work, Mohawk referred the business to other companies -- often direct competitors.
The firm previously focused on international shipments. The domestic work accounted for less than 10 percent of the company's business last year, but could make up as much as 30 percent this year, Grannell says.
While Mohawk Global Logistics has benefited from a favorable market for its services, Grannell gives much of the credit for growth to his staff.
"As much as we can talk about potential in the marketplace, you still have to have people who can capitalize on it," he says.
"As companies become more and more lean and focus on their core competencies, they look to companies like ours to help them manage their supply chain," says Gar Grannell, president of Mohawk Global Logistics, a customs and transportation logistics firm. "The outsourcing of the logistics function grows 10 percent to 20 percent a year worldwide. We're a direct benefactor of that growth."
In the past six years, Mohawk, founded in 1970, grew from about 30 employees to 55. It opened branch offices in Rochester and Albany -- both in New York -- and saw revenues grow an average of 20 percent to 30 percent annually, Grannell says.
He declined to comment on specific revenue numbers.
Offering Expertise
Companies large and small are shedding internal transportation planning. The shipping world is becoming more complex and requires more expertise as rules and regulations mount.
"There's new emphasis on compliance in import and export," Grannell says. "And since 9/11, security Barracuda Spam Filter – Free Evaluation Unit, of course, is the hot button and rightfully so. There [are] all kinds of new programs coming out that are meant to help secure the supply chain coming into the United States.
"We're on top of all those changes. We can help keep our clients in compliance because of that."
Multiple Services
Mohawk Global Logistics handles the planning and arrangements for its clients' domestic and international transportation needs. It also helps its customers' goods clear customs.
The company began more than 36 years ago, focusing mostly on customs work. Its founder, Michael McSherry, is still involved in the firm as chairman.
As Mohawk grew, it began developing more expertise in shipping logistics. In 1985, the revenue was split evenly between customs work and logistics, Grannell says.
Now, about 80 percent comes from the shipping side and 20 percent emanates from customs.
Location, Location, Location
One reason for the company's overall success is the emphasis it places on building relationships with the shipping communities in its markets, Grannell says.
In Syracuse, for example, Mohawk's office is in the same building as the U.S. customs agents and is just a few hundred yards from the airport.
The fact that the firm is based in upstate New York is also an advantage. Most of its competitors are located in larger cities, such as New York, Boston or Miami.
"Because of the many complexities involved in our business, there is a great deal of personal attention you have to apply to the conversation," Grannell says. "It's a model that's based on local expertise.
"It's a lot more difficult for [our competitors] to hop in a car and come talk to a client. We do it on a regular basis."
Grannell joined the company in 1990 as a senior account executive and rose through the ranks until becoming president two years ago.
The Basics
Mohawk employs 10 in Rochester, five in Albany and 40 in Syracuse. It has 15,000 square feet of total space in Syracuse, 10,000 in Rochester and 1,500 in Albany.
The expansion Mohawk began in 2000 came after it tried to serve other markets from its Syracuse headquarters, Grannell says.
"We found that the model that worked here really is a model we needed to use in those markets," he says. "We had to be there. We had to be embedded in those markets and be a part of the community."
Getting Domestic
The firm also entered the domestic arena two years ago, when it began handling logistics for shipments within the United States. Until then, when customers asked about domestic work, Mohawk referred the business to other companies -- often direct competitors.
The firm previously focused on international shipments. The domestic work accounted for less than 10 percent of the company's business last year, but could make up as much as 30 percent this year, Grannell says.
While Mohawk Global Logistics has benefited from a favorable market for its services, Grannell gives much of the credit for growth to his staff.
"As much as we can talk about potential in the marketplace, you still have to have people who can capitalize on it," he says.
1/25/2007
Neusoft Becomes One of First Chinese Members of the Global Growth Companies Community
Recently, a membership signing ceremony for Global Growth Companies of the World Economic Forum was held in Dalian, China. The VIPs include Xia Deren, Mayor of Dalian City, and Andre Schneider, Managing Director of the World Economic Forum. Neusoft Group Ltd., represented by Yu Keqing, VP & International Cooperation GM, was invited to the event as one of the first Chinese members.
The Community of Global Growth Companies' mission is to enable emerging multinationals to develop into the next generation of global champions and become a major force driving economic development. It is a cross-industry global community of companies that have demonstrated a clear potential to become leaders in the global economy within five years. The companies enjoy a strong industry or regional market presence and have both the aspiration and ability to become global champions. They will be selected based on a combination of factors: Demonstrated growth potential and 15% annual growth over the last two years; minimum revenue thresholds (an indicative range is between US$ 200 million to US$ 2 billion); and demonstrated executive leadership.
As a leading software and solution provider as well as the largest offshore outsourcing provider in China, Neusoft offers a wide portfolio of products, solutions, and services to more than 8,000 large customers in China as well as offshore outsourcing service to over 30 overseas clients. It is qualified to join the Community for its outstanding growth.
Yu Keqing, VP & International Cooperation GM, Neusoft Group Ltd., said, ''As one of the first Chinese members of the Community, Neusoft will fully leverage the platform provided by the Community and actively share experience and thinking of growth together with the Fortune 500 companies and other global growth companies. We hope to make contributions to help Chinese enterprises to fit into global business environment better.''
About Neusoft
Neusoft Group Ltd. is a leading software and solution provider in China. Founded in 1991, Neusoft has three inter-promoting business units that are engaged respectively in software & services, medical systems and IT education & training, supported by a total staff of over 10,000. In addition, the Company has set up software parks in Shenyang, Dalian, Chengdu and Nanhai for further R&D and HR reserves. After successfully constructing a complete sales & service network covering over forty cities around China, it has further extended its branches to the US and Japan. At present, Neusoft offers products and services to over 8,000 large customers, maintaining leading market shares in telecommunications, social insurance, enterprises, electric power, network security and other sectors. It is also China's largest offshore outsourcing service provider.
The Community of Global Growth Companies' mission is to enable emerging multinationals to develop into the next generation of global champions and become a major force driving economic development. It is a cross-industry global community of companies that have demonstrated a clear potential to become leaders in the global economy within five years. The companies enjoy a strong industry or regional market presence and have both the aspiration and ability to become global champions. They will be selected based on a combination of factors: Demonstrated growth potential and 15% annual growth over the last two years; minimum revenue thresholds (an indicative range is between US$ 200 million to US$ 2 billion); and demonstrated executive leadership.
As a leading software and solution provider as well as the largest offshore outsourcing provider in China, Neusoft offers a wide portfolio of products, solutions, and services to more than 8,000 large customers in China as well as offshore outsourcing service to over 30 overseas clients. It is qualified to join the Community for its outstanding growth.
Yu Keqing, VP & International Cooperation GM, Neusoft Group Ltd., said, ''As one of the first Chinese members of the Community, Neusoft will fully leverage the platform provided by the Community and actively share experience and thinking of growth together with the Fortune 500 companies and other global growth companies. We hope to make contributions to help Chinese enterprises to fit into global business environment better.''
About Neusoft
Neusoft Group Ltd. is a leading software and solution provider in China. Founded in 1991, Neusoft has three inter-promoting business units that are engaged respectively in software & services, medical systems and IT education & training, supported by a total staff of over 10,000. In addition, the Company has set up software parks in Shenyang, Dalian, Chengdu and Nanhai for further R&D and HR reserves. After successfully constructing a complete sales & service network covering over forty cities around China, it has further extended its branches to the US and Japan. At present, Neusoft offers products and services to over 8,000 large customers, maintaining leading market shares in telecommunications, social insurance, enterprises, electric power, network security and other sectors. It is also China's largest offshore outsourcing service provider.
China should strive to be "global office" of service outsourcing
With the entry into 2007, a term with a high frequency use, "service outsourcing," has been added to China's policy on use of capital from overseas. The Ministry of Commerce discloses that the country is expected to build 10 "service outsourcing"base cities to attract 100 ace transnational firms to transfer their service outsourcing business to China and breed 1,000 big or medium-size service outsourcing enterprises with international accreditations during the period of its 11th Five-Year Program from 206-2010.
"Service outsourcing represents a salient hallmark of the 'flattening' world," notes the global best-selling book "the World Is Flat". At present, with a diversity of outsourcing international services and an increasing specialization of transnational firms in the developed nations, their rear or logistic service, customer service, commercial business handling, research and development, and consultancy analysis, have been outsourced to the newly emerging nations.
With an annual pace of 30 to 40 percent to speed up, the global outsourcing market is expected to amount to 1.2 trillion US dollars this year. Authoritative agencies have forecasted that off-shore outsourcing for white collars in the United States will reach 30 percent in the next five years and, by 2010, 25 percent of their traditional IT businesses will flow to India, China and Russia. The modernization and globalization of service industry has not only fundamentally altered the development mode of global service business, but changed in an in-depth, penetrating way the growth mode of economy, industries and technologies in all nations, and determined their international competitiveness to a fairly great extent.
Service outsourcing pose an immense opportunity for China, which has attracted a host of foreign manufacturing industries to move into its territory during some 30 years of reform and opening up, spurred the shift of overseas manufacturing industries to China and made "China-made" goods increasingly popular on the world market. In the past decade, it has sustained the relatively high criteria of its information industry and the related infrastructure facilities, provided its outsourcing and off-shore management with more advantages and enabled General Electric (GE), Dell, IBM and Nokia to transfer their rear service in the Asia-Pacific region to China, which has all-round conditions for undertaking service outsourcing, a stable, healthy macro-economic situation and an infinite potential for domestic service industry with available higher-quality but low-cost human resources.
Furthermore, the added value of service outsourcing is anywhere from five to ten-fold higher that of traditional processing and manufacturing industries. With a great headway made in information technology globally, China should conform to the current development trends, spur service outsourcing orderly and turn itself into a "global office." And India's experience in this regard is worth learning from.
Thanks to a higher deposit saving rate, China now has a balance of approximately 35 trillion yuan (4.3 trillion US dollars) in deposits, and its foreign exchange reserve exceeds one trillion dollars, so the capital no longer poses a bottleneck for its economic growth. The gut issue at present is how to shift from the effort for attraction of investment to stress on the selection of investment, the investment quality, the optimization of investment mix and the solicitation of investment mode, so as to give scope to the outflow effect of overseas capital.
To date, China has only input one third of the capital it has drawn from overseas into its service sector, whereas other nations usually allocate two thirds of their foreign investment to the same sector. Judging from another perspective, with an average global service trade added value making up two thirds of GDP worldwide, the added value in China's service industry is only around 40 percent versus over 50 percent for other developing nations. A lower-degree openness constitutes one of the main causes for a sluggish growth in China's service sector, and the development of service outsourcing is precisely a major breakthrough in expanding the country's modern service industry and raising its level in the use of overseas capital. "Seizing a golden opportunity, one can attain his status by getting his things done."
The relevant government departments have made it crystal-clear that China will go on improving incentive measures, set up service outsourcing bases and cultivate relevant enterprises in an effort to boost service outsourcing business. The country will intensify measures to "prop up" spheres concerning banking, qualified personnel training, investment promotion, enterprise accreditation, public information service and intellectual property right protection. When more and more transnational firms turn to China as a leading destination for service outsourcing, the day is not distant for it to become a "global office".
"Service outsourcing represents a salient hallmark of the 'flattening' world," notes the global best-selling book "the World Is Flat". At present, with a diversity of outsourcing international services and an increasing specialization of transnational firms in the developed nations, their rear or logistic service, customer service, commercial business handling, research and development, and consultancy analysis, have been outsourced to the newly emerging nations.
With an annual pace of 30 to 40 percent to speed up, the global outsourcing market is expected to amount to 1.2 trillion US dollars this year. Authoritative agencies have forecasted that off-shore outsourcing for white collars in the United States will reach 30 percent in the next five years and, by 2010, 25 percent of their traditional IT businesses will flow to India, China and Russia. The modernization and globalization of service industry has not only fundamentally altered the development mode of global service business, but changed in an in-depth, penetrating way the growth mode of economy, industries and technologies in all nations, and determined their international competitiveness to a fairly great extent.
Service outsourcing pose an immense opportunity for China, which has attracted a host of foreign manufacturing industries to move into its territory during some 30 years of reform and opening up, spurred the shift of overseas manufacturing industries to China and made "China-made" goods increasingly popular on the world market. In the past decade, it has sustained the relatively high criteria of its information industry and the related infrastructure facilities, provided its outsourcing and off-shore management with more advantages and enabled General Electric (GE), Dell, IBM and Nokia to transfer their rear service in the Asia-Pacific region to China, which has all-round conditions for undertaking service outsourcing, a stable, healthy macro-economic situation and an infinite potential for domestic service industry with available higher-quality but low-cost human resources.
Furthermore, the added value of service outsourcing is anywhere from five to ten-fold higher that of traditional processing and manufacturing industries. With a great headway made in information technology globally, China should conform to the current development trends, spur service outsourcing orderly and turn itself into a "global office." And India's experience in this regard is worth learning from.
Thanks to a higher deposit saving rate, China now has a balance of approximately 35 trillion yuan (4.3 trillion US dollars) in deposits, and its foreign exchange reserve exceeds one trillion dollars, so the capital no longer poses a bottleneck for its economic growth. The gut issue at present is how to shift from the effort for attraction of investment to stress on the selection of investment, the investment quality, the optimization of investment mix and the solicitation of investment mode, so as to give scope to the outflow effect of overseas capital.
To date, China has only input one third of the capital it has drawn from overseas into its service sector, whereas other nations usually allocate two thirds of their foreign investment to the same sector. Judging from another perspective, with an average global service trade added value making up two thirds of GDP worldwide, the added value in China's service industry is only around 40 percent versus over 50 percent for other developing nations. A lower-degree openness constitutes one of the main causes for a sluggish growth in China's service sector, and the development of service outsourcing is precisely a major breakthrough in expanding the country's modern service industry and raising its level in the use of overseas capital. "Seizing a golden opportunity, one can attain his status by getting his things done."
The relevant government departments have made it crystal-clear that China will go on improving incentive measures, set up service outsourcing bases and cultivate relevant enterprises in an effort to boost service outsourcing business. The country will intensify measures to "prop up" spheres concerning banking, qualified personnel training, investment promotion, enterprise accreditation, public information service and intellectual property right protection. When more and more transnational firms turn to China as a leading destination for service outsourcing, the day is not distant for it to become a "global office".
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