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However, after hearing nothing but India, India, India for more than a decade, it is time to give voice to the world s new technology superpower China This book is intended for companies and executives already engaged in outsourcing somewhere in the world, for those just getting ready to dip their toe into the outsourcing pool, and also for those who may already have had their rst experience outsourcing to China For those outsourcing but not to China, this book will serve as an introduction to the China outsourcing and technology landscape, and hopefully demonstrate why China is THE outsourcing destination for the future For those preparing to take the plunge, it will act as a guide to the outsourcing process in general, and more speci cally, why China is the best choice for those who have not engaged in offshoring before.

IR also announced that Orange Foods had established guidance for the first quarter ended March 31, 2002 Based on current visibility, management expects a first quarter 2002 earnings range of approximately $017 to $019 per share based on Also, its comfort with previously announced 2002 EPS guidance of $080 to $084 per share This announcement allowed IR to share another positive data point with The Street: that management was comfortable with the previously announced range The management sell-side relationship was blossoming Analysts who took the company on the road and recommended a Buy looked great, and investors were happy with management s certainty Things were even better in reality Management had set themselves up to release several positive data points down the road.

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Finally, for those who have already discovered the reservoir of talent that China provides, this book will hopefully show how that experience can be improved even further In our initial two chapters, Outsourcing: The Most Important Management Trend of the Last 75 Years and Battle of the Titans: The Global Outsourcing Landscape, we will rst look at the growing outsourcing phenomenon, how it grew from an initial experiment into an integral part of mainstream global business Then we will take a broad view of today s global outsourcing destinations, especially the BRIC nations Brazil, Russia, India, and China comparing and contrasting these for their outsourcing potential In 3, China: Your Essential Shore, we look at China today, its economy, political structure, and education system, and how it is poised to become the next global IT hub.

For one, they were fairly confident that they would at least hit the very high end of the fourth quarter range, although it looked as though they might beat it by a penny Two, the earnings guidance range set for Q1 02 was very conservative with virtually no risk Three, 2002 estimates were conservative and beatable, if business stayed the same Even though the First Call estimates were going up, they were going up in line with management s guidance and comfort level Management was in full control in this case, never having to worry about the estimate, meaning fewer phone calls from concerned analysts and buysiders and more time to run the business, which was invaluable Conservative in this case meant realistically looking at the business and factors in management s control and taking a discount to that estimate for factors outside of management s control factors that in-.

traf c crashes) may be quite different from the local effects on another (eg violence) Thus, overconcentrations of outlets in downtown retail areas may contribute relatively little to alcoholrelated crashes (Gruenewald & Treno, 2000) but very much to increased rates of violence.

s 4 and 5, Strategies That Work and Ten Lessons Learned, draw on 14 years experience in China s IT and outsourcing markets to give you valuable insights into working in China, dealing with other companies, government relations, and human resources, and help you to create a sound.

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