“As a SME we rely on committed and competent employees as well as on reasonable labour costs. With the DEDICATED TEAM MODEL in Belgrade InterVenture can offer us both.”Stephan Mahler CEO, ProCloud AG
The Own Team Model is in general suitable for all companies which have an own development department and which are not able to expand their business optimally due to difficulties in finding qualified specialists as well as high costs. This Nearshoring Model is in particular suitable for SMEs and startups as issues with resources and costs are here often more pronounced compared to large enterprises and as the time factor plays an exceptionally important role.
Classical outsourcing is primarily suitable for clearly defined projects, which can be precisely specified in advance. Due to the complexity and continuously changing requirements of modern IT projects classical outsourcing models increasingly lose in importance.
Against this background the Own Team Model has the following major advantages:
InterVenture is a young and dynamic company which can respond to specific client needs very flexibly. The management team has together more than 40 years of experience in organising and managing cross-disciplinary IT projects in Germany, Switzerland, U.K. and U.S. This DNA is reflected on each level at InterVenture, whereby we put trust, competence, transparency and proactivity at first place.
Onshoring, nearshoring and offshoring are all outsourcing strategies. Near- and onshoring include processes that are outsourced nationwide, or at least to countries that are situated on the same continent. This is basically the big difference to an offshoring strategy in which processes are outsourced to other continents (most often Asia).
Coming back to near- and onshoring strategies, the difference between both lies in the crossing (or not crossing) of the country’s borders: when following an onshoring strategy, processes are outsourced within the country. With a nearshoring strategy, the outsourcing is processed to countries in the same region. Depending on the strategy, costs could be dramatically lower. For companies in German speaking countries, nearshoring is the most profitable strategy as the IT sector in Eastern Europe is currently booming and qualified workforce in those countries is less expensive.
Both terms “Virtual Teams‟ and “Remote Teams‟ refer to the geographical independence of a team working for a company. This includes factors such as time zones, nationalities and organisational structures.
Technology, such as videoconferences, mails or phone calls for instance, play an important role here. The main advantage is that a company gains better access to higher qualified workforce, as factors like the distance from work or going abroad become irrelevant. Besides, as time consuming travel and travel costs are being avoided, time management within a company and its (external) employees can be optimised.