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Other Directories, Comparisons, Research 2004 IT & Business Process Outsourcing (September) View from the Top: City ...

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Summary of Reports

 Attenda

 Capgemini

 Cegedim

 CGI

 Computacenter

 Harvey Nash

 Melstar

 MidlandHR

 Parity

 Syan

 Twin Systems

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Management Briefings



 Market Overview & Analysis | Part 2 | Part 3

 Expert Opinion: Consultant Tony Emmerton

 View from the Top: City underwriter Hiscox | Part 2

 Management Issues: Tony Freeman of KPMG | Part 2

 Round Table | Part 2 | Part 3

 BPO: Chris Price of ALS Consulting | Part 2

 Strategy Issues: Proudfoot’s David Whitmore | Part 2

 Legal Issues: Danelle Dinsdale and Craig Rattray of law firm DLA | Part 2

 Offshoring: Martyn Hart of the NOA | Part 2

View from the Top - Part 2 | Part 1

Read Part 1

  COMPANY BACKGROUND

Founded in 1901, Hiscox is a UK-based specialist insurer with individual and business customers in the UK and Europe. It is listed on the London Stock Exchange and has 426 employees. In 2003, its gross premium income was £797.4 million and its pre-tax profit was £83.4 million.

Hiscox underwrites large or complex insurance risks through the Lloyd’s insurance market, and underwrites insurance for professionals and high net-worth households through its UK Retail operation. Hiscox Syndicate 33 has been a leading underwriter at Lloyd’s for a number of years and is now a top three syndicate.

Hiscox currently has two business process outsourcing contracts, with Capita Insurance Services and Capita London Market Services, covering its underwriting back-office processes and syndicate data entry. The contracts involve about 55-60 full-time equivalent staff at Capita. Hiscox has also placed a number of smaller outsourcing contracts.

Q: HAVE YOU QUANTIFIED THE BENEFITS FROM OUTSOURCING?

A: You can’t necessarily quantify it in monetary terms but the main benefit has been flexibility to respond to market changes or increased volumes. We can introduce a new scheme quickly without worrying about how to resource it, and that’s enabled us to move quite quickly on a number of occasions.

It has allowed us to focus on our core competency – underwriting, not administration. This is the key benefit for us and has been the main driver for us outsourcing additional functions over the last five or six years.

An important benefit is improved quality and service levels. We can’t necessarily quantify those improvements because we didn’t always measure them ourselves before we started outsourcing! But since we’ve been measuring them, we have seen sustained improvements.

We can also control operating costs. The SLA allows for a 10% variance on cost, but for anything above that we know exactly what it is going to cost us.

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