Includes bibliographical references (p. 211-224) and index.

1.Introduction -- 1.1.Introduction - Insight overview -- 1.2.Problem statement -- 1.3.Research Subject - Capgemini -- 1.4.Research Ground: Intercultural Business Communications, Corporate Strategy and Sales Management -- 1.5.Reasons for choosing this topic -- 1.6.Research Aim and objective -- 1.7.Structure -- 1.8.Definition of terms -- 2.Literature Review -- 2.1.Internationalization of services and Culture -- 2.1.1.Why do nations trade? -- 2.1.2.Why do corporations internationalize? -- 2.1.3.The internationalization of services -- 2.1.4.Porter's Diamond -- 2.2.Strategy, Resources and Competitive Advantages -- 2.2.1.What are resources and capabilities? -- 2.2.2.Inventoring resources -- 2.2.3.What are capabilities? -- 2.2.4.Gaining a competitive advantage -- 2.2.5.Formulating a strategy -- 2.2.6.Defining resource gaps -- 2.3.Intercultural dimensions -- 2.3.1.The communicative act and the concept of understanding" --

2.3.2.Management-Related elements of cultures -- 2.3.3.The Lewis Model -- 2.3.4.The Hofstede Model -- 2.3.5.Implemented intercultural work in international management -- 2.3.6.The individual and its context using Dulfer's layered model -- 2.3.7.Relationship orientation vs. matter-orientation -- 2.3.8.Merging enterprise cultures using "Theory Z" -- 2.3.9.Enterprise and Individual, Language typologies -- 2.3.10.Conflict handling - Indirect vs. Direct communications -- 2.3.11.Intercultural work: Working with Rightshore, Poland and India -- 2.3.12.How do communicate with a process model - The ITIL model -- 2.3.13.Offshore and Rightshore Concepts -- 2.4.Sales - Managing the bridge between cultures and firms -- 2.4.1.Establishing Sales force Objectives -- 2.4.2.Growing the business -- 2.4.3.Options of growth -- 2.4.4.An-organic growth through acquisitions -- 2.4.5.Organic Growth through Target Account Selling -- 2.4.6.Growth and Organizational setup ! --

2.4.7.Performance management and measurement -- 2.4.8.Winning and losing -- 2.4.9.Planning to win: Territory-, Account- and Opportunity Planning -- 2.4.10.Sales and Managing Key accounts -- 2.5.Selling into global Accounts -- 2.5.1.Planning accounts and opportunities -- 2.5.2.Opportunity development and Pipeline management -- 2.5.3.The sales process Selling stages -- 2.6.Leading deals -- 2.6.1.Deal phases and buyer concerns -- 2.6.2.Planning to win the deal: Opportunity Analysis and Client pursuits -- 2.6.3.Meeting the client -- 2.6.4.Client facing activities and client face time -- 2.6.5.Capitalizing upon existing success - Reference usages -- 2.6.6.Border-crossing activities - working together with other entities -- 2.6.7.Winning and losing - Reasons of loss of opportunity -- 2.7.Measuring and rewarding performance -- 2.7.1.Sales Compensation -- 2.7.2.Measuring business success using a balanced scorecard -- 2.8.Chapter Summary --

3.Outsourcing into non-western countries -- 3.1.Global operations - comparing countries -- 3.1.1.The financial rationale for an off-shored outsourcing -- 3.1.2.Screening for a suitable place -- 3.1.3.Exclusion of inappropriate regions -- 3.2.India as a country for Outsourcing and Offshoring -- 3.2.1.India as a country -- 3.2.2.Four different Indias -- 3.2.3.India's outsourcing landscape -- 3.2.4.Advantages and disadvantages of India in a glance -- 3.3.Poland as an offshoring country -- 3.3.1.Poland overview -- 3.3.2.Poland's outsourcing landscape -- 3.3.3.Advantages and disadvantages of Poland in a glance -- 3.4.Chile as an Offshoring country -- 3.4.1.Chile overview -- 3.4.2.Chile outsourcing landscape -- 3.4.3.Advantages and disadvantages of Chile in a glance -- 3.5.Romania as an offshoring country -- 3.5.1.Romania overview -- 3.5.2.Romania outsourcing landscape -- 3.5.3.Advantages and disadvantages of Romania at a glance --

3.6.Key success factors in choosing the right offshoring country -- 3.6.1.Recommendation Nr 1: India -- 3.6.2.Strategic limitation of globally operating service providers -- 3.7.Implementing cooperation with global outsourcing companies -- 3.7.1.Entry mode: learning by doing -- 3.7.2.Make or Buy -- 3.7.3.Extending organizational relationships -- 3.7.4.Expanding external structures -- 3.7.5.Aligning functions strategically -- 3.7.6.Human resources strategy -- 3.7.7.Hiring and retaining workforce -- 3.7.8.Training and development -- 3.7.9.Career Management -- 3.7.10.Managing a diverse workforce -- 3.7.11.Human resource Marketing -- 3.7.12.Knowledge and Information management -- 3.8.Concluding this chapter -- 4.Capgemini and its intercultural context -- 4.1.Capgemini's history -- 4.1.1.The History of Capgemini and its Organization -- 4.1.2.Organization -- 4.1.3.Core Competencies of Capgemini --

4.1.4.Local implementation of Capgemini in Germany and Switzerland -- 4.2.Capgemini - resources, capabilities and competitive advantage -- 4.2.1.Sales implementation -- 4.3.The market for Capgemini in Germany and Switzerland -- 4.3.1.The IT and IT Outsourcing Industry in Germany -- 4.3.2.The IT and IT Outsourcing Industry in Switzerland -- 4.3.3.Market attractiveness -Strategic fit of client and Capgemini -- 4.4.Working together off-shore -- 4.5.Opportunity analysis at Capgemini -- 4.6.Transforming Capgemini using 13 -- 4.6.1.Increasing win-rates and profitability at Capgemini using 13 -- 4.7.The second Transformation Wave: Business as unusual -- 4.7.1.Business Information Management -- 4.7.2.Application Lifecycle Services -- 4.7.3.Testing -- 4.7.4.Smart Energy Services -- 4.7.5.Infostructure Transformation Services -- 4.7.6."Business as Unusual" seen across disciplines and internationally --

4.8.Sources of intercultural dilemmas within the organisation -- 4.9.Competitive practices of setting up IT Services sales forces -- 4.9.1.IBM - Sales and Distribution Group as client integration layer -- 4.9.2.CSC and its Global Sales Hub -- 4.9.3.Swisscom IT Services and its vertical business units -- 4.10.Conclusion of chapter -- 5.Research Methodology -- 5.1.Justification of survey methodology for this research -- 5.1.1.Research paradigm -- 5.1.2.A two-stage research design for this research -- 5.2.Instrumentation -- 5.3.Step-By-Step Approach -- 5.3.1.Step 1 - Decide the information required -- 5.3.2.Step 2 - Sampling considerations - Define the target respondents -- 5.3.3.Step 3 - Defining the target respondents and the survey method -- 5.3.4.Step 4 - Choose question content -- 5.3.5.Step 5 - Develop the question wording -- 5.3.6.Step 6 - Put questions into a meaningful order and format -- 5.3.7.Step 7 - Check the length of the questionnaire --

5.3.8.Step 8 - Pre-Test the questionnaire -- 5.3.9.Step 9 - Distribute and administer the survey -- 5.4.Validity and Reliability -- 5.5.Assumptions -- 5.6.Scope and Limitations -- 5.7.Summary of chapter -- 6.Capgemini Sales Survey Results and Findings -- 6.1.Introduction -- 6.2.Data preparation -- 6.2.1.Data Cleansing -- 6.3.Data Results by questions -- 6.3.1.Basic Questions -- 6.3.2.View of Performance -- 6.3.3.Client facing activities -- 6.3.4.Opportunity development questions - Q16 -- 6.3.5.Reasons of loss of opportunity: Questions 18 -- 6.3.6.Planning accounts and opportunities -- 6.3.7.Key account management: Question 21 -- 6.3.8.Payment models for key account managers: Question Set 22 -- 6.3.9.Account and territory planning Q23 and 24 -- 6.4.Comments by Colleagues -- 6.4.1.Comments on the organizational change -- 6.4.2.Comments on improving client intimacy -- 6.4.3.Comments on improving client intimacy --

6.4.4.Comments on improving industrialization -- 6.4.5.Comments on improving innovation -- 6.5.Distilling the survey into Hofstede's Culture dimensions -- 6.5.1.The total Capgemini Sample -- 6.5.2.Technology Services and Hofstede -- 6.5.3.Consulting Services -- 6.5.4.Outsourcing Services -- 6.6.Limitations of this survey -- 6.7.Conclusion of this chapter -- 7.Conclusion, Change Recommendation and Implementation -- 7.1.Introduction -- 7.2.Conclusion about the research objectives -- 7.2.1.RO 1: Does cross-discipline collaboration yield returns? -- 7.2.2.RO 2: The intercultural sales success -- 7.2.3.RO 3: How should account management be conducted? -- 7.2.4.RO 4: How to steer a common account management function? -- 7.2.5.RO 5: How to measure, score and pay? -- 7.3.Recommending a change -- 7.3.1.Structural change: Team structure -- 7.3.2.Building of clusters -- 7.3.3.Cluster Setup - Base layout -- 7.4.Bringing global value to clients --

7.4.1.Organisational setup -- 7.4.2.Inclusion of global resources in Switzerland -- 7.4.3.Key relationship managers - intercultural ambassadors -- 7.5.Implementing the change -- 7.5.1.Communication of Strategy -- 7.5.2.The steps of change -- 7.5.3.Enacting the Change -- 7.5.4.Field Force Analysis -- 7.5.5.Driving forces -- 7.5.6.Restraining forces -- 7.5.7.Driving the change towards a new model -- 7.5.8.Shortening the implementation dip -- 7.5.9.Changing the behavior -- 7.6.Piloting the change in a desired area -- 7.7.Measuring success -- 7.7.1.Target and measurement -- 7.7.2.Balanced scorecard to track sustainability -- 7.8.Summary and Conclusion -- 8.Thesis-Like Summary.