A Qualitative Examination of Pharmaceutical Business Service ...

??????????? The responses obtained from the survey are very much inconclusive in terms of determining the feasibility of the international pharmaceutical companies wanting to outsource its services to the Middle East. However, the responses does reflect, the preferences of the companies as in outsourcing their services. Hence the knowledge that can be deduced from the survey results is that, to be able to provide pharmaceutical services an outsourcing firm needs to have the relevant knowledge base and expertise to be able to meet the pharmaceutical services demands.

Off late, the rising wages and the attrition rates in the Indian BPO sector, has spurred some European and other international companies to seek new destinations for outsourcing and it seems that they have found one in the Middle East (Fam, M., 2007). Not only the European and the American companies, but the Indian MNCs itself are outsourcing services to the Middle East nations. Recently, the Satyam Computer Services Ltd hired 300 people for a subsidiary in Cairo for handling clients within the Arab world. In the beginning of the year 2007 Wipro Ltd. setup a joint venture in Saudi Arabia and also announced its plans to enter into Egypt? and another Indian MNC, the Tata Consultancy Services Ltd, announced that its is looking forward to offer services to the European clients who speak French from Morocco (Fam, M., 2007).

??????????? Taking these factors into account, and if the Middle East nations are able to establish infrastructure for providing KPO services and harness specialized and skillful service providers that meets the requirements of pharmaceutical services, in the next few years, the Middle East could well be the new India or China for providing out-shore and outsourced services. The Yankee Group has already identified Egypt as, ?most likely to succeed in the Middle East and give India a run for their money.?? For the year 2008, the BPO sector of Egypt was estimated to reach $300 billion mark (Menon V., 2008). The UAE is promoting the ?outsource zone? which is one of the several zones that aims at attracting specific industries, including the pharmaceuticals. The UAE provides hi-tech infrastructure and its talent pool comprises of the educated South East Asians and the Arab expatriates. A joint venture between the Electronic Data System, an IT company based in Texas, and another UAE firm is pouring in $100 million to provide a new center that will be aimed at the Mideastern customers. The EDS?s regional vice president says, ?We see the importance of this region both in itself as a market and as a center from which to service other businesses,? (Fam, M., 2007). The outsourcing equilibrium is surely shifting and the pace at which the Middle East nations are developing as outsourcing destinations, in coming years it could surely be the next, ?big outsourcing hub?, providing services to all forms of industries.

At present the Middle East is in more of a development, a trial and error stage of its outsourcing services. Despite, the growing interest in the region, in comparison to China and India, the power houses of outsourcing, the countries of the Middle East are still small players and lags miles behind other average outsourcing hotspots such as Philippines, Malaysia and South East Asian countries. The Middle Eastern countries do have all the resources and potential to be the next big outsourcing destination, however some negative elements keep the countries of this region to realise their full potential. The negative element is characterised by the region?s political instability, arising from conflicts in countries like Lebanon, Israel and Iraq making outsourcing services in the Middle East a risky venture (Fam, M. 2007). Hence for the Middle East to be a full-fledged outsourcing destination of all kinds of services until the countries of the region need to stabilize their political conflicts and differences as long as the region is unstable and unpredictable there cannot be a smooth development of the facilities and infrastructure required to provide those complex and intricate services required in the pharmaceutical services sector, in the region.

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