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About Kane International Kane International has dominated the manufacture and supply of hand-held exhaust emissions testers in the UK and globally for 60 years. The family business pride themselves on providing award-winning, world-class technical customer service. Jonathan Kane, CEO of Kane International passionately believes that "excellent customer service sets his business apart from the competition" The Problem Kane International were looking to grow their customer service team. However, they were

Notora - a leading ERP Consultancy in Denmark – could not grow their business because they were struggling to find developers locally [struggle with capacity]. Potentiam helped them create an offshore team that would scale their business more profitably, with less risk and without the burden of set up costs in a foreign country. Potentiam’s offshore model allowed Notora to increase the capacity of senior management in Denmark and increase the volume of customers they could engage with. Notora needed to increase the level of peak capacity they could manage, but the nature of Notora’s

Charles never envisioned that sales or marketing could benefit from offshore capabilities. Client-facing roles that depended on native language skills and a good cultural grasp of local regions was seen as essential. However, sales were challenged to deliver the right level of lead generation and prospect nurturing through traditional channels. “The complexity of our proposition meant that we needed to generate high quality content to educate our prospect about our value proposition via a range of digital channels such as LinkedIn, email, webinars and events,” explains Charles.

What Is the Real Difference Between Insourcing and Outsourcing? Insourcing means building your own in-house team to handle a function. Outsourcing means transferring that function entirely to a third-party vendor who manages people, delivery, and accountability. The choice determines your control, cost structure, scalability, and risk profile for the next 3-5 years. Key Takeaway

Christopher explains that growing their business with offshoring, while extremely worthwhile, was not without its challenges. “We grossly underestimated the heavy lifting involved in making it work” Many of the challenges we experienced in the early days of our offshore journey could have been mitigated with the right guidance. 9 Key learnings EnergyQuote JHA gleaned from their experience: Strategy – Build a

Once EnergyQuote started offshoring, they could get high-calibre employees at a fraction of the cost, freeing up capital to reinvest in further business growth. However, the real value in offshoring was not immediately apparent. While the cost saving alone was significant, only latterly did Christopher and Charles realise far greater value in other areas: Unlocking senior manager’s capacity by providing more capable resource earlier