...L'Oreal decided to use Microsoft SharePoint server to create a global knowledge management and collaboration platform. The system runs on a corporate intranet called M@sternet that spans the globe and coordinates the work of hundreds of teams in over 150 subsidiaries. L=2:57 "The L'Oreal Group is the world's largest cosmetics and beauty company. It is headquartered in the Paris suburb of Clichy, Hauts-de-Seine, France. 96% of L'Oreal revenue is generated from cosmetics, from hair color products to skin care, sun protection, make-up, perfumes and hair care. L'Oreal also is active in the dermatological and pharmaceutical fields. The company was founded in 1907 by Eugene Schueller, a young French chemist, who developed an innovative hair-color formula. In 1920, the small company employed three chemists. By 1950, the research teams were 100 strong; that number reached 1,000 by 1984, and is nearly 2,000 today. While L'Oreal got its start in the hair-color business, the company soon branched out into other cleansing and beauty products. L'Oreal currently markets over 500 brands and many thousands of individual products in all sectors of the beauty business: hair color, permanents, styling aids, body and skin care, cleansers and fragrances. The company's products are found in a wide variety of distribution channels, from hair salons and perfumeries to hyper - and supermarkets, health/beauty outlets, pharmacies and direct mail. L'Oreal has five worldwide research and development...
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...L'Oreal: Knowledge Management Using Microsoft SharePoint. Hand in 22 April 2015 Tags: Global brand coordination; sharing business knowledge; collaboration and coordination of effort worldwide; enabling a single community; ease of integration with desktop MS Office. Summary L'Oreal decided to use Microsoft SharePoint server to create a global knowledge management and collaboration platform. The system runs on a corporate intranet called M@sternet that spans the globe and coordinates the work of hundreds of teams in over 150 subsidiaries. URL:http://www.youtube.com/watch?v=8MvWkDXFz0w&NR= Case "The L'Oreal Group is the world's largest cosmetics and beauty company. It is headquartered in the Paris suburb of Clichy, Hauts-de-Seine, France. 96% of L'Oreal revenue is generated from cosmetics, from hair colour products to skin care, sun protection, make-up, perfumes and hair care. L'Oreal also is active in the dermatological and pharmaceutical fields. The company was founded in 1907 by Eugene Schueller, a young French chemist, who developed an innovative hair-colour formula. In 1920, the small company employed three chemists. By 1950, the research teams were 100 strong; that number reached 1,000 by 1984, and is nearly 2,000 today. While L'Oreal got its start in the hair-colour business, the company soon branched out into other cleansing and beauty products. L'Oreal currently markets over 500 brands and many thousands of individual products in all sectors of the beauty business:...
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...can be difficult. That's why P&G has been active in implementing IT that fosters effective collaboration and innovation. Procter and Gamble utilizes a distributed development strategy, to form a basis for the distributed development strategy Procter and Gamble must make use of a collaborative environment. both as a way to develop groundbreaking innovations more quickly and to reduce research and development costs. P&G is using collaboration systems to execute its business model and business strategy by allowing researchers to use the tools to share the data they've collected on various brands; by giving marketers a more effective way to access the data they need to create more highly targeted ad campaigns; and enabling managers easier ways to find the people and data they need to make critical business decisions. To do this P&G needed to develop alternatives to business practices that were not sufficiently collaborative. Such as e-mail. Although seemingly a tool used for communication it is not a sufficiently collaborative way to share information and does not support 3D visual data to be shared easily. Another challenge for P&G was managing information and applications across multiple platforms. In order to ensure that this problems are overcome, Procter and Gamble considered a...
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...Chapter 2 Global E-Business and Collaboration 75 Collaboration and Innovation at Procter & Gamble CASE STUDY L ook in your medicine cabinet. No matter where you live in the world, odds are that you’ll find many Procter & Gamble products that you use every day. P&G is the largest manufacturer of consumer products in the world, and one of the top 10 largest companies in the world by market capitalization. The company is known for its successful brands, as well as its ability to develop new brands and maintain its brands’ popularity with unique business innovations. Popular P&G brands include Pampers, Tide, Bounty, Folgers, Pringles, Charmin, Swiffer, Crest, and many more. The company has approximately 140,000 employees in more than 80 countries, and its leading competitor is Britain-based Unilever. Founded in 1837 and headquartered in Cincinnati, Ohio, P&G has been a mainstay in the American business landscape for well over 150 years. In 2009, it had $79 billion in revenue and earned a $13.2 billion profit. P&G’s business operations are divided into three main units: Beauty Care, Household Care, and Health and Well-Being, each of which are further subdivided into more specific units. In each of these divisions, P&G has three main focuses as a business. It needs to maintain the popularity of its existing brands, via advertising and marketing; it must extend its brands to related products by developing new products under those brands; and it must...
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...Look in your medicine cabinet. No matter where you live in the world, odds are that you’ll find many Procter & Gamble products that you use every day. P&G is the largest manufacturer of consumer products in the world, and one of the top 10 largest companies in the world by market capitalization. The company is known for its successful brands, as well as its ability to develop new brands and maintain its brands’ popularity with unique business innovations. Popular P&G brands include Pampers, Tide, Bounty, Folgers, Pringles, Charmin, Swiffer, Crest, and many more. The company has approximately 140,000 employees in more than 80 countries, and its leading competitor is Britain-based Unilever. Founded in 1837 and headquartered in Cincinnati, Ohio, P&G has been a mainstay in the American business landscape for well over 150 years. In 2009, it had $79 billion in revenue and earned a $13.2 billion profit. P&G’s business operations are divided into three main units: Beauty Care, Household Care, and Health and Well-Being, each of which are further subdivided into more specific units. In each of these divisions, P&G has three main focuses as a business. It needs to maintain the popularity of its existing brands, via advertising and marketing; it must extend its brands to related products by developing new products under those brands; and it must innovate and create new brands entirely from scratch. Because so much of P&G’s business is built around brand creation and management, it’s...
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...Topic: Examine groupware systems including their various types and examples of organisational activities they support, and discuss how they would evolve in the future. Student number: 21819254 Introduction Nowadays, usage of IT systems in enterprise environment is growing at an incredible pace. The main purpose of it is to help groups of cooperating individuals to overcome time and spatial barriers. Enterprise systems implementation has led to the problem of cooperation between companies to reach their goals and successfully operate in the current market environment. The rising demand for collaboration software has led to the groupware market expansion. Collaborative software has influenced the expansion of enterprises by improving the effectiveness of a range of tools such as the ability to communicate over long distances. This software had a significant impact on expansion of enterprises and increased efficiency of its work, for example, the communication over long distances. Along with development of technologies, the way workers operate in organisations has completely changed. Monotonous and time consuming tasks can be easily solved using the computer. Consequently, this change led to increase in the number of “knowledge workers”, workers, whose main capital is knowledge (Davenport, Thomas, 2005). Organisations more often require employees, who have the skill and experience of working within a team. Obviously, teamwork has a significantly greater efficiency, especially in...
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...Collaborative Commerce (c-commerce): The use of digital technologies that enable companies to collaboratively plan, design, develop, manage, and research products, services, and innovative EC applications. “Collaborative commerce will entail moving core business processes such as product development and customer acquisition onto the Web” “Collaborative Commerce: A means of leveraging new technologies to enable a set of complex cross-enterprise business processes allowing entire value chains to share decision-making, workflow, capabilities, and information with each other.” “We define c-Commerce as: ‘the online business-to-business interactions between two or more parties, focused on the exchange of knowledge and the mutual interconnection of business processes in order to optimize value creation.” Essentials of Collaborative Commerce Collaborative relationships results in significant impact on organizational performance. Major benefits are: cost reduction, increased revenue, and better customer retention As a result of: * fewer stock outs * less exception processing * reduced inventory throughout the supply chain * lower materials costs * increased sales volume * increased competitive advantage C-commerce activities are often conducted between and among supply chain partners. For example ORBIS a small Australian company that uses a hub to communicate among all its business partners. Hub is the central point of control for an e-market. A single...
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...Evaluate collaborative software in the sales department Collaborative software makes it possible for multiple users to stay connected and work together on projects from any location on any type of device. It puts together all of the users communication needs into a combined package. The benefits of collaborative software are necessary in today’s business world because it makes it possible for users to share and communicate with each other across the world. Party plates can benefit from any of this important and popular software in order to keep a clear understanding of the business. Google docs. Is a free web-based office suite and data storage service offered by Google. It allows users to create and edit documents online while collaborating in real-time with other users. Google docs. Combines the features of writely and spreadsheets with a presentation program incorporating technology designed by Tonic Systems. Images and drawings can also be edited into documents much like competitors but charts are not to be found in the program. It lets users browse through the history of the document, view changes between revisions as the document is edited over time, and helps divulge which users have made what edits and when. (Ross, 2009) Share point makes it easier for people to work together. It sets up websites to share information with other, managed documents from start to finish, and publish reports to help everyone make better decisions. Sites provide a single infrastructure...
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...Making the Shift to the Next-Generation Enterprise (a multi-part series) Future of Work Enabler: Virtual Collaboration Cloud-powered social and mobile tools can help break down traditional hierarchies and enable employees across disciplines to easily locate and share business-critical insights with experts inside and outside the organization’s four walls. This report is an installment in our multi-part series that explores the shifts necessary for future-proofing your company. | FUTURE OF WORK ation Executive Summary In today’s knowledge economy, virtual teams are the norm. With expertise distributed around the world, teams “swarm” to complete a task and depart when finished. Knowledge work is not performed in linear, production-line fashion; it involves idea-sharing, iterative discussions and real-time modifications. In traditional business, change was first agreed upon, then planned and executed. But in today’s world, change happens organically, thanks to the interconnectedness afforded by social networks and the Web, otherwise known as “wirearchy.”1 Roles and responsibilities — once carved into the org chart — are fluid and ever-changing. The most valuable contributor to a project may turn out to be someone you don’t even know. Leaders aren’t appointed or anointed by management; they’re recognized by the community based on the perceived strength of their contributions. Leadership is dynamic and changes during the lifetime of a project; the way forward is often...
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...L'Oreal: Knowledge Management Using Microsoft SharePoint. Hand in 9 & 11 13 April 2016 Tags: Global brand coordination; sharing business knowledge; collaboration and coordination of effort worldwide; enabling a single community; ease of integration with desktop MS Office. Summary L'Oreal decided to use Microsoft SharePoint server to create a global knowledge management and collaboration platform. The system runs on a corporate intranet called M@sternet that spans the globe and coordinates the work of hundreds of teams in over 150 subsidiaries. URL:http://www.youtube.com/watch?v=8MvWkDXFz0w&NR= Case "The L'Oreal Group is the world's largest cosmetics and beauty company. It is headquartered in the Paris suburb of Clichy, Hauts-de-Seine, France. 96% of L'Oreal revenue is generated from cosmetics, from hair colour products to skin care, sun protection, make-up, perfumes and hair care. L'Oreal also is active in the dermatological and pharmaceutical fields. The company was founded in 1907 by Eugene Schueller, a young French chemist, who developed an innovative hair-colour formula. In 1920, the small company employed three chemists. By 1950, the research teams were 100 strong; that number reached 1,000 by 1984, and is nearly 2,000 today. While L'Oreal got its start in the hair-colour business, the company soon branched out into other cleansing and beauty products. L'Oreal currently markets over 500 brands and many thousands of individual products in all sectors of the beauty...
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...“Game-changing innovation comes not just from disruptive, “big-bang” product innovations but also from leveraging what your business does best to create a competitive advantage.”(Lafley, 2008) COLLABORATION AND INNOVATION AT PROCTER & GAMBLE CASE STUDY Prepared by: xxxxxxxxx Lawrence Technical University Management Information Systems, MIS-6013 Professor Patrick Mach Evans February14, 2012 Table of Contents Introduction 3 Analysis 6 Conclusion 16 References 17 Introduction When the typical consumer hears the name Procter and Gamble they might think of Ivory Soap, Tide, Pantene, Pampers, or possibly Swiffer. The reason being is that these are a just a few of the everyday household products that have been contributors to the huge success of Procter and Gamble. But when another consumer product company hears the name Procter and Gamble – they think of innovation, leaders on the cutting edge of technology, and one of the front runners in globalization. Procter and Gamble, also known as P&G, has been a key element of American business for over 150 years. In 1837 a small soap and candle company formed in Cincinnati, Ohio. This little business, named after brother-in-laws, Procter and Gamble, has since grown to a global giant with 138,000 employees working in more than 80 countries. (P&G Revolutionizes Collaboration with Cisco, 2008) P&G is the largest manufacturer of consumer products in the world and one of the top 10 largest companies...
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...Chapter 8 E-Supply Chain, Collaborative Commerce, and Intrabusiness EC Learning Objectives Upon completion of this chapter, you will be able to: 1. Define e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions to supply chain problems provided by EC. 4. Define c-commerce and list its major types. 5. Describe collaborative planning and Collaboration, Planning, Forecasting and Replenishing (CPFR), and list their benefits. 6. Define intrabusiness EC and describe its major activities. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow and groupware. Content How General Motors Is Collaborating Online 1. E-Supply Chains 2. Supply Chain Problems and Solutions 3. Collaborative Commerce 4. Collaborative Planning, CPFR, and Collaborative Design 5. Internal Supply Chain Solutions, Intrabusiness, and B2E 6. Integration Along the Supply Chain 7. Corporate (Enterprise) Portals 8. Collaboration-Enabling Tools: From Workflow to Groupware Managerial Issues Real-World Case: Portal Speeds Product R&D at Amway Appendix 8a: Intranets Answers to Pause/Break Section Review Questions Section 8.1 Review Questions 1. Define the e-supply chain and list its three major parts. A supply chain that is managed electronically, usually using Web technologies...
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...Advantages and Disadvantages of Collaboration in the Workplace Teams and groups exist in all levels of industries and organizations. Groups can be small or large, local or remote, coached or self-directed. Teams are found at all levels of business, from a multi-billion dollar corporation that builds jets to a small waterpark employing lifeguards and clerks. Successful teams need some form of leadership, good communication, problem-solving skills, and a purpose. Successful groups can achieve tremendous results,. When teams work together, everyone is working toward one common goal and completing the project with successful results. Average groups do just enough to achieve a goal, and then there are groups that are extraordinary. They achieve superior results and team members come away from the group experience with a newfound respect of what he or she helped accomplish. A study revealed eight performance indicators linking extraordinary groups and group members agreed. Each team member agreed teams must: have a compelling purpose, a shared leadership role, team structure, full engagement among members, embrace member differences, learn the unexpected, build trusting relationships, and achieve outstanding results. Whether the team is for-profit or not, volunteers or employees, face-to-face or virtual, these eight indicators emerged (Bellman & Ryan, 2010). Athletics and businesses share many of the same qualities. The head coach sets goals for his team as does the business...
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...Virtual Office MODULE: LECTURER: STUDENT: What is Virtual Office? A Virtual Office is a workplace that is not based in one physical location but consists of employees working remotely by using information and communications technologies. Such organizations are virtual not only in the sense that they exist largely in cyberspace, but also in that they are unconstrained by the traditional barriers of time and place. A virtual office is characterized by the use of teleworkers, telecenters, mobile workers, hot-desking, and hoteling, and promotes the use of virtual teams. A virtual office can increase an organization's flexibility, cost effectiveness, and efficiency. Justification for a Virtual Office An organization’s most important asset has always been and will always be its employees. For obvious reasons, however, organizations continue to expect more from their employees each year. Companies simply cannot afford to add new resources whenever the workload increases. The result is that the demands on the average professional employee continue to increase, and indications are that this will be the case for the foreseeable future. In other words, the pressure on an employee to perform - and even outperform - has never been greater. To respond to these challenges, employees need access to business tools that allow them to do their jobs efficiently. Since much of their work depends on exchanging...
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...Management Information Systems Chapter 2 COMPONENTS OF A BUSINESS * A business is a formal organization whose aim is to produce products or provide services for a profit – that is, to sell products at a price greater than the costs of production. * ORGANIZING A BUSINESS: BASIC BUSINESS FUNCTIONS * The decision of what to produce is called a strategic choice because it determines your likely customers, the kind of employees you will need, the production methods and facilities needed, the marketing themes, and many other choices. * The five basic entities in a business with which it must deal are: suppliers, customers, employees, invoices/payments, and, of course, products and services. * BUSINESS PROCESSES * The actual steps and tasks that describe how work is organized in a business are called business processes. * A logically related set of activities that define how specific business tasks are performed. * Also refer to the unique ways in which work, information, and knowledge are coordinated in a specific organization. Manufacturing & Production | * Assembling the product * Checking for quality * Producing bills of materials | Sales & Marketing | * Identifying customers * Making customers aware of the product * Selling the product | Finance & Accounting | * Paying creditors * Creating financial statements * Managing...
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