...Rising competitive pressures will force Banking industry to differentiate itself more aggressively, whether through its product mix, market focus, or branding proposition. Restructuring will focus on entrenching existing areas of strength, not developing entirely new ones. Cost-efficiency will remain key factor. Expect a further acceleration in the outsourcing of non-core functions and greater emphasis on performance improvement as the bank will seek to increase the efficiency of back-office processes. POSTED BY MYBLOG AT 12:02 AM NO COMMENTS: Post a Comment LINKS TO THIS POST Create a Link Newer Post Home Subscribe to: Post Comments (Atom) USEFUL INFORMATION ANALYSIS OF THE GLOBAL CAPITAL MARKET Learn Excel Quick & Easy MBA Quick Reference MY HEADLINES FUTURE OF OIL AND RISING OIL PRICES Blood and oil: How the West will profit from Iraq's most precious commodity 7/17/2008 The 'IoS' today reveals a draft for a new law that would give Western oil companies a massive share in… Oil for War 7/17/2008 After invading one of the most petroleum-rich countries on earth, the U.S. military is running on empty. Napoleon famously… Future of Iraq: The spoils of war 7/17/2008 How the West will make a killing on Iraqi oil riches Iraq's massive oil reserves, the third-largest in the world,… Headlines by FeedBurner FUTURE OF OIL AND RISING OIL PRICES ↑ Grab this Headline Animator SUBSCRIBE NOW: GOOGLE Add to Google Reader or Homepage ...
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...possibly private networks) end-to-end. E-Commerce is a part of e-Business, which has to do with the buying and selling of goods and services, and the transfer of funds through digital communications. E-Business is different from e-Commerce because it deals with digital transactions and processes within a firm, involving information systems under the firm’s control. E-Business does not just refer to information exchanges related to buying and selling, but it also has to do with servicing customers and collaborating with business partners, distributors and suppliers. Another way e-Business is different from e-Commerce is that e-Business encompasses sophisticated business-to-business interactions and collaboration activities at a level of enterprise applications and business processes. E-Commerce is different from e-Business because it mainly deals with just the buying and selling, whereas e-Business deals with more than just buying and selling. Also, e-Commerce primarily deals with on-line display of goods and services, ordering, billing, customer service and handling of payments and transaction. One final difference between e-Business and e-Commerce is that e-Business includes key business processes like Customer Relationship Management (CRM), Supply Chain Management (SCM), and Enterprise Resource Planning (ERP), whereas e-Commerce does not. An example of an e-Business company would be Dell Computer. Dell has created a “fully integrated value chain” that has a three-way...
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...Problem description Freedomcard is a very small organisation that had success in the market, but due to inefficient processes in the company, the planned expansion of the company is in jeopardy. Freedomcard has two main processes in their company: Find Partners that will offer value to the card in exchange for access to a group of potential customers. Sell the card that gives the customers access to the value offers that the Partners provide and administrate the customer data • • The process of finding Partners and signing contracts with them works satisfactory today and leave for the moment very little room for improvements by adding any kind of IT supported processes. The current process of selling the card and administrate the customer data however, is cumbersome and contains a lot of resource demanding steps which also easily generate errors and/or incomplete data and could be improved by adding some IT supported processes. The Sales and administration process has several steps and typically starts early summer: 1. The sales management estimates the volume of cards expected to be sold during the start of the semester. 2. An order for the expected sales is placed with the supplier (mostly the volume are kept to lowest possible number of cards in order to minimize the number of unsold cards that have to be scrapped by the end of the sales period, which at the same time creates a risk of running out of cards in the middle of the sales season, with lost sales as a...
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...INTERNATIONAL DOCTORAL STUDY ADMISSION APPLICATION PROCESS Application submitted via eVision Internationa Office send to department for approval Returned to International Office and processed Returned incomplete, sent back to department Emailed to GRS for approval at the weekly GRC meeting Candidate awaits outcome of Scholarship application Doctoral office emails result to the International Office who then update eVision Candidate accepts offer in eVision International Office emails confirmation of start date to GRS Awarded Declined Candidate Declines offer of place via eVision Doctoral Office processes enrolment Candidate completes declaration in eVision FINISHED! Updated 19 December 2014 INTERNATIONAL DOCTORAL STUDY ADMISSION APPLICATION PROCESS DEFINITION: International candidate = First year, never studied at the University of Otago before. Candidate makes application (Candidate has already received unofficial approval from the primary supervisor and their department before beginning the process) Candidate contacts the International Office and applies via eVision and the application goes to the International Office portal. Application is sent to the department for approval/signing by the following people; Primary supervisor, HOD primary department (if applicable), Dean (if applicable), PVC delegate for the Division If there are co-supervisors in any other departments it then goes to the following people within...
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...Intelligent Cost Reduction Developing & executing a program to reduce cost & create a sustainable operating platform July 2008 Contents Section 1 2 3 4 5 6 Point of view Anatomy of a successful total cost management program Beginning with the business & front office Opportunities in the support units Some lessons learned PwC qualifications to help Page 3 7 11 16 19 21 Point of view Point of view • Cost management is a key issue today and for the foreseeable future – The market is experiencing a severe liquidity crunch and the explosion of a global asset bubble well beyond sub-prime. At the root of this crisis is not only asset values, but the amount of capital in the financial system today versus the size and liquidity of the balance sheets (and off-balance sheet commitments) of financial institutions. This situation is not likely to reverse itself for a number of years. In the environment of de-leveraging and scarcity of capital, we believe fundamental re-thinking regarding business strategies, operating models and cost structures will be necessary. • A pre-securitization baseline may be the appropriate mindset – If one assumes that the securitization markets have significantly contracted in a permanent fashion, then the appropriate way to think about the business may be in a pre-securitization baseline, adjusted for key acquisitions/divestitures, etc. This means that the proper mindset to consider in the business strategy and budgeting area may...
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...specific business processes to a specialist external service provider. Most of the times an organization cannot handle all aspects of a business process internally. Additionally some processes are temporary and the organization does not intend to hire in-house professionals to perform the tasks. Once the task is outsourced to the service provider, he will take the responsibility of carrying out the tasks and maintaining the organization’s assets. However prior to outsourcing any component of your business to a third-party vendor, it is essential to understand the advantages and disadvantages of outsourcing. Although outsourcing presents a variety of benefits to your organization, it could also pose difficulties if not outsourced to the right service provider. In this essay I will demonstrate on advantages and disadvantages of outsourcing tasks to a third party. Most of the times, companies outsourcing their tasks to vendors who are specialized in their field. The outsourced vendors also have specific equipment and technical expertise, most of the times better than the ones at the outsourcing organization. Effectively the tasks can be completed faster and with better quality output. As you evaluate your choices and decisions in outsourcing different components of your operations, you will need to consider the advantages of outsourcing. When done for the right reasons, outsourcing will actually help your company grow and save money. For example, back-office functions that are...
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... Concepts such as defined contribution mutated into various consumer driven health plans are being touted as the nirvana pill for an aching industry. Medical and disease management is expected to play a key role for payors as they try to manage healthcare delivery. While executives are trying to grope for answers in an ever changing environment, the light at the end of the tunnel seems far away and a dim one at that. Regardless of the concepts that will or will not be around three years from now, one thing is certain, the degree of COMPLEXITY is increasing by the day. Healthcare Payors are facing the following points of pain: 1. Managing increasing medical costs and balancing customer satisfaction 2. Reducing operating back-office costs 3. Complying with HIPAA standards and requirements 4. Upgrading IT infrastructure and moving to the web to provide real-time connectivity 5. Focusing on survival and developing a strategy to differentiate products from other incumbents and new players Value Chain vs. Value Chain Competition The healthcare benefit administration value chain is unlike any other. While the manufacturing value chain is easy to decipher and understand, this one is as arcane to do so. The complexity coupled with the dynamism has given rise to multiple organizations...
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...|Overview | | |“SAS manages the back-end processes while the user manipulates the data in Excel…. A user can open a | |Country or Region: United States | | |30-million record database and work on it without even knowing its size.” | |Industry: Specialty retail | | |Rajeeve Kaul, Director of Pricing and Product Optimization, AutoZone | | | | | | |Customer Profile | | | | |AutoZone, headquartered in Memphis, | | | | |Tennessee, has more than 52,000 employees. | | | | |The company operates more than 3,600 stores | | | | |in the United States and Canada, and more | | | | |than 100 stores in Mexico and Puerto. | | | ...
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...Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 110 (2014) 130 – 139 Contemporary Issues in Business, Management and Education 2013 New HR organizational structures in Czech and Slovak organizations Marek Striteskya* a University of Econonics, Prague, W. Churchill Sq. 4, 130 67 Prague, Czech Republic Abstract The paper deals with Human Resource Organizational Structures in Czech and Slovak organizations, reflecting new trends which are related to HR Business Partner model. HR organizational structure is the framework within a human resources department that divides the decision making functions within HR into specific groups with distinct job functions. HR Business Partner model reflects modern expectations arising from new roles of human resources managers in organizations which include its strategic consequences, change support and also its abilities of HR systems development and improvement of employee engagement. The paper in its first part describes basic principles of new roles of human resource departments in organizations based on HRBP concept and also new competencies required. In the second part the paper presents situation in these aspects in organizations from different sectors of the Czech and Slovak economy (especially secondary and tertiary sector), benefits of the HR department transformation and some conclusions drawn from the analysis of data obtained from qualitative and quantitative survey...
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...The Paper-Free Process Revolution Handbook Automating your manual (and paper-centric) processes will revolutionize your business—making it faster, flexible, and more responsive Edited and written by Betsy Fanning and Bryant Duhon Introduction Let’s get this straight from the beginning; using less paper isn’t just about “going green” or saving the rain forest. Using less paper in your business processes will revolutionize your business—making it faster, flexible, and more responsive to the needs of your customers. At least since the Sumerians wrote down transactions on baked clay tablets, documents have been the foundation of business. And while we no longer need to lug around those heavy clay documents (and watch out for water); if you’re using paper to manage your business then you aren’t any more efficient—or faster—than a civilization that existed 4,000 years ago. It doesn’t have to be this way. The technology is available. More importantly, the technology works. We have been scanning documents and moving them around business electronically for over 25 years; and that’s a good start. But, to match the pace of business today; content must be mobilized and harnessed for business use as soon as possible. Advances in scanning speeds, declining prices, and imaging and recognition software have combined to dramatically improve the concept of the digital mailroom—converting those inbound paper documents to digital format to directly feed business process; accounts payable...
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...further customer attrition will result in a systemic deterioration of profitability. Westpac and Verint have formed a shared perspective on the importance of operational improvements to the bank’s overall transformation. Our diagnostic work earlier this year suggests that a successful transformation program can free up at least 2,000 personnel for frontline sales roles over the next 12-24 months. Assuming current levels of Westpac sales productivity, migration of 2,000 personnel to the frontline could add $156 million in annual revenues. As important, a successful redesign of existing operating processes will allow the bank to substantially improve turnaround times for customers and free up time consuming tasks carried out by frontline staff. We therefore view operations transformation not simply as gaining efficiencies in back office processes, but as a strategic catalyst to lower cost, reduce frontline work, improve customer service, and increase the bank’s capabilities as if offers...
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...Purpose The purpose of this analysis is to analyze and determine if outsourcing our business processes would be the best business decision that we can make for Smith’s Information Services. There will be many aspects of outsourcing our business processes to consider, which will be contained within this document. This document will also serve to thoroughly provide outsourcing options, all at differing price points and feature levels. We will analyze each of these outsourcing options and provide evaluation criteria as the basis for how the bids are evaluated. Also, if BPO is the direction that the company chooses to go, a timeline will also be crucial to adhere to, to ensure that the project is completed within a reasonable amount of time. Current Situation Smith’s Information Services is at a pivotal point in its business cycle. While we have enjoyed many very successful years, several aspects such as increased costs and competition are forcing us to change the way that we do business. We are having to endure ever-rising hardware and software costs, as well as increasing costs to run our 24/7 data center. While there is a huge potential for growth in our business, with growth also comes increased costs. It is crucial to stay on the fore-front of change to remain competitive in this fierce business environment. We are doing business today in an electronic global environment, where we no longer have to be concerned with a competitor down the street from us – we now...
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...Industrial Management & Data Systems Emerald Article: Adopting customer relationship management technology Yurong Xu, David C. Yen, Binshan Lin, David C. Chou Article information: To cite this document: Yurong Xu, David C. Yen, Binshan Lin, David C. Chou, (2002),"Adopting customer relationship management technology", Industrial Management & Data Systems, Vol. 102 Iss: 8 pp. 442 - 452 Permanent link to this document: http://dx.doi.org/10.1108/02635570210445871 Downloaded on: 24-11-2012 References: This document contains references to 18 other documents Citations: This document has been cited by 37 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 11293 times since 2005. * Users who downloaded this Article also downloaded: * Injazz J. Chen, Karen Popovich, (2003),"Understanding customer relationship management (CRM): People, process and technology", Business Process Management Journal, Vol. 9 Iss: 5 pp. 672 - 688 http://dx.doi.org/10.1108/14637150310496758 Yun E. Zeng, H. Joseph Wen, David C. Yen, (2003),"Customer relationship management (CRM) in business-to-business (B2B) e-commerce", Information Management & Computer Security, Vol. 11 Iss: 1 pp. 39 - 44 http://dx.doi.org/10.1108/09685220310463722 Christopher Bull, (2003),"Strategic issues in customer relationship management (CRM) implementation", Business Process Management Journal, Vol. 9 Iss: 5 pp. 592 - 602 http://dx.doi.org/10.1108/14637150310496703 Access to...
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...University of Phoenix MGT/470-Sustainable Enterprise Planning Instructor: May 28, 2011 Identifying Sustainability Plan Effect Princeton University has hired me as a consultant to offer my assistance in putting together a sustainability plan that focuses on greenhouse gas. But first, I feel that it is imperative to identify greenhouse gas. What Are Greenhouse Gases? Many chemical compounds found in the Earth’s atmosphere act as “greenhouse gases.” These gases allow sunlight to enter the atmosphere freely. When sunlight strikes the Earth’s surface, some of it is reflected back towards space as infrared radiation (heat). Greenhouse gases absorb this infrared radiation and trap the heat in the atmosphere. Over time, the amount of energy sent from the sun to the Earth’s surface should be about the same as the amount of energy radiated back into space, leaving the temperature of the Earth’s surface roughly constant (EIA, 2002)." The purpose of this report is to implement a plan that focuses on greenhouse gases. This report will include a sustainable plan that will include the overall Princeton's strategy, the organization, and the people. Overall Business Strategy Our global climate is being disrupted and impacted by human activities. There hasn't been a disruption of this nature since the Industrial Revolution. We are being counseled by scientist to change our behaviors and seek corrective actions. This must be done within the decade to...
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...E-Thematic IST–2001-37056 Thematic Network on e-Fulfilment THEMATIC Final Report Report Version: 1 Preparation Date: March 2006 Contract Start Date: 22 July 2002 Duration: 44 months Project Coordinator: Buck Consultants International Partner: ERTICO Members: Allagraf, ECG, ILIM, Neckermann, BTC, S&H, Shipserv, Thomas Miller Project funded under the “Information Society Technologies” Programme (19982002) of the European Union e-Thematic Final Report, March 2006 - e-Fulfilment Future opportunities - Contents Page Chapter 1 3 1.1 1.2 1.3 1.4 1.5 Chapter 2 Introduction 3 3 4 6 7 Defining the Stage 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Chapter 3 Background The e-Thematic project Methodology The Research Consortium Report Supply chain integration and the Internet Traditional versus e-business focus e-Fulfilment Need for end-to-end e-Fulfilment solutions Software Standards Conclusions 8 8 9 11 12 13 15 17 18 3.1 3.2 3.3 3.4 3.5 3.6 Chapter 4 Differentiation in e-Business 18 19 21 24 25 33 Introduction B2B business models B2C business models Differences between B2B and B2C Regional differences in e-Business Concluding Remarks Best Practices and key issues in e-Fulfilment 35 4.1 4.2 4.3 35 37 42 Introduction Best Practices Key issues e-Thematic Final Report, March 2006 - e-Fulfilment Future opportunities - 1 Page Chapter...
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