...Collaboration Systems at Isuzu Australia Limited By: Christopher Folz Jr. Instructor: Nancy Romero Management Information Systems 3/3/2012 Some companies try to implement new ideas and ways to increase efficiency and productivity in the workplace. This is a great idea for companies to increase the output of the product or service they are performing for the consumers. However, not everything goes so well when implementing new ideas. There are hardships that need to be overcome, the costs of implementing a new system can be overwhelming at first, and many others. I will describe to you some of the hardships of adding new groupware to a system that is already in place. Also have you ever wondered what a wiki does or what it could do for you? Well I in this paper you may find your answer. Let us start with some of the hardships of implementing new groupware into a system. First the costs can be frightening when you see it. By this I mean that the new groupware will require training for the personnel using it. So you will have to pay to have someone come in and train the new personnel. You also will lose efficiency at first while everyone is trying to learn the system and that causes a loss in productivity. Also you would have to purchase the groupware in most cases and that is not so bad if it is for only a few systems, but when you are buying I for an entire network of systems than it can start adding up pretty quickly. Second problem to overcome is resistance. By this...
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...Collaboration Systems at Isuzu Australia Limited By: Christopher Folz Jr. Instructor: Nancy Romero Management Information Systems 3/3/2012 Some companies try to implement new ideas and ways to increase efficiency and productivity in the workplace. This is a great idea for companies to increase the output of the product or service they are performing for the consumers. However, not everything goes so well when implementing new ideas. There are hardships that need to be overcome, the costs of implementing a new system can be overwhelming at first, and many others. I will describe to you some of the hardships of adding new groupware to a system that is already in place. Also have you ever wondered what a wiki does or what it could do for you? Well I in this paper you may find your answer. Let us start with some of the hardships of implementing new groupware into a system. First the costs can be frightening when you see it. By this I mean that the new groupware will require training for the personnel using it. So you will have to pay to have someone come in and train the new personnel. You also will lose efficiency at first while everyone is trying to learn the system and that causes a loss in productivity. Also you would have to purchase the groupware in most cases and that is not so bad if it is for only a few systems, but when you are buying I for an entire network of systems than it can start adding up pretty quickly. Second problem to overcome is resistance....
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...Case Study 2: Collaboration Systems at Isuzu Australia Limited Strayer University CIS109 Matthew Gonzalez Due Date February, 23 2015 Isuzu Australia Limited or IAL is a subsidiary of Isuzu Motors Limited in Japan and are responsible for all things Isuzu Trucks in Australia. The company needed a way to connect their entire dealer network and improve the speed and accuracy of their communications between headquarters and each dealer and other business partners The Need for a new system. Why did they need to update their system and how would they accomplish this in a timely and efficiently manor The reasoning behind getting this communication network up and running is the high priority requirement for access to the latest materials and information from IAL head office (Bigdoli, 2014). In 2005 they distributed all information in printed format and shipped via the Australia Post. The benefits to creating a centralized communication network would be exponential to their productivity, dealers and other business partners would be able to access information and submit issues in real time instead of relying on post. IAL decided to use IBM’s WebSphere portal and Workplace Web Content Management (WCM), along with Lotus Same Time instant messaging, Lotus Quickr for team based project management and Portal Document Manager (PDM) for a central repository of documents. The reasoning behind this was given by the Staff Operations Manager...
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...Week 7, Case Study 2: Collaboration Systems at Isuzu Australia Limited Isuzu Australia Limited or IAL is a subsidiary of Isuzu Motors Limited in Japan and are responsible for all things Isuzu Trucks in Australia. The company needed a way to connect a large dealer network and to improve the speed and accuracy of their communications between headquarters and each dealer and other business partners (Isuzu Australia, 2008). The reasoning behind getting this communication network up and running is the high priority requirement for access to the latest materials and information from IAL head office (Bigdoli, 2014). In 2005 they distributed all information in printed format and shipped via the Australia Post. The benefits to creating a centralized communication network would be exponential to their productivity, dealers and other business partners would be able to access information and submit issues in real time instead of relying on post. IAL decided to use IBM’s WebSphere portal and Workplace Web Content Management (WCM), along with Lotus SameTime instant messaging, Lotus Quickr for team based project management and Portal Document Manager (PDM) for a central repository of documents. The reasoning behind this was given by the Staff Operations Manager, Aninka Morhall – We chose WebSphere Portal and WCM because this solution was more capable of meeting our needs than the other offerings in the market, in particular in terms of its scalability. We were also interested in all of the...
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...Isuzu Australia Limited: Implementation of collaborative systems Mark Lewis CIS 109 Prof. John Murnane 08/17/14 Isuzu Australia Limited (IAL) [was] responsible for marketing and distributing Isuzu trucks in Australia (Bidgoli, 2014, Pg. 250). The company, however, realized that all of their information was disseminated to the truck dealerships in outdated methods, as it utilized the manual form of delivery consuming an excessive amount of time and monetary resources. The company saw the opportunity to improve information issuance, remove errors, and greatly reduce the amount of resources being redundantly exploited. To assuage the dispute of the needless tapping of resources to continue the manual manner of propagating information, IAL turned to IBM WebSphere Portal and IBM Workplace Web content Management, software that provide “enterprise web portals that help companies deliver a highly-personalized, social experience for their customers” through single-point access gates, according to ibm.com. Through the dual content management components, IAL where better able to meet there business partners’ needs by a better mode of collaboration with features such as instant-message for concerted decision making, and through the means of information publishing through the use of the portal(s). IAL has also taken to knowledge management with the use of wiki systems, making collaboration and knowledge-sharing simplistic and faster. Wikis, a web-based 2.0 technology, provided a collaborative...
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...Automobile Industry of India A Nations economy is well known from its transport system. For instant and rapid growth in economy, a well-developed and well-networked transportation system is essential. As India's transport network is developing at a fast pace, Indian Automobile Industry is growing too. Also, the Automobile industry has strong backward and forward linkages and hence provides employment to a large section of the population. Thus the role of Automobile Industry is very essential in Indian economy. Various types of vehicles are manufactured by the Automobile Industry. Indian Automobile Industry includes the manufacturing of trucks, buses, passenger cars, defense vehicles, two-wheelers, etc. The industry can be broadly segmented into the Car manufacturing, two-wheeler manufacturing and heavy vehicle manufacturing units. The major Car manufacturer are Hindustan Motors, Maruti Udyog, Fiat India Private Ltd., Ford India Ltd ., General Motors India Pvt. Ltd., Honda Siel Cars India Ltd. Hyundai Motors India Ltd., Skoda India Private Ltd., Toyota Kirloskar Motor Ltd. The two-wheeler manufacturing is dominated by companies like TVS, Honda Motorcycle & Scooter India (Pvt.) Ltd., Hero Honda, Yamaha, Bajaj, etc. The heavy motors like buses, trucks, defense vehicles, auto rickshaws and other multi-utility vehicles are manufactured by Tata-Telco, Ashok Leyland, Eicher Motors, Bajaj, Mahindra and Mahindra, etc. The Indian Automobile Market growth is expected to grow...
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...information is handled at the Web site instead of going to the call center saves roughly $1.87. Federal Express has reported that customer calls have decreased by 83, 000 per day since 2000, which saves the company $57.56 million per year. In addition, each package-tracking costs Federal Express three cents; by using Web site instead of the call center to handle these requests, costs have been reduced from more than $1.36 billion per year to $21.6 million per year. Another technology for improving customer service is Ship Manager, an application installed on customers’ sites so that users can weigh packages, determine shipping charges, and print shipping labels. Customers can also link their invoicing, billing, accounting, and inventory systems to Ship Manager. However, Federal, Express still spends almost $326 million per year on its call center to reduce customers’ frustration when the Web site is down or when customers have difficulty in using it. Federal Express uses customer relationship management software called Clarify in its call centers to make customer service representatives’ jobs easier and more efficient and speed up response time. Answer the following questions: 1. Is technology alone enough to ensure high-quality customer service? * No. Without properly trained staff technology is worthless. 2. What are Federal Express’s estimated annual savings from using information technology? * $79.16 The love bug virus The Love Bug...
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...When looking for software that helps bring a company together you need something that allows each part of the company to talk share idea and gather data in a timely matter. You also want to make sure that the medium you try to use is also secure and stable so that you don’t have to worry about the system crashing around you and when company need this they look to groupware to get the job done. Groupware refers to programs that help people work together collectively while located remotely from each other. Programs that enable real time collaboration are called synchronous groupware. Groupware services can include the sharing of calendars, collective writing, e-mail handling, shared database access, electronic meetings with each person able to see and display information to others, and other activities. (Senior, 2009) Sometimes called collaborative software, groupware is an integral component of a field of study known as Computer-Supported Cooperative Work or CSCW. When know many of the good points of groupware we can get emails from all over the company and we can even access our email at home or different computer around the work site. We can bring are team together and they have vital information and you can view the work in progress. No need to worry about carrying your customer, employee or partner's information with you. All your personal and corporate contacts are all in one place and can be accessed with a few keystrokes. Contacts in Outlook or other databases can...
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...MARKET SUMMARY Proton is the Malaysian national automobile manufacturer (Malay acronym for Perusahaan OTOmobil Nasional, 'National Automobile Enterprise'), which was established in 1983 under the direction of the former Prime Minister, Dr. Mahathir Mohamad. Proton Holdings Berhad, the holding company, is listed on the Bursa Malaysia. Based on technology and parts from Mitsubishi Motors, production of the first model, the Proton Saga began in September 1985 at its first manufacturing plant in Shah Alam, Selangor. Initially the components of the car were entirely manufactured by Mitsubishi but slowly local parts were being used as technologies were transferred and skills were gained. The 100,000th Proton Saga was produced in January 1989. Until the end of the 1990s, the car's logo featured the crest from Malaysia's coat of arms, featuring a crescent and a fourteen-pointed star. The new Proton logo features a stylized tiger head. In 1993, a model called Proton Wira was introduced based on the Mitsubishi Lancer/Colt. More than 220,000 units were sold between 1996 and 1998. Proton Perdana, based on the Mitsubishi Galant/Eterna, was first produced in 1995, intended for higher end market. The Proton Waja (Proton Impian in UK), which launched early 2001, is the first car model designed internally by Proton. By 2002 Proton held a market share of over 60% in Malaysia, which was reduced to barely 30% by 2005 and is expected to reduce further in 2008 when AFTA mandates reduce import...
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...MARKET SUMMARY Proton is the Malaysian national automobile manufacturer (Malay acronym for Perusahaan OTOmobil Nasional, 'National Automobile Enterprise'), which was established in 1983 under the direction of the former Prime Minister, Dr. Mahathir Mohamad. Proton Holdings Berhad, the holding company, is listed on the Bursa Malaysia. Based on technology and parts from Mitsubishi Motors, production of the first model, the Proton Saga began in September 1985 at its first manufacturing plant in Shah Alam, Selangor. Initially the components of the car were entirely manufactured by Mitsubishi but slowly local parts were being used as technologies were transferred and skills were gained. The 100,000th Proton Saga was produced in January 1989. Until the end of the 1990s, the car's logo featured the crest from Malaysia's coat of arms, featuring a crescent and a fourteen-pointed star. The new Proton logo features a stylized tiger head. In 1993, a model called Proton Wira was introduced based on the Mitsubishi Lancer/Colt. More than 220,000 units were sold between 1996 and 1998. Proton Perdana, based on the Mitsubishi Galant/Eterna, was first produced in 1995, intended for higher end market. The Proton Waja (Proton Impian in UK), which launched early 2001, is the first car model designed internally by Proton. By 2002 Proton held a market share of over 60% in Malaysia, which was reduced to barely 30% by 2005 and is expected to reduce further in 2008 when AFTA mandates reduce import...
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...ANNUAL REPORT Building A Global Brand What’s the value in a brand name? Everything. A brand that is reputable and stands apart from others provides competitive advantage, confirms credibility, adds value to a company and ensures long lasting customer relationships. As an organisation that has been around for more than three decades, the DRB-HICOM name is one that needs no introduction. It is an organisation that prides itself on always staying ahead of the game, in setting high standards in all its endeavours and constantly challenging the status quo. With a portfolio of more than eighty operating companies in its stable, the Group’s diversity elevates it to a brand with unique character and promise. PROTON, Alam Flora, PUSPAKOM, Pos Malaysia, MODENAS, Bank Muamalat, Glenmarie Properties – these are some of the household names that form a part of the DRB-HICOM Group. From the Automotive and Services sectors to the Property, Asset and Construction sector, DRB-HICOM’s operating companies have always had a strong presence in the local market. Helmed by bold leadership and imbued with core values, strong work ethics and a vision to be number 1, the DRB-HICOM brand is well-positioned to go a step further to become a leading global brand in the future. OUR VISION to be number 1 and continuously excel in all that we do OUR MISSION to lead in the growth of the nation in the areas of DRB-HICOM’S core businesses SHARED VALUES excellence decorum teamwork integrity...
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...ANNUAL REPORT Building A Global Brand What’s the value in a brand name? Everything. A brand that is reputable and stands apart from others provides competitive advantage, confirms credibility, adds value to a company and ensures long lasting customer relationships. As an organisation that has been around for more than three decades, the DRB-HICOM name is one that needs no introduction. It is an organisation that prides itself on always staying ahead of the game, in setting high standards in all its endeavours and constantly challenging the status quo. With a portfolio of more than eighty operating companies in its stable, the Group’s diversity elevates it to a brand with unique character and promise. PROTON, Alam Flora, PUSPAKOM, Pos Malaysia, MODENAS, Bank Muamalat, Glenmarie Properties – these are some of the household names that form a part of the DRB-HICOM Group. From the Automotive and Services sectors to the Property, Asset and Construction sector, DRB-HICOM’s operating companies have always had a strong presence in the local market. Helmed by bold leadership and imbued with core values, strong work ethics and a vision to be number 1, the DRB-HICOM brand is well-positioned to go a step further to become a leading global brand in the future. OUR VISION to be number 1 and continuously excel in all that we do OUR MISSION to lead in the growth of the nation in the areas of DRB-HICOM’S core businesses SHARED VALUES excellence decorum teamwork integrity...
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...our horizons Building on unique Australian qualities – and the skills of its 33,600 people – the Qantas Group is broadening its horizons to secure a successful and profitable future. 003 004 QANTAS ANNUAL REPORT 2012 Heading For the Qantas Group, 2011/2012 was a year of transformation. We recorded an Underlying Profit Before Tax* despite significant challenges. We continued to build Qantas’ strong domestic network, Jetstar and Qantas Frequent Flyer. And we launched a five-year plan to turn around Qantas’ international network. FOR THE YEAR ENDED 30 JUNE 2012 *For explanations of non-statutory measures see the Review of Operations. 005 Building a stronger Qantas for our people, our customers, our shareholders and Australia The Qantas Group has a broad portfolio and a clearly defined strategy, with the following core goals: — Build on the Group’s strong domestic businesses through a clear focus on the customer. — Turn around Qantas International through the “four pillars” of targeting global gateways, growing with Asia, improving the customer experience and ensuring disciplined financial management. — Strengthen Jetstar’s rapid presence across Asia to capture the full benefits of the region’s low-cost leisure travel boom. — Continue to expand Qantas Frequent Flyer by adding new partners and increasing ways for members to earn and spend points. Supporting these goals are several business transformation initiatives,...
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...troubled by its declining share of the domestic auto market (Exhibit 1) and consequent dwindling profits and margins. Without taking into account the government’s R&D grant in 2007/2008, the company suffered three straight years of losses from 2007 to 2010. Its finances recovered a little in 2009/2010, thanks to the government’s “cash for clunkers” incentive programme, a MYR143 million (USD48 million)[2] R&D grant from the government, and some improvement in sales. However, its net profit margin barely reached 3% — very low by industry standards — and most of its performance measures lagged behind those of the industry leaders (Exhibits 2 and 3). The stock price of Proton’s listed parent, Proton Holdings Berhad (Proton Holdings Limited), had been substantially lower than its net asset value for several years (Exhibit 3). Because of its low market to book ratio and the heavy government subsidies paid to Proton, Mr. Syed Zainal was under tremendous pressure to turn around Proton’s performance. Adding further pressure, the changing institutional environment had exposed Proton’s inability to compete. Since 2005 when the government committed to reducing import tariffs under the ASEAN Free Trade Area (AFTA) agreement, the external institutional environment became very unfavourable to Proton. Although the government continued to protect Proton by providing grants and subsidies, Proton did not stop losing its market share to competitors, most notably to the second national car...
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...Business Quiz DHL Baseline/Tagline/AdLineof Company/Brands WE make importing Smooth Doordarshan Satyam Sivam Sundaram Electrolux India Makes life a little easier Energizer Keep going ESSAR Steel 24 carat steel Fed-Ex The World On Time Ford Mondeo Redefined Aggression Ford Motors Built for the road ahead Godrej locks PEACE OF MIND.GUARANTEED Graviera Suitings THE MAN OF SUBSTANCE Gucci Quality is remembered long after the price is forgotten Haier Inspired living Harley-Davidson If you don't have to answer to anyone, what would you do Harrod's retailer, ENTER A DIFFERENT London WORLD Hero Honda CBZ Motorcycling Unplugged Hero Honda Born in a studio, not in a Passion factory Hindustan Times Let there be light Hitachi Inspire the Next Honda The power of dreams Honda DIO FROM INDIA TO THE WORLD.AND TO YOU HSBC World's local bank Hughes Software Think skywards HYUNDAI Play a bigger game ELANTRA Hyundai's new ad Drive your way Jobsahead.com FILL IN YOUR AMBITION Johnnie Walker Keep Walking whiskey Kingfisher airlines Fly the good times Kodak You press the button and we do the rest Lacoste Because what you are LG EXPAND YOUR LIFE LG AC BREATHE HEALTHY Lufthansa There is no better way to 1 Created By: S.Sriram MBA-HR, TAMILNADU srirams@gmx.com Company Accenture Air Deccan Air India Air Sahara Airtel AKAI Allen Solly Allianz Insurance Apple Computers Bajaj Auto Bajaj Pulsar Bajaj spirit Blue Star BluestarAC Bournvita Brooke Bond BSNL BUSINESS STANDARD BUSINESSWORL Magazine of the...
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