...Chapter 1 3 Controls for Differentiated Strategies 597 Case 13-3 Texas Instruments and Hewlett-Packard Texas Instruments (TI) and Hewlett-Packard (HP) developed, manufactured, and sold high-technology electric and electronic products. Texas Instruments had three main lines of business in 1984: components, which includ ed semi conductor integrated circuits, semiconductor subassemblies, and electronic control devices; digital products, which included minicomputers, personal com puters, scientific instruments, and calculators; and government electronics, which included radar systems, missile guidance and control system s, and in frared surveillance systems. The three businesses generated 46 percent, 19 percent, and 24 percent, respectively, of TI’s sales in 1984. Hewle tt-Packard operated in two main lines of business: computer products, which included factory automation computers, engineering workstations, data termin als, per sonal computers, and calculators; and electronic test and measu rement sys tems, which included instruments that were used to evaluate the operation of electrical equipment against standards, instruments that would measu re and display electronic signals, voltmeters, and oscilloscopes. These busine sses gen erated 53 percent and 37 percent, respectively, of HP’s 1984 sales. Summary financial information for each company is presented in Exhibit 1. Although Texas Instruments and Hewlett-Packard competed in similar industries, the strategies chosen by these...
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...Case Study 13-3: Texas Instruments and Hewlett-Packard Case Context: Texas Instrument (TI) and Hewlett Packard (HP) are two companies famous for introducing Electric and electronic products. Although competing in similar industries, their strategies are very much different. Problem Definition: Given the differences in strategy between two firms, what would you expect would be the differences between TI & HP in their planning and control system; strategic planning systems; budgeting systems; reporting systems; performance evaluation systems and incentive compensations systems. Inferred from the case, we expect some differences in planning and control system between Texas Instruments and Hewlett Packard. This paper will discuss and propose some strategic planning systems, budgeting systems, reporting systems, performance evaluation systems and incentive compensation system for each company. . Strategic Planning Systems: In term of corporate level strategy, both firms have the same definition of business in which the firm will participate. TI and Hewlett-Packard (HP) are both in high-technology electric and electronics. But, the second aspect of corporate level strategy, which is deployment of resources among the business, may be different for each firm depends on the objectives that they want to achieve and competitive advantages that they have. I am well known for its first...
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...1. Summarize the major features of Texas Instruments’ management systems. To what extent, and how, are these system mutually reinforcing? In 1960, Texas Instruments’ (TI) revenue reached $232 million, which was $32 million over company’s president Pat Haggerty’s announced goal of $200 million. However, the industry was facing a recession at the time, and Patrick Haggerty knew that TI needed to develop a system that would help with innovation and growth of the company. In 1962, Duddy Harris was assigned to find such system, which resulted in development of the OST System: Objectives, Strategies and Tactics. Pat Haggert believed that Texas Instruments must be consumer product centered. Under his leadership TI has organized itself into six major business groups. Each group was subdivided into divisions, which in turn is further divided into product customer centers (PCC), or profit centers. Each Product Customer Center (PCC) manager had responsibilities to Create, Make and Market product in their respective area. The goal of PCC is to allow the business to have a close relationship with customers, and enable an entrepreneurial environment for TI’s middle level managers. The major drawback of Texas Instruments profit center’s decentralized matrix system is the lack of control by top management, possibility of friction and conflict of interest between organization units. With over 80 different PCCs within TI; business cohesion can be a major issue. In order to keep individual...
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...SUSTAINING COMPETITIVE ADVANTAGE AT DELL Michael Dell started Dell Inc. in 1984 when he was an undergraduate student at the University of Texas. Just over two decades later, Dell, with headquarters in Round Rock, Texas, in the United States is now one of the 25 largest companies in the US. It has grown to become one of the world’s great computer companies, with near leading shares in the personal computer and server businesses. In early 2007, annual sales revenues stood at US$56 billion. In fiscal 2003, a year in which most computer makers lost money due to slumping global demand for PCs, Dell saw its revenues jump by US$5 billion to US$36 billion, made US$2.8 billion in operating profit, and gained 2.3% in global market share. For half a decade Dell was the market-share leader but in 2005 it lost its market-share lead to one of its main rivals, Hewlett- Packard (HP). Approximately one-third of Dell’s sales are made outside the United States. Nearly 65% of its revenue originates in North and South America, 23% in Europe, the Middle East and Africa, and 12% in the Asia and Pacific region, a region that includes Australia, China, India, New Zealand and Japan. Dell is experiencing rapid increases in sales outside of the US. For example, in 2006 and early 2007 sales in Brazil grew by 84%, 24% in Germany, 93% in India and 33% in China. Dell’s global competitors include HP, Lenovo, Acer, Fuji-Siemens and Gateway. In Australia and New Zealand, Dell holds second position in the PC and...
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...University of Texas. Two decades later, Dell has grown to become one of the world’s great computer companies, with a leading share in the personal computer and server businesses. In fiscal 2004, a year in which most computer makers lost money due to slumping global demand for PCs, Dell saw its revenues jump by $6 billion, to $41 billion, made $3.5 billion in operating profit, and gained over 2 percent in global market share. Approximately one-third of Dell’s sales were made outside the United States. Dell credits much of its strong performance in a tough environment to a cost structure that is the lowest in the industry. That cost structure is in part the result of Dell’s global manufacturing and supply chain management strategy. Dell has manufacturing sites in Brazil, Ireland, Malaysia, and China, in addition to three sites in the United States (and a fourth now under construction). The sites were chosen for low labor costs, the high productivity of the local workforce, and their proximity to important regional markets. Dell prefers to manufacture close to regional markets to reduce shipping costs and increase the speed of delivery to customers. (Dell still manufactures computers in the United States because its U.S workforce is very productive, and the United States is its largest market, so it pays to be close to U.S. customers.) In addition to manufacturing, much of Dell’s customer support operations are also performed outside of the United States with a major center...
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...WIRELESS FINGERPRINT BASED STUDENT ATTENDANCE SYSTEM A thesis submitted in partial fulfillment of the requirements for the degree of Bachelor of Technology in Electrical Engineering by Debidutt Acharya(10602015) and Arun Kumar Mishra(10602061) Under the guidance of Prof. Susmita Das Department of Electrical Engineering National Institute of Technology Rourkela-769008 2010 WIRELESS FINGERPRINT BASED STUDENT ATTENDANCE SYSTEM A thesis submitted in partial fulfillment of the requirements for the degree of Bachelor of Technology in Electrical Engineering by Debidutt Acharya(10602015) and Arun Kumar Mishra(10602061) Department of Electrical Engineering National Institute of Technology Rourkela-769008 2010 National Institute of Technology Rourkela CERTIFICATE This is to certify that the thesis entitled, “WIRELESS FINGERPRINT-BASED STUDENT ATTENDANCE SYSTEM” submitted by Debidutt Acharya and Arun Kumar Mishra in partial fulfilments for the requirements for the award of Bachelor of Technology Degree in Electrical Engineering at National Institute of Technology, Rourkela is an authentic work carried out by them under my supervision and guidance. To the best of my knowledge, the matter embodied in the thesis has not been submitted to any other University / Institute for the award of any Degree or Diploma. Date: 14-05-2010 Place: Rourkela Prof. Susmita Das Deptt. of Electrical Engineering National Institute of Technology ...
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...1........2........3........4........5........6........7 DOMINATING TYPE a) My company would use its influence over its ICI to get its channel conflict management ideas accepted. b) My company would use its authority over its ICI to make a channel management decision in its favor. c) My company uses its channel-related expertise for its ICI to make a channel management decision in its favor. d) My company is generally firm in pursuing its side of channel management issues comparing to its ICI. e) My company sometimes uses its channel-related power to win a competitive channel situation with its ICI. 1........2........3........4........5........6........7 1........2........3........4........5........6........7 1........2........3........4........5........6........7 1........2........3........4........5........6........7 1........2........3........4........5........6........7 OBLIGING TYPE a) My company would in general try to satisfy the needs regarding the channel issues of its ICI. b) My company would accommodate the wishes regarding the channel issues of its ICI. c) My company would give in to the wishes regarding the channel issues of its ICI. d) My company would allow concessions regarding the channel issues to its ICI. e) My company would go along with the suggestions regarding the channel issues of its ICI f) My company would try to satisfy the expectations regarding the channel issues of its ICI. 1........2........3........4........5........6........7 1......
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...Week 6 Research Paper Journal-Gallerick Upper Iowa University Joshua Gallerick BA 567: Quality Management and Productivity Quality management is a key ingredient for competitive success. Firms strive for sustainable relative quality advantage to differentiate themselves from their competition (Talha, 2004). Intel’s quality management is the cornerstone of competitive advantage. Intel uses quality management practices to lead to superior quality outcomes and increased quality performance that appear to be founded from Deming’s 14 points philosophy. Intel Corporation is based in Santa Clara, California, is a global leader in silicon innovation, developing technologies, products, and initiatives to continually advance how people work and live. Intel designs, manufactures and sells computing and communication components, such as microprocessors, chipsets, motherboards, and wireless and wired connectivity products. The company was founded in 1968 by two scientists, Robert Noyce and Gordon Moore (Intel Corp, 2013). The company went on to develop the world’s first microprocessor in 1971 (Intel Corp, 2013). Deming’s approach to quality is the foundation for today’s quality management systems (Russel, 2011). Deming’s philosophy for achieving quality improvements is found in his 14 points plan (Russel, 2011). Intel’s philosophy of quality mirrors Deming’s 14 points plan. The first point of Deming’s plan is to create a constancy of purpose towards product improvement to achieve...
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...strategy by B. Ives S. L. Jarvenpaa R. O. Mason The alignment of worldwide computer-based information systems and integrated business strategies is critical to the success of multinational firms in a highly competitive global market. In this paper, information technology (lIT) solutions are explored that drive firms toward making economic decisions based on worldwide distributed knowledge. These solutions focus on a number of entities (or global business drivers) that identify where a firm can benefit most from the management and application of the technology. A variety of approaches for overcoming the barriers and risks of applying this technology are also discussed. n the forefront of the transition of a firm to a globally coordinated and managed organization is information technology. Information technology can drive the change, be harnessed to it, or rise up as a severe impediment. The chief executive of a major corporation has suggested that "globalization is no longer an objective but an imperative, as markets and geographical barriers become increasingly blurred and even irrelevant." 1 This paper explores how the application of information technology to the transition process can result in successful firms in a global market. Information technology (1fT) can drive a firm toward globalization in a number of ways. Using computer and communications technologies, IBM SYSTEMS JOURNAL, VOL 32, NO 1, 1993 I firms can extract the information components from tangible products...
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...Management 303 SWOT Analysis: Nvidia Corporation Brian Barnettt DeVry University Organization History Nvidia Corporation is an American global technology company specializing in the manufacturing of graphics processing units (GPUs), as well as having a significant stake in manufacture of system-on-a-chip units (SOCs) for the mobile computing market. Nvidia was founded in 1993 by Jen-Hsun Huang, Chris Malachowsky, and Curtis Priem and is headquartered in Santa Clara, California. The Nvidia Corporation is responsible for inventing the GPU in 1999 and has shipped more than 1 billion to date. In 1999, Nvidia was listed on the NASDAQ under the symbol NVDA. The company currently has 8,000 employees worldwide, has 6,000 patent assets, and reported $4.3 billion in revenue in fiscal year 2013. According to co-founder, president and CEO, Jen-Hsun Huang, Nvidia’s mission has always been to build a great company and be the most important 3D graphics company in the world. Organizational Strengths and Weaknesses Nvidia Corporations first major organizational strength has been their product mix, and as the manufacture of graphics processing units for PCs shifted its attention to the mobile computing boom, Nvidia has done so seamlessly. Nvidia manufactures some ome of the most popular top-of-the-mind brands such as GeForce, Quadro, Tegra, Tesla, nForce and currently holds more than 2,300 patents worldwide. Nvidia’s strength in this area has helped to increased...
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...ISSN-L: 2223-9553, ISSN: 2223-9944 Vol. 4 No. 3 May 2013 Academic Research International DEVELOPMENT OF A COMPUTERIZED ENROLMENT SYSTEM IN A RURAL-BASED HIGHER EDUCATION SYSTEM Christian Le Marjo A. Caipang College of Industrial Technology, Western Visayas College of Science and Technology, Iloilo City, PHILIPPINES. 1 clmacaipang@gmail.com ABSTRACT The purpose of this study was to design a computerized enrolment system for a ruralbased higher education institution and to find out its acceptability in terms of construction design and functionality. The computerized enrolment system was developed using the software Visual Basic, an Object-Oriented Programming visualization tool. The result of the study revealed that the Enrolment System is “Very Acceptable” as evaluated by the selected faculty members and staff of the school. In the light of the present findings and conclusions, the following recommendations are advanced, namely, that this enrolment system should be introduced to the school; that it should be adopted by the school to help the staff find records of students more easily and faster and the system should be utilized as a model for future research, especially for technology or computer-related research studies. Keywords: Enrolment System, Management, Information System Computer Technology, Higher Education, INTRODUCTION As we live in an advanced technology world where computers are a big help to all human beings, the discovery of all digital mechanisms has...
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...BOM 7094: Operations Management Digital Cinema – Changing the Supply Chain Management of the Movie Industry BOM 7094 Term Paper Dzulhafidz Bin Dzulkifli - 1091200147 10 Table of Contents Introduction ...................................................................................................................................... 2 Literature Reviews ........................................................................................................................... 4 Digital Cinema – The New Challenge for the Movie Industry ..................................................... 4 Security and Rights Management in Digital Cinema................................................................... 4 Digital Cinema Business Model – The Global Outlook ............................................................... 5 Summary of Literature Review ............................................................................................... 6 Operation Management: Supply Chain Management ..................................................................... 7 Motion Picture Supply Chain Management – The Conventional Way ............................................ 8 Ownership Chart: The Big Six ..................................................................................................... 9 The Management of the Chain of Supplies for Digital Cinema. .................................................... 10 Digital Cinema Process .................................
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...Royal Dutch Shell Exxon Mobil Team #1: EXECUTIVE SUMMARY Exxon Mobil Corporation (ExxonMobil) is an oil and gas company. It is the world’s largest integrated oil company. The company carries out the exploration and production of oil and gas; refining, transportation and marketing of oil and natural gas; and manufacture and sale of petroleum products. ExxonMobil also has interests in petrochemicals and electricity generation facilities. The company operates through three reportable business segments, namely, Upstream, Downstream and Chemical. It offers products and services under various brands such as Exxon, Esso and Mobil. ExxonMobil has presence in Americas, Europe, Asia-Pacific, Australia and Africa. ExxonMobil is headquartered in Texas, the US. Royal Dutch Shell Plc commonly known as Shell is an independent company with its registered office located in London, UK and headquartered in The Hague, Netherlands operating in the oil and gas industry globally. It is the second largest oil company in the world. The operations of the company are divided into three main segments including: Downstream, Upstream and Projects and Technology. The Upstream segment combines activities involved in the search for and recovery, liquefaction and transportation of oils and natural gas and wind energy. The Downstream segment is engaged in the activities of manufacturing, distributing and marketing of chemicals and oil products. Finally, the Projects and Technology segment includes all the critical...
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...when two engineers Parth Saxena & Nikhil Kapur (working with Texas Instruments & Microsoft, respectively) were watching the performance of a band in the Hard Rock Cafe (in Hyderabad) that an idea struck them. While enjoying the performance they noticed a problem in the music industry. They realized that bands in general could benefit if they could get better access to the venue managers. The two graduates from Delhi College of Engineering thought like true techies - to make the live entertainment industry democratic for all artistes small & big alike, they need a tech platform which could connect them to all possible venues. Such a platform they realised would benefit not only the performers, but also the music live entertainment industry as a whole. And, thus the idea behind TommyJams was born. Given that Parth Saxena was a Music Enthusiast, it wasn’t a stretch that he could relate to the issue at hand. He also had an experience of being a part of various bands in Bangalore, as a freelance guitarist & vocalist. With his passion for music, his history with the industry in the city & Bangalore’s role as a dream city for entrepreneurs across India (As a growth centre for technology) it is easy to understand why Bangalore was picked as the starting point. Add to that Nikhil Kapur’s event management experience from his time in Microsoft & we get the understanding of the industry plus the skills to handle the venue management for the artistes. Beginning with the...
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...Performance management A Citibank case study Made by: Bryan Rinders, Marten Moolhuizen, Alrawahi Hemi, Yihai Wang and Yikun Du Prefatory note The report is based on the analysis of a classic management case that about the Citibank and the strategy performance management tool it performed, the balance scorecard. After analyzed the Citibank case, our research group came up the question: What are the main reasons Citibank fails to measure customer satisfaction and what can be done to change this, and the other steps we have to take in order to answer the question. We would like to thank all those who have given us their generous help, commitment and enthusiasm, which have been the major driving force to complete the current paper. However, we should thank every member in the team at first. Everyone in the group tried their best to find sources and materials, finish their own part in time. And thanks to our university and all the teachers who give us academic knowledge and skills. This proposal is mainly finished by ourselves. There must be some mistakes, because of our carelessness and limitation of knowledge. We are sincerely looking for your feedback. Yihai Wang, Marten Moolhuizen, Bryan Rinders, Alrawahi Hemi and Yikun Du 2015.10.20 Enschede Executive Summary The reason why this proposal is made is because of a change in strategies in 1995, the California division of Citibank decided to implement a new performance scorecard to measure a more efficiently performance...
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