...Case Study for Information Management 資訊管理個案 E-commerce: Digital Markets, Digital Goods 1. Facebook, 2. Amazon vs. Walmart (Chap. 10) 1011CSIM4B10 TLMXB4B Thu 8, 9, 10 (15:10-18:00) B508 Min-Yuh Day 戴敏育 Assistant Professor 專任助理教授 Dept. of Information Management, Tamkang University 淡江大學 資訊管理學系 http://mail. tku.edu.tw/myday/ 2012-11-29 1 課程大綱 (Syllabus) 週次 日期 內容（Subject/Topics） 1 101/09/13 Introduction to Case Study for Information Management 2 101/09/20 Information Systems in Global Business: 1. UPS, 2. The National Bank of Kuwait (Chap. 1) 3 101/09/27 Global E-Business and Collaboration: NTUC Income (Chap. 2) 4 101/10/04 Information Systems, Organization, and Strategy: Soundbuzz (Chap. 3) 5 101/10/11 IT Infrastructure and Emerging Technologies: Salesforce.com (Chap. 5) 6 101/10/18 Foundations of Business Intelligence: Lego (Chap. 6) 2 課程大綱 (Syllabus) 週次 日期 內容（Subject/Topics） 7 101/10/25 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7) 8 101/11/01 Securing Information System: 1. Facebook, 2. European Network and Information Security Agency (ENISA) (Chap. 8) 9 101/11/08 Midterm Report (期中報告) 10 101/11/15 期中考試週 11 101/11/22 Enterprise Application: Border States Industries Inc. (BSE) (Chap. 9) 12 101/11/29 E-commerce: 1. Facebook, 2. Amazon vs. Walmart (Chap. 10) 3 課程大綱 (Syllabus) 週次 日期 內容（Subject/Topics） 13 101/12/06 Knowledge Management: Tata Consulting Services (Chap. 11) 14 101/12/13 Enhancing Decision Making: CompStat...
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...in the future |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | | | |141-148. | |Efficient market |A theoretical efficient market occurs when |Aubry, M., Hobbs, B., & Thuillier, D. | | |information flows freely, allowing supply and |(2009). The contribution of the project | | |demand to react instantly to market changes. |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | |...
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...received today is worth more than an equal amount received in the future Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Efficient market A theoretical efficient market occurs when information flows freely, allowing supply and demand to react instantly to market changes. Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Primary versus secondary market In the stock market, the primary market is one that issues a new security, such as an initial public offering. A secondary market is one that trades a security after its initial availability. Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Risk-return tradeoff The potential for higher returns in the market generally comes with higher risk. Inversely, lower expected returns are generally associated with lower risk. Soliman, M. T. (2008). The use of DuPont analysis by market participants. Accounting Review, 83(3), 823-853. Agency (principal and agent problems) Companies are comprised of owners and managers, but their goals are sometimes not perfectly aligned. For example, managers may work...
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...in the future |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | | | |141-148. | |Efficient market |A theoretical efficient market occurs when |Aubry, M., Hobbs, B., & Thuillier, D. | | |information flows freely, allowing supply and |(2009). The contribution of the project | | |demand to react instantly to market changes. |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | |...
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...Management’s Decision to Continue or Discontinue Operations Managerial economics involves all factors available in any market system for production and marketing of goods or services (Farnham, 2010). Managing consultant uses the information come out of this process to develop economic models, which it can help to understand the business environment. Additionally managing consultant applies the economic theories to business decision making (Michaels, 2011). According to previous information for this firm the factors that will have the greatest impact on plant operations are workers, maximum outputs, labor time, and variable costs. Currently, the managing consultant will work with special attention in the marginal cost to design the economic model (Michaels, 2011). The fixed cost is a constant expenditure that will not change over the time. Variable costs include all of inputs such raw materials used to produce the units, labor, location, but it will change if the production increase or decrease. Managing consultant will evaluate different scenarios in the interior of the economic model that will support the making decision process. Managing consultant will value external factors such as supply and demand, constraints (physical, time, and financial constraints), normative economics, competition, bias, efficiency, and different markets (Michaels, 2011). Finally, managing consultant is a professional that seeks to maximize the company’s profit with the production function, assess to...
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... | |e. |(a) and (b) only. | ANS: D PTS: 1 NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Managing strategy & innovation 2. The level of marketing control that examines whether the strategy is being implemented as planned and whether it produces the intended results is termed: |a. |strategic control. | |b. |annual plan control. | |c. |strategic component control. | |d. |profitability control. | |e. |incremental control. | ANS: A PTS: 1 NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Managing strategy & innovation 3. The level of marketing control that examines how well resources have been...
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...CASE STUDY SUPERSHUTTLE: A Franchise Company in New York CONTENTS 1. Introduction……………………………………………………………………………………………………………1 2. Managing People and Relationships …………………………………………………………………….1 2.1 The Relationship between Supershuttle and the Customer (Geoff Southern) 2.2 To Solve Problems and Improve Service Quality 3. Managing Information for Decision Making…………………………………………………………….3 3.1 How the Demand in the Market is Learned 3.2 How the Demand Can Be Predicted 4. Managing Operational Finance……………………………………………………………………………….4 4.1 Identify the Relevant Costs 4.2 Alternative Operating Policies and the Effects of Seasonality and Day Variation 5. Conclusion……………………………………………………………………………………………………………….5 6. References………………………………………………………………………………………………………………6 CASE STUDY: SUPERSHUTTLE 1. INTRODUCTION: A service is something that the public needs, such as transport or communication facilities, which is provided by an organisation. Due to increasing population, the demand for transportation has grown significantly and as a consequence of this, transportation companies are becoming more widespread and altering their forms of services. Supershuttle is a franchise company and the company yields “door-to-door service” to 8 million passengers per year (Supershuttle.com, 2012). The company website can be utilized...
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...reward systems, information systems, managing teams, managing culture, managing across cultures, organisational design, managing the politics of strategy implementation. • Leading the implementation, importance of leader, style, transformational leadership, role of leader in ( thinking, analysis, direction, development and implementing) • Overcome resistance. • Future challenges, pace of change, globalisation and technology. -Review • Ongoing the dynamic process to implement strategy, constant planning and monitoring and adjustment. • Flexible and adaptive, comfortable with ambiguity and complexity, remember strategy planning is a routine, not a one off. • Wildly used method for the implementation, 7 S and eight S model. They set out the key variables that must all be managed and aligned. • Balance scored card as a key performance management tool. • Reward and information system etc. • Techniques for developing a strategy supportive culture, and advantages of strong culture. • Global focus, for cross culture issue, must understand a culture before entering. Globalization brings the ease of moving professionals. • Most organisation use a hybrid form. • Political nature of organisations. • Role of leadership, initial thinking to implementation, they are required to initiate and drive the process, as well as set the parameters. Tools and examples. • New market of customers or...
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...Evaluation / Measurement Independent Review Contingency Planning 1 1 2 3 3 4 4 4 4 5 5 7 8 8 9 9 10 10 13 14 15 15 17 17 18 18 18 19 20 20 21 21 21 22 24 24 24 25 Managing Credit Risk Components of Credit Risk Management Board & Senior Management oversight Organization Structure Systems and Procedures Credit origination Limit setting Credit Administration Measuring Credit Risk Internal Risk Rating Credit Risk Monitoring & Control Risk Review Delegation of Authority Managing Problem Credits Managing Market Risk Interest Rate Risk Foreign Exchange Risk Equity / commodity price Risk Element of Market Risk Management Board and Senior Management Oversight Organization Structure Risk Management Committee ALCO Middle Office Risk Measurement Repricing Gap Models Earning at Risk &Economic Value of Equity Models Value at Risk Risk Monitoring Risk Controls Audit Risk limits 25 27 28 28 30 30 30 31 31 33 34 34 35 36 37 37 38 38 38 39 39 39 Managing Liquidity Risk Early Warning Indicators Board and Senior Management Oversight Liquidity Risk Strategy and Policy ALCO/ Investment Committee Liquidity Risk Management Process MIS Liquidity Risk Measurement & Monitoring Contingency Funding Plan Cash Flow Projections Liquidity Ratios & Limits Internal Controls Monitoring & Reporting Risk Exposures Managing Operational Risk Operational Risk Management Principles Board & Senior Management Oversight Operational Risk Function Risk Assessment and Quantification Risk Management...
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...Evaluation / Measurement Independent Review Contingency Planning 1 1 2 3 3 4 4 4 4 5 5 7 8 8 9 9 10 10 13 14 15 15 17 17 18 18 18 19 20 20 21 21 21 22 24 24 24 25 Managing Credit Risk Components of Credit Risk Management Board & Senior Management oversight Organization Structure Systems and Procedures Credit origination Limit setting Credit Administration Measuring Credit Risk Internal Risk Rating Credit Risk Monitoring & Control Risk Review Delegation of Authority Managing Problem Credits Managing Market Risk Interest Rate Risk Foreign Exchange Risk Equity / commodity price Risk Element of Market Risk Management Board and Senior Management Oversight Organization Structure Risk Management Committee ALCO Middle Office Risk Measurement Repricing Gap Models Earning at Risk &Economic Value of Equity Models Value at Risk Risk Monitoring Risk Controls Audit Risk limits 25 27 28 28 30 30 30 31 31 33 34 34 35 36 37 37 38 38 38 39 39 39 Managing Liquidity Risk Early Warning Indicators Board and Senior Management Oversight Liquidity Risk Strategy and Policy ALCO/ Investment Committee Liquidity Risk Management Process MIS Liquidity Risk Measurement & Monitoring Contingency Funding Plan Cash Flow Projections Liquidity Ratios & Limits Internal Controls Monitoring & Reporting Risk Exposures Managing Operational Risk Operational Risk Management Principles Board & Senior Management Oversight Operational Risk Function Risk Assessment and Quantification Risk Management...
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...Week 1 TCOs A, B, C Marketing, Strategies, and Research Chapter 1: Defining Marketing for the 21st Century Chapter 2: Developing Marketing Strategies and Plans Chapter 4: Conducting Marketing Research and Forecasting Demand, pp. 88-105 A. Given information gathered through applied business research, develop a Marketing Plan for a product or service of your choice consistent with its position in the market. Understand how this Marketing Plan would fit into a complete Business Plan for the product or service. Key Concepts: Define marketing and how it evolved and why marketing is important to our society. Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational goals. How it evolved has 5 phases on page 2 of notes. 1. Production concept of marketing, 2. Product concept, 3. Promotion selling concept, 4. Marketing concept, 5. Holistic marketing. A social definition shows the role marketing plays in society; for example, one marketer has said that marketing’s role is to “deliver a higher standard of living.” Here is a social definition that serves our purpose: Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of value with others. Explain the Marketing Concept as one of several company orientations towards the marketplace...
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...both ICT systems application and Database, my new motivation now is to acquire the experience and knowledge in strategic related issues and the managerial skills Work History July, 2009 – To date [Interim Head of IT, Capital Markets and Securities Authority (CMSA), 6th floor, PPF tower, Ohio/Garden Avenue, Dar es Salaam, Tanzania]. Supervising and managing The IT department Budgeting and scheduling ICT activities Database and system administration Training and user support February, 2007 – June 2009 [Senior Database Administrator , Capital Markets And Securities Authority (CMSA), 6th floor, PPF tower, Ohio/Garden Avenue, Dar es Salaam, Tanzania]. Monitoring and managing the automated systems and Microsoft SQL database It support for capital markets intermediaries Managing the CMSA website Managing the active directory 2003 windows platform Communication devices (Cisco routers and firewall) Curriculum Vitae – Patrick Kassonde Gondwe patrickgondwe@hotmail.com January 2006 – Jan 2007 [Programmer & Database Administrator, Mbeya Medical Research Programme (MMRP), Mbeya referral Hospital, Mbeya, Tanzania]. Application development for medical projects using Vb.Net Application development for medical projects using pendragon for mobile devices Managing and monitoring the Oracle database User support Network related issues August 2005 – December 2005 [Team leader, Computer center, Dar es Salaam Tanzania]. Supervising the Vodacom ICT helpdesk team Front end user support Scheduling...
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...Manager’s Job in Context Contents Introduction……………………………………………………………………………………3 The organization……………………………………………………………………………… 3 Job Description of a manager in an organization......................................................................4 Organizational Structure...........................................................................................................6 Internal and external interactions of Managers.........................................................................8 Recommendation......................................................................................................................9 Conclusion...............................................................................................................................10 References...............................................................................................................................10 Introduction Organizations can be considered as a system which consists of a numerous number of people who coordinate and work together to achieve the common goal. Organizational behavior is the set of actions performed by the individuals or the attitudes of the individuals in a particular organization. For a manager it is very essential to study and understand the organizational behavior as it will assist him to identify and correct problems, establish necessary changes etc. Management or managers plays a vital role in organizational behavior and in achieving...
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... ANS: F PTS: 1 DIF: Medium REF: 36 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Ethical & Legal understanding | Management: Ethical Responsibilities | Dierdorff & Rubin: Managing the task environment 2. The external environment facing business stays relatively constant over time. ANS: F PTS: 1 DIF: Easy REF: 34-35 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Business Knowledge & Analytical Skills | Management: Environmental Influence | Dierdorff & Rubin: Managing the task environment 3. Demographic, economic, political/legal, sociocultural, technological, global, and physical are the seven elements comprising the industry environment. ANS: F PTS: 1 DIF: Hard REF: 38 (Table 2.1) OBJ: 02-02 TYPE: knowledge NOT: AACSB: Business Knowledge & Analytical Skills | Management: Environmental Influence | Dierdorff & Rubin: Managing the task environment 4. Firms can directly control the elements of the seven segments of the general environment. ANS: F PTS: 1 DIF: Easy REF: 37 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Business Knowledge & Analytical Skills | Management: Environmental Influence | Dierdorff & Rubin: Managing the task environment 5. To successfully deal with today’s external environment and to achieve strategic competitiveness, firms must be aware and fully understand the different segments of that environment...
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...integrative and unifying framework for making decisions particular regarding the direction in which an organization goes and the resources it plans to utilize (Goldsmith, 2009). In some way, strategic thinking utilizes external and internal data, perceptions and opinions. It is proactive, conscious and explicit while defining competitive realm for strategic advantage in the organization. Strategies are formed to improve the performance of an organization which means that the company will have to conduct something unique and different compared to that of the competitors. Whenever an organization develops a new strategy, it means that they are establishing change whether it is innovative or incremental. It means that managing to execute a strategy involves managing change. The business landscape of today is characterized by escalating diverse environments whereby some organizations operate in stable environments while others in environments that are not stable. This is the reason organizations needs to create a strong relationship between strategy and innovation to...
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