initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company
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Pamantasan ng Lunsod ng Maynila Submitted to: Prof. Carlos Sison Production Operation Management II Submitted by: Ronaliza M. Dimapilis BBM-MBA Best Practices in Product Management Product management is an important role within any company, especially in a startup where the product is still evolving. Part cat herder, part strategist, and part analyst, if one thing is certain about a Product Manager, it’s that they need to constantly be on their toes and ready to
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transactions over networks and through computers or as the buying and selling of goods and services, and the transfer of funds, through digital communications. It can include all inter-company and intra-company functions (such as marketing, finance, manufacturing, selling and negotiation) that enable commerce. e-commerce usescommunications such as electronic mail, EDI, file transfer, facsimile,video conferencing, workflow, or interaction with a remote computer. e-commerce has also become associated with
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Apple.Inc A business case study Prepared for: Prof.John Sateja Prof.Edward O’connor New Jersey City Universty Prepared By: Ahmed Elsery Elisa Flores Mazin Almudares Date: 5-8-2015 I. Company Background On April 1976, the Apple Computer was formed by a 25-year-old then Steve Wozniak and a 21-year-old then Steve Jobs who were both college dropouts . It had its humble beginnings tracing its first location of where they started to build computers in Job’s family’s garage. The
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and Management 3. Strategic Information Systems for Competitive Advantage CHAPTER Strategic Information Systems for Competitive Advantage Rosenbluth International: Competing in the Digital Economy 3.1 Strategic Advantage and Information Technology 3.2 Porter’s Competitive Forces Model and Strategies 3.3 Porter’s Value Chain Model 3.4 Interorganizational Strategic Information Systems 3.5 A Framework for Global Competition 3.6 Strategic Information Systems: Examples and Analysis 3.7 Implementing
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PRESS Int. J. Production Economics 87 (2004) 251–266 Enterprise information systems project implementation: A case study of ERP in Rolls-Royce Yahaya Yusufa,*, A. Gunasekaranb, Mark S. Abthorpec a Business School, University of Hull, Hull HU6 7RX, UK Department of Management, University of Massachusetts, 285 Old Westport Road, North Dartmouth, MA 02747-2300, USA c Department of Mechanical and Manufacturing Engineering, Nottingham Trent University, Burton Street, Nottingham NG1 4BU, UK b
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PRESS Int. J. Production Economics 87 (2004) 251–266 Enterprise information systems project implementation: A case study of ERP in Rolls-Royce Yahaya Yusufa,*, A. Gunasekaranb, Mark S. Abthorpec a Business School, University of Hull, Hull HU6 7RX, UK Department of Management, University of Massachusetts, 285 Old Westport Road, North Dartmouth, MA 02747-2300, USA c Department of Mechanical and Manufacturing Engineering, Nottingham Trent University, Burton Street, Nottingham NG1 4BU, UK b
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Telecommunications Industry in India Industry Background The telecom sector in India is a booming market now. India is the world’s second largest mobile phone user with a total subscriber base of 894 million as of December 2011, and the third largest internet user with a subscriber base of 121 million as of December 2011. The total market values according to experts are $75.88 billion with a y-o-y growth rate of 26% and generate employment for about 10 million people. The services sector generates
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Abstract Economic globalisation and internationalisation of operations are essential factors in integration of suppliers, partners and customers within and across national borders, the objective being to achieve integrated supply chains. In this effort, implementation of information technologies and systems such as enterprise resource planning (ERP) facilitate the desired level of integration. There are cases of successful and unsuccessful implementations. The principal reason for failure is often
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PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: • Discuss and compare internal and external process integration.
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