because of failure of management.’, ‘little or no attention to customers basic needs and preferences’ ‘management tends to be orientated towards the product rather than the people who consume it’, ‘they latter occupy a stepchild status. They are recognized as existing, as having to be taken care of but not worth any real thought or attention’, ‘organizational lifetime has conditioned management to look in the opposite direction (of customers satisfaction and deepest needs)’. ‘Marketing is a stepchild’
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a particular customer – production controlled by the customer organisation’. Generic software has to include as many functions as possible as it will have a very wide use base, and will need to provide functionality and usability to that wider range of users. Generic software also has to be developed to be very reusable and have components that can be easily modified or added to at a later date, making the software as upgradable as possible so it can have a longer useful lifetime. The development
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General environment & industry environment Resources – tangible and intangible Capabilities – capacity of organisation to integrate and deploy resources to achieve an obj. Stakeholders – society, suppliers, creditors, shareholders, employees, customers Levels of strategy * Corporate * Business General environment (Macro) – broad collection of factors that directly or indirectly have the potential to influence every firm in ever industry within the economy PESTDG framework
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Review Achieving Operational Excellence & Customer Intimacy (pp. 270 –301) 1. Recognize that the ‘heart’ of an ERP is a central database or data warehouse: Suite of integrated software modules and a common central database 2. Identify the four major functional areas of all business organizations: sales & marketing, finance & accounting, manufacturing & production, and human resources 3. Know the four (4) business values of an ERP: Increase operational efficiency, Provide
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6 |Measuring and Managing Customer Relationships |[pic] | QUESTIONS 6-1 Nonfinancial measures such as customer satisfaction and customer loyalty are important in managing relationships with customers, but an excessive focus on improving customer performance with only these metrics can lead to deteriorating financial performance. To balance the pressure to meet and exceed customer expectations, companies should
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Quality efforts are made in all areas of the business in an attempt to achieve "Zero Unsatisfied Customers." The first thing a customer notices at each franchise store is its "curb appeal." The parking lot is kept clean. An attractive sign displays the mission of the company, which explains the company's commitment to satisfying customers through service, selection, and value. When the customer enters the showroom, several displays of furniture are visible immediately. These displays, called
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Chapter 2 Goals, Values and Performance Test Bank True/False Questions 1. Value refers to the amount of money that customers are willing to pay for a good or a service True Page: p35 2. A firm’s Value Added is the difference between the value of its outputs and the total costs of the inputs purchased by the firm to provide these outputs True Page: p35 3. One way of creating value by a firm is its “Commerce” activity, which transforms raw material and intermediate
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Information Systems Analysis and Design CSC340 VI. The Feasibility Study What is a feasibility study? What to study and conclude? Benefits and costs Cost/Benefit analysis Accounting methods Comparing alternatives Do it! 2002 Jaelson Castro and John Mylopoulos The Feasibility Study -- 1 Information Systems Analysis and Design CSC340 The Feasibility Study Phase n The objectives of a feasibility study are to find out if an information system project can be done (...is it possible
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Running head: VALUE ALIGNMENT Value Alignment (Name) University of Phoenix Value Alignment This paper will consider an existing organization, American Express Business Travel, which compares the individual and workplace values. The paper will include an analysis of the evolution of values, how individual values drive actions and behaviors, and the alignment between stated values, plans, and actions. Finally, the paper will integrate
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the UK market. In its tradition, Harley Davidson were very much focusing on the matured men over 35 years which needed a new innovative market to be captured in the UK which is highly potential as the current market was dropping due to alienating customer base and huge competition from the Japanese competitors by introducing new sophisticated motorcycles which were more attractive. The new product segments were focused on youngsters between 18-35 who are working which needed a riding experience for
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