Abstract: Information Technology (IT) Vs. Management Information System (MIS)-in the context of Corporate Management: Information Technology The central aim of IT management is to generate value through the use of technology. To achieve this, business strategies and technology must be aligned. IT Management is different from management information systems. The latter refers to management methods tied to the automation or support of human decision making. IT Management refers to IT related management
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happened too often, they ran the risk of being left out of the loop on future strategy sessions. Many leaders share Reed’s obsession with the big picture, yet our research shows that few companies actually have a clear strategic vision. The problem, we believe, stems from the strategic-planning process itself. The process usually involves the preparation of a large document—culled from a mishmash of data provided by people from various parts of the organization who often have conflicting agendas and
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The Strategic Use Of Information Technology in Business – Best Guidebook Posted by Admin April 13, 2009 [pic] X Welcome Googler! If you find this page useful, you might want to subscribe to the RSS feed for updates on this topic. You were searching forPosts relating to "strategic uses of information technology". See posts relating to your search »« Hide related posts • Information Security Technology We live in a world full of dangers. On one hand the world economy
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Master TEW International Business cases - Van Hoof Q 186 uickprinter Koningstraat 13 2000 Antwerpen www.quickprinter.be 2.90 EUR International Business: Cases Case 1: Whirlpool Whirlpool’s Dramatic Turnaround through Internationalization Whirlpool exemplifies how internationalization can rejuvenate declining sales and optimize cost structures. Background Headquartered in Benton Harbor, Michigan, Whirlpool Corporation makes washers, dryers, refrigerators, dishwashers, freezers
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Information System? ....13 Windows on Organizations: Cemex: A Digital Firm in the Making ....14 Window on Technology: UPS Competes Globally with Information Technology ....17 It Isn't Just Technology: A Business Perspective on Information Systems 18 • Dimensions of Information Systems ....20 1.3 Contemporary Approaches to Information Systems ....25 Technical Approach 26 • Behavioral Approach 26 • Approach of This Text: Sociotechnical Systems ....27 1.4 Learning to Use Information Systems: New Opportunities
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Chapter 2 Customer-Based Brand Equity Overview This chapter defines the concept that is the focus of the book. Customer-based brand equity (CBBE) is the differential effect that brand knowledge has on consumer response to the marketing of that brand. Brand knowledge is a function of awareness, which relates to consumers’ ability to recognize or recall the brand, and image, which consists of consumers’ perceptions of and associations for the brand. Building awareness requires repeatedly
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Impact of a sponsorship activity on the brand perceptions within an international context: the America’s Cup and Louis Vuitton case. Stephane Ganassali, University of Savoie, sgana@univ-savoie.fr, corresponding author 4, Chemin de Bellevue - BP 80439 - 74944 Annecy-le-Vieux Cedex - France Francesco Casarin, University Ca’ Foscari of Venezia Paola Cerchiello, University of Pavia Gunnar Mau, University of Göttingen Carmen Rodrigues Santos, University
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efficient, cost-effective flow and storage of raw materials, in-process inventory, finished goods, and related information from point-of-origin to point-of-consumption for the purpose of conforming to customer requirements.’ This definition reinforces three universal themes in logistics management. These bear repeating: * Information drives the flow of goods and services. * Control over marketing channels can be achieved (from a distance) on the basis of efficiency and cost containment in
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Bettley-3283-02.qxd 6/6/2005 5:06 PM Page 10 2 Operations-based Strategy Robert H. Hayes and David M. Upton Strategic planning tends to be thought of as a high-level game of chess: a ‘grand plan’ is formulated in the executive suite, and then the implementation of the different moves (the ‘easy part’ of the job) is down loaded to the operations organization. However, the world of strategy from the perspective of operations is usually much messier. The ‘strategy’ is seldom evident
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era striving for excellence, human resources become a crucial source of competitiveness (e.g., Porter, 1985; Ulrich, 1987). Pfeffer(1995) reported that the five best performing firms from 1972 to 1992 in the USA rely not on technology, patents, or strategic position, but on the management of their work force for sustained advantages in the marketplace. The business community also realizes that after people, information is its most important asset (Jenkins and Lloyd, 1985). During the past decade, information
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