2 CHAPTER 2.1 2.2 2.3 Decision Making and Business Processes Why Do I Need To Know This LEARNING OUTCOMES Explain the difference between transactional data and analytical information, and between OLTP and OLAP. Define TPS, DSS, and EIS, and explain how organizations use these types of information systems to make decisions. Understand what AI is and the four types of artificial intelligence systems used by organizations today. Describe how AI differs from TPS, DSS, and EIS. Describe the importance
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evaluate and articulate the business case for sustainability for General Motors Company (GM). After assessing the company’s exposure to risk and opportunities, the team recommends that GM should implement an internal price on carbon and a sustainable supply chain strategy. These recommendations will provide GM with tangible and substantial financial benefit in addition to improved risk mitigation and brand value. Additionally, the team found that these recommendations are viable within GM’s corporate structure
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MSc IE LEAN MANUFACTURING Profesor Madya Dr. Muhamad Zameri b. Mat Saman FKM Dr Zameri 1 TRANSFORMATION PERIOD EMPHASIS STRATEGY 60’S How to do more Mass Production p 70’s How to do it cheaper Automation 80’s How to do it better QC, TQM, QFD q 90’s How to do it quicker IE 2000’s How to do it with less ???? Dr Zameri 2 Options for Increasing Contribution Marketing Option Current Sales Cost of Goods Gross Margin Finance Costs Subtotal Taxes at 25% Contribution
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IPC Working Paper IPC-05-005 June 2005 We apply the related notions of complementarities and performance landscapes to study strategic positioning in the footwear industry. We use this theoretical framework to analyze Geox, an Italian footwear manufacturer that, in less than a decade, has grown to be one of the world largest brown shoe manufacturers, outperforming the industry in terms of market and financial results. We describe Geox’s choices within four stages along its value chain: product design
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Impact of Organized Retailing on the Unorganized Sector Mathew Joseph Nirupama Soundararajan Manisha Gupta Sanghamitra Sahu May 2008 INDIAN COUNCIL FOR RESEARCH ON INTERNATIONAL ECONOMIC RELATIONS Foreword The retail sector is expanding and modernizing rapidly in line with India’s economic growth. It offers significant employment opportunities in all urban areas. This study, the second undertaken by ICRIER on the retail industry, attempts to rigorously analyse the impact of organized retailing
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eBay Inc.: A Case Study of Organizational Change Underlying Technical Infrastructure Optimization Nicole Schuetz*, Anna Kovaleva* and Jonathan Koomey**, *Stanford Graduate School of Business & Emmett Interdisciplinary Program in Environment and Resources, School of Earth Sciences, Stanford University **Steyer-Taylor Center for Energy Policy and Finance and Stanford University Steyer-Taylor Center for Energy Policy and Finance, Stanford University Stanford Law School Crown Quadrangle 559 Nathan
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Introduction Huawei, an enterprise which works on providing communication network equipment and service, has only taken 14 years to establish its leading position in the international communication industry. By 2010, its worldwide sales reach 34 billion dollars. Over 70% of the sales, which is about 24 billion dollars has been gained from the international market. It hopes to gets its way up to the top 300. Huawei's mainstream product: broadband and optical-fiber network product cover
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of the organization’s ability to develop and sustain a culture capable of delivering quality products and services over time enables us to identify and understand the general requirements for doing so and provides insight into how to do it. In this paper I will share what I have learned about creating and sustaining an organizational value through integrated sustainability programs and business intelligence that is capable of high performance in Accenture. In a time of changing consumer values and
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Control Charts and Introduction to Six Sigma Session 12: Control Charts and Introduction to Six Sigma concepts Control Charts and Introduction to Six Sigma Control Charts - Topics of Discussion – – – – – Control Chart History Control Limits Individuals and Moving Range Charts X-bar and R Charts Subgrouping Control Charts and Introduction to Six Sigma Typical Process Metrics • • • • • • • • • Cycle times Lead times Productivity Schedule variance Budget variance Employee satisfaction
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Appendix 4: Industry Map*.14 Appendix 5: Financial Performance14 Appendix 6: PESTLE Analysis15 Appendix 7: SWOT Analysis16 Appendix 8: Evaluating industry Attractiveness and Competitive strength19 Appendix 9: A Nine Cell Industry Attractiveness-Competitive Matrix20 Appendix 10: Cross Business Strategic Fits20 Appendix 11: Evaluating the Strategy of a Diversified Company21 Appendix 12: LVMH's Timeline of Mergers and Acquisitions24 9.0 REFERENCES25 1.0 Executive Summary The aim of this paper is to discuss
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