The printing industry is the fourth largest manufacturing industry in Australia and third largest worldwide, employing over 104,000 people in Australia. The industry has undergone significant changes due to advancements in printing technology and integration with other technologies. This has virtually reinvented the industry and increased competition. Traditional printing has been impacted by substitute technologies like photocopying and the internet dampening demand. However, the industry is transitioning to provide holistic document lifecycle services. While offset printing remains important for large volumes, digital printing is growing and reducing the quality gap with offset. The future of printing relies on continued technology innovation and a shift to broader communication and data services.
Pursuing a Single Version of the Truth, From Product Creation to Service
This IDC Manufacturing Insights White Paper summarizes the critical challenges the industrial equipment industry faces today and outlines the dramatic changes the industry will encounter going forward.
The paper highlights how today's fast-paced business environment calls for industrial equipment manufacturers to increase the speed of decision making along the entire product life cycle, from concept to design, from engineering to manufacturing and to service.
IDC Manufacturing Insights suggests industrial equipment organizations modernize their IT landscape to speed up decision making, streamline business processes, and break organizational silos. To do so firms will have to create a unique platform that — supporting the entire product life-cycle process, end to end — offers a single data source from product creation to service.
The word Lean comes from the ability to achieve more with less resource, by continuous elimination of waste. The lean manufacturing process is a comprehensive way to reduce waste of all types. It could be a waste of time or material, it is still waste.
Lean manufacturing is a manufacturing strategy that seeks to produce a high level of throughput with a minimum of inventory e.g. suppliers deliver small lots on a daily basis, and machines are not necessarily run at full capacity. One of the primary focuses of lean manufacturing is to eliminate waste; that is, anything that does not add value to the final product gets eliminated. A second major focus is to empower workers, and make production decisions at the lowest level possible.
Assembly Disruptions – Empirical Evidence in the Manufacturing Industry of Ge...IRJESJOURNAL
ABSTRACT: In this paper, we present the results of an empirical study in the manufacturing industry of Germany, Austria and Switzerland with over 100 participants, mainly from the mechanical engineering, automotive and machine tool businesses. The questionnaire-based study yielded original findings in the area of assembly disruptions and the management thereof. Major results include that assembly disruptions are widespread in the industry and lead to extensive economic damages. The reasons, durations and locations of assembly disruptions as well as their character are explored and the need for a new concept of efficient, preventive assembly disruption management is derived.
Strategic Cost and Activating Competitive Advantageijtsrd
This study aimed to identify the Role of Strategic Costs (SCs) in Activating Competitive Advantage (Field Study in the Paints Companies - Khartoum State). The study tested two hypotheses which are: There is a significant relation between (SCs) and the Activating of the Competitive Advantage in the Sudanese Paints Companies in Khartoum State, there is a significant relation between (SCs) and the reduction of production costs in the Sudanese Paints Companies in Khartoum State. Researchers distributed (40) questionnaire forms among some of the workers in the field selected randomly (33) Forms were collected as 83%. Statistical package of social sciences programmer (SPSS) used for analyzing data. The study reached some findings from which: the strategic costs contribute in reducing costs during the products design stage, the companies has awareness in analyzing the competitive advantage situation to the competitors costs structure, the paints companies in Khartoum work to improve its operations and products continuously to decrease costs, Some of the study recommended to: there is necessity in applying the strategic cost methods together to activate the competitive advantage continuously , to do more studies in all the Sudanese industrial companies to the benefit of adopting the strategic cost in decreasing costs and to support the competitive advantage. Dr. Abubkr Ahmed Elhadi Abdelraheem | Dr. Badreldin Elhadi Ahmed Serajeldin | Aldouma Abdallah Abdalrahman Jedo"Strategic Cost and Activating Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-4 , June 2017, URL: http://www.ijtsrd.com/papers/ijtsrd147.pdf http://www.ijtsrd.com/management/accounting-and-finance/147/strategic-cost-and-activating-competitive-advantage/dr-abubkr-ahmed-elhadi-abdelraheem
Pursuing a Single Version of the Truth, From Product Creation to Service
This IDC Manufacturing Insights White Paper summarizes the critical challenges the industrial equipment industry faces today and outlines the dramatic changes the industry will encounter going forward.
The paper highlights how today's fast-paced business environment calls for industrial equipment manufacturers to increase the speed of decision making along the entire product life cycle, from concept to design, from engineering to manufacturing and to service.
IDC Manufacturing Insights suggests industrial equipment organizations modernize their IT landscape to speed up decision making, streamline business processes, and break organizational silos. To do so firms will have to create a unique platform that — supporting the entire product life-cycle process, end to end — offers a single data source from product creation to service.
The word Lean comes from the ability to achieve more with less resource, by continuous elimination of waste. The lean manufacturing process is a comprehensive way to reduce waste of all types. It could be a waste of time or material, it is still waste.
Lean manufacturing is a manufacturing strategy that seeks to produce a high level of throughput with a minimum of inventory e.g. suppliers deliver small lots on a daily basis, and machines are not necessarily run at full capacity. One of the primary focuses of lean manufacturing is to eliminate waste; that is, anything that does not add value to the final product gets eliminated. A second major focus is to empower workers, and make production decisions at the lowest level possible.
Assembly Disruptions – Empirical Evidence in the Manufacturing Industry of Ge...IRJESJOURNAL
ABSTRACT: In this paper, we present the results of an empirical study in the manufacturing industry of Germany, Austria and Switzerland with over 100 participants, mainly from the mechanical engineering, automotive and machine tool businesses. The questionnaire-based study yielded original findings in the area of assembly disruptions and the management thereof. Major results include that assembly disruptions are widespread in the industry and lead to extensive economic damages. The reasons, durations and locations of assembly disruptions as well as their character are explored and the need for a new concept of efficient, preventive assembly disruption management is derived.
Strategic Cost and Activating Competitive Advantageijtsrd
This study aimed to identify the Role of Strategic Costs (SCs) in Activating Competitive Advantage (Field Study in the Paints Companies - Khartoum State). The study tested two hypotheses which are: There is a significant relation between (SCs) and the Activating of the Competitive Advantage in the Sudanese Paints Companies in Khartoum State, there is a significant relation between (SCs) and the reduction of production costs in the Sudanese Paints Companies in Khartoum State. Researchers distributed (40) questionnaire forms among some of the workers in the field selected randomly (33) Forms were collected as 83%. Statistical package of social sciences programmer (SPSS) used for analyzing data. The study reached some findings from which: the strategic costs contribute in reducing costs during the products design stage, the companies has awareness in analyzing the competitive advantage situation to the competitors costs structure, the paints companies in Khartoum work to improve its operations and products continuously to decrease costs, Some of the study recommended to: there is necessity in applying the strategic cost methods together to activate the competitive advantage continuously , to do more studies in all the Sudanese industrial companies to the benefit of adopting the strategic cost in decreasing costs and to support the competitive advantage. Dr. Abubkr Ahmed Elhadi Abdelraheem | Dr. Badreldin Elhadi Ahmed Serajeldin | Aldouma Abdallah Abdalrahman Jedo"Strategic Cost and Activating Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-4 , June 2017, URL: http://www.ijtsrd.com/papers/ijtsrd147.pdf http://www.ijtsrd.com/management/accounting-and-finance/147/strategic-cost-and-activating-competitive-advantage/dr-abubkr-ahmed-elhadi-abdelraheem
Building Material Industry in Switzerland in Need for Contingency PlanningSvenSiepen
After ten years of growth (2.5% p.a.) in the Swiss construction industry, there are increasing signs that there will be a consolidation in 2019 with a cautious outlook thereafter. In addition to declining volumes, various drivers on the supply side are also causing prices to fall further. It is important to react to this vicious market environment. Companies in the Swiss building materials market should already draw up a contingency plan today in order to be optimally prepared for the expected slowdown.
An introductory presentation here for business students outlining the relationship between business strategy and technological environment. The role of technological change as an opportunity or threat is examined as are the drivers of innovation and the process of diffusion.
Technological Environment - International Business - Manu Melwin Joymanumelwin
Technological change can have impact on the decisions taken by international business. Technological change can involve:
New process of production: new ways of doing things which rises productivity of factor inputs, as with use of robotics in car assembly techniques which has dramatically raised output per assembly line worker. For example around 80% of technological change has been process innovation.
New products: For example, online banking and many new financial services are direct result of advances in micro processor based technologies.
Automating the Petroleum Industry, from Wells to WheelsCognizant
Crude oil price pressures and the Great Crew Change drive automation to lubricate nearly every link of the petroleum supply chain. An automation capability framework that is defined by nine core capabilities advances a company’s ability to become digital.
Challenges Adversely Affecting the Performance of the Manufacturing Sector of...Dr. Amarjeet Singh
The manufacturing sector of Ghana is bedeviled with many challenges, both external and internal, ranging from poor regulatory environment to inadequate level of skilled labour. Manufacturing firms in Ghana were surveyed, using a sample size of 120, based on purposive sampling. The study was poised to determine those variables that were available and those that were not available in the firms and were a setback. In addition a rating scale was used to determine those that were more critical and could adversely affect the performance of the sector. The results revealed there were high rent costs (84.2%) and influx of foreign products (87.5%) as well as inadequate level of skilled labour (77.5). The study was also intended to determine which variable was critically challenging and its absence could affect the performance of the sector. Clearly, poor regulatory environment was ranked the highest on the part of external challenges while inadequate skilled labour was rank the highest on the part of internal challenges. It is therefore recommended that skills development should be the priority of manufacturing firms, with the aim of closing manufacturing skills gap. Further, the government should make conscious attempt to regulate the influx of foreign products into the country.
Escalation and Expansion of Electronics and Computer Software / Services Expo...IOSR Journals
This is an attempt in reverence of Electronics and computer software export promotion council of India (ESC). The description of ESC espoused here is very broader, covering Electronic Hardware, Computer Software, and Information Technology Enabled Services (ITES). ESC got preferred for the analysis based on its growth which is pretty remarkable in the past two decades and also for the prospect arrangement to heighten the Indian exports. The arrangement of this research paper is pursues. Level II aims at the importance of export promotion council of India. The growth of export promotion chosen for the current scrutiny is discussed in Level III. Facts and Inference of variables are conferring in the Level IV. The final Level projects on summary and conclusion.
Building Material Industry in Switzerland in Need for Contingency PlanningSvenSiepen
After ten years of growth (2.5% p.a.) in the Swiss construction industry, there are increasing signs that there will be a consolidation in 2019 with a cautious outlook thereafter. In addition to declining volumes, various drivers on the supply side are also causing prices to fall further. It is important to react to this vicious market environment. Companies in the Swiss building materials market should already draw up a contingency plan today in order to be optimally prepared for the expected slowdown.
An introductory presentation here for business students outlining the relationship between business strategy and technological environment. The role of technological change as an opportunity or threat is examined as are the drivers of innovation and the process of diffusion.
Technological Environment - International Business - Manu Melwin Joymanumelwin
Technological change can have impact on the decisions taken by international business. Technological change can involve:
New process of production: new ways of doing things which rises productivity of factor inputs, as with use of robotics in car assembly techniques which has dramatically raised output per assembly line worker. For example around 80% of technological change has been process innovation.
New products: For example, online banking and many new financial services are direct result of advances in micro processor based technologies.
Automating the Petroleum Industry, from Wells to WheelsCognizant
Crude oil price pressures and the Great Crew Change drive automation to lubricate nearly every link of the petroleum supply chain. An automation capability framework that is defined by nine core capabilities advances a company’s ability to become digital.
Challenges Adversely Affecting the Performance of the Manufacturing Sector of...Dr. Amarjeet Singh
The manufacturing sector of Ghana is bedeviled with many challenges, both external and internal, ranging from poor regulatory environment to inadequate level of skilled labour. Manufacturing firms in Ghana were surveyed, using a sample size of 120, based on purposive sampling. The study was poised to determine those variables that were available and those that were not available in the firms and were a setback. In addition a rating scale was used to determine those that were more critical and could adversely affect the performance of the sector. The results revealed there were high rent costs (84.2%) and influx of foreign products (87.5%) as well as inadequate level of skilled labour (77.5). The study was also intended to determine which variable was critically challenging and its absence could affect the performance of the sector. Clearly, poor regulatory environment was ranked the highest on the part of external challenges while inadequate skilled labour was rank the highest on the part of internal challenges. It is therefore recommended that skills development should be the priority of manufacturing firms, with the aim of closing manufacturing skills gap. Further, the government should make conscious attempt to regulate the influx of foreign products into the country.
Escalation and Expansion of Electronics and Computer Software / Services Expo...IOSR Journals
This is an attempt in reverence of Electronics and computer software export promotion council of India (ESC). The description of ESC espoused here is very broader, covering Electronic Hardware, Computer Software, and Information Technology Enabled Services (ITES). ESC got preferred for the analysis based on its growth which is pretty remarkable in the past two decades and also for the prospect arrangement to heighten the Indian exports. The arrangement of this research paper is pursues. Level II aims at the importance of export promotion council of India. The growth of export promotion chosen for the current scrutiny is discussed in Level III. Facts and Inference of variables are conferring in the Level IV. The final Level projects on summary and conclusion.
1. Explain the impact which globalization and technological advancement have on management accounting in the past two decades.
1.1 Globalisation
1.2 Technology Advancement
2. Discuss some different managerial uses of cost information in an airline company
2.1 Introduction
2.2 Planning
2.3 Implementation of management techniques
2.4 Review of Management Principles
2.4.1 Capital expenditure - Purchasing new aircraft.
2.4.2 Sensitivity Analysis - Increasing corporate responsibility through environmental performance and partnerships.
2.4.3 Activity Based Costing - Managing a better cost base operation.
2.4.4 Cost-volume-profit analysis -Upgrading the customer experience through the introduction of mobile application services for business class customers.
2.5 Conclusion
3. Do you think that a management accountant can play an important role in a non- profit organisation? Choose a specific non-profit organisation which you are familiar with to explain your answer.
3.1 Introduction to World Food Program
3.2 Objective of World Food Program
3.3 Planning
3.4 Monitor/ Implementation
Determine the cost information
Lengthening organization’s lifespan
Prepare a new budget & attract more donor
Evaluating and managing the inventory
Provide relevant information
3.5 Conclusion
Servitization: service is the future of manufacturingABN AMRO
Servitization is the process whereby services are given an increasingly important role in the business model of manufacturing companies. In addition to – and sometimes at the expense of – traditional product and machine sales. Service turns from being a cost item into an opportunity to provide better service for the customer and thereby generate additional revenue. Servitization in the manufacturing industry can consist of companies proactively offering repair and overhaul services, spare parts and training in addition to their core products. But servitization also includes broader services such as consultancy, financing, insurance and logistics services. In this report ABN AMRO and Praetimus discuss the advantages, but also the challenges involved in the transition to a service-oriented business model.
2014 Australian Complex Manufacturing and Enterprise Technology Benchmark ReportCincom Systems
The business outlook for manufacturing is not improving according to the 2014 Australian Complex Manufacturing and Enterprise Technology Benchmark Report.
Management of a Paper Manufacturing IndustryIJLT EMAS
This project focuses on how a paper manufacturing industry looks like and how it operates. For better understanding purpose, we have taken a hypothetical situation here. We have discussed on various factors that are to be considered before constructing a plant. For example, what kind of proprietorship is suitable for this case? We have developed a SWOT Analysis for the plant, thinking about the pros and cons. This project can be a guide for a person who is willing to start up a new manufacturing plant. This report can be used to streamline your approach to planning by outlining the responsibilities of plant managers and external factors, as well as identifying appropriate resources to assist you with the construction of plant.
Crafting the Modern Manufacturing Enterprise in the Post-COVID-19 WorldCognizant
To get ahead in the industrial space amid the prolonged pandemic, manufacturers must embrace holistic agility and resilience, and democratize access to applications and data. This will eliminate operational silos at last and free data to more effectively inform everything: just-in-time build and logistics decisions, operational execution, customer experience product engineering decisions and everything in between, driving innovative product launches and much-needed cost reductions.
Cloud Computing, being one of the most recent innovative developments of the IT world, has been
instrumental not just to the success of SMEs but, through their productivity and innovative contribution to
the economy, has even made a remarkable contribution to the economic growth of the United States. To
this end, the study focuses on how cloud computing technology has impacted economic growth through
SMEs in the United States. Relevant literature connected to the variables of interest in this study was
reviewed, and secondary data was generated and utilized in the analysis section of this paper. The findings
of this paper revealed that there have been meaningful contributions that the usage of virtualization has
made in the commercial dealings of small firms in the United States, and this has also been reflected in the
economic growth of the country. This paper further revealed that as important as cloud-based software is,
some SMEs are still skeptical about how it can help improve their business and increase their bottom line
and hence have failed to adopt it. Apart from the SMEs, some notable large firms in different industries,
including information and educational services, have adopted cloud computing technology and hence
contributed to the economic growth of the United States. Lastly, findings from our inferential statistics
revealed that no discernible change has occurred in innovation between small and big businesses in the
adoption of cloud computing. Both categories of businesses adopt cloud computing in the same way, and
their contribution to the American economy has no significant difference in the usage of virtualization.
What does Industrialization really mean for BankingCapco
Dr. Peter Leukert, Strategy Global Financial Institutions, FIS
Industrialization strategies that enable banks to reduce cost and complexity while improving customer service.
- Driving forces for industrialization in banking
- Transforming front and back office
- Regulatory trend towards localization (industrialization without globalization?)
- Taking cost and complexity out of the value chain
Research_Papers10.1.1.390.9459.pdfAssociation for Informamyrljjcpoarch
Research_Papers/10.1.1.390.9459.pdf
Association for Information Systems
AIS Electronic Library (AISeL)
ICIS 2007 Proceedings International Conference on Information Systems(ICIS)
12-31-2007
Does IT Payoff? Strategies of Two Banking Giants
Ali Farhoomand
University of Hong Kong
Minyi Huang
University of Hong Kong
This material is brought to you by the International Conference on Information Systems (ICIS) at AIS Electronic Library (AISeL). It has been
accepted for inclusion in ICIS 2007 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please
contact [email protected]
Recommended Citation
Farhoomand, Ali and Huang, Minyi, "Does IT Payoff? Strategies of Two Banking Giants" (2007). ICIS 2007 Proceedings. Paper 3.
http://aisel.aisnet.org/icis2007/3
http://aisel.aisnet.org
http://aisel.aisnet.org/icis2007
http://aisel.aisnet.org/icis
http://aisel.aisnet.org/icis
mailto:[email protected]
Twenty Eighth International Conference on Information Systems, Montreal 2007 1
DOES IT PAYOFF?
STRATEGIES OF TWO BANKING GIANTS
Ali Farhoomand
School of Business
University of Hong Kong
Hong Kong
[email protected]
Minyi Huang
Asia Case Research Centre
University of Hong Kong
Hong Kong
[email protected]
Abstract
Banks have long been among the most intensive users of information technology (IT).
Globalization has further accentuated banks’ reliance on IT, leading to further increase in their IT
investment. It is not all that clear, however, whether these investments pay off. This case presents
the complexities involved in measuring IT investment by comparing and contrasting the IT
strategies of two of the world’s largest banks: HSBC and Citigroup. Will the IT investment
strategies adopted by HSBC and Citigroup enhance their operational efficiency or strategic
positions? Which of the two banks will have higher returns on their IT investments in the long
run? How should they measure such returns?
Keywords: banking, IT evaluation, IT alignment, IS investment
IS Education and Teaching Cases
2 Twenty Eighth International Conference on Information Systems, Montreal 2007
Introduction
You can see the computer age everywhere but in productivity statistics.
- Robert Solow (1987)
In the previous 20 years, there had been a debate concerning whether or not IT paid off in the long run. While some
questioned the positive contribution of IT to productivity, others attributed the so-called IT paradox to measurement
methodology and to the lack of measurable data, such as increased quality, variety, customer service, speed and
responsiveness. To make matters worse, a controversial article published in Harvard Business Review argued that,
as IT was being commoditized, the opportunities of gaining IT-based competitive advantages were rapidly
disappearing (Carr, 2003). If this was true, then companies should spend less, wait longer to invest in more matured
technologies and sh ...
Research_Papers10.1.1.390.9459.pdfAssociation for Informa.docxbrittneyj3
Research_Papers/10.1.1.390.9459.pdf
Association for Information Systems
AIS Electronic Library (AISeL)
ICIS 2007 Proceedings International Conference on Information Systems(ICIS)
12-31-2007
Does IT Payoff? Strategies of Two Banking Giants
Ali Farhoomand
University of Hong Kong
Minyi Huang
University of Hong Kong
This material is brought to you by the International Conference on Information Systems (ICIS) at AIS Electronic Library (AISeL). It has been
accepted for inclusion in ICIS 2007 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please
contact [email protected]
Recommended Citation
Farhoomand, Ali and Huang, Minyi, "Does IT Payoff? Strategies of Two Banking Giants" (2007). ICIS 2007 Proceedings. Paper 3.
http://aisel.aisnet.org/icis2007/3
http://aisel.aisnet.org
http://aisel.aisnet.org/icis2007
http://aisel.aisnet.org/icis
http://aisel.aisnet.org/icis
mailto:[email protected]
Twenty Eighth International Conference on Information Systems, Montreal 2007 1
DOES IT PAYOFF?
STRATEGIES OF TWO BANKING GIANTS
Ali Farhoomand
School of Business
University of Hong Kong
Hong Kong
[email protected]
Minyi Huang
Asia Case Research Centre
University of Hong Kong
Hong Kong
[email protected]
Abstract
Banks have long been among the most intensive users of information technology (IT).
Globalization has further accentuated banks’ reliance on IT, leading to further increase in their IT
investment. It is not all that clear, however, whether these investments pay off. This case presents
the complexities involved in measuring IT investment by comparing and contrasting the IT
strategies of two of the world’s largest banks: HSBC and Citigroup. Will the IT investment
strategies adopted by HSBC and Citigroup enhance their operational efficiency or strategic
positions? Which of the two banks will have higher returns on their IT investments in the long
run? How should they measure such returns?
Keywords: banking, IT evaluation, IT alignment, IS investment
IS Education and Teaching Cases
2 Twenty Eighth International Conference on Information Systems, Montreal 2007
Introduction
You can see the computer age everywhere but in productivity statistics.
- Robert Solow (1987)
In the previous 20 years, there had been a debate concerning whether or not IT paid off in the long run. While some
questioned the positive contribution of IT to productivity, others attributed the so-called IT paradox to measurement
methodology and to the lack of measurable data, such as increased quality, variety, customer service, speed and
responsiveness. To make matters worse, a controversial article published in Harvard Business Review argued that,
as IT was being commoditized, the opportunities of gaining IT-based competitive advantages were rapidly
disappearing (Carr, 2003). If this was true, then companies should spend less, wait longer to invest in more matured
technologies and sh.
The Productivity Commission has just released its final report on boosting productivity in the services sector. The report shines a spotlight on the critical role that the sector plays in the New Zealand economy and includes a raft of recommendations to lift its performance. Implementing these recommendations would sharpen competition in the sector and help firms in the services sector to more effectively harness information and communications technology (ICT). The Commission believes that these recommendations can make a significant contribution to lifting the sector’s productivity, and to New Zealand’s overall economic performance.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
Review goprintchapter2
1. Service Delivery and Performance Commission
2
Page 9
Overview of the Printing Industry
2.1 Market overview
The printing industry is the fourth largest manufacturing industry in Australia and the
third largest manufacturing industry and employer worldwide [1]. One of the key factors
driving competition is the number of competitors and the size of the industry. In
Australia, printing and related industries (excluding pulp and paper manufacturing) are
comprised of approximately 3,800 firms, employing more than 104,000 people [2] [3].
The printing industry within Queensland is very developed and competitive. It is
predominantly populated by small to medium sized firms with only a few large
operators. Consistent with the Australian market, the Queensland printing industry
comprises firms that provide a complete in-house production service incorporating
printing and binding functions, whilst other firms may specialise in certain types of
printing and contract out other work including the binding function to specialist
organisations.
The printing industry has undergone significant change with advancements in
technology and the integration of printing equipment, graphic arts technical skills and
revolutionised production processes. According to Innovation in Commercial Printing
Canada [4] technological innovation has virtually reinvented the printing industry. The
pace of innovation is the biggest challenge facing the printing industry. Companies
must continually reinvest in new computer-based hardware and software as last year’s
technology becomes obsolete. They also identified that several craft-based skills and
equipment have been rendered obsolete. New processes and new equipment are
being introduced continually requiring continuous training and retraining of highly
qualified people.
The printing industry is transitioning to print management by providing a holistic
document lifecycle service. Print managers are undertaking this role for customers,
enabling customers to focus on core business. In undertaking this role print managers
are finding process, equipment and material savings for customers.
2.1.1 Size of the printing market and estimated growth
IBISWorld Industry report [3] estimates that the total print industry revenue in Australia
for the 2006/2007 financial year will be $6.3 billion as per Table 1 below.
Table 1: Revenue Growth
2004
2005
2006
2007
2008
2009
Revenue $ Million
5,896.3
6,040.9
6,189.2
6,279.7
6,433.8
6,526.8
Growth%
3.1
2.5
2.5
1.5
2.5
1.4
Source: IBISWorld Industry Report, February 2005
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The Queensland share of the total Australian market is approximately 10.7% which
equates to $672 million [3].
2.1.2 Factors affecting the demand for print
IBISWorld Industry report [3], suggests that factors likely to affect the demand for print
over the period identified in the table above include:
•
the long term, underlying impact of developments in substitute technologies
including photocopying equipment, office computer equipment and the internet
which are expected to continue to dampen demand for traditional commercial and
job printing activities such as pre-printed invoices and order forms. Internet
marketing may also make incursions into printed advertising markets;
•
new online printing services which will provide greater convenience and should
bolster demand, particularly for short-run print jobs; and
•
growth in ancillary services, such as in digital printing, graphic design, fulfillment
management, warehousing, mailing services, desktop publishing, telemarketing,
electronic file management, e-books, database management, photo CD services,
digital print libraries, CD Rom services, multimedia services, web page production
and digital rights management.
2.1.3 Competition within the industry
The Printing Industry of Australia’s Industry Overview report [5] identified that the
absence of homogenous products and services makes entry and exit from the industry
more flexible than other industries which results in a high level of competition between
firms in the market. Such competition ensures that the industry is both efficient and
innovative.
However, certain segments of the industry continue to require large establishment or
set-up costs with large ongoing maintenance and equity requirements. These have
acted as a natural barrier to increased competition by limiting the number of potential
new entrants.
Competition between firms, especially smaller firms, continues to exert downward
pressure on company profit margins with firms in the industry showing increasing
tendency to compete against one another on the basis of price.
2.1.4 Profitability
The IBISWorld Industry report [3] confirmed profit margins have declined within the
industry. In May 2003, the Printing Industries Association of Australia published a
benchmarking study, ‘Benchmarking for the Australian Print, Packaging and Visual
Communication Industry’. The study collected and analysed financial and operating
data from 169 companies covering 120 key performance indicators. The study found
that profitability tended to vary between firms due to the area of specialisation of the
firm (e.g., web feed printing), the size of the firm, management practices and/or the
extent to which equipment is utilised. The best performers had tended, on average, to:
•
be larger operators;
•
have low manufacturing costs as a percentage of sales;
•
have higher equipment utilisation rates;
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•
turn inventory and debtors over at a faster rate;
•
have higher sales per employee;
•
provide greater rewards for employees;
•
have lower staff turnover;
•
have higher value added per employee;
•
have a greater emphasis on staff training;
•
measure spoilage separately from overs;
•
have newer equipment;
•
spend more on repairs and maintenance of equipment; and
•
spend more on marketing sales and distribution.
Organisations in the study generated an average margin of earnings before interest
and tax to sales of:
Table 2: Average margin of EBIT
Percentage of Industry Firms
Top 20 per cent
Next 20 per cent
Next 20 per cent
Next 20 per cent
Worst 20 per cent
EBIT%
12.1%
7.8%
3.5%
0.2%
-7.4%
Source: IBISWorld Industry Report, February 2005
Table 2 above indicates that approximately 60% of firms surveyed achieve a margin of
earnings before interest and tax of 3.5% or less.
2.1.5 Technology
The Printing Industry of Australia’s Industry Overview report [5] identified technological
advancement as a key factor that affects the printing industry. Some of the
technological advances in the printing industry in the past 20 years have been:
•
web-based job tracking systems enabling customers to request print jobs online, to
obtain a quote online, to monitor a jobs progress, and to view the history of current
and past jobs. Customers are demanding shorter print times and faster turnaround.
With web-based job tracking they are able to request a job overnight and have it
delivered the next morning [6];
•
the focus is now on high quality multicolour printing with high productivity [7];
•
digital colour copiers can now produce items comparable in quality to four-colour
offset printing [8];
•
many modern offset presses are using computer-to-plate systems as opposed to
the older computer-to-film workflows, which further increases quality and
productivity [9]; and
•
printing presses have become more expensive, though more versatile, because of
computerised controls and enhancements [10].
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Traditionally documents were printed, bound and delivered in hardcopy to the
customer. With the advancement of technology, documents can be transported and
printed directly from disk, CD, and via the internet. Printing technology is continuing to
evolve rapidly. Even though pre-press work and offset printing are becoming more
computerised and efficient, it can still be more expensive than digital printing
depending on volumes. Offset printing is still more cost effective for large volume print
jobs.
2.1.6 Printing continuum
The continuum of the printing industry is wide ranging and covers the most basic print
to the most sophisticated and integrated holistic approach to printing and associated
activities. Appendix 3 graphically represents this continuum.
Specifically the continuum of print ranges from:
•
photocopiers;
•
multifunctional devices;
•
personal computers and laser and inkjet printers;
•
scanners;
•
graphic design;
•
printing presses and binding machines;
•
electronic media;
•
print management software as the interface between customers and print provider;
•
holistic end-to-end or full document lifecycle services;
•
multi-Service Document Business Process Outsourcing;
•
end-to-end multiple-service solutions; and
•
end-to-end multiple-service solutions which enable customers to manage their
entire document life-cycle as an integrated process with a single global service
provider.
Due to the diversity and the cost of providing the wide range of print related services
many firms tend to specialise in particular niche markets such as specific binding
styles or label printing.
An example of the diversity being offered by print companies is identified in Table 3
below and includes inbound, document facilities management and outbound activities
[11]
.
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Table 3: Document activities
Inbound
Data capture
Indexing
Scanning
Document archiving and
retrieval
Application processing
Near-shore and off-shore
processing centres
Research analytics
Judgement-based services
Document Facilities
Management
Mailroom management
Reprographics
Outbound
Document composition
Document conversion to
alternative digital media
Print centres
Print and mail
Creative and presentation Disaster recovery
design services
Digital printing
Personalised direct mail
e-procurement
Global preferred supplier
networks
Integrated print
management
Warehouse kitting and
fulfilment
Logistics and distribution
Source: Adapted by SDPC
In order to remain competitive, those in the printing industry are faced with the
challenge to reinvest continually in new technological equipment, continually train and
retrain highly qualified people, and attract new people to the industry.
2.1.7 Findings
The printing industry has transitioned from traditional print by undergoing significant
change due to the rapid advancement in technology. The integration of technology
with printing equipment has virtually reinvented the printing industry. Key changes
within the industry include:
•
the growth of the printing industry to be the fourth largest manufacturing industry in
Australia;
•
the competitiveness of the printing industry where entry and exit from the industry
is more flexible than other industries resulting in higher competition;
•
advancement in technology that has virtually reinvented the printing industry and
the pace of innovation is the biggest challenge facing the printing industry;
•
the impact of substitute technologies that has dampened the demand for traditional
printing activities;
•
introduction of the internet affecting the demand for traditional printing;
•
introduction of web-based job tracking systems enabling customers to request print
jobs online, to obtain quotes online, to monitor a jobs progress, and to view the
history of current and past jobs; and
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Service Delivery and Performance Commission
the continuum of print and related services are very diverse. Technology has
played a major role in enabling the industry to transition from traditional print to this
now diverse scope of activities. Print firms are tending to specialise in niche
markets.
The industry comprises firms that provide a complete in-house production service
incorporating printing and binding functions, through to firms that specialise in certain
types of printing and contract out other work.
2.2 Offset printing vs digital printing
2.2.1 Offset printing
Offset printing is a widely used printing technique where the inked image is transferred
(or ‘offset’) from a plate to a rubber blanket, then to the printing surface. When used in
combination with the lithographic process, which is based on the repulsion of oil and
water, the offset technique employs a flat image carrier on which the image to be
printed obtains ink from ink rollers, while the non-printing area attracts a film of water,
keeping the non-printing areas ink-free [9].
Offset printing is considered extremely flexible and can produce a very high quality
product. The primary downside is the setup process for a print run is more
cumbersome than digital, and it is generally only economical to print products in very
large volumes [12].
2.2.2 Digital printing
Digital printing is the reproduction of digital images on a physical surface, such as
common or photographic paper, film, cloth or plastic. Digital printing can be
differentiated from offset printing in many ways, some of which are [13]:
•
every impression made onto the paper can be different, as opposed to making
several hundred or thousand impressions of the same thing from one set of plates,
as in traditional methods;
•
the ink or toner does not absorb into the paper, as does conventional ink, but forms
a layer on the surface; and
•
it requires less wastage in terms of chemicals used and paper in setting up.
Digital printing offers a similar range of products to offset printing. Digital is preferred to
offset where products need to be produced quickly and quality can be sacrificed to
achieve timeliness. However, the continual advancement in digital printing technology
is ensuring the quality gap between offset and digital is rapidly decreasing.
Digital printing requires fewer staff than offset printing due to the number of processes
involved in offset printing, such as plate preparation, printing and the binding and
finishing function. Depending on the product, some digital equipment can produce a
finished product online [14].
2.2.3 Findings
Offset work generally involves higher volumes, higher quality and longer delivery times
compared to digital printing. Digital printing involves the use of high speed, tonerbased laser printing technology and offers products in black and white and in colour.
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2.3 Future of the print industry
A Study of the Paper and Printing Industry in Australia [15] identified the industry as
technologically intensive. The long term future for many printers and all manner of
printing processes, from initial design phases to eventual distribution, will be driven
and shaped by digitalisation and workflow automation. Drives towards convergence
and the suitability of digital equipment to cater for short runs are existing trends
however offset printing technology still has a role for very large runs and when dealing
with added value processes such as special colours, varnishes and coatings.
2.3.1 Business model changes
The traditional business model of a print organisation is changing. Printers are
supplementing their core ink on paper services with a broader range of
communications and data services that their customers value.
Successful companies are not companies of a particular size, but companies of any
size that ‘don’t think and act like traditional printers’. They are businesses that realise
they are in the communications business [15].
Value-add services, such as information management, are increasingly required to
compete profitably in the marketplace. The Print and Delivery Management sector has
leveraged off their information technology and data management capability to expand
their service offering into pure data services. By broadening its offerings and providing
a full service menu of marketing tools, a printing company becomes much more than
just a printer.
2.3.2 Findings
As previously mentioned the printing industry within Queensland is well developed,
technologically advanced and competitive. Firms range from small to medium through
to large and tend not to invest in equipment to produce the full range of printed
products. Consultation and research identified that some printing firms produce the full
range of product offerings whilst other firms specialise in certain types of printing and
contract out other work. Firms specialise in producing a specific range of printing or
binding related services to maximise the utilisation of their equipment.
Report on Review of Goprint in the Department of Public Works
August 2007