presentation on similarities and differences in business and operating model between customized information services for consumer or individual preferences, and those for firm or organizational needs.
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
This document discusses strategies for developing an e-business presence. It begins by outlining the benefits of the internet and e-commerce for businesses, including wider distribution, lower costs, and ability to serve customers 24/7. It then discusses determining a company's competitive advantage through analyzing strengths, weaknesses, opportunities, and threats. The document concludes by providing tips for implementing an e-business strategy, such as developing a clear value proposition, promoting the site, and focusing efforts on niche markets for small businesses.
This document discusses the evolution of e-procurement models from early EDI networks and B2E apps to current trading exchanges and industry consortiums. It outlines the key stages in developing an e-procurement strategy including clarifying goals, auditing processes, building a business case, developing supplier integration plans, selecting applications, focusing on integration, and educating stakeholders. The overall evolution aims to streamline procurement, reduce costs, and bring strategic benefits through automation and collaboration.
The document discusses developing an e-business strategy. It explains that an e-business strategy requires integrating business strategy, enterprise applications, and technology implementation. It outlines a three-step process for moving into e-business: developing an e-business strategy, formulating an e-blueprint, and tactical execution. The strategy formulation phase involves building awareness and planning to create new customer value through knowledge building, capability evaluation, and e-business design. It provides details on conducting knowledge building to understand customers, technology and industry trends, and core competencies.
The document discusses ERP (Enterprise Resource Planning) systems as the technological backbone for e-business. It describes how ERP integrated software suites automate back-office functions like finance, manufacturing, distribution, HR, and more. ERP allows companies to link processes like sales, inventory management, production, and finance. The document also covers the evolution of ERP systems and key decisions around selecting and implementing an ERP solution.
The document discusses Dell, a large technology company founded in 1984 by Michael Dell. Some key points:
- Dell is based in Round Rock, Texas and employs over 100,000 people worldwide.
- Michael Dell still serves as CEO and has a net worth of $18.2 billion according to Forbes.
- Dell utilizes a lean supply chain model, cutting inventory from 20-25 days to just 72 hours.
The document discusses service-dominant logic and key foundational premises related to it. It discusses how goods are distribution mechanisms for service provision and knowledge as the fundamental source of competitive advantage. The customer is always a co-creator of value. Organizations exist to combine specialized competences into complex services demanded by the marketplace. It also discusses implications of viewing businesses through a service-dominant logic lens and how it relates to concepts like customer value.
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
This document discusses strategies for developing an e-business presence. It begins by outlining the benefits of the internet and e-commerce for businesses, including wider distribution, lower costs, and ability to serve customers 24/7. It then discusses determining a company's competitive advantage through analyzing strengths, weaknesses, opportunities, and threats. The document concludes by providing tips for implementing an e-business strategy, such as developing a clear value proposition, promoting the site, and focusing efforts on niche markets for small businesses.
This document discusses the evolution of e-procurement models from early EDI networks and B2E apps to current trading exchanges and industry consortiums. It outlines the key stages in developing an e-procurement strategy including clarifying goals, auditing processes, building a business case, developing supplier integration plans, selecting applications, focusing on integration, and educating stakeholders. The overall evolution aims to streamline procurement, reduce costs, and bring strategic benefits through automation and collaboration.
The document discusses developing an e-business strategy. It explains that an e-business strategy requires integrating business strategy, enterprise applications, and technology implementation. It outlines a three-step process for moving into e-business: developing an e-business strategy, formulating an e-blueprint, and tactical execution. The strategy formulation phase involves building awareness and planning to create new customer value through knowledge building, capability evaluation, and e-business design. It provides details on conducting knowledge building to understand customers, technology and industry trends, and core competencies.
The document discusses ERP (Enterprise Resource Planning) systems as the technological backbone for e-business. It describes how ERP integrated software suites automate back-office functions like finance, manufacturing, distribution, HR, and more. ERP allows companies to link processes like sales, inventory management, production, and finance. The document also covers the evolution of ERP systems and key decisions around selecting and implementing an ERP solution.
The document discusses Dell, a large technology company founded in 1984 by Michael Dell. Some key points:
- Dell is based in Round Rock, Texas and employs over 100,000 people worldwide.
- Michael Dell still serves as CEO and has a net worth of $18.2 billion according to Forbes.
- Dell utilizes a lean supply chain model, cutting inventory from 20-25 days to just 72 hours.
The document discusses service-dominant logic and key foundational premises related to it. It discusses how goods are distribution mechanisms for service provision and knowledge as the fundamental source of competitive advantage. The customer is always a co-creator of value. Organizations exist to combine specialized competences into complex services demanded by the marketplace. It also discusses implications of viewing businesses through a service-dominant logic lens and how it relates to concepts like customer value.
IBM's e-business strategy followed four goals: transforming itself into an e-business, helping business units use the internet/intranet effectively, establishing a strategy for its corporate website, and leveraging case studies. IBM focused on e-commerce, customer support, partner support, employee support, and e-procurement. Strategic planning for EC involves industry/competitive analysis, strategy formulation, implementation planning, and periodic reassessment. Key factors in strategic planning include critical success factors, opportunities/applications, organization/staffing, and security/control.
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
This document discusses e-business strategy and its importance. It defines e-business strategy as part of a company's overall corporate strategy that interconnects with marketing, organizational and IT plans. An e-business strategy is essential for any organization conducting business online as it defines short and long-term e-business goals and how to meet them through careful planning. The document outlines key elements of an e-business strategy including risk management, website technology, content, marketing and e-commerce planning. It also discusses why an e-business strategy is important to maximize opportunities and avoid threats from competitors as well as provide a good customer experience.
This document discusses e-procurement models including pre-Internet EDI networks, B2E purchasing and requisitioning apps, and corporate procurement portals. It then summarizes different generations of trading exchanges like content communities, RFP/RFQ facilitators, virtual distributors and auction hubs. Later generations of trading exchanges focus on collaboration and providing additional services. Industry consortiums are forming as buyer or supplier consortiums to drive down prices through combined purchasing power. Reengineering procurement processes is key to deploying e-procurement solutions and reducing channel fragmentation.
The compelling business drivers for the hosted contact center approachWest Interactive
The document discusses the compelling business drivers for hosted contact centers. It summarizes industry trends showing strong growth in hosted contact centers. The top benefits of hosted contact centers are no upfront capital costs, lower total cost of ownership, flexibility to scale up or down easily, and access to the latest technologies. The document also provides an example of how West Interactive implemented a successful hosted contact center solution for a wireless company that improved customer service and reduced costs.
The document provides an overview of e-business and e-commerce. It discusses how e-business goes beyond e-commerce to include backend business processes and applications. Visionary companies integrate e-business throughout their organizations to better serve changing customer needs. Leading companies share traits like strategic focus, innovative business models, and aligning strategies, processes and technology. The document outlines 10 rules for successful e-business, emphasizing the need to make technology a business driver and streamline information flows.
Massimo Scalzo has over 16 years of experience in business process consulting, with a focus on CRM solutions. He has expertise in areas like project management, business analysis, and CRM applications from SAP, Oracle, Siebel and Salesforce. He is seeking a senior management position where he can leverage his expertise to contribute to projects and bottom-line results in consulting or IT.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Managing change in telecom industry from network centric to customer-centricsayouri
This document discusses managing change in telecommunications organizations. It identifies key performance and opportunity gaps facing telecom operators, such as declining voice and messaging revenues and an inability to monetize excess network capabilities. It recommends transforming the service delivery platform to expose more network capabilities through APIs and enable third-party developers to create new services. This would create a marketplace that generates new revenue streams and improves the customer experience. The document also stresses the need to unify information technology and operational technology within telecom operators to better support digital services and innovation.
1) ERP systems integrate core business processes like production, distribution, and accounting to automate back-office functions across an entire organization. 2) ERP is now essential for medium and large companies as well as dot-coms to integrate their front-office and back-office operations. 3) Selecting and implementing an ERP system is one of the most important decisions a company can make, as it will impact business processes, staff, and technology infrastructure across the entire organization.
The document discusses emerging trends that are transforming the purchasing function. Traditional large organizations are losing their thought leadership role as legacy technologies and bureaucratic processes have hindered innovation. New segments and smaller companies are demonstrating more innovative approaches. For purchasing professionals, skills in areas like change management, technology adoption, and global experience will be increasingly important. Emerging technologies like cloud, mobile, IoT, and data analytics are shifting expectations and enabling more consumer-like and responsive processes.
Intermedia's cloud communications and collaboration solution, Intermedia Unite, provides SMBs with a comprehensive set of features along with easy management and strong reliability. It offers cloud PBX, conferencing, file sharing and backup in one package. The solution is designed to be intuitive for SMBs without dedicated IT. Intermedia backs its service with a financially backed SLA of 99.999% uptime, exceeding competitors. By prioritizing features, ease of use, and reliability, Intermedia delivers superior value to SMB customers.
1) Michael Dell revolutionized the PC industry in the 1980s by starting Dell Computer Corporation and pioneering the direct sales model, eliminating resellers to pass savings directly to customers.
2) Key to Dell's success was understanding customer needs, offering high-performance PCs at lower prices through efficient manufacturing and supply chain processes.
3) Dell continued innovating through the 1990s and 2000s by expanding product lines, global operations, and online customer services while maintaining a focus on rapid response to market changes and customer feedback.
SQ Lecture Four : Distributing Services & Setting Prices and Implementing Re...SQAdvisor
This document provides an overview and summary of Lecture Four from MKTG 1268 Service Quality. The lecture covers distributing services through physical and electronic channels from Chapter 5, as well as setting prices and implementing revenue management from Chapter 6. Key points from the chapters include different options for service delivery, factors that influence channel preferences, and the use of revenue management to maximize profits from fixed capacities by charging different customer segments different prices.
Applying eTOM (enhanced Telecom Operations Map) Framework to Non-Telecommunic...Alan McSweeney
The document discusses applying the eTOM (enhanced Telecom Operations Map) framework to non-telecommunications companies for product/service/solution innovation. It describes eTOM's processes for product/solution/service lifecycle management from concept to delivery and operation. It also discusses the changes required for companies transitioning to a greater service orientation like utility-based services, including changes to business models, costs, services provided, and customer information and relationships.
Customer value analysis of big data productsVikas Sardana
Business value analysis through Customer Value Model for software technology choices with a case study from Mobile Advertising industry for Big Data use case.
1) Customer expectations are higher than ever, and companies lack integration between sales and service data to meet customer needs.
2) CRM combines business processes and technology to create value for customers through timely delivery of excellent service across all channels.
3) Leading CRM capabilities include operational excellence, analytical insights, and collaborative optimization to enhance the customer experience.
CRMIT is a pioneer in SaaS-based customer experience solutions and Oracle Cloud technologies with over 800 person-years of experience. They have over 200 certified consultants, 175 successful CRM deployments across 20 countries, and 3000+ users of their CRM++ applications for accelerated deployments. CRMIT provides SaaS-based solutions including Oracle Fusion CRM, Oracle RightNow, and their own CRM++ applications to industries such as manufacturing, telecom, healthcare, high tech, and more.
The document summarizes key points from the Annual Call Center Expo 2010 conference. It provides details on the opening remarks which shared attendee demographics and top challenges in the call center industry. The opening keynote by John Foley discussed achieving high performance through critical thinking and establishing increasing levels of belief through vision, planning, trust, and accountability. Additional sessions covered contact center operations issues like forecasting, staffing models, and the relationship between service levels and quality. The document concludes with a session on the top 25 call center brands according to JD Power and how the #1 ranked USAA delivers an excellent customer experience.
Alamo Drafthouse Cinema is a movie theater chain known for allowing food and drink in theaters. It rapidly expanded across the US but outgrew its social media management platform. It needed a solution with better analytics, scalability, and governance. After a thorough selection process evaluating features and vendors, Alamo Drafthouse chose Sprinklr as its new enterprise-level platform to support further growth.
The Global Gold industry profile is an essential resource for top-level data and analysis covering the Gold industry. It includes data on market size and segmentation, plus textual and graphical analysis of the key trends and competitive landscape, leading companies and demographic information. Scope * Contains an executive summary and data on value, volume and/or segmentation* Provides textual analysis of Global Gold's recent performance and future prospects* Incorporates in-depth five forces competitive environment analysis and scorecards * Includes a five-year forecast of Global Gold* The leading companies are profiled with supporting key financial metrics * Supported by the key macroeconomic and demographic data affecting the market Highlights * Detailed information is included on market size, measured by value and/or volume* Five forces scorecards provide an accessible yet in depth view of the market's competitive landscape * Market shares are covered by manufacturer or brand Why you should buy this report * Spot future trends and developments * Inform your business decisions * Add weight to presentations and marketing materials * Save time carrying out entry-level researchMarket DefinitionThe gold market is deemed to be the annual total mine production in thousands of kg multiplied by average annual price for gold, using US$-denominated London PM fix prices. Other sources of gold, such as scrap or sales of gold stocks, are not included. Market shares are on the basis of companies' reported gold production, from both wholly-owned and joint-venture operations. For the purposes of this report, the global market consists of North America, South America, Western Europe, Eastern Europe, and Asia-Pacific.North America consists of Canada, Mexico, and the United States.South America comprises Argentina, Brazil, Chile, Colombia, and Venezuela.Western Europe comprises Belgium, Denmark, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, and the United Kingdom.Eastern Europe comprises the Czech Republic, Hungary, Poland, Romania, Russia, and Ukraine.Asia-Pacific comprises Australia, China, India, Japan, Singapore, South Korea, and Taiwan.
Tendencias de Emisión Centralizada.
Segmentación de Productos.
Avances de los últimos años.
Smart Card Module - Barrel Dual Interface.
Soluciones de personalización.
IBM's e-business strategy followed four goals: transforming itself into an e-business, helping business units use the internet/intranet effectively, establishing a strategy for its corporate website, and leveraging case studies. IBM focused on e-commerce, customer support, partner support, employee support, and e-procurement. Strategic planning for EC involves industry/competitive analysis, strategy formulation, implementation planning, and periodic reassessment. Key factors in strategic planning include critical success factors, opportunities/applications, organization/staffing, and security/control.
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
This document discusses e-business strategy and its importance. It defines e-business strategy as part of a company's overall corporate strategy that interconnects with marketing, organizational and IT plans. An e-business strategy is essential for any organization conducting business online as it defines short and long-term e-business goals and how to meet them through careful planning. The document outlines key elements of an e-business strategy including risk management, website technology, content, marketing and e-commerce planning. It also discusses why an e-business strategy is important to maximize opportunities and avoid threats from competitors as well as provide a good customer experience.
This document discusses e-procurement models including pre-Internet EDI networks, B2E purchasing and requisitioning apps, and corporate procurement portals. It then summarizes different generations of trading exchanges like content communities, RFP/RFQ facilitators, virtual distributors and auction hubs. Later generations of trading exchanges focus on collaboration and providing additional services. Industry consortiums are forming as buyer or supplier consortiums to drive down prices through combined purchasing power. Reengineering procurement processes is key to deploying e-procurement solutions and reducing channel fragmentation.
The compelling business drivers for the hosted contact center approachWest Interactive
The document discusses the compelling business drivers for hosted contact centers. It summarizes industry trends showing strong growth in hosted contact centers. The top benefits of hosted contact centers are no upfront capital costs, lower total cost of ownership, flexibility to scale up or down easily, and access to the latest technologies. The document also provides an example of how West Interactive implemented a successful hosted contact center solution for a wireless company that improved customer service and reduced costs.
The document provides an overview of e-business and e-commerce. It discusses how e-business goes beyond e-commerce to include backend business processes and applications. Visionary companies integrate e-business throughout their organizations to better serve changing customer needs. Leading companies share traits like strategic focus, innovative business models, and aligning strategies, processes and technology. The document outlines 10 rules for successful e-business, emphasizing the need to make technology a business driver and streamline information flows.
Massimo Scalzo has over 16 years of experience in business process consulting, with a focus on CRM solutions. He has expertise in areas like project management, business analysis, and CRM applications from SAP, Oracle, Siebel and Salesforce. He is seeking a senior management position where he can leverage his expertise to contribute to projects and bottom-line results in consulting or IT.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Managing change in telecom industry from network centric to customer-centricsayouri
This document discusses managing change in telecommunications organizations. It identifies key performance and opportunity gaps facing telecom operators, such as declining voice and messaging revenues and an inability to monetize excess network capabilities. It recommends transforming the service delivery platform to expose more network capabilities through APIs and enable third-party developers to create new services. This would create a marketplace that generates new revenue streams and improves the customer experience. The document also stresses the need to unify information technology and operational technology within telecom operators to better support digital services and innovation.
1) ERP systems integrate core business processes like production, distribution, and accounting to automate back-office functions across an entire organization. 2) ERP is now essential for medium and large companies as well as dot-coms to integrate their front-office and back-office operations. 3) Selecting and implementing an ERP system is one of the most important decisions a company can make, as it will impact business processes, staff, and technology infrastructure across the entire organization.
The document discusses emerging trends that are transforming the purchasing function. Traditional large organizations are losing their thought leadership role as legacy technologies and bureaucratic processes have hindered innovation. New segments and smaller companies are demonstrating more innovative approaches. For purchasing professionals, skills in areas like change management, technology adoption, and global experience will be increasingly important. Emerging technologies like cloud, mobile, IoT, and data analytics are shifting expectations and enabling more consumer-like and responsive processes.
Intermedia's cloud communications and collaboration solution, Intermedia Unite, provides SMBs with a comprehensive set of features along with easy management and strong reliability. It offers cloud PBX, conferencing, file sharing and backup in one package. The solution is designed to be intuitive for SMBs without dedicated IT. Intermedia backs its service with a financially backed SLA of 99.999% uptime, exceeding competitors. By prioritizing features, ease of use, and reliability, Intermedia delivers superior value to SMB customers.
1) Michael Dell revolutionized the PC industry in the 1980s by starting Dell Computer Corporation and pioneering the direct sales model, eliminating resellers to pass savings directly to customers.
2) Key to Dell's success was understanding customer needs, offering high-performance PCs at lower prices through efficient manufacturing and supply chain processes.
3) Dell continued innovating through the 1990s and 2000s by expanding product lines, global operations, and online customer services while maintaining a focus on rapid response to market changes and customer feedback.
SQ Lecture Four : Distributing Services & Setting Prices and Implementing Re...SQAdvisor
This document provides an overview and summary of Lecture Four from MKTG 1268 Service Quality. The lecture covers distributing services through physical and electronic channels from Chapter 5, as well as setting prices and implementing revenue management from Chapter 6. Key points from the chapters include different options for service delivery, factors that influence channel preferences, and the use of revenue management to maximize profits from fixed capacities by charging different customer segments different prices.
Applying eTOM (enhanced Telecom Operations Map) Framework to Non-Telecommunic...Alan McSweeney
The document discusses applying the eTOM (enhanced Telecom Operations Map) framework to non-telecommunications companies for product/service/solution innovation. It describes eTOM's processes for product/solution/service lifecycle management from concept to delivery and operation. It also discusses the changes required for companies transitioning to a greater service orientation like utility-based services, including changes to business models, costs, services provided, and customer information and relationships.
Customer value analysis of big data productsVikas Sardana
Business value analysis through Customer Value Model for software technology choices with a case study from Mobile Advertising industry for Big Data use case.
1) Customer expectations are higher than ever, and companies lack integration between sales and service data to meet customer needs.
2) CRM combines business processes and technology to create value for customers through timely delivery of excellent service across all channels.
3) Leading CRM capabilities include operational excellence, analytical insights, and collaborative optimization to enhance the customer experience.
CRMIT is a pioneer in SaaS-based customer experience solutions and Oracle Cloud technologies with over 800 person-years of experience. They have over 200 certified consultants, 175 successful CRM deployments across 20 countries, and 3000+ users of their CRM++ applications for accelerated deployments. CRMIT provides SaaS-based solutions including Oracle Fusion CRM, Oracle RightNow, and their own CRM++ applications to industries such as manufacturing, telecom, healthcare, high tech, and more.
The document summarizes key points from the Annual Call Center Expo 2010 conference. It provides details on the opening remarks which shared attendee demographics and top challenges in the call center industry. The opening keynote by John Foley discussed achieving high performance through critical thinking and establishing increasing levels of belief through vision, planning, trust, and accountability. Additional sessions covered contact center operations issues like forecasting, staffing models, and the relationship between service levels and quality. The document concludes with a session on the top 25 call center brands according to JD Power and how the #1 ranked USAA delivers an excellent customer experience.
Alamo Drafthouse Cinema is a movie theater chain known for allowing food and drink in theaters. It rapidly expanded across the US but outgrew its social media management platform. It needed a solution with better analytics, scalability, and governance. After a thorough selection process evaluating features and vendors, Alamo Drafthouse chose Sprinklr as its new enterprise-level platform to support further growth.
The Global Gold industry profile is an essential resource for top-level data and analysis covering the Gold industry. It includes data on market size and segmentation, plus textual and graphical analysis of the key trends and competitive landscape, leading companies and demographic information. Scope * Contains an executive summary and data on value, volume and/or segmentation* Provides textual analysis of Global Gold's recent performance and future prospects* Incorporates in-depth five forces competitive environment analysis and scorecards * Includes a five-year forecast of Global Gold* The leading companies are profiled with supporting key financial metrics * Supported by the key macroeconomic and demographic data affecting the market Highlights * Detailed information is included on market size, measured by value and/or volume* Five forces scorecards provide an accessible yet in depth view of the market's competitive landscape * Market shares are covered by manufacturer or brand Why you should buy this report * Spot future trends and developments * Inform your business decisions * Add weight to presentations and marketing materials * Save time carrying out entry-level researchMarket DefinitionThe gold market is deemed to be the annual total mine production in thousands of kg multiplied by average annual price for gold, using US$-denominated London PM fix prices. Other sources of gold, such as scrap or sales of gold stocks, are not included. Market shares are on the basis of companies' reported gold production, from both wholly-owned and joint-venture operations. For the purposes of this report, the global market consists of North America, South America, Western Europe, Eastern Europe, and Asia-Pacific.North America consists of Canada, Mexico, and the United States.South America comprises Argentina, Brazil, Chile, Colombia, and Venezuela.Western Europe comprises Belgium, Denmark, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, and the United Kingdom.Eastern Europe comprises the Czech Republic, Hungary, Poland, Romania, Russia, and Ukraine.Asia-Pacific comprises Australia, China, India, Japan, Singapore, South Korea, and Taiwan.
Tendencias de Emisión Centralizada.
Segmentación de Productos.
Avances de los últimos años.
Smart Card Module - Barrel Dual Interface.
Soluciones de personalización.
Eddy current displacement sensors are well-suited for measuring displacement, position, and gaps inside internal combustion engines under real operating conditions. Miniaturized eddy current sensors have been customized and installed at various engine locations, such as between the piston and cylinder wall, to measure thermal and mechanical stresses during normal running and motored operation. The non-contact sensors provide reliable data even in harsh engine environments with high temperature, pressure, vibrations, and contaminants.
El documento es la letra de una canción cristiana en español que habla sobre el amor y sacrificio de Jesucristo. La canción tiene tres versos que describen cómo Jesús murió en la cruz para limpiar nuestros pecados, resucitó al tercer día, y nos compró con su sangre. El coro y puente enfatizan que es el amor de Jesús el que salva.
Campamento multiaventura 2º stage de judo - escuela de judo josé antonio ma...Cole Navalazarza
Este documento describe un campamento de judo y actividades multiaventura que se llevará a cabo del 21 al 26 de junio. Incluye entrenamiento de judo, preparación física, clases técnicas y exámenes para el próximo cinturón. También incluye varias actividades de aventura como escalada, tirolinas, y deportes. El último día los estudiantes serán examinados para su próximo cinturón de judo.
Mrs. Sophy Mut has over 4 years of experience as an Admin and Facility Service Coordinator in Cambodia. Her resume provides details of her responsibilities in administration services, safety, disbursement and taxes, and other services for her current role at DuPont Cambodia. It also outlines her previous work experience and education, including a Bachelor's degree in Business Administration and Health Education.
Die Preisoptimierungssoftware ermöglicht Amazon-Verkäufer ihren Produktpreisen automatisch mit den Konkurrenten zu vergleichen und die danach abzustimmen.
Der Preis ist so nah mit Verkäufe und Produktsichtbarkeit auf Amazon verbunden, dass Verkäufer immer sicher stellen, dass ihre Produkte konkurrenzfähig bepreist sind. Wenn Sie Hunderte oder Tausende Produkte haben, es manuell zu machen ist nicht realisierbar.
RepricerExpress bietet eine Lösung, die die Preise von den Konkurrenten Produkten automatisch verwaltet und regelmäßig abstimmen wird, um sicherzustellen, dass die an erster Stelle stehen und sichtbar sind.
Verkäufer können ihre Min-/Max-Preise für ihre Produkte setzen und dann weiß die Software niemals unter oder über diese Preise zu gehen.
Mit einer zunehmenden Anzahl von Verkäufer, die Preisoptimierungssoftware benutzen, wird es ein wesentlicher Teil Ihrer E-Commerce-Geschäft sein eher als nur ein schönes Gerät zu haben.
Wie funktionniert den Prozess
Viel Verwirrung umgibt, wie den Amazons Preisoptimierungsprozess funktionniert, deshalb haben wir dieses kleine E-Book erstellt, um alles zu erklären - wenn Preisoptimierung tritt auf, wie lang dauert es und was sind die Beschränkungen von Amazons Subscriptions API, die die aktuellste Methode Amazon geboten hat, um Preigestaltung und Verkäufer-Information von den Marktplätzen zu erhalten.
Seminario sobre sistemas de recomendaciónalmudena ruiz
Este documento presenta una introducción a un curso sobre sistemas de recomendación. Se detalla el plan de estudios, que incluye sesiones teóricas y prácticas sobre diferentes técnicas de recomendación. También se explican los objetivos del curso, que son conocer el campo de los sistemas de recomendación y ser capaces de diseñar su propio sistema de recomendación. Finalmente, se proporciona una bibliografía sobre la que se basará el material del curso.
Purrfect. In partnership with Mars Petcare, we have launched 16 new SKUs of Whiskas Dry Cat Food across various sizes and pack formats, including two new flavors. The new packaging simplifies on-pack communication while retaining the brand heritage and injecting nutrition and taste cues inspired by the heart shape symbolic of the Whiskas brand.
Este documento resume la historia de la higiene industrial y la prevención de riesgos químicos en el lugar de trabajo. Describe cómo Hipócrates describió enfermedades de mineros expuestos al plomo en el siglo IV a.C. Luego, con la industrialización masiva aumentaron los accidentes y enfermedades laborales, dando lugar a protestas y esfuerzos de prevención. También clasifica los riesgos químicos físicos y fisiológicos e identifica vías de exposición, mecanismos de eliminación
La animación informática crea la ilusión de movimiento al mostrar una sucesión de imágenes generadas por ordenador. Se puede usar para crear efectos especiales, simular imágenes imposibles y visualizar grandes cantidades de datos científicos. La animación por ordenador funciona generando ilustraciones fotograma a fotograma que luego se modifican y reproducen, o creando imágenes en tiempo real. Las computadoras también se usan para asistir el proceso de animación tradicional interpolando fotogramas intermedios y coloreando áreas complejas
El documento describe brevemente la historia y evolución de la computación móvil desde los primeros sistemas de telefonía móvil analógicos en los años 40 en Estados Unidos hasta las tecnologías más modernas. Explica conceptos como la tecnología CDMA, las limitaciones de los primeros dispositivos que eran enormes y pesados, y los beneficios de la movilidad, comodidad, amplio alcance y personalización que ofrecen los dispositivos móviles actuales. También resume los principales métodos de conexión inal
Este documento presenta un resumen de cuatro capítulos del libro "Formaciones del Inconsciente" de C.G. Jung. El primer capítulo analiza la psicología y la poesía, discutiendo la relación entre la psicología del autor y su obra. Los capítulos siguientes exploran el simbolismo del renacimiento y la individuación a través de imágenes y mandalas producidas por pacientes.
This document provides instructions for creating an EndNote library and adding references from various sources, including online databases, internet resources, and printed materials. It describes how to search databases, select and import records, and customize settings to directly export references to an EndNote library. The document also demonstrates how to organize references into groups and folders in EndNote, and generate bibliographies in Microsoft Word by copying formatted citations from EndNote.
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https://www.oeconsulting.com.sg/training-presentations]
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Forrester’s Digital Transformation Framework
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MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
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McKinsey’s Digital Transformation Framework
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Robbins Mass Cusotmization in b2 b information services-2011
1. Is Mass Customization and
Personalization in Business-to-
Business Services Different?
Lessons and Implications from the
Evolution of the Information Services
Industry
Jane Robbins, PhD
McGuire Center for Entrepreneurship/Eller College of Management
2. From a mass customization and
personalization standpoint, are business-
to-business services different from those
aimed at the retail or individual market?
• Value proposition?
• Value creation model?
• Operating model?
• Potential to expand in scale or scope?
McGuire Center for Entrepreneurship/Eller College of Management
3. Using the case of information to
examine differentiation questions
• Whether serving strategic business objectives is
operationally different from serving individual
user preferences
• Whether high-value-added business-to-business
services implies a more nuanced view of what it
means to mass-customize, personalize, and
engage in open innovation to co-create value
– And what the risks are to those who seek to bridge
both worlds
4. Information as the ultimate user-
customized product
• Consider the Sunday paper
– Various concepts of use value
– Early electronic versions sought to maintain this flexibility
in preferences
• Allows us to unpack variables that characterize most
service-embedded products that lend themselves to
mass customization and personalization for individuals
• These variables in turn allow distinction between
– true co-creation of value and user-generated value from
modification or participation, or: co-production v. co-
creation (Vargo and Lusch 2008)
McGuire Center for Entrepreneurship/Eller College of Management
5. Analysis of information services industry from early
days of knowledge economy suggests that:
• Products and services mass-customized and
personalized for businesses and individuals
share some characteristics, but not others,
particularly in value creation process.
• Firms seeking to develop and provide
sustainable services for business should be
cautious about emulating firms providing
direct-to-consumer services.
McGuire Center for Entrepreneurship/Eller College of Management
6. Third-party
revenue
generation
(advertisers,
data buyers)
Product/Service
• News, data
• Social media
• Downloads
• Customized
design
I
N
T
E
R
M
E
D
I
A
R
Y
Users:
linked
or not
• Store
• Broker
• Distributor
• Internet platform/
interface
Business to Consumer: “Retail” or Individual
-Primary transaction relationship
-Knowledge source/flow (indirect)
-Secondary/potential transaction
relationship
7. Key related factors in MCPC of Individual-user
Services
Factor Description
Mediation Potential to distribute through many, and
competing channels, inc. secondary links.
Potentially diluting.
The platform is
the product.
Inputs and outputs fixed, often
technological. User may be
indifferent/loosely coupled to provider.
Loyalty may be low.
All value is
present/short-
term value.
No or minimal investment value for the
future (Shapiro and Hahn). Preferences
change. Applies to advertisers as well users
Competition Entry and branding costs low, particularly
in services built around “community”
(Mangelsdorf 2009); maintaining users
could be costly.
Ownership and
control
Provider ownership and/or control of
value; content loses value quickly; public
8. Do each of these variables apply when users are
the collective of a business rather than an
individual? Are there others that apply only to
business services?
• Content
• Bundling/unbundling
• Modularity
• Individual preference or taste
• Externality
• Simple exchange relationship (inc. through intermediaries)
• Single-consumer marketing/distribution—the universal
“one”
McGuire Center for Entrepreneurship/Eller College of Management
9. Case study of the electronic information services
industry, 1970-2005, with focus on financial and
energy market information
• Transitioned from
– technology-driven to content-driven and
technology-enabled
– provider-focused to user-focused; function-
specific to strategic
– Time charges to service charges (including value
pricing)
– commodity product to high-value-added product,
including customized and custom
McGuire Center for Entrepreneurship/Eller College of Management
14. Key related factors in MCPC of Business-to-
Business Services
Factor Description
Direct/
unmediated
Computer-to-computer; principal to principal
Inputs and outputs
are cognitive
Expert knowledge on both sides, merged to
achieve a vision (usually of provider for client
market) for improved decisions or solutions
The platform is the
foundation of a
relationship.
Expertise of “provider” is matched to firm need
and firm expertise. Conversion process is shared,
but managed primarily by provider.
All value is shared
and cumulative .
Investment by both parties into their futures,
creating bilateral wealth (increased performance):
profits, learning, competitive advantage for both
Competition limited
by reputation/skills
Entry and branding costs high; loyalty high and
switching costs high.
Ownership and
control
Each maintains ownership of own contributions.
Exclusive, perfect confidentiality.
15. Differences in inputs, conversion
process, and outputs
Business-to-Business
• High level of trust
• complex info-sharing for true co-
creation
• Based on need/problem:
performance improvement
• Content expertise from both
parties—extended
complementarity of assets
• Non-mediated distribution
• Security, privacy
• True custom possible
• Wealth creation for both parties;
cumulative
• Loyalty; high switching costs
Business-to-Consumer/individual
• Unimportant or negative trust
• information flow uni-directional
• Based on preferences/want
• Content expertise on one, usually
distribution side
• Mediated distribution
• Public
• Customization within mediation
framework
• Wealth creation for mediating
party; speculative for advertisers;
loses value quickly
• Fickleness; switching costs may be
low
McGuire Center for Entrepreneurship/Eller College of Management
17. A Virtuous Value Cycle
Trust/
relationship
Shared
expertise
Co-creation
Learning,
Improved
Performance
Innovation in
Partner
operations
McGuire Center for Entrepreneurship/Eller College of Management
18. Opportunities in Professional and
Intangible Services
• Professional services and software, esp. in specialized legal,
financial, and consulting practice areas
– Product development; compliance; performance optimization
– Dynamic analysis of client operations/cases
• Medicine and Science
– Product and solution development (without mergers). Trust
issues.
– Closer organized patient involvement in research and practice
• Higher education
– co-creation of custom curriculum and/or individualized
curriculum within universities; instructional technologies,
learning systems. Very large opportunity here if trust issues can
be overcome.
McGuire Center for Entrepreneurship/Eller College of Management
19. Cautions to firms that seek to provide business-
to-business information services
• Brand or reputation in a technological or data area
alone no substitute for domain-specific expertise in
client’s market; expertise is a high barrier to entry that
$ can’t overcome
• Initial growth takes time, but word-of-mouth spurs
scaling when reputation established
– Trust, mutual respect
– Educational sale
• Niche; acquisitions and scope expansion to reach large
size. Offset by highly profitable, recession-proof.
• Ethics/reputation capital essential; cannot deviate from
mission
McGuire Center for Entrepreneurship/Eller College of Management
20. Questions for the future
• Are business-to-consumer markets beginning to
experience pressure from third parties for more
biz-to-biz characteristics, creating strategic
tension, business model risk, and increased
costs?
• Will we see acquisitions by owners of information
platforms of professional service firms in order to
gain expertise? Mergers?
• In what other sectors might the business-to-
business service model be applicable?
McGuire Center for Entrepreneurship/Eller College of Management