Abstract

The aim of this paper is to introduce managers to the concept of customer relationship management (CRM) and how it would help to create value to customers. The paper looks at CRM as a business strategy that is aimed at achieving customer satisfaction through creation of value in products and services delivered to the customer. By achieving customer satisfaction, the organization may benefit from customer loyalty and this would help it to retain existing customers and also to attract new customers. In today’s highly competitive environment, it is imperative that business organizations focus on strategies to maintain and expand their market shares. This way, they could develop lifetime customers that would further help the organization to continue to achieve its mission. Today’s managers need to know how CRM is crucial in the effective running and survival of an organization.

Abstract

Partnering is a process that combines team building, visioning, strategic planning, and innovative conflict resolution techniques.  It affords organizations opportunities for positive collaborative relationships that may offer them a way to maximize effectiveness and create competitive advantage in the marketplace.

In this article, the partnering process is discussed in such a way so as to provide a “how-to” approach for any manager wishing to use the process.  Partnering is defined, steps in the process are explained, vulnerabilities are listed, and applications are explored.

Abstract

IT field is growing fast and developments are happening rapidly. Every professional wants to achieve the maximum in this, but to achieve success in project delivery, information technology (IT) professionals need to be good risk managers.  Given the scope and complexity of many IT projects, risk management is both a major concern and a serious challenge.  This article considers the dimensions of IT project risk and recommends processes for the tracking and mitigation of these barriers to successful project delivery.   Built upon years of field-tested experience, the author’s approach includes a comprehensive view of risk factors as well as a simple but effective tool for assessing IT project risk.  As the author will demonstrate, if the identified risks of particular project are too great, his process and tool set will drive the project team to either risk exposure mitigation or the rescoping of the effort to remove particular pitfalls that might otherwise adversely affect delivery.

Abstract

With passage of the Sarbanes-Oxley Act in July, 2002, a revolution in corporate governance procedures took place.  Certainly, given the accounting, internal control, and governance problems in U.S. companies in the early 2000s, change was necessary.  But what happened in other countries with developed economies and sophisticated financial markets?  Accounting scandals of the same magnitude certainly were not evident.  Did the countries of the European Union follow in the U.S.’s footsteps to try to prevent their own version of WorldCom and Enron or were similar internal control and corporate governance procedures already in place?  What this paper accomplishes is a comparison of the criteria from Sarbanes-Oxley to existing procedures and subsequent changes made in the EU and EU countries.

Abstract

This paper talks about the Selling in the 21st Century.

Abstract

No organization can function without being creative at least in some of its endeavors and notably many organizations have become radiant due to restless creativity. All products, all new steps, all processes have been achieved out perpetual quest for innovation and redefinition of every process or step undertaken. Fulfillment of organizational dreams into ground realities is possible only through creativity in the long run. Improving the existing technology and the product or discovering a new one is the essence of creativity which in turn improves services to Customer. If creativity results in elimination of unwanted steps or value addition wherever possible, the company enjoys competitive edge. Cost reduction and quality improvement are not counter-current and creativity makes them a co-current approach as vetted by TQM techniques. The role of business process reengineering is also explained in context of creativity. A status quo attitude is not welcome in creativity and always challenging the existing methods is the origin of creativity. Due consideration is to be given to establish conducive atmosphere in organizations to propel and promote individual creativity, group Creativity and organizational creativity. Fostering personal effectiveness in Creativity is the backbone for the organization to be creative as a whole. The article links the Creative processes and tailors it to the organizational needs. A holistic approach is required in organizations and various phases of the organization along with the approach to Creativity have been explained. All such efforts in an organization will make the organization an edge over others and make it compatible in the globalised scenario. The article ends with probable innovations in next decade and thus sets target for creative personnel.

Abstract

This exploratory study examines the interrelationships between the stages of the new product development (NPD) process and key factors that affect NPD process metrics, Factors affecting NPD process metrics as identified in the literature include external and internal integration, and levels of complexity and specialization.  We include three commonly used process metrics: quality, profitability, and speed to market.  We use a cluster analysis approach to find linkages between the key antecedent factors, the relative amount of time spent on each stage in the NPD process, and success.  We use data from 1115 products collected from seven large multinationals.  We find two clusters of products that exhibit high success rates: high-complexity, high-specialization, high-integration projects in which the stages of product design prototype development, and launch are emphasized, and low-complexity, low-specialization, low-integration projects in which the stages of idea screening, feasibility testing, marketing planning, and trial testing were emphasized.  We draw implications for management on how improvements in screening and/or in the Product Innovation Charter might minimize the number of products that fall in the less successful cluster. We conclude with a discussion of the findings, implications for management, and directions for future research.

Abstract

This paper addresses the prevailing image that environmental scanning and interpretation of change in the external environment is performed by top management for use in strategic decision making but seldom utilized at the implementation level. Using offshore outsourcing by U.S. and U.K. financial services organizations as a case in point, it is argued that scanning and interpretation efforts undertaken by project managers in U.S. and U.K. financial services firms impact the degree of long-term success in implementing offshore outsourcing efforts. The type of scanning utilized by project managers will be related to the organizational culture type in place, personal background of the project manager and knowledge gained from a variety of sources- general media, customers, consultants, partner organizations, work groups, and subordinates. It is hypothesized that project managers are often unaware that new offshoring arrangements will involve potential far reaching long term effects including changing attitudes and behaviors in a disaggregated workplace. The research suggests that the interpretation of specific environmental changes as a result of offshoring decisions may provide an insight into the long term development of firm strategy formulation.

Abstract

This paper deals with Modeling and Analysis of Supply Chain Networks.