Value Creation in Marketing: Can Sales-Turnover turn to be a Competitive Advantage to the Marketer and Customer?

Doing business based on value delivered gives companies the means to get an equitable return for their efforts. Once markers/suppliers truly understand value, they will be able to realize the benefits of measuring and monitoring it for their customers. In this highly competitive circumstance all the firms regardless of the local or multinational tend to focus on value creation in marketing, by any means, in order to make their customers satisfied. Value is usually made with a target to satisfy the ultimate customer, but value creation in sales-turnover also affects the channel members and cost function, as a result impacts on the volume of sales and customer satisfaction as well. This formulation integrates value management, brand management, and relationship management within a customer-centered focus. Companies can decide which driver(s) strengthen for the best payoff. In this paper an effort has been made to develop an integrated value model composed of different strategies with different value concept, which ultimately impact on the sales turnover and thus create a value throughout the marketing functions and achieve its ultimate target. The paper moves step by step, from discussion of the concepts evolved in relation to value creation in marketing, then induction and development of the conceptual value creation model with special focus on the minimization of duration of the Sales-Turnover for competitive advantage vis-à-vis value creation for consumers. Finally, a rigorous theoretical analysis is given with an experimentation of the value model on a company- Abul Khair Co. Ltd.- partially practicing this concept in their marketing functions. This inductive model can be a solid basis for further research of strategic marketing application.

A conceptual model of enterprise application integration in higher education institutions

Copyright @ 2013 EMCIS.It is eminent that several applications’ systems are deployed at different levels in Higher Education (HE), ranging from academic and administrative to staff and students record systems. Many of these systems suffer from different problems due to the lack of integration such as data redundancy, inconsistency and maintenance cost. Enterprise Application Integration (EAI) can provide substantial benefits to these systems, such as assisting with business process integration, facilitating e-service based transformation and supporting collaborative decision-making. However, some factors that influence EAI adoption process in HE will be defined. This paper introduces a conceptual model to explain the outcome of using EAI in Higher Education Institutions (HEIs). Analyzing the combination of the existing classification of EAI factors with the HE factors will enhance the implementation of EAI in HEI at both organizational and operational levels. A pilot study at King Abdulaziz University (KAU), Kingdom of Saudi Arabia will be presented in this paper to show that the integration of the multiple information systems gives an integrated view to facilitate information access and reuse. Moreover data from different information systems is combined to gain a more comprehensive basis to satisfy the educational needs

Integration of decision support systems to improve decision support performance

Decision support system (DSS) is a well-established research and development area. Traditional isolated, stand-alone DSS has been recently facing new challenges. In order to improve the performance of DSS to meet the challenges, research has been actively carried out to develop integrated decision support systems (IDSS). This paper reviews the current research efforts with regard to the development of IDSS. The focus of the paper is on the integration aspect for IDSS through multiple perspectives, and the technologies that support this integration. More than 100 papers and software systems are discussed. Current research efforts and the development status of IDSS are explained, compared and classified. In addition, future trends and challenges in integration are outlined. The paper concludes that by addressing integration, better support will be provided to decision makers, with the expectation of both better decisions and improved decision making processes

Supply Chain Intelligence

This chapter provides on overall picture of business intelligence (BI) and supply chain analytics (SCA) as a means to support supply chain management (SCM) and decision-making. Based on the literature review, we clarify the needs of BI and performance measurement in the SCM sphere, and discuss its potential to enhance decision-making in strategic, tactical and operational levels. We also make a closer look in to SCA in different areas and functions of SCM. Our findings indicate that the main challenge for harnessing the full potential of SCA is the lack of holistic and integrated BI approaches that originates from the fact that each functional area is using its own IT applications without necessary integration in to the company’s overall BI system. Following this examination, we construct a holistic framework that illustrates how an integrated, managerially planned BI system can be developed. Finally, we discuss the main competency requirements, as well as the challenges still prohibiting the great majority of firms from building smart and comprehensive BI systems for SCM.fi=vertaisarvioitu|en=peerReviewed

Planning strategically, designing architecturally : a framework for digital library services

In an era of unprecedented technological innovation and evolving user expectations and information seeking behaviour, we are arguably now an online society, with digital services increasingly common and increasingly preferred. As a trusted information provider, libraries are in an advantageous position to respond, but this requires integrated strategic and enterprise architecture planning, for information technology (IT) has evolved from a support role to a strategic role, providing the core management systems, communication networks, and delivery channels of the modern library. Further, IT components do not function in isolation from one another, but are interdependent elements of distributed and multidimensional systems encompassing people, processes, and technologies, which must consider social, economic, legal, organisational, and ergonomic requirements and relationships, as well as being logically sound from a technical perspective. Strategic planning provides direction, while enterprise architecture strategically aligns and holistically integrates business and information system architectures. While challenging, such integrated planning should be regarded as an opportunity for the library to evolve as an enterprise in the digital age, or at minimum, to simply keep pace with societal change and alternative service providers. Without strategy, a library risks being directed by outside forces with independent motivations and inadequate understanding of its broader societal role. Without enterprise architecture, it risks technological disparity, redundancy, and obsolescence. Adopting an interdisciplinary approach, this conceptual paper provides an integrated framework for strategic and architectural planning of digital library services. The concept of the library as an enterprise is also introduced

From risk management to ERM

At one point in time, there was self-insurance. Then came risk management. Now comes the era of enterprise risk management(ERM). Traditional risk management will always be necessary, but ERM will complement existing risk activities by extending the field to cover all core risks as well as emerging and strategic opportunities, because without taking risks, organisations gain no value. This paper will present the main elements of an ERM framework and characteristics of different types of ERM.ERM, CRO, risk management, risk designation, risk framework, risk system, risk culture, governance, risk intelligence, risk capital, GIR

A Few Implementation Solutions for Business Intelligence

To succeed in the context of a global and dynamic economic environment, the companies must use all the information they have, as efficiently as possible, in order to gain competitive advantages and to consolidate their position on the market. They have to respond quickly to the changes in the business environment and to adapt themselves to the market’s requirements. To achieve these goals, the companies must use modern informatics technologies for data acquiring, storing, accessing and analyzing. These technologies are to be integrated into innovative solutions, such as Business Intelligence systems, which can help managers to better control the business practices and processes, to improve the company’s performance and to conserve it’s competitive advantages.Business Intelligence, competitive advantage, OLAP, data mining, key performance indicators.

Contrasting approaches to preparedness: a reflection on two case studies

This chapter reflects on ongoing research in SMEs in the manufacturing and service sectors. It contrasts different approaches to the issue of preparedness from an organisational and social perspective, in two cases where new enterprise-wide business processes were implemented and integrated in different settings. In both cases, the emergence of new systems presented a huge challenge to companies hard-pressed to marshal the resources to mount effective change and implementation projects on this scale. The cases presented enable a comparison of different strategies used, one firm responding to organic growth, and the other to rapid industry-driven change. The chapter focuses not on the implementations per se, but instead on the issue of preparedness for change. The chapter concludes by drawing out general lessons concerning how to support and maintain organisational preparedness for enterprise wide change in different industry setting