Customer-oriented strategic information systems

A major problem facing Information Systems (IS) managers is how to plan for a new corporate environment that is emerging as the result of increased competition, both national and international. The changes that have been brought about have been dramatic and far-reaching. Nowhere does this impact more than in application of information technology (IT) to corporate activities. In particular, the IS manager needs to be able to plan for systems that support the current emphasis on providing improved products and improved customer services. The accent is now on the development of "strategic" information systems (SIS), positioned so as to gain a "competitive advantage" (CA). However, the current planning models do not adequately explain how one goes about developing a plan for a "customer-oriented" strategic system. This paper attempts to redress that omission. A start is made with a manufacturing model which is modified slightly to be customer-focused and in a form more familiar to IS people. The potential IT opportunities inherent in the various manufacturing processes are then highlighted as the manufacturing sector struggles to maintain its competitive position. A transition is then made from the manufacturing environment to an "information factory" environment. The result is a model that can be usefully used for developing an IT plan and especially as an aid in the planning of customeroriented strategic systems

QUALITY MANAGEMENT PRINCIPLES – AN APPROACH IN HEALTHCARE INSTITUTIONS

The problems of quality management systems development don´t seem to be interesting for healthcare institutions (HCI) at a glance. But a lot of managers and employees of HCI (including physicians) have already understood that their organizations also operate in environment, which asks for quality, performance and effectiveness. The quality management systems create a strategic framework in which every organization can meet these requirements. In case of HCI the term “quality management system” can be understood as a part of overall management system that is to guarantee the highest customer satisfaction in the most effective manner, especially by following functions: a) assuring the highest service quality for patients; b) creating environment oriented to continual improvement of processes and c) doing it with the lowest expenditure.quality management, healtcare institutions, ISO standards

Using Service Oriented Computing for Competitive Advantage

Research literature in strategic management indicates that firms may gain a competitive advantage in rapidly changing market environments by concentrating on their dynamic capabilities – i.e., product flexibility and agility in organizational transformation in response to rapidly changing market conditions and customer requirements. Service-oriented computing (SOC) has emerged as an architectural approach to flexibility and agility, not just in systems development but also in business process management. There is, however, a lack of critical research assessing the strategic impact of SOA on the competitiveness of organizations. The intent of this paper is to empirically examine the conduits through which serviceoriented architectures (SOAs) may exert influence on dynamic capabilities within firms. The results could potentially assist in evaluating if and how the adoption of service-oriented architecture may help achieve key dynamic capabilities, giving the enterprise a competitive edge

From customer-oriented strategy to perceived organizational financial performance: the role of human resource management and customer-linking capability

Drawing on the organizational capabilities literature, we developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer-oriented strategy. Customer-linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer-oriented strategy. Data collected from two emerging economies–China and Hungary–established that supportive HRM partially mediated the relationship between customer-oriented strategy and customer-linking capability. Customer-linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer-oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the “black-box” between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications

Business process management tools as a measure of customer-centric maturity

In application of business process management (BPM) tools in European commercial sectors, this paper examines current maturity of customer centricity construct (CC) as an emerging dimension of competition and as a potential strategic management direction for the future of business. Processes are one of the key components of transformation in the CC roadmap. Particular departments are more customer orientated than others, and processes, customer-centric expertise, and approach can be built and utilized starting from them. Positive items within a current business process that only involve minor modification could be the basis for that. The evidence of movement on the customer-centric roadmap is found. BPM in European telecommunications, banking, utility and retail sector supports roadmap towards customer-centricity in process view, process alignment and process optimization. However, the movement is partial and not flawless, as BPM hasn’t been inquired for supporting many of customer-centric dimensions

A framework of justification criteria for advanced manufacturing technology implementation in small and medium enterprises

Today in order to stay in businesses and prosper, Small and Medium Enterprises (SMEs) are seeking higher electiveness and competitiveness across the entire cycle of marketing, product design, manufacture, test and sales. SMEs play an increasingly important role in all aspects of competitiveness: both products and production techniques, but also management methods, the organization of the firm and human resources training. One of the ways by which SMEs can achieve a competitive advantage in manufacturing is through the implementation of Advanced Manufacturing Technology (AMT). An increasing number of them have chosen and are choosing various levels of AMT as the solution. Realizing the importance of SMEs, an attempt has been made in this paper to review the application of AMT in SMEs. Also, a framework has been offered for the implementation of AMT in SMEs. Finally, a summary of findings and conclusions are presented

Turning marketing promises into business value: The experience of an industrial SME

The article studies the value that businesses should have for their customers and shareholders. It explains how to develop such value to meet or exceed customer's expectations through the application of the promise framework. The promise model includes promises made to customers, promises kept, and promises that involve a synchronized effort from the whole firm to create and deliver value to customers

From physical marketing to web marketing

Reviews the criticism of the 4P marketing mix framework as the basis of traditional and virtual marketing planning. Argues that the customary marketing management approach, based on the popular marketing mix 4Ps paradigm, is inadequate in the case of virtual marketing. Identifies two main limitations of the marketing mix when applied in online environments namely the role of the Ps in a virtual commercial setting and the lack of any strategic elements in the model. Identifies the critical factors of the Web marketing and argues that the basis for successful e-commerce is the full integration of virtual activities into the company's physical strategy, marketing plan and organisational processes. The 4S elements of the Web marketing mix framework offer the basis for developing and commercialising business to consumer online projects. The model was originally developed for educational purposes and has been tested and refined by means of three case studies