Global Account Management for Sales Organization in Multinational Companies

A Global Company is not just a Multinational Company, but on top it has developed an organizational structure, an overall governance and a set of operational decision making processes which allow running a significant percentage of business processes as a unique body across borders. Successful Global Companies have a clear setup and governance of local versus centralized decision making processes, as well as budget ownership. Corporations focused on global opportunities need to re-think their customer approach, namely in terms of set up of their sales force, and more specifically planning, a transformation from national based to international managed sales organization for those specific customers.Globalisation; Market-Driven Management; Global Companies; Multinational Companies; Vision; Global Account Management; Sales Organization; Management of Change; Corporate Culture; Corporate Responsibility

How data visualization tools can improve decision making processes based on customer satisfaction?

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Knowledge Management and Business IntelligenceCompanies seek to perform better using their own data to achieve sustainable competitive advantage. By enabling business intelligence tools and techniques companies can get ahead of the competition, however, even with these solutions, some questions still stand which this research aims to answer. This study aims to answer the following research question: how data visualization tools can improve decision making processes based on customer feedback? To fill this gap, this research will explore the literature on data-driven marketing and its relationship with decision making processes, while also diving on data visualization and business analytics. To improve the relevance of the study, a practical approach will also be used, using Business Intelligence tools and techniques, in particular Microsoft Power BI. The research uses real data from a major Portuguese hotel chain and aim to develop a new dashboard that can enhance the capability to improve data-driven marketing decision making, using customer data. The findings show that business intelligence and data visualization tools and techniques allow the development of dashboards with several KPI’s and measures to improve strategic decision-making process, and it allows to still have a quick and objective views of business performance and productivity, exchanging company data in competitive advantages

Improving Data-Driven Decision Making through Human-Centered Knowledge Sharing

This research focuses on human-centered knowledge sharing within data-driven decision-making processes enabled by advanced analytics. The paper describes an exploratory study of an innovative approach to ongoing improvement of complex data-driven decision making processes found in a large retail distribution company by considering a complex interplay of business intelligence (BI) /business analytics, business processes and human-centered knowledge management. Using the relevant IS frameworks as analytical lens the paper investigates the evolving relationship between decision-making and decision-support technology, as well as the relationship among information, decisions and the corresponding business processes in this context. The most important finding of this research is in identification of human-centered knowledge sharing as the key success factor for ongoing improvement of BI-enabled decision making in the case organisation, rather than complex technology. This in turn indicates the significance of various organisational factors, including carefully designed and implemented human-resource (HR) strategies to encourage knowledge sharing among decision makers using advanced analytics systems. Finally, this paper also confirms the latest industry reports that more mature analytical organisations are looking beyond technology and focusing on business-related issues as the next source of competitive advantage, as it was the case with our chosen organisation

Perceptive Loyalty System

This document is to study the compatibility and usability of a perceptive loyalty system using data mining technique. This system is an easy-to-use web-based business management solution that is designed to foster communication between Business Company and their customer. The perceptive loyalty system can be used daily, employs cost-effective technology to help advance business and transaction processes. It is a key tool for enabling data-driven decision-making. Business information such as customer's shopping habit can now be saved directly, via a standard web-browser, for ease of printing and electronic archival and later on can be used to make decision in marketing for example new product in the future. The report generated by the system will show customer's buying habit and pattern. It purposes is just to simplify and organized the work strategist of a company and also the marketing department as well as the top management in guiding to a better decision making. With the system business can monitor the sales they are making throughout the year and also the pattern generate by the customer's shopping activities.

The role of GPS-enabled information in transforming operational decision making: an exploratory study

Although the impact of ICT-enabled information on firm performance has been well documented in the business value of IT literature, our understanding of how Global Positioning System (GPS) adoption can transform operational decision making and foster differential firm performance is limited. In response, we conduct an exploratory comparative case study of three transport firms that have implemented the same GPS during the same year in their operations. Our results highlight that increased use of GPS-enabled information can enhance information quality and make operational decision making more fact-based and collaborative. We also find that such transformations in operational decision making, driven by increased use of GPS-enabled information, can foster differential performance impacts. However, we warn scholars and practitioners that a firm’s information management capability (in terms of availability of quality information in decision making, software tools for connectivity and access to information, IT systems integration post-GPS adoption and adaptability of the infrastructure to emerging business needs) and organizational factors (such as top management support, project management of GPS implementation, financial support, end-user involvement, rewarding, training and employee resistance) can facilitate (or inhibit) effective use of GPS-enabled information in operational decision making, and thus moderate differential performance benefits of GPS adoption

The evaluation framework for business process management methodologies

In an intense competition in the global market, organisations seek to take advantage of all their internal and external potentials, advantages, and resources. It has been found that, in addition to competitive products and services, a good business also requires an effective management of business processes, which is the discipline of the business process management (BPM). The introduction of the BPM in the organisation requires a thoughtful selection of an appropriate methodological approach, since the latter will formalize activities, products, applications and other efforts of the organisation in this field. Despite many technology-driven solutions of software companies, recommendations of consulting companies, techniques, good practices and tools, the decision on what methodology to choose is anything but simple. The aim of this article is to simplify the adoption of such decisions by building a framework for the evaluation of BPM methodologies according to a qualitative multi-attribute decision-making method. The framework defines a hierarchical decision-making model, formalizes the decision-making process and thus contributes significantly to an independent, credible final decision that is the most appropriate for a specific organisation

Data driven decision support systems as a critical success factor for IT-Governance: an application in the financial sector

IT-Governance has a major impact not only on IT management but also and foremost in the Enterprises performance and control. Business uses IT agility, flexibility and innovation to pursue its objectives and to sustain its strategy. However being it more critical to the business, compliance forces IT on the opposite way of predictability, stability and regulations. Adding the current economical environment and the fact that most of the times IT departments are considered cost centres, IT-Governance decisions become more important and critical. Current IT-Governance research and practise is mainly based on management techniques and principles, leaving a gap for the contribution of information systems to IT-Governance enhancement. This research intends to provide an answer to IT-Governance requirements using Data Driven Decision Support Systems based on dimensional models. This seems a key factor to improve the IT-Governance decision making process. To address this research opportunity we have considered IT-Governance research (Peter Weill), best practises (ITIL), Body of Knowledge (PMBOK) and frameworks (COBIT). Key IT-Governance processes (Change Management, Incident Management, Project Development and Service Desk Management) were studied and key process stakeholders were interviewed. Based on the facts gathered, dimensional models (data marts) were modelled and developed to answer to key improvement requirements on each IT-Governance process. A Unified Dimensional Model (IT-Governance Data warehouse) was materialized. To assess the Unified Dimensional Model, the model was applied in a bank in real working conditions. The resulting model implementation was them assessed against Peter Weill‘s Governance IT Principles.Assessment results revealed that the model satisfies all the IT-Governance Principles. The research project enables to conclude that the success of IT-Governance implementation may be fostered by Data Driven Decision Support Systems implemented using Unified Dimensional Model concepts and based on best practises, frameworks and body of knowledge that enable process oriented, data driven decision support

Strategy-focused architecture investment decisions

The thesis considers how a systematic approach for evaluating architecture investments can lead to decisions that are driven by business preferences rather than by personal incentives. A decision to invest in software-architecture requires systematic evaluation of the trade-off between strategic long-term benefits of architecture on the business and short term investment. It typically is a decision that is difficult to explain and quantify. In this sense, it is not surprising that such a decision is often driven by personal incentives or strong leadership of deciders, architects and managers, leading to suboptimal decision-making process in the organization. This PhD thesis proposes a way in which to support the decision to invest in architecture by linking the architecture improvements to the business strategy and taking into consideration the human aspects. We follow the iterative study design process including several real-life case studies, multiple interviews, and an experiment. In the first case study, we investigate how practitioners make a decision on architecture investment with a focus on how the decision process can be improved in industrial practice. To support the decision process in an objective way, we propose to use arguments based on real options theory. The evaluation by practitioners disclosed that including such economics of architecture is necessary but not sufficient for decision making. To better understand the information needs for decision making we conducted field interviews on the kinds of information that architects and managers need. In a subsequent experiment we tested whether which kind of information is actually used in decision making. As expected, the professionals tend to use just a few information types for decision making. However, our results suggest that additional quantified information was used by participants with longer development experience and under time pressure. Based upon the experimental findings we propose a concept to quantify the customer value of architecture. Despite the positive evaluation, the practitioners asked for further improvements to translate the architecture changes directly to the economic value. Ultimately, based on the findings from the preceding studies we propose a comprehensive approach to support objective architecture decision making; we label it Strategy-focused Architecture (StArch). Adopting strategic management tools, strategy map and balanced scorecards, we provide step-by-step guidance to assess the economic benefits of architecture improvements aligned with the strategic business objectives

Management accounting system: Insights from the decision making theories

Management accounting system (MAS) improves business growth through quality decision making process, but scholars have mixed views about MAS and constantly debate its efficacy. Drawing on the decision-making theories, the current research deviates from the debates and adopts a ‘think-outside-the-box’ approach, aiming to advance the knowledge of MAS's efficacy. Research data are gathered from the MAS literatures and cognate studies. Following the research findings, we identify a new pre-factor (thinking style) and incorporate it into the MAS. Specifically, decision makers' cognitive process is found to affect the design and implementation of MAS, as rational thinking style, administrative thinking style, and political thinking style may affect the MAS's efficacy differently. Research findings have brought valuable insights to the MAS literatures, by highlighting the strength and weakness of different thinking styles in designing management accounting system. Moreover, decision makers, such as organizational leaders and business managers, are encouraged to monitor their thinking styles: that is, with better understanding of thinking styles, decision makers can better utilize MAS and rectify the style-driven deficits in time

Putting Community First: A Promising Approach to Federal Collaboration for Environmental Improvement: An Evaluation of the Community Action for a Renewed Environment (CARE) Demonstration Program

This report is an independent evaluation of the Environmental Protection Agency's (EPA) Community Action for a Renewed Environment (CARE) Demonstration Program, a community-driven process that uses the best available data to help communities set priorities and take action on their greatest environmental risks. CARE fosters local partnerships that seek participation from business, government, organizations, residents and EPA staff. It also supports a public, transparent planning and implementation process based on collaborative decision-making and shared action.Key FindingsThe National Academy Panel overseeing this effort was impressed by the dedication of the EPA staff to this unique initiative and commended the EPA for its efforts to partner with communities in achieving important long-term and sustainable environmental improvements at the local level. Recommended actions for the CARE Program include: (1) develop and implement a multifaceted information sharing approach; (2) coordinate and refine internal program management activities; and (3) develop a strategic plan and a business plan for CARE