In today's fast paced business environment, superior logistics performance is a prerequisite to become and stay competitive.Distribution & warehousing practices account for about 70% of total logistics while annual logistics expenditure is nearly 13% of the GDP.At the other side of the coin, induction of technology & best manufacturing practices in the last few years,the scope for improving efficiency within the production premises has narrowed substantially while situation has been quite different particularly the warehouse & distribution operations management,which has yet to receive the attention that manufacturing has been.Therefore they are becoming the last frontier for significant increase in shareholders & customers value.This work includes the analysis of various approaches & respective tools & techniques for identifying best one suited for focus logistics practices,it also includes development of a user interface template for priority based gap analysis for different parameters through multi-criteria decision making method and an interface which provides the graphical representation of result for better grasping of the best of the best practice against current performance
Research Paper (undergraduate) from the year 2015 in the subject Instructor Plans: Computing / Data Processing / IT / Telecommunication, grade: 1,0, University of Applied Sciences Technikum Vienna (Telekommunikation und Internettechnologien), course: Advanced Technologies, language: English, abstract: The information and communications sector is experiencing a major transformation leading to a quick emerging novel industry landscape. The well-known business model of telecommunication operators is continuously being affected by the intensifying struggle between operators. These aspects do not only involve an increasing saturation within the communications market, but also contributes to a rising substitution behavior triggered by well-established Internet businesses.In this context, the Ovum Global Telecoms Market Outlook 2013-2018 predicts for the coming five years a global increase of mobile lines of about 25% (e.g. 8.1 billion in total by 2018, the relevant growth coming primarily from emerging economies). However, the outlook for the fixed-network market does not look that promising: a 5% reduction in voice revenues for the period 2012 - 2018 is expected. Other important features that influence the economic achievement of a telecommunications provider are represented by the current regulatory provisions along with the price level the provider can realize. Obviously, this price level generally mirrors the customer behavior and the development (stage) of a particular market.In this sense, the mobile industry has certainly the potential to set free even superior benefits and contribute to meets the EU sustainability and innovation targets defined in the EU 2020 strategy . In fact, the European mobile industry is no longer restricted to the provision of basic voice and data services, but is rather taking to an active role in offering high-speed broadband access and (data) connectivity. This involves a new third wave of connectivity (e.g. beyond tablets and laptops), comprising cars and buildings and having undoubtedly the prospect of connecting almost anything and anyone (the "Connected Life" as the GSMA denotes it).
Revision with unchanged content. With globalization, trade liberalization and a digital world s economy, there is a growing interest among practitioners and researchers to investigate the role of marketing management to improve firms output, return on investment and at a macro level improving the well being of societies. This book des cribes the role of marketing in economic development. A thorough review of literature was investigated and an empirical study was undertaken. Market orientation focuses on a business culture and activities that enhance business performance, producing superior value to customers, outstanding perfor mance for the firm and aggregately for the economy. The focus of this book was to empirically test this market orientation theory in countries. Market orientation is regarded as a theoretically important determinant of industry growth (Kohli & Jaworski, 1990), so it will therefore have important implications for economic development. The analysis helps answers the questions: Is there a significant relationship between the market orientation and financial performance of companies in developing countries? Can mar ket orientation be used effectively for developing countries to increase their financial performance in the marketplace? Is there a relationship between market orientation and economic development in developing coun tries?
The essential guide to seamless product management for today's fluid, unpredictable business worldLong considered the most useful and insightful guide of its kind, The Product Manager's Handbook has been fully revised and updated to give you the edge in today's challenging business landscape. It features expanded coverage of product development processes, intelligence-gathering techniques (including social media), and a greater emphasis on international issues.This indispensable resource proves that the techniques and tools product managers use are similar-regardless of what industry they work in and what kind of products they manage. Simply put, this book has everything you need for superior job performance-whether you manage consumer or business-to-business products created by an organization that is hierarchical or horizontal.The Product Manager's Handbook shows you how to integrate your organization's disparate segments into a cooperative, results-focused unit that produces satisfying products-from initial design through the postpurchase experience. If your job is to create and commercialize products, it provides the information you need to:Balance breakthroughs and line extensionsCreate business cases-including competitive assessment, market requirements, and risk reductionConduct gate reviews and beta testing and manage scope creepGet everything in order for a smooth product launch For those who manage existing lines, this guide provides:Specific tips for each of the 4Rs of product life-cycle managementBrand guidelinesApproaches to customer message managementAdvice on working with sales and the channelClear, easy-to-read charts show you how to manage each crucial step from conception to completion, and practical checklists help you evaluate progress at every stage. Interviews with seasoned product management consultants and top-performing product managers provide you with dynamic, proven strategies for addressing potential problems in marketing, production, cross-cultural communication, and more.The Product Manager's Handbook examines current market-leading companies, the latest research findings, and evolving customer perceptions to provide you with the tools you need to design, produce, and market winning products-and beat the competition at every turn.
A growing number of marketing researchers and practitioners are considering value as an essential constituent of marketing strategy development and implementation. Delivering superior value to customers is a key to creating and sustaining long-term business relationships. In order to differentiate themselves through improved customer interactions, wood products companies need to understand how they can create value in international business-to-business relationships. This book examines how wood products companies create value in international business relationships. As a highly competitive player worldwide, this book focused on the perspective of Finnish wood products suppliers. A conceptual framework of supplier's value creations in international business relationships was developed, and a nationwide survey with a structured questionnaire was conducted to closely examine prevailing experiences and perceptions in both primary and value-added wood products companies in Finland. The distinguishing characteristics and possible measures of Finnish wood products suppliers' value creation in international business relationships were discussed in conclusion.
Accelerate your company's growth in a disciplined fashion. This book provides leaders of large and small companies a proven comprehensive framework to think systematically about growth options and to yield practical strategies that produce faster growth.Drawing insights from case studies of successful and unsuccessful companies, strategy teacher and venture capitalist Peter Cohan models his systematic approach to brainstorming, evaluating, and implementing growth strategies across five dimensions: Customers, Geography, Products, Capabilities, Culture . He examines each of these five growth dimensions in turn, selecting and organizing his cases to compare the growth strategies deployed successfully and unsuccessfully by large and small companies along the given dimension. In each of his five dimensional chapters, the author derives from his case analyses the key principles and processes for creating and achieving faster growth.Professor Cohan draws on a network of hundreds of founders, CEOs, and investors developed through his decades of consulting, authorship of 11 books, and over five years as a Forbes columnist. He shows through many compelling stories how leaders craft effective growth strategies.Business leaders will learn the following lessons from this book: Achieving rapid but sustainable growth is a business leader's most important responsibility - and leaders must approach this challenge with a mixture of vision, intellectual humility, and a willingness to experiment and learn from failure.The growth challenges facing companies that are currently growing quickly differ from the ones that stagnating or shrinking companies must overcome.Companies can achieve growth along one or more of the dimensions simultaneously - and they often expand geographically to customers in the same segments.Useful insights can emerge from comparing case studies of successful and unsuccessful companies pursuing similar growth strategies.Companies should select a growth strategy based on three factors: the attractiveness of the growth opportunity, the company's capabilities to provide superior value to customers in the selected market, and the expected return on investment in the growth vector.Companies should select a growth strategy that best fits their capabilities and culture and they must enhance both to adapt to new growth opportunities. Who This Book Is ForThe people in companies who are responsible for growth: chief executive officers, chief marketing officers, chief product officers, heads of business development, product managers, sales people, and human resources managers
Telecommunication is pivotal to a country s socioeconomic growth as it brings overall progress of all segments of the country through a rapid revolution in the realm of information technology which is a prerequisite for promoting equitable and sustainable development as well as political and social cohesion. Increasing connectivity is highly instrumental in improving governance, business communication, and security of the nation, response to emergencies and in the overall strengthening of the socio-cultural ethos of the country. Considering that in the past two decades, Indian telecom industry has come a long way from a monopoly market to highly competitive market with the arrival of new generation tech-savvy private companies and experienced MNCs, delivering consistent superior service quality is of utmost important for enjoying a sustainable competitive advantage. The study enriches the reader by providing valuable consumer insights into perception towards telecom service quality and by highlighting key trends of various telecom services provided by BSNL and RCOM.
Bachelor Thesis from the year 2009 in the subject Business economics - Banking, Stock Exchanges, Insurance, Accounting, grade: 1,3, University of Hull (Business School), course: Independent Study, language: English, abstract: Banks always played a superior role in business and especially in our today's internationalised environment their position has become more crucial than ever before. Though, since summer 2007 these financially strong giants have been unhinged by their self-developed 'financial crisis' that originated from the US sub-prime market. Due to the instance that the today's capital markets are interlinked worldwide, it was just a matter of months that the effects of this 'banking crisis' unbalanced the entire global economy. Actually large banks became illiquid and the governments had to shore them up, so that the whole financial network did not go to pieces. Among others, the reason for this disaster was a lack of trust between market participants, caused by enormous amounts of 'toxic debts', hidden in the balance sheets of almost every bank that cannot be reliably valued or seem to be worthless. For that reason the professional world and the accounting body IASB came under fire. Especially banks and politicians accused them of having provided inadequate and in-transparent accounting standards, which led to this disaster and amplified the downturn in the world economy. Hence, not only the accounting standard for financial instruments IAS 39 is in the centre of this discussion, especially the IASB's eminently respectable 'fair value' approach has been criticised of being useless in times when markets are absent.This paper will try finding answers if better accounting standards for financial instruments would have prevented us from this downturn in economy by analysing the origin of the financial crisis and showing the arisen problems. After highlighting its development, the central IFRS standards IAS 39 and the fair value approach will be analysed and evaluated with focus on banks. Finally the IASB's attempts to manage the arisen problems within the credit crisis will be shown and annotated.
Diploma Thesis from the year 2008 in the subject Business economics - Law, grade: 1,3, Technical University of Chemnitz, language: English, abstract: Corporate management and corporate governance are becoming more and more crucial in today's successful economies. With the increasing relevance of capital markets this subjectcomes more into the focus of the public. Particularly, the fast growing importance of institutional investors is a key factor which helps to explain the changing attitude of managerstowards shareholders and corporate governance. In conjunction with the German capital market, a wide variety of mismanagement inGerman public limited companies has revealed shortfalls of German top-management and corporate control in the last decade. This development was of fundamental importance for the development of the German Corporate Governance Code. Hence, the basic underlyingof corporate governance can be attributed to a conflict between the management of a listed corporation and its owners. More precisely, this conflict arises because the management does not adequately comprise the interests of shareholders. In Germany, assets under management of professional investors have increased at 92 percent from 1990 to 2001.1 In addition, a growing administration of private savings by professional fund managers as well as the intensified exercise of influence by institutionalinvestors on corporate governance and corporate management respectively corporate strategy is observable. Similarly, a growing importance of institutional investors could be observedin the United Kingdom as well as in the United States. Within academic literature, the issue of activism by institutional investors in Germany is analyzed little, so far. Furthermore, there are only a few surveys on the outcome of the influence by institutional investors on corporate management. Therefore, this thesis aims to answer the following questions:1. How was the development of shareholder activism in Germany and how can it be characterized and explained?2. Is shareholder activism a superior tool in relation to the market of corporate control to solve the principal-agent problem?3. What do institutional investors demand from German corporations and in particular from corporate management?4. Which options do institutional investors have to influence corporate management?5. How are these options for activism covered by the German Corporate GovernanceCode and the German legal framework?6. What is the optimum corporate governance from an institutional investor's angle?7. What is the empirical outcome?