...CI Perp Note 2 for Managing with Analytics at Procter & Gamble In today’s companies, the analytics software plays the important role and guides the future activities to a great extent. The analytics software is the useful tool and great supporter for organization to reduce workload, increase the productivity and create competitive advantages. The analytics software helps organization knows exactly what customers want and their purchasing power, which will assist the company makes best decisions whether big or small every day. What is more, the analytics software works like an effective predictor, which will help organization look forward to the future scenario and make the best plan. Also the software is the key business enabler that advances technology tools, strategic development, collaboration and decision making. Finally, the analytics software is like a centralized service, which presented some noteworthy opportunities for improvement across the organization, such as P&G. The work of analytics cannot be charge by the third party because the third party should not make important decision for the company as well as it does not understand the business of the company well enough to create innovation. So the analytics should be kept in house. When the analytics software is used in the development and implementation of the organization, it will meet some difficulties. Firstly, the technology works for business activities and the company has to invest in the business...
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...Megan Morales Madeline Row Mgmt 450.003 Case Brief Managing with Analytics at Procter & Gamble Overview Procter & Gamble has always maintained their brand position as a widely renowned and successful international company. That success has been attributed to many things over the years, including the information decision solutions provided through their core analytics team. With the passionate leadership exhibited by the company’s CEO, Bob McDonald, and the ambitious and visionary efforts of CIO Passerini, P&G was able to secure a clear competitive advantage through the development of their analytics department. In this case discussion, a brief overview of the company’s efforts to transform their IT department as well as specific actions and results will be discussed, in order to identify where the company is positioned now, and where they should be headed. This case explains how the leading soap and candle company, Procter & Gamble, dominated the detergent market by implementing up-to-date analytics into the decision making process in it’s operations. The development team led by Group President and Chief Information Officer Filippo Passerini, helped create a system of tools designed to collect data and aid in statistical forecasts. The data collected gave up-to-date performance information on specific brands, retailers and individual stores. This information became available to all leading executives at the touch of button, compiled into graphs and charts making...
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...Competing on Analytics By Thomas H. Davenport This article originally appeared in Harvard Business Review Article Reprint No. R0601H brought to you by Harvard Business Review articles are brought to you by Zurich HelpPoint as part of the Managing Risk Series. Zurich neither endorses nor rejects the information presented in the article. We do not guarantee the accuracy of this information or any results and further assume no liability in connection with this publication including any information or methods contained herein. Competing on Analytics The Idea in Brief It’s virtually impossible to differentiate yourself from competitors based on products alone. Your rivals sell offerings similar to yours. And thanks to cheap offshore labor, you’re hard-pressed to beat overseas competitors on product cost. How to pull ahead of the pack? Become an analytics competitor: Use sophisticated data-collection technology and analysis to wring every last drop of value from all your business processes. With analytics, you discern not only what your customers want but also how much they’re willing to pay and what keeps them loyal. You look beyond compensation costs to calculate your workforce’s exact contribution to your bottom line. And you don’t just track existing inventories; you also predict and prevent future inventory problems. Analytics competitors seize the lead in their fields. Capital One’s analytics initiative, for example, has spurred at least 20% growth in earnings...
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...Innovation in Outsourcing: The Case of The Procter & Gamble Company Case Study by the Academic Team from The University of Tennessee, College of Business Administration GEO IAOP’s Global Excellence in Outsourcing Award www.IAOP.org P&G: Taking Innovation to New Levels of Value through Partnership INTRODUCTION Many people believe innovation springs serendipitously from some kind of “aha” moment – literally a bolt out of the blue. P&G knows differently. Innovation has been the corporate lifeblood since P&G’s humble beginning in 1837 when William Procter and James Gamble signed a partnership agreement formalizing The Procter & Gamble Company. Today, P&G’s products touch and improve the lives of over 4.8 billion consumers in 180 countries. Fifty “Leadership Brands” include some of the world’s most well-known household names with 25 of these 50 brands each generating more than $1 billion in annual sales. Simply put, this degree of corporate growth could not be achieved without significant innovation across all aspects of the business even extending to our relationships with suppliers and partners. In 2001, P&G radically changed its approach to Research & Development (R&D). Instead of relying solely on its own, highly capable R&D resources, P&G welcomed ideas from individual entrepreneurs and scientists from other companies, and universities, the concept came to be known as Connect & Develop; the goal was to gain half the ideas from inside and half from outside the...
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... Competing on Analytics by Thomas H. Davenport Reprint R0601H Some companies have built their very businesses on their ability to collect, analyze, and act on data. Every company can learn from what these firms do. Competing on Analytics COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Thomas H. Davenport We all know the power of the killer app. Over the years, groundbreaking systems from companies such as American Airlines (electronic reservations), Otis Elevator (predictive maintenance), and American Hospital Supply (online ordering) have dramatically boosted their creators’ revenues and reputations. These heralded—and coveted—applications amassed and applied data in ways that upended customer expectations and optimized operations to unprecedented degrees. They transformed technology from a supporting tool into a strategic weapon. Companies questing for killer apps generally focus all their firepower on the one area that promises to create the greatest competitive advantage. But a new breed of company is upping the stakes. Organizations such as Amazon, Harrah’s, Capital One, and the Boston Red Sox have dominated their fields by deploying industrial-strength analytics across a wide variety of activities. In essence, they are transforming their organizations into armies of killer apps and crunching their way to victory. harvard business review • decision making • january 2006 Organizations are competing on analytics not just because...
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...Managing Information Systems Managing Information Systems – Ch. 3 Information Systems, Organizations, and Strategy Systems Organizations and Strategy 1 Learning Objectives • Features of organizations that managers must understand in order to build and use information systems successfully • Using Porter ’s competitive forces model to develop competitive Porter competitive forces model to develop competitive strategies using information systems • Leveraging the value chain and value web models to identify opportunities for strategic information system applications opportunities for strategic information system applications • The role of information systems in creating synergies, core competencies, and network-based strategies to achieve competitive advantage • The challenges posed by strategic information systems and management solutions 2 EBay Fine-Tunes Its Strategy • Problem: Losing market share to other online retailers, ultracompetitive and constantly changing marketplace • Solutions: Acquire other businesses and adjust its business Acquire other businesses and adjust its business model to maintain online dominance • Purchase of PayPal, deal with Buy.com allowed eBay to grow and diversify its business di it • Demonstrates IT’s role in the development of eBay’s organization as it expands and makes acquisitions • Illustrates the challenges of maintaining a competitive advantage in a fast-moving, constantly-changing marketplace 3 Organizations...
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...the world that “more is better” in terms of number of blades and other razor features. Why has that worked in the past? What’s next? 12 Question 2: Some of Gillette’s spokespeople such as Tiger Woods have run into controversy after becoming endorsers for the brand. Does this hurt Gillette’s brand equity or marketing message? Explain. 13 Question 3: Can Gillette ever become as successful at marketing to women? Why or why not? 14 Summary 16 References 18 Abstract This paper seeks to analyze the super-brand Gillette. It discusses its history, strategic growth techniques, and current global success metrics. The methods used to gain and maintain market share are scrutinized, along with the impact of its current alliance with the Procter & Gamble Company on its growth. The current product life cycle stage is identified, and suggestions are made regarding approaches to maintain and grow its global market share. The Gillette Company: An assessment of past performance and future outlook for the brand Organizational Overview Founded in 1903 by King C. Gillette and Will Nickerson as an innovative approach to improving men’s daily shaving experience, Gillette is now over 110 years old. Still best known today as a shaving razor brand, Gillette has evolved with time from offering a single product for men, into producing and marketing multiple diverse products in different markets to both men and women. Historically, Gillette expanded by acquisition into stationery/writing...
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...Spotlight on Making Your Company Data-Friendly Spotlight 64 Harvard Business Review December 2013 Artwork Chad Hagen Nonsensical Infographic No. 5 2009, digital hbr.org Analytics 3.0 In the new era, big data will power consumer products and services. by Thomas H. Davenport T hose of us who have spent years studying “data smart” companies believe we’ve already lived through two eras in the use of analytics. We might call them BBD and ABD—before big data and after big data. Or, to use a naming convention matched to the topic, we might say that Analytics 1.0 was followed by Analytics 2.0. Generally speaking, 2.0 releases don’t just add some bells and whistles or make minor performance tweaks. In contrast to, say, a 1.1 version, a 2.0 product is a more substantial overhaul based on new priorities and technical possibilities. When large numbers of companies began capitalizing on vast new sources of unstructured, fast-moving information—big data—that was surely the case. Some of us now perceive another shift, fundamental and farreaching enough that we can fairly call it Analytics 3.0. Briefly, it is a new resolve to apply powerful data-gathering and analysis December 2013 Harvard Business Review 65 Spotlight on Making Your Company Data-Friendly methods not just to a company’s operations but also to its offerings—to embed data smartness into the products and services customers buy. I’ll develop this argument in what follows, making...
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...Integrating Enterprise Resource Planning and Big Data to take Volkswagen to Gain More Profit and Become the Top Employer in Car Manufacturing Industry MIS 564-Enterprise Data Management and Administration Dr. Sunil Samatha Group”B” Ian Curry –Team Lead Ian Co Abdesslem El-Bech Shaquana Gates Sanguanchue Tanyawat February 22, 2015 Table of Contents Table of Content……………………………………………………………………….. 2 Executive Summary…………………………………………………………………… 3 Company Overview……………………………………………………………………. 4 Financial Data………………………………………………………………………… 6 Financial Data Table, Figure 1……………………………………………………. 6 Problem Definition…………………………………………………………………….. 7 Literature Review……………………………………………………………………… 9 Recommendations…..…………………………………………………………………. 10 Solution………………………………………………………………………………… 12 The three-tier client/server architecture of SAP, Figure 2………………………… 12 Cost…………………………………………………………………………………….. 13 Schedule-Project Planning……………………………………………………………. 13 Project Planning...
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...Re g Big toda ister yf Sa o vin r gs ! Business Enabling • Strategic Innovation • Capability Building FIVE WAYS TO REGISTER +971 4 335 2437 +971 4 335 2438 register@iirme.com IIR Holdings Ltd. P.O Box 21743, Dubai, UAE Business Enabling • Strategic Innovation • Capability Building www.hrsummitexpo.com AY2001 Tuesday 20 November 2012 Wednesday 21 November 2012 Thursday 22 November 2012 DAVE ULRICH NEW AND EXCLUSIVE FOR 2012 Full Day Masterclass C Full Day Masterclass D A Day With The World’s Most Influential Person in HR FOR THE FIRST TIME LEARNING SESSIONS FOR YOU AND YOUR COLLEAGUES TO ATTEND! Bring your entire HR Team to the show as this year’s event features two expertled operational Forums, and over 15 Open Seminars and HR Clinics – learning is guaranteed for everyone. Super Sunday 18 November 2012 Monday 19 November 2012 Dave Ulrich Guru Day HR Excellence Awards** HR Clinics (Open Seminars)* HR Summit (Main) Learning & Development Forum HR Clinics (Open Seminars)* HR Summit (Main) Recruitment & Talent Acquisition Forum* HR Clinics (Open Seminars)* Full Day Masterclass A Full Day Masterclass B GROUP DISCOUNTS AVAILABLE CALL: +971 4 335 2483 E-MAIL: a.watts@iirme.com An Interactive Day with Dave Ulrich – Hear directly from the world’s most influential person in HR. Not to be missed! A Reinvented Programme – The agenda is constructed around the 6 pillars that make HR successful and effective An Unrivalled...
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...| Procter & Gamble | GEB 4890 | | Hessum Zangenehpour | Fall 2013 | | Table of Contents Executive Summary ……………………………………………………………………………………………………………… Page 2 The Company………………………………………………………………………………………………………………………… Page 2 History and Evolution……………………………………………………………………………………………….. Page 2 Mission and Major Goals…………………………………………………………………………………………. Page 2 Current Strategies……………………………………………………………………………………………………. Page 7 Competitive Environment…………………………………………………………………………………………………….. Page 14 Industry…………………………………………………………………………………………………………………… Page 15 Forces and Trends…………………………………………………………………………………………………… Page 18 Consolidating Retail Sector…………………………………………………………………………. Page 19 Private Labels…………………………………………………………………………………………….. Page 20 Competition……………………………………………………………………………………………… Page 20 Porter’s Five Forces………………………………………………………………………………………………. Page 21 Ethical Responsibilities and Challenges ……………………………………………………………….. Page 25 Environmental pollution…………………………………………………………………………… Page 26 Energy Consumption………………………………………………………………………………… Page 26 Possible challenges facing Procter and Gamble…………………………………………………….. Page 27 Internal Strengths and Weaknesses…………………………………………………………………………………. Page 28 Recommendations ………………………………………………………………………………………………………….. Page 37,45 Implementation……………………………………………………………………………………………………………….. Page 40,45 Evaluation…………………………………………………………………………………………………………………………...
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...International Journal of Management Reviews (2008) doi: 10.1111/j.1468-2370.2007.00227.x Teamworking and organizational performance: A review of survey-based research Teamworking xxx 2007 Publishing Ltd ORIGINAL Journal of Ltd 2007performance XXX UK Publishing Management Reviews © Blackwell 1460-8545 International and organizational IJMR Oxford, Blackwell ARTICLES Anne Delarue,1 Geert Van Hootegem, Stephen Procter and Mark Burridge This paper presents a review of recent survey-based research looking at the contribution of teamwork to organizational performance. In particular, it focuses on empirical studies in which both teamwork and performance are directly measured in a quantitative way. The paper begins by identifying four interrelated dimensions of teamwork effectiveness: attitudinal, behavioural, operational and financial. The first two represent transmission mechanisms by which organizational performance can be improved. The latter two provide direct measures of organizational outcomes. The review shows that teamworking has a positive impact on all four dimensions of performance. It also reveals that, when teamwork is combined with structural change, performance can be further enhanced. The paper concludes by highlighting some important research gaps that future studies could address. Introduction Teamwork has emerged in recent years as one of the most important ways in which work is being reorganized (Osterman 1994; Waterson et al...
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...warehouses, and data analytics software. But many of them don’t have much to show for their efforts. It’s possible they never will. What’s the problem? To begin with, big data ARTWORK: CHAD HAGEN, GRAPHIC COMPOSITION NO. 2, 2009, DIGITAL has been hyped so heavily that companies are expecting it to deliver more value than it actually can. In addition, analytics-generated insights can be easy to replicate: A financial services company we studied built a model based on an analysis of big data that identified the best place to locate an ATM, only to learn that consultants had already built similar models for several other banks. Moreover, turning insights from data analytics into competitive advantage requires changes that businesses may be incapable of making. One retailer, for example, learned that it could increase profits substantially by extending the time items were on the floor before and after discounting. But implementing that change would have required a complete redesign of the supply chain, which the retailer was reluctant to undertake. The biggest reason that investments in big data fail to pay off, though, is that most companies don’t do a good job with the information they already have. They don’t know how to manage it, analyze it in ways that enhance their understanding, and then make changes in response to new insights. Companies don’t magically develop those competencies just because they’ve invested in high-end analytics tools. They first...
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...Chapter 1 An Overview of Strategic Marketing 1. Suppose you are a marketing manager at Procter & Gamble for a new, all-purpose cleaning product. List four marketing mix variables and describe the decisions and activities associated with each. AACSB: Reflective Thinking CBE: Model Marketing Plan Difficulty level: Moderate Page: 5-8 Type: Application 2. Describe several activities encompassed by the distribution variable. AACSB: Reflective Thinking CBE: Model Distribution Difficulty level: Moderate Page: 8 Type: Knowledge 3. Explain why marketing efforts should be oriented toward creating and sustaining satisfying exchange relationships. AACSB: Analytic CBE: Model Strategy Difficulty level: Easy Page: 9 Type: Knowledge 4. What is meant by the term relationship marketing? How does relationship marketing affect the customer? AACSB: Reflective Thinking CBE: Model Customer Difficulty level: Easy Page: 14 Type: Knowledge 5. What are the three ways that marketing environment forces affect a marketer's ability to create satisfying exchange relationships? AACSB: Analytic CBE: Model Strategy Difficulty level: Moderate Page: 9-10 Type: Knowledge 6. What is meant by the term marketing concept, and what departments of a company does it affect? AACSB: Reflective Thinking CBE: Model...
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... submitted to the MISQ Executive special issue on “Big Data” Acknowledgements: The authors are indebted to Cynthia Beath and the special issue editors and reviewers for their advice on how to substantially improve this article. An earlier version of the paper was presented at the Pre-ICIS 2012 SIM Academic Workshop on “When Data is Ubiquitous: How to Succeed in a World of Big Data”. We are thankful to Omar El Sawy and other participants at the workshop for their insightful comments. We would also like to offer our sincere gratitude to the anonymous retailer and big data analytics company that provided so much time and insight concerning their experiences with monetization of big data. 1 Corresponding Author 1 Data Monetization: A Retailer’s Journey The ability to monetize a company’s data has been an elusive goal. However, in the era of big data, business intelligence and analytics, and cloud computing, this goal is becoming more achievable. The retail industry, with its exacting merchandising strategies and tight supply chain relationships, has taken the lead in demonstrating that monetizing data can provide a significant revenue stream and be an IT cost sharing mechanism. Point of sale, consumer loyalty, and inventory data can be sold to suppliers and some of the cost of analyzing the retailers' data can be recovered from their suppliers. This case study outlines the path one retailer followed in monetizing its data,...
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