...Contents Phase 1: Design Concepts 2 Project Description 2 Use Cases 3 Data Dictionary 4 High Level Design Components 5 Detailed Design: Checkout 7 Diagrams 7 Design Analysis 8 Detailed Design: Product Research 9 Diagrams 9 Design – Using Pseudocode 10 Product Profit 10 Phase 2: Sequential Logic Structures 11 Design 11 Product Profit 11 Phase 3: Problem Solving with Decisions 12 Safe Discount 12 Return Customer Bonus 13 Applying Discounts 14 Phase 4: Problem Solving with Loops 15 Total order 15 Problems to Solve 16 Calculate Profits 16 Rock, Paper, Scissors 18 Number Guessing Game 20 Phase 5: Using Abstractions in Design 22 Seeing Abstractions 22 Refactoring 22 Phase 1: Design Concepts Project Description Although we may be late to the game, we will nevertheless join the world of e-commerce to sell our fantastic product on the Internet. To do so, we need a Web site that will allow for commerce and sales. To be quick about it, we require the following: * Searchable inventory and shopping pages * A shopping cart * A place for customers to register when they make purchases * A checkout process to make the purchase Within this main process, there are a bunch of other needs that must be met, as follows: * We want to track the date of the last purchase a customer make so we can offer incentives and discounts based on the last time they shopped. * We will offer sales based on the number of different items that a person purchases. * We...
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...Journal of Business Strategy Business model innovation: coffee triumphs for Nespresso Kurt Matzler Franz Bailom Stephan Friedrich von den Eichen Thomas Kohler Article information: To cite this document: Kurt Matzler Franz Bailom Stephan Friedrich von den Eichen Thomas Kohler, (2013),"Business model innovation: coffee triumphs for Nespresso", Journal of Business Strategy, Vol. 34 Iss 2 pp. 30 - 37 Permanent link to this document: http://dx.doi.org/10.1108/02756661311310431 Downloaded on: 16 June 2015, At: 05:07 (PT) References: this document contains references to 19 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 25789 times since 2013* Users who downloaded this article also downloaded: Gabriela Alvarez, Colin Pilbeam, Richard Wilding, (2010),"Nestlé Nespresso AAA sustainable quality program: an investigation into the governance dynamics in a multi-stakeholder supply chain network", Supply Chain Management: An International Journal, Vol. 15 Iss 2 pp. 165-182 http://dx.doi.org/10.1108/13598541011028769 Claudio Vignali, (2001),"McDonald’s: “think global, act local” – the marketing mix", British Food Journal, Vol. 103 Iss 2 pp. 97-111 http:// dx.doi.org/10.1108/00070700110383154 Mark D. Uncles, Grahame R. Dowling, Kathy Hammond, (2003),"Customer loyalty and customer loyalty programs", Journal of Consumer Marketing, Vol. 20 Iss 4 pp. 294-316 http://dx.doi.org/10.1108/07363760310483676 Access...
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...an ERP, implementing a CRM system, implementing an SCM system, and creating a data warehouse for business analytics purposed. Also proposed is a mix and match alternative whereas only the necessary upgrades are done. An ideal model for the VTB IT infrastructure is built and compared against the proposed alternatives. A final recommendation combining 2 alternatives with the objective of upgrading the retail system and providing data warehouse based business analytics is issued. Current Situation Business Situation Vermont Teddy Bear, known henceforth as VTB, is a private company that manufactures and sells customizable teddy bears for any occasion. VTB sells mostly through online retail channels, and through a telephone hotline. VTB sales are highly seasonal, with peaks occurring...
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...LO Extraction: Part 3 Extractor Logic Applies to: SAP BI, SAP BW, ECC, ABAP, Business Intelligence Summary This part of the article explains the logic behind the LO Extractors and the relevant backend tables with the details on important function modules. Author: P Renjith Kumar Company: SAP Labs India Pvt Ltd Created on: 26 August 2010 Author Bio P Renjith Kumar is presently working in SAP Labs India Pvt Ltd and specializes in Extraction and Modeling areas of BI. Basically as an ABAP consultant, he has extensive cross functional experience and has been with end to end SAP ERP and BI implementation projects across manufacturing domain. . SAP COMMUNITY NETWORK © 2010 SAP AG SDN - sdn.sap.com | BPX - bpx.sap.com | BOC - boc.sap.com | UAC - uac.sap.com 1 LO Extraction: Part 3 Extractor Logic Table of Contents The Design of the New Extract Structures ......................................................................................................... 3 Datasource.......................................................................................................................................................... 4 Datasource Activation ......................................................................................................................................... 5 Extraction Structure ............................................................................................................................................ 5 Setup Table...
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...com/locate/emj Service co-production and value co-creation: The case for a service-oriented architecture (SOA) q Andrea Ordanini a,*, Paolo Pasini b a b Bocconi University, Viale Filippetti, 9, 20122 – Milan, Italy SDA Bocconi, School of Management, Via Bocconi, 8, 20136 – Milan, Italy Available online KEYWORDS Service dominant logic; Co-production; Service management Summary An emerging marketing management logic proposes a new perspective on service activities, which previously have been subject to a biased goods-dominant logic. According to this new logic, customers always are co-producers of services and co-creators of value, not simple marketing targets, because they mobilize knowledge and other resources in the service process that affect the success of a value proposition. This article explores this key proposition, analyzing service co-production and value co-creation phenomena in the business-to-business segment and focusing on the case of service-oriented architecture (SOA) with an in-depth, qualitative analysis of two firms pioneering the implementation of SOA solutions. Ó 2008 Elsevier Ltd. All rights reserved. Introduction Marketing literature and practice converge around the idea that, especially when it comes to services, customers play different foundational roles in value-creation mechanisms. Marketing theory recently introduced the concept of the service dominant logic (SDL), according to which the customer is always a co-producer...
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...Emotions and Logic in Consumerism Abstract Consumer purchase decisions are often linked to emotions and can lead to impulse and uninformed buying behavior. This creates a problem for marketers who rely on emotional appeals to increase sales. In order for businesses to grow in today’s economy, they must acquire new customers and at the same time retain the old ones. Research indicates that in order for advertising to be most effective in acquiring and retaining new customers, these emotions must also be linked to logic. This paper examines how marketers are using emotions and logic to generate the most sales and retain more customers. Emotions and Logic in Consumerism Advertising can be seen in virtually every aspect of our lives, and is almost inescapable. We encounter it on billboards, radio, every internet site, magazines, cell phone applications, clothing, television, restrooms, gas pumps, and many more sites. This year in the United States, Black Friday sales hit over $1 billion in online sales. The average cost for a 30 second time slot for a Super Bowl commercial was $3.5 million, according to USA Today. Psychologists, marketers and business people worldwide are interested in why consumers consume. What is the driving force behind why someone will spend so much more money on Black Friday as opposed to other days out of the year? And how can a business better exploit these consumers in order to make more money? With so much money involved in our consumption...
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...that can possible causes for the project to get behind schedule, possible effects for the project being implemented late, and possible causes for the project getting behind. Why Projects fall behind When working with project management one major concern is keeping the project on schedule. Projects that fall behind can lead to increased cost and risk running past the scheduled completion date. To prevent a project from falling behind a company must first know what can cause the project to fall behind schedule. There are numerous reasons why a project may fall behind. Some of the main reasons that a project falls behind include: • Changed Work • Faulty Schedule Logic • Insufficient Manpower • Failure to work on critical path activities • Unrealistic activity durations (Dropiom LLC) Changed Work In this case it would be assumed that implementation teams are following the approved schedule and working on...
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...What Business Model Advantage Differs from Competitive Advantage: A Case Study of 7-Eleven Japan Yuwei Shi, Ph.D. Fisher Graduate School of International Business Monterey Institute of International Studies 460 Pierce Street Monterey, CA 93940 Phone: (831) 647 6682 E-mail: yuwei.shi@miis.edu Keywords: Business model, strategic management, competitive strategy 2 Abstract This paper introduces a business model framework based on a synthesis of a wide array of diverse business model definitions and related arguments. The intention is to make the theory discussions on business model more useful to the design, development and analysis of actual business models. The synthesis follows the mainstream strategic management theories of profit under competition. The business model framework includes four interrelated component models: the exchange model, the organizational model, the resource model, and the financial model, each with its own strategic logics. Together these component models and their strategic logics describe a comprehensive business model, which enables more meaningful strategic analysis. In order to demonstrate the use of this framework, particularly in comparison with the more traditional competitive analysis, this paper also applies the framework to analyzing the business model of 7-Eleven Japan. It states the additional insights drawn from the comparative analyses, and draws implications for the managerial task of business model design...
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...Electric utility bills. When an electric utility customer uses electricity, the electric company has earned revenues. It is obviously impossible, however, for the company to read all of its customers' meters on the evening of December 31. How does the electric company know its revenue for a given year? Explain. According to historical data, the electricity usage usually tended to be fairly constant from month to month. The company can estimate the revenues for each month, by using historical data. Generally high fluctuation will not occur in electricity usage. We can easily estimate the monthly usage by the data of the same month last year. In this situation, if there is any inaccuracy we can adjust its estimation. Usually, the electricity usage is quite constant over time. Therefore, the company can estimate its revenues based on the data from the last year. If there is any inaccuracy, we can make adjustment in the following month. Retainer fee. A law firm received a “retainer” of $10,000 on July 1, 2006, from a client. In return, it agreed to furnish general legal advice upon request for one year. In addition, the client would be billed for regular legal services such as representation in litigation. There was no way of knowing how often, or when, the client would request advice, and it was quite possible that no such advice would be requested. How much of the $10,000 should be counted as revenue in 2006? Why? Only half of the “retainer” should be recognized. This...
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...Case Write-Up #1 ILinc Corporation Rose DeMarco SI444 A1 Molander February 24, 2011 * Situation Value Proposition The founders of ILinc Corporation will develop revolutionary distance-learning software that will create a “Distributed Virtual Classroom” for the purpose of efficient and cost-effective corporate training programs. By combining “interactive multimedia, multi-point desktop video conferencing, and true application sharing,” the software will mimic an actual classroom environment, while avoiding the significant time consumption and travel expenses associated with one (7). Team: -Mark Bernstein (Executive VP, COO) – Ranked 16th out of 350 sales managers worldwide; 9 years experience in high tech venture creation -Degerhan Usluel (VP of Development, R&D) – 7 years experience in software development and computer consulting; extensive experience with multimedia networking -Dr. Jack Wilson (President, Part time CEO) – director of the Center for Innovation in Undergraduate Education at Rensselaer Polytechnic Institute; expert in interactive multimedia and distance learning; industry connections Strengths: Valuable experience and education; Experts in the multimedia field Weaknesses: Lack of total commitment by Wilson; Doubt expressed by Bernstein Risks/Assumptions: -Internet does not support multicasting (delivery of multimedia info to diff destinations simultaneously) -Multicasting never made to work reliably before -Small start-up company...
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...Concourse | Negotiations https://webster.campusconcourse.com/view_syllabus?course_id=12777 W EBSTER UNIVERSITY • JOINT BASE ANACOSTIA-BOLLING • GEORGE HERBERT W ALKER SCHOOL OF BUSINESS & TECHNOLOGY • MANAGEMENT NEGOTIATIONS PROC-5840 3 Credits 01/07/2013 to 03/09/2013 Section 34 S1 2013 Modified 12/05/2012 MEETING TIMES Saturdays - 8:00am-12:00pm CONTACT INFORMATION Monica Y. Watts, MBA Email: monicawatts98@webster.edu Phone: 202-344-2938 Fax: 202-344-1254 Preferred contact method: Email DESCRIPTION The course involves scope, strategies, and objectives related to negotiated acquisitions. The preparation, conduct, and documentation of the negotiation process are included. Requisites None OBJECTIVES The following is a list of the basic learning outcomes for the course: Identify the strategies, tactics, and skills needed to successfully negotiate an agreement/contract in industry or the federal government. Compare and contrast negotiation process in industry and the federal government. Acquire a working knowledge of the negotiation process that includes planning, closure and documentation. Perform a series of negotiation exercises that will allow the student to apply hands-on negotiation strategies, techniques, and tactics used in industry and the federal government to ensure successful negotiation outcomes (win-win). OUTCOMES The following is a list of the learning outcomes for the course: Graduates will know and explain the important terminology...
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...Stefan Zehle, CEO, Coleago Consulting Ltd 77 Abbotsbury Road, London W14 8EP, UK Tel: +44 7974 356 258 1) In a downturn, what are the broad upsides and downsides of getting into an M&A? What should companies be particularly careful about at this time? In a downturn there are excellent acquisition opportunities for companies with cash. The issue is really quite simple, take advantage of forced sales. Many sales that are now coming up are "fire sales" where the seller desperately seeks cash because they cannot roll over loans. There are few buyers around because many potential buyers that may otherwise be interested have no cash. This further depresses the sales price. Those companies that have a strong business case may be able to buy a business at rock bottom prices, provided it can be financed all cash. 2) As per your analysis, do M&As work better in a downturn as compared to an up cycle? It depends what perspective you are taking. Clearly in an upturn M&A activity increases because sellers want to cash in and buyers find it easy to finance acquisitions with debt. However, for the buyer there is a great risk of overpaying, i.e. not achieving the projected ROI because future cash flow expectations were inflated. Many of the recent private equity deals where on the top of the cycle and a destroyed a great deal of value for the buyer. 3) What are the common mistakes companies make while engaging into M&As at this time? A seller may need cash...
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...Reading 1.3-1: What is critical thinking? 1 Reading 1.3-1: What is critical thinking? The world of accounting has changed dramatically over the past 50 years. In 1965, the key skills expected of a new CGA could best be described as ―technical‖ — the application of accounting, auditing, and other related skills to the recording of transactions and the generation of financial statements. However, by the mid-1990s, the notion of competency-based assessment had replaced this older model of skills assessment. The development of a competency map identifying key skills required for the accounting profession indicated that a key skill is the ability to think critically. Simply put, critical thinking is a type of thinking that questions assumptions. The Critical Thinking Community at http://www.criticalthinking.org/ provides the following definition: Critical thinking is self-guided, self-disciplined thinking which attempts to reason at the highest level of quality in a fair-minded way. Critical thinking can be applied to any course in the CGA Program of Professional Studies. It entails the examination of those structures or elements of thought implicit in all reasoning, which consists of Purpose, problem, or question at issue Assumptions Concepts Empirical grounding Reasoning leading to conclusions Implications and consequences Objections from alternative viewpoints Frame of reference ―Critical,‖ as used in the term ―critical thinking,‖ relates to...
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...DATA WAREHOUSE ARCHITECTURE Albina Yusupova Data Warehouse Architecture The main difference between the database architecture in a standard, on-line transaction processing oriented system (usually ERP or CRM system) and a Data Warehouse is that the system’s relational model is usually de-normalized into dimension and fact tables which are typical to a data warehouse database design. The differences in the database architectures are caused by different purposes of their existence. In a typical OLTP system the database performance is crucial, as end-user interface responsiveness is one of the most important factors determining usefulness of the application. That kind of a database needs to handle inserting thousands of new records every hour. To achieve this usually the database is optimized for speed of Inserts, Updates and Deletes and for holding as few records as possible. So from a technical point of view most of the SQL queries issued will be INSERT, UPDATE and DELETE. Opposite to OLTP systems, a Data Warehouse is a system that should give response to almost any question regarding company performance measure. Usually the information delivered from a data warehouse is used by people who are in charge of making decisions. So the information should be accessible quickly and easily but it doesn't need to be the most recent possible and in the lowest detail level. Usually the data warehouses are refreshed on a daily basis (very...
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...>cases Yahoo Consumer Direct Marries Purchase Metrics to Banner Ads >Abstract As little as two years ago, many advertising pundits were bemoaning the inevitable demise of the banner ad on the Internet. But maybe they were too quick to judge. This case reveals how Yahoo!, in combination with ACNielsen’s Homescan®, has developed a methodology (Consumer Direct) to evaluate the true effectiveness of banner ads, from ad exposure to shopping cart. It also reveals the role Dynamic Logic played in conducting postexposure ad evaluation. www.yahoo.com; www.acnielsen.com; www.dynamiclogic.com >The Scenario If you are a product manager for a consumer-packaged-goods (CPG) company—for example, you manufacture toilet paper, or soup, or boxed dinners, or bar soap—a large portion of your advertising budget is going into television. “CPG companies have large marketing budgets and, understandably, have been extra careful in their move toward Internet advertising,” shares Ken Mallon, Yahoo’s director, insights products.1 “The thinking is that no one goes online to search out information on paper towels. But that doesn’t mean that Internet ads can’t significantly lift in-store sales.” With Internet consumption on the rise,2 and all other media facing declining consumption as a result,3 new metrics that showcase Internet ads’ targeting efficiency and sales responsiveness were needed. Product managers were facing increasing pressure for strong ROI metrics for media buys, yet they were relying...
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