...IS5111:Integration of IS & Business Business Intelligence and Analytics Abhishek Kumar Singh Anbarasan Thangapalam R Deepak Chattani Naadiya Danapal Ram Vibhakar S [A0120022] [A0119959] [A0119975] [A0119961] [A0120054] A Case study on Business Intelligent and Analytics Systems in NTUC FairPrice Table of Contents Executive Summary ............................................................................................................................. 3 Acknowledgments ............................................................................................................................... 4 1. Introduction ...................................................................................................................................... 5 2. Business Intelligence in Retail Industry: ................................................................................. 6 3. Combining BI in CRM ...................................................................................................................... 7 3.1 Analytical CRM ..........................
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...| M35BSSBusiness Process Integration | Coursework Reflective Pieces | Module leaderMark HaylesStudentFernando del Rio PerezSID: 40201587/27/2012 | | Contents Contents 2 List of Tables 2 Reflective Piece1: SAP and Article Review 3 SAP- Company ,products/services and benefits 3 Article review: Enterprize resource planing in reengineering business…………….....6 Reflective piece 2: Impact of Internet Technology on ERP 7 Benefits and adrawbacks of Web - based ERP systems 8 Reflective Piece 3: Understanding of ERPsim Game 10 Reflective Piece 4: Data mining and competitive advantage 12 Applications of Data mining 13 Reflective Work 5: ERP Sim Experience 15 List of References 17 List of Tables Table 1. SAP Business suite applications 3 Table 2. List of benefits and drawback of ERP systems 5 Table 3. Benefits and drawbacks of web - based ERP systems 9 Table 4. Individual roles of the group members 10 REFLECTIVE PIECE 1 – SAP and Article Review SAP- SAP – company, products/service and benefits Formed in 1972, SAP (Systems, Applications, and Products in Data Processing) is seen today as the largest inter-enterprise software firm in the global market. Due to the wide range of products that they have, SAP has become the third largest independent software solutions supplier for businesses. The headquarter of the company is located In Walldorf, Germany, However, they have subsidies in over 50 countries and thousands of customers...
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...market. Executives constantly look at new market entry opportunities as a way to generating rapid growth, diversifying their portfolios, and preempting competition—and, occasionally, secretly satisfying their entrepreneurial spirit. There are various ways in which a company can enter in to market. No one market strategy works for all markets. In the case of Glitter, I suggest following strategies are the main entry options open to them. Organic Growth Organic growth strategy involves strengthening your company using its own energy and resources. This is the process of business expansion due to increasing overall customer base, increased output per customer or representative, new sales, or any combination of the above, as opposed to mergers and acquisitions. This approach to company growth is slower than others, but it has relatively low up-front costs, making it an attractive option for small-business owners as Glitter who want to expand their companies but don’t have large amounts of liquid capital. Developing your company’s strengths through organic growth can make you a stronger competitor in your industry. For instance, a company that continually devotes its profits to improving its quality-control department offers increasing value to its customers, making it an increasingly challenging competitor. Organic growth also can increase your market share and improve customer retention. Reinvesting your profits in your sales and customer-service departments, for example...
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...examples of forward integration, backward integration, and horizontal integration. A business strategy that involves a form of vertical integration (upstream supplier and downstream buyers) whereby activities are expanded to contain control of the direct distribution of its products. The advantages of forward integration consist of excluding competing suppliers, greater capacity to reach end customers and better admittance to information about end customers. (Example) Forward integration is when a farmer offers his crops at the local market rather than to a distribution center. (Example 2) Dell reaches its customer directly through the internet this cuts out traditional computer stores. Backward integration is vertical integration that combines a core business with its suppliers. The advantages of backward integration may include assurance of the pricing, quality and availability of supplies, and efficiencies gained from coordinating production of supplies with their consumption. A form of vertical integration that involves the purchase of suppliers in order to reduce dependency. (Example) A bakery business bought a wheat farm in order to reduce the risk associated with the dependency on flour. (Example 2) Many grocery stores now have their own brand products to compete the name brand products (less expensive). When a company expands its business into different products that are similar to current lines. Horizontal integration is the widening of a business at the same point...
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...and academic journals approached various reasons and conclusions regarding whether vertical integration results in the most profitable application of a merger structure versus considering a horizontal or diversified integration approach. Hence, the topic surfaced during Satterlee’s (2018) comments relating to multinational corporations (MNC) and the three extensive types of MNCs concerning production, operations management, and functionality as the operational focus. Therefore, further research may reveal if one type of integration is more applicable when one considers a production merger or an operations style merger among the corporations considering these financial endeavors and...
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...choice of direction for the firm as a whole and the management of its business or product portfolio. Answer: T (pp.164-165) 2. Corporate parenting is the coordination of cash flow among units. Answer: F (p.165) 3. The most widely pursued corporate directional strategies are those designed to achieve growth. Answer: T (pp.165-166) 4. A merger is a transaction involving two or more corporations in which stock is exchanged, but from which only one corporation survives. Answer: T (p.166) 5. A strategic alliance is a partnership of two or more corporations or business units to achieve strategically significant objectives that are mutually beneficial. Answer: T (p.166) 6. The two basic growth strategies are concentration and strategic alliances. Answer: F (p.166) 7. Vertical integration is going backward on an industry’s value chain. Answer: F (p.167) 8. Vertical integration is the degree to which a firm operates vertically in multiple locations on an industry’s value chain from extracting raw materials to manufacturing to retailing. Answer: T (p.167) 9. Forward integration is often more profitable than backward integration. Answer: F (p.167) 10. BP Amoco and Royal Dutch Shell are examples of fully integrated firms because they internally make 100% of their key supplies and completely control their distributors. Answer: T (p.168) 11. With taper integration, a firm internally makes 100% of its key supplies and completely control...
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...results. Strategy formation is the process by which an organization develops and implements a strategy. All steps of the process should be followed in order because they build upon each other. The other steps of the process include value assessment, vision and mission formulation, strategy design, performance audit analysis, action plan development, contingency planning and implementation. 5.1 Integration Strategies In the competitive world of business, companies generally do whatever it takes to secure their stature in the marketplace. One of the most effective means to this end involves what is referred to as vertical integration, which takes on two forms: forward and backward integration. Forward integration focuses on the manner in which a company oversees its product distribution. On the other hand, the backward form concentrates on how a company regulates its goods or supplies. 5.1.1 Forward integration Forward integration is a type of vertical integration which a supplier acquires a manufacturer or a manufacturer acquires a distributor. Businesses engage in forward integration either to generate a higher margin from a key input which it owns or produces or to better market its products and increase its profitability. Dr. Gerhard Bester, an Agricultural Research and Development Director, our aim is to ensure PepsiCo has continued access to the key agricultural raw materials necessary to supply growing consumer needs, while respecting the environment and communities...
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...intent of the contracting parties. A term used to describe the use of the Internet to replace physical components of a company with information. A business engaged in virtual integration owns only their brand and their clients. This eliminates the need to physically produce, ship or handle any products as they are now outsourced. Read more: http://www.businessdictionary.com/definition/virtual-integration.html#ixzz3EphPUex0 ://www.businessdictionary.com/definition/integration.html#ixzz3EpfP12T2 DEFINITION of 'Vertical Integration' When a company expands its business into areas that are at different points on the same production path, such as when a manufacturer owns its supplier and/or distributor. Vertical integration can help companies reduce costs and improve efficiency by decreasing transportation expenses and reducing turnaround time, among other advantages. However, sometimes it is more effective for a company to rely on the expertise and economies of scale of other vendors rather than be vertically integrated. INVESTOPEDIA EXPLAINS 'Vertical Integration' Backward and forward integration are types of vertical integration. A company that expands backward on the production path has backward integration, while a company that expands forward on the production path is forward integrated. Examples of vertical integration include: - A mortgage company that both originates and services mortgages, meaning that it both lends money to homebuyers and collects their monthly...
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...markets (Lindgrin, 2012). Both the companies Yahoo and Amazon are constantly implementing such strategies to maintain a reputation that stays ahead of the market trends, information system and globalization. This study will evaluate the success of both companies’ corporate-level strategies in terms of horizontal integration, vertical integration, strategic outsourcing and diversification, and will determine the type of strategy that contributed most effectively to the creation of a successful and profitable multibusiness model. Additionally, this paper will recommend an appropriate new strategy for each company that may maximize profitability and improved competitiveness in the industry. Yahoo!, Inc. Competitive analysis To better understand Yahoo’s internal and external opportunities and threats, in order to better estimate Yahoo’s ability to capture value, our starting point would be a quick analysis of operating and financial performance of Yahoo comparing to its peers in the industry during the last four years. We already studied around 10 on-line based service providers with AOL having the closest business model, size and shared markets. One of the most important industry features observed was the ability of taking the advantage of economies of scale, the larger the revenues a company can generate, larger profit margins could be realized and so more value created to shareholders. Although no...
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...demand for oil, steel, cars, and other common products. Many of the big business owners developed a monopoly in their field of business, like oil or steel using vertical and horizontal integration methods to minimize production cost with increased speed while keeping prices high. Other factors that helped the industrial boom was rapid growth of the railroad system throughout the US. One of the biggest helps to the industrial boom in the US is the adoption of the vertical and horizontal integration systems. These systems are a type of monopoly where a business would buy all of the contributing factors in the making of their products or buy all of the retail sellers. As explained in “The Genesis of the United States Steel Corporation” by E. S. Meade, vertical integration is when a business would buy every part of the process in making the product. For example, steel industries would buy up all of the mines, to the steel billets and steel rails to minimize the cost of making the product. Horizontal integration is when a business would buy out all of the retail sellers so there would be no competition so they could make lower quality products and increase the price without worry of competition. Andrew Carnegie was the owner of the Carnegie Steel Company, the biggest steel company of the time, he used vertical integration to minimize his production costs. Meanwhile, John D. Rockefeller used the horizontal integration method for his Standard Oil Company to buy out all retail competition...
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... or otherwise circulated without the publisher’s consent in any form of binding or cover other than that in which it is published and without similar conditions including this condition being imposed on the subsequent purchaser. ISBN 1-901795-27-6 Cover designed by Clare Hofmann Typeset by Philip Armstrong, Sheffield Printed by Biddles, Guildford CONTENTS List of Figures Acknowledgements 1 2 INTRODUCTION INDUSTRY STRUCTURE 2.1 An Examination of Corporate Structure 2.2 The Urge to Integrate 2.3 A Question of Balance 2.4 Just how Operationally Integrated? 2.5 Are there Tangible Benefits to Operational Integration? 2.6 Important Transition to Financial Vertical Integration 2.7 Integration or Atomisation? 2.8 Market Inefficiencies that Favour Integration 2.9 Firm Specific Arguments in Favour of Integration 2.10 Should Companies or Equity Markets Diversify? 2.11 Business Segment Response to Market and Firm Specific Risks and Challenges 2.12 Core capabilities A...
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...Biotechnology is a relatively new field of business. Biotechnology deals with the use, production of products derived from a biological source. There are several sectors that comprise the industry of biotechnology. The business and technology each sector possesses has both unique characteristics and similar characteristics. Examining five of these sectors: Vertically integrated biotechnology company, biotechnology start-up company, Contract Research/Manufacturing Organizations (CRO/CMO), Fuel biotechnology and Agri-biotechnology we can see what the unique properties each of these sectors have and what they share with each other. Vertically Integrated Biotechnology Company Vertical integration is the replacement of transactions in the marketplace with internal transactions within the company. Vertical integration is the result of mergers acquisitions of other companies that once supplied the parent company. It allows the company to control the economy of its products. The use of this business model has led to many advantages and disadvantages within the biotechnology industry. Vertical integration of biotech companies has offered many advantages to the growth of not only the business but also the growth of the technology offered by the company. However, growth through integration can also have many disadvantages. By examining both we can see how vertical integration plays a part in the growth of a biotechnology company. The vertical integration model has been around for many...
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...stores in China, plans to open another 40 stores every month in China for the next 40 months. Recent example of product development- Wendy’s is testing fruit cups and milk as options in its kids’ meals. 3. Recent example of forward integration- Budget Rent-a- Car is opening car rental shops in Wal-Mart stores. Recent example of backward integration- Hotels, Inc. purchased a furniture producer. Recent example of horizontal integration- Federated Deparment Stores, the parent of Macy’s and Bloomingdale’s, acquired May Department stores. 4. Recent example of concentric diversification- UPS acquired Overnite to diversify its packaging business into the trucking business. Recent example of conglomerate diversification- Tupperware Corp., has entered and is growing its skin and beauty business through BeautiControl. 5. Recent example of Joint Venture- Burger King joined forces with Hungry Jacks in Australia. Recent example of retrenchment- Viacom is selling noncore assets including its theme parks, publishing business, radio stations, and movie theaters. Recent example of divestiture- Goodyear Tire & Rubber Co. sold its North American farm-tire business to Titan...
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...tricky issues in vertical integration is striking a balance between the need to have control over crucial elements of the value addition process and the need to encourage technology development among suppliers Firms often vertically integrate to reduce uncertainties in sourcing and marketing. They may also feel that control over a larger portion of the value chain, may facilitate differentiation. What is often forgotten is that different activities along the value chain may need different managerial styles. Vertical integration: Doing a Cost-Benefit Analysis Benefits • Bringing different elements of the value chain together can generate efficiencies. • Integration lowers the cost of scheduling, coordinating and responding to emergencies. • Integration reduces the need for collecting various types of information from the external environment and cuts transaction costs. • Upstream and downstream stages can develop more efficient and specialized procedures for dealing with each other than would be possible with independent suppliers/ customers. • The firm can gain more expertise in the technology associated with upstream and downstream businesses. • Integration reduces uncertainty about supply of parts/raw materials and demand for finished goods. • The bargaining power of suppliers and customers can be reduced. • By controlling a larger segment of the value chain, a firm has greater scope for differentiation. • In some cases, vertical integration can raise entry barriers...
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... Horizontal integration b. Vertical integration c. Conglomerate integration d. None of the above 2. The source (home) location of most of the world's leading multinational enterprises is: a. North America and Europe b. North America and Asia c. Europe and South America d. Europe and Asia 3. Which type of multinational diversification occurs when the parent firm establishes foreign subsidiaries to produce intermediate goods going into the production of finished goods? a. Forward vertical integration b. Backward vertical integration c. Forward horizontal integration d. Backward horizontal integration 4. Suppose that an American automobile manufacturer establishes foreign subsidiaries to market the automobiles. This practice is referred to as: a. Forward vertical integration b. Forward conglomerate integration c. Backward vertical integration d. Backward conglomerate integration 5. Suppose that a steel manufacturer headquartered in Japan sets up a subsidiary in Canada to produce steel. This practice is referred to as: a. Conglomerate integration b. Forward vertical integration c. Backward vertical integration d. Horizontal integration 6. During the 1970s, American oil companies acquired nonenergy companies (e.g., copper, auto components) in response to anticipated decreases in investment opportunities in oil. This type of diversification is referred to as: a. Horizontal integration b. Conglomerate integration c. Forward vertical integration d. Backward...
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