...Options for Square: Organic Growth Rewards • Continued Growth • Huge Unserved & Underserved market • Focus on core value dx and competency Risks • Might not be enough new customers to sustain growth • Already have scooped up early adopters • Risk being driven out by new disruptive technology • Highly imitable – startups and new entrants can copy • Organic Growth tends to push sustaining technologies upward relative to performance demanded by low end of market Reactions from Competitors • Copy-cats Organic Growth likely to drive technology improvement Companies must continually look for ways to take advantage of the opportunity they’re creating, or be vulnerable to resulting disruptive technologies. Options for Square: International Expansion Rewards • Massive untapped opportunities in other markets, engine for growth • Can focus on “best fit” markets • International Growth likely to accelerate technology improvement International presence allows for better fit for large, international retailers if pursuing Adjacency strategy. Risks • Existing established international market copy-cats, and new copy-cats will emerge. • Differing regulations or business environment, could require new features, development, versioning products, feature creep. • Partnership Risks, entering some markets without strong partnerships is highly problematic • High Capex Reactions from Competitors • Increase in the...
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...self-service technologies affected services marketing strategies? Give TWO explanations. When developing a service marketing strategies we need to extend the marketing mix by adding three additional Ps associated with service delivery – process, physical environment and people. Collectively, the total seven elements of service marketing represent the ingredient required to create viable strategies for meeting customer needs profitable in a competitive marketplace. An important part of process designed is to define the role of customer should play in the production of services. Self-service technologies (SST) are part of the service marketing strategy as it is the service delivery “process”. Process refers to the design and management of customer service processes, including managing demand and capacity and related customer waits. Creating and delivering products elements requires design and implementation of effectives processes. With SST, customer is part of the co producer of the strategy, operational inputs and outputs tend to vary widely compare to manufactured goods and this has made customer service process management a challenge. For example, manufactures goods can be produced at a distance factory, under controlled condition, and check for quality before it reached the customer. For service however, it is delivered face to face and consumed as it is produced, this has make it difficult for service Besides that, SST also involved the people (customer & employee)...
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...innovation (technological and otherwise), customer focus, and globalization. (Jick, 2011) Innovation The major issue with new technology is the need to stay on top of innovative and entrepreneurial. As stated in the text, “it is the production and application of new ideas that count in the long term (Jick, 2011). According to Computer weekly.com (2013), technology is moving so quickly that being a large company is no longer a guarantee of survival. Mark White, CTO of Deloitte Consulting LLP's Technology practice states that every business, regardless of geography, size or type of industry, is having to address the same five sweeping forces: business analytics, mobile computing, social media, cloud computing, and risk intelligence. Each force is technology focused, each is rapidly evolving, and each of them will significantly affect business (Computer, 2013). Customer Focus Customer focus remains a basic touchstone of business success. In the late 1980’s and early 1990’s many firm’s had become so large and forgot who got them there. Painful restructurings ensued, and those corporate leaders that managed to survive the change, vowed to never make the same mistake: lose the ability to take the point of view of its customers (Jick, 2011). Customer satisfaction is good, but customer advocacy is better. Satisfaction is the global standard for measuring customer focus, but high-performers recognize that active, engaged customers are the gold standard (AMA 2014). One of the...
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...has a newly formed electronic banking division solely mandated to monitor emerging trends and to adapt to these trends. The outcome of the divisions work is to identify new products/technologies and decipher how said technology can be used to better serve the institutions customers. During the late 1990’s wireless technology was becoming widely available to the average consumer. CIBC identified this trend and is looking for ways to implement wireless banking into its product offering. As outlined in the case provided, wireless internet devices are expected to outsell personal computer sales by 2001. CIBC is very interested in penetrating this market in turn providing the best possible service to its customers and differentiating itself from the other major competitors in the North American banking industry. Some major issues that need to be address regarding the implementation of CIBC’s wireless banking system are as follows; the various platforms that can be used to access the banks wireless system need to be understood and the system needs to be built to accommodate each; the various wireless network carriers need to be evaluated and the system needs to be built to function with all; lastly and most importantly the system needs to maintain the institutions overall reputation as well as customer satisfaction. This report is designed to provide some insight into the Canadian Imperial Bank of Commerce’s wireless strategy and the problems that exist due to its current plan. The...
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... Huawei’s Capabilities and Core Competencies Huawei’s Resources audit First of all, Huawei’s existing finance funds is large included working capital such as investment on more than US$370 million for its own Code-Division Multiple Access Technologies. On the other hand, Huawei’s have its “guanxi” relationship network to raising funds. For example the bank will give financial support and give favorable credit limit for the company. This showed Huawei’s have enough finance resource to supporting it strategy. Secondly, Huawei’s human resources own total 24,000 employee’s majority of staff have high education level such as bachelors, master or Phd. Furthermore, the overall standard of the staff training is higher because all new employees were put through intensive military-style training for few months. In addition, it affects the intangibles resources such as the morale and business culture. The morale is high because military-style focus on team-success rather than individuals, the business culture of Huawei’s was aggressive on marketing and highly sensitive of global trend. Thirdly, Huawei’s physical resources included production facilities, six research laboratories in china, Russia, India and Sweden, it headquarters technologies house was 1.8...
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...AGILENT TECHNOLOGIES INTRODUCTION Agilent technologies is a spin-off from Hewlett-Packard (HP). For the first three to four months after the spin-off announcement, Agilent operated as “NewCo” while the team assessed over ten thousand names for the new company. Finally they ended up with „Agilent‟ partly as a way to remind themselves every day that speed was one of their core values and it was a constant reminder to them and their employees that this was the standard that they had to hold themselves to. The company revealed the new name, logo and tagline “Innovating the HP Way”. Seven months later, on November 1, 1999, Agilent began operating as a separate stand-alone company. On November 18, 1999, Agilent launched its initial public offering, which at $2.1 billion, was Silicon Valley‟s largest IPO to date. From a small garage in Palo Alto, California, to employees around the world serving customers in 120 countries, Agilent has a long history of innovation and leadership in the communications, electronics, semiconductor, test and measurement, life sciences and chemical analysis industries. BIRTH OF AGILENT TECHNOLOGIES Agilent's foundation was laid by two entrepreneurs Bill Hewlett and Dave Packard in the form of Hewlett-Packard, a company started by them to provide test and measurement equipment. HP provides products, technologies, software solutions and services to consumers, small and medium sized businesses and large enterprises, including customers in the government...
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...Case study on Agilent Technologies Agilent Technology Authors Abdul Qadir Khan 3 Ankita Sahoo 13 Darshini Gurung 39 Deepak Jose 42 Divya Tiwari 47 Gaurav Srivastava 50 Batch 19 Table of content 1. Situational Analysis……………………………………………………………………………………. (i)Statement of Objective…………………………………………………………………………….. (ii)Statement of Alternatives…………………………………………………………………………. (iii)SWOT Analysis………………………………………………………………………………………….. 2. Problems faced by Agilent………………………………………………………………………… 3. Solutions for problems faced by Agilent……………………………………………………. 4. Summary…………………………………………………………………………………………………… Situation Analysis The Company Hewlett Packard (HP) having good name in market of almost 60 years Spin off in...
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...area : CRM and 4 P’s of Marketing. : Customer relation ship Management = CRM and 4 P’s. (iii) Name of the author : Prof R Ramakrishnan : Head, Department of Management Studies Muthayammal Engineering College, Rasipuram 637408 (iv) Designation with Department (v) Mailing address: College: Residence: Suri Illam, 10A Swami Sivananda Salai, Rasipuram 637408 (vi) E-mail address (vii) Phone number(s) : ramakrish54@gmail.com College: 04287-220837 and 226837 Residence: 04287-225837 Mobile : +919952669656 : 04287- 226537 (viii) Fax number Presented by me at the National Seminar On Customer Relationship Management Organized by M.O.P. Vaishnav College for Women (Autonomous) Chennai-34. On 25th February 2006 1 of 10 Electronic copy available at: http://ssrn.com/abstract=1751648 Abstract = CRM and 4 P’s of Marketing The concept of CRM has evolved over a period of time through a sequence of initiatives, which have been directed towards improving business performance. In today's highly competitive business world CRM can be considered as the ultimate solution for both customers as well as organizations. CRM considers customers not as outsiders but as insiders to the business and aims to build a long-term relationship with them. A high degree of customer contact, commitment and services are therefore essential features of CRM CRM is an on-going process of identifying and creating new value with individual customers and then sharing the benefits of this...
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...and sustainable technology that come in my mind are: First is cable television technology as sustainable and IPTV or VOIP as a disruptive technology. Second could be Wi-Fi and Wi-Max as a disruptor. I will pick on the first example here to go in detail i.e. cable television technology as sustainable and IPTV as disruptive. Cable TV was a disruptive technology at one time and has sustained through time. Cable television technology: Cable technology replaced the traditional over-the-air method of broadcasting. It has been in business for a long time and the reason I call it sustaining because, it is customer focused and it is main-stream. Sustaining technologies tend to maintain a rate of improvement and give customers something more or better in the attribute they value. This is what cable television technology was doing till last few year, though now it has some challenges. There is a big competition for this technology from direct broadcast satellite and few other forms of competitions as well, that I will discuss. Nevertheless – • It still dominates the market • It was once emerging technology that proved sustaining and very successful in the broadcasting field. • It is customer focused IPTV: IPTV is a disruptive technology in the field of video delivery. Disruptive technologies introduce a very different package of attributes from the one mainstream customers historically value, and they often perform far worse along one or two dimensions that customer value. This is...
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...of its customer experience across multiple channels (in-store, online, mobile and social media), as well as preserve, grow and leverage the Target name and maintain a reputation of satisfying customer needs. Consistent with the overall strategy, Target Corporations plan for 2013, involved a number of strategic initiatives to improve long long-term growth. Included in the initiatives is investments in technology, the opening of 17 new stores, the expansion of store base facilitates to effectively penetrate into its target markets to gain a competitive advantage over its competitors. While looking at expansion opportunities in international markets such as Canada and Latin America through the use of smaller-format stores called City Target. (Target's Strategic Initiatives, 2013). The focus of this paper will be Target Corporations technology initiative. Technology Strategic Planning Initiative As noted above, Target Corp. 2013 annual report discusses several strategic initiatives one of which relates to technology. Target Corp. relies on a computer system to manage inventory, process guest transactions, manage guest data, communicate with vendors and other third parties, service REDcard accounts and summarize and analyze results of operations ("Target Corporation" 2013). Target Corp. business is becoming increasingly reliant on technology; Target continues to make significant technology investments. In addition to the items noted above, Target sees technology as a...
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...leverage, price sensitivity, product differentiation, buyer incentives, buyer volume, substitute products available, buyer information, and brand identification (Teisberg, 2006). The major buyer factors that affect the Hometown Deli are within the marketing area. The deli exists within a small town with few buyers and no large volume of purchases from neighborhood businesses. There are no incentives to patronize the deli or reminders that the business exists. Substitute products are readily available from other potential sandwich shops. The Deli does not have a product that distinguishes it from its competitors. Hometown deli products are not important to the town’s buyers and they can do without making any purchases. To improve customer knowledge and provide incentives to return; I would prepare a grand re-opening and marketing kick- off campaign, with all the bell and whistles. The Hometown Deli needs to update and make its place in the market known; within the entire town before it’s too late. Supplier Power Supplier Power entails your supply chain consisting of all parties involved in obtaining raw materials or a product either directly or indirectly. Factors that affect your supplier powers are importance of volume to the supplier; impact of inputs on...
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...clearly IBM was no longer the colossal success it had been throughout most of its history. Primary to its listless growth was a fundamental change in the environment of the computer industry, which was the persistently accelerating rate of technological breakthrough in the world of data processing and IBM’s slow response to this change. IBM’s personal computing business technological environment was changing rapidly as the underlying shift in the computer field was from mainframe computing dominance toward personal computing. IBM’s mainstay business of mainframe computing became less important to customers who were selecting new compact personal computers with powerful microprocessors capable of million of operations per second which could be applied to a significantly broadened range of tasks. The external environment for IBM was unstable due to rapid and frequent changes in technology. In the personal...
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...competitor they must use analytics data because most companies are offering similar products and services. They also must know what the customer want and how much they are willing to pay for that product. Competitors should also know the compensation costs, turnover rates and how to calculate how much personal contribute to or detract from the bottom line and how salary levels relate to individuals’ performance (Davenport 2006). When you define your key industrial competitive pressures can provide a framework for developing strategies for your growth. Analyzing your primary competitor and identifying their strengths, weakness, opportunities and threats (SWOT Analysis) help determine target markets, marketing plan, customer service, sales forecasting and sales planning. Competition in business is not new. Competing on Analytics is rapidly becoming not just a good idea, but vital for more and more companies as the economy squeezed from all sides (Taylor 2007). “Organizations that become more analytical have leaders who fully embrace analytics and lead the company’s culture toward fact-based decision making. According to Tom Davenport, a distinguished professor of Information Technology Management at Babson College in Massachusetts, analytical competitors need to focus on the DELTA model, an acronym for five crucial analytical factors. Data focus on the successful analytics. It requires large volumes of high quality...
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...implementations are: * To emerge into a brand known for quality and reliability. * To become skillful at combining quality with efficiency. * To deliver value to the customer at a competitive price. * To only build cars based on what and when the customers want, without additional delays or quality problems. Q2: What is the major system implemented by Toyota? The major system implemented by Toyota is A Vehicle Orders Management System based on Oracle E-Business Suite software. Its various advantages and uses are as follows: * It reduces the time between placing a customer order and delivery of the vehicle to the customer. * The dealer uses the system to configure a car with all of the selected options in front of the customer and then locates the best available car and options in the Toyota supply chain, including vehicles scheduled for production in the future. * The dealer then uses the system to place the order through national distributors, who consolidate the order with those of their other retailers and place an order through Toyota Motors Europe. * National distributors can use the system to monitor their orders and those of different dealers and even “swap” cars with various retailers. Q3: Identify the ‘management’, ‘organizational’, and ‘technology’ dimensions of case. Dimensions of the Case: MANAGEMENT: * The quality and reliability of Toyota vehicles are the gold standard of the industry, even among its lower-priced...
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...1) Compare and contrast the pre-1995 Lucent supply chain to the 1996-2000 supply chain with respect to the focus and structure of each. Identify what you believe to be the key factors that necessitated the changes that Lucent made. Did the changes make sense from a strategic perspective? In the pre 1995 Lucent’s supply chain, most of the Asian production was manufactured in Oklahoma City. The focus was on USA customers and business from Asia was not significant, therefore there were no manufacturing facilities set up in Asia. Lucent formed joint ventures with telecommunications-related companies across Asia to facilitate market entry into Asian markets. The focus was on the market entry strategy and not manufacturing. These joint ventures performed only final assembly and testing for customers in the countries in which the joint venture is located. The joint ventures had little or no production capabilities. However, for the 96-2000 supply chain, as there was huge growth of communications infrastructures in Asia, the Lucent also had to focus on Asia customers due to the amount of business opportunities. The manufacturing structure was changed such that custom engineering and manufacturing of Asian orders would be done in Taiwan. In addition, the joint ventures also manufacture their own circuit pack and outsourced the production of low volume level circuit packs. The ordering process was also different. In pre-95 supply chain, countries with local joint ventures...
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