Jones, Chellyn Professor: Ho Son Nayo Cis 301 Business Driven Management 3rd edition Chapter 4 and 5 Case Study 1. What reason would a bank have for not wanting to adopt an online-transfer delay policy? Operating in a 24x7 world means instant gratification for many people. Barclay’s online-transfer delay provides additional security, but losses real-time response, which many people expect when dealing with the Internet. A bank may choose not to implement an online-transfer delay if its customers view speed and efficiency a key factor.
This is due the large consumer base that must be established which is difficult to do without widespread merchant acceptance. The dual ownership of Visa and MasterCard also lessens the competition between them and prevents competitors from competing in the market. Problem Definition Since the member banks of Visa and MasterCard have
In-source Centralized Transportation Management Services –The current survey across business units shows that employees are not satisfied with centralized management services provided by FedEx, so the centralized transportation service should be given to new World Wide Logistic Group in phases. In-sourcing should be done in phases as World Wide Logistic need to leverage techniques from FedEx, and some business units might be heavily dependent on FedEx. In the initial phase worldwide logistic group should work along with FedEx and leverage its best practices as much as possible, and then slowly phase out FedEx services. 3. Outsource On-Site Transportation Services (short-term) and Warehousing – Deere employee survey shows that employees are really happy with the On-Site Transportation services and Warehousing.
They should analyze the current culture, envision the desired culture, map the differences between current and proposed culture, and develop a plan to address them. Currently, CCC is designed as a profit center. However, this designation may exacerbate internal friction and diminish the support of product lines because they will be charged per customer inquiry. CCC will be more appropriately managed as a corporate cost center. Given that the output of CCC is services, it is very difficult to quantify its contribution to the bottom-line.
According to Gerri Knilans, President of Thousand Oaks, “the primary reason many mergers and acquisitions do not deliver longer-term value is because they lack a strong cultural-integration plan.’ Business Process Integration Conjecture Corporation (2012) believes: “The concept of business process integration can aid in making sure that customer’s orders are processed, executed, and billed with relative ease, simply by establishing connections between all relevant systems. By effectively using business process integration to establish connections between internal systems, businesses can often manage tasks with a greater degree of speed as well as accuracy (http://www.wisegeek.com/what-is-business-process-integration.htm). CEMEX prides itself on having a “vertically integrated portfolio of cement, aggregates, and ready-mix concrete”
While the traditional accounting methods are good to measure past performance and financial stature, it does not allow for managers to see the impact or value that marketing has on the bottom line. For a manager to evaluate the impact of marketing they will need view the current marketing expenditures, sales, and profits to make a conscious decision on what methods are working. While I think placing marketing as an investment is a good concept, determining the value is too biased without a common measurement between all companies in a similar industry. Without understanding the current value of marketing, the marketing budget will be one of the first items cut when the business is in a downturn. Technology in all industries has increased dramatically over the past 10 years so being able to understand the current value of marketing methods should not be as strenuous as it has been in the past.
Such as tax consideration, diversification, control, purchase of assets below replacement cost and synergy and so on. Base on the situation described upon, CompuTech needs to merger a company which can enrich their production line, which is the financial software, and CompuTech also needs that company have enough market following in the financial software market. So the merger decision is made based on the consideration of many reasons. The CompuTech want to Growth, want to expend more market, more users. The Synergy would be reasons why CompuTech want to merger CCI, because CompuTech have no experience about develop financial software, but after merger CCI.
The six different types of measures the Performance Scorecard evaluated were: financial measures, strategy implementation, customer satisfaction, control, people, and standards. By developing this Performance Scorecard, Citibank believed they could better analyze where each branch needed specific improvements and where each branch was excelling. Citibank felt it was necessary to update the previous evaluations to include non-financial measures because they recognized that these measures may in fact be more critical to the long term success of the franchise. As a result, by adding the non-financial measures to the current measures, Citibank was able to reflect competitive dimensions in the bank’s strategy. Citibank Issues: After performing an evaluation using the Performance Scorecard, Seegers recognized the need for increased customer service at their most important branch.
(INTRO) One of key accounting activities this WorldCom case points out is how WorldCom capitalized leased lines which brought little or no value to the organization, but were accounted as capitalized assets, and the impact this can have on external users. “To maintain and broaden public confidence, members should perform all responsibilities with highest sense of integrity.” (AICPA.com) By capitalizing the costs of these leased lines instead of it would have shown a significantly lower net value of the company. It would have negatively affected cash flows and all the ratios. This activity certainly discredits the profession. It does not offer the fullest disclosure, objectivity, and transparency.
Customer loyalty is relied upon for long term success and to continue to retain customers they used audience analytics to ensure they are targeting the right market, to acquire new customers, retain existing customers and cross sell. Without customer loyalty, their revenues would drastically decrease and they would evenly run out of money. Question 2: Explain the importance of data quality to the success of the RSC’s marketing campaigns As RSC is relying on audience analytics to retain existing customers, acquire new customers and cross sell to new markets. This is basically the only way that they are receiving their revenue from. What would have happened if the data quality was very bad, which in turn affected their marketing campaigns and they lose most if not all of their customers, they would have been unable to repay debts and eventually gone bankrupt.