Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-7408-8.ch005
In developing and executing IS strategy, current business processes are analyzed, modified, or redefined in order to better support company strategic objectives and targets. Process analysis—an integral part of IS strategy development—can identify problems of information flow, data maintenance, systems integration, and process alignment with business strategy. Technology transfer projects in two product assembly companies are examined here. These projects developed and implemented IS strategies to align with contrasting business objectives: to provide stability and customer retention on the one hand and to provide key management information to support increased profitability on the other.
{"title":"Product Assembly, Sales, and Marketing","authors":"","doi":"10.4018/978-1-5225-7408-8.ch005","DOIUrl":"https://doi.org/10.4018/978-1-5225-7408-8.ch005","url":null,"abstract":"In developing and executing IS strategy, current business processes are analyzed, modified, or redefined in order to better support company strategic objectives and targets. Process analysis—an integral part of IS strategy development—can identify problems of information flow, data maintenance, systems integration, and process alignment with business strategy. Technology transfer projects in two product assembly companies are examined here. These projects developed and implemented IS strategies to align with contrasting business objectives: to provide stability and customer retention on the one hand and to provide key management information to support increased profitability on the other.","PeriodicalId":444548,"journal":{"name":"University-Industry Technology Transfer in the UK","volume":"577 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113998097","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-7408-8.ch002
Larger companies have for some years used customer relationship management (CRM) systems as part of a strategy aimed at increasing turnover and market share, but the benefits of these systems for small businesses have often been viewed with skepticism. With more limited financial and human resources, the successful acquisition and implementation of systems of this scale can be problematic for small companies; yet the potential benefits are nevertheless attractive to companies that are often continually striving to increase market share and profitability, whilst retaining a firm control on revenue costs and capital expenditure. This chapter examines two case studies where the introduction of a new CRM system was the main component of a company-wide systems upgrade or replacement. The two case studies examine the issues that have produced different degrees of success at these companies, which not only implemented new systems but also addressed the required upskilling of staff and re-engineering of core business processes.
{"title":"House Builders","authors":"","doi":"10.4018/978-1-5225-7408-8.ch002","DOIUrl":"https://doi.org/10.4018/978-1-5225-7408-8.ch002","url":null,"abstract":"Larger companies have for some years used customer relationship management (CRM) systems as part of a strategy aimed at increasing turnover and market share, but the benefits of these systems for small businesses have often been viewed with skepticism. With more limited financial and human resources, the successful acquisition and implementation of systems of this scale can be problematic for small companies; yet the potential benefits are nevertheless attractive to companies that are often continually striving to increase market share and profitability, whilst retaining a firm control on revenue costs and capital expenditure. This chapter examines two case studies where the introduction of a new CRM system was the main component of a company-wide systems upgrade or replacement. The two case studies examine the issues that have produced different degrees of success at these companies, which not only implemented new systems but also addressed the required upskilling of staff and re-engineering of core business processes.","PeriodicalId":444548,"journal":{"name":"University-Industry Technology Transfer in the UK","volume":"07 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129407788","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-7408-8.ch004
Ramaswamy (1996) suggested that companies that provide services normally conceive of a process as a sequence of activities needed to perform transactions that help to provide their services. To define processes is often problematic involving a range of complexities relating to customers, human behavior, and company structure. To organize the company around business processes, it is necessary to focus on external customers because business processes usually start and end with them. Processes have a line of activity which begins with an understanding and assessment of what the external customer wants and finishes with the external customer gaining what he or she needs and requests. The customer is always central within service organizations structured by process, when the key operational objective is to offer the customer more value in less time and with less cost. This chapter examines four small companies that attempted to do this through the introduction of new technologies.
{"title":"Service Industry Companies","authors":"","doi":"10.4018/978-1-5225-7408-8.ch004","DOIUrl":"https://doi.org/10.4018/978-1-5225-7408-8.ch004","url":null,"abstract":"Ramaswamy (1996) suggested that companies that provide services normally conceive of a process as a sequence of activities needed to perform transactions that help to provide their services. To define processes is often problematic involving a range of complexities relating to customers, human behavior, and company structure. To organize the company around business processes, it is necessary to focus on external customers because business processes usually start and end with them. Processes have a line of activity which begins with an understanding and assessment of what the external customer wants and finishes with the external customer gaining what he or she needs and requests. The customer is always central within service organizations structured by process, when the key operational objective is to offer the customer more value in less time and with less cost. This chapter examines four small companies that attempted to do this through the introduction of new technologies.","PeriodicalId":444548,"journal":{"name":"University-Industry Technology Transfer in the UK","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127679347","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-7408-8.ch003
The technology industry is dominated by major international companies, but there are also many SMEs, SBEs, and micro-companies operating effectively in this industry sector. Maintaining innovation is a key challenge, especially for the small players in this market, and technology transfer to develop new products and services is particularly challenging. This chapter examines four technology transfer projects in small software companies, three of which focused on new product development, and the fourth on a new service provision. All four projects were generally well managed, but effecting this degree of change requires more than good management, especially in such small companies. It is not surprising that some of these projects failed to achieve their objectives in the mid-term.
{"title":"Small Software Companies","authors":"","doi":"10.4018/978-1-5225-7408-8.ch003","DOIUrl":"https://doi.org/10.4018/978-1-5225-7408-8.ch003","url":null,"abstract":"The technology industry is dominated by major international companies, but there are also many SMEs, SBEs, and micro-companies operating effectively in this industry sector. Maintaining innovation is a key challenge, especially for the small players in this market, and technology transfer to develop new products and services is particularly challenging. This chapter examines four technology transfer projects in small software companies, three of which focused on new product development, and the fourth on a new service provision. All four projects were generally well managed, but effecting this degree of change requires more than good management, especially in such small companies. It is not surprising that some of these projects failed to achieve their objectives in the mid-term.","PeriodicalId":444548,"journal":{"name":"University-Industry Technology Transfer in the UK","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134200833","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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