Benefits of SaaS when Implementing a Treasury and Risk Management Solution at United Energy & Multinet Gas
United Energy (UE) is an electricity distributor responsible for delivering electricity to over 640,000 customers in Melbourne, Australia’s south eastern suburbs and the Mornington Peninsula. Multinet Gas (MG) is the largest distributor of natural gas in Victoria, Australia and serves connections in Melbourne’s inner and outer eastern and south eastern suburbs to more than 660,000 residential, commercial and industrial gas users.
In mid-2003, UE and MG restructured their business model and entered into a single outsource arrangement with Jemena Asset Management for the provision of Network, IT and Corporate Services, which included back office treasury operations.However, recently, regulatory changes, technology and shareholders have driven UE and MG to embrace a new business model, going from one that is centered on a single outsourced contract to that of a mixture of in-house and outsourced services. As part of the insourcing of Corporate Services across both UE & MG, treasury settlements processing was handed back from Jemena Asset Management in June 2011. Click here to read more…
A Case Study about Customer Role Ambiguity in Community Management
Abstract: This paper examines challenges involved in managing product-centered communities. Using the notion of customer role ambiguity, the paper explores the ambiguity involved in balancing sound business modeling with voluntary customer participation in a computer gaming setting. The case study identifies three different customer role ambiguities – role absorption, business model violation, and non-organizational network elements – with important implications for community management. We suggest that an understanding of these implications is critical for making product-centered communities viable alternatives to traditional software development.
Introduction: Many of the most viable and flourishing virtual communities on the Internet are product-centered. The Linux community and the Doom community are two examples of communities that are closely associated with particular products. Many authors note how these types of communities have considerable commercial potential in terms of customer relations, marketing, and product development. The underlying assumption in all these accounts is that virtual communities are useful for involving customers as co-producers in activities that traditionally are performed by companies only. In short, they portray the customer as both value consumer and producer. Keep reading…
Ace Hardware Corporation is blazing into its 83rd year of business on a growth and performance tear that would be remarkable in a company a tenth its age. The firm recorded $3.46 billion in wholesale sales during 2005, a 5.4 percent increase over 2004 and the largest annual gain since 1998. It added 131 new stores with 1.7 million square feet of retail selling space during the year, opened a 788,000 square foot retail support center, and welcomed the 10 millionth customer to it’s Helpful Hardware Club loyalty program.
The outstanding financial performance and robust growth that Ace enjoys today are driven by a strategic campaign of reinvestment and infrastructure renewal, initiated in 2000, that has refurbished its retail stores and reinforced the ranks of local owner-investors. Less visible but equally important has been a wholesaleto- retail shift in the firm’s business model that has allowed the firm to forge new bonds with its retail customers while maintaining the unique independence of local Ace retailers. Keep reading..
Case Study: What are the success factors of Technology Spin-Offs
Introduction:In the last two decades the number of Technology Spin-Offs has increased significantly. Several research studies have analyzed these companies in terms of industry, technologies, regions, universities and growth. Most of the studies show that the growing companies of the 2000s are most often in life sciences, ICT, and CleanTech because of their numerous supports by venture capital.
In general the success factors of a technology Spin-Off depend on various aspects such as relationship to the mother organisation, the company’s business and technology model since its foundation, the key aspects related to the founding teams that make a success of a Spin-Off and the environment in which the Spin-Off is acting.
Lean manufacturing is a business model and collection of tactical methods that emphasize eliminating non-value added activities (waste) while delivering quality products on time at least cost with greater efficiency. In the U.S., lean implementation is rapidly expanding throughout diverse manufacturing and service sectors such as aerospace, automotive, electronics, furniture production, and health care as a core business strategy to create a competitive advantage.
There is no doubt that lean thinking is driving massive changes in manufacturing processes worldwide. It lies at the heart of measurable improvements in quality, reliability and performance. What lean is not, however, is a magic formula that solves manufacturing issues in one easy application.
Case Study about International Game Technology Team Building
Introduction: GT has incorporated Emergenetics into their HR Business model for over 7 years, and with over 1,800 IGT employees, from management to operations, currently in their database, IGT has a uniquely far-reaching ability to apply Emergenetics insights. With this growing database of employees who have been Profiled, IGT can generate a “picture” of who they are as an organization—and, in drilling down further, extract performance themes, identify strengths and opportunities across the organization and formulate groups to better meet specific business needs.
IGT is at its heart a development company—an organization driven to high standards of efficiency, and one characterized by “getting things done… and done right,” according to Jonathan Lee, Manager of Organizational Development and Learning. This organizational focus bears out a striking correlation with IGT’s overall organizational Emergenetics make-up, which tends toward a more Analytical (Blue) and Structural (Green) bent.
ABC Finance Corp. is a major financial firm with presence in NBFC, Insurance and private equity. Its NBFC subsidiary TFPL is one of the strong NBFC firms, with a pan India presence focused on the transport sector. TFPL has a strong presence in the business of financing small transport operators. They focus both on new trucks and pre-owned trucks for lending, with their portfolio comprising of 45% of the loans for new trucks and the remaining for used trucks. Their unique business model has so far helped them to be a market leader in the segment.
Most of their customers are not a focus segment for banks as these customers lack substantial credit history and other financial documentation on which many of such financial institutions rely to identify and target new customers but TFPL has enjoyed a huge market share with such customers. Moreover the market for commercial vehicle financing, especially the pre-owned commercial vehicle financing, being very fragmented, TFPL’S credit evaluation techniques, relationship based approach, extensive branch network and strong valuation skills have helped them run this risky business model more profitably compared to other financiers..
DELL’s direct-to-customer business model is the key to the company’s dramatic growth and success and has focused on selling directly to customers. This helps eliminate the middleman and offers customers more powerful configured systems than most competitors. The direct model enables DELL to develop a thorough understanding of customer expectations, which strengthens customer relationships and increases customer satisfaction and loyalty.
One of the characteristics that distinguishes DELL from its other competitors is that DELL provides the mode to custom the computers of the customers’ choice and taste and deliver the system to the customer as it is the most crucial and critical success factor behind DELL Computers. Therefore, DELL must be aware of the benefits they wish to realize, how it will be realized and ensure only investments of appropriate amounts of resources to obtain benefits.
DELL relies on reputation in the US market of award-winning service and a high-quality product. Customer satisfaction and consumer awareness surveys should be conducted quarterly to ensure the image that DELL creates for itself within a culture has not existed before there is a positive one. Market timing and speed are critical to many industries, such as technology, pharmaceuticals, and some consumer goods. Click here to read more on Critical Success Factors
The BONSAI model of management proposes that the management of an organization can be compared to the three sections of a Bonsai tree. The root of the tree which refers to basic and classical concepts of management like scientific’, ‘human relationships’ and basic value system, must be strong in order to have a well-built stem. The stem again signifies general management concepts like values, relation with the broader environment and community, quality of management personnel … click here to read ahead
The First Stage of IT Enabled Business Transformation: With the advent of information technology (IT), the concept of business innovation reached the management and administration of enterprises. All activities and functions across and along the business processes were integrated into a single process value chain. Management gained continuous insight into the operational performance of the business processes and the financial performance of the enterprise. Business processes were reengineered to reflect the changes needed to move from being manual and fragmented processes and transaction.
The Second Stage of IT Enabled Business Transformation: Developing an agile organization means creating an agile value chain. An agile value chain enables the organization to increase the speed at which they are able to change their business model, the organizational structure, or business processes. It is no longer acceptable to take twelve months to change a management process to adapt the IT systems to new requirements. With an agile value chain, IT systems must be set up such that they offer multiple options to new requirements rather than just supporting the old, well defined process…
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