Study about Indian Organised Apparel Retail Sector and Decision Support Systems (DSS)
Abstract: Indian apparel retail sector poses interesting challenges to a manager as it is evolving and closely linked to fashions. Appealing mainly to youth, the sector has typical information requirements to manage its operations. DSS (Decision Support Systems) provide timely and accurate information & it can be viewed as an integrated entity providing management with the tools and information to assist their decision making. The study exploratory in nature, adopts a case study approach to understand practices of organized retailers in apparel sector regarding applications of various DSS tools. Conceptual overview of DSS is undertaken by reviewing the literature. The study describes practices and usage of DSS in operational decisions in apparel sector and managerial issues in design and implementation of DSS.
Introduction: In India, organised retailing, is contributing 3% of total retail sector and is still evolving. However, it is expected to increase to 5%, by 2010. Retail sector forms 10-11% of GDP1. It is alluring in terms of investment, employment opportunity, and usage of technology. Retailing is in a rapid state of change due to speedy technological developments, changing competitive positions, varying consumer behaviour as well as their expectations and liberalized regulatory environment. In such a scenario, information is crucial to planand control profitable retail businesses and it can be an important source of competitive advantage so long as it is affordable and readily available. Keep reading…
Study about Advanced Research and Complex Product Development Environments
Abstract:~ The introduction of lean principles is a common approach for organizations seeking to improve quality, lower cost, and shorten time to market. Many companies have applied lean to manufacturing, but a smaller number have brought it upstream to product development. This research focuses on how organizations can begin the transformation to lean product development through three essays. The first study is a comparative case analysis comparing approaches based on “rational planning” and “disciplined problem solving” to identify their relative advantages and disadvantages and organizational characteristics that enable successful deployment. The comparison shows that in the case of non-routine processes like product development the disciplined problem solving approach is more effective, while the rational planning approach can be effective for highly routine aspects of the job.
Introduction:~ The development of new products is critical to the success of many companies. Increases in global competition, demanding customers seeking niche products, and rapid technology developments has changed the competitive landscape in several industries (Wheelwright and Clark 1992). In some industries, improving quality, lowering cost, and shortening lead time from concept to market while developing innovative products to meet customer needs is necessary to remain competitive; in other industries these qualities can provide the company a competitive advantage. One approach to achieving these goals is through the introduction of lean principles in product development (Wheelwright and Clark 1992; Morgan and Liker 2006; Barrett, Musso et al. 2009; Morgan and Liker 2011). Introducing lean principles into product development is a common approach for companies that have had success with lean manufacturing. This is a logical step as the magnitude of the costs and cycle time of development projects provides a rich target for improvement opportunities. Keep reading…
A Study report about High-Impact Succession Management
Introduction: Succession management has become an important talent management initiative at companies around the world. For some companies, succession management is a strategic process that minimizes leadership gaps for critical positions and provides opportunities for top talent to develop the skills necessary for future roles.
With other companies, succession management is a constant struggle, viewed as an administrative exercise rather than as a competitive advantage. In strong economic times, it is easier to ignore deficiencies in the succession management process – but in the current economic downturn, the need to identify and develop top talent for critical roles has never been more important. Keep reading..
A Case Study about Influence of Strategic Leadership in an Organization: Ellerine Holdings Limited
The research examines how the performance of EHL has been influenced since the appointment of Toni Fourie as the new CEO in February 2008. Boasting a reputation borne from his previous successes in organizational transformation, Fourie was ABIL’s first-choice leader for this challenge. Fourie displays qualities, attributes, behaviours and traits that are characterized by the phenomenon of “strategic leadership”. He has been the focus of media attention for the aggressive strategic changes that he has introduced within the organization. A quantitative analysis of EHL’s financial performance (between 2007 and 2009) indicated that there was a constant decline in the organization’s PBT (Profit Before Taxation) during the period observed. However, the research determined that turbulent conditions in the macro-economic environment (such as the global economic recession in 2008 and 2009) complemented by mitigating micro-economic factors, would have adversely skewed the conclusions in this document if the research was limited to quantitative analysis alone.
Louw and Venter (2006) advise that organizations do not exist in isolation, but that they form part of a broader environment characterized by rapid and uncertain change. To succeed and survive, these organizations need to adapt to these environmental changes (Louw and Venter, 2006). Louw and Venter (2006) also suggest that globalization has resulted in industries becoming increasingly competitive, and that the successful organizations maintain their competitive advantage by constantly differentiating themselves from the products and (or) services offered by their competitors. These interventions are introduced in response to the changes in both micro and macro economic conditions, and in response to the changes in demands; preferences and purchasing behaviours of consumers (Louw and Venter, 2006). To resist stagnation in the firm’s growth, otherwise referred to as “organizational inertia” (Louw and Venter, 2006), proactive firms have focused on product and (or) service innovation; re-examining their purpose; reinventing themselves; re-engineering their processes and procedures (Louw and Venter, 2006), and on placing emphasis on the development of the organization’s human capital . Keep reading…
An Article by Nicholas J. O’Shaughnessy Judge Institute of Management Studies, University of Cambridge, UK Since it was published, Michael Porter’s Competitive Advantage of Nations has become a work of great influence – not only in the world of ideas but also in the agenda of governments.
The contribution is a significant one. But a subject so extensive could not possibly be covered in one book, and with a work so well noticed we are justified in subjecting its explanation to critical scrutiny. Our
approach does not stand as a substitute for what Porter says; the criticism is not that he is in error, but that his thesis is incomplete. Read more….
Study about Human Resource Management Practices: Supply Chain Department of Square Pharmaceuticals Ltd.
Abstract: Human resource management practices are now considered as one of the key contributing factors to the success of an organization. The organizations are putting increased emphasis on the policies and practices of HRM to gain competitive advantage. Throughout the whole case study several HRM practices related to the supply chain department of Square Pharmaceuticals Ltd. are discussed. These HRM practices include human resource planning, recruitment and selection, induction, training, performance appraisal, employee development, compensation plan, etc.
Introduction: Human Resource Management (HRM) is a relatively new concept in Bangladesh. It was few years ago that this was considered as a part of the administrative functions of an organization. There was no individual identity for HRM. But as time passed people recognized the importance of HRM in organizations. They realized that HRM is not just to hire people. Apart form hiring, HRM has lots of functions which help an organization to gain competitive advantage (Islam, 2006). Effective HRM practices support business goals and objectives. That is why effective HRM practices are strategic. It can improve the performance of an organization by improving customer satisfaction, innovation and productivity. Keep reading…
A Studies about the Structural Model of National Innovation Capability
Abstract: National innovation system plays a crucial role in economic development, yet previous studies are mainly focused on its theoretical framework reviews. From the system’s point of view, it lacks any relevant study on the structural components of the national innovation capability. This study adopts a systematic approach to verify that the national innovation capability is consist of innovation resources, innovation demands, innovation diffusion and innovation outputs. In addition, it’s also important to start from the perspective of the policymakers for the analysis of the national innovation system.
Introduction: Global economic development in the 21st century has been increasingly dependent on the production, diffusion and dissemination of knowledge, and innovation based on knowledge and information has thus become the important means to maintain competitive advantage (Malerba, 2005). Due to the complex interactive relationship between the individual elements of a knowledge innovation system, British scholar Freeman proposed the concept of the national innovation system for the first time in 1987. Keep reading..
A Case Study about Outsourcing Versus in-house: A Modular Organization Perspective
Abstract: Organizations gain increasingly modular structures by contracting with other firms for some of their functional activities. These new structural forms of organizations bring some advantages as well as some costs. This study compares outsourcing firms and departments performing similar activities in the areas of logistics, finance and accounting, human resources and information technology. Effects of flexibility, delivery, career, job satisfaction and communication problems dimensions to productivity were measured for each module. Participators of 103 organizations contributed by answering 189 questionnaires. The research indicates that advantages of modularity derived by outsourcing such as higher flexibility, better career opportunities and higher job satisfaction for employees are valid for logistics activities only.
Introduction: Outsourcing is one of the most important managerial topics of the new century since it brings opportunities for cost reduction. While it provides competitive advantage, it is an important driver of globalization and economic growth in various countries of the world. The term outsourcing refers to transferring an activity which was previously performed in house to an external entity which entitles the organization as the customer of this external institution (Varadarajan, 2009). External agents are used to perform one or more organizational activities such as accounting services, logistics, recruitment, or purchasing of a good or service (Dibbern et al., 2004). The external provider of goods or services is an organization that makes relationship – specific investments for answering the needs of another organization (Grossman and Helpman, 2005). Keep reading…
Introduction: UBC is the collaboration of university and business with the support of government for mutual and societal benefit. If UBC is understood as transactions between higher education institutions (HEIs) and business for mutual benefit, fostering UBC and extracting its value can help universities to face the problem of decreasing public funds , help businesses to gain and maintain their competitive advantage in today’s dynamic international markets , contribute to the economic development at regional and national level as well as meet the demands of the labour market to provide more relevant knowledge and skills.
Objective: The primary objective for the creation of 30 UBC case studies was to highlight good practice cases the principles of which could be clearly explained and had a high degree of transferability or usefulness for adaption in other settings. A further objective was to provide a range of cases with differing nature in order to provide key insights for all practitioners in UBC at all stages of UBC development.
Case Study about The Effect of Customer Satisfaction on Loyalty
Abstract: In a highly competitive industry like banking, one way to gain competitive advantage is to ensure that the customers are satisfied. It is also a fact that, having loyal customers is a great asset to ensure long term growth of a company. The study aimed at finding out why some customers have stuck with FASL for long periods of time as well as determining what factors made them satisfied. Eventually the result is meant to improve the existing levels of customer satisfaction as well as loyalty.
Introduction: Data gathered from the Bank of Ghana indicates significant increase in the number of players in the financial sector. Currently it has twenty eight (28) licensed banks, forty four (44) non-banking financial institutions and one hundred and twenty nine (129) Rural Banks. There are other micro finance institutions not included in the list. All these institutions are engaged in the same basic activities that is taking funds from the public and investing to yield returns.