enterprise resource planning (ERP)‚ business process modelling‚ SAP‚ PLIVA pharmaceuticals Inc. This paper stresses the necessity for organizational restructuring in the context of global information connectivity. Business Process Reengineering (BPR) is an organizational method demanding radical redesign of business processes in order to achieve greater efficiency‚ better quality and more competitive production (Hammer and Champy‚ 1993). It means analyzing and altering the business processes of
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Business Process Reengineering (BPR) involves changes in process and structure within the companies‚ the entire human resources‚ technological‚ organization structure may be transformed in BPR. Information Technology plays a crucial role in BPR as it offers office automation and help the business to be managed in remote distance‚ provides flexibility in service‚ permits shorter time to deliver and accelerate the paperless transactions. In general‚ BPR increases the companies working efficiency
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(2011) 320–328 Contents lists available at ScienceDirect Government Information Quarterly j o u r n a l h o m e p a g e : w w w. e l s e v i e r. c o m / l o c a t e / g o v i n f Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector Vishanth Weerakkody a‚ Marijn Janssen b‚⁎‚ Yogesh K. Dwivedi c a b c Business School‚ Brunel University‚ Uxbridge‚ Middlesex‚ UK Delft University of Technology‚ Faculty of Technology‚ Policy
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If the workers are not trained in their job properly there will be lot of motion but no work. Product Defects The defective parts or supplies cause loss of money. BUSINESS PROCESS REENGINEERING (BPR) BPR is undertaken essentially to result in a quantum jump in performance of processes. BPR is “the fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical‚ contemporary measures of performance‚ such as cost‚ quality‚ service and speed”. Fundamental
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marketing strategies of Airtel. To evaluate the channels and how they are working. To know whether customer receive the service on time‚ and is it fullfilling their needs to the desired levels. This would help to plan for the better channel and improve CRM activities which assure the customer to be satisfied. 1.2 Objective of the study To study the importance and development of tele–communication industry in today’s scenario. To understand the various Marketing Strategies which Airtel has adopted to survive
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comments to Maureen Weicher (maureenw@netlib.com). Originally posted on www.netlib.com. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Introduction Old Wine in New Bottles? Is BPR a Quick Fix? The Price of Experience The Role of the Leader and Manager Reengineering the Human Resource Human Reengineering Case Study: The Conquering Power of the Small BPR Places the Customer at the Center by Breaking Down Organizational Barriers Is Information Technology an Enabler or a Bottleneck? Alternatives to Reengineering Reengineering
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Chennai 600017‚ India CONTENTS Certificate 3 Acknowledgment 4 Introduction to CRM 5 Objectives 7 Company Overview 8 • Product 9 • Corporate Structure 11 • AIRTEL Enterprise Services 11 Methodology 15 • Primary Data Sources 15 • Secondary Data Sources 15 Analysis 16 • SWOT Analysis 16 • BCG Matrix 19 • Environmental Analysis
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LAN-WAN inter networking‚ optical networking‚ voice over Internet protocol and wireless data service etc. MARKET SHARE TELECOMMUNICATION COMPANY Sl. No. | Name of Company | Total Sub Figures | Additions in Aug | % Market Share | 1 | Bharti Airtel | 171‚846‚824 | 1‚150‚298 | 28.09% | 2 | Vodafone Essar | 144‚144‚031 | 1‚133‚024 | 23.56% | 3 | IDEA | 98‚441‚714 | 2‚330‚239 | 16.09% | 4 | BSNL | 90‚622‚219 | 388‚057 | 14.81% | 5 | Aircel | 59‚191‚661 | 602‚312 | 9.68% | 6 | Uninor |
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CUSTOMERS’ SATISFACTION OF AIRTEL BANGLADESH LIMITED M. S. Hossain1*‚ M. A. Hossain2 and M. J. A. Siddikee3 M. S. Hossain‚ M. A. Hossain and M. J. A. Siddikee (2012). The Drivers of Customers’ Satisfaction of Airtel Bangladesh Limited. Bangladesh Res. Pub. J. 7(4): 437-445. Retrieve from http://www.bdresearchpublications.com/admin/journal/upload/09366/09366.pdf Abstract The study attempts to identify the most important drivers of customers’ satisfaction of Airtel in Bangladesh. This research
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2 Rethinking the Business Process 3.2.1 Combination of Jobs 3.2.2 Responsibility for the Workers 3.2.3 Delinearizing the Process 3.2.4 Multiple Versions of Processes 3.2.5 Reducing Checks and Controls 3.2.6 Additional Requirments 3.3 Advantages of BPR 3.3.1 Satisfaction 3.3.2 Growth of Knowledge 3.3.3 Solidarity to the Company 3.3.4 Demanding Jobs 3.3.5 Authority 3.4 Risks of Reengineering 3.4.1 Resistance to the change 3.4.2 Drawbacks to Business Process Reengineering 3.4.3 Higher Demands to the
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