Treacy and Wiersema assert that companies achieve leadership positions by narrowing‚ not broadening their business focus. Treacy and Wiersema identify three "value-disciplines" that can serve as the basis for strategy: operational excellence‚ customer intimacy‚ and product leadership. As with driving forces‚ only one of these value disciplines can serve as the basis for strategy. Treacy and Wiersema’s three value disciplines are briefly defined below: Operational Excellence: Strategy is predicated
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branch locations. Sony India also has a strong service presence across the country with 255 service outlets. Manned by customer friendly and informed sales persons‚ Sony’s exclusive stores ‘Sony Center’ are fast becoming the most visible face of the company in India. A distinctive feature of Sony’s service is its highly motivated and well-trained staff that provides the kind of attentive and sensitive service that is rare today. Sony is committed to ensuring that both the products and the marketing
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Overview: Sinclair Company is considering the purchase of new equipment to perform operations currently being performed on different‚ less efficient equipment. The purchase price is $250‚000‚ delivered installed. Sinclair production engineer estimates that the new equipment will produce savings of $72‚000 in labor and other direct costs annually‚ as compared with the present equipment. She estimates the proposed equipment’s economic life at five years‚ with zero salvage value. The present equipment
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additional skill sets during Field Artillery Basic Officer Leaders Course in hopes of becoming an indispensable asset to my unit. As I continued my career in the branch it became more and more apparent to me that those skills I will rarely use in the operational field. At the time‚ gender restrictions limited my career progression in the branch and not much of latitude to expand my knowledge and experience. I wanted to be useful to the military. Knowing that I have more to offer to the U.S. Army with my
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Matters October 26‚ 2009 Formal Analysis: Judith Cutting Off the Head of Holofernes As I was walking across the 17th century art section at Walters Art Museum‚ hanging behind the big rectangular pillar in the middle of the hallway‚ an oil painting on panel by Trophime Bigot draws my attention. The high contrasting tones of colors and values and the artist capability to make the grotesque painting appealing interest me. Judith Cutting Off the Head of Holofernes (Figure 1)‚ ca. 1640‚1 is
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Atlas Tire and Rubber Company 1) What were Atlas’ major challenges prior to the promotion of Walter Harrison as CEO? The main challenges faced by Atlas’ were competitive and financial challenges. As for the first time from 1905 the company was facing losses for consecutive 2 years in row as the company was facing a severe downturn. This was all because of the new challenges‚ which the company was facing due to their growth and expansion policies The company was also facing the competitive
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Production & Operations Management Case Study Analysis COMPANY BACKGROUND Set up in 2003 by CEO Jason Robbins. Idea behind setting up this company was the emerging supply chain management trends including the use of RFID technology to track pallets and cases of goods after they left the shipping dock en route to downstream supply chain positions. Morrison developed and manufactured RFID tags known as smart labels for retail and pharmaceutical industries. RFID Radio-frequency identification
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Information Resources Management Journal‚ 19(2)‚ 18-36‚ April-June 2006 This paper appears in the publication‚ Information Resources Management Journal‚ Volume 19‚ Issue 2 edited by Mehdi Khosrow-Pour © 2006‚ Idea Group Inc. ITJ3122 Improvement in Operational Efficiency Due to ERP Systems Implementation: Truth or Myth? Vijay K. Vemuri‚ Long Island University‚ USA Shailendra C. Palvia‚ Long Island University‚ USA ABSTRACT ERP systems are expected to provide many benefits‚ including improved business
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Recommendations ➢ Suggestions to performance measurement system: 1) ROI can be used combination with other performance measures to avoid the limitations of ROI. The company can establish a non-financial performance measurement system such as the balanced scorecard .With a good performance measurement system‚ the incentive compensation plan will be improved. (2) EVA ( Economic value added) can be used instead of RO ➢ Suggestions to improve the existing incentive compensation plan. ➢ Suggestions
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Galvor Company Galvor company is a company built in France by Georges Latour in 1946 as a fabricator. Highest growth period took place in 1960 – 1971‚ with 1.062.000 franc in sales revenue in 1971. The rise of the company led to an offer of purchasing equity from the company. Latour controls much of the company’s operations and retains his control over the management. In 1973‚ Latour considered selling the company to take time off work and spend time with his family. Galvor was sold to Universal
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