Our management consulting services focus on our clients' most critical issues and opportunities: strategy, marketing, organization, operations, technology, transformation, digital, advanced analytics, corporate finance, mergers & acquisitions and sustainability across all industries and geographies. We bring deep, functional expertise, but are known for our holistic perspective: we capture value across boundaries and between the silos of any organization. We have proven a multiplier effect from optimizing the sum of the parts, not just the individual pieces.
Reimagine your business with a hands-on thought partner to help you define, design, and deliver results.New technologies and business models are forcing companies to radically change for a digital, customer-first world. As an agile, hands-on consulting partner, we help you respond to this new world order at a pace and scale aligned to your transformation objectives: from operations to technologies to people.
Global Fortune 500 clients work with us because we deliver integrated strategy, digital, and domain expertise, applying analytics and insights to help clients find hidden value. With a strong heritage of innovation and entrepreneurship in technology services, we help you leverage the potential from digital technologies like AI, automation, and Cloud. Our large global team of consultants work flexibly with you to deliver transformation, be it commercial models, advisory or end-to-end execution.
Good service alone is not enough to grow your business. In today’s competitive environment, the key to your success lies in establishing a disciplined strategy to acquire new clients and expand existing relationships. To help your firm achieve these goals, the Marketing and Business Development offering provides:
Assistance in creating a compelling “story” that captures your firm’s unique approach to serving clients Guidance in developing and implementing an effective marketing and business development plan Strategies to help you cultivate a pipeline of referrals from clients and centers of influence Communication strategies to help you keep clients engaged throughout the year Guidance in understanding client
Customer relationship management (CRM) can help organizations manage customer interactions more effectively to maintain competitiveness in the present economy. As more and more organizations realize the significance of becoming customer-centric in today’s competitive era, they adopted CRM as a core business strategy and invested heavily. CRM, an integration of information technology and relationship marketing, provides the infrastructure that facilitates long-term relationship building with customers at an enterprise-wide level. Successful CRM implementation is a complex, expensive and rarely technical projects. This paper presents the successful implementation of CRM from process perspective in a trans-national organization with operations in different segments. This study will aid in understanding transition, constraints and the implementation process of CRM in such organizations
CRM can be defined as a management process of acquiring customers by understanding their requirements; retaining customers by fulfilling requirements more than their expectations; and attracting new customers through customer specific strategic marketing approaches. This requires total commitment from the entire organization. CRM uses IT to track the ways in which a company interacts with its customers; analyses these interactions to maximize the lifetime value of customers while maximizing customer satisfaction. The company has a large customer base, though the value of business from each customer is currently low. CRM would help the company in identifying customers who provide the greatest revenues for every marketing or service dollar spent or customers who cost little to attract. Typically, these ‘good’ customers present 80 to 90 percent of the company’s profits, though they are only 10 to 20 percent of the client base.
The motivation for selecting CRM in the company was to increase business value due to the following Information about customers is stored in disparate applications as the employee empowerment is very high. This customer related information from various systems needed to be brought in, analysed, cleansed and distributed to various customer touch-points across the enterprise, so that the various stakeholders – marketing, sales and engineering teams see a single version of ‘truth’ about the customer.
This single source of customer data can be used for sales, customer service, marketing, etc. thereby enhancing customer experience and reducing churn-rate. Churn-rate measures the number of customers who have stopped using the company’s products.
By storing information about past purchases, sales team can make customized selling or personal recommendations to the customer. Also, this helps in up-selling or cross-selling opportunities.
Capability to improve current sales forecasting, team selling, standardizing sales and marketing processes and systems.
Support direct-marketing campaigns by capturing prospect and customer data, provides product information, qualified leads for marketing, and scheduling and tracking direct marketing communication. Also, it helps the marketing team fine-tune their campaigns by understanding the prospect of customer conversion.
To help engineering in understanding market demand for specific product designs and act accordingly. Single out profitable customers for preferential treatment, thereby increasing customer loyalty.
Easing sales account management through consolidated information.
This chapter focuses on enterprise integration at two levels – the systems level and the organizational level. Integration at the systems level requires common standards and data definitions, and some means of synchronizing the communication between different software applications. This is usually what is meant by the recently coined term Enterprise Application Integration. However, as pointed out by Markus and others [Markus], systems integration in the software system sense is not, in itself, sufficient to ensure organizational efficiency and effectiveness. Organizations consist of individuals, departments, divisions and functions, which must also be integrated for the organization to be successful. Both integration and coordination have been discussed in the management literature going back to the 1930s [Gulick], and their definitions have changed over time. Today, coordination is the more general term, referring to peopleoriented as well as systems-oriented dependencies. Integration is most often used in discussing the linkages between software systems. This chapter uses the two terms interchangeably when talking about the organizational aspects of integration. This chapter will not focus on a third level of integration, cross-enterprise integration and coordination, since this is the topic of the next chapter in this book. However, any discussion of enterprise integration must recognize that external needs, for example, customer requirements or supply chain efficiency, are increasingly important determinants of organizational effectiveness. Various points in the chapter discuss the boundaries between the systems owned by the organization and those owned by its trading partners and customers. The chapter begins with a framework that encompasses both system and organizational integration. Section 3 begins the discussion of the systems level of integration. Section 4 explains the major mechanisms and architecture choices. Finally, section 5 provides a summary and some brief comments on future trends in enterprise integration
A useful definition, which applies equally well to both systems integration and organizational coordination is made by Malone and Crowston [Malone, and Crowston] who define coordination as managing dependencies between activities. Figure 1 depicts the range of technical and organizational integration/coordination needs at a high level of granularity. A list of resource and activity dependencies is shown in the left column, common software and human coordination mechanisms in the middle column, and the supporting infrastructure elements in the right column. The resources, mechanisms and infrastructure elements are roughly arranged horizontally according to their sphere of influence. The boundary between technical and organizational integration mechanisms is shown by the dashed lines in the cells in the center of the table. Note that some of the mechanisms play a role at multiple levels in the Table. It is argued that effective integration/coordination requires attention to elements at all levels on both the horizontal and vertical dimensions in the Table. The integrated architecture exists to support coordination in the use of the material, financial, and human resources of the firm.
The Cloud Infrastructure and Services (CIS) course educates students about cloud deployment and service models, cloud infrastructure, and the key considerations in migrating to cloud computing. For all definitions of cloud computing, the course has resorted to the U.S. National Institute of Standards and Technology as a guide. The course covers technologies required to build classic (traditional), virtualized, and cloud data center environments. These technologies include compute, storage, networking, desktop and application virtualization. Additional areas of focus are backup/recovery, business continuity, security, and management. Students will learn about the key considerations and steps involved in transitioning from the current state of a data center to a cloud computing environment. Upon completing this course, students will have the knowledge to make informed decisions about migrating to cloud infrastructure and choosing the best deployment model for an organization.
Journey to the Cloud This module focuses on the business drivers, definition, essential characteristics, and phases in the journey to the cloud.
Classic Data Center (CDC) This module focuses on the key elements of CDC – compute, storage, and network – with focus on storage networking, business continuity, and data center management. This module covers classic compute and network at a high level, based on the assumption that students are already familiar with those technologies.
Virtualized Data Center (VDC) – Compute This module focuses on the compute aspect of the VDC. It explains the fundamental concepts of compute virtualization and covers compute virtualization techniques. This module also details virtual machine (VM) components and management of compute resources. Finally, it covers the process to convert physical machine to VM.
Virtualized Data Center (VDC) – Storage This module focuses on storage virtualization implementation, key underlying technologies, and methods for providing virtual storage to compute systems in a VDC environment.
Virtualized Data Center (VDC) – Networking This module focuses on networking in a VDC environment. It covers network virtualization in VDC, VDC network infrastructure and components, virtual LAN, and virtual SAN. It also covers the key network traffic management techniques.
Business Continuity in VDC This module focuses on the concepts and techniques employed for ensuring business continuity in a Virtualized Data Center (VDC) environment. It discusses the mechanisms to protect single point of failure in a VDC. Next, it covers the various technology options for backup, replication, and migration of Virtual Machines (VM) and their data in a VDC environment. Finally, it discusses the various options for recovering from total site failure due to a disaster
Cloud Infrastructure and Management This module focuses on the cloud infrastructure components and cloud service creation processes. It also includes the cloud service management processes that ensure that the delivery of cloud services is aligned with business objectives and expectations of cloud service consumers.
Cloud Security This module focuses on security concerns and counter measures in a VDC and cloud environment. It discusses key security concerns and threats. It covers various infrastructure security mechanisms in VDC and cloud environments, including access control, identity management, governance, and more. Additionally, the module lists cloud security best practices.
Cloud Migration Considerations This module focuses on considerations for migration to the cloud. It details ‘cloud models’ suitable for different categories of users. Further, it covers considerations for choosing candidate application and various other considerations for migration to cloud. It also covers various phases of cloud adoption.
Introduction The background for this thesis is the researcher’s work placement at Enersize Oy. The intended tasks for the internship included planning and rationalizing the logistic processes of the company. While discussing the specifics of the work placement, Enersize’s need for an Enterprise Resource Planning (ERP) system was brought up. It was decided together with the CEO Tuomas Rouhikko that the subject of the thesis should be the determination of Enersize’s requirements for an ERP system and the search of a suitable ERP solution for the company.
The business environment in most industries is becoming more complex and international, which means that managing and utilizing information effectively is very important for the success of modern companies. Concentration on core competencies and outsourcing other activities are leading to wider partner and subcontractor networks and often to internationalization. Managing the whole operation throughout the network requires information systems that can integrate both external and internal information into readily available and usable forms. Many companies are using information technology solutions, such as ERP systems, to manage their business processes and to integrate all the different operations in order to enhance information flow within the company as well as collaboration with partners, suppliers and customers.
For the reasons mentioned above, implementation of an ERP system is considered very important for Enersize’s competitiveness. Selecting and implementing a suitable ERP system is a very challenging task, especially for small and medium-sized enterprises (SMEs), and not least because of the high costs involved in the process. However, more and more SMEs are going through with the task because of the potential benefits that ERP systems can bring. Also many ERP vendors have realized the potential in SME markets and launched new products that are designed for smaller companies.
The benefits that an ERP system can bring to organizations stem from the system’s ability to overcome the inefficiencies of independent information systems. For example, compared to stand-alone information systems, an ERP system: -
Supports coordination across business functions –Integrates data – Gives access to consistent real time information
By integrating all the information flows, ERP systems help organizations manage the supply chain, inventory, customer orders, production planning, receiving, shipping, accounting, human resources and other business functions (Sumner 2005: 3). An information system that enhances the planning and implementation of business processes can save costs and time, improve resource allocation and enhance customer service. Therefore ERP systems can have a significant impact on the profitability and competitiveness of companies.
As smartphone and tablet sales continue to rise, one thing is certain: Mobile computing is the future of business. Just as the personal computer revolutionized business, the era of smartphones and tablets will forever change the business landscape. If your business plans on creating mobile apps this year, this guide will tell you everything you need to start your project.
The first step in creating mobile applications for your business is a basic understanding of your options. Mobile applications come in two formats: Native applications and mobile web applications. While each looks and feels similar, they are quite different. Here’s a brief explanation of each:
A native mobile application is simply a piece of software for smartphones and tablets. Native applications are built specifically for each mobile platform and installed on the device itself. Just like PC software doesn’t work on a Mac, each native mobile app only works on the platform for which it was built. If you want native apps to work across all mobile platforms, you must build separate versions for each platform.
A mobile web application is a web application formatted for use on a smartphone or tablet and accessed through the device’s web browser. Since mobile web applications are accessed through the browser without requiring installation on each device, they are platform independent.
The biggest difference between the two options: Native applications are installed directly on each device while web applications are served from a central location and accessed through a web browser. Both options come with their own unique drawbacks and benefits. Choosing between the two boils down to your company’s needs.
While the differences between the two types appear minor to the user, they are really quite substantial. In order to choose the appropriate app type for your business, answer these 5 questions:
Right now, there are roughly 4 main smartphone platforms:
Do you want mobile applications that work across all tablet and smartphone platforms? If so, you must create 8 different versions of each application. Even if your company only needs internal mobile applications for one michaels, ross & cole, ltd. (mrc) | www.mrc-productivity.com platform, you must still ask yourself this question: Are you certain that this is the platform of the future? If you ever switch platforms, you must create brand new applications. If cross-platform compatibility is a concern for your business, mobile web apps are a better choice as they are completely platform independent.
Native apps have access to more of the device’s hardware sensors, such as the camera and microphone. While mobile web apps can access certain sensors, like GPS, accelerometer, and gyroscope, they cannot access the camera or microphone. If you need a business app that uses these sensors, native apps are a better choice.
Mobile computing’s biggest advantage, portability, is also its biggest weakness. Since tablets and smartphones are so portable, they are also more likely to get lost or stolen. Native mobile apps that access important data could pose a security risk. Since native apps store data on the device itself, a lost or stolen device could lead to a security breach. On the other hand, mobile web apps store data in a centralized location, not on the device itself. In this case, a lost or stolen phone/tablet doesn’t pose a security risk as no data is stored on the device itself.,/p>
Mobile business applications generally serve one of three purposes: internal use, customer use, or revenue generation. If you’re building apps for internal or customer use, both application options are suitable. However, if you plan on selling your apps, you’ll need to build native apps and place them in each platform’s application store.
Will your apps access your database(s) and integrate into your current systems? If your apps are accessing business data, integration is crucial. Integrating native apps is difficult, if not impossible depending on your current systems. If data integration is important, mobile web apps are a better choice.
Requirements vary depending on the app format. Here are the requirements for creating both native and mobile web apps:
The goal of data integration is to allow organizations to combine, aggregate, and report on data from different sources. Data integration involves both syntactic and semantic considerations. At the syntactic level, software programs must be able to handle data stored on the same or different devices on different media in different formats. At the semantic level, the meaning of all data items must be understood and the same data item must have the same definition across multiple applications both within and outside the firm. To make the integration process worth the effort, the data must be of high quality - timely, accurate and relevant.
To provide timely and accurate information for analysis and decision making by both management (e.g., data warehousing applications) and customers (e.g., product catalogs.)
To provide a single authoritative source of information for use in performance measurement and the audit process.
To facilitate interaction between software programs in order to achieve program and business process integration.
Mechanisms: Simple data integration mechanisms are found in most programming languages, ranging from Cobol to Java. File member libraries in COBOL allow programmers to share data definitions. Class definitions in Java fulfill the same function. At a higher level, data dictionaries also provide a systematic way of integrating information with an emphasis on semantics. However, none of these mechanisms scale well when programs are written in different languages and query many different kinds of databases. As discussed later, the use of Extensible Mark-up Language (XML) Schemas is the currently favored solution for data integration. XML combines data and the description of the data in one place, which greatly simplifies integration [Ibbotson]. In cross-enterprise integration, EDI has served a data integration role, providing a standard format for the exchange of common documents. Even here, the trend is toward XML.
HRM is concerned with the human beings in an organization. “The management of man” is a very important and challenging job because of the dynamic nature of the people. No two people are similar in mental abilities, tacticians, sentiments, and behaviors; they differ widely also as a group and are subject to many varied influences. People are responsive, they feel, think and act therefore they can not be operated like a machine or shifted and altered like template in a room layout. They therefore need a tactful handing by management personnel
RM is the process of managing people of an organization with a human approach. Human resources approach to manpower enables the manager to view the people as an important resource. It is the approach through which organization can utilize the manpower not only for the benefits of the organization but for the growth, development and self-satisfaction of the concerned people. Thus, HRM is a system that focuses on human resources development on one hand and effective management of people on the other hand so that people will enjoy human dignity in their employment.
RM is involved in providing human dignity to the employees taking into account their capacity, potentially, talents, achievement, motivation, skill, commitment, great abilities, and so on. So, that their personalities are recognized as valuable human beings. If an organization can trust, depend and draw from their bank account on the strength of their capital assets, they can trust, depend and draw more on their committed, talented, dedicated and capable people. This is what the RM is involved in every business, managerial activity or introduction.
The principal component of an organization is its human resource or ‘people at work’. According to Leon C. Megginson from the national point of view Human Resources as, “the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the. view point of the individual enterprise, they represent the total of inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.
resource has a paramount importance in the success of any organization because most of the problems in organizational setting are human and social rather than physical, technical or economical failure. In the words of Oliver Shelden, “No industry can be rendered efficient so long as the basic fact remains unrecognized that it is principally human.
Resources Management is concerned with the “people” dimension in management. Since every organization is made up of people acquiring their services, developing their skills, motivating them to high level of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieve organizational objectives. This is true regardless of the type of organization, government, business, education, health, recreation or social action. Getting and keeping good people is critical to the success of every organization, whether profit or non-profit, public or private.