Showing papers on "Business value published in 1999"
TL;DR: The intensity of the relationship between CIO's interactions with the top management team and their level of IT and business knowledge is much stronger in firms that articulate a transformational IT vision, and the sophis- tication of IT infrastructures was also found to significantly impact IT assimilation.
Abstract: assimilation is regarded as an important outcome in the efforts of firms to leverage the potential of information technologies in their business activities and strategies. Despite significant investments in information technology, considerable diversity exists in how well firms have been able to assimilate IT and leverage the business value of IT. This research draws upon the emerging knowledge-based and resource-based views of the firm to examine the influence of three factors on IT assimilation: (i) quality of senior leadership, (ii) sophisti- cation of IT infrastructures, and (iii) organizational size. Drawing upon a large-scale sample survey where responses were obtained from CIOs and senior business executives who were members of the firms' top management teams, the study examines a variety of mostly nor- mative prescriptions. The findings provide robust evidence about the impacts of CIOs' busi- ness and IT knowledge on IT assimilation. Further, we find that CIOs' membership in top management teams and their informal interactions with TMT members enhance their knowl- edge, particularly their business knowledge. We find that the intensity of the relationship between CIO's interactions with the top management team and their level of IT and business knowledge is much stronger in firms that articulate a transformational IT vision. The sophis- tication of IT infrastructures was also found to significantly impact IT assimilation. Surpris- ingly, the IT knowledge of senior business executives was not found to be a significant influ- ence on IT assimilation. The implications of these findings for evolving a deeper understanding of the dynamics underlying IT assimilation are presented.
1,004 citations
01 Feb 1999
TL;DR: A balanced scorecard for information systems that measures and evaluates IS activities from the following perspectives: business value, user orientation, internal process, and future readiness is developed.
Abstract: The balanced scorecard (BSC) has emerged as a decision support tool at the strategic management level. Many business leaders now evaluate corporate performance by supplementing financial accounting data with goal-related measures from the following perspectives: customer, internal business process, and learning and growth. It is argued that the BSC concept can be adapted to assist those managing business functions, organizational units and individual projects. This article develops a balanced scorecard for information systems (IS) that measures and evaluates IS activities from the following perspectives: business value, user orientation, internal process, and future readiness. Case study evidence suggests that a balanced IS scorecard can be the foundation for a strategic IS management system provided that certain development guidelines are followed, appropriate metrics are identified, and key implementation obstacles are overcome.
596 citations
TL;DR: In this article, the authors build a framework for linking the established work of competitive advantage with the emerging discipline of value marketing and the outcome of this linkage is the concept of strategic value management, which focuses on the right combinations of product quality, customer service and fair prices as the key to selling to today's value conscious consumers.
Abstract: This paper builds the framework for linking the established work of competitive advantage with the emerging discipline of value marketing. The outcome of this linkage is the concept of strategic value management. Strategic value management focuses on the right combinations of product quality, customer service and fair prices as the key to selling to today’s value conscious consumers. The core of the strategy stresses the firm’s ability to combine and manage these dimensions of value in a way that a strategic value advantage is created and maintained. This advantage provides long‐term profitability for the firm and satisfaction for the customer segment. Three companies that excel at strategic value management, Southwest Airlines, Hewlett‐Packard, and Nordstrom, illustrate how this advantage provides long‐term profitability for their firm and satisfaction for their customer segment. Value oriented actions have been developed to support a strategic value approach.
524 citations
Journal Article•
TL;DR: Kim and Mauborgne as discussed by the authors argue that value innovation is not the same as value creation, since value creation on an incremental scale creates some value, but it is not sufficient for high performance.
Abstract: Managers typically assess what competitors do and strive to do it better. Using this approach, companies expend tremendous effort and achieve only incremental improvement ? imitation, not innovation. By focusing on the competition, companies tend to be reactive, and their understanding of emerging mass markets and changing customer demands becomes hazy.
During the past decade, Kim and Mauborgne have studied companies of sustained high growth and profits. All pursue a strategy, value innovation, that renders the competition irrelevant by offering new and superior buyer value in existing markets or by enabling the creation of new markets through quantum leaps in buyer value.
Value innovation places equal emphasis on value and innovation, since innovation without value can be too strategic or wild, too technology-driven or futuristic. Hence, value innovation is not the same as value creation. Although value creation on an incremental scale creates some value, it is not sufficient for high performance.
To value innovate, managers must ask two questions: "Is the firm offering customers radically superior value?" and "Is the firm's price level accessible to the mass of buyers in the target market?" A consequence of market insight gained from creative strategic thinking, value innovation focuses on redefining problems to shift the performance criteria that matter to customers.
Kim and Mauborgne ask five key questions contrasting conventional competition-based logic with that of value innovation and describe the type of organization that best unlocks its employees' ideas and creativity.
Rather than follow conventional practices for maximizing profits, successful value innovators use a different market approach that consists of (1) strategic pricing for demand creation and (2) target costing for profit creation.
Value innovation as strategy creates a pattern of punctuated equilibrium, in which bursts of value innovation that reshape the industrial landscape are interspersed with periods of improvements, geographic and product-line extensions, and consolidation.
477 citations
Book•
14 Oct 1999
TL;DR: The New Economics of Value--Creating Systems as discussed by the authors is a seminal work in the field of value maximization, and it uses the value net to measure the value of an item.
Abstract: The New Economics of Value--Creating Systems. The Value Net. The Meanings of Value. Using the Value Net. References. Index.
351 citations
TL;DR: In the last few years there has emerged a strongly held view that the ultimate purpose of the firm is to maximize shareholder value, that is the long run worth of the business to its owners.
Abstract: In the last few years there has emerged a strongly held view that the ultimate purpose of the firm is to maximize shareholder value, that is the long run worth of the business to its owners. Many influences clearly impact upon shareholder value, but there is a growing recognition that the supply chain strategy employed by the firm can have a significant effect. This paper examines the concept of shareholder value and the related organizational framework of Value Based Management (VBM) and explores the connections with supply chain strategy.
281 citations
TL;DR: In this article, the authors focus on a particular way of thinking about value that appears to be useful for managers in their relationship decision-making, which is the value that managers assign to the effects of their decisions and actions.
200 citations
TL;DR: In this article, the authors examined the concept of service value in business education with data collected from 402 students of a small business school and found that the relationship between price and quality, the knowledge acquired, the economic utility of a business degree, image, as well as social and emotional value are important drivers of value.
Abstract: This article examines the concept of service value in business education with data collected from 402 students of a small business school. A set of factors were found to impact on students’ evaluation of value during their educational experience. More precisely, the results indicate that the relationship between price and quality, the knowledge acquired, the economic utility of a business degree, image, as well as social and emotional value, are important drivers of value in business education. Moreover, when comparing value judgements on the basis of gender and year of study, the results show that male students are more inclined to focus on social value during service consumption, and that females are more critical of the price/quality relationship as it relates to value. Overall, the results show that as students progress in their studies they are less likely to believe that a business degree will guarantee a good salary and career advancements. Conversely, a positive affective response toward the business school is observed over time. Implications for formulating strategies that promise to create and foster service value in business education are given.
194 citations
TL;DR: In this article, the authors propose a continuous participative evaluation process built on the formative evaluation paradigm, where all the primary or core stakeholders, i.e., the users, top management and the technical specialists involved in the task of delivering information systems benefits, participate in the evaluation and subsequent decision making associated with the project.
Abstract: Proposes a continuous participative evaluation process built on the formative evaluation paradigm. The benefits of this approach are that all the primary or core stakeholders, i.e. the users, top management and the technical specialists involved in the task of delivering information systems benefits, participate in the evaluation and the subsequent decision making associated with the project. These stakeholders are consequently involved in moulding and realising an information system which is targeted to meet real business needs rather than just investment and project management criteria. This approach ensures that high quality information systems that deliver direct business benefits with which the user community can identify are implemented. It implies a new focus that encompasses concentrating on and understanding the business issues and how the information system will deliver real value to the organisation. It is the view of the authors that formative evaluation can help to maximise business value from information systems.
177 citations
Book•
22 Nov 1999
TL;DR: Aligning Human Resources and Business Strategy, 2nd edition provides inspiration and guidance on how to apply the theory to challenges in your organization as discussed by the authors. But it does not discuss the relationship between people strategy and business success.
Abstract: What difference can the aspiring HR strategist really make to business value?In the new edition of her ground-breaking book, Linda Holbeche answers this question and provides the tools and insights to help HR managers and directors add value to the organization by implementing effective HR initiatives that are aligned to core business strategies. Featuring updated profiles and case studies from top HR strategists who have used their skills to deliver a variety of key business objectives, Aligning Human Resources and Business Strategy, 2nd edition provides inspiration and guidance on how to apply the theory to challenges in your organization.Learn how you can strengthen and prove the relationship between people strategy and business success through your approach to performance and development and impress at the highest levels with this new edition of an HR classic.Linda Holbeche is Director of Research and Policy at the Chartered Institute of Personnel and Development (CIPD). Linda chairs and speaks at meetings and conferences worldwide and appeared at number six in Human Resources magazine's HR most influential 2008 roll call of top industry thinkers.
164 citations
Book•
10 May 1999
TL;DR: In this article, the authors explore all aspects of the networked business world, from the importance of trust in the virtual organization to the changing nature of customer relationships, to ways that companies can generate value through their intellectual assets.
Abstract: This text explores all aspects of the networked business world, from the importance of trust in the virtual organization to the changing nature of customer relationships, to ways that companies can generate value through their intellectual assets.
TL;DR: An existing framework originally developed by Hammer and Mangurian is expanded on to identify opportunities from Web-based EC applications to create the Electronic Commerce Value Grid, which identifies 15 areas in which firms compete along 5 dimensions of commerce.
Abstract: Companies are finding that the development of World Wide Web presence sites is becoming a competitive necessity, particularly the need to establish online storefronts. Even so, there are few useful frameworks in the electronic commerce (EC) literature to help managers identify online opportunities and what types of applications can add business value to the user. I expand on an existing framework originally developed by Hammer and Mangurian [1] to identify opportunities from Web-based EC applications. I argue that firms compete along 5 dimensions of commerce: By using various modes of interaction, firms compete over both time and distance to provide some product or service to their customers through a chain of relations. In addition, new investments in information technology are typically justified using 3 different criteria-generating efficiency, effectiveness, and/or strategic benefits. These 2 perspectives can be combined to create the Electronic Commerce Value Grid, which identifies 15 areas in which ...
TL;DR: In this article, the authors identify and review nine core streams of literature that have been influent in the creation and delivery of value to customers, and present a review of these streams.
Abstract: The creation and delivery of value to customers is of increasing interest to researchers and practitioners. This paper identifies and reviews nine core streams of literature that have been influent...
Book•
01 Jan 1999
TL;DR: The Information Paradox as discussed by the authors addresses the issues companies often face with IT value as symptoms of a broader business value problem, which allows decision makers to address IT questions in relation to overall organizational governance and manage all of their assets-including information technology-to derive full value from each.
Abstract: For far too many organizations, investments in information technology (IT) fail to provide equivalent long-term value. Taking an overall organizational governance approach, "The Information Paradox" addresses the issues companies often face with IT value as symptoms of a broader business value problem. Updated to confront current organizational questions and issues, this insightful book introduces the author's Enterprise Value Management model, which allows decision makers to address IT questions in relation to overall organizational governance and manage all of their assets-including information technology-to derive full value from each.
Book•
19 Apr 1999
TL;DR: Schwartz and Gibb as discussed by the authors explore the strategic relationship between know-how, integrity, and integration, demonstrating how companies that fail to embrace the deeper meanings of these terms jeopardize their reputations and future prosperity.
Abstract: A good reputation is certainly an asset for any company, but to a public that has raised its expectations of business' responsibility to society, being good just isn't good enough More than public relations posturing or kowtowing to political correctness, social responsibility in corporations is proving essential to the long-term success of companies in today's globalized economy Businesses must now contend with a globalized public that is increasingly aware of business' obligations to society and expects a level of accountability that most companies cannot meet Good companies must go beyond merely being good-they must have integrity and a strategy aligned with it
Integrity in business has traditionally meant being honest, upright, and ethical, but in response to globalization, companies are being forced to move beyond this definition and add to it another fundamental quality-integration with society Corporations must anticipate and respond directly to the demands of public opinion rather than waiting for government intervention, mediation, and regulation to force them into action When Good Companies Do Bad Things explores the strategic relationship between know-how, integrity, and integration, demonstrating how companies that fail to embrace the deeper meanings of these terms jeopardize their reputations and future prosperity
The notion of corporations taking on social issues for the greater good is gaining momentum, not only because of political correctness but because it can strengthen a company's long-term strategy Peter Schwartz and Blair Gibb examine well-known cases of companies like Shell, Nike, Texaco, and Nestle, illustrating the huge financial risks of corporate assumptions that lead many companies to make poor choices The authors present new approaches that demonstrate how it is possible to translate social value into business value
TL;DR: In this paper, the authors highlight the complexity of the information systems business value picture and bring some clarity to the complex problem of determination of business value, by first defining the construct of interest and, second, deriving its dimensions.
Abstract: The ever increasing expenditure on information systems (IS) has been accompanied by an increasing demand to measure the business value of the investment. There has been much debate in the literature over appropriate measures to determine this value. Of the many evaluation methods that have been proposed by researchers, only the various forms of cost‐benefit analysis have gained wide acceptance among practitioners. However, before appropriate measures can be devised, a clear definition of what is to be measured and an understanding of the dimensions of “IS business value” are necessary. The aims of this research paper, therefore, are first to highlight the complexity of the “IS business value” picture and second to bring some clarity to the complex problem of determination of “IS business value”. These aims are addressed by first defining the construct of interest and, second, by deriving its dimensions. It is posited that an “IS business value” evaluation methodology should include measures for each of these dimensions in order to tap all the aspects of value contribution.
Book•
01 Jan 1999
TL;DR: In this article, the authors discuss the measuring of logistics and cover topics described by the following chapter headings: Chapter 1 The Supply Chain Revolution is Just Beginning; Chapter 2 The Past and Current State of Logistics; Chapter 3 The Case for Measurement; Connecting Measurement with Strategy; Chapter 4 Implementing an Effective Measurement Program; Chapter 5 Increasing the Odds for Success; Chapter 7 Three Winners in Action; and Chapter 8 Preparing for the Future
Abstract: In today's business world, effective logistics measures increasingly are separating the leaders from the laggards Measurement has become critical to the success of many business operations - manufacturing, engineering, merchandising, and others However, few businesses need to be measured more extensively, more frequently, and more effectively than logistics This book discusses the measuring of logistics and covers topics described by the following chapter headings: Chapter 1 The Supply Chain Revolution is Just Beginning; Chapter 2 The Past and Current State of Logistics; Chapter 3 The Case for Measurement; Chapter 4 Connecting Measurement with Strategy; Chapter 5 Implementing an Effective Measurement Program; Chapter 6 Increasing the Odds for Success; Chapter 7 Three Winners in Action; and Chapter 8 Preparing for the Future
Journal Article•
TL;DR: A Process-oriented Assessment of the alignment of Information Systems and Business Strategy: Implications for IT Business Value Paul P. Tallon as mentioned in this paper, Kenneth L. Kraemer Center for Research on Information Technology and Organizations, Graduate School of Management, University of California, Irvine, CA 92697-4650 Phone: (714) 856-2056 Fax: (286) 824-8469 email: PTallon@uci.edu
Abstract: A Process-oriented Assessment of the Alignment of Information Systems and Business Strategy: Implications for IT Business Value Paul P. Tallon Kenneth L. Kraemer Center for Research on Information Technology and Organizations, Graduate School of Management, University of California, Irvine, CA 92697–4650 Phone: (714) 856-2056 Fax: (714) 824-8469 email: PTallon@uci.edu For Submission to the Fourth Americas Conference on Information Systems (AIS), Baltimore, Maryland, August 14-16, 1998 Information Systems Strategy and Implementation Mini-Track Word Count: 1,694 (Excluding References) Working Paper: ITR-139 July 20, 1999
Book•
01 Jan 1999
TL;DR: In this article, the authors present a Technologist's Guide to Financial Statements and a Pro Forma DCF model for value-based R&D, with a focus on risk management.
Abstract: Science, Technology, and Business. The Industrial R&D Process. A Technologist's Guide to Financial Statements. Capital from the Operating Viewpoint. Calculating Values Using Discounted Cash Flow. R&D, Growth, and Shareholder Value. Strategy: Driving Value in the Competitive Arena. Marketing: The Top Line. Building a Pro Forma DCF Model. Shortcuts and Market--Based Approaches to Value. Managing Value and Risk in the R&D Portfolio. Decision Trees and Options. Creating Value Through Diversification. R&D Metrics. Special Issues in Value--Based R&D. Afterword. Chapter Notes. Index. About the Disk.
TL;DR: Based on the principle that customer value is a key concept in the marketing discipline, the authors presents a review and critique of current knowledge in this field, which is a dynamic an...
Abstract: Based on the principle that customer value is a key concept in the marketing discipline, this paper presents a review and critique of current knowledge in this field. Customer value is a dynamic an...
Patent•
20 Oct 1999TL;DR: In this article, a workflow system employs a selection engine that attempts to match work items with resources in such a way that it brings the most value to all of the stakeholders in the workflow.
Abstract: A workflow system (FIG. 1 ) employs a selection engine ( 114 ) that attempts to match work items ( 100 ) with resources ( 104 ) in such a way that it brings the most value to all of the stakeholders in the workflow. Under resource or work-item surplus conditions (FIG. 4 or 5 ), the selection engine determines either those available resources that possess skills needed by an available work item or those available work items that need skills possessed by an available resource, for each determined resource determines both a business value (RSBV) of having that resource service the work item and either a value (RTV) to that resource of servicing the work item or a value (WTV) to that work item of being serviced by the resource, and then selects the resource that has a best combined value of the business value and the value to the resource or work item.
TL;DR: In this article, the notion of what is meant by value is explored and summarised in terms of its involvement in delivering the product/service attributes, considered necessary to create customer satisfaction.
Abstract: The notion of what is meant by “value” is explored and summarised in terms of its involvement in delivering the product/service attributes, considered necessary to create customer satisfaction. Investigates the business system in relation to the value chain, as well as citing the conflicting views of a number of authors upon this topic. A specific company is used as a template to bring out many of the notions that have been put forward. Concludes with the fact that the traditional value chain begins with the company’s core competences, whereas evidence suggests that modern value chain analysis reverses this approach and uses customers as its starting point.
TL;DR: Computer-based models of the business processes affected by E-Comm were developed and dynamically simulated to assist in obtaining insight on the real benefits and dangers associated with the planned business change.
Abstract: Before adopting electronic commerce (E-Comm), organizations need to assess its real business value, and to compare its costs with those of the associated investments. The intangible nature of most E-Comm benefits may make it difficult to develop an actual business case. This paper presents a case study of E-Comm investment evaluation. Computer-based models of the business processes affected by E-Comm were developed and dynamically simulated to assist in obtaining insight on the real benefits and dangers associated with the planned business change. The potential of Dynamic Process Modeling to support assessment of E-Comm business value is discussed in light of the results of the case study.
TL;DR: In this article, the authors propose a definition of value of a product and develop a method to assess it in units of a currency and test the methodology in practice, experiments are conducted and the values of two of the elements of the external envelope of residential housing projects are determined.
Abstract: Value of a product reflects the owner(s)'/buyer(s)' desire to retain or obtain a product. Individual's level of desire to retain or obtain a product depends on how much the product details and/or its performance agree with the value system of the individual. To an individual, therefore, value of a product includes cost and a subjective part associated with cost. Value of a product can be expressed in units of currency if the subjective part of it is assessed in units of currency. This paper aims to propose a definition of value of a product and develop a method to assess it in units of a currency. To test the methodology in practice, experiments are conducted and the values of two of the elements of the external envelope of residential housing projects are determined.
01 Jan 1999
TL;DR: In this paper, Hilton's leadership developed a step-by-step program to define and then measure value for its stakeholders, based on a set of attributes and attributes of the stakeholders.
Abstract: Like many companies, Hilton Hotels has set a goal of creating value for its stakeholders. To deliver on this goal, Hilton's leadership developed a step-by-step program to define and then measure va...
TL;DR: In this article, a balanced scorecard approach to stimulating and sustaining continuous improvement of business schools has been presented, and the opinions of 38 business school deans on the structure of such a scorecard have been surveyed.
Abstract: Like the enterprises that hire their graduates, business schools are facing rising pressure to increase the value added by their services. To meet this challenge in an era of tightening resources, business schools will need to undergo fundamental changes in the way they operate and continuously seek ways to create future value. This article explains the balanced scorecard approach to stimulating and sustaining continuous improvement. It also reports the opinions of 38 business school deans on the structure of a potentially useful balanced scorecard for a business school. Favorable results were reported in the for-profit sector, and business schools will likely find this approach to be worthy of serious consideration.
Book•
IBM1
TL;DR: In this article, the authors present a survey of e-commerce solutions in the automotive industry, focusing on the following: e-business Continuity Requirements: An Imperative for E-businesses, Scalable, Reliable, and Secure e-Business Sites.
Abstract: I. WHAT IS E-COMMERCE? 1. E-commerce: An Historical Perspective. The Internet Used for Business. Internet History. The Internet's potential for e-commerce. 2. The Internet Evolution and Social Changes. A Fifth Paradigm in Computing. Industrial Changes with the Internet. 3. The Distinction: E-commerce and E-business. E-Business within a World of E-commerce. E-business Design Quality Aspects. Building e-business, Increasing Business Values. Building an e-business. Network Planning. Systems Management Planning. Performance and Capacity on Demand. Hacker-Proof e-businesses. Scalable, Reliable, and Secure e-business Sites. Customer Retention. Customer Care in e-business Environments. Business Continuity Requirements: An Imperative for E-businesses. 4. The Importance of Advanced Research. Experimental Epistemology. The Practitioner's Viewpoint. 5. Businesses That Leverage E-commerce. Significant Research of e-commerce Contenders. The Costs of Internet Trading. Industrial E-commerce Market Share Increases. 6. E-commerce, Management, and Organizations. Transforming Business. Managing and Leveraging Knowledge. Infrastructure Management. Building Internet Commerce Applications. 7. New Channels That Intensify Competition. Conducting E-business and E-commerce. E-business Factors to Consider. Global E-commerce Communities. II. E-COMMERCE CHANNELS TO GENERATE PROFITABLE REVENUES. 8. E-business Life-Cycle Patterns. Life-Cycle Strategies Will Be Challenged. Virtual Commerce. Business Change. 9. Challenges Surrounding E-banking. e-banking Leverages e-commerce. Notion of Mass-Market and E-banking. e-banking Competition. Content Aggregators. E-banking Dependencies on Technologies. Established Brands. E-banking within the Community Interest Site. 10. E-business Enablers. e-business Catalyst. Lead from the Front. The E-business Effect. Market Dynamics. Internet Thought Continuum. A White-Heat Pace. III. STRUCTURED TRANSFORMATIONS THROUGH E-COMMERCE. 11. Manufacturing: E-commerce, E-societies, and E-governments. e-governments and e-commerce. Business Intelligence Models. Manufacturing Strategies Leverage e-commerce. Information as a Commodity. Business-to-Business Growth. Virtual Intermediary Communities. 12. E-business Sites That Enhance the User Experience. Few Internet Site Owners Measure Usability. Quantify Your Internet Site's Design Quality. Design Challenges for the Effective Site. Focusing and Holding the Customer's Attention. Site Redesign for Design Excellence. 13. Utilizing the Internet to Extend Market Reach. Business Partners Linked via Technologies. Distribution Channels Linked via Technologies. Maintain Unique Relationships. 14. E-business in Financial Industries. e-commerce and Insurance Companies. e-commerce, Insurance, and Business Change. Cross-Channel Selling-Another Shift. Subsidiaries versus Agent Selling. Open-Finance Specialists. 15. E-commerce Crossing Several Dimensions. Internet Service Providers. The Global E-commerce Theater. Global E-business Services Add Value. Speed is a Barrier. Internet Electronic Bill Presentment and Payment. Banc One. First Union and TransPoint Announce Internet-Based Bill Delivery and Payment. First Union. TransPoint. Mellon Bank. CheckFree to Provide Processing for EDS' Electronic Bill Paying Service. IV. GLOBAL SEGMENTATION. 16. Customer Relationships: E-contracts, E-bills, E-payments, E-care, E-trust. e-bill Presentment. Online Contracting: e-contracts. Financial Services-Trusted Authentication. 17. Examples of E-business Solutions. Background on Boeing's Spare Parts e-business. A Few of the E-business Challenges. Boeing's E-business Solution. 18. Automotive Industry E-business Solutions. Background on the Manufacturer's Problem. The Automotive Business Problem. The Automotive E-business Solution. E-business Solution Results. 19. Internet E-business Value Chain Management. Procurement e-business Solutions. E-procurement Business Problems. e-procurement Business Solutions. E-business Solution Results. 20. E-business Enhances the Supply Chain. Supply Chain e-business Challenge. Supply Chain E-business Problem. Supply Chain E-business Solution. Supply Chain e-business Solution Results. V. UNIQUE MANAGEMENT AND ORGANIZATIONAL CHALLENGES. 21. E-insurance: Reduces Costs and Increases Revenue. E-business Challenge Overview. Background on the E-business Problem. The E-insurance E-business Problem. The E-business Solution. Critical Issues in the E-business Path. The E-business Solution Results. 22. Security and Privacy. Digital Signatures. Establishing Security Policies. 23. The Extended E-business Enterprise. Travelocity's e-commerce Design Overview. The Travelocity Logical Architecture. Legacy and Internet Engines Are Complementary. Transactions: The Internet to Legacy Systems. Performance and Speed. Testing. Firewall Systems. System Reliability and Availability. 24. Conclusion. Appendix A. Appendix B. Appendix C. Index.
TL;DR: In this paper, the employability of the Value Added Intellectual Potential method (VAIP / VAIC™) to the micro level was examined, and a process organisation oriented approach was used to classify intra-company actions, which are the base for a more detailed analysis.
Abstract: After having found an empirical correlation between balance sheet data and expenditure for the Intellectual Potential of a company on a macro level, we are now examining the employability of the Value Added Intellectual Potential method (VAIP / VAIC™) to the micro level. Therefore, we use a process organisation oriented approach to classify intra-company actions, which are the base for a more detailed analysis. With the help of the VAICল method and the Value Added Chain Matrix, we hope to develop a new consciousness of managing intangible assets.
01 Jan 1999
TL;DR: In this article, the authors provide information on how value-based management is perceived, implemented, and utilized in leading industrial corporations in the US, and examine factors that influence the decision to utilize it.
Abstract: The objective of this paper is to provide information on how value-based management is perceived, implemented, and utilized in leading industrial corporations in the US, and to examine factors that influence the decision to utilize it. We gather data through a survey of the chief financial officers (CFOs) of a large sample of US industrial corporations, in order to ascertain their opinions of and experiences with value-based management systems and metrics. The results suggest that there is room for improvement in the design and implementation of value-based management systems. If value-based management is to have an impact on corporate strategy and value and reduce intra-firm agency costs, then its scope within the firm may need to be expanded.