Search results

1 – 10 of 10
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 13 March 2017

Tajinder Toor

This paper aims to discuss how Chief Information Officers (CIOs) can be the catalysts of change and play an influential role in pushing strategic transformations in their…

1709

Abstract

Purpose

This paper aims to discuss how Chief Information Officers (CIOs) can be the catalysts of change and play an influential role in pushing strategic transformations in their organizations.

Design/methodology/approach

This paper is a strategy framework pyramid with the mapped CIO’s responsibilities suggesting CIOs to move up the pyramid by spending more time in strategy analysis and development to gain the strong strategic alignment with the business.

Findings

CIOs need to prioritize the strategic elements of their role and build strong relationships with the front of the business to analyze and develop the organization strategy.

Originality/value

The paper provides valuable information in a very concise and easy-to-understand format, thus saving executives hours of browsing and reading time.

Access Restricted. View access options
Article
Publication date: 10 October 2016

Tajinder Toor

This paper aims to review the misalignment between enterprise design and its business strategy and suggests three principles to eliminate the misalignment.

4014

Abstract

Purpose

This paper aims to review the misalignment between enterprise design and its business strategy and suggests three principles to eliminate the misalignment.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Three principles – Common Identification and Consolidation, Collaboration and Standardization – are suggested to align enterprise design with its business strategy.

Practical implications

This paper provides strategic insights that can have influence some of the world’s leading enterprises. Irrespective of the technology, the suggested three principles can be applied to any enterprise to gain interconnectedness, resiliency and efficiency.

Originality/value

The paper provides valuable information in a very concise and easy-to-understand format thus saving executives hours of browsing and reading time.

Access Restricted. View access options
Article
Publication date: 8 November 2011

Tajinder Pal Singh Toor and Teena Dhir

The purpose of this paper is to highlight benefits of integrated business planning, forecasting, and process management. The paper focuses on need of advanced business…

10537

Abstract

Purpose

The purpose of this paper is to highlight benefits of integrated business planning, forecasting, and process management. The paper focuses on need of advanced business intelligence and the crucial role of integrated business planning, forecasting, and process management. Various case studies are used to highlight benefits.

Design/methodology/approach

The paper focuses on need of advanced business intelligence and the crucial role of integrated business planning, forecasting, and process management. Various case studies are used to highlight benefits.

Findings

Benefits of integrated business planning, forecasting, and process management. Case studies are used to highlight benefits.

Practical implications

Benefits of integrated business planning, forecasting, and process management.

Originality/value

The value of the paper is that there is very little published writing on benefits of integrated business planning, forecasting, and process management stressed upon by the use of case studies.

Details

Business Strategy Series, vol. 12 no. 6
Type: Research Article
ISSN: 1751-5637

Keywords

Access Restricted. View access options
Article
Publication date: 1 January 2009

Tajinder Pal Singh Toor

The purpose of this paper is to highlight some of the Best Practices in People Management.

4888

Abstract

Purpose

The purpose of this paper is to highlight some of the Best Practices in People Management.

Design/methodology/approach

This article describes effective people management which is vital for effective project management. The present article will lead you through some of the best practices for managing human resources. Case studies, success stories, and statistical examples are used to highlight some of the Best Practices.

Findings

Case studies, success stories, and statistics.

Originality/value

This session highlights some of the Best Practices researched/applied in People Management.

Details

Business Strategy Series, vol. 10 no. 1
Type: Research Article
ISSN: 1751-5637

Keywords

Access Restricted. View access options
Article
Publication date: 1 January 2009

Tajinder Pal Singh Toor

Highlight some of the Best Practices for Building Effective Service Management.

3546

Abstract

Purpose

Highlight some of the Best Practices for Building Effective Service Management.

Design/methodology/approach

This article describes some of the Best Practices for Effective Service Management. Case studies, success stories, and statistical examples are used to highlight some of the Best Practices.

Findings

Case studies, success stories, and statistics.

Originality/value

This session highlights some of the Best Practices for building Effective Service Management System.

Details

Business Strategy Series, vol. 10 no. 1
Type: Research Article
ISSN: 1751-5637

Keywords

Access Restricted. View access options
Article
Publication date: 1 January 2009

Tajinder Pal Singh Toor

The purpose of this paper is to highlight some of the Best Practices for Improved Customer Relationship Management.

5355

Abstract

Purpose

The purpose of this paper is to highlight some of the Best Practices for Improved Customer Relationship Management.

Design/methodology/approach

This article describes some of the Best Practices for Improved Customer Relationship Management. Case studies, success stories, and statistical examples are used to highlight some of the Best Practices.

Findings

Case studies, success stories, and statistics.

Originality/value

This session highlights some of the Best Practices for Improved Customer Relationship Management.

Details

Business Strategy Series, vol. 10 no. 1
Type: Research Article
ISSN: 1751-5637

Keywords

Access Restricted. View access options
Article
Publication date: 6 May 2014

Tajinder Toor

– This paper aims to build important strategic elements to penetrate deeper into the contact lens market and increase sales.

501

Abstract

Purpose

This paper aims to build important strategic elements to penetrate deeper into the contact lens market and increase sales.

Design/methodology/approach

The contact lens market is highly competitive and unattractive. Because contact lens market growth has slowed, competitors have become more alike. To survive or make more than normal profits, a contact lens manufacturer has to differentiate and compete on wider dimensions.

Findings

In a complex, competitive and ever-changing vision care industry environment, a contact lens manufacturer must compete on wider dimensions to gain strategic advantage and increase sales.

Practical implications

To survive, a contact lens manufacturer’s strategic game plan may not look simple and form wider strategic components.

Originality/value

Provides a unique look at the contact lens market.

Details

Strategic Direction, vol. 30 no. 6
Type: Research Article
ISSN: 0258-0543

Keywords

Access Restricted. View access options
Article
Publication date: 3 June 2014

Tajinder Toor

– This paper aims to present a broader industry-level competitive analysis of a contact lens market.

1713

Abstract

Purpose

This paper aims to present a broader industry-level competitive analysis of a contact lens market.

Design/methodology/approach

Porter’s Five Forces model can be used for a broader and rigorous competitive analysis of a contact lens market to determine the competitive intensity and to form a well-rounded business strategy.

Findings

The contact lens market is highly competitive and unattractive. Because growth has been stagnant, traditional competition has become more intense to steal share from each other. However, the competition in the market could not be defined narrowly between traditional competition but is broad with substitutes, and bargaining power of customers and distributors. A contact lens manufacturer has to look beyond the traditional competition to not only compete with traditional competitors within the industry but also with substitutes, and bargaining power of customers and distributors.

Practical implications

This paper will benefit contact lens manufacturers/businesses in forming a well-rounded business strategy.

Details

Strategic Direction, vol. 30 no. 7
Type: Research Article
ISSN: 0258-0543

Keywords

Access Restricted. View access options
Article
Publication date: 8 April 2014

Tajinder Toor

– This paper aims to present the importance of market segmentation and how it can be used to strategize effectively to penetrate deeper into the contact lens market.

2014

Abstract

Purpose

This paper aims to present the importance of market segmentation and how it can be used to strategize effectively to penetrate deeper into the contact lens market.

Design/methodology/approach

Market segment is a group of consumers with common needs, priorities or characteristics. Each market segment is different, and a business must target these different market segments with different marketing strategies. This paper highlights the role of market segmentation in creating an ideal target segment for contact lens market and designing a unique strategy to reach the targeted segment.

Findings

Adolescents or teenagers seem to be an ideal segment to penetrate deeper into the contact lens market and to realize immediate gains. A unique or different marketing strategy is required to target and occupy adolescents.

Practical implications

Targeting adolescents, who form the most promising category to penetrate the market, with a unique marketing mix will likely increase profit, revenue and return of investment.

Details

Strategic Direction, vol. 30 no. 5
Type: Research Article
ISSN: 0258-0543

Keywords

Available. Content available
Article
Publication date: 4 January 2013

195

Abstract

Details

Business Strategy Series, vol. 14 no. 1
Type: Research Article
ISSN: 1751-5637

1 – 10 of 10
Per page
102050