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…
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.
Details
Keywords
This paper aims to review the misalignment between enterprise design and its business strategy and suggests three principles to eliminate the misalignment.
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.
Details
Keywords
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…
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.
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Keywords
The purpose of this paper is to highlight some of the Best Practices in People Management.
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
Keywords
Highlight some of the Best Practices for Building Effective Service Management.
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
Keywords
The purpose of this paper is to highlight some of the Best Practices for Improved Customer Relationship Management.
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
Keywords
– This paper aims to build important strategic elements to penetrate deeper into the contact lens market and increase sales.
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
Keywords
– This paper aims to present a broader industry-level competitive analysis of a contact lens market.
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
Keywords
– 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.
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.