M.U. Horace H. Rackham Educational Memorial, Detroit

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

M.U. Horace H. Rackham Educational Memorial, Detroit

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

M.U. Horace H. Rackham Educational Memorial, Detroit

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

M.U. Horace H. Rackham Educational Memorial, Detroit

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

M.U. Horace H. Rackham Educational Memorial, Detroit

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks. Second from left: Pres. Ruthven

M.U. Horace H. Rackham Educational Memorial, Detroit

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

Detroit Rackham

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

Detroit Rackham

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

Detroit Rackham

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

Rackham Building, Detroit

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

Detroit Rackham

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund. Sculptures on exterior by Marshall Fredericks.

Rackham Building, Detroit

Harley & Ellington, architects. W.E. Wood Co., contractor. Built from July 1940 to January 1942. Built jointly for the Engineering Society of Detroit and the University as an Extension Service facility in Detroit. Funded by the Horace H. and Mary A. Rackham Fund.

On the stepwise and disciplined engineering of adaptive service-oriented applications

Magdeburg, Univ., Fak. für Informatik, Habil.-Schr., 2010

Creating customer relationship management concept for engineering and service business

Customer relationship management has been one essential part of marketing for over 20 years. Today’s business environment is fast changing, international and highly competitive, and that is why the most important factor for long-term profitability is one-to-one customer relationships. However, managing relationships and serving customers that are profitable has been always challenging. In this thesis the objective was to define the main obstacles that the case company must overcome to succeed in CRM. Possible solutions have also been defined. The main elements of the implementation i.e. people, processes and technologies, can clearly be found behind these matters and solutions. This thesis also presents theoretical information about CRM and it is meant to act as a guide book inside the organisation to spread information about CRM for those who are not so familiar with the topic.

Internationalization of professional service firms: the case of a brazilian engineering consultancy company

A importância do tema da internacionalização é crescente, tanto para empresas quanto para seus administradores. É praticamente impossível permanecer alheio à globalização e às suas conseqüências; mesmo que uma empresa opte por permanecer em seu mercado local, pode ser necessário considerar os efeitos de concorrentes baseados no exterior. Hoje, além de grandes corporações, pequenas e medias empresas também tem se internacionalizado. Empresas prestadoras de serviços profissionais, como consultoria de engenharia, não são exceção, e alguns fatores contribuem para o interesse em estudar este setor específico. Em primeiro lugar, deve-se considerar a sua importância para a sociedade, especialmente os países em desenvolvimento, os quais frequentemente sofrem com a carência de investimentos em infra-estrutura. Além disso, existe também a possibilidade de estabelecer analogias entre este e outros serviços de consultoria, como os de advogados, contadores e administradores. Finalmente, contribui para o interesse o fato de que o ativo principal destas empresas é o conhecimento, o qual tem se tornado cada vez mais um aspecto chave para o desempenho e lucratividade das empresas. O objetivo deste estudo é explorar o processo de internacionalização de empresas brasileiras de consultoria de engenharia, identificando os maiores obstáculos, dificuldades e fontes de desvantagem enfrentados por estas empresas na sua internacionalização. Paralelamente, foram realizados esforços para identificar vantagens competitivas que pudessem compensar estas dificuldades. A fim de atingir este objetivo, foi realizado um estudo de caso, focado em uma companhia com uma dúzia de projetos internacionais. Este procedimento permitiu constatações interessantes; espera-se que as informações obtidas e as recomendações decorrentes possam contribuir para iniciativas futuras de internacionalização de pequenas e médias empresas de serviços profissionais.