Seasonality as a core business of phenology

The best characteristics of phenological observations are their description of seasons and seasonal patterns. Specific phenological phases are used to define the beginning and the end of seasons that form phenological calendars. Phenological observations more closely capture the integrated seasonal rhythm than statistically derived means or thresholds from climate elements. They only provide approximate indicators of seasonal changes and cannot replace visible or directly measurable phenomena. Including abiotic observations such as the timing of frost, thawing, icing, snow and fog even provides seasonality descriptions beyond the vegetation period. The length and position of seasons within the year is a foundation for an integrated description of seasonality presented as a phenological season diagram. Phenological observations are the indispensable basis for an integral description of a seasonal classification and seasonality. A well designed phenological diagram could offer a comprehensive picture of the rhythm and amplitude of seasons.

Is more capability always beneficial for firm performance? Market orientation, core business process capabilities, and business environment

This study examines the role of capabilities in core marketing-related business processes–product development management (PDM), supply chain management (SCM) and customer relationship management (CRM)–in translating a firm’s market orientation (MO) into firm performance. The study is the first to examine the interplay of all three business process capabilities simultaneously, while investigating how environmental conditions moderate their performance effects. A moderated mediation analysis of 468 product-focused firms finds that PDM and CRM process capabilities play important mediating roles, whereas SCM process capability does not mediate the relationship between MO and performance. However, the relative importance of the capabilities as mediators varies along the degree of environmental turbulence, and under certain conditions, an increase in the level of business process capability may even turn detrimental.

Vida y Muerte Empresarial. Caso de estudio Jeans and Jackets.

Dentro de este estudio de caso se busca identificar las posibles causas por las cuales una empresa de alto prestigio y reconocimiento por los consumidores colombianos, como lo era Jeans and Jackets, luego de treinta (30) años de funcionamiento se vio en la necesidad de acogerse a la Ley de Reestructuración Económica (Ley 550 de 1999) con el fin de reestructurar sus pasivos en un momento de crisis global que fue impredecible para muchas compañías. Desde el principio, el “Core Business” de Jeans and Jackets era la venta de prendas sofisticadas y de alta calidad a los jóvenes, especialmente en la capital de la República, con el fin de convertirse en la marca líder de este segmento de la industria. Este estudio de caso pretende identificar cuáles fueron las decisiones estratégicas implementadas por parte de la alta gerencia de la compañía en el contexto mencionado anteriormente que llevaron a la empresa a una crisis de liquidez. La metodología utilizada para el desarrollo de este estudio de caso se basa en variables cualitativas que permitan realizar un análisis profundo y la indagación sobre el fenómeno de morbilidad empresarial; De la misma manera se utilizan variables cuantitativas para observar la situación de la empresa financieramente y el desempeño económico de la misma.

Revenue Logic inSoftware Business Context

Tutkimuksen tavoitteena oli selvittää ohjelmistotoimialan avaintekijöitä, jotka vaikuttavat yrityksen ansaintalogiikkaan sekä lisätä tietoisuutta ansaintalogiikan muodostumisesta pienissä ja keskisuurissa ohjelmistoyrityksissä. Tutkimuksen teoreettisessa osassa keskityttiin tarkastelemaan ansaintalogiikan, strategian ja liiketoimintamallin käsitteiden suhteita sekä arvioitiin toimialan osatekijöiden, hinnoitteluperiaatteiden ja ansaintamallien vaikutusta ansainnan muodostumiseen ohjelmistotoimialalla. Ohjelmistotuote ja - palveluliiketoimintaa koskien oli merkityksellistä tutkia tuotteistamisasteen ja arvoketjujen vaikutusta ansaintalogiikan muodostumisessa sekä esitellä erilaisia, tyypillisiä ohjelmistotoimialalla käytettäviä hinnoittelumenetelmiä. Työn empiirisessä osassa tarkasteltiin 23 suomalaisen ohjelmistoalan yrityksen ansaintalogiikkaa. Tiedot kerättiin haastatteluin ja analysoitiin laadullisen tutkimuksen keinoin. Tutkimustulokset korostivat ansaintalogiikan 'epämääräisyyttä' terminä mutta osoittivat, että ydinliiketoimintaan keskittyminen, tuote-, palvelu-, tai projektiliiketoiminnan osaaminen, tuotteistusaste ja kanavavalinnat ovat avaintekijöitä ansaintalogiikanmuodostumisessa. Ansaintalogiikan muodostamiseen liittyy paljon yrityksen sisäisiä ja ulkoisia haasteita sekä muutospaineita, eikä ohjelmistotoimialalla ole todennettavissa yhtä yleismaailmallista, menestyksen takaavaa ansaintalogiikkaa.

Plano de marketing para a empresa: Salss - Importação e Comércio Lda

Trabalho de projeto apresentado à Escola Superior de Comunicação Social como parte dos requisitos para obtenção de grau de mestre em Publicidade e Marketing.

A gestão centrada no cliente: avaliação do nível de preparação organizacional e proposta de segmentação em ambiente business-to-business

Dissertação apresentada como requisito parcial para obtenção do grau de Mestre em Estatística e Gestão de Informação

Investing beyond the core: The case of Soares da Costa

This study aims to analyze how Grupo Soares da Costa, a diversified group centered on construction, behaved in terms of strategy to the current crisis. More specifically, it purposes to understand why Soares da Costa was forced to abandon its strategic plan “Ambições Renovadas”, which was about diversification and internationalization, to decide to focus on it core business. This study uses a SWOT analysis, the examination of the strategic plans and annual reports and the conclusions of two interviews that were carried out. Being the construction sector such a traditional and significant sector to the Portuguese economy, it is important to understand what a company can do to overcome such circumstances. To deal with all the negative circumstances, Soares da Costa should give priority to projects that require low levels of initial capital and diversify geographically to markets with similar characteristics of Angola and Mozambique, where Soares da Costa already excels.

Paperitehtaan kunnossapitoprosessien gap -analyysi

Tässä diplomityössä käsitellään paperitehtaan kunnossapitoprosessien hallintaa ja niiden uudistamista yrityksen strategisista lähtökohdista. Diplomityön tavoitteena on etsiä merkittävimmät poikkeamat toimintojen nykytilan ja strategiassa määritellyn tavoitetilan välillä, ja tämän perusteella esittää kehitysehdotuksia toimintojen parantamiseksi. Tutkimuksen kirjallisessa osassa tutkimusongelmaa käsitellään prosessien kuvaamisen, ydinprosessien määrittelemisen ja toimintamallimuutoksen käyttöönoton näkökulmasta. Lisäksi kirjallisissa lähteissä hyödynnetään kunnossapidon johtamisen ajatuksia. Diplomityön empiirisessä osassa toteutetaan haastattelututkimus kohdeyrityksen kunnossapito-organisaatiossa sekä benchmark -tyyppinen haastattelu ulkopuolisessa yrityksessä. Tutkimuksen tulokset osoittavat, että kunnossapitotoimintojen toteuttaminen on hajanaista niin yrityksen strategiaan kuin osastojen väliseen toimintaan suhteutettuna. Näiden tulosten perusteella suositellaan johdolle aktiivisempaa otetta toimintamallimuutoksen loppuunsaattamiseen.

Palveluiden tuotteistaminen teknisellä suunnittelu- ja konsultointialalla

Palveluiden tuotteistaminen on käytännössä osoittautunut haasteelliseksi teknillisellä suunnittelu- ja konsultointialalla. Tutkimuksen tavoitteena oli perehtyä tuotteistamiseen ja tuottaa tietoa sekä ohjeistusta palveluiden tuotteistamisen tukemiseksi teknisellä suunnittelu- ja konsultointialalla. Palveluiden tuotteistaminen teknisellä suunnittelu- ja konsultointialalla on keskittynyt sisäisten työmenetelmien ja prosessien sekä ohjelmistojen kehittämiseen. Varsinaisia palvelupaketteja on kehitetty hyvin vähän ja se on keskittynyt enemmän tuki- ja lisäpalveluiden tuotteistamiseen kuin varsinaisen ydinosaamisen tuotteistamiseen. Lähtökohtaisesti tärkeäätuotteistuksessa on, että tuotteistus tehdään asiakastarpeen ohjaamana. Merkittäviä mahdollisuuksia yrityksille tuo palvelupakettien modulointi, uusien tuki- ja lisäpalveluiden tuotteistaminen, uusien palveluiden kehittäminen yhdessä muiden toimialojen yritysten kanssa sekä markkinointiviestinnän parantaminen.

Strategian toimeenpanon haasteet - case SPY

Tutkimuksen tarkoituksensa oli luoda kokonaiskuva strategian toimeenpanoprosessista ja tuoda esiin case –yrityksen strategian toimeenpanon haasteet. Case –yritys toimii tietoliikennepalvelujen toimialalla, joka on ollut jatkuvassa muutoksessa. Yritys käynnisti strategiaprosessin vuonna 2002, jonka seurauksena liiketoiminnan painopistettä muutettiin palveluliiketoimintaan. Strategian toimeenpano ei sujunut haasteitta. Yritys on käynnistämässä uutta strategiaprosessia. Jotta edellisen strategian toimeenpanon ongelmat vältettäisiin, haluttiin tutkia, mikä on case –yrityksen strategian toimeenpanon taso tällä hetkellä ja tunnistaa case -yrityksen strategian toimeenpanemisen kehittämiskohdat. Tutkimus oli luonteeltaan kvalitatiivinen case –tutkimus, joka toteutettiin teemahaastatteluin. Tulokset osoittivat, että case –yrityksessä strategian toimeenpanoa voidaan kehittää erityisesti selkeyttämällä visio, lisäämällä johtajuutta ja visionäärisyyttä. Strategian toimeenpanossa johdolta vaaditaan myyntitaitoja: selkeää päämäärää, viestintää, luottamuksen tunteen luomista ja herkkyyttä kuunnella henkilöstön tuntoja. Johdon on itse omalla esimerkillään tehtävä tämä myyntityö. Hyvä visio poistaa muutosvastarintaa ja ohjaa oikeisiin päätöksiin. Ilman hyvää visiota, strategiasta voi tulla toimeenpanokelvoton. Strateginen johtaminen jatkuvana oppimisprosessina antaa hyvät mahdollisuudet tunnistaa toimintaympäristön muutokset. Strategiaprosessi kasvattaa koko yrityksen visionäärisyyttä samalla sitouttaen strategian toimeenpanoon. Lisäksi strategiaprosessi auttaa luomaan yritykseen joustavan oppivan organisaation kulttuurin, joka on edellytys kilpailukyvyn säilymiseen muuttuvassa toimintaympäristössä.

Searching for keys to successful post-merger integration : a longitudinal case-study following a public sector merger

Unsuccessful mergers are unfortunately the rule rather than the exception. Therefore it is necessary to gain an enhanced understanding of mergers and post-merger integrations (PMI) as well as learning more about how mergers and PMIs of information systems (IS) and people can be facilitated. Studies on PMI of IS are scarce and public sector mergers are even less studied. There is nothing however to indicate that public sector mergers are any more successful than those in the private sector. This thesis covers five studies carried out between 2008 and 2011 in two organizations in higher education that merged in January 2010. The most recent study was carried out two years after the new university was established. The longitudinal case-study focused on the administrators and their opinions of the IS, the work situation and the merger in general. These issues were investigated before, during and after the merger. Both surveys and interviews were used to collect data, to which were added documents that both describe and guide the merger process; in this way we aimed at a triangulation of findings. Administrators were chosen as the focus of the study since public organizations are highly dependent on this staff category, forming the backbone of the organization and whose performance is a key success factor for the organization. Reliable and effective IS are also critical for maintaining a functional and effective organization, and this makes administrators highly dependent on their organizations’ IS for the ability to carry out their duties as intended. The case-study has confirmed the administrators’ dependency on IS that work well. A merger is likely to lead to changes in the IS and the routines associated with the administrators’ work. Hence it was especially interesting to study how the administrators viewed the merger and its consequences for IS and the work situation. The overall research objective is to find key issues for successful mergers and PMIs. The first explorative study in 2008 showed that the administrators were confident of their skills and knowledge of IS and had no fear of having to learn new IS due to the merger. Most administrators had an academic background and were not anxious about whether IS training would be given or not. Before the merger the administrators were positive and enthusiastic towards the merger and also to the changes that they expected. The studies carried out before the merger showed that these administrators were very satisfied with the information provided about the merger. This information was disseminated through various channels and even negative information and postponed decisions were quickly distributed. The study conflicts with the theories that have found that resistance to change is inevitable in a merger. Shortly after the merger the (third) study showed disappointment with the fact that fewer changes than expected had been implemented even if the changes that actually were carried out sometimes led to a more problematic work situation. This was seen to be more prominent for routine changes than IS changes. Still the administrators showed a clear willingness to change and to share their knowledge with new colleagues. This knowledge sharing (also tacit) worked well in the merger and the PMI. The majority reported that the most common way to learn to use new ISs and to apply new routines was by asking help from colleagues. They also needed to take responsibility for their own training and development. Five months after the merger (the fourth study) the administrators had become worried about the changes in communication strategy that had been implemented in the new university. This was perceived as being more anonymous. Furthermore, it was harder to get to know what was happening and to contact the new decision makers. The administrators found that decisions, and the authority to make decisions, had been moved to a higher administrative level than they were accustomed to. A directive management style is recommended in mergers in order to achieve a quick transition without distracting from the core business. A merger process may be tiresome and require considerable effort from the participants. In addition, not everyone can make their voice heard during a merger and consensus is not possible in every question. It is important to find out what is best for the new organization instead of simply claiming that the tried and tested methods of doing things should be implemented. A major problem turned out to be the lack of management continuity during the merger process. Especially problematic was the situation in the IS-department with many substitute managers during the whole merger process (even after the merger was carried out). This meant that no one was in charge of IS-issues and the PMI of IS. Moreover, the top managers were appointed very late in the process; in some cases after the merger was carried out. This led to missed opportunities for building trust and management credibility was heavily affected. The administrators felt neglected and that their competences and knowledge no longer counted. This, together with a reduced and altered information flow, led to rumours and distrust. Before the merger the administrators were convinced that their achievements contributed value to their organizations and that they worked effectively. After the merger they were less sure of their value contribution and effectiveness even if these factors were not totally discounted. The fifth study in November 2011 found that the administrators were still satisfied with their IS as they had been throughout the whole study. Furthermore, they believed that the IS department had done a good job despite challenging circumstances. Both the former organizations lacked IS strategies, which badly affected the IS strategizing during the merger and the PMI. IS strategies deal with issues like system ownership; namely who should pay and who is responsible for maintenance and system development, for organizing system training for new IS, and for effectively run IS even during changing circumstances (e.g. more users). A proactive approach is recommended for IS strategizing to work. This is particularly true during a merger and PMI for handling issues about what ISs should be adopted and implemented in the new organization, issues of integration and reengineering of IS-related processes. In the new university an ITstrategy had still not been decided 26 months after the new university was established. The study shows the importance of the decisive management of IS in a merger requiring that IS issues are addressed in the merger process and that IS decisions are made early. Moreover, the new management needs to be appointed early in order to work actively with the IS-strategizing. It is also necessary to build trust and to plan and make decisions about integration of IS and people.

Kunnossapidon suorituskykymittariston kehittäminen

Fazerin kolmen suurimman suomalaisleipomon kesken on sovittu yhteisestä kunnossapidon suorituskykymittareista, mutta mittariston kehitykseen ei ollut käytetty mitään tiettyä menetelmää, joka varmistaisi, että käyttöönotetut mittarit olisivat linjassa yrityksen tai sen ydintoimintojen tavoitteiden kanssa. Tämän työn on tarkoitus tutkia, kuinka hyvä leipomoiden käyttämä nykyinen kunnossapidon suorituskykymittaristo on, ja voiko sitä parantaa entisestään. Ratkaisuksi arviointiongelmaan luotiin suorituskykymittariston kehitysmenetelmä ja sitä tukeva työkalu, jolla mittareita voidaan arvottaa ja vertailla keskenään. Kehitysmenetelmän luomisessa hyödynnettiin kirjallisuudesta löytyneitä teorioita suorituskyvyn mittaamisen periaatteista ja valmista menetelmää mittariston kehittämistä varten. Työn ohessa syntyi myös mittariston kehitysmenetelmää tukeva työkalu, joka helpottaa mittareiden arvottamista ja keskinäistä vertailua. Luodulla suorituskykymittariston kehitysmenetelmällä ja sitä tukevalla työkalulla saatiin arvioitua nykyisin käytössä olevan mittariston hyvyys suhteessa vaihtoehtoisiin, kilpaileviin mittareihin. Tulosten perusteella Fazerin Lahden leipomolla on päätetty pilotoida uusia kunnossapidon suorituskykymittareita.

Estrategias de mercadeo online para el lanzamiento de la marca Rio Technology® en Colombia

RIO TECHNOLOGY SAS es una empresa que lleva 11 años en el mercado de la distribución al por mayor de tecnología a todo nivel y suministros para oficina en Bogotá y en algunas otras ciudades del país. Fue constituida formalmente en el año 2001 ante la cámara de comercio de Bogotá como una sociedad anónima, y en el año 2010 cambió su tipo de sociedad, y se convirtió en sociedad por acciones simplificada, aprovechando los beneficios que este tipo de sociedad comercial brinda a las empresas medianas y pequeñas en Colombia. La idea de este proyecto nace porque desde Julio del año 2013, la marca RIO® se encuentra registrada, lo que genera grandes inquietudes acerca del cómo poder aprovechar esta situación para que la empresa RIO TECHNOLOGY se dé a conocer en el mercado y lograr un mayor crecimiento de la misma mediante la promoción y fortalecimiento de su marca, generando mayores utilidades. El mercadeo online podría ser una excelente alternativa para lanzar la marca RIO® al mercado; usando las redes sociales, por ejemplo, pues estas han sido creadas para conectar personas, grupos, páginas, etc. Y además son un medio de comunicación muy efectivo, por lo que la empresa RIO TECHNOLOGY podría estar en contacto permanente y cercano con sus clientes, dando a conocer en todo momento su marca RIO® mediante estrategias promocionales. En la actualidad, las redes sociales han significado una gran oportunidad tanto para las grandes empresas como para las Pymes; pues por medio de ellas se llega a una gran cantidad de personas en cuestión de segundos, con lo cual, usando estrategias eficientes, se logran resultados potenciales que se ven reflejados en un fortalecimiento de marca. El objetivo de este proyecto es presentar a RIO TECHNOLOGY un plan estratégico de mercadeo online para lanzar y fortalecer su marca. Se busca que la empresa mejore potencialmente el nivel de sus ventas y comience a posicionar su marca en el mercado.

Determining information requirements for e-business Systems - from activity space to information space

The study of information requirements for e-business systems reveals that the level of detail, granularity, format of presentation, and a broad range of information types are required for the applications. The provision of relevant information affects how e-business systems can efficiently support the business goals and processes. This paper presents an approach for determining information requirements for e-business systems (DIRES) which will allow the user to describe the core business processes, whose specification maps onto a business activity space. It further aids a configuration of information requirements into an information space. A case study of a logistics company in China demonstrates the use of DIRES techniques and assesses the validity of the research.

Relationship of Coca-Cola Brazil and the communities participant of the social projects: (im) possibilities

Five years ago, Coca-Cola Brasil launched a program named “Coletivo Project”, with the purpose to enjoy an opportunity of increase on the potential consumption power of the low-income pyramid population that lived on the “favelas”. At the same time, it had the objective to offer to them a social and financial impact, which is a trust on the future, the first job for the young adults’ participant of this program and an increase on their family source of revenues, through salaries. This was possible because through Coletivo Project, Coca-Cola identified the assets they have through its value chain, focusing on its competencies, such as retail, merchandising and logistics to apply them on courses to teach the young people of the communities and, as a result, form them to be able to find their new jobs. Internal indicators followed in a monthly basis by Coca-Cola demonstrated that the communities that had the presence of Coletivos, in comparison to those without Coletivos, had social and financial impacts. The social was the fact that the young formed started to have more confidence on their future and felt with a higher self-stem to apply for and obtain their first job. On the financial aspect, they were benefit through the increasing of their revenues and also their families and Coca-Cola had an increase on sales, when compared to a community without a Coletivo Project installed. This dissertation seeks to identify the current relationship between Coca-Cola and the communities, through the Coletivo Project classes performed on the NGOs located at this places, in order to identify opportunities for improvement the benefits and the impacts (financial and social) on the NGOs, communities and all stakeholders of this project. This dissertation examines this relationship, through presence interviews performed on four NGOs selected, and located on four of the twenty communities, that are participants of the Coletivo Project on Rio de Janeiro city. These interviews performed with the students, representatives and educators of these NGOs. The covered period of the interviews ranges from April 2014 to August 2014. This dissertation draws on first-hand qualitative empirical evidence gathered through extensive fieldwork. The main findings among possibilities for improvement by Coca-Cola are: • Implement new courses, beyond those existent at Coca-Cola (Retail, Logistics, etc.). • Increase the content of the employment module of Coletivo classes, focusing on improving educational, cultural, economic, political, social and professional life. • Increase the scale, through the quantity of positions on the Retail Coletivo classes. • Develop cultural and sports events with the communities. • Support the points of sales, participant of the practical classes of the Coletivo Retail, with refrigerators and furniture with the Coca-Cola logo. • Provide coffee breaks and meals during the Coletivo classes, using Coca-Cola beverages and partners for food items, developing the nutrition platform of the company and filling a need of the students. • Perform a research with all stakeholders related to this Project, including those students and mothers that are not participant of the Coletivo, in order to listen to them, understand their needs, and offer solutions to fulfill these gaps. and on the side of the • Perform partnerships with educational institutions to make viable other type of courses, more technical, but that have a relation with the core business of Coca-Cola Brasil, such as marketing. • Implement the Coca-Cola University, already existed at the Company. • Create courses or activities focused on the children. Regarding the impossibilities, the findings are: • Improve the basic sanitation of the communities. • Improve the safety on the communities. • Provide a home to those do not have. • Implement courses that have no relationship with Coca-Cola business and expertise, such as gastronomy. However, Coca-Cola can influence stakeholders on that. The results suggest to executives of Coca-Cola that a deep and a qualitative research on the communities of Brazil, in order to listen young people, educators, mothers, partners that offer jobs, from Coletivo and out of the project, is mandatory, to understand their needs, dreams, complains and offer valuable solutions to all.