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The ability to think strategically is permeating every level of successful organizations - particularly among senior executives and line managers responsible for maintaining a competitive advantage for their products and services. Above all, Manager's Guide to Creative Marketing Strategies is a pragmatic examination of a 21st century manager. The second edition of this popular book will update you on the latest techniques for developing competitive strategies. It examines how to apply strategies and tactics in a confusing global mixture of hostile competitors, breakthrough technologies, emerging markets, fickle customer behavior, and diverse cultures. You will gain practical information about what strategy is, how competitive intelligence contributes to successful strategies - and how to put it all together. The book is an all-in-one resource for analyzing, planning, and developing competitive strategies, a workbook with checklists and forms, and a reference with numerous case histories.
The sign of a smart IS decision... The sign of a smart decision about information systems isn't based on technical details alone; it's based on how well that decision contributes to the overall success of the business. If you want to make your firm's investment in IS really pay off, you need to approach IS from a truly managerial perspective. Now with Paul Gray's Manager's Guide to Making Decisions About IS, you'll learn how IS can help the organization as a whole, and how to make key decisions on whether to undertake, upgrade, or decommission large software systems. You'll also learn about the capabilities of IS, such as the many uses of a data warehouse and using IS to gain competitive intelligence. See the big picture. The Manager's Guide to Making Decisions About IS first focuses on big picture issues, such as hardware, software, and the Internet; strategic uses of IS; aligning IS with the business; types of applications; and inter-organizational systems. Make decisions on big-ticket applications. Gray then provides you with essential knowledge that will help you make informed decisions on big-ticket applications, including electronic commerce, enterprise requirements planning (ERP), customer relationship management (CRM), data warehousing, knowledge management, and business intelligence. Explore current IS issues. Finally, the Manager's Guide to Making Decisions About IS examines the IS issues that managers are currently facing in today's business, including outsourcing, systems integration, supply chain, people issues, mergers and acquisitions, infrastructure, and privacy, security, and ethics. Armed with this knowledge, you'll have the confidence and understanding you need to sign-off on IS decisions that will have a valuable impact on your organization.
HOW TO MAKE YOUR BUSINESS MORE PROFITABLE AND SUCCESSFUL THROUGH MARKETING.
Part 1: Introduction - Background - Text - Graphics - Images - Manipulation - Facilities management - Financial accounting and modelling - Database activities - Data manipulation and Statistical analysis - CAD/CAM/CAE and multi-media - Telecommunications and networks Part 2: Case studies of organisations - Architectural and engineering practices including some of the biggest names in the industry in the UK; covering different sizes, structures, philosophies, working methodologies, and different services offered to clients in different markets Part 3: Conclusions - Comments about IT in action - Emerging views - Future developments
Most of us do not realize that we are living in revolutionary times. To a large degree, we are in a time of massive economic and industrial change, and perhaps history will one day record this era as the Second Industrial Revolution. Certainly we have been made aware of the decline of "smoke stack industries" and of the rapid rise of what might be called the "infor mation industries" in the United States and, presumably, in most of the western world. Several best-selling authors have assured us that we must change or perish, and a great many industrialists appear to agree. Ironically, we have also been all but promised a return to a modern form of that very cottage industry economy that the first Industrial Revolution wiped out: Some of our leading savants envision individuals working at home on desktop computers, connected via hardwire (telephone) to an employer's large, central computer. Will this come to pass? Perhaps; the industrial/economic indicators appear to point in that direction, although there are the problems of numerous laws and regulations -labor laws and OSHA laws, to name only two areas, and ignoring for the moment the reaction of our labor unions - that would be most difficult to reconcile with such an arrangement. In a sense, it is the computer that has brought about this condition.