Strategic Market Driven IS/IT Planning Model

2009 ◽  
pp. 39-58 ◽  
Author(s):  
Teay Shawyun
Keyword(s):  
Customer Value ◽  
Business Performance ◽  
Planning Model ◽  
Value Proposition ◽  
Customer Needs ◽  
Internal Customer ◽  
Strategic Integration ◽  
It Planning ◽  
Market Driven ◽  
Strategic Market

IS literature continues to highlight the issues of strategic business and IT planning alignment to achieve business performance. As an alternative to the mainstream models in the planning and implementation of the IS/IT by an organization, this chapter proposes an externalized approach by identifying the market driven needs through the firm’s value proposition to the customer derived from the product/service consumption. The market based push-pull framework is to ensure that the push strategy of the firm in what it wants to offer and at a price that it intends to offer is matched with the pull strategy of the market in what it wants to buy and at a price it is willingly to pay. This externalized customer value is reconciled by the internalized firm’s creation and delivery of the value as proposed by the firm based on the reconciliation of the market-pull and firm-push value proposition affecting customer satisfaction. Once the market pull and firm push strategy is identified, the alignment of the IT would be based on the pushpull effect of the business requirement to serve and satisfy not only the internal customer needs but also the more important external customer needs and requirements in term of the firm’s value proposition. The IT as a key enabler would be the main enabling mechanism to create and deliver on the value as proposed to the customer. A case study of how a university revamp its Information Management System by aligning the external and the internal elements is used to illustrate this reconciliation in its market driven IS/IT planning. The “market driven IS/IT” planning model is the base of the strategic integration of the internal and external elements that is contended to address the key planning issues in a more integrated and comprehensive way.

Strategic Market and Customer Driven IS/IT Planning Model

2011 ◽  
Vol 2 (1) ◽  
pp. 11-36 ◽  
Author(s):  
Teay Shawyun
Keyword(s):  
Customer Value ◽  
Organization Performance ◽  
Value Proposition ◽  
It Alignment ◽  
Internal Customers ◽  
It Planning ◽  
Business And It Alignment ◽  
Business Requirement ◽  
Pull Strategy ◽  
Strategic Market

The importance and issue of strategic business and IT alignment to achieve organization performance, a multifarious IS/IT frameworks, continues to perplex. It is contended that an internal focused IS/IT approach might not meet the needs of its both internal and external customers. This paper proposes a market based push-pull framework to ensure that the push strategy of the organization in what it wants to offer and at a price that it intends to offer is matched with the pull strategy of the market in what it wants to buy and at a price it is willing to pay. Once the market pull and firm push strategy is identified, the alignment of the IT would be based the push-pull effect of the business requirement to serve and satisfy not only the internal customers’ needs but also the external customers’ needs and requirements through the organization’s value proposition. The IT as a key enabler would be the main enabling mechanism to create and deliver on the value as proposed to the customers. This would define the measurable outcomes of the organization performance in creating and delivering the customer value as proposed based on the push-pull effect of the organization.

Strategic Market and Customer Driven IS/IT Planning Model

2013 ◽  
pp. 11-37
Author(s):  
Teay Shawyun
Keyword(s):  
Customer Value ◽  
Organization Performance ◽  
Planning Model ◽  
It Alignment ◽  
Internal Customers ◽  
It Planning ◽  
Business And It Alignment ◽  
Business Requirement ◽  
Pull Strategy ◽  
Strategic Market

The importance and issue of strategic business and IT alignment to achieve organization performance, a multifarious IS/IT frameworks, continues to perplex. It is contended that an internal focused IS/IT approach might not meet the needs of its both internal and external customers. This paper proposes a market based push-pull framework to ensure that the push strategy of the organization in what it wants to offer and at a price that it intends to offer is matched with the pull strategy of the market in what it wants to buy and at a price it is willing to pay. Once the market pull and firm push strategy is identified, the alignment of the IT would be based the push-pull effect of the business requirement to serve and satisfy not only the internal customers’ needs but also the external customers’ needs and requirements through the organization’s value proposition. The IT as a key enabler would be the main enabling mechanism to create and deliver on the value as proposed to the customers. This would define the measurable outcomes of the organization performance in creating and delivering the customer value as proposed based on the push-pull effect of the organization.

Halal Logistics Practices: Logistics Service Provider Cases in Indonesia

2021 ◽  
Vol 9 (1) ◽  
Author(s):  
Faridatus Saidah ◽  
Yuliani Dwi Lestari
Keyword(s):  
Service Provider ◽  
Business Strategy ◽  
Business Performance ◽  
Business Management ◽  
Structured Interview ◽  
Internal Factors ◽  
Logistics Service ◽  
Logistics Service Provider ◽  
Logistic Service ◽  
Market Driven

This study examines critical factors in affecting halal business management, particularly challenges in Halal logistics implementation faced by the logistics service provider as well as its potential and opportunities for Halal based business in Indonesia. An In-depth, semi-structured interview is conducted to deepen the understanding and to provide detailed data of the study. The study found that there are several factors influencing halal logistics implementation. In terms of business strategy, there are external and internal factors that affect halal logistics practices. Such as market-driven, perception benefit of halal logistic certification followed by customer loyalty, challenges in implementing halal logistics, the complexity of operation halal logistics, and invariably regulation factors. All of those factors have become a prior factor in implementing halal logistics practices. The findings can provide a guideline in how to implement halal logistics practices in logistic service provider business, especially in transportation and warehousing process, along with the expected result for its business performance.

Design Object Planning of Vehicle NVH Performance Improvement Based on HOQ

2009 ◽  
Vol 16-19 ◽  
pp. 229-233
Author(s):  
Jie Liu ◽  
Ling Tong ◽  
Chao Feng Li ◽  
Bang Chun Wen
Keyword(s):  
Optimization Model ◽  
Planning Model ◽  
Environment Design ◽  
Design Environment ◽  
Design Quality ◽  
Customer Needs ◽  
Design Objective ◽  
Engineering Characteristics ◽  
Design Planning ◽  
Customer Need

Basing on the system engineering 7D design planning model included the seven aspects of contents: design ideas, design environment, design objective, design step, design content, design method and design quality assessment. Combined the 7D design planning with House of Quality (HOQ), the model of design objective planning model was presented. In the model the satisfied degree of customer was the optimization object. The customer needs were satisfied with the engineering characteristics. The customer needs were analyzed with the analytic hierarchy process. The correlation among engineering characteristics was considered through the improvement relation matrix. At the same time, each customer need was insured to improve with the limited resource. Contrasted with the general optimization model this design objective planning model took the correlation of engineering characteristics into account. This optimization model was applied successfully in the NVH (Noise, Vibration, and Harshness) improvement design of vehicle. The HOQ of NVH planning was established according to the four customer needs. The six engineering characteristics were confirmed corresponding to the customer needs. The results showed that the customer need degree achieved 75.53％. If the satisfied degree wanted to be improved the cost should be increased. In this design objective planning model the resource and technology were configured in reason. It could help the technician make the reasonable judgment.

Customer Relationship Management as a Customer-Centric Business Strategy

2015 ◽  
pp. 182-218
Keyword(s):  
Life Cycle ◽  
Customer Service ◽  
Business Strategy ◽  
Customer Value ◽  
Life Cycle Management ◽  
Customer Relationship ◽  
Strategic Integration ◽  
Customer Life Cycle ◽  
Strategic Objective ◽  
Company Culture

CRM is fundamentally essential for the future of the company. CRM technologies enable the company to understand customer behavior better, predict their future behavior, deliver customized customer experience, and establish long-term customer relationships. However, considering that CRM is only limited with technology would be a big mistake for the company. Companies cannot deliver outstanding customer value, service, and experiences only through investing in CRM technologies. Strategic integration of CRM philosophy into company culture and operating processes are required to deliver superior customer service and experience. In the absence of CRM strategy, companies fail to harvest the benefits of CRM. The main purpose of this chapter is to discuss the characteristics as well as the strategic objective of CRM strategy. This chapter explains the customer life cycle management and proposes a holistic framework for customer life cycle management. This chapter ends with discussing the strategies to turn customers into assets and create devoted customers.

Strategic Leadership in Higher Education

2017 ◽  
pp. 1535-1545
Author(s):  
David Starr-Glass
Keyword(s):  
Higher Education ◽  
Education System ◽  
Strategic Leadership ◽  
Value Proposition ◽  
Higher Education System ◽  
Leadership In Higher Education ◽  
Viable Solution ◽  
Market Driven ◽  
Task Environments

In the complex and turbulent task environments of the millennium, strategic leadership is enjoying exceptional popularity and enthusiastic adoption. Higher education is currently facing significant difficulties and many have suggested that strategic leadership provides a viable solution for these problems. However, what advantages might strategic leadership really provide in higher education? This chapter looks in particular at the service-orientated nature of higher education, at some of the inherent challenges in utilizing strategic leadership in such a service-orientated environment, and at the extent to which this leadership approach might provide benefits and advantages in restoring the value proposition to the market-driven US higher education system.

scholarly journals Value Creation Attributes—Clustering Strategic Options for Romanian SMEs

2020 ◽  
Vol 12 (17) ◽  
pp. 7007 ◽  
Author(s):  
Alin Stancu ◽  
Alina Filip ◽  
Mihai Roșca ◽  
Daniela Ioniță ◽  
Raluca Căplescu ◽  
...  
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Quantitative Research ◽  
Principal Component ◽  
Customer Experience ◽  
Value Proposition ◽  
Multiple Sources ◽  
Customer Delight ◽  
Value Propositions ◽  
Strategic Options

Value proposition can be an important source of competitive advantage for small and medium sized enterprises (SMEs). Unlike large companies which follow a rational and sequential process, developing a value proposition in an SME is instead a trial and error process. Therefore, those companies are experimenting with various options. The purpose of this paper was to identify the value strategies used by SMEs based on value dimensions and attributes and to find specific groups of SMEs with a similar market approach. We present a theoretical framework on customer value creation and customer value communication, followed by a quantitative research on 399 Romanian SMEs. We used a principal component analysis to reduce the number of choices and afterwards we ran a cluster analysis to identify the distinct groups of SMEs using specific value propositions. We found that there are three major strategic options based on customer experience, affordability and customization, and four distinct clusters: customer delight (A), multiple sources of differentiation (B), one-to-one marketing (C) and cost—effectiveness (D). Three groups use distinct value propositions—A focuses on customer experience, C on customization, D on affordability—while B mixes all of them.

scholarly journals Creating Superior Customer Value in the Now Economy

2020 ◽  
Vol 6 (1) ◽  
pp. 20-33
Author(s):  
Art Weinstein
Keyword(s):  
Customer Value ◽  
Business Performance ◽  
New Technologies ◽  
Service Selection ◽  
Customer Relationships ◽  
Value Mindset ◽  
Growth Prospects ◽  
Exceptional Value ◽  
Time Segmentation ◽  
Business Sectors

Companies today must have a customer value mindset and deliver exceptional value. Solid customer relationships ensure retention and improve business performance. This conceptual article explains how to create and manage customer value in changing global markets. Key business sectors and growth prospects in the Now Economy are described. The Now Economy requires companies to master the 5-S formula—speed, service, selection, sociability, and solutions. As millennials are a major part of the digital marketplace, their preferences are explored. A framework for introducing and enhancing customer value based on service, quality, image, and price (S-Q-I-P) is recommended for marketing managers. Customer-centric, strategic implications for relationship management are provided. In addition, a customer value research agenda—related to speed, time, segmentation, product strategy, pricing, and new technologies—is offered to scholars.

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