App5C
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App5C

Course Number: IT 6410, Spring 2010

College/University: Walden University

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Innovating Business Software 1 RUNNING HEAD: INNOVATING BUSINESS SOFTWARE Innovating Business Software Group Activity Leader: Eddie Simpson Compiler: Daniel Brewster Editor: Escoamed Harris Reviewer: Tammy Wortherley Walden University Dr. Yoram Kalman MMBA-6540-10 Innovation and Technology July 28, 2010 Innovating Business Software 2 Innovating Business Software Group Activity: Part IOverview and Assessment 1....

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Business Innovating Software 1 RUNNING HEAD: INNOVATING BUSINESS SOFTWARE Innovating Business Software Group Activity Leader: Eddie Simpson Compiler: Daniel Brewster Editor: Escoamed Harris Reviewer: Tammy Wortherley Walden University Dr. Yoram Kalman MMBA-6540-10 Innovation and Technology July 28, 2010 Innovating Business Software 2 Innovating Business Software Group Activity: Part IOverview and Assessment 1. Business software application (assigned by instructor): 1. Business Intelligence Software. 2. Major players who produce the business software application: (Note: Select one of these companies to research in order to complete the Financial and Internal Business portions of the analysis below, as well as additional analysis in Weeks 4 and 5): 1. Microsoft 2. IBM 3. IBM Cognos Express 4. Hewlett-Packard (HP) 3. Industry your group is targeting (assigned by instructor): 1. Producers of Business Intelligence (BI) software Retail. 2. Group C is targeting IBM Cognos Express who manufactures the software and distributes the product to retail stores for purchase by the consumer. 4. Current uses of the business software application by the industry above: 1. The IBM Cognos Express package delivers several applications for mid-size companies to manage information, present the information with visuals, control costs, increase profitability and increase growth (DataClarity Corporation, 2010). 2. The product assists mid-size companies with data management and relaying information within the organization. 3. This Business Intelligence software ensures proper distribution and presentation of critical financial and status of an organization, which helps to make better executive decisions and strategies. 4. BI is a new technology that keeps an organization working toward the goals and objectives. 5. Current market penetration and market opportunity for the business software application in the industry above: Market Penetration: Financial Services: Banking, Financial Markets, Insurance Industrial: Aerospace, Automotive, Defense, Chemical and Petroleum, Electronics Innovating Business Software 3 Distribution: Consumer Products, Retail, Travel, Transportation Communications: Telecommunications, Media and Entertainment, Energy and Utilities Small and Medium Business: Mainly Companies with less than 1,000 employees Market Opportunity: IBM Cognos Express entered the retail market with the technology to deliver business intelligence to its clients by providing analysis and business design which afford clients the opportunity to develop multiple strategies necessary to meet and compete with competitors in this complex changing market. This software technology organizes specific customer data and can operate with inherent variation of business models to build on existing footprint and fosters the development of processes for growth and success. The business intelligence retail solutions of Cognos Express software (from IBM Cognos) is the base for meeting complex business problems in consumers shopping experience, industry operations, and merchandise/supply chains. Cognos express is beneficial for any mid-sized organization seeking to get a firm grasp on the data currently evolving the operation. The software provides the opportunities to broaden the culture of the industry and most importantly broadens the sphere for empowered consumers by offering multiple purchasing venues. Additionally, it will allow the organization to drill down many different levels to see real time objectivity and where the company could go financially if certain objectives were to change. 6. Balanced Scorecard analysis for one business software application vendors product including all four performance measures (customer perspective, internal perspective, innovation and learning perspective, and financial perspective): Internal perspective is critical to any organization. Scorecard information gives a corporation a deep view into the effective and non-effective mechanisms within the organization. It will measure things such as customer service, product life cycles, greatest return on investment, expeditious production activities, product leadership etc. Companies should initiate and measure core competencies to ensure market share increases and overall effective market leadership (Kaplan & Norton, 1992). Once core goals are implemented and explained company wide, each employee has a greater recognition as to how to meet the end goal, because they are beginning with Innovating Business Software 4 the end in mind. Information systems that can qualify and quantify these results are invaluable. An organization and manipulate and recalculate the data as often and as many ways necessary, to achieve the most information about the current situation. Internal Business Perspective Goals 1. Customer Satisfaction - 90% or higher overall satisfaction. 2. Return on Investment - Timely management of products or services after they have fallen from the mature category into the aging category. Measures 1. Survey customers to assess overall satisfaction with products and service. 2. Ad the product life cycle begins to end, analysis of sales and marketability must be identified and addressed. 3. Survey vendors and customers to 3. Production timeliness ensure that all understand delivery dates, datelines and that shipments are managed as close to JIT (Just in all are met in a timely fashion, 90% on time Time) as possible by meeting delivery deadlines. goal. Innovation and learning perspectives are a process that is measured on the balanced scorecard and parameters must be identified to establish success (Kaplan & Norton, 1992). However, even though data has been measured one way within an organization, it does not mean that additional or optional changes in the calculations will not occur. As each product or service is modified, improved or removed from circulation, the scorecard and data collection will need to be modified as well. Not only are those types of changes calculated, but just as All Round Tire in Jersey Shore, PA does, an organization must too monitor areas of waste or scrap. A reduction in this type of expense can also provide valuable innovation. Often times we think of scrap as sheer waste, but as many companies that use retread tires know that even the waste tread can be ground down and used alternatively in childrens playgrounds to provide a softer landing (Bower, 2010). Such innovation is important to organizations trying to maintain a greater net profit. Innovating Business Software 5 Innovation & Learning Perspective Goals 1. Reduce waste of product or services. 2. 90% meeting of all corporate goals. 3. Proper evaluation of scorecard data. Measures 1. Maintain a continuation waste record of products or services that have been wasted and address issues on a monthly basis. 2. Metrics must be established for each department to include sales contact goals, production goals and sale goals. 90% or greater in each area would be idea. 3. Ensure that the scorecard is also working, all data collected is being used and seek areas of improvement by questioning staff and customers, and modify the score card data collection accordingly. When a business is looking for a way to go to the next level, the best pursuit of knowledge towards the competition and protection of brand is to seek out Business Intelligence (BI) companies who can take them further. Over the past 5 years, since IBMs purchase of Cognos in 2005, IBM has become a major player in the BI industry. In 2007, New York City signed a five-year, 80 million dollar deal with IBM to develop a system that could track and analyze the students performance in every school (Weier, 2007). Elie Tahari, one whose known for great style and fashion in mens and womens apparel, decided to take her clothing line to the next level and began her process by hiring IBM to track her competition and monitor her supply chain (Hartnett, 2009). Then, there was, also, 1-800- FLOWERS who might be one of the greatest success stories ever when it comes to the use of BI, seeing as how they were able to triple the base to roughly 30million and increase retention with the best customer segments at over 70% because of the work done by IBM (Hartnett, 2009). Financial Perspective Goals 1. Respond 2. Profit 3. Longevity Measures 1. The Stock Market success will give the organization a head up as to changes needed to respond to the financial goals. 2. ROE at end of each quarter. 3. Year-end and year our results being compared. Innovating Business Software 6 Yahoo finance gives you an idea into how profitable IBM Cognos Express Business Intelligence (BI) company is and has been, starting with the number of full time employees staffed at IBM to date. With over 400,000 full time employees staffed and the President and CEO of the company received a modest 1.52M in 2009, but was eligible to make over $6 million (http://finance.yahoo.com/q/pr?s=IBM). The net income, yahoo finance posts, actually shows a steady increase in revenue dating from June 2009 (3,103,00) to December (4,813,000), however, after what can be considered the Christmas holidays, IBM has a considerable drop in profit recorded for March 2010 (2,601,000) (http://finance.yahoo.com/q/is?s=IBM). All in all, IBM Cognos Express must be doing a fantastic job because the market closed today 128.08 a share in congruence to a retail store (Express) who possibly uses IBMs services closed at 16.88 on yahoo finance (http://finance.yahoo.com/q?s=IBM,COGN,EXPR&d=s). Customer Perspective Goals 1. Satisfaction 2. Relationships 3. Profit Measures 1. Comments and Surveys. 2. Nurturing existing and expanding to new partnerships. 3. Customers gain revenue off services rendered. Customer satisfaction is critical to every organization and by surveying the results of his or her satisfaction it can afford the organization to build on those relationships. Once a customer is satisfied with one product from a company, he or she will typically buy from that organization again, thus offering a repeat customer. When an organization has repeat, satisfied customers it ultimately has a profitable organization, if all other operational issues coordinate accordingly. Innovating Business Software 7 Part II 1. Other business systems or complementary products that might integrate with your business software application: Business Intelligence (BI) is a product that can be quite confusing initially. Some operators will have no idea what to do with it, because BI can go in so many different directions. When it comes to assisting a company with business intelligence it must be nurtured and modeled to fit the companys specific needs (CXO Europe, 2010). With that being said, the business systems and complementary products to BI could be a multitude of things, for example, if athletic program, such as football team, wanted to know if a certain type of perk, (such as offering lap tops to students versus making them readily available in the computer lab), assisted or hindered his or her grades, could they could hire a BI company to accumulate the data over a span of time and a computer company to provide them with desktop computers and laptops for each students research. Since BI can be used in a number of ways, a strong area of need would be the human resources department of any organization using business intelligence software. By knowing where the organizations needs are, such as departments severely overloaded with employees or understaffed, the human resources department could get a visual as to what needs to be done to balance not only the payroll expenses, but the workload as well. Additionally, the accounting department could use this software to learn where the greatest financial gain is coming in, and where the largest expense is going out. 2. Resource requirements (components, systems, people, etc.) for development, implementation, and diffusion of your business software application: IBM already employs over 400,000 employees, and should be able to provide adequate customer services and technology support to the new customers purchasing Cognos Express, as well as any ongoing customers currently using the product. Secondly, they will need facilities to house the flood of training seminars and sessions that will take place. Building a facility on the company grounds would be a great idea, but finding locations or a central location that can accommodate the training needs would suffice as well (Shapira, 1996). One way of diffusion of the software application would be to market midsize companies that currently have a website and internet interface. Being Innovating Business Software 8 able to reach those organizations, specifically the CFOs of such companies, IBM could reach out to those in remote areas that might not otherwise know there is a need and a method that could fix or enhance the growth of their business. 3. Plan to increase innovation diffusion within your organization and explanation of which business divisions will play roles in planning and implementation of the innovation diffusion: IBM could keep everything in-house, and not outsource to a third party company to implement the diffusion of BI; and, to do so, would have to start by creating a division of individuals who have the most expertise in the products and then putting them all together in a as a task force to reach out to those clients not currently exposed to such a product as BI. In contrast, if the entity does not have enough capable employees in house then they will want to begin training others in house or bring in outsiders to train. Secondly, a plan must be devised to begin making those unaware of the product more knowledgeable. That can be done thru television ads, newspapers or conferences where businesses meet to learn about new improvements for technology and business. Training meetings and seminars will be vital and key to the success of those informed. Once people become interested and want to use the product they will need training. Therefore training facilities will be important. Building partnerships with previous customers and other businesses is an ideal way to pass along information and generate interest without spending additional funds. The company should also seek to discover government programs that offer grants for technology advancements by exploring new products because IBM could target those specific markets and businesses to gain additional clients (Shapira, 1996). 4. Proposed process and/or product improvements for your business software application. What are the innovations you will make to the current technology? In other words, what will the new version of your software do better than did the last generation? Remember to innovate for the particular assigned industry): Because IBMs Cognos Express is limited to the mid-sized companies with 1,000 employees or less, an expansion of the needs of those customers as well as other smaller target audiences would be best. Cognos Express is a fantastic product, priced Innovating Business Software 9 accordingly, offering three different modules, all of which can be connected together immediately or able to purchase and use as added enhancements (IBM, 2010). The first innovation would be to offer a monthly online tutorial class to newly appointed or newly hired managers at each organization that has purchased the full version of Cognos Express. The programs are easy to use but the information contained within them can be overwhelming. Without a tutorial and/or seminar an organization will never receive the full benefits of the software. The second innovation is to enhance the dashboards ability within the geo map, to allow for more than drilling down to each country or regions sales efforts. By plugging in each sales representative based on product line, an organization can determine where each sales person has the greatest strength and most significant weakness. Therefore, instead of terminating an individual based on low sales in one area, perhaps he or she could move to another product line or geographical area where the products they sell, moves fast. Additionally, those sales people that are stellar at all product line sales could be identified to use as a trainer in sales management meetings, product line training processes and as collaborators for any new products or services. Thirdly, although the Cognos express is designed for mid-sized companies, it would be very helpful to non-profit organizations where data mining is imperative. Because you can start with end planning within the What If segment of the software, it would benefit a non-profit to utilize such software, and however, many cannot afford to purchase a product where each module costs $12,500. Providing a trial offer and extending to 180 days for each non-profit organization that has a 501(c)(3) certifications can be used to assist the organization. These trial offers can also include mentors from some of the most satisfied organizations currently using the software. This would provide community involvement and be exemplary of social responsibility. 5. Marketing statement for the new version of your business software application. (Be sure and target the statement at the industry for which you are innovating.): As Kaplan suggested, each organization should think big, start small, and scale fast (Hammer, 2004), because no organization can rest on the Founders laurels and if Innovating Business Software 10 the organization wants to change, they must not underestimate model innovation and grow as the rest of society grows, if not faster. The marketing statement of IBM Cognos Express is: To simplify the collection of data, ensuring maximum capability, outstanding customer rapport and achieve profitability in a timely and affordable manner. Those organizations in need of data management and the ability to understand the data after collection will give a head up to those executives seeking to take the business to a greater financial level. By using the data collection and drilling down to learn the most intimate parts of the organization, it can afford the best decisions to retain a significant profit margin. 6. Name and describe five aspects of the project that should be managed throughout the development and implementation phases of your business software application to ensure a successful product launch: Understanding the relative advantage that Cognos Express has in the market is paramount for managing development and implementation phases (White & Bruton, 2007). The current market penetration of this software has such a broad footprint from aerospace/defense to wholesale distribution or any medium business industry that the relative advantage future for development is likely. business solution. Awareness of the influences that Cognos Express has in the innovative market and its corresponding affect on previous markets should, also, be considered prior to launching a product (White & Bruton, 2007). By providing the training tutorials for industries that purchase the full version, enhancing the sales skill, and providing appropriate regional sales placement, it proves Cognos has made a difference in current innovative strategies. Previous market mixes will not be adversely affected by these influences. Provision for clarity of purpose and planning in development and implementation is necessary from leadership (White & Bruton, 2007). Cognos customer friendly application allows for smoother integration without difficulty in diffusion. Changes in infrastructures are less disruptive, timelier and more efficient. Each department can tweak This broad reach proves advantageous by providing diverse clientele to utilize the software to integrate the Innovating Business Software 11 that units specific data collection and learn where it needs to go in order to keep up with the organization as a whole. Awareness of Cognos Express product characteristics are provided through corporate mentoring, and an introductory offering of a 180 day free trials for non-profits organization with 501(c) (3) status (Chakravorti, 2004). Additional enhancements could provide these organizations with discounted purchase options. Visibility of the product is imperative to achieve market recognition (White & Bruton, 2007). Cognos standards for delivering business value through business intelligence solutions provide enhanced value to its shareholders. Not to fail to mention, how important commitment to communities is in organizations models of operations. 7. International operational considerations for development, implementation, and training for your business software application: Because most operational markets do not accept change well, it will be important for all sales and marketing efforts to begin by changing the purchases equilibrium, and make him or her think they are making the best choices (Chakravorti, 2004). By beginning with the end in mind, an organization can channel with the sales professionals and put the emphasis where it needs to be. Mainly, it will be imperative to unravel the current status quo and create a new one (Chakravorti, 2004) and begin networking with major players who may, one day, make the change to the new product, and assist in escalading sales from other large venues. One important operational consideration is establishing International Alliances, which is a four -stage process (White & Bruton, 2008). The first stage starts with a newly developed technology that is successful only locally. Alliances are formed allowing the product to progress to the national markets. Then partial international integration through licensing is next and can be obtained through joint ventures (White & Bruton, 2008). Finally, the product may have the opportunity to go global by acquisitions or mergers (White & Bruton, 2008). Therefore, if IBM Cognos Express were to partner up with local and international companies to increase the effectiveness of the software, this could produce endless opportunities. According to White & Burton (2009), Bruce Kogut argued that three reasons are relevant to establishing alliances: Innovating Business Software 12 1. Organizational Learning. 2. Cost Savings. 3. Strategic Behavior. These three operational considerations are designed to train the workforce, generate a larger and more appealing bottom line, and at the same time build partnership to further solidify the status of the product. Learning from other companies and understanding some of the operations will result in fewer mistakes. Innovating Business Software 13 Part III - Innovating Business Software Group Activity: Part IIIEvaluation, Control, and Change 1. Explanation of how you will implement evaluation and control for your business software application (include an explanation of how you would conduct a Gap Analysis as well as Quality Control for your product): Implementation of evaluation and control for IBM Cognos Express would commence by: a. Creating the provision of clear projects goals which are upfront in the organization and has the corresponding support of management. b. Initiating company-wide skills assessment probe would ensure that individual with the appropriate skills would be place in the proper project objective to utilize the greatest potential. c. Producing roadmaps which are structured to create, what if scenarios for unforeseen events. These events could hamper progress or create a new disruptive technology. Provision for these issues lend support to different possibilities that could eventually change the direction of the process. d. Providing for the internal culture of an organization, as well as the corresponding external environment. Understanding the reason individuals perform the way they do within a firm and guiding them to act in an appropriate manner that will benefit the organization. This process is aided by the utilization of proper communication channels which provide information on the risk and successes of the software. e. Creating a system of checks and balances that monitor possible technical or market risk within the organization. Putting the appropriate benchmarks in place that provide information on critical external competition and internal results will ensure IBM Cognos Express as a successful BI tool. Alex Goldman states: "There's a big gulf between what's often barely better than consumer grade software offered to small businesses and the massive package, costing hundreds of thousands of dollars or even several million, offered to large enterprises". Innovating Business Software 14 IBM Cognos fills the gap that organizations require by providing the answer to the questions about, where the entity is currently, what lies ahead, and what does the future look like if the current path is followed? These are the essential questions for a gap analysis. Performance of a GAP analysis for Cognos would involve evaluation of: a. A strategic analysis of the environments (competitors), external evaluation (supplier and customers), information systems (internal communications), and structural analysis, (structures and processes). This would ensure that Cognos is meeting its long and short-term goals. b. Future competitive advantages, future competitiveness, and future strategic capabilities. Cognos Express will provide a clear picture of the competitive landscape with a full scope of planning, reporting and analytical tools that enable smaller companies to triumph over obstacles to business intelligence and performance controls c. Finally Cognos Express direction for the future inclusive of it three modules used for reporting, analysis, dashboards, scorecards, planning budgeting and forecasting. This fundamental evaluation indicates that the complete package is needed to guide decisions regarding whether to innovate, or not. Performance of a quality control evaluation for Cognos would include using Dr. Deming's Fourteen Points of Quality Control (White & Bruton, 2008). These include: a. Cognos long-term commitment to medium-sized businesses and the organizations success. b. Creation of a new philosophy by involving the entire culture in it scope of evaluation. c. Eliminate dependence on reviews and inspections. d. Utilize the services of one supplier. Cognos provides the entire tool needed in three modules. Innovating Business Software 15 e. Continue improvement-Cognos scans competitors and risk to provide intelligence for proper decision. f. Changing the system to work for leadership g. Provision of continuing education. Increased communication increases output and funding for employee training. h. Drive out fear i. Foster change through the elimination of fear j. Dissolving obstacles between internal departments by provision of data for proper communication. k. Eliminates slogans which have no impact on change. l. Creates a change on the focus by promoting management by objectives. m. Fosters a pride of ownership with everyone understanding the impetus of the organization; everyone will belong to its ultimate success. n. Education towards quality in process. o. Process of transformation through the tools of analysis affords each employee the opportunity to produce quality. 2. Strategy to integrate Best Practices and Lessons Learned into your companys culture: Strategy to Integrate Best Practices: 1. Resources (Christensen, 2000): In order for a company to give itself the best possible opportunity for success in integrating new and improved practices, it must evaluate the company to see if it has the capabilities of funds and support to garner such a move. 2. Processes (Christensen, 2000): How a business runs its day to day activities of communication, coordinating, decision making, budgeting and even customer service are important and play a huge role in whether the company can handle an overhaul of change. 3. Values (Christensen, 2000): No company can be successful without strong core values and if the implementing of new practices infringe upon company culture, especially negatively, it need not be implementing for the sake of monetary gain. Innovating Business Software 16 4. Extensive Research and Testing (Esteva, 2006): There must be extensive research and experiments done on the new practice to ensure that it will work the way the company was intending, which is why the availability of resources be available because there is no time-table for this process, except that it be done right. 5. Review, Educate and Train (Esteva, 2006): Because no guarantees exist with anything there must be a reviewing phase of what has been learned and make sure that all cylinders are still clicking and everyones still on the same page. Not to mention, even with tons of research and testing success, employees could resist the implementing of new practices. So, to combat the resistance you want to educate them on the plan and begin to train. 6. Launch Product (Esteva, 2006): Finally, with all avenues checked and all those involved marching to one beat, the product is launched. Strategy to Integrate Lessons Learned: 1. Review (Esteva, 2006): What has been learned and how can it be used for edifying and uplifting the company? 2. Educate (Esteva, 2006): Now that things have been identified that are useful for helping the company become more beneficial, it must be taken to the employees. Employees must begin being trained in the areas of lessons learned. Resistance must not be used as a means to quit or not implement change because people can fall in love with successful processes and not want to endure change, but the must to go higher (Christensen, 2000). 3. Train (Esteva, 2006): Training is the most essential point of the process because once the new practices are chosen and employees are educated on them, then comes the real work which the act of learning how to do. Whether through mentoring programs, training seminars, breaking up of silos or other groups and organizations to form new groups, training must do implemented and completed. No one can successful perform any type of task lest they are properly informed and trained and in some cases they may require bringing in a third party to teach and train the employees so they are more receptive. Innovating Business Software 17 3. Technology lifecycle of your business software application. What factors could lead to obsolescence of your product and how would you mitigate or respond to these? The IBM Cognos Express software is at its peak in its lifecycle and would be classified between the early majority and late majority of the Technology Adoption Lifecycle (Moore, 2002). Moore (2002) discusses this specific point in the curve where the technology has crossed the chasm and the BI software has been absorbed into the marketing mainstream. Therefore, this product will continue to be successful even with a hefty $12,000.00 price tag. At this point, IBM Cognos Express has been targeting medium sized businesses because this software is designed to help growing businesses collect and manage data. It seems IBM Cognos Express will continue to see success and will not see the downhill slope of the Technology Adoption Lifecycle for many years to come. IBM has had great success in the past internationally and globally when introducing new technologies into the marketplace. Eventually, all products begin to see the downhill side of the Technology Lifecycle, especially with new and innovative technology developing every day. Software technology always has a short lifecycle because the competition is always trying to stay ahead of the game. Several factors are evident that can lead to the obsolescence of IBM Cognos Express. The ones we are mostly concerned with the following: 1. Customer Service 2. Updates and Patches 3. Global Economy 4. Competition 5. R&D IBM Cognos Express really needs to provide the end users with proper customer service on a daily basis. Trained sales and customer service representatives is critical to the success of this product and if this does not happen, IBM Cognos Express will be very short lived indeed. A call-in center has been established for IBM Cognos Express and proper instructions have been provided with the package. However, many users have questions even after reviewing the package. IBM Cognos Express will provide this service at all times in order to continue the success of the product. Innovating Business Software 18 Updates and patches should be provided to the users and presented in a timely fashion. These updates or patches will correct any development issues and provide additional services at the request of the users. Critical information and feedback will be provided by the users and this should be utilized to better IBM Cognos Express. If this does not happen, the software will fall behind the competition and eventually be yesterdays news. This is where, research and development begins to play a big part in producing new and innovation software ideas. Research and development for any organization is critical to the success IBM Cognos Express for updates and patches associated with deficiencies with the product. The global economy is changing every day. It will be imperative for IBM Cognos Express to monitor the global economy, especially since the software is targeting midsize businesses. These smaller businesses do not have the cash flow that larger organizations have and have a terrible time attempting to weather the storm. If the global economy becomes unstable then quick decisions need to be made to minimize the effect on this product. Competition has always been a problem for IBM and all said products, especially when competing with Microsoft. Microsoft has taken many of IBMs software ideas and utilized them to further better the products (Moore, 2002). This is the nature of the beast; however, proper precautions should be taken to eliminate this type of business behavior. IBM has realized how successful Microsoft has been and continues to create software just like IBM Cognos Express. If Microsoft decides to mimic the software just like they did with Windows, then it will be a race to the finish for both products (Moore, 2002). Innovating Business Software 19 References Bower, D. All Round Tire, Retread plant. (2010). Personal Interview. July 15, 2010. Chakravorti, B. (2004). The new rules for bringing innovations to market. Harvard Business Review, 82(3). Retrieved July 22, 2010, from Business Source Premier Database. Christensen, C. M., & Overdorf, M. (2000). Meeting the challenge of disruptive change. Harvard Business Review, 78(2). Retrieved July 26, 2010, from Business Source Complete database. CXO Europe (2010). Making Business Intelligence A Competitive Weapon. Retrieved July 21, 2010, from http://www.cxo.eu.com/article/Making-business-intelligencea-competitive-weapon/ DataClarity Corporation. (2010). IBM Cognos Express. Retrieved July 17, 2010 from http://ibmcognosexpress.com/ Esteva, J., Smith-Sharp, W., & Gangeddula, S. (2006). A formal technology introduction process. Journal of American Academy of Business, 9(1). Retrieved July 26, 2010, from Business Source Complete database. Hammer, M. (2004). Deep change: How operational innovation can transform your company. Harvard Business Review, 82(4). Retrieved July 22, 2010, from Business Source Premier database. Hartnett, M. (2009) Brand Management. Stores, 91(2), 42. Retrieved July 14, 2010 from ABI/INFORM Global. Hartnett, M. (2009) Cross-Pollination. Stores, 91(5), 30. Retrieved July 14, 2010 from ABI/INFORM Global. IBM. (2010). Cognos Express. http://www01.ibm.com/software/data/cognos/products/cognos-express/ Kanaracus, C. (2009). IBM unveils midrange BI tools. Computerworld, 43(29). Retrieved July 24, 2010, from the Business Source Premier database. Innovating Business Software 20 Kaplan, R. S., & Norton, D. R. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1). Retrieved July 15, 2010, from Business Source Premier database. Moore, G. (2002). Crossing the chasm (Rev. ed.). New York: Harper Collins Publishers Shapira, P., & Rosenfeld, S. (1996). An overview of technology diffusion policies and programs to enhance the technological absorptive capabilities of small and medium enterprises. Paper prepared for the Organization for Economic Cooperation and Development Directorate for Science, Technology and Industry and made available to Walden University MBA students. Retrieved July 19, 2010, from http://www.prism.gatech.edu/~jy5/pubs/oecdtech.htm. Weier, M. (2007) In New York City School, BI System Better Pass The Test. Information Week, (1129). Retrieved from ABI/INFORM Global. White, M., & Bruton, G. (2008). The Management of Technology and Innovation. Mason, OH: Cengage Learning. Innovating Business Software 21 Professors Feedback Week 3: Removed unclear statement regarding public, education as a market segment. Rewrote last two paragraphs under market segmentation. Added information to financial perspectives measurements on the scorecard. Added details to customer service scorecard section. Week 4: Rewrote introductory paragraph. Defined athletic department. Addressed what areas could integrate with BI. Deleted comment about training IBM staff. Rewrote #3 paragraph to define diffusion department Replaced repetitive phrase. Fixed spelling error in #4. Fixed spelling error #5. Rewrote the marketing statement to be more specific to the retail industry.

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Revenue from Services Direct Operating Expenses Selling, General Administrative Expenses Total Operating expenses Interest
Walden University - IT - 6410
AdvocatesinHealthcare ProjectedIncomeStatementRevenue: Gross Sales Reimbursed Expenses Net Sales Expenses: Payroll Field Staff Payroll Tax - Field Payroll Internal Staff Payroll Tax - Internal Rent Office Equipment Office Furniture Advertising Insurance
Walden University - IT - 6410
How Cost Accounting Distorts Product Costs 1RUNNING HEAD: HOW COST ACCOUNTING DISTORTS PRODUCT COSTSWalden University MMBA 6550-5 Discussions on How Cost Accounting Distorts Product Costs Dr. Annette Hebble Team A Philippa Stanton Kevin Stinson Latonia
Walden University - IT - 6410
1 .2 .3 .4 .Question: Q1: Describe double-entry accounting and how it affects transaction analysis. Your For every asset in a business, there is a claim to that asset. It could be from Answer: the owner of the business or a stakeholder in the business
Walden University - IT - 6410
A) Helpful hint: An OAES Template in Excel format is provided in the Doc Sharing area of the classroom as an aid to help you work through these problems. B) 1. Determine the requested information for FedEx (stock symbol FDX): Using the 2007 "FedEx Annual
Walden University - IT - 6410
Week 1 FedEx MVA and TSRFromLectureNotesinDocSharing MVAis:Part1lessPart2(P1=or=TCId+TCIe) Part1=numberofsharesissuedcapitalizationinYahoo)+MVdebt NOTE:MCisdefinedintheproble Part1=$29b+MVd Part2=TCId+TCIeMC (in billions) MVd (billions) TCId (billions
Walden University - MMBA - 6550
Week 3 OAES Homework - MMBA 6550 Problem 1 Example Company Balance Sheet Dec 31, 2008 CY 2008 540 350 1,000 1,890 100 1,000 100 690 1,890Change, keep, or add numbers here based on your assumptionsCash Other current assets Property, plant, and equipment,
Walden University - IT - 6410
Wilson is a wholesale distributor of widgets. The company services groceries, convenience stores, and super stores like Wal-mart. Small but steady growth has been achieved over the past few years while widget prices have been increasing. The company is fo
Walden University - IT - 6410
The product and service mix is the combination of products/services sold by an organization, with each having different selling prices and costs associated with the product or service. Capacity utilization is relationship between actual output of a produc
Walden University - IT - 6410
1. Complete Problem 14.1 on page 434 of the course text (solution is on page 466). Next, work the problem again using the following variables: project yield annual net cash inflows are $10,500 for the next five years; interest rate of 16.5%, and the initi
Walden University - MKT - 6510
Every organization that is attempting to approach the international market needs to be aware of several factors: Culture is an ever increasing element in doing business today. The compilation of money, goods and people across international borders is prov
Walden University - MKT - 6510
Page1of33Business Plan for a Startup Business Advocates of Healthcare Medical Staffing Tammy Wortherley February 18, 2010 Walden University MMBA 6510-06 Dr. Donna BrownPage2of33I.Table of Contents I.TableofContents .2 II.ExecutiveSummary .
Walden University - MKT - 6510
Classic Airlines ClassicProblem SolutionFrame the Right Problem FrameIn order to improve Classic In Airlines strategic position the corporation MUST: corporation Createcustomer confidence. Improve service and loyalty. Improve profitability and alighi
Walden University - MKT - 6510
Biz Class Mach 2 Razor 200 Excite 2 Base Components Digital video disk (DVD) read/write drive High capacity hard drive Very high capacity hard drive Office software-word, spreadsheets Accounting/bookkeeping software Business Graphics software Presentation
Keller Graduate School of Management - AC - AC505
Accounting Normal Balances (DR/CR) Cheat Sheat ASSETS=DEBIT L IAB I L IT IES=CREDIT SE=CREDIT REVENUE=CREDIT EXPENSE=DEBIT CONTRA ACCT=OPPOSITEoACCUM DEPREC=CREDIT(USUALLY ASSET)oDOUBTFUL ACCT=CREDIT TREASURY STOCK=DEBIT Dividends=debitooDEBIT AC
Strayer - BUSINESS - bus515
Operations Management BUS515 006016 CaseDiscussionHightoneElectronics,Inc.Chapter11.Fromanoperationspointofview,theprosforHightoneElectronics,Inc. movingtowardwebbasedpurchasing,isfirstandforemostthecompetitive advantage,andtheconvenienceofferedtothecust
Strayer - BUS - bus515
PrimeBankofMassachusettsCase(p.51)SpeculatewhichcompetitivepriorityPrimeBankiscurrentlyoperatingunder. Provideadetailedrationale. Discussthetypeofanalysisthatneedstobeconductedbeforeadecisioncanbe madeastowhetherornottheorganizationisreadyfromanoperation
Adelphi - MM - MM 522
HI Lee, do not submit as it is make some changes before you put in dropbox.Analyzing Buyer BehaviorMM 522 (Marketing Management) Week 2 Assignment Instructor: By :Abstract This paper is an analyzing of Groves Enterprises in consumer and business produc
University of Phoenix - BEH 225 - BEH225
W hen being motivated, a person can reach their best performance by t rying their best. To have the best team it is important of whom needs to motivate their employees is their m anager. Since the team can be a reflection of how the manager handles things
University of Phoenix - BEH 225 - BEH225
U N IVERSITY OF PHEONIXFinal Project: Interview ProfileBEH 225Jennifer H ill 10/23/2010For the person I am supposed to interview is my best friend Shanna Levi, she is 22 not quite my age but I do not really have anyone that is my age. She is dating my
University of Phoenix - HCA210 - 210
Before we had computers we had to manually write everything down on a piece of paper and file it with all that patients information. These days we can put everything in the computer and all they have to do is search for the patients name. Then all their i
University of Phoenix - HCA210 - 210
My Proposal for a New Health Care System HCA/210 John Gaze June 27, 2010 University of PhoenixThe United States health care system is facing a major crisis because of the rising costs of health care and the high cost of health insurance, also the increas
University of Phoenix - HCA210 - 210
Being able to take care of a patient there are a couple of steps that the doctor has to take to be able to complete the patients care. The steps are being able to track the changes in competence, performance and the patients functions. The most important
University of Phoenix - HCA210 - 210
MyProposalforaNewJenniferHill ClicktoeditMastersubtitlestyleSystemPresentation11/14/10AmbulatoryCareThepurposeisforthosepeoplethatcannotaffordgoingtotheirhospitals, andhavingtostayovernightstaybythepatient. Duetomedicaladvancementsandincreasingcosts,
Guilford - POLSCI - 85123
FISCAL POLICYIssac Deese Tomesha Lindsay Americas economic prowess reveres many countries abroad, whether rich or poor, how the American dollar is able to sustain its strength despite all the economic changes is a concern for many admirers of theAmerica
Unicamp - NUCLEO - Engenharia
FAU - FIN - FIN3403
CHAPTER 6, 7, & 9 - TEST CHEAT SHEET6.1: FUTURE & PRESENT VALUES of MULTIPLE CASH FLOWSCALCULATING FV OF MULTIPLE CASH FLOWS o The Timeline Compound the accumulated balance forward one year at a time _ 0 _ 1 _ 2 _ Year 0 value is $100 and a $100 deposit
FAU - FIN - FIN3403
Chapter Two Financial Statements, Taxes, and Cash Flow Income Statement (Net Income is final result) o Net Sales COGS Depreciation = EBIT; EBIT Interest = Taxable Income; Net Income = Taxable Income Taxes; Net Income Dividends = Addition to Retained Earni
Kaplan University - COUNSELING - 101
Counselorsrequiredamyriadofskillsinordertobeaproductivetherapist.However, workingwithseniorscanbemostchallenging,primarilybecausetheydonotrecognize theneedforcounseling.Counselingmaybeviewedasaformofweaknessandthat theynolongerareincontroloftheirlives.Sen
CSU Dominguez Hills - BA - 531
The actions a manager must take to identify and protect the automotive industries tangible property rights is by first identifying what is a tangible property. A tangible property according to Cheeseman includes physically defined property, such as goods,
Purdue - MA161 - 161
Purdue - MA161 - 161
MA 161EXAM 3Fall 2007Name tendigit Student ID number RECITATION Division and Section Numbers Recitation Instructor Instructions: 1. Fill in all the information requested above and on the scantron sheet. 2. This booklet contains 12 problems, each worth
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
MA16100 Exam3Key 1. B 2. C 3. D 4. A 5. A 6. E 7. D 8. D 9. D 10. C 11. A 12. D 13. B 14. EFall08
Purdue - MA161 - 161
Purdue - MA161 - 161
Answer key to MA 161, ex 3, Spring, 2003 1. e, 2. e, 3. c, 4. d 5. b, 6. a, 7. b, 8. c 9. d, 10. d, 11. a
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
MA161Exam3Answers 1. D 2. E 3. A 4. B 5. C 6. E 7. C 8. D 9. A 10. C 11. B 12. E 13. D 14. BSpring2010
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
Purdue - MA161 - 161
MA 161 NameExam 2Fall 200710-digit PUIDRECITATION Division and Section NumbersRecitation InstructorInstructions: 1. Fill in all the information requested above and on the scantron sheet. 2. This booklet contains 12 problems, each worth 8 1 points. T
Purdue - MA161 - 161
MA 16100Exam IIFall 20081. The graph of y = f (x) is shown below. y 1 -2 -1 12 xWhich of the following could be the graph of y = f (x)? A. 1 -1 -1 1 x y B. 1 -1 -1 1 x y C. 1 -1 -1 1 x yD. 1 -1 -1 x, x + 1, 2. Let f (x) = x2 + 1, 2x,y xE. 1y x1-
Purdue - MA161 - 161
MATH 161 FALL 2009 SECOND EXAM OCTOBER 20, 2009TEST NUMBER 01STUDENT NAME STUDENT ID LECTURE TIME RECITATION INSTRUCTOR RECITATION TIME INSTRUCTIONS 1. Fill in all the information requested above and the version number of the test on your scantron sheet
Purdue - MA161 - 161
Purdue - MA161 - 161
MA16100 Exam2Key 1. B 2. C 3. D 4. E 5. A 6. E 7. C 8. B 9. A 10. E 11. C 12. E 13. B 14. E 15. BFall08
Purdue - MA161 - 161