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The purpose of this paper is to summarize the current thinking on intermediation and disintermediation, extract candidate drivers for this cycle, capture the expert…
The purpose of this paper is to summarize the current thinking on intermediation and disintermediation, extract candidate drivers for this cycle, capture the expert opinions on what is driving the cycle and determine the quantitative and qualitative conclusions related to the electronics industry supply network integration and requirements for its success.
A series of one‐on‐one expert interviews were conducted to establish the validity of the initial list of drivers and to add to this list based upon their expert knowledge. A web‐based survey followed with the purpose of validating the final dimensions list and assessing the various alternative value propositions that intermediaries should be considering. Finally, a Delphi exercise concluded this research thrust by convening experts in the electronics supply network for a one‐day review of the results and a distillation of the results into expert forecasts of directions and trends.
Any supply chain intermediary must achieve “Operational Excellence” in their chosen field of endeavor for them to remain competitive in the electronics industry. But this condition is a necessary but not sufficient predictor of business success. The intermediary service “Bundles” bring more value than individual cash flow, material flow, information flow or knowledge flow alone. And unbundling one flow from the others does not seem to provide a successful disintermediation platform.
The paper provides electronics industry firms an assessment of the fundamental conclusions that must be addressed for this industry to better withstand another industry downturn than it did in the previous recessionary period (2001‐2002).
This paper documents the first triangulated research project where knowledgeable experts within the electronics industry supply network were polled to determine the fundamental drivers for the intermediation/disintermediation cycle present in the electronics industry today.
The purpose of this paper is to evolve the Universal Business Excellence Model (UBEM) with the integration of common features of business excellence models (BEMs) with…
The purpose of this paper is to evolve the Universal Business Excellence Model (UBEM) with the integration of common features of business excellence models (BEMs) with universal laws of nature to facilitate multi‐dimensional business growth.
Business has focused on accumulation of wealth at the cost of society for decades. It has resulted in socio‐economic, political and environmental problems and led to the evolution of quality, environmental, HSE systems and BEMs, etc. Vedic philosophy emphasizes that a core function of business is to create wealth for “Well being of society”. To evolve UBEM, synthesis of BEM, e.g. the Malcolm Baldrige National Quality Award (MBNQA), the European Quality Award (EQA) and the Deming Prize has been undertaken to identify the common and unique issues. In addition, certain issues not adequately addressed in BEM but emphasized in Vedic hymns have been empirically tested to check their applicability in the current business scenario.
The paper finds that UBEM stresses that profit is not the ultimate objective of the business, but a means to achieve the sustainable success. Interestingly, professionals of various age groups, different countries and backgrounds have overwhelmingly supported the concept in empirical study.
Hymn from Rig‐Veda explains that physical as well as moral laws govern the entire universe. Vedic philosophy derives infinite creativity, actions and power from the universal laws of Nature. This paper is an attempt to integrate philosophy of the East with modern practices of the West. It is an example for researchers to explore several new areas to integrate the best of the both (East and West) and provide a new direction to the mankind.
The use of the UBEM will make it easier for practicing managers to reach the right decisions for sustainable success.
The UBEM identifies the “values and process flow” and measurement of “multiple bottom‐lines” as the key to success. Integration of “organization vision” with “universal wellbeing” leads to sustainable success and provides an access to the infinite power of “cosmic energy” to ensure multi‐dimensional growth.
The purpose of this study is to find out the reasons why companies achieve different results in following different business excellence (BE) models. This has been done…
The purpose of this study is to find out the reasons why companies achieve different results in following different business excellence (BE) models. This has been done using a case study method, selecting to illustrate the actions taken and the results achieved by two role model companies, one following the Malcolm Baldrige model (MBM) and the other following the European Foundation for Quality Management (EFQM) model.
The research design adopted is as follows: examine the literature of Total Quality Management (TQM) and BE, with specific reference to practices and happenings in Indian industry, to identify the key themes; analyse the research questions RQ1and RQ2 as mentioned above, using the learnings from the literature survey in a qualitative way. The analysis is done using chronological developments in TQM, BE and linking them with the happenings in Indian industry in a cause–effect way; develop a “source to sink” framework to track the various actions implemented by companies to drive BE in their quest to performance excellence, and to analyse the root causes for the success of the actions; illustrate the conclusions through two case studies, of two different companies from India, on the varied results achieved from following two different BE models, one, the MBM by Tata Steel, and, two, the EFQM by BHEL, both award-winning companies, for instilling “excellence” in performance; and develop a model to correlate the observations from the companies using two constructs, identifying latent variables and actions that have been taken to address the outcomes of the variables.
The findings show that the actions taken by the companies are different, under the two models. The reasons for these different actions have been described, and the impact of these on the latent variables and outcomes have been tracked. There are six reasons why the results are different.
The study has highlighted the efforts by two role model companies. These are “comparisons of the best in the business” in their respective industries. However, one needs more studies to verify and establish whether the six reasons described are the ones which are most impactful. More companies need to be studied, and, based on the outcomes, one can establish the “best choice of the BE model” for Indian companies.
The results of the study show that using different BE models can affect the results. A non-optimal choice may lead to longer time and lower results.
Excellent companies are sustainable, which means that they eliminate waste, operate in an environmentally friendly manner and address social issues. Speedily achieving excellence can lead to faster use of sustainable operations.
The work is original in the following ways: data collection through assessment teams; experience through personal engagement; identifying six reasons and two constructs which could lead to different results.
This report aims to present a detailed evaluation of resilience planning of the ASEAN-5 tourism sector to national disasters. The project analyses the challenges to the…
This report aims to present a detailed evaluation of resilience planning of the ASEAN-5 tourism sector to national disasters. The project analyses the challenges to the tourism industry in the ASEAN-5 (Singapore, Indonesia, Thailand, the Philippines and Malaysia) countries due to national disasters (economic crisis, health hazards, natural calamity and/or act of terrorism) and the effectiveness of the measures taken in response to disastrous events.
The project analyses the effect of national disasters over a 10-year period in the ASEAN-5 countries on tourism economy and effectiveness of government action in resilience planning. The study uses two research questions to comment on comparative effectiveness of resilience planning in the ASEAN-5 nations.
The findings of this study revealed that national disasters affect a county’s tourism sector performance and its economy negatively. In particular, national disasters have harmful effects for a country’s tourism arrivals, tourism receipts, gross domestic product and unemployment. The findings reveal that regardless of geographical closeness of the ASEAN-5 countries, each experienced different effects in terms of national disasters and each used different government recovery measures.
This paper builds a knowledge management system for national disasters and the tourism sector. It provides a ready reference of timeliness and effectiveness of measures and to develop a framework for future tourist disaster management systems. Specifically, the relationships between the tourism indicators explored in this study contribute significantly to the knowledge on how these indicators interact to affect the tourism industry and the country’s economy. Furthermore, this information would act as a guide for countries to design and implement resilience planning and disaster management response.
Resilience planning is emerging as a key area under sustainable development. This report presents an evaluation of resilience planning of the ASEAN-5 tourism sector to national disasters.
From a pedagogical point, the case may fulfill following objectives: First, to understand Vodafone’s position in the current environment. Does the environment present the…
From a pedagogical point, the case may fulfill following objectives: First, to understand Vodafone’s position in the current environment. Does the environment present the elements that are necessary for them to thrive (as analyzed using a PESTEL framework)? Second, to understand the resources needed to build competitive advantage in an emerging market context (as analyzed using the Porter five forces model); and third, to understand the competitive challenges of conducting business in a highly (and sometimes capriciously) regulated industry.
The Indian Telecommunication sector is one of the fastest growing industries in the world. There are nine telecom operators who are pioneering this growth; however, five private companies: Bharti, Idea, Reliance, Aircel and Vodafone make up 78.86 per cent of the market. These five companies have the opportunity to increase their market share by expanding the services provided to rural India; however, the Indian Tax Authorities have caused some hesitation. Aside from being known as heavy handed and unpredictable, the authorities have also demanded that Vodafone pay them billions in taxes. These court cases have challenged the way that other telecom operators look at investing. The arrival of Reliance Jio as a new player in the Indian wireless space with deep pockets has not helped the already fierce competitive landscape. Reliance Jio is forcing all wireless companies including Vodafone to reevaluate their India strategy.
Complexity academic level
This case could be used in both MBA and executive education programs.
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CSS 11: Strategy.