One of the major impediments of being able to accomplish these three potentially conflicting objectives is the desperate, non-integrated nature of Enterprise Records Management (ERM) systems throughout their enterprises. Integrating ERM systems into a unified Enterprise Content Management (ECM) platform and framework has been shown to significantly increase customer service and profitability levels in companies investing in these technologies (Blair, 2004)
4. Gain insight into how consolidated ERM systems deliver quantum increases in customer service performance based on a single system of record (Grigsby, 2000), greater levels of compliance (Puccinelli, 2000) and a higher ROI based on investment in these solutions (Porter-Roth, 2005)
4. Gain insight into how consolidated ERM systems deliver quantum increases in customer service performance based on a single system of record (Grigsby, 2000), greater levels of compliance (Puccinelli, 2000) and a higher ROI based on investment in these solutions (Porter-Roth, 2005)
4. Gain insight into how consolidated ERM systems deliver quantum increases in customer service performance based on a single system of record (Grigsby, 2000), greater levels of compliance (Puccinelli, 2000) and a higher ROI based on investment in these solutions (Porter-Roth, 2005)
Throughout this analysis these companies will be evaluated on how they are capitalizing on their ERP system as a competitive advantage in turbulent global markets they compete in. Introduction Companies are realizing that in order to be more competitive globally they must attack the process inefficiencies that get in the way of their better serving customers first, and then work to increase the performance of internal processes (Chtioui, 2009) from manufacturing and service to supply chains and logistics
The options for streamlining quoting and product configuration processes as part of a broader ERP-based strategic initiative are discussed in the next section. Options Companies whose ERP systems are oriented towards supporting pricing, contract management, supply chain integration and manufacturing scheduling are adept at automating the quoting and product configuration process (Helo, Xu, Kyllonen, Jiao, 2010)
Instead of ERP systems being used purely for internal control process management, they are increasingly being used for creating demand-driven strategies that center on streamlining and making more effective selling and service strategies. The global economic recession of the last three years has clearly changed the mindset of many organizations, making them reorient their entire organizational structure, strategies, systems, processes and people towards meeting and exceeding customer expectations over time (Rothenberger, Srite, 2009)
Current Situation The level of competitive intensity in many industries continues to increase exponentially and as a result the traditional strategies used in the past for attracting, selling to and serving customers have become less effective. In place of these strategies that have proven over time to be less effective during recessions, more process-centric strategies, often requiring a high level of internal coordination and synchronization of data, have replaced them (Su, Yang, 2010)
The third recommendation is critically important to the success of any ERP system long-term and that is to gain top management buy-in and have them champion the program. Research studies suggest that when top management actively promotes and sponsors initiatives subordinates, managers and other senior management make a significantly greater level of contribution and endorsement to the programs as well (Rothenberger, Srite, 2009) (Wenrich, Ahmad, 2009) (Dezdar, Sulaiman, 2009)
It forces the interaction between supporting elements of a successful Project Management career, and in turn a PM discipline that can best support customer projects and increase a company's financial position." (Kerzner, p
The HQ, the Googleplex is located in Mountain View, Florida. Googleplex is a unique workplace where Google's workers do their best yet have fun at the same time (Axson, 2010)
Effective reward systems help a company be more competitive, maintain key workers, and decrease revenues. By adopting and adapting Goggle's model, companies can also improve worker motivation and strengthen the image of the company among key stakeholders or prospective workers (Cooke, 2012)
Moreover, the effective management of human resources has made Google elected the 'Best Company to work for' in the United States. Google uses a strategy of making workplaces and offices all over the world which are designed over expansive areas with offering the workers not only with every possible space for innovation and creativity, but also make sure that the employees' concepts are properly and uncompromisingly analyzed, worked on, and recognized (Girard, 2008)
By investing in employees, the company can grow and reap the benefits. "Organizations are searching for a means to not only recruit the right candidates, but more importantly, retain and nurture the talent to become passionate, engaged, and loyal" (Burnham 2013)
The advantages of the best fit model are that it can change in response to market and company needs. This is particularly important in a recession or in times of financial strain (Dauda & Akindbade, 2010)
It has been found that items such as performance appraisals that link closely with pay raises and other compensation are more effective at motivating employees than pay alone (Park, Appelbaum, & Kruse, 2010). One of the latest trends is to give employees incentives for taking steps to improve their health and to take steps to reduce absences and avoid things that compromise productivity (Donnelly, 2009)
Employees must feel that the program is equitable and that they can expect to receive fair treatment and proper reward for their efforts. Social norms within the organization also play a role in their feelings about how they have been treated with respect to others, thus affecting the effectiveness of the reward system (Festere, 2010)
This is one of the key differences between the two strategies. The best fit approach is most effective in the area of attracting employees and in employee retention (Gordon & Kaswin, 2010)
They must feel that their efforts will lead to an outcome that they feel that has value. Employees may place different levels of value on different and they prioritize their expectations in order of personal preference, particularly in diverse populations (Khan, Farooq, & Ullah, 2010)
The idea that pay should be linked to corporate strategy is not a new idea. It first began to appear in literature in the mid 1990s (Morris & Maloney)