Effective strategic planning has been cited as an absolute must for virtually all types of businesses today. Top executives have generally agreed that conducting strategic planning is one of the most important parts of their jobs (Beinhocker & Kaplan, 2002)
The maintenance revenues today comprise nearly 70% of all Cincom revenues, and the impact of this strategic plan with Microsoft needs to be at least a 50% increase in revenues in three years to $15M run-rate in all market segments. The need for integrating financial metrics into the overall performance levels of strategic plans is essential to keep them focused on customer- and market-driven objectives (Al-Shammari, Hussein, 2008)
This aspect of strategic market planning is essential for CMBS to stay in step with its long-standing aerospace and defense customers. The use of strategic market planning methodologies to align the core competencies of companies with their customers needs to be recursive to be successful (Aylmer, 1980)
Moving to a SaaS-based CRM and ERP systems will also significantly open up the opportunity to integrate these systems to legacy applications customers have neglected to integrate with their existing on-premise applications. The greater the level of integration between legacy systems and CRM and ERP software suites, the higher the Return on Investment (ROI) and more effective analytics and financial reporting (Borch, Hartvigsen, 1991)
The third greatest strength is the strong reputation the company has with industry analysts and independent rating services including Gartner, Forrester, IDC and others. The ability to generate sales activity based on the reputation a company has earned through solid efforts with independent analysts is critical to being included in ERP evaluations by enterprises (Fisher, Fisher, Kiang, Chi, 2004)
The choice of partnering with Microsoft further opens up the flexibility the company has in terms of transitioning from a software vendor to becoming part of a platform. Second, strategic planning in technology industries in general and within Cincom specifically focuses on how to capitalize on the core strengths of the company while also moving into the next generation of products (Gedansky, 1985)
With a SaaS-based system the company could roll out entire versions without having to deal with timing and costly delay issues as customers procrastinate on releases. This approach will help to alleviate one of the greatest hidden costs of enterprise software development, having to support multiple versions of legacy applications (Lindley, Topping, Lindley, 2008)
The speed of delivering systems also translates into more reliable revenue streams over time, as customers are more satisfied that their enterprise-wide software systems are working. The ability to transform maintenance into a competitive advantage for a software vendors is key to their long-term profitability (Ng, Gable, 2010)
One of the most powerful differentiators that Cincom has is the ability to implement their CRM and ERP systems within ninety days or less. As the median level of time take to implement enterprise software systems is nearly seven months (Peslak, Subramanian, Clayton, 2007), this is a very significant competitive advantage
pure product features, which often forces companies to create platforms vs. just products (Rosenau, 2001)
Description of Cincom Manufacturing Business Solutions The CMBS business unit of Cincom Systems was founded in 1981 when the company created its own CRM and ERP systems specifically for the complex manufacturers in the Kentucky, Indiana, Michigan, Ohio and Pennsylvania regions. The focus of these initial CRM and ERP systems concentrated on accelerating the six stage buying process for enterprise software by providing initial pilots showing the impact of using these applications to streamline and simplify complex business processes (Verville, Halingten, 2003)
STEP 2 - REVIEW HEALTH SYSTEM DEVELOPMENT PRIORITIES and DEFINE HIMS PROBLEMS The problem of missed appointments is certainly not restricted to the ENT department in question. Indeed, missed appointments represent a frequent drain on scarce healthcare resources in many healthcare settings (Cyr, King & Ritchie, 1999)
An analysis of the appointment data for the past year indicates that fully 60% of all patients miss their appointment due to the scheduling time that is involved. This high percentage level is in sharp contrast to the national average of about 5% (Weiss, 2008) and represents a significant drain on already scarce healthcare resources
Source: Adapted from WHO Factsheet: Key components of a well functioning health system (2010) As can be seen from Table 1 above, the quality of leadership and governance are essential considerations in the delivery of healthcare services in a health system. This assertion is congruent with the body of literature to date which indicates that leadership "is a critical element," but "there is significant unresolved debate about what leadership is and does, and how the leadership ability of individuals might be predicted and enhanced" (Bagley & Lin, 2008, p
25). Although health systems vary from country to country, all countries of the world have a mixed health system in place that is characterized by a significant governmental presence (Hoggett, 2003)
In this environment, identifying efficient and effective health systems has assumed new relevance and importance (Sarisky & Gerding, 2011). Moreover, a wide range of market factors are affecting the manner in which healthcare is organized, delivered, and financed (Myers, Paulk, Dudlak & Mehlman, 2001)
29. In some cases, the new operational capacities that have emerged in recent years will include community-based health systems that will represent an increasingly important element in the provision of healthcare services for the elderly in the future, and there are some best practice models available in the literature that can help guide the implementation process as well (Roemer, 1999)
According to Sarisky and Gerding (2011), the need for efficient health systems has never been greater, and the demand of healthcare services is projected to increase significantly in the coming decades as a result of an increasingly elderly population that will require an enormous amount of health support in the years to come. In this environment, identifying efficient and effective health systems has assumed new relevance and importance (Sarisky & Gerding, 2011)
One of the more compelling gaps in the body of knowledge, though, concerns a lack of consumer perspective with respect to what outcomes are most desirable. Even in situations where long-term care becomes necessary, there is little evidence available concerning optimal institution size because most facilities are large, with about 180 beds being considered by most efficient (Tobin & Lieberman, 1999)
That ratio surpasses the previous record of 65:1, held by Cisco during the first war for talent in the late '90s" and its recruiting budget exceeds that of almost any other major corporation (Sullivan 2005). Its recruiting process is also "famously difficult" from the prospective employee's point-of-view (Charlton 2005)