tag:blogger.com,1999:blog-77922978519772435242024-03-18T10:37:17.632-07:00Management Theory ReviewArticles on Management Subjects for Knowledge Revision and Updating by Management Executives ---by Dr. Narayana Rao, Professor (Retd.), NITIE---3.49 MILLION Page Views---
Global Top Blog for Management Theory---Management for Effectiveness, Efficiency and Excellence.Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.comBlogger1319125tag:blogger.com,1999:blog-7792297851977243524.post-38808752347586114852024-03-02T11:06:00.000-08:002024-03-03T07:56:51.159-08:00Total Quality Control, 4th Ed. - Feigenbaum<p> Total Quality Control, 4th Ed. : Achieving Productivity, Market Penetration, and Advantage in the Global Economy</p><p>Publication date 30 Sep 2015</p><p>Table of contents</p><p>Part One: Business Quality Management </p><p>Chapter One: The Quality of Products and Services </p><p>Chapter Two: The Buyer Producer, and the New Marketplace </p><p>Chapter Three: Productivity, Technology, and the Internationalization of Quality </p><p>Chapter Four: What are the Factors in Controlling Quality and What are the Jobs of Quality Control </p><p>Part Two: The Total Quality System </p><p>Chapter Five: The Systems Approach To Quality </p><p>Chapter Six: Establishing the Quality System </p><p>Chapter Seven: Quality Cost: Foundations of Quality-Systems Economics </p><p><br /></p><p>Part Three: Management Strategies for Quality </p><p>Chapter Eight: Organizing for Quality </p><p>Chapter Nine: Achieving Total Commitment to Quality </p><p><br /></p><p>Part Four: Engineering Technology of Quality </p><p>Chapter Ten: Quality-Engineering Technology Chapter Eleven: Process-Control-Engineering Technology Chapter Twelve: Quality Information Equipment Engineering Technology </p><p>Part Five: Statistical Technology of Quality Chapter Thirteen: Frequency Distribution Chapter Fourteen: Control Charts Chapter Fifteen: Sampling Tables Chapter Sixteen: Special Methods Chapter Seventeen: Product Reliability </p><p>Part Six: Applying Total Quality Control in the Company </p><p>Chapter Eighteen: New Design Control </p><p>Chapter Nineteen: Incoming Material Control </p><p>Chapter Twenty: Product Control </p><p>Chapter Twenty One: Special Process Studies</p><p><br /></p><p><br /></p><p>To be rewritten</p><p>Summary of 3.2 Total Quality and Total Productivity </p><p>These new work patterns in today's offices and factories, are broadening the concentration of productivity from the traditional primarily factory-oriented attention to "more product and service output per unit of resource input" of the entire business system that includes the factory. The patterns are progressing toward a market-oriented business productivity concept measured by "more saleable, good-qualtty product and service output per unit of input."</p><p>No company is likely to be profitable today with a bad product. The product that cannot be sold because it does not have adequate consumer value, or one that must be recalled from the field because it is unreliable or unsafe, or one that must be too often returned for service-these are unproductive outputs of negative business value to the company that offered them. The economically meaningful business indicator of productive input-output efficiency for company management in today's markets is the degree to which product and service output provide customer quality satisfaction, with the corresponding positive impact upon product saleability. </p><p>This customer-oriented business productivity measure changes the focus of program planning attention. No longer is the emphasis solely upon techniques to improve factory work efficiency, as has been the case for more than 50 years and as important as this remains; it is now also focused upon the fact that achieving customer-oriented productivity requires the strong use of modern quality programs. These programs help to bring about fundamental changes in marketing and product planning actions, in conventional production practices, in traditional industrial engineering approaches, and in the practice of management itself. </p><p>This is an important part of the new approach increasingly being widely used by major companies throughout the world: Industrial productivity must focus upon the input-output effectiveness across the enttre scope of the company organization. Economists call the approach "total resource-factor productivity," or, simply, "total productivity."</p><p><br /></p><p>Updated 3.3.2024</p><p>Posted 29.8.2022</p><div><br /></div>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com2tag:blogger.com,1999:blog-7792297851977243524.post-89128004125942326102024-02-21T17:51:00.000-08:002024-02-24T08:14:49.972-08:00Industrial Management - Business Management - Toyota Way of Management<p> </p><p>Toyota Way is highlighted aspect of industrial management and business management practiced by Toyota. Toyota uses full knowledge of industrial management, business management and industrial engineering. It highlights certain aspects for more focus and intensive application.</p><p><br /></p><p>Corporate Philosophy</p><p><br /></p><p>Toyota Way 2001</p><p><br /></p><p><br /></p><p>Sharing the Toyota Way Values</p><p>The Guiding Principles at Toyota reflect the kind of company that Toyota seeks to be. The Toyota Way 2001 clarifies the values and business methods that all employees should embrace in order to carry out the Guiding Principles at Toyota throughout the company's global activities.</p><p><br /></p><p>With the rapid growth, diversification and globalization of Toyota in the past decade, the values and business methods that had been passed on as implicit knowledge were identified and defined in 2001. Toyota is preparing to operate as a truly global company, guided by a common corporate culture.</p><p><br /></p><p>In order to continue fulfilling its role as the backbone of all Toyota operations, the Toyota Way must evolve amid an everchanging business environment. Toyota will continue to update it in the future to reflect changes in the times.</p><p><br /></p><p>The Toyota Way is supported by two main pillars: 'Continuous Improvement' and 'Respect for People'. We are never satisfied with where we are and always work to improve our business by putting forward new ideas and working to the best of our abilities. We respect all Toyota stakeholders, and believe the success of our business is created by individual effort and good teamwork.</p><p><br /></p><p><br /></p><p>Human Resources Development by the Toyota Institute</p><p>To promote sharing of the Toyota Way, the Toyota Institute was established in January 2002 as an internal human resources development organization.</p><p>Since 2003, overseas affiliates in North America (U.S.), Europe (Belgium), Asia (Thailand and China), Africa (South Africa) and Oceania (Australia) have established their own human resources training organizations modeled after the Toyota Institute.</p><p><a href="https://www.toyota-global.com/company/history_of_toyota/75years/data/conditions/philosophy/toyotaway2001.html" target="_blank">https://www.toyota-global.com/company/history_of_toyota/75years/data/conditions/philosophy/toyotaway2001.html</a></p><p>Even when they highlight certain rules and principles, Toyota managers do take decisions and implement in deviation with them, if they are beneficial in the light of circumstances. They are very rational and apply all alternative decision making methods to problems.</p><p>Toyota makes efforts to adopt all new innovations in management and industrial engineering by monitoring developments in the subjects and acquiring understanding of them at various levels.</p><p><br /></p><h3 style="text-align: left;">Industrial Engineering - Toyota Style Industrial Engineering</h3><p>Toyota developed a version of industrial engineering which proved useful to them. They acknowledged the usefulness of industrial engineering and applied it rationally to their production system.</p><p>They monitor developments in engineering and industrial engineering and adopt them if appropriate. Toyota is presently updating its technologies, facilities, and processes to implement Industry 4.0 technology set.</p><p><a href="https://nraoiekc.blogspot.com/2024/02/industrial-engineering-toyota-style.html" target="_blank">https://nraoiekc.blogspot.com/2024/02/industrial-engineering-toyota-style.html</a></p><p><br /></p><p>Free Download EBook (122 pages). 7800+ Downloads so far. MODERN INDUSTRIAL ENGINEERING. IE OF PRODUCTS, FACILITIES & PROCESSES - Maximum Customer Value. Minimum Cost Value. Minimum Facilities and Minimum Use of Facilities.</p><p><a href="https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0" target="_blank">https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0</a></p><p><br /></p><p>https://www.linkedin.com/posts/jeffreyliker_lean-mastery-insights-from-the-toyota-way-activity-7155561764871397376-gfla</p><p><br /></p><p>https://www.linkedin.com/pulse/toyota-way-reflection-linh-l%C6%B0%C6%A1ng</p><p><br /></p><p>https://www.linkedin.com/pulse/leading-learning-toyota-way-tracey-richardson</p><p><br /></p><p>https://www.linkedin.com/pulse/20140629161825-6736549-developing-leaders-the-toyota-way</p><p><br /></p><p>https://www.linkedin.com/pulse/toyota-way-still-relevant-nathan-lugo-montanez-7di8e/?trk=article-ssr-frontend-pulse_more-articles_related-content-card</p><p><br /></p><p>https://www.linkedin.com/posts/bob-emiliani-660a72170_the-toyota-way-rip-activity-7159149316933120000-6xDe/</p><p><br /></p><p><a href="https://bobemiliani.com/the-toyota-way-rip" target="_blank">https://bobemiliani.com/the-toyota-way-rip</a>/</p><p><a href="https://bobemiliani.com/revisiting-the-toyota-way-2001/" target="_blank">https://bobemiliani.com/revisiting-the-toyota-way-2001/</a></p><p><br /></p><p><a href="https://emielvanest.nl/has-toyota-lost-its-way" target="_blank">https://emielvanest.nl/has-toyota-lost-its-way</a>/</p><p><br /></p><p><a href="https://global.toyota/en/company/vision-and-philosophy/toyotaway_code-of-conduct/" target="_blank">https://global.toyota/en/company/vision-and-philosophy/toyotaway_code-of-conduct/</a></p><p><br /></p><p>Quality</p><p><a href="https://www.toyota-global.com/company/history_of_toyota/75years/text/taking_on_the_automotive_business/chapter2/section7/item6_a.html" target="_blank">https://www.toyota-global.com/company/history_of_toyota/75years/text/taking_on_the_automotive_business/chapter2/section7/item6_a.html</a></p><p><br /></p><p>https://www.toyota-industries.com/csr/reports/items/p40-41.pdf</p><p>https://cdn.toyotauk.com/toyotauk/public/documents/our-approach-to-quality.pdf</p><p>https://www.toyota-industries.com/csr/reports/items/25-28e.pdf</p><p><a href="https://www.toyota-global.com/company/history_of_toyota/75years/data/company_information/management_and_finances/management/tqm/change.html" target="_blank">https://www.toyota-global.com/company/history_of_toyota/75years/data/company_information/management_and_finances/management/tqm/change.html</a></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-26442193115468580062024-01-24T19:11:00.000-08:002024-01-24T19:11:29.347-08:00Quality 4.0 - Introduction and Bibliography<p> </p><p>Evolution of The Quality Management Philosophy and Practice</p><p><a href="https://nraomtr.blogspot.com/2017/03/evolution-of-quality-management.html" target="_blank">https://nraomtr.blogspot.com/2017/03/evolution-of-quality-management.html</a></p><p><br /></p><p>QUALITY 4.0</p><p>"Quality 4.0" is a term that references the future of quality and organizational excellence within the context of Industry 4.0.</p><p><br /></p><p>QUALITY 4.0 PRINCIPLES</p><p><br /></p><p>People</p><p>Quality 4.0 is more than technology. It’s a new way for quality professionals to manage quality with the digital tools available today and understanding how to apply them and achieve excellence through quality. <b>By speaking the digital language</b> and making the case for quality in disruption, quality professionals can elevate their role from enforcers to navigators to successfully guide organizations through digital disruption and toward excellence.</p><p><br /></p><p>Process</p><p>As more work is automated the need for flawless processes remains the same, if not more important. Existing processes will be broken and the need to educate the next generation of workers to implement new processes and strategies will be vital to not only the quality professional but also business operations. Quality is a vital link and should be included at the strategic level for sustainability during digital transformation.</p><p><br /></p><p>Technology</p><p>Technology is growing 10 times faster than it used to, and organizations’ platforms, such as processes, systems, data, operations and governance, must keep pace. Technology also is a great leveler because it gives any individual with the right idea and intent the capability that previously was available only to large organizations. Quality professionals must move from data analyst roles to data wrangler roles by <b>engaging with new technologies, understanding these technologic advancements and the potential outputs they create, and determining how and when to use them.</b></p><p><br /></p><p>QUALITY 4.0 TOOLS</p><p><br /></p><p>Artificial intelligence: computer vision, language processing, chatbots, personal assistants, navigation, robotics, making complex decisions.</p><p>Big data: infrastructure (such as MapReduce, Hadoop, Hive, and NoSQL databases), easier access to data sources, tools for managing and analyzing large data sets without having to use supercomputers.</p><p>Blockchain: increasing transparency and auditability of transactions (for assets and information), monitoring conditions so transactions don’t occur unless quality objectives are met.</p><p>Deep learning: image classification, complex pattern recognition, time series forecasting, text generation, creating sound and art, creating fictitious video from real video, adjusting images based on heuristics (make a frowning person in a photo appear to smile, for example).</p><p>Enabling technologies: affordable sensors and actuators, cloud computing, open-source software, augmented reality (AR), mixed reality, virtual reality (VR), data streaming (such as Kafka and Storm), 5G networks, IPv6, IoT.</p><p>Machine learning: text analysis, recommendation systems, email spam filters, fraud detection, classifying objects into groups, forecasting.</p><p>Data science: the practice of bringing together heterogeneous data sets for making predictions, performing classifications, finding patterns in large data sets, reducing large sets of observations to most significant predictors, applying sound traditional techniques (such as visualization, inference and simulation) to generate viable models and solutions.</p><div><br /></div><div>Quality 4.0</div><div><br /></div><div>A detailed article with multiple references from ASQC</div><div><a href="https://asq.org/quality-resources/quality-4-0" target="_blank">https://asq.org/quality-resources/quality-4-0</a></div><div><br /></div><div><div>What is Quality 4.0?</div><div>Based on phase one of our research, here is our working definition of Quality 4.0 (CQI - IRCA Japana):</div><div><br /></div><div>Quality 4.0 is the leveraging of technology with people to improve the quality of an organisation, its products, its services and the outcomes it creates.</div><div><br /></div><div>This definition sees quality professionals as having two roles:</div><div><br /></div><div>To help organisations adopt and use digital technologies – so they create value for customers and other stakeholders</div><div><br /></div><div><div>To adopt and use digital technologies in quality management – to effectively deliver governance, assurance and improvement</div><div><br /></div></div><div><a href="https://www.quality.org/quality-4-point-0" target="_blank">https://www.quality.org/quality-4-point-0</a></div></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><div>Quality 4.0: The Future of Quality?</div><div>Juran </div><div>June 15, 2019</div></div><div><a href="https://www.juran.com/blog/quality-4-0-the-future-of-quality/" target="_blank">https://www.juran.com/blog/quality-4-0-the-future-of-quality/</a></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-29842255208644772862024-01-23T12:30:00.000-08:002024-01-24T19:13:08.697-08:00Evolution of The Quality Management Philosophy and Practice<div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">
New article found.</div><div dir="ltr" style="text-align: left;" trbidi="on"><a href="https://www.juran.com/blog/the-history-of-quality/" target="_blank">https://www.juran.com/blog/the-history-of-quality/</a></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">Ignoing F.W. Taylor is a blunder. It is only ignorance on the part of writers of the article.<br />
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<br /><div style="text-align: justify;">Till 1800, production of goods and services was primarily done by single person owned or family owned facilities. The quality of the item was negotiated and set by the individual owner-operator who was in turn also responsible for producing the item. This phase, which continued till Taylor's publication of Shop Management, that is the time period up to 1900, is now called the period of ‘Operator Quality Control’. In operator quality control, controlling and improving quality of the product was aligned with the philosophy of pride in workmanship.</div>
<div style="text-align: justify;"><br /></div><div style="text-align: justify;">In the early days of factory of production, foreman became the most important managers of the factories. He is responsible for all management activities. So during the early days of factory production, a second phase of quality management evolved, which is now termed as the ‘Foreman Quality Control’ period. Supervisors are now responsible to ensure that quality was achieved. We can imagine that he is doing some inspection. Also, the operator may not be directly talking to the customer now. Foremen or supervisors controlled the quality of the product, and they were also responsible for the shop floor operations.</div>
<div style="text-align: justify;"><br /></div><div style="text-align: justify;">The next phase of quality is the ‘Inspection Quality Control’. With more complicated products and processes it became impossible for the foreman to keep close watch over the quality dimension. Inspectors were assigned to check the quality of a product after processing. Individual product standards were set, and any discrepancies between standard and actual product features was reported. Defective items were set aside as scrap, and few items with minor defects are reworked to meet the specified standard or specification. This practice was picked up by Taylor, and inspection or quality foreman became one of the functional foremen in Taylor's functional foremanship model. As we know, Taylor's function foremanship model was converted into line and staff model of management and inspection departments were established. They became very big also with plant level quality control or inspection head with many inspectors reporting to him.</div>
<div style="text-align: justify;"><br /></div><div style="text-align: justify;">In 1924, Walter A. Shewhart of Bell Telephone Laboratories introduced the concept of statistical charts to monitor variability of the process using measurements of product characteristics. These charts were called process control charts. In the latter half of 1920s, H. F. Dodge and H. G. Romig, also from Bell Telephone Laboratories, proposed acceptance sampling plans for inspection. These plans proposed the concept of samples for inspection, thus elimination 100 percent inspection and saving inspection time. It is a productivity improvement innovation in inspection. But, it was stated that sample based inspection will give similar rate of outgoing quality as 100% inspection was giving. Industrial engineers adopted sample inspection plans in their productivity improvement practice. During 1930’s application of acceptance sampling plans was in full flow in industries. In 1929, Walter Shewhart with the help of American Society for Testing Materials (ASTM), American Society of Mechanical Engineers (ASME), American Statistical Association (ASA), and Institute of Mathematical Statistics (IMS) created the joint committee for the development of statistical techniques for application in engineering industries.</div>
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<a href="http://nptel.ac.in/courses/110101010/" target="_blank">http://nptel.ac.in/courses/110101010/</a><br />
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<a href="http://nraomtr.blogspot.com/2011/12/total-quality-management-focus-on-six.html" target="_blank">Total Quality Management: Focus on Six Sigma - Review Notes</a></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><h3 style="text-align: left;">Deming</h3><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">If Japan Can, Why Can't We?</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">Deming's Big Hit TV Program in 1980 on NBC</div><div dir="ltr" style="text-align: left;" trbidi="on">__________________</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br />
<iframe allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/vcG_Pmt_Ny4" title="YouTube video player" width="560"></iframe>
</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">https://www.youtube.com/watch?v=vcG_Pmt_Ny4</div><div dir="ltr" style="text-align: left;" trbidi="on">___________________</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on">Selected Papers By Dr. W. Edwards Deming</div><div dir="ltr" trbidi="on">Dr. Deming published over 170 articles, wrote numerous unpublished papers for his students and clients, and conducted hundreds of studies for clients. These and numerous other writings by Dr. Deming are in the National Archives, The Library of Congress (LOC) in Washington, DC.</div><div>https://deming.org/deming-articles/</div></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on">Out of the Crisis</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">William Edwards Deming</div><div dir="ltr" trbidi="on">MIT Press, 2000 - Business & Economics - 507 pages</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Deming offers a theory of management based on his famous 14 Points for Management.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Previously published by MIT-CAES</div><div dir="ltr" trbidi="on">https://books.google.co.in/books/about/Out_of_the_Crisis.html?id=i2lB09HvPpsC</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><div dir="ltr" trbidi="on">Out of the Crisis, reissue</div><div dir="ltr" trbidi="on">Front Cover</div><div dir="ltr" trbidi="on">W. Edwards Deming</div><div dir="ltr" trbidi="on">MIT Press, 16-Oct-2018 - Business & Economics - 448 pages</div><div dir="ltr" trbidi="on">2 Reviews</div><div dir="ltr" trbidi="on">Deming's classic work on management, based on his famous 14 Points for Management.</div><div dir="ltr" trbidi="on">"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."</div><div dir="ltr" trbidi="on">—from Out of the Crisis</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">In his classic Out of the Crisis, W. Edwards Deming describes the foundations for a completely new and transformational way to lead and manage people, processes, and resources. Translated into twelve languages and continuously in print since its original publication, it has proved highly influential. Research shows that Deming's approach has high levels of success and sustainability. Readers today will find Deming's insights relevant, significant, and effective in business thinking and practice. This edition includes a foreword by Deming's grandson, Kevin Edwards Cahill, and Kelly Allan, business consultant and Deming expert.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">According to Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, Deming explains the principles of management transformation and how to apply them.</div><div>https://books.google.co.in/books/about/Out_of_the_Crisis.html?id=RTNwDwAAQBAJ </div><div><br /></div><div><div><br /></div><div>The Essential Deming: Leadership Principles from the Father of Quality: by W. Edwards Deming (Author), Joyce Orsini (Editor), Diana Deming Cahill (Editor)</div></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div>Juran</div><div><br /></div><div><div>Juran on Quality by Design: The New Steps for Planning Quality Into Goods and Services</div><div><br /></div><div>J. M. Juran, JOSEPH M AUTOR JURAN</div><div>Simon and Schuster, 04-May-1992 - Business & Economics - 538 pages</div><div><br /></div><div>Building on the experiences of scores of companies and hundreds of managers, J.M. Juran, the world-renowned quality pioneer, presents a new, exhaustively comprehensive approach to planning, setting, and reaching quality goals. Employing three case examples which encompass the three major sectors of the economy -- service, manufacturing, and support, he offers a practical plan for companies to achieve strategic, market-driven goals by following a structural approach to planning quality.</div><div>Quality, according to Juran, has become a prerequisite for business success. He cites the loss of market share, failure of products, and waste as results of poor quality planning. Juran provides a set of universal steps which can be used in the basic managerial process to establish quality goals, identify customers, determine customer needs, provide measurement, and develop process features and controls to improve business tactics.</div><div>The author gives new emphasis to setting quality goals, planning in "multifunctional" processes, establishing data bases for quality planning, motivating managers and the work force, and introducing quality planning into organizations.</div><div>https://books.google.co.in/books?id=KPUXbZ2Hw1EC</div></div><div><br /></div><div><br /></div><div>Juran's Quality Handbook: The Complete Guide to Performance Excellence 6/e 6th Edition</div><div><br /></div><div><br /></div><div><div>The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed: by Michael L. George (Author), John Maxey (Author), David Rowlands (Author), Mark Price (Author)</div></div><div><br /></div><div><br /></div><div>Quality 4.0</div><div><br /></div><div><div>Quality 4.0 - Introduction and Bibliography</div><div><a href="https://nraomtr.blogspot.com/2024/01/quality-40-introduction-and-bibliography.html" target="_blank">https://nraomtr.blogspot.com/2024/01/quality-40-introduction-and-bibliography.html</a></div></div><div><br /></div><div>A detailed article with multiple references from ASQC</div><div><a href="https://asq.org/quality-resources/quality-4-0" target="_blank">https://asq.org/quality-resources/quality-4-0</a></div></div></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">Updated 25.1.2024, 25.4.2022, 21.4.2022, 9.4.2022, 20 May 2021</div><div dir="ltr" style="text-align: left;" trbidi="on">Pub 25 March 2017</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com2tag:blogger.com,1999:blog-7792297851977243524.post-64869549554426341902024-01-04T18:57:00.000-08:002024-01-04T18:57:33.493-08:00Intel - “IDM 2.0,” - A Major Evolution of Intel’s Integrated Device Manufacturing (IDM) model. <p> “IDM 2.0,” a major evolution of Intel’s integrated device manufacturing (IDM) model. </p><p>23 March 2021</p><p><a href="https://www.intel.com/content/www/us/en/newsroom/news/idm-manufacturing-innovation-product-leadership.html#gs.35bhm6" target="_blank">https://www.intel.com/content/www/us/en/newsroom/news/idm-manufacturing-innovation-product-leadership.html#gs.35bhm6</a></p><p><br /></p><p>Engineering the Future</p><p>During a virtual presentation on March 23, 2021, Intel CEO Pat Gelsinger outlined the company’s path forward to manufacture, design and deliver leadership products and create long-term value for stakeholders.</p><p><a href="https://www.intel.com/content/www/us/en/newsroom/resources/engineering.html#gs.35fh1l" target="_blank">https://www.intel.com/content/www/us/en/newsroom/resources/engineering.html#gs.35fh1l</a></p><p>9 June 2021</p><p>https://www.intel.com/content/www/us/en/newsroom/news/idm2-strategy-defined-60-seconds.html#gs.35bhn7</p><p><br /></p><p>11 October 2022</p><p>Intel Embraces an Internal Foundry Model</p><p>CEO Pat Gelsinger introduces an internal foundry model for both external customers and Intel product lines.</p><div>https://www.intel.com/content/www/us/en/newsroom/news/intel-embraces-internal-foundry-model.html#gs.35fj1n</div><div><br /></div><div>17 Oct 2022</div><div><br /></div><div><div>Intel’s Role as a Systems Foundry, Explained</div><div>Intel Foundry Services still makes silicon wafers for customers, but it does more than just that traditional foundry role.</div><div><br /></div><div>At Intel Innovation in September, Gelsinger said Intel Foundry Services (IFS) is ushering in the “systems foundry era.” Instead of just supplying wafers to customers, which is the traditional foundry model, Gelsinger said Intel offers silicon, packaging, software and chiplets.</div><div><br /></div><div>“IFS will usher in the era of the systems foundry,” he said, “marking a paradigm shift as the focus moves from system-on-a-chip to system in a package.”</div></div><div><br /></div><div>https://www.intel.com/content/www/us/en/newsroom/news/intels-role-systems-foundry-explained.html#gs.35fzvw</div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div>21 March 2023</div><div><div>SANTA CLARA, Calif., March 21, 2023 – Intel Corporation today announced the appointment of Stuart Pann as senior vice president and general manager of Intel Foundry Services (IFS), Intel’s commercial foundry business. Pann will report to Intel CEO Pat Gelsinger and drive continued growth for IFS and its differentiated systems foundry offering, which goes beyond traditional wafer fabrication to include packaging, chiplet standards and software, as well as U.S.- and Europe-based capacity.</div><div><br /></div></div><div>https://www.intel.com/content/www/us/en/newsroom/news/ifs-march-2023-news.html</div><div><br /></div><div>29 March 2023</div><div><div>Four Takeaways from Intel’s Investor Webinar</div><div>Intel leaders focus on the company’s Data Center and Artificial Intelligence business unit with roadmap and progress updates.</div></div><div>https://www.intel.com/content/www/us/en/newsroom/news/four-takeaways-from-intel-investor-webinar.html#gs.35fmfg</div><div><br /></div><div>31 May 2023</div><div><div>Intel Foundry Services Ushers in a New Era</div><div>New IFS leader shares his point of view on foundry progress, new collaborations and opportunities for success.</div><div><br /></div><div> </div><div>In April, Intel Foundry Services (IFS) and Arm announced a multigenerational agreement to enable chip designers to build low-power compute system-on-chip (SoCs) on Intel technology. We are excited to provide our customers with the opportunity to design their mobile SoCs on Intel’s leading-edge 18A process technology paired with the latest, most powerful Arm CPU core — the recently launched next-generation Cortex-X4 — for improved power and performance.</div><div><br /></div></div><p>https://www.intel.com/content/www/us/en/newsroom/opinion/intel-foundry-services-ushers-new-era.html#gs.35fo59</p><p><br /></p><p>21 June 2023</p><p><br /></p><p><br /></p><p>Intel Provides Update on Internal Foundry Model</p><p>New model represents fundamental change to operations aimed at unlocking significant value.</p><p><br /></p><p>Intel leaders told analysts and investors during a webinar Wednesday that its transition to a new internal foundry model will be a key enabler to achieving its stated <b>cost savings goal of more than $8-10 billion</b> exiting 2025. In this new operating model, Intel’s internal product groups move to a foundry-style relationship with the company’s manufacturing group. As a result, company execs say they are projecting a broad class of increased efficiencies that will be reflected in greater profitability as Intel pursues its long-term ambition to achieve non-GAAP gross margins of 60%.</p><div>https://www.intel.com/content/www/us/en/newsroom/news/intel-update-internal-foundry-model.html#gs.35fpjj</div><div><br /></div><div><br /></div><div>Newroom Intel https://www.intel.com/content/www/us/en/newsroom/home.html#gs.35b5ny</div><div><br /></div><div><div>Keyvan Esfarjani</div><div>@KeyvanEsfarjani</div><div>Chief Global Operations Officer </div><div>@Intel</div><div> | Shaping the future of #sustainable semiconductor #manufacturing | Purpose and people driven leader</div></div><div>https://twitter.com/KeyvanEsfarjani</div><div><br /></div><div>https://www.linkedin.com/in/keyvanesfarjani/</div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-46187455216100813522023-12-29T05:56:00.000-08:002023-12-29T19:43:55.561-08:002024 Perspectives - Themes for Operations and Supply Chain Management & Managers<p>In 2024— productivity, technology enablement, and sustainability are the key drivers of future success. </p><p>Navigating the new normal: Operations insights for 2024</p><p>November 10, 2023. McKinsey Podcast</p><p><a href="https://www.mckinsey.com/capabilities/operations/our-insights/navigating-the-new-normal-operations-insights-for-2024" target="_blank">https://www.mckinsey.com/capabilities/operations/our-insights/navigating-the-new-normal-operations-insights-for-2024</a></p><p>Cost Reduction through Productivity Improvement is Industrial Engineering.</p><p>2023 BEST New E-Book on Industrial Engineering. </p><p>INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. FREE Download. </p><p><a href="https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0" target="_blank">https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0</a></p><p>Industrial engineering improves technology, facilities and processes in the dimension of productivity. </p><p><br /></p><p><br /></p><p>Under Editing (One round of editing done) - This article is a Top 10 for 2023. Hence more needs to be written highlighting the issues and supporting points.</p><p><br /></p><p>McKinsey Podcast</p><h3 style="text-align: left;">What are the three things companies should be thinking about when it comes to their operations agendas?</h3><p><br /></p><p style="text-align: justify;">Number one, how to apply generative AI and automation to the back-office and shared-service functions. </p><p style="text-align: justify;">Number two, purchasing under inflationary circumstances; there are huge gains to be had quickly if you navigate this space. </p><p style="text-align: justify;">And third, sustainability. In operations, we’ve long been optimizing for efficiency, quality, and cost. Now, it’s also about sustainability and carbon footprint.</p><p>Your company’s future success demands agile, flexible, and resilient operations. </p><p>There is an increasing demand on supply chains and organizations to <b>deliver productivity</b>.</p><p>The second thing is that supply chain executives are also being asked to deliver on sustainability and to help improve the carbon footprint and reduce the impact on our environment. And they’re also being asked to increase the resiliency of their operations coming out of a global pandemic, not to mention the many other disruptions we’ve had. </p><p>Consumer-facing industries are relatively weak as the consumer has less money to spend and Europe being quite affected by high interest rates. At the same time, some industry sectors are booming. For example, green-energy transition and battery factories. So the combination is an unusual one. I would say in both of these extremes, operations has never been higher on the CEO agenda.</p><p>A new trend is purchasing in an inflationary environment. We have had 25 to 30 years since we saw something similar. So the capabilities needed to purchase the tools are quite different from what we’ve seen for a while. We also have new technological opportunities, opening up brand-new opportunities to restructure back-office and such functions. And given the macroeconomics, tying back to that, I think the urge to move has never been bigger among our clients. And it’s not just a COO topic; it’s really a CEO topic.</p><p><br /></p><p>Where are clients placing their big bets and using consultancy services?</p><p><br /></p><p>The reality is that for a lot of operations leaders, productivity is a nonnegotiable. It’s just the reality of where we sit and the reality of the cost pressures a lot of people have faced—whether you’re a product manufacturer and input costs and raw materials or whether you’re a services company, you’ve seen the cost of labor grow meaningfully. The need to drive productivity has never been higher. So I would say for most of our clients and companies, that’s kind of a nonnegotiable. </p><p>Then what we see on top of that is a lot of supply chain leaders and executives thinking really hard about where they’re going to make their big bets.</p><p>For example, resiliency and how to build in more operational flexibility were supercritical capabilities that were front and center for everybody over the last couple of years. But the question is, how much will companies invest in that supply chain and operational resiliency as we return to something that feels more normal? And will the importance there continue to be as high as it has been the past couple of years? While we can’t predict what the next disruption will be, we are quite confident that there are more and more disruptions coming down the pike.</p><p>On the sustainability front, we’ve also got to tackle head-on where the emissions sit today. A lot of companies are heavy emitters, and a lot of that is upstream from their individual supply chains, so they are having to place big bets on how they can improve impact and the environment through their operations. And some of those things actually reduce costs, which is a very good thing. Others potentially require investment.</p><p><br /></p><p>Automation now a savior for how we get the work done.</p><p>Now, there are nearly a million manufacturing jobs open in the US.1 And that’s before we add the billions and billions of dollars of investment that will come from IRA [Inflation Reduction Act], the CHIPS [and Science] Act, and the [Bipartisan] Infrastructure Law that the US government has passed. When you look at that, the increasing demand for manufacturing jobs, construction jobs, etcetera, is going to put real strains on our ability to fill them and, therefore, to produce the products we need to make and get the jobs done that need to get done we welcome automation.</p><p>The capital intensity in the world is seemingly going up, driven by a number of megatrends. We touched upon electrification, battery factories being built, the electric grid needing to be rebuilt, and more power generation needed in Europe. There’s a huge need for infrastructure investment, and infrastructure investment is going up. So any type of capital intensity is increasing, also driven by IT and different digital innovations that also require investment.</p><p>Therefore, <b>capital excellence</b>, or how to deal with large capital-consuming projects in an efficient way, is also a theme seeing increased traction. I think this trend will probably become more prominent in the next 15 to 20 years. </p><p>Fundamentals of operational excellence, COOs cut their teeth on the lean methodologies, and we’re seeing that back-to-basics approach happening now, but enhanced with technology and thinking differently, holistically, about purpose and how people are involved in delivering excellence.</p><p><br /></p><p>Our practice was initially founded on the lean principles, and for many years, the vast majority of the work we did was around lean methodologies. I think over the past 15 years or so, we’ve seen a shift from classical lean toward more technology-driven operations of various forms. I would still say that for those of us who remember the old lean principles, they still apply. It’s now evolved into different types of lean—it’s morphed into new shapes. As a result, most of our clients are pretty good at doing it. Now our clients are thinking more about the next wave of lean and digital manufacturing and leveraging the latest procurement tools in digital.</p><p>We already spoke about service operations, automation, and what generative AI can mean for that. All of this is, of course, based on lean principles, but it’s really the technology-enabled, next-generation version of that. And I think the macroeconomic environment that we started talking about is driving a much faster adoption of these new technologies and new practices with our clients.</p><p><br /></p><p>How are CEOs engaging with some of these typical operations topics?</p><p>For a lot of companies, things went wrong in operations and were very challenging over the last couple of years. Naturally, it has become more of a board- and a CEO-level topic. And I think there are a couple of big things behind that.One is obviously, with some of the major disruptions we had, it was impossible to run your supply chain. And one of the things I think has been lost in the discussion around the supply chain disruptions over the past couple of years is the crazy spikes in demand that we saw in different industries.</p><p>The second is this led to some challenging conversations and big strategic discussions. Early on in the pandemic, what we found in all of our surveys was that people were basically trying to increase inventory, and that’s fine. You can do that in relatively short order, etcetera. But as we’ve seen it evolve over the past couple of years—and it’s not just been the pandemic; there’s been the war in Ukraine and all these other disruptions—all of a sudden people are saying, “Should we be doing more nearshoring or reshoring and doing more production closer to the consumer? Should we be rethinking our talent profile? And are we overconcentrated in certain countries around the world? Should we be thinking about changing the specifications of our product?”</p><p>A lot of those things led to really strategic, important discussions that brought supply chain to the forefront of not just the CEO and the executive room, but the boardroom as well.</p><p><br /></p><p>It’s a record time for the amount of different operations-related topics that reaches the board. Manufacturing and supply chain footprint has been a huge topic, given political tensions, and increased supply chain resiliency needs to be more focused than it was ten years ago. Sustainability is also a key consideration. A certain supplier of nickel can be thousands of times more environmentally hazardous than another supplier of the same metal. So your supplier selection matters greatly from a sustainability point of view. That’s also on the board agenda.</p><p>Then operations, of course, is on the agenda. How do you save money? We have a shortage of some professions, so we can’t hire for some jobs. Why do we have unemployment in other areas? There’s just a record number of very different operations topics that all reach a CEO or reach a board. And then prioritizing where we start and how we make sense of this is, of course, much more difficult now than it ever has been before.</p><p><br /></p><p>And of course, part of that is around transparency, data information, and having that at your fingertips at a much faster pace. Which is presumably an opportunity for the technology and the innovations that are coming down the pike and then also, potentially, the impact of generative AI.</p><p><br /></p><p>The opportunities, leveraging data on digital across the operations space, are more or less infinite. We’ve seen it for a decade or more in digital manufacturing and in various next-generation digital applications. But now, we are expecting a new S-curve driven by generative AI. You can see applications of generative AI in most areas within operations. I think the shift will be almost as big as when the computer hit the desk in the office: what you can do, how it will change clients, how it will change the software industry, and how it will change customer service. It will be a big new revolution.</p><p><br /></p><p>But to benefit from that, you need to have your data strategies well sorted. You need to have control of what data you are accessing, should be accessing, and should be leveraging to make your corporation even better.</p><p><br /></p><p>The CTO [chief technology officer] and the COO have to be in lockstep right?</p><p><br /></p><p>When you look backward at some of the technology implementations within operations, one of the failure modes you see is that sometimes the CTO and the head of operations or the head of the supply chain weren’t in lockstep. So what you end up with is a tool implementation that hasn’t reaped the benefits or had the impact that one might hope. We see this all the time, whether in advanced planning or technology implementations or whether we see it with more source-to-pay in the procurement arena, where people have put the tool in but haven’t gotten the value.</p><p>So the idea of being super clear on the business case, understanding where the impact comes from, and also recognizing the nontechnological factors that are required to deliver the impact are crucial. For example, how do you build the capabilities of your organization to actually use the tool? How do we put the right performance management and metrics in place to measure how we’re doing, both in terms of compliance with tool usage and the outputs? As these technologies get better, and as people get clearer on what it requires to deliver impact, the CTO and the CEO will need to be in lockstep.</p><p><br /></p><p>The other way we need to look at it is for each area where you’re trying to improve your business, what’s the full potential of the technology in generative AI? We should never do a planning transformation that isn’t really looking across "how do you improve the process and the capabilities of the people? How do you leverage traditional technology, such as an advanced planning system? And do you leverage generative AI, etcetera?" So not only should we be looking at it as generative AI end to end across your company, but we should be asking the question, “For each business problem, what full suite of tools, including the more advanced technologies, do we have to solve that problem?" And that’s a learning and an adaptation for people across a lot of client organizations.</p><p>Global Lighthouse Network</p><p>I know we’ve been working on the Global Lighthouse Network with the World Economic Forum, and it’s encouraging to see the number of lighthouses being called out; they’re growing each year.</p><p>Value of Industry 4.0 Technology Set</p><p>This is super exciting. We’ve been able to generate several lighthouses proving the latest and greatest in different operations technologies—most notably, various types of digital manufacturing or digital tools, generating results that bring them to the top of the top in their respective industries. Speaking of the impact and common thread across those cases, I believe the key concept is value. I think that’s an evergreen topic, something every operations leader needs to bring with them. All these lighthouses began by identifying the applications for new technologies within operations that can bring them the biggest value. Then within those areas, how do we apply the technology in the most efficient way and get the most bang for the buck? Then actually do it so you have a proof point—a lighthouse—to show that it can be done, and you can prove the impact with it.</p><p><br /></p><p>This staging, starting value back, and then deciding which technology to apply sounds very simple. But actually, very few do that. We all have a tendency to go with the latest trend and get excited about some tool and then invest many millions of dollars in applying various tools without always getting the value for it.</p><p><br /></p><p>One of the things that’s been really interesting is making sure companies are thinking about scaling the impact from these use cases and the digital journeys from the very beginning. In the good old days, people would try something, see if it worked, then have the proof point, and then think about how they scale it. Well the reality is, what you need to do to scale it could be very different from what you need to do to prove that it works the first time.</p><p><br /></p><p>We see a lot of leading companies changing their mindset of trying to figure it out in one place. And not only [are they] doing that, but also they’re thinking what are the things that I need to put in place so I can scale this across my entire network from the beginning, and that is a massive shift in thinking.</p><p><br /></p><p>As C-suite leaders and the boardroom are thinking about their planning for 2024 and the opportunities, but also the challenges that need to be navigated, what are the three things they should be thinking about when it comes to their operations agenda, Axel?</p><p><br /></p><p>Number one, how to apply generative AI and automation to the back-office and shared-service functions; there’s a huge opportunity for every company I know of regardless of industry. </p><p>Number two, purchasing under inflationary circumstances; there are huge gains to be had quickly if you navigate this space. It has been a long time since we faced a similar environment. So most people in the purchasing department are not up to speed with what can be done. </p><p>And third, sustainability in operations. In operations, we’ve long been optimizing for efficiency, quality, and cost. Now it’s also about sustainability and carbon footprint. There are many methodologies to do both at the same time, and you can make money from that.</p><h4 style="text-align: left;">Another Three</h4><p>One is, while I think a lot of our clients feel enormous pressure to deliver productivity in this environment, I would encourage people to use this environment as a chance to change the mindset around productivity within your organizations.</p><p><br /></p><p>There’s never been a better opportunity to get heads of marketing, CFOs, and heads of sales focused on productivity to tackle some of the things that an operations executive can’t do on their own, but that require collaboration with others. </p><p><br /></p><p>The second thing I would think about is, how do we infuse technology enablement into everything we do from an operations perspective and have it not be a tech agenda versus an operations agenda—but bring those two things together?</p><p><br /></p><p>And the third mindset I encourage people to have is, how do we ensure that supply chains and operations remain a boardroom topic and a CEO priority? As we return to something that feels more “normal”—I’m not sure any of us know what normal means anymore— this has been a unique time where operations and supply chains have moved into the boardroom, and I think that’s a really good thing. It’s especially good for companies to have more boards and CEOs thinking about supply chains and operations every day.</p><p><br /></p><p>The CEO: Architect of the new operations agenda</p><p>December 6, 2021 | Article</p><p><a href="https://www.mckinsey.com/capabilities/operations/our-insights/the-ceo-architect-of-the-new-operations-agenda" target="_blank">https://www.mckinsey.com/capabilities/operations/our-insights/the-ceo-architect-of-the-new-operations-agenda</a></p><p><br /></p><p><br /></p><p>29.12.2023</p><p>Pub. 13.11.2023</p><p><br /></p><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-80437522089835922162023-12-28T19:50:00.000-08:002023-12-29T08:49:41.108-08:00Management - Articles, Research Papers, Blog and Social Media Posts - Best of 2023<p>Best of 2023 #Management #MBA 7000 views</p><p>Principles of Management – Koontz and O’Donnell</p><p><a href="https://nraomtr.blogspot.com/2011/12/principles-o-principles-of-management.html" target="_blank">https://nraomtr.blogspot.com/2011/12/principles-o-principles-of-management.html</a></p><p><br /></p><p>Organizational Behavior – Theoretical Frameworks</p><p><a href="https://nraomtr.blogspot.com/2011/12/organizational-behavior-theoretical.html" target="_blank">https://nraomtr.blogspot.com/2011/12/organizational-behavior-theoretical.html</a></p><p><br /></p><p>Agility of a Business Organization and Its Performance - McKinsey & Other Top Management Consultants</p><p><a href="https://nraomtr.blogspot.com/2016/10/agility-of-business-organization-and.html" target="_blank">https://nraomtr.blogspot.com/2016/10/agility-of-business-organization-and.html</a></p><p>Operations Strategy and Competitiveness - Review Notes</p><p><a href="https://nraomtr.blogspot.com/2011/12/for-company-to-be-considered-world.html" target="_blank">https://nraomtr.blogspot.com/2011/12/for-company-to-be-considered-world.html</a></p><p><br /></p><p>Supply Chain Strategy: Achieving Strategic Fit and Scope - Review Notes</p><p><a href="https://nraomtr.blogspot.com/2011/12/supply-chain-performance-achieving.html" target="_blank">https://nraomtr.blogspot.com/2011/12/supply-chain-performance-achieving.html</a></p><p><br /></p><p>Management - Definition: Koontz and O’Donnell – Narayana Rao </p><p><a href="https://nraomtr.blogspot.com/2018/01/management-definition-koontz-and.html" target="_blank">https://nraomtr.blogspot.com/2018/01/management-definition-koontz-and.html</a></p><p><br /></p><p>The Marketing Concept - Kotler</p><p>https://nraomtr.blogspot.com/2011/12/marketing-concept-kotler.html</p><p><br /></p><p>Marketing Strategy - Marketing Process - Kotler's Description</p><p>https://nraomtr.blogspot.com/2011/12/marketing-strategy-marketing-process.html</p><p><br /></p><p>Tailoring Strategy to Fit Specific Company - Industry Situation - Review Notes</p><p>https://nraomtr.blogspot.com/2013/05/tailoring-strategy-to-fit-specific.html</p><p><br /></p><p>2024 Perspectives - Themes for Operations and Supply Chain Management & Managers.</p><p>In 2024— productivity, technology enablement, and sustainability are the key drivers of future success. </p><p><a href="https://nraomtr.blogspot.com/2023/11/2024-perspectives-themes-for-operations.html" target="_blank">https://nraomtr.blogspot.com/2023/11/2024-perspectives-themes-for-operations.html</a></p><p><br /></p><p><br /></p><p>Annual Thought Leadership Wrap-up 2023</p><p>Accenture in India</p><p><a href="https://www.linkedin.com/pulse/annual-thought-leadership-wrap-up-2023-accentureindia-ydlhc/" target="_blank">https://www.linkedin.com/pulse/annual-thought-leadership-wrap-up-2023-accentureindia-ydlhc/</a></p><p><br /></p><p>5 top must reads from 2023</p><p>EY</p><p><a href="https://www.linkedin.com/pulse/5-top-must-reads-from-2023-ernstandyoung-iozfe/" target="_blank">https://www.linkedin.com/pulse/5-top-must-reads-from-2023-ernstandyoung-iozfe/</a></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-86109157579658257742023-12-28T17:00:00.000-08:002023-12-29T19:54:48.039-08:00Supply Chain Management - Subject Update <div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://nraomtr.blogspot.com/2020/04/online-mba-management-theory-handbook.html" target="_blank">Online MBA Management Theory Handbook</a> </h4>
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Globally Popular Content</h2>
<h2 style="text-align: left;">
<a href="https://nraomtr.blogspot.com/2019/05/supply-chain-management-online-book.html" target="_blank">Supply Chain Management - Online Book</a> </h2>
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<a href="http://nraomtr.blogspot.com/2011/12/supply-chain-management-review-notes.html" target="_blank">Supply Chain Management - Revision Notes of All Chapters</a> Based on Chopra and Meindl's Book<br />
<br />
<br />2023</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on"> 2024 Perspectives - Themes for Operations and Supply Chain Management & Managers.</div><div dir="ltr" trbidi="on">In 2024— productivity, technology enablement, and sustainability are the key drivers of future success. </div><div dir="ltr" trbidi="on"><a href="https://nraomtr.blogspot.com/2023/11/2024-perspectives-themes-for-operations.html" target="_blank">https://nraomtr.blogspot.com/2023/11/2024-perspectives-themes-for-operations.html</a></div></div><div dir="ltr" style="text-align: left;" trbidi="on"><br />2021</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on">Study Details Baseline Needs to Bring Factories into Compliance with Labor Standards.</div><div dir="ltr" trbidi="on">December 20, 2021 | Carly Brown</div><div dir="ltr" trbidi="on">Researchers from North Carolina State University have conducted an in-depth study to establish all of the actions apparel factories will need to take in order to come into compliance with international labor standards. The study is a first step toward determining what such compliance would cost consumers, and building support for making the needed changes.</div><div><a href="https://bsc.poole.ncsu.edu/news/study-details-baseline-needs-to-bring-factories-into-compliance-with-labor-standards/" target="_blank">https://bsc.poole.ncsu.edu/news/study-details-baseline-needs-to-bring-factories-into-compliance-with-labor-standards/</a></div></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on"><a href="https://nraomtr.blogspot.com/2017/04/supply-chain-analytics.html" target="_blank">Supply Chain Analytics - Introduction and Bibliography</a></div><div><br /></div><br />
2020<br />
<br />
Connected Planning, DDMRP and IBP<br />
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<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/E2Rumhp3kPI" width="560"></iframe>
<br />
1 July 2020<br />
<a href="http://scmproknowledge.in/video/connected-planning-ddmrp-and-integrated-business-planning-the-way-forward/" target="_blank">http://scmproknowledge.in/video/connected-planning-ddmrp-and-integrated-business-planning-the-way-forward/</a><br />
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<br />
The Future of Supply Chain - NITIE Alumni Association Webinar!<br />
22 Apr 2020<br />
<br />
______________<br />
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<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/XBOXAqpKdF8" width="560"></iframe>
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<br />
2019<br />
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<h3 style="text-align: left;">
Trends in Supply Chain Design and Management: Technologies and Methodologies</h3>
Hosang Jung, Fengshan Frank Chen, Bongju Jeong<br />
Springer Science & Business Media, 17-Jul-2007 - Business & Economics - 451 pages<br />
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<div style="text-align: justify;">
With the rapid development of information and network technologies and market requirements, new challenges in supply chain design and management have emerged. Notably, there are four new technologies which can affect traditional supply chain management: <b>Radio Frequency Identification (RFID) technology; mobile transaction technology; information handling and storage technology; and multi-agent technology.</b> These new technologies enable global companies to change their ways of thinking about supply chain management in order to cope with the changing environment. In line with this rapid development of technologies are new challenging methodologies: sustainable supply chain management, advanced supply chain planning, available-to-promise (ATP) system and lean supply chain design and management.</div>
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Trends in Supply Chain Design and Management: Technologies and Methodologies is a collection of chapters from active researchers and practitioners which describe new trends in supply chain design and management with emphasis on technologies and methodologies. Each chapter contains guidelines detailing the real-world application(s) of the presented technologies and methodologies.</div>
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By reading Trends in Supply Chain Design and Management: Technologies and Methodologies, researchers will gain an insight into the evolving trends in supply chain design and management and practitioners will learn about the practical applications of the technologies and methodologies discussed. This book could also be used as a reference handbook by lecturers and postgraduate students in advanced supply chain design and management.</div>
<br />
Number of supply chain management <b>faculty of IE departments</b> contributed to this volume.<br />
<a href="https://books.google.co.in/books?id=njrVuHORZxsC" target="_blank">https://books.google.co.in/books?id=njrVuHORZxsC</a><br />
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<div style="text-align: justify;">
London UK, 14th June - Siemens Digital Industries Software announced today the immediate availability of Siemens Opcenter™ software, a cohesive portfolio of software solutions for <b>manufacturing operations management</b> (MOM).</div>
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<div style="text-align: justify;">
Siemens Opcenter integrates MOM capabilities including advanced planning and scheduling, manufacturing execution, quality management, manufacturing intelligence and performance, and formulation, specification and laboratory management. The new portfolio combines products including Camstar™ software, SIMATIC IT® suite, Preactor, R&D Suite and QMS Professional into a single portfolio that unifies these widely recognised products and leverages synergies between them. A fully web-based, modern, consistent, adaptive and comfortable user interface implemented throughout the Siemens Opcenter portfolio offers a situationally adapted user experience and facilitates the implementation of new capabilities and additional components while reducing training efforts.</div>
<br />
<a href="http://www.connectingindustry.com/DesignSolutions/siemens-launches-siemens-opcenter-a-new-unified-portfolio-of-manufacturing-operations-management-solutions--.aspx" target="_blank">http://www.connectingindustry.com/DesignSolutions/siemens-launches-siemens-opcenter-a-new-unified-portfolio-of-manufacturing-operations-management-solutions--.aspx</a><br />
<br />
IBM Launches Supply Chain Anomaly Detection Tool<br />
By PYMNTS Posted on May 15, 2019<br />
<a href="https://www.pymnts.com/news/b2b-payments/2019/ibm-supply-chain-anomaly/" target="_blank">https://www.pymnts.com/news/b2b-payments/2019/ibm-supply-chain-anomaly/</a><br />
<br />
Top Companies for Supply Chain Excellence 2018<br />
<a href="https://nraomtr.blogspot.com/2019/05/top-companies-for-supply-chain.html">https://nraomtr.blogspot.com/2019/05/top-companies-for-supply-chain.html</a><br />
<br />
Zero-Based Productivity Management of Supply Chain - McKinsey Way Supply Chain Industrial Engineering<br />
<a href="https://nraomtr.blogspot.com/2019/04/zero-based-productivity-management-of.html" target="_blank">https://nraomtr.blogspot.com/2019/04/zero-based-productivity-management-of.html</a><br />
<br />
<br />
Supply Chain Industrial Engineering - Online Book (2013-2019)<br />
<a href="http://nraoiekc.blogspot.com/2012/09/supply-chain-industrial-engineering.html" target="_blank">http://nraoiekc.blogspot.com/2012/09/supply-chain-industrial-engineering.html</a><br />
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<br /></div>
<br />
2018<br />
<br />
Automation in supply chains<br />
<a href="https://twitter.com/Soham_DSouza/status/1012588607431774208/photo/1" target="_blank">https://twitter.com/Soham_DSouza/status/1012588607431774208/photo/1</a><br />
<br />
<br />
Where I see Procurement in 2025<br />
June 26, 2018<br />
Mark Perera<br />
CEO of Old St Labs / Founder of Procurement Leaders<br />
<a href="https://www.linkedin.com/pulse/where-i-see-procurement-2025-mark-perera/" target="_blank">https://www.linkedin.com/pulse/where-i-see-procurement-2025-mark-perera/</a><br />
<br />
A road map for digitizing source-to-pay<br />
By Kalit Jain and Ed Woodcock<br />
April 2017<br />
<a href="https://www.mckinsey.com/business-functions/operations/our-insights/a-road-map-for-digitizing-source-to-pay" target="_blank">https://www.mckinsey.com/business-functions/operations/our-insights/a-road-map-for-digitizing-source-to-pay</a><br />
<br />
<a href="https://www.ibm.com/blogs/watson/2018/04/manage-procurement-contracts-with-less-effort-more-accuracy-with-watson-compliance-assist/" target="_blank">https://www.ibm.com/blogs/watson/2018/04/manage-procurement-contracts-with-less-effort-more-accuracy-with-watson-compliance-assist/</a><br />
<br />
<br />
IBM Procurement's New Chapter: Innovation ebook<br />
<a href="https://www-01.ibm.com/common/ssi/cgi-bin/ssialias?htmlfid=UVM12368USEN" target="_blank">https://www-01.ibm.com/common/ssi/cgi-bin/ssialias?htmlfid=UVM12368USEN</a><br />
<br />
<a href="https://www.ibm.com/blogs/watson-customer-engagement/2016/07/14/5-steps-to-harnessing-the-power-of-supplier-innovation/" target="_blank">https://www.ibm.com/blogs/watson-customer-engagement/2016/07/14/5-steps-to-harnessing-the-power-of-supplier-innovation/</a><br />
<br />
<a href="https://www-01.ibm.com/events/wwe/empower/empower16.nsf/Session%201010_IBM_Cognitive%20Procurement%20-%20The%20Future%20is%20Here!_Emptoris%20and%20Watson%20OM%20team.pdf" target="_blank">https://www-01.ibm.com/events/wwe/empower/empower16.nsf/Session%201010_IBM_Cognitive%20Procurement%20-%20The%20Future%20is%20Here!_Emptoris%20and%20Watson%20OM%20team.pdf</a><br />
<br />
<a href="https://www.ibm.com/blogs/insights-on-business/sap-consulting/cognitive-gives-procurement-respect-deserves/" target="_blank">https://www.ibm.com/blogs/insights-on-business/sap-consulting/cognitive-gives-procurement-respect-deserves/</a><br />
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<br />
<br />
<br />
August 2017<br />
<br />
10 ways big data is revolutionising supply chain management<br />
<a href="https://www.cloudcomputing-news.net/news/2015/sep/07/10-ways-big-data-is-revolutionizing-supply-chain-management/" target="_blank">https://www.cloudcomputing-news.net/news/2015/sep/07/10-ways-big-data-is-revolutionizing-supply-chain-management/</a><br />
<h2 style="text-align: left;">
March 2016</h2>
<br />
<br />
Procurement Trends in India - ISM - India - 2016 Survey<br />
<a href="http://ism-india.org/blog/wp-content/uploads/2016/02/Procurement-Trends-2016.pdf" target="_blank">http://ism-india.org/blog/wp-content/uploads/2016/02/Procurement-Trends-2016.pdf</a><br />
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<br />
Smart Supply Chains - IBM Paper<br />
<a href="https://www.ibm.com/smarterplanet/global/files/se__sv_se__none__smarter-sc_v2.pdf" target="_blank">https://www.ibm.com/smarterplanet/global/files/se__sv_se__none__smarter-sc_v2.pdf</a><br />
<br />
Adoption ABC Costing<br />
<a href="http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.627.9383&rep=rep1&type=pdf" target="_blank">http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.627.9383&rep=rep1&type=pdf</a><br />
<br />
<br />
Supply Chain Cost Cutting<br />
<a href="http://www.percon.com/whitepapers/Supply_Chain_Cost-Cutting_Strategies.pdf%20%20-%202007" target="_blank">http://www.percon.com/whitepapers/Supply_Chain_Cost-Cutting_Strategies.pdf - 2007</a><br />
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<br />
M2M Model and Supply Chains<br />
<a href="https://www.opto22.com/documents/1425_White_Paper_M2M_and_the_Supply_Chain.pdf" target="_blank">https://www.opto22.com/documents/1425_White_Paper_M2M_and_the_Supply_Chain.pdf</a><br />
<br />
About Access Sup Chain Software<br />
<a href="http://www.theaccessgroup.com/sectors/supply-chain/manufacturing/" target="_blank">http://www.theaccessgroup.com/sectors/supply-chain/manufacturing/</a><br />
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<h2 style="text-align: left;">
May 2015</h2>
<br />
Supply Chain Engineering - Activity Based Cost Management<br />
<a href="http://nraoiekc.blogspot.com/2015/05/supply-chain-engineering-activity-based.html" target="_blank">http://nraoiekc.blogspot.com/2015/05/supply-chain-engineering-activity-based.html</a><br />
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<h2 style="text-align: left;">
April 2015</h2>
<br />
<a href="http://nraomtr.blogspot.com/2011/11/supply-chain-management-coordination.html" target="_blank">Supply Chain Management - Coordination - Updated</a><br />
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<h2 style="text-align: left;">
March 2015</h2>
<br />
Selection of Supplier in a Two Stage Supply Chain - An Integer Linear Programming Approach<br />
A. John Rajan, K. Ganesh, and K.N. Balan<br />
<a href="https://www.academia.edu/8202258/SELECTION_OF_SUPPLIER_IN_A_TWO_STAGE_SUPPLY_CHAIN_-A_INTEGER_LINEAR_PROGRAMMING_APPROACH" target="_blank">https://www.academia.edu/8202258/SELECTION_OF_SUPPLIER_IN_A_TWO_STAGE_SUPPLY_CHAIN_-A_INTEGER_LINEAR_PROGRAMMING_APPROACH</a><br />
<br />
Uploaded by A. John Rajan<br />
<br />
Cost-effective supply chains: Optimizing product development through integrated design and sourcing<br />
<a href="ftp://ftp.software.ibm.com/software/applications/plm/landingdtw/GW510_5097_00F_2.pdf" target="_blank">ftp://ftp.software.ibm.com/software/applications/plm/landingdtw/GW510_5097_00F_2.pdf</a><br />
<br />
PWC Sup Chain survey results<br />
<a href="http://www.pwc.com/gx/en/consulting-services/supply-chain/global-supply-chain-survey/" target="_blank">http://www.pwc.com/gx/en/consulting-services/supply-chain/global-supply-chain-survey/</a><br />
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<br />
Efficient Transportation Logistics Can Reduce Other Supply Chain Costs<br />
<a href="http://www.genco.com/Logistics-Articles/article.php?aid=800513154" target="_blank">http://www.genco.com/Logistics-Articles/article.php?aid=800513154</a><br />
<h2 style="text-align: left;">
January 2015</h2>
<br />
<br />
<h3 style="text-align: left;">
Top 25 Supply Chains of 2014</h3>
<br />
<a href="http://www.industryweek.com/top-25-supply-chains#slide-0-field_images-119891" target="_blank">http://www.industryweek.com/top-25-supply-chains#slide-0-field_images-119891</a><br />
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25 Nestle<br />
<br />
<br />
<h3 style="text-align: left;">
Innovative Methods in Logistics and Supply Chain Management</h3>
August 2014 book - Collected articles. Appx 500 pages<br />
You can download the full book from<br />
<a href="https://hicl.org/sites/hicl.org/files/books/2014/blecker-2014-innovative-methods-logistics-and-supply-chain-management.pdf" target="_blank">https://hicl.org/sites/hicl.org/files/books/2014/blecker-2014-innovative-methods-logistics-and-supply-chain-management.pdf</a><br />
<br />
<h3 style="text-align: left;">
IRMS|360 Enterprise Supply Chain Management Software</h3>
<br />
irms|360 Enterprise is designed to optimize efficiency at every level of the distribution supply chain. End-to-end visibility of products, people and process helps your organization achieve an unprecedented level of accountability. Higher visibility leads to absolute efficiency, improving customer satisfaction and increasing profits.<br />
<br />
With off-the-shelf integration to industry leading manufacturing (MRP), enterprise (ERP), customer relationship management (CRM) solutions, irms|360 Enterprise is a cloud-based solution that can be delivered over the web as Software-as-a-Service (SaaS) or can be delivered as an on-premise solution.<br />
<h2 style="text-align: left;">
Best and All Time Best Supply Chain Management Books</h2>
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- Clockspeed: Winning Industry Control in the Age of Temporary Advantage by Charles H. Fine<br />
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- Designing and Managing the Supply Chain by David Simchi-Levi, Philip Kaminsky and Edith Simchi-Levi<br />
<br />
- Essentials of Supply Chain Management by Michael H. Hugos<br />
<br />
- Logistics and Supply Chain Management by Martin Christopher<br />
<br />
- Logistics Management and Strategy: Competing through the Supply Chain by Alan Harrison and Remko Van Hoek<br />
<br />
- Purchasing and Supply Chain Management by Robert Monczka, Robert Handfield, Larry Giunipero and James Patterson<br />
<br />
- Purchasing and Supply Chain Management: Analysis, Strategy, Planning and Practice by Arjan J. Van Weele<br />
<br />
- Strategic Supply Chain Management: The Five Core Disciplines for Top Performance by Shoshanah Cohen and Joseph Roussel<br />
<br />
- Supply Chain Logistics Management by Donald Bowersox, David Closs and M. Bixby Cooper<br />
<br />
- <a href="http://nraomtr.blogspot.com/2011/12/supply-chain-management-review-notes.html" target="_blank">Supply Chain Management, Strategy, Planning and Operation by Sunil Chopra and Peter Meindl</a><br />
<br />
- The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage by Yossi Sheffi<br />
<br />
<a href="http://www.supplychainopz.com/2013/03/supply-chain-management.html" target="_blank">http://www.supplychainopz.com/2013/03/supply-chain-management.html</a><br />
<br />
<br />
<h2 style="text-align: left;">
<a href="http://nraomtr.blogspot.com/2014/06/supply-chain-management-update-2014.html" target="_blank">Supply Chain Management Subject Update - 2014</a></h2>
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<br />
Updated on 10 July 2020, 23 April 2020, 22 September 2019, 10 June 2019, 17 May 2019, 1 May 2019, 28 June 2017, 22 August 2017, 8 March 2016, 8 Dec 2015<br />
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com59tag:blogger.com,1999:blog-7792297851977243524.post-14717337414240871122023-12-12T08:14:00.000-08:002023-12-12T08:14:40.565-08:00Product Management for Digital Products<p> Product managers for the digital world</p><p>May 24, 2017 | Article</p><p>By </p><p>Chandra Gnanasambandam, Martin Harrysson, Shivam Srivastava, and Yun Wu</p><p><br /></p><p>ole of the product manager is expanding due to the growing importance of data in decision making, an increased customer and design focus, and the evolution of software-development methodologies.</p><p><br /></p><p>Product managers coordinate many functions that touch a product—engineering, design, customer success, sales, marketing, operations, finance, legal, and more. They not only own the decisions about what gets built but also influence every aspect of how it gets built and launched.</p><p>The product manager of today is increasingly the mini-CEO of the product. They wear many hats, using a broad knowledge base to make trade-off decisions, and bring together cross-functional teams, ensuring alignment between diverse functions. Product management is emerging as the new training ground for future tech CEOs.</p><p>Today, there is a strong case for a well-rounded product manager who is more externally oriented and spends less time overseeing day-to-day engineering execution, while still commanding the respect of engineering.</p><p><br /></p><p>Data dominates everything</p><p>Companies today have treasure troves of internal and external data and use these to make every product decision. It is natural for product managers—who are closest to the data—to take on a broader role. Product success can also be clearly measured across a broader set of metrics (engagement, retention, conversion, and so on) at a more granular level, and product managers can be given widespread influence to affect those metrics.</p><p><br /></p><p>Products are built differently</p><p>Product managers now function on two speeds: they plan the daily or weekly feature releases, as well as the product road map for the next six to 24 months. Product managers spend much less time writing long requirements up front; instead, they must work closely with different teams to gather feedback and iterate frequently.</p><p><br /></p><p>Products and their ecosystems are becoming more complex</p><p>Managers must now oversee multiple bundles, pricing tiers, dynamic pricing, up-sell paths, and pricing strategy. Life cycles are also becoming more complex, with expectations of new features, frequent improvements, and upgrades after purchase. At the same time, the value of the surrounding ecosystem is growing: modern products are increasingly just one element in an ecosystem of related services and businesses. This has led to a shift in responsibilities from business development and marketing to product managers. New responsibilities for product managers include overseeing the application programming interface (API) as a product, identifying and owning key partnerships, managing the developer ecosystem, and more.</p><p><br /></p><p>Three archetypes of the mini-CEO product manager</p><p>There are three common profiles of the mini-CEO archetype: technologists, generalists, and business-oriented. But, each of them has to work across multiple areas (for instance, a technologist product manager will be expected to be on top of key business metrics). Most technology companies today have a mix of technologists and generalists in their product manager roles.</p><p>As these three archetypes emerge, the project manager is a fading archetype and seen mainly at legacy product companies. The day-to-day engineering execution role is now typically owned by an engineering manager, program manager, or scrum master. This enables greater leverage, with one product manager to eight to 12 engineers, versus the ratio of one product manager to four or five engineers that has been common in the past.</p><p><br /></p><p>Common themes across the three archetypes</p><p>An intense focus on the customer is prominent among all product managers. </p><p><br /></p><p>There are, however, differences in how product managers connect with the users. While a technologist may spend time at industry conferences talking to other developers or reading Hacker News, the generalist will typically spend that time interviewing customers, talking to the sales team, or reviewing usage metrics.</p><p><br /></p><p>The product manager of the future</p><p>Over the next three to five years, we see the product-management role continuing to evolve toward a deeper focus on data (without losing empathy for users) and a greater influence on nonproduct decisions.</p><p>Product managers of the future will be analytics gurus and less reliant on analysts for basic questions. They will be able to quickly spin up a Hadoop cluster on Amazon Web Services, pull usage data, analyze them, and draw insights. They will be adept at applying machine-learning concepts and tools that are specifically designed to augment the product manager’s decision making.</p><p>We anticipate that most modern product managers will spend at least 30 percent of their time on external activities like engaging with customers and the partner ecosystem. Such engagement will not be limited to consumer products—as the consumerization of IT continues, B2B product managers will directly connect with end users rather than extracting feedback through multiple layers of sales and intermediaries.</p><p>Similarly, the background of future product managers will evolve to match this new role. A foundation in computer science will remain essential and will be supplemented by experience and coursework in design. Product managers will know how to create mock-ups and leverage frameworks and APIs to quickly prototype a product or feature. Product managers will typically start their careers either as engineers or as part of a rotational program. After three to four years, they may get an executive or a full-time MBA with a specialization in product management, which is becoming an area of focus at several top-tier MBA programs, and which we expect will become more prevalent.</p><p>A key aspect of a future product manager’s profile will be frequent transitions between products. </p><p><br /></p><p>Getting started: Redefining your product-management function</p><p>We recommend that organizations begin with a thorough assessment of their current product-management capabilities in six areas: a grounding in customer experience, market orientation, business acumen, technical skills, soft skills, and the presence of organizational enablers. Companies typically focus on being best in class in one to three areas and meeting the bar across the board. </p><p><a href="https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/product-managers-for-the-digital-world#/" target="_blank">https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/product-managers-for-the-digital-world#/</a></p><p><br /></p><p>https://www.strategyand.pwc.com/gx/en/insights/2017/experience-matters.html</p><p><br /></p><p>https://www.forbes.com/sites/forrester/2023/06/02/keys-to-successful-digital-product-management/</p><p><br /></p><p>https://www.forrester.com/blogs/the-keys-to-effective-digital-product-management/</p><p><br /></p><p>https://www.productleadership.com/guide-to-digital-product-management/</p><p><br /></p><p>Digital Product Management, Technology and Practice: Interdisciplinary Perspectives: Interdisciplinary Perspectives</p><p><br /></p><p>Strader, Troy J.</p><p>IGI Global, Sep 30, 2010 - Technology & Engineering - 316 pages</p><p>Products that can be stored, produced, and disseminated in a digital form can be referred to as digital products.ÿ Digital products involve some combination of text, images, audio, video, and computer programs. They have unique advantages such as very low marginal costs for production, storage, and distribution, but also involve the disadvantage of increased opportunities for product piracy.</p><p><br /></p><p>Digital Product Management, Technology, and Practice: Interdisciplinary Perspectives covers a wide range of digital product management issues and offers some insight into real-world practice and research findings. Experts in several disciplines from around the world offer their views on the technical, operational, and strategic challenges that face digital product managers and researchers now and in the next several decades.</p><p>https://books.google.com/books/about/Digital_Product_Management_Technology_an.html?id=uY6qp2fV2GsC</p><p><br /></p><p>Strategize: Product Strategy and Product Roadmap Practices for the Digital Age</p><p><br /></p><p>Roman Pichler</p><p>Pichler Consulting, Sep 7, 2022 - Business & Economics - 204 pages</p><p>Create a winning game plan for your digital products with Strategize: Product Strategy and Product Roadmap Practices for the Digital Age, 2nd edition.</p><p>https://books.google.com/books/about/Strategize_Product_Strategy_and_Product.html?id=D72HEAAAQBAJ</p><p><br /></p><p>https://theproductmanager.com/topics/digital-product-manager/</p><p><br /></p><p>https://www.gartner.com/en/information-technology/glossary/product-management-digital-business</p><p><br /></p><p>https://business.linkedin.com/talent-solutions/resources/how-to-hire-guides/digital-product-manager/job-description</p><p><br /></p><p>Master of Science in Product Management</p><p>Launch your product management career in one focused year.</p><p>We ignite product management careers by equipping students with the design, tech, and business leadership skills that employers crave. </p><p><br /></p><p>What is an MS in Product Management?</p><p>Inside tech-driven companies, there’s a pressing need for product managers who have the skills to lead product development that drives growth — product managers who:</p><p><br /></p><p>Empathize with customers</p><p>Lead cross-functional teams</p><p>Deliver business value</p><p>Our coursework and hands-on experience are designed to train students in this rare blend of skills.</p><p><br /></p><p>The Carnegie Mellon MSPM program is one-of-a-kind. Offered through the top-ranked School of Computer Science and Tepper School of Business, our one-year, STEM-designated program combines the best of both schools, giving you an efficient, focused, and effective path to product management success.</p><p><br /></p><p>Carnegie Mellon is the place for product management.</p><p>https://www.cmu.edu/tepper/programs/master-product-management/index.html</p><p><br /></p><p>Lead Cross-Functional</p><p>Innovation. Help Deliver Powerful Products.</p><p>Complete The Product Management Boot Camp at Texas McCombs in 18 weeks</p><p>Hands-on Learning: Master the problem-solving tools used by the pros.</p><p>Global Network: Gain access to a network of 250+ employers looking to hire.</p><p>Career Support: Access free professional resources throughout your career.</p><p>Respected Credentials: Earn a certificate from a recognized university.</p><p>https://techbootcamps.utexas.edu/productmanagement/landing-b5a/</p><p>$ 9,995 24 month payment plan zero interest.</p><p><br /></p><p>CMU</p><p>New Product Management Online Certificate</p><p>In today’s tech landscape, you need to be trilingual, fluent in the languages of design, business, and engineering. Our New Product Management certificate gives you that fluency and the necessary business savvy you need to manage existing and new products alike.</p><p>Tuition & Financial Aid</p><p>Tuition Rates: 2023-2024</p><p>Program</p><p><br /></p><p>Tuition</p><p><br /></p><p>iii Online Certificate (20 units)</p><p><br /></p><p>$11,059</p><p>https://www.cmu.edu/iii/online-programs/certificates/new-product-management.html</p><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com1tag:blogger.com,1999:blog-7792297851977243524.post-65785025345847779252023-12-11T19:26:00.000-08:002023-12-12T05:16:45.114-08:00Product Management - Product Industrial Engineering<p>Product managers for the digital world<br />By Chandra Gnanasambandam, Martin Harrysson, Shivam Srivastava, and Yun Wu<br />May 2017<br /><a href="http://www.mckinsey.com/industries/high-tech/our-insights/product-managers-for-the-digital-world" target="_blank">http://www.mckinsey.com/industries/high-tech/our-insights/product-managers-for-the-digital-world</a><br /><br /><br />Product managers connect many functions related to a product— market research, <b>design, engineering</b>, marketing, sales, marketing, operations, finance, legal, and more. They are involved in the decisions about what gets built but also influence every aspect of how it gets built and launched.</p><p>Product managers have to utilize product industrial engineering to reduce cost of producing and distributing the products.</p><p>Product Industrial Engineering</p><p><a href="https://nraoiekc.blogspot.com/2012/09/product-design-industrial-engineering.html" target="_blank">https://nraoiekc.blogspot.com/2012/09/product-design-industrial-engineering.html</a></p><p><br /></p><p>Utilize Product Industrial Engineering during Product Conceptualization and Design.</p><p>The major techniques that constitute Product Industrial Engineering. </p><p><br /></p><p>1. Value Analysis and Engineering</p><p>2. Design for Manufacturing</p><p>3. Design for Assembly</p><p>4. Design for Additive Manufacturing</p><p>5. Design to Cost</p><p>6. Design to Value</p><p>7. Design to Target Cost</p><p>8. Engineering Product Design Optimization</p><p>9. Six Sigma for Design Improvement - Robust Design (Video)</p><p>10. Life Cycle Cost Analysis based redesign</p><p>11. Design analysis done during Process Industrial Engineering</p><p>12. Lean Product Design Concept</p><p><br /></p><p>MODERN INDUSTRIAL ENGINEERING. PRODUCT INDUSTRIAL ENGINEERING - FACILITIES INDUSTRIAL ENGINEERING - PROCESS INDUSTRIAL ENGINEERING. </p><p>EBook. Free Download your Copy.</p><p><a href="https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0" target="_blank">https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0</a></p><p><br /></p><p>Optimizing Product Development: How Industrial Engineers can bring efficiency to Software Product Management</p><p>Adnan Khan</p><p>Senior Product Manager @ Equinix | MBA, Operations Management</p><p>January 19, 2023</p><p><a href="https://www.linkedin.com/pulse/optimizing-product-development-how-industrial-engineers-adnan-khan/" target="_blank">https://www.linkedin.com/pulse/optimizing-product-development-how-industrial-engineers-adnan-khan/</a></p><p><br /></p><p>DESIGN-TO-VALUE: A 5 STEP APPROACH TO BUILD BETTER PRODUCTS</p><p>Michael D'heur</p><p>Sustainable Business Creator: Resilience, Intelligence, Sustainability, Execution Readiness</p><p>February 26, 2020</p><p><a href="https://www.linkedin.com/pulse/design-to-value-5-step-approach-build-better-products-michael-d-heur/" target="_blank">https://www.linkedin.com/pulse/design-to-value-5-step-approach-build-better-products-michael-d-heur/</a></p><p>What is Design to Value vs. Design to Cost?</p><p>Matthew Hinshaw</p><p> | January 3, 2023</p><p>https://www.apriori.com/blog/what-is-design-to-value-vs-design-to-cost/</p><p><br /></p><h3 style="text-align: left;">Strategic Product Value Management</h3><p>Strategic product value management: How companies can improve innovation, reduce costs and mitigate risk</p><p><a href="https://www.strategyand.pwc.com/gx/en/insights/2015/strategic-product-value-management.html" target="_blank">https://www.strategyand.pwc.com/gx/en/insights/2015/strategic-product-value-management.html</a></p><p><br /></p><p>ENGINEERING MANAGEMENT</p><p>Design-to-Cost vs. Target Costing: A Look at Product Cost Management</p><p><br /></p><p>AUGUST 2, 2019</p><p>|</p><p>BY CLAIRE JUOZITIS</p><p><br /></p><p>Whether you’re a professional, manager, instructor, or student, we have the info you need to stay competitive in the world of engineering design. Sign up for the SolidProfessor monthly newsletter for updates on everything from SOLIDWORKS tips to training effectiveness, certification prep, flipping the classroom, and more.</p><p><a href="https://www.solidprofessor.com/blog/design-to-cost-vs-target-costing-a-look-at-product-cost-management/" target="_blank">https://www.solidprofessor.com/blog/design-to-cost-vs-target-costing-a-look-at-product-cost-management/</a></p><p><br /></p><p>PRODUCT MANAGEMENT 101 PLAYBOOK</p><p>NASSCOM</p><p>PDF</p><p>Customer centric product managers- This is a broad division based on the customer segment of the industry one is operating in.</p><p><a href="https://nasscom.in/product-connect/skills/img/PM101.pdf" target="_blank">https://nasscom.in/product-connect/skills/img/PM101.pdf</a></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-88882347429352997182023-12-10T23:00:00.000-08:002023-12-12T10:51:17.667-08:00Philip Kotler on Digital Marketing <div dir="ltr" style="text-align: left;" trbidi="on">
<img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5uckNDERCmWVFbRhZ4J1e9HBu841QWHt9bdvrlb0x8aez7jTbOhd9Ij5c62aFGbbEv4J5Eetw7som8XvrY16-vnT0izbpIizlD8oD5y1u8GAt4HoFAy8O5omCODSc6lJgLroYRHvgxfCH/s320/kotler-on-mktg-book-cover-picture.jpg" /><br />
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<a href="http://nraomtr.blogspot.com/2011/12/marketing-management-article-list.html" target="_blank">Marketing Management Revision Article Series</a></h3>
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The Internet is having an impact today that is comparable to what the world felt when Gutenberg introduced the idea of printing. The Internet, social media and new communication technologies are major game changers in marketing. The company cannot promote its brand by having a monopoly on communications about its brands. It is the consumers and their peer-to-peer talk that is shaping consumer images of brands and what to buy and how much to pay. No Company can afford to deceive customers without being quickly exposed on the Internet.</div>
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New digital technologies affect all of the 4Ps of marketing. The advent of 3D Printing will help entrepreneurs design new products cheaper and faster. The development of software to do dynamic pricing will allow airlines to change the price of seats depending on the number of seats already sold. The development of new distribution channels such as online seller, Amazon and others, and eBay are increasing the ease of transacting. The development of social media technologies such as Facebook, Twitter and YouTube are changing marketing tools for promotion.</div>
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Traditional advertising will contribute to be a brand builder but it will have to do it with a lower budget. Some percentage of every company's advertising budget will have to move into digital and social media marketing. It may conceivably in five or more years rise to 50 percent. Traditional advertising will increasingly partner with digital marketing, one supporting the other in a synergistic way.</div>
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Company Moves to use Digital Marketing Opportunity<br />
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1. Companies will increasingly resort to crowdsourcing to get ideas for new products, new advertising campaigns, and new sales promotion ideas.</div>
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2. Companies will increasingly move to marketing automation where they use artificial intelligence to carry out marketing activities that were formerly done by skilled marketers.</div>
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3. Companies will increasingly learn how to produce “lovemarks” with their customers and employees.</div>
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<a href="http://etalks.me/philip-kotler-marketing-for-better-world/" target="_blank">http://etalks.me/philip-kotler-marketing-for-better-world/</a><br />
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<span style="text-align: justify;">Edition 15 of Marketing Management by Kotler and Keller on Digital Marketing</span></h2>
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<span style="text-align: justify;">New trends in marketing are co-creation, crowd-sourcing, sustainability, dynamic pricing, digital marketing, marketing automation, and growth strategies. Many of these are based on digital technologies.</span></div>
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Online Marketing Communication and Promotional Opportunities</h2>
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Web Sites<br />
Microsites<br />
Search ads<br />
Display ads<br />
Interstitials<br />
Internet-specific ads and videos<br />
Sponsorships<br />
Alliances and affiliate programs<br />
Online communities<br />
Email<br />
Mobile marketing<br />
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Web Sites</h2>
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Visitors will visit sites based on their need and judge a site's performance on ease of use and physical attractiveness. The physical attractiveness depends on typefaces, fonts and good use of color and sound. The statistics of visitors to various sites are collected by some agencies.</div>
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People have to be aware of the web site of an organization to visit it. For facilitating it, companies advertise their web site in all their communications. But the general practice now, is for people to use search engines to find the specific web site or web sites related to topics they want to visit. Hence search engine optimization has to be done by the company to get its web site included in the search results for more number of search terms. Search engine optimization (SEO) has become an important area in interactive marketing.</div>
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Key Design Elements of Effective Web Sites</h2>
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Rayport and Jaworski propose that effective sites feature seven design elements they call 7Cs.</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><h2 style="text-align: left;">7Cs</h2>
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Context: Layout and design<br />
Content: Text, pictures, sound, video<br />
Community: User-to-user communication<br />
Customization: Site’s personalization ability<br />
Communication: Site-user communication<br />
Connection: Links to other sites<br />
Commerce: Ability to conduct transactions</b><br />
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Microsite</h3>
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Microsite is a site within the site of another related organization. For example, a vehicle insurance company can have a microsite on the website of a vehicle seller. Microsites can be sites paid for by an external advertiser/company. This explanation was given in the 13th Edition. In the oods/products classification, there is a category of unsought products. People do not visit websites of unsought products. Therefore microsites of unsought products can be hosted on websites of products in demand to gain the attention of the consumer.</div>
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Online Advertisements</h3>
The two major categories are Search Ads and Display Ads.<br />
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Search Ads</h4>
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Search ads has a dominating marketing share today.Along with the general search results, search engines show some sites which pay money for it. This is the search ad feature. The average click through rates for search ads is estimated to be 2% and marketers are happy with this response and the cost of search advertising which is given as 35 cents per click. Google adwords is search ads program and people are specializing in finding out and bidding for key words that have better consumer responses.</div>
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Display Ads</h4>
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In the early days of internet, banner ads had click rates of 2 to 3 percent. But very quickly the click through rates plummeted. Kotler and Keller give the opinion that display ads still hold great promise. But ads need to be more attention-getting.</div>
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YouTube Video Marketing</h4>
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YouTube videos are popular as internet specific videos. Many brands are using YouTube to post videos having advertisement content and they are having very good number of views sometimes in millions.</div>
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Sponsorships<br />
Internet content can be sponsored.<br />
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Alliances and Affiliate Programmes<br />
The most popular ones are Google Adsense and Amazon affiliate programe<br />
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Online Communities<br />
Nestle has 750 Facebook pages covering its various brands.<br />
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Email Marketing<br />
e-Marketing Guidelines<br />
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Give the customer a reason to respond<br />
Personalize the content of your emails<br />
Offer something the customer could not get via direct mail<br />
Make it easy for customers to unsubscribe<br />
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Social Media</h2>
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Social Media Success Case: Dollar Shave Club</h3>
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The video that went viral and got 12000 subscribers.<br />
Uploaded on 6 March 2012<br />
Now 26 million+ views<br />
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<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/ZUG9qYTJMsI" width="560"></iframe>
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Website: <a href="https://www.dollarshaveclub.com/" target="_blank">https://www.dollarshaveclub.com/</a><br />
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8 Content Marketing Tricks That Helped Dollar Shave Club Go Viral<br />
Last Updated on March 26, 2019<br />
<a href="https://www.quicksprout.com/content-marketing-tricks-that-helped-dollar-shave-club-go-viral/" target="_blank">https://www.quicksprout.com/content-marketing-tricks-that-helped-dollar-shave-club-go-viral/</a><br />
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Same content in another page:<br />
<a href="https://cubatica.com/how-dollar-shave-club-soared-to-a-140-million-marketing-budget-in-just-five-years/" target="_blank">https://cubatica.com/how-dollar-shave-club-soared-to-a-140-million-marketing-budget-in-just-five-years/</a><br />
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CMO Adam Weber’s View: How Dollar Shave Club built its brand on video marketing<br />
As the company's first marketing employee, Adam Weber now serves as Dollar Shave Club's CMO, leading the brand's video marketing strategy.<br />
July 20, 2016<br />
<a href="https://marketingland.com/cmos-view-adam-weber-dollar-shave-club-video-marketing-184234" target="_blank">https://marketingland.com/cmos-view-adam-weber-dollar-shave-club-video-marketing-184234</a><br />
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Mobile Marketing</h2>
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Mobile is being now used to access internet and do transactions like booking tickets and online shopping. There are more than twice as many mobile phones in the world as personal computers. Mobile presents an opportunity to marketers to reach a big audience and also to reach them at more opportune time. Mobile advertising has already crossed $1 billion level and established itself as a viable advertising option. But the screen size being small, advertisers have to develop designs that are appealing and ease to users.</div>
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Marketing 4.0: Moving from Traditional to Digital</h2>
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Marketing 4.0 is about balancing machine-to-machine (M2M) with human-to-human (H2H).<br />
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New Ideas in Marketing 4.0</h3>
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‘Segmentation and Targeting’ to ‘Customer Community Confirmation’<br />
‘Selling the 4P’s’to ‘Commercializing the 4C’s’<br />
‘Customer Service Processes’ to ‘Collaborative Customer Care’<br />
‘Brand Positioning and Differentiation’ to ‘Brand Characters and Codes’<br />
‘Segmentation and Targeting’ to ‘Customer Community Confirmation’<br />
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Book<br />
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Marketing 4.0: Moving from Traditional to Digital</h3>
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Philip Kotler, Hermawan Kartajaya, Iwan Setiawan<br />
John Wiley & Sons, 05-Dec-2016 - Business & Economics - 208 pages<br />
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Marketing has changed forever—this is what comes next<br />
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Marketing 4.0: Moving from Traditional to Digital, written by the world's leading marketing authorities, helps you navigate the increasingly connected world and changing consumer landscape to reach more customers, more effectively. Today's customers have less time and attention to devote to your brand—and they are surrounded by alternatives every step of the way. You need to stand up, get their attention, and deliver the message they want to hear. This book examines the marketplace's shifting power dynamics, the paradoxes wrought by connectivity, and the increasing sub-culture splintering that will shape tomorrow's consumer; this foundation shows why Marketing 4.0 is becoming imperative for productivity, and this book shows you how to apply it to your brand today.</div>
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Marketing 4.0 takes advantage of the shifting consumer mood to reach more customers and engage them more fully than ever before. Exploit the changes that are tripping up traditional approaches, and make them an integral part of your methodology. This book gives you the world-class insight you need to make it happen.</div>
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Discover the new rules of marketing<br />
Stand out and create WOW moments<br />
Build a loyal and vocal customer base<br />
Learn who will shape the future of customer choice<br />
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Every few years brings a "new" marketing movement, but experienced marketers know that this time its different; it's not just the rules that have changed, it's the customers themselves. Marketing 4.0 provides a solid framework based on a real-world vision of the consumer as they are today, and as they will be tomorrow. Marketing 4.0 gives you the edge you need to reach them more effectively than ever before.<br />
<a href="https://books.google.co.in/books?id=jN9mDQAAQBAJ" target="_blank">https://books.google.co.in/books?id=jN9mDQAAQBAJ</a><br />
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Marketing 4.0: Moving from Traditional to Digital - A Reading Review<br />
<a href="https://www.linkedin.com/pulse/marketing-40-moving-from-traditional-digital-reading-aziza-amri" target="_blank">https://www.linkedin.com/pulse/marketing-40-moving-from-traditional-digital-reading-aziza-amri</a><br />
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“Marketing 4.0” – A Podcast Interview with Philip Kotler<br />
December 13, 2016<br />
<a href="http://www.marketingjournal.org/marketing-4-0-a-podcast-interview-with-phil-kotler/" target="_blank">http://www.marketingjournal.org/marketing-4-0-a-podcast-interview-with-phil-kotler/</a></div>
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<h4 style="text-align: left;">
What Is The Future Of Digital Marketing?</h4>
<a href="https://www.forbes.com/sites/forbesagencycouncil/2018/03/28/what-is-the-future-of-digital-marketing" target="_blank">https://www.forbes.com/sites/forbesagencycouncil/2018/03/28/what-is-the-future-of-digital-marketing</a><br />
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<h4 style="text-align: left;">
Marketing 4.0: Enhancing Consumer-Brand Engagement through Big Data Analysis</h4>
<h4 style="text-align: left;">
How big data can be used to enhance the consumer-brand relationship.</h4>
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Ana Isabel Jiménez-Zarco (Open University of Catalonia, Spain), Asher Rospigliosi (Brighton University, UK), María Pilar Martínez-Ruiz (University of Castilla la Mancha, Spain) and Alicia Izquierdo-Yusta (University of Burgos, Spain)<br />
Source Title: Socio-Economic Perspectives on Consumer Engagement and Buying Behavior<br />
Copyright: © 2017 |Pages: 24<br />
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Abstract<br />
Marketing evolves in parallel with technology. Growing research is focusing on Marketing 4.0: the marketing of big data. Taking into account how consumers' behavior has been changing since the beginning of this century, this chapter seeks to review Marketing 4.0 concepts, analyzing how big data can be used to enhance the consumer-brand relationship.</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on">Data Analytics Based Marketing </div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Modern marketing organizations use data analytics to look ahead. They identify opportunities they didn’t know existed, and reveal subtle and addressable customer pain points. Data analytics help in visualizing micro level opportunities from big sets of data.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Data analytics can also predict the next best actions to take, including the right mix of commercial messages (for cross-selling, upselling, or retention) and engagement actions (content, education, or relationship deepening).</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">To facilitate data analytics, data must be centralized so that activities in all channels can be immediately analyzed to support real time, or near-real-time analysis and appropriate actions are taken in all channels based on the insight in any one channel. The usage by marketers of data analytics based recommendations and alerts has matured and marketing leaders have to understand how their department persons are using analytics information effectivly and should work with IT leaders to develop a shared vision for how data will be accessed and used. This now requires CMO and CTO/CIO collaboration. </div><div dir="ltr" trbidi="on"><div dir="ltr" trbidi="on">Modern marketing: What it is, what it isn’t, and how to do it</div><div dir="ltr" trbidi="on">March 2, 2020 </div><div><a href="https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/modern-marketing-what-it-is-what-it-isnt-and-how-to-do-it" target="_blank">https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/modern-marketing-what-it-is-what-it-isnt-and-how-to-do-it</a></div></div><div><br /></div>
<div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on">Marketing 5.0</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">To be edited and rewritten</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">How has Marketing changed from 1.0 to 4.0?</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">we have to help professional marketers move with the times, </div><div dir="ltr" trbidi="on">The idea of creating more periodic books of about 200 pages that would update professional marketers on the most important latest developments well so we came out in 2010 2017 I believe with one book which was </div><div dir="ltr" trbidi="on">called marketing 3.0 we didn't start with a book on 1.0 but</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">we use 3.0 to look backward at how marketing evolved all the way up to 3.0</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">so we defined 1.0 as the time when marketers assume that the customers are </div><div dir="ltr" trbidi="on">all rational the marketers are rational and the best way to sell something is to put a lot of </div><div dir="ltr" trbidi="on">facts out about the product and why it is different and it performs well</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">well uh the fact is we'd began to realize that it's more like the kind of</div><div dir="ltr" trbidi="on">selling they used to do in Russia where they would put all that information and it was more not motivating</div><div dir="ltr" trbidi="on">3:51</div><div dir="ltr" trbidi="on">so we had to create something called marketing 2.0 to acknowledge the growing</div><div dir="ltr" trbidi="on">3:57</div><div dir="ltr" trbidi="on">role of emotions in the in guiding decisions made not only by consumers but</div><div dir="ltr" trbidi="on">4:04</div><div dir="ltr" trbidi="on">by even the CEOs too just think of yourself going in to buy</div><div dir="ltr" trbidi="on">4:10</div><div dir="ltr" trbidi="on">something you may even have a list I would bet that in the store you ended up</div><div dir="ltr" trbidi="on">4:16</div><div dir="ltr" trbidi="on">buying more things than you meant to buy so we see at the checkout counter some</div><div dir="ltr" trbidi="on">4:22</div><div dir="ltr" trbidi="on">candy bars we end up buying them so emotions play a very big role but also</div><div dir="ltr" trbidi="on">4:28</div><div dir="ltr" trbidi="on">in the decisions of CEOs because they're taking risks with very big decisions and</div><div dir="ltr" trbidi="on">4:35</div><div dir="ltr" trbidi="on">their own tolerance for risk their own emotional mindset uh comes into play so</div><div dir="ltr" trbidi="on">4:42</div><div dir="ltr" trbidi="on">we were describing <b>2.0 as emotionally loaded marketing</b> understanding and then</div><div dir="ltr" trbidi="on">4:49</div><div dir="ltr" trbidi="on">we <b>Define 3.0</b> as a kind of a new way to think namely</div><div dir="ltr" trbidi="on">4:55</div><div dir="ltr" trbidi="on">a lot of consumers hopefully a growing owner want to be what we call same</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">consumers not insane which no one wants but they're saying insanity is important</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">buying products that don't harm you not buying cigarettes uh</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">making sure that the products you're buying are not bad for the environment</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">that's 3.0 it's a more almost a more spiritual view</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">of good buying same buying so that took us to 3.0 now what happened is</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">um we started to move into a whole new generation called the digital generation</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">we had no remember normally most marketing was using TV advertising very</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">heavily 30-second commercials also using a lot of the print advertising uh and</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">and fancy pricing and so on but you know the digital age was coming into being</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">and we had to capture that and ask professional marketers to stack</div><div dir="ltr" trbidi="on">6:11</div><div dir="ltr" trbidi="on">getting um closer to the new social media that</div><div dir="ltr" trbidi="on">6:16</div><div dir="ltr" trbidi="on">was appearing Facebook Instagram and therefore they would um this may lead to</div><div dir="ltr" trbidi="on">6:24</div><div dir="ltr" trbidi="on">a different type of marketing which we call digital marketing and it's not that it should replace all traditional</div><div dir="ltr" trbidi="on">6:30</div><div dir="ltr" trbidi="on">marketing but the two of them together would be more powerful than just traditional marketing that and that led</div><div dir="ltr" trbidi="on">6:38</div><div dir="ltr" trbidi="on">to our uh Point our marking 4.0 book which was an introduction to digital</div><div dir="ltr" trbidi="on">6:45</div><div dir="ltr" trbidi="on">marketing so why are we at 5.0 now well because there are new techniques in</div><div dir="ltr" trbidi="on">Why do we have Marketing 5.0 now?</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">marketing 5.0 in the digital age that we wanted to explain so that's my</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">long-winded answer to your question of what 1.0 2.0 all the way to 5.0 means</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">What are the main principles behind the book Marketing 5.0?</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">you've launched this book in 2021</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"> the whole uh question of digital marketing uh we introduce a view of how because consumers make their decisions and they go through stages and it's well known that that buying is a staging process.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">certainly the first task of a company is to create awareness of your brand.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">now awareness is not enough you want to also create an appeal they</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">they must not only know you but find you interesting enough to to to want to know</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">more and that's important because we introduced the word ask as the third</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">stage in the what we call the five A's it's a way to we say what are the five</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">A's of the journey because if you aren't prepared to answer a lot of questions</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">they will buy because the the risk is too high</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">so you have to anticipate how people who are interested in finding</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">your product appealing what would they like to know more they might like to know is has your company been around a</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">long time uh how does your product differ from competitive products so by</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">anticipating the questions you you advertise the information and then they</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">feel more comfortable account more comfortable enough to act to buy the first time it could be it</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">could be anything from a small product like a can of soup or it could be a car but they they act yeah and you hope</div><div dir="ltr" trbidi="on">9:42</div><div dir="ltr" trbidi="on">they're satisfied and if they're satisfied uh they will buy some more from you and have respect</div><div dir="ltr" trbidi="on">9:49</div><div dir="ltr" trbidi="on">for you so that's the customer journey and it's made up of touch points we have</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">to reach a point where we could say well exactly what medium was used to make</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">them aware uh what what ads what what vehicles uh at the touch Point worked</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">and and did your company look good at the touch point was it a moment of truth that the</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">customer felt by your statement so um this whole problem is important</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">but I want to lead to the next slide Julia because it shows what happens</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">and this repeats the slide but we're beginning to say there's really a</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">stage a state of transitions and we need our marketing focusing on</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">each of those States for example what can we do to make an aware person a</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">person who finds the product appealing well we use things like branding </div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">marketing Communications and so on and that we could spell out a lot of</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">things that will create an appealing feeling in the customer in the prospect</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">who might become a customer another transition is uh after a person</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">is appealing finds it appealing what kinds of questions do they ask well we</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">should do some social group interviewing and we will get a sense of what new</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">consumers might think about and want to know about and again there's another ratio between people who have asked a </div><div dir="ltr" trbidi="on">lot of questions and and we're satisfied enough to act and finally those who act</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">how can we make them into an advocate now the word advocate is very important</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">great it's one thing to have a customer who buys a few times hopefully that customer could be defined</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">as a loyal customer now a loyal customer is not enough anymore it's wonderful if you have</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">customer liability you would like that customer to be enthusiastic</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">if he is in a conversation or she's in a conversation with someone about buying a</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">car and they bought your car this person who bought your car if you're that</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">person says boy am I satisfied with my car that company makes really one of the best cars for that purpose then you have </div><div dir="ltr" trbidi="on">one or more customers who are going out of their way to praise you and you know</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">what they're doing they are your marketing department if you can't get your new customers to include a number who are fans of your company and talk a lot about you favorably then maybe</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">you're not a very exciting customer that company I mean so advocacy is an</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">important thing that we have okay thank you totally agreed</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">um </div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">okay I'm gonna stop sharing the screen for a moment just so we see you bigger again uh and also think it</div><div dir="ltr" trbidi="on">13:04</div><div dir="ltr" trbidi="on">underlines the idea of Word of Mouth marketing so if you manage to really capture the attention and to make people</div><div dir="ltr" trbidi="on">13:10</div><div dir="ltr" trbidi="on">and customers your Advocates I think uh we can all be much more successful in marketing right yeah </div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Philip Cutler in What are the main technological driving forces in Marketing 5.0?</div><div dir="ltr" trbidi="on">13:17</div><div dir="ltr" trbidi="on">your book uh marketing 5.0 uh you were looking at the customer Journey which is</div><div dir="ltr" trbidi="on">13:22</div><div dir="ltr" trbidi="on">so important uh to optimize uh from the very start to the very end</div><div dir="ltr" trbidi="on">13:28</div><div dir="ltr" trbidi="on">um but also you were introducing technology various different technologies that are becoming more and</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">more important in marketing uh what would you say are these main technological drivers and forces that we</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">see and experience today as marketers </div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">okay turn to the next slide Julia</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">it turns out that the 5.0 book wanted to also the next slide yeah</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">um and and that book wanted to um mention some of the newer techniques</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">now could we make this aside a little larger let's see if I</div><div dir="ltr" trbidi="on">14:10</div><div dir="ltr" trbidi="on">is this large enough for you there we go yeah because the book says</div><div dir="ltr" trbidi="on">14:17</div><div dir="ltr" trbidi="on">some very important things here and I'm just going to be brief about them namely</div><div dir="ltr" trbidi="on">14:22</div><div dir="ltr" trbidi="on">uh there are three gaps that this uh book is recognizing the first one is</div><div dir="ltr" trbidi="on">14:28</div><div dir="ltr" trbidi="on">called the generation gap and that has to do with</div><div dir="ltr" trbidi="on">14:33</div><div dir="ltr" trbidi="on">um a company should ask who is our best</div><div dir="ltr" trbidi="on">14:38</div><div dir="ltr" trbidi="on">prospects you know for some products for example for the manufacturers canes</div><div dir="ltr" trbidi="on">14:45</div><div dir="ltr" trbidi="on">you know a walking stick it's not for the uh the the young people it's for</div><div dir="ltr" trbidi="on">14:52</div><div dir="ltr" trbidi="on">older people who um can use a cane and to support themselves a little more so what is the</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">general what are the characteristics of people who are in their 60s and 70s and</div><div dir="ltr" trbidi="on">15:05</div><div dir="ltr" trbidi="on">so on uh or you might want to reach the youngest group of kids growing up on the</div><div dir="ltr" trbidi="on">15:12</div><div dir="ltr" trbidi="on">new music but what we are emphasizing is that everyone grows up during a special</div><div dir="ltr" trbidi="on">15:19</div><div dir="ltr" trbidi="on">set of times made up of the music of the times the</div><div dir="ltr" trbidi="on">15:26</div><div dir="ltr" trbidi="on">central ideas that are driving people at the time and we want to know what what</div><div dir="ltr" trbidi="on">15:31</div><div dir="ltr" trbidi="on">it was like for that Target Market because we can use some flashback to</div><div dir="ltr" trbidi="on">15:39</div><div dir="ltr" trbidi="on">those times they grew up in and use what we call Nostalgic marketing not</div><div dir="ltr" trbidi="on">15:44</div><div dir="ltr" trbidi="on">especially if there's a feeling Oh What A Wonderful Life I had when I was</div><div dir="ltr" trbidi="on">15:50</div><div dir="ltr" trbidi="on">growing up nostalgic thinking um so we we spend a lot of time asking</div><div dir="ltr" trbidi="on">15:56</div><div dir="ltr" trbidi="on">you to define the generation of the people you're trying to reach the</div><div dir="ltr" trbidi="on">16:02</div><div dir="ltr" trbidi="on">digital divide was another problem that we took up because a lot of people don't</div><div dir="ltr" trbidi="on">16:07</div><div dir="ltr" trbidi="on">have computers at the time so what the computers were doing uh</div><div dir="ltr" trbidi="on">16:13</div><div dir="ltr" trbidi="on">making it uh more successful for people who had computers and and leaving behind</div><div dir="ltr" trbidi="on">16:19</div><div dir="ltr" trbidi="on">a lot of other people who were reachable it really meant that we needed to use a</div><div dir="ltr" trbidi="on">16:25</div><div dir="ltr" trbidi="on">lot of digital traditional marketing and mass marketing because many people didn't have computers at the time uh and</div><div dir="ltr" trbidi="on">16:34</div><div dir="ltr" trbidi="on">and so we had to do the blending of traditional and and uh this and digital</div><div dir="ltr" trbidi="on">16:40</div><div dir="ltr" trbidi="on">and we wanted to recognize also Prosperity polarization namely that income differences that people had</div><div dir="ltr" trbidi="on">16:47</div><div dir="ltr" trbidi="on">because who are we aiming for can they afford the product where are they to be</div><div dir="ltr" trbidi="on">16:52</div><div dir="ltr" trbidi="on">found if it's an expensive product and so on so then we went on and we distinguished</div><div dir="ltr" trbidi="on">16:59</div><div dir="ltr" trbidi="on">different types of marketing uh data-driven marketing became an obsession namely why should we just</div><div dir="ltr" trbidi="on">17:07</div><div dir="ltr" trbidi="on">assume we know how people buy a car or any other product maybe we have to</div><div dir="ltr" trbidi="on">17:13</div><div dir="ltr" trbidi="on">collect real data and do a lot of good marketing research and maybe we need</div><div dir="ltr" trbidi="on">17:19</div><div dir="ltr" trbidi="on">to have um actual individual data not just group data but what is Joe like what does Joe</div><div dir="ltr" trbidi="on">17:28</div><div dir="ltr" trbidi="on">read what does what stores does he shop in</div><div dir="ltr" trbidi="on">17:34</div><div dir="ltr" trbidi="on">um what movies does he see uh so things like that is</div><div dir="ltr" trbidi="on">17:40</div><div dir="ltr" trbidi="on">means that we became customer driven individual customer driven marketing as</div><div dir="ltr" trbidi="on">17:46</div><div dir="ltr" trbidi="on">a New Prospect in other words you heard the term customization how to make your</div><div dir="ltr" trbidi="on">17:52</div><div dir="ltr" trbidi="on">product appeal to that specific individual or we would use the term personalization we wanted to make sure</div><div dir="ltr" trbidi="on">17:59</div><div dir="ltr" trbidi="on">it's had a personal meaning to the person so that was Data driven marketing predictive marketing was to set up your</div><div dir="ltr" trbidi="on">18:06</div><div dir="ltr" trbidi="on">marketing tools so you could predict what the sales would be based on the set</div><div dir="ltr" trbidi="on">18:12</div><div dir="ltr" trbidi="on">of variables and usually you use what we call regression multiple regression</div><div dir="ltr" trbidi="on">18:17</div><div dir="ltr" trbidi="on">analysis which took some key variables and their weights were allowed allowing</div><div dir="ltr" trbidi="on">18:26</div><div dir="ltr" trbidi="on">us to predict how many units of our product would be sold then we talked about in the same book</div><div dir="ltr" trbidi="on">18:33</div><div dir="ltr" trbidi="on">augmented marketing and uh it meant that you could do extra things and a good</div><div dir="ltr" trbidi="on">18:41</div><div dir="ltr" trbidi="on">illustration of that would be let's say a person wants to buy some </div><div dir="ltr" trbidi="on">furniture from Ikea and um they don't know what it would look like in their room</div><div dir="ltr" trbidi="on">so we can create a picture of their room where they plan to put the furniture and</div><div dir="ltr" trbidi="on">we couldn't superimpose the pieces of furniture that they might be interested in and actually designed the room filled with Ikea furniture which might be their living room or dining room or whatever so that's augmenting the reality it's oh it's reality marketing it's using the real world of the consumer another</div><div dir="ltr" trbidi="on">example would be a woman who wants to know what she would look like to wear a certain dress we can superimpose the dress on the woman in a mirror and then we talked about agile Marketing in times</div><div dir="ltr" trbidi="on">of great change how how do you remain agile so and now if we look at the other side</div><div dir="ltr" trbidi="on">of the screw of that example </div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">we wanted to say that the main points in 5.0</div><div dir="ltr" trbidi="on">marketing it had six enablers I'll reach read the list </div><div dir="ltr" trbidi="on">the huge</div><div dir="ltr" trbidi="on">increase in computing power was changing marketing </div><div dir="ltr" trbidi="on">the open source software was</div><div dir="ltr" trbidi="on">20:01</div><div dir="ltr" trbidi="on">improving all the time </div><div dir="ltr" trbidi="on">the widespread diffusion of the internet among more</div><div dir="ltr" trbidi="on">20:07</div><div dir="ltr" trbidi="on">people than ever </div><div dir="ltr" trbidi="on">Cloud Computing Made A Difference </div><div dir="ltr" trbidi="on">the ubiquity of mobile devices the lap the laptop the mobile phone and the fact</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">that real data of about real people real individuals was being collected </div><div dir="ltr" trbidi="on">so all of that made 5.0 important and that's what you find in the book</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">so thank you very much for giving us so many insights into the technological forces and drivers</div><div dir="ltr" trbidi="on">um it was also really interesting to go when I read your book to go very deep into HR marketing data-driven marketing</div><div dir="ltr" trbidi="on">20:46</div><div dir="ltr" trbidi="on">into all these aspects that influence us as marketers today um so that was a great summary about</div><div dir="ltr" trbidi="on">20:53</div><div dir="ltr" trbidi="on">ongoing developments when you think of companies uh that are currently using</div><div dir="ltr" trbidi="on">What companies can be seen as role models in terms of Marketing 5.0?</div><div dir="ltr" trbidi="on">21:00</div><div dir="ltr" trbidi="on">marketing 5.0 which case studies or specific entities come to your mind</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">One of them that I'm very fond of is the company called Unilever uh and</div><div dir="ltr" trbidi="on">they are worldwide uh and uh they were run the company was run by Paul Pullman</div><div dir="ltr" trbidi="on">who's was brilliant in his 10 years of uh running the company uh getting uh</div><div dir="ltr" trbidi="on">21:26</div><div dir="ltr" trbidi="on">their uh size up from something like 36 billion to 60 billion uh but the main</div><div dir="ltr" trbidi="on">21:33</div><div dir="ltr" trbidi="on">thing about Paul is he wanted to be uh sure that the company has a clear</div><div dir="ltr" trbidi="on">21:39</div><div dir="ltr" trbidi="on">purpose he distinguished actually between purpose vision and Mission uh</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">purpose is why you're doing something and then vision is what you're doing and</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Mission is how you're doing it and then he wanted to um say that we are not just in the</div><div dir="ltr" trbidi="on">21:57</div><div dir="ltr" trbidi="on">business of making money for the investors that's business is</div><div dir="ltr" trbidi="on">22:04</div><div dir="ltr" trbidi="on">more than that business is about serving all the stack the stakeholders we're not</div><div dir="ltr" trbidi="on">22:09</div><div dir="ltr" trbidi="on">successful at all if our employees are not successful if our suppliers are not</div><div dir="ltr" trbidi="on">22:16</div><div dir="ltr" trbidi="on">successful so he distinguished seven different groups of stakeholders</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">and they all were important to be rewarded they should be sharing in the</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">income produced not just the investor and then he said my plan is always long</div><div dir="ltr" trbidi="on">22:35</div><div dir="ltr" trbidi="on">run I never make just a short run plan in fact I tell the in uh the market I'm not even going</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">to tell you how much money I'm going to make next year because then you if I were you're going to hold me to it and</div><div dir="ltr" trbidi="on">22:48</div><div dir="ltr" trbidi="on">it will reduce my flexibility but I will tell you this I'm going to double the size of the business over the</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">next 10 years I'm going to end up um uh making sure that there's we're</div><div dir="ltr" trbidi="on">23:03</div><div dir="ltr" trbidi="on">producing with more and more efficiency and less harm to the environment and I'm</div><div dir="ltr" trbidi="on">23:08</div><div dir="ltr" trbidi="on">also going to take up some social causes because businesses are being affected by these social causes and sure enough he </div><div dir="ltr" trbidi="on">got everyone excited about it and the proof was in the pudding he absolutely</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">grew his business to the size and said it would grow and his business he even told every</div><div dir="ltr" trbidi="on">23:28</div><div dir="ltr" trbidi="on">brand manager please define the purpose of your brand in the case of Dove the</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">the dove planets for women is to make them help them feel very beautiful and</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">very worthwhile not just um use the soap to clean dishes or</div><div dir="ltr" trbidi="on">23:48</div><div dir="ltr" trbidi="on">something else so I would suggest that that's one</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">example of a firm that is thinking marketing 5.0</div><div dir="ltr" trbidi="on">nice I really like that approach and uh what do you does another example come to your</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Can you give an example of a specific Marketing 5.0 campaign?</div><div dir="ltr" trbidi="on">mind of a campaign maybe or something um where these Technologies you</div><div dir="ltr" trbidi="on">introduce as part of your marketing 5.0 book come into effect I also like to cite uh another company</div><div dir="ltr" trbidi="on">that I'm very impressed with I do a lot of work in Japan and uh the company</div><div dir="ltr" trbidi="on">24:25</div><div dir="ltr" trbidi="on">white high k k is very interesting because all of us are affected by YKK</div><div dir="ltr" trbidi="on">24:31</div><div dir="ltr" trbidi="on">why because they make the world's best zippers so uh someone uh with a purse or</div><div dir="ltr" trbidi="on">24:38</div><div dir="ltr" trbidi="on">a briefcase or pants or whatever or there's a zipper it's ykk's brand it's</div><div dir="ltr" trbidi="on">24:44</div><div dir="ltr" trbidi="on">that reliable but Mr Yoshida and I work together a lot and I loved his concept</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">of the firm which is a 5.0 kind of concept that it's there to produce value for all the</div><div dir="ltr" trbidi="on">24:59</div><div dir="ltr" trbidi="on">participants including the consumers of course uh he's very conscious that</div><div dir="ltr" trbidi="on">25:05</div><div dir="ltr" trbidi="on">workers themselves should not only work for Wages that's not a way to have a a</div><div dir="ltr" trbidi="on">25:12</div><div dir="ltr" trbidi="on">strong income he wants to make sure that they set aside money for</div><div dir="ltr" trbidi="on">25:19</div><div dir="ltr" trbidi="on">um their savings and for buying uh shares in The Firm they're working for</div><div dir="ltr" trbidi="on">25:25</div><div dir="ltr" trbidi="on">because of that since they would not only get a wage they would not only get</div><div dir="ltr" trbidi="on">25:30</div><div dir="ltr" trbidi="on">bonuses for working well they will also get dividend returns because they love</div><div dir="ltr" trbidi="on">25:36</div><div dir="ltr" trbidi="on">the company and it's part of their own uh shareholder business well if you look</div><div dir="ltr" trbidi="on">25:43</div><div dir="ltr" trbidi="on">at the diagram if you use a firm Laden with value production and remember marketing</div><div dir="ltr" trbidi="on">25:50</div><div dir="ltr" trbidi="on">is all about creating real value for all the participants and this The Firm shows</div><div dir="ltr" trbidi="on">that um </div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">so Philip Cutler a topic that also interests me personally is uh the topic</div><div dir="ltr" trbidi="on">How do you see Omnichannel marketing?</div><div dir="ltr" trbidi="on">of omnichannel marketing I have recently held a lecture on it it's a concept you</div><div dir="ltr" trbidi="on">26:11</div><div dir="ltr" trbidi="on">introduced as part of your marketing 4.0 book so I'm curious uh how do you see</div><div dir="ltr" trbidi="on">26:18</div><div dir="ltr" trbidi="on">Omni Channel marketing because from my view find a lot of companies want to get there they're not there yet uh how would</div><div dir="ltr" trbidi="on">26:24</div><div dir="ltr" trbidi="on">you describe the main principles and ideas behind it and do you have an advice for companies that really want to</div><div dir="ltr" trbidi="on">26:30</div><div dir="ltr" trbidi="on">implement it over the years to come yeah you know most companies uh start</div><div dir="ltr" trbidi="on">26:35</div><div dir="ltr" trbidi="on">off with a single Channel distribution I mean a company that makes food for the public wants to be uh had on the shelves</div><div dir="ltr" trbidi="on">26:43</div><div dir="ltr" trbidi="on">of supermarkets let's say uh but sometimes they go further and they add</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">another Channel and another Channel a good example would be a Starbucks Starbucks had one channel at</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">the beginning which the only place to get Starbucks coffee was to go to the shop which itself was designed to be an</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">experience away from home a wonderful experience people call that your third home the first home was your home and</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">the second was your office and the third was Starbucks but that wasn't enough</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">then they added uh the idea of the coffee would be obtainable in the off</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">the shelves of supermarkets so you can make Starbucks coffee at home you don't have to be at a store</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">then later on as gas stations began to have</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">um Candy and and soft and and soft drinks and so on sometimes you would see</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">there the Starbucks Outlet in part of the gas station now what it means is they have three channels now they</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">normally have three different managers of those channels who don't really talk</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">to each other they each want to optimize the channel that they manage but then it</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">could create confusion if one channels prices are way off the line of the other</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">channels uh if the ads are saying different things so the difference</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">between running your business as a set of multi it's called multiple channels</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">versus Omni channels is whether or not you're managing them as one unit</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">I'm the channel means you're wherever they go for what you're selling they get</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">the same impression of the brand its value uh its price being reasonable and</div><div dir="ltr" trbidi="on">28:39</div><div dir="ltr" trbidi="on">so on and so forth so it's an it's a discipline put over multiple channels to</div><div dir="ltr" trbidi="on">28:45</div><div dir="ltr" trbidi="on">make them all work with the same delivery of value that's called on the</div><div dir="ltr" trbidi="on">28:51</div><div dir="ltr" trbidi="on">channel marketing thanks for summarizing it and I think as we um proceed in the digital era it's</div><div dir="ltr" trbidi="on">28:57</div><div dir="ltr" trbidi="on">becoming more and more challenging for companies uh to actually incorporate uh these ideas across all the channels no</div><div dir="ltr" trbidi="on">29:04</div><div dir="ltr" trbidi="on">matter where people get in touch um yeah great um so you're based in the US</div><div dir="ltr" trbidi="on">What are the differences in today's marketing in the US versus Europe?</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Philip kotler thanks by the way for joining from Florida today uh and you've had International collaborations all over the world so what would you say uh are the differences in marketing in the</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">US versus in Europe oh well I think that um Europe has the</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">thing they call the gdpr which is really called the general uh data protection</div><div dir="ltr" trbidi="on">29:37</div><div dir="ltr" trbidi="on">regulations and uh we don't have those uh and as such uh the Europeans</div><div dir="ltr" trbidi="on">29:44</div><div dir="ltr" trbidi="on">generally uh value privacy uh and want to protect privacy and uh it makes it a</div><div dir="ltr" trbidi="on">29:52</div><div dir="ltr" trbidi="on">little different uh therefore for companies in the same International</div><div dir="ltr" trbidi="on">29:58</div><div dir="ltr" trbidi="on">firms in the US they can get a lot of personal data about people</div><div dir="ltr" trbidi="on">30:05</div><div dir="ltr" trbidi="on">um data that will help them to know whether that is the real Prospect or not</div><div dir="ltr" trbidi="on">30:12</div><div dir="ltr" trbidi="on">so that data helps you bring more effective in sending messages to people</div><div dir="ltr" trbidi="on">30:20</div><div dir="ltr" trbidi="on">who might become customers rather than Mass marketing but in Europe</div><div dir="ltr" trbidi="on">30:26</div><div dir="ltr" trbidi="on">um there's a lot of protection against getting data about individual people and</div><div dir="ltr" trbidi="on">30:34</div><div dir="ltr" trbidi="on">what what media they are watching what magazines they are reading uh when they</div><div dir="ltr" trbidi="on">30:39</div><div dir="ltr" trbidi="on">shop where they shop what uh how long do they stand in front of the wine section</div><div dir="ltr" trbidi="on">30:45</div><div dir="ltr" trbidi="on">of the store so I would say that the European marketers will be find that</div><div dir="ltr" trbidi="on">30:53</div><div dir="ltr" trbidi="on">they have less of efficiency than Americans have in what we call</div><div dir="ltr" trbidi="on">31:00</div><div dir="ltr" trbidi="on">data driven Marketing in other words it will slow down even the international</div><div dir="ltr" trbidi="on">31:06</div><div dir="ltr" trbidi="on">the multinational company that is very operating Europe and in the US the U.S</div><div dir="ltr" trbidi="on">31:13</div><div dir="ltr" trbidi="on">will have more efficient and profitable results possibly than the European</div><div dir="ltr" trbidi="on">31:19</div><div dir="ltr" trbidi="on">marketers and and that's that delivers however to the European marketers more</div><div dir="ltr" trbidi="on">31:24</div><div dir="ltr" trbidi="on">protection of privacy I have to think of a personal example because I was running marketing ads in</div><div dir="ltr" trbidi="on">31:31</div><div dir="ltr" trbidi="on">the US and also in Europe and during my time in the U.S we could Target People based on income and I was very surprised</div><div dir="ltr" trbidi="on">31:37</div><div dir="ltr" trbidi="on">that this was not the case in Europe I'm totally with you here and uh so looking at the European companies then</div><div dir="ltr" trbidi="on">31:44</div><div dir="ltr" trbidi="on">and also let's say uh as an example at the fact that the AI tool Google Bart</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">was delayed and could only be launched later in Europe versus the US what advice uh can you give a company</div><div dir="ltr" trbidi="on">How can european companies drive innovation without falling behind the US?</div><div dir="ltr" trbidi="on">31:56</div><div dir="ltr" trbidi="on">specifically how can they drive Innovation how can they still be competitive without falling behind the</div><div dir="ltr" trbidi="on">32:01</div><div dir="ltr" trbidi="on">US um well there's some wonderful things</div><div dir="ltr" trbidi="on">32:07</div><div dir="ltr" trbidi="on">about European companies that uh and the quality of their goods and services I often spend time in Italy and there's</div><div dir="ltr" trbidi="on">32:14</div><div dir="ltr" trbidi="on">nothing like handcrafted products and and the beautiful fashion Goods the</div><div dir="ltr" trbidi="on">32:19</div><div dir="ltr" trbidi="on">leather goods uh and that's the way they can they have monopolies too you know</div><div dir="ltr" trbidi="on">32:25</div><div dir="ltr" trbidi="on">you might say that um every company wants to be so special</div><div dir="ltr" trbidi="on">32:31</div><div dir="ltr" trbidi="on">that they're almost there's no second hand for second firm that can compete</div><div dir="ltr" trbidi="on">32:36</div><div dir="ltr" trbidi="on">with them um you remember maybe the German firms that were called um</div><div dir="ltr" trbidi="on">32:43</div><div dir="ltr" trbidi="on">they they had a name they were small firms that were fantastically uh niched</div><div dir="ltr" trbidi="on">32:50</div><div dir="ltr" trbidi="on">they were the only ones making the world's best binoculars the only one another company was making the world's</div><div dir="ltr" trbidi="on">32:57</div><div dir="ltr" trbidi="on">best umbrellas big umbrellas that wouldn't fall on people outside when they were</div><div dir="ltr" trbidi="on">33:03</div><div dir="ltr" trbidi="on">stopping their coffee or something uh those German Brands were really</div><div dir="ltr" trbidi="on">33:10</div><div dir="ltr" trbidi="on">monopolies in a sense they were able to charge much more because their product</div><div dir="ltr" trbidi="on">33:16</div><div dir="ltr" trbidi="on">was more special and um and and Germany thrived and a huge</div><div dir="ltr" trbidi="on">33:23</div><div dir="ltr" trbidi="on">number of niched companies so I think niching is</div><div dir="ltr" trbidi="on">33:29</div><div dir="ltr" trbidi="on">very a good strategy for European firms to become the master of some particular</div><div dir="ltr" trbidi="on">33:35</div><div dir="ltr" trbidi="on">Special Touch that they put on that product that they're selling or that</div><div dir="ltr" trbidi="on">33:41</div><div dir="ltr" trbidi="on">service the real problem is um what about small businesses and</div><div dir="ltr" trbidi="on">33:47</div><div dir="ltr" trbidi="on">you're because many European countries want to protect their small businesses</div><div dir="ltr" trbidi="on">33:54</div><div dir="ltr" trbidi="on">and the fact is that it's the ambition of the big companies to to buy up the</div><div dir="ltr" trbidi="on">34:00</div><div dir="ltr" trbidi="on">small companies get them under their own Wing but by the way many small</div><div dir="ltr" trbidi="on">34:06</div><div dir="ltr" trbidi="on">businesses get started because they want to build them up then build it up to a point where they will</div><div dir="ltr" trbidi="on">34:12</div><div dir="ltr" trbidi="on">be acquired by a big company they don't want to remain small they want to get the rent from selling having created a</div><div dir="ltr" trbidi="on">34:21</div><div dir="ltr" trbidi="on">business that someone else buys but I still think that Europe is</div><div dir="ltr" trbidi="on">34:27</div><div dir="ltr" trbidi="on">so many beautiful cities and places and having the local bakery having the</div><div dir="ltr" trbidi="on">34:34</div><div dir="ltr" trbidi="on">local flower shop having small scale and having products made within that very</div><div dir="ltr" trbidi="on">34:41</div><div dir="ltr" trbidi="on">country that doesn't have to import from Asia or</div><div dir="ltr" trbidi="on">34:46</div><div dir="ltr" trbidi="on">somewhere else 40 000 miles away or something products we we have to aim in</div><div dir="ltr" trbidi="on">34:54</div><div dir="ltr" trbidi="on">Europe to it to keep cities distinctive and and small and with regional supplies</div><div dir="ltr" trbidi="on">35:01</div><div dir="ltr" trbidi="on">rather than International supplies yeah I also had to think about the made</div><div dir="ltr" trbidi="on">35:07</div><div dir="ltr" trbidi="on">in Germany claim or made in Italy claim which is very popular in the US and you really sell products just uh by putting</div><div dir="ltr" trbidi="on">35:15</div><div dir="ltr" trbidi="on">this stamp on it uh so just practice the most impactful companies in the world</div><div dir="ltr" trbidi="on">How does the shift of the dominating industries impact the economy in general?</div><div dir="ltr" trbidi="on">35:20</div><div dir="ltr" trbidi="on">and uh when you look at which companies have actually dominated the industries over the past decades uh let's say in</div><div dir="ltr" trbidi="on">35:27</div><div dir="ltr" trbidi="on">the 60s there was the automotive Industries now we've moved and transitioned to the tech and software companies uh how do you think uh do</div><div dir="ltr" trbidi="on">35:34</div><div dir="ltr" trbidi="on">these shifts impacting economy overall and do you think we need to rethink our business models in Europe and abroad or</div><div dir="ltr" trbidi="on">35:42</div><div dir="ltr" trbidi="on">and if yes how well you know there's a article that came out re recently called is Big</div><div dir="ltr" trbidi="on">35:49</div><div dir="ltr" trbidi="on">Business too big and there is uh I have a friend named</div><div dir="ltr" trbidi="on">35:55</div><div dir="ltr" trbidi="on">Jack the chef chef who has written a lot and he has proposed proposes that most</div><div dir="ltr" trbidi="on">36:03</div><div dir="ltr" trbidi="on">uh Industries will end up with the rule of three there will be three firms</div><div dir="ltr" trbidi="on">36:10</div><div dir="ltr" trbidi="on">the leader the second one and the smaller one trying to be the second one and the second one trying to be the</div><div dir="ltr" trbidi="on">36:17</div><div dir="ltr" trbidi="on">first one and uh that bigness is part of uh the uh nature of things now the fact</div><div dir="ltr" trbidi="on">36:26</div><div dir="ltr" trbidi="on">is that many companies want to merge and acquire and grow you wish a company would grow</div><div dir="ltr" trbidi="on">36:33</div><div dir="ltr" trbidi="on">just on the basis of their organic offerings no uh that's not enough in</div><div dir="ltr" trbidi="on">36:39</div><div dir="ltr" trbidi="on">many cases so they grow by acquiring other firms so we need good laws on the</div><div dir="ltr" trbidi="on">36:44</div><div dir="ltr" trbidi="on">mergers and acquisitions we should say um for example if Kodak at the time when</div><div dir="ltr" trbidi="on">36:52</div><div dir="ltr" trbidi="on">there was such a great firm bought a Fujifilm a company I liked so</div><div dir="ltr" trbidi="on">36:58</div><div dir="ltr" trbidi="on">much and worked with uh we they would never allow that because the two dominant filmmakers would have been one</div><div dir="ltr" trbidi="on">37:06</div><div dir="ltr" trbidi="on">company so very important to have good competitive policy</div><div dir="ltr" trbidi="on">37:13</div><div dir="ltr" trbidi="on">um in any country in every country to prevent mergers that would hurt the</div><div dir="ltr" trbidi="on">37:18</div><div dir="ltr" trbidi="on">customer and reduce the amount of supply uh and I would say that</div><div dir="ltr" trbidi="on">37:26</div><div dir="ltr" trbidi="on">um that we have been a little uh sloppy</div><div dir="ltr" trbidi="on">37:31</div><div dir="ltr" trbidi="on">about that in both the United States and Europe uh that more regulation uh for</div><div dir="ltr" trbidi="on">37:38</div><div dir="ltr" trbidi="on">keeping the markets all competitive uh must be worked on more vigorously</div><div dir="ltr" trbidi="on">37:46</div><div dir="ltr" trbidi="on">mm-hmm thank you very much um so I'd like to uh take the time to</div><div dir="ltr" trbidi="on">37:53</div><div dir="ltr" trbidi="on">allow the audience now and the viewers today to ask some questions uh so whoever wants to ask Philip kotler</div><div dir="ltr" trbidi="on">38:00</div><div dir="ltr" trbidi="on">question please type it into the chat now and um</div><div dir="ltr" trbidi="on">38:06</div><div dir="ltr" trbidi="on">yeah let's see many uh responses uh people really enjoy the interview with you today a lot of people could join</div><div dir="ltr" trbidi="on">38:13</div><div dir="ltr" trbidi="on">from all over the world and especially from Europe and so one of the questions</div><div dir="ltr" trbidi="on">38:19</div><div dir="ltr" trbidi="on">I see here is uh Philip kotler what are the challenges to integrate AI uh into</div><div dir="ltr" trbidi="on">38:26</div><div dir="ltr" trbidi="on">existing Market processes well I should have mentioned uh what's</div><div dir="ltr" trbidi="on">38:32</div><div dir="ltr" trbidi="on">happening with AI it's so important um it turns out that many companies are</div><div dir="ltr" trbidi="on">38:39</div><div dir="ltr" trbidi="on">using artificial intelligence in different processes and decision making</div><div dir="ltr" trbidi="on">38:45</div><div dir="ltr" trbidi="on">that they're not even aware of but the most visible thing was to hear about</div><div dir="ltr" trbidi="on">38:53</div><div dir="ltr" trbidi="on">algorithms and that algorithms are going to do a lot of our decision making for</div><div dir="ltr" trbidi="on">39:00</div><div dir="ltr" trbidi="on">us so let me just make a statement about that namely just think of a banker uh every</div><div dir="ltr" trbidi="on">39:09</div><div dir="ltr" trbidi="on">day he's asked for agreeing on to make a loan to someone</div><div dir="ltr" trbidi="on">39:14</div><div dir="ltr" trbidi="on">and then you can ask it as the banker had a good record that most of the loans</div><div dir="ltr" trbidi="on">39:20</div><div dir="ltr" trbidi="on">get paid off because after all we trust his experience in doing this for 30</div><div dir="ltr" trbidi="on">39:26</div><div dir="ltr" trbidi="on">years but the truth is when we look at what the Banker's results were we'll</div><div dir="ltr" trbidi="on">39:31</div><div dir="ltr" trbidi="on">find that he made a lot of loans that never paid off so that shouldn't happen so could we see</div><div dir="ltr" trbidi="on">39:39</div><div dir="ltr" trbidi="on">where he went off and can we use his normal decision-making variables and</div><div dir="ltr" trbidi="on">39:46</div><div dir="ltr" trbidi="on">improve on them so that where he made mistakes doesn't happen again and that's called creating</div><div dir="ltr" trbidi="on">39:53</div><div dir="ltr" trbidi="on">an algorithm now if it's a really successful algorithm you don't need the banker anymore to make decisions in fact</div><div dir="ltr" trbidi="on">40:01</div><div dir="ltr" trbidi="on">the customer comes and says he wants a loan the banker instead of just thinking</div><div dir="ltr" trbidi="on">40:07</div><div dir="ltr" trbidi="on">in his own mind whether to make a loan he goes to the algorithm he puts in the</div><div dir="ltr" trbidi="on">40:12</div><div dir="ltr" trbidi="on">numbers because there are questions that must be answered and then the algorithm says yes or no</div><div dir="ltr" trbidi="on">40:18</div><div dir="ltr" trbidi="on">and that's being done at universities now for admission to the universities they have an algorithm and not just an</div><div dir="ltr" trbidi="on">40:25</div><div dir="ltr" trbidi="on">admission officer so more business decisions will be uh</div><div dir="ltr" trbidi="on">40:31</div><div dir="ltr" trbidi="on">made by successful algorithms that minimize losses and so on but the</div><div dir="ltr" trbidi="on">40:38</div><div dir="ltr" trbidi="on">biggest thing in AI that has come along is called chat GPT or generative AI</div><div dir="ltr" trbidi="on">40:46</div><div dir="ltr" trbidi="on">and there's different versions of it but it's going to revolutionize even the</div><div dir="ltr" trbidi="on">40:51</div><div dir="ltr" trbidi="on">marketing 5.0 that we talked about uh in fact it will be in maybe our 6.0</div><div dir="ltr" trbidi="on">40:58</div><div dir="ltr" trbidi="on">book uh but the point is we are able to put a question</div><div dir="ltr" trbidi="on">41:04</div><div dir="ltr" trbidi="on">to the whole to to the software and the</div><div dir="ltr" trbidi="on">41:09</div><div dir="ltr" trbidi="on">software can print uh an answer an intelligent readable answer like we</div><div dir="ltr" trbidi="on">41:15</div><div dir="ltr" trbidi="on">might say um what is happening to what what is the latest happening to the whole idea of</div><div dir="ltr" trbidi="on">41:22</div><div dir="ltr" trbidi="on">influencer marketing where some companies get a group of high visible</div><div dir="ltr" trbidi="on">41:29</div><div dir="ltr" trbidi="on">people who are big influencers they have very big networks and they can pay these</div><div dir="ltr" trbidi="on">41:34</div><div dir="ltr" trbidi="on">people to show that they use the product you want everyone to use well</div><div dir="ltr" trbidi="on">41:41</div><div dir="ltr" trbidi="on">that AI generated AI will give you a three-page essay on</div><div dir="ltr" trbidi="on">41:48</div><div dir="ltr" trbidi="on">what's Happening to influencer marketing and you could use that as the beginning of now if you were a copywriter</div><div dir="ltr" trbidi="on">41:56</div><div dir="ltr" trbidi="on">and had to get a good message you can ask the machines to make a message out</div><div dir="ltr" trbidi="on">42:01</div><div dir="ltr" trbidi="on">of the points you make and and it's a very good starting point message maybe we're not not going to need as many</div><div dir="ltr" trbidi="on">42:08</div><div dir="ltr" trbidi="on">copywriters maybe the um the new system is going to</div><div dir="ltr" trbidi="on">42:13</div><div dir="ltr" trbidi="on">generate ads for us we just tell them we want an ad showing a pair of shoes of a</div><div dir="ltr" trbidi="on">42:18</div><div dir="ltr" trbidi="on">certain pair of colors and floating in the air and it makes an ad so the once that AI will be come</div><div dir="ltr" trbidi="on">42:27</div><div dir="ltr" trbidi="on">essential parts of of the marketing planning of</div><div dir="ltr" trbidi="on">42:34</div><div dir="ltr" trbidi="on">the marketing professional marketers I totally agree and also uh from my</div><div dir="ltr" trbidi="on">42:39</div><div dir="ltr" trbidi="on">experience a lot of marketers are using chat GPT already on a daily basis and it does to some extent replace content</div><div dir="ltr" trbidi="on">42:45</div><div dir="ltr" trbidi="on">writers and also when you brought in the influencer topic I found that very interesting uh because when I read your</div><div dir="ltr" trbidi="on">42:51</div><div dir="ltr" trbidi="on">book and did some more research on it apparently there's two 200 artificial intelligence influencers already out</div><div dir="ltr" trbidi="on">42:58</div><div dir="ltr" trbidi="on">there so you don't even need Humanity anymore uh to be an influencer if you can control the content much better uh</div><div dir="ltr" trbidi="on">43:05</div><div dir="ltr" trbidi="on">let's get to another topic of um one person in the audience they're asking</div><div dir="ltr" trbidi="on">43:10</div><div dir="ltr" trbidi="on">what impact do you think uh does metaverse have and what impact will it</div><div dir="ltr" trbidi="on">43:16</div><div dir="ltr" trbidi="on">have on Modern marketing well the metaverse means different things to different people but you know</div><div dir="ltr" trbidi="on">43:23</div><div dir="ltr" trbidi="on">that back in uh before even Zuckerberg and and Facebook</div><div dir="ltr" trbidi="on">43:28</div><div dir="ltr" trbidi="on">changed their name to meta and talking about the metaverse there was a thing</div><div dir="ltr" trbidi="on">43:34</div><div dir="ltr" trbidi="on">called um oh I was a member of it um early something but uh what happens</div><div dir="ltr" trbidi="on">43:42</div><div dir="ltr" trbidi="on">is anyone could join they become an avatar they get a costume they assume a</div><div dir="ltr" trbidi="on">43:48</div><div dir="ltr" trbidi="on">name they meet other avatars uh actually you talk to someone else because you</div><div dir="ltr" trbidi="on">43:55</div><div dir="ltr" trbidi="on">find their costume interesting and then you could it it also moved to the stage</div><div dir="ltr" trbidi="on">44:02</div><div dir="ltr" trbidi="on">where you could buy products or Services you could buy a saying oh I'm gonna want</div><div dir="ltr" trbidi="on">44:08</div><div dir="ltr" trbidi="on">to build a house and put a fireplace in the living room and there was a person a</div><div dir="ltr" trbidi="on">44:13</div><div dir="ltr" trbidi="on">virtual person selling fireplaces and money was being created and exchanged so</div><div dir="ltr" trbidi="on">44:21</div><div dir="ltr" trbidi="on">in the literal sense a metaverse means you've created a an alternative reality</div><div dir="ltr" trbidi="on">44:28</div><div dir="ltr" trbidi="on">that really functions it resembles real the real world but it is made up of</div><div dir="ltr" trbidi="on">44:35</div><div dir="ltr" trbidi="on">avatars and sellers and buyers uh conducting business and I had a</div><div dir="ltr" trbidi="on">44:42</div><div dir="ltr" trbidi="on">son-in-law who became an avatar and I remember he made a lot of money uh</div><div dir="ltr" trbidi="on">44:47</div><div dir="ltr" trbidi="on">selling some some furniture to others in that universe will the question may be</div><div dir="ltr" trbidi="on">44:54</div><div dir="ltr" trbidi="on">how far will this go uh is it just a play thing um well some people think it's a good</div><div dir="ltr" trbidi="on">45:00</div><div dir="ltr" trbidi="on">way to test ideas by creating the artificial world and that it's it's and that land will be</div><div dir="ltr" trbidi="on">45:11</div><div dir="ltr" trbidi="on">bought by companies on the uh this artificial in this artificial world</div><div dir="ltr" trbidi="on">45:18</div><div dir="ltr" trbidi="on">and that these companies will put up a Disneyland in that artificial world of</div><div dir="ltr" trbidi="on">45:23</div><div dir="ltr" trbidi="on">their own and it could be exciting but it's it's still not going to be mainstream for a long long time the the</div><div dir="ltr" trbidi="on">45:30</div><div dir="ltr" trbidi="on">real world will be the mainstream yes it's it's going to be very exciting to see how far this trend actually goes</div><div dir="ltr" trbidi="on">45:37</div><div dir="ltr" trbidi="on">and uh we've got one more question um what is the future of marketing Automation and what role does AI play in</div><div dir="ltr" trbidi="on">What is the future of marketing automation and which role does AI play in it?</div><div dir="ltr" trbidi="on">45:44</div><div dir="ltr" trbidi="on">it yes very good question uh all of them are good the one about automation uh</div><div dir="ltr" trbidi="on">45:53</div><div dir="ltr" trbidi="on">certainly there's a lot of clerical work in marketing a lot of files and folders have to be kept uh and so that should be</div><div dir="ltr" trbidi="on">46:02</div><div dir="ltr" trbidi="on">automated you don't need uh people actually uh using their time for</div><div dir="ltr" trbidi="on">46:08</div><div dir="ltr" trbidi="on">clerical purposes in marketing now the real question is can</div><div dir="ltr" trbidi="on">46:16</div><div dir="ltr" trbidi="on">decisions be made by Machine more or by the cooperation between a live marketer</div><div dir="ltr" trbidi="on">46:23</div><div dir="ltr" trbidi="on">and the Machine I almost always believe that that if a machine can help the black</div><div dir="ltr" trbidi="on">46:30</div><div dir="ltr" trbidi="on">marketer then the team is fine I don't think the machine's going to take over</div><div dir="ltr" trbidi="on">46:36</div><div dir="ltr" trbidi="on">the the whole job there are zombies there are pictures of a future where the</div><div dir="ltr" trbidi="on">46:43</div><div dir="ltr" trbidi="on">robots take over no I I don't believe that's going to happen but here's the</div><div dir="ltr" trbidi="on">46:49</div><div dir="ltr" trbidi="on">thing um because most marketers have to go to sleep at night right all of us and</div><div dir="ltr" trbidi="on">46:57</div><div dir="ltr" trbidi="on">therefore who's taking care of the business let's say everyone who runs uh Unilever</div><div dir="ltr" trbidi="on">47:02</div><div dir="ltr" trbidi="on">is at sleep from uh uh 10 a.m 10 P.M to 8 A.M in the morning but things could</div><div dir="ltr" trbidi="on">47:10</div><div dir="ltr" trbidi="on">happen a competitor could go after make a price change or a brilliant ad move uh</div><div dir="ltr" trbidi="on">47:17</div><div dir="ltr" trbidi="on">while everyone's asleep so some people say well we should have what is called</div><div dir="ltr" trbidi="on">47:23</div><div dir="ltr" trbidi="on">uh assistance it's like a robot it's it's like if</div><div dir="ltr" trbidi="on">47:30</div><div dir="ltr" trbidi="on">anything happens to change while we're asleep decisions will be made to protect us</div><div dir="ltr" trbidi="on">47:39</div><div dir="ltr" trbidi="on">by anticipating what kinds of steps we should take if a price is cut by 20</div><div dir="ltr" trbidi="on">47:47</div><div dir="ltr" trbidi="on">what should our automatic robot do about that because we're asleep at the time so</div><div dir="ltr" trbidi="on">47:53</div><div dir="ltr" trbidi="on">there's talk about some automation of decision making but in limited cases so</div><div dir="ltr" trbidi="on">47:59</div><div dir="ltr" trbidi="on">far it's great to also hear your broader background um because marketing</div><div dir="ltr" trbidi="on">48:04</div><div dir="ltr" trbidi="on">automation is a topic that's heavily discussed in digital marketing and also to now see that you can take it further</div><div dir="ltr" trbidi="on">48:09</div><div dir="ltr" trbidi="on">to a management board or a decision making while people are sleeping uh so</div><div dir="ltr" trbidi="on">48:15</div><div dir="ltr" trbidi="on">one other question we got from the audience is uh which connections do you see between a consumer branding and</div><div dir="ltr" trbidi="on">Which connections do you see between consumer Marketing and Branding and Employer Branding?</div><div dir="ltr" trbidi="on">48:21</div><div dir="ltr" trbidi="on">marketing and employer branding oh they are very intimately related</div><div dir="ltr" trbidi="on">48:28</div><div dir="ltr" trbidi="on">don't forget to join the two in your thinking process let's take a hotel uh</div><div dir="ltr" trbidi="on">48:34</div><div dir="ltr" trbidi="on">Hotel may look very beautiful rooms and and and so on but the the one who rents</div><div dir="ltr" trbidi="on">48:45</div><div dir="ltr" trbidi="on">a room at the hotel finds when he goes into the room that it's not very clean</div><div dir="ltr" trbidi="on">48:50</div><div dir="ltr" trbidi="on">um that there's there's a cigarette smell in the room which wasn't expected</div><div dir="ltr" trbidi="on">48:55</div><div dir="ltr" trbidi="on">and and may find out at the basis the employees are not happy people the</div><div dir="ltr" trbidi="on">49:03</div><div dir="ltr" trbidi="on">people are who are supposed to make the beds up carefully uh they they're</div><div dir="ltr" trbidi="on">49:08</div><div dir="ltr" trbidi="on">underpaid uh they they're not proud of the place uh they're sabotaging the</div><div dir="ltr" trbidi="on">49:14</div><div dir="ltr" trbidi="on">place so unless you every Hotel</div><div dir="ltr" trbidi="on">49:19</div><div dir="ltr" trbidi="on">um the outstanding hotel is one that says our employees our marketers</div><div dir="ltr" trbidi="on">49:24</div><div dir="ltr" trbidi="on">our clerks the receptionists from the moment someone comes in everything</div><div dir="ltr" trbidi="on">49:30</div><div dir="ltr" trbidi="on">should go right as expected as we have designed our brand to say to people and</div><div dir="ltr" trbidi="on">49:37</div><div dir="ltr" trbidi="on">and so we must have we must get the best employees pay them the best we can pay</div><div dir="ltr" trbidi="on">49:44</div><div dir="ltr" trbidi="on">and then we'll be a successful business thank you very much uh so there's one</div><div dir="ltr" trbidi="on">49:50</div><div dir="ltr" trbidi="on">question uh from a viewer um I also actually thought about it when I when I</div><div dir="ltr" trbidi="on">When do we reach the point, where Marketing 5.0 becomes reality?</div><div dir="ltr" trbidi="on">49:55</div><div dir="ltr" trbidi="on">read your book because it's um there's so many new developments and Technologies being introduced and uh</div><div dir="ltr" trbidi="on">50:03</div><div dir="ltr" trbidi="on">these few are now wonders when are we gonna reach the point where actually marketing 5.0 becomes reality or becomes</div><div dir="ltr" trbidi="on">50:10</div><div dir="ltr" trbidi="on">true and where we reach this state of Ideal customer Journey</div><div dir="ltr" trbidi="on">50:15</div><div dir="ltr" trbidi="on">well here's the thing uh the digital Revolution was the big thing to happen</div><div dir="ltr" trbidi="on">50:20</div><div dir="ltr" trbidi="on">and that's what we talked about in uh Five Point uh 4.0 originally and then</div><div dir="ltr" trbidi="on">50:25</div><div dir="ltr" trbidi="on">all the tools came out in 5.0 and um</div><div dir="ltr" trbidi="on">50:31</div><div dir="ltr" trbidi="on">we're we we're never going to be perfect in our marketing there will be mistakes</div><div dir="ltr" trbidi="on">50:37</div><div dir="ltr" trbidi="on">made all the time um but the thing is that</div><div dir="ltr" trbidi="on">50:44</div><div dir="ltr" trbidi="on">we should have the mantra we're in the business to create value</div><div dir="ltr" trbidi="on">50:52</div><div dir="ltr" trbidi="on">in terms of not what we think value is but what we think is value in the</div><div dir="ltr" trbidi="on">50:59</div><div dir="ltr" trbidi="on">consumer's mind and in the minds of our employees and the minds of our suppliers</div><div dir="ltr" trbidi="on">51:05</div><div dir="ltr" trbidi="on">and Distributors so basically uh</div><div dir="ltr" trbidi="on">51:11</div><div dir="ltr" trbidi="on">we are aiming to be an authentic firm uh standing behind every claim we</div><div dir="ltr" trbidi="on">51:19</div><div dir="ltr" trbidi="on">make the brand is our it could easily be damaged it's worked</div><div dir="ltr" trbidi="on">51:26</div><div dir="ltr" trbidi="on">on all the time we need you know to be good as a company you</div><div dir="ltr" trbidi="on">51:31</div><div dir="ltr" trbidi="on">better have three good managers in in the marketing area a good customer manager who knows how to attract uh and</div><div dir="ltr" trbidi="on">51:39</div><div dir="ltr" trbidi="on">serve good customers a good product manager who brings the latest things</div><div dir="ltr" trbidi="on">51:44</div><div dir="ltr" trbidi="on">that we can offer to Consumers to excite them and so on and a good brand manager</div><div dir="ltr" trbidi="on">51:50</div><div dir="ltr" trbidi="on">who can keep on top of the brand all the time and making sure that it sends the message the right messages</div><div dir="ltr" trbidi="on">51:57</div><div dir="ltr" trbidi="on">that uh describe why how we're adding and creating value for the world for</div><div dir="ltr" trbidi="on">52:04</div><div dir="ltr" trbidi="on">Better Lives to be led by more people and so specifically in the P2P industry</div><div dir="ltr" trbidi="on">Will there be a delay, when B2B-industries adjust to these ongoing developments?</div><div dir="ltr" trbidi="on">52:10</div><div dir="ltr" trbidi="on">because that's another question um the fears one viewer says there we heavily rely on relationships in world</div><div dir="ltr" trbidi="on">52:16</div><div dir="ltr" trbidi="on">of mouth marketing uh so do you think there will be a delay in terms of how quickly to B will adjust to these</div><div dir="ltr" trbidi="on">52:23</div><div dir="ltr" trbidi="on">ongoing developments or what is your view on that well B2B is uh very much is</div><div dir="ltr" trbidi="on">52:29</div><div dir="ltr" trbidi="on">larger marketing than even consumer marketing because behind every product that is sold to the consumer there was</div><div dir="ltr" trbidi="on">52:35</div><div dir="ltr" trbidi="on">so much work so many business to business transactions to get the shoelaces and the shoes and the leather</div><div dir="ltr" trbidi="on">52:42</div><div dir="ltr" trbidi="on">and all that so B2B marketers are they're often sales driven too uh but I</div><div dir="ltr" trbidi="on">52:51</div><div dir="ltr" trbidi="on">I think uh they are on top of things too remember take car manufacturers cars are</div><div dir="ltr" trbidi="on">52:59</div><div dir="ltr" trbidi="on">bought not only by consumers but they are bought by other divisions that want</div><div dir="ltr" trbidi="on">53:04</div><div dir="ltr" trbidi="on">a whole set of cars for their people or trucks and so on and uh B2B marketing</div><div dir="ltr" trbidi="on">53:12</div><div dir="ltr" trbidi="on">um whether it's chemicals or trucks or whatever uh has to be run by</div><div dir="ltr" trbidi="on">53:20</div><div dir="ltr" trbidi="on">people who as a matter of fact B2B marketers usually know the customer much</div><div dir="ltr" trbidi="on">53:26</div><div dir="ltr" trbidi="on">better because they have sales people talking to customers</div><div dir="ltr" trbidi="on">53:32</div><div dir="ltr" trbidi="on">and they should be able to adjust more into the real mind of anyone they're</div><div dir="ltr" trbidi="on">53:38</div><div dir="ltr" trbidi="on">selling something to then even the consumer marketer who doesn't know and Joe versus Bob or Robert that well</div><div dir="ltr" trbidi="on">53:48</div><div dir="ltr" trbidi="on">anyways I'm very enthusiastic about marketing 5.0</div><div dir="ltr" trbidi="on">53:53</div><div dir="ltr" trbidi="on">it's basically about uh bringing all these new developments to the mind of uh</div><div dir="ltr" trbidi="on">54:00</div><div dir="ltr" trbidi="on">traditional marketers so they move into the digital age and it's not enough to</div><div dir="ltr" trbidi="on">54:06</div><div dir="ltr" trbidi="on">to know your in the digital digital age of marketing but to do your marketing</div><div dir="ltr" trbidi="on">54:12</div><div dir="ltr" trbidi="on">digitally yeah as well as traditionally yeah and we'll have more to say about that in</div><div dir="ltr" trbidi="on">54:18</div><div dir="ltr" trbidi="on">these we're coming out with 6.02 because there are other new developments that uh professional</div><div dir="ltr" trbidi="on">54:26</div><div dir="ltr" trbidi="on">marketers are anxious to hear about yeah you told me uh 6.0 is coming out soon but in the meantime it's still</div><div dir="ltr" trbidi="on">54:33</div><div dir="ltr" trbidi="on">marketing 5.0 so uh one viewer is wondering what key qualifications do you need as a marketer uh to actually</div><div dir="ltr" trbidi="on">54:39</div><div dir="ltr" trbidi="on">succeed in today's marketing world and I'm gonna add one question to it is it</div><div dir="ltr" trbidi="on">54:45</div><div dir="ltr" trbidi="on">actually uh one uh key qualifications or does it really depend on the area within</div><div dir="ltr" trbidi="on">54:51</div><div dir="ltr" trbidi="on">marketing oh I I think that um that all areas of marketing uh have to</div><div dir="ltr" trbidi="on">55:00</div><div dir="ltr" trbidi="on">go digital now and they also have to know about these new techniques which we</div><div dir="ltr" trbidi="on">55:06</div><div dir="ltr" trbidi="on">didn't have a chance to talk about um we did talk about Ai and the idea of</div><div dir="ltr" trbidi="on">55:12</div><div dir="ltr" trbidi="on">the algorithm and so on uh all of these are relevant to all forms of marketing</div><div dir="ltr" trbidi="on">55:18</div><div dir="ltr" trbidi="on">uh but try to remember that a lot of marketing is product marketing but</div><div dir="ltr" trbidi="on">55:25</div><div dir="ltr" trbidi="on">products really exist as devices for delivering a service</div><div dir="ltr" trbidi="on">55:30</div><div dir="ltr" trbidi="on">and there's a lot of talk increasingly is keep your mind on the service or the value we're trying to train to create</div><div dir="ltr" trbidi="on">55:38</div><div dir="ltr" trbidi="on">through the means of a product now the other thing that's happening is many products are becoming dematerialized</div><div dir="ltr" trbidi="on">55:46</div><div dir="ltr" trbidi="on">uh we used to um in order to listen to music we had to buy records now we just</div><div dir="ltr" trbidi="on">55:52</div><div dir="ltr" trbidi="on">uh sign up with Spotify uh we used to get a physical newspaper</div><div dir="ltr" trbidi="on">55:58</div><div dir="ltr" trbidi="on">now we get it all on on our computer um so there's a lot of dematerialization</div><div dir="ltr" trbidi="on">56:05</div><div dir="ltr" trbidi="on">going on which is good because we're in a world of climate change and uh heating</div><div dir="ltr" trbidi="on">56:12</div><div dir="ltr" trbidi="on">a world that is getting warmer because of of our basic sources of of Supply</div><div dir="ltr" trbidi="on">56:20</div><div dir="ltr" trbidi="on">which is the oil industry and we all have to be careful about</div><div dir="ltr" trbidi="on">56:25</div><div dir="ltr" trbidi="on">and how much product in the earth carry uh and the elite materialization that's</div><div dir="ltr" trbidi="on">56:32</div><div dir="ltr" trbidi="on">taking place is pretty helpful to reduce the amount of physical product and getting us to more to the purpose of</div><div dir="ltr" trbidi="on">56:40</div><div dir="ltr" trbidi="on">products which is service yeah well thank you for your questions uh uh very much</div><div dir="ltr" trbidi="on">56:46</div><div dir="ltr" trbidi="on">there's so many more questions that people want to uh hear about like your opinion about</div><div dir="ltr" trbidi="on">56:52</div><div dir="ltr" trbidi="on">um so one of it is uh there's like a specific artisanal one-of-a-kind product you mentioned and in reality we faced</div><div dir="ltr" trbidi="on">How does a Marketing 5.0 strategy look like to be successful with targeting limitations?</div><div dir="ltr" trbidi="on">56:59</div><div dir="ltr" trbidi="on">limited targeting possibilities and so philucadler from your Viewpoint how would a marketing strategy a marketing</div><div dir="ltr" trbidi="on">57:07</div><div dir="ltr" trbidi="on">5.0 strategy look like uh that could still be successful with these limitations that we're facing</div><div dir="ltr" trbidi="on">57:15</div><div dir="ltr" trbidi="on">well uh limitations are opportunities they may be uh disasters for some but</div><div dir="ltr" trbidi="on">57:22</div><div dir="ltr" trbidi="on">opportunities for others uh those who uh people should never say</div><div dir="ltr" trbidi="on">57:30</div><div dir="ltr" trbidi="on">well the world is pretty settled in there are no new opportunities not at</div><div dir="ltr" trbidi="on">57:35</div><div dir="ltr" trbidi="on">all and I often give a lecture on how some things were were too settled and</div><div dir="ltr" trbidi="on">57:43</div><div dir="ltr" trbidi="on">and people were brighter enough to to break into them for example who would</div><div dir="ltr" trbidi="on">57:48</div><div dir="ltr" trbidi="on">ever charge so much for a cup of coffee uh when coffee a coffee bean is is just</div><div dir="ltr" trbidi="on">57:55</div><div dir="ltr" trbidi="on">a few cents why Why Pay four dollars for a cup of coffee or an ice cream that is</div><div dir="ltr" trbidi="on">58:02</div><div dir="ltr" trbidi="on">uh as expensive as it is today when it's a good one so there's always ways to</div><div dir="ltr" trbidi="on">58:09</div><div dir="ltr" trbidi="on">either come out with the lowest cost or the highest cost and there are always new things to be</div><div dir="ltr" trbidi="on">58:16</div><div dir="ltr" trbidi="on">added to any uh area of of enjoyment so</div><div dir="ltr" trbidi="on">58:22</div><div dir="ltr" trbidi="on">I'm all all good marketers are optimists and they're creative people too</div><div dir="ltr" trbidi="on">58:29</div><div dir="ltr" trbidi="on">great um so we we don't have so much more time but let's do two more questions so one</div><div dir="ltr" trbidi="on">What challenges and chances are important to consider regarding the non-profit-sector?</div><div dir="ltr" trbidi="on">58:35</div><div dir="ltr" trbidi="on">question is um how about the non-profit sector what challenges and chances are important to consider in 2023</div><div dir="ltr" trbidi="on">58:42</div><div dir="ltr" trbidi="on">yes well I did a lot of work with non-profit firms like the YMCA and the</div><div dir="ltr" trbidi="on">58:47</div><div dir="ltr" trbidi="on">Very and the companies that are environmental firms and so on uh do you</div><div dir="ltr" trbidi="on">58:53</div><div dir="ltr" trbidi="on">know originally these firms were places that um people with degrees in marketing went</div><div dir="ltr" trbidi="on">59:00</div><div dir="ltr" trbidi="on">to because they didn't like businesses much as the non-profit purpose</div><div dir="ltr" trbidi="on">59:07</div><div dir="ltr" trbidi="on">uh and I had to spend a lot of time convincing non-profit firms uh that</div><div dir="ltr" trbidi="on">59:14</div><div dir="ltr" trbidi="on">basically they are businesses too they're not businesses to make big profits they are businesses to grow and</div><div dir="ltr" trbidi="on">59:22</div><div dir="ltr" trbidi="on">create more value for people and uh I even wondered whether we should</div><div dir="ltr" trbidi="on">59:30</div><div dir="ltr" trbidi="on">how much to pay people who are CEOs of non-profit firms because it gets a</div><div dir="ltr" trbidi="on">59:36</div><div dir="ltr" trbidi="on">little uncomfortable and it's a non-profit firm paying millions and millions of dollars to the CEO and some</div><div dir="ltr" trbidi="on">59:43</div><div dir="ltr" trbidi="on">some bad cases occurred like that but we need a non-profit world as rich as as uh</div><div dir="ltr" trbidi="on">59:50</div><div dir="ltr" trbidi="on">as the for-profit world uh we we need more organizations that are there</div><div dir="ltr" trbidi="on">59:57</div><div dir="ltr" trbidi="on">because they care and and that profit making firms cannot pay attention</div><div dir="ltr" trbidi="on">1:00:03</div><div dir="ltr" trbidi="on">to certain problems and the question really has to do with uh whether education should be for-profit or an</div><div dir="ltr" trbidi="on">1:00:10</div><div dir="ltr" trbidi="on">after-profit and whether Health should be for-profit or not for profit and companies and countries differ in that</div><div dir="ltr" trbidi="on">1:00:18</div><div dir="ltr" trbidi="on">and I think some of the very basic things like education and health have to</div><div dir="ltr" trbidi="on">1:00:23</div><div dir="ltr" trbidi="on">be more of a non-profit uh aspiration thank you very much a totally agree</div><div dir="ltr" trbidi="on">1:00:30</div><div dir="ltr" trbidi="on">agree on that and uh one funny short question for the end uh what is your</div><div dir="ltr" trbidi="on">What is your view on social media channels like Tiktok?</div><div dir="ltr" trbidi="on">1:00:35</div><div dir="ltr" trbidi="on">view on social media channel channels like Tick Tock and how do you see how do you think will they be relevant in the</div><div dir="ltr" trbidi="on">1:00:41</div><div dir="ltr" trbidi="on">future yeah well I think um the different uh social media platforms and I have a</div><div dir="ltr" trbidi="on">1:00:47</div><div dir="ltr" trbidi="on">whole book on the subject uh are important uh Facebook is going through</div><div dir="ltr" trbidi="on">1:00:53</div><div dir="ltr" trbidi="on">changes now uh Instagram went through great changes uh Tick Tock has caught</div><div dir="ltr" trbidi="on">1:00:59</div><div dir="ltr" trbidi="on">everyone by surprise it's it it it it's allowing more people to become visible</div><div dir="ltr" trbidi="on">1:01:05</div><div dir="ltr" trbidi="on">around the world uh all of a sudden for dancing in a funny way for five seconds</div><div dir="ltr" trbidi="on">1:01:11</div><div dir="ltr" trbidi="on">you know and so on uh Tick Tock some people want to rain rain and then</div><div dir="ltr" trbidi="on">1:01:17</div><div dir="ltr" trbidi="on">because they think it's taking too much attention and hurting some of the social media events just like another thing</div><div dir="ltr" trbidi="on">1:01:24</div><div dir="ltr" trbidi="on">happening in the streaming movies have become uh a source of discontent because</div><div dir="ltr" trbidi="on">1:01:30</div><div dir="ltr" trbidi="on">people then end up watching one thing for several night evenings when they</div><div dir="ltr" trbidi="on">1:01:36</div><div dir="ltr" trbidi="on">should be watching different movies or doing other things by it's using up their Buy down to just sit and watch a</div><div dir="ltr" trbidi="on">1:01:44</div><div dir="ltr" trbidi="on">movie a screaming movie for a long long number of days</div><div dir="ltr" trbidi="on">1:01:49</div><div dir="ltr" trbidi="on">lots of things are happening but they're all uh challenges for for the creative</div><div dir="ltr" trbidi="on">1:01:55</div><div dir="ltr" trbidi="on">marketers around us thank you very much Philip kotler</div><div dir="ltr" trbidi="on">1:02:02</div><div dir="ltr" trbidi="on">um also thank you for you dear audience uh just so you know this interview will be recorded and available on YouTube</div><div dir="ltr" trbidi="on">1:02:07</div><div dir="ltr" trbidi="on">next week and also uh we will include a link to the presentation uh in the</div><div dir="ltr" trbidi="on">1:02:12</div><div dir="ltr" trbidi="on">comments of the YouTube video also Philip kotler uh and I were having two more interviews coming up one on the</div><div dir="ltr" trbidi="on">1:02:19</div><div dir="ltr" trbidi="on">topic of regeneration and one on the topic of entrepreneurial marketing and I'm very excited uh to be asking more</div><div dir="ltr" trbidi="on">1:02:26</div><div dir="ltr" trbidi="on">questions and also to giving you Their audience the opportunity to ask your own questions as part of these live</div><div dir="ltr" trbidi="on">1:02:32</div><div dir="ltr" trbidi="on">interviews uh Philip kotler thank you so much for your time it's such a great uh it's so</div><div dir="ltr" trbidi="on">1:02:37</div><div dir="ltr" trbidi="on">nice to really be in touch with you now on a more regular basis and uh thank you so much for your ideas and thoughts on</div><div dir="ltr" trbidi="on">1:02:43</div><div dir="ltr" trbidi="on">Modern marketing and I look forward to seeing you very soon thank you Julia and I enjoy very much</div><div dir="ltr" trbidi="on">1:02:49</div><div dir="ltr" trbidi="on">your questions they've made me think and almost maybe another book will come out of my thinking about the things you've</div><div dir="ltr" trbidi="on">1:02:56</div><div dir="ltr" trbidi="on">raised questions about in the audience raised questions about thank you right until the next time until the next time</div><div dir="ltr" trbidi="on">1:03:04</div><div dir="ltr" trbidi="on">bye [Music]</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">https://www.marketing-psycho.com/marketing-5-0/</div><div dir="ltr" trbidi="on"><br /></div><h3 style="text-align: left;">Marketing 5.0: Technology for Humanity</h3><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Philip Kotler, Hermawan Kartajaya, Iwan Setiawan</div><div dir="ltr" trbidi="on">John Wiley & Sons, Feb 3, 2021 - Business & Economics - 224 pages</div><div dir="ltr" trbidi="on">Rediscover the fundamentals of marketing from the best in the business</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">In Marketing 5.0, the celebrated promoter of the “Four P’s of Marketing,” Philip Kotler, explains how marketers can use technology to address customers’ needs and make a difference in the world.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">In a new age when marketers are struggling with the digital transformation of business and the changing behavior of customers, this book provides marketers with a way to integrate technological and business model evolution with the dramatic shifts in consumer behavior that have happened in the last decade.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Following the pattern presented in his bestselling Marketing X.0 series, Philip Kotler covers the crucial topics necessary to understand modern marketing, including:</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· Artificial Intelligence for marketing automation</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· Agile marketing</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· “Segments of one” marketing</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· Contextual technology</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· Facial recognition and voice tech for marketing</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· The future of Customer Experience (CX)</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· Transmedia storytelling</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· The “Whatever-Whenever-Wherever” service delivery</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· “Everything-As-A-Service” business model</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· Internet of Things and blockchain for marketing</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· Virtual and augmented reality marketing</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">· Corporate activism</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Perfect for traditional and digital marketers, as well as students and teachers of marketing and business, Marketing 5.0 reinvigorates the field of marketing with actionable recommendations and unique insights.</div><div dir="ltr" trbidi="on"><a href="https://books.google.com/books/about/Marketing_5_0.html?id=ANfzyQEACAAJ" target="_blank">https://books.google.com/books/about/Marketing_5_0.html?id=ANfzyQEACAAJ</a></div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">https://www.blinkist.com/en/books/marketing-5-dot-0-en</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">https://www.pkmarketing.jp/en/articles/marketing5_05_en/</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">https://www.bookey.app/book/marketing-4.0</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">https://www.linkedin.com/pulse/philip-kotler-father-digital-marketing-riya-sangal/</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Kotler Digital</div><div dir="ltr" trbidi="on">Helping companies navigate the vast digital world</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">Advertising Services Irving, TEXAS (TX) 649 followers 201-500 employees</div><div dir="ltr" trbidi="on">https://www.linkedin.com/company/kotler-digital/about/</div></div></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><br />
Updated on 11.12.2023, 18 July 2021, 30 May 2019, 2 May 2019</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com128tag:blogger.com,1999:blog-7792297851977243524.post-84494777771097586852023-12-09T19:17:00.000-08:002023-12-09T19:17:52.976-08:00Producrt Industrial Engineering - GAN PCB<p> Optimizing PCB layout for GaN transistors</p><p>The fast switching speed of GaN transistors brings various advantages ranging from higher efficiency to power density but can make PCB layout more challenging.</p><p><br /></p><p>For years, the standard solution has been to slow down the switching speed of power devices, coming at the cost of increased power consumption and reduced efficiency. Obviously, this solution is no longer ideal.</p><p><br /></p><p>The Top 10 recommendations for PCB layout optimization at a glance</p><p><a href="https://www.infineon.com/cms/en/product/promopages/gan-pcb/" target="_blank">https://www.infineon.com/cms/en/product/promopages/gan-pcb/</a></p><p><br /></p><p>Detailed PDF</p><p><a href="https://www.infineon.com/cms/en/product/gated-document/optimizing-pcb-layout-for-hv-coolgan-power-transistors-8ac78c8c8929aa4d0189ba64ffb262a2/" target="_blank">https://www.infineon.com/cms/en/product/gated-document/optimizing-pcb-layout-for-hv-coolgan-power-transistors-8ac78c8c8929aa4d0189ba64ffb262a2/</a></p><p><br /></p><p>As a global semiconductor leader in power systems and IoT, we enable game-changing solutions for green and efficient energy, clean and safe mobility, as well as smart and secure IoT.</p><p><br /></p><p>We make life easier, safer, and greener. Together with our customers and partners. For a better tomorrow.</p><p><br /></p><p>In the 2023 fiscal year (ending 30 September), Infineon reported revenue of more than €16 billion with a workforce of some 58,600 people worldwide.</p><div>https://www.infineon.com/cms/en/about-infineon/company/</div><p><br /></p><p><br /></p><p>2023</p><p>Optimizing PCB Layout for HV GaN Power Transistors</p><p><br /></p><p>Abstract:</p><p>Printed circuit board (PCB) layout has been an integral aspect of power electronic design since the first switching power supplies appeared more than 40 years ago. Regardless of the transistor technology, the parasitic impedances added to the circuit by the PCB layout must be understood and managed for the circuit to function correctly, reliably, and without causing undue electromagnetic interference (EMI).</p><p>Published in: IEEE Power Electronics Magazine ( Volume: 10, Issue: 2, June 2023)</p><p>Page(s): 65 - 78</p><p>Date of Publication: 28 June 2023</p><p><a href="https://ieeexplore.ieee.org/document/10167536" target="_blank">https://ieeexplore.ieee.org/document/10167536</a></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-40217882679489725712023-12-09T18:12:00.000-08:002023-12-09T18:56:04.676-08:00AI Powered Customer Listening - Marketing Using AI<p> <a href="https://www.sprinklr.com/products/consumer-intelligence/" target="_blank">https://www.sprinklr.com/products/consumer-intelligence/</a></p><p><br /></p><p>SPRINKLR INSIGHTS</p><p>Capture customer experience measurements and insights in real-time. All in one place.</p><p>97% of brands say they struggle with turning vast amounts of unstructured data into actionable insights. But with AI-powered Sprinklr Insights from Sprinklr, you can transform data from millions of conversations — including 200 billion historical messages across 30+ digital channels — into actionable insights for your entire business, giving you a single, unified, 360° view of your customers to drive faster, smarter business decisions.</p><div>How Heartland Dental manages 800+ social media accounts to drive effective patient care</div><div><a href="https://www.sprinklr.com/stories/heartland-dental/" target="_blank">https://www.sprinklr.com/stories/heartland-dental/</a></div><div><br /></div><div>8000 employees and 847 offices maintaining social media accounts.</div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-34659244609968981082023-12-07T07:43:00.000-08:002023-12-07T07:43:23.846-08:00Generative AI Adoption at Enterprise Level - Opportunities and Challenges<p>Enterprise AI - Diffrent ballgame</p><p>Sanket Kulkarni</p><p>Enterprise Sales Director | Professor - SCM | Blockchain Expert</p><p><a href="https://www.linkedin.com/pulse/enterprise-ai-diffrent-ballgame-sanket-kulkarni-ickkf" target="_blank">https://www.linkedin.com/pulse/enterprise-ai-diffrent-ballgame-sanket-kulkarni-ickkf</a> </p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-88089992341960559542023-11-27T18:04:00.000-08:002023-11-27T18:04:29.722-08:00Lean Project Portfolio Management & Enterprise Architecture in Digital Products and Services Companies<p> </p><p><br /></p><p><a href="https://scaledagileframework.com/lean-portfolio-management/" target="_blank">https://scaledagileframework.com/lean-portfolio-management/</a></p><p><br /></p><p><br /></p><p>Lean Project Portfolio Management </p><p><br /></p><p>Lean Project PM provides an alignment and governance model for a specific portfolio. The portfolios contains a of set projects - Development Projects that develop Value Streams (DVS) for a business domain in an Enterprise. Each DVS builds, supports, and maintains solutions that are systems Operational Value Streams (OVS). OVS delivers products or services to the enterprise’s external or internal Customers. Examples include developing an e-commerce website, or developing and deploying a software application within an enterprise for internal customers.</p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com1tag:blogger.com,1999:blog-7792297851977243524.post-12980095858098294172023-11-26T11:14:00.000-08:002023-11-26T11:14:56.073-08:00Causal Links between Customer Feedback Tweets - Market Effects<p> Mining Twitter data for causal links between tweets and real-world outcomes</p><p>Sunghoon Lim & Conrad S. Tucker</p><p>https://www.sciencedirect.com/science/article/pii/S2590188519300071</p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-38083803134694976262023-11-26T10:01:00.000-08:002023-11-26T10:02:06.546-08:00MS in Engineering & Technology Innovation Management - Carnegie Mellon University - Pittsburgh<p> </p><p><a href="https://engineering-innovation-management.cmu.edu/" target="_blank">https://engineering-innovation-management.cmu.edu/</a></p><p><br /></p><p>MS in Engineering & Technology Innovation Management</p><p>Carnegie Mellon’s MS in ETIM degree program is cultivating next-generation, innovation leaders. It’s here that engineers and scientists are developing the specialized business skills, frameworks and technical acuity necessary to creating value, and ultimately capturing value from innovative technologies. Join an exceptional multi-disciplinary group of peers and professors who will help you shape the future.</p><p><br /></p><p><br /></p><p>Innovation is the combination of technology and commercialization to deliver new or improved products or services. Corporations utilize innovation to establish a competitive advantage and to differentiate in the marketplace.- Phillip Yu, PhD, Executive Director</p><p><br /></p><p><br /></p><p><br /></p><p>LEAD SMART</p><p>Frameworks for Success</p><p>A problem well defined is a problem well on its way to being solved. In Carnegie Mellon’s ETIM program you’ll learn how strategic business and technology frameworks are used to respond to challenges, incubate ideas and commercialize them. You’ll develop the skills to recognize, assess and leverage the innovation ecosystems that tech businesses operate within today.</p><p><br /></p><p><br /></p><p>CAREER TRACKS</p><p><br /></p><p><br /></p><p>Analytics</p><p><br /></p><p>Consulting</p><p><br /></p><p>Entrepreneurship</p><p><br /></p><p>Product Management</p><p><br /></p><p>R&D Technology Management</p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-23980433993672421072023-11-16T08:19:00.000-08:002023-11-16T08:38:49.727-08:00Data Science - Bond Trading - Fixed Income Markets<div><br /></div><div><br /></div><div><div>Peter Simon</div><div>Managing Director, Financial Markets Data Science</div><div><br /></div><div>Peter leads DataRobot’s financial markets data science practice and works closely with fintech, banking, and asset management clients on numerous high-ROI use cases for the DataRobot AI Platform. </div><div><br /></div><div>Prior to joining DataRobot, he gained twenty-five years’ experience in senior quantitative research, portfolio management, trading, risk management and data science roles at investment banks and asset managers including Morgan Stanley, Warburg Pincus, Goldman Sachs, Credit Suisse, Lansdowne Partners and Invesco, as well as spending several years as a partner at a start-up global equities hedge fund. Peter has an M.Sc. in Data Science from City, University of London, an MBA from Cranfield University School of Management, and a B.Sc. in Accounting and Financial Analysis from the University of Warwick. His paper, “Hunting High and Low: Visualising Shifting Correlations in Financial Markets”, was published in the July 2018 issue of Computer Graphics Forum.</div><div><br /></div><div><div><br /></div><div>When Does Machine Learning Work Well in Financial Markets Blog </div><div><br /></div><div>A DATA SCIENTIST EXPLAINS: WHEN DOES MACHINE LEARNING WORK WELL IN FINANCIAL MARKETS?</div><div><br /></div><div>January 17, 2023</div><div>by</div><div>Peter Simon</div><div><br /></div><div>As a data scientist, one of the best things about working with DataRobot customers is the sheer variety of highly interesting questions that come up. Recently, a prospective customer asked me how I reconcile the fact that DataRobot has multiple very successful investment banks using DataRobot to enhance the P&L of their trading businesses with my comments that machine learning models aren’t always great at predicting financial asset prices. Peek into our conversation to learn when machine learning does—and doesn’t—work well in financial markets use cases.</div><div><br /></div><div><a href="https://www.datarobot.com/blog/a-data-scientist-explains-when-does-machine-learning-work-well-in-financial-markets/" target="_blank">https://www.datarobot.com/blog/a-data-scientist-explains-when-does-machine-learning-work-well-in-financial-markets/</a></div></div><div><br /></div><div><br /></div><div><div>Yield Book Analytics</div><div>Empowering financial markets with the best-in-class models, robust analytics, and related services.</div><div><br /></div><div>Our brand is changing to LSEG Yield Book</div><div><br /></div><div><br /></div><div>As a trusted and authoritative source of fixed income analytics for more than 30 years, Yield Book offers an expanded set of capabilities that include market-leading data and cashflows modelling for in-depth security and portfolio analysis ranging from vanilla bonds to highly structured mortgages and complex derivatives for clients to comprehensively address their requirements. </div><div><br /></div><div>Why Yield Book?</div><div>Single source solution</div><div>Sophisticated analytics</div><div>Differentiating insights</div><div>Unrivalled flexibility</div><div>Regulatory alignment</div><div>Single Source Solution</div><div>Get access to the “golden source” of fixed income data, prices, indices, and analytics driven by Refinitiv’s Pricing and Reference data that underpins the construction of FTSE Russell indices. </div><div><br /></div><div>Industry-wide analytics solutions</div><div>Our market-leading models, derived analytics solutions and AI-powered workflows enable buy-side and sell-side customers to stay ahead of the competition. Our clients can access analytical solutions across the breadth of their business requirements, including:</div><div><br /></div><div>Scenario aligned cashflows</div><div>Real-time user-specified parameters, such as curves </div><div>Derived analytics solutions, such as SRI / FRTB analytics</div><div>Our solutions are underpinned by comprehensive asset class coverage, sophisticated market leading models, supported by world-class expertise in global financial markets. </div><div><br /></div></div><div><br /></div><div>https://solutions.yieldbook.com/en</div><div><br /></div><div><br /></div><div><h3 style="text-align: left;">Machine learning-aided modeling of fixed income instruments</h3><div><br /></div><div>Daniel Martin, Barnabás Póczos</div><div><b>Machine Learning Department</b></div><div>Carnegie Mellon University</div><div>Pittsburgh, PA 15213</div><div><br /></div><div>Burton Hollifield</div><div>Tepper School of Business</div><div>Carnegie Mellon University</div><div>Pittsburgh, PA 15213</div></div><div><br /></div><div><br /></div><div><br /></div><div>https://www.ml.cmu.edu/research/dap-papers/f18/dap-martin-daniel.pdf</div><div><br /></div><div><br /></div><div><div>Supervised similarity learning for corporate bonds using</div><div>Random Forest proximities</div><div>Jerinsh Jeyapaulraj</div><div>2022</div></div><div><a href="https://arxiv.org/pdf/2207.04368.pdf" target="_blank">https://arxiv.org/pdf/2207.04368.pdf</a></div><div><br /></div><div>BondGPT</div><div>2023</div><div>https://fortune.com/2023/06/13/bondgpt-artificial-intelligence-finance-bond-kings-bill-gross-jeffrey-gundlach/</div><div><br /></div><div>PIMCO - UNDERSTANDING INVESTING in BONDS</div><div>https://europe.pimco.com/en-eu/resources/education/everything-you-need-to-know-about-bonds</div><div><br /></div><div>data science in bond trading - Google search interesting results</div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div></div>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-50885839132148416812023-11-16T02:59:00.000-08:002023-11-16T08:41:09.657-08:00Handbook of Artificial Intelligence and Big Data Applications in Investments - CFA<p> This book can be found at cfainstitute.org/ai-and-big-data</p><p>Download</p><p>Handbook of Artificial Intelligence and Big Data Applications in Investments <a href="https://rpc.cfainstitute.org/en/research/foundation/2023/ai-and-big-data-in-investments-handbook" target="_blank">https://rpc.cfainstitute.org/en/research/foundation/2023/ai-and-big-data-in-investments-handbook</a></p><p><br /></p><p>AI Pioneers in Investment Management</p><p><a href="https://www.cfainstitute.org/-/media/documents/survey/AI-Pioneers-in-Investment-Management.ashx" target="_blank">https://www.cfainstitute.org/-/media/documents/survey/AI-Pioneers-in-Investment-Management.ashx</a></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><div><br /></div>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-28533843698318247872023-11-16T00:20:00.000-08:002023-11-16T16:01:38.308-08:00Important Management Tools - 2013 Edition - Bain &Co. Compilation - Darrell K. Rigby - Book Information<div dir="ltr" style="text-align: left;" trbidi="on">
Table of contents<br />
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10<br />
Balanced Scorecard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12<br />
Related topics:<br />
• Management by Objectives<br />
• Mission and Vision Statements<br />
• Pay for Performance<br />
• Strategic Balance Sheet<br />
Benchmarking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14<br />
Related topics:<br />
• Best Demonstrated Practices<br />
• Competitor Profi les<br />
Big Data Analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16<br />
Related topics:<br />
• Business Analytics<br />
• Business Intelligence<br />
• Data Mining<br />
• Predictive Analytics<br />
Business Process Reengineering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18<br />
Related topics:<br />
• Cycle-Time Reduction<br />
• Horizontal Organizations<br />
• Overhead-Value Analysis<br />
• Process Redesign<br />
Change Management Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20<br />
Related topics:<br />
• Cultural Transformation<br />
• Organizational Change<br />
• Process Redesign<br />
Complexity Reduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22<br />
Related topics:<br />
• Business Process Reengineering<br />
• Decision Rights Tools<br />
• Focused Strategy<br />
• Repeatable Models<br />
• Spans and Layersvii<br />
Core Competencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24<br />
Related topics:<br />
• Core Capabilities<br />
• Key Success Factors<br />
Customer Relationship Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26<br />
Related topics:<br />
• Collaborative Commerce<br />
• Customer Retention<br />
• Customer Segmentation<br />
• Customer Surveys<br />
• Loyalty Management Tools<br />
Customer Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28<br />
Related topics:<br />
• Customer Surveys<br />
• Market Segmentation<br />
• One-to-One Marketing<br />
Decision Rights Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30<br />
Related topics:<br />
• Governance Roles<br />
• Job Descriptions<br />
• Organization Design<br />
Downsizing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32<br />
Related topics:<br />
• Layoffs<br />
• Reengineering<br />
• Rightsizing<br />
Employee Engagement Surveys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34<br />
Related topics:<br />
• Employee Satisfaction<br />
• Empowerment<br />
• Human Resource Management<br />
• Organizational Commitment<br />
Mergers and Acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36<br />
Related topics:<br />
• Merger Integration Teams<br />
• Strategic Alliances<br />
Table of contents (continued)<br />
Mission and Vision Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38<br />
Related topics:<br />
• Corporate Values Statements<br />
• Cultural Transformation<br />
• Strategic Planning<br />
Open Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40<br />
Related topics:<br />
• Collaborative Innovation<br />
• Crowdsourcing<br />
• New Product Development<br />
• Open-Market Innovation<br />
Outsourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42<br />
Related topics:<br />
• Collaborative Commerce<br />
• Core Capabilities<br />
• Offshoring<br />
• Strategic Alliances<br />
• Value-Chain Analysis<br />
Price Optimization Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44<br />
Related topics:<br />
• Demand-Based Management<br />
• Pricing Strategy<br />
• Revenue Enhancement<br />
Satisfaction and Loyalty Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46<br />
Related topics:<br />
• Customer and Employee Surveys<br />
• Customer Loyalty and Retention<br />
• Customer Relationship Management<br />
• Net Promoter® Scores<br />
• Revenue Enhancement<br />
Scenario and Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48<br />
Related topics:<br />
• Crisis Management<br />
• Disaster Recovery<br />
• Groupthink<br />
• Real-Options Analysis<br />
• Simulation Models<br />
Social Media Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50<br />
Related topics:<br />
• Blogs<br />
• Multimedia Chat Rooms<br />
• Online Communities<br />
• Social Gaming Networks<br />
Strategic Alliances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52<br />
Related topics:<br />
• Corporate Venturing<br />
• Joint Ventures<br />
• Value-Managed Relationships<br />
• Virtual Organizations<br />
Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54<br />
Related topics:<br />
• Core Competencies<br />
• Mission and Vision Statements<br />
• Scenario and Contingency Planning<br />
Supply Chain Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56<br />
Related topics:<br />
• Borderless Corporation<br />
• Collaborative Commerce<br />
• Value-Chain Analysis<br />
Total Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58<br />
Related topics:<br />
• Continuous Improvement<br />
• Malcolm Baldrige National Quality Award<br />
• Quality Assurance<br />
• Six Sigma<br />
Zero-Based Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60<br />
Related topics:<br />
• Activity-Based Budgeting<br />
• Complexity Reduction<br />
• Cost-Benefi t Analysis<br />
• Performance Budgeting<br />
<br />
<br />
YOu can Download the Book from Bain Website<br />
<a href="http://www.bain.com/Images/MANAGEMENT_TOOLS_2013_An_Executives_guide.pdf" target="_blank">http://www.bain.com/Images/MANAGEMENT_TOOLS_2013_An_Executives_guide.pdf</a></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">Table of contents<br />Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10<br />Balanced Scorecard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12<br />Related topics:<br />• Management by Objectives<br />• Mission and Vision Statements<br />• Pay for Performance<br />• Strategic Balance Sheet<br />Benchmarking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14<br />Related topics:<br />• Best Demonstrated Practices<br />• Competitor Profiles</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br />Big Data Analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16<br />Related topics:<br />• Business Analytics<br />• Business Intelligence</div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on">Business<span style="white-space: pre;"> </span>intelligence<span style="white-space: pre;"> </span>is<span style="white-space: pre;"> </span>a<span style="white-space: pre;"> </span>broad<span style="white-space: pre;"> </span>set<span style="white-space: pre;"> </span>of<span style="white-space: pre;"> </span>information<span style="white-space: pre;"> </span>technology<span style="white-space: pre;"> </span> (IT)<span style="white-space: pre;"> </span>solutions</div><div dir="ltr" trbidi="on">that<span style="white-space: pre;"> </span>includes<span style="white-space: pre;"> </span>tools<span style="white-space: pre;"> </span> for<span style="white-space: pre;"> </span>gathering,<span style="white-space: pre;"> </span>analyzing,<span style="white-space: pre;"> </span>and<span style="white-space: pre;"> </span> reporting<span style="white-space: pre;"> </span>information<span style="white-space: pre;"> </span>to<span style="white-space: pre;"> </span>the</div><div dir="ltr" trbidi="on">users<span style="white-space: pre;"> </span> about<span style="white-space: pre;"> </span> performance<span style="white-space: pre;"> </span> of<span style="white-space: pre;"> </span> the<span style="white-space: pre;"> </span> organization<span style="white-space: pre;"> </span> and<span style="white-space: pre;"> </span> its<span style="white-space: pre;"> </span> environment.<span style="white-space: pre;"> </span> These<span style="white-space: pre;"> </span> IT</div><div dir="ltr" trbidi="on">solutions<span style="white-space: pre;"> </span>are<span style="white-space: pre;"> </span>among<span style="white-space: pre;"> </span>the<span style="white-space: pre;"> </span>most<span style="white-space: pre;"> </span>highly<span style="white-space: pre;"> </span>prioritized<span style="white-space: pre;"> </span>solutions<span style="white-space: pre;"> </span>for<span style="white-space: pre;"> </span>investment.</div>• Data Mining<br />• Predictive Analytics</div><div dir="ltr" style="text-align: left;" trbidi="on"><br />Business Process Reengineering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18<br />Related topics:<br />• Cycle-Time Reduction<br />• Horizontal Organizations<br />• Overhead-Value Analysis<br />• Process Redesign<br />Change Management Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20<br />Related topics:<br />• Cultural Transformation<br />• Organizational Change<br />• Process Redesign<br />Complexity Reduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22<br />Related topics:<br />• Business Process Reengineering<br />• Decision Rights Tools<br />• Focused Strategy<br />• Repeatable Models<br />• Spans and Layersvii<br />Core Competencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24<br />Related topics:<br />• Core Capabilities<br />• Key Success Factors<br />Customer Relationship Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26<br />Related topics:<br />• Collaborative Commerce<br />• Customer Retention<br />• Customer Segmentation<br />• Customer Surveys<br />• Loyalty Management Tools<br />Customer Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28<br />Related topics:<br />• Customer Surveys<br />• Market Segmentation<br />• One-to-One Marketing<br />Decision Rights Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30<br />Related topics:<br />• Governance Roles<br />• Job Descriptions<br />• Organization Design<br />Downsizing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32<br />Related topics:<br />• Layoffs<br />• Reengineering<br />• Rightsizing<br />Employee Engagement Surveys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34<br />Related topics:<br />• Employee Satisfaction<br />• Empowerment<br />• Human Resource Management<br />• Organizational Commitment<br />Mergers and Acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36<br />Related topics:<br />• Merger Integration Teams<br />• Strategic Alliances<br />Table of contents (continued)<br />Mission and Vision Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38<br />Related topics:<br />• Corporate Values Statements<br />• Cultural Transformation<br />• Strategic Planning<br />Open Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40<br />Related topics:<br />• Collaborative Innovation<br />• Crowdsourcing<br />• New Product Development<br />• Open-Market Innovation<br />Outsourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42<br />Related topics:<br />• Collaborative Commerce<br />• Core Capabilities<br />• Offshoring<br />• Strategic Alliances<br />• Value-Chain Analysis<br />Price Optimization Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44<br />Related topics:<br />• Demand-Based Management<br />• Pricing Strategy<br />• Revenue Enhancement<br />Satisfaction and Loyalty Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46<br />Related topics:<br />• Customer and Employee Surveys<br />• Customer Loyalty and Retention<br />• Customer Relationship Management<br />• Net Promoter® Scores<br />• Revenue Enhancement<br />Scenario and Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48<br />Related topics:<br />• Crisis Management<br />• Disaster Recovery<br />• Groupthink<br />• Real-Options Analysis<br />• Simulation Models<br />Social Media Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50<br />Related topics:<br />• Blogs<br />• Multimedia Chat Rooms<br />• Online Communities<br />• Social Gaming Networks<br />Strategic Alliances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52<br />Related topics:<br />• Corporate Venturing<br />• Joint Ventures<br />• Value-Managed Relationships<br />• Virtual Organizations<br />Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54<br />Related topics:<br />• Core Competencies<br />• Mission and Vision Statements<br />• Scenario and Contingency Planning<br />Supply Chain Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56<br />Related topics:<br />• Borderless Corporation<br />• Collaborative Commerce<br />• Value-Chain Analysis<br />Total Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58<br />Related topics:<br />• Continuous Improvement<br />• Malcolm Baldrige National Quality Award<br />• Quality Assurance<br />• Six Sigma<br />Zero-Based Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60<br />Related topics:<br />• Activity-Based Budgeting<br />• Complexity Reduction<br />• Cost-Benefi t Analysis<br />• Performance Budgeting<br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">Ud. 16.11.2023</div><div dir="ltr" style="text-align: left;" trbidi="on">Pub. 5.12.2013</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-66751177261680744942023-10-17T00:51:00.001-07:002023-10-17T02:27:55.632-07:00Digital Marketing - Introduction, Evolution, Trends and Bibliography<div dir="ltr" style="text-align: left;" trbidi="on">
<h4>Browse <a href="https://nraomtr.blogspot.com/2020/04/online-mba-management-theory-handbook.html" target="_blank">Online MBA Management Theory Handbook</a></h4>
<h2 style="text-align: left;">
Introduction - Digital Marketing</h2>
<br />
<a href="https://nraomtr.blogspot.com/2014/07/interactive-marketing-philip-kotlers.html" target="_blank">Interactive Marketing - Philip Kotler's (Keller) Chapter Topic Summary</a><br />
<br />
<a href="https://nraomtr.blogspot.com/2014/06/philip-kotler-on-digital-marketing-2013.html" target="_blank">Philip Kotler on Digital Marketing</a><br />
<br />
<br />
<a href="https://www.thinkwithgoogle.com/" target="_blank">https://www.thinkwithgoogle.com/</a><br />
<br />
<br />
<br />
<h2 style="text-align: left;">
Bibliography on Digital Marketing</h2>
2023</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on">Doing digital marketing myself. I am trying share my Free EBook.</div><div dir="ltr" style="text-align: left;" trbidi="on"><br /></div><div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" trbidi="on">Bringing Clarity and Brand Names to IE Areas.</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">1. Industrial Engineering Strategy</div><div dir="ltr" trbidi="on">2. Product Industrial Engineering</div><div dir="ltr" trbidi="on">3. Facilities Industrial Engineering</div><div dir="ltr" trbidi="on">4. Process Industrial Engineering</div><div dir="ltr" trbidi="on"><br /></div><div dir="ltr" trbidi="on">A New E-Book on Industrial Engineering by Narayana Rao incorporating published research papers.</div><div dir="ltr" trbidi="on">INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. Very Popular. FREE Download. 3075+ downloads so far.</div><div dir="ltr" trbidi="on"><a href="https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0" target="_blank">https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0</a></div><div dir="ltr" trbidi="on">.</div><div dir="ltr" trbidi="on">From 2000 downloads, I succeeded with sending emails to my blog subscribers. Then LinkedIn contacts messages. Now I doing messaging to FB contacts - PGDIE Alumni.</div>
<br />
2019<br />
<br />
<a href="https://www.sas.com/en_us/insights/marketing/digital-marketing.html" target="_blank">https://www.sas.com/en_us/insights/marketing/digital-marketing.html</a><br />
<br />
<a href="https://www.facebook.com/business/learn/series/guide-to-digital-marketing-using-facebook?curriculum_id=1066271893760429" target="_blank">https://www.facebook.com/business/learn/series/guide-to-digital-marketing-using-facebook?curriculum_id=1066271893760429</a><br />
<br />
<a href="https://books.google.co.in/books/about/Digital_Marketing_Strategy.html?id=yO2ODwAAQBAJ" target="_blank">https://books.google.co.in/books/about/Digital_Marketing_Strategy.html?id=yO2ODwAAQBAJ</a><br />
<br />
<a href="https://www.forbes.com/sites/forbesagencycouncil/2019/02/14/five-digital-marketing-trends-for-2019" target="_blank">https://www.forbes.com/sites/forbesagencycouncil/2019/02/14/five-digital-marketing-trends-for-2019</a><br />
<br />
<h2 style="text-align: left;">
2015</h2>
<br />
<a href="https://books.google.co.in/books/about/Digital_Marketing.html?id=hRvNDwAAQBAJ" target="_blank">https://books.google.co.in/books/about/Digital_Marketing.html?id=hRvNDwAAQBAJ</a><br />
<br />
Gartner World Digital Marketing Conference 2015 Presentation<br />
<a href="http://www.gartner.com/imagesrv/marketing/misc/gml1-b4-gml1_b4_118_sarner_mcguire_os.pdf" target="_blank">http://www.gartner.com/imagesrv/marketing/misc/gml1-b4-gml1_b4_118_sarner_mcguire_os.pdf</a><br />
<br />
<br />
<a href="https://www.accenture.com/_acnmedia/PDF-1/Accenture-and-Adobe-Unleashing-the-Power-Digital-Marketing.pdf" target="_blank">https://www.accenture.com/_acnmedia/PDF-1/Accenture-and-Adobe-Unleashing-the-Power-Digital-Marketing.pdf</a><br />
<br />
<a href="http://www.wipro.com/documents/mastering-the-digital-brand.pdf" target="_blank">http://www.wipro.com/documents/mastering-the-digital-brand.pdf</a><br />
<br />
<a href="https://www.infosys.com/digital/insights/Documents/digital-marketing.pdf" target="_blank">https://www.infosys.com/digital/insights/Documents/digital-marketing.pdf</a><br />
<br />
2012<br />
<br />
Longitudinal Study of Digital Marketing Strategies Targeting Millennials<br />
Journal of Consumer Marketing, Vol. 29, No. 2, (2012)<br />
22 Pages Posted: 26 Oct 2016 Last revised: 23 Nov 2016<br />
Katherine Taken Smith<br />
Murray State University - College of Business<br />
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2859146<br />
<br />
<a href="https://www.atkearney.de/documents/856314/1214642/BIP_Digital_Marketing_Dont_Miss_the_Forest_for_the_Trees.pdf/8785e324-e319-4aa6-a9f6-9ea771915f2d" target="_blank">https://www.atkearney.de/documents/856314/1214642/BIP_Digital_Marketing_Dont_Miss_the_Forest_for_the_Trees.pdf/8785e324-e319-4aa6-a9f6-9ea771915f2d</a><br />
<br />
<br />
Training Programmes<br />
<br />
<a href="http://executiveeducation.wharton.upenn.edu/for-individuals/all-programs/digital-marketing-strategies-for-the-digital-economy" target="_blank">http://executiveeducation.wharton.upenn.edu/for-individuals/all-programs/digital-marketing-strategies-for-the-digital-economy</a><br />
<br />
<br />
<br />
India<br />
<br />
<a href="https://www.worldmarketingcongress.org/images/50%20Most%20Influential%20Digital%20Marketing%20Leaders.pdf" target="_blank">https://www.worldmarketingcongress.org/images/50%20Most%20Influential%20Digital%20Marketing%20Leaders.pdf</a><br />
<br />
<br />
Updated on 17.10.2023, 13 Feb 2020<br />
16 March 2017</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com6tag:blogger.com,1999:blog-7792297851977243524.post-19666582332520846422023-10-12T19:46:00.000-07:002023-10-12T19:46:32.336-07:00Search Quality Improvement<p> 2023</p><p><br /></p><p>The Top 11 Search Engines, Ranked by Popularity</p><p>Download Now: Free SEO Starter Pack</p><p>Caroline Forsey</p><p>Caroline Forsey</p><p>Published: June 09, 2023</p><p>https://blog.hubspot.com/marketing/top-search-engines</p><p><br /></p><p><br /></p><p><br /></p><p>Search Quality</p><p>Rater Guidelines:</p><p>An Overview</p><p>Download the full Search Quality Rater Program Guidelines</p><p>December 2022</p><p><a href="https://services.google.com/fh/files/misc/hsw-sqrg.pdf" target="_blank">https://services.google.com/fh/files/misc/hsw-sqrg.pdf</a></p><p><br /></p><p>How our Quality Raters make Search results better</p><p>At Google, we’re always working on ways we can improve your Search experience.</p><p><br /></p><p>We constantly experiment with ideas to improve the results you see. One of the ways we evaluate those experiments is by getting feedback from third-party Search Quality Raters. Quality Raters are spread out all over the world and are highly trained using our extensive guidelines. Their feedback helps us understand which changes make Search more useful.</p><div><br /></div><p><a href="https://support.google.com/websearch/answer/9281931?hl=en" target="_blank">https://support.google.com/websearch/answer/9281931?hl=en</a></p><p><br /></p><p><br /></p><p>https://www.searchenginejournal.com/google-eat/quality-raters-guidelines/</p><p><br /></p><p>https://blog.google/products/search/overview-our-rater-guidelines-search/</p><p><br /></p><p>Is Google Search Deteriorating? Measuring Google's Search Quality in 2022</p><p>Edwin Chen</p><p>Edwin Chen</p><p>Jan 10, 2022</p><p>https://www.surgehq.ai/blog/is-google-search-deteriorating-measuring-search-quality-in-2022</p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-34451758536152561922023-09-21T16:36:00.001-07:002023-09-21T16:37:27.589-07:00Engineering Management - Information - Bulletin Board<p> allEngineeringBlogs.com @allEnggBlogs</p><p>http://allengineeringblogs.com - a newsletter that compiles updates from all 100+ tech companies which write engineering blogs!</p><p>https://twitter.com/allEnggBlogs/</p><p><br /></p><p><br /></p><p>How DoorDash Defines Great Engineering Management</p><p> September 19, 2023</p><p>https://doordash.engineering/2023/09/19/how-doordash-defines-great-engineering-management/</p><p><br /></p><p>our three management pillars of Business Outcome (how managers set direction and drive impact based on our strategic goals), Team (how managers support individuals, build team culture and partner with other teams) and Engineering Excellence (the quality of our products and systems, how fast we can move, and how efficiently our systems use resources).</p><div>The goals are explained from immediate manager of a team to senior director position. Interesting.</div>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-30200262427551503692023-09-08T06:17:00.002-07:002023-09-08T06:17:13.757-07:00How To Understand the Potential of New Technology? Operations Managers and Industrial Engineers<p> A question of Chapter 8 Process Technology, Operations Management by Nigel Slack et al.</p><p>A detailed essay on Nature of Technologies</p><p><a href="http://www.project2061.org/publications/sfaa/online/chap3.htm" target="_blank">http://www.project2061.org/publications/sfaa/online/chap3.htm</a></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-7792297851977243524.post-32168965889727509802023-09-08T01:07:00.003-07:002023-09-08T03:37:05.892-07:00How To Evaluate New Technology as Operations Manager or Industrial Engineer?<p> Introduction to Process Technology</p><p><br /></p><p>Charles E. Thomas</p><p>Cengage Learning, 13-Jan-2015 - Education - 512 pages</p><p>Suitable for both aspiring process technicians and active process technology professionals, this wide-ranging guide provides a thorough grounding in the history, science, technology, equipment, systems, operations, and troubleshooting principles associated with modern manufacturing. Following years of widespread use and testing, INTRODUCTION TO PROCESS TECHNOLOGY, Fourth Edition, is a proven product featuring a logical sequence of topics—including safety, instrumentation, applied physics and chemistry, and quality control—aligned to the structure of accredited college courses and professional training programs. Technically accurate and up to date, the Fourth Edition remains affordable, reader-friendly, and highly visual, with ample illustrations and photographs to make complex technical concepts easier to understand and apply.</p><p>Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.</p><div><br /></div><p>https://books.google.co.in/books?id=hTV-BAAAQBAJ</p><p><br /></p><p><br /></p><p>Chemical Engineering and Chemical Process Technology - Volume IV: Process Development, Modeling, Optimization, Control and Process Management</p><p><br /></p><p>Ryzhard Pohorecki, John Bridgwater, M. Molzahn. Rafiqul Gani and Crispulo Gallegos</p><p>EOLSS Publications, 30-Nov-2010 - 424 pages</p><p>Chemical Engineering and Chemical Process Technology is a theme component of Encyclopedia of Chemical Sciences, Engineering and Technology Resources in the global Encyclopedia of Life Support Systems (EOLSS), which is an integrated compendium of twenty Encyclopedias. </p><p><br /></p><p>Chemical engineering is a branch of engineering, dealing with processes in which materials undergo changes in their physical or chemical state. These changes may concern size, energy content, composition and/or other application properties. Chemical engineering deals with many processes belonging to chemical industry or related industries (petrochemical, metallurgical, food, pharmaceutical, fine chemicals, coatings and colors, renewable raw materials, biotechnological, etc.), and finds application in manufacturing of such products as acids, alkalis, salts, fuels, fertilizers, crop protection agents, ceramics, glass, paper, colors, dyestuffs, plastics, cosmetics, vitamins and many others. It also plays significant role in environmental protection, biotechnology, nanotechnology, energy production and sustainable economical development.</p><p><br /></p><p>The Theme on Chemical Engineering and Chemical Process Technology deals, in five volumes and covers several topics such as: Fundamentals of Chemical Engineering; Unit Operations – Fluids; Unit Operations – Solids; Chemical Reaction Engineering; Process Development, Modeling, Optimization and Control; Process Management; The Future of Chemical Engineering; Chemical Engineering Education; Main Products, which are then expanded into multiple subtopics, each as a chapter.</p><p><br /></p><p>These five volumes are aimed at the following five major target audiences: University and College students Educators, Professional practitioners, Research personnel and Policy analysts, managers, and decision makers and NGOs.</p><p>https://books.google.co.in/books?id=w9FNCwAAQBAJ</p><p><br /></p><p><br /></p><p><br /></p><p>Notes on Process Technology Strategy - Chapter 6 in Nigel Slack and Michael Lewis</p><p>http://nraomtr.blogspot.com/2021/01/technology-processes-and-people.html</p><p><br /></p><p><br /></p><p>Evaluating process technology</p><p>It involves exploring, understanding and describing the strategic consequences of adopting alternatives. </p><p><br /></p><p>it is useful to consider three generic classes of evaluation criteria:</p><p><br /></p><p>● the feasibility of the process technology; that is the degree of difficulty in adopting it, and the investment of time, effort and money that will be needed;</p><p><br /></p><p>● the acceptability of the process technology; that is how much it takes a firm towards its strategic objectives, or the return the firm gets for choosing it;</p><p><br /></p><p>● the vulnerability associated with the process technology; that is the extent to which the firm is exposed if things go wrong, the risk that is run by choosing the technology</p><p><br /></p><p>Evaluating feasibility</p><p><br /></p><p>If the resources required to implement technology are greater than those that are either available or can be obtained, the technology is not feasible. So evaluating the feasibility of an option means finding out how the various types of resource that the option might need match up to what is available. Four broad questions are applicable.</p><p><br /></p><p>What technical or human skills are required to implement the technology?</p><p><br /></p><p>What ‘quantity’ or ‘amount’ of resources is required to implement the technology?</p><p><br /></p><p>What are the funding or cash requirements?</p><p><br /></p><p>Can the operation cope with the degree of change in resource requirements?</p><p><br /></p><p>Evaluating acceptability</p><p><br /></p><p>Acceptability in financial terms</p><p><br /></p><p>Financial evaluation involves predicting and analysing the financial costs to which an option would commit the organisation, and the financial benefits that might accrue from acquiring the process technology over the life-cycle. Project appraisal is done over the life of the project.</p><p><br /></p><p>Limitations of conventional financial evaluation</p><p><br /></p><p>Conventional financial evaluation has come under criticism for its inability to include enough relevant factors to give a true picture of complex investments.</p><p><br /></p><p>Acceptability in terms of impact on market requirements.</p><p><br /></p><p>Market requirements are the performance dimensions</p><p><br /></p><p>Any evaluation must reflect the impact of process technology on each performance objective relative to their importance to achieving a particular market position. Often there will be trade-offs involved in adopting a new process technology.</p><p><br /></p><p>-------------</p><p><br /></p><p>Quality </p><p><br /></p><p>Does the process technology improve the specification of the product or service? </p><p><br /></p><p>Speed </p><p><br /></p><p>Does the process technology enable a faster response to customers? </p><p><br /></p><p>Does the process technology speed the throughput of internal processes? </p><p><br /></p><p>Dependability </p><p><br /></p><p>Does the process technology enable products and/or services to be delivered dependably? </p><p><br /></p><p>Flexibility </p><p><br /></p><p>Does the process technology allow the operation to change in response to changes in customer demand? </p><p><br /></p><p>Cost </p><p><br /></p><p>Does the process technology process materials, information or customers more efficiently and give higher productivity? </p><p><br /></p><p>Acceptability in terms of impact on operational resources</p><p><br /></p><p>At the same time, however, it is important to build up a picture of the contribution that process technology can make to the longer-term capability ‘endowment’ of the operation. These four dimensions of assessment are:</p><p><br /></p><p>● the scarcity of resources;</p><p><br /></p><p>● how difficult the resources are to move;</p><p><br /></p><p>● how difficult the resources are to copy;</p><p><br /></p><p>● how difficult the resources are to substitute for.</p><p><br /></p><p>These four dimensions provide us with a ‘first cut’ mechanism for assessing the impact that a specific technological resource will have upon sustainable competitive advantage. </p><p><br /></p><p>Tangible and intangible resources</p><p><br /></p><p>Tangible resources are the actual physical assets that the company possesses. In process technology terms these will be the machines, computers, materials handling equipment, and so on, used within the operation. Intangible resources are not necessarily directly observable but nevertheless have value for the company. Things such as relationship and brand strength, supplier relationships, process knowledge, and so on are all real but not always directly tangible. This concept of intangible resources is important when considering process technology. </p><p><br /></p><p>A unit of technology may not be any different physically from the technology used by competitors. However, its use may add to the company’s reputation, skills, knowledge and experience. </p><p><br /></p><p>Thus, depending on how the process technology is used, the value of the intangible aspect of a process technology may be greater than its physical worth. If the usefulness of process technology also depends on the software it employs, then this also must be evaluated. Again, although software may be bought off the shelf and is therefore available to competitors, if it is deployed in imaginative and creative ways its real value can be enhanced.</p><p><br /></p><p>Vulnerability because of changed resource dependencies</p><p><br /></p><p>Specific skills are needed if the technology is to be installed, maintained, upgraded and controlled effectively. In other words, the technology has a set of ‘resource dependencies’. Changing to a different process technology often means changing this set of resource dependencies. This may have a positive aspect when the firm succeeds in implementation. The skills, knowledge and experience necessary to implement and operate the technology can be scarce and difficult to copy and hence provide a platform for sustainable advantage.</p><p>---------------------</p><p><br /></p><p>https://www.slideshare.net/NelsonOpena/operations-management-process-technology-72195787</p><p>---------------------</p><p><br /></p><p>https://op-scm.com/evaluating-process-technology/</p><p><br /></p><p>---------------------</p><p><br /></p><p>Processes for Evaluating and Developing Technologies</p><p>National Academies of Sciences, Engineering, and Medicine. 2013. Best Available and Safest Technologies for Offshore Oil and Gas Operations: Options for Implementation. Washington, DC: The National Academies Press. https://doi.org/10.17226/18545.</p><div>https://nap.nationalacademies.org/read/18545/chapter/6</div><div>---------------------</div><p><br /></p><p><br /></p><p><br /></p>Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0