Friday, January 31, 2020

Customer Relationship Management and Systems Essay Example for Free

Customer Relationship Management and Systems Essay 1. What concepts in this chapter are illustrated in this case? Symantec Corporation started out with good intentions. Shortly after acquiring Veritas it began an ERP rollout that was designed to standardize and unify the Symantec and Veritas information systems. The goal was to create a single ERP system, within which all of the company’s extensive network of resellers, integrators, distributors, and customers could place orders for over 250,000 different products Symantec offered in the same way. That follows the basic concept of enterprise systems which are based on a suite of integrated software modules and a common central database. When new information is entered by one process, the information is made immediately available to other business processes. Although companies can rewrite some of the software in ERP systems, the software is unusually complex and extensive customization may degrade system performance, compromising the information and process integration. If companies want to reap the maximum benefits from enterprise software, they must change the way they work to conform to the business processes in the software. Although Symantec and Veritas had each used Oracle E-Business Suite 11d prior to the merger, both used highly customized versions of the systems that made integration a daunting task. An overhaul of the combined company’s enterprise systems was needed to join together Symantec and Veritas’s data from key business processes. Enterprise systems help large companies enforce standard practices and data so that everyone does business the same way worldwide. Enterprise systems help firms respond rapidly to customer requests for information or products. Unfortunately, the two companies bungled the implementation of the enterprise system almost from the beginning. 2. What management, organization, and technology factors were responsible for Symantec’s difficulties in overhauling its ERP systems? Management: Most of the issues were due to the company’s shortsightedness in implementing Project Oasis. The initial reaction to the launch of the new system was decidedly negative. Once customers reached a Symantec employee, they could spend up to 20 more minutes troubleshooting problems, and were often told that there was nothing that could be done. There was simply too much change occurring all at once for typical customers to handle. Partners were unhappy with Symantec’s slow response to many of the problems. Organization: The company was unprepared to meet the increased demand for customer support after the rollout. Symantec neglected to coordinate the development of its new ERP system with the launch of other products from different divisions within the company. The changes to the licensing system were not coordinated with the rest of the project. Customers were unhappy with changes to the stock-keeping unit product system (SKU system). Symantec had overlooked the needs of many customers while designing a technically sound but user-unfriendly ERP system. Technology: Both companies used highly customized versions of Oracle’s E-Business Suite 11d prior to the merger. Users struggled to process the large amount of information provided to them and were overwhelmed by the increased number of steps, all of them new, required to place orders. Some smaller distributors and partners didn’t update their systems to handle the new SKUs and were unable to submit purchase orders electronically. After the rollout, licensing became much more difficult for Symantec’s customers and partners, forcing them to wait multiple weeks before receiving their licenses. 3. Was Symantec’s response to the problem adequate? Explain your reasoning. The company initiated a follow-up project named Project Nero. The goal of the project was to recapture the loyalty of customers who were disenchanted by the changes brought about by Oasis. The project reached out to customers and fixed the problems with the information systems to improve response times and streamline operations. The company began by adding over 150 new customer representatives to handle the increased volume of calls, reducing wait times and increasing customer satisfaction. Executives traveled the country to improve relations with angered customers and partners. The company introduced a master list of product releases readily available and standardized its communication methods between departments regarding new projects and change management. Symantec used Net Promoter methodology to measure and increase customer loyalty. The results identified specific criticisms and customer problems and dramatically aided Symantec in correcting those problems. Project Nero helped the company weather the worst of the crisis. However, the company does not release the results of its Net Promoter surveys to the public so the extent to which it has repaired its reputation is unclear. 4. What would you have done differently to prevent the implementation problems that arose at Symantec? Student answers will vary but some of the principles that should be included in their answers are: Even the most careful planning and well-designed systems can quickly go awry if customers are unable to make use of the new system. Enterprise applications involve complex pieces of software that are very expensive to purchase and implement. The total implementation cost of a large system, including software, database tools, consulting fees, personnel costs, training, and perhaps hardware costs, might amount to four to five times the initial purchase price for the software. Enterprise applications require not only deep-seated technological changes but also fundamental changes in the way a business operates. Business processes must be changed to work with the software. Employees must accept new job functions and responsibilities. Most implementation projects fail or experience enormous problems because executives, managers, and employees did not understand how much organizational change was required. Specific Symantec problems that perhaps could have been avoided: †¢ Communicate with employees better to counteract the negative attitude towards the project. †¢ Communicate with customers and distributors better about the upcoming changes. †¢ Make sure all of the systems that were changing were coordinated throughout the organization. †¢ Not change as many systems all at the same time. Even though stretching the implementation out over a longer period may have cost more money, perhaps it would have prevented some of the massive problems overall. 5. If you were a partner or customer of Symantec, would you have switched vendors in response to the ERP overhaul issues? Why or why not? Student answers will vary. Some principles to keep in mind are: Enterprise applications introduce switching costs that make it very costly to switch vendors. Companies become dependent on the vendor to upgrade its product and maintain the installation. Many of Symantec’s partners and smaller distributors were reliant on Symantec and perhaps could not afford to switch vendors. That would mean they would have to switch all of their internal systems at great cost. Customers are often reluctant to switch vendors based on historical relationships. If the problems seem temporary, the customers will hang on. If the problems seem insurmountable, some customers will desert the sinking ship.

Thursday, January 23, 2020

Are Most of The Errors Which EFL Learners Make Due to Interference from

Introduction It is commonly assumed that where there are differences between L1 and L2, the learner's L1 will probably interfere with the L2 (negative language transfer), whereas, when L1 and L2 are similar, the L2 will assist the L2 learning (positive language transfer) (Ellis, 1994). Therefore, we tend to believe that most of the errors are account of negative transfer. This is partly true according to many empirical studies of errors which have showed that many errors are common to different linguistic backgrounds. The L1 is, therefore, one of various sources of errors, and there might be other reasons which should be considered (Krashen, 1988). Approaches to Errors Errors are made when learners of L2 produce incorrect language because they do not know the correct form, while mistakes are made when learners produce incorrect language although they know the correct form (macmillandictionary.com). Learners can correct their own mistakes, but by definition, they can not correct errors. Errors are considered to be partial acquisition of the target language. In fact, errors should be viewed as "the tip of the iceberg" of a dynamic process of foreign language acquisition (brj.asu.edu). Instead of treating the developmental stages in learners' language as errors, it may be better to view these errors as partial acquisition. This point of view and many others concerning errors, however, neither overlook nor neglect the positive and negative influence of L1 on L2...

Wednesday, January 15, 2020

Mca List of All Colleges and Fees Mumbai

Sr. No. | College Code | Name of the College / Institute | Date of the Meeting in which the Samiti Approved Fee Stucturr for Academic Year 2011-12 | Interim Fee Approved by the Samiti for Academic Year 2012-13 | 1| 3012| Veermata Jijabai Technological Institute(VJTI), Matunga,Mumbai| | 27000| 2| 3185| Vivekanand Education Society's Institute of Technology, Chembur, Mumbai| 11/10/2011| 59860| 3| 3161| K.J. Somaiya Institute in Management Studies ; Research, Vidyavihar, Mumbai. | 16/09/2011| 77140| 4| 3173| Deccan Education Society's Navinchandra Mehta Institute of Technology & Development, Dadar, Mumbai (Kirti College)| 16/09/2011| 74250| 5| 3169| Late Bhausaheb Hiray S. S. Trust's Institute of Computer Application, Bandra (E), Mumbai. 16/09/2011| 70000| 6| 3215| Bhartiya Vidya Bhavan's Sardar Patel Institute of Technology , Andheri, Mumbai (Bhavans Andheri)| 13/06/2011 | 85400| 7| 3162| Bharti Vidyapeeth's Institute of Management ; Information Technology, Navi Mumbai| 11/10/2011| 815 50| 8| 3170| NCRD's Sterling Institute of Management Studies, Navi Mumbai | 4/11/2011| 56650| 9| 3146| Jawahar Education Society's Annasaheb Chudaman Patil College of Engineering,Kharghar| 4/11/2011| 62000| 10| 3168| Thakur Institute of Management Studies Career Development Research, Kandivali (E), Mumbai. 16/09/2011| 103500| 11| 3171| Audyogik Shikshan Mandal’s Institute Of Management ; Computer Studies ( IMCOST), Thane| 11/10/2011| 80130| 12| 3147| Saraswati Education Society, Yadavrao Tasagaonkar Institute of Engineering ; Technology, Karjat| 4/11/2011| 75000| 13| 3165| SIES College of Management Studies, Nerul, Navi Mumbai| 11/01/2012| 99480| 14| 3167| Mumbai Education Trust's Institute of Computer Science, Bandra (W), Mumbai. | 11/10/2011| 107525| |

Monday, January 6, 2020

Physics of Firearms Essay - 1363 Words

A firearm, in the most basic form, consists of a barrel, an action, a firing mechanism, a stock and a sighting device. No matter the form of the firearm, the same basic principles of physics and chemistry apply. The study of these principles is called ballistics. There are three types of ballistics, internal, external, and terminal. Internal ballistics is the study of the flight of a projectile inside a firearm. External ballistics is the study of the flight of a bullet after leaving the muzzle and until it hits the target. Terminal ballistics is the study of the effects of a projectile on a given target. Because this essay deals with the flight of the bullet, terminal ballistics will not be discussed. Internal ballistics is the study†¦show more content†¦This is also the same as the diameter of the barrel and is usually measured in hundredths of an inch. For example, a 30 caliber gun corresponds to a 0.300 inch distance between the lands. Recoil As the bullet leaves the gun, it has a certain kinetic energy determined by the mass of the bullet and the square of its velocity (K=1/2mv^2.). According to Newton ï ¿ ½s third law: for every action there is an equal and opposite reaction (F1=-F2.) In the case of a rifle, the bullet leaving the barrel is the action and the free recoil is the reaction. Although the mass of the bullet components and their velocity are the main factors that influence this recoil, acceleration, firearm mass, and the shooterï ¿ ½s mass determine how the recoil is felt by the shooter. The shorter the time the bullet accelerates down the barrel, the harder the kick felt by the shooter. Also, if the mass of the gun is greater, the lower will be the recoil. This is also true of the shooter. A shooter with a larger mass will feel less recoil than the one with a smaller mass. This is why most target rifles are of a small caliber and heavy construction. To demonstrate this, the following calculations show the free recoil generated by a small caliber target rifle (1.06J) and a large caliber big game hunting rifle (53.54J). Free Recoil Free recoil is the result of the propulsive force of theShow MoreRelatedThe Physics of Firearms1626 Words   |  7 PagesFirearms are often featured on the news due to poor use as well as featured in popular culture’s television crime dramas, but have you stopped to ponder about where these devices came from, the different types, the trajectory patterns that are created their bullets and how they work? The following paragraphs are designed to address all of the following questions. A firearm is a complex arrangement of various metals that can eject a small lead piece at high speeds, causing maximum destruction onRead More Physics of Firearms Essay620 Words   |  3 Pagesactivity and it is enjoyed by many people, so much so that it is also done at a competitive level. 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