Busi 650-ILP Final Essay Example for Free

Busi 650-ILP Final Essay Table of Contents I. Abstract II. Organizational Setting III. Key Concepts a. Quality b. Total Quality Management c. Innovation d. Strategy Map e. Balanced Scorecard f. Six Sigma g. Bench Marking h. Inventory Management IV. Conclusion V. References Abstract The main purpose of the Integrative Learning Project (ILP) is to introduce an authentic or fabricated company/industry to research. The company’s organizational setting includes the mission statement of the company, who the internal/external customers are, what aspects can be contributed to achieve the organizations mission, and what role Christianity has with the organization. The research includes using eight different concepts learned throughout the course, explaining in detail how these concepts relate to the organization and the benefits the concepts offer to the organization, and what needs to be done to implement these concepts into the organization  successfully. This ILP will prove that a successful business can be run effectively and efficiently when implementing the key concepts. Organizational Setting Dover Saddlery, Inc. is a leading specialty retailer in the English-style horseback riding industry in the United States. The company offers a large selection of quality and premium equestrian products to care for, ride, train, and compete a horse. Founded in 1975 by Jim and David Powers, the company has grown to be the largest multi-channel marketer of premier equestrian products by selling through direct and retail sales. The company serves the English rider through Dover Saddlery and the western rider through Smith Brothers. The company sells their products using catalogs, the internet, and retail stores. The product line includes a variety of items such as tack, horse clothing, horse health, footwear, and specialized apparel. Dover Saddlery, Inc. is headquartered in Littleton, MA, including a warehouse and call center facility. The company has 18 retail locations in Colorado, Delaware, Georgia, Illinois, Maryland, Massachusetts, Minnesota, New Hampshire, New Jersey, North Carolin a, Pennsylvania, Rhode Island, Texas, and Virginia. The company’s third quarter 2013 total revenues were $63.6 million, a 6.4% increase from the $59.7 million achieved in the corresponding period. Dover Saddlery, Inc. stock trades on the NASDAQ Stock Market under the symbol DOVR. The company’s mission is to grow the business by providing a broad variety of quality and most advanced equestrian apparel, equipment, stable, and horse care products to all equestrians, while operating efficiently and being profitable. The company carries 5,800 items comprising of approximately 28,000 different SKU’s. The company carries entry-level price points to the premium high-end price points to meet the wide range of customer needs and expectations. The company carries a distinctive and broad selection of need-based and high quality products at competitive prices with prompt order fulfillment ability. The company differentiates itself from competitors by their large inventory consisting of non-branded products, private label products, and premium brands. The current equestrian products market is  estimated by the American Horse Council at $7.6 billion with an estimated 9.2 millions horses in the United States. American Sports Data estimates that over 16.8 mill ion people ride horses. The equestrian industry has many indicators that the equestrian products industry will continue to grow. The company is known for their excellence in customer service and large comprehensive selection. The company promotes a culture of courteous, knowledgeable, and prompt customer service representatives. 90% of the sales and customer service representatives are horse enthusiast. The company offers customers a 100% satisfaction guarantee. The company has one of the largest detailed customer databases. The database consists of customers that have purchased items with the last 12 months and their demographic information. The use of the catalog, internet, and retail stores has enabled the company to capture customer information, cross-market products, and provide a convenient shopping experience for customers. The company’s customers are primarily females with a passion for the riding sport. The customers are affluent and luxury oriented who tend to choose to buy from the company for the high quality and premier products. The customer base shows high repurchase rates and has been ve ry loyal customers. The role Christianity has in this organization is customer service is essential and Matthew 10:31 states, â€Å"Fear not, therefore; you are more value than many sparrows† (ESV). In the service industry, customer satisfaction is key and the company has to recruit the right people and reward them for there expertise. Colossians 3:23-24 states, â€Å"23 Whatever you do, work at it with all your heart, as working for the Lord, not for human masters, 24 since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving† (New International Version). Another verse that can be applied in this organization is 1 Peter 4:10, â€Å"As each has received a gift, use it to serve one another, as good stewards of God’s varied grace†. The company uses the gifts God gives us and pass them on to consumers to benefit from. The role of Christianity plays a great role in this company. Key Concepts The first key concept that is applicable to Dover Saddlery is Quality. Quality has a huge impact on the quality of products and the success of the organization. According to Dinh, Igel, Laosirihongthong (2010), â€Å"quality, considered a key strategic factor in achieving business success, is more than ever required for competing successfully in today’s global marketplace and it has become the key slogan as organizations strive for a competitive advantage in markets characterized by liberalization, globalization, and knowledgeable customers† (p. 931). The design and performance of the product are two very important concepts of quality. Quality should start with the customer, the experience the customer has with the product or service will impact the customer’s satisfaction with the total experience. The management and control of the quality of the products and services is very important to the success of the organization. It is very important for organizations t o implement a quality assurance program (QAP) to ensure the quality of the products and services. According to Rouse (2007): In developing products and services, quality assurance is any systematic process of checking to see whether a product or service being developed is meeting specified requirements. Many companies have a separate department devoted to quality assurance. A quality assurance system is said to increase customer confidence and a companys credibility, to improve work processes and efficiency, and to enable a company to better compete with others. Quality assurance was initially introduced in World War II when munitions were inspected and tested for defects after they were made. Todays quality assurance systems emphasize catching defects before they get into the final product (Quality Assurance). There are many advantages for the company to have a QAP in place, include a competitive advantage, increase in sales and market share, increased customer satisfaction, better management control, clearly defined organizational tasks, structure, and responsibilities, more effective recalls, and price premium (Aramyan, Meuwissen, Oude Lansink, van der Vorst, van Kooten, van der Lans, 2009, p. 624). According to Yang (2006) â€Å"several studies on quality management have demonstrated that delivering superior service quality enhances productivity, reduces costs, increases customer loyalty, improves market share, and brings other general benefits to a service organization (p.1129). The QAP helps fulfill the needs  and expectations of the customers and improves the quality of the products and services. The second key concept that is applicable to the company is total quality management (TQM). According to Richards (2012), TQM can be defined as an integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that the end result is higher quality of goods and services (p. 37). TQM is an organizational-wide concept of continuous improvement to ensure the products and services exceed their customers’ expectations. According to Richards (2012), â€Å"this kind of quality management requires the company to always check to make sure that product or service is at the standard that both the company and customer wants is maintained† (p. 37). Exceeding the internal and external customers satisfaction is a key focus of TQM. According to Talib, et al. (2011), TQM â€Å"has received a great attention due to its effectiveness in achieving sustainable competitive advantage and enhanced business performanceâ₠¬  (p. 1331). TQM is â€Å"a total look at the quality of the organization† (Richards, 2012, p. 41). â€Å"All service industries should seek to adopt and implement TQM so that proactive identification and response to needed changes can lead to continuous improvement† (Talib, et al. 2011). â€Å"Quality-conscious companies normally have a strong quality culture, which is helpful for achieving customer satisfaction† (Delgado-Hernandez Aspinwall, 2008, p.1016). The practice of TQM can grow a company to have a sustainable advantage in local and international markets (Richards, 2012, p. 36). The third key concept that is applicable to the company is innovation. â€Å"In the modern business world, innovation is just as important as quality, so they must go hand and hand and one complements each other† (Perodomo-Ortiz, et al. 2009, p.5088). Innovation is one if the driving forces of a successful business and allows an organization to introduce new and improve products in the market place. According to Bigliardi (2013), innovation is a complex phenomenon that involves the production, diffusion and translation of knowledge in new or modified products or services, or the development of new production processing techniques. Innovation is very important to the  success of an organization, it creates jobs and promotes the growth of organizations. The fourth key concept that is applicable to the company is the strategy map. As a strategic part of the Balanced Scorecard (BSC), a strategy map provides an organization â€Å"with a tool that helps them better monitor important details about their strategic business processes, thereby enhancing their employees’ understanding of the strategy interactions, which in turn facilitates implementing the business strategy† (Meredith and Shafer, 2013, pg. 99). According to Kaplan and Norton (2004), â€Å"the strategy map provides the visual framework for integrating the organization’s objectives in the four perspectives of a Balanced Scorecard† (pg.45). According to Markiewicz (2013), a strategy map is a tool integrating the developed strategy with operating activities of various organizational units operating in an organization. A specific feature of strategy map is that it describes in a clear manner the process of creating values in organization by indicating a number of cause and effect relationships between four perspectives (learning and growth, intemal-business-processes, customer, financial) and goals adopted within these perspectives. (pg. 161-162) The four perspectives a strategy map addresses include the financial perspective, the customer perspective, the internal business process perspective, and the learning and growing perspective. According to Markiewicz (2013), a strategy map â€Å"enables illustration of cause-and-effect relationship between the processes in all four perspectives and performance indicators at the organizational level. Strategy map and performance indicators at the organizational level constitute the basis for different departments when preparing their individual effectiveness indicators† (pg. 160). The top of a strategy map is the goal that has been specified by management, the next step is how the goal be accomplished, and the remainder of the map shows the cause-and-effect relationships that manag ement has developed on how the goal can be accomplished. The strategy map is used very frequently by all organizations as a simple strategy development tool by management to report the progress of the strategy implemented in their organization to achieve its vision or mission.  The strategy map is a powerful technique that can be applied to any type of business from a public sector organization to a non-profit organization. It is very important to organizations because it encourages its managers to think logically about the elements of their strategy and how the strategic elements interact. This effective tool ensures the managers understand the role of the strategy and how the effective strategy embraces all of the organization’s activities. According to Umayal Karpagam and Suganthi (2012), the strategy map describes â€Å"how the four perspectives: financial, customer, internal process, learning and growth are linked and how they create a balance between the more tangible outcomes through intangible resources† (pg. 7). The fifth key concept that is applicable to the company is the balanced scorecard. Kaskey (2013) says the balanced scorecard â€Å"provides an organization with ways to develop and evaluate strategic objectives and goals† (pg. 22). The balanced scorecard uses financial and nonfinancial strategic information and is â€Å"an accounting report that includes the firm’s critical success factors in four areas: financial performance, customer satisfaction, internal processes, and learning and growth† (Blocher, Stout, Juras, Cokins, 2013, pg. 11). The benefits of the scorecard include ability to implement strategy, ability to track the process of the organization in their achievement of the strategic goals, the organization’s ability to determine manager’s compensation, achieving organizational change, and the ability to achieve the critical success factors. According to Werner and Fuyuan (2012), â€Å"when the score card is adopted, employees become awar e that their performance will be judged based on these measures and targets. Accordingly, employees will act to achieve the established performance targets† (pg. 92). The balanced scorecard is a critical tool for organizations in todays challenging and competitive business environment. It is very important for organizations to achieve its critical success factors to help the overall performance of the organization and to stay competitive. The sixth key concept that is applicable to the company is Six Sigma. This concept is a strategy to increase employee engagement that will then increase customer satisfaction. According to Meredith and Shafer (2013), six  sigma is a comprehensive and flexible system for achieving, sustaining and maximizing business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, improving, and reinventing business processes. (Page 129) This method is an inspiring factor for employees and employees have to be completely engaged in the program for it to be successful and impact employee satisfaction. Six Sigma has been embraced by many organizations, that drive’s improvements in processes, products, and services. When implementing the Six Sigma approach, first provide necessary leadership and resources, implement a reward system, provide ingoing training, select early p rojects, break up difficult projects, and avoid employee layoffs. â€Å"Six sigma’s popularity and success is catching fire throughout the service industry across the globe as no other process improvement (PI) movement before (Sunder, 2013, pg. 34). The seventh key concept that is applicable to the company is benchmarking. According to Cruceru (2013), benchmarking is â€Å"viewed as a continuous process of evaluation of products, services, processes and performance of competitors in order to obtain competitive advantage, benchmarking involves knowledge of all elements occurring when implementing in practice† (pg. 6). Benchmarking is a strategy where the desire to be competitive is a challenge for managers to become knowledgeable and analyze their competitors in the industry and implement competitive strategies to be successful. According to Meredith and Shafer (2013), benchmarking is used for a variety of purposes, including the following: Comparing an organization’s processes with the best organization’s processes. Comparing an organization’s product and services with those of other organizations. Identifying the best practices to emulate. Projecting trends in order to be able to respond proactively to future challenges and opportunities. (pg.133) Benchmarking involves three steps: the first step is concerned with preparing the study, the second step is collecting the data, and the third and final step is what was learned to improve the organization. This process has become one of the most valuable processes to identify performance improvement areas. Benchmarking allows an organization to analyze and improve performance, profitability, business  processes, and market share. There are many types of benchmarking including: process benchmarking-compares business processes and operations, product benchmarking-compares products and services, strategic benchmarking-compares organizational structures, internal benchmarking-internal comparison, competitive benchmarking-comparison of direct competitors, functional benchmarking- comparison of organizations in the same field, and generic benchmarking- comparison of the best com petitor in other fields. According to Cruceru (2013), â€Å"those competitors who will know to focus on benchmarking implementation in management and marketing activities of the organization will achieve increased performance and competitiveness in terms comparable to the best competitors of the time† (pg. 9). Appendix A In order to implement benchmarking in Dover Saddlery the following steps are needed: 1. Understand the company’s current process performance gaps. 2. Obtain support and approval from the executive leadership team 3. Document benchmarking objectives and scope; document the original process. 4. Agree on the primary metrics and put them in writing. 5. Agree on what to benchmark. 6. Develop a data collection plan. 7. Identify research sources and initiate data gathering. 8. Determine how to contact and screen companies. 9. Design a detailed survey to gather information. 10. Decide if gathered information meets original objectives. 11. Conduct a site visit. 12. Apply the learning to performance gaps. 13. Communicate to the executive leadership to ensure continued support. 14. Develop a recommended implementation plan with process owner. 15. Know when to update and recalibrate. The eighth key concept that is applicable to the company is inventory management. Inventory management is extremely important for the success of a organization and having the correct number of items in inventory that is necessary for operation is vital for inventory management. According to Chen (2011), â€Å"the inventory in an organization may contain a large amount of items. A logical inventory classification is necessary for managers to have efficient plan and control of the items† (pg. 1702). Inventory management can be a challenge for any business, but can be even more important for businesses with changing product life cycles or product needs. The development of information systems, has eased some challenges faced with inventory management. The introduction of advanced information system, which aim at better performance than manual product identification and inventory data-keeping procedures, hold much promise for the reduction of inventory inaccuracies. Inventories include work-in-process, raw materials, finished goods, component parts, and so on. By eliminating storage space to business is not only saving on space but also removing defective parts from being hidden until no one knows who had made them (Meredith Shafer, 2013, p. 176). Appendix B Inventory An additional way that we differentiate ourselves from our competition is through our breadth and depth of inventory. We believe our inventory is deeper than our competitors with $10.1 million in on-hand inventory as of December 31, 2005 and more than 5,800 items comprising approximately 28,000 different SKUs. With our extensive inventory position and rapid fulfillment capability, we have historically been able to fill approximately 95% of the items ordered within an average of 1.5 business days. Based on our inventory management systems, continuous monitoring of the products we carry and the fact that we carry very few fashion products, we have historically had very little obsolete inventory. Despite the high level of inventory we have historically maintained, we have turned inventory approximately four times per year and we historically have had no material inventory write-downs. All of the products that are presented in our catalogs are available online and customers can use our websites to enter orders, shop online and check order status and inventory availability. On average, our retail stores stock inventory items represent over 70% of the merchandise  sales we make available through our direct sales channel. All items are available to customers entering our stores by either direct shipment to a customer’s home or for in-store pickup. Conclusion Dover Saddlery is a company that prides on their success and always providing 100% customer service to their customers. Utilizing these eight key concepts, along with successful implementation into the company’s initiatives, they will produce overall success and a winning organization. References Aramyan, L. H., Meuwissen, M. M., Oude Lansink, A. M., van der Vorst, J. J., van Kooten, O., van der Lans, I. A. (2009). The perceived impacts of quality assurance systems on tomato supply chain performance. Total Quality Management Business Excellence, 20(6), 633-653. Bigliardi, B. (2013). The effect of innovation on financial performance: A research study involving SMEs. Innovation: Management Policy Practice, 15(2): 245-256. Blocher, E. J., Stout, D. E., Juras, P. E., and Cokins, G. (2013) Cost Management: A Strategic Emphasis (6th Ed). McGraw Hill: New York, NY. Chen, J. (2012). Multiple criteria ABC inventory classification using two virtual items. International Journal Of Production Research, 50(6), 1702-1713. Cruceru, A. (2013). Benchmarking a method of improving organizational competitiveness. Romanian Journal Of Marketing, (1), 6-9. Delgado-Hernandez, D., Aspinwall, E. (2008). A framework for building quality into construction projects Part I. Total Quality Management Business Excellence, 19(10), 1013-1028. Dinh Thai, H., Igel, B., Laosirihongthong, T. (2010). Total quality management (TQM) strategy and organizational characteristics: Evidence from a recent WTO member. Total Quality Management Business Excellence, 21(9), 931-951. Inventory. (2011). Appendix B of Dover Saddlery, Inc. Retrieved from http://www.hotstocked.com/companies/d/dover-saddlery-inc-DOVR-description-52723.html Kaplan, R. S., Norton, D. P. (2004). How Strategy Maps Frame an Organizations Objectives. Financial Executive, 20(2), 40-45. Kaskey, V. L. (2013). The Balanced Scorecard: A Comparative Study of Accounting Education and Experience on Common Measure Bias. Advances In Management, 6(7), 22-25. Markiewicz, P. (2013). Methodical Aspects of Applying Strategy Map in an Organization. Business, Management Education / Verslas, Vadyba Ir Studijos, 11(1), 153-167. Meredith, J. R., Shafer , S. M. (2013). Operations management for MBAs (5th ed.). Hoboken, NJ: John Wiley Sons. Perdomo-Ortiz, J., Gonzalez-Benito, J., Galende, J. (2009). The intervening effect of business innovation capability on the relationship between Total Quality Management and technological innovation. International Journal Of Production Research, 47(18), 5087-5107. Richards, J. (2012). Total Quality Management. Business Management Strategy, 3(2), 36-42. Rouse, M. (2007, Feb). Quality Assurance (QA). Retrieved from http://searchsoftwarequality.techtarget.com/definition/quality-assurance. Sunder, V. (2013). Six Sigma— A Strategy for Increasing Employee Engagement. Journal for Quality Participation, 36(2), 34-38. Talib, F., Rahman, Z., Qureshi, M. N. (2011). Prioritising the practices of total quality management: An analytic hierarchy process analysis for the service industries. Total Quality Management Business Excellence, 22(12), 1331-1351. Umayal Karpagam, P. L., Suganthi, L. L. (2012). A Strategy Map of Balanced Scorecard in Academic Institutions for Performance Improvement. IUP Journal Of Business Strategy, 9(3), 7-16. Werner, M. L., Fuyuan, X. (2012). Executing Strategy with the Balanced Scorecard. International Journal Of Financial Research, 3(1), 88-94. Yang, C. (2006). Establishment of a Quality-Management System for Service Industries. Total Quality Management Business Excellence, 17(9), 1129-1154.

Does The Void Exist Essay -- essays research papers

Does the void exist? One of the main controversies in Pre-socratic philosophy is the dispute of the existence or non-existence of the void. Two groups of philosophers argue this idea. The first group, namely Parmenides, argues that the void does not exist. This is the opinion of the Monist philosophers. The other group is the atomists who argue this thesis and believe there is a void. This group is primarily represented by the philosophers, Democritus and Leucippus. Parmenides argues against the existence of the void. The plenum fragment states his opinion quite clearly: "Nor is it divisible, since it is all alike; nor is there more here and less there, which would prevent it from holding together, but it is full of what is. So it is all continuous, for what is clings close to what is." This shows the idea, that if there would be a void or an empty space then "what is" would move into it. Hence, there is no void. Because "what is" fills up this space completely. "Since it is all alike" volume or density is continuous everywhere. Since it is not divisible there is no void between "what is". Also "what is" itself has no void in it. If there were void or space in one object, compared to a more denser object these particles would not "...

Crash Movie Review

Misconception The 2004 movie Crash, directed by Paul Haggis, is a resemblance of how our society is today. It demonstrates people’s actions during their daily lives. There is a disconnection between every person and that is what makes each individual who they are. One way of depicting each person is through their actions, decisions, and the way they deal with people. Throughout the movie hate crime and hate speech was captured in the movie Crash through several characters. The one which I could easily identify was with the Persian family, Farhad the husband, Shareen the wife, and the daughter Dorri.Several incidents occurred that could be portrayed in reality. The family business store was robed at gun point and to prevent the incident from occurring again, the family decided to purchase a gun for protection. Protection of a gun was the only way that Farhad could feel safe. Often people think that having a gun is the only way to not be harmed and the movie challenges that per ception. Purchasing the gun was difficult because Farhad was from the Middle East. Dirk, the gun owner, gave the family a hard time when he denied them the right to purchase the gun.I believe the gun seller had the mentality that the Persians were Arabian and that they were planning a terroristic attack. After the 911 attack in society, most Americans judge anybody with Arabian characteristics as the â€Å"evil† people. They feel that they are in America for one purpose and that is to cause terror. The store was vandalized and graffiti of the nationality Arab was mistakenly (the family is Persian) drawn on the wall of Farhad’s store. The family was victims of hate crime and hate speech without any justice; they were being attacked because of assumptions of being Arabian.The judgment on the family’s ethnicity is something that constantly occurs around America. Personally, my family is Haitian and they speak Creole, since my family looks African American but speak another language, some people easily assume that they are African. My family has an accent and there were times when we would go to stores and people of other races would insult my family and tell them to go back to Africa because they could not understand what they were saying. My family had several situations where they had to leave a store a restaurant because of being a different ethnicity.Throughout the movie, one would think that Farhad would have better treatment toward other people because of how others treat him and his family, but he displays the same treatment given to him, to others. After the store was vandalized, the shopkeeper called a locksmith by the name of Daniel to repair the lock. The lock was repaired, but it was the door that needed to be replaced and Daniel informed Farhad of this. The cold harsh treatments of other people cause Farhad to treat others the same way.He becomes offensive and disrespects the repairman because he feels that the repairman is tryin g to rip him off. Daniel constantly told Farhad that the door needed to be replaced and Farhad did not take his words into consideration. Farhad insulted him and the repairman was so angry that he left without getting paid for his work. The door not being fixed caused Farhad to have more animosity to people outside his race. Aside from showing the animosity of foreigners, this movie also shows that Americans are not friendly people and mistreat foreigners who come to America for a better life.The Persian family has their own store and it was their most prized possession in America. The young people hated them so much that they broke into their store and vandalized it. The vandalized store caused Farhad to blame the repairman. Whenever there is problem, human beings seem to never take accountability for their actions and blame other people before blaming themselves. Farhad accused the repairman for being at fault for the destructions of his store and tried to get his insurance to cov er the damages.The insurance could not reimburse Farhad for the damages of his store because the repairman told Farhad that the door needed to be replaced. Therefore, Farahad decided to get justice on his own. He wanted to retaliate and he identified the home address of the locksmith and waited on him to come home from work. Farhad saw the locksmith approach his home so Farhad walked toward him and pointed a gun at him. The Daniel’s daughter, Laura, saw the altercation, ran and jumped up on her father to give him a hug and protect him from getting shot.Farhad pulls the trigger and nothing happens to the little girl. Farhad’s decision was selfish; he was too concerned about his shop and did not realize that killing a human being was not the right decision. Being that the shopkeeper, Farhad, is an immigrant, he was hated by Americans and it caused him to hate other nationalities as well. He wanted justice and he felt that the only way he can get it was by matching the ha tred of his, with the hatred of his ethnicity, from other people. The people who vandalized Farhad’s store were negligent and did not accept diversity.Farhad’s was tired of being hated because of his ethnicity, so he decided to take action. He was mistreated and he wanted the mistreatment to stop, he wanted to retaliate and make Daniel pay for the vandalism of his store. People in our society often feel that the only way that they can feel better about a person or situation is if they resolve it through fighting or killing. These conflicts are resolved by negative decisions of crimes and hurtful words because of being different in a society. There needs to be more peace and less violence in the world and the movie Crash exemplifies why.

The Indian Business Process Offshoring Industry - 1120 Words

Case3 The Indian Business Process Offshoring Industry Global business process offshoring (BPO) has been becoming more popular in the last two decades. Increasing cost pressures made Western companies start to offshore IT activities to developed economies, which offered them cost attractiveness. One of the countries with the most developed Offshoring industry is India accounting for 30% of the global BPO Industry. Case’s Facts: * Global business process offshoring (BPO) industry is $50billion in 2012. * India accounts for 30% of the BPO Industry * BPO sector in India employs over 4.5 million people * India has an increasing amount of English speaking graduates. * BPO evolution 1. Routine IT activities†¦show more content†¦Switching back would imply high costs. | 2. What unique resources and capabilities help Indian BPO firms to compete globally and also enter new markets? Resources and capabilities | Tangible | * Financial: Indian firms haven t been highly affected by the GFC, which have given them the capital to acquire IT specialised companies in US and European market. * Physical: operation in Europe, Asia, North America and Latin America. Specialisation of their locations in different services. * Technological: Diversified portfolio of services and global delivery capabilities. * Organisational: Ability to generate high quality low-cost services. | Intangible | * Human: skilled IT human capital (English graduates) * Innovation: ability to innovate to the necessities of the clients: Indian BPO went from offshoring routine IT activities to specialise IT. New capabilities to serve newer industries (healthcare) and across the full range of product development value chain.- Reputation of providing high-quality services at low cost | 3. What formal or informal institutions make accelerate or constrain the growth of Indian BPO industry? Formal: Government role. BPO sector in India employs over 4.5 million people. Therefore, it is an essential industry for the country’s economy. Indian government is concerned about continuing the development within the industry. SomeShow MoreRelatedIndi Indias Economic Effect On The United States1717 Words   |  7 Pagesbase of workers for input in emerging markets leads to greater outputs of production, which is important for shifting the production possibility curve outward and building a strong national economic base to compete globally. In 2005, 50 million Indians fell into the middle class income bracket with a purchasing parity power between $4,380 and $117,650 (US), but this was only 5% of the population. Current economic and population growth rates predict that the middle class will swell to 583 millionRead MoreIndia s Increasing Demand For Kpo825 Words   |  4 PagesThe CAGR (compound annual growth rate) was expected by the Indian KPO sector between 2003 and 2010 was of 49.5%. 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Essay2179 Words   |  9 Pagescertain industries in recent years – there is an increasing number of businesses hiring workers in foreign lands, especially India and other Asian nations, to perform work that has traditionally been done by Americans. This trend had been particularly noticeable in the field of information technology, where most analysts believe salaries have been negatively impacted by this practice, known as â€Å"offshoring† (â€Å"Offshoring Eats†). Since information technology lies at the heart of business in theRead MorePros and Cons for Outsourcing1710 Words   |  7 Pagesproponents of offshoring services outside of the US. They say that the benefits of outsourcing exceed the disadvantages. The main discussion is more likely a political one. It shows that a lot of citizens are pursuing protectionism to prevent any problems for American workers. THEORY Outsourcing occurs when a company fragmentizes a production process and sends this to another outside company. When companies are outsourcing to other countries/continents, it is also known as offshoring. A surveyRead MoreChallenges Of Bpo Industry1881 Words   |  8 PagesChallenges due to low cost countries on India’s IT-BPO Industry India is facing competition from other countries around the world in IT outsourcing. China, Ireland, The Philippines, Malaysia, Vietnam, Poland, and Egypt are just some of the countries that aggressively looking at IT outsourcing for growth. Over the years these countries have been developing their country to be able to provide IT outsourcing and lay a strong foundation to sustain this new idea.   According to KPMG (2016), some of theRead MoreBig Breakthroughs Happen When What Is Still1201 Words   |  5 Pagesprotocols for computers to communicate within themselves without human intervention. The importance of the third flattener cannot be emphasised enough. The next three flatteners that Friedman talks about are uploading, outsourcing and offshoring. Outsourcing and offshoring came into the picture when companies started acknowledging the Y2K issue and thereby put India and China on the map. Friedman then cites Walmart as an example to explain the emphasis of improving Supply Ch ain Management on globalisationRead MoreFirst Social Impact On Changing Career Models1453 Words   |  6 Pages As the variation of workers’ income levels, status and values about business and the character of the U.S. government, significant social impacts are generated from these changes (Earl, as cited in Knapp, Sharma King, 2007). First social impact involves changing career models. According to Sullivan (as cited in Terjesen, 2006), conventionally, careers have followed an upward, linear series through one or two firms or consist stable employment in one progression. Terjesen (2006) claims thatRead MoreCase Study1945 Words   |  8 Pagessimilar to the competitor NDTV because of the 24 hour format of news television, but there are many things that are different at CNN-IBN. NDTV may do a good story one day and CNN-IBN put together another good story the next day. It is a constant process of evolution. But people notice the differences between CNN-IBN and other news channels. Every news channel is going to say that news is its core value. A news channel’s USP depends on how the channel treats the news and what impact the news