Understanding Business Organisations - Free Essay Example

Sample details Pages: 8 Words: 2442 Downloads: 1 Date added: 2017/06/26 Category Business Essay Type Research paper Did you like this example? Contents Task 1.3 Technology Advisory Group.3 Task 2.4 Project plan..4 Task 3.5 Organisation structure5 Management profile..6 Task 5.7 Organisation targets and objectives..7 Task 6.13 Formal communication.13 Task 7.15 Managing Virtual Teams..15 REFERENCES16 TASK 1 The government has an important role to play in providing easy, low-cost access to information. Numerous studies and reports call for a more coordinated access for businesses to information on markets, industries and regional economies. In this case, most SMEà ¢Ã¢â€š ¬Ã¢â€ž ¢s want better information about the local and regional economy to help position their businesses and raise competitiveness. Don’t waste time! Our writers will create an original "Understanding Business Organisations" essay for you Create order Therefore, there is an urgent need for these government funded organizations to play the role of considering a more formal mechanism to listen to the needs of businesses, improve access to information and ensure they provide partial electronic services to people and small businesses through Government portals. The stimulation of the SMEà ¢Ã¢â€š ¬Ã¢â€ž ¢s by these funded organizations can reduce the level of unemployment and contribute to a more equal distribution of economic powers. The development of the SMEà ¢Ã¢â€š ¬Ã¢â€ž ¢s is important for the social and economic development of the country, since they increase competitiveness and mobilize idle funds to productive aims. The business community (the SMEà ¢Ã¢â€š ¬Ã¢â€ž ¢s) has unique information needs that need to be addressed with a specifically designed information system integrated in the National Treasury, Kenya Revenue Authority, Home Affairs State Department and Immigration Office. A multi-faceted approach to information provision is necessary because of the variation in needs, literacy and business prospects. Training needs of both the business managers of the SMEà ¢Ã¢â€š ¬Ã¢â€ž ¢s and information specialists should be identified and recommended as part of the business information system design. TASK 2 UNIT: Understanding Business Organizations TITLE: Technology Advisory Group Task 3 Organization chart for T.A.G ORGANISATION STRUCTURE The structure adopted is functional organizational structure which will involve organizing the activities of the advisory group around areas of specialization. This approach involves a considerable amount of process standardization within the organization, with the real decision-making authority centered at the top of the organization. EFFICIENCY INTO OPERATION BY THE STRUCTURE the organization will achieve significant efficiencies in terms of process flow and management methods as the staff will be allowed to focus on one s pecific functional area to the exclusion of all else. It is ideal for the organization because it is easier to monitor and update the training of employees when they are focused on narrow functional areas. The organization will also use this approach to cultivate a group of extraordinary specialists who can strongly impact the functions of the company. KEY MANAGEMENT PROFILE Administration and Finance Their role is to provide a general oversight of the operations of the organization.The team will consist of a General Manager, Finance Manager with 1 administrator and ICT Manager with 1 administrator. This team will be responsible for effective planning, delegating, coordinating, staffing, organizing, and decision making to attain desirable profit making results for the organization (Sayles 1979). Marketing and PR Their function is mainly to increase sales for the organization. Assigned here will be the Head of Marketing, two(2) executives inMarketingand two (2) executives i n PR. As the teams begin to work together they need to come up withconcrete and up-to-date plans to maximize profits while creating long-term customers as well as adding value to the product and our services. IT Consultantsà ¢Ã¢â€š ¬Ã¢â‚¬Å"They play the role of advising businesses on how best to use information technology to meet their business objectives.Two(2) Senior Consultants will be in charge. In addition to delivering advice, four(4) Middle-Level Consultants and four (4) Junior Consultants will oversee the workshops that will look at the technologies that can be underpinned by Superfast Broadband. They will work hand in hand with five(5) IT Trainers, two(2) website administrators and two(2) graphicdesigners to manage, implement, deploy, and administer IT systems of the organization. TASK 5 BUSINESS PLAN FOR T.A.G The intentions of Technology Advisory Group is to offer clients with an all-inclusive assistance through free consultancy and specialist advice on busin ess prospects offered by Superfast Broadband In the form of articles and blogs written by IT specialists.The three year goals for Technology Advisory Group are the following: Achieve break-even by Year 2. Establish along-term contract with the Central Government. Establish a minimum of95% customer satisfaction rate to establish long-term relationships with our clients and create word-of-mouth marketing. T.A.G has established a status for quality work and plans to continue to heighten its image in the trade. The organization endeavors to become a well-known benefactor of IT related guidance to SMBà ¢Ã¢â€š ¬Ã¢â€ž ¢s through the following: Increasing service backings by consolidating specialist workshops which will look at the technologies that can be fortified by Superfast Broadband, including Cloud Computing, collaboration and interactive websites. Increasing obtainability and accessibility to present and future customers through a range of pamphlets and case studies that give hands-on insights into the enactment of Superfast Broadband by small businesses Crafting innovative, unique, and cost-effective interpretations to hitches currently met by customers. Technology Advisory Group has established community calendaring and groupware applications for use by the organization. This will support in providing a modest, convenient tool for the organization and staff to consolid ate, plan, track projects and workshops. T.A.G will leverage its profile-raising services to help offer secondary income streams as the organization will inaugurate induction of free email services, business directories, and other related services which will entice current and prospective customers to our offices and workshops. These will be used to generate advertising proceeds, as well as increase publicity of our range of services. To generate sales, T.A.G has incorporated the use of direct marketing which will focus on Trade Shows. T.A.G will partake in selected local and national shows that will provide an opportunity to develop exposure. This is a very effective tool in creating responsiveness and stimulating lead activity.And also Contact Campaigns as this initiative will encompass various methods of reaching potential customers to generate interest, followed by direct mail to the potential customer. The organization has a well-articulated human resources strategy wh ich ensures that labor regulations are stringently followed and that all pamphlets relating to labor law are upheld hence confirms that the employees are exceedingly inspired to ensure that they are industrious. T.A.G has articulated human resources scheme that is in line with those that directly deal with intensifying through attainment. Strategies that should be put to ensure that the company achieves further growth Marketing strategy The organization has to put more exertion in having access to the global market. It should put more effort in advertising of its services to other parts of the ecosphere that it has not accessed the market. It should discover probable market such as other African republics. T.A.G should upturn the number of workshops and virtual assistance services and through this; the company will offer its customers with a choice of service to pick from. The organization should guarantee that its branding and packaging are of high standard and should chan ge with customers change in taste and fashion. The company should contemplate using publicizing tools such as S.W.O.T analysis in guaranteeing that it retains its control of limited market and as a means to subsist in an atmosphere that has stiff competition. Information system strategy Technology Advisory Group should deliberate on using more than one software when executing a given assignment. The administration should concoct a way in which the systems are incorporated. This is to warrant that proficiency is upheld and the work done is precise and can also certify that fraud activities are curtailed. Human resources strategy The organization should also upturn the number of university fresh alumni who are undertaking management drills. This is decisive in that it will advance new skills and different concepts from these graduates and this will support the Technology Advisory Group in development. It is persons who make an organization to grow therefore, to ensure that T.A.G has a stout pool of human resources, it should contemplate efficient in training for employees to keep them informed on new skills so that the enterprise can keep pace with other major conglomerate corporations in relations to human resources. Competitive Edge The Technology Advisory Group should emphasis precisely on facilitating small and emergent businesses exploit their potential for accomplishment by distinguishing itself in the following means: Cost-effective personal interaction with IT consultant presence: T.A.G should target new expanses with local consultants, permitting it to personally cooperate with small businesses without needing to bring consultants to the region. A diverse network of consultants and alliance partners: By relying on a nationally circulated talent base harmonized to work together tenuously, the organization should be able to bring together an assortment of skills to encounter the needs of its clients. Positioning Statement The Technology Advisory Group delivers much needed skills and experience to small to medium business initiators to help their businesses embrace the Superfast Broadband. Our services are bespoke specifically to the distinctive needs of small to medium businesses and focuses on up-to-date citations of specialist suppliers of Superfast Broadband and allied services that can advance overall business performance. With a scarcity of available talent plus the usual budget pressure usually associated with small businesses, our services provide a cost-effective substitute to attaining faster communications inorder to advance the ways in which they do business. The Technology Advisory Group will position itself as the prominent marketing and management consulting firm focusing solely on small businesses. Projected Profit and Loss Key expenses will comprise the cost of payroll for the growing staff, marketing to endorse the Superfast Broadband in the community, and the organizations rent and devaluation. The organization will show a revenue in the first year which will continue to propagate. This is anticipated due to the high gross margins of marketing internet broadband to small and medium businesses Annual sales projection Annual sales projection Task 6 Formal communication Communication is the process through which one person conveys information to another person through applicable medium. These are the major communication systems implemented as these terms are used recurrently in organizations. Upward communication Is the process of information travels from lower to higher ranks in the hierarchy.Various mechanisms can be implemented by T.A.G to facilitate upward communication. Examples, Suggestion boxes, group meetings and participating in decision-making. This is maintained to get feedback to managers from employees. Downward communication Is the process of information flowing from superior to subordinate à ¢Ã¢â€š ¬Ã¢â‚¬Å" from managers to operating staff.Itis related to the hierarchical structure of the organization as messages seem to get large as they travel downward through successive levels of the organization. Example, annual reports, notices and employee performance feedback. Horizontal communication Flow of messages across functional areas shared among people on the same hierarchical level of an organization. This form of communication facilitates for problem solving, task coordination between departments and project teams. How can intranets and groupware help improve communication? Intranets Organization information can be warehoused centrally and retrieved at any time due to superior internal communications. sharing of resources and best practice as virtual groups can be deliberated to expedite information sharing and collaborative working improved customer service better access to accurate and reliable information by your staff leads to heightened levels of customer service forms can be accessed and completed on the computer, then forwarded as appropriate for approval, without ever having to be printed out, and with the benefit of an audit trail Groupware It facilitates users to post ideas, questions or suggestions on given themes of discussion as it allows users to engage with other members of the group thus enhancing business alliances. It permits users to send messages to other members of the organization and outside of the organization. It ensures that users can retain online calendars viewed by other colleagues to assist with the arranging of meetings and project planning as users are able to identify when members are available or times when they are consumed with other tasks. Task 7 Managing virtual teams Virtual teams are defined as à ¢Ã¢â€š ¬Ã…“affiliated individuals using computer-mediated telecommunications to share information electronicallyà ¢Ã¢â€š ¬Ã‚  (Kirkman, Rosen, Tesluk, Gibson, 2009, p. 54). Challenges posed by virtual teams in managing individual teams Physical Observation Limitations managers are physically limited to observe their employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ performance and efforts, and how to implement effective methods for going about measuring productivity, building trust, and managing teams given their particular constraints (Kirkman, Rosen, Gibson,Tesluk, McPherson, 2002). This renders the manager unable to provide constructive performance feedback and harness the full potential of the team. As a result, monitoring and measuring performance remain problematic and sources of concern (Kurkland Bailey, 1999). Overemphasis on Output Evaluation Evaluation of virtual team performance is a challenge when managers directly focus on outcomes rather than process especially when those results prove difficult to measure and observe.Therefore, Managers cannot accuratelyascertain performance due to reduced capability toobserve and monitor the process. Employee Equity and Organizational Justice Issues Virtual team members may feel organizational injustice when compared to those who are present in the actual workplace. Professionally, employees fear that being à ¢Ã¢â€š ¬Ã…“out of sightà ¢Ã¢â€š ¬Ã‚  infers being à ¢Ã¢â€š ¬Ã…“out of mindà ¢Ã¢â€š ¬Ã‚  fororganizational rewards thus becomes a significant challenge whenevaluating members of virtual teams against those at the physical office (Kurkland Egan, 1999). Recommendation on how T.A.G will address this challenges Increasing Information Flowà ¢Ã¢â€š ¬Ã¢â‚¬Å"the virtual team project manager should institute mutual knowledge among team members through team building activities and grant members access to evocative project documentation, which lists acronyms and other project specifics important for team members to understand (Davis Khazanchi, 2007). The à ¢Ã¢â€š ¬Ã…“Balanced Scorecardà ¢Ã¢â€š ¬Ã‚  à ¢Ã¢â€š ¬Ã¢â‚¬Å" the virtual team manager should create an all-inclusive balanced scorecard based on T.A.Gà ¢Ã¢â€š ¬Ã¢â€ž ¢s priorities when evaluating performance. This may consist of the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s values in the fields of growth, profitability and customer satisfaction. This enables managers to have a far more transparent understanding of the effectiveness of their virtual team and create more standardized methods of evaluating future virtual team performance. Reference: Boddy, D. (2005). Management: An introduction. 3rd edition.England, Pearson education, Prentice Hall. Campbell, D Craig, T. (2005).Organizations and the business environment.2nd edition.Oxford, UK, Butterworth-Heinemann. Davis, A., Khazanchi, D. (2007). Does mutual knowledge affect virtual team performance? Theoretical analysis and anecdotal evidence. American Journal of Business, 22(2), 57-65. Kirkman, B.L., Rosen, B., Gibson, C.B., Tesluk, P.E., McPherson, S.O. (2002). Five challenges to virtual team success: lessons from sabre, Inc. Academy of Management Executive, 16(3), 67-69. Kurkland, N.B., Bailey, D.E. (1999). Telework: The advantages of working here, there anywhere,and anytime. Organizational Dynamics, 28(2), 53-68. Mullins, L.J. (2010). Management and Organizational behavior.9th edition.England, prentice hall financial times. 1

High Performing Innovative And Creative Individual With...

PROFESSIONAL SUMMARY High-performing innovative and creative individual with over 20 years of experience in a competitive and fast-paced technical environment. Participated and led several intensive product developments. Dependable Product Developer bringing management experience and a willingness to take on added responsibility to meet tight deadlines. Enthusiastic team player with a strong work ethic and advanced complex problem-solving skills. Engineering Manager dedicated to continuous process improvement in the face of rapidly evolving and changing markets. Extremely results-oriented and proactive in addressing and resolving problems. Talented leader focused on process improvement and on-time project delivery. Developed multiple products with DfX principles with objectives such as cost, manufacturability, serviceability, maintainability and usability. Tech-savvy Project Manager versed in all aspects of project management from inception to completion as well as a very good technical know-how. Excels in recruiting and talent acquisition, as well as process re-engineering and improvement. SKILLS ï‚ § Multi-discipline Product Engineering ï‚ § Product Development ï‚ § Engineering Management ï‚ § Project Management ï‚ § Cross-functional Team Leadership ï‚ § Deadline-oriented WORK HISTORY HIFINITE SYSTEMS - San Diego/San Francisco, CA Medical startup focusing on optimizing hospital processes by collecting patient data from Medical IoT sensors Management Consultant, May 2016 – CurrentShow MoreRelatedEmployee Engagement Is The Active Pursuit Of These Objectives Essay1160 Words   |  5 PagesJob involvement is the degree to which an employee is engaged in and enthusiastic about performing their work. 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Rico Act Essay Free Essays

The RICO Act has been an important component in addressing organized and white collar crime. Write a five page (double-spaced) essay that summarizes the RICO Act and its impact on organized and white collar crime. Be sure to support your thoughts with information from our readings. We will write a custom essay sample on Rico Act Essay or any similar topic only for you Order Now Rico Act Essay The term â€Å"Rico Act† stands for the Racketeer Influenced and Corrupt Organizations (RICO) Act, Codified as chapter 96, Title 18, of the United States Code which was passed by Congress in 1970. The purpose of the Act was to eliminate the ill-affects of organized crime on the nation’s economy. The Rico Act provides for extended criminal penalties and a civil cause of action for acts performed as part of an ongoing criminal organization. The RICO Act focuses specifically on racketeering, and it allows for the leaders of a syndicate to be tried for the crimes which they ordered others to do or assisted them in doing. It closed a perceived loophole that allowed someone who told a man to commit a crime such as murder, to be exempt from the trial because they did not actually do it or were physically involved. Racketeering is defined as the process of forming or running an organization to operate or commit or otherwise execute ongoing criminal activities. For example the drug mafia planning and executing drug traffic in an organized manner. Such crimes are generally illegitimate business when a person commits crimes such as extortion, loan-sharking, bribery, and obstruction of justice in furtherance of illegal business activities. The definition of a â€Å"racketeering activity† means any act or threat involving murder, kidnapping, gambling, arson, robbery, bribery, extortion, dealing in obscene matter, or dealing in a controlled substance or listed chemical (as defined in section 102 of the Controlled Substances Act), which is chargeable under State law and punishable by imprisonment for more than one year. There are a number of illegal and prohibited activities listed in the act and are as follows: Prohibited activities listed in Section 1962 of the Rico Act. a) It shall be unlawful for any person who has received any income derived, directly or indirectly, from a pattern of racketeering activity or through collection of an unlawful debt in which such person has participated as a principal within the meaning of section 2, title 18, United States Code, to use or invest, directly or indirectly, any part of such income, or the proceeds of such income, in acquisition of any interest in, or the establishme nt or operation of, any enterprise which is engaged in, or the activities of which affect, interstate or foreign commerce. A purchase of securities on the open market for purposes of investment, and without the intention of controlling or participating in the control of the issuer, or of assisting another to do so, shall not be unlawful under this subsection if the securities of the issuer held by the purchaser, the members of his immediate family, and his or their accomplices in any pattern or racketeering activity or the collection of an unlawful debt after such purchase do not amount in the aggregate to one percent of the outstanding securities of any one class, and do not confer, either in law or in fact, the power to elect one or more directors of the issuer. (b) It shall be unlawful for any person through a pattern of racketeering activity or through collection of any unlawful debt to acquire or maintain, directly or indirectly, any interest in or control of any enterprise which is engaged in, or the activities of which affect, interstate or foreign commerce. c) It shall be unlawful for any person employed by or associated with any enterprise engaged in, or the activities of which affect, interstate or foreign commerce, to conduct or participate, directly or indirectly, in the conduct of such enterprise’s affairs through a pattern of racketeering activity or collection of unlawful debt. (d) It shall be unlawful for any person to conspire to violate any of the provisions of subsection (a), (b), or (c) of this section. Under RICO, a person who is a member of an illegal enterprise or organization that has committed any two of 35 crimes including 27 federal crimes and 8 state crimes, within a 10-year period, can be charged with racketeering. Those found guilty of racketeering can be fined up to $25,000 and sentenced to 20 years in prison per racketeering count. In addition, the racketeer must forfeit all ill-gotten gains and interest in any business gained through a pattern of â€Å"racketeering activity. RICO also permits a private individual harmed by the actions of suc h an enterprise to file a civil lawsuit and collect monetary damages. Despite its harsh provisions, a RICO-related charge is considered easy to prove in court, as it focuses on patterns of behavior as opposed to criminal acts. Although some of the RICO predicate acts are extortion and blackmail, one of the most successful applications of the RICO laws has been the ability to indict or sanction individuals for their behavior and actions committed against witnesses and victims in alleged retaliation or retribution for cooperating with federal law enforcement or intelligence agencies. Unfortunately, due to the complexity of bringing organized crime members to justice, ten years passed before the first RICO convictions were obtained. Throughout the 1970s crime families continually fought for power over the many racketeering enterprises that brought in huge sums of money. The National Conference on Organized Crime in 1975 estimated that mob related racketeering reached about $50 billion a year in the United States. An example of a popular case where the Rico Act was used to bring down a criminal organization was the numerous arrests of members of the Gambino Crime Family. The Carlo Gambino family was one of New York’s most powerful in the American Mafia. It was successfully weakened by convictions obtained under the RICO Act of 1970. Under Gambino’s leadership, family rackets spread into new areas. Starting in the late ’50s, they engaged in large-scale drug trafficking. The Gambino and Lucchese families put a stranglehold on illegal activities at JFK International Airport, effectively boxing out all competition. Gambino bought into all kinds of legitimate businesses such as pizza parlors, meat markets, restaurants, construction companies, trucking firms, dress factories, and nightclubs, and used them as fronts to facilitate illegal operations. Battles for power and control between crime families resulted in numerous murders. Members of one family would assassinate another’s boss. The family of the assassinated boss sought revenge by murdering a member of the offending family. Murders were also committed to prevent a crime member from testifying in a trial. The first convictions of American Mafia members under RICO began in 1980. Numerous gangsters were convicted for a variety of racketeering offenses. In 1985 the bosses of all five New York City Mafia families were convicted under RICO and each received at least one hundred years in prison. In 1992 Salvatore â€Å"Sammy the Bull† Gravano testified in court against his boss, John Gotti, head of the Gambino crime family at that time. In doing so he broke the sacred code of the Mafia, the code of silence barring every Mafia member from ever testifying against another Mafia member. Gotti was sentenced to life in prison. His brother Peter Gotti took over the family but was sentenced in April 2004 to nine years in prison. From our reading, we also learned that Rico can provide other benefits to local, county, state and federal law enforcement. As stated by Osterburg and Ward, page 632, â€Å"Through asset forfeiture provisions the government can confiscate money, houses, cars, boats, planes, electronics and weapons. This has not only impacted on the specific criminals targeted, but in many jurisdictions has been used as a means for law enforcement to expand their own efforts. In my own department, we use the proceeds from asset forfeitures to purchase vehicle equipment and bullet proof vests. Summary For decades, law enforcement strategies have focused on identifying and prosecuting the leaders of criminal enterpris es. Members may be charged or arrested for relatively minor infractions. Charges for even small infractions can provide prosecutors with the leverage to conduct further investigations of the group. The goal is to get â€Å"smaller fish† to â€Å"flip† and testify against the heads of the organization. The ultimate aim is to disrupt the group as a whole. Since the inception of the Rico Act, thousands of arrests and convictions have been handed down against members of organized crime. All five New York crime families have been disabled by Rico convictions and numerous other crime families have felt the sting. There has been mixed reviews on the total effectiveness of the Rico Act, but most will agree that there seems to be no end to organized crime and those willing to engage in criminal activity and enterprise. References www. ricoact. com/ricoact/nutshell. asp RICO – What Happened Next . . . – Crime, Family, Mafia, Families, Organized, and American http://law. jrank. org/pages/12394/RICO-What-happened-next. html#ixzz1XrNLl9Gg http://www. trutv. com/library/crime/gangster_outlaws/family_epics/gambino/3. html www. justice. gc. ca/eng/pi/rs/rep-rap/2005/rr05_5/p5. html. Osterburg and Ward. , Criminal Investigations, A Method for Reconstructing the How to cite Rico Act Essay, Essays

Mis on Fmcg Essay Example For Students

Mis on Fmcg Essay A management information system (MIS) is a system or process that provides information needed to manage organizations effectively. Management information systems are regarded to be a subset of the overall internal controls procedures in a business, which cover the application of people, documents, technologies, and procedures used by management accountants to solve business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Management Information Systems (MIS) is a field of science that studies on (1) How better we can manage technologies (2) How better we can design information systems, in order to enhance a firms effectiveness, efficiency and profitability. A strong MNC presence in the FMCG (Fast Moving Consumer Goods) sector, the existence of a wide distribution network, intense competition, the availability of key raw materials, lower labour costs, and a presence across the entire value chain have resulted in a thriving market for FMCG companies. The sector will grow by over 50 percent in rural and semi-urban India by 2010. With the opening up of the Indian market to foreign players, Indian companies have increased their use of IT as a business tool. Indeed, it has become an essential element for these companies to understand the needs of their customers and handle their employees. Many FMCG companies need to consolidate their information base that’s been accumulated from different sources. As these companies have operations spread across India, the major problem they are facing is data integration. In order to bring efficiency to their processes, they are deploying different IT solutions to keep online information about their manufacturing plants, distribution points, distributors and retailers. After identifying the need for integration, companies are deploying software to increase operational efficiency. IT solutions expose weak links in the value chain, increase departmental inter-action, improve processes, and speed-up decision-making. Enterprise hardware continues to keep its lion’s share of IT spending by FMCG companies. Area in the enterprise hardware segment is networking, the demand curve of which is also moving upwards. Many FMCG companies are using PDAs for capturing data either from the supply chain or from retail outlets, especially in rural areas. Growing ERP market As per the survey, 27 percent of FMCG companies invested in ERP last year, while 93 percent are planning to invest in the coming fiscal. Companies are deploying ERP systems to optimise the distribution network and improve delivery mechanisms. Implementing IT solutions has led to an improvement in the service levels of these companies vis-a-vis their dealers through the redressal of potential stock-out situations. This has also been made possible due to better visibility of sales, inventory and production in progress data. While companies such as HLL, Eveready, Britannia and Samsung India are depending on vendors to implement the solutions, LG Electronics has deployed solutions developed in-house. Meanwhile, Britannia recently upgraded its SAP application to mySAP, and integrated the same with Lotus Notes. T S Purushothaman, Britannia’s Corporate Manager for IT and Systems says, â€Å"The factors that we focus on while taking the decision to purchase are financial strengths, experience, team strength, customer base and references from others. Outsourcing down Maintenance of IT infrastructure is the principal area of outsourcing among FMCGs, but the trend has gone down. Last year 30 percent of respondents from this sector had outsourced their IT activities; this time around only 22 percent of them intend to do so. The most important factor influencing outsourcing is the desire to reduce costs and focus on core competencies. The factors that companies look at while deciding to outsource are the consultant’s specialisation, vendor’s specialization and reputation, and also the expenditure involved in the process. Unsere Sprache hat's verdient EssayIn data warehousing, data mining and the BI segment, FMCG enterprises invested 20 percent in the previous financial year and 47 percent intend to do so this fiscal. â€Å"The FMCG sector has been very technology-savvy, and is an early adopter of IT. Today, on one hand, we have global companies operating in India, but on the other hand we also have many Indian companies operating globally. Business application solutions have enabled these companies to globalise rapidly, and roll out processes which are fine-tuned to the requirements of each geography. † In the CRM segment, 20 percent of FMCGs have invested and 33 percent will invest in this fiscal. 0 percent have invested in SCM and 47 percent going to invest in 2006-07. Most FMCG giants are investing in SFA. Purushothaman head of Britannia continues, â€Å"Technology remains an integral part of our business. We need to upgrade our technology in line with the constant changes that occur. As compared to the investments made in 2005-06, we are planning to invest 20-25 percent more in 2006-07. Our business aspirations invariably necessitate investments in technology. Our customer demand and business growth have invariably been serviced with periodic technology upgrades. We are confident that technology will continue to help us ramp up business volumes while keeping operational costs low. † On its part, Eveready spent nearly Rs 6 crore last year and would like to increase the investment this year. Elaborates Choudhury of everyday: â€Å"We are planning to implement Stocky from Botree for our distributors. This solution will help us get the secondary market’s pulse on a daily basis, and would be a significant step in understanding our vast distribution network consisting of 4,000 distributors and two million retail outlets. It would also integrate with our management information tools and help us understand which markets are doing well and which need improvement. † As 72 percent of large enterprises have a well-documented security policy in place, only 18 percent want to invest in security devices, hence there is not much demand for such devices in the coming financial year. But ERP vendors should come up with new solutions to tap the growing market as 93 percent of the respondents to the survey said they would invest in the coming year.