Abstract
The writer of this paper explains why he believes Apple has managed the iPod well. The writer relates that once the product became popular, Apple made the right move by using a combination of stretching and filling to build the market. The writer further explains that now that Apple owns the market, it is using filling to encourage repeat customers and ward off competitors. In addition, the writer shows how Apple has managed, through the iPod, to drive new business to its other product lines. The writer concludes by suggesting that Apple make a radical change in the iPod's uses by integrating it with other products.

From the Paper
"At the time the iPod was introduced, the music industry was in a state of flux. The recording industry was engaged in intensive legal battles surrounding peer-to-peer downloading sites such as Napster. The mp3 format was poised to overtake the compact disc as the music storage mode of choice. The market for mp3 players was growing, but there was no dominant technology at the time. When Apple joined the fray, the strategy received mixed reactions. The price was high and the margins were low. However, the core of the iPod strategy was to bring new customers to Apple, which would spur Mac sales . The iPod introduction also coincided with the development of a new generation of software application iTunes, and the two supported one another."

Tags:strategy, competitors, filling, stretching, customers, maturity

Abstract
This paper analyzes five of the most dominant applications that Ingram Micro uses as one of the global leaders in the distribution of enterprise and personal computing software, hardware, and services. According to the paper, Ingram Micro fulfills many functions both for manufacturers and channel partners that comprise its customer base. The paper further reports that Ingram Micro relies heavily on it's information technology systems that are critical for them to manage and grow their business.

Outline:
Executive Summary
Evaluating Ingram Micro's Five Most Mission Critical Applications
Five Mission Critical Systems Analyzed According to Criteria
Materials Requirements Planning (MRP) Systems
Order Management and Online Ordering Including Product Customization System Platform
Pricing Management and Compliance System
Service Lifecycle Management System
Supply Chain Management System

From the Paper
"Managing pricing across product lines, locations including distribution centers, customer groups, contracts, pricing strategies and service programs is admittedly complex and requires extensive levels of integration with accounting, contract management, IMPulse, order management, order capture, and product configuration systems. Pricing is the "hub" of all customer-facing activities in Ingram Micro, and as a result the Pricing Management and Compliance Management System is one of the greatest contributors to the profitability of this distributor. Pricing in the high tech distribution business is constantly changing, with margins often becoming razor-thin in a matter of months versus other industries' years of product maturity. "

Tags:legislation, competitive, advantages, strategy, cost, IMPulse, IBM, pilot, Tech, Data, Sarbanes-Oxley, Act, (2002)

Abstract
This paper discusses findings and observations to support the opinion that Toyota is a market-based company and a true industry leader. Points of discussion include financial performance, leadership strengths, branding and product line strategies, distribution strategy, marketing communications, and customer relationship marketing. The paper includes colored charts and graphs.

Table of Contents:
List of Figures
Executive Summary
Purposes of the Report
Sources and Methods of Data Collection
Interpretations and Conclusions
Introduction
Market Leader Assessment
Leadership Indicators
Financial Performance
Leadership Contributing Strengths
Innovation
Branding and Product Line Strategies
Defensive Strategy
Distribution Strategy
Marketing Communications
Internet Web Site
Toyota Dealers
Public Relations
Customer Relationship Marketing
Summary
Appendix

From the Paper
"In April of 2007, mass media triumphantly proclaimed Toyota's ascend to the number one position as the world's largest car maker. Toyota was the only car manufacturer to appear in the top ten of the 2007 BrandZ Top 100 Most Powerful Brands report developed by Millward Brown Optimor, one of the world's leading research companies, in conjunction with "The Financial Times" and "Datamonitor". In addition, 2008 Consumer Reports Top Picks in 10 categories included three Toyota and one Lexus vehicle."

Tags:long-term sales, customer lifecycle, orientation benchmarks

Abstract
This paper provides a project plan to apply lean manufacturing principles to automotive refurbishment and service lifecycle management processes. The paper defines the fundamentals of lean process flows taken from a manufacturing context, defines a project plan framework for ascertaining the extent to which dominant processes are lean or not within the organization, and defines a plan for the acceleration of growth of the organization.

Table of Contents:
Introduction
Intent of this Proposal
Process-Centric Lean Best Practices Starts With Lean
Overcoming the Barriers to Accomplishing Lean Process Improvement and Optimisation
Evolution of the Lean Enterprise
A Framework For Evaluating Lean Process Maturity
Recommendations for Driving Lean Process Transformation
Customer Facing Processes need to be Lean First
Roadmap to Lean Best Practices Starts with Business Process Management (BPM) and Business Process Re-engineering (BPR)
Summary

From the Paper
"The implications of pursuing lean process improvement and setting the objective of attaining best practices in customer-facing processes can deliver exceptionally strong operations-based and financially-based measures of performance. The aligning of these processes to the requirements and unmet needs of customers on the one hand, while also looking to synchronize demand and fulfillment through manufacturing on the other is critical. This proposal looks to customer-facing processes and their specific contribution to augmenting higher levels of operational and financial performance over time specifically in the automotive refurbishing and service lifecycle management strategy areas. By first redefining these core processes and then working to create a plan to re-align them to make them more efficient, a firm could attain higher levels of revenue growth over time by accurately shipping complex products on time in addition to creating long-term customer relationships based on the ability to consistently deliver exceptional operational results."

Tags:lifecycle, BPM, transformation

Abstract
The intent of this paper is to provide a thorough analysis of the use of project management concepts in the design and manufacture of medical devices, and the streamlining of procedures in hospitals as well. In particular, the paper looks at how the use of project management concepts in the development of medical products is heavily dependent on the use of the System Development Lifecycle (SDLC) framework and concepts. An assessment of the use of project management as a means of translating the unmet needs of customers into finished medical products, and in the case of hospitals, the development and refinement of hospital procedures, is discussed in detail within this paper. Taking this focus keeps project management more focused on those customers and patients they are meant to serve.

Outline:
Executive Summary
Making Project Management Accountable to Customers and Patients
Overview of the Benefits of the Gathering Systems Requirements Process
Why the Gathering Systems Requirements Phase Is Most Critical
Project Management and Overcoming Resistance to Change
Change Management Benefits From Project Management
Comparing Business Versus Technical Needs In the Context of the Gathering Systems Requirements Phase
Project Management Benefit of Understanding User Requirements
Conclusion

From the Paper
"In the context of the System Development Lifecycle (SDLC) the Gathering Systems Requirements Phase is the most critical in that it centers on getting the needs of the customers included in the design of the application or product or the development of a hospital procedure or service. The functional specification of any product, software or service must be first based on the Voice of the Customer (VoC) and specifically focus on their unmet needs. Specifically in the case of creating procedures to serve patients, the ability to have transparency throughout all service transactions is critical. The Gathering Systems Requirements Phase is the most critical phase of the SDLC as it also sets the foundation for the product's and services' structure and approach to resolving customer unmet needs, and defines the future product roadmap of the entire product series for the next three to five years."

Tags:System, Development, Lifecycle, patients

Abstract
The paper discusses how the more competitive the industry, the more critical it is for companies to turn new product development and introduction (NPDI) and the entire product lifecycle management (PLM) series of processes into a competitive strength. The paper compares the different processes of AMD, Intel, Microsoft and Salesforce.com. The paper shows how listening to customers, listening to market experts and trying to find unmet needs in the context of a target audience or segment is critical.

Outline:
Approaches Companies Take To New Product Development
New Products: Blue Ocean or Red Ocean Strategy?
Managing Product Lifecycles
Bringing Innovation into Products

From the Paper
"The dichotomy of how AMD and Intel develop new products is symptomatic of how many market leaders in other industries develop new products. AMD's focus on organic growth and low-cost production through process specialization of their most popular microprocessors delivers higher ROI on new product development efforts, yet cannot move nearly as quickly as the aggressive M&A strategies of Intel."

Tags:processes, customers, blue, ocean

Abstract
This paper explains that, of all the factors that have lead to Toyota Motor Corporation (TMC) becoming one of the leading global manufacturers, their approach to managing their supply chain using the Toyota Production System (TPS) to synchronize with suppliers and production centers is the most significant. The author points out that Toyota dominates the global auto market due to their ability to quickly have suppliers respond to the demands they are under for fulfilling production levels based on unique customer requirements. The paper relates that the collaborative aspects of the globally deployed TPS make it possible for Toyota to maintain a consistently high level of supplier quality throughout the production processes of dozens of models globally.

Table of Contents:
Change That Made TMC a Very Successful Global Player
Order-to-Cash Fulfillment Cycles
Supply chain Synchronization with Sources of Demand Standardization of Customer Service Processes
Redefining Inventory Strategies
Best practices in Service Lifecycle Management
Best Manufacturing Practices: Accurately Sensing and Responding To Demand
Table: Lean Manufacturing Product Customization Strategies
Table: Measuring Lean Manufacturer's Contribution to Customer-facing Strategies
Summary

From the Paper
"By Toyota combining lean manufacturing concepts and their TPS system, six major process areas emerge as the core strengths of their unique sourcing and production strategies. The following are six process areas where best practices-level performance is being attained by Toyota. In focusing only on these areas, Toyota is looking to increasing the speed and flexibility they fulfill the demand for their product and services which is by definition the essence of accomplishing lean manufacturing strategies."

Tags:models, quality, supplier, lean, speed

Abstract
This project analyzes and makes recommendations on the viability of on-line grocers. Analysis of this industry consists of an assessment of the internal and external environment, the strengths and weaknesses, the opportunities and the strategies of companies operating in the on-line grocery industry. This report discusses the strategic implications of the industry structure for companies currently operating in and those considering entering the industry. Finally this report suggests ways of increasing the overall effectiveness of the online grocery business model, ultimately making conclusions of the overall attractiveness of the industry as well as making recommendations for improving the online business model.

1.0 INTRODUCTION
1.1 Purpose and Objectives
1.2 Industry Definition/Timeline
1.3 Scope and Limitations
1.4 Methodology/Data Extraction
2.0 INDUSTRY DOMINANT ECONOMIC FEATURES
2.1 Industry Major Players
2.2 Industry Profitability and Lifecycle Stage
2.3 Market Size and Growth Rate
2.4 Capital Requirements
2.5 Industry Driving Forces
3.0 INDUSTRY CRITICAL SUCCESS FACTORS
3.1 Profitability and Capital
3.2 Technical Capability
3.3 Brand Image
3.4 Customer Service
4.0 INDUSTRY COMPETITION ANALYSIS
4.1 Major Competitors
4.2 Rivalry
4.3 Competitive Position and Strategy
4.4 New Entrants and Barriers to Entry and Exit
4.5 Perceived Product Substitutes
5.0 KEY STRATEGIES OVERVIEW
5.1 Key Industry Strategy
5.2 Key Industry Players Strategic Approaches
6.0 INDUSTRY BUYERS
6.1 Buyer Characteristics
6.2 Brand Preferences and Customer Loyalty
6.3 Customer Power
7.0 INDUSTRY SUPPLIERS
7.1 Supplier Characteristics
7.2 Supplier Bargaining Power
8.0 INDUSTRY PROSPECTS AND ATTRACTIVENESS
8.1 Industry Attractiveness
8.2 Industry Issues
8.3 Industry Profit Outlook
9.0 ALTERNATIVES
9.1 Abandon the Online Grocery Industry
9.2 Merge or Partner with Brick-and-Mortar
9.3 Maintain existing business model
10.0 RECOMMENDATIONS
REFERENCES

From the Paper
"The online grocery industry is a niche market within the greater food and beverage industry. It is a business-to-consumer e-commerce industry possessing the characteristics of both a retail grocer and a courier. Companies operating in this industry allow customers to purchase grocery items, prepared meals, meats, produce, packaged goods, flowers, and just about everything else offered by the major grocery chains. Products are offered via the company website and are delivered to the customer within a specified time frame. These companies often rely upon high average orders to make their margins (a typical Webvan.com order was quoted to be $80) (Weston, 2000)."

Tags:business, buying, commerce, factors, grocer, internet, key, line, model, online, purchasing, success

Abstract
The paper analyzes Starbucks and its regional competitors Dietrich Coffee and Coffee Bean and Tea Leaf Company. The paper provides a comparative analysis and competitive benchmarking for a marketing mix analysis. This includes an analysis of the companies' respective segmentation strategies, approaches to managing their websites, market position, customer relationship management, societal marketing, stages of the product life cycle and the advertising efforts of each of these companies.

Outline:
Introduction
Segmentation Strategies
Marketing Mix Analysis
Website Analysis
Market Position Analysis
Micro-environment versus Macro-environment
Customer Relationship Management
Societal Marketing Concept
Stages of the Product Lifecycle
Personal Buyer Decision Process
Competitive Analysis of Advertising Efforts

From the Paper
"The core products of each of these companies are beverages, bakery items, and increasingly light lunch items including sandwiches and salads. Starbucks has successfully moved into this arena by offering light lunches and a wider variety of items than is the case with its two competitors, Dietrich Coffee and the Bean and Tea Leaf Company. Starbucks has test marketed vitamin-enriched caffeinated drinks in the US and regularly test markets drinks specific to regions of the world."

Tags:websites, advertising, product, life, cycle

Abstract
This paper analyzes five of the most dominant applications that Ingram Micro uses as one of the global leaders in the distribution of enterprise and personal computing software, hardware, and services. The paper discusses their materials requirements planning (MRP) system, their order management and online ordering system platform which includes the product configuration, pricing management and compliance system, their service lifecycle management (SLM) system and their supply chain management system.

Table of Contents:
Executive Summary
Evaluating Ingram Micro's Five Most Mission Critical Applications
Five Mission Critical Systems Analyzed According to Criteria
Materials Requirements Planning (MRP) Systems
Order Management and Online Ordering Including Product Customization System Platform
Pricing Management and Compliance System
Service Lifecycle Management System
Supply Chain Management System

From the Paper
"Service Lifecycle Management systems have become prevalent in manufacturers and distributors alike to capitalize on the sales opportunities in customer bases. The primary impetus for these systems is to attain the goal of capturing greater revenue throughout a given customer base. In the HP dealer, channel partner and reseller the issue is one of keeping substitute products from competitors including IBM, Pilot, and others from their channel. HP wants to retain the channel margin that is being generated with their dealer base."

Tags:configuration, management, system