Re-answer of midterm questions

1. 6 major objectives : (a) operational excellence, (b) new products, services, and business models, (c) customer and supplier intimacy, (d) improved and decision making, (e) competitive advantage, (f) survival

2. The characteristics of Decision Support System : effectiveness. The characteristics of Management Information System : efficiency.

3. (a) Inbound Logistics, (b) Operations, (c) Outbound Logistics, (d) Marketing and Sales, (e) Service

4. five steps in ethical analysis : (a) identify and clearly describe the facts, (b) define the conflict or dilemma and identify the higher-order values involved, (c) identify the stakeholders, (d) identify the option that you can reasonably take, (e) identify the potential consequences of your options

5. Storage Area Networks (SANs) means connect multiple storage devices on dedicated network

6. Database Management System (DBMS) is interfaces between applications data files and separates logical and physical views of data. How to solve problems of traditional fie environment : (a) controls redudancy, (b) eliminates inconsistency, (c) uncouples programs and data, (d) enables organization to central manage data and data security

7. The meaning of convergence in Networking and Communication Trends is telephone networks and computer networks converging into single digital network using Internet standard

8. (a) serving customers well leads to customers returning, which raises revenues and profits, (b) intimacy with suppliers allows them to provide vital inputs, which lowers costs

IT organization information departement, from contact center to profit center :

1. Driving Cost Efficiency

Contact centers were brought into existence to drive cost efficiencies in the organnization. They were means to handle customer communications by optimizing available resources, but somewhere down the line, contact center efficiency lost their purpose and shifted their focus on quantity over quality. This resulted in customer frustation, repeat contacts, agent dissatisfaction, and increased attrition. Contact centers that have steered away from this practice and focused more on quality communication and processes are capable of deivering efficient service while improving employee and customer satisfaction.

1. Maximizing the ROI of Customer Satisfaction and Loyalty

Organizational success and long-term growth undoubtedly depends on customer satisfaction and loyalty and the contact center has the greatest impact on customer retention and advoncy. In addition to being the dominant factor in driving customer satisfaction and loyalty, it is essential for contact centers to have formal methods of measuring customer satisfaction and customer retention.

1. Leverage Contact Center as a Strategic Asset

Contact center is a goldmine of information. Information that can elevate the contact center to a highly strategic asset to the organization. Being the organization’s hub of communication, contact centers has a wealth of rich customer insights and robust data that can be harnessed and shared across the organization to drive improvements, innovations, and long-term growth. In an era customer-centricity, it is counterintuitive of contact centers to neglet the potential of such information, but system complexities, information inundation has proven difficult for contact centers to utilise this powerful insights. The contact center can break the cost center stigma by positioning itself as a strategic asset, capable of providing deep actionable insights.

1. Increasing Revenue Opportunities

Revenue generation can only be maximized by enhancing the agent’s ability to convert cross-sell and up-sell opportunities. This can increase revenues, build customer relationships, and increase customer awareness. With evolving customer expectations and profitability to organizations in the years to come. Perceiving contact centers as a cost center is archaic and needs to be disposed off, if organizations wishes to see the real potential of a contact center.

Sarbanes Oxley-Act is a United States federal law that set new or expanded requirements for all U.S. public company boards, management and public accounting firms. There are also a number of provisions of the Act that also apply to privately held companies, for example the willful destruction of evidence to impede a Federal Investigation.

Key Performance Indicators (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPI at multiple levels to evaluate their success at reaching targets. High-level KPIs may focus on the overall performance of the enterprise, while low-level KPIs may focus on processes in departments such as sales, marketing, or call a center