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Verizon Corporation, 2007.
An analysis of the Verizon Corporation, currently the top
telecommunications services provider in the US.
1,100 words (approx. 4.4 pages), 4 sources, MLA, $ 38.95
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Abstract
In this article, the writer notes that the Verizon Corporation was formed in 2000 when Bell Atlantic bought GTE. The writer points out that since that time, Verizon has become the top US telecommunications services provider for two years running. This analysis looks at the specific technology that Verizon has implemented which is reflected in its revenue and client growth. The writer claims that in the future, Verizon wireless will continue to enjoy its competitive advantage in the wireless sector. The writer concludes that despite the current status of AT&T mobility as the top mobile carrier, Verizon should eclipse them because of their stronger network and superior communication technology.
From the Paper
"The Fios fiber network has already been integrated in the vast majority of Verizon's network, however it has seen its cost per household soar substantially due to the fact that Fios connections needs to be made to each house individually. Here again, Verizon proved its technology innovation. In 2006, Verizon implemented new technology via the MoCA. MoCA will allow Verizon to reduce the cost of Fios installation by using existing cabling via coaxial cable to connect home computers to its broadband network. Previous to these efforts, Verizon spent about 1200 dollars per home to connect customers to their fiber network as well as an additional 1400 dollars per home Verizon had to spend to stall the fiber network to telephone poles around neighborhoods. As a result of their technology advantage in leverage coaxial connections, Verizon has been able to slash the costs of installing Fios substantially. The cost for installation per home has decreased to 715 per home, and the cost for laying new fiber in neighborhoods to 890 per home. The innovation within their telecommunications division reflects two levels of innovation that is emblematic of Verizon's overall strategy."
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E-Business Legal Issues, 2007.
This paper discusses e-businesses and their many legal and regulatory ramifications.
918 words (approx. 3.7 pages), 3 sources, MLA, $ 32.95
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Abstract
The paper presents a legal analysis of the e-business conducted by an international fictitious company, Boffy S.A., to provide a clear example of the issues companies face as a result of e-commerce. The paper focuses on the international e-business issues that can arise, offering possible solutions as well as analyzing what jurisdiction and court would be applicable in this case.
Outline:
Introduction
Overview of Legal Issues
Legal Issues in Operating International E-Business
From the Paper
"In the past few years, the topic of e-business and its' utilization through the Internet have emerged as a significant factor for businesses and has simultaneously gathered a great amount of interest. The operation of e-businesses has revolutionized communication and has changed the ways companies do business. From online customer service to remote diagnostics, the World Wide Web offers businesses tools that enhance production, sales, customer satisfaction and profits, as a result. The Internet has created the world of e-commerce, or e-business, where companies use Internet-enabled technologies to exchange goods, services or information and to deliver value to customers in entirely new ways."
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Strategic Management Club Online, 2007.
An analysis of the layout and information contained in the website, Strategic Management Club Online (SMCO).
1,010 words (approx. 4.0 pages), 2 sources, MLA, $ 35.95
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Abstract
This paper discusses Strategic Management Club Online (SMCO), which offers a list of mainly online resources for graduate and undergraduate business policy and strategic management students. The paper discusses the set-up of the website, as well as the information contained in it. It then suggests ways that the layout and information contained in the website could be improved.
From the Paper
"Although the SMCO does not need to include links to generic search engines, the site does offer a list of sites I never would have heard of otherwise. Other students would also find the links useful because they are not companies or publications they would have known to search for. Therefore, there are several links I would follow up on in the future. A long list of trade publications and international markets is helpful. Some of the research links may also be helpful in the future as I learn more about the types of discourse used in financial analysis, strategic management, and business in general."
"In spite of its faults, the SMCO seems to be a worthwhile resource for business students. The Academy of Management has linked to the SMCO and there are some testimonials about the site's usefulness. I would link to this site because I might find that as I compile case studies or prepare advanced financial reports that I will need to use the information and resources contained here. However, students should be aware that many of the links and/or the templates on the SMCO site could be out of date because the website has not been updated since April of 2006."
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Strategic Planning Society, 2007.
A review of the Strategic Planning Society (SPS) website.
761 words (approx. 3.0 pages), 3 sources, MLA, $ 27.95
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Abstract
This paper reviews and discusses the Strategic Planning Society (SPS) website. According to the paper, SPS is an organization that looks to bridge the gap between the many advances being made in academic research and the needs of business managers, directors and CEOs who are looking for guidance on how to create greater levels of strategic alignment in their organizations.
Outline:
Summary Description
Overall Look,Feel and Apparent Target Audience
What the Site Does and Does Not Give You
Professional Resources List
Reasons to Return Back to the Site
Missing Information
Helpful Links
Additional Notes Regarding the Site
Bottom Line Evaluation
From the Paper
"The site is designed to provide quick access to highly targeted and strategic-level content for senior executives, and as a result there are few distractions in its construction. After exploring the site in detail the overall structure appears to be quite thin, only a few layers deep. The use of the subscription model is useful, yet there needs to be a trial program also created for the service itself, just as the company does with its magazine and journal. Finally, the site aims for a high level of credibility by only publishing biographies of the SPS' trustees and key managing directors, a clear sign the organization is expecting to interact only with comparable levels in client organizations."
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Review of Entarga.com, 2007.
This paper provides a review of the website of Entarga.com.
764 words (approx. 3.1 pages), 3 sources, MLA, $ 27.95
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Abstract
The website for Entarga.com has been designed to promote the consultancy of Ross Wirth, a PhD graduate from Walden University and an MBA from New Mexico State University. The one page resume of Dr. Wirth also includes experiences managing SAP business warehouse information systems and regularly working on cross-functional teams. The writer argues that the website Dr. Wirth has created, however, is at times confusing and lacks a clarity and consistency of focus when it comes to just what exactly he is offering as a service.
Outline:
Summary Description
Overall Look and Feel and Apparent Target Audience
What the Site Does and Does Not Give you
Reasons to Return Back to the Site
What Information was Expected to be Found and Was Not There
Links from the Site that are Helpful
Additional Notes Regarding the Site
Bottom Line Evaluation
From the Paper
"The site does give a series of links for each of the core areas of coverage for Entarga which include organizational change, strategic planning, market planning, organizational complexity, and knowledge management. There are also many specific entries for these topic areas including an impressive 57 page PDF of a bibliography no doubt Dr. Wirth used in completing his dissertation. The entire site delivers for academicians at a very personal level."
"At a professional level however the site fails to deliver even at the most median level of performance. There is nothing in the way of true thought leadership in the white papers, no presentations or graphics, no specific schedules of results generated from primary research, which one would expect from a PhD."
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Planware.org, 2006.
A review of Planware.org, an online solution for entrepreneurs and managers.
839 words (approx. 3.4 pages), 2 sources, MLA, $ 29.95
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Abstract
This paper reviews the website, www.planware.org. According to the paper, Planware.org supplies entrepreneurs and managers templates, software and online aids for business planning and development. The paper reports that the Planware.org products and services generally fall into five main categories: financial forecasting aids including budget planning; cash flow management aids including profit/loss calculators; business plan writing aids; marketing and sales tools; and strategic planning software for long-term business development.
From the Paper
"The sales planning software perform similar cost-benefits and risk analysis functions. Plan Write sales planning helps a business owner create and manage a sales force, targeting the sales force to the products or services being offered. When used in conjunction with the Plan Write marketing analysis, the sales planner becomes a powerful tool. This software also addresses issues like commissions versus salary, tailoring each for the type of business being developed. "
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ITToolbox.com, 2007.
A review of the knowledge management website, ITToolbox.com.
791 words (approx. 3.2 pages), 2 sources, MLA, $ 28.95
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Abstract
This paper discusses how, as one of the most comprehensive websites available for both IT professionals and those companies looking to invest in and integrate an enterprise software system into their companies, ITToolbox and its ancillary sections offers a wealth of product, solution, process reengineering, and hands-on insights on how to gain the greatest impact from using IT technologies. The balance of navigational design with depth of content makes this site specifically one of the best knowledge bases in this industry.
Outline:
Summary Description
Overall Look and Feel and Apparent Target Audience
What the Site Does and Does Not Give You
Why The Site Will or Will Not Be Used As Part of a Professional Resources List
What Information Was Expected To Be Found and Was Not There
Links from the Site That Are Helpful
Additional Notes Regarding the Site
Bottom Line Evaluation
From the Paper
"The overall look and feel of the site successfully positions itself across a range of highly technical technology implementers and users, up through the layers of management responsible for keeping IT systems functioning and integrated together, finally to the C-level executives responsible for making IT align with corporate strategies. What further underscores the ease of use as found on the site includes the use of a graphical, columnar approach to organizing navigational elements on the left pane of the window, browse options in the middle of the page by both type of content and by topic, and across the top of the page, illustrates of new posts in Blogs, Groups, Wiki, and White Papers. In short the organization of the site allows a reader to find any item of interest, anytime through this navigational structure. "
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Business Integration Journal Website, 2007.
A review of the Business Integration Journal website.
722 words (approx. 2.9 pages), 2 sources, MLA, $ 25.95
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Abstract
This paper looks at how the website for Business Integration Journal is primarily designed to assist IT Directors and CIOs with the many decisions required in the integrating of systems in support of business strategies. It discusses how the site is designed to be a comprehensive resource for any IT or line-of-business manager interested in staying current on the specifics of system integration.
Outline:
Summary Description
Overall Look and Feel and Apparent Target Audience
What the Site Does and Does Not Give You
Why The Site Will or Will Not Be Used As Part of a Professional Resources List
Reasons to Return Back to the Site
What Information Was Expected to be Found and Was Not There
Links From the Site That Are Helpful
Bottom Line Evaluation
From the Paper
"Business Integration Journal does deliver significant amounts of in-depth content and guidance for its IT Director and CIO-level readership. In addition the site has 18 different categories of articles included on the site, and a series of selections by category within a secondary and third level of the site. The site also delivers the current edition of the Journal electronically to anyone clicking on the icon of the current editions' front cover. "
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Website Comparison, 2007.
A comparative review of the websites www.eweek.com and www.b-eye-network.com.
838 words (approx. 3.4 pages), 3 sources, MLA, $ 29.95
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Abstract
This paper discusses how eweek.com and Business Intelligence Network (www.b-eye.network.com) serve the same audiences in the IT community, focusing on giving IT professionals from the technical staff through management to senior level positions insights into how current industry developments and trends will impact their organizations.
Outline:
Summary Description
Overall Look and Feel and Apparent Target Audience
What the Site Does and Does Not Give You
Why the Site Will or Will Not Be Used As Part of a Professional Resources List
Reasons to Return Back to the Site
What Information Was Expected to Be Found and Was Not There
Links from the Site That Are Helpful
Additional Notes Regarding the Site
Bottom Line Evaluation
From the Paper
"Both sites are appealing to both the IT professionals who work in the enterprise software, hardware and services communities. Eweek.com however is looking to be the go-to site with these professionals for up-to-the-minute news on the industry and the immediate implications to vendors, users, and buyers of IT technologies. Of the two, the Business Intelligence Network does a better job of speaking to the human side of IT relating to change management. One of its guest experts, Dyche (2002) wrote an excellent book on CRM and has specifically stated that change management, or changing how people do their jobs, is the most critical aspect of any IT projects. "
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A Successful CIO, 2007.
This paper discusses the strategy CIO's must use for successful strategic IT planning.
933 words (approx. 3.7 pages), 3 sources, MLA, $ 33.95
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Abstract
The paper explains why so many CIOs fail in aligning their strategic IT plans to business objectives. The paper looks at how the entire process of creating, editing and finally seeking feedback and execution of the IT plan requires a set of skills the CIO doesn't typically use. The paper discusses the use of transformational leadership and transactional leadership. The paper concludes that implementing a successful strategic IT plan depends on the CIO creating successfully functioning cross-functional teams, using effective transformational leadership strategies and infusing a sense of ownership into the plan across departments.
Outline:
Executive Summary
A CIOs' Emotional Intelligence and Cross-functional Team Performance
Summary
From the Paper
"The role of cross-functional teams is primarily to intensely focus resources, processes, and people for the completion and project schedule for a strategic IT plan. The logic of cross-functional teams is that the varied members of the team, each from a different functional area or in larger organizations, specific disciplines including engineering, marketing, manufacturing, operations, and service can be more effective in accomplishing the many synchronized and often complex tasks in developing a strategic IT plan that supports their specific business goals and objectives."
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Are "Best Practices" Best?, 2007.
The paper examines the advantages and disadvantages of best practices in the management of IT projects.
1,214 words (approx. 4.9 pages), 3 sources, MLA, $ 41.95
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Abstract
The paper defines a best practice as representing a specific technique for managing an IT project that has the best chances of success. The paper discusses how best practices provide a roadmap for a project but cautions that one can become too dependent on the processes. The paper concludes that best practices are an effective tool when they are developed with the specifics of the organization in mind. However, they cannot replace the talent of the organization.
Outline:
Why Use Best Practices?
How Realistic is the Best Practices Approach?
From the Paper
"Best practices in the IT field developed largely from failures (Kay, 2002). They were the result of IT projects that did not meet customer expectations or perform as intended. Managers wanted some assurance that future projects would have better results than previous ones. Therefore, they develop a process that would include several different phases, with attention to each phase at its proper time and place. There are many different versions of "best practices" to be used for IT projects. Some are merely reiterations of others, while others were borrowed from other fields and adapted to the IT field."
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The Baldridge Criteria for Strategic Planning, 2007.
The paper examines how the Australian National University and the University of Colorado at Boulder's strategic IT plans measure against the Baldrige criteria for assessing strategic planning.
1,064 words (approx. 4.3 pages), 3 sources, MLA, $ 37.95
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Abstract
The paper discusses the strategic IT plans of the Australian National University and the University of Colorado at Boulder. The paper examines the Baldbridge criteria for performance excellence and whether these universities will attain this level of quality. The paper concludes that despite impressive strategic IT plans, each university has much work to do in order to to reach and stay at the level of quality performance as defined by the Baldrige standard.
Outline:
Executive Summary
Baldbridge Criteria for Performance Excellence
The Essence of any Strategic Plan: Goal Alignment and Agility
Goal-based diagnosis
Making Change Last
Summary
From the Paper
"In comparing the strategic IT plans of the Australian National University and the University of Colorado at Boulder, similarities and differences become quickly evident. When the Criteria for Performance Excellence (2007) are taken into account in conjunction with comparing each strategic plan, the variation in depth of commitment to customers (end users of the systems) needs both today and into the future, and the role of Web Services and XML to streamline availability of data to the many applications that students rely on was much more evident on the University of Colorado at Boulder plan. Further, the assumptions of how educational technology, web-based student services, the role of the middleware layer in ensuring enterprise application integration (EAI) between systems, and the role of systems and IT governance were also more prevalent in the University of Colorado at Boulder plan. The Australian plan however did focus on how to streamline help desk and support processes to better serve users who were in need of assistance."
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