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RMG 300 : Study Sheet

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magentazebra767

17 May 2011

School

Ryerson University

Department

Retail Management

Course

Professor

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Document Summary

Information recognizing that executing processes also creates new data (withdrawing: cost same benefits at cheaper price, differentiation superior benefits. Bi, data warehouse, data mart, data cube, etl. Business intelligence computer based techniques used in identifying, extracting, and analyzing business data. Specialized for: queries, summary reports & analysis, slicing and dicing: detailed transaction data, restructured. Data mart layer of the data warehouse that is used to get data out. Server-side computing: customization, content changes, traffic management, queries. Databases, tables, entities, attributes, fields, records: database > table > records > fields, entity object that can be grouped together (customers) www. notesolution. com, attributes things that set them apart (age, race, hair color) Performance processing transactions: non-redundant storing data once and only once. Databases good for: updating, adding records, extracting info. Speed transactions processed immediately: availability 24/7, brand additional ways of engaging customers, reach - global. Depending on user profile, or browser location: transactions on the web.

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Related Questions

The flow of materials, information, money, and services from raw material suppliers, through factories and warehouses to the end customers is called:

A. demand chain.

B. business process.

C. manufacturing process.

D. supply chain.

Checking the competitive advantage potential of cross-business strategic fit involves:

A) evaluating a diversified company's profitability relative to competitors.

B) examining a company's costs relative to the costs of its chief rivals in the industry.

C) determining if there are opportunities to exploit outsourcing opportunities by a diversified company's lineup of businesses.

D) considering what competitive value can be generated from a strategic fit.

E) evaluating how much benefit a diversified company can gain from cross-business value chain matchups and resource sharing.

The two biggest drawbacks or disadvantages of unrelated diversification are

A)underemphasizing the importance of resource fit and the strong likelihood of diversifying into businesses that top management does not know all that much about.

B)insufficient cash flows to finance so many different lines of business and a lack of uniformity among the strategies of the businesses it has diversified into.

C)volatile sales and profits and making the mistake of diversifying into too many cash cow businesses.

D)the difficulties of competently managing many different businesses and being without the added source of competitive advantage that cross-business strategic fit provides.

E)over-investing in the achievement of economies of scope and the difficulties of achieving a good mix of cash cow and cash hog businesses.

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