Case Study
Oracle Corporation
The Oracle Corporation was originally known as Software Development Laboratories, Inc., when Larry Ellison, Robert Miner, Edward Oates, and Bruce Scott founded it in 1977. The Central Intelligence Agency had commissioned the project to build a commercial database management system for IBM mainframe computers and code-named it Oracle. Software Development Laboratories took the Oracle name in 1982. After completion of the project, Ellison, Miner, Oates, and Scott had a vision of developing and distributing their database software as a profitable business opportunity. From 1982 to 1986, Oracle had achieved 100% growth. On March 15th, 1986, Oracle went public, one day after Microsoft’s initial public
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This would be the beginning of the high impact IS solutions to follow. In June of 1999, Ellison declared that Oracle would attempt to save $1billion dollars by the end of 2000 by transforming into an e-business. Ellison then eliminated all non-e-business options from the company. This bold move was an incredible success and a brilliant IS solution to some of the company’s business problems. The changes were easy and smooth to implement. An example given in the case was that of an expense report. In the past, a sales rep would fill out an expense report and manually send it to headquarters. Now the sales rep just completes the forms on the web where the report can be tracked. Not only did this create $6 million dollars in direct savings, the reports were easier and faster to complete. This solution did not only benefit employees, but customers, too. In the past if a customer wanted to demo Oracle’s software, a sales rep had to set an appointment to do the demo in person. Now, the sales rep can gain access to the customer’s browser and, over the phone, can do the demo over the browser at Oracle.com. The shift to self-service was a very necessary and profitable solution for Oracle. They began saving millions of dollars and hours of time. Another business problem Oracle had was a lack of centralization in the business. One clever way they did this was by changing incentives for country managers.
The organization of power within a corporation is a rigid dichotomy between centralization and decentralization. Substitute strategies can exist anywhere along the spectrum whether they are completely centralized, completely decentralized or somewhere in between. Though Cervus’ methods are substitutable, centralized policies have not proven to be nearly as successful in maintaining
All these advancements by the IT team of M&S are aimed at encouraging customers to use technology to spend more money at M&S.
It was a strategy to centralize the management which resulted in ignorance of local factors of the global market. As a result they lost a huge market share and suffered to remain in the competition.
IT organizational restructure includes; hiring 3 more application developers and hiring two more people in the networking team in order to reduce the number of the networking issues for the applications maintained within WW. Application developers will decrease development time of the applications. Current implemented technology for the accounting processes, route optimization, freight tracking and fleet maintenance will need to be improved. All these applications are based on an older technology. In order to improve the overall functionality and to reduce the cost associated with IT requires the organization to implement a cloud computing based ERP solution systems. This system will improve the overall performance and will reduce the cost associated with the implementation. The cloud based applications can be accessed from anywhere and anyone authorized to access the system can access the system easily. The next set of changes that are required in the internal IT strategies are the improvement in the internal processes; all the internal operations are managed in a better way through the new systems. The new systems are targeted to improve the overall operations within the organization (Chand, S 2014). The next change in the IT internal strategy is the IT portfolio. IT portfolio includes implementation of the
Oracle is one of the leading companies in the software and hardware industry. Oracle develops, manufactures and distributes various kinds of software and hardware systems worldwide. The company was founded in 1977 and is headquartered in Redwood City, California. Oracle currently has about 108,000 full-time employees worldwide.
This memo will discuss ways that technology can be used to improve this organization’s performance. Additionally, it will consider the optimal methods for expanding the business’s online presence to include online sales. This will include information on how to incorporate intelligent systems and security features to guarantee that customers’ interaction with the new system will be positive. This memo will also analyze this business’s current and anticipated technology and information systems and provide option for other technologies or information systems that will be beneficial for the company. In discussing these options, information will be included to show how the options will advance or improve the business and enhance our customers’ experience.
Prior to his arrival, CISCO had a decentralized approach to IT spending. Independent business groups were making decisions in fuctional silos. Each group their own funds for IT, therefore, redundant applications such as CRM systems were created. This was a global issue as well as a localized issue.
Business Automation: As Dell advanced into online markets, its sales staff feared from losing their jobs in favor of automated sales transactions.
Information systems have gone through many changes. Experts currently refer to the current era as the “Customer-Focused Era” of modern computing (Petter & Mclean, 2012).
Whirlpool thought they were ready to go live with SAP until September 18, 1999. Whirlpool seemed to be making all the right moves, like dispatcher assignment, having centralized pricing, and vendor interfacing. Even the best laid plans don’t always work. Everything seemed to be going smoothly at first because there were only 1000 system users, once 4,000 users were on the system, performance deteriorated which lead to 4-8 weeks delivery delays to which some customer cancelled their order and went with a competitor. Whirlpool should never have gone live until they realized what impact the red flags
Q1. What is the primary objective of IBM’s advertising? How have the objectives of its advertising changed over the years?
Since 1998, Intel has developed and used an e-business strategy to maintain relationships with its customers, employees and suppliers. The company's goal is to become a 100% e-business enabled' corporation. In terms of the value chain concept, Intel has reaped tangible benefits in the volume of business it does on the Web, as well as created savings of time and money for both itself and its customers.
Oracle Corporation is a technology company that supplies software for the use of information management. They develop, manufacture, market and distribute computer software that helps other corporations manage their data so they can better grow and prosper.
In 1977, Lawrence J. Ellison founded System Development Laboratories to sell a database management system he had developed in a CIA project. It was only in 1982 that the company was renamed to Oracle Systems Corporation, to reflect the success of their first product, Oracle Database. Oracle used the C programming language to create its products, which was a big part of its success since this allowed Oracle software to run on various platforms and eventually became the industry standard.
In the book Reengineering the Corporation: A Manifesto for Business Revolution, Michael Hammer and James Champy discuss a concept that he originated known as “reengineering”. The process of reengineering involves coming up with new ideas, specifically processes, which are technologically advanced and extremely effective in completing corporate work. Companies must think ahead so that they will not only succeed today, but also set the rules for future business. A critical part of reengineering involves ignoring the current procedures and structures that have been set by a company and replacing them with more efficient processes. In creating these new processes, companies must focus on the needs and wants of consumers. This will ensure customer satisfaction, which is a key part of maintaining a competitive advantage in today’s world.