Understanding Business: ProcessesDavid Barnes What do business organisations do? The results of business behaviour can be seen and experienced in the form of the goods that are produced. However, what goes on within organisations is often hidden from the outside world. Taking a systems and process perspective, this book demonstrates that any business is a number of interrelated processes whose success is determined by the extent to which these activities add value whilst minimising cost. The book focuses on: * activities through which the organisation interacts with its customers, including marketing and sales * how organisations process materials including purchasing and manufacturing * forms of business organisation, with a critical account of new paradigms including Business Process Re-engineering. The book features articles by leading business gurus including Michael Porter, Philip Kotler and John Kay. |
Contents
1 | 5 |
3 | 19 |
4 | 25 |
BUSINESS PROCESSES AND ORGANISATIONAL | 31 |
GEORGE STALK PHILIP EVANS AND LAWRENCE SHULMAN | 42 |
The value chain and competitive advantage | 50 |
3 | 57 |
CUSTOMER PROCESSING | 67 |
MATERIALS PROCESSING | 115 |
1 | 123 |
10 | 127 |
1 | 137 |
5 | 144 |
11 | 149 |
Reverse logistics | 165 |
BUSINESS PROCESS MANAGEMENT | 175 |
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Common terms and phrases
achieve added value approach Business Process Improvement Business Process Re-engineering business unit buyers buying capabilities capital chapter company's competitive advantage competitors consumer corporate cost create customer service customer's delivery differentiation discounts distribution system Document Image Processing employees environment equipment example Figure firm firm's flow focus focused function global goals identify IKEA impact important improve industry inputs integration interactions internal inventory involved Kwik Save linkages logisticians logistics management manufacturing system marketing concept materials micro operations offer order management cycle organisation organization output performance perspective planning problems product recall profit programmes purchasing radical recall relationship marketing responsibility retailers reverse distribution reverse logistics Sainsbury's selling service quality staff strategy structure subsystem success suppliers supply chain supply chain management sustainable competitive advantage tasks Tesco transactions transformation value activities value chain