Km Case

In: Business and Management

Submitted By angela07
Words 410
Pages 2
Background:

Martinez, 36 years old, married, and a mother of two, is a CPA with an MBA degree. After working in Makati for a number of years, she married a classmate in MBA School and eventually resigned to concentrate on raising a family. By then, with her two children already studying, she was able to accept a part-time teaching position at a university in Quezon City.

In mid-1998, Martinez’s aunt came for a visit and asked her if she would be interested to serve as a director of the Rural Bank of Galvez in a southern Mindanao province. Martinez’s late mother hailed from this province and had held some stocks in the bank, which Martinez inherited when her mother passed away. Her mother’s sister, Martinez’s aunt, had been a director of the bank for more than 15 years. But she was already 66 years old and has grown tired of attending the Board meetings of the bank, which were held monthly. Martinez’s aunt reminded her that she had an obligation to help the small bank that her mother’s family had helped set up and managed since the early 1970s.

Martinez was delighted by the offer. She felt that, being a director of the rural bank would provide her an excuse to visit her mother’s hometown and meet many of her relations there. Martinez was also enthused because she knew that two of her relatives in Galvez were members of the Board – Tony Gonzalez, who was then the bank’s president, and Jaime Villa, the treasurer.

In early November of 1998, Martinez flew to the province for a three-day visit to attend the bank’s annual stockholders meeting and to discuss with her relatives her plans to join the Board of the bank. At the stockholders meeting attended by more or less 40 stockholders, Martinez’s aunt declined her reelection to the Board and nominated Martinez instead. Martinez was duly elected director that day and received warm congratulations from the…...

Similar Documents

Integrating Km with the Bsc at E-Land

...1. What are the main characteristics of E-Land’s knowledge management? As you can see from Fig.1)KM model, by constructing the cycle which integrates performance management, knowledge management and learning organizations, BSC process is used as the Knowledge Management tool. This structure creatively applies structural characteristics of BSC to Knowledge Management and is expected to systematically raise knowledge workers’ productivity. KM formed the cornerstone of E-Land Group’s operational excellence strategy. Following four reasons are ① Capturing and sharing best practices: The Chief Knowledge Officer’s team created an integrated KM/performance management structure. Key components included tools and processes for capturing and sharing best practices and lessons learned-specifically, an online KMS is fully integrated with E-Land’s BSC. ② CSO (Chief Strategic Officer)’s communication: To further its knowledge management, a CSO communicates the company’s vision, mission, and strategy to the SBUs ③ Knowledge capital / Value creation connection: E-Land also makes the knowledge capital/value creation connection in ways other than through its CSO and CKO roles. Every year, business leaders use BSC indicators to prepare a Knowledge Asset Management (KAM), an assessment of each unit’s process infrastructure and competencies. They then use this assessment to set mid-to long-range corporate strategy. ④ All employees’ participation and awareness: All employees participate in......

Words: 1538 - Pages: 7

Nestle, Pella, and Volkswagen - Km Implementation

...Nestle, Pella, and Volkswagen Module Five, Mini Case Study October 3, 2013 Common Issue or Set of Issues Nestle, Pella, and Volkswagen were all in need of new Knowledge Management (KM) systems for improving efficiencies. Similarities in the needs of these companies included integration of systems, transparency across the entire company, and coordinating departments within their organizations. Reason for Knowledge Management System Nestle wanted to centralize all the autonomous divisions and use common processes, systems and organization structures throughout its organization. They were trying to introduce economies of scale and common practices to all of its brands which were operating independent of each other. Redundancies such as the different coding and pricing of vanilla showed that there were opportunities that would benefit Nestle in becoming one highly integrated company. Pella wanted to coordinate sales, service, and manufacturing by replacing their incompatible legacy systems. Cross enterprise integration would allow visibility across the entire organization resulting in optimization and synchronism between the departments. The legacy systems were not working together and were becoming more costly to maintain. Volkswagen needed to increase the speed of their decision making to become more responsive to a rapidly changing supplier environment. Driven by competition and the complexity of the consumer......

Words: 494 - Pages: 2

Using Km and Dm to Improve Business Performance

... 1.2 Nature of Business 5 1.3 Business Challenges 6 Chapter Two 2.1 Knowledge and Knowledge Management 8 2.1.1 Knowledge 8 2.1.2 Knowledge management 9 2.1.3 Knowledge Management Process 9 2.1.4 Knowledge Discovery from Database 10 2.2 Data Mining 12 2.2.1 Data Mining Tasks in Knowledge Management 12 2.2.2 Data Mining and Knowledge Management in Business 14 Chapter Three 17 3.1 Implementation Challenges of KM in Business 17 3.2 Limitations of Data Mining Applications 18 3.3 Conclusion 18 References 19 List of Figures Figure No. Description Page No. Figure 1 Forms of Knowledge Organisation 8 Figure 2 Integration of KM Technologies with KM Process Cycle 10 Figure 3 DM and KDD Process 11 Figure 4 Intersection of DM and KM 14 Abstract In recent years, there have been a lot of approaches employed by organisation to satisfy their customers and gain competitive advantage, continuous development of information system applications is also changing the ways in which businesses are conducted. From scanning barcodes at point of sale (PoS) to shopping on the web, businesses are generating large volume of data about products and consumers which are stored in different data repositories. While a lot of useful knowledge about products, sales and customers......

Words: 5606 - Pages: 23

Fiat Case

...Student name: ________________________________ Student ID _______________________  York University  Faculty of Liberal Arts and Professional Studies  School of Administrative Studies    AP/ADMS 4250 Marketing Strategy, Fall 2013  Instructor: A. Rusetski, Ph.D.  EXAM 1: Case    AP/ADMS 4250 Marketing Strategy   Exam 1  Page 1 of 7  FIAT RETURNS TO CANADA1 A.RUSETSKI, PH.D  F IGURE  1:   A   2011   FIAT   500     On  March 18, 2011 two hundred strange looking  tiny cars lined up on  the streets around the  Quebec  Business Centre. FIAT, a major European car manufacturer, was celebrating its return to Canada after 28  years of absence. This comeback became possible  thanks  to a  partnership  with one of the Detroit Big  Three  car  manufacturers  –  Chrysler.  From  Montreal,  columns  of  FIAT  500  cars  paraded  to  designated  Chrysler  dealerships  where  FIAT  opened  its  “FIAT  Studios”.  A  number  of  important  and  at  times  sad  developments led to this celebratory moment.  Once  a  powerful  player  in  the  North  American  market,  in  early  2000s  Chrysler  Corporation  was  struggling  with  declining  demand  and  decreasing  market  share.  In  1998  the  company  “merged”  with  German Daimler Benz to form DaimlerChrysler AG. In fact, the German automotive giant took ownership  of Chrysler, but after nine years the new owner acknowledged that the “marriage” was not successful  and  it  could  not  improve  Chrysler’s ......

Words: 1817 - Pages: 8

Case

...CHAPTER 14 THE LOGISTICS PLANNING PROCESS 3 The MILES module within the LOGWARE software is used to solve this problem. It computes distance based on the great circle distance formula using longitude and latitude. (a) The estimated road distance is 1,380 miles. (b) The estimated road distance is 830 miles. (c) Since both latitudes are in the same hemisphere, no adjustments need to be made. The estimated distance is 244 miles, or 244×1.61 = 393 km. (d) In this case, one point is east and the other west of the Greenwich line. Therefore, we need to set a sign convention. Let's set west longitudes as + and east longitudes as −. Thus, 2.20o E longitude is entered into MILES as −2.20 o. The estimated distance is 250 miles, or 250×1.61 = 402.5 km. 4 Suppose that a certain linear grid coordinate system has been overlaid on a map of the United States. The grid numbers are calibrated in miles, and there is a road circuity factor of 1.21. Find the expected road distances between the following pairs of points: Equation 14-1 in the text is used to approximate distances from linear coordinates. The K factor in the equation is set at 1.21. (a) Lansing, MI to Lubbock, TX Location a. From To b. From To c. From To d. From To X Coordinate Lansing, MI Lubbock, TX El Paso, TX Atlanta, GA Boston, MA Los Angeles, CA Seattle, WA Portland, OR Y Coordinate 924.3 1488.6 1696.3 624.9 374.7 2365.4 2668.8 2674.2 1675.2 2579.4 2769.3 2318.7 1326.6 2763.9 1900.8 2039.7 D = 121 (924.3 − 1,488.6 ) 2 + (1...

Words: 4663 - Pages: 19

Case

...Case Project Case # 1: Valuation “ Mercury Athletic Footwear : Valuing the Opportunity” FIN 321 Dr. Ghosh Edward Pinela Adriana Nava Kristie Tillett Grace Tung Zhibin Yang Mercury Athletic Footwear 1. Is Mercury an appropriate target for AGI? Why or why not? There is sufficient evidence to suggest it will be advantageous for AGI to acquire Mercury Athletics. Factored into the decision is the lack of information on the work culture both firms currently possess. Culture is important, because if the cultures drastically differ, it could possibly inhibit efficiency and effectiveness of strategic planning. If one culture empowers employees, while the other gives very limited power to employees to make decisions, the other group will be forced to change. Change is often difficult and is viewed negatively by the employees forced to change. The team still believes there is adequate information from the financial statements and forecasting, that acquiring Mercury is appropriate. Both firms strive in opposing target markets and since the markets differ so greatly, AGI should not experience a measurable amount of cannibalism. Diagram 1 displays revenue and the market advantage of each company. The revenues are comparable, and through the acquisition, they will have more leverage with producers. 2. Review the projections formulated by Liedtke. Are they appropriate? How would you recommend modifying them? The biggest assumption in this......

Words: 1258 - Pages: 6

Nestle, Pella, and Volkswagen - Km Implementation

...Nestle, Pella, and Volkswagen - Km Implementation Common Issue or Set of Issues       Nestle, Pella, and Volkswagen were all in need of new Knowledge Management (KM) systems for improving efficiencies. Similarities in the needs of these companies included integration of systems, transparency across the entire company, and coordinating departments within their organizations. Reason for Knowledge Management System       Nestle wanted to centralize all the autonomous divisions and use common processes, systems and organization structures throughout its organization. They were trying to introduce economies of scale and common practices to all of its brands which were operating independent of each other. Redundancies such as the different coding and pricing of vanilla showed that there were opportunities that would benefit Nestle in becoming one highly integrated company.       Pella wanted to coordinate sales, service, and manufacturing by replacing their incompatible legacy systems. Cross enterprise integration would allow visibility across the entire organization resulting in optimization and synchronism between the departments. The legacy systems were not WORKING together and were becoming more costly to maintain.       Volkswagen needed to increase the speed of their decision making to become more responsive to a rapidly changing supplier environment. Driven by competition and the complexity of the consumer purchase, the need for maximum EMPLOYEE productivity, shorter...

Words: 274 - Pages: 2

Case Study

...Case Study Report IBM’s Knowledge Management Proposal For The Ontario Ministry of Education Name: Nancy (Huinan) Li ID: 5000520 Email: huinan1988@gmail.com Module 5 (Session 7) June 03, 2014 Executive Summary In the early 2000s, the Ontario Ministry of Education contracted IBM in order to find a solution to its poor knowledge management. As a result, Kathryn Everest, a knowledge management consultant at IBM Canada, developed three options that would be beneficial to the organization and possibly resolve the problems. The three alternatives included implementing document management, cultivating communities of practice and creation of an expert directory. After much time spent determining which option, or combination of options, would be most beneficial as well as the best implementation plan. I recommend EDU to implement a document management system. Issues Identification The Ontario Ministry of Education (EDU) has a couple of issues but one of the fore running issues is electronic data. Having the same document on more than one computer’s hard drive, or having up to 20 different version of that document should be unwarranted. Another key issue is knowledge sharing as more than one person could be doing the same research. Having more than one person doing the same research without each other’s knowledge is inefficient and unacceptable business practice. The main issue in this case is the erroneous storage of the electronic data that’s available......

Words: 1525 - Pages: 7

Kms in Your Organization

...* Knowledge Components PEOPLE: as expected, People are the main focus of organization on KMS. Part of the reason is because people are the knowledge carriers and knowledge is meaningless without knowers and would downplay data or information roles if gets a part from members. Another part of individual dependency of knowledge in our organization is because of technological gap and long term commitment of staff. Seniority is an advantage a lot of time and a boundary to changes some other times. PROCESS: all processes among knowledge creation, collection, storage and distribution are conducted through human interaction, procedures and communication tools TECHNOLOGY: technology is an unavoidable component of business life. As a tool and resource is used to smooth out the entire learning, dissemination and administrative processes. We are a growing organization at this part. MRP and inventory management system is a huge part of our technology capability particularly beneficial to procurement team. Technology improvement is a controversial matter at EPP to the point of suitable target of achievement. It is also sucking a large amount of capital spend which makes it highly dependent to organization profit. * Knowledge creation, process and transmission | | | | | | | | | Adaption-Leveraged KM Adaption-Leveraged KM Repeated Practice-Applied KM Repeated Practice-Applied KM | | | | | | | | | | | | | | | | | | | | | | | | | | |......

Words: 1670 - Pages: 7

Kms C

...S P JAIN SCHOOL OF GLOBAL MANAGEMENT - INDUSTRY INTERFACE PROJECTS ACTION LEARNING PROGRAM - CORPORATE SPONSOR FORM – PROJECT DETAILS I. ORGANIZATION DELTAILS NAME OF THE ORGANIZATION : KMS OFFICE ADDRESS : 1091 Lower Delta Road #03-01/02, Singapore 169202 PROJECT SPONSOR (S): NAME : DESIGNATION : Liva Paudere Marketing Manager EMAIL CONTACT DETAILS : liva@kms-world.com TELEPHONE CONTACT DETAILS : 93882865 POINT OF CONTACT FROM HR : N/A CONTACT DETAILS : II. PROJECT DELTAILS BRIEF BACKGROUND ABOUT THE PROJECT : The importance of Interactive/self-service Business Intelligence for fulfilling and exceeding Corporate Social Responsibility commitments BI application, and performance metrics can be directly linked to strategic CSR goals — and ownership for each metric can be clearly defined for greater departmental accountability. Integrated Ad Hoc queries provide real-time access to the information needed to make critical business decisions. CSR Reporting and BI also offers performance management features including scorecards and dashboards, and advanced views of critical metrics. BI methodologies are natural partners with companies wanting to become better corporate citizens and leaders for corporate social responsibility. BI is used to measure financial performance, supply chain, personnel and much more. BI has a role to play to help company executives determine if they are meeting their CSR goals – whether green...

Words: 797 - Pages: 4

Km Audit in Brittania

...and store both the type of knowledge. Based on their response we have understood the importance of tacit knowledge in the sales department and the efforts taken by them to store explicit and tacit knowledge Introduction: KM audit is a preliminary phase to develop a knowledge management strategy in the organization. A knowledge audit is an attempt to understand where an organization stands in terms of knowledge management and its knowledge assets. It will assess what knowledge assets are possessed by a specific organization. It can be viewed as a process to identify knowledge produced by an organization, who produce and use it, how frequent is the knowledge used, and where is the knowledge stored. Properly done, it would provide accurate identification, quantification, measurement and assessment of the sum total of tacit and explicit knowledge in the organization. Knowledge audit has been conducted in sales department of Britannia at Coimbatore to know what level of tacit and explicit knowledge is available. Objective: The objective of knowledge audit is to identify what knowledge is being existent in sales department of Britannia and to what extend that knowledge are being effectively managed to support the organizational goals. KM Audit also identify whether the organization is having expertise in a particular area, reuse of information exists, availability of information. By identifying what knowledge possessed by an organization currently, it will be easy......

Words: 1895 - Pages: 8

Nike Case

...debt by taking the total interest expense for the year 2001 dividing it by the company's average debt balance, which is not appropriate for the WACC estimation - Use as tax rate the sum of state and statutory taxes instead of the firm's marginal tax rate - Use of the Book Value of equity rather than the market value which is suggested as it gives more precise results - Calculation of the cost of equity using long time period for risk free rate and risk premium In order to make our justifications more comprehensive we need the formula for estimating WACC: WACC= Wd*Kd(1-T) + We*Ke First, we reexamine the cost of debt (Kd) which in this case is the yield to maturity (YTM) on the bonds. The YTM is a good estimate for the cost of debt if a company had issued debt in the past and the bonds are publicly traded just as in Nike's case. Our calculations for Nike's yield to maturity based on the given data showed that Kd= 7.16%.c1 (See Appendix for detailed calculations) The second variable that should be noted is T or the tax rate. In her calculations, Joanna Cohen added the 3% state taxes to the 35% statutory tax where in WACC calculation the marginal rate should be used. The marginal tax rate generally refers to the "federal income tax that is levied onto the additional dollar earned" and usually is about 40%. The weights of the costs, Wd and We, are very important in calculating WACC as they show the company's capital structure. In calculating that part of the......

Words: 2442 - Pages: 10

Km Startagies

...Lockheed-Martin, providing them each the best conceivable product. In addition to working in this unique environment with these two world leaders in aircraft design and manufacture, P&W also maintained close and at times, awkward relations with domestic and foreign partners and associates, specifically General Electric and Rolls Royce. I found Pratt’s mastery in conducting itself in an unbiased and professional manner in this challenging environment is testimony to its superb leadership and uncompromising focus on the customer. In the aerospace industry, Pratt & Whitney epitomizes innovation and effective transformation in the face of a politically, economically, and militarily dynamic domestic and international scene. This has proven to be the case especially during the last twenty years, commencing with the infamous “Great Engine War” of 1981 to 1984. This event had potentially destructive effects on the future of Pratt & Whitney, but the company’s leadership took aggressive measures to recover, and vowed to never allow such a situation to develop again. A decade later P&W was on the road to recovery as it capitalized on the commercial engine market, enjoying the reputation as the world’s largest builder of jet engines[1]. However at the onset of the collapse of the Russian countercoup in August 1991, it became evident that much of the military engine business would be gone forever. Faced with this revelation, the Company underwent a further transformation, which......

Words: 12920 - Pages: 52

Understanding E-Business, Crm, and Km

...Chapter 2: Understanding E-Business, CRM, and KM Chapter Objectives 1. Understand how e-business differs from traditional business 2. Comprehend the relationship between e-business and electronic commerce 3. Understand the fundamental ideas behind customer relationship management 4. Understand the fundamental value proposition and key tenets of knowledge management 5. Identify the opportunities for knowledge management in e-business 6. Understand the fundamental ideas behind knowledge-enabled customer relationship management and its evolution E-Business: Is the conduct of business on the Internet, not only buying and selling but also servicing customers and collaborating with business partners. CRM: Is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage customer relationships in an organized way. KM: The capabilities by which communities within an organization capture the knowledge that is critical to them, constantly improve it and make it available in the most effective manner to those who need it, so that they can exploit it creatively to add value as a normal part of their work. Death of 4 Ps Building Digital Capital: Knowledge & Relationships. Important Definitions: Customer Acquisition Cost, Channel Strategy, Switching Costs, Lock-In, Segmentation, Customer Profitability, Customer Retention, Response Analysis Fundamentals of Customer......

Words: 2365 - Pages: 10

Case

...Kumarakom: A Case Study of Sustainable Tourism   Background   Kumarakom is situated on the banks of the Vembanad Kayal (backwater), 10 km. west of the Kottayam District Head Quarters in Kerala. Located between 9o37’ N and 76o25’E, the Kumarakom panchayat is bounded by Kavanar and Aimanam panchayat in the north, Kottayam - Alappuzha Canal in the south, Thiruvarppu panchayat in East and Vembanad Kayal in the west. It has an area of 51.67 sq. km. of which 24.13 sq. km. is Vembanad Kayal, 15.04 sq. km. is land and 12.50 sq. km. is Paddy fields.   Kumarakom has a bird sanctuary home to 91species of local and 50 species of migratory birds. Prof. K. K. Neelakandan, renowned ornithologist reported thousands of Night Herons, Darters and Cormorants breeding in the mangrove forests of Kumarakom in 1970s and early 80s. Kumarakom also has a number of mangrove species, of which three are reported only from Kumarakom. The mangrove forests are also the feeding and breeding grounds for numerous species of fish. Blessed with backwaters and pristine environs, Kumarakom is known for its Kayal, Kuil and Karimeen (Lake, Bird and Fish).   Kumarakom, a backwater tourism hub is gaining strategic place in on the tourist map due to its natural charm and aesthetic beauty. Tourism development in Kumarakom started with the lease of KTDC land in the bird sanctuary area to Taj Kerala Resorts Limited in the 1989. Tourism has developed rapidly in the area hence Prime Minister A B Vajpayee’s visit in......

Words: 2239 - Pages: 9