Rado Kotorov

Intended for executives and Business Intelligence practitioners, this book offers a plan for developing a more pervasive organizational strategy that ends in success. Includes several customer stories that relay the successful, and profitable, implementation of this strategy across all current BI industries. The demand for information has been steadily increasing over the years as organizations invest in capturing and processing more data to improve decision-making and efficiency. This… Show more

Intended for executives and Business Intelligence practitioners, this book offers a plan for developing a more pervasive organizational strategy that ends in success. Includes several customer stories that relay the successful, and profitable, implementation of this strategy across all current BI industries. The demand for information has been steadily increasing over the years as organizations invest in capturing and processing more data to improve decision-making and efficiency. This insightful new book describes how improving the decision-making process through information dissemination can raise your organizational intelligence and market performance. The book boasts numerous case studies - featuring Ford Motor Company, U.S. Bank, Utz Quality Foods, Plex Systems, and many others - that underscore the value of leveraging data and analytics as business assets to enable fact-based decision-making needed for data monetization, process enhancements, and better customer experience. Show less

Investigates customer relationship management (CRM) as a new concept. Follows the introduction of CRM in various settings, from departments to corporations, and the changes, commitment and support that are required to make the implementation of it a success. Points out that CRM is a strategy not a solution and can provide enormous competitive advantage if implemented in a co-operative environment. Points out that the committed involvement of senior management is essential in promoting and… Show more

Investigates customer relationship management (CRM) as a new concept. Follows the introduction of CRM in various settings, from departments to corporations, and the changes, commitment and support that are required to make the implementation of it a success. Points out that CRM is a strategy not a solution and can provide enormous competitive advantage if implemented in a co-operative environment. Points out that the committed involvement of senior management is essential in promoting and supporting the concept of customer relationship management within the organization. Looks at what might be emerging in the future and how customer relationship management may be used in different areas of business, such as human resources.
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In 1998 J.P. Morgan’s analysts forecast that the market for e‐CRM (customer relationship management) solutions would grow rapidly. Since then more than 700 e‐CRM firms have emerged. The convergence of information technologies caused enterprise information systems providers to add e‐CRM functionality to their systems, thus further increasing the number of e‐CRM suppliers. The proliferation of e‐CRM concepts, models and technologies causes significant confusion and uncertainty. Corporate… Show more

In 1998 J.P. Morgan’s analysts forecast that the market for e‐CRM (customer relationship management) solutions would grow rapidly. Since then more than 700 e‐CRM firms have emerged. The convergence of information technologies caused enterprise information systems providers to add e‐CRM functionality to their systems, thus further increasing the number of e‐CRM suppliers. The proliferation of e‐CRM concepts, models and technologies causes significant confusion and uncertainty. Corporate executives question the economic benefits of investing in multimillion dollar e‐CRM projects, ponder about the right business and organizational models for e‐CRM, and are uncertain which e‐CRM models and technologies will prove both profitable and sustainable over time. With so many failed e‐CRM initiatives some executives wonder whether e‐CRM is not simply a hype. In the present paper what e‐CRM is, from where the economic benefits from investing in e‐CRM derive, and the evolution of alternative e‐CRM models are elaborated. It is also argued that successful e‐CRM projects are not narrowly departmental, but instead organization‐wide initiatives. The paper presents a conceptual framework for e‐CRM organizational architecture. The findings in the paper are based on e‐CRM industry analysis, evaluation and work experience with over 50 e‐CRM vendors, and on consulting experience with numerous corporations. Show less

The article identifies the risks and challenges of using enterprise portal technology for managing corporate information and knowledge. Many of the risks and challenges are attributed to the inherent limitations of the software solutions for information and knowledge management. It is argued that the risks of adverse effects from the inherent limitations of artificial agents can be reduced if the technical solution, i.e. the portal architecture, is embedded into adequate relational human… Show more

The article identifies the risks and challenges of using enterprise portal technology for managing corporate information and knowledge. Many of the risks and challenges are attributed to the inherent limitations of the software solutions for information and knowledge management. It is argued that the risks of adverse effects from the inherent limitations of artificial agents can be reduced if the technical solution, i.e. the portal architecture, is embedded into adequate relational human architecture. The article proposes a management model for enterprise portals analogous to the management model for newspaper production, and argues that the model provides the adequate organizational structure for overcoming the inherent limitations of enterprise portals. Show less

The development of computer networks has reopened the discussion about the boundaries of the firm. Buy versus make decisions determine how centralized or decentralized a firm is. However, no consistent methodology has been proposed to help managers make these decisions. In this paper I shall propose a theoretical model of the firm, which is based on the assumption that every firm confronts competitive uncertainty and that its continual existence depends on its ability to reduce it, and based on… Show more

The development of computer networks has reopened the discussion about the boundaries of the firm. Buy versus make decisions determine how centralized or decentralized a firm is. However, no consistent methodology has been proposed to help managers make these decisions. In this paper I shall propose a theoretical model of the firm, which is based on the assumption that every firm confronts competitive uncertainty and that its continual existence depends on its ability to reduce it, and based on this model I shall propose a method for organizational design. In the final section I shall analyze whether Ford's Business 2000 model corresponds to the model presented in this paper. Copyright © 2001 John Wiley & Sons, Ltd. Show less

Competitively valuable information contributes to the realization of profits, when it is used proprietarily. The proprietary use of this information increases the competitive uncertainty of market agents who do not have access to it. This dissertation offers a theory how market agents cope with competitive uncertainty. The theory of protection costs explains that loss averse market agents incur costs (1) to collect, (2) develop, and (3) protect competitively valuable information. The theory… Show more

Competitively valuable information contributes to the realization of profits, when it is used proprietarily. The proprietary use of this information increases the competitive uncertainty of market agents who do not have access to it. This dissertation offers a theory how market agents cope with competitive uncertainty. The theory of protection costs explains that loss averse market agents incur costs (1) to collect, (2) develop, and (3) protect competitively valuable information. The theory also explains the internal organization of firms. On this view the internal organization of firms is determined by evaluating how processes contribute to the collection, development, and protection of competitively valuable information. Processes that contribute to the collection development, and protection of competitively valuable information are internalized, and processes that do not are outsourced. Finally, the theory is used to review the stakeholder theory of the firm and to propose a reform in the intellectual property system. While the theory advocates strong protection of valuable intellectual assets of the firm, it also leads to the proposal that employees/inventors have the right to claim back patents, which firms do not commercialize. This right is justified on the grounds that if employers were to specify exactly the protected intellectual assets, serendipitous innovations would have remained owned by their inventors. It is concluded that such a policy will mobilize dormant intellectual assets in companies, will promote entrepreneurship, and will increase the returns to shareholders. Show less

Intended for executives and Business Intelligence practitioners, this book offers a plan for developing a more pervasive organizational strategy that ends in success. Includes several customer stories that relay the successful, and profitable, implementation of this strategy across all current BI industries. The demand for information has been steadily increasing over the years as organizations invest in capturing and processing more data to improve decision-making and efficiency. This… Show more

Intended for executives and Business Intelligence practitioners, this book offers a plan for developing a more pervasive organizational strategy that ends in success. Includes several customer stories that relay the successful, and profitable, implementation of this strategy across all current BI industries. The demand for information has been steadily increasing over the years as organizations invest in capturing and processing more data to improve decision-making and efficiency. This insightful new book describes how improving the decision-making process through information dissemination can raise your organizational intelligence and market performance. The book boasts numerous case studies - featuring Ford Motor Company, U.S. Bank, Utz Quality Foods, Plex Systems, and many others - that underscore the value of leveraging data and analytics as business assets to enable fact-based decision-making needed for data monetization, process enhancements, and better customer experience. Show less