Business Commons^™

Mantras Ambulance Services, Inc. Case 2: A Buyer-Side Business Valuation Case, J. R. Jones, P. D. Hutchison, Amy Foshee Holmes

Amy Holmes

“2017 is going to be an exciting year for your company, Daniel! I just received the requested information from that company that you are interested in buying. I’ll forward the information to you by email attachment, and I will get started on the analysis.” Penny knew that her boss, Daniel, would be anxious to review and discuss the new information on a potential acquisition, so she cleared her desk off to focus on the analysis.

Daniel Gustafson started his company, QRT Ambulance Services, Inc. in 2010. He wanted to quickly expand operations, so his business strategy was to buy existing …

Mantras Ambulance Services, Inc. Case 1: A Seller-Side Business Valuation Case, J. R. Jones, P. D. Hutchison, Amy Foshee Holmes

Amy Holmes

“Guess what mom, I’m pregnant!” Marie Wade’s youngest daughter, Kelley, shared the good news that her mom was going to be a grandmother for the second time! Marie was very happy for her daughter, but at the same time, she felt a pang of guilt and reflected on her inability to spend more time with her children and grandchildren. As her business had grown over the years, she found it required more and more of her time on a daily basis.

Marie thought to herself that it was 2017, where had all the time gone. All her children were grown, …

Customer Relationship Management: A Theoretical Overview And The High Cost Of Failure (A Case Study), Tamilla Curtis, Donald Barrere, Tom Griffin

Dr. Tamilla Curtis

Despite the significant benefits offered by the customer relationship management (CRM) strategy together with advanced technology, there is still a high rate of companies who fail to see results promised by CRM in order to achieve a competitive advantage. A review of the empirical literature together with the case study of the CRM implementation within a midsize financial firm will result in deeper understanding of current CRM practices that could contribute to better planning, selection, and implementation of customer relationship management programs.

Crm In Russia And U.S. -- Case Study From American Financial Service Industry, Tamilla Curtis, Tom Griffin, Donald Barrere

Dr. Tamilla Curtis

This paper discusses Customer Relationship Management in two sharply contrasting business cultures: the United States and Russia. Included in the present work is a case study of a midsized American financial services firm that illustrates a common path to the decision to have a CRM system: the planning, selection, and the implementation of the CRM program, including a discussion of the likelihood of success. The clients in this case are Financial Advisors, who in turn sell the investment products to the end user individual investors. CRM in Russia is yet in its infancy as the economy emerges from 200 years …

A Conceptual Framework To Support The Development Of Government Sponsored Community Portal Regional Electronic Marketplaces For Smes: A Stage Approach, Denise Gengatharen, Craig Standing

Denise E Gengatharen

Small and medium enterprises (SMEs) are important to most economies. To improve e-commerce uptake and often motivated by regional economic and community development issues, some governments are creating Internet-based e-marketplaces for SMEs. Given the complexities involved in creating such e-marketplaces, a conceptual framework to support their development needs to be considered. The proposed framework uses a staged approach to advise the development of government-sponsored community-portal regional e- marketplaces (CP-REMs) for SMEs. Data from an ongoing case study is used to examine the framework constructs. Findings indicate that the staged approach allows CP-REMs to develop in tandem with e-commerce sophistication of …

Intellectual Capital Statement (Ics) As A Method Of Measurement And Management Of Knowledge Assets, Anna Ujwary-Gil

Anna Ujwary-Gil

The article describes empirical verification of an interesting model – Intellectual Capital Statement (ICS). ICS is an example of a method which emphasizes the European contribution into the developing trend of intellectual capital (IC) measure and evaluation, with particular attention paid to the SME sector (a strong presence of Scandinavian countries and the USA is noticeable here). ICS is presented here as a tool enabling us to manage and evaluate IC of a company and to demonstrate the dynamics of its changes. The article contains a case study of a company operating in the construction sector in Poland. It also …

Transition To Is Project De-Escalation: An Exploration Into Management Executive's Influence Tactics, Gary Shan Chi Pan, Shan Ling Pan

Gary PAN

This paper seeks to understand the factors that shape management executives' influence behaviors and the influence tactics that may be utilized during de-escalation of commitment to information systems (IS) projects. De-escalation is potentially a more important issue than escalation because de-escalation provides remedies for the ills of escalation. Therefore, it is important to understand how project stakeholders' commitment to troubled IS projects may be transformed under management executives' influence, hence allowing project teams to carry out their de-escalation activities. Here, we adopt theories of leadership, politics, and interpersonal influence, as our lenses to examine the management executive's influence behaviors during …

Training And Service Quality: A Case Study Analysis Of Regional Australian Restaurants, Grant Cairncross, Simon J. Wilde, Lucinda Hutchinson

Dr Simon J Wilde

The incorporation of training procedures, both formal and informal, within hospitality firms is recognised as a vital element in achieving sustainable perceived service quality. Yet, despite this importance, relatively little is known about the extent, nature and determinants of training in hospitality firms in regional Australia. Restaurants in particular have proven hard to analyse because many are what the Australian Bureau of Statistics calls micro-businesses who employ less than five staff, or are small businesses with five to twenty employees, and have little in the way of training resources and expertise in the area. An examination of six restaurants in …