Managing Information Technology

638 Part IV • The Information Management System model put structure around our decision-making process and brought clarity to th ...

users: The technical SLAs were generally being met, but Schaeffer employees expected more—especially when it came to resolving t ...

640 Part IV • The Information Management System someone stops us, and they don’t have a ticket. We can spend an hour at somebody ...

different vendor or adding another vendor for a multi- sourcing arrangement would also mean another painful transition period: A ...

642 CASE STUDY IV-5 Systems Support for a New Baxter Manufacturing Company Plant in Mexico Baxter Manufacturing Company (BMC), l ...

Case Study IV-5 • Systems Support for a New Baxter Manufacturing Company Plant in Mexico 643 the cost of shipping, the problems ...

644 Part IV • The Information Management System long-range systems needs of the entire company. It would be nice if we could get ...

from software vendors that work with the ASP. The ASP provides help desk support and deals with hardware prob- lems, but applica ...

646 Part IV • The Information Management System Mexican plant’s auditor, and it recommends the Contpaq financial software, so it ...

647 CASE STUDY IV-6 The Challenges of Local System Design for Multinationals: The MaxFli Sales Force Automation System at BAT Wi ...

outpaced the ability of existing technology. As sales, mar- keting, and cash-collection methods evolved, new systems were needed ...

Case Study IV-6 • The Challenges of Local System Design for Multinationals 649 Date Event 1983 Chile’s first handheld is develop ...

650 Part IV • The Information Management System MaxFli Technology Back Office System/Data Warehouse (managed by IT staff) Handhe ...

much of his energies “managing upward—making sure management understood what we were doing and why we were doing it.” Palacios c ...

652 Part IV • The Information Management System Custom Development Package Configuration Package = Cost/Risk Effective Custom = ...

to be a complete direct distribution market. Many of its business processes were imported from Chiletabacos, along with several ...

654 Part IV • The Information Management System While BAT Colombia experienced the same high fail- ure rate with the Jornadas as ...

An important market feature in BATCA was that the sale of nontobacco products (e.g., matches) was an impor- tant source of reven ...

656 Part IV • The Information Management System The communication infrastructure was an ongoing frustration during the initial p ...

fields, how do you do the change management, etc.” Chile, however, decided to curtail the training to the markets embarked in th ...