• #Unit 1

    • #Unit 2

    • #Unit 3

    • #Unit 4

    • #Unit 5

    • #Unit 1

    • #Unit 2

    • #Unit 3

    • #Unit 4

    • #Unit 5

    • #Export and Import

      Financing

      Export

      Import

      #Promises and pitfalls of exporting

    • #Counter-trade (BBCC-COST)

      • It is a trade in which, the seller is required to accept goods or services from the buyer as either full or partial payment.

    • #IB entry modes

      Export

      Manufacturing without FDI

      Manufacturing with FDI

    • #Strategic alliances

    • #Selecting Entry Modes

    • #Business

      • Organized efforts of an enterprise to supply goods and services to customers.
      • Acquiring of wealth through buying and selling of goods.

      #Nature

      • Exchange of goods and services
      • Objective = profit
      • Numerous transactions
      • Risks and uncertainties
      • Business skills
      • Buyer and seller
      • Deals in goods and services
      • Connected with production
      • Marketing and distribution of goods
      • Satisfy human wants
      • Social obligations

      #Significance

      • Improves standard of living
      • Proper utilization of resources
      • Better quality of goods
      • Large variety of goods
      • Creates utilities
      • Employment opportunities
      • Worker’s welfare
    • Business Environment

      • It is the surroundings of the business enterprise, that affects or influences its operations and effectiveness.

      • It includes factors outside of the firm, that can lead to opportunities or threats.

      • It includes,

        • Socio-economic factors
        • Technological factors
        • Suppliers
        • Competitors
        • Government
        • Cultural factors
    • Nature of Business Environment

      • It is an inseparable part of business.
      • It is dynamic.
      • Business lacks control over environment.
      • It has internal and external factors.
      • It is complex.
      • It is multifaceted.
      • It has opportunities and obstacles.
      • It regulates the scope of business.
      • It has a long lasting impact.
      • It is uncertain.
    • Constituents of Business Environment

      Internal Environment

      - Has direct impact on business
      - Can be controlled
      - Factors include personnel, physical facilities, marketing, etc.
        * Value system
        * Mission, vision and objectives
        * Management structure and nature
        * Internal power relationships
        * Human resource
        * Company image and brand equity
        * Physical assets and facilities
        * Research and development
        * Financial resources
        * Marketing resources

      External Environment

      - Factors outside a firm
      - Cannot be controlled

      Micro (Operating) Factors

        * Suppliers
        * Customers
        * Market intermediaries
        * Competitors
        * Public

      Macro (General) Factors

        * Economic
        * Political
        * Legal
        * Environmental
        * Socio-cultural
        * Technological
        * Natural
        * Demographic
        * International / Global
    • #**Political System**

      • Political System = Politics + Government
      • Communism + Socialism <> Fascism + Anarchism
      • Institutions + Political Organizations + Interest Groups
      • Composed of member of social organization who are in power
    • #**Political factors affecting business (GDP-FP)**

      • Government Laws
      • National Defense Posture
      • Political Stability
      • Foreign Policy
      • Political Organization
    • #**Political Institutions**

      Legislature

      • To Make Law
      • Parliament = President + Lok sabha + Rajya sabha
        • Delegated Legislation
          • Some powers are delegated
          • Often published in Official Gazettes
        • Ordinances
          • Laws made under urgency
          • By President
          • Valid only for a limited period

      Executive

      • To Execute Law
      • Council of Ministers
      • Union Cabinet = Prime Minister + Colleagues
      • Drafts bill and presents to Parliament for approval

      Judiciary

      • To Adjudicate Law
      • Continuation of British legal system
      • Independent in nature
      • Supreme legal document = Constitution of India
        • Supreme Court
        • High Court
        • District COurts
        • Magistrates
        • Civil Judge
    • #**Political System**

      • Political System = Politics + Government
      • Communism + Socialism <> Fascism + Anarchism
      • Institutions + Political Organizations + Interest Groups
      • Composed of member of social organization who are in power

      Types (LAT)

      Libertarian

      • Open System
      • Few or limited laws based on popular beliefs

      Authoritarian

      • Based on authority given or acquired
      • Closed, only open for a few
      • Based on customary law
      • Autonomous groups

      Totalitarian

      • Closed and customary law
      • Positivist law
      • Non-autonomous groups

      Other Types

      • Anarchy
        • No political law
        • Stronger > Weaker
      • Monarchy (MAD)
        • One person with power
        • Benign than dictatorship
        • Powers are passed down to other generations
      • Autocracy
        • One person with power
        • Laws based on cultural factors
      • Dictatorship
        • One person with absolute power
        • No transfer of power
      • Oligarchy (OT)
        • Ruled by a few
      • Theocracy
        • Oligarchy based on religion
      • Stratocracy (SCAMPID)
        • Ruler = Military
      • Cleptocracy
        • Illegal dictatorship
        • For personal gain
      • Aristocracy
        • Ruler = Upper class people
      • Meritocracy
        • Ruler = Most deserving person
      • Plutocracy
        • Ruler = Person with most resources
      • Indirect Democracy
        • Voting based on few groups who in turn decide the authoritative power
      • Democracy
        • People have the power
        • Based on pure voting
    • #**Influence on Business - (FOOD PPIG)**

      Foreign Policy

      • Determines FDI
      • Determines the level of foreign involvement in Business

      Other Country Relations

      • Friendly nations = Favorable foreign trade
      • Reduces the need for defence budget
      • FTA policies

      Opposition Party Views

      • Formation of coalitions = Complex = Reduces business efficiency

      Defense and Military Policy

      • Large defence budget = more taxes + less infrastructure

      Political Ideology

      • Political thinking + approach + vision of government towards economic and social activities
      • Decides which areas are to be privatized, FDI, Public, etc.

      Political Stability

      • Helps in long-term planning of a country
      • Gives a sense of security to people

      International Business/MNCs Policies

      • Political environment maybe be Domestic, Foreign or International
      • Major factor for consideration for MNCs

      Government Control and Restrictions

      • Highly restrictive = reduces business activities and interests
    • Corporate Social Responsibility

      It may be defined as the intelligent and objective concern for the welfare of the society.

      Shareholders or Owners

      • Run business efficiently
      • Proper utilization of capital and resources
      • Growth and appreciation of capital
      • Regular and fair return on investment

      Employees and Workers

      • Provide proper remuneration
      • Workplace safety standards
      • Worker’s compensation insurance
      • Positive working climate

      Customers

      • Quality goods and services
      • Fair prices
      • Honest ads
      • After-sales service
      • Research and development
      • Consumer’s safety
      • Regular supply
      • Attend complaints
      • Avoid monopolistic competition

      Suppliers

      • Regular orders for purchase
      • Reasonable credit period
      • Fair terms and conditions
      • Informing about customer taste
      • Timely payment of dues
      • Information about future development plans

      Creditors

      • Accurate information of financial health of organization
      • Reasonable price for goods
      • Promote healthy atmosphere

      Competitors

      • No high sales commissions to intermediaries
      • No heavy discounts or free products
      • No defaming of competitors by false ads

      Government

      • Pay taxes
      • Follow environmental regulations
      • Follow labor laws
      • Avoid restrictive trade practices
      • Proper financial disclosures
      • Avoid corruption

      Society or Community

      • Protection of environment
      • Reasonable use of resources
      • Reservation for weaker section
      • No anti-social activities
      • Development of backward regions
      • Financial assistance
      • Prevent congestions
      • Generate employment
    • Pollution

      Introduction of contaminants into the natural environment that causes adverse change

      Causes

      • Natural Sources

        • Gases and ashes from volcano
        • Smoke from forest fires
        • Presence of dust storms
        • Natural pollutants such as Bacteria, spores, cysts, pollens
        • Decay of organic matter - marsh gases
      • Man-made / Anthropogenic Sources

        • Industrialization
        • Automobiles
        • Overpopulation
        • Deforestation
        • Nuclear Explosions
        • Overexploitation of resources
        • Constructions
        • Explosives
        • Fertilizers and pesticides
        • Quarrying and mining
    • Types of Pollution and its control

      Air Pollution

      • Planning and zoning of industrial zones
      • Dispersion in scarce locations
      • Reduction by process changes
        • Raw material substitution
        • Fuel substitution
        • Process modification
        • Equipment modification, repair, maintenance
      • Use of control equipment

      Land Pollution

      • Reducing use of chemicals
      • Weed control
      • Reforestation and recycling wastes
      • Solid waste management

      Water Pollution

      • Industrial Effort
      • Transportation
      • Farming solutions
      • Proper waste disposal
      • Filtering of water effluents
      • Ground water contamination controls

      Noise Pollution

      • Source noise reduction
      • Change in design and operation
      • Control of indoor noise
      • Road noise control by buffer zones
      • Legislature to control noise
      • Education and public awakening
      • Awareness programs
      • Transmission control
      • Protect exposed person

      Thermal Pollution

      • Cooling towers
      • Cooling ponds
      • Artificial lake
      • Prevention of deforestation
      • Afforestation

      Marine Pollution

      • Treatment of waste before disposal
      • Industrial laws
      • No radioactive dumping
      • Reduction in developmental activities in coastal region
      • Ban toxic, sewage dumping
      • Minimize oil spills
      • Recycling of waste
      • Strict regulations
      • Education and awareness creation
      • Prevention of dumping of oil ballast
      • Reduced drilling and dredging in ecologically sensitive areas

      Nuclear Pollution

      • Radiation monitoring
      • Source shielding
      • Safety education and awareness
      • Proper disposal of radioactive waste
      • Medical radiation control
      • Nuclear test ban treaty
      • System by which companies are directed and controlled
      • Sexual and racial discrimination
      • Price discrimination
      • Human rights
      • Bribery
      • Harmful products
      • Intellectual property protection
    • #Theories

      • Normative - Moral right or wrong
      • Descriptive - Practical right or wrong

      Normative

      Consequentialist (Teleological - end or purpose)

      • Utilitarianism
        • One with most benefits to most people
        • Jeremy Bentham + John Stuart Mill
          • Act - for maximum good
          • Rule - Possibility of conflicting rules
      • Altruism
        • Good for others
          • Biological reasons
          • Neurological reasons
          • Cognitive reasons
      • Egoism
        • Based on individual right or wrong
        • Short term oriented
        • Fluctuating and changing constantly
          • Enlightened egoism - self + others interest
          • Psychological egoism - selfish

      Non-consequentialist (Deontological)

      • respect to everyone
      • treat everyone equally
        • Duty based ethics (Kantianism)
          • Immanuel Kant + Ross
          • Based on people level
          • treat everyone with dignity and respect
        • Right based ethics
          • Locke and Hobbes
          • Based on basic rights
    • #VOWSPP

      Value Forming Institutions

      Organizational Goals

      Work and Career

      Superiors

      Peers and Colleagues

      Professional Codes

    • #Types of Stakeholders

      Internal

      • Management
      • Shareholders
      • Workers

      External

      • Customers
      • Suppliers
      • Creditors
      • Competitors
      • Government
      • Society / Community
    • #Stages

      • Domestic company
        • Domestic, home country view towards business
        • within one country (home country)
      • International company
        • domestic view
        • expanded markets, production to other countries
        • home country ways = superior
      • Multinational company
        • Multi-domestic strategy
        • Different strategy and marketing mix used
        • to beat world demand
      • Global company
        • Major strategy difference
        • Any one
          • Global marketing strategy
            • Source = home country; sold = global market (various countries)
          • Global sourcing strategy
            • Source = various countries; sold = home country
      • Transnational company
        • Integrated network
        • maintains cost efficiency and local responsiveness
    • #Advantages of IB (SEEM)

      • Maximum utilization of natural resources
      • Stability in prices
      • Economic growth
      • Earning of FOREX
    • #Indian Business (SELF-CMMP)

      • Supply chain
        • Transport cost
        • Delay in transport and supply chain (congestion)
      • Economic liberalization
        • in 1980s
        • trade liberalized
        • India entered the global market
      • Laws and corruption
        • Taxes, customs duty, Excise duty
        • No control for corruption
      • FDI
        • GDP increase due to FDI - 8% in decade
        • Increases trade
        • Capital flow
      • CSR initiatives
        • Beginning or nascent stage
        • Least understood
        • Becoming a necessity
      • Manufacturing
        • Continuous power supply
        • Black market = non-availability of raw materials
        • Efficient use of resources
      • Marketing
        • Increase in telecommunication technology
        • Green revolution
        • New marketing strategies
      • Privatization
        • began in 1991
        • More active
        • Efficient utilization of resources
    • #International Business (CLIFT_GD)

      • Containerized cargo
      • Cooperation among countries
      • Liberalization of cross border movements
      • Intra-firm trade
      • Forced dynamism
      • Transfer of technology
      • Trade in agricultural and manufactured goods
      • Trade between partners of regional trade agreements (RTAs)
      • Global production network
      • Growth in emerging markets
      • Developing countries’ trade
    • #Factor affecting IBE (SELECT-P)

      International

      • Social environment
      • Economic environment
      • Legal Environment
      • Ecological environment
      • Cultural environment
      • Technological environment
      • Political environment
    • #Components of Global trade and investment

      • Trade of goods and services
      • FDI (>10%)
      • FPI (<10%)
      • Other investments
    • #International Trade Theories

      Classical Theory

      Mercantilism

      Absolute Advantage Theory

      Comparative Advantage Theory

      Factor Proportion Theory

      Modern Theory

      International Product Life Cycle Theory

      New Trade Theory

      Opportunity Cost Theory

      National Competitive Advantage Theory

    • #**WTO**

      • International organization
      • To facilitate and liberalize international trade
      • 1st January, 1995
      • Headquartered in Centre William Rappard, Geneva, Switzerland
      • Replaced General Agreement on Tariff and Trade (GATT - 1947)
      • 76 initial members on the 1st day
      • 153 members (97% total world trade) and 30 observers
      • Meeting every 2 years
      • Governed by
        • Ministerial Conference (MC) - meet every 2 years and policy decision
        • General Council (GC) - day-to-day administration
        • Director General (DG)
    • #**Principles of WTO (TFPPE)**

      Trade without discrimination

      • Most Favoured Nation (MFN) - Treating other people equally
      • National treatment - Treating foreigners and local equally

      Freer trade - gradually, through negotiation

      Predictability - through binding and transparency

      Promoting fair competition

      Encouraging development and economic reform

    • #**Structure of WTO**

      Ministerial Conference (MC)

      - Meet every 2 years
      - Policy and strategy making body
      - Top decision making body 

      General Council (GC)

      - Executive body
      - All members are representatives in GC

      Dispute Settlement Body (DSB)

      - Councils
        - Trade in Goods
        - Trade in Services
        - Trade related aspects of Intellectual Property Rights (IPR)

      Trade Policy Review Body (TPRB)

      - Committees
        - Trade and Development
        - Balance of Payments
        - Budget, Finance and Administration

      Management Bodies

      Director General (DG)

      Secretariat of the WTO

    • #**Role and Functions of WTO (EGGS-TH)**

      • Encouraging development and economic reform
      • Giving information to public
      • Global economic policy making
      • Specialized help for export
      • Helping developing and transition economies
      • Taking information
    • #**Impact of WTO**

      Positive Impact

      + Promotes peace within nations
      + Disputes handled constructively
      + Based on rules
      + Free trade
      + Increased quality and choice of products
      + Increased income (Per Capita Income)
      + Stimulates economic growth
      + Increased efficiency
      + No lobbying
      + Good governance

      Negative Impacts

      - Not democratic
      - Not transparent
      - Focus on profit
      - No focus on labor or human rights
      - Increases inequality
      - Hurts poor, small countries in favor of rich powerful nations
      - No local level decision-making for countries
    • #European Union (EU)

      • 27 members
      • Euro - trading currency

      #North American Free Trade Agreement (NAFTA)

      • 3 Members
      • Canada, USA, Mexico
      • 1994

      #Association of South East Asian Nations (ASEAN)

      • 6 members
      • Singapore, Brunei, Malaysia, Philippines, Indonesia. Thailand (SBM-PIT)
      • January 1992 - Effect on Jan 1993
      • 15 years plan

      #South Asian Association for Regional Cooperation (SAARC)

      • 7 members
      • Bangladesh, Bhutan, Nepal, India, Maldives, Sri Lanka, Pakistan

      #South Asian Free Trade Area (SAFTA)

      • 7 members as SAARC
      • 6th Jan, 2004 - effect 1st Jan, 2006
      • 12th SAARC summit
    • #**FDI**

      • It is an investment made by an entity in one country, into an an entity based in another country.
      • Acquires 10% share of the company - affects managing decisions
      • It is a cross border investment.
      • It is long lasting in nature.
      • It is more stable.
      • It flows into the primary market.
      • It enhances the capital of a specific enterprise.
    • #**Reasons for FDI**

      • Cheaper production cost
      • Reduced transportation cost
      • Lack of domestic capacity
      • Need to alter products and services
      • Bypass trade restrictions
      • Effects of Country of Origin
      • Government regulations
      • International quality
      • Labor cost
    • #**Types**

      Horizontal

      • Manufacturing of similar products in different countries
      • Due to high costs of transportation or export
        • Strategic rivalry and FDI (Knicker Bocker’s theory)
          • Mittal steel + Arcelor
          • TATA steel + Corus
        • Product life cycle (Vernon’s theory)
        • Location specific advantages (Dunning theory)

      Vertical

      • Fragmenting production globally
      • Different production stages are outsourced abroad
      • Profitable when input prices differ in countries
        • Forward vertical (Parent company acts as the supplier)
        • Backward vertical (MNC acts as the supplier for parent company)
    • #**Factors affecting FDI (BFF-STEM)**

      • Business / investment climate
      • Factor cost
      • Fiscal incentives
      • Size of the host market
      • Trade barriers / openness
      • Economic distance / transport costs
      • Mass production facility (Agglomeration effect)
    • #**Strategies for FDI (CREMEF)**

      • Cross investment strategy
      • Reduce competition strategy
      • Economizing cost strategy
      • Mode of investment
      • Entering new areas strategy
      • Firm specific strategy
    • #**FDI in the World**

      • Global FDI increased by 11% in 2013 - USD 1.46 Trillion
      • Developed countries FDI decreased - 12% increase in 2007 - USD 576 billion
      • UK FDI increased; USA FDI decreased
      • Developing countries FDI increased - 52% - USD 759 billion in 2013
      • Asia remains the largest host region in the world
    • #**FDI in India**

      • 100% FDI in single brand retail segment
      • Improvement in real estate
      • Lacking in retailing and insurance
      • India is 3rd biggest economy in terms of purchasing power
      • Highlights
        • Increase by 8% in 2013-14
        • In 2012-13, FDI doubled in the same month, i.e. March
        • Highest FDI is in services > automobiles > telecommunications > pharmaceuticals > construction development
        • Highest investors in FDI is Singapore > Mauritius > U.K. > Netherlands
        • India requires USD 1 trillion between 2012 - 2017 (12th 5 year plan) for infrastructure projects
        • Needs FDI to increase economic growth (only 4.5% in 2012-13)

      Positive Effects

      • Job opportunities
      • Elimination of middlemen
      • Increase in no. of foreign investors
      • GDP growth
      • Aid to Indian agriculture
      • Brings trade balance
      • Increases liquidity

      Negative Effects

      • Increase in monopoly of supermarkets
      • Threat for manufacturing sector
      • Marginalizes domestic players
      • Monopoly of global players
      • Monopoly among suppliers
      • Economies of scale
    • #**Foreign Exchange Market**

      • Market for currencies
      • Trading of one currency for another takes place
      • Largest and most liquid financial market in the world
      • If all country use same currency - no need for FOREX
    • #**Characteristics** (GIV-TEMP)

      • Geographical dispersal (Found everywhere)
      • Intermediary (between buyers and sellers of FOREX)
      • Volume
      • Transfer of Purchasing power (Local currency acquired)
      • Electronic market (No physical place)
      • Minimizing risk (of trade due to the currency value fluctuation)
      • Provision of credit (Through L/C, bankers’ acceptance, etc.)
    • #**Functions**

      Transfer function

      • To accomplish transfer of purchasing power by transfer of currencies
      • Using credit instruments such as telegraphic transfers, bank draft, foreign bills

      Credit function

      • To provide credit
      • Both national and international
      • To promote foreign trade
      • Credit for about 3 months till maturity is required

      Hedging function

      • To hedge FOREX risks
      • Fluctuations in market rate of currencies - Higher risk of loss or gain
      • This exchange risk should be avoided or reduced
      • Hedging using forward contracts
      • Lasts for 3 months
      • Price is agreed for a fixed rate of exchange that is paid on a future date
      • Thus fluctuations are ignored
    • #**Major FOREX Instruments**

      Spot Market

      • Transactions occur within 2 days of the deal
      • Rate of exchange = Spot exchange rate
      • Transaction = Spot transaction
      • Only cash, no contracts
      • No interest

      Forward Market

      • For transactions in a future date
      • The rate is agreed = Forward rate
      • Transaction = Forward transaction / Outright forward
      • Very flexible in nature
      • Used to hedge transactions

      Future Market

      • Forward transaction with standard contract size and maturity dates
      • Includes interest amount
      • Normally 90 days

      Option Market

      • Similar to forward market, except the rates are not obligated to the person
      • 2 types - Call and Put options (Teji - Mandi)

      Swaps

      • Similar to forward market, for more than one transaction
      • Private agreement between 2 parties
      • Involves a number of transactions
      • Can be extended upto 30 years
    • #IMS

      • International Monetary System
      • Sets of internationally agreed rules, conventions and supporting institutions, that facilitate international trade, cross border investment and generally the reallocation of capital between nation states.
      • Includes rules, policies, procedures, conventions, institutions, etc.
      • manages trade flow, capital flow, FOREX rates, BOP adjustments.
      • Constantly evolving in nature, due to constant changes in political and economic systems worldwide.

      #Stages

      • Gold standard (1870-1914)
      • Inter war years (1914-1944)
      • Bretten Woods system (1945-1972)
      • Post Bretten woods system (1972-present)
        • IMF, World Bank
        • Last evolved - Asian crisis (1997-98) and Euro (1999)
    • #Export Financing

      Pre-shipment finance

      • Packing credit by bank
      • Packing credit by government
      • Advance payment from bank against cheques/drafts
      • Advance payment from buyer

      Post-shipment finance

      • Negotiation against L/C with export documents
      • Purchase of export documents under export order
      • Advance against export bills sent on collection
      • Advance against regular consignments
      • Advance against undrawn balance
      • Advance against claims of Duty drawback
    • #Import Financing

      • Against L/C
      • Against bills under collection
      • Against deferred payments
      • Under foreign credit
        • Letter of commitment
        • Reimbursement
      • Import loans by Export-Import bank of India
    • #Promises and Pitfalls of Exporting

      Promises / Benefits

      • Market diversification
      • Additional source of revenue
      • Use of excess production capacity
      • Economies of scale
      • Leverage of purchasing power
      • Stability of business operation
      • Product lifecycle extension
      • Product improvement
      • Better technology access
      • Lower unit cost
      • Minimizing seasonal fluctuations in sales
      • Untapped markets

      Pitfalls / Limitations

      • Financial management efforts
      • Customer demand
      • Improvement in communication technology
      • Management mistakes
      • Trade barriers
      • Political constraints
    • #Barter

      • The goods and/or services are exchanged with other goods and/or services of equal value, where little or no money is paid by the buyer.
      • This is the only trade activity with no money involved.
      • Barter involves a single contract that covers both transaction flows.
    • #Buyback

      • The seller supplies plant, equipment or technology and agrees to buy goods produced with that plant, or equipment as payment.
      • The seller of equipment can receive a part of the payment in the shape of products produced by that equipment and the remaining amount in the shape of cash.
      • Longer term and larger amounts are involved.
    • #Compensation

      • The seller receives a part of the payment is cash and the rest in shape of products.
    • #Counter Purchase

      • In counter purchase agreement seller receives the full amount in cash, but agrees to spend an equal amount of money in that country within a given time.
      • In contrast to bartering, both parties pay for their purchases in cash but agree to fulfill their counter commitments.
      • At the same time, transactions do not become part of a single contract, but are entered into two different contracts.
      • Counter purchase is also called “Parallel Trading” or “Parallel Barter”.
      • Example: Pepsi Cola sold concentrates in the USSR and got paid in Rubles, which according to the agreement with Russia, these Rubles were spent for purchase of Russian products like Vodka and wine
    • #Clearing Agreement

      • This type of trading is between two or more than two countries in the shape of an agreement, under which agreed volume of goods are imported and exported over a specific time period without the payment of foreign currencies.
      • At the end of the agreed time period, the balance is settled in an agreed foreign currency for example US Dollars.
    • #Off-set Trading

      • Offset is the type of countertrade, which is mostly related to very high value of exports and/or medium to high technology capital goods supplied by a multinational corporations or a major manufacturer.
      • It may be in many forms such as co-production, license production, subcontractor production, technology transfer, overseas investment, research and development, technical assistance and training, or patent agreements etc.,

      Direct offset

      • When some components of the item sold are to be manufactured within the buyer’s country and that the seller agrees to buy those components to use them in-house.

      Indirect offset

      • When the buyer requires the seller to enter into a long term industrial or other co-operation and investment, but this co-operation or investment is not related to goods supplied by the seller.
    • #Switch Trading

      • Switch Trading involves the role of third party in a countertrade transaction.
      • If a seller in the countertrade does not want goods offered by the buyer as payment, it may bring in third party to dispose of the merchandise offered by the buyer.
    • #Tolling

      • The seller supplies raw material and receives finished goods produced from this raw material as payment from the buyer.
      • The seller can receive the payment partially in finished goods and partially in cash.
    • Export

      Indirect (DEPT)

      • Domestic purchasing
      • Export Houses / Export Management Companies (EMCs)
      • Piggybacking
      • Trading Companies

      Direct

    • #Manufacturing Without FDI (LF-CTM)

      • Licensing
        • Ranbaxy in Indonesia
      • Franchising
        • Product (Loreal - Green Trends)
        • Business ( McDonald’s)
      • Contract manufacturing
        • Nike, Gap
      • Management contracts
        • TATA tea in Sri Lanka by Estate Management Services Pvt. Ltd.
      • Turnkey projects
        • L&T in Tamakoshi Hydroelectric project, Nepal Hydel project
    • #Manufacturing With FDI (JAM-SAW)

      • Joint Ventures
        • Ranbaxy, Reddy’s, Lupin
        • Complex in nature = Legal contract
      • Acquisition
        • TATA - Jaguar
        • Easiest way to expand
        • One time only
        • Partly (Majority share to control) or wholly
      • Merger
        • Asian paints + Essel propack
        • Equal combination
      • Strategic alliances
      • Assembly operations
        • Videocon assembly unit - LG, Sony, etc.
        • For assembly to reduce tax on finished products
        • to reduce transport costs
      • Wholly-owned subsidiaries
        • TATA tea owned by Tetley in UK
        • When unsure about the market to launch a new branch
    • #Strategic Alliances

      • Very popular among MNCs
      • Based on company strategy
      • Result of merger, joint ventures, acquisitions, etc.
      • No legal entity required
      • Company retains core strategic assets
      • Outsources other activities
      • for strategic business growth
      • to reduce competition
      • to increase production, distribution, etc.
      • to improve R&D
      • to increase market coverage
      • Economy of scale

      #Types

      Basis of direction of alliances

      • Diversification alliances
        • for market or product diversification to reduce risk in any one sector
      • Vertical networks and alliances
        • Backward - with Suppliers
        • Forward - with distributors, etc.

      Basis of extent and timescale of collaboration

      • Extent of cooperation focused and complex alliances
        • Collaboration on single or many activities
      • Timescale of collaboration
        • Short time or long time
      • Consortiums
        • Short - medium term alliance
        • for time-limited projects
        • Construction projects, etc.

      #Factors

      • Partner selection
      • Alliance structure
      • Managing the alliance
    • #Factors affecting selection

      External Factors

      • Market size
      • Market growth
      • Government regulations
      • Level of competition
      • Physical infrastructure
      • Level of risk
        • Political risk
        • Economical risk
        • Operational risk
      • Cost of production
      • Shipping cost (Transportation)

      Internal Factors

      • Company objectives
      • Availability of company resources
      • Level of commitment
      • International experience
      • Flexibility
    • #Elements of System

      Inputs

      • Elements that enter a system
      • Human, Physical, Information

      Outputs

      • Elements that come out of a system
      • Inputs processed into outputs
      • Finished goods, Information, Services

      Processors

      • Elements that operate on the input to produce output
      • Production unit, machines, people

      Controls

      • Logical procedures, rules and regulations which govern inputs to be converted into outputs
      • It keeps check on the inputs and outputs

      Feeback

      • Measure of outputs against some standards
      • It measures performance and produces feedback
      • Positive feedback - adds to inputs = Feed-forward
      • Negative feedback - reduces inputs

      Environment

      • Collection of all elements that surround a system
      • It does not belong to a system, but interacts with the system

      Boundaries

      • Limits within which a system works
      • Feature that defines and outlines a system

      Interface

      • The element through which a system interacts with its environment out of the boundary
    • #Roles of IS

      Support Business Processes and Operations

      Supports Business Decision-Making

      Supports Strategies for Competitive Advantage

    • #Elements of MIS

      Hardware

      • Physical devices and materials
      • Includes written or stored information and data
        • Computer System
        • Computer Peripherals

      Software

      • Programs + Procedures
        • System Software
        • Application Software

      People

      • End Users (Users or Clients)
      • IS specialists (Develop and operate IS)

      Data

      • Raw materials
      • Valuable resources
        • Databases (Processed or organized data)
        • Knowledge bases (Experience based data)

      Network

      • Communications Media (Satellite, towers, etc.)
      • Network Infrastructure (Physical network components)
    • #Operational Support System

      • Transaction Processing System (TPS)
      • Process Control System (PCS)
      • Enterprise Collaboration System (ECS)

      #Management Support System

      • Management Information System (MIS)
      • Decision Support System (DSS)
      • Executive Information System (EIS / ESS)

      #Others

      • Expert System (ES)
      • Knowledge Management System (KMS)
      • Strategic Information System (SIS)
      • Business Information System (BIS)
      • Office Automation System (OAS)
    • #Functional Information System

      Production / Operations

      • Manufacture Resource Planning (MRP)
      • Manufacturing Execution Systems (MES)
      • Process Control System (PCS)

      Marketing

      • CRM
      • Interactive Marketing
      • Salesforce Automation

      Human Resource Management

      • Compensation Analysis
      • Employee Skills Inventory
      • Personnel Requirement Forecasting

      Accounting

      • TPS
      • Order Processing System (OPS)
      • Accounts Receivable
      • Accounts Payable
      • Inventory Control
      • Payroll
      • General Ledger

      Finance

      • Cash Management
      • Credit Management
      • Investment Management
      • Capital Budgeting
      • Financial Forecasting
    • #Types of Decisions

      Based on Structure

      • Structured
      • Unstructured
      • Semi-structured

      Based on Goals

      • Individual
      • Group
      • Organizational

      Based on Time

      • Basic
      • Routing

      Based on Management

      • Operational
      • Tactical
      • Strategic

      Based on Conditions

      • Certainty
      • Uncertainty
      • Risk
    • #Models of Decision-Making

      Classical Model

      • List —> Rank —> Select

      Administrative Model

      • Based on risks
      • Uncertainty

      Herbert Simon Model

      • Intelligence —> Design —> Choice
    • #Process of Decision-Making

    • #Components of DSS

      Data Management Sub-system

      Knowledge Management Sub-system

      User Interface Sub-system

      Model Management Sub-system

    • #Functions / Activities of DSS

      What-If

      Goal-Seeking

      Optimization

      Sensitivity

      • Automatic
      • Trial and Error
    • #Approaches of Developing DSS

      Rapid Prototyping

      End-User Development

      Systems Development Life Cycle

    • #Applications

      Medical

      Air Traffic Control

      Agriculture

      Meeting

      Voting

      Reporting

    • #Artificial Intelligence

      DEFINITION

      ARTIFICIAL INTELLIGENCE (AI)

      • It refers to computers with the ability to mimic or duplicate the functions of the human brain.
      • It is field of study that deals with making a computer that thinks like a human, to be able to learn and to have new ideas.

      ARTIFICIAL INTELLIGENCE SYSTEMS

      The people, procedures, hardware, software, data, and knowledge needed to develop computer systems and machines that demonstrate the characteristics of intelligence.

      TRAITS OF AI

      • Intelligent behavior
      • Learn from experience
      • Apply knowledge acquired from experience
      • Handle complex situations
      • Solve problems when important information is missing
      • Determine what is important
      • React quickly and correctly to a new situation
      • Understand visual images
      • Process and manipulate symbols
      • Be creative and imaginative
      • Use heuristics

      APPLICATIONS OF AI

      AI is used in the following,
      • Computer Science
      • Finance
      • Hospitals and Medicine
      • Heavy Industry
      • Online and telephone customer service
      • Transportation
      • Telecommunications maintenance
      • Toys and games
      • Music
      • Aviation
      • News, publishing and writing
      • National defense

      BUSINESS APPLICATIONS

      • Unknown patterns/relationships in sales data
      • Customer buying habits
      • Complex problem-solving and decision-support techniques in real-time business applications.
      • AI techniques are spread across functions ranging from finance management to forecasting and product.

      IN FINANCE

      • Credit authorization screening
      • Mortgage risk assessment
      • Project management and bidding strategy
      • Financial and economic forecasting
      • Risk rating of exchange-traded, fixed income investments
      • Detection of regularities in security price movements
      • Prediction of default and bankruptcy
      • Security/and or Asset Portfolio Management

      IN MARKETING

      • Computerized neural networks
      • Customer relationship management (CRM)
      • High-tech data mining can give companies a precise view of how particular segments of the customer base react to a product or service.
      • Buying patterns, analytics could help companies react much more quickly to the marketplace.

      IN HR

      • Use of neural networks and fuzzy logic in Human Resource Information System (HRIS).
      • Fuzzy neural network, to construct a new model for evaluation of managerial talent, and accordingly to develop a decision support system in human resource selection.

      ADVANTAGES OF AI

      • Can take on stressful and complex work that humans may struggle/cannot do
      • Can complete task faster than a human can most likely
      • To discover unexplored things, i.e. outer space
      • Less errors and defects
      • Function is infinite
      • Easier spreading of knowledge
      • Decisions are based on facts rather than emotions

      DISADVANTAGES OF AI

      • Lacks the “human touch”
      • Has the ability to replace human jobs
      • Over reliance on AI can lead to problems due to errors when no solution is available
      • Can malfunction and do the opposite of what they are programmed to do
      • Can be misused leading to mass scale destruction
      • May corrupt younger generation
      • Lack of creativity in responses
      • Inability to explain the logic and reasoning behind a certain decision
      • Lack of common sense in reasoning can also cause major problems
      • It is considered as ethically wrong

    • #NEURAL NETWORKS

      DEFINITION

      • Neural networks are used for solving complex, poorly understood problems for which large amounts of data have been collected.
      • They find patterns and relationships in massive amounts of data that would be too complicated and difficult for a human being to analyze.
      • Neural networks discover this knowledge by using hardware and software that parallel the processing patterns of the biological or human brain.

      TYPES OF NEURAL NETWORKS

      Neural Network types can be classified based on following attributes:
      • Connection Type
      o Static (feed forward)
      o Dynamic (feedback)
      • Topology
      o Single layer
      o Multilayer
      o Recurrent
      • Learning Methods
      o Supervised
      o Unsupervised
      o Reinforcement

      NEURAL NETWORKS COMPONENTS:

      Neuron consists of three basic components.
      • Weights
      • Thresholds
      • Activation function

      ARCHITECTURE OF NEURAL NETWORK

      • The input layer
      o Introduces input values into the network
      o No activation function or other processing
      • The hidden layer
      o Perform classification of features
      o Two hidden layers are sufficient to solve any problem
      o Features imply more layers may be better
      • The output layer
      o Functionally just like the hidden layers
      o Outputs are passed on to the world outside the neural network.

      ADVANTAGES

      • A neural network can perform tasks that a linear program cannot.
      • When an element of the neural network fails, it can continue without any problem by their parallel nature.
      • A neural network learns and does not need to be reprogrammed.
      • It can be implemented in any application.
      • It can be implemented without any problem.

      DISADVANTAGES

      • The neural network needs training to operate.
      • The architecture of a neural network is different from the architecture of microprocessors therefore needs to be emulated.
      • Requires high processing time for large neural networks.

      USE OF NEURAL NETWORKS

      Neural networks, with their remarkable ability to derive meaning from complicated or imprecise data, can be used to extract patterns and detect trends that are too complex to be noticed by either humans or other computer techniques. A trained neural network can be thought of as an “expert” in the category of information it has been given to analyze. This expert can then be used to provide projections given new situations of interest and answer “what if” questions.

      APPLICATIONS OF NEURAL NETWORKS

      • Character Recognition - The idea of character recognition has become very important as handheld devices like the Palm Pilot are becoming increasingly popular. Neural networks can be used to recognize handwritten characters.
      • Image Compression - Neural networks can receive and process vast amounts of information at once, making them useful in image compression. With the Internet explosion and more sites using more images on their sites, using neural networks for image compression is worth a look.
      • Stock Market Prediction - The day-to-day business of the stock market is extremely complicated. Many factors weigh in whether a given stock will go up or down on any given day. Since neural networks can examine a lot of information quickly and sort it all out, they can be used to predict stock prices.
      • Traveling Salesman’s Problem - Interestingly enough, neural networks can solve the traveling salesman problem, but only to a certain degree of approximation.
      • Medicine, Electronic Nose, Security, and Loan Applications - These are some applications that are in their proof-of-concept stage, with the acceptation of a neural network that will decide whether or not to grant a loan, something that has already been used more successfully than many humans.
      • Miscellaneous Applications - These are some very interesting (although at times a little absurd) applications of neural networks.

      CONCLUSION

      • Neural networks are suitable for predicting time series mainly because of learning only from examples, without any need to add additional information that can bring more confusion than prediction effect.
      • Neural networks are able to generalize and are resistant to noise.
      • It is generally not possible to determine exactly what a neural network learned and it is also hard to estimate possible prediction error.

    • #Components

      Knowledge subsystem (Base + Acquisition + Refining)

      User-Interface

      Inference Engine

      Explanation subsystem

      Blackboard (Workspace)

    • #IT management

      • Business + IT strategies = CEO + CIO
      • Application development + technology = CIO + CTO
      • IT organization + structure = CIO + IT managers
    • #Business/IT planning process

      • discovering innovative approaches - to satisfy customers
      • development of strategies and business models
      • development of IT strategies and architecture
      • Development of complementary business and IT strategies

      Customer value (Innovative approaches) —> Business strategies and models —> IT strategy and architecture —> Application development and deployment —> Complementary Business/IT strategy (CEO/CIO)

      #3 Major components of planning process

      • Strategy Development
      • Resource Management
      • Technology Architecture
    • #Managing IS functions (AI-TOUCH)

      • Application development management
      • IS operations management
      • Technology management
      • Organizing IT
      • User services management
      • CIO / IT executives management
      • Human resource management
    • #IRM

      • Used to design, store (inventory) and control the resources that are required to produce information.

      • Should be managed like

        • Money
        • Material
        • Men
        • Machines

      #Objectives

      • Utilize resource effectively
      • Design model to improve communication within and outside organization
      • Monitoring all resources used to create, store, process, disseminate information
      • Helps reuse of information
      • Helps retain information

      #Functions of IRM

      • Data Processing
        • Computer operations
        • Applications development
        • Technical services
        • Corporate database
        • Data communications
      • Telecommunications
        • Data communications
        • Voice communications
        • LAN
        • External data services
      • Office automation
        • VOice communications
        • LAN
        • External data services
        • Word processing
        • Intelligent workstations

      #IRM Dimensions (RTDFS)

      • Resource management
      • Technology management
      • Distributed management
      • Functional management
      • Strategic management
    • #Types

      • Centralized
        • Staff professionalism
        • Corporate database control
        • Technical competence and research
        • Comparative cost advantage
      • De-centralized
        • Low cost technology availability
        • Backlog of development work
        • User control over operations
        • Organizational Behavior
      • Distributed
    • #EDI

      • Transfer of structured data
      • by agreed message standards
      • from one computer to another
      • by electronic means

    • #Functions/Services of EDI (ATC)

      • Application
      • Translation
        • EDIFACT (EDI For Administration, Commerce and Transport)
        • ANSI (American National Standards Committee)
        • ASC X12 (Accredited Standards Committee)
        • ODETTE (Organisation for Data Exchange by Tele Transmission in Europe)
        • TDCC (Transport Data Coordination Committee)
      • Communication
        • VAN (Value Added Networks)
        • FTP (File Transfer Protocol)
        • SFTP ( Secure File Transfer Protocol)
        • VPN (Virtual Private Networks)
        • LAN (Local Area Networks)
    • #Components of EDI

    • Advantages

      • Shortened ordering time
      • Cost cutting
      • Elimination of errors
      • Fast response
      • Accurate invoicing
      • EDI payment
      • Reduced stock holding
      • Cash flow
      • Business opportunities
      • Customer lock-in

      #Disadvantages

      • Operating procedures
      • Production and purchasing decisions
      • Less transparent
      • Varying flexibility
      • High costs
      • Limited accessibility
      • Rigid requirements
      • Involvement of trading partners
      • Complicated message standards selection
      • Management deviation
      • Errors in processing, application and communication
      • Relying on 3rd parties
      • Security threats
      • Dependence on system
    • #Applications

      • International trade
      • Financial EDI
        • Bank cheques
        • Electronic Funds Transfer (EFT)
          • NEFT (National Electronic Funds Transfer)
          • RTGS (Real Time Gross Settlement)
          • IMPS (Immediate Payment Service)
        • Automated Clearing House (ACH) transfers
      • Health care
      • Insurance
      • Manufacture
      • Retail procurement
    • #Scope of SCM (FD-PICS)

      • Financial Management
      • Distribution Management
      • Payment Management
      • Inventory Management
      • Channel Management
      • Supplier Management
      • Sales force Management
    • #SCM Model

      • Information Flow
      • Product Flow
      • Financial (Money/Funds)Flow

    • #SCM Framework

    • #Components of SCM

      • Procurement
        • SRM
        • Material planning
        • Material scheduling
        • Procurement method
      • Processing
        • JIT
        • Capacity planning
        • Production scheduling
        • Flexibility, volumes and varieties
      • Distribution
        • CRM
        • Demand planning
        • Responsiveness
        • Distribution networking
    • #Computer Crimes

      • Cyber theft
      • Unauthorized use at work
      • Computer virus
      • Computer worms
      • DoS
      • Hacking
      • Piracy
    • #Security Tools

      • Firewalls
      • Anti-virus softwares
      • DoS defenses
      • Encryption
      • E-mail monitoring

      #Other Measures

      • Security Codes
      • Token-based authentication
      • Backup files
      • Security monitors
      • Biometric security
      • Disaster recovery plans
    • #Challenges

      • Privacy
        • ISP logging
        • Data logging
        • Cookies
      • Ethics
      • Crime
      • Employment
      • Health
      • Working conditions
      • Individuality
    • #Ethics for IT

      Business Ethics

      • Stock-holder theory
      • Stake-holders theory
      • Social contract theory

      Technology Ethics

      • New technology development
      • Growth of technology
    • #Controls

      IS Controls

      • Input (Security codes, encryption, etc.)
      • Output (IP, security codes, encryption)
      • Process (Firewalls, IP, checkpoint, computer match)
      • Storage (Security codes, encryption, backup)

      Procedural control

      • Authorization
      • Standard procedures and documentation

      Facility Control

      • Physical
      • Biometric
      • Network
      • Telecommunication
      • Computer Failure
    • #Online Risks

      DoS Attacks

      -Single DoS
      -DDOS (Distributed Denial of Service)

      Spoofing

      • IP spoofing
      • DNS spoofing

      Computer Hijacking

      • Individual (Targeted)
      • Widespread (Common)
    • International Trade Theories

      Classical Theory

      Mercantilism

      • Started in UK in 16th century
      • Export > Import
      • Favourable balance of trade (Export > Import)
      • Unfavourable balance of trade (Export < Import)
        • Neo-Mercantilism
          • Export surplus to achieve social or political objective

      Absolute Advantage Theory

      • Adam Smith (1776)
      • Focus on producing goods that a country has an absolute advantage
      • With other factors remaining constant
      • More skill
      • Less labor
      • Less production time
      • Longer production runs

        Natural Advantage

        • Goods which can only be produced in a country due to its natural environment

        Acquired Advantage

        • Production of certain goods because of acquired technological advantages

      Comparative Advantage Theory

      • David Ricardo (1817)
      • If one country has absolute advantage in production of all goods
      • Focus on producing goods with absolute advantage and less opportunity cost
      • Specialization based on comparative advantage

      Heckscher Ohlin (Factor Proportions) Theory

      • Eli Heckscher (1919) + Bertin Ohlin (1933)
      • Based on 3 factors
        • Land
        • Labor
        • Capital

      Example

      Land + Labor + Capital
      Country A = 60 + 10 + 30
      Country B = 50 + 40 + 10
      ==> Country A exports = Land and Labor intensive products
      ==> Country B exports = Capital intensive products
    • #Modern Theory

      Product Life Cycle Theory

      • Raymond Vernon (Mid 1960s)
      • Production location changes according to the product life cycle stage
      • 4 stages
        • Introduction
        • Growth
        • Maturity
        • Decline

      New Trade Theory

      • Paul Krugman (1980)
      • First mover advantage
      • Well established
      • Capture significant portion of world market
      • Competitive advantage
      • Economies of scale (Learning by doing)

      Internal Economies of Scale

      - Big firm = Big economy of scale = lower prices = sell more = monopoly
      - Intra-industry Trade Index of i (pdt cat.) = |Xi – Mi|/(Xi + Mi)

      External Economies of Scale

      - Small firm in many countries = Large firm in total = More market capture = ensures dominance

      Opportunity Cost Theory

      • Gottfried Haberler (1983)
      • Produce goods with less opportunity cost
      • 10 units of cloth / 20 units of wine ==> 1 cloth = 2 wine
      • ==> Produce wine and export and import cloth
      • Focuses on importance of substitution

      National Competitive Advantage - Diamond Model

      • Michael Porter (1990)
      • Based on 4 factors

        • Factor Conditions (Physical + Human + Specialized resources)
        • Demand Conditions (Local market demand - High quality demanded = high international competitiveness)
        • Related and Supporting Industries (Produces inputs for the company)
        • Firm Strategy, Structure and Rivalry (Competition = Innovation = Quality)
      • Chance and Government play an important role in all factors



    • #Herbert Simon Model

      Intelligence

      Design

      Choice

    • #Applications

      Cognitive Science

      • Learning System
      • Expert System
      • Fuzzy Logic
      • Neural Network
      • Intelligent Agent
      • Genetic Algorithms

      Robotics

      • Visual Perception
      • Tactility
      • Dexterity
      • Locomotion
      • Navigation

      Natural Interface

      • Natural Languages
      • Speech Recognition
      • Multi-Sensory Interface
      • Virtual Reality
    • BRANCHES OF AI

    • #Executive Information System (EIS)
      • An executive information system (EIS) is a decision support system (DSS) used to assist senior executives in the decision-making process.
      • It is also called as Executive Support System (ESS).
      • It is commonly considered a specialized form of decision support system (DSS).
      • It does this by providing easy access to important data needed to achieve strategic goals in an organization.
      • An EIS normally features graphical displays on an easy-to-use interface.
      • Executive information systems can be used in many different types of organizations to monitor enterprise performance as well as to identify opportunities and problems.
      • It uses information based on intelligence.
      o Market intelligence
      o Investment intelligence
      o Technology intelligence

      Information Sources

      • External databases
      • Technology reports like patent records etc.
      • Technical reports from consultants
      • Market reports
      • Confidential information about competitors
      • Speculative information like market conditions
      • Government policies
      • Financial reports and information

      Features of Executive Information System

      Advantages of ESS

      • Easy for upper level executive to use
      • Ability to analyze trends
      • Augmentation of managers’ leadership capabilities
      • Enhance personal thinking and decision making
      • Contribution to strategic control flexibility
      • Enhance organizational competitiveness in the market place
      • Instruments of change
      • Increased executive time horizons.
      • Better reporting system
      • Improved mental model of business executive
      • Help improve consensus building and communication
      • Improve office automation
      • Reduce time for finding information
      • Early identification of company performance
      • Detail examination of critical success factor
      • Time management
      • Increased communication capacity and quality

      Disadvantage of ESS

      • High implementation costs
      • System may become slow, large, and hard to manage
      • Need good internal processes for data management
      • Functions are limited
      • Hard to quantify benefits
      • Executive may encounter information overload
      • Difficult to keep current data
      • May lead to less reliable and insecure data
      • Excessive cost for small company
      • System dependent

    • #Decision Support System (DSS)
      • Decision support systems are interactive software-based systems intended to help managers in decision making by accessing large volume of information generated from various related information systems involved in organizational business processes, like, office automation system, transaction processing system etc.
      • It uses the summary information, exceptions, patterns and trends using the analytical models.
      • Decision Support System helps in decision making but does not always give a decision itself.
      • The decision makers compile useful information from raw data, documents, personal knowledge, and/or business models to identify and solve problems and make decisions.
      • Typical information gathered by a DSS may include:

      • Projected revenue and sales figures, some based on new product sales projections
      • Comparative sales figures between selected time periods
      • Inventory data organized into relational databases for timely analysis

      Types of Decisions

      Programmed Decisions

      Programmed decisions are basically automated processes, general routine work, where
      • These decisions have been taken several times.
      • These decisions follow some guidelines or rules.

      Non-programmed Decisions

      Non-programmed decisions occur in unusual and non-addressed situations, so
      • It would be a new decision.
      • There will not be any rules to follow.
      • These decisions are made based on available information.
      • These decisions are based on the manger’s discretion, instinct, perception and judgment.

      Applications

      DSS applications are used in many diverse fields, including
      • Medical diagnosis
      • Credit loan verification
      • Evaluating bids on engineering projects
      • Business and business management
      • Agricultural production at the farm and policy levels
      • Forest management
      • Railroad (for evaluation of defective rails)

      Characteristics of a DSS

      • Support for decision makers in semi structured and unstructured problems.
      • Support for managers at various managerial levels, ranging from top executive to line managers.
      • Support for individuals and groups. Less structured problems often requires the involvement of several individuals from different departments and organization level.
      • Support for interdependent or sequential decisions.
      • Support for intelligence, design, choice, and implementation.
      • Support for variety of decision processes and styles
      • DSSs are adaptive over time.

      Benefits of DSS

      • Improves efficiency and speed of decision making activities.
      • Increases the control, competitiveness and capability of futuristic decision making of the organization.
      • Facilitates interpersonal communication.
      • Encourages learning or training.
      • Since it is mostly used in non-programmed decisions, it reveals new approaches and sets up new evidences for an unusual decision.
      • Helps automate managerial processes.

    • #Management Information System (MIS)
      • Management Information System, ‘MIS’ is a planned system of collecting, storing and disseminating data in the form of information needed to carry out the functions of management.
      • A Management Information System (MIS) is a broadly used and applied term for a three-resource system required for effective organization management.
      • MIS is sometimes referred to as “IT management” (information technology management) or “information services” (IS).
      • The three components in MIS
      o System suggests integration and holistic view.
      o Information stands for processed data.
      o Management is the ultimate user, the decision makers.

      Management

      Management covers the planning, control, and administration of the operations of a concern. The top management handles planning; the middle management concentrates on controlling; and the lower management is concerned with actual administration.

      Information

      Information, in MIS, means the processed data that helps the management in planning, controlling and operations. Data means all the facts arising out of the operations of the concern. Data is processed i.e. recorded, summarized, compared and finally presented to the management in the form of MIS report.

      System

      Data is processed into information with the help of a system. A system is made up of inputs, processing, output and feedback or control.

      Scope of MIS

      Objectives of MIS

      Capturing Data

      Capturing contextual data, or operational information that will contribute in decision making from various internal and external sources of organization

      Processing Data

      The captured data is processed into information needed for planning, organizing, coordinating, directing and controlling functionalities at strategic, tactical and operational level. Processing data means:
      • making calculations with the data
      • sorting data
      • classifying data and
      • summarizing data

      Information Storage

      Information or processed data need to be stored for future use.

      Information Retrieval

      The system should be able to retrieve this information from the storage as and when required by various users.

      Information Propagation

      Information or the finished product of the MIS should be circulated to its users periodically using the organizational network.

      Characteristics of MIS:

      • It should be based on a long-term planning.
      • It should provide a holistic view of the dynamics and structure of the organization.
      • It should work as a complete and comprehensive system covering all interconnecting sub-systems within the organization.
      • It should be planned in a top-down way, as the decision makers or the management should actively take part and provide clear direction at the development stage of the MIS.
      • It should be based on need of strategic, operational and tactical information of managers of an organization.
      • It should also take care of exceptional situations by reporting such situations.
      • It should be able to make forecasts and estimates, and generate advanced information, thus providing a competitive advantage. Decision makers can take actions on the basis of such predictions.
      • It should create linkage between all sub-systems within the organization, so that the decision makers can take the right decision based on integrated view.
      • It should allow easy flow of information through various sub-systems, thus avoiding redundancy and duplicity of data. It should simplify the operations with as much practicability as possible.
      • Although the MIS is an integrated, complete system, it should be made in such a flexible way that it could be easily split into smaller sub-systems as and when required.
      • A central database is the backbone of a well-built MIS.

    • #Transaction Processing System
      • A transaction process system (TPS) is an information processing system for business transactions involving the collection, modification and retrieval of all transaction data.
      • Characteristics of a TPS include performance, reliability and consistency.
      • TPS is also known as transaction processing or real-time processing.

      Functional Areas

      Transaction processing systems provide three functional areas:

      System runtime functions

      Transaction processing systems provide an execution environment that ensures the integrity, availability, and security of data. It also ensures fast response time and high transaction throughput.

      System administration functions

      Transaction processing systems provide administrative support that lets users configure, monitor, and manage their transaction systems.

      Application development functions

      Transaction processing systems provide functions for use in custom business applications, including functions to access data, to perform inter-computer communications, and to design and manage the user interface.

      Types of transaction processing

      Batch transaction processing

      This is information that is gathered and stored but not processed immediately i.e. the processing of an invoice or cheques in a banking system.

      Real time transaction processing

      This is a transaction which is processed immediately and the operator has access to on-line database i.e. withdrawal from a bank account, Library loans.

      Objectives

      • Carrying out the day-to-day transactions of the organization on a regular basis.
      • Collecting, processing, editing, updating, storing the data, and generating the required reports or documents.
      • Supplying the necessary information to the organization, which would enable proper functioning of the business.
      • Providing reports and documents which would help in making timely decisions.
      • Supplying data to other information systems.

    {"cards":[{"_id":"4b9438d82b9e763b7c0000a3","treeId":"4b9425f42b9e763b7c00009b","seq":1106885,"position":0.125,"parentId":null,"content":"#**3rd Semester**"},{"_id":"4b943b0d2b9e763b7c0000a5","treeId":"4b9425f42b9e763b7c00009b","seq":1106902,"position":1.0625,"parentId":null,"content":"#Business Ethics & Global Business Environment"},{"_id":"4c24fcc8f3461c6e6500000c","treeId":"4b9425f42b9e763b7c00009b","seq":1300637,"position":1,"parentId":"4b943b0d2b9e763b7c0000a5","content":"\n#Unit 1\n[ ] Political system and its influence in business\n[ ] Environmental Pollution and Control\n[ ] Business environment and its constituents\n[ ] Corporate Social Responsibility"},{"_id":"4c64d5d6143cb8ad8600002f","treeId":"4b9425f42b9e763b7c00009b","seq":1319582,"position":0.0625,"parentId":"4c24fcc8f3461c6e6500000c","content":"#Business Environment and its constituents"},{"_id":"4da236fb3b02c21fdf0000bc","treeId":"4b9425f42b9e763b7c00009b","seq":1319623,"position":0.25,"parentId":"4c64d5d6143cb8ad8600002f","content":"#Business\n\n- Organized efforts of an enterprise to supply goods and services to customers.\n- Acquiring of wealth through buying and selling of goods.\n\n#Nature\n- Exchange of goods and services\n- Objective = profit\n- Numerous transactions\n- Risks and uncertainties\n- Business skills\n- Buyer and seller\n- Deals in goods and services\n- Connected with production\n- Marketing and distribution of goods\n- Satisfy human wants\n- Social obligations\n\n#Significance\n- Improves standard of living\n- Proper utilization of resources\n- Better quality of goods\n- Large variety of goods\n- Creates utilities\n- Employment opportunities\n- Worker's welfare"},{"_id":"4c64167a143cb8ad8600000f","treeId":"4b9425f42b9e763b7c00009b","seq":1100200,"position":0.5,"parentId":"4c64d5d6143cb8ad8600002f","content":"# **Business Environment**\n\n* It is the surroundings of the business enterprise, that affects or influences its operations and effectiveness.\n\n* It includes factors outside of the firm, that can lead to opportunities or threats.\n\n* It includes,\n * Socio-economic factors\n * Technological factors\n * Suppliers\n * Competitors\n * Government\n * Cultural factors"},{"_id":"4c6e5a2f143cb8ad8600004e","treeId":"4b9425f42b9e763b7c00009b","seq":1100201,"position":2,"parentId":"4c64d5d6143cb8ad8600002f","content":"# **Nature of Business Environment**\n\n* It is an **inseparable part** of business.\n* It is **dynamic**.\n* Business **lacks control** over environment.\n* It has **internal and external** factors.\n* It is **complex**.\n* It is **multifaceted**.\n* It has **opportunities and obstacles**.\n* It **regulates the scope** of business.\n* It has a **long lasting impact**.\n* It is **uncertain**."},{"_id":"4c6e5b14143cb8ad8600004f","treeId":"4b9425f42b9e763b7c00009b","seq":1319648,"position":3,"parentId":"4c64d5d6143cb8ad8600002f","content":"# **Constituents of Business Environment**\n\n##**Internal Environment**\n - Has direct impact on business\n - Can be controlled\n - Factors include personnel, physical facilities, marketing, etc.\n * Value system\n * Mission, vision and objectives\n * Management structure and nature\n * Internal power relationships\n * Human resource\n * Company image and brand equity\n * Physical assets and facilities\n * Research and development\n * Financial resources\n * Marketing resources\n\n##**External Environment**\n - Factors outside a firm\n - Cannot be controlled\n\n###**Micro (Operating) Factors**\n * Suppliers\n * Customers\n * Market intermediaries\n * Competitors\n * Public\n\n###**Macro (General) Factors**\n * Economic\n * Political\n * Legal\n * Environmental\n * Socio-cultural\n * Technological\n * Natural\n * Demographic\n * International / Global"},{"_id":"4c64d432143cb8ad8600002d","treeId":"4b9425f42b9e763b7c00009b","seq":1089602,"position":0.125,"parentId":"4c24fcc8f3461c6e6500000c","content":"#Political system and its influence in business"},{"_id":"4c6e686a143cb8ad86000055","treeId":"4b9425f42b9e763b7c00009b","seq":1100259,"position":0.375,"parentId":"4c64d432143cb8ad8600002d","content":"#**Political System**\n* Political System = Politics + Government\n* Communism + Socialism <> Fascism + Anarchism\n* Institutions + Political Organizations + Interest Groups\n* Composed of member of social organization who are in power"},{"_id":"4c254987f3461c6e6500000d","treeId":"4b9425f42b9e763b7c00009b","seq":1320043,"position":0.5,"parentId":"4c64d432143cb8ad8600002d","content":"#**Political factors affecting business (GDP-FP)**\n* Government Laws\n* National Defense Posture\n* Political Stability\n* Foreign Policy\n* Political Organization"},{"_id":"4c6e6471143cb8ad86000051","treeId":"4b9425f42b9e763b7c00009b","seq":1100247,"position":2,"parentId":"4c64d432143cb8ad8600002d","content":"#**Political Institutions**\n##**Legislature**\n* To **Make **Law\n* **Parliament** = President + Lok sabha + Rajya sabha\n * **Delegated Legislation**\n * Some powers are delegated\n * Often published in Official Gazettes\n * **Ordinances**\n * Laws made under urgency\n * By President\n * Valid only for a limited period\n\n##**Executive** \n* To **Execute **Law\n* Council of Ministers\n* **Union Cabinet** = Prime Minister + Colleagues\n* Drafts bill and presents to Parliament for approval\n\n##**Judiciary**\n* To **Adjudicate **Law\n* Continuation of **British legal system**\n* Independent in nature\n* Supreme legal document = **Constitution of India**\n * Supreme Court\n * High Court\n * District COurts\n * Magistrates\n * Civil Judge"},{"_id":"4c6e6523143cb8ad86000052","treeId":"4b9425f42b9e763b7c00009b","seq":1100258,"position":3,"parentId":"4c64d432143cb8ad8600002d","content":"#**Political System**\n* Political System = Politics + Government\n* Communism + Socialism <> Fascism + Anarchism\n* Institutions + Political Organizations + Interest Groups\n* Composed of member of social organization who are in power\n\n##**Types (LAT)**\n###`Libertarian`\n * Open System\n * Few or limited laws based on popular beliefs\n\n###`Authoritarian`\n * Based on authority given or acquired\n * Closed, only open for a few\n * Based on customary law\n * Autonomous groups\n\n###`Totalitarian`\n * Closed and customary law\n * Positivist law\n * Non-autonomous groups\n\n###Other Types\n * **`Anarchy`**\n * No political law\n * Stronger > Weaker\n * **`Monarchy (MAD)`**\n * One person with power\n * Benign than dictatorship\n * Powers are passed down to other generations\n * **`Autocracy`**\n * One person with power\n * Laws based on cultural factors\n * **`Dictatorship`**\n * One person with absolute power\n * No transfer of power\n * **`Oligarchy (OT)`**\n * Ruled by a few\n * **`Theocracy`**\n * Oligarchy based on religion\n * **`Stratocracy (SCAMPID)`**\n * Ruler = Military\n * **`Cleptocracy`**\n * Illegal dictatorship\n * For personal gain\n * **`Aristocracy`**\n * Ruler = Upper class people\n * **`Meritocracy`**\n * Ruler = Most deserving person\n * **`Plutocracy`**\n * Ruler = Person with most resources\n * **`Indirect Democracy`**\n * Voting based on few groups who in turn decide the authoritative power\n * **`Democracy`**\n * People have the power\n * Based on pure voting"},{"_id":"4c6e65c5143cb8ad86000053","treeId":"4b9425f42b9e763b7c00009b","seq":1100249,"position":4,"parentId":"4c64d432143cb8ad8600002d","content":"#**Influence on Business - (FOOD PPIG)**\n\n##**Foreign Policy**\n* Determines FDI\n* Determines the level of foreign involvement in Business\n\n##**Other Country Relations**\n* Friendly nations = Favorable foreign trade\n* Reduces the need for defence budget\n* FTA policies\n\n##**Opposition Party Views**\n* Formation of coalitions = Complex = Reduces business efficiency\n\n##**Defense and Military Policy**\n* Large defence budget = more taxes + less infrastructure\n\n##**Political Ideology**\n* Political thinking + approach + vision of government towards economic and social activities\n* Decides which areas are to be privatized, FDI, Public, etc.\n\n##**Political Stability**\n* Helps in long-term planning of a country\n* Gives a sense of security to people\n\n##**International Business/MNCs Policies**\n* Political environment maybe be Domestic, Foreign or International\n* Major factor for consideration for MNCs\n\n##**Government Control and Restrictions**\n* Highly restrictive = reduces business activities and interests"},{"_id":"4c64da5a143cb8ad86000033","treeId":"4b9425f42b9e763b7c00009b","seq":1319587,"position":0.15625,"parentId":"4c24fcc8f3461c6e6500000c","content":"#Corporate Social Responsibility"},{"_id":"4c64982d143cb8ad86000026","treeId":"4b9425f42b9e763b7c00009b","seq":1089638,"position":2,"parentId":"4c64da5a143cb8ad86000033","content":"# **Corporate Social Responsibility**\n\nIt may be defined as the intelligent and objective concern for the welfare of the society.\n\n##**Shareholders or Owners**\n* Run business efficiently\n* Proper utilization of capital and resources\n* Growth and appreciation of capital\n* Regular and fair return on investment\n\n##**Employees and Workers**\n* Provide proper remuneration\n* Workplace safety standards\n* Worker's compensation insurance\n* Positive working climate\n\n##**Customers**\n* Quality goods and services\n* Fair prices\n* Honest ads\n* After-sales service\n* Research and development\n* Consumer's safety\n* Regular supply\n* Attend complaints\n* Avoid monopolistic competition\n\n##**Suppliers**\n* Regular orders for purchase\n* Reasonable credit period\n* Fair terms and conditions\n* Informing about customer taste\n* Timely payment of dues\n* Information about future development plans\n\n##**Creditors**\n* Accurate information of financial health of organization\n* Reasonable price for goods\n* Promote healthy atmosphere\n\n##**Competitors**\n* No high sales commissions to intermediaries\n* No heavy discounts or free products\n* No defaming of competitors by false ads\n\n##**Government**\n* Pay taxes\n* Follow environmental regulations\n* Follow labor laws\n* Avoid restrictive trade practices\n* Proper financial disclosures\n* Avoid corruption\n\n##**Society or Community**\n* Protection of environment\n* Reasonable use of resources\n* Reservation for weaker section\n* No anti-social activities\n* Development of backward regions\n* Financial assistance\n* Prevent congestions\n* Generate employment"},{"_id":"4c64d4de143cb8ad8600002e","treeId":"4b9425f42b9e763b7c00009b","seq":1089604,"position":0.1875,"parentId":"4c24fcc8f3461c6e6500000c","content":"#Environmental Pollution and Control"},{"_id":"4c2b40c4f3461c6e65000010","treeId":"4b9425f42b9e763b7c00009b","seq":1100242,"position":0.5,"parentId":"4c64d4de143cb8ad8600002e","content":"# **Pollution**\nIntroduction of contaminants into the natural environment that causes adverse change\n\n# **Causes**\n* **Natural Sources**\n * Gases and ashes from volcano\n * Smoke from forest fires\n * Presence of dust storms\n * Natural pollutants such as Bacteria, spores, cysts, pollens\n * Decay of organic matter - marsh gases\n\n* **Man-made / Anthropogenic Sources**\n * Industrialization\n * Automobiles\n * Overpopulation\n * Deforestation\n * Nuclear Explosions\n * Overexploitation of resources\n * Constructions\n * Explosives\n * Fertilizers and pesticides\n * Quarrying and mining"},{"_id":"4c6e6141143cb8ad86000050","treeId":"4b9425f42b9e763b7c00009b","seq":1100241,"position":2,"parentId":"4c64d4de143cb8ad8600002e","content":"# **Types of Pollution and its control**\n\n##**Air Pollution**\n * Planning and zoning of industrial zones\n * Dispersion in scarce locations\n * Reduction by process changes\n * Raw material substitution\n * Fuel substitution\n * Process modification\n * Equipment modification, repair, maintenance\n * Use of control equipment\n\n\n##**Land Pollution**\n * Reducing use of chemicals\n * Weed control\n * Reforestation and recycling wastes\n * Solid waste management\n\n\n##**Water Pollution**\n * Industrial Effort\n * Transportation\n * Farming solutions\n * Proper waste disposal\n * Filtering of water effluents\n * Ground water contamination controls\n\n\n##**Noise Pollution**\n * Source noise reduction\n * Change in design and operation\n * Control of indoor noise\n * Road noise control by buffer zones\n * Legislature to control noise\n * Education and public awakening\n * Awareness programs\n * Transmission control\n * Protect exposed person\n\n\n##**Thermal Pollution**\n * Cooling towers\n * Cooling ponds\n * Artificial lake\n * Prevention of deforestation\n * Afforestation\n\n\n##**Marine Pollution**\n * Treatment of waste before disposal\n * Industrial laws\n * No radioactive dumping\n * Reduction in developmental activities in coastal region\n * Ban toxic, sewage dumping\n * Minimize oil spills\n * Recycling of waste\n * Strict regulations\n * Education and awareness creation\n * Prevention of dumping of oil ballast\n * Reduced drilling and dredging in ecologically sensitive areas\n\n\n##**Nuclear Pollution**\n * Radiation monitoring\n * Source shielding\n * Safety education and awareness\n * Proper disposal of radioactive waste\n * Medical radiation control\n * Nuclear test ban treaty"},{"_id":"4c64ce91143cb8ad86000027","treeId":"4b9425f42b9e763b7c00009b","seq":1300633,"position":2,"parentId":"4b943b0d2b9e763b7c0000a5","content":"#Unit 2\n[ ] Corporate Governance\n[ ] Theories and sources of business ethics\n[ ] Various stakeholders influence\n[ ] Factors Influencing Business Ethics\n[ ] Types of structure of boards"},{"_id":"4c64e1eb143cb8ad86000035","treeId":"4b9425f42b9e763b7c00009b","seq":1089641,"position":1,"parentId":"4c64ce91143cb8ad86000027","content":"#Corporate Governance"},{"_id":"4c728a85ff63a441a6000043","treeId":"4b9425f42b9e763b7c00009b","seq":1323878,"position":1,"parentId":"4c64e1eb143cb8ad86000035","content":"- System by which companies are directed and controlled"},{"_id":"4da2c3c63b02c21fdf0000bd","treeId":"4b9425f42b9e763b7c00009b","seq":1320292,"position":1.5,"parentId":"4c64ce91143cb8ad86000027","content":"#Ethical issues in cross-cultural business"},{"_id":"4da2c7983b02c21fdf0000be","treeId":"4b9425f42b9e763b7c00009b","seq":1323852,"position":1,"parentId":"4da2c3c63b02c21fdf0000bd","content":"- Sexual and racial discrimination\n- Price discrimination\n- Human rights\n- Bribery\n- Harmful products\n- Intellectual property protection"},{"_id":"4c64e2c6143cb8ad86000036","treeId":"4b9425f42b9e763b7c00009b","seq":1089644,"position":2,"parentId":"4c64ce91143cb8ad86000027","content":"#Theories and Sources of Business ethics"},{"_id":"4c728aa5ff63a441a6000044","treeId":"4b9425f42b9e763b7c00009b","seq":1320391,"position":1,"parentId":"4c64e2c6143cb8ad86000036","content":"#Theories\n- Normative - Moral right or wrong\n- Descriptive - Practical right or wrong\n\n## Normative\n##Consequentialist (Teleological - end or purpose)\n- Utilitarianism\n - One with most benefits to most people\n - Jeremy Bentham + John Stuart Mill\n - Act - for maximum good\n - Rule - Possibility of conflicting rules\n- Altruism\n - Good for others\n - Biological reasons\n - Neurological reasons\n - Cognitive reasons\n- Egoism\n - Based on individual right or wrong\n - Short term oriented\n - Fluctuating and changing constantly\n - Enlightened egoism - self + others interest\n - Psychological egoism - selfish\n\n##Non-consequentialist (Deontological)\n- respect to everyone\n- treat everyone equally\n - Duty based ethics (Kantianism)\n - Immanuel Kant + Ross\n - Based on people level\n - treat everyone with dignity and respect\n - Right based ethics\n - Locke and Hobbes\n - Based on basic rights"},{"_id":"4c747917dda1cd33a000018a","treeId":"4b9425f42b9e763b7c00009b","seq":1107877,"position":2.5,"parentId":"4c64ce91143cb8ad86000027","content":"#Factors Influencing Business Ethics"},{"_id":"4c747dc9dda1cd33a000018b","treeId":"4b9425f42b9e763b7c00009b","seq":1103201,"position":1,"parentId":"4c747917dda1cd33a000018a","content":"#VOWSPP\n\n##Value Forming Institutions\n##Organizational Goals\n##Work and Career\n##Superiors\n##Peers and Colleagues\n##Professional Codes"},{"_id":"4c64e38b143cb8ad86000037","treeId":"4b9425f42b9e763b7c00009b","seq":1101939,"position":3,"parentId":"4c64ce91143cb8ad86000027","content":"#Various stakeholders and their influence"},{"_id":"4c728ae0ff63a441a6000045","treeId":"4b9425f42b9e763b7c00009b","seq":1103215,"position":1,"parentId":"4c64e38b143cb8ad86000037","content":"#Types of Stakeholders\n\n##Internal\n- Management\n- Shareholders\n- Workers\n\n\n##External\n- Customers\n- Suppliers\n- Creditors\n- Competitors\n- Government\n- Society / Community\n"},{"_id":"4c64e46e143cb8ad86000038","treeId":"4b9425f42b9e763b7c00009b","seq":1089646,"position":4,"parentId":"4c64ce91143cb8ad86000027","content":"#Types of Structures of boards"},{"_id":"4c728afbff63a441a6000046","treeId":"4b9425f42b9e763b7c00009b","seq":1101941,"position":1,"parentId":"4c64e46e143cb8ad86000038","content":""},{"_id":"4c64cf03143cb8ad86000028","treeId":"4b9425f42b9e763b7c00009b","seq":2958921,"position":2.5,"parentId":"4b943b0d2b9e763b7c0000a5","content":"#Unit 3\n[ ] Globalization\n[ ] International trade theory\n[ ] WTO\n[ ] Major Regional Groups\n[ ] Advantages and disadvantages of International Business\n[ ] Changing nature of Indian and International business"},{"_id":"4da094768ca56291e40000b9","treeId":"4b9425f42b9e763b7c00009b","seq":1318331,"position":0.5,"parentId":"4c64cf03143cb8ad86000028","content":"#Globalization"},{"_id":"4da095448ca56291e40000ba","treeId":"4b9425f42b9e763b7c00009b","seq":1318420,"position":1,"parentId":"4da094768ca56291e40000b9","content":"#Stages\n\n- Domestic company\n - Domestic, home country view towards business\n - within one country (home country)\n- International company\n - domestic view\n - expanded markets, production to other countries\n - home country ways = superior\n- Multinational company\n - Multi-domestic strategy\n - Different strategy and marketing mix used\n - to beat world demand\n- Global company\n - Major strategy difference\n - Any one\n - Global marketing strategy\n - Source = home country; sold = global market (various countries)\n - Global sourcing strategy\n - Source = various countries; sold = home country\n- Transnational company\n - Integrated network\n - maintains cost efficiency and local responsiveness"},{"_id":"4c64e690143cb8ad8600003b","treeId":"4b9425f42b9e763b7c00009b","seq":1318437,"position":0.625,"parentId":"4c64cf03143cb8ad86000028","content":"#Advantages of International Business"},{"_id":"4c728983ff63a441a6000041","treeId":"4b9425f42b9e763b7c00009b","seq":1318447,"position":1,"parentId":"4c64e690143cb8ad8600003b","content":"#Advantages of IB (SEEM)\n\n- Maximum utilization of natural resources\n- Stability in prices\n- Economic growth\n- Earning of FOREX"},{"_id":"4c64e75d143cb8ad8600003c","treeId":"4b9425f42b9e763b7c00009b","seq":1318423,"position":0.75,"parentId":"4c64cf03143cb8ad86000028","content":"#Changing nature of Indian and International business"},{"_id":"4c7289beff63a441a6000042","treeId":"4b9425f42b9e763b7c00009b","seq":1318626,"position":1,"parentId":"4c64e75d143cb8ad8600003c","content":"#Indian Business (SELF-CMMP)\n\n- Supply chain\n - Transport cost\n - Delay in transport and supply chain (congestion)\n- Economic liberalization\n - in 1980s\n - trade liberalized\n - India entered the global market\n- Laws and corruption\n - Taxes, customs duty, Excise duty\n - No control for corruption\n- FDI\n - GDP increase due to FDI - 8% in decade\n - Increases trade\n - Capital flow\n- CSR initiatives\n - Beginning or nascent stage\n - Least understood\n - Becoming a necessity\n- Manufacturing\n - Continuous power supply\n - Black market = non-availability of raw materials\n - Efficient use of resources\n- Marketing\n - Increase in telecommunication technology\n - Green revolution\n - New marketing strategies\n- Privatization\n - began in 1991\n - More active\n - Efficient utilization of resources"},{"_id":"4da0c6098ca56291e40000bb","treeId":"4b9425f42b9e763b7c00009b","seq":1318654,"position":2,"parentId":"4c64e75d143cb8ad8600003c","content":"#International Business (CLIFT_GD)\n\n- Containerized cargo\n- Cooperation among countries\n- Liberalization of cross border movements\n- Intra-firm trade\n- Forced dynamism\n- Transfer of technology\n- Trade in agricultural and manufactured goods\n- Trade between partners of regional trade agreements (RTAs)\n- Global production network\n- Growth in emerging markets\n- Developing countries' trade"},{"_id":"4da11a718ca56291e40000bc","treeId":"4b9425f42b9e763b7c00009b","seq":1318682,"position":0.875,"parentId":"4c64cf03143cb8ad86000028","content":"#International Business Environment"},{"_id":"4da11b1a8ca56291e40000bd","treeId":"4b9425f42b9e763b7c00009b","seq":1318738,"position":1,"parentId":"4da11a718ca56291e40000bc","content":"#Factor affecting IBE (SELECT-P)\n\nInternational\n- Social environment\n- Economic environment\n- Legal Environment\n- Ecological environment\n- Cultural environment\n- Technological environment\n- Political environment"},{"_id":"4da14d9a8ca56291e40000be","treeId":"4b9425f42b9e763b7c00009b","seq":1318765,"position":2,"parentId":"4da11a718ca56291e40000bc","content":"#Components of Global trade and investment\n\n- Trade of goods and services\n- FDI (>10%)\n- FPI (<10%)\n- Other investments"},{"_id":"4c64e56f143cb8ad86000039","treeId":"4b9425f42b9e763b7c00009b","seq":1102118,"position":1,"parentId":"4c64cf03143cb8ad86000028","content":"#International trade theory"},{"_id":"4c73e3fddda1cd33a0000189","treeId":"4b9425f42b9e763b7c00009b","seq":1318777,"position":0.5,"parentId":"4c64e56f143cb8ad86000039","content":"#International Trade Theories\n\n##Classical Theory\n ###Mercantilism\n ###Absolute Advantage Theory\n ###Comparative Advantage Theory\n ###Factor Proportion Theory\n\n\n##Modern Theory\n ###International Product Life Cycle Theory\n ###New Trade Theory\n ###Opportunity Cost Theory\n ###National Competitive Advantage Theory"},{"_id":"4c722d98b5d232916900003b","treeId":"4b9425f42b9e763b7c00009b","seq":1318812,"position":1,"parentId":"4c73e3fddda1cd33a0000189","content":"# **International Trade Theories**\n\n# Classical Theory\n\n##Mercantilism\n- Started in UK in 16th century\n- Export > Import\n- Favourable balance of trade (Export > Import)\n- Unfavourable balance of trade (Export < Import)\n * Neo-Mercantilism\n - Export surplus to achieve social or political objective\n\n##Absolute Advantage Theory\n- Adam Smith (1776)\n- Focus on producing goods that a country has an absolute advantage\n- With other factors remaining constant\n- More skill\n- Less labor\n- Less production time\n- Longer production runs\n\n ###Natural Advantage\n - Goods which can only be produced in a country due to its natural environment\n\n ### Acquired Advantage\n - Production of certain goods because of acquired technological advantages\n\n##Comparative Advantage Theory\n- David Ricardo (1817)\n- If one country has absolute advantage in production of all goods\n- Focus on producing goods with absolute advantage and less opportunity cost\n- Specialization based on comparative advantage\n\n##Heckscher Ohlin (Factor Proportions) Theory\n- Eli Heckscher (1919) + Bertin Ohlin (1933)\n- Based on 3 factors\n - Land\n - Labor\n - Capital\n\n###Example\n Land + Labor + Capital\n Country A = 60 + 10 + 30\n Country B = 50 + 40 + 10\n ==> Country A exports = Land and Labor intensive products\n ==> Country B exports = Capital intensive products"},{"_id":"4c73542edda1cd33a0000188","treeId":"4b9425f42b9e763b7c00009b","seq":1318934,"position":2,"parentId":"4c73e3fddda1cd33a0000189","content":"#Modern Theory\n\n##Product Life Cycle Theory\n- Raymond Vernon (Mid 1960s)\n- Production location changes according to the product life cycle stage\n- 4 stages\n - Introduction\n - Growth\n - Maturity\n - Decline\n![](http://www.cheatography.com/uploads/mrskittenheel_1402192588_International%20business%20product%20lifecycle.png)\n\n##New Trade Theory\n- Paul Krugman (1980)\n- First mover advantage\n- Well established\n- Capture significant portion of world market\n- Competitive advantage\n- Economies of scale (Learning by doing)\n\n###Internal Economies of Scale\n - Big firm = Big economy of scale = lower prices = sell more = monopoly\n - Intra-industry Trade Index of i (pdt cat.) = |Xi – Mi|/(Xi + Mi)\n\n###External Economies of Scale\n - Small firm in many countries = Large firm in total = More market capture = ensures dominance\n\n##Opportunity Cost Theory\n- Gottfried Haberler (1983)\n- Produce goods with less opportunity cost\n- 10 units of cloth / 20 units of wine ==> 1 cloth = 2 wine\n- ==> Produce wine and export and import cloth\n- Focuses on importance of substitution\n\n##National Competitive Advantage - Diamond Model\n- Michael Porter (1990)\n- Based on 4 factors\n - Factor Conditions (Physical + Human + Specialized resources)\n - Demand Conditions (Local market demand - High quality demanded = high international competitiveness)\n - Related and Supporting Industries (Produces inputs for the company)\n - Firm Strategy, Structure and Rivalry (Competition = Innovation = Quality)\n\n- Chance and Government play an important role in all factors\n\n![](http://vkjournal.ru/vk/html/103/1034308/5373e912af3f7f511f9696b59ea_html_5352b860.png)"},{"_id":"4c64e631143cb8ad8600003a","treeId":"4b9425f42b9e763b7c00009b","seq":1089651,"position":2,"parentId":"4c64cf03143cb8ad86000028","content":"#WTO"},{"_id":"4c722e71ff63a441a600003c","treeId":"4b9425f42b9e763b7c00009b","seq":1107056,"position":1,"parentId":"4c64e631143cb8ad8600003a","content":"#**WTO**\n- International organization\n- To facilitate and liberalize international trade\n- 1st January, 1995\n- Headquartered in Centre William Rappard, Geneva, Switzerland\n- Replaced General Agreement on Tariff and Trade (GATT - 1947)\n- 76 initial members on the 1st day\n- 153 members (97% total world trade) and 30 observers\n- Meeting every 2 years\n- Governed by\n - Ministerial Conference (MC) - meet every 2 years and policy decision\n - General Council (GC) - day-to-day administration\n - Director General (DG)"},{"_id":"4c72406cff63a441a600003d","treeId":"4b9425f42b9e763b7c00009b","seq":1319030,"position":2,"parentId":"4c64e631143cb8ad8600003a","content":"#**Principles of WTO (TFPPE)**\n\n##Trade without discrimination\n - Most Favoured Nation (MFN) - Treating other people equally\n - National treatment - Treating foreigners and local equally\n\n##Freer trade - gradually, through negotiation\n\n##Predictability - through binding and transparency\n\n##Promoting fair competition\n\n##Encouraging development and economic reform"},{"_id":"4c724c7eff63a441a600003e","treeId":"4b9425f42b9e763b7c00009b","seq":1319072,"position":3,"parentId":"4c64e631143cb8ad8600003a","content":"#**Structure of WTO**\n\n![](http://www.theiqdteamconnection.com/uploads/3/5/3/7/3537881/2539447_orig.jpg)\n\n##Ministerial Conference (MC)\n - Meet every 2 years\n - Policy and strategy making body\n - Top decision making body \n\n##General Council (GC)\n - Executive body\n - All members are representatives in GC\n \n###Dispute Settlement Body (DSB)\n - Councils\n - Trade in Goods\n - Trade in Services\n - Trade related aspects of Intellectual Property Rights (IPR)\n\n###Trade Policy Review Body (TPRB)\n - Committees\n - Trade and Development\n - Balance of Payments\n - Budget, Finance and Administration\n\n###Management Bodies\n\n##Director General (DG)\n\n##Secretariat of the WTO\n"},{"_id":"4c726d11ff63a441a600003f","treeId":"4b9425f42b9e763b7c00009b","seq":1319083,"position":4,"parentId":"4c64e631143cb8ad8600003a","content":"#**Role and Functions of WTO (EGGS-TH)**\n\n- Encouraging development and economic reform\n- Giving information to public\n- Global economic policy making\n- Specialized help for export\n- Helping developing and transition economies\n- Taking information"},{"_id":"4c72748dff63a441a6000040","treeId":"4b9425f42b9e763b7c00009b","seq":1319144,"position":5,"parentId":"4c64e631143cb8ad8600003a","content":"#**Impact of WTO**\n\n##Positive Impact\n + Promotes peace within nations\n + Disputes handled constructively\n + Based on rules\n + Free trade\n + Increased quality and choice of products\n + Increased income (Per Capita Income)\n + Stimulates economic growth\n + Increased efficiency\n + No lobbying\n + Good governance\n\n##Negative Impacts\n - Not democratic\n - Not transparent\n - Focus on profit\n - No focus on labor or human rights\n - Increases inequality\n - Hurts poor, small countries in favor of rich powerful nations\n - No local level decision-making for countries"},{"_id":"4c72b51fdda1cd33a0000185","treeId":"4b9425f42b9e763b7c00009b","seq":1102031,"position":2.5,"parentId":"4c64cf03143cb8ad86000028","content":"#Major Regional Groups"},{"_id":"4c72b5c7dda1cd33a0000186","treeId":"4b9425f42b9e763b7c00009b","seq":1102048,"position":1,"parentId":"4c72b51fdda1cd33a0000185","content":"#European Union (EU)\n - 27 members\n - Euro - trading currency\n\n#North American Free Trade Agreement (NAFTA)\n - 3 Members\n - Canada, USA, Mexico\n - 1994\n\n#Association of South East Asian Nations (ASEAN)\n - 6 members\n - Singapore, Brunei, Malaysia, Philippines, Indonesia. Thailand (SBM-PIT)\n - January 1992 - Effect on Jan 1993\n - 15 years plan\n\n#South Asian Association for Regional Cooperation (SAARC)\n - 7 members\n - Bangladesh, Bhutan, Nepal, India, Maldives, Sri Lanka, Pakistan\n\n#South Asian Free Trade Area (SAFTA)\n - 7 members as SAARC\n - 6th Jan, 2004 - effect 1st Jan, 2006\n - 12th SAARC summit"},{"_id":"4c64cf7c143cb8ad86000029","treeId":"4b9425f42b9e763b7c00009b","seq":2958924,"position":2.75,"parentId":"4b943b0d2b9e763b7c0000a5","content":"#Unit 4\n[ ] FDI\n[ ] Foreign Exchange market\n[ ] Global monetary system"},{"_id":"4c64e833143cb8ad8600003d","treeId":"4b9425f42b9e763b7c00009b","seq":1089676,"position":1,"parentId":"4c64cf7c143cb8ad86000029","content":"#FDI"},{"_id":"4c64f000143cb8ad86000044","treeId":"4b9425f42b9e763b7c00009b","seq":1107345,"position":1,"parentId":"4c64e833143cb8ad8600003d","content":"#**FDI**\n\n- It is an investment made by an entity in one country, into an an entity based in another country.\n- Acquires 10% share of the company - affects managing decisions\n- It is a cross border investment.\n- It is long lasting in nature.\n- It is more stable.\n- It flows into the primary market.\n- It enhances the capital of a specific enterprise."},{"_id":"4c6e53c1143cb8ad86000047","treeId":"4b9425f42b9e763b7c00009b","seq":1100181,"position":2,"parentId":"4c64e833143cb8ad8600003d","content":"#**Reasons for FDI**\n- Cheaper production cost\n- Reduced transportation cost\n- Lack of domestic capacity\n- Need to alter products and services\n- Bypass trade restrictions\n- Effects of Country of Origin\n- Government regulations\n- International quality\n- Labor cost"},{"_id":"4c6e543e143cb8ad86000048","treeId":"4b9425f42b9e763b7c00009b","seq":1317220,"position":3,"parentId":"4c64e833143cb8ad8600003d","content":"#**Types**\n## **Horizontal**\n- Manufacturing of similar products in different countries\n- Due to high costs of transportation or export\n - Strategic rivalry and FDI (Knicker Bocker's theory)\n - Mittal steel + Arcelor\n - TATA steel + Corus\n - Product life cycle (Vernon's theory)\n - Location specific advantages (Dunning theory)\n\n## **Vertical**\n- Fragmenting production globally\n- Different production stages are outsourced abroad\n- Profitable when input prices differ in countries\n - Forward vertical (Parent company acts as the supplier)\n - Backward vertical (MNC acts as the supplier for parent company)"},{"_id":"4c6e5521143cb8ad86000049","treeId":"4b9425f42b9e763b7c00009b","seq":1100183,"position":4,"parentId":"4c64e833143cb8ad8600003d","content":"#**Factors affecting FDI (BFF-STEM)**\n* Business / investment climate\n* Factor cost\n* Fiscal incentives\n* Size of the host market\n* Trade barriers / openness\n* Economic distance / transport costs\n* Mass production facility (Agglomeration effect)"},{"_id":"4c6e55af143cb8ad8600004a","treeId":"4b9425f42b9e763b7c00009b","seq":1100186,"position":5,"parentId":"4c64e833143cb8ad8600003d","content":"#**Strategies for FDI (CREMEF)**\n* Cross investment strategy\n* Reduce competition strategy\n* Economizing cost strategy\n* Mode of investment\n* Entering new areas strategy\n* Firm specific strategy"},{"_id":"4c6e562b143cb8ad8600004b","treeId":"4b9425f42b9e763b7c00009b","seq":1317395,"position":6,"parentId":"4c64e833143cb8ad8600003d","content":"#**FDI in the World**\n- Global FDI increased by 11% in 2013 - USD 1.46 Trillion\n- Developed countries FDI decreased - 12% increase in 2007 - USD 576 billion\n- UK FDI increased; USA FDI decreased\n- Developing countries FDI increased - 52% - USD 759 billion in 2013\n- Asia remains the largest host region in the world"},{"_id":"4c6e5696143cb8ad8600004c","treeId":"4b9425f42b9e763b7c00009b","seq":1317497,"position":7,"parentId":"4c64e833143cb8ad8600003d","content":"#**FDI in India**\n- 100% FDI in single brand retail segment\n- Improvement in real estate\n- Lacking in retailing and insurance\n- India is 3rd biggest economy in terms of purchasing power\n* **Highlights**\n - Increase by 8% in 2013-14\n - In 2012-13, FDI doubled in the same month, i.e. March\n - Highest FDI is in services > automobiles > telecommunications > pharmaceuticals > construction development\n - Highest investors in FDI is Singapore > Mauritius > U.K. > Netherlands\n - India requires USD 1 trillion between 2012 - 2017 (12th 5 year plan) for infrastructure projects\n - Needs FDI to increase economic growth (only 4.5% in 2012-13)\n\n## **Positive Effects**\n- Job opportunities\n- Elimination of middlemen\n- Increase in no. of foreign investors\n- GDP growth\n- Aid to Indian agriculture\n- Brings trade balance\n- Increases liquidity\n\n##**Negative Effects**\n- Increase in monopoly of supermarkets\n- Threat for manufacturing sector\n- Marginalizes domestic players\n- Monopoly of global players\n- Monopoly among suppliers\n- Economies of scale"},{"_id":"4c64e86e143cb8ad8600003e","treeId":"4b9425f42b9e763b7c00009b","seq":1089657,"position":2,"parentId":"4c64cf7c143cb8ad86000029","content":"#Foreign Exchange Market"},{"_id":"4c6e22b5143cb8ad86000046","treeId":"4b9425f42b9e763b7c00009b","seq":1100189,"position":1,"parentId":"4c64e86e143cb8ad8600003e","content":"#**Foreign Exchange Market**\n- Market for currencies\n- Trading of one currency for another takes place\n- Largest and most liquid financial market in the world\n- If all country use same currency - no need for FOREX"},{"_id":"4c6e57df143cb8ad8600004d","treeId":"4b9425f42b9e763b7c00009b","seq":1100191,"position":2,"parentId":"4c64e86e143cb8ad8600003e","content":"#**Characteristics** (GIV-TEMP)\n- Geographical dispersal (Found everywhere)\n- Intermediary (between buyers and sellers of FOREX)\n- Volume\n- Transfer of Purchasing power (Local currency acquired)\n- Electronic market (No physical place)\n- Minimizing risk (of trade due to the currency value fluctuation)\n- Provision of credit (Through L/C, bankers' acceptance, etc.)"},{"_id":"4c6e6dd8143cb8ad86000056","treeId":"4b9425f42b9e763b7c00009b","seq":1100576,"position":3,"parentId":"4c64e86e143cb8ad8600003e","content":"#**Functions**\n\n##Transfer function\n- To accomplish transfer of purchasing power by transfer of currencies\n- Using credit instruments such as telegraphic transfers, bank draft, foreign bills\n\n##Credit function\n- To provide credit\n- Both national and international\n- To promote foreign trade\n- Credit for about 3 months till maturity is required\n\n##Hedging function\n- To hedge FOREX risks\n- Fluctuations in market rate of currencies - Higher risk of loss or gain\n- This exchange risk should be avoided or reduced\n- Hedging using forward contracts\n- Lasts for 3 months\n- Price is agreed for a fixed rate of exchange that is paid on a future date\n- Thus fluctuations are ignored"},{"_id":"4c709887b5d232916900003a","treeId":"4b9425f42b9e763b7c00009b","seq":1300733,"position":4,"parentId":"4c64e86e143cb8ad8600003e","content":"#**Major FOREX Instruments**\n\n##Spot Market\n- Transactions occur within 2 days of the deal\n- Rate of exchange = Spot exchange rate\n- Transaction = Spot transaction\n- Only cash, no contracts\n- No interest\n\n##Forward Market\n- For transactions in a future date\n- The rate is agreed = Forward rate\n- Transaction = Forward transaction / Outright forward\n- Very flexible in nature\n- Used to hedge transactions\n\n##Future Market\n- Forward transaction with standard contract size and maturity dates\n- Includes interest amount\n- Normally 90 days\n\n##Option Market\n- Similar to forward market, except the rates are not obligated to the person\n- 2 types - Call and Put options (Teji - Mandi)\n\n##Swaps\n- Similar to forward market, for more than one transaction\n- Private agreement between 2 parties\n- Involves a number of transactions\n- Can be extended upto 30 years"},{"_id":"4c64e8d4143cb8ad8600003f","treeId":"4b9425f42b9e763b7c00009b","seq":1089659,"position":3,"parentId":"4c64cf7c143cb8ad86000029","content":"#Global Monetary System"},{"_id":"4d9f9fad8ca56291e40000b8","treeId":"4b9425f42b9e763b7c00009b","seq":1324491,"position":1,"parentId":"4c64e8d4143cb8ad8600003f","content":"#IMS\n- International Monetary System\n- Sets of internationally agreed rules, conventions and supporting institutions, that facilitate international trade, cross border investment and generally the reallocation of capital between nation states.\n- Includes rules, policies, procedures, conventions, institutions, etc.\n- manages trade flow, capital flow, FOREX rates, BOP adjustments.\n- Constantly evolving in nature, due to constant changes in political and economic systems worldwide.\n\n#Stages\n- Gold standard (1870-1914)\n- Inter war years (1914-1944)\n- Bretten Woods system (1945-1972)\n- Post Bretten woods system (1972-present)\n - IMF, World Bank\n - Last evolved - Asian crisis (1997-98) and Euro (1999)"},{"_id":"4c64cfcd143cb8ad8600002a","treeId":"4b9425f42b9e763b7c00009b","seq":2958929,"position":2.875,"parentId":"4b943b0d2b9e763b7c0000a5","content":"#Unit 5\n[ ] Export and Import\n[ ] Counter-trade\n[ ] IB Entry modes\n[ ] Strategic alliances\n[ ] Promises and Pitfalls of exporting"},{"_id":"4d97adab8ca56291e40000a5","treeId":"4b9425f42b9e763b7c00009b","seq":1319556,"position":1.5,"parentId":"4c64cfcd143cb8ad8600002a","content":"#Export and Import\n\n# Financing\n\n##Export\n\n##Import\n\n#Promises and pitfalls of exporting"},{"_id":"4d97ae638ca56291e40000a6","treeId":"4b9425f42b9e763b7c00009b","seq":1312076,"position":1,"parentId":"4d97adab8ca56291e40000a5","content":"#Export Financing\n\n##Pre-shipment finance\n- Packing credit by bank\n- Packing credit by government\n- Advance payment from bank against cheques/drafts\n- Advance payment from buyer\n\n##Post-shipment finance\n- Negotiation against L/C with export documents\n- Purchase of export documents under export order\n- Advance against export bills sent on collection\n- Advance against regular consignments\n- Advance against undrawn balance\n- Advance against claims of Duty drawback"},{"_id":"4d97d7c08ca56291e40000a7","treeId":"4b9425f42b9e763b7c00009b","seq":1312089,"position":2,"parentId":"4d97adab8ca56291e40000a5","content":"#Import Financing\n\n- Against L/C\n- Against bills under collection\n- Against deferred payments\n- Under foreign credit\n - Letter of commitment\n - Reimbursement\n- Import loans by Export-Import bank of India"},{"_id":"4da221a33b02c21fdf0000bb","treeId":"4b9425f42b9e763b7c00009b","seq":1319553,"position":3,"parentId":"4d97adab8ca56291e40000a5","content":"#Promises and Pitfalls of Exporting\n\n##Promises / Benefits\n\n- Market diversification\n- Additional source of revenue\n- Use of excess production capacity\n- Economies of scale\n- Leverage of purchasing power\n- Stability of business operation\n- Product lifecycle extension\n- Product improvement\n- Better technology access\n- Lower unit cost\n- Minimizing seasonal fluctuations in sales\n- Untapped markets\n\n##Pitfalls / Limitations\n\n- Financial management efforts\n- Customer demand\n- Improvement in communication technology\n- Management mistakes\n- Trade barriers\n- Political constraints"},{"_id":"4c64e992143cb8ad86000041","treeId":"4b9425f42b9e763b7c00009b","seq":1316943,"position":2,"parentId":"4c64cfcd143cb8ad8600002a","content":"#Counter-trade (BBCC-COST)\n- It is a trade in which, the seller is required to accept goods or services from the buyer as either full or partial payment.\n\n![](https://1.bp.blogspot.com/-qsPKs8APKo0/UWoAbrjodII/AAAAAAAAAIs/frpSnCb0aAE/s1600/Types+of+Countertrade.png)"},{"_id":"4c728bedff63a441a6000049","treeId":"4b9425f42b9e763b7c00009b","seq":1316874,"position":1,"parentId":"4c64e992143cb8ad86000041","content":"#Barter\n- The goods and/or services are exchanged with other goods and/or services of equal value, where little or no money is paid by the buyer. \n- This is the only trade activity with no money involved.\n- Barter involves a single contract that covers both transaction flows."},{"_id":"4d9e2ff28ca56291e40000a8","treeId":"4b9425f42b9e763b7c00009b","seq":1316839,"position":1,"parentId":"4c728bedff63a441a6000049","content":"![](http://1.bp.blogspot.com/-s4XiDBCHyIc/UWoCgGIPhnI/AAAAAAAAAI4/oTYM9aWb-kk/s640/Barter+Transactions.png)"},{"_id":"4d9e30c38ca56291e40000a9","treeId":"4b9425f42b9e763b7c00009b","seq":1316875,"position":2,"parentId":"4c64e992143cb8ad86000041","content":"#Buyback\n- The seller supplies plant, equipment or technology and agrees to buy goods produced with that plant, or equipment as payment.\n- The seller of equipment can receive a part of the payment in the shape of products produced by that equipment and the remaining amount in the shape of cash.\n- Longer term and larger amounts are involved."},{"_id":"4d9e35498ca56291e40000b4","treeId":"4b9425f42b9e763b7c00009b","seq":1316862,"position":1,"parentId":"4d9e30c38ca56291e40000a9","content":"![](http://2.bp.blogspot.com/-FS2iw8nzl_I/UWoLRa_r37I/AAAAAAAAAJc/3MqWWwTJNRg/s640/Buy+Back+Agreement.png)"},{"_id":"4d9e31258ca56291e40000aa","treeId":"4b9425f42b9e763b7c00009b","seq":1316876,"position":3,"parentId":"4c64e992143cb8ad86000041","content":"#Compensation\n- The seller receives a part of the payment is cash and the rest in shape of products."},{"_id":"4d9e34cd8ca56291e40000b3","treeId":"4b9425f42b9e763b7c00009b","seq":1316860,"position":1,"parentId":"4d9e31258ca56291e40000aa","content":"![](http://2.bp.blogspot.com/-kHDI_-YN9Po/UWoG1AwPJeI/AAAAAAAAAJE/RnUixrjmmPU/s640/Compensation+Deal.png)\n![](http://3.bp.blogspot.com/-FiygGrQdqTA/UWoJcdBne5I/AAAAAAAAAJU/ZXHDU7tGGwI/s640/Compensation+Deal-2.png)"},{"_id":"4d9e346c8ca56291e40000b2","treeId":"4b9425f42b9e763b7c00009b","seq":1316873,"position":3.5,"parentId":"4c64e992143cb8ad86000041","content":"#Counter Purchase\n- In counter purchase agreement seller receives the full amount in cash, but agrees to spend an equal amount of money in that country within a given time.\n- In contrast to bartering, both parties pay for their purchases in cash but agree to fulfill their counter commitments.\n- At the same time, transactions do not become part of a single contract, but are entered into two different contracts.\n- Counter purchase is also called “Parallel Trading” or “Parallel Barter”.\n- Example: Pepsi Cola sold concentrates in the USSR and got paid in Rubles, which according to the agreement with Russia, these Rubles were spent for purchase of Russian products like Vodka and wine"},{"_id":"4d9e3bc98ca56291e40000b5","treeId":"4b9425f42b9e763b7c00009b","seq":1316868,"position":1,"parentId":"4d9e346c8ca56291e40000b2","content":"![](http://1.bp.blogspot.com/-YrgtW6iiixU/UWoTWuiJk4I/AAAAAAAAAKQ/bbMPROnXXNs/s640/Counter+Purchase.png)"},{"_id":"4d9e31738ca56291e40000ab","treeId":"4b9425f42b9e763b7c00009b","seq":1316872,"position":4,"parentId":"4c64e992143cb8ad86000041","content":"#Clearing Agreement\n- This type of trading is between two or more than two countries in the shape of an agreement, under which agreed volume of goods are imported and exported over a specific time period without the payment of foreign currencies. \n- At the end of the agreed time period, the balance is settled in an agreed foreign currency for example US Dollars."},{"_id":"4d9e34008ca56291e40000b1","treeId":"4b9425f42b9e763b7c00009b","seq":1316856,"position":1,"parentId":"4d9e31738ca56291e40000ab","content":"![](http://4.bp.blogspot.com/-0YC1KwbUWQE/UWoNviZ1hiI/AAAAAAAAAJs/KG4m4-T2ahU/s640/Clearing+Arrangement.png)"},{"_id":"4d9e338e8ca56291e40000b0","treeId":"4b9425f42b9e763b7c00009b","seq":1316883,"position":4.5,"parentId":"4c64e992143cb8ad86000041","content":"#Off-set Trading\n- Offset is the type of countertrade, which is mostly related to very high value of exports and/or medium to high technology capital goods supplied by a multinational corporations or a major manufacturer.\n- It may be in many forms such as co-production, license production, subcontractor production, technology transfer, overseas investment, research and development, technical assistance and training, or patent agreements etc.,\n\n##Direct offset\n- When some components of the item sold are to be manufactured within the buyer’s country and that the seller agrees to buy those components to use them in-house.\n\n##Indirect offset\n- When the buyer requires the seller to enter into a long term industrial or other co-operation and investment, but this co-operation or investment is not related to goods supplied by the seller."},{"_id":"4d9e40b48ca56291e40000b6","treeId":"4b9425f42b9e763b7c00009b","seq":1316884,"position":1,"parentId":"4d9e338e8ca56291e40000b0","content":"![](http://1.bp.blogspot.com/-4g3ogfSMTY0/UWoUcLfp59I/AAAAAAAAAKY/3XeVWNylzOU/s640/Direct+Offset.png)\n\n![](http://1.bp.blogspot.com/-yxhZKvsjWPk/UWoVSi3VJvI/AAAAAAAAAKk/Pu1dNv5mhwk/s640/Indirect+Offset.png)"},{"_id":"4d9e32458ca56291e40000ad","treeId":"4b9425f42b9e763b7c00009b","seq":1316989,"position":4.75,"parentId":"4c64e992143cb8ad86000041","content":"#Switch Trading\n- Switch Trading involves the role of third party in a countertrade transaction.\n- If a seller in the countertrade does not want goods offered by the buyer as payment, it may bring in third party to dispose of the merchandise offered by the buyer."},{"_id":"4d9e32a18ca56291e40000ae","treeId":"4b9425f42b9e763b7c00009b","seq":1316849,"position":1,"parentId":"4d9e32458ca56291e40000ad","content":"![](http://3.bp.blogspot.com/-6ftYp-x3bL4/UWoQGJEue6I/AAAAAAAAAJ0/-yB6RUcF7gU/s640/Switch+Trading+-+1.png)\n![](http://1.bp.blogspot.com/-x6ZpxGiqdlg/UWoR9bJi0ZI/AAAAAAAAAKE/t_2sLGH4aGI/s640/Switch+Trading+-+3.png)"},{"_id":"4d9e31f08ca56291e40000ac","treeId":"4b9425f42b9e763b7c00009b","seq":1316877,"position":5,"parentId":"4c64e992143cb8ad86000041","content":"#Tolling\n- The seller supplies raw material and receives finished goods produced from this raw material as payment from the buyer. \n- The seller can receive the payment partially in finished goods and partially in cash."},{"_id":"4d9e33198ca56291e40000af","treeId":"4b9425f42b9e763b7c00009b","seq":1316851,"position":1,"parentId":"4d9e31f08ca56291e40000ac","content":"![](http://2.bp.blogspot.com/-jEyV41aKiqo/UWoMlU-sfYI/AAAAAAAAAJk/vWkIwDyNjqc/s640/Tolling+Transaction.png)"},{"_id":"4c64e9fb143cb8ad86000042","treeId":"4b9425f42b9e763b7c00009b","seq":1311749,"position":3,"parentId":"4c64cfcd143cb8ad8600002a","content":"#IB entry modes\n\n## Export\n## Manufacturing without FDI\n## Manufacturing with FDI"},{"_id":"4c728c33ff63a441a600004a","treeId":"4b9425f42b9e763b7c00009b","seq":1311751,"position":1,"parentId":"4c64e9fb143cb8ad86000042","content":"# Export\n\n##Indirect (DEPT)\n- Domestic purchasing\n- Export Houses / Export Management Companies (EMCs)\n- Piggybacking\n- Trading Companies\n\n##Direct"},{"_id":"4d973ae38ca56291e40000a0","treeId":"4b9425f42b9e763b7c00009b","seq":1311783,"position":2,"parentId":"4c64e9fb143cb8ad86000042","content":"#Manufacturing Without FDI (LF-CTM)\n- Licensing\n - Ranbaxy in Indonesia\n- Franchising\n - Product (Loreal - Green Trends)\n - Business ( McDonald's)\n- Contract manufacturing\n - Nike, Gap\n- Management contracts\n - TATA tea in Sri Lanka by Estate Management Services Pvt. Ltd.\n- Turnkey projects\n - L&T in Tamakoshi Hydroelectric project, Nepal Hydel project"},{"_id":"4d973bee8ca56291e40000a1","treeId":"4b9425f42b9e763b7c00009b","seq":1311896,"position":3,"parentId":"4c64e9fb143cb8ad86000042","content":"#Manufacturing With FDI (JAM-SAW)\n- Joint Ventures\n - Ranbaxy, Reddy's, Lupin\n - Complex in nature = Legal contract\n- Acquisition\n - TATA - Jaguar\n - Easiest way to expand\n - One time only\n - Partly (Majority share to control) or wholly\n- Merger\n - Asian paints + Essel propack\n - Equal combination\n- Strategic alliances\n- Assembly operations\n - Videocon assembly unit - LG, Sony, etc.\n - For assembly to reduce tax on finished products\n - to reduce transport costs\n- Wholly-owned subsidiaries\n - TATA tea owned by Tetley in UK\n - When unsure about the market to launch a new branch"},{"_id":"4c64ea4a143cb8ad86000043","treeId":"4b9425f42b9e763b7c00009b","seq":1311994,"position":3.25,"parentId":"4c64cfcd143cb8ad8600002a","content":"#Strategic alliances"},{"_id":"4d9762e98ca56291e40000a2","treeId":"4b9425f42b9e763b7c00009b","seq":1311973,"position":2,"parentId":"4c64ea4a143cb8ad86000043","content":"#Strategic Alliances\n - Very popular among MNCs\n - Based on company strategy\n - Result of merger, joint ventures, acquisitions, etc.\n - No legal entity required\n - Company retains core strategic assets\n - Outsources other activities\n - for strategic business growth\n - to reduce competition\n - to increase production, distribution, etc.\n - to improve R&D\n - to increase market coverage\n - Economy of scale\n\n#Types\n## Basis of direction of alliances\n - Diversification alliances\n - for market or product diversification to reduce risk in any one sector\n - Vertical networks and alliances\n - Backward - with Suppliers\n - Forward - with distributors, etc.\n\n## Basis of extent and timescale of collaboration\n - Extent of cooperation focused and complex alliances\n - Collaboration on single or many activities\n - Timescale of collaboration\n - Short time or long time\n - Consortiums\n - Short - medium term alliance\n - for time-limited projects\n - Construction projects, etc.\n\n#Factors\n- Partner selection\n- Alliance structure\n- Managing the alliance"},{"_id":"4d979c5e8ca56291e40000a3","treeId":"4b9425f42b9e763b7c00009b","seq":1311990,"position":3.5,"parentId":"4c64cfcd143cb8ad8600002a","content":"#Selecting Entry Modes"},{"_id":"4d979cc88ca56291e40000a4","treeId":"4b9425f42b9e763b7c00009b","seq":1312004,"position":1,"parentId":"4d979c5e8ca56291e40000a3","content":"#Factors affecting selection\n\n##External Factors\n- Market size\n- Market growth\n- Government regulations\n- Level of competition\n- Physical infrastructure\n- Level of risk\n - Political risk\n - Economical risk\n - Operational risk\n- Cost of production\n- Shipping cost (Transportation)\n\n## Internal Factors\n- Company objectives\n- Availability of company resources\n- Level of commitment\n- International experience\n- Flexibility"},{"_id":"4b943c0d2b9e763b7c0000a6","treeId":"4b9425f42b9e763b7c00009b","seq":1106887,"position":2,"parentId":null,"content":"#Management Information System"},{"_id":"4c80179ad5f0fb0e63000051","treeId":"4b9425f42b9e763b7c00009b","seq":1310675,"position":1,"parentId":"4b943c0d2b9e763b7c0000a6","content":"#Unit 1\n\n[ ] Elements of System\n[ ] Elements / Components of MIS\n[ ] Types of IS\n[ ] Roles of IS"},{"_id":"4c8019acd5f0fb0e63000053","treeId":"4b9425f42b9e763b7c00009b","seq":1113540,"position":1,"parentId":"4c80179ad5f0fb0e63000051","content":"#Elements of System"},{"_id":"4c801c50d5f0fb0e63000058","treeId":"4b9425f42b9e763b7c00009b","seq":1113611,"position":1,"parentId":"4c8019acd5f0fb0e63000053","content":"#Elements of System\n\n![](http://pespmc1.vub.ac.be/Images/system-environment.gif)\n\n##Inputs\n- Elements that enter a system\n- Human, Physical, Information\n\n##Outputs\n- Elements that come out of a system\n- Inputs processed into outputs\n- Finished goods, Information, Services\n\n##Processors\n- Elements that operate on the input to produce output\n- Production unit, machines, people\n\n##Controls\n- Logical procedures, rules and regulations which govern inputs to be converted into outputs\n- It keeps check on the inputs and outputs\n\n##Feeback\n- Measure of outputs against some standards\n- It measures performance and produces feedback\n- Positive feedback - adds to inputs = Feed-forward\n- Negative feedback - reduces inputs\n\n##Environment\n- Collection of all elements that surround a system\n- It does not belong to a system, but interacts with the system\n\n##Boundaries\n- Limits within which a system works\n- Feature that defines and outlines a system\n\n##Interface\n- The element through which a system interacts with its environment out of the boundary"},{"_id":"4c801b70d5f0fb0e63000057","treeId":"4b9425f42b9e763b7c00009b","seq":1327154,"position":1.5,"parentId":"4c80179ad5f0fb0e63000051","content":"#Roles of IS"},{"_id":"4c8084dbd5f0fb0e6300005a","treeId":"4b9425f42b9e763b7c00009b","seq":1114151,"position":1,"parentId":"4c801b70d5f0fb0e63000057","content":"#Roles of IS\n\n##Support Business Processes and Operations\n##Supports Business Decision-Making\n##Supports Strategies for Competitive Advantage"},{"_id":"4c801a3ed5f0fb0e63000054","treeId":"4b9425f42b9e763b7c00009b","seq":1113632,"position":2,"parentId":"4c80179ad5f0fb0e63000051","content":"#Elements / Components of MIS"},{"_id":"4c8037a5d5f0fb0e63000059","treeId":"4b9425f42b9e763b7c00009b","seq":1113996,"position":1,"parentId":"4c801a3ed5f0fb0e63000054","content":"#Elements of MIS\n\n![](https://image.slidesharecdn.com/finalmispower-121109070147-phpapp02/95/final-mis-power-5-638.jpg?cb=1352466215)\n\n##Hardware\n- Physical devices and materials\n- Includes written or stored information and data\n - Computer System\n - Computer Peripherals\n\n##Software\n- Programs + Procedures\n - System Software\n - Application Software\n\n##People\n - End Users (Users or Clients)\n - IS specialists (Develop and operate IS)\n\n##Data\n- Raw materials\n- Valuable resources\n - Databases (Processed or organized data)\n - Knowledge bases (Experience based data)\n\n##Network\n - Communications Media (Satellite, towers, etc.)\n - Network Infrastructure (Physical network components)"},{"_id":"4c801b08d5f0fb0e63000056","treeId":"4b9425f42b9e763b7c00009b","seq":1114330,"position":6,"parentId":"4c80179ad5f0fb0e63000051","content":"#Types of IS"},{"_id":"4c80d3d5d5f0fb0e6300005b","treeId":"4b9425f42b9e763b7c00009b","seq":1114696,"position":1,"parentId":"4c801b08d5f0fb0e63000056","content":"![](http://www.chris-kimble.com/Courses/World_Med_MBA/Four-Level-Pyramid-model.png)\n\n#Operational Support System\n- Transaction Processing System (TPS)\n- Process Control System (PCS)\n- Enterprise Collaboration System (ECS)\n\n#Management Support System\n- Management Information System (MIS)\n- Decision Support System (DSS)\n- Executive Information System (EIS / ESS)\n\n#Others\n- Expert System (ES)\n- Knowledge Management System (KMS)\n- Strategic Information System (SIS)\n- Business Information System (BIS)\n- Office Automation System (OAS)"},{"_id":"4c81a11cd5f0fb0e63000064","treeId":"4b9425f42b9e763b7c00009b","seq":1115417,"position":1,"parentId":"4c80d3d5d5f0fb0e6300005b","content":"#EIS"},{"_id":"4c80e641d5f0fb0e6300005c","treeId":"4b9425f42b9e763b7c00009b","seq":1115415,"position":1,"parentId":"4c81a11cd5f0fb0e63000064","content":"#Executive Information System (EIS)\n•\tAn executive information system (EIS) is a decision support system (DSS) used to assist senior executives in the decision-making process.\n•\tIt is also called as Executive Support System (ESS). \n•\tIt is commonly considered a specialized form of decision support system (DSS).\n•\tIt does this by providing easy access to important data needed to achieve strategic goals in an organization.\n•\tAn EIS normally features graphical displays on an easy-to-use interface. \n•\tExecutive information systems can be used in many different types of organizations to monitor enterprise performance as well as to identify opportunities and problems.\n•\tIt uses information based on intelligence.\no\tMarket intelligence\no\tInvestment intelligence\no\tTechnology intelligence\n\n##Information Sources\n•\tExternal databases\n•\tTechnology reports like patent records etc.\n•\tTechnical reports from consultants\n•\tMarket reports\n•\tConfidential information about competitors\n•\tSpeculative information like market conditions\n•\tGovernment policies\n•\tFinancial reports and information\n\n##Features of Executive Information System\n![](http://www.tutorialspoint.com/management_information_system/images/eis_features.jpg)\n \n##Advantages of ESS\n•\tEasy for upper level executive to use\n•\tAbility to analyze trends\n•\tAugmentation of managers' leadership capabilities\n•\tEnhance personal thinking and decision making\n•\tContribution to strategic control flexibility\n•\tEnhance organizational competitiveness in the market place\n•\tInstruments of change\n•\tIncreased executive time horizons.\n•\tBetter reporting system\n•\tImproved mental model of business executive\n•\tHelp improve consensus building and communication\n•\tImprove office automation\n•\tReduce time for finding information\n•\tEarly identification of company performance\n•\tDetail examination of critical success factor\n•\tTime management\n•\tIncreased communication capacity and quality\n\n##Disadvantage of ESS\n•\tHigh implementation costs\n•\tSystem may become slow, large, and hard to manage\n•\tNeed good internal processes for data management\n•\tFunctions are limited\n•\tHard to quantify benefits\n•\tExecutive may encounter information overload\n•\tDifficult to keep current data\n•\tMay lead to less reliable and insecure data\n•\tExcessive cost for small company\n•\tSystem dependent\n"},{"_id":"4c81a177d5f0fb0e63000065","treeId":"4b9425f42b9e763b7c00009b","seq":1115422,"position":2,"parentId":"4c80d3d5d5f0fb0e6300005b","content":"#DSS"},{"_id":"4c80e7b3d5f0fb0e6300005d","treeId":"4b9425f42b9e763b7c00009b","seq":1115412,"position":1,"parentId":"4c81a177d5f0fb0e63000065","content":"#Decision Support System (DSS)\n•\tDecision support systems are interactive software-based systems intended to help managers in decision making by accessing large volume of information generated from various related information systems involved in organizational business processes, like, office automation system, transaction processing system etc.\n•\tIt uses the summary information, exceptions, patterns and trends using the analytical models. \n•\tDecision Support System helps in decision making but does not always give a decision itself. \n•\tThe decision makers compile useful information from raw data, documents, personal knowledge, and/or business models to identify and solve problems and make decisions.\n•\tTypical information gathered by a DSS may include:\n - Projected revenue and sales figures, some based on new product sales projections\n - Comparative sales figures between selected time periods\n - Inventory data organized into relational databases for timely analysis\n\n![](http://www.intechopen.com/source/html/19352/media/image2.png)\n\n##Types of Decisions\n###Programmed Decisions\nProgrammed decisions are basically automated processes, general routine work, where\n•\tThese decisions have been taken several times.\n•\tThese decisions follow some guidelines or rules.\n\n###Non-programmed Decisions\nNon-programmed decisions occur in unusual and non-addressed situations, so\n•\tIt would be a new decision.\n•\tThere will not be any rules to follow.\n•\tThese decisions are made based on available information.\n•\tThese decisions are based on the manger's discretion, instinct, perception and judgment.\n\n##Applications\nDSS applications are used in many diverse fields, including \n•\tMedical diagnosis\n•\tCredit loan verification\n•\tEvaluating bids on engineering projects\n•\tBusiness and business management\n•\tAgricultural production at the farm and policy levels\n•\tForest management\n•\tRailroad (for evaluation of defective rails)\n\n##Characteristics of a DSS\n•\tSupport for decision makers in semi structured and unstructured problems.\n•\tSupport for managers at various managerial levels, ranging from top executive to line managers.\n•\tSupport for individuals and groups. Less structured problems often requires the involvement of several individuals from different departments and organization level.\n•\tSupport for interdependent or sequential decisions.\n•\tSupport for intelligence, design, choice, and implementation.\n•\tSupport for variety of decision processes and styles\n•\tDSSs are adaptive over time.\n\n##Benefits of DSS\n•\tImproves efficiency and speed of decision making activities.\n•\tIncreases the control, competitiveness and capability of futuristic decision making of the organization.\n•\tFacilitates interpersonal communication.\n•\tEncourages learning or training.\n•\tSince it is mostly used in non-programmed decisions, it reveals new approaches and sets up new evidences for an unusual decision.\n•\tHelps automate managerial processes.\n"},{"_id":"4c81a1a0d5f0fb0e63000066","treeId":"4b9425f42b9e763b7c00009b","seq":1115425,"position":3,"parentId":"4c80d3d5d5f0fb0e6300005b","content":"#MIS"},{"_id":"4c80efdad5f0fb0e6300005e","treeId":"4b9425f42b9e763b7c00009b","seq":1115410,"position":1,"parentId":"4c81a1a0d5f0fb0e63000066","content":"#Management Information System (MIS)\n•\tManagement Information System, 'MIS' is a planned system of collecting, storing and disseminating data in the form of information needed to carry out the functions of management.\n•\tA Management Information System (MIS) is a broadly used and applied term for a three-resource system required for effective organization management.\n•\tMIS is sometimes referred to as \"IT management\" (information technology management) or \"information services\" (IS).\n•\tThe three components in MIS\no\tSystem suggests integration and holistic view.\no\tInformation stands for processed data.\no\tManagement is the ultimate user, the decision makers.\n\n##Management\nManagement covers the planning, control, and administration of the operations of a concern. The top management handles planning; the middle management concentrates on controlling; and the lower management is concerned with actual administration.\n\n##Information\nInformation, in MIS, means the processed data that helps the management in planning, controlling and operations. Data means all the facts arising out of the operations of the concern. Data is processed i.e. recorded, summarized, compared and finally presented to the management in the form of MIS report.\n\n##System\nData is processed into information with the help of a system. A system is made up of inputs, processing, output and feedback or control.\n\n##Scope of MIS\n![](http://www.tutorialspoint.com/management_information_system/images/mis_scope.jpg)\n\n##Objectives of MIS\n###Capturing Data\nCapturing contextual data, or operational information that will contribute in decision making from various internal and external sources of organization\n\n###Processing Data\nThe captured data is processed into information needed for planning, organizing, coordinating, directing and controlling functionalities at strategic, tactical and operational level. Processing data means:\n•\tmaking calculations with the data\n•\tsorting data\n•\tclassifying data and\n•\tsummarizing data\n\n###Information Storage\nInformation or processed data need to be stored for future use.\n\n###Information Retrieval\nThe system should be able to retrieve this information from the storage as and when required by various users.\n\n###Information Propagation\nInformation or the finished product of the MIS should be circulated to its users periodically using the organizational network.\n\n##Characteristics of MIS:\n•\tIt should be based on a long-term planning.\n•\tIt should provide a holistic view of the dynamics and structure of the organization.\n•\tIt should work as a complete and comprehensive system covering all interconnecting sub-systems within the organization.\n•\tIt should be planned in a top-down way, as the decision makers or the management should actively take part and provide clear direction at the development stage of the MIS.\n•\tIt should be based on need of strategic, operational and tactical information of managers of an organization.\n•\tIt should also take care of exceptional situations by reporting such situations.\n•\tIt should be able to make forecasts and estimates, and generate advanced information, thus providing a competitive advantage. Decision makers can take actions on the basis of such predictions.\n•\tIt should create linkage between all sub-systems within the organization, so that the decision makers can take the right decision based on integrated view.\n•\tIt should allow easy flow of information through various sub-systems, thus avoiding redundancy and duplicity of data. It should simplify the operations with as much practicability as possible.\n•\tAlthough the MIS is an integrated, complete system, it should be made in such a flexible way that it could be easily split into smaller sub-systems as and when required.\n•\tA central database is the backbone of a well-built MIS.\n"},{"_id":"4c81a1d4d5f0fb0e63000067","treeId":"4b9425f42b9e763b7c00009b","seq":1115426,"position":4,"parentId":"4c80d3d5d5f0fb0e6300005b","content":"#TPS"},{"_id":"4c80f5abd5f0fb0e6300005f","treeId":"4b9425f42b9e763b7c00009b","seq":1115408,"position":1,"parentId":"4c81a1d4d5f0fb0e63000067","content":"#Transaction Processing System\n•\tA transaction process system (TPS) is an information processing system for business transactions involving the collection, modification and retrieval of all transaction data. \n•\tCharacteristics of a TPS include performance, reliability and consistency.\n•\tTPS is also known as transaction processing or real-time processing.\n\n![](http://www.expertsmind.com/CMSImages/2003_Transaction%20Processing%20Systems.png)\n\n##Functional Areas\nTransaction processing systems provide three functional areas:\n###System runtime functions\nTransaction processing systems provide an execution environment that ensures the integrity, availability, and security of data. It also ensures fast response time and high transaction throughput.\n###System administration functions\nTransaction processing systems provide administrative support that lets users configure, monitor, and manage their transaction systems.\n###Application development functions\nTransaction processing systems provide functions for use in custom business applications, including functions to access data, to perform inter-computer communications, and to design and manage the user interface.\n\n##Types of transaction processing\n###Batch transaction processing\nThis is information that is gathered and stored but not processed immediately i.e. the processing of an invoice or cheques in a banking system.\n\n###Real time transaction processing\nThis is a transaction which is processed immediately and the operator has access to on-line database i.e. withdrawal from a bank account, Library loans.\n\n##Objectives\n•\tCarrying out the day-to-day transactions of the organization on a regular basis.\n•\tCollecting, processing, editing, updating, storing the data, and generating the required reports or documents.\n•\tSupplying the necessary information to the organization, which would enable proper functioning of the business.\n•\tProviding reports and documents which would help in making timely decisions.\n•\tSupplying data to other information systems.\n"},{"_id":"4c81198cd5f0fb0e63000063","treeId":"4b9425f42b9e763b7c00009b","seq":1295385,"position":1.25,"parentId":"4b943c0d2b9e763b7c0000a6","content":"#Unit 2\n\n[ ] FIS\n[ ] HRIS "},{"_id":"4d7db7053a25683724000093","treeId":"4b9425f42b9e763b7c00009b","seq":1295386,"position":3,"parentId":"4c81198cd5f0fb0e63000063","content":"#FIS"},{"_id":"4c8732d4d5f0fb0e6300008c","treeId":"4b9425f42b9e763b7c00009b","seq":1295389,"position":1,"parentId":"4d7db7053a25683724000093","content":"#Functional Information System\n\n##Production / Operations\n- Manufacture Resource Planning (MRP)\n- Manufacturing Execution Systems (MES)\n- Process Control System (PCS)\n\n##Marketing\n- CRM\n- Interactive Marketing\n- Salesforce Automation\n\n##Human Resource Management\n- Compensation Analysis\n- Employee Skills Inventory\n- Personnel Requirement Forecasting\n\n##Accounting\n- TPS\n- Order Processing System (OPS)\n- Accounts Receivable\n- Accounts Payable\n- Inventory Control\n- Payroll\n- General Ledger\n\n##Finance\n- Cash Management\n- Credit Management\n- Investment Management\n- Capital Budgeting\n- Financial Forecasting"},{"_id":"4d7db73f3a25683724000094","treeId":"4b9425f42b9e763b7c00009b","seq":1295387,"position":4,"parentId":"4c81198cd5f0fb0e63000063","content":"#HRIS"},{"_id":"4d7db4bd3a25683724000092","treeId":"4b9425f42b9e763b7c00009b","seq":1295388,"position":1,"parentId":"4d7db73f3a25683724000094","content":"![](https://4.bp.blogspot.com/-rBvQtv2z7Sg/TvFkgIHZWCI/AAAAAAAAAl0/HPg2pjbFkuY/s1600/Slide1.JPG)"},{"_id":"4c8106d2d5f0fb0e63000060","treeId":"4b9425f42b9e763b7c00009b","seq":1310678,"position":1.5,"parentId":"4b943c0d2b9e763b7c0000a6","content":"#Unit 3\n\n[ ] Decision-Making\n[ ] DSS\n[ ] AI\n[ ] Neural Network\n[ ] Fuzzy Logic\n[ ] ES"},{"_id":"4c854852d5f0fb0e63000070","treeId":"4b9425f42b9e763b7c00009b","seq":1119614,"position":0.25,"parentId":"4c8106d2d5f0fb0e63000060","content":"#Decision-Making"},{"_id":"4c854896d5f0fb0e63000071","treeId":"4b9425f42b9e763b7c00009b","seq":1119731,"position":1,"parentId":"4c854852d5f0fb0e63000070","content":"#Types of Decisions\n\n##Based on Structure\n- Structured\n- Unstructured\n- Semi-structured\n\n##Based on Goals\n- Individual\n- Group\n- Organizational\n\n##Based on Time\n- Basic\n- Routing\n\n##Based on Management\n- Operational\n- Tactical\n- Strategic\n\n##Based on Conditions\n- Certainty\n- Uncertainty\n- Risk"},{"_id":"4c8555edd5f0fb0e63000072","treeId":"4b9425f42b9e763b7c00009b","seq":1119627,"position":2,"parentId":"4c854852d5f0fb0e63000070","content":"#Models of Decision-Making\n\n##Classical Model\n- List --> Rank --> Select\n\n##Administrative Model\n- Based on risks\n- Uncertainty\n\n##Herbert Simon Model\n- Intelligence --> Design --> Choice"},{"_id":"4c850f11d5f0fb0e6300006d","treeId":"4b9425f42b9e763b7c00009b","seq":1331224,"position":2,"parentId":"4c8555edd5f0fb0e63000072","content":"#Herbert Simon Model\n\n![](https://upload.wikimedia.org/wikipedia/commons/1/1a/Simons_3_stages_in_Decision_Making.gif)\n\n##Intelligence\n##Design\n##Choice"},{"_id":"4c855cd6d5f0fb0e63000073","treeId":"4b9425f42b9e763b7c00009b","seq":1119724,"position":3,"parentId":"4c854852d5f0fb0e63000070","content":"#Process of Decision-Making\n\n![](https://lh3.googleusercontent.com/-eHel0HhBo-I/TfA9bba1tII/AAAAAAAAE24/r65aQGNUQis/Steps-In-Decision-Making-Process.png)\n\n![](http://www.managementguru.net/wp-content/uploads/2014/03/decision-making.png)\n\n![](http://www.humankinetics.com/AcuCustom/Sitename/DAM/017/72art1_artX.jpg)"},{"_id":"4c853c35d5f0fb0e6300006e","treeId":"4b9425f42b9e763b7c00009b","seq":1295904,"position":0.5,"parentId":"4c8106d2d5f0fb0e63000060","content":"#DSS"},{"_id":"4c853cc3d5f0fb0e6300006f","treeId":"4b9425f42b9e763b7c00009b","seq":1119476,"position":1,"parentId":"4c853c35d5f0fb0e6300006e","content":"#Components of DSS\n\n##Data Management Sub-system\n##Knowledge Management Sub-system\n##User Interface Sub-system\n##Model Management Sub-system\n\n![](http://www.intechopen.com/source/html/19354/media/image7.jpeg)"},{"_id":"4c8578fcd5f0fb0e63000074","treeId":"4b9425f42b9e763b7c00009b","seq":1119751,"position":2,"parentId":"4c853c35d5f0fb0e6300006e","content":"#Functions / Activities of DSS\n\n##What-If\n##Goal-Seeking\n##Optimization\n##Sensitivity\n - Automatic\n - Trial and Error\n"},{"_id":"4c8581fad5f0fb0e63000075","treeId":"4b9425f42b9e763b7c00009b","seq":1119851,"position":3,"parentId":"4c853c35d5f0fb0e6300006e","content":"#Approaches of Developing DSS\n\n##Rapid Prototyping\n##End-User Development\n##Systems Development Life Cycle"},{"_id":"4c85986ad5f0fb0e63000076","treeId":"4b9425f42b9e763b7c00009b","seq":1119863,"position":4,"parentId":"4c853c35d5f0fb0e6300006e","content":"#Applications\n\n##Medical\n##Air Traffic Control\n##Agriculture\n##Meeting\n##Voting\n##Reporting"},{"_id":"4c8287c9d5f0fb0e63000068","treeId":"4b9425f42b9e763b7c00009b","seq":1116389,"position":1,"parentId":"4c8106d2d5f0fb0e63000060","content":"#AI"},{"_id":"4c82880ad5f0fb0e63000069","treeId":"4b9425f42b9e763b7c00009b","seq":1119891,"position":1,"parentId":"4c8287c9d5f0fb0e63000068","content":"#Artificial Intelligence\n##DEFINITION\n##ARTIFICIAL INTELLIGENCE (AI)\n•\tIt refers to computers with the ability to mimic or duplicate the functions of the human brain.\n•\tIt is field of study that deals with making a computer that thinks like a human, to be able to learn and to have new ideas.\n\n##ARTIFICIAL INTELLIGENCE SYSTEMS\nThe people, procedures, hardware, software, data, and knowledge needed to develop computer systems and machines that demonstrate the characteristics of intelligence.\n\n##TRAITS OF AI\n•\tIntelligent behavior\n•\tLearn from experience\n•\tApply knowledge acquired from experience\n•\tHandle complex situations\n•\tSolve problems when important information is missing\n•\tDetermine what is important\n•\tReact quickly and correctly to a new situation\n•\tUnderstand visual images\n•\tProcess and manipulate symbols\n•\tBe creative and imaginative\n•\tUse heuristics\n\n##APPLICATIONS OF AI\nAI is used in the following,\n•\tComputer Science\n•\tFinance\n•\tHospitals and Medicine\n•\tHeavy Industry\n•\tOnline and telephone customer service\n•\tTransportation\n•\tTelecommunications maintenance\n•\tToys and games\n•\tMusic\n•\tAviation\n•\tNews, publishing and writing\n•\tNational defense\n\n###BUSINESS APPLICATIONS\n•\tUnknown patterns/relationships in sales data\n•\tCustomer buying habits\n•\tComplex problem-solving and decision-support techniques in real-time business applications.\n•\tAI techniques are spread across functions ranging from finance management to forecasting and product.\n\n###IN FINANCE\n•\tCredit authorization screening\n•\tMortgage risk assessment\n•\tProject management and bidding strategy\n•\tFinancial and economic forecasting\n•\tRisk rating of exchange-traded, fixed income investments\n•\tDetection of regularities in security price movements\n•\tPrediction of default and bankruptcy\n•\tSecurity/and or Asset Portfolio Management\n\n###IN MARKETING\n•\tComputerized neural networks\n•\tCustomer relationship management (CRM)\n•\tHigh-tech data mining can give companies a precise view of how particular segments of the customer base react to a product or service.\n•\tBuying patterns, analytics could help companies react much more quickly to the marketplace.\n\n###IN HR\n•\tUse of neural networks and fuzzy logic in Human Resource Information System (HRIS).\n•\tFuzzy neural network, to construct a new model for evaluation of managerial talent, and accordingly to develop a decision support system in human resource selection.\n\n##ADVANTAGES OF AI\n•\tCan take on stressful and complex work that humans may struggle/cannot do\n•\tCan complete task faster than a human can most likely\n•\tTo discover unexplored things, i.e. outer space\n•\tLess errors and defects\n•\tFunction is infinite\n•\tEasier spreading of knowledge\n•\tDecisions are based on facts rather than emotions\n\n##DISADVANTAGES OF AI\n•\tLacks the \"human touch\"\n•\tHas the ability to replace human jobs\n•\tOver reliance on AI can lead to problems due to errors when no solution is available\n•\tCan malfunction and do the opposite of what they are programmed to do\n•\tCan be misused leading to mass scale destruction\n•\tMay corrupt younger generation\n•\tLack of creativity in responses\n•\tInability to explain the logic and reasoning behind a certain decision\n•\tLack of common sense in reasoning can also cause major problems\n•\tIt is considered as ethically wrong\n"},{"_id":"4c85a1ccd5f0fb0e63000077","treeId":"4b9425f42b9e763b7c00009b","seq":1119888,"position":1,"parentId":"4c82880ad5f0fb0e63000069","content":"#Applications\n\n##Cognitive Science\n- Learning System\n- Expert System\n- Fuzzy Logic\n- Neural Network\n- Intelligent Agent\n- Genetic Algorithms\n\n##Robotics\n- Visual Perception\n- Tactility\n- Dexterity\n- Locomotion\n- Navigation\n\n##Natural Interface\n- Natural Languages\n- Speech Recognition\n- Multi-Sensory Interface\n- Virtual Reality"},{"_id":"4c85a97dd5f0fb0e63000078","treeId":"4b9425f42b9e763b7c00009b","seq":1119892,"position":2,"parentId":"4c82880ad5f0fb0e63000069","content":"##BRANCHES OF AI\n![](https://lh6.googleusercontent.com/-a2yG7STLCck/VHN0hQNjUTI/AAAAAAAACSw/ra-Cj5ZQJrI/w801-h1131-no/AI%2Bbranches.PNG)"},{"_id":"4c8292dad5f0fb0e6300006a","treeId":"4b9425f42b9e763b7c00009b","seq":1116409,"position":2,"parentId":"4c8106d2d5f0fb0e63000060","content":"#Neural Networks"},{"_id":"4c829341d5f0fb0e6300006b","treeId":"4b9425f42b9e763b7c00009b","seq":1116440,"position":1,"parentId":"4c8292dad5f0fb0e6300006a","content":"#NEURAL NETWORKS\n##DEFINITION\n•\tNeural networks are used for solving complex, poorly understood problems for which large amounts of data have been collected. \n•\tThey find patterns and relationships in massive amounts of data that would be too complicated and difficult for a human being to analyze.\n•\tNeural networks discover this knowledge by using hardware and software that parallel the processing patterns of the biological or human brain.\n\n##TYPES OF NEURAL NETWORKS\nNeural Network types can be classified based on following attributes:\n•\tConnection Type\n o\tStatic (feed forward)\t\n o\tDynamic (feedback)\n•\tTopology\n o\tSingle layer\t\n o\tMultilayer\n o\tRecurrent\n•\tLearning Methods\n o\tSupervised\n o\tUnsupervised \n o\tReinforcement\n \n##NEURAL NETWORKS COMPONENTS:\nNeuron consists of three basic components.\n•\tWeights \n•\tThresholds \n•\tActivation function\n\n![](https://www.otexts.org/sites/default/files/fpp/images/nnet2.png)\n\n##ARCHITECTURE OF NEURAL NETWORK\n•\tThe input layer\no\tIntroduces input values into the network \no\tNo activation function or other processing\n•\tThe hidden layer\no\tPerform classification of features\no\tTwo hidden layers are sufficient to solve any problem \no\tFeatures imply more layers may be better\n•\tThe output layer \no\tFunctionally just like the hidden layers\no\tOutputs are passed on to the world outside the neural network.\n\n \n##ADVANTAGES\n•\tA neural network can perform tasks that a linear program cannot.\n•\tWhen an element of the neural network fails, it can continue without any problem by their parallel nature.\n•\tA neural network learns and does not need to be reprogrammed.\n•\tIt can be implemented in any application.\n•\tIt can be implemented without any problem.\n\n##DISADVANTAGES\n•\tThe neural network needs training to operate.\n•\tThe architecture of a neural network is different from the architecture of microprocessors therefore needs to be emulated.\n•\tRequires high processing time for large neural networks.\n\n##USE OF NEURAL NETWORKS\nNeural networks, with their remarkable ability to derive meaning from complicated or imprecise data, can be used to extract patterns and detect trends that are too complex to be noticed by either humans or other computer techniques. A trained neural network can be thought of as an \"expert\" in the category of information it has been given to analyze. This expert can then be used to provide projections given new situations of interest and answer \"what if\" questions.\n \n##APPLICATIONS OF NEURAL NETWORKS\n•\tCharacter Recognition - The idea of character recognition has become very important as handheld devices like the Palm Pilot are becoming increasingly popular. Neural networks can be used to recognize handwritten characters.\n•\tImage Compression - Neural networks can receive and process vast amounts of information at once, making them useful in image compression. With the Internet explosion and more sites using more images on their sites, using neural networks for image compression is worth a look.\n•\tStock Market Prediction - The day-to-day business of the stock market is extremely complicated. Many factors weigh in whether a given stock will go up or down on any given day. Since neural networks can examine a lot of information quickly and sort it all out, they can be used to predict stock prices.\n•\tTraveling Salesman’s Problem - Interestingly enough, neural networks can solve the traveling salesman problem, but only to a certain degree of approximation.\n•\tMedicine, Electronic Nose, Security, and Loan Applications - These are some applications that are in their proof-of-concept stage, with the acceptation of a neural network that will decide whether or not to grant a loan, something that has already been used more successfully than many humans.\n•\tMiscellaneous Applications - These are some very interesting (although at times a little absurd) applications of neural networks.\n\n###CONCLUSION\n•\tNeural networks are suitable for predicting time series mainly because of learning only from examples, without any need to add additional information that can bring more confusion than prediction effect. \n•\tNeural networks are able to generalize and are resistant to noise. \n•\tIt is generally not possible to determine exactly what a neural network learned and it is also hard to estimate possible prediction error.\n"},{"_id":"4c85eb9ed5f0fb0e63000079","treeId":"4b9425f42b9e763b7c00009b","seq":1120054,"position":2.5,"parentId":"4c8106d2d5f0fb0e63000060","content":"#ES"},{"_id":"4c85ebebd5f0fb0e6300007a","treeId":"4b9425f42b9e763b7c00009b","seq":1121105,"position":1,"parentId":"4c85eb9ed5f0fb0e63000079","content":"#Components\n\n![](http://www.igcseict.info/theory/7_2/expert/files/stacks_image_9668_1.png)\n\n##Knowledge subsystem (Base + Acquisition + Refining)\n##User-Interface\n##Inference Engine\n##Explanation subsystem\n##Blackboard (Workspace)"},{"_id":"4c810988d5f0fb0e63000061","treeId":"4b9425f42b9e763b7c00009b","seq":2958933,"position":1.75,"parentId":"4b943c0d2b9e763b7c0000a6","content":"#Unit 4\n\n[ ] ITM\n[ ] IRM\n[ ] EDI\n[ ] SCM\n[ ] Global IT"},{"_id":"4d7e09013a25683724000097","treeId":"4b9425f42b9e763b7c00009b","seq":1295597,"position":0.625,"parentId":"4c810988d5f0fb0e63000061","content":"#IT Management"},{"_id":"4dae1650c3ecbbabb800023c","treeId":"4b9425f42b9e763b7c00009b","seq":1326531,"position":0.5,"parentId":"4d7e09013a25683724000097","content":"#IT management\n\n- Business + IT strategies = CEO + CIO\n- Application development + technology = CIO + CTO\n- IT organization + structure = CIO + IT managers"},{"_id":"4d7d467c3a25683724000091","treeId":"4b9425f42b9e763b7c00009b","seq":1326489,"position":1,"parentId":"4d7e09013a25683724000097","content":"#Business/IT planning process\n\n* discovering innovative approaches - to satisfy customers\n* development of strategies and business models\n* development of IT strategies and architecture\n* Development of complementary business and IT strategies\n\nCustomer value (Innovative approaches) --> Business strategies and models --> IT strategy and architecture --> Application development and deployment --> Complementary Business/IT strategy (CEO/CIO)\n\n#3 Major components of planning process\n\n* Strategy Development\n* Resource Management\n* Technology Architecture"},{"_id":"4dae0b8cc3ecbbabb800023b","treeId":"4b9425f42b9e763b7c00009b","seq":1326523,"position":2,"parentId":"4d7e09013a25683724000097","content":"#Managing IS functions (AI-TOUCH)\n\n- Application development management\n- IS operations management\n- Technology management\n- Organizing IT\n- User services management\n- CIO / IT executives management\n- Human resource management"},{"_id":"4d7df1463a25683724000095","treeId":"4b9425f42b9e763b7c00009b","seq":1295502,"position":0.75,"parentId":"4c810988d5f0fb0e63000061","content":"#IRM"},{"_id":"4d7df1e13a25683724000096","treeId":"4b9425f42b9e763b7c00009b","seq":1295596,"position":1,"parentId":"4d7df1463a25683724000095","content":"#IRM\n\n* Used to design, store (inventory) and control the resources that are required to produce information.\n\n* Should be managed like\n * Money\n * Material\n * Men\n * Machines\n\n#Objectives\n* Utilize resource effectively\n* Design model to improve communication within and outside organization\n* Monitoring all resources used to create, store, process, disseminate information\n* Helps reuse of information\n* Helps retain information\n\n#Functions of IRM\n* Data Processing\n * Computer operations\n * Applications development\n * Technical services\n * Corporate database\n * Data communications\n* Telecommunications\n * Data communications\n * Voice communications\n * LAN\n * External data services\n* Office automation\n * VOice communications\n * LAN\n * External data services\n * Word processing\n * Intelligent workstations\n\n#IRM Dimensions (RTDFS)\n* Resource management\n* Technology management\n* Distributed management\n* Functional management\n* Strategic management"},{"_id":"4d7e0d233a25683724000098","treeId":"4b9425f42b9e763b7c00009b","seq":1295602,"position":0.875,"parentId":"4c810988d5f0fb0e63000061","content":"#IS Architecture (ISA)"},{"_id":"4d7e0e103a25683724000099","treeId":"4b9425f42b9e763b7c00009b","seq":1295735,"position":1,"parentId":"4d7e0d233a25683724000098","content":"#Types\n\n![](https://i.imgur.com/kJaskDH.png)\n\n* Centralized\n * Staff professionalism\n * Corporate database control\n * Technical competence and research\n * Comparative cost advantage\n* De-centralized\n * Low cost technology availability\n * Backlog of development work\n * User control over operations\n * Organizational Behavior\n* Distributed\n"},{"_id":"4c865ed3d5f0fb0e6300007b","treeId":"4b9425f42b9e763b7c00009b","seq":1120258,"position":1,"parentId":"4c810988d5f0fb0e63000061","content":"#EDI"},{"_id":"4c865f02d5f0fb0e6300007c","treeId":"4b9425f42b9e763b7c00009b","seq":1296037,"position":1,"parentId":"4c865ed3d5f0fb0e6300007b","content":"#EDI\n- Transfer of structured data\n- by agreed message standards\n- from one computer to another\n- by electronic means\n\n![](http://www.e-datasolution.com/imagenes/con%20EDI.png)\n\n![](http://www.cma-cgm.com/static/eCommerce/Pictures/edi-schema-eng.jpg)"},{"_id":"4c878280d5f0fb0e6300008d","treeId":"4b9425f42b9e763b7c00009b","seq":1296030,"position":1.5,"parentId":"4c865ed3d5f0fb0e6300007b","content":"#Functions/Services of EDI (ATC)\n\n- Application\n- Translation\n * EDIFACT (EDI For Administration, Commerce and Transport)\n * ANSI (American National Standards Committee)\n * ASC X12 (Accredited Standards Committee)\n * ODETTE (Organisation for Data Exchange by Tele Transmission in Europe)\n * TDCC (Transport Data Coordination Committee)\n- Communication\n * VAN (Value Added Networks)\n * FTP (File Transfer Protocol)\n * SFTP ( Secure File Transfer Protocol)\n * VPN (Virtual Private Networks)\n * LAN (Local Area Networks)"},{"_id":"4c8668b8d5f0fb0e6300007d","treeId":"4b9425f42b9e763b7c00009b","seq":1120304,"position":2,"parentId":"4c865ed3d5f0fb0e6300007b","content":"#Components of EDI\n\n![](http://inviewsystems.net/assets/images/EDI-Components02.jpg)"},{"_id":"4d7eca011bbb29587d00009a","treeId":"4b9425f42b9e763b7c00009b","seq":1296123,"position":3,"parentId":"4c865ed3d5f0fb0e6300007b","content":"# Advantages\n- Shortened ordering time\n- Cost cutting\n- Elimination of errors\n- Fast response\n- Accurate invoicing\n- EDI payment\n- Reduced stock holding\n- Cash flow\n- Business opportunities\n- Customer lock-in\n\n#Disadvantages\n- Operating procedures\n- Production and purchasing decisions\n- Less transparent\n- Varying flexibility\n- High costs\n- Limited accessibility\n- Rigid requirements\n- Involvement of trading partners\n- Complicated message standards selection\n- Management deviation\n- Errors in processing, application and communication\n- Relying on 3rd parties\n- Security threats\n- Dependence on system"},{"_id":"4d7ed8871bbb29587d00009b","treeId":"4b9425f42b9e763b7c00009b","seq":1296136,"position":4,"parentId":"4c865ed3d5f0fb0e6300007b","content":"#Applications\n- International trade\n- Financial EDI\n - Bank cheques\n - Electronic Funds Transfer (EFT)\n - NEFT (National Electronic Funds Transfer)\n - RTGS (Real Time Gross Settlement)\n - IMPS (Immediate Payment Service)\n - Automated Clearing House (ACH) transfers\n- Health care\n- Insurance\n- Manufacture\n- Retail procurement"},{"_id":"4c867678d5f0fb0e6300007e","treeId":"4b9425f42b9e763b7c00009b","seq":1120334,"position":2,"parentId":"4c810988d5f0fb0e63000061","content":"#SCM"},{"_id":"4d7ef1171bbb29587d00009d","treeId":"4b9425f42b9e763b7c00009b","seq":1296224,"position":0.5,"parentId":"4c867678d5f0fb0e6300007e","content":"#Scope of SCM (FD-PICS)\n- Financial Management\n- Distribution Management\n- Payment Management\n- Inventory Management\n- Channel Management\n- Supplier Management\n- Sales force Management"},{"_id":"4d7ef5291bbb29587d00009e","treeId":"4b9425f42b9e763b7c00009b","seq":1296293,"position":0.75,"parentId":"4c867678d5f0fb0e6300007e","content":"#SCM Model\n\n- Information Flow\n- Product Flow\n- Financial (Money/Funds)Flow\n\n![](https://image.slidesharecdn.com/mehmettanyas-supply-chain-management-06-11-2014final-141120042021-conversion-gate02/95/the-role-of-optimization-in-supply-chain-management-4-638.jpg?cb=1416478883)\n\n![](https://image.slidesharecdn.com/mehmettanyas-supply-chain-management-06-11-2014final-141120042021-conversion-gate02/95/the-role-of-optimization-in-supply-chain-management-13-638.jpg?cb=1416478883)"},{"_id":"4c8676c0d5f0fb0e6300007f","treeId":"4b9425f42b9e763b7c00009b","seq":1293264,"position":1,"parentId":"4c867678d5f0fb0e6300007e","content":"#SCM Framework\n![](https://lh3.googleusercontent.com/-1jvaxKB6FKI/VIx5003ppLI/AAAAAAAACmQ/a3mPN7iF9Ww/w758-h1217-no/Capture.PNG)"},{"_id":"4d7f2a091bbb29587d00009f","treeId":"4b9425f42b9e763b7c00009b","seq":1296317,"position":2,"parentId":"4c867678d5f0fb0e6300007e","content":"#Components of SCM\n\n- Procurement\n - SRM\n - Material planning\n - Material scheduling\n - Procurement method\n- Processing\n - JIT\n - Capacity planning\n - Production scheduling\n - Flexibility, volumes and varieties\n- Distribution\n - CRM\n - Demand planning\n - Responsiveness\n - Distribution networking"},{"_id":"4c8118aad5f0fb0e63000062","treeId":"4b9425f42b9e763b7c00009b","seq":1124326,"position":1.875,"parentId":"4b943c0d2b9e763b7c0000a6","content":"#Unit 5\n\n[ ] Computer Crimes\n[ ] Security Tools"},{"_id":"4c8715f2d5f0fb0e63000080","treeId":"4b9425f42b9e763b7c00009b","seq":1120992,"position":1,"parentId":"4c8118aad5f0fb0e63000062","content":"#Computer Crimes"},{"_id":"4c871672d5f0fb0e63000081","treeId":"4b9425f42b9e763b7c00009b","seq":1120995,"position":1,"parentId":"4c8715f2d5f0fb0e63000080","content":"#Computer Crimes\n\n- Cyber theft\n- Unauthorized use at work\n- Computer virus\n- Computer worms\n- DoS\n- Hacking\n- Piracy"},{"_id":"4c8718c3d5f0fb0e63000082","treeId":"4b9425f42b9e763b7c00009b","seq":1120996,"position":2,"parentId":"4c8118aad5f0fb0e63000062","content":"#Security Tools"},{"_id":"4c87190ed5f0fb0e63000083","treeId":"4b9425f42b9e763b7c00009b","seq":1311231,"position":1,"parentId":"4c8718c3d5f0fb0e63000082","content":"#Security Tools\n\n- Firewalls\n- Anti-virus softwares\n- DoS defenses\n- Encryption\n- E-mail monitoring\n\n#Other Measures\n\n- Security Codes\n- Token-based authentication\n- Backup files\n- Security monitors\n- Biometric security\n- Disaster recovery plans"},{"_id":"4c871bc0d5f0fb0e63000084","treeId":"4b9425f42b9e763b7c00009b","seq":1121000,"position":3,"parentId":"4c8118aad5f0fb0e63000062","content":"#Societal challenges for IT"},{"_id":"4c871c5cd5f0fb0e63000085","treeId":"4b9425f42b9e763b7c00009b","seq":1311263,"position":1,"parentId":"4c871bc0d5f0fb0e63000084","content":"#Challenges\n\n- Privacy\n - ISP logging\n - Data logging\n - Cookies\n- Ethics\n- Crime\n- Employment\n- Health\n- Working conditions\n- Individuality"},{"_id":"4c871e23d5f0fb0e63000086","treeId":"4b9425f42b9e763b7c00009b","seq":1121003,"position":4,"parentId":"4c8118aad5f0fb0e63000062","content":"#Ethics for IT"},{"_id":"4c871e7dd5f0fb0e63000087","treeId":"4b9425f42b9e763b7c00009b","seq":1121005,"position":1,"parentId":"4c871e23d5f0fb0e63000086","content":"#Ethics for IT\n\n##Business Ethics\n- Stock-holder theory\n- Stake-holders theory\n- Social contract theory\n\n##Technology Ethics\n- New technology development\n- Growth of technology"},{"_id":"4c8721b0d5f0fb0e63000088","treeId":"4b9425f42b9e763b7c00009b","seq":1121006,"position":5,"parentId":"4c8118aad5f0fb0e63000062","content":"#Controls"},{"_id":"4c8721f1d5f0fb0e63000089","treeId":"4b9425f42b9e763b7c00009b","seq":1121008,"position":1,"parentId":"4c8721b0d5f0fb0e63000088","content":"#Controls\n\n##IS Controls\n- Input (Security codes, encryption, etc.)\n- Output (IP, security codes, encryption)\n- Process (Firewalls, IP, checkpoint, computer match)\n- Storage (Security codes, encryption, backup)\n\n##Procedural control\n- Authorization\n- Standard procedures and documentation\n\n##Facility Control\n- Physical\n- Biometric\n- Network\n- Telecommunication\n- Computer Failure"},{"_id":"4c872a6cd5f0fb0e6300008a","treeId":"4b9425f42b9e763b7c00009b","seq":1121009,"position":6,"parentId":"4c8118aad5f0fb0e63000062","content":"#Online Risks"},{"_id":"4c872aa8d5f0fb0e6300008b","treeId":"4b9425f42b9e763b7c00009b","seq":1121039,"position":1,"parentId":"4c872a6cd5f0fb0e6300008a","content":"#Online Risks\n\n##DoS Attacks\n-Single DoS\n-DDOS (Distributed Denial of Service)\n\n##Spoofing\n- IP spoofing\n- DNS spoofing\n\n##Computer Hijacking\n- Individual (Targeted)\n- Widespread (Common)"}],"tree":{"_id":"4b9425f42b9e763b7c00009b","name":"MBA - IMLM","publicUrl":"jaynemba","latex":true}}