Critical Success Factors of Software

This research attempts conclude from the Key Success factors of International Hot-spring resort Hotels, and select one representative resort hotel Hotel from northern, middle, southern and eastern-north (including eastern) Taiwan Respectively. The chosen Hot-spring resorts serve for the case study of the research, which analyzes the key success factors of their success. After the researcher interviews experts the research prioritizes the key success factors in the following order with the agreement of experts: (1) brand image, (2)operation philosophies, (3)good finance, (4)characteristic hardware, (5)special service, (6)environmental surroundings, (7)market segmentation, (8)marketing charnels, (9)education and training. ¡@¡@The result of the research indicates that international Hot-spring resort Hotel in Taiwan place great emphasis on brand images, operation philosophy, market segmentation, characteristic hardware, and environment surroundings, Hotel managers are suggested to shift the focus to education and training, marketing chancels and service quality. By during so, the Hot-spring resort Hotel is differented from other competitors will find its edges against other Hotel, and will achieve in sustainable management in the end.

In recent years, due to the improvement of living standard and the increase of national income, the market size of department stores has been expanding constantly .In addition to the greater number of development cases, there are many new department stores and shopping malls being built in succession. These situations make department stores confront with gradually increasing challenges. In such competitive environment, these department stores have become so called¡¨ the stronger gets stronger and the weaker gets weaker¡¨. In Taiwan, seventy percent of the total sales in department stores are nearly taken by several groups of department stores, and single business running has become considerably difficult. However, it can be found that HANSHIN DEPARTMENT STORE accounted for almost 37 percent of market sales which was in Kaohsiung in 2005 .Even HANSHIN DEPARTMENT STORE¡¦ s sales got nearly three times as much as that of the second place in Kaohsiung. Although HANSHIN DEPARTMENT STORE lacks abundant resources of chain stores, it can successfully take the sales top of department stores in Kaohsiung .In this case, its business model is worth exploring. Therefore, the object of this research is HANSHIN DEPARTMENT STORE. The purpose of this research is trying to find out the key success factors of how to manage department stores by reviewing relevant literature and making interviews. I hoped that these research results will be useful for department stores to improve development in the future.

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Performance measurement (PM) systems are commonly known for both their potential to enable significant improvement in organizational performance and success as well as the difficulty of actually obtaining these results. A review of the literature suggests that most applications of PM systems prove to be less effective than the design suggests or, in some cases, may fail to be institutionalized. While there have been many recent advancements in this area, the focus from researchers has been primarily on the design and use of these systems. More recent research suggests that the problem with these systems may be the execution and implementation of the system rather than the design. In response, researchers have investigated both enablers and barriers (more generally referred to as success factors) for PM systems. They generally assert that being aware of these factors and attempting to mitigate their effects increases the likelihood of system success and enables practitioners to realize the full potential benefit from these systems. While significant research has been conducted in this area, review of the literature suggests that there is little consistency among the studies with no consensus among researchers concerning terminology or definitions of factors. Analysis of the published literature suggests that this area is at a relatively early stage of maturity with many significant opportunities for further advancement of the research area. In this work, the existing published literature was synthesized and a comprehensive set of 29 potential success factors was identified, along with corresponding definitions. In addition, five distinct dimensions of PM implementation success were identified from the literature synthesis. These literature review results were used to design a survey questionnaire to assess actual organizational practice in an empirical field study. An exploratory factor analysis was conducted to refine the constructs corresponding to potential success factors and implementation success outcomes. The resulting final variables were investigated using regression analysis to identify the factors most strongly associated with each dimension of implementation success. / Ph. D.

Background: A trend of constructing new stadiums has emerged in Sweden during the 2000s. Since the turn of the century more than 50 stadiums has been constructed and currently further stadiums are being developed. Several cities invest in a new stadium, with the purpose of creating value for the society and for marketing the city. The investment creates benefits, but the effects are usually hard to measure. However, the annual economical result of a stadium that has been in operation during a time period is clear, which has led to extensive discussions about the economic losses that usually occurs. Problem: The problem of constructing new stadiums is the investment cost, which is expensive and often financed by the taxpayers. The construction cost is high, but another problem is the operating cost that often exceeds the economic calculations. Critics argue that the investments of stadiums are a waste of the taxpayers’ money that could have been used for other public service, for example health care, education and elderly care. Question formulation: The purpose of this master thesis is to analyze the economic profitability for six stadiums in Sweden, for finding common success factors and factors that affects the stadiums economy negative. The intention is to analyze why some stadiums has performed better economical results than others. Method: To investigate the profitability of stadiums a literature study has been performed to describe previous research regarding market conditions, budgeting and overrun costs, ownership and financing options and the stadium’s profitability. Subsequently, a case study has been carried out, including Friends Arena, Gamla Ullevi, Sparbanken Skåne Arena, Saab Arena, Sparbanken Lidköping Arena and Göransson Arena. These stadiums have been selected based on geographical aspects, as they are located in larger cities, medium cities and small cities. Result and conclusion: According to this analysis Saab Arena and Sparbanken Lidköping Arena have reached the most profitable results. The paper concludes three success factors; a stadium should be constructed in an area with low competition regarding events. A project requires careful planning with unbiased and realistic assumptions of the economic calculations. The result gets better with funding from private companies and with sponsors for name rights. Finally, this study indicates that good economical results can be achieved, however it requires responsible decision makers who has great knowledge in the area of constructing stadiums. / Bakgrund: Under 2000-talet har en trend uppstått i Sverige angående arenainvesteringar. Sedan sekelskiftet har fler än 50 arenor konstruerats och för närvarande pågår ytterligare arenaprojekt som både är i planerings- och konstruktionsfasen. Många städer beslutar att investera i en ny arena för att skapa mervärde för samhället och för att marknadsföra staden. Arenor skapar därmed flera fördelar, men effekterna är vanligtvis svåra att mäta. De årliga ekonomiska resultaten för arenor som har varit i drift under en tidsperiod är däremot tydliga, vilket har lett till kritik och omfattande debatter om arenornas ekonomiska förluster. Problematik: Problemet med att upprätta nya arenor är att det är dyra investeringar som många gånger finansieras med skattemedel. Det är inte bara konstruktionskostnaden som anses hög, utan även driftkostnaderna brukar överstiga de ekonomiska kalkylerna. Kritiker menar att arenainvesteringar är ett slöseri med skattmedel som istället kan användas inom annan offentlig verksamhet såsom vård, skola och äldreomsorg. Frågeställning: Syftet med denna masteruppsats är att analysera den ekonomiska lönsamheten för sex utvalda arenor i Sverige, för att finna gemensamma framgångsfaktorer samt faktorer som påverkar arenornas ekonomi negativt. Avsikten är att analysera varför en del arenor når bättre ekonomiska resultat än andra. Metod: För att undersöka arenors lönsamhet har en litteraturstudie genomförts för att beskriva tidigare forskning inom områdena marknadsförutsättningar, budgetering och överskridande kostnader, ägande och finansieringsalternativ samt arenans lönsamhet. Därefter har en fallstudie genomförts som inkluderar Friends Arena, Gamla Ullevi, Sparbanken Skåne Arena, Saab Arena, Sparbanken Lidköping Arena och Göransson Arena. Dessa arenor valdes på grund av geografiska aspekter då de är belägna i storstäder, mellanstora städer och mindre städer. Resultat och slutsats: Enligt denna analys har Saab Arena och Sparbanken Lidköping Arena nått de mest lönsamma resultaten. Slutsatsen med denna studie är tre framgångsfaktorer; En arena ska konstrueras i ett område med låg konkurrens om evenemang. Det krävs en noggrann planering med opartiska och realistiska ekonomiska kalkyler. Bättre ekonomiskt resultat nås genom finansiering från privata bolag och sponsorer för namnrättigheter. Slutligen visar denna studie på att goda ekonomiska resultat kan uppnås, men det kräver ansvarsfulla beslutsfattare med stor kunskap inom området.

Managing relations with customers has been a main concern for business organisations from different sizes and fields. Such a concern has grown rapidly in the last few decades for a number of reasons such as the development of new technologies especially in the field of information technology (IT). Customer Relationship Management (CRM) is a newly emerged concept in the fields of IT and business that aims to strengthen the relationships between an organisation and its customers. Despite the promising expectations of implementing such a concept by many organisations, a significant number of CRM projects fail or result in disappointing outcomes that fall far short of expectations. This motivated researchers and practitioners to study the sources of failure and the factors of success in CRM implementation. Although CRM existed first in western organisations, it has spread almost all over the world as an increasing number of firms are implementing or planning to implement CRM. This research designed an integrated framework for investigating and evaluating the implementation of CRM in developing countries. The design of this framework was based on previous studies in the field of CRM implementation especially in the area of studying CRM success and failure. It is also based on the common sense and knowledge of the researcher in the field of CRM. To help identify successful implementation of CRM and to provide organisations with a guide to implement CRM projects, the research reviewed and organised the literature on CRM success and failure as well as the previous studies in CRM frameworks. Subsequently, the research designed a framework for CRM implementation that integrates CRM implementation phases/stages, CRM components, and CRM success factors. To assess the feasibility of the framework in developing countries, the research developed in-depth case study methodology that focused on two large communication companies which operate in Saudi Arabia and are implementing CRM projects fully and partially. The questions of the case study were developed to assess the feasibility of the framework based on the comparison between the conceptual framework and the practical implementation of CRM by the case companies, and the case study protocol was developed accordingly. Data was collected through multiple sources such as in-depth interviews, observations, documentations and archival records. The results of the case study support the feasibility of the framework in implementing CRM in general. The assessment stage was highly supported by the results. In addition, the success factors and their importance in implementing CRM were supported by the results with variation of importance of the success factors. However, cultural issues were significant to the CRM implementation and required modification to the framework to be more effective when implemented in developing countries.

Abstract The laboratory accreditation system can be broadly identified as compulsory accreditation and voluntary accreditation. Compulsory accreditation is required and enforced by law, which is seen as an extension of government¡¦s public authority. The laboratory performing the test must first be certified by the relevant official institution before being allowed to provide testing services. Voluntary accreditation is industrial accreditation based on the credibility of the test results. This research hopes to study the key success factors of commercial laboratories accredited under both the compulsory and voluntary systems. The research hopes to make recommendations to commercial laboratories on the competitive strategies which will aid in the long term development of commercial laboratories. This study analyses 12 indicators, comprising of finance, market, core competencies, learning and growth, using the five-forces model, SWOT analysis and analytic hierarchy process (AHP). The weighting order of the key success factors for compulsory and voluntary commercial laboratories is identified as follows. 1. The weight ordering of key success factors for laboratory accredited under the compulsory system: 1. brand awareness, 2. creativity, 3. core competitiveness (accredited items), 4. training, 5. service quality, 6. responsiveness, 7. differentitation and diversity, 8. investment, 9. employee loyalty, 10. use of information technology, 11. government policy (redundancy cost), and 12. economies of scale (profitability). 2. The weight ordering of key success factors for laboratory accredited under the compulsory system: 1. brand awareness, 2. creativity, 3. service quality, 4. differentitation and diversity, 5. responsiveness, 6. core competitiveness (accredited items), 7. training, 8. government policy (redundancy cost), 9. economies of scale (profitability), 10. employee loyalty, and 11. use of information technology. The conclusions above are significant to the management in the following aspects. ¡EUnder the same indices, the weighting of key success factors vary according to differences in internal and external environmental conditions, market orientation and corporate market positioning ¡EBrand awareness and creativity are equally important for laboratories accredited under the compulsory and voluntary system, there top the first and second place of the list. ¡ECapability to compete in the market is much more significant in voluntarily accredited laboratories, indicating that it is more market orientated than laboratories accredited under the compulsory system.

Nearly a centennial after the granted women’s suffrage in the United States, almost 40 yearsfrom the start of the 70’s women’s right’s movements women have shown that they canobtain same level in education as men can and graduate with competitive skills as men.However, according to statistics that is when the equality seems to loose its balance. Despitethis there are women in this “Yes We Can”-era of where a former First Lady was verycompetitive in a Presidential Race, that with certain success factors compete effectively invarious male-dominant fields.

The competition and increasing customers‘ demands makes traditional manufacturing companies consider new ways of differentiate themselves. One way of doing this is to develop product service system (PSS) solutions. PSS solutions are a total offering, where the customer purchases the use of a solution instead of a physical product. This bachelor thesis within the School of Innovation Design and Engineering at Mälardalen University aims to determine the success factor of PSS development at ICT and AM, which are two traditional Swedish manufacturing companies. To do this, the main challenges of transforming ICT and AM into PSS providers will be identified. The thesis also aims to determine if there is a need for change of performance measurements and key performance indicators (KPIs) to enable this transformation. A theoretical review is presented to help the readers in the understanding of the thesis areas. Interviews at ICT and AM were made to get a view of the situations at the companies considering PSS development. The information gathered at the interviews stated the major challenges of transforming both companies into PSS developers. With the theoretical framework and the stated challenges, an analysis was made to determine the success factors of PSS development.The identified success factors of PSS development were Senior management clarification of strategic intent, Cultural change management, Teamwork culture, Internal communication mechanisms, External communication mechanism, Customer relationship, Motivating breakthrough ideas, Project core competency, Cross-functional collaboration, Cross-functional development, Allocation of resources, Training and education, Knowledge management, Customer satisfaction data, Risk management, Product positioning, Portfolio of product opportunities, Product functional content, Knowledge of market potential, Product service processes, Product environment, Development process, Responsibilities of team members, Concurrent development, Internal task coordination, Organizational readiness for sales, Internal marketing and External marketing.Based on the theoretical framework and interviews a statement was made; it is crucial to change the performance measurement and KPIs if implementing PSS, to support collaboration between departments and contribute to the overall success for the companies.