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food-processing-equipment-parts · 11 months

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Running a Successful Restaurant: A Comprehensive Guide

Running a successful restaurant is a multifaceted endeavor that requires a combination of culinary expertise, efficient operations, and excellent customer service. Whether you're a seasoned restaurateur or a budding entrepreneur, this guide will provide you with valuable insights and strategies to ensure your restaurant thrives in a competitive industry. From crafting a compelling menu to managing staff effectively, we'll cover it all.

Crafting a Winning Menu

Your restaurant's menu is the heart and soul of your culinary venture. It's the first thing customers see, and it sets the tone for their dining experience. Here are four essential considerations for crafting a winning menu:

Menu Concept and Theme:

Define a clear concept and theme for your restaurant. Is it a fine-dining establishment, a casual eatery, or something in between?

Ensure that your menu aligns with the chosen concept and theme. Consistency is key to attracting and retaining customers.

Diverse Offerings:

Offer a diverse range of dishes to cater to a broad audience. Include options for vegetarians, vegans, and individuals with dietary restrictions.

Regularly update your menu to keep it fresh and exciting. Seasonal specials can create anticipation among your patrons.

Pricing Strategy:

Develop a pricing strategy that aligns with your target market and competition. Consider factors like food cost, overhead, and desired profit margins.

Implement dynamic pricing for special events or promotions to boost sales during off-peak periods.

Quality and Sourcing:

Source high-quality ingredients and establish relationships with reliable suppliers.

Highlight the use of local, organic, or sustainable ingredients to appeal to environmentally conscious customers.

Efficient Operations

Efficiency is essential for running a successful restaurant, as it directly impacts your profitability and customer satisfaction. Here are four key aspects of efficient restaurant operations:

Staff Training and Management:

Invest in comprehensive training for your staff, covering food preparation, service standards, and customer interactions.

Implement efficient staff management practices, including shift scheduling and performance evaluations.

Inventory Management:

Maintain a well-organized inventory system to track stock levels and reduce food wastage.

Regularly review inventory turnover rates and adjust your purchasing accordingly.

Kitchen Equipment Maintenance:

Partner with reliable suppliers for kitchen equipment repair and maintenance. Companies like National Band Saw Company offer high-quality replacement parts for food processing equipment.

Create a maintenance schedule to ensure that all kitchen appliances and machinery are in optimal working condition.

Reservation and Table Management:

Utilize reservation software to manage table bookings effectively, preventing overbooking and long wait times.

Train your staff to handle reservations and walk-in customers efficiently, providing a seamless dining experience.

Outstanding Customer Service

Exceptional customer service can set your restaurant apart from the competition and create loyal patrons. Here are four customer service strategies to consider:

Hospitality Training:

Train your staff in the art of hospitality, emphasizing politeness, attentiveness, and a genuine desire to exceed customer expectations.

Encourage personalized interactions with customers to make them feel valued and appreciated.

Feedback Mechanism:

Implement a feedback mechanism, such as comment cards or online surveys, to gather input from diners.

Act on constructive feedback to continuously improve your restaurant's offerings and service.

Consistency:

Strive for consistency in all aspects of the dining experience, from food quality to the ambiance and service.

Consistency builds trust and keeps customers coming back.

Handling Complaints:

Train your staff to handle customer complaints gracefully and proactively.

Resolve issues promptly and professionally to turn dissatisfied customers into loyal advocates.

Marketing and Promotion

Effective marketing and promotion are essential for attracting new customers and retaining existing ones. Here are four strategies to boost your restaurant's visibility:

Online Presence:

Establish a strong online presence through a user-friendly website and active social media profiles.

Showcase mouthwatering food photos, share updates, and engage with your audience regularly.

Local Partnerships:

Collaborate with local businesses, such as hotels, event venues, and food delivery services, to expand your reach.

Offer exclusive deals or promotions to customers referred by your partners.

Email Marketing:

Build an email list of loyal customers and use it to send newsletters, special offers, and event announcements.

Personalize your email marketing campaigns to cater to different customer segments.

Customer Loyalty Programs:

Implement a customer loyalty program that rewards repeat diners with discounts, freebies, or exclusive access to events.

Loyalty programs encourage customer retention and word-of-mouth referrals.

Financial Management

Proper financial management is crucial to the long-term success of your restaurant. Here are four financial considerations:

Budgeting and Forecasting:

Develop a comprehensive budget that accounts for all expenses, including food, labor, rent, and marketing.

Regularly review and adjust your budget based on actual performance and market conditions.

Profit Margins:

Monitor your restaurant's profit margins closely and identify areas where you can cut costs or increase revenue.

Set realistic financial goals and track your progress toward achieving them.

Cash Flow Management:

Maintain a healthy cash flow by ensuring that your restaurant always has enough working capital to cover expenses.

Create contingency plans for unexpected financial challenges, such as equipment breakdowns or health crises.

Tax and Legal Compliance:

Stay up-to-date with tax regulations and legal requirements for the restaurant industry.

Consult with a qualified accountant or attorney to ensure compliance and minimize tax liabilities.

Adaptation and Innovation

The restaurant industry is constantly evolving, and successful establishments must adapt and innovate. Here are four ways to stay ahead of the curve:

Menu Evolution:

Continuously experiment with new dishes and flavors to keep your menu exciting and relevant.

Embrace food trends and incorporate them into your offerings when appropriate.

Technology Integration:

Explore technology solutions like online ordering platforms, digital menus, and reservation apps to enhance the customer experience.

Stay informed about emerging restaurant tech trends and adopt them strategically.

Sustainability Initiatives:

Embrace sustainability practices, such as reducing single-use plastics and minimizing food waste.

Communicate your commitment to sustainability to attract eco-conscious customers.

Community Engagement:

Get involved in your local community by sponsoring events, participating in fundraisers, or supporting charitable initiatives.

Building a positive brand image through community engagement can boost your restaurant's reputation.

Conclusion

Running a successful restaurant is a challenging but rewarding endeavor. By carefully considering your menu, optimizing operations, providing outstanding customer service, implementing effective marketing strategies, managing finances, and staying adaptable and innovative, you can create a thriving culinary establishment. Remember that consistency, attention to detail, and a passion for hospitality are key ingredients for success in the restaurant industry.

National Band Saw Company is your trusted partner for low-cost, high-quality food processing equipment repair parts. As pioneers in the manufacturing of replacement parts for commercial food processing and restaurant equipment, we are the backbone of culinary operations nationwide.

youtube

Sure, here are 10 frequently asked questions (FAQs) about running a successful restaurant in Markdown format:

What are the key factors for running a successful restaurant?

Success in the restaurant industry often depends on factors like location, menu quality, customer service, and effective marketing.

How important is the restaurant's menu in attracting and retaining customers?

The menu is crucial. It should offer a variety of appealing dishes, cater to dietary preferences, and be regularly updated to keep customers interested.

What strategies can I use to market my restaurant effectively?

You can utilize social media, email marketing, online reviews, partnerships, and local advertising to reach a wider audience and build a loyal customer base.

How can I ensure consistent food quality and service in my restaurant?

Training staff, implementing standard operating procedures, and conducting regular quality checks are essential to maintain consistency.

What role does customer service play in the success of a restaurant?

Exceptional customer service can lead to positive word-of-mouth, repeat business, and customer loyalty. It's a critical aspect of success.

How should I manage my restaurant's finances to ensure profitability?

Keep a close eye on expenses, pricing, and revenue. Budgeting, cost control, and regular financial analysis are key to profitability.

What should I consider when selecting a location for my restaurant?

Factors like foot traffic, proximity to target customers, accessibility, and competition should all be considered when choosing a location.

How can I stand out in a competitive restaurant market?

Differentiate your restaurant through unique offerings, branding, excellent customer service, and a memorable dining experience.

What are the legal and regulatory requirements for running a restaurant?

You need permits and licenses for food handling, health and safety compliance, alcohol service (if applicable), and employment regulations.

How can I adapt to changing consumer trends and preferences in the restaurant industry?

Stay updated on industry trends, gather feedback from customers, and be willing to adjust your menu, marketing, and operations accordingly.

#Youtube

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earaercircular · 1 year

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Sustainable, innovative and smart: 3 trends at IFA 2023

Exciting technologies, entertainment solutions and the latest devices are IFA classics. But something has been added: the technology fair takes a closer look at the environment, resources and energy.

Fully booked: The IFA[1] (September 1 to 5) couldn't always claim that. But this year the 26 exhibition halls are completely occupied with 2059 exhibitors from 48 countries, according to the organisers.

The exhibition areas House of Robots and Sustainability Village are brand new at the IFA. This leaves no doubt as to what topics consumer electronics, household appliances and the like are currently dealing with. An overview of three trends under the Berlin radio tower:

1. Sustainability and renewable energy

Many new devices will be shown at the fair that contain reused or at least recyclable materials. Because in order to be able to survive in the saturated smartphone market, manufacturers need new sales arguments. The industry association and IFA co-organiser gfu[2] analyses that “sustainability is a key element in securing growth”.

The market researcher GfK has observed that manufacturers are now increasingly addressing environmental aspects, also in marketing: the most common issues are ecological packaging, recycled material in and the CO2 footprint of products.

Durable, repairable and recyclable

Of course, the longevity of devices must also be taken into account when considering sustainability, which depends to a large extent on software updates, basic repairability and the availability of spare parts. And devices should of course be recycled at the end of their life cycle.

The smartphone manufacturer Fairphone[3] has made these points its business model. The latest Fairphone 5, which costs 700 euros, can be seen at the IFA. It is largely made from recycled materials and, like its predecessors, has a modular structure so that you can repair it yourself with just a screwdriver.

The manufacturer's promise to deliver the next five operating system updates for the Android 13 device and eight years of security updates is downright spectacular.

The Harman brand JBL[4] uses fully recycled fabric, 85 percent recycled plastic and 50 percent recycled aluminum in its three new WiFi speakers. The design of the devices called Authentics evokes associations with the 1970s. They offer streaming support for Airplay and Chromecast, as well as room-specific, automatic sound optimization.

Two language assistants can be used at the same time

Brand new is the possibility of using two different language assistants more or less simultaneously, namely Amazon's Alexa and Google's Assistant, which even cooperate for this purpose. The top model Authentics 500 (630 euros) also delivers Dolby Atmos surround sound.

Renewable energies are also a hot topic at the fair, especially for consumers in the form of small solar power plants. The manufacturer Technaxx,[5] for example, has developed a table (700 euros) for balconies and terraces, the top of which consists of solar modules that deliver up to 410 watts when the table is not in use. And Jackery[6] brought the solar generator 300 Plus (450 euros) to Berlin. It consists of a small, foldable 40-watt solar panel with a battery station for storing electricity.

2. Display and audio innovations

According to GfK, high-quality products with innovative features are also in demand. This is clearly evident in new TVs with OLED displays, but also in general in new TVs with innovative features. Some of these will be presented at the IFA, such as the Auracast technology[7].

Auracast makes it possible to stream the sound from a device wirelessly via Bluetooth to any number of nearby receivers, such as headphones, at the same time. So far, this has worked via Bluetooth with a maximum of two receivers at the same time.

Samsung has announced corresponding updates for current smart TVs (2023 Neo-QLED and Micro-LED series) and the in-ear headphones Galaxy Buds 2 Pro. And Philips is bringing the technology to its new Fidelio L4 headphones and Fidelio T2 in-ears. Generally, devices must support Bluetooth 5.3 with Low Energy (LE) audio to play Auracast,

Things are also working at Dolby[8]: the audio laboratory is demonstrating Atmos Flexconnect[9] in Berlin, a new technology that expands the TV sound system with wirelessly connected additional speakers. The Atmos spatial sound is then to be intelligently adapted to each room and each box placement and performance. From 2024, cooperation partner TCL[10] will supply compatible televisions, as well as the necessary loudspeakers.

The technology company Xperi[11] is setting up a similar system with DTS Play-Fi Home Theater. Compatible TVs should come from Philips first by 2024.

New camping TV with WiFi

Speaking of televisions: they usually run on 220 volts at home from the socket. Because campers on the road can do very little with this tension, Thomson builds a camping TV (24 or 32 inches) with WLAN that can be hung on the caravan wall or placed on the camping table with two adjustable feet but also runs with 12 or 24 volt on-board power.

LG has also come up with the lifestyle display Stanbyme Go[12] for on the go, which comes with a speaker system in a stylish case and has rechargeable batteries for up to three hours of operation. When you open the case, the adjustable screen turns on automatically. Laid flat on the table, digital board games also run on the touch display. Otherwise, videos, films or music can be streamed from the smartphone to the suitcase display without any problems.

And the IFA would not be the IFA if there were no gigantic new televisions to see: Under the motto "Big in Berlin", Samsung is presenting two new 98-inch models (4K QLED Q80C and 8K Neo QLED QNC990), which with their almost 2 .50 meters screen diagonal are now really wall-filling.

The new Samsung projector "The Freestyle 2"[13] offers even more powerful images but saves space. Couple two of these together and you get a 120-inch portrait image and a 160-inch landscape image, which should result in a huge 21:9 cinema screen horizontally.

3. Connected and smart living

The Sustainability Village also houses the House of Smart Living, which focuses on intelligent energy control and automation of devices and buildings. A lot here revolves around the smart home standard Matter,[14] which has been ready for almost a year.

Matter is now waiting to be integrated into as many devices as possible so that they can be easily set up via QR code, used across manufacturers and combined. Technically, Matter is based on LAN, WLAN, the Thread network protocol and partly on Bluetooth LE (from version 4.2).

For a long time, consumers had to commit themselves to one smart home provider and its components. But now the chances for Matter are good in the smart home world, which has so far been fragmented in terms of standards. Amazon, Apple, Google, LG and Samsung are also active in the Connectivity Standards Alliance (CSA)[15], which has several hundred member companies and has defined Matter.

These manufacturers have already made many of their devices, from televisions to smart displays, as well as their operating systems and smart home apps, fit for Matter so that compatible switches, door locks, sensors and lamps, as well as household appliances from a wide variety of manufacturers, can be controlled via these control centres can.

Or smart sockets: a switchable WLAN socket for 15 euros is the first Matter product from accessories specialist Hama. Admittedly a simple part, but one with which almost any device can be integrated into the smart home.

There is also news from Signifiy[16], whose smart Philips Hue lights are widely used. The manufacturer is adding security cameras and a contact sensor for doors, windows or cupboards to its range, but above all has announced Matter compatibility for autumn 2023: for all Hue products via the Philips Hue Bridge[17].

Source

Dirk Averesch, dpa, Nachhaltig, innovativ und smart: 3 Trends auf der IFA 2023, in: Süddeutsche Zeitung, 31-08-2023; https://www.sueddeutsche.de/wissen/messe-ifa-nachhaltig-innovativ-und-smart-3-trends-auf-der-ifa-2023-dpa.urn-newsml-dpa-com-20090101-230831-99-26827

[1] The IFA or Internationale Funkausstellung Berlin (International radio exhibition Berlin, a.k.a. 'Berlin Radio Show') is one of the oldest industrial exhibitions in Germany. Between 1924 and 1939 it was an annual event, but from 1950 it was held every other year until 2005. Since then it has become an annual event again, held in September. Today it is one of world's leading trade shows for consumer electronics and home appliances.

[2] Eleven leading consumer electronics companies founded gfu in 1973. The name of the organisation at that time was also its goal: The Society for the Promotion of Consumer Electronics in Germany. Since then, many companies in the home appliance industry have become gfu’s partners, reflecting the changes in the industry. This also prompted the company name to change to gfu Consumer & Home Electronics GmbH.

[3] Read also:= https://www.tumblr.com/earaercircular/664410703921381376/the-fairphone-4-in-practical-trial?source=share

[4] JBL is an American subsidiary audio equipment manufacturer headquartered in Los Angeles, California, United States. JBL serves the customer home and professional market. The professional market includes studios, installed/tour/portable sound, cars, music production, DJ, cinema markets, etc. JBL is owned by Harman International, itself a subsidiary of Samsung Electronics.

[5] Technaxx is a German manufacturer of solar / energie safing products, multimedia, security and lifestyle products as well as car accessories with its headquarters in Schöneck. We have been on the market since 2002. https://www.technaxx.de/about/

[6] Founded in 2012 in California, USA, Jackery was born with a vision to offer green energy to everyone, everywhere. In 2016, Jackery launched the world's first outdoor portable power stations and, two years later, developed the world's first portable solar panels. Having introduced solar generators to the great outdoors, Jackery fulfills the power needs of every nature-lover, inspiring them to explore further and seek more extraordinary experiences than before. We encourage global adventurers to enjoy the outdoors sustainably, working together to protect our planet and build a better future. https://www.jackery.com/pages/about-us

[7] Auracast™ broadcast audio is a new Bluetooth® capability that will deliver life-changing audio experiences. It will let you share your audio, unmute your world, and hear your best, enhancing the way you engage with others and the world around you.  https://www.bluetooth.com/auracast/?gad=1&gclid=Cj0KCQjwusunBhCYARIsAFBsUP_0Pt_9Pff07GPpaTE0VF-SnMhtQHFVhwwxFPPngXGVa4HYk2cBdmwaAqGOEALw_wcB

[8] Dolby Laboratories, Inc. (often shortened to Dolby Labs and known simply as Dolby) is a company specializing in audio noise reduction, audio encoding/compression, spatial audio, and HDR imaging. Dolby licenses its technologies to consumer electronics manufacturers.

[9] Dolby Atmos FlexConnect delivers the flexibility to place your wireless speakers anywhere you choose, intelligently optimizing your Dolby Atmos experience for your seating location, TV, and speaker setup. https://www.dolby.com/technologies/dolby-atmos/dolby-atmos-flexconnect/#gref

[10] TCL Technology (originally an abbreviation for Telephone Communication Limited) is a Chinese electronics company headquartered in Huizhou, Guangdong Province. It designs, develops, manufactures, and sells consumer products including television sets, mobile phones, air conditioners, washing machines, refrigerators, and small electrical appliances. In 2010, it was the world's 25th-largest consumer electronics producer. It became the second-largest television manufacturer by market share by 2019.

[11] Xperi Inc. is an American multinational technology company headquartered in San Jose, California, that develops software solutions for consumer electronics and connected cars, as well as media platform solutions for video service over broadband. The company is organized into four business units: Pay-TV, Consumer Electronics, Connected Car, and Media Platform. Xperi’s brands include DTS®, HD Radio™, TiVo®, and IMAX Enhanced (an IMAX and DTS partnership). Xperi Inc. was formerly part of Xperi Holding Corporation,[2] which was itself the result of significant M&A over many years, including publicly traded firms such as DTS, Inc. and TiVo Corporation

[12] Few people will go on holiday and put a television in their suitcase. Still, there may well be a market for the LG StanbyMe Go, a television that is equipped with AirPlay 2 and is already built into a case as standard. It will be on sale in the United States from August and in Europe from September. This television is remarkable: it is a 27-inch 1080p LED touchscreen TV with a built-in battery that lasts up to three hours. There are also 20 Watt speakers. The size is a bit small, but the specs are very reasonable: the StanbyMe Go offers support for HDR10 and Dolby Vision, something you often only see with the better TVs.

[13] Samsung’s original Freestyle portable projector had a ton of promise, but it really fell apart in the execution and was severely overpriced for the hardware specs on offer. Still, the blueprint was encouraging, and it seemed like just the kind of product that Samsung could nail the second time around — or so I hoped. But back at CES in January, the company showed off a barely changed revision of the Freestyle that addressed virtually none of my quibbles with the original. It was updated with Samsung’s latest TV software, which meant owners would be able to access the Gaming Hub and various cloud gaming services from Xbox, Nvidia, and more. Samsung also demonstrated a neat “smart edge blending” trick whereby you could combine two Freestyle projectors for a massive 150-inch picture. https://www.theverge.com/2023/8/17/23835667/samsung-freestyle-gen-2-portable-projector-now-available

[14] Matter originated from the Zigbee Alliance, a protocol that users of Philips Hue lamps, for example, have been familiar with for some time. Matter allows devices to communicate with each other, regardless of who the manufacturer is. Apple, Google and Amazon have had a partnership since 2019 under the name 'CHIP'. Matter originated from this group. Matter will ensure that almost all your smart home devices work together seamlessly.

[15] The Connectivity Standards Alliance (CSA), formerly the Zigbee Alliance, is a group of companies that maintain and publish the Zigbee and Matter standard, along with several others. The name Zigbee is a registered trademark of this group, and is not a single technical standard. The organization publishes application profiles that allow multiple OEM vendors to create interoperable products. The relationship between IEEE 802.15.4 and Zigbee is similar to that between IEEE 802.11 and the Wi-Fi Alliance.

[16] Signify N.V., formerly known as Philips Lighting N.V., is a Dutch multinational lighting corporation formed in 2016 as a result of the spin-off of the lighting division of Philips, by means of an I.P.O.[2] The company manufactures electric lights, light fixtures and control systems for consumers, professionals and the IoT. In 2018, Philips Lighting changed its name to Signify. The company still produces lights under the Philips brand.

[17] The Hue Bridge is the brain of the Philips Hue smart lighting system. You can connect up to fifty lamps and accessories with it. Plug it in and use the Hue app to set routines, timers, custom light scenes and much more.

#circular economy #digital applications

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smartzinc · 1 year

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How AI Property Management Software Streamlines Finding Maintenance Vendors

Handling maintenance is one of the biggest operational challenges for landlords, especially locating qualified yet affordable vendors. But AI-powered property management software aims to automate finding and managing local providers to reduce this burden. Advanced algorithms help landlords efficiently connect with the best maintenance pros without needing to employ full-time technicians.

Automated Vendor Sourcing

AI-driven platforms can instantly source licensed, insured vendors in your area to fulfill any maintenance request. Just describe the issue like “clogged sink” or “broken A/C” and the software identifies available handymen, plumbers, HVAC pros and more. This on-demand access removes manual provider search efforts.

Central Vendor Database

Smart systems aggregate and store provider information to build a centralized vendor database. Details like licenses, insurance, specialties, service areas, costs, ratings and reviews are organized for easy browsing. Landlords can quickly filter and compare options for their specific needs. The algorithm-assembled database replaces messy paper records.

Location-Based Matching

When a repair is needed, AI matches the request to vendors based on geographic proximity to the rental unit. This convenient location-based search saves travel time versus contractors driving across town. Location data also confirms vendors service your neighborhood.

Automatic Availability Checking

Beyond just identifying providers, AI platforms integrate with vendor calendars to check real-time availability. When you submit a request, the software pings contractors and confirms who can respond soonest based on existing bookings. This automates scheduling the fastest available pros.

Smart Multi-Vendor Assignment

For larger tasks spanning multiple disciplines - like a kitchen remodel needing plumbers, electricians, contractors - AI can automatically divvy up and sequence portions across appropriate vendors. This coordinated vendor assignment removes the puzzle of project management.

Predictive Maintenance Alerts

By analyzing equipment runtime data, AI platforms forecast maintenance needs before breakdowns occur. Smart alerts prompt preventative maintenance like duct cleaning, gutter cleaning, HVAC servicing based on actual usage metrics. This prediction enables conveniently bundling maintenance requests.

Damage and Risk Analysis

AI-enabled image recognition can scan maintenance photo submissions to detect damage severity, structural issues, leak sources, etc. These insights help systems automatically categorize requests as regular or emergency for vendor prioritization. Photos also augment repair descriptions.

Automated Repair Estimates

For common fixes like appliance repairs or plumbing jobs, AI can provide preliminary cost estimates based on historical data before even contacting vendors. This gives landlords an expected budget for the issue. Vendor quotes still validate final pricing.

Digital Service Proposals and Invoicing

Rather than juggling paper proposals and invoices, AI systems digitally manage the exchange of all financial documents. Vendors submit electronic quotes, landlords approve online, and invoices integrate seamlessly into accounting systems. No more chasing paper trails.

Review and Rating Capabilities

Central platforms allow landlords to read and leave detailed reviews of vendors once jobs are complete. This crowdsourced rating system helps identify the highest quality providers. Landlords can then match future requests with top-rated vendors.

Ongoing Performance Monitoring

AI tracks key vendor metrics like response time, workmanship complaints, billing accuracy and more. As data accumulates, underperforming vendors become apparent by metrics and can be avoided. This prevents repeat issues.

Customized Recommendations

Based on property and equipment details, location, and cost preferences, AI recommends a shortlist of optimized vendors tailored for each maintenance case. This customized suggestion simplifies selection.

While still new, AI-powered maintenance management shows promise to automate the heavy lifting of coordinating vendors for landlords. Reduced time locating qualified, available technicians means more efficient repairs. Smarter assignment, collaboration, and oversight produces better resident satisfaction. With the benefits of AI, landlords can focus on strategic oversight rather than vendor administration.

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biztechcomputers · 1 year

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The Best Tech Company in Bahrain

Biztech: The Best Tech Company in Bahrain for Software Solutions

If you are looking for a reliable and professional IT firm in Bahrain that can help you with your digital marketing, e-commerce development, ERP implementation, mobile app development, web application development, and IT support, then you should check out Biztech.

Biztech is a leading IT firm established in 2006 by experts with vast experience in their respective fields. Biztech has its headquarters located in Bahrain and offers a variety of products and solutions to its clients based on their requirements and goals.

Some of the products and solutions that Biztech offers are:

Property Management System: A software solution that helps property owners and managers to manage their properties efficiently and effectively.

Rent a Car Management System: A software solution that helps car rental companies to manage their fleet, bookings, payments, and customers.

eGlu Automation: A smart home automation system that allows users to control their appliances, lights, security, and temperature from their smartphones or tablets.

Odoo Trading and Inventory: A software solution that helps trading and inventory businesses to manage their sales, purchases, stock, accounting, and reporting.

Repair Management System: A software solution that helps repair shops to manage their orders, invoices, customers, and inventory.

Pharmacy Management System: A software solution that helps pharmacies to manage their prescriptions, sales, inventory, and reports.

Document Management System: A software solution that helps businesses to store, organize, share, and access their documents securely and easily.

Cleaning Management Software: A software solution that helps cleaning companies to manage their staff, clients, schedules, invoices, and feedback.

In addition to these products, Biztech also offers the following services:

Digital Marketing: Biztech helps its clients to gain online visibility and attract more customers through SEO (search engine optimization), SMM (social media marketing), PPC (pay-per-click) advertising, email marketing, content marketing, and web analytics.

E-commerce Development: Biztech helps its clients to create stunning and functional online stores using the latest technologies and e-commerce frameworks. Biztech also integrates the online stores with popular platforms like Shopify, WordPress, Mailchimp, Stripe, Zapier, and more.

Mobile App Development: Biztech helps its clients to build native iOS and Android apps for their businesses using the best tools and practices. Biztech also adds features like chat, push notifications, social media, payments, analytics, and more to the apps.

Web Application Development: Biztech helps its clients to design and develop custom web applications for their businesses using the latest technologies and frameworks. Biztech also ensures that the web applications are responsive, secure, scalable, and user-friendly.

IT Support: Biztech provides IT support to its clients for their IT systems and network issues. Biztech also offers managed services that help its clients to prevent technological troubles and increase productivity.

Biztech is a one-stop solution for all your IT needs in Bahrain. Whether you want to launch a new business idea, grow your online presence, or improve your operational efficiency, Biztech can help you achieve your goals faster and easier than ever before.

To learn more about Biztech and its products and solutions, visit their website at https://biztechbh.biz/ or contact them for a free consultation. You will not regret choosing Biztech as your IT partner in Bahrain.

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prepare01servcbe · 2 months

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Get Your LG Washing Machine Fixed in Coimbatore - Prepareservice

In today’s fast-paced world, a malfunctioning washing machine can disrupt your entire schedule. If you’re experiencing issues with your LG washing machine in Coimbatore, you don’t need to worry. Prepareservice is here to ensure your appliance is back up and running quickly.

LG Washing Machine Service in Coimbatore

Why Choose Prepareservice for Your LG Washing Machine Repairs?

Expert Technicians: Our team comprises skilled professionals with extensive experience handling LG washing machines. Whether it’s a minor glitch or a major repair, our technicians have the expertise to diagnose and fix the problem efficiently.

Quick and Reliable Service: At Prepareservice, we understand the inconvenience caused by a broken washing machine. That’s why we prioritize quick response times and strive to provide same-day service whenever possible. Our reliability ensures you can get back to your routine without unnecessary delays.

Comprehensive Repairs: We offer a full range of repair services for LG washing machines, including:

Diagnosing and fixing electrical issues

Repairing or replacing faulty components

Addressing drainage and water supply problems

Handling software and programming issues No matter the problem, we have the solution.

Genuine Parts: To ensure the longevity and efficiency of your LG washing machine, we use only genuine LG parts for replacements. This guarantees that your appliance performs at its best without further complications.

Affordable Pricing Quality: service doesn’t have to come with a hefty price tag. At PrepareService, we offer competitive and transparent pricing. We provide detailed estimates before any work begins, ensuring no hidden charges.

Customer-Centric Approach Customer: satisfaction is at the heart of our service. From the moment you contact us, we ensure clear communication, timely updates, and a hassle-free repair process. Our friendly staff is always ready to answer your questions and address your concerns.

LG Washing Machine Service in Coimbatore

Common LG Washing Machine Issues We Handle

Washing Machine Not Starting: If your LG washing machine fails to start, it could be due to various reasons such as power supply issues, faulty wiring, or problems with the control panel. Our technicians will quickly identify and resolve the root cause.

Water Leakage: Leakage can occur due to worn-out seals, faulty hoses, or issues with the drum. We will thoroughly inspect your machine and fix any leaks to prevent further damage.

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LG Washing Machine Service in Coimbatore

How to Book a Service with Prepareservice

Booking a service with Prepareservice is simple and convenient. Just follow these steps:

Describe the Issue: Provide us with details about the problem you’re facing with your LG washing machine. This helps us prepare and ensures we bring the necessary tools and parts.

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anirbanprince · 2 years

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phantomtutor · 2 years

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SOLUTION AT Academic Writers Bay ANSWER THE FOLLOWING 5 QUESTIONS: Question 1) 5 points “eXtra was established in Saudi Arabia in 2003, to provide customers with complete shopping experience for consumer electronics and home appliances. eXtra offers all the leading international brands and stocks an extensive product range including TV, audio systems, computers, mobile phones and IT communications, cameras, home appliances and personal care products. The product range is supported by comprehensive after sales services such as extended warrantee, free home delivery and AC installation. In addition it offers anytime anywhere computer maintenance, remote assistance over the phone 24 hours 7 days a week, and mobile setup with total back-up and maintenance through its trade mark Force 24/7. With 3 dedicated service centers across the kingdom, eXtra also offer household machines and electronics repairs.” Source: https://www.extra.com/en-sa/aboutextra 1- Apply Porter’s competitive forces model to eXtra. 2- Which of the four generic strategies is the company using? Question 2) 3 points You have been asked to design a new database for a small automobile company. This database will be used by the HR, Sales and the Maintenance departments to manage the company’s data. 1- Choose two tables that can be created in this database. In each table, identify the attributes (columns), their datatype and the primary key of each table. Question 3) 4 points You are starting a small bakery shop. Given your type of products (baked goods). 1- Could your firm be a digital firm? 2- If so, what would make this a digital firm? Question 4) 4 points You have recently opened a new pet shop. This shop also has a specialized pet clinic. 1- Explain how the use of information system could help achieve better customer intimacy? Question 5) 4 points Because of your experience in information systems, your friend has asked for your advice to enhance the efficiency of his business, which is a local book shop. 1- Describe three types of business process that a book shop has. 2- How these business processes can be better coordinated through information systems? MANAGEMENT INFORMATION SYSTEMS: MANAGING THE DIGITAL FIRM FIFTEENTH EDITION CHAPTER 1 INFORMATION SYSTEMS IN BUSINESS TODAY Copyright © 2018 Pearson Education Ltd. HOW INFORMATION SYSTEMS ARE TRANSFORMING BUSINESS • MOBILE DIGITAL PLATFORM • SYSTEMS USED TO IMPROVE CUSTOMER EXPERIENCE, RESPOND TO CUSTOMER DEMAND, REDUCE INVENTORIES, AND MORE • GROWING ONLINE NEWSPAPER READERSHIP • EXPANDING E-COMMERCE AND INTERNET ADVERTISING • NEW FEDERAL SECURITY AND ACCOUNTING LAWS Copyright © 2018 Pearson Education Ltd. FIGURE 1.1: INFORMATION TECHNOLOGY CAPITAL INVESTMENT Copyright © 2018 Pearson Education Ltd. WHAT’S NEW IN MANAGEMENT INFORMATION SYSTEMS (1 OF 2) • TECHNOLOGY • CLOUD COMPUTING • BIG DATA AND THE INTERNET OF THINGS (IOT) • MOBILE DIGITAL PLATFORM • MANAGEMENT • ONLINE COLLABORATION AND SOCIAL NETWORKING SOFTWARE • BUSINESS INTELLIGENCE • VIRTUAL MEETINGS Copyright © 2018 Pearson Education Ltd. WHAT’S NEW IN MANAGEMENT INFORMATION SYSTEMS (2 OF 2) • ORGANIZATIONS • SOCIAL BUSINESS • TELEWORK • CO-CREATION OF BUSINESS VALUE Copyright © 2018 Pearson Education Ltd. GLOBALIZATION CHALLENGES AND OPPORTUNITIES: A FLATTENED WORLD • INTERNET HAS DRASTICALLY REDUCED COSTS OF OPERATING ON GLOBAL SCALE • INCREASES IN FOREIGN TRADE, OUTSOURCING • PRESENTS BOTH CHALLENGES AND OPPORTUNITIES Copyright © 2018 Pearson Education Ltd. THE EMERGING DIGITAL FIRM • IN A FULLY DIGITAL FIRM: • SIGNIFICANT BUSINESS RELATIONSHIPS ARE DIGITALLY ENABLED AND MEDIATED • CORE BUSINESS PROCESSES ARE ACCOMPLISHED THROUGH DIGITAL NETWORKS • KEY CORPORATE ASSETS ARE MANAGED DIGITALLY • DIGITAL FIRMS OFFER GREATER FLEXIBILITY IN ORGANIZATION AND MANAGEMENT • TIME SHIFTING, SPACE SHIFTING Copyright © 2018 Pearson Education Ltd. STRATEGIC BUSINESS OBJECTIVES OF INFORMATION SYSTEMS (1 OF 2) • GROWING INTERDEPENDENCE BETWEEN: • ABILITY TO USE INFORMATION

TECHNOLOGY AND • ABILITY TO IMPLEMENT CORPORATE STRATEGIES AND ACHIEVE CORPORATE GOALS Copyright © 2018 Pearson Education Ltd. STRATEGIC BUSINESS OBJECTIVES OF INFORMATION SYSTEMS (2 OF 2) • FIRMS INVEST HEAVILY IN INFORMATION SYSTEMS TO ACHIEVE SIX STRATEGIC BUSINESS OBJECTIVES: 1. OPERATIONAL EXCELLENCE 2. NEW PRODUCTS, SERVICES, AND BUSINESS MODELS 3. CUSTOMER AND SUPPLIER INTIMACY 4. IMPROVED DECISION MAKING 5. COMPETITIVE ADVANTAGE 6. SURVIVAL Copyright © 2018 Pearson Education Ltd. FIGURE 1.2: THE INTERDEPENDENCE BETWEEN ORGANIZATIONS AND INFORMATION SYSTEMS Copyright © 2018 Pearson Education Ltd. OPERATIONAL INTELLIGENCE • IMPROVEMENT OF EFFICIENCY TO ATTAIN HIGHER PROFITABILITY • INFORMATION SYSTEMS, TECHNOLOGY AN IMPORTANT TOOL IN ACHIEVING GREATER EFFICIENCY AND PRODUCTIVITY • WALMART’S RETAIL LINK SYSTEM LINKS SUPPLIERS TO STORES FOR SUPERIOR REPLENISHMENT SYSTEM Copyright © 2018 Pearson Education Ltd. NEW PRODUCTS, SERVICES, AND BUSINESS MODELS • BUSINESS MODEL: DESCRIBES HOW COMPANY PRODUCES, DELIVERS, AND SELLS PRODUCT OR SERVICE TO CREATE WEALTH • INFORMATION SYSTEMS AND TECHNOLOGY A MAJOR ENABLING TOOL FOR NEW PRODUCTS, SERVICES, BUSINESS MODELS • EXAMPLES: APPLE’S IPAD, GOOGLE’S ANDROID OS, AND NETFLIX Copyright © 2018 Pearson Education Ltd. CUSTOMER AND SUPPLIER INTIMACY • SERVING CUSTOMERS WELL LEADS THEM TO RETURN, INCREASING REVENUE AND PROFITS • EXAMPLE: HIGH-END HOTELS THAT USE COMPUTERS TO TRACK CUSTOMER PREFERENCES AND THEN MONITOR AND CUSTOMIZE THE ENVIRONMENT • INTIMACY WITH SUPPLIERS ALLOWS THEM TO PROVIDE VITAL INPUTS, WHICH LOWERS COSTS • EXAMPLE: JCPENNEY’S INFORMATION SYSTEM WHICH LINKS SALES RECORDS TO CONTRACT MANUFACTURER Copyright © 2018 Pearson Education Ltd. IMPROVED DECISION MAKING • WITHOUT ACCURATE INFORMATION: • MANAGERS MUST USE FORECASTS, BEST GUESSES, LUCK • RESULTS IN: • OVERPRODUCTION, UNDERPRODUCTION • MISALLOCATION OF RESOURCES • POOR RESPONSE TIMES • POOR OUTCOMES RAISE COSTS, LOSE CUSTOMERS • EXAMPLE: VERIZON’S WEB-BASED DIGITAL DASHBOARD TO PROVIDE MANAGERS WITH REAL-TIME DATA ON CUSTOMER COMPLAINTS, NETWORK PERFORMANCE, LINE OUTAGES, AND SO ON Copyright © 2018 Pearson Education Ltd. COMPETITIVE ADVANTAGE • DELIVERING BETTER PERFORMANCE • CHARGING LESS FOR SUPERIOR PRODUCTS • RESPONDING TO CUSTOMERS AND SUPPLIERS IN REAL TIME • EXAMPLES: APPLE, WALMART, UPS Copyright © 2018 Pearson Education Ltd. SURVIVAL • INFORMATION TECHNOLOGIES AS NECESSITY OF BUSINESS • INDUSTRY-LEVEL CHANGES • EXAMPLE: CITIBANK’S INTRODUCTION OF ATMS • GOVERNMENTAL REGULATIONS REQUIRING RECORDKEEPING • EXAMPLES: TOXIC SUBSTANCES CONTROL ACT, SARBANES-OXLEY ACT • DODD-FRANK ACT Copyright © 2018 Pearson Education Ltd. WHAT IS AN INFORMATION SYSTEM? (1 OF 3) • INFORMATION SYSTEM • SET OF INTERRELATED COMPONENTS • COLLECT, PROCESS, STORE, AND DISTRIBUTE INFORMATION • SUPPORT DECISION MAKING, COORDINATION, AND CONTROL • INFORMATION VS. DATA • DATA ARE STREAMS OF RAW FACTS • INFORMATION IS DATA SHAPED INTO MEANINGFUL FORM Copyright © 2018 Pearson Education Ltd. FIGURE 1.3: DATA AND INFORMATION Copyright © 2018 Pearson Education Ltd. WHAT IS AN INFORMATION SYSTEM? (2 OF 3) • THREE ACTIVITIES OF INFORMATION SYSTEMS PRODUCE INFORMATION ORGANIZATIONS NEED • INPUT: CAPTURES RAW DATA FROM ORGANIZATION OR EXTERNAL ENVIRONMENT • PROCESSING: CONVERTS RAW DATA INTO MEANINGFUL FORM • OUTPUT: TRANSFERS PROCESSED INFORMATION TO PEOPLE OR ACTIVITIES THAT USE IT Copyright © 2018 Pearson Education Ltd. WHAT IS AN INFORMATION SYSTEM? (3 OF 3) • FEEDBACK • OUTPUT IS RETURNED TO APPROPRIATE MEMBERS OF ORGANIZATION TO HELP EVALUATE OR CORRECT INPUT STAGE • COMPUTER/COMPUTER PROGRAM VS. INFORMATION SYSTEM • COMPUTERS AND SOFTWARE ARE TECHNICAL FOUNDATION AND TOOLS, SIMILAR TO THE MATERIAL AND TOOLS USED TO BUILD A HOUSE Copyright © 2018 Pearson Education Ltd. FIGURE 1.4: FUNCTIONS OF AN INFORMATION SYSTEM Copyright © 2018 Pearson Education Ltd. DIMENSIONS OF INFORMATION SYSTEMS • ORGANIZATIONS • MANAGEMENT • TECHNOLOGY Copyright © 2018 Pearson Education Ltd.

FIGURE 1.5: INFORMATION SYSTEMS ARE MORE THAN COMPUTERS Copyright © 2018 Pearson Education Ltd. DIMENSIONS OF INFORMATION SYSTEMS: ORGANIZATIONS (1 OF 2) • HIERARCHY OF AUTHORITY, RESPONSIBILITY • SENIOR MANAGEMENT • MIDDLE MANAGEMENT • OPERATIONAL MANAGEMENT • KNOWLEDGE WORKERS • DATA WORKERS • PRODUCTION OR SERVICE WORKERS Copyright © 2018 Pearson Education Ltd. FIGURE 1.6: LEVELS IN A FIRM Copyright © 2018 Pearson Education Ltd. DIMENSIONS OF INFORMATION SYSTEMS: ORGANIZATIONS (2 OF 2) • SEPARATION OF BUSINESS FUNCTIONS • • • • SALES AND MARKETING HUMAN RESOURCES FINANCE AND ACCOUNTING MANUFACTURING AND PRODUCTION • UNIQUE BUSINESS PROCESSES • UNIQUE BUSINESS CULTURE • ORGANIZATIONAL POLITICS Copyright © 2018 Pearson Education Ltd. DIMENSIONS OF INFORMATION SYSTEMS: MANAGEMENT • MANAGERS SET ORGANIZATIONAL STRATEGY FOR RESPONDING TO BUSINESS CHALLENGES • IN ADDITION, MANAGERS MUST ACT CREATIVELY • CREATION OF NEW PRODUCTS AND SERVICES • OCCASIONALLY RE-CREATING THE ORGANIZATION Copyright © 2018 Pearson Education Ltd. DIMENSIONS OF INFORMATION SYSTEMS: TECHNOLOGY • COMPUTER HARDWARE AND SOFTWARE • DATA MANAGEMENT TECHNOLOGY • NETWORKING AND TELECOMMUNICATIONS TECHNOLOGY • NETWORKS, THE INTERNET, INTRANETS AND EXTRANETS, WORLD WIDE WEB • IT INFRASTRUCTURE: PROVIDES PLATFORM THAT SYSTEM IS BUILT ON Copyright © 2018 Pearson Education Ltd. IT ISN’T JUST TECHNOLOGY: A BUSINESS PERSPECTIVE ON INFORMATION SYSTEMS (1 OF 3) • INFORMATION SYSTEM IS INSTRUMENT FOR CREATING VALUE • INVESTMENTS IN INFORMATION TECHNOLOGY WILL RESULT IN SUPERIOR RETURNS • PRODUCTIVITY INCREASES • REVENUE INCREASES • SUPERIOR LONG-TERM STRATEGIC POSITIONING Copyright © 2018 Pearson Education Ltd. IT ISN’T JUST TECHNOLOGY: A BUSINESS PERSPECTIVE ON INFORMATION SYSTEMS (2 OF 3) • BUSINESS INFORMATION VALUE CHAIN • RAW DATA ACQUIRED AND TRANSFORMED THROUGH STAGES THAT ADD VALUE TO THAT INFORMATION • VALUE OF INFORMATION SYSTEM DETERMINED IN PART BY EXTENT TO WHICH IT LEADS TO BETTER DECISIONS, GREATER EFFICIENCY, AND HIGHER PROFITS • BUSINESS PERSPECTIVE • CALLS ATTENTION TO ORGANIZATIONAL AND MANAGERIAL NATURE OF INFORMATION SYSTEMS Copyright © 2018 Pearson Education Ltd. IT ISN’T JUST TECHNOLOGY: A BUSINESS PERSPECTIVE ON INFORMATION SYSTEMS (3 OF 3) • INVESTING IN INFORMATION TECHNOLOGY DOES NOT GUARANTEE GOOD RETURNS • THERE IS CONSIDERABLE VARIATION IN THE RETURNS FIRMS RECEIVE FROM SYSTEMS INVESTMENTS • FACTORS • ADOPTING THE RIGHT BUSINESS MODEL • INVESTING IN COMPLEMENTARY ASSETS (ORGANIZATIONAL AND MANAGEMENT CAPITAL) Copyright © 2018 Pearson Education Ltd. FIGURE 1.7: THE BUSINESS INFORMATION VALUE CHAIN Copyright © 2018 Pearson Education Ltd. FIGURE 1.8: VARIATION IN RETURNS ON INFORMATION TECHNOLOGY Copyright © 2018 Pearson Education Ltd. COMPLEMENTARY ASSETS: ORGANIZATIONAL CAPITAL AND THE RIGHT BUSINESS MODEL (1 OF 2) • ASSETS REQUIRED TO DERIVE VALUE FROM A PRIMARY INVESTMENT • FIRMS SUPPORTING TECHNOLOGY INVESTMENTS WITH INVESTMENT IN COMPLEMENTARY ASSETS RECEIVE SUPERIOR RETURNS • EXAMPLE: INVEST IN TECHNOLOGY AND THE PEOPLE TO MAKE IT WORK PROPERLY Copyright © 2018 Pearson Education Ltd. COMPLEMENTARY ASSETS: ORGANIZATIONAL CAPITAL AND THE RIGHT BUSINESS MODEL (2 OF 2) • COMPLEMENTARY ASSETS • EXAMPLES OF ORGANIZATIONAL ASSETS • APPROPRIATE BUSINESS MODEL • EFFICIENT BUSINESS PROCESSES • EXAMPLES OF MANAGERIAL ASSETS • INCENTIVES FOR MANAGEMENT INNOVATION • TEAMWORK AND COLLABORATIVE WORK ENVIRONMENTS • EXAMPLES OF SOCIAL ASSETS • THE INTERNET AND TELECOMMUNICATIONS INFRASTRUCTURE • TECHNOLOGY STANDARDS Copyright © 2018 Pearson Education Ltd. FIGURE 1.9: CONTEMPORARY APPROACHES TO INFORMATION SYSTEMS Copyright © 2018 Pearson Education Ltd. TECHNICAL APPROACH • EMPHASIZES MATHEMATICALLY BASED MODELS • COMPUTER SCIENCE, MANAGEMENT SCIENCE, OPERATIONS RESEARCH Copyright © 2018 Pearson Education Ltd. BEHAVIORAL APPROACH • BEHAVIORAL ISSUES (STRATEGIC BUSINESS INTEGRATION, IMPLEMENTATION, ETC.) • PSYCHOLOGY, ECONOMICS, SOCIOLOGY Copyright © 2018 Pearson Education Ltd.

APPROACH OF THIS TEXT: SOCIOTECHNICAL SYSTEMS (1 OF 2) • MANAGEMENT INFORMATION SYSTEMS • COMBINES COMPUTER SCIENCE, MANAGEMENT SCIENCE, OPERATIONS RESEARCH, AND PRACTICAL ORIENTATION WITH BEHAVIORAL ISSUES • FOUR MAIN ACTORS • • • • SUPPLIERS OF HARDWARE AND SOFTWARE BUSINESS FIRMS MANAGERS AND EMPLOYEES FIRM’S ENVIRONMENT (LEGAL, SOCIAL, CULTURAL CONTEXT) Copyright © 2018 Pearson Education Ltd. APPROACH OF THIS TEXT: SOCIOTECHNICAL SYSTEMS (2 OF 2) • SOCIOTECHNICAL VIEW • OPTIMAL ORGANIZATIONAL PERFORMANCE ACHIEVED BY JOINTLY OPTIMIZING BOTH SOCIAL AND TECHNICAL SYSTEMS USED IN PRODUCTION • HELPS AVOID PURELY TECHNOLOGICAL APPROACH Copyright © 2018 Pearson Education Ltd. FIGURE 1.10: A SOCIOTECHNICAL PERSPECTIVE ON INFORMATION SYSTEMS Copyright © 2018 Pearson Education Ltd. Management Information Systems: Managing the Digital Firm Fifteenth edition Chapter 2 Global E-business and Collaboration Copyright © 2018 Pearson Education Ltd. Business Processes (1 of 2) • Business processes – Flows of material, information, knowledge – Sets of activities, steps – May be tied to functional area or be crossfunctional • Businesses: Can be seen as collection of business processes • Business processes may be assets or liabilities Copyright © 2018 Pearson Education Ltd. Business Processes (2 of 2) • Examples of functional business processes – Manufacturing and production ▪ Assembling the product – Sales and marketing ▪ Identifying customers – Finance and accounting ▪ Creating financial statements – Human resources ▪ Hiring employees Copyright © 2018 Pearson Education Ltd. Figure 2.1: The Order Fulfillment Process Copyright © 2018 Pearson Education Ltd. How Information Technology Improves Business Processes • Increasing efficiency of existing processes – Automating steps that were manual • Enabling entirely new processes – – – – Changing flow of information Replacing sequential steps with parallel steps Eliminating delays in decision making Supporting new business models Copyright © 2018 Pearson Education Ltd. Systems for Different Management Groups (1 of 2) • Transaction processing systems (TPS) – Serve operational managers and staff – Perform and record daily routine transactions necessary to conduct business ▪ Examples: sales order entry, payroll, shipping – Allow managers to monitor status of operations and relations with external environment – Serve predefined, structured goals and decision making Copyright © 2018 Pearson Education Ltd. Figure 2.2: A Payroll TPS Copyright © 2018 Pearson Education Ltd. Systems for Different Management Groups (2 of 2) • Systems for business intelligence – Data and software tools for organizing and analyzing data – Used to help managers and users make improved decisions • Management information systems(MIS) • Decision support systems(DSS) • Executive support systems(ESS) Copyright © 2018 Pearson Education Ltd. Management Information Systems (MIS) • Serve middle management • Provide reports on firm’s current performance, based on data from TPS • Provide answers to routine questions with predefined procedure for answering them • Typically have little analytic capability Copyright © 2018 Pearson Education Ltd. Figure 2.3: How Management Information Systems Obtain Their Data from the Organization’s TPS Copyright © 2018 Pearson Education Ltd. Figure 2.4: Sample MIS Report Copyright © 2018 Pearson Education Ltd. Decision support systems(DSS) • Serve middle management • Support nonroutine decision making – Example: What is the impact on production schedule if December sales doubled? • May use external information as well TPS / MIS data • Model driven DSS – Voyage-estimating systems • Data driven DSS – Intrawest’s marketing analysis systems Copyright © 2018 Pearson Education Ltd. Figure 2.5: Voyage-Estimating DecisionSupport System Copyright © 2018 Pearson Education Ltd. Executive Support Systems(ESS) • Support senior management • Address nonroutine decisions – Requiring judgment, evaluation, and insight • Incorporate data about external events (e.

g., new tax laws or competitors) as well as summarized information from internal MIS and DSS • Example: Digital dashboard with real-time view of firm’s financial performance Copyright © 2018 Pearson Education Ltd. Enterprise Applications • Systems for linking the enterprise • Span functional areas • Execute business processes across the firm • Include all levels of management • Four major applications – – – – Enterprise systems Supply chain management systems Customer relationship management systems Knowledge management systems Copyright © 2018 Pearson Education Ltd. Figure 2.6: Enterprise Application Architecture Copyright © 2018 Pearson Education Ltd. Enterprise Systems • Collect data from different firm functions and store data in single central data repository • Resolve problems of fragmented data • Enable: – Coordination of daily activities – Efficient response to customer orders (production, inventory) – Decision making by managers about daily operations and longerterm planning Copyright © 2018 Pearson Education Ltd. Supply Chain Management (SCM) Systems • Manage firm’s relationships with suppliers • Share information about: – Orders, production, inventory levels, delivery of products and services • Goal: – Right amount of products to destination with least amount of time and lowest cost Copyright © 2018 Pearson Education Ltd. Customer Relationship Management (CRM) Systems • Provide information to coordinate all of the business processes that deal with customers – Sales – Marketing – Customer service • Helps firms identify, attract, and retain most profitable customers Copyright © 2018 Pearson Education Ltd. Knowledge Management Systems (KMS) • Support processes for capturing and applying knowledge and expertise – How to create, produce, and deliver products and services • Collect internal knowledge and experience within firm and make it available to employees • Link to external sources of knowledge Copyright © 2018 Pearson Education Ltd. Intranets and Extranets • Also used to increase integration and expedite the flow of information • Intranets – Internal company websites accessible only by employees • Extranets – Company websites accessible externally only to vendors and suppliers – Often used to coordinate supply chain Copyright © 2018 Pearson Education Ltd. E-business, E-commerce, and E-government • E-business – Use of digital technology and Internet to drive major business processes • E-commerce – Subset of e-business – Buying and selling goods and services through Internet • E-government – Using Internet technology to deliver information and services to citizens, employees, and businesses Copyright © 2018 Pearson Education Ltd. What Is Collaboration? • Collaboration – Short lived or long term – Informal or formal (teams) • Growing importance of collaboration – – – – – – Changing nature of work Growth of professional work—“interaction jobs” Changing organization of the firm Changing scope of the firm Emphasis on innovation Changing culture of work Copyright © 2018 Pearson Education Ltd. What Is Social Business? • Social business – Use of social networking platforms (internal and external) to engage employees, customers, and suppliers • Aims to deepen interactions and expedite information sharing • “Conversations” • Requires information transparency – Driving the exchange of information without intervention from executives or others Copyright © 2018 Pearson Education Ltd. Business Benefits of Collaboration and Teamwork • Investments in collaboration technology can bring organization improvements, returning high ROI • Benefits – – – – – Productivity Quality Innovation Customer service Financial performance ▪ Profitability, sales, sales growth Copyright © 2018 Pearson Education Ltd. Figure 2.7: Requirements for Collaboration Copyright © 2018 Pearson Education Ltd. Building a Collaborative Culture and Business Processes • “Command and control” organizations – No value placed on teamwork or lower-level participation in decisions

• Collaborative business culture – Senior managers rely on teams of employees – Policies, products, designs, processes, and systems rely on teams – The managers purpose is to build teams Copyright © 2018 Pearson Education Ltd. Tools and Technologies for Collaboration and Social Business • E-mail and instant messaging (IM) • Wikis • Virtual worlds • Collaboration and social business platforms – – – – Virtual meeting systems (telepresence) Cloud collaboration services (Google Drive, Google Docs, etc.) Microsoft SharePoint and IBM Notes Enterprise social networking tools Copyright © 2018 Pearson Education Ltd. Checklist for Managers: Evaluating and Selecting Collaboration and Social Software Tools • Time/space matrix • Six steps in evaluating software tools – – – – – – Identify your firm’s collaboration challenges Identify what kinds of solutions are available Analyze available products’ cost and benefits Evaluate security risks Consult users for implementation and training issues Evaluate product vendors Copyright © 2018 Pearson Education Ltd. Figure 2.8: The Time/Space Collaboration and Social Tool Matrix Copyright © 2018 Pearson Education Ltd. The Information Systems Department • Often headed by chief information officer (CIO) – Other senior positions include chief security officer (CSO), chief knowledge officer (CKO), chief privacy officer (CPO), chief data officer (CDO) • Programmers • Systems analysts • Information systems managers • End users Copyright © 2018 Pearson Education Ltd. Organizing the Information Systems Function • IT governance – – – – Strategies and policies for using IT in the organization Decision rights Accountability Organization of information systems function ▪ Centralized, decentralized, and so on Copyright © 2018 Pearson Education Ltd. Management Information Systems: Managing the Digital Firm Fifteenth edition Chapter 3 Information Systems, Organizations, and Strategy Copyright © 2018 Pearson Education Ltd. The Relationship Between Organizations and Information Technology • Information technology and organizations influence each other – Relationship influenced by organization’s ▪ Structure ▪ Business processes ▪ Politics ▪ Culture ▪ Environment ▪ Management decisions Copyright © 2018 Pearson Education Ltd. Figure 3.1: The Two-Way Relationship Between Organizations and Information Technology Copyright © 2018 Pearson Education Ltd. What Is an Organization? • Technical definition – Formal social structure that processes resources from environment to produce outputs – A formal legal entity with internal rules and procedures, as well as a social structure • Behavioral definition – A collection of rights, privileges, obligations, and responsibilities that is delicately balanced over a period of time through conflict and conflict resolution Copyright © 2018 Pearson Education Ltd. Figure 3.2: The Technical Microeconomic Definition of the Organization Copyright © 2018 Pearson Education Ltd. Figure 3.3: The Behavioral View of Organizations Copyright © 2018 Pearson Education Ltd. Features of Organizations • Use of hierarchical structure • Accountability, authority in system of impartial decision making • Adherence to principle of efficiency • Routines and business processes • Organizational politics, culture, environments, and structures Copyright © 2018 Pearson Education Ltd. Routines and Business Processes • Routines (standard operating procedures) – Precise rules, procedures, and practices developed to cope with virtually all expected situations • Business processes: Collections of routines • Business firm: Collection of business processes Copyright © 2018 Pearson Education Ltd. Figure 3.4: Routines, Business Processes, and Firms Copyright © 2018 Pearson Education Ltd. Organizational Politics • Divergent viewpoints lead to political struggle, competition, and conflict. • Political resistance greatly hampers organizational change. Copyright © 2018 Pearson Education Ltd. Organizational Culture • Encompasses set

of assumptions that define goal and product – What products the organization should produce – How and where it should be produced – For whom the products should be produced • May be powerful unifying force as well as restraint on change Copyright © 2018 Pearson Education Ltd. Organizational Environments • Organizations and environments have a reciprocal relationship • Organizations are open to, and dependent on, the social and physical environment • Organizations can influence their environments • Environments generally change faster than organizations • Information systems can be instrument of environmental scanning, act as a lens Copyright © 2018 Pearson Education Ltd. Figure 3.5: Environments and Organizations Have a Reciprocal Relationship Copyright © 2018 Pearson Education Ltd. Disruptive Technologies • Substitute products that perform as well as or better than existing product • Technology that brings sweeping change to businesses, industries, markets • Examples: personal computers, word processing software, the Internet, the PageRank algorithm • First movers and fast followers – First movers—inventors of disruptive technologies – Fast followers—firms with the size and resources to capitalize on that technology Copyright © 2018 Pearson Education Ltd. Organizational Structure • Five basic kinds of organizational structure (Mintzberg) – – – – – Entrepreneurial Machine bureaucracy Divisionalized bureaucracy Professional bureaucracy Adhocracy • Information system often reflects organizational structure Copyright © 2018 Pearson Education Ltd. Other Organizational Features • Goals – Coercive, utilitarian, normative, and so on • Constituencies • Leadership styles • Types of tasks Copyright © 2018 Pearson Education Ltd. Economic Impacts • IT changes relative costs of capital and the costs of information • Information systems technology is a factor of production, like capital and labor • IT affects the cost and quality of information and changes economics of information – Information technology helps firms contract in size because it can reduce transaction costs (the cost of participating in markets) ▪ Outsourcing Copyright © 2018 Pearson Education Ltd. Transaction Cost Theory • Firms seek to economize on transaction costs (the costs of participating in markets) – Vertical integration, hiring more employees, buying suppliers and distributors • IT lowers market transaction costs, making it worthwhile for firms to transact with other firms rather than grow the number of employees Copyright © 2018 Pearson Education Ltd. Agency Theory • Firm is nexus of contracts among self-interested parties requiring supervision • Firms experience agency costs (the cost of managing and supervising) which rise as firm grows • IT can reduce agency costs, making it possible for firms to grow without adding to the costs of supervising, and without adding employees Copyright © 2018 Pearson Education Ltd. Organizational and Behavioral Impacts • IT flattens organizations – Decision making is pushed to lower levels – Fewer managers are needed (IT enables faster decision making and increases span of control) • Postindustrial organizations – Organizations flatten because in postindustrial societies, authority increasingly relies on knowledge and competence rather than formal positions Copyright © 2018 Pearson Education Ltd. Figure 3.6: Flattening Organizations Copyright © 2018 Pearson Education Ltd. Understanding Organizational Resistance to Change • Information systems become bound up in organizational politics because they influence access to a key resource—information • Information systems potentially change an organization’s structure, culture, politics, and work • Four factors – – – – Nature of the innovation Structure of organization Culture of organization Tasks affected by innovation Copyright © 2018 Pearson Education Ltd. Figure 3.7: Organizational Resistance to Information System Innovations Copyright © 2018 Pearson Education Ltd. The Internet and

Organizations • The Internet increases the accessibility, storage, and distribution of information and knowledge for organizations • The Internet can greatly lower transaction and agency costs – Example: Large firm delivers internal manuals to employees via a corporate website, saving millions of dollars in distribution costs Copyright © 2018 Pearson Education Ltd. Implications for the Design and Understanding of Information Systems • Organizational factors in planning a new system: – Environment – Structure ▪ Hierarchy, specialization, routines, business processes – – – – Culture and politics Type of organization and style of leadership Main interest groups affected by system; attitudes of end users Tasks, decisions, and business processes the system will assist Copyright © 2018 Pearson Education Ltd. Porter’s Competitive Forces Model (1 of 3) • Why do some firms become leaders in their industry? • Michael Porter’s competitive forces model – Provides general view of firm, its competitors, and environment • Five competitive forces shape fate of firm: – – – – – Traditional competitors New market entrants Substitute products and services Customers Suppliers Copyright © 2018 Pearson Education Ltd. Porter’s Competitive Forces Model (2 of 3) • Traditional competitors – All firms share market space with competitors who are continuously devising new products, services, efficiencies, and switching costs • New market entrants – Some industries have high barriers to entry, for example, computer chip business – New companies have new equipment, younger workers, but little brand recognition Copyright © 2018 Pearson Education Ltd. Porter’s Competitive Forces Model (3 of 3) • Substitute products and services – Substitutes customers might use if your prices become too high, for example, iTunes substitutes for CDs • Customers – Can customers easily switch to competitor’s products? Can they force businesses to compete on price alone in transparent marketplace? • Suppliers – Market power of suppliers when firm cannot raise prices as fast as suppliers Copyright © 2018 Pearson Education Ltd. Figure 3.8: Porter’s Competitive Forces Model Copyright © 2018 Pearson Education Ltd. Information System Strategies for Dealing with Competitive Forces (1 of 3) • Four generic strategies for dealing with competitive forces, enabled by using IT: – – – – Low-cost leadership Product differentiation Focus on market niche Strengthen customer and supplier intimacy Copyright © 2018 Pearson Education Ltd. Information System Strategies for Dealing with Competitive Forces (2 of 3) • Low-cost leadership – Produce products and services at a lower price than competitors – Example: Walmart’s efficient customer response system • Product differentiation – Enable new products or services, greatly change customer convenience and experience – Example: Google, Nike, Apple – Mass customization Copyright © 2018 Pearson Education Ltd. Information System Strategies for Dealing with Competitive Forces (3 of 3) • Focus on market niche – Use information systems to enable a focused strategy on a single market niche; specialize – Example: Hilton Hotels’ OnQ system • Strengthen customer and supplier intimacy – Use information systems to develop strong ties and loyalty with customers and suppliers – Increase switching costs – Examples: Chrysler, Amazon, Starbucks Copyright © 2018 Pearson Education Ltd. The Internet’s Impact on Competitive Advantage • Transformation or threat to some industries – Examples: travel agency, printed encyclopedia, media • Competitive forces still at work, but rivalry more intense • Universal standards allow new rivals, entrants to market • New opportunities for building brands and loyal customer bases Copyright © 2018 Pearson Education Ltd. Smart Products and the Internet of Things • Internet of Things (IoT) – Growing use of Internet-connected sensors in products • Smart products – Fitness equipment, health trackers • Expand product differentiation opportunities

– Increasing rivalry between competitors • Raise switching costs • Inhibit new entrants • May decrease power of suppliers Copyright © 2018 Pearson Education Ltd. The Business Value Chain Model – Firm as series of activities that add value to products or services – Highlights activities where competitive strategies can best be applied • Primary activities vs. support activities – At each stage, determine how information systems can improve operational efficiency and improve customer and supplier intimacy – Utilize benchmarking, industry best practices Copyright © 2018 Pearson Education Ltd. Figure 3.9: The Value Chain Model Copyright © 2018 Pearson Education Ltd. Extending the Value Chain: The Value Web • Firm’s value chain is linked to value chains of suppliers, distributors, customers • Industry value chain • Value web – Collection of independent firms using highly synchronized IT to coordinate value chains to produce product or service collectively – More customer driven, less linear operation than traditional value chain Copyright © 2018 Pearson Education Ltd. Figure 3.10: The Value Web Copyright © 2018 Pearson Education Ltd. Synergies • When output of some units are used as inputs to others, or organizations pool markets and expertise • Example: merger of Bank of NY and JPMorgan Chase • Purchase of YouTube by Google Copyright © 2018 Pearson Education Ltd. Core Competencies • Activity for which firm is world-class leader • Relies on knowledge, experience, and sharing this across business units • Example: Procter & Gamble’s intranet and directory of subject matter experts Copyright © 2018 Pearson Education Ltd. Network-Based Strategies (1 of 3) • Take advantage of firm’s abilities to network with one another • Include use of: – Network economics – Virtual company model – Business ecosystems Copyright © 2018 Pearson Education Ltd. Network Economics • Marginal cost of adding new participant almost zero, with much greater marginal gain • Value of community grows with size • Value of software grows as installed customer base grows • Compare to traditional economics and law of diminishing returns Copyright © 2018 Pearson Education Ltd. Virtual Company Model • Virtual company – Uses networks to ally with other companies – Creates and distributes products without being limited by traditional organizational boundaries or physical locations • Example: Li & Fung – Manages production, shipment of garments for major fashion companies – Outsources all work to thousands of suppliers Copyright © 2018 Pearson Education Ltd. Business Ecosystems and Platforms • Industry sets of firms providing related services and products • Platforms – Microsoft, Facebook • Keystone firms • Niche firms • Individual firms can consider how IT will help them become profitable niche players in larger ecosystems Copyright © 2018 Pearson Education Ltd. Figure 3.11: An Ecosystem Strategic Model Copyright © 2018 Pearson Education Ltd. Challenges Posed by Strategic Information Systems • Sustaining competitive advantage – Competitors can retaliate and copy strategic systems – Systems may become tools for survival • Aligning IT with business objectives – Performing strategic systems analysis ▪ Structure of industry ▪ Firm value chains • Managing strategic transitions – Adopting strategic systems requires changes in business goals, relationships with customers and suppliers, and business processes Copyright © 2018 Pearson Education Ltd. Management Information Systems: Managing the Digital Firm Fifteenth edition Chapter 6 Foundations of Business Intelligence: Databases and Information Management Copyright © 2018 Pearson Education Ltd. File Organization Terms and Concepts • Database: Group of related files • File: Group of records of same type • Record: Group of related fields • Field: Group of characters as word(s) or number(s) • Entity: Person, place, thing on which we store information • Attribute: Each characteristic, or quality, describing entity Copyright © 2018 Pearson Education Ltd.

Figure 6.1: The Data Hierarchy Copyright © 2018 Pearson Education Ltd. Problems with the Traditional File Environment • Files maintained separately by different departments • Data redundancy • Data inconsistency • Program-data dependence • Lack of flexibility • Poor security • Lack of data sharing and availability Copyright © 2018 Pearson Education Ltd. Figure 6.2: Traditional File Processing Copyright © 2018 Pearson Education Ltd. Database Management Systems • Database – Serves many applications by centralizing data and controlling redundant data • Database management system (DBMS) – Interfaces between applications and physical data files – Separates logical and physical views of data – Solves problems of traditional file environment • Controls redundancy • Eliminates inconsistency • Uncouples programs and data • Enables organization to centrally manage data and data security Copyright © 2018 Pearson Education Ltd. Figure 6.3: Human Resources Database with Multiple Views Copyright © 2018 Pearson Education Ltd. Relational DBMS • Represent data as two-dimensional tables • Each table contains data on entity and attributes • Table: grid of columns and rows – – – – – Rows (tuples): Records for different entities Fields (columns): Represents attribute for entity Key field: Field used to uniquely identify each record Primary key: Field in table used for key fields Foreign key: Primary key used in second table as look-up field to identify records from original table Copyright © 2018 Pearson Education Ltd. Figure 6.4: Relational Database Tables Copyright © 2018 Pearson Education Ltd. Operations of a Relational DBMS • Three basic operations used to develop useful sets of data – SELECT ▪ Creates subset of data of all records that meet stated criteria – JOIN ▪ Combines relational tables to provide user with more information than available in individual tables – PROJECT ▪ Creates subset of columns in table, creating tables with only the information specified Copyright © 2018 Pearson Education Ltd. Figure 6.5: The Three Basic Operations of a Relational DBMS Copyright © 2018 Pearson Education Ltd. Capabilities of Database Management Systems • Data definition capability • Data dictionary • Querying and reporting – Data manipulation language ▪ Structured Query Language (SQL) • Many DBMS have report generation capabilities for creating polished reports (Microsoft Access) Copyright © 2018 Pearson Education Ltd. Figure 6.6: Access Data Dictionary Features Copyright © 2018 Pearson Education Ltd. Figure 6.7: Example of an SQL Query Copyright © 2018 Pearson Education Ltd. Figure 6.8: An Access Query Copyright © 2018 Pearson Education Ltd. Designing Databases • Conceptual design vs. physical design • Normalization – Streamlining complex groupings of data to minimize redundant data elements and awkward many-to-many relationships • Referential integrity – Rules used by RDBMS to ensure relationships between tables remain consistent • Entity-relationship diagram • A correct data model is essential for a system serving the business well Copyright © 2018 Pearson Education Ltd. Figure 6.9: An Unnormalized Relation for Order Copyright © 2018 Pearson Education Ltd. Figure 6.10: Normalized Tables Created from Order Copyright © 2018 Pearson Education Ltd. Figure 6.11: An Entity-Relationship Diagram Copyright © 2018 Pearson Education Ltd. Non-relational Databases and Databases in the Cloud • Non-relational databases: “NoSQL” – – – – More flexible data model Data sets stored across distributed machines Easier to scale Handle large volumes of unstructured and structured data • Databases in the cloud – Appeal to start-ups, smaller businesses – Amazon Relational Database Service, Microsoft SQL Azure – Private clouds Copyright © 2018 Pearson Education Ltd. The Challenge of Big Data • Big data • Massive sets of unstructured/semi-structured data from web traffic, social media, sensors, and so on • Volumes too great for typical DBMS • Petabytes, exabytes of data • Can

reveal more patterns, relationships and anomalies • Requires new tools and technologies to manage and analyze Copyright © 2018 Pearson Education Ltd. Business Intelligence Infrastructure (1 of 3) • Array of tools for obtaining information from separate systems and from big data • Data warehouse – Stores current and historical data from many core operational transaction systems – Consolidates and standardizes information for use across enterprise, but data cannot be altered – Provides analysis and reporting tools Copyright © 2018 Pearson Education Ltd. Business Intelligence Infrastructure (2 of 3) • Data marts – Subset of data warehouse – Typically focus on single subject or line of business • Hadoop – Enables distributed parallel processing of big data across inexpensive computers – Key services ▪ Hadoop Distributed File System (HDFS): data storage ▪ MapReduce: breaks data into clusters for work ▪ Hbase: NoSQL database – Used Yahoo, NextBio Copyright © 2018 Pearson Education Ltd. Business Intelligence Infrastructure (3 of 3) • In-memory computing – Used in big data analysis – Uses computers main memory (RAM) for data storage to avoid delays in retrieving data from disk storage – Can reduce hours/days of processing to seconds – Requires optimized hardware • Analytic platforms – High-speed platforms using both relational and non-relational tools optimized for large datasets Copyright © 2018 Pearson Education Ltd. Figure 6.12: Contemporary Business Intelligence Infrastructure Copyright © 2018 Pearson Education Ltd. Analytical Tools: Relationships, Patterns, Trends • Tools for consolidating, analyzing, and providing access to vast amounts of data to help users make better business decisions – – – – Multidimensional data analysis (OLAP) Data mining Text mining Web mining Copyright © 2018 Pearson Education Ltd. Online Analytical Processing (OLAP) • Supports multidimensional data analysis – Viewing data using multiple dimensions – Each aspect of information (product, pricing, cost, region, time period) is different dimension – Example: How many washers sold in the East in June compared with other regions? • OLAP enables rapid, online answers to ad hoc queries Copyright © 2018 Pearson Education Ltd. Figure 6.13: Multidimensional Data Model Copyright © 2018 Pearson Education Ltd. Data Mining • Finds hidden patterns, relationships in datasets – Example: customer buying patterns • Infers rules to predict future behavior • Types of information obtainable from data mining: – – – – – Associations Sequences Classification Clustering Forecasting Copyright © 2018 Pearson Education Ltd. Text Mining and Web Mining • Text mining – Extracts key elements from large unstructured data sets – Sentiment analysis software • Web mining – Discovery and analysis of useful patterns and information from web – Web content mining – Web structure mining – Web usage mining Copyright © 2018 Pearson Education Ltd. Databases and the Web – Many companies use the web to make some internal databases available to customers or partners – Typical configuration includes: • Web server • Application server/middleware/CGI scripts • Database server (hosting DBMS) – Advantages of using the web for database access: • Ease of use of browser software • Web interface requires few or no changes to database • Inexpensive to add web interface to system Copyright © 2018 Pearson Education Ltd. Figure 6.14: Linking Internal Databases to the Web Copyright © 2018 Pearson Education Ltd. Establishing an Information Policy • Firm’s rules, procedures, roles for sharing, managing, standardizing data • Data administration – Establishes policies and procedures to manage data • Data governance – Deals with policies and processes for managing availability, usability, integrity, and security of data, especially regarding government regulations • Database administration – Creating and maintaining database Copyright © 2018 Pearson Education Ltd. Ensuring Data Quality • More than 25 percent of critical

data in Fortune 1000 company databases are inaccurate or incomplete • Before new database is in place, a firm must: – Identify and correct faulty data – Establish better routines for editing data once database in operation • Data quality audit • Data cleansing Copyright © 2018 Pearson Education Ltd. CLICK HERE TO GET A PROFESSIONAL WRITER TO WORK ON THIS PAPER AND OTHER SIMILAR PAPERS CLICK THE BUTTON TO MAKE YOUR ORDER

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mostlysignssomeportents · 4 years

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Ransomware for coffee makers

My 2019 book RADICALIZED opened with a novella called Unauthorized Bread, a tale of self-determination versus technical oppression that starts with a Libyan refugee hacking her stupid smart-toaster, which locks her into buying proprietary bread.

https://arstechnica.com/gaming/2020/01/unauthorized-bread-a-near-future-tale-of-refugees-and-sinister-iot-appliances/

I wrote that story after watching the inexorable colonization of every kind of device - from implanted defibrillators to tractors - with computerized controllers that served a variety of purposes, many of them nakedly dystopian.

The existence of laws like Section 1201 of the DMCA really invites companies to make "smart" versions of their devices for the sole purpose of adding DRM to them, because DMCA 1201 makes it a felony to unlock DRM, even for perfectly legal purposes.

That's how John Deere uses DRM: to force farmers to use (and pay for) authorized repair personnel when their tractors break down; it's how Abbott Labs uses DRM, to force people with diabetes to use their own insulin pumps with their glucose monitors.

It's the inkjet business-model, but for everything from artificial pancreases to coffee-makers. And because DMCA 1201 is so badly* drafted, it also puts security researchers at risk.

*Assuming you're willing to believe this isn't what the law was supposed to do all along

Adding networked computers to everyday gadgets is a risky business: as with any human endeavor, software is prone to error. And as with any technical pursuit, the only way to reliably root out errors is through adversarial peer review.

That is, to have people who want you to fail go through your stuff looking for stupid mistakes they can mock you over.

It's not enough for you to go over your own work for errors. Anyone who's ever stared right at their own typo and not seen it knows this doesn't work.

Nor is it sufficient for your friends to look over your work - not only will they go easy on you, but sometimes your errors come from a shared set of faulty assumptions.

They CAN'T spot these errors: this is why no argument among Qanoners ever points out the most important fact, which is that the whole fucking thing is batshit.

The default for products is that ANYONE is allowed to point out their defects. If you buy a pencil and the tip breaks all the time and you do some analysis and discover that the manufacturer sucks at graphite, you can publish that analysis.

But DMCA 1201 prohibits this kind of disclosure if it means that you reveal flaws that might be used to disable the DRM. Security researchers get threatened by "smart device" companies all the time.

Just the spectre of the threat is enough to convince a lot of organizations' lawyers to advise researchers not to go public with this information.

That means that a defect that could crash your car (or your implanted pacemaker) only gets disclosed if the company that made it authorizes the disclosure.

This is seriously bad policy.

Companies add "smarts" to get DRM, because DRM lets them control how their customers use their products, and lets them shut down competitors who try to give control back to customers, and also silence critics who reveal the defects in their products.

DRM can be combined with terms of service, patents, trade secrets, binding arbitration, and other forms of "IP" to deliver near-perfect corporate control over competitors, customers and critics.

https://locusmag.com/2020/09/cory-doctorow-ip/

But it's worse than that, because software designed to exercise this kind of control is necessarily designed for maximum opacity: to hide what it does, how it does it, and how to turn it off.

This obfuscation means that when your device is compromised, malicious code can take advantage of the obscure-by-design nature of the device to run undetectably as it attacks you, your data, and your physical environment.

Malicious code can also leverage DRM's natural tamper-resistance to make it hard to remove malware once it has been detected. Once a device designed to control its owners has been compromised, the attacker gets to control the owner, too.

Which brings me to "Smarter," a "smart" $250 coffee maker that is remarkably insecure, allowing anyone on the same wifi network as the device to replace its firmware, as Martin Hron demonstrates in a recent proof-of-concept attack.

https://decoded.avast.io/martinhron/the-fresh-smell-of-ransomed-coffee/

Hron's attack hijacks the machine, causing it to "turn on the burner, dispense water, spin the bean grinder, and display a ransom message, all while beeping repeatedly."

https://arstechnica.com/information-technology/2020/09/how-a-hacker-turned-a-250-coffee-maker-into-ransom-machine/

As Dan Goodin points out, Hron did all this in just one week, and quite likely could find more ways to attack the device. The defects Hron identified - like the failure to use encryption in the device's communications or firmware updates - are glaring, idiotic errors.

As is the decision to allow for unsigned firmware updates without any user intervention. This kind of design idiocy has been repeatedly identified in MANY kinds of devices.

Back in 2011, I watched Ang Cui silently update the OS of an HP printer by sending it a gimmicked PDF (HP's printers received new firmware via print-jobs, ingesting everything after a Postscript comment that said, "New firmware starts here").

https://www.youtube.com/watch?v=njVv7J2azY822/21/20/

A decade later, there is no excuse for this kind of mistake. The fact that IoT vendors are making it tells you that the opacity and the power to punish critics is not a power that companies wield wisely - and that you shouldn't trust any IoT gadgets.

#pluralistic

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gemsofindia · 3 years

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ON DEMAND APP DEVELOPMENT

On-demand services apps are everywhere – we will hardly imagine a field unknown to the on-demand market. sort of services, speed, convenience, and quality make these apps popular and widely used around the globe. But behind everything, there is a fast, reliable, and easy-to-use platform.

So, the way to approach launching an on-demand application? during this guide, we’re covering what on-demand services there are, what are their types, must-have features and steps to create one – let’s start.

What Is On-Demand Service App?

On-demand delivery software works as a mediator between a customer and a business. a bit like Uber does for cabs, Airbnb for hotels and Zomato for food delivery.

The on-demand platform allows users to order any quiet service and strives to deliver it in minutes. Like booking a ride through Uber.

These apps solve users' major and minor everyday problems. For now, there are on-demand platforms in beauty, education, healthcare, taxi and cargo delivery, food delivery, and lots of other fields. and that we can get all that beauty just by a couple of finger taps.

The on-demand service's app connects customers with different service providers and the other way around. Of course, the platform charges a fee for that. But users from each side often prefer paying extra cash overspending hours checking out the proper specialist/customer.

Thus, on-demand apps offer a faster and more convenient procedure and make their few dollars reciprocally.

Here’s how on-demand apps like Uber work:

1. User places an invitation.

2. App connects them with a service provider.

3. Provider checks the request and accepts it.

4. Payment is permitted.

5. Provider delivers the service.

6. Customer confirms the delivery.

7. Payment is deducted.

The workflow of on demand app development

According to Burson-Marsteller’s survey, 42% of adult Americans have used a minimum of one among on-demand app services. and therefore the number is merely growing.

There are a couple of reasons for such popularity:

Lower costs

On-demand platforms offer lower prices, compared to traditional providers. And cost's often the most driver for buyers.

Availability

Smartphones and tablets are everywhere, so any service with a reliable mobile platform is handy, accessible, and one-click easy to urge.

Adjustment to users’ preferences

On-demand businesses know what their users want, and that they aim to deliver services as fast as possible. as an example, with Jiffy, a home-service platform, you’ll get a plumber to repair the faucet within 2-3 hours, not days.

Various payment methods

Mostly, on-demand apps use Stripe or Braintree payment gateways or e-wallets like PayPal. of these tools are highly secured, fast and reliable. Besides, on-demand delivery apps accept cash also.

Minimum efforts

There’s a choice to save your details like payment info, delivery address, and so on. No got to enter this information again and again with each new order.

Variety

Tens of apps in each category, from babysitting to make-up service, meaning each user can find an answer that works best for them.

Types of On-Demand Apps

As you'll see, there are quite a lot of spheres on-demand services come suitable for. Taxi, meal delivery, dog walking, babysitting, laundry pick-up – on-demand applications seem to be taking care of everything.

So, let’s take a glance at the foremost popular categories and consider leading apps in each.

Taxi Services

The taxi and transportation field benefits from on-demand service apps the foremost. No wonder big players like Uber or Lyft have changed the sport forever. Now, the taxi apps let customers book a car just during a jiffy. All they need to try to is about their destination and await the cab to arrive.

The driver will get a ride request and, if everything's arranged, come to select their passengers.

Eager to build your own Uber-like taxi app? Check our 'How to make an App Like Uber' guide, explaining all the nuances.

Today's on-demand taxi apps offer many new features but the must-haves are:

• Map and GPS navigation that helps customers catch nearby taxis

• Communication channels between riders and drivers

• Advanced feedback system (rates and reviews)

The most well-known taxi apps apart of Uber and Lyft are:

• Flywheel

• Curb

• Free Now

The best-known on-demand taxi services

By the way, we've also worked on a P2P on-demand app called Move Up. It’s a taxi service a bit like Uber or Lyft but targeted both at regular people that need a ride and at those with specific medical needs, bulky items, parents with children, etc.

We had to manoeuvre far away from the Uber-like business model, create a classy filtering system, and permit offline driver's validation. Besides, there are also complex payment capabilities with a free-ride option.

Result? Scalable and versatile platform with integrated GPS technology, Stripe, and other features that helps people find the simplest transport option to meet their needs.

For now, Move-Up features a website and iOS application.

Food Delivery

Using a food on-demand delivery platform, users order meals from nearby eateries after checking the menus. As soon because the customer places an order, the restaurant starts preparing the dish and indicates when the food is going to be ready.

By that point, the courier reaches the eatery, picks the food up and delivers it to the listed address.

The key food delivery apps’ success is, as usually, speed and therefore the simple use. An on-demand app may be a win-win solution for both customers and restaurant owners. Users can easily order food from many places by checking menus within the app. And owners get more orders, thus, more revenue.

The best on-demand delivery platforms within the field are:

• UberEats

• GrubHub

• Instacart

• Doordash

Most popular on-demand food delivery platforms

Household Chores

House cleaning, repairs, dog walking many |and plenty of"> and lots of other everyday tasks take lots of time. And for those that need help with household chores, on-demand apps may be a perfect answer.

For example, if you bought a leakage issue reception, you only post an invitation on the app and a nearby plumber fixes it in no time. Same way, these platforms help with fixing carpentry problems, home appliances, etc.

Apps that have gained popularity during this niche include:

• TaskRabbit

• Merry Maids

• Thumbtack

Household on-demand platforms

Gifts & Flowers Delivery

Forgot about a friend's or relative's birthday or simply happen to be in another city? On-demand delivery startups come to the rescue again. As for now, the delivery of gifts and flowers are one of the solutions to enter the market and gain customers. Apps attract users because of:

• Wide choice of obtainable products;

• Abilities to settle on the delivery time;

• Doorstep delivery.

Today, the leaders during this field are:

• UrbanStems

• Gyft

• Giftagram

Platforms that deliver gifts or flowers

Healthcare

On-demand medical apps connect patients with doctors. So users can ask their physicians one-on-one once they need help. And a bit like during a standard visit, doctors make recommendations.

Of course, no app can look out for great disease, and patients can’t get tested or properly examined without getting to a hospital. But a clear consultation is some things on-demand service apps can deal with.

The best healthcare apps are:

• Doctor on Demand

• Pager

• IsDocin

The most popular healthcare service apps

How to Make an On-Demand App: most vital Steps

Finally, it’s time to seek out where to start out building your own on-demand app. So, let’s determine the way to build an on-demand app, step by step.

1. Do a search

It's a big mistake when investors care only about tech aspects (coding) and ditch the thought. After all, coding just guarantees that the app will run smoothly. But it is the customer research that helps with finding the audience, their pains and problems.

Besides, the research helps with building apps that bring a friendly experience to users.

Here are the most tips:

• Learn about customers. Online behaviours, hobbies, pains and wishes – the more you recognize about future users, the more attractive app you'll build.

• Concentrate on unique functions. On the market, this saturated, the simplest and sometimes the sole thanks to attracting customers is to supply an ingenious solution. nobody wants to download on-demand delivery app clones with the same features.

• Don't attempt to please everyone. albeit you are doing, the app won't be capable of solving all users' issues. specialise in the bulk. Continuous updates aimed to serve all needs cost tons – and there are no guaranteed profit returns.

2. Pick the features

If you’re still unsure of your product’s success or simply want to launch the app as soon as possible, choosing the MVP set could also be the simplest option.

Still, there are some features that just can’t be skipped:

• Registration

• Geolocation (or tracking)

• Notifications

• Payment

(Look for more details about features within the next section).

3. on-demand app development services require many technologies, counting on the choice of platforms. In fact, choosing a platform to create an app for is that the most vital part because it directly relates to customers' media experience. Thus, you'd better launch the app on platforms that are popular among your target users and keep close attention to tech details.

Generally, there are three sorts of platforms you would like to worry about:

• web platform (runs during a web browser)

• native app (e.g. iOS/Android)

• cross-platform technology (cost-effective method for both iOS and Android apps)

Check our 'Native vs. Hybrid App' comparison to seek out out which approach will work for you.

4. Find the proper development team

When everything’s planned and arranged, it’s time to start out trying to find on-demand app developers. Currently, there is two popular options – in-house or outsourced development:

1. In-house teams – great for long-term projects that require 24/7 support and maintenance, but are often very expensive (you’ll need to cover insurance, taxes, salaries, vacation, sick days).

2. Offshore developers – great for both short and future projects, cost-effective (you pays exactly for the work done), and outsourcing teams are able to sign the contract to guard both parties.

Before contacting an on demand app development, it’s always better to make an inventory of features you’d wish to see. But first, you ought to define what percentage of parties are getting to use the platform.

For example, if you are making a taxi, beauty or household service app, two parties are involved – customers and repair providers. And, as business owners must have full control over both parties, an admin panel is another need. But when it involves food delivery, there's another party involved – the eatery which prepares the meal.

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