Bringing It All to Bob’s Home

Bob Dylan

“Twenty years of schoolin’, and they put you on the day shift” – Bob Dylan. However, perhaps some of us are contemplating the merits of blazing a different, renegade trail post-graduation, such as starting one’s own business. Nevertheless, before choosing to become your own boss and forming your own firm it would be sagacious to consider the historical examples of other start-up entrepreneurs. Subsequently, as Richard Branson’s story has been told and talked about nearly as much as “The Night Before Christmas;” I would like to direct your attention to the tale of Martin Newman. Newman is both an architect and designer; whose firm has serviced many of California’s most prominent, famous residents. Hence, we can see from studying Martin Newman’s practice that the 5 Dimensions of Service Quality (Tangibles, Reliability, Responsiveness, Assurance, and Empathy) are integral to his approach.

Newman’s first famous client, who would open up the floodgates for Newman’s future famous clientele, was none other than Bob Dylan. Newman got hooked up with Dylan after Dylan’s wife at the time, Sara Lownds (think Dylan’s song “Sara”), spotted one of Newman’s custom coats, designed after historic Indian blankets. Lownds requested that Newman travel to her Malibu home and measure Bob and herself for coats of their own. Newman complied with Lownd’s request, which in turned opened the door for Newman to travel with Dylan throughout his Rolling Thunder Tour designing props, outfits, and instruments. Consider how Newman took the time to personally travel to the Dylan residence for their coat measurements; this demonstrates a caring and personalized approach which comprises the service dimension of “Empathy.”

The Rolling Thunder Tour was not the end of Newman and Dylan’s relationship. After the tour, Dylan commissioned Newman to design and manage the construction of his new home. At this point we observe, Newman utilize the dimensions of “Responsiveness” and “Tangibles.” Prior to breaking ground on the mansion, Newman went through books of classical arcs with Dylan; who suggested that Newman construct examples of all the different types of arc. Of course, Newman was very “responsive” to Dylan’s request and in turn designed, “a real castle…whale-watching room…cathedral room, a story telling room.” Likewise, Newman was not a one man operation, but he was simply the leader of a very “tangible” group of artisans. Despite Dylan’s mansion containing a hodgepodge of designs; overall, the house signifies the Spanish Missionary theme common to Southern California. This plays to the service dimension of “Reliability” in that Newman was able to design the house to fit the Spanish overarching theme, because Newman’s stated niche was, “Pre-World War II Spain.”

After successfully finishing Dylan’s house, Newman went on to complete projects for Sam Elliot, song writer Billy Steinberg, and the dynamic musicians from the Eagles: Don Henley and Bernie Leadon. Newman would not have been able to design and build all these miniature “Hotel California’s” if he did not do such a tremendous job on Dylan’s home. This is because after successfully designing Dylan’s house of many colors; Newman was able to offer “Assurance” to the rest of his clients that he had the willingness and expertise to offer a unique and wonderful design service for them. Thus, Newman has been able to build himself a lifelong career, leading him from one A list celebrity to the next, due to his talent and adherence to the “5 Dimensions of Service Quality.”

Sources:

http://variety.com/2013/more/features/bob-dylan-house-designer-1200406286/#respond

Picture Courtesy of:

http://www.kansascity.com/2013/05/23/4252320/folk-singer-and-songwriter-bob.html

Perception is Reality…The Saga of Abercrombie & Fitch and CEO, Mike Jeffries

http://girltalkhq.com/abercrombie-fitch-wont-make-clothes-for-fat-women-because-they-arent-cool/

When discussing quality and the various factors and dimensions that contribute to quality, we cannot overlook Dimension 9: Perception.  No matter how many of the dimensions of quality that a product or service may have, public/customer perception is inevitable and should be nurtured. It seems that the CEO of Abercrombie and Fitch, Mike Jefferies, may have forgotten this. In the year 2006, Mike Jefferies made very controversial (and exclusionary) comments about the brand’s target consumers. As stated by Jefferies…”In every school there are the cool and popular kids, and then there are the not-so-cool kids, “Candidly, we go after the cool kids. We go after the attractive all-American kid with a great attitude and a lot of friends. A lot of people don’t belong [in our clothes], and they can’t belong. Are we exclusionary? Absolutely.” The statement not only gives the perception that kids who do not wear or cannot fit the clothing are somewhat unworthy and not allowed to be in the “in crowd” but it is also hurtful.

Since the comments made by CEO, Mike Jefferies, surfaced, Abercrombie & Fitch has had to do some major damage control but for those customers who do not fit the mode of Abercrombie & Fitch or those who are simply against this exclusionary attitude, the damage is irreparable. The perception of quality for the brand Abercrombie will no doubt suffer. I have never been a consumer of Abercrombie & Fitch for personal fashion preferences but at this point, even considering this brand or recommending it to others will be a nonoccurrence. Look at that! … someone who did not necessarily have any hard feelings toward a brand now will not even consider recommending simply based of perception.  A negative attitude toward a brand can form very quickly and this happens all of the time because a company does not take the time to consider how it actions will look in the eyes of consumers. I have no doubt that Abercrombie & Fitch sells clothes that comply with other Dimension of Quality- Reliability, Durability, Aesthetics, etc.…but if the brand is perceived as hurtful and exclusionary to anyone who does not fit the mode, purchasing or any recommendation for others to purchase will not even be considered.

As stated before,  Abercrombie & Fitch has had to do some major damage control after the unapologetic comments that CEO, Mike Jefferies has made on behalf of the company; issuing a sincere apology to those who may have offended. The image of Abercrombie & Fitch itself should also be considered for revision. The images that the company releases for the purpose of advertising all portray a specific group of individuals, not leaving any room for interpretation. If Abercrombie changed that very influential aspect of the brand…things could change for the better, almost immediately.

What do you think about the comments made by CEO, Mike Jefferies?
Has something of this nature ever stopped you from supporting a company?

http://www.guardian.co.uk/commentisfree/2013/may/25/abercrombie-fitch-controversy-skinny-backlash

 

 

Counterfeit Drugs Enter the Pharmaceutical Supply Chain

According to the article “Secure The Pharmaceutical Supply Chain From Risky Counterfeiters,” leading members of the House and Senate have proposed a legislative draft to establish a national ‘track and trace’ program for prescription drugs. The Food and Drug Administration has been dealing with an increasing number of cases involving counterfeit prescription drugs. In 2010, the FDA’s Office of Criminal Investigation opened 72 cases involving fake drugs. This is highly problematic for the pharmaceutical supply and very risky for the health of individuals. Some of these cases have involved counterfeit Adderall, Vicodin, Xanax, flu medicine, and cancer drugs. One reason counterfeit drugs are able to enter the nation’s pharmaceutical supply chain is the contradicting state regulations that are in place. Each state has varying compliance rules. There is not a federal level system in place, and the FDA does not have the authority to implement federal standards that can ensure the authenticity of prescription drugs from the manufacturer into the hands of prescription drug users.

In order to combat the introduction of counterfeit prescription drugs into the nation’s pharmaceutical supply chain, there needs to be compliance standards at the federal level put into place. The ‘track and trace’ program proposed by members of the House and Senate calls to rid of the contradictory state regulations and increase the security of the pharmaceutical supply chain by setting up countrywide standards. Many industry participants, such as manufacturers, chain drug stores, wholesalers, and distributors, have expressed their support for this proposal.

A downside to this national ‘track and trace’ system is that it will be more costly for pharmaceutical companies. The high compliance costs that the pharmaceutical companies may incur could cause these companies to decrease operations, limit distribution, or even shut their doors entirely. More supply disruptions and drug shortages could occur as a result of the higher compliance costs. However, complying with the regulations of each of the individual states can also run costly for this industry as well.

Although the proposal for a unified national system of security for prescription drugs that Congress is putting forward may be costly, it would ensure that patients are receiving legitimate prescription drugs instead of counterfeit ones. This ‘track and trace’ system, when implemented at a national level instead of state-by-state, may be more cost effective in the long run.

A uniform system for the national pharmaceutical supply chain would decrease the ability for counterfeit prescription drugs to enter and be distributed to patients. Even though it could impose higher compliance costs for this industry, the benefits of ensuring safety for prescription drug users cannot be ignored.

Do the costs of implementing a uniform system for the pharmaceutical supply chain outweigh the benefits? Or do the benefits of a uniform system outweigh the costs?

 

Sources:

Article: http://www.forbes.com/sites/gracemarieturner/2013/05/20/secure-the-pharmaceutical-supply-chain-from-risky-counterfeiters/

Image 1: http://www.recyclemorewisconsin.org/wp-content/uploads/2013/01/Medications.jpg

Image 2: http://www.drugsno.com/wp-content/uploads/2011/05/bigstock_Bottles_Of_Medicine_16441621.jpg

Price Menu in Hospitals?!

Businesses try to implement various strategies such as differentiation, low price, and rapid response to stay ahead in competition and to attract more customers. But, when it comes to hospital industry, there is nothing much to do to increase profit other than improving internally such as adding new services, outsourcing some work, improve quality, increase profit margin etc. Most of the hospitals have successfully increase their revenue by charging higher amount to insurance holders and get away with it as not many people pay attention to it.

But, it may change soon. Steven Sonenreich, CEO of Mount Sinai Medical Center in Miami Beach, announced that he would bring transparency to industry by posting prices comparing to Blue Cross and Aetna. In early May, the center for Medicare and Medicaid Service released data from 3,000 hospitals that accept government insurance. According to this data, price of most of the treatments vary as much as by three times. And these hospitals get away with it because insurance companies have to pay that amount and patients pay fixed co-pay.

However, with increasing cost of Health care, insurance companies have changed co-payment plans from fixed co-pay to percentage of total billed amount. Therefore, patients will be more aware about how much they will be charged. Thus, availability of price information can benefit both hospitals and patients. After the announcement, Brian Keeley, CEO of Baptist Health in South Florida stated that the hospital industry is headed in that direction. Thus, in short time, all hospitals nationwide will follow the steps of Mount Sinai Medical center.

Now the question comes to mind is why Sonenreich wants to be first to be in industry where secrecy of price has been working out perfectly. If it were some other industry, being first to market would be smart move. Therefore, the reason for being first to market in my opinion is to build reputation and favorable word of mouth when every hospital at least in Florida has adopted this. Thus, their plan seems to attract more patients in long run.

Furthermore, as we have discussed in chapter one that measuring quality of services is much more difficult than physical products. And hospitals rely on attracting more customers by providing better quality services. Most consumers make purchases based on assumption that higher the prices better the quality, as we talked about in chapter 6. For example, more than 80% students chose Rolex as better quality where I think other watches were better quality for their price. Similarly, with availability of price information in hospitals, I think people with go to the hospitals that charges more. But, as Sonenreich stated that they are the lowest cost hospital in area, they might lose patients to competitors because of the price transparency. Thus, their decision of transparency might hurt them in long run.

Do you think the transparency in hospital cost will make us more conscious about where we go? And how will if affect the Mount Sinai Medical Center?

http://www.miamiherald.com/2013/05/14/v-fullstory/3397479/in-miami-more-hospital-prices.html

http://www.businessweek.com/articles/2013-05-20/a-hospital-ceo-promises-more-pricing-transparency-and-makes-rivals-squirm

Sweet Mandy B’s Sweet Success

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Most students at DePaul University have encountered the delicacy of Sweet Mandy B’s at some point during their college education, whether directly or indirectly. There are the die hards (as often as they can get there, they do), the excuse makers (I don’t want to write this paper anyways, so lets go get cupcakes), the “I earned it” girls (who can justify the indulgence since they worked out), the special occasions (birthdays, weddings, the works), and the rest have either simply tried Mandy B’s or heard other students discuss it.

The number of students that Sweet Mandy B’s draws in on a daily basis is astounding; and students are only a portion of their customer base. There are people all over Chicago who are willing to make the trip to Lincoln Park in order to get Mandy B’s. In food and confection related industries, the quality is top priority since that is what consumers are truly after when they go in for a treat. In order to sustain such high quality management and fresh cupcakes, cookies, and specialty foods, just in time inventory is a must. Nobody wants to walk all the way there to spend money on a cookie that is stale or doesn’t satisfy that sweet tooth. Managing the way that baked goods are created, decorated, and stored in order for maximum freshness for the maximum amount of time appears to be something that Sweet Mandy B’s management has mastered, from my experience at least.

Another aspect of operations that is essential to consider in this industry is capacity. When people place orders for cakes, it is typically for a special occasion, in which case they need the cake at a specific time on a specific day. Cake orders and order patterns must be closely analyzed in order to increase staff during busy ordering times such as holidays or time of large events like graduation. Space and oven scheduling is another consideration, for only so many cakes can be baked as there are ovens. Sweet Mandy B’s seems to have this under control as well, for the entire second half of their store is available should they need to utilize that space, yet the don’t waste money keeping it lit or stocked when they are able to limit baking to the main kitchen.

Location strategy is interesting in this case, for Sweet Mandy B’s does not follow the typical “Location is everything” mantra. Rather it makes a product that is too good to resist, and people have no problem travelling from all over the city to pick up their pre-ordered cakes or stop by for a snack. However, their location is, in fact, intelligently placed because many college students do not drive, and the proximity to campus is a major plus. Its convenience also encourages students to stop by when they probably would not have made the trip if they had to actually plan for it and catch a train. With its thriving success, is there anything that could drastically hurt Sweet Mandy B’s sales?

 

HTC First to HTC Last

 

Facebook-hoaxImagine if you were Mark Zuckerberg, the CEO of Facebook, and your product attracted 175 million people on a daily basis.  I don’t know about you, but I would be thinking of other ways to capitalize on this already loyal fan base and try to introduce more products targeted toward their needs without stemming off the confines of what has made Facebook successful.  Hey, what about a cell phone?!

This idea has apparently caught AT&T’s eye when they decided to allow the new Facebook Home software to be integrated in the HTC First cell phone.

Facebook Home is software for your phone that allows Facebook to essentially take over your phone.  This allows users to take advantage of their already established social base on Facebook and communicate with these friends on their cell phone “more conveniently”.  It consists of features such as the cover feed that allows you to glance at your phone for photos and posts, chat heads that allows you to send and receive texts and Facebook messages in one place, allows notifications to be accented on your home screen and an app launcher.

To me, the advantages this product are allowing cell phone users to no longer have to pay a texting fee due to the chat heads feature and from a company point of view it allows Facebook to mass distribute its product without consumers having to buy a cell phone.   However, from a product design standpoint, I don’t think Facebook Home targets the cell phone market very well.  It tries to reinvent the cell phone world too much by focusing the cell phone software design around people instead of apps.  As a consumer would you enjoy having your cell phone constantly flowing with your friend’s pictures and status?htc-first-slide-01

Apparently the majority of Facebook Home users did not enjoy having their phone being constantly engulfed with their friend’s updates when the first month sales reports came back.  “BGR.com says that sources at AT&T indicate that fewer than 15,000 of the phones had been sold by the end of its first month.  By comparison, in the three months of the year AT&T sold 6M smart phones, of which about 1 M were android phones- an average of more than 300,000 per month. “AT&T then cut the original $100 price to $99 cents on-contract. The mistake HTC First made to integrate their product with Facebook home has seemed to have left them with an essentially useless product with a lot of inventory.  Now it is rumored that the HTC First will soon be discontinued and unsold inventory will be returned to HTC.

I would question management’s decisions during the product development stages when designing the product, how they reviewed Facebook Homes design, and most importantly how they tested the market.  If these stages were done efficiently I feel that AT&T could have better understood the consumer demand for the HTC First Facebook phone and could have been more aware of this disaster before it occurred.

As a consumer would the HTC First Facebook phone satisfy you?  How do you feel management could have avoided this disaster?

 

 

 

 

 

http://www.foxnews.com/tech/2013/05/13/no-home-for-facebook-at-att-htc-first-to-be-discontinued/
http://www.techhive.com/article/2039633/facebook-slams-brakes-on-htc-firsts-international-plans-following-poor-home-reception.html
http://www.facebook.com/help/558055177560569
http://www.guardian.co.uk/technology/2013/may/14/facebook-home-app-htc-problems
http://news.cnet.com/8301-1035_3-57329634-94/facebook-phone-who-would-buy-this-thing/
http://www.theatlanticwire.com/technology/2013/05/htc-one-isnt-saving-htc-facebook-phone/65486/
http://news.softpedia.com/news/175-Million-People-Use-Facebook-Every-Day-133744.shtml

Quality vs. Price

hAs a customer how do you measure quality? Would you settle for lower quality due to lower price? Does the economy hurt the companies that don’t lower price because people cannot afford the same quality with the reduced income? These questions are raised in the article “High Quality Products Is Key for Chicagoland’s DK Organics” on constructionequipmentguide.com. DK Organics emphasizes product quality over any other key factors such as price. Many businesses compete by lowering price for a product and then eventually which leads to lower quality. Many well established companies choose to not compete with lowering price or lowering quality but rather with adding features to their product to attract customers rather than losing their reputation. After all, a reputation lost takes a lot of time to gain back which some companies are smart not to lose.

However, it is independently determined if a company is willing to be known as a low price company that attracts most of the lower and middle class therefore does generate high profit. On the other side a company like DK Organics can still be stable in a bad economy with not changing their price but maintaining quality and continuing to stabilize their reputation as well. Measuring quality is different for each firm as discussed in class. Companies have to choose between value based quality to compete.

ISO 9000, quality system, requires the companies to focus on customer’s requirements, needs and expectations. ISO 9000 exists to guarantee equity in the marketplace. Reputation for companies are built through customer review and what type of customer’s shop at the stores builds the reputation for the companies. on DK Organics website it is stated on the home page that “Our material yard carries top quality mulches, composts, soils, stone and sand. “(dkorganics.com) Material yard is bold to emphasize quality regardless of the price. “high value experience every time!” (dkorganics.com) again refers to quality that the individuals will get out of the product which can be measured by customer’s satisfaction and the rich lasting result of the soil. DK Organics product can be purchased by individuals but it is usually provided through a contractor “a service” in order to receive the product, which could cost extra money but quality is still measured high.

When a product cannot be purchased by a customer by itself easily and needs a service provider to obtain the product also increases the value and quality of the product. This could be also considered a great marketing strategy to generate more revenue by adding a service to the product. DK Organics can be considered a great business because landscaping is very important and public places will always hire someone to do the job for them instead of doing it on their own, thus generating revenue for the company.

 

Sources: http://bit.ly/112Ni1p

KFC China: Straying too Far from Kentucky?

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Bloomberg Business Week featured KFC, a Yum brand restaurant, in two recent articles focusing on the brands Chinese storefronts. KFC, a household name in US fast food chains, has been suffering in several different aspects. Originally tied with the name “Kentucky Fried Chicken”, KFC has evoked feelings of unhealthiness with US consumers for years, and has suffered sluggish sales. However, the chains crowning glory has been KFC China which has been a start for Yum brands and been increasingly profitable.

Recently, however, KFC China has suffered from image issues and quality problems, and therefore there sales in China have been dipping. For KFC in the past, unhealthiness was not as much of an issue for its Chinese counterpart, because it brought a unique competitive advantage: its traditional American menu. KFC China took a different approach that may have ruined that competitive advantage, by trying to adapt the menu to the Chinese audience and adding traditional Chinese fare. So far it appears that this was not a wise choice, and consumers are left wondering what happened to their beloved American food. KFC needs to reassess their product design to match the wants of the Chinese customer base.

On top of this reconstructed image issue for KFC China, what may have been even more damaging was quality control issues. A history of poor quality issues can be severely damaging to a brand, especially one associated with the food industry. Consumers take extra precautions with what they are putting into their bodies, so when news of KFC chicken containing “unacceptably high levels of antibiotics” the chain suffered. This on top of already high concerns dealing with avian flu, made Chinese consumers even more skeptical about consuming this product. This illustrates, how damaging a quality issue can be for a brand, as discussed in Chapter six.

KFC China had been so successful in the past, that Yum has considered completely selling the United States stores in order to focus on those abroad that were growing at a much faster rate. However, if they continue to have these image and quality issues in China, getting rid of US stores may be a poor choice.  If KFC abandons its US stores, does that destroy its image of being a classic American restaurant even further? Only time will tell what happens to this brand, but it is crucial that Yum and KFC managers assess this project.

What are your thoughts on KFC and KFC China?

Questions for discussion:

1. Should KFC focus on one brand or the other? Or continue with both?

2. How should a major fast food brand adapt to international markets? Maintain their original image, or add traditional food, specific to the location?

3. Where to you see Yum and KFC moving in the future?

Article Links:

http://www.businessweek.com/articles/2013-05-16/kfc-loses-its-touch-in-china-its-biggest-overseas-market

http://www.businessweek.com/articles/2013-05-14/should-kfc-rethink-its-china-strategy

 

Elimination of Enrollment Bottleneck: Graduates Who Don’t Do Science.

Bottleneck
Source: xda-developers.com

In class, we learned that a bottleneck is the longest activity that is the limiting factor in operations management. Managers want to match capacity and design while still maintaining the greatest efficiency possible.

Education is no different as it follows basic business rules. Schools increasingly want students to graduate, get jobs, and eventually donate back as alumni. Universities across the country have a problem with so called “bottleneck courses,” which prevent students from graduating. California State University (CSU) reports about 30 such courses that have a high rate of failure, including math, science, and history. Those courses distract students from their major studies and often cause failing or withdrawing, if not dropping out of college altogether.

science-lab
Source: brightlandcollege.in/

CSU wants to address the bottleneck courses by providing science labs online and moving away from traditional in-person classes, especially for students who do not major in science. CSU does not have sufficient capacity to match demand for bottleneck classes due to limited lab space. Virtual labs are a way of offering more lab sections and thus increasing enrollment and moving more students through the system (increasing the rate of graduation).

Low cost of such classes coupled with high demand means more money the school will earn and able to re-invest. However, CSU’s solution to bottleneck science courses raises concerns over the quality of education given. In-person classes are especially important for science labs; a biology department chair at CSU, Jeffrey Bell, says, “my biggest concern, especially with freshman classes is you don’t want students seeing reality as a video game—a key thing in science is we investigate reality.”

Before we can argue about the quality of such courses, let’s ask ourselves: “what is the real value of education?” The content that is learned in science classes is available online. Therefore, the content is not the sole value of education, but rather a college experience: the ability to interact with the professor and peers on one-to-one basis. But just how important is the experience for non-science majors who just want to pass the class to graduate?

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Source: biofluff.files.wordpress.com

CSU’s demand far exceeds school’s effective capacity, mainly due to struggling students repeating the class. School’s solution to increase the capacity through online sections to match enrollment demand is one way of managing the problem. School could also manage demand by increasing capacity—building new science labs and hiring more professors. This long-term solution would ensure that struggling students are offered adequate in-person help, rather than let them pass without a sufficient knowledge of science.

CSU’s tactic for managing bottleneck science lab courses is rather new, thus raises concerns about its quality, especially in the time when U.S. students lag behind in science and math compared to other countries. Is removing this bottleneck sacrificing or improving the quality of science lab courses? Will this decision eventually lead to graduates who do not have sufficient knowledge of science or scientific thinking? Can you think of other solution to tackle the bottleneck course problem?

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Source: www.scpr.org
Sources:

Businesses Are Moving to the Clouds

 

Cloud computing can best be described as a real-time communication network that involves a large number of computers, servers, desktops, tablets, laptops, phones, etc. Cloud computing allows for running programs on many connected devices at the same time. Cloud computing in the business environment started with employees. Employees want the option to have their office travel with them. Cloud computing allows employees to have all the benefits of working in the office without actually having to be in the office. All they need is a device that can connect to their business network; even a phone with internet capability can be sufficient. This is beneficial to any company, because employees have proven to be more efficient and with the flexibility of working remotely employees are even willing to work longer hours if that means they can work outside of the office. Another benefit is bringing in your own device for work. If you have an Apple computer, you know how to work your Apple computer, and the same goes for Dell, Asus, etc. The point being, employees do not want to learn to use a new device when they are perfectly comfortable with their own and that makes cloud computing useful in that sense.

Not only do employees reap the benefits of the cloud computing system, the business/IT model forecasts are more accurate than ever. In the past when businesses would purchase new hardware or software they would have to forecast into the future spanning five to ten years. The problem is, businesses grow which inhibits the need for more employees which demands more storage space, and you get it… the forecast is wrong and you have to purchase more, and it’s not cheap! With cloud computing server capacity and running out of storage space is no worry.

Most importantly, cloud computing has positively effected customers. As we learned in class via the airplane experiment and have been reminded all quarter, the customer is the most important aspect in any business. If you don’t know what your customer wants, how will you be successful? Cloud computing has changed the way a company can interact with the customer. It allows for a business to react to customer needs as soon as the customer wants. Customers don’t have to wait to shop for products and services they have access 24/7. With cloud computing customer satisfaction reaches all new levels.

The newest cloud on the market is CenturyLinkVoice. CenturyLinkVoice is promoted as a business solutionfor small and large companies. And the idea is the same as all of the factors above; it provides a network for employees that will enable them to work wherever they have a functioning device, and more importantly it caters to customers wants and needs. For a short promotional video about CenturyLinkVoice, please see the link at the bottom of this post as well as an article discussing the impact cloud computing has had on Toyota.

 

To Understand Just How Much The Cloud Will Change The World, Look At Toyota

CenturyLink Promotional Video

Article – Cloud Computing: Effectively Changing The Business Operation Model