report project sisp

7/31/2019 Report Project SISP

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CHAPTER I

COMPANY BACKGROUND

MAE was founded by the CEO/Group Managing Director Datuk Jimmy KS Lim and his

business mates. Specialize in system design, manufacture and system integration of automated

material handling solution to a large spectrum of industries including coal and mineral, food and

beverage processing, automotive, airport, electrical and electronic, pulp and paper, postal and

courier services, wholesales and distribution, retail and general merchandise.

Back to 1979, MAE was established in Singapore to produce high quality engineering

design scale models such as architecture, infrastructure and ship models to local clients. In mid

1980s, the company started the trading business in engineering and power transmission products

in Malaysia such as motors, automation parts, sensors, semiconductors and components.

Subsequently MAE ventured into material handling business and formed a strategic partnership

with Maruyasu Kikai - a material handling specialist from Japan. From there on, the company

further developed the technology and started penetrating into overseas market via setup of

subsidiary companies. Today, MAE is well equipped with the technology and resources to

provide turnkey material handling solution and has established a global network to serve its

clients needs in both domestic and overseas markets, including Europe, USA, Middle East and

Asia regions, with total over 700 employees.

MAEs strength lies on in -house engineering and manufacturing capability. Throughout

the years, MAE has developed a wide range of standard conveying equipment for diverse

applications. With more than 20 years of experience, MAE has garnered the reputation as one of

the reliable automated material handling solution providers. MAEs products and services have

been proven to be efficient, sturdy and highly cost-effective. The group has five main business

areas as below:


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i. Unit Material Handling Solution (UHS)

ii. Logistic Sortation and Warehousing Solution (LSW)

iii. Bulk Material Handling Solution (BHS)

iv. Contract Manufacturing Service (CMS)

v. Other Strategic Business Units (SBU)

Other SBUs of the group including:

AE-Keed Packaging Machine Pipe and Joint System Engineering Design Scale Model Trading of engineering and power transmission product

Engineering Design Scale Model that operates under Strategic Business Units (SBU)

provides finely crafted scale models for the client to test their concept in physical space. Having

vast experience in building high quality scale models, such as architecture, building,

infrastructure and ship models, Engineering Design Scale Model utilize CAD programs with

CO2 precise laser cutting and milling machines in generating the clients model, with great care

and sense of realism, that assist the client to achieve their objective, in marketing andengineering of their projects.


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CHAPTER II

BUSINESS PLAN

2.1 Vision & Mission

2.1.1 Vision

To be a world-class material handling solution provider

2.1.2 Mission

To provide advanced material handling technology with competitive price,

good quality and on-time

2.2 Business environment (external)

A business converts inputs into outputs in order to make a profit. However,

business does not operate in a vacuum. It has to act and react to what happens outside the

factory and office walls. These factors that happen outside the business are known as

external factors or influences. These will affect the main internal functions of the

business and possibly the objectives of the business and its strategies. The main factor

that affects the business is the degree of competition or how fiercely other businesses

compete with the products that another business makes. Business environment consist of all those factors that have a bearing on the business. The term business environment

implies those external forces, factors and institutions that are beyond the control of

individuals business organizations and their management and affect the business

enterprise. These forces are customer, creditors, competitors, government, and socio-


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2.3 SWOT Analysis

SWOT is a tool that identifies the strengths, weaknesses, opportunities and threats

of an organization. Specifically, SWOT is a basic, straightforward model that assesses

what an organization can and cannot do as well as its potential opportunities and threats.

The method of SWOT analysis is to take the information from an environmental analysis

and separate it into internal (strengths and weaknesses) and external issues (opportunities

and threats). Once this is completed, SWOT analysis determines what may assist the

company in accomplishing its objectives, and what obstacles must be overcome or

minimized to achieve desired results. Below is the result of SWOT analysis for

Malaysian AE Models Holdings Berhad (MAE):

STRENGTH

Employee skills High productivity Pattern and copy right

WEAKNESS

Economic upswing Problems over quality Low employee morale

OPPORTUNITY

Market growth

THREAT

Economic downturn Higher input prices.


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i. Strength Employee skills

All employees must undergo the training first before they were

considered as the permanent employee. For every project, a new team

is formed to ensure effective resource planning and project

execution. Lead by a project manager that give advises and assists

their team members at the start-up to the full operation of the system.

Via Master Project Scheduling, they ensure operational excellence and

to complete finished products in good quality and functionality, within

budget, and on-time delivery according to the desired schedule.

High productivityQuality is always the top priority in MAEs business philosophy. They

only use high quality components and parts from the industrys

reputable manufacturers in their equipment to ensure high product

performance.

Pattern and copy right

All model designs by MAE Models Group are copyrighted. Anyattempt to copy or alter of the design will be prosecuted by the law.

ii. Weakness Problems over quality

The company provides finely crafted scale models and building high

quality scale models, such as architecture, building, infrastructure and

ship models. All the measurement and design is needed to be precise,

but sometime the model implemented is not fulfilled the requirement.


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Low employee morale

Low employee morale can be destructive in a business setting and can

lead to dissatisfaction, poor productivity, absenteeism and even

turnover.

iii. Opportunity Market growth

The overall demand for the product selling has increased.

iv. Threats Economic downturn

The economy of a country experiences a sudden downturn brought on

by a financial crisis.

Higher input prices

The supplier sell the component needed to build the model design in

high price.

2.4 Porters five forces model

The Porter's Five Forces tool is a simple but powerful tool for understanding

where power lies in a business situation. This is useful, because it helps the company

understands both the strength of the current competitive position, and the strength of a

position that are considering moving into.

With a clear understanding of where power lies, the company can take fair

advantage of a situation of strength, improve a situation of weakness, and avoid taking

wrong steps. This makes it an important part of the planning toolkit.

Conventionally, the tool is used to identify whether new products, services or

businesses have the potential to be profitable. However it can be very illuminating when


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used to understand the balance of power in other situations. Porters Five Forces Model

Analysis assumes that there are five important forces that determine competitive power in

a business situation. These are:

i. Traditional competitor

If the company has many competitors, and they offer equally attractive products

and services, then the company will most likely have little power in the situation,

because suppliers and buyers will go elsewhere if they don't get a good deal from

the company. On the other hand, if no one else can do what the company does,

then the company can often have tremendous strength. The rival of Malaysian AEModels Holdings Berhad (MAE) is an average level because theres no so much

company that offer and produce the same product and services.

ii. Threat of new market entrants

Power is also affected by the ability of people to enter the market. If it costs little

in time or money to enter the market and compete effectively, and if there are few

economies of scale in place, or if there have a little protection for the key

technologies, then new competitors can quickly enter the market and weaken the

position. If the company has strong and durable barriers to entry, then it can

preserve a favorable position and take fair advantage of it. Malaysian AE Models

Holdings Berhad (MAE) can be considered as the business with high barrier, but

great deal investment. Many investment and good business plan is required to

enter and setup this company. Besides that, MAE also get many sub-contract from

others big company either from local company or international company. Brand

of MAE was established long time ago, so the possibility of new markets entrants

is low.


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for lower prices. It is because there has not much company that run such

particular type of business in Malaysia.

v. Bargaining power of suppliers

Suppliers have a great deal of influence over an industry as they affect price

increases and product quality. A supplier group exerts even more power over an

industry if it is dominated by a few companies, there are no substitute products,

the industry is not an important consumer for the suppliers, their product is

essential to the industry, the supplier differ costs, and forward integration

potential of the supplier group exists. Labor supply can also influence the position

of the suppliers. These factors are generally out of the control of the industry orcompany but strategy can alter the power of suppliers. Malaysian AE Models

Holdings Berhad (MAE) company has many suppliers to supply the raw material

needed for produce and build the model. But the raw material is limited and

cannot use for personal purpose. All raw materials taken from store must be

recorded. The person in charge will do the inventory to make sure that the raw

material is enough for the project and not misused by the employee. Price of

design scale model is base on the price of the raw material and the time to finish

the project. MAEs strategic plan stated that the cost of production must b e lower

but the quality of the product must be higher.

2.5 Business Objectives

The objectives of this company are:

To enhance living standard and working knowledge of the employees

To fulfill social responsibility to the society To create continuous learning culture To minimize cost and maximize efficiency To achieve excellence customer satisfaction


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CHAPTER III

PRESENT IS/IT

3.1 Information system employed (internal, external)

Internal:

Knowledge management is essentially about getting the right knowledge to the

right person at the right time. This in itself may not seem so complex, but it implies a

strong tie to corporate strategy, understanding where and in what forms knowledge exists,

creating processes that span organizational functions, and ensuring that initiatives are

accepted and supported by organizational members. Knowledge management may also

include new knowledge creation, or it may solely focus on knowledge sharing, storage,

and refinement

The overall objective is to create value and to leverage, improve, and refine the firm's

competences and knowledge assets to meet organizational goals and targets.

Implementing knowledge management thus has several dimensions including:

a) Organizational

The MAE has a well-defined organizational structure with clearly defined

delegation of responsibilities to Committees of the Board and to Management that

promotes accountability for appropriate risk management and control procedures.

The procedures include the establishment of authority limits for all aspects of the

business, which is subject to periodic review throughout the year as to their

implementations and their continuing suitability.
http://www.knowledge-management-tools.net/knowledge-information-data.htmlhttp://www.knowledge-management-tools.net/knowledge-sharing.htmlhttp://www.knowledge-management-tools.net/knowledge-sharing.htmlhttp://www.knowledge-management-tools.net/knowledge-information-data.html


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b) MAE Policies and Guidelines

Internal procedures and policies are clearly documented in manuals and reviewed

and revised periodically to meet changing business, operational and statutory

reporting needs. This is to ensure proper documentation, approvals and effective

control over operating units within the MAE. Operating manuals are also available

within the MAE and these set out policies and procedures for day to day operations

and act as guidance to employees on the necessary steps to be taken in a given set

of circumstances. The manuals enable tasks to be carried out with minimal

supervision.

c) Delegation of Authority

Delegation of authority including authorization limits at various levels of

Management and those requiring the Boards approval are documented and

designed to ensure accountability and responsibility. The authority of the Directors

is required for key treasury matters including changes to equity and loan financing,

interest rates, cheque signatories, the opening of bank accounts and foreign

operations. Clear definition of authorization procedures and delegated authority

levels for major tenders, major capital expenditure projects, acquisitions and

disposals of businesses, and other significant transactions are in place. The

approval of capital and revenue proposals above certain limits is reserved to the

Board. Other investment decisions are delegated for approval in accordance with

authority limits. Comprehensive appraisal and monitoring procedures are applied

to all major investment decisions.


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External:

From the outset it is crucially important to understand that Business Intelligence cannot

replace Competitive Intelligence. Both has its place and both is of the utmost importance

for the success of any organization

1. Competitive intelligence (CI)

Competitive Intelligence is the gathering and analyzing of intelligence about the

behavior of the market deal in, in order to make certain decisions based on market

trends. Since competitors are a part of the market, the collecting of information oncompetitors that enables you to monitor their behavior in order to pinpoint their

weak/strong points will form part of CI.

Due to the rapidly changing face of business, competition now spreads across the

continents and information technology networks. Technology is speeding the flow of

transactions, decisions, and knowledge-flow and as a result, corporations are

demanding more CI information. Some firms depend on their senior-level

management to locate key information on competitors.

Others have a centralized internal division solely for the purpose of conducting CI

reviews. Still others spend large amounts of money through the employment of

Competitive Intelligence companies, in exchange for a wealth of competitor

information. CI teams come in all sizes, yet it must be realized that information must

reach the right people at the right time. Communication, credibility, collaboration,

teamwork, consistency and confidentiality are key elements in conducting CI.

By understanding competitive intelligence and how important it has become in

businesses all over the world, it is evident it has become a requirement in corporate

managements strategies and decisions and a necessi ty to master and comprehend in

order to succeed.


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2. Business Intelligence (BI)

Business Intelligence is the management of a companys internal data. This includes

the Extract, Transform and Loading of this data in a well designed Data Warehouse in

order to extract and present the data as intelligent information. This will help any

business make better decisions based on its own historic information and can therefore

project possible future trends.

Business intelligence can be applied to the following business purposes, in order to

drive business value.

a) Measurement

MAE creates a hierarchy of performance metrics and benchmarking that informs

business leaders about progress towards business goals or business process

management) .

b) Analytics

MAE builds quantitative processes for a business to arrive at optimal decisions and

to perform business knowledge discovery. Frequently involves: datamining, process mining, statistical analysis, predictive analytics, predictive

modelling, business process modelling, complex event processing and prescriptive

analytics.

c) Reporting /enterprise reporting

MAE builds infrastructure for strategic reporting to serve the strategic

management of a business, not operational reporting. Frequently involves data

visualization, executive information system and OLAP.
http://en.wikipedia.org/wiki/Measurementhttp://en.wikipedia.org/wiki/Performance_metricshttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Business_process_managementhttp://en.wikipedia.org/wiki/Business_process_managementhttp://en.wikipedia.org/wiki/Analyticshttp://en.wikipedia.org/wiki/Data_mininghttp://en.wikipedia.org/wiki/Data_mininghttp://en.wikipedia.org/wiki/Process_mininghttp://en.wikipedia.org/wiki/Statistical_analysishttp://en.wikipedia.org/wiki/Predictive_analyticshttp://en.wikipedia.org/wiki/Predictive_modelinghttp://en.wikipedia.org/wiki/Predictive_modelinghttp://en.wikipedia.org/wiki/Business_process_modelinghttp://en.wikipedia.org/wiki/Complex_event_processinghttp://en.wikipedia.org/wiki/Prescriptive_Analyticshttp://en.wikipedia.org/wiki/Prescriptive_Analyticshttp://en.wikipedia.org/wiki/Reportinghttp://en.wikipedia.org/wiki/Enterprise_reportinghttp://en.wikipedia.org/wiki/Data_visualizationhttp://en.wikipedia.org/wiki/Data_visualizationhttp://en.wikipedia.org/wiki/Executive_information_systemhttp://en.wikipedia.org/wiki/OLAPhttp://en.wikipedia.org/wiki/OLAPhttp://en.wikipedia.org/wiki/Executive_information_systemhttp://en.wikipedia.org/wiki/Data_visualizationhttp://en.wikipedia.org/wiki/Data_visualizationhttp://en.wikipedia.org/wiki/Enterprise_reportinghttp://en.wikipedia.org/wiki/Reportinghttp://en.wikipedia.org/wiki/Prescriptive_Analyticshttp://en.wikipedia.org/wiki/Prescriptive_Analyticshttp://en.wikipedia.org/wiki/Complex_event_processinghttp://en.wikipedia.org/wiki/Business_process_modelinghttp://en.wikipedia.org/wiki/Predictive_modelinghttp://en.wikipedia.org/wiki/Predictive_modelinghttp://en.wikipedia.org/wiki/Predictive_analyticshttp://en.wikipedia.org/wiki/Statistical_analysishttp://en.wikipedia.org/wiki/Process_mininghttp://en.wikipedia.org/wiki/Data_mininghttp://en.wikipedia.org/wiki/Data_mininghttp://en.wikipedia.org/wiki/Analyticshttp://en.wikipedia.org/wiki/Business_process_managementhttp://en.wikipedia.org/wiki/Business_process_managementhttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Performance_metricshttp://en.wikipedia.org/wiki/Measurement


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d) Collaboration /collaboration platform

MAE gets different areas (both inside and outside the business) to work together

through data sharing and electronic data interchange.

e) Knowledge management

MAE make the company data driven through strategies and practices to identify,

create, represent, distribute, and enable adoption of insights and experiences that

are true business knowledge. Knowledge management leads to learning

management and regulatory compliance /compliance.

Competitive Intelligence is sometimes bundled under Business intelligence instead of

both disciplines being grouped together as Knowledge Management (KM). Seeing these

two specifically different terms as similar is not incorrect as both is in actual fact born out

of the need to gain an edge over competition in your specific market, but this can

however get confusing as both these disciplines requires distinctly different skill sets

(although certain individuals may have knowledge in both). A BI professional needs

intensive database and database design skills as well as technical IT skills in BI and ETL

tools. A CI professional need skills in strategic thinking, should have extensive analytical

abilities and should be familiar with various scientific analytical methodologies. Both

individuals should have extensive knowledge of the specific industry and should be able

to sift pieces of data into actionable intelligent information.

3.2 Use role of IS in business

1. Management Information System (MIS)

Management information system (MIS) is one of the major computer based information

systems. Its purpose is to meet the general information need of all the managers in the
http://en.wikipedia.org/wiki/Collaborationhttp://en.wikipedia.org/wiki/Collaboration_platformhttp://en.wikipedia.org/wiki/Data_sharinghttp://en.wikipedia.org/wiki/Electronic_data_interchangehttp://en.wikipedia.org/wiki/Knowledge_managementhttp://en.wikipedia.org/wiki/Learning_managementhttp://en.wikipedia.org/wiki/Learning_managementhttp://en.wikipedia.org/wiki/Regulatory_compliancehttp://en.wikipedia.org/wiki/Compliance_(regulation)http://en.wikipedia.org/wiki/Compliance_(regulation)http://en.wikipedia.org/wiki/Regulatory_compliancehttp://en.wikipedia.org/wiki/Learning_managementhttp://en.wikipedia.org/wiki/Learning_managementhttp://en.wikipedia.org/wiki/Knowledge_managementhttp://en.wikipedia.org/wiki/Electronic_data_interchangehttp://en.wikipedia.org/wiki/Data_sharinghttp://en.wikipedia.org/wiki/Collaboration_platformhttp://en.wikipedia.org/wiki/Collaboration


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3.3 Infrastructure

Technology is an important aspect in the alignment of information systems with

business strategy. This is dependent on the type of information systems infrastructure

used as a resource to assist in granting business goals. An infrastructure of organizational

capabilities is the primary basis for a company's sustainable competitive advantage. It is

important for continuously updating and improving the strategic capabilities architecture.

Todays business environment makes it imperative that th e dynamic infrastructure

requirements align with the business needs. The client demand is become higher. In order

to catch up with the clients demand, MAE Model Group must face up with a few of

client challenge such as:

Higher IT infrastructure spends with reduced budgets Lack of transparency in infrastructure managed services Service management integration within a multi- sourced IT environment Inability to effectively respond to the changing infrastructure environment

With emerging trends and technologies such as cloud computing and an on-demand

IT environment, organizations seek consolidation, standardization and rationalization.

The transformation offerings and solutions transform the IT environment from the current

as- is state to the target to - be state leveraging an analytics transformation framework.

By using this kind of technology and IT infrastructure, MAE can boost up their business

value such as:

Predictable and standardized processes On-demand environment solutions to meet the dynamic business needs Transparent infrastructure solutions that reduce the total cost of ownership (TCO)

with various tools and automation frameworks

Multi-sourced environment expertise to manage suppliers Enterprise-wide transformat ion framework that helps you achieve the to - be state

from an as -is state


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CHAPTER IV

RECOMMENDATION FOR FUTURE IS/IT

4.1 Use role of IS in businesses based on strategic direction

One of the ongoing challenges successful businesses face is in optimizing customer

satisfaction and developing Customer Relationship Management (CRM). CRM strategy should

be aligning to the organizations mission and purpose in order to harness the power of CRMsoftware and bring about a sustained achievement of business objectives and profitable customer

relationships to the MAE.

Moreover, raising customer satisfaction levels requires a comprehensive systems approach such

as below:

a. Setting a clear customer experience strategy

Often organizations confuse defining a customer experience strategy with creatinga "slogan". How many companies create a slogan without any supporting

initiatives, thereby disillusion employees and creating a "flavor of the month?"

To establish a good strategy certain key practices are required:

Understand the overall organizational vision and mission

Define the organizations customer service direction, slogan and values

Ensure customer service is defined as a key responsibility for the business ordepartment in MAE

Share the customer experience strategy via a comprehensive communications

program

Ensure that this strategy does not conflict with other business strategies.


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b. Selecting the correct employee

When recruiting employees to provide customer service, the process often tendsto concentrate more on functional expertise, technical competence and knowledge

rather than interpersonal skills. However, lack of the right attitude can drastically

affect customer satisfaction levels. Research has in fact shown that attitude is the

most important requirement because the skills and functional expertise can be

taught.

Therefore in selecting the right people:

Define the critical job requirements

Develop scenario-based interviews or assessment centers to screen and select

candidates

Involve multiple team members in the hiring process

Ensure evaluation is based on objective, not the subjective "Be Like Me"

criteria

c. Developing, motivating and managing the employee

Even though MAE has hired the right people, there is still a need to orient them

into the organizations customer relationship culture and define key

communication skills. In Call Centers and Technical Support departments, there is

a tendency to rely on technical or functional skills and neglect interpersonal skills

development. This can result in providing acceptable material service, the more

tangible aspect, yet unacceptable personal service, the competitive differentiator.

Therefore to build a customer relationship culture, it is important to:

Provide training in key areas required to deliver exceptional personal service

Reinforce these skills using ongoing coaching and feedback


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Measure current performance levels

Reward performance using a combination of monetary awards and non-

monetary recognition

d. Establishing effective service delivery processes

Effective processes and procedures provide the foundation for smoothing or

inhibiting the material service element of the customer interaction. Efficient

service delivery models appear transparent to the customer. Poor models create

those 'speed bumps' that necessitate personal intervention in order to satisfy the

customer requirements.

The critical elements in ensuring a positive material customer experience are:

Mapping the service delivery processes

Evaluating critical success points in the process

Defining service standards and objectives for these essential points

Establishing service delivery procedures to optimize material service

Creating service level agreements to smooth internal service delivery

e. Building in continuous improvement

No matter how effective the service delivery processes, or well trained the service

deliverers, things go wrong. Products have faults. Customers get frustrated.

Things slip through the cracks. The organizations that built around managing the

customer experience are able to resolve these issues effectively. This process

known as "recovery" is an important differentiator in building customer loyalty.

In order to recover effectively, it is necessary to:

Actively seek customer feedback and complaints: MAE cannot improve if

MAE does not know what went wrong in the first place.


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Train staff how to handle customer complaints effectively using the correct

mix of empathizing, apologizing and resolution.

Make sure that the real problem is solved, not just the symptoms.

Focus on proactive (prevention) as well as reactive (cure) problem solving.

f. Ensuring managers are the key change-agents

As consultants, MAE needs to observe that senior management often has the

vision, intention and commitment to introduce a comprehensive CRM. The "make

or break" element is in involving middle management in the change process, and

empowering them to be the key change-agents.

To do this, it is important to:

Engage the management team early and often in the process

Involve management members in articulating the customer experience

strategy

Teach managers coaching skills so that they are able to articulate and

reinforce the key personal service skills Use managers as facilitators when rolling out interpersonal skills training

Reward managers on establishing, monitoring and updating service delivery

processes

Ensure managers are able to act as an example to their teams.


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CHAPTER V

CONCLUSION

As conclusion, the information has emerged as an agent of integration and the enabler of

new competitiveness for today MAE enterprise in the global marketplace and because strategic

IS supports or shapes competitive strategies, the concepts of Information System (IS) is so

important. Information Technology (IT) can be use to support a variety of strategic objectives,

including creation of innovative applications, changes in business processes, links with business

partners, reduction of costs, acquiring competitive intelligence, and others.

Furthermore, the opinion of some IS scientists and reviewed the literature of the strategic

IS, competitive advantage and porters model for competitive situations. According to the MAE,

we can say one of the important factors in new challengeable business environment is emphasis

on strategic IS and this is no ended research topic. We believe for achieving successfulness,

organizations must establish all aspects for their planning structures based on strategic planning

and otherwise only word that can communicative of results is failure.


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REFERENCE

http://www.ae.com.my http://www.enotes.com/portes-5-forces-model-reference/porter-5-forces-model

http://www.aemodels.com http://it.toolbox.com/blogs/bi-ci/business-intelligence-vs-competitive-intelligence-32441 http://www.knowledge-management-tools.net/index1.html http://www.teamtechnology.co.uk/customerservice2.html http://www.teamtechnology.co.uk/customerservice.html http://www.tcs.com/offerings/it_infrastructure/pages/default.aspx
http://www.ae.com.my/http://www.ae.com.my/http://www.enotes.com/portes-5-forces-model-reference/porter-5-forces-modelhttp://www.enotes.com/portes-5-forces-model-reference/porter-5-forces-modelhttp://www.aemodels.com/http://www.aemodels.com/http://it.toolbox.com/blogs/bi-ci/business-intelligence-vs-competitive-intelligence-32441http://it.toolbox.com/blogs/bi-ci/business-intelligence-vs-competitive-intelligence-32441http://www.knowledge-management-tools.net/index1.htmlhttp://www.knowledge-management-tools.net/index1.htmlhttp://www.teamtechnology.co.uk/customerservice2.htmlhttp://www.teamtechnology.co.uk/customerservice2.htmlhttp://www.teamtechnology.co.uk/customerservice.htmlhttp://www.teamtechnology.co.uk/customerservice.htmlhttp://www.tcs.com/offerings/it_infrastructure/pages/default.aspxhttp://www.tcs.com/offerings/it_infrastructure/pages/default.aspxhttp://www.tcs.com/offerings/it_infrastructure/pages/default.aspxhttp://www.teamtechnology.co.uk/customerservice.htmlhttp://www.teamtechnology.co.uk/customerservice2.htmlhttp://www.knowledge-management-tools.net/index1.htmlhttp://it.toolbox.com/blogs/bi-ci/business-intelligence-vs-competitive-intelligence-32441http://www.aemodels.com/http://www.enotes.com/portes-5-forces-model-reference/porter-5-forces-modelhttp://www.ae.com.my/

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