Chapter 13 Copyright and Fair use.

Legal Restrictions and Terms and Conditions for Use of Web Site

This web site contains many of the valuable trademarks owned and used by KFC Corporation ("KFC") and its subsidiaries and affiliates throughout the world to distinguish its quality products and services. These trademarks and related proprietary property are protected from copying and simulation under national and international laws and are not to be reproduced or copied without the express written permission of KFC.
KFC strives to ensure that the information contained in this web site is accurate and reliable. However, KFC and the World Wide Web (or Web Site Host) are not infallible and errors may sometimes occur. Therefore, to the fullest extent permissible pursuant to applicable law, KFC disclaims any warranty of any kind, whether express or implied, as to any matter whatsoever relating to this web site, including with out limitation the merchantability or fitness for any particular purpose. KFC will not be liable or responsible for any damages or injuries caused by use of this web site (such as viruses, omissions or misstatements). KF may from time to time revise the information, services and the resources contained in this web site and reserves the right to make such changes without any obligation to notify past, current or prospective visitors. In no event shall KFC be liable for any indirect, special, incidental or consequential damages arising out of any use of the information contained herein.
The web site may link to sites not maintained or related to KFC. Hypertext links are provided as a service to users and are not sponsored by or affiliated with this web site or KFC. KFC has not reviewed any of all of the sites hyper-linked to or from this web site and is not responsible for the content of any other sites. The links are to be accessed at the user's own risk and KFC makes no representations or warranties about the content, completeness, or accuracy of these links or the sites hyperlinked to this web site. Further, KFC does not implicitly endorse third-party sites hyperlinked to this web site.
The Site may also contain references to other company, brand and product names. These company, brand and product names are used herein for identification purposes only and may be the trademarks of their respective owners. The images of people or places displayed, forms, structures, and graphics displayed or found within the Site are either the property of, or used with permission by KFC. KFC may be, but is not necessarily sponsored by or affiliated with any of the owners of the other company, brand or product name appearing on the Site, and makes no representations about them, their owners, their products or services.
The graphic images, buttons and text contained in this web site are the exclusive property of KFC and, except for personal use, may not be copied, distributed, or reproduced or transmitted in any form or by any mean, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of KFC. The content, arrangement and layout of the Site, including, but not limited to, the trademarks, service marks, package designs, text, and content, are proprietary and are protected from copying, imitation, communication, or simulation under domestic and international laws and are not to be reproduced, communicated, displayed, distributed, or transmitted without the express written permission of KFC.
Any unauthorized use of the materials, structure, sequence, arrangement, or design of the Site, or trademakers, service marks, or trade dress found within the Site may violate civil or criminal laws, including, but not limited to, copyright laws, trademark laws, the laws of privacy and publicity, and communications regulations and statutes.
By visiting the Site the User does not acquire or obtain by implication or otherwise, any license or right to use or make additional copies of any materials or information displayed on the Site.
Copyright 2008 KFC Corporation. All rights reserved.

Reference : http://www.kfc.com/legal.asp

Chapter 12 Knowledge Management.

Knowledge Management

The traditional view of knowledge management has treated knowledge in terms of prepackaged or taken-for-granted interpretations of information. However, this static and contextual knowledge works against the generation of multiple and contradictory viewpoints that are necessary for meeting the challenge posed by wicked environments. - Dr. Yogesh Malhotra inToward a Knowledge Ecology for Organizational White-Waters

Data is organized into information by combining data with prior knowledge and the person's self-system to create a knowledge or mental representation (Marzano, 1998). This is normally done to solve a problem or make sense of a phenomenon.

This knowledge representation is consistently changing as we receive new inputs, such as new learnings, feelings, and experiences. This causes the knowledge representation to change due to our brains being branched or interconnected to other representations, rather than layered.

Knowledge Management Comes Quite Naturally to Humans

While there are normally only five ways to organize information — LATCH (Location, Alphabet, Time, Category, or Hierarchy), these five ways have a lot of versatility (Wurman, 2001). For example, a youngster with a toy car collection may sort them by color, make, type, size, type of play, or a dozen other divisions. The youngster can even make up categories as new divisions, play activities, or wants appear. However, a computer is considered "intelligent" if it can sort a collection into one category. Yet, many organizations are placing their bets on computer systems due to the amount of data such systems can hold and the speed at which it can sort and distribute once such categories and data are made known to it.

Extracting Knowledge

Jeffery Pfeffer and Robert Sutton (2000) write that companies have wasted hundreds of millions on worthless knowledge management systems:

• The most valuable employees often have the greatest disdain for knowledge management. Curators badger these employees to enter what they know into the system, even though few people will ever use the information.
• The managers of these systems know a lot about technology, but little about how people actually use knowledge on the job.
• Tacit knowledge is extremely difficult to capture into these systems, yet it is more critical to task performance than explicit knowledge.
• Knowledge is of little use unless it is turned into products, services, innovations, or process improvements.
• Knowledge management systems work best when the people who generate the knowledge, are the same people who store it, explain it to others, and coach them as they try to implement it. These systems must be managed by the people who are implementing what is known, not those who understand information technology.

Next Step

Click on the various parts of the chart to learn more about that topic

Reference

Marzano, Robert J. (1998). A Theory-Based Meta-Analysis of Research on Instruction. Mid-continent Aurora, Colorado: Regional Educational Laboratory. Retrieved May 2, 2000 fromhttp://www.mcrel.org/products/learning/meta.pdf

Pfeffer, J., Sutton, R. (2000). The Knowing—Doing Gap: How Smart Companies Turn Knowledge into Action. Cambridge, MA: Harvard Business School Press

Wurman, S. (2001). Information Anxiety 2 Indianapolis: Que.

B r a n d   s t r a t e g y  

> B U I L D I N G   A   W I N N I N G   B R A N D   P O R T F O L I O   C E N T R E D   A R O U N D   H E I N E K E N

Our brand strategy is to build a strong portfolio that combines the power of local and international

brands and which has Heineken at its centre. The consistent growth of our brands requires solid 

creative brand management, which we coordinate centrally. By carefully balancing our brand portfolios and achieving optimal distribution and coverage, we aim to build and sustain strong positions in

local markets.

For the Heineken and Amstel brands, we develop and maintain central guidelines and standards for

brand style, brand value and brand development. At a central level we also support local management

of the entire brand portfolios, through benchmarking programmes designed to optimise marketing,

sales and distribution. 

C o m m e r c i a l   E x c e l l e n c e  

> O R G A N I C   G R O W  T H   I S   C R I T I C A L   F O R   T H E   F U T U R E   O F   O U R   B U S I N E S S

In 2004 we launched a global strategic initiative – ‘Building Winning Portfolios!’. This long-term 

initiative is aimed at systematically reviewing and improving the strength of portfolios in a number 

of key markets and identifying those brands, that create value. Where unmet consumer needs are

identified, we are accelerating the introduction of new, consumer-relevant brand propositions. 

In 2005 we will have completed reviews across the majority of key markets. In parallel, there is also a

strong focus on building the excellence required in sales and marketing to execute the portfolio plans. 

To leverage our global strength and to accellerate organic growth we made good progress in 

optimising operating companies’ commercial policies. We did this through sharing knowledge and

experience and developing excellent brand and portfolio management skills alongside world-class

channel, sales and distribution processes. Measuring and monitoring how well we are performing 

is critical to success. Given this, we paid special attention in 2004 to improving the effectiveness 

of commercial spend. The result will be reallocations of commercial spend, increased return on 

commercial investment and finally, performance improvement and value creation.

In addition, we introduced a global standard for measuring brand performance. This ‘Heineken

Brand Dashboard’, is a new system for measuring and reporting all essential key performance 

indicators on sales, marketing and finance relating to the Heineken brand. This tool will make it easier

to diagnose brand health issues and to have a consistent view of the most successful growth drivers for

the Heineken brand across the business. Further extensions of the ‘dashboard’ to track and manage

other brands in the same way are planned in 2005.

At the end of 2004, our most senior commercial managers exchanged ideas and received 

demonstrations of best practice at a two-day workshop – ‘Impact 2005’. These two days resulted in a

common understanding of the goals and priorities as well as in concrete plans to leverage our 

portfolio strength in all our key markets. It is an indication of how we intend to operate and build our

capability in the future.

Brands

In 2004, our total beer volume was made up as follows: Heineken brand 18.7%, Amstel 9.1% and other

beer brands 72.2%. In addition to Heineken and Amstel, our international brands comprise a collection 

of specialty beers to satisfy the consumer’s growing demand for variety. Sales of these high margin

products allow us to drive improvement in the sales mix.

H e i n e k e n

> T H E   W O R L D ’ S   M O S T   VA L U A B L E   I N T E R N AT I O N A L   P R E M I U M   B E E R   B R A N D

Heineken is Europe’s leading beer brand and is the world’s most valuable international premium

beer brand. In 2004, the Heineken brand once again reinforced its position in virtually all markets.

Sales of Heineken beer worldwide increased 3.1% to 22.8 million hectolitres. 

The strongest growth markets in Europe for Heineken in 2004 were Russia, Poland and Spain. In the

more established European markets – France, Italy, the Netherlands, Ireland and Greece – Heineken

was able to maintain or strengthen its position. In the United Kingdom, where the brand was 

withdrawn and fully re-launched early 2003, it continues to achieve growth in volume and distribution.

With new business structures and dramatically improved distribution in Central and Eastern Europe,

the brand was able to make good progress across the region, including a move to production in

Romania in December, a highly successful relaunch in Austria and strong growth throughout the year

in Poland. 

Strong growth was also achieved in several markets in the Asia Pacific region, particularly Vietnam, 

New Zealand and Taiwan. In China, thanks to our new local production strategy and increased focus,

we saw a substantial improvement compared with 2003, which was a difficult year. In August,

Heineken’s position in Australia was strengthened through a sales and marketing joint-venture with

Lion Nathan, Australia’s second-largest brewer.

In South America, Heineken achieved strong volume growth in Chile and Argentina and also grew

in Puerto Rico. In North America, USA and Canada, we accomplished another year of growth. 

In Heineken’s main markets in Africa, the Heineken brand continued to perform well. Brandhouse,

the new joint-venture with Diageo and Namibia Breweries, is supporting growth in South Africa, and

will be an important platform for future growth. South Africa saw strong brand growth during the

year. In Nigeria, we began local production of the Heineken brand following a long ban on imported

beers. 

I n n o v a  t i o n ,   R e s e a r c h   &   D e v e l o p m e n t

To a large degree, the ability of Heineken to sustain growth depends on our ability to innovate across

products, packaging and drinking occasions. It is our understanding of the consumer, which shapes

our innovation ideas and it is world-class Research & Development (R&D) which enables those ideas 

to be realised.

Much of our R&D activity is carried out locally in our operating companies and coordinated centrally.

The programme covers the entire supply chain, from the evaluation of new and improved strains of

barley and hops to the development of new products and packaging. 

An important focus of our R&D efforts is on developing and refining new draught beer systems,

both for the on- and off-trade. In February 2004 we launched BeerTender® in the Netherlands, 

a returnable 4-litre keg and tap system that allows consumers to enjoy quality draught beer at home.

Based on its successful launch, we now plan to introduce BeerTender® in a number of other countries.

We also continue to work on improvements to the features and functionality of David, our successful

draught beer system for small on-trade outlets, launched in 2002.

Packaging innovations in 2004 included the further roll-out of the Heineken ‘Identity’ can. Across

markets, in which the can has been launched, results have confirmed success in terms of positive

consumer perception, premium positioning and volume growth. Through the year, we also created

I nv e s t o r   R e l a t i o n s  

new designs for secondary packaging for Heineken and Amstel.

Heineken takes a proactive role in maintaining an open dialogue with shareholders and bondholders,

providing accurate and complete information in a timely and consistent way. We do this through

presentations, webcasts, press releases, regular briefings and open days with analysts, fund 

managers and shareholder associations.

In 2004, we gave several business and financial presentations and improved audience access by 

webcasting them live from London and New York. One of these presentations was directed solely 

at sustainable investment portfolio managers. In addition, Heineken took part in a number of international conferences organised by third parties and other activities for institutional investors. 

For retail investors, who are mainly based in the Netherlands, Heineken organised company visits 

and gave presentations. In 2005 we plan to increase the number of direct webcasts and presentations

to analysts and fund managers. 

To improve further our dialogue with financial audiences we make significant and increasing use 

of the website www.heinekeninternational.com

S u s t a i n a b i l i t y

As a company we aim to achieve more than just superior financial results. We are committed 

to sustainability in the broadest sense. Our definition covers economic sustainability, the working 

conditions and general health, safety and well-being of our employees and the support of the local

communities in which we operate. Sustainability covers everything from the quality of our products 

to protecting the environment. We expect to be judged on all these elements and we invest great time

and resources in meeting our ever-rising standards and targets. 

Sustainability reporting

In 2004 we published the first comprehensive Sustainability Report. This publication ‘Towards

Sustainability’ analyses the period 2002-2003, presenting a thorough and broad overview of our 

activities worldwide and how they score according to three dimensions of sustainability: economy,

ecology and society. 

Source : http://www.heinekeninternational.com/content/live/files/downloads/InvestorRelations/Operational%20review_tcm4-12788.pdf

Chapter 11 Information Systems.

21/12/09

2 New iPhone Apps: ZARA & ZARA HOME

Filed under: iPhone Apps by Marc @ 18:10

Last week two brand new iPhone apps where released, ZARA and ZARA HOME, both underInditex license. We’ve worked closer with our client Abuse to make them a completely success, both apps appeared at top lists in just a few days.

These apps are pocket catalogues of all the products that can be found in each ZARA store, organized by sections which is very useful for all customers, but one of the most important features of the application is the update frequency: ZARA’s team will update the content weekly to keep you informed about all its new products.

I would like to take this post to talk about mobile marketing posibilities, there is a lot of companies around the world using mobile marketing solutions to promote their products. iPhone and large set of latest mobile devices has the multimedia capabilities to provide a very easy, clear and useful channel of communication between companies and it’s potential customers.

The fact of ZARA releasing a set of applications available in most important plattforms(iPhone, Android, Nokia, Blackberry,…) it’s just another example of how useful can be for the companies to keep his customers updated with it’s latest products through a maketing mobile application.

Chapter 10 Information and Technology skills


Pros of information Technology

Advantages of Information Technology

• Globalization
True globalization has come about only via this automated system. The creation of one interdependent system helps us to share information and end linguistic barriers across the continents. The collapse of geographic boundaries has made the world a 'global village'. The technology has not only made communication cheaper, but also possible much quicker and round the clock. The wonders of text messages, email and auto-response, backed by computer security applications, have opened up scope for direct communication.

• Cost-effective
Computerized, internet business processes have made many businesses turn to the Internet for increased productivity, greater profitability, clutter free working conditions and global clientèle. It is mainly due to the IT industry that business have been able to make their processes more streamlined, thereby becoming more cost-effective and consequently more profitable. People are able to operate their businesses 24x7, even from remote locations only due to the advent of information technology.

• Communication
Quick and effective communication is vital to any business anywhere in the world. Information technology gives an entrepreneur or business the tools, like email, video conferencing, SMS, etc., essential to communicate efficiently and effectively. to the business world, and information technology gives your company the resources it needs to communicate quickly and effectively. Not only do people connect faster with the help of information technology, but they are also able to identify like-minded individuals and extend help, while strengthening ties.

• Storing and Protecting Information
IT provides a low-cost business options to store and maintain information that may be important from a business or service point of view. Virtual vaults and other such security systems not only store vital data but also allow control over the access to such information. IT security systems will also protect virtual data from being hacked or wiped out in case of any technical failure.

• Creation of New Jobs
One of the biggest advantage of IT has been the creation of a whole new field of opportunity for skilled personnel leading to new and interesting jobs. Hardware and software developers, computer programmers, web designers, system analyst, the list of new jobs created could go on. IT has also been attributed to be the major cause of surge in the economies of certain Third World nations too.




Cons of Information Technology

It has taken away people’s Privacy

As IT-Sectors have wined the people’s heart worldwide. People are here to share and store any kind of information, private date in their hard drives and private online databases. But due to some Cyber-Criminals, nothing is SO Safe both online and offline. If someone becomes a bit careless, s/he may needs to pay high for it. (It’s serious).

The online community is not safe for Family anymore

Children under age may often share Cell Numbers, Private Email Address which can be hacked by people and can pass it to the criminals who have a blue-print to harm the society. And people are loosing credit card privacy and other payment processing options. Again, there are some sites created by Nasty Guys, which can lead under eighteen teenagers to a different path – That Is Going To Bring Harms To The Nation.

It is going to damage a Human’s Natural Power

We can think, gather human principles (ethical knowledge) and make co-operative relationships between friends and families. But due to harmful aspects of (IT) people are becoming fully technological based. And it can bring huge damage to the society as its taking away the natural thoughts and organic ideas.

It can bring World Destruction without Efficient Administration

This is an extra point which I am writing by remembering various Science Fictions. Great scholars have though about the matter wisely. Til now, we (humans) are possessing the leading place in the world and administering the computer technology. But a day MAY come when the technology is going to administer us in all aspects. It may probably happen that we are converted to the slaves of Technology.

So, by this cons I am not trying to tell that Technology is here to bring harms only, because I myself is a technological man who passes 24 hours browsing computer and talking on phones. But as a part of human society we need to give up a look at the both sides of IT.

Source : http://www.buzzle.com/articles/advantages-of-information-technology.html
           : http://113tidbits.com/the-pros-and-cons-of-information-technology/3696/

Chapter 8 Search engine.

A web search engine is designed to search for information on the World Wide Web and FTP servers. The search results are generally presented in a list of results often referred to as SERPS, or "search engine results pages". The information may consist of web pages, images, information and other types of files. Some search engines also mine data available indatabases or open directories. Unlike web directories, which are maintained only by human editors, search engines also maintain real-time information by running an algorithm on a web crawler. These are 5 search engine that the most people known around the world. 

1. Google.

 

2.Yahoo.

3. Bing.

4. Live.

5. Ask.

Chapter 9 Criteria for evaluation

Characteristics of a Good Website

Published March 4th, 2007 in Design

What makes a website successful? Keep the following points in mind when creating your website to get the most out of it:

• Content

Quality content on your website can provide users with the information they are looking for. Content also allows you to establish yourself as an expert in your field. When your website visitors are looking to make a purchase they will feel more comfortable with your products and services if you have built their trust and confidence through what you have written on your website.

Keyword-filled content is also crucial for getting high search engine rankings. Most internet users trust search engines to help them find what they are looking for. Taking the time to create high quality content can have huge payoffs through increased search engine rankings.

• Simple and Attractive Design

The design of a good website should be simple, yet professional. The design should not take away or distract from the content. Websites with excessive use of Flash and moving images can be very distracting. Use design to help you get your message to visitors, not to distract them from the message. Colors should not be hard on the eyes, and text should be easy to read.

• Easy Navigation

Navigation and links provide opportunities to incorporate design elements in to the website; however, navigation schemes should not be so elaborate that the user has trouble knowing where to click to move to another page. The average visitor’s attention span is a matter of seconds, and if it is hard to find what he or she is looking for, you will loose that visitor very quickly. Links to your most important pages should be easily found on every page. A good rule of thumb is that every page should be accessible in two clicks from your home page (this may not be possible with larger sites).

• Unique

The most successful websites will stand out from the crowd. There are a number of was that you can make your website stand out: better design, high quality articles, a blog, a newsletter, some type of resource or tool. Find something that would be appealing to your target market.

• Fresh

Having a website that changes or is updated frequently will encourage repeat visitors. Repeat visitors will be more loyal and more likely to buy. There are a few different options for keeping your site fresh:

1- Update the site and add content occasionally – This will require you to either pay a designer or do the work yourself.

2 – Use a blog – With a blog you can add content to your website from any computer with an internet connection. All you’ll have to do is login and type. No special software or skills are required.

3 – RSS feeds – With RSS feeds you can add news headlines, weather, stock tickers, etc. to your website. Additionally, you can add content from most blogs to your site with RSS. The benefit of RSS feeds is that once in place they will automatically update.

• Optimized

A successful website will be search engine-friendly. Optimization includes things like using page titles and meta tags for all of your pages. Using headers and alt tags for images can also help optimization and accessibility. Even a website that is strong in other areas but weak in optimization may be hard for users to find.

http://vandelaydesign.com/blog/design/characteristics-of-a-good-website/

Information Bias

Description

When we are trying to make a decision, we generally seek data on which to rationally base the choice. Where this goes wrong, is when we assume that all information is useful, and that 'more is better'.

Sometimes, extra information adds no significant value. Sometimes it simply serves to confuse.

Research

Baron, Beattie, and Hershey (1988), gave subjects a diagnostic problem involving fictitious symptoms, tests and diseases. Many subjects said they would need additional tests even when they had sufficient data.

Example

A manager gets consultants to do a study of the marketplace when a third party report is already available at far less cost.

So What?

Using it

When you want people to pay attention to your information, even when they have other information you may well be able to present it, for example as 'new findings'.

You can also deliberately create overload by encouraging people to seek more and more data.

Defending

Think first about what information you need and go for that which is just sufficient and necessary.

See also

Information Processing Theory, Involvement

References

Baron, Beattie, and Hershey (1988)

http://changingminds.org/explanations/theories/information_bias.htm