Summarizing our
Executive Business Administration EMBA Program
| Total
Cost |
The total cost of
any course are US$ 490.00 in one only payment, or US$ 590.00 in
four payments of US$ 147.50. |
|
Scholarship
|
Our Board
will examine all requests for a partial fully justified
scholarship. We do not issue total scholarship. Any
partial scholarship must be paid in full. |
| Begin |
Any course will
begin five working days after your payment. |
| Duration |
Four and half
months (in Fast Track) or One year. We recommend the Fast Track model. |
| Languages |
All courses are in
English, plus the same lessons in one of the following
translations: Arabic, Bulgarian, Catalan, Chinese, Croatian,
Czech, Danish, Dutch, Filipino, Finnish, French, German, Greek,
Hebrew, Hindi, Indonesian, Italian, Japanese, Korean, Latvian,
Lithuanian, Norwegian, Polish, Portuguese, Romanian, Russian,
Serbian, Slovak, Slovenian, Espanol, Swedish, Ukrainian,
Vietnamese.
|
| Diploma |
After
the final exam, you will receive (through a Priority
Airmail Registered letter) a Diploma and a Transcript, both with
an official Public Notary signature and seal.
|
| Exam |
You
have two options for the final exam, at your choice: Or a
multiple choice test through the Web, or to write a 10-pages
white paper about the studied subject.
|
Brief Notes on Executive Business Administration - executive economics
Dr. S. Koner,
MBA Professor
The essencë of the Information Technology revolution and, in particular, the World Wide Web is the opportunity to build better relationships with customers than has been previously possible in the offline world.
CRM applications can enable effective Customer Relationship Management, provided that an enterprise has the right leadership, strategy, and culture.
With so many demands on a CIO's time, coupled with the relatively new nature of the job, how is performance measured?
Finance is moving from being one of it is biggest internal customers to one of its strongest allies in striving for standardization and integration.
Ambiguity is perhaps one of the greatest causes of failure of a Project Management. Ambiguity causes scope creep, missed deadlines, run-away costs, under/over utilization of resources, and others. it is your job as project Director/Manager to identify and eliminate ambiguities, otherwise your Project Management plan is nothing more than a guess.
In a major retail bank, Information Technology [IT] took the lead in developing and implementing frameworks for business collaboration—financial and operating models and legal frameworks. Operating areas are now more aggressively pursuing joint business opportunities in [CRM], integrated product development, transaction processing, and other areas.
We agrees that the most prevalent misconception among CEOs is that [CRM] is about the software, you can show the CEO he's wrong about this because beneath the idea that [CRM] is software is the idea that your enterprise can become more Customer-friendly without any change in the organization. A recent Wall Street Journal article on the General Motors audit on what the enterprise would have to change to be able to make cars to order. The answer? They have to change everything.
An example is an enterprise program-Management office that coordinates individual projects and holistic programs across the enterprise. Another discipline is portfolio Management - a way to look across IT investments and balance them across business needs, in both the short and long terms.
In the realm of quality and the Management of expectations it is essential to create right balance. Life would be easy for Project Management managers and performers if measurable, objective quality criteria were fully articulated, from the very beginning of a Project Management.
Companies that stay prevail beyond [CRM] integration challenges to create Customer-centric systems are rewarded with better support for existing customers and the ability to establish long-lasting, financially rewarding business relationships.
Properly understood, [CRM] is ěa philosophy that puts the Customer at the design point, it ís getting intimate with the Customer. We view [CRM] more as a strategy than a process. It ís designed to understand and anticipate the needs of the current and potential Customer. Once you nail that, there ís a plethora of technology out there that helps capture Customer data and external sources, and consolidate it in a central warehouse to add intelligence to the overall [CRM] strategy.
Without a consistent approach to project documentation, tracking the project roll-out against objectives, schedules, and resources is impossible. The emphasis should be on regular short reports that are circulated to agreed-upon staff members. Reports should highlight the input that is required from staff and deadlines for response.
It is axiomatic that the goal of Project Management is to be successful, otherwise the incurring of this Management overhead is a valueless exercise. First and foremost, project success needs to be defined in terms of the acceptability of the project's deliverables, e.g. scope, quality, relevance to client needs, effectiveness, etc.
A problem is that [CRM] means different things to different people. For some, [CRM] means direct e-mails. For others, it is mass customization or developing products that fit individual Customer's needs. For IT consultants, [CRM] translates into complicated technical jargon related to terms like OLAP [on-line analytical processing] and CICs [Customer interaction centers].
Nor does we focus on the hands-on running of Information Technology IT, either in day-to-day or larger operations. The reason is a practical one: with a enterprise the size of AstraZeneca, monitoring all Information Technology [IT] operations would be virtually impossible.
Dr. S Koner is a MBA Professor of the education organization http://programs-exe.mba-low-cost.com, with almost 60 years of experience in the areas of information technology and business management. |
