Index_C

C

call center functions, 52-53

cannibalization of channels, 72-73, 146

capacity, rivalry and, 119-121

capital, 103-105

cost of, 150

flow of, 104

intellectual, 66

as term, 214

weighted average cost of, 214, 219-220

working, 208

capital asset pricing model (CAPM), 216-217

capital assets, 214

CAPM, see capital asset pricing model

cash flow (CF), 204-206

with e-commerce initiatives, 73

and efficiency, 25

increase/maintenance of, 21-22

IT and improvements in, 69

market share and, 23

net income vs., 151

simulation of, 247

tax implications of, 209-211

see also discounted cash flow analysis

cash flow margin (CFM), 151, 153-155, 200

CF, see cash flow

CFM, see cash flow margin

Champy, James, 76

changes

detecting drivers of, see DuPont Model

market, 106

permanency of, 107, 108

resistance to, 89-90

risks in compensating for, 107, 109

channels

access to, 125

cannibalization of, 72-73, 146

Chrysler, 33, 164

commitment (to BPR), 88-89

commodities, competition and, 118-119

compensation, linking success of SAs to, 256

competition

differentiation from, 24

and entry barriers, 120

in established industries, 21

and intensity of rivalry, 116-121

competitive advantage

creation of, see strategic filter

impermanency of, 109

intelligence for, 23-24

repositioning for, 22-24

SA's impact on, 4-5

competitive integration M&A, 33-36

competitive intelligence, 23-24, 67-69

competitive repositioning, 22-24

computer telephony interface (CTI) technology, 22

control, outsourcing and loss of, 56

Cooper, Robin, 164, 169

core competencies, 51-52

cost attributes, 178-179

cost-benefit analysis, 209, 210

cost of capital, 150, 214-220

beta for, 218-219

cost of debt in, 215-216

cost of equity in, 216-217

weighted average, 214, 219-220

see also discount rate

cost overrun risks, 213

cost(s), 206, 208-209

BPR and reduction in, 83

of capital, 150, 214-220

and competitive rivalry, 119-120

conventional vs. ABM reporting of, 164-166

of debt, 215-216

of equity capital, 216-217

existing competitors' advantages in, 125-126

investment, 25, 26, 208

IT and reduction of, 68-71

mapping of, 177-178

operating, 25-26, 209

and outsourcing, 25-26, 53, 54

process time and reduction of, 25

of resources, 104-105

switching, 124-125

termination, 209

value of specific activities vs., see activity-based management

see also activity-based costing

CRM systems, see customer relations management systems

cross-functional teams, 257

CTI (computer telephony interface) technology, 22

customer quadrant (Balanced Scorecard), 135, 136

customer relations management (CRM) systems, 67-68

cycle time reduction, 84, 86