000			03082nam a22004335i 4500
001			u377187
003			SIRSI
005			20160812084450.0
007			cr nn 008mamaa
008			101118s2010 gw | s |||| 0|eng d
020			_a9783834988232 _9978-3-8349-8823-2
040			_cMX-MeUAM
050		4	_aHD28-70
082	0	4	_a650 _223
100	1		_aBuchta, Dirk. _eauthor.
245	1	0	_aStrategic IT Management _h[recurso electrónico] : _bIncrease value, control performance, reduce costs / _cby Dirk Buchta, Marcus Eul, Helmut Schulte-Croonenberg.
250			_a3.
264		1	_aWiesbaden : _bGabler, _c2010.
300			_aX, 209 p. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0		_aEnhancing Value – IT as a Value Driver for the Company -- Controlling Performance – Value-Oriented IT Management -- Reducing Costs – Increasing the Efficiency and Effectiveness through IT.
520			_aThe Value of IT – New Perspectives for Utilizing IT What value does IT provide for the company? This has been the key question for IT man- ers and decision-makers at board level since technologization began. From the introduction of the first automated data processing systems to integrating value chains across enterprises, the potential of IT to generate benefit and, in the final analysis, generate value for companies has grown in leaps and bounds. In the 1970s, the value of an IT investment for automating individual operations consisted of faster and cheaper handling of paper-based activities, and therefore, for example, shorter time-to-invoice and collection cycles for faster inpayments. In the 1980s, the triumphal march of the PC and the first integrated applications not only reduced business process costs, but also accelerated and optimized entire business process chains. For example, in the mid- 1980s, systems such as SAP R/2 were already offering integrated processes for everything from procurement, inventory management and distribution to accounting and controlling. Processes ran more smoothly, interfaces were optimized or eliminated, in short: huge pot- tial for reducing business process spending was created. In the 1990s, Enterprise Resource Planning (ERP), Customer Relationship Management (CRM) and Supply Chain Management (SCM) then made it possible to integrate business processes across the value chain.
650		0	_aEconomics.
650		0	_aIndustrial management.
650	1	4	_aEconomics/Management Science.
650	2	4	_aManagement/Business for Professionals.
700	1		_aEul, Marcus. _eauthor.
700	1		_aSchulte-Croonenberg, Helmut. _eauthor.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9783834918253
856	4	0	_zLibro electrónico _uhttp://148.231.10.114:2048/login?url=http://link.springer.com/book/10.1007/978-3-8349-8823-2
596			_a19
942			_cLIBRO_ELEC
999			_c205067 _d205067