The Exploration Of Apples Historical Background - 1115 Words

The exploration of Apple’s historical background will examine the nature of business activities that will deem relevant. The products and services Apple provides to businesses and consumers; and the geographical exposure from where the products are produced. The analysis will entail foreign exposure that is emphatically in nature to the success that entails the company’s success. Background The company is a California corporation established in 1977, created by Steve Jobs whom has been an innovative to Apple products. Apple created desktop computer components from the late 1970s until the early 1980s. Apple’s Steve Jobs was in war with PC manufacturer Bill Gates. Apple couldn’t compete with PCs manufacturer owner Bill Gates as he stole the ideas from Xerox whom gave the information away including the â€Å"kitchen sink† as they had no interest in the computing world to Bill Gates (Avery, 2010). In 1985, the Apple board fired Steve Jobs for being incompetent to run the business (Siegel, 2011). Products The Apple products included the Macintosh modems, drivers and printers of the 1980s. Steve Jobs was always interested in music ventures and in 2001 the creation of the iPod was created. Apple rehired Steve Jobs as the CEO of the highly product that is known as iPod, and in 2004 become the most successful product for Apple. No one has created the device for streaming music until Apple employees brought the product to life (Edwards, 2011). After the creation of iPods, Steve JobsShow MoreRelatedSwot Analysis25582 Words   |  103 Pages20 Case 21 Case 22 Case 23 Case 24 Think design and performance—think Sunbeam Cafà © Series Bangarra Dance Theatre—The Sydney Swans: a ‘Cousins’ relationship What happened to Pokà ©mon? 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Strategic Analysis (SWOT, Porter, PESTEL) on Hewlett Packard Free Essays

string(108) " the latter remains a formidable competitor, as are other companies such as Toshiba, Lenova Group and Aver\." 1. Introduction Hewlett Packard (HP) is a multinational information technology corporation headquarterd in Palo Alto, California, USA. This report examines the external and internal factors that have influenced HP defining their strategic and competitive position. We will write a custom essay sample on Strategic Analysis (SWOT, Porter, PESTEL) on Hewlett Packard or any similar topic only for you Order Now Evaluation of the company’s strategic choices is presented. The models of Porter’s five forces, Ansoff Matrix, SWOT and PESTEL are used in the analysis. 1.1.(i) PESTEL Analysis Political: The political analysis of HP pertaining to government controls and rules in the effort of HP to keep up with the Environmental and CSR (Corporate Social Responsibility) Codes and in terms of decency, quality and environmental concerns. Economical: HP mainly relies on revenue from its printing hardware, financial investments, investments in small and medium enterprises and internet solutions for its maintenance. Social: HP has the local US consumer base well captured but it seems that there is very little to be done here in terms of attracting the upcoming young generation of IT zealot and unless there is a stress upon updating the models of its hardware for printing and PC’s to catch up with the hype created by HP and Intel who unveil new models almost every other month. Technological: HP went â€Å"cyber† almost a decade ago, which is fairly recent in comparison to its 70 year long market presence (HP, 2009). In fact the turning point of HP’s luck came in 1998 when HP’s corporate software and support division and corporate systems division was amalgamated and Ann Livermore took over to run this new Enterprise Computing Solutions Organisation (ECSO), with an investment of $15 billion and an employee base of 44,000 employees (Moore and Snyder, 2000). Environmental: HP’s operations are subject to regulations under federal, state, local and foreign laws concerning the environment, including laws addressing the discharge of pollutants into the air and water, the management and disposal of hazardous substances and wastes, and the cleanup of contaminated sites. Legal: Patent Reform Legislation – As one of the largest patent holders in U.S, HP is on average granted four patents every day. HP is a constant target of frivolous patent lawsuits. These lawsuits force HP to divert resources away from innovation and product development, leading to reduced economic benefits from invention (HP, 2009). 1.1 (ii) Porter’s Five Forces Analysis Threat of Entry: Threats of entry in this case is moderate. There is low brand loyalty of existing firms. Consumers usually compare the prices with different brands when they decide to purchase PCs. They think that every PC has the same price and has the same function no matter what brand it is, which means low product differentiation. There is medium capital requirements, no government regulations and low economies of scale in manufacturing. There is low investment for independent stores. Decreasing profitability indicates that there is a threat of new entrants Threat of Substitutes: Threat of substitute products is low. HP believes in standards-based technology, which represents the opportunity to decide in the item of much preferance. HP tries to eliminate barriers by continuous updating processes and presenting new products to remain in the top of the industry. The Power of Buyers: Bargaining power of buyers is high. Consumers are very price sensitive because they like to buy cheap and high quality products. If they see a hardware or software or PC with similar functions but different brands and price, they will tend to buy a cheaper one. The buyer power for HP can be low since product demand is high, this means that the company has power to control the amount of production and also its products price. On the other hand, customers have lots of substitutes. Moreover there is not a huge difference between products which are produced in the market. The Power of Suppliers: HP bargaining power of suppliers is high. There are large number of suppliers for every component parts of the PC, for example, one can make a PC by using component parts from different suppliers, including hard disk, DVD drive, monitor, etc. Microsoft and Intel have tremendous bargaining power against the PC manufacturers. There are high switching costs. Competitive Rivalry: Rivalry is high. For instance, price, when one company acts to protect its position by lowering the price of PCs, it will affect other companies. This means all other firms may want to lower their price in order to attract the customers. There is also decreasing profitability. Since the firms sell their PCs in a low price, they will make less profit. 1.2. Opportunities And Threats 1.2. (i) Opportunities Expanding presence in cloud computing market – In July 2008, HP along with Intel Corporation and Yahoo, created a global multi-data centre, open source test bed for cloud computing research and education. The goal of the project was to promote collaboration among industry, academy and governments by removing the financial and logistical barriers. In 2009, HP announced HP Cloud Assure, a new SaaS offering designed to assist businesses to safely and effectively adopt cloud-based services. The increasing demand for cloud computing is likely to create demand for HP’s solutions in coming years. The global spending on cloud computing is forecast to cross a value of over $40 billion by 2012. Expanding portfolio of imaging and printing solutions – HP has made several strategic acquisitions and introduced new products in the imaging solutions segment in recent times. Its imaging solutions strategy entails the commercial markets, from print services solutions to new growth opportunities in commercial printing. HP has launched several retail photo printing solutions and services that provide consumers the tools to personalise their photos and publish customised creative output. 1.2. (ii) Threats Projected decreases in the IT markets – Forecasters predict a decrease in the worldwide demand for various IT products offered by HP. The economic slowdown has negatively affected many market segments, including information technology. HP has experienced this decline not only in the U.S. but also in its global markets. Hyper-competitive Environment – Although HP recently overtook Dell in sales, the latter remains a formidable competitor, as are other companies such as Toshiba, Lenova Group and Aver. You read "Strategic Analysis (SWOT, Porter, PESTEL) on Hewlett Packard" in category "Essay examples" It competes in terms of price, quality, brand, technology, reputation, distribution and range of products, among other factors. In some regions, the company faces competition from local companies and from generally-branded or white box manufacturers. 2.1. Internal Analysis Comparative Analysis – The three dominant producers (competitors) in the PC industry are HP, Dell and IBM. HP has always been a leader in this industry and in all aspects of technology. Through its merger with Compaq, HP has created an even bigger market share to compete with Dell’s PC division. As far as research and development, HP is always at the head of the game. HP has created and patented some of the leading products in technology development, such as touch screen monitors. HP still receives royalties today, from that invention. All three companies agree that employee learning is a very important aspect of their organisations. Each of the companies spends a substantial amount of money on educating and rewarding employees. HP and IBM have similar strategies for learning. When it comes to sales, Dell is at the top of the market. With regards to IT services, IBM is a far more profitable company than either HP or Dell. Organisations willing to spend money on research and development, like HP and IBM, will likely be here in years to come because they are not just relying on PCs to make a profit. Dell will likely have to get involved in producing other products in order to stay on top of the market. Resources: HP has 324,600 employees worldwide while servicing more than one billion customers in 170 countries on six continents (HP annual report, 2010). It has three main business divisions namely: HP Enterprise Business – is the largest business segment of HP accounting for 36% of HP’s 2007 revenue, providing servers, storage, software and information technology services that enable enterprise and midmarket business customers to manage their current IT environments and transform them into a business enabler. HP Enterprise Business has three sub-divisions namely HP Personal Systems Group, HP Imaging and Printing Group and HP Financial Services. HP Labs – is the exploratory and advanced research group for HP with some 600 researchers in seven locations throughout the world HP Software Division – is the Enterprise software division of information technology company. From September 2005 through 2010, HP purchased a total of 15 software companies as part of a publicized, deliberate strategy to augment its software offerings for large business customers (HP, 2010). HP also has subsidiaries namely, 3Com, 3PAR, Compaq, Palm, Inc, ProCurve, Snapfish and VoodooPC. Finance: HP’s posted net revenue in 2010 was $126.3 billion, in 2009, net revenue was $115 billion, with approximately $40 billion coming from services. In 2006, the intense competition between HP and IBM tipped in HP’s favour, with HP posting revenue of $91.7 billion, compared to $91.4 billion for IBM, the gap between the companies widened to $21 billion in 2009. In 2007, HP’s revenue was $104 billion, making HP the first IT company in history to report revenues exceeding $100 billion. In 2008, HP retained its global leadership position in inkjet, laser, large format and multi-function printers market and its leadership position in the hardware industry. The financial position of HP as of October 2010 is as follows: (HP,2010) US$ billion Operating Income 11.479 Net Income 8.761 Total Assets124.503 Total Equity 40.781 Value Chain Analysis: Inbound Logistics Building products to order, maximise manufacturing effeciencies by producing high volume of basic product configurations Configuring products to order – for customer customization JIT to minimise inventory Purchase supplies from multiple vendors Operations Utilizes its own manufacturing capacity as well as origional design manufacturers and contract manufacturers for cost efficiencies HP is the largest customer for most of their suppliers – best terms and prices Outbound Logistics HP uses external partners for its outbound logistical needs Marketing and Sales HP has a number various types of partners including retailers, VARs, distribution partners, OEMs, system intergrators and independent software vendors Services HP Services competes in IT support services, consulting, intergration and outsourcing services. Products : HP has successful lines of printers, scanners, digital cameras, calculators, PDAs, servers, workstation computers and computers for home and small business use. HP not only supplies hardware and software but also a full range of services to design, implement and support IT infrastructure (HP, 2010). Culture: HP founders, Bill Hewlett and Dave Packard developed a unique management style that came to be known as â€Å"The HP Way†. The HP Way focuses on employee satisfaction as the source of company success. Some of the by-products of the HP Way include flex time and open communication between managers and employees. 2.1 (i) Strengths Prominent Brand Name Recognition: HP has launched a branding initiative called, â€Å"One Voice,† in order to better intergrate its line of consumer electronics and computer hardware products. The project resulted in hundreds of thousands of dollars in cost savings by automating package design creation. In 2009 the company moved up from the 12th to the 11th most recognisable brand (Interbrand.com). Successful Strategic Acquisitions: HP’s major mergers and acquisitions in recent past include Compaq Computer Corporation in 2002, Mercury Interactive in 2006 and Electronic Data Systems Corporation (EDS) in 2008. In Nov 2009, HP announced that it had reached an agreement to acquire 3Com, a provider of computer network equipment for $2.7 billion. Strong Market Position: HP can boast of a 30% global server market. Its domination of the global printer market is evidenced by its 40% market share. In 2008 HP took a major step in strengthening its position in the IT services market by acquiring EDS. 2.1 (ii) Weaknesses Weak Market Segment Intergration: HP’s portfolio of offerings lack significant software product or manage consulting services when compared to major competitors, for instance, IBM and Accenture are establishing management consulting divisions so as to provide more comprehensive and intergrated range of services. 3. Key Strategic Issues 3. (i) 2002 deal to acquire Compaq While the merger went smoothly, it didn’t solve too many of HP’s strategic challenges. The Compaq merger helped HP vault to no. 1 in storage and no. 2 in servers while becoming stronger in technology services. In the fourth quarter, the corporate unit’s sales rose a surprising 10%. Still HP was struggling with profitability at the same time IBM and other competitors were reaping strong profits. Even with HP’s top line gains, the margins and profits declined. Also, combining the market shares of HP and Compaq was designed to create a market leader that could slow Dell’s advance, but Dell had blown past HP in market share and had widened its lead to 18.3% of the market, versus HP’s 15.7%. HP had also fallen short of its 3% operating margin goal, reporting margins of less than 1% for 2004. This merger meant a lot of people lost their jobs. 3. (ii) No Defined Smartphone Strategy While the HP company directors had confirmed their interest in smartphones, nothing had been communicated about its strategy, even, if previously, projects existed which were looking to combine hardware and mobile services in a harmonious fashion. Always enterprise oriented, HP completely missed the uptake of smartphones by general public, allowing market leadership to be taken by a smaller player. In the first quarter of 2010, latest financial results indicated that this business unit was losing money at a fast rate, generating only $25million compared to $57million, the same period in 2009 (NYT, Feb 2010). There was a dilemma whether to continue with the smartphone market. 4. Relevant Frameworks 4. (i) With reference to Ansoff’s growth strategies, HP used â€Å"product development† strategy in acquiring Palm. Suitability: HP had already acquired the iPaq line of smartphones in 2001 when it bought Compaq Computer although there had been a decline in profits. Before the acquisition, HP had no legitimate play in the vital smartphone space, so this strategy is suitable. The deal would give HP access to Palm’s homegrown software that could run phones, as well as other types of devices like computer-tablets. It was an opportunity not to be missed. Feasibility: HP has all it takes in terms of finance, technology and skills, to make the acquisition profitable. This came at the right time as both companies were struggling and therefore needed a big fix. Palm’s innovative operating system provides an ideal platform to expand HP’s mobility strategy and create a unique HP experience spanning multiple mobile connected devices. Product development is therefore a feasible strategy. Acceptability: The strategy is acceptable but with some risks of â€Å"new strategic capabilities† and â€Å"project management risk†. Both companies were failing in the smartphone industry therefore there was no guarantee that when the two companies come together, there will be any improvement, especially since Palm chief executive was to stay on. Product development also involves heavy investments which could be a risk in case the project fails. 4. (ii) Alternative Option In order to deal with its key strategic issues HP could possibly have adopted â€Å"market penetration† strategy. Suitability: This was going to be a suitable strategy, as in the case of compaq, market penetration would have meant hq would gain compaq’s customers. It would have worked well also for the smartphone industry. All that HP was going to do is attracting non-users of HP products and convincing current clients to use more of their products through promotions and advertising. Feasibility: Market penetration is the least risky way for any company to grow, also, penetration pricing involves the setting of lower rather than higher prices in order to achieve a large, if not dominant market share so this makes it a feasible strategy. Acceptability: It is however not such an acceptable option as there might be a likelihood of competing suppliers following suit by reducing their prices also, thus nullifying any advantage of reduced prices. The other potential disadvantage is the impact of reduced price on the image of offering, particularly where buyers associate price with quality. 5. (a) Key HP stakeholders Stakeholders have different interests in supporting or opposing a particular strategy (Johnson et al., 2008) and this is best illustrated below: Stakeholder power vs level of interest (Adopted from Johnson et al., 2008) Key players are those where their reaction towards the organisation’s projects and initiatives must be given primary consideration. Shareholders exercise their ultimate control over HP and how it is managed, for example, having a say on how the management is paid. Recently, (March, 2011), investors expressed how unhappy they were on pay packages for top managers , saying they are paid a lot of money and claiming it’s a waste. By voting against these pay packages, the board approved the change (Inquirer, March 2011). Managers are key players in the sense that for any company to succeed, it needs management that is driven and ambitious. In 2007, HP produced a report called â€Å"The Seven Habits of Ambitious Companies†, briefly laying down that its managers have big ideas, stay focused, build momentum, put people first, encourage communication, manage innovation and listen to their conscience (HP, 2007). With all these habits, the company is bound to thrive for the best and stay at the top. Employees are equally important as they are integral to the success of the business. The talent, expertise and skills of employees drives everything from how HP innovates its products and manage its supply chain to how they connect with customers and collaborate with partners (HP, 2010). Consumers may, for example, exert pressure on sales managers to represent their interests within the company, so in a way they can also be regarded as key. 5. (b) Implementation of HP’s acquisition strategy A stream of acquisitions have strengthened HP position in the software business (alcrastore.com). Key stakeholders have the power to influence HP’s implementation of its acquisition strategy. This can be done in different ways: Involvement in strategic implementation: This is through exercising discretion. Shareholders have to vote for or against any acquisition meaning the power is in shareholders hands as they are the ones who ultimately decide if any acquisition is to succeed or not. Control of strategic resources: Management is responsible for the allocation of resources to implement the policies and plans, projects and programs. For instance when HP acquired Compaq, there were job losses so its vital for management to take this into consideration. There has to be a balance between the longer term needs of the future and the short term imperatives of the present.. Hierachy (formal power): This is management’s role through decision making. They have to make sure that the acquisition is suitable, feasible or acceptable. If after such considerations, the strategy does not meet the interests of HP then management have the power not to implement such strategy. Control of human environment: The board of directors play a vital role in negotiating HP acquisitions. They are the ones who eventually seal the deal financially so it is vital that the share price is right. Possession of knowledge and skills (competitive advantage): Expert knowledge that forms the organisation’s core competencies is equally influential. It is the core competencies of an organisation that differentiates it from its peers and competitors. For instance, in the case of HP acquisition of Palm, there were other companies who had shown interest. Potential buyouts from companies like HTC and Lenovo ultimately fell through but HP had an advantage over its competitors – the global strengths. Since HP is such a global company, it has gained significant skills and knowledge hence making it more attractive. How to cite Strategic Analysis (SWOT, Porter, PESTEL) on Hewlett Packard, Essay examples

Journal of Organizational Computing and Electronic Commerce

Question: Describe about the Journal of Organizational Computing and Electronic Commerce? Answer: Introduction Tsai et al. (2010) cited that manufacturing industry is one of the major contributors towards increasing the global economy in these modern days. Therefore, majority of companies in the care manufacturing industry expands their business largely as well as remove the geographical barriers. BMW is one of the most popular and luxury brand in car manufacturing industry. However, in order to maintain the overall process smoothly and implement automatic result generation process, companies in car manufacturing industry implement ERP system. It not only helps in developing automatic result generation process but also allows the company in monitoring as well as regular interaction with the stakeholders through one system. However, in terms of operating ERP system within the business process, companies faces many challenges such as appropriate training, lack of support from senior management, compatibility issues and costs overheads. Ifinedo (2011) argued that in order to run the organization and become an organization of successful implementation of ERP, appropriate training to the staffs not only during the ERP implementation process but also after implementation of ERP system. This particular research work is taken in terms of accounting the ERP implementation related problems in the car manufacturing industry with a specific case study of BMW. However, this research work tries to understand the impact of appropriate training to the staffs during and after ERP implementation within operational process BMW. The rationale behind selection of this particular problem in relation to IT programme is to understand the reason or the way why majority of companies does not execute the ERP system properly after implementation within their organizational process by the third party vendor. According to Al-Mobaideen (2014), in order to result out the solution of major problems regarding IT programme that may faces by the companies, selection of one particular industry may considers the influential understanding that helps in providing better solution for successful implementation of ERP system. Research Aim And Objectives The main aim of this research is to evaluate the impact of appropriate training process to the staff during and after implementation of ERP system in the car manufacturing industry that specifically emphasizing on the case study of BMW. Following are the objectives of this research To identify the effectiveness of proper training during and after implementation of ERP system in business process To understand the impact of proper training in ERP implementation in the Car Manufacturing Industry To evaluate the impact of appropriate training on ERP implementation in the organizational process of BMW Hypothesis Of The Research Null Hypothesis H0: Appropriate training has not any impact on the successful ERP implementation in the Car Manufacturing Industry especially in the operational process of BMW Alternative Hypothesis H1: Appropriate training has potential impact on the successful ERP implementation in the Car Manufacturing Industry especially in the operational process of BMW Research Strategy In order to complement the research, survey questionnaires strategy is taken by the researcher. Through the set of several questions that relates with the essentiality of appropriate training in ERP implementation, the data are collected from employee as well as management of the company BMW. Apart from that, using the qualitative approach and descriptive research method, the entire research is conducted. In order to complete the research following variables are considers such as Need Analysis: It helps in considering the activity of training as well as the history of training in the ERP implementation process of car manufacturing industry. This variables considers that appropriate training is very essential in terms of implementing successful ERP system in operational process. Exercise Selection: In the training process of ERP system, it deals with the selected exercise such as software handling training, minor problems solving, proper use of the application, etc. These core exercises the proximity of appropriate training. Training Frequency: It refers the number of training session within a given period of time. Exercise Order: During training session, it involves with the sequence of exercise. Training Repetitions: In the training process of ERP system during and after implementation, it refers the amount of providing guideline to the staffs. Rest Intervals: During training session, it refers the amount of time regarding rest between exercises. Data Issues The main issue that relates with data regarding this research is the bias information or false information. As the data are collected from both management and staffs, they may not provide appropriate information to the researcher on order to maintain company reputation and job security. Statistical Procedures In order to represent the information, researcher uses mean, media, mode and standard deviation. Apart from that, in order to analysis the statistics, researcher uses the statistical regression analysis model. It helps in representing the data that are collected from the employee and manager of BMW with a appropriate analytic methods. Descriptive Statistics Options (1 = low; 5 = high) N Mean Std. Deviation Min Max Need Analysis Selection of particular area of training 40 4.28 0.68 3 5 Identification of gaps on the training 40 4.10 0.67 3 5 Method Selection Specificity of training 40 3.08 1.13 1 5 Essentiality of training 40 3.23 1.08 1 5 Training Frequency Resistance of training 40 2.13 0.33 2 3 Respiratory of training 40 1.75 0.44 1 2 Equipment Order Involvement of sequence of Training 40 4.28 0.68 3 5 Training staffs are helpful 40 3.08 0.80 2 5 Provide relevant training 40 4.08 0.73 3 5 The Vendor clean and comfortable facilities regarding training 40 3.00 0.55 2 4 The vendor maintain stick of necessary materials 40 3.48 0.75 2 4 Training Repetitions Number of training guideline 40 3.05 0.75 1 5 Dependency of training towards goal of the program 40 2.95 1.13 1 4 Post Training Support for critical problems 40 2.78 1.00 1 4 Maintain database of ERP system 40 2.60 0.84 1 5 Continuous interaction between vendor the company 40 4.90 0.30 4 5 Definition and explanation of Descriptive statistics In this research study, research has been used the descriptive statistics that are standard deviation (measurement of desperations), mean (measurement of central tendency), max value as well as min value. However, researcher used this descriptive statistics for reviewing the entire data that support the result. Inferential Statistics In order to conduct the inferential statistics, researcher is selected the regression analysis model. The dependent variable for regression analysis is effectiveness of appropriate training. The independent variables for this study are the need analysis, method section, training frequency and post training. These are the major independent variables for this study. Following is the inferential statistics for this particular study Impact of appropriate training on successful IT programme = I + X1 * Need Analysis + X2 * Method Selection + X3 * Training Frequency + X4 * Post Training + e I = Intercept of the Model X1 = Coefficient of Need Analysis X2 = Coefficient of Method Selection X3 = Coefficient of Training Frequency X4 = Coefficient of Post Training E = error term Data Collection Data is very much useful that helps in better analyzing of data. Collection of data is helpful that derives the accurate result in terms of enabling standard format for the research work. Data source Al-Mobaideen (2014) acknowledged that source of data helps in penetrating the research work as well as extracting relevant information according to the requirements. In order to conduct the research study, two types of data sources are mainly used primary and secondary. Primary data are mainly collected from the selected respondents through survey questionnaires. On the other hand, secondary data are collected from the external sources that are already published such as journals, books, news, articles, blogs, websites, etc. However, in order to complete this study, researcher used both primary as well as secondary data. Primary data are collected from the employees and management of the BMW company through survey questionnaires and secondary data are collected from the journals, books, and websites. Data Techniques: In order to collect data, two types of data collection are mainly used such as qualitative and quantitative. Qualitative data collection technique helps in recording the data in a narrative form and allows the researcher in better analyzing as well as describing of the selected research topic. On the other hand, quantitative data collection techniques allow helps in adding more value on the theoretical concept. In this particular research study, researcher is using qualitative as well as quantitative data collection techniques for developing the research study with better analytical way. Employees are considers as the quantitative research technique and management of the BMW are considers as the qualitative research technique. Analysis Regression Statistics Multiple R 0.62 R Square 0.40 Adjusted R Square 0.33 Standard Error 0.55 Observations 40 Table 2: Regression Analysis Model ANOVA df SS MS F Significance F Regression 4 6.92 2.30 7.79 0.03 Residual 35 10.60 0.32 Total 39 17.6 Table 3: ANOVA Model Coefficients Standard Error t Stat P-value Lower 95% Upper 95% Lower 95.0% Upper 95.0% Intercept 2.82 1.47 1.93 0.07 -0.18 5.84 -0.19 5.80 Need Analysis 0.32 0.35 0.86 0.40 -0.42 1.10 -0.42 1.11 Method Selection 0.70 0.21 -3.80 0.01 -1.09 -0.32 -1.15 -0.30 Post Training 0.60 0.12 4.36 0.06 0.32 1.01 0.33 1.09 Training Frequency 0.61 0.10 3.26 0.03 0.30 0.96 0.10 1.22 Interpretation In order to confirm the statistical test that closely relates with the hypothesis of this particular study, researcher used the regression analysis model. In order to better analysis of this particular research study, researcher used the multiple regression analysis models. Researcher used the impact of appropriate training during and after implementation of ERP in the operational process of BMW as the independent variables for regression analysis and need analysis, method selection, training frequency, as well as post training are used as the dependent variables. According to the regression analysis model, it has been seen that the value of the R square is 0.40. Apart from that, it has been also seen that adjust R square as well as the standard E square also positive. Therefore, from the above analysis report, it can be said that the need analysis, method selection, training frequency and the post training are correlated with each other and its has positive effect on the training. The regression analysis demonstrates the appropriate training has positive impact on the IT programme success. Therefore, regression equation for this particular analysis is Y = I+ X1 *1 + X2*2 + X3*3 +X4*4 Here, Y stands for the impact of appropriate training on project success I = 2.82 X1 = 0.32 X2 = 0.70 X3 = 0.60 X4 = 0.61 So, the regression equation is Impact of appropriate training on successful IT programme = 2.82 + 0.32 * Need Analysis + 0.70* Method Selection + 0.60 * Training Frequency + 0.61 * Post Training Critical Success Factors Of Implementation Of Enterprise Resource Planning (Erp) In this particular research study, researcher analyses the various critical success factors in terms of implementing the ERP system within operational process of the business organization (Shatat and Udin, 2013). According to the author of this research paper, ERP dramatically changed the organization process such as improve performance, increase the capacity of work load, increase skills of staffs, improve profitability, etc. In this particular research, the analysts represented that clear understanding of the organizational goals and training to the staffs during the implementation as well as after implementation are the most critical success factors of ERP system implementation. Through analysis, researcher of this study represented that inadequate training and education is the key reason that make the system failures and unable to execute the appropriate performance. Apart from that, technical difficulties are also the reason of failure (Ifinedo, 2011). In major cases it has been identified that bugs in the software application that installed for developing ERP system are the problems that interfacing with the system. It has also potential effects on the hardware difficulties. Therefore, this study, descried that in order to implement the ERP system successfully within the operational level of the companies in business industry especially in the car manufacturing industry appropriate selection of software application and training especially the software related is the key aspects. Critical Success Factors Of Erp Implementation And Its Role As Well As Impact On Business Process Management The researcher of this study defined the effectiveness of ERP implementation on the business process management for the companies in corporate sector. However, several critical success factors have been identified in this particular research study, such as selection of appropriate application for ERP implementation, business process planning as well as reengineering, appropriate implementation of ERP system according to the business process, end user training during as well as after ERP implementation (Wang, Li and Yang, 2012). Apart from that, maintenance and support of third party vendor of ERP system implementation supported the successful implementation as well as creates potential impact on the business process management (Maditinos, Chatzoudes and Tsairidis, 2011). However, for the car manufacturing industry, end user training is the main aspects of successful ERP implementation. Majority of employees as well as management is unable to handle the application properly. Therefore, appropriate training is very much essential as well as effective for successful ERP system implementation in the business process. This particular research study, demonstrated that training to the whole department has to be retrained for successful ERP implementation Apart from that, vendor the ERP system implementation has to defined the job of each employee over the system specifically. Through scratch, they have to elaborate the role and responsibility of performing over the system. This helps in understanding the role and responsibility of the employees in order to handle the system. Critical Success Factors For Erp System Implementation That Fit With The Organization Since 1990, the ERP system brings revolution or change in the organizational process of business sector. The strategies of information system help in adopting application software packages that fit with the organizational process and mitigate the chronicle problems. ERP system also allowed the organization in reducing extra cost such as IT team engagement, rapid implementation (Shatat and Udin, 2013). Through this article, researcher described that manufacturing industry have multiple operational process. Therefore, they have to maintain the entire process one system. In this research paper, analyst described the training is the key success factors of ERP system implementation and its success. Training to the staffs allowed in using the ERP system properly. During as well as after implementation of ERP system training is essential to the staffs. Majority of employees in the manufacturing industry is unaware about the application process of ERP system. Therefore, lack of knowledge alw ays generates failure of the system. Training is very much important as well as essential in terms of successful ERP system implementation. Causes That Influence The Effectiveness Of Erp System Implementation The main purpose of this particular study was to demonstrate that training is the key factors that effects in the ERP system implementation within operational process of manufacturing industry. Through the process oriented approach, researcher designed the entire study and demonstrates the steps of effecting training to the ERP implementation system. Training during the implementation stage as well as post implementation stage is very much effective (Tsai et al., 2010). Through this article, researcher identified that end user training across the operational process s the key factors of successful ERP system implementation. Education is also the corner stone for successful ERP system implementation. Training to the end user usually emphasized the operational process as well as helps in understanding the concept of ERP system and its spirit. This research paper allows the researcher in creating a useful link as well as step between the training and successful ERP system implementation . New Research Area Future Scope Of The Study The main limitation of this particular is the time and budget. In order to conduct this research, researcher got little time. Therefore, researcher completes the study with less information that supports the study properly. Apart from that, due to low budget for conducting research paper, researcher does not emphasize the study with SPSS software. Therefore, researcher is unable to discuss properly the potential impact of training for successful ERP implementation. Moreover, researcher only conducts the study based on the information of BMW companys employees and Managers. However, there are number of car manufacturing companies present. Therefore, this topic has lot of scope of future work such as collect information from other car manufacturing companies may valuable or relevant with the case study. Reference List Al-Mobaideen, H. (2014). The Impact of Change Management on the Application Enterprise Resource Planning System (ERP) Effectiveness: Field Study in Jordan Bromine Company.jmr, 6(4), p.79. Ifinedo, P. (2011). Internal IT Knowledge and Expertise as Antecedents of ERP System Effectiveness: An Empirical Investigation.Journal of Organizational Computing and Electronic Commerce, 21(1), pp.1-23. Maditinos, D., Chatzoudes, D. and Tsairidis, C. (2011). Factors affecting ERP system implementation effectiveness.Journal of Ent Info Management, 25(1), pp.60-78. Shatat, A. and Udin, Z. (2013). Factors affecting ERP system effectiveness in post-implementation stage within Malaysian manufacturing companies.IJBIS, 14(3), p.348. Tsai, W., Chen, S., Hwang, E. and Hsu, J. (2010). A Study of the Impact of Business Process on the ERP System Effectiveness.IJBM, 5(9). Wang, Y., Li, M. and Yang, X. (2012). The Design and Realization of ERP System for Staff Training.AMR, 472-475, pp.3425-3429.