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Strategic Operations Management
This Project Report has been submitted in the
Partial fulfilment for PgD-BM leading to MSC/MBA
PgD-BM LAMS
Ref:
NCC Registration:
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Strategic Operations Management
London Academy of Management Sciences
Page | 2
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Strategic Operations Management
London Academy of Management Sciences
Page | 3ACKNOWLEDGEMENT
The Project work turned out to be a fruitful experience ............... of Time management.
Greatest gratitude goes toMr. Nabil SOM Course ................ up and supervision throughout the session
in executing theory into practice and vice versa. I feel indebt of............as well, for his staunch direction
and feedback ................... deterministic enough to ................. work, hold up through ................ and
encouraged me always to learn .................. about the operational
functioning.
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TABLE OF CONTENTS
1. Business Strategy & Operational Strategy A critical Review ................................................................ 5
1.1 Organisational Profile ..............................................................................................................................5
1.2 Business Strategy .....................................................................................................................................5
1.2.1 Mission .............................................................................................................................................5
1.2.2 Core Competencies ..........................................................................................................................5
1.2.3 Differentiation from Competitors....................................................................................................5
1.2.4 Industry ............................................................................................................................................5
1.2.5 Areas of Operations .........................................................................................................................5
1.2.6 Financial Reflection ..........................................................................................................................6
1.2.8 Historical Glimpse ............................................................................................................................6
2 Strategic Operations Management at Thomson Reuters ....................................................................... 7
2.1 Operations Strategyof Thomson Reuters ...............................................................................................8
2.1.1 Contents of Operation Strategy .......................................................................................................9
2.1.2 Synchronisation of Vision or strategy into actions ..........................................................................9
2.1.3 TYPOLOGY OF OPERATIONS at Thomson Reuters ........................................................................ 10
2.1.4 Volume- Variety Mix for Thomson Reuters ............................................................................... 10
Critical Linkage of Business and Operation Strategy........................................................................................ 11
3 Strategic Lay Out Decisions at Thomson Reuters ................................................................................ 12
3.1 Layout Positioning and Selection .......................................................................................................... 12
3.2 Use of Technologies .............................................................................................................................. 14
3.2.1 Virtual Prototyping ....................................................................................................................... 14
4 Exploitation of VALUE CHAIN at Thomson Reuters ............................................................................. 15
5 Quality .............................................................................................................................................. 17
5.1 Qualityas an Indispensible performance objective ........................................................................... 18
6 Conclusions ....................................................................................................................................... 19
7 References ........................................................................................................................................ 20
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1. Business Strategy & Operational Strategy A critical Review
1.1 Organisational ProfileRated as no.1 brand among ................... Intelligence which
amalgamate the industrial expertise with novel technology to transport critically processed
information for potential decision ..................... Finance, law, tax, accounting, media, healthcare and
sciences (thomsonreuters.com, 2010)
1.2 Business StrategyHellen (ezinearticles.com, 2010) splits business strategy into .......................
1.2.1 MissionProcessing Information via hi-tech for provision ofKnowledge to act
1.2.2 Core CompetenciesThomson Reuters highlight the core issues of world today as made up of global challenges and
opportunities. Reuters tend to assemble facts, ..................... problems, decoding messages so as to
patronage potential Professionals in pursuing passion, resolving conflicts, acquiring and practice the
knowledge transformed by information ............... actions. Following are missionary objectives
Innovative tools and real time solutions of ....................... reporting of unbiased news with
billions of people each day
Supplying ..... to promote the rule of law
Transparency to .............................
Enhancing the efficiency and effectiveness of health care
Fuelling Science to solve worlds problem (media.thomson.com.edgesuite.net, 2010)
1.2.3 Differentiation from CompetitorsOldest in terms of existence in .................... in terms of Reputation, vast resources, aggressive strategy and
tends to coping up with technological novelty (thomsonreuters.com, 2010).
1.2.4 IndustryFalls in Business to Business category; operates in publishing, information analysis, business applications,
professional software and media news services to Businesses, .................., institutions, government,
broadcasters and other media subscribers. Media is fastest growing industry and organisation providing
the feed to ..................... be very swift expeditious and authenticated; therefore Thomson Reuters intends
to feed media and fill information technology and communication (ICT) gaps within and across the industry
(thomsonreuters.com, 2010).
1.2.5 Areas of OperationsThe areas of operation are based upon following organisational ............................., Marketing sales
department etc with specified revenue and resource allocation and detailed operational planning for projectedYears.
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Page | 6Thomson Reuters
Marketing
Division
Sales &
TrainingEnterprise
Investment
& AdvisoryMedia
Professional
Division
LegalTax &
Accounting
Health care
& Science
1.2.6 Financial ReflectionFinancial Plans are aligned with business and operational strategy to speculate the expectations resultassumed to be done by CFO. These plans .................. basis via meetings with .................. stakeholders to track
results and ensure the appropriate allocation of resources.
1.2.7 HISTORICAL GLIMPSEStarted back in 1799, in London, founded Sweet & Maxwell legal publishing. Half a century
later Paul Julius Reuter arrived in picture, opened an office started with transmitting
quotations and informational news of stock market via telegraphic cable. In 1858 several
offices were set ................. was re-enacted as a private organisation. Seven years later radio
was opted as a communication channel. Parallel goes the story of Roy Thomson started withthe acquisition of newspaper ........................... Publication
establishment in 1961. The journey continued and Thomson sold The
times of London in .................................... of mergers and acquisitions. Reuters launched
Reuter messaging in 2002 and Reuter knowledge in 2003, with several mergers and
acquisitions till 2007 when Reuters Group Plc and The Thomson Corporation pronounced
to step into negotiation and were combined in 2008 to form Thomson Reuters and listed their common
share in New York and Toronto Stock Exchange along with the adoption of International
Financial reporting Standards (IFRS) in 2009 (thomsonreuters.com, 2010).
Organisational Structure Thomson ReutersSource: http://thomsonreuters.com/about/
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2 Strategic Operations Management at Thomson Reuters
Transformed Resources
Information
Beingprocessed....................
Locatedto each divisional sector of health, taxation, legality, accountancy etc
Change in Possession from ......... to relevant customer organisation
Customers -
Accommodate Companies that purchase the information from Reuters
Material
NEWS
Journals .................
Reports and Illustrations
Market information
Input Output
Transformed Resources
Informationmarket
data
Customers Companies
Material -
Transforming Resources
Operation Managers
Facilities and technology
Customers -
Companies
Design
Plan & Control
Develop
Improvement
Operation
Strategy
Operations StrategicOb ectives
Operations Competitive
role & Position
Operation Management
Operational Strategy
http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/8/3/2019 SOM Template
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Transforming Resources
Staff -
Journalists
News Editors
Financial Analysts
.......
IT Personnel
Experts for Each division
Facilities -
High Speed Networking Facility to transmit the information without any hindranceTechnology used by Reuters to ................... delivery of Information
software and .....................
The business strategy lies in being leading font of information intelligence to professionals and businesses
Though fastest medium of communication within seconds
2.1 Operations StrategyofThomson ReutersStrategy in real terms is not tangible until .................... the Thomson Reuters into the environment for long
term competitive advantage (Slack, chambers & Johnston, 2001: p. 64).
http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/8/3/2019 SOM Template
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2.1.1 Contents of Operation Strategy
2.1.2 Synchronisation of Vision or strategy into actionsCompetitive Factors for Thomson Reuters
Performance
objectives for
Thomson Reuters
Low price high productivity
of information ...........Cost
High quality i.e. validity and relevance of processed information in
presentable format ............... organisations requirementQuality
Fast Delivery such as stock shares information and indices to be
efficient enough in ................Speed
Reliable in-time delivery i.e. to sure provision of updated intellectual
asset through knowledge .............................Dependability
Capacity to change in time, range and volumeFlexibility
Operations
StrategyOf
Thomson
Reuters
Top DownPurely based on corporate business
strategy
Allocation of investment in
technology and media intelligence
Following business ...................
Capacity expansions such as
language based web pages for
various countries
Market Requirement
Addressing News for right issues
Categorising information
processing sectors on the basis
of market need
........................
High paced technological
innovation for easy storage and
reprocessing for clients usage
Operation ResourceInformation Provision to
media, newspapers,
financial ................,
news channels & othermonetary organisation
publish journalresearch papersstart own newschannel
Bottom Up
Emergent strategy based on day-
to-day operational experience
Need of information via ..........
Routine Business activities such as
collection, storage, process andfurnishing information to
customers
http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/8/3/2019 SOM Template
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2.1.3 TYPOLOGY OF OPERATIONS at Thomson Reuters
Despite of basic similarity in all operations,they can however be different in terms of:
Volume Dimension is somehow medium
to low as .............. low due to rapid
development of technology and diverse
business clients
Variety Dimension is enough high due to
several divisions of intelligen............
Demand Variation is however low due to
day by day ............ media, informational
and technological influence from macro
to micro levels.
Visibility Dimension is low since final
delivery .................. by TR is often remote
or online.
2.1.4 Volume- Variety Mix for Thomson Reuters High level of customised service followed by only targeted and client organisations to whom reports and
information is provided rather than a mass target (Slack et al., 2007: p. 94); therefore low Volume is a
valid assumption. Moreover, Higher variation can be assumeddue to differences in sources of information
i.e. different points of news ................ of information required Check point is being used by Thomson
Reuters as a tax and accounting research device for .......... guideline whereas Thomson Pharma, BINDplus,
Agro Patent Fast-alert are for Health and Science division. Similarly in terms of delivery alone, Checkpoints
not only aims to provide ..............., FASB, SEC, IASB etc., along with others as BNA, IBFD WG&L etc.; but
also link it with UltraTax CS, ONESource and compliance software and e-Form RS to provide greater insight
for Professional clients (thomsonreuters.com, 2010). This creates higher levels of sporadic process flow
and intricate the tasks making them assorted.
Low Highariety
Low Highisibility
Low Higholume
Low Highemand Variation
http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/8/3/2019 SOM Template
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Thomson Reuters Indices - Deliver data content product and services along with indices to the
companies. They have now developed own ........................ Indices for the potential investors
Passive or beta generating ................... Indices
...............
Also offer
Custom Index development Services
Outsources Index ................
Critical Linkage of Business and Operation Strategy Based on above assumptions, ina nut shell, the use of Technological novelty has very high impact in strategic .................... The operational
processes clearly seem to be lead by .................... end products are all technology based for informational
intelligence provision to Business Subscribers to support critical decision making
However, the costing ................. well defined. Based on above suppositions it can be summarised that
Thomson Reuters is advocating Differentiation strategy which is illustrated not only through business
scheme but further validated by low volume, higher ................... visibility.
Mass Services
Services Shops
Professional Service Business to business therefore low
volume, limited clients
High Variety due to many .................
is quite intermittent due to high
variation in market conditions and
demand
Processing of data collection from
various sources, storage and delivery
is always complex tasking.
ii
i
l
Low Volume High
High Variation low
i
l
I
i
Volume Variety Mix Matrix for Thomson Reuters
Source: Slack at el. (2007: p.94)
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3 Strategic Lay Out Decisions at Thomson ReutersThe choice of layout is ...................... decision since it does not change frequently, moreover changing layout
impact not only the organisational working, costing but clients as well (NCC SOM Lecture no. 6-6.4).
3.1 Layout Positioning and SelectionFor smooth operational flows the positioning of market data, estimates, collected news and information by
Thomson Reuters agents has to be ..................... allocation of tasks to the ............................ These two, only
together can ensure hinder-free flow of intelligent information Production across the Thomson Reuters (Slack
et al., 2007: p. 187)
It can be assumed that Layout type for Thomson Reuters can be of Hybrid of following
Fixed Position ........................ Divisional Offices, trading rooms, TR- Library, specialised departments,
Information management tools etc. for physical output generation, refreshing areas, Food and
Recreation (YouTube, 2010).
Fixed Position Layout for Thomson Reuters
Researchers own creativit
http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/8/3/2019 SOM Template
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Process Layout Low volume and higher variation along with complexity is lead by sequential series of
processes and integration of multi-................. processing, making process layout an essential
requirement for operations as Thomson Reuters via multi monitor computers, highly integrated
information systems etc (referenceforbusiness.com, 2010)
Cell Layout Several functions within one professional or marketing division are assumed to be
integrated together through Group Technology (referenceforbusiness.com, 2010). Such as an
assumption can be made for ..................... globe via News force; categorised into sub-heads as world,
business & finance, sports, Topical, Lifestyle, health etc. Each subhead process, upgrade, classify and
furnish the news into various formats through Digital Syndication; along with Infographics
customisation, critical appraisals ........................... via Reuters 3000 Xtra, Thomson Reuters DataScope
etc, hand over to professional clients or printing in Newspapers(thomsonreuters.com, 2010).
The working area can be overcrowded in trading and operational rooms of fixed position layout with narrow
span of control specifically for trainers ........ data processing can be made more portable though cloud
Process & Cell Layout for Thomson Reuters
Researchers own creativity
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computing and virtual organisational concept hence transferring fixed position layout into Process layout
(referenceforbusiness.com, 2010; YouTube, 2010). The Process layouts are to be specifically aimed at cutting
down cost via shared facilities, records and jobs with improved communication process based upon the
flexibility of Thomson Reuterss operational management. ......................... Lower volume incurs high costing in
batch processing of reports, news in terms of in-process inventory. Routings and fluctuating schedules have to
be explicitly clear. ............................ to reduce cost and increased flexibility along with cross-trained
employees which may cut down boredom factor; however specialisation is questionable, which can be
adjusted via autonomy.
3.2 Use of TechnologiesTechnology is the fundamental ............... gives Thomson Reuters a competitive edge for distributing intelligent
information. Therefore they are already equipped ................. product is technology based whether it is
Reuters 3000 Xtra ................ Trading
Key Cite; Westlaw............... for Legal ResearchOmgeo for Enterprise Information
First Call for Investment & Advisory
CS Professional ................ Tax and Accounting
Newswires and Digital Syn...........ns for Media
Thomson .................. and Sciences
Are all engraved and embedded in their ................ for clients functional support through Technology
and multimedia (thomsonreuters.com, 2010).
However to keep upgraded and for competitive edge over rivals such as Bloomberg, it is essentially requisite to
cope up with new technological innova.................are bound to keep upgrading operational process design,development and delivery to sustain the operational led strategy.
Reuters Insider has been launched as video on demand, this early May 2010. Reuter insider targets the
financial professional to leverage financial content or enterprise information with the help of 150 partners by
venturing into the monarchy of video, virtual road shows, research ........................ market commentary,
multimedia ................ internet based ...................... It is projected to be involved in live chats with the
presenters and subscribers can distribute and publish their multimedia substance with the help of webcam,
along with Reuters Insider ................... in global financial community
Online customised web video service can be plugged with the graphics, articles or data as well which can benavigated while video being played (................... available after thorough index check on Reuters system 24/7
breaking news and can be sorted or searched through simple .................(paidcontent.org, 2010)
3.2.1 Virtual PrototypingIt is of great effectiveness in saving time and costing for TR. For instance Reuter Insider provides a demo for
subscribers to overview that illustrates the .............. results in a systematic way to facilitate and accelerate
decision making on one hand and promoting the product ................... non-subscribers at
marketing.insider.thomsonreuters.com (2010) however is susceptible to imitation by competitors.
Technological limitations have greater influence on layout positioning while Information and CommunicationTechnology has to be flexible for hot-desking and workstations. Automated warehouses and quality control,
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online registrations, internet based supply chain, remote diagnostic assistance and e-product development
requires critical expertise and .............inds within the workforce which tends to increase the operational cost
with eventual increase in product pricing (NCC SOM Lecture no. 12.18 - 12.20).
4 Exploitation of VALUE CHAIN at Thomson ReutersFeller, Shunk & Callarman (2006) distinguish value chain from Supply chain as a value generation or
product/service delivery. Value flows from the recipient of resources i.e. Business Professionals and client
media organisation ...................... while supply chain proceeds from the Thomson Reuters towards the
customers via provision of intelligent information. Various value forms in B2B commercial transactions of
Thomson Reuters can be illustrated as
Technical Value intrinsic to the resource i.e. regardless of resource. For Business Clients the delivery
of critical information via innovative ................... value of vital importance due to rapidly changing
international markets.Organisational Value The Brand name, collaboration with 150 partners, worldwide newswire, ,
Sponsoring Mike Weir- Canadian ................... value of Thomson Reuters for Business clients providing
competitive advantage over Bloomberg
Personal Value - Unbiased information gathering processing and dissemination to the subscribers,
unreliable news adaption and .................. been pronounced clearly in Thomson Reuters Trust
Principles to retain value and commitments for and with the subscribers (thomsonreuters.com, 2010).
Market Value With dividend rate of US$ 0.2900, Annual Revenue for Year 2009 US$ 12.9 billion,
Presence in 100 countries .................... market value for share holders and Investors via revenue
generation and value creation for news and media client business partners. Bi-annual Directors
meetings and close check through Thomson Reuters ....................... to maintain the current value
(thomsonreuters.com, 2010).
Paavilainen (2001: p. 213) stresses Reuters has been moving up across the value chain to get your hands on
customer relationship rather than ............... consequently developing brand image on one hand along with
generation of added revenue from partner operators.
Porter (1985: p. 36) put forward the value chain concept i.e. adding value through the set of activities where
each activity or micro-operation ......................... or service within a business firm unit obscuring significant
springs of competitive advantage.
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Suppo
rtActivitiesat
Primary Activities at Thomson Reuters
Based on activities, such as..... Orientation department, Research & Development, etc.
HR Planning, Job analysis ........cruitment, Selection, training, Internships, Hiring, Operation
managers, Project Managers, Consulting services, Technical maintenance & IT Ex perts etc are
tend to sourced as well
Through Research and Development to manage, process and deliver information, services and
products: telecommunication, Office aut..........nt etc.
Technical equipments, Publishing Press equipments, financial data, market information, ..........
TRs Human Resource
Management
TRs Technology Development
TRs
Procurement
TRs
Infrastructure
MARGIN
MARGIN
Inbound
Logistics
Operations Outbound
Logistics
Marketing
&Sales
Service
Receiving,
Subscriptions,
contents,
.........
multimedia and
online
operations etc
Demonstration,
remote diagnosis,
Upgradation,
Value addition,
............
User friendly and
sophisticated flair,
etc
Reports,
broadcasts,
graphical and
..........
Advertising,
Promotions,
Channel selection,
Virtual .
Collection of data,
Verification of
resources,
...... of
information,
Transforming in Hi-
tech,
presentations, etc
Porters Value chain for Thomson Reuters
Source: Porter (1985: p. 37)
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5 QUALITYConsistence conformance to consumer expectations is one of the ways to define the term quality (NCC SOMLecture no. 9- 9.20). Parasuraman et al (1988) declares the difference between expected and perceived
quality as quality gap; wherein satisfaction of expectation ........... of global verdict pertaining to the pre-
eminence of product or service preference (Grigoroudis & Siskos, 2003: p. 69). Since Thomson Reuters offers
a combination of............and delivery channel
SERVEQUAL 5 dimensions can help assessing the perceived and expected quality ofproduct which in turn can
be collaborated to arrive at ............. Gap model. The five area are appraised as:
In the framework ofGhobadian et al (1994), Thomson Reuterss service quality can be assumed to appraise as:
Inseparability of Production & Consumption: thorough check on informational resources and
processing data is requisite along with critical check on sensitive business issues since any wrongdisseminated news to any ............ own image bur also the subscriber client and further to others can
be adversely affected to a great deal
Intangibility Quality in prior can be gauged via virtual prototyping. However frontline experts and
online demonstrations must .
Perish-ability data can be comparatively more perishable than information and knowledge,
depending upon the . ..................................
Heterogeneity Highly variable from professional or markets departments to client organisations on
hourly even on ............... etc. (Grigoroudis & Siskos, 2003 : p. 70).
Reliability of information source, encoding of ............
Assurance
Capability of Thomson Reuters to convert transform, manage knowledge and disseminate therequisite, relevant, .....and services efficiently to broad casters , news agencies and subscribers.
Tangibility
of Products should be smart updated hi-tech for instance compatibility of software applicationswith latest innovations as .......... single click transfer, storage and broadcast
Empathy
Thomson tends to value its customers, business parteners and subscriberrs, however the
emphasis seems to be ..........can be evaluated via differentiation strategy
Responsivene
ss
Encompasses the areas of operational activities which reflects willingness to .......diagnostics;little more emphasis re requisite via developing call centre or online chat to facilitate potentialsubscribers
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5.1 Quality as an Indispensible performance objectiveFerdows and Meyers (1990) put forward Sand cone model theory which is the promoter of prioritising
performance objectives in specified .................. is defined first
Quality should be the core from lay out designing, positioning, supply chain, value chain, E-business,E-procurement, capacity planning........... distribution of Intelligent information
Quality + Dependability The in-time delivery of intellectual property to either external or internal
customers itself related to consumer ........ dependability layer cannot stand unless quality is poured as
mainstay.
Quality + Dependability + Speed Speed .......... and news transfer again is dependenton timeliness
dissemination and useless without quality bastion (web.hec.ca, 2002).
Quality + Dependability + Speed + Flexibility If ....................... with quality flair in each to generate
real value for the subscribers.
Quality + Dependability + Speed + Flexibility + CostCost reduction can only be made feasible if
quality in terms of consistency prevailspromised ............. transformed in delays or cancellation since information
requirement in the market are ............. changes due to information and developed
communication technology across the orb
Speedy completion and .......................... agencies or media subscriber a competitive
edge in their own business, else non-effectiveness and bottlenecks in supply chain
would not help covering cost
Increased volume of ...................... prcised variation with quality output is the most
relevant means of reducing cost
Additionally, according to Mesnard and Pfohl (2000), other factors are being ............... as the essentials of
theoretical underpinnings as:
Reactivity To speculate the ............... here in terms of upcoming events, unexepected incidents,technology etc
Quality + Dependability
Quality
Dependability
Speed
Flexibility
Cost
Quality
Quality + Dependability + Speed
Quality + Dependability + Speed + Flexibility
Quality + Dependability + Speed + Flexibility + Cost
Sand cone model
Source: Slack at el. (2007: p. 293)
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Agility Thomson Reuters need to keep flexibility for emergent strategy to cope up with market
changing and requirements of structure ..........
Efficiency by synchronising and systemising ......................tasks to eliminate waste and fade out the
variable cost
Intelligence maximum ..................... can start their own news channel to penetrate the market
6 ConclusionsAssumptions based on evidences from.................. ............. down the line conclude that
Business Strategy needs bit more .............. Typology of Operations.
Thomson Reuters, due to its business strategy of informational intelligence distribution seems to be
performing below its capacity output i.e. under-exploitation of Resources. For Instance, the company
can launch its own News Channel or .......... help expanding market share and revenue generation
through advertisements and promotional campaigns via channel
Quality analysis needs to be executed through quality gap evaluations. The improvement type has to
be breakthrough in business ........................ in operational due to frequently changing technology and
market requirements
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Operations and Strategy with Nigel Slack(2010) [Online]
Available from:
http://www.youtube.com/watch?v=ZRcDVm6G50Y (Accessed on April 26, 2010 at 2312)
Nancy Davis Kho, Reuters Insider: Video on Demand(2010) [Online]
Available from:
http://web.vivavip.com/forum/LiveWire/read.php?i=29001 (Accessed on April 14, 2010 at 0834)
Reuters Introduces Online VOD Plat Aimed at Subscribers (2010) [Online]
Available from:
http://paidcontent.org/article/419-reuters-introduces-online-vod-platform-aimed-at-subscribers/
(Accessed on April 15, 2010 at 1005)
Sponsorships, Thomson Reuters (2010) [Online]
Available from:
http://thomsonreuters.com/about/sponsorships/?view=Standard(Accessed on April 16, 2010 at 2302)
The Trust Principles, Thomson Reuters (2010) [Online]
Available from:http://thomsonreuters.com/about/tr_trust_principles/?view=Standard(Accessed on April 16, 2010 at
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