Title of Paper:
Case Study 8-1
Asbel Muniz Matta
American Military University
Companies of globalization have generated momentum so they have had to redesign the traditional way of doing business. Logistics is considered a complex discipline in its scope and thematic diversity, looking at a wide range of integrated activities offer customers conveniently allowing the product or service required to efficiently and effectively. The objectives are to establish the same level of logistics activities so that products and services are available to customers at the time, the place and the condition and form desired, and in the most beneficial and effective in terms of cost. The problem we are facing the company Great Lakes Carriers (GLC) is the low iron products to transport and market to different ports. Due to the commercialization and competition of different types of transport decreased because of increased foreign steel production and railroads have increased their share of the grain movement with new larger hopper cars. Perhaps faster in its distribution or cheaper but no matter the reason there to find a solution to keep the company continues to generate revenue forward and keep the jobs of thousands of fathers of families. Not surprisingly, many are working feverishly to capitalize on the new potential of marketing data, especially with respect to the torrent of highly insightful (but highly unstructured) information being generated online. The ongoing convergence of new data sources, targeting technologies and advertising delivery platforms is likewise shifting their focus from the management of raw information to the optimization of granular consumer audiences across discrete advertising channels, product categories and geographies. The demands of real-time, rules-driven, audience-centered marketing represent a full-on paradigm shift in how marketing is done. But with the opportunity inherent in this approach comes a daunting challenge to identify and deploy an actionable range of “use cases “practical marketing applications that, fueled by data, may drive transformative improvements in both marketing effectiveness and efficiency. Today, even while some enjoy modest success in redeploying their existing resources to the new cross-channel task, most other marketers saddled with legacy technology platforms, depleted of expertise by years of under investment and structured only to support “traditional” approaches to data usage are finding they’re woefully unprepared for this transformation. For them, a growing data divide is taking shape, distinguishing those use cases to which data may now be profitably deployed from those which though promising in their strategic potential still represent nothing more than ideals of how automated, multichannel marketing may someday take shape. So the data that the company could have at your disposal to make a strategic decision, reliable and beneficial to the company could be: • Rules-driven integration of disparate data sets: The collection, analysis and segmentation of digital data demands the aggregation and anonymization of virtually all data, challenging marketers’ fundamental ability to draw distinct insights from consumers’ cross-channel interactions.
• Improved operating infrastructures: Though substantial process and data structure challenges also exist, a substantial barrier now inhibiting wider, marketing data optimization resides within the marketing organization characterized by rigid “silos” and the paucity of data-savvy marketing operations, IT and sales talent. • A strong network of data-centric technology and service partners: The fastest and most efficient data aggregation, analysis and throughput solutions require a strong ecosystem of partners who understand and can integrate...
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