C/S和B/S相结合的安全型管理信息系统开发

为了开发基于C/S(客户/服务器),B/S(浏览器/服务器)模式的高校学生公寓管理系统的网络体系,在对C/S与B/S模式结构进行分析比较的基础上,针对该系统的建设目标和功能要求,对该系统进行了网络体系布置、数据库设计、系统框架设计和系统安全性设计,该系统的实施可以实现C/S和B/S模式结合起来开发管理系统的一种体系结构。     

一种C/S与B/S相结合的企业应用结构

基于B/S结构的先进性和C/S结构的成熟性,通过对B/S结构和C/S结构的优缺点的比较,提出了一种新的混合型的应用结构,实现了远程控制、信息共享和严密、有效的数据管理。     

胜利“炼出”CIM

胜利炼油厂的CIM试点项目从1988年开始建设,在确定炼厂的CIM系统模型,制定总体规划、确定试点目标、原则、重点范围和具体方案之后,通过几年的实践,对原来的方案做了一定的完善,采用了INTRANET等更先进的技术、使用了更快的网络平台,胜利炼油厂计算机综合生产管理系统,是应用CIM理念、结合INTRANET技术、采用B/S结构和C/S结构相结合的方式建立的管理系统。     

基于Web的通信检修票申请批复管理信息系统

针对华北电力调度局的通信检修票管理业务,系统地分析了通信检修票管理的业务流程、功能与架构,并且充分考虑对通信检修票管理信息系统可靠性、安全性和实用性的要求,比照C/S,C/S+B/S和B/S3种软件开发模式特点,提出了一套高效、实用的C/S+B/S模式的通信检修票管理信息系统开发方案,还采用C/S+B/S结构模式成功建立了基于Web方式的通信检修票申请批复管理信息系统。     

高校科研管理系统的设计与实现

分析了C/S和B/S 2种模式混合使用的优越性,讨论了基于这2种混合模式如何进行高校科研管理系统的功能设计、系统体系结构设计、系统开发工具环境选择、功能模块划分,介绍了系统实施过程中的主要技术,并叙述了校级课题申报、审批、合同、结题等管理功能。     

基于WEB模式包装机械销售管理系统的设计

随着Internet/Intranet技术的发展，基于WEB的新型信息系统研究与开发成为一个热点。文章介绍了基于WEB技术的包装机械销售管理信息系统采用目前流行的B／S结构，实现了企业信息收集、发布、统计、查询及维护。文中描述了它的结构、实现和关键。该系统具有很强的可扩展性，数据具有开放性，界面易于操作。     

基于Internet的设备租赁管理系统

分析机械设备租赁管理系统采用的B／S网络应用程序架构的工作原理。根据对租赁企业业务网络化管理特点的分析，以ASP．NET作为开发工具，采用3层结构的开发模式，开发了以SQL Server 2000为后台数据库的机械设备租赁管理系统。     

基于Web的催化裂化催化剂评价实验管理系统的设计与实现

本文针对催化裂化催化剂评价实验流程化管理的需要,设计并实现了一种基于Web的实验管理系统,以实现不同岗位之间的数据共享和传递。系统采用了MVC设计思想和Struts开发架构,在J2EE平台上进行开发,运行结构采用B／S三层结构实现。     

基于Web的高校户籍管理系统研究

基于Web的高校户籍管理系统的开发主要包括后台数据库的建立、维护和前端动态网页的建立。系统开发采用网络编程语言ASP.NET,数据库采用SQL Server,利用Dreamweaver开发动态网站的工具来编写,采用IIS服务器加快了系统的整体访问速度,系统整体框架采用B/S结构。高校户籍管理系统的功能达到了现代高校户籍管理工作实际应用的要求。     

建设管理信息系统

<正>四川省达州电业局班组建设管理信息系统是一套集班组资料管理、技术管理、安全管理、班组文化、班组博客、班组考核、同业对标和对外信息发布于一体的管理系统。它以B/S"三层结构"技术为基础,通过信息化的技术手段,实现日常管理电子化、无纸化;班组考核网络化、流程化,从而减轻班组负担,提高工作效率,降低管理成本,激发了班组活力。     

Selling and sales management: An introduction to the special section and recommendations on advancing the sales research agenda

Effectively managing the sales function is a prerequisite for success in business markets. Thus, practitioners are increasingly interested in improving the performance of their sales function. However, there is evidence pinpointing that academic research in the area may be experiencing a decline in its status among other subject areas in the marketing discipline. Fortunately, advances in the field of selling and sales management as reflected in the organization of specialized conferences/meetings and the development of special journal issues hold the promise of enhancing the status of sales within marketing academia. Following this stream of activities, this IMM special section on “Selling & Sales Management” aims at stimulating the level of discourse regarding how research in our field can be advanced. The present article introduces the special section; next, it summarizes the articles comprising the special section; and, finally, it concludes with some thoughts on fruitful research opportunities in the sales area.     

Sales management control level and competencies: Antecedents and consequences

The pursuit of superior salesperson performance and higher levels of sales organization effectiveness is a growing management priority. Management control is an important antecedent to several aspects of salesperson performance and organizational effectiveness. However, prior research has neglected two important issues. First, the impact of market orientation on sales manager control approaches has not been previously considered. Second, sales manager competencies in behavior-based control have not been examined, as research has focused on the level and form of control. Market orientation and the critical sales skills required of salespeople have strong antecedent relationships with sales manager control. Also, sales manager control competencies play a significant role in shaping salesperson performance, and the impact of control competencies is larger than control level. Sales manager control competencies play an important mediating role between sales manager control level and salesperson performance and sales organization effectiveness. Our findings are based on a study of British companies in which five hundred sales managers were sent surveys and 300 usable responses (a response rate of 60%) were returned. Three important implications derived from this study include: (1) sales managers need to translate market orientation into sales force behaviors; (2) control strategy should be aligned with sales force priorities; and (3) time and resources should be invested in training sales managers.     

Salespeople as information gatherers: Associated success factors

Salespeople are in a vantage position to have intimate knowledge of the customers. How to motivate them to be effective information retrievers becomes a challenge to sales managers in today's knowledge economy. This paper presents the results of a study into managerial factors that are associated with more effective information retrieval by sales forces for use in their CRM systems. Sales executives (n = 150) responded to a mailed survey describing the importance of a set of activities to their recruiting/selecting, training, supervisory processes and the climate in the organization generated by upper level management. Results show that supervision and upper management support associate significantly with the effective information retrieval of salespeople; while training those more technically savvy sales recruits results in more effective information retrieval.     

Marketing channel management and the sales manager

For years, the channel manager remained an organizational position found mainly in textbooks and the literature and seldom on company organization charts. Recently, however, persuasive evidence has revealed that marketing channel management comes chiefly under the purview of the sales manager. Accepting this new reality, sales management training will need to be dramatically expanded to include these new channel management responsibilities. But, are all levels of sales managers involved or equally involved in channel management? If not, channel manager training must be tailored for specific levels of sales management in order to achieve desired channel effectiveness and efficiency. To date, no published research has explored whether channel management involvement varies at different levels in the sales manager hierarchy. In this age of channel dynamism, successful companies must determine the specific involvement of each sales management level in channel management so that appropriate training and support can be provided to optimize performance in this critical area of market competition. To address the foregoing issues, data were drawn from a random national sample of sales managers. Results indicate that sales managers at all hierarchical levels participate in administering various aspects of marketing channel management. The degree of involvement, however, varies significantly by sales manager level. Sales management implications are discussed, and areas for future research are suggested.     

Using System Dynamics to assess the impact of RFID technology on retail operations

The application of item-level radio frequency identification (RFID) technology in retail supply chains creates cost savings and promises large potential benefits from revenue growth. However, the economic assessment of the impact on improved store operations, labor utilization, and increased sales is still not fully explored. We propose to use System Dynamics as a structural modeling and simulation approach to integrate conventional return on investment evaluations. Building on previous research about RFID technology in retail supply chains, we developed a model based on the case exploration of a leading Italian apparel retailer. Simulations show that RFID implementations are profitable whenever they contribute to increase sales, especially when a fashion retailer is focused on clerk-assisted sales strategies. Sales growth results from the dynamic and integrated impacts of RFID technology on better inventory control, faster inventory turnover, and longer time available for store personnel to assist consumers as an effect of more efficient backroom operations.     

Sales force technology usage—reasons, barriers, and support: An exploratory investigation

Increasingly, salespeople are being asked to adopt and use a variety of technologies to increase their selling productivity and efficiency, including sales force automation and customer relationship management technologies. However, little research has investigated what happens once sales force automation (SFA) technology is adopted. This paper explores the reasons why salespeople use SFA technologies, the perceived barriers to SFA usage and how management can increase the usage of SFA technology. First, a qualitative study was performed to gain insight about salespeople's automation technology usage and the reasons why some salespeople fully use or do not utilize technology. After the initial study, 130 salespeople were surveyed. More productivity/efficiency was the main reason why salespeople use technology, the lack of management and technical support proved to be the main barrier to usage, and training proved most effective in increasing usage of SFA technology. Sales managers are provided with implications of the findings.     

How does sales force automation influence relationship quality and performance? The mediating roles of learning and selling behaviors

Sales force automation (SFA) technologies are increasingly used to support customer relationship management strategies. However, previous studies have reported mixed results about the performances of SFA technologies. Therefore, this study seeks to further examine the impact of SFA usage on both customer relationship quality and sales performance. Additionally, the mediating roles of learning and adaptive selling behaviors on the outcomes of SFA usage are investigated. The results highlight the mediating role of salesperson learning and adaptive selling behaviors in the SFA usage and sales performance relationship. Especially noteworthy is the impact of learning through adaptive selling on those outcome variables. Implications for SFA research and practice that may further improve our understanding of this increasingly relevant topic are also offered.     

Impediments to sales force automation

Sales force automation (SFA) occurs when firms adopt technology to improve the efficiency and effectiveness of sales-related activities. Research has shown, however, that 55-75% of SFA projects fail. This paper first identifies and explains impediments that exist in three SFA areas: planning, communication, and evaluation. The high failure rate of SFA can also be explained by gaps that exist, between the sales force and management, in SFA perceptions and goals. Finally, after discussing each of these areas, study implications are provided to sales managers and suggestions are offered for future research.     

Comments on “Selling in the new millennium: a joint agenda”

This response to “Selling in the New Millennium” extends the ideas presented by Ingram, LaForge, and Leigh, in particular, suggesting a pivotal change from the salesperson to the sales function as the unit of study. Such a change makes many traditional research and review practices obsolete. For example, the author argues a need to accept lower response rates and smaller samples along with more formal and new methods to explore generalizability. Other examples, including a review of an article by Jap [J Pers Selling Sales Manage XXI (2001) 95.] and a discussion on the role of trade and professional associations, suggest additional changes that will be needed to increase the likelihood of achieving the joint agenda.