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Can I Extend the Automation Capabilities of CA
Can I Extend the Automation Capabilities of CA

... The core CA Workload Automation Agent enables the various types of workload objects to be directly integrated as well as immediately initiated to provide instant processing of business data, as well as giving IT a much more complete visualization of the data process that is crucial to managing their ...
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... – and many companies saw real results in that area. Soon, however, it became clear that CRM could be much more and that, indeed, it must become more. An increasingly empowered and therefore increasingly disloyal customer base demanded more. Companies expanded their call center infrastructure and imp ...
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... tangible, as in the assets of the company that can be seen or quantified. Human resources, funds and physical plant and equipment are examples of these tangible assets. Resources may also be intangible, such as reputation or a stock of patents and copyrights. Capabilities on the other hand refer to ...
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Capability management in business

Definition""Capability Management"" is the approach to the management of an organization, typically a business organization or firm, based on the ""theory of the firm"" as a collection of capabilities that may be exercised to earn revenues in the marketplace and compete with other firms in the industry. ""Capability Management"" seeks to manage the stock of capabilities within the firm to ensure its position in the industry and its ongoing profitability and survival.Prior to the emergence of Capability Management, the dominant theory explaining the existence and competitive position of firms, based on Ricardian economics, was the Resource-based view of the firm (RBVF). The fundamental thesis of this theory is that firms derive their profitability from their control of resources - and are in competition to secure control of resources. Perhaps the best-known exposition of the Resource-based View of the Firm is that of one of its key originators: economist Edith Penrose in The Theory of the Growth of the Firm, New York, John Wiley and Sons, 1959, ISBN 978-0-19-828977-7.""Capability Management"" may be regarded as both an extension and alternative to the RBVF that asserts that it is not control over physical resources that is the basis for firm profitability but that ""Companies, like individuals, compete on the basis of their ability to create and utilize knowledge;..."". In short, firms compete not on the basis of control of resources but on the basis of superior Know-How. This Know-How is embedded in the capabilities of the firm - its abilities to do things that are considered valuable (in and by the market).
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