Academic literature on the topic 'Marketing mainframe computers'

Who, in the organization, buys the computer system? How are various departments involved in the organizational decision process? T V Seshadri and N Kinra analyse the decision processes of 30 organizations that had bought a computer system—mini, mainframe, or macro. Based on a questionnaire study and factor analysis, the authors conclude that the EDP department and Board of Directors are critical in the buying grids of the purchasing organizations. They draw implications of their findings for managers marketing computer systems.

<span>This study utilizes cognitive evaluation theory to assess interorganizational relationships. Sales personnels influence strategies and opportunistic behaviors are cast as antecedent to purchasers intrinsic motivation for the exchange. Influence strategies are classified based upon whether sanctions (medicated influence) or information (non-mediated influence) are employed to gain compliance. Ninety-four mainframe computer users reported on their working relationships with multiple marketing personnel. The results suggest that non-mediated influence raises intrinsic motivation while mediated influence and opportunism have a negative impact upon motivation.</span>

In this paper the topic of advertising assessment is revisited, given the widespread availability of low-cost microcomputer modelling developments. It is recognised that when regression analysis became popular in the 1970s with the advent of the mainframe computer, much hype and little marketing benefit ensued. It is argued that simply speeding up the old practices of the 1970s, which rightly fell from favour, will provide no benefit to the advertising industry. ‘What is new’, the ‘benefits’ of advertising assessment, and where it is applicable are described. It is suggested that not only does technology facilitate data analysis, but also, critically, modelling methodology itself has changed, with a greater ability to remain close to one's data. As a consequence, it is argued that improved advertising decisions can only be made when the other elements of the marketing mix are formally taken into account. The methodology described in the paper has been developed and successfully applied in a number of sectors for different UK clients of Coopers and Lybrand, and Collett Dickenson and Pearce.

With the greater development of technology and automation human history is predominantly updated. The technology movement shifted from large mainframes to PCs to cloud when computing the available data for a larger period. This has happened only due to the advent of many tools and practices, that elevated the next generation in computing. A large number of techniques has been developed so far to automate such computing. Research dragged towards training the computers to behave similar to human intelligence. Here the diversity of machine learning came into play for knowledge discovery. Machine Learning (ML) is applied in many areas such as medical, marketing, telecommunications, and stock, health care and so on. This paper presents reviews about machine learning algorithm foundations, its types and flavors together with R code and Python scripts possibly for each machine learning techniques.

Until the 1980s research into computer technology was developing outside of a context of media culture. Until the 1970s the computer was seen as a highly effective calculator and a tool for the use in government, military and economic life. Its popular image from the 1940s to 1950s was that of a calculator. At that time the computer was a large machine which only white lab-coated engineers could understand. The computer was studied as a technical instrument, not from the viewpoint of the user. The peculiar communication between the user -- engineers at this point -- and the machine was described in caricatures like those in Electric Media (Brown & Marks 100). Many comics handled the issue of understanding. In one cartoon one engineer asks another: "Do you ever feel that it is trying to tell us something?" And in Robert Sherman Townes's novel "Problem of Emmy", the computer (Emmy) acts out of control and prints the words: "WHO AM I WHO AM I WHO AM I?". In these examples the man-machine relationship was taken under consideration, but the attitude towards the relationship was that of a master-tool way. The user was pronouncedly in control and the machine just a passive tool. After the 1980s the image of the computer was turning into that of a playful toy and a game machine, thanks to the game houses' and marketing departments' efforts. Suddenly the player was playing with the computer, and even fairly often got beaten by it. That definitely raises feelings towards the machine! The playing situation was so intensive that the player did not often pay any attention to the interface, and the roles were not so clear anymore. This was a step towards the idea of natural communication between human and machine. Later science fiction influenced depictions of virtual reality, and haptic interfaces mediated the ideas into reality. In this paper I will discuss the man-machine relationship from the viewpoint of interface design. My expertise is in electronic games, and thus I will use examples from the game industry. This paper is a sidetrack of RAID -- Research of Adaptive User Interface Design, which was going on at the University of Lapland, Finland in 1995-1999. The RAID project was about research into adaptive interface design from the viewpoint of media archaeology, electronic games, toys and media art. Early Visions Already in the 1960s, MIT professor J.C.R. Licklider wrote about man-machine symbiosis. He saw that "man machine symbiosis is an expected development in cooperative interaction between men and electronic computers". He believed that it would lead to a new kind of cooperative partnership between man and machine (9). Licklider's visions are important, because the relationship between man and machine was seen generally differently at those days. At the time of the first mainframe computers in the 1940s, man and machine were seen as separate entities from the viewpoint of data processing. The operator put in data to the machine, which processed it by its own language which only the machine and very few engineers could understand. Fear -- a fearful affection -- has affected the development of machines and the idea of man-machine relationships throughout the decades. One reason for this is that the ordinary person had no contact to the computer. That has led to fears that when cooperating with the machine, the user will become enslaved by it, or sucked into it, as in Charlie Chaplin's film Modern Times (1936). The machine captivates its user's body, punishes it and makes its movement impossible at the end. Or the machine will keep the body's freedom, but adapt its functions to work by the automatic rhythm: the human body will be subordinated to the machine or made a part of it. What Is the Interface? In reality there still is a mediator between the user and the machine: the interface. It is a connector -- a boundary surface -- that enables the user to control the machine. There has been no doubt who is in charge of whom, but the public image of the machine is changing from "computer as a tool" to "computer as an entertainment medium". That is also changing the somewhat fearful relationship to the computer, because such applications place the player much more intensively immersed in the game world. The machine as a tool does not lose its meaning but its functionality and usability are being developed towards more entertainment-like attributes. The interface is an environment and a structural system that consists of the physical machine, a virtual programming environment, and the user. The system becomes perfect when all its parts will unite as a functional, interactive whole. Significant thresholds will arise through the hapticity of the interface, on one hand questioning the bodily relationship between user and machine and on the other hand creating new ways of being with the machine. New haptic (wearable computing) and spatial (sensors in a reactive space) interfaces raise the question of man-machine symbiosis from a new perspective. Interfaces in a Game World In games the man-machine relationship is seen with much less emotion than when using medical applications, for example. The strength of electronic games is in the goal-oriented interaction. The passivity of older machines has been replaced by the information platform where the player's actions have an immediate effect in the virtual world. The player is already surrounded by the computer: at home sitting by the computer holding a joystick and in the arcades sometimes sitting inside the computer or even being tied up with the computer (as in gyroscope VR applications). The symbiosis in game environments is essential and simple. During the 1980s and 1990s a lot of different virtual reality gear variants were developed in the "VR boom". Some systems were more or less masked arcade game machines that did not offer any real virtuality. Virtuality was seen as a new way of working with a machine, but most of the applications did not support the idea far enough. Neither did the developers pay attention to interface design nor to new ways of experiencing and feeling pleasure through the machine. At that time the most important thing was to build a plausible "virtual reality system". Under the futuristic cover of the machine there was usually a PC and a joystick or mouse. Usually a system could easily be labelled as a virtual theater, a dome or a cabin, which all refer to entertainment simulators. At the beginning of the 1990s, data glasses and gloves were the most widely used interfaces within the new interaction systems. Later the development turned from haptic interfaces towards more spatial ideas -- from wearable systems to interaction environments. Still there are only few innovative applications available. One good example is Vivid Group's old Mandala VR system which was later in the 1990s developed further to the Holopod system. It has been promoted as the interface of the future and new way of being with the computer. As in the film Modern Times so also with Holopod the player is in a way sucked inside the game world. But this time with the user's consent. Behind the Holopod is Vivid Group's Mandala VGC (Video Gesture Control) technology which they have been developing since 1986. The Mandala VGC system combines real time video images of the player with the game scene. The player in the real world is the protagonist in the game world. So the real world and the game world are united. That makes it possible to sense the real time movement as well as interaction between the platform and the player. Also other manufacturers like American Holoplex has developed similar systems. Their system is called ThunderCam. Like Konami's Dance Dance Revolution, it asks heavy physical involvement in the Street Fighter combat game. Man-Man and Man-Machine Cooperation One of the most important elements in electronic games has been reaction ability. Now the playing is turning closer to a new sport. Different force feedback systems combined with haptic interfaces will create much more diverse examples of action. For example, the Japanese Konami corporation has developed a haptic version of a popular Playstation dance game where karaoke and an electronic version of the Twister game are combined. Besides new man-machine cooperative applications, there are also under development some multi-user environments where the user interacts with the computer-generated world as well as with other players. The Land of Snow and Ice has been under development for about a year now in the University of Lapland, Finland. It is a tourism project that is supposed to be able to create a sensation of the arctic environment throughout the year. Temperature and atmosphere are created with the help of refrigerating equipment. In the space there are virtual theatre and enhanced ski-doo as interfaces. The 3-D software makes the sensation very intense, and a hydraulic platform extends the experience. The Land of Snow and Ice is interesting from the point of view of the man-machine relationship in the way that it brings a new idea to the interface design: the use of everyday objects as interfaces. The machine is "hidden" inside an everyday object and one is interacting and using the machine in a more natural way. For example, the Norwegian media artist Stahl Stenslie has developed "an 'intelligent' couch through which you communicate using your body through tactile and visual stimuli". Besides art works he has also talked about new everyday communication environments, where the table in a café could be a communication tool. One step towards Stenslie's idea has already become reality in Lasipalatsi café in Helsinki, Finland. The tables are good for their primary purpose, but you can also surf the Internet and read your e-mail with them, while drinking your tea. These kind of ideas have also been presented within 'intelligent home' speculations. Intelligent homes have gained acceptance and there are already several intelligent homes in the world. Naturally there will always be opposition, because the surface between man and machine is still a very delicate issue. In spite of this, I see such homogeneous countries as Finland, for example, to be a good testing ground for a further development of new man-machine interaction systems. Pleasure seems to be one of the key words of the future, and with the new technology, one can make everyday routines easier, pleasure more intense and the Internet a part of social communication: within the virtual as well as in real world communities. In brief, I have introduced two ideas: using games as a testing ground, and embedding haptic and spatial interfaces inside everyday objects. It is always difficult to predict the future and there are always at least technology, marketing forces, popular culture and users that will affect what the man-machine relationship of the future will be like. I see games and game interfaces as the new developing ground for a new kind of man-machine relationship. References Barfield, W., and T.A. Furness. Virtual Environments and Advanced Interface Design. New York: Oxford UP, 1995. Brown, Les, and Sema Marks. Electric Media. New York: Hargrove Brace Jovanovich, 1974. Burdea, G., and P. Coiffet. Virtual Reality Technology. New York: John Wiley and Sons, 1994. Greelish, David. "Hictorically Brewed Magazine. A Retrospective." Classic Computing. 1 Sep. 1999 <http://www.classiccomputing.com/mag.php>. Huhtamo, Erkki. "Odottavasta Operaattorista Kärsimättömäksi Käyttäjäksi. Interaktiivisuuden Arkeologiaa." Mediaevoluutiota. Eds. Kari Hintikka and Seppo Kuivakari. Rovaniemi: U of Lapland P, 1997. Jones, Steve, ed. Virtual Culture: Identity and Communication in Cybersociety. Thousand Oaks, Calif.: Sage, 1997. Kuivakari, Seppo, ed. Keholliset Käyttöliittymät. Helsinki: TEKES, 1999. 1 Sep. 1999 <http://media.urova.fi/~raid>. Licklider, J.C.R. "Man-Computer Symbiosis." 1960. 1 Sep. 1999 <http://memex.org/licklider.pdf>. Picard, Rosalind W. Affective Computing. Cambridge, Mass.: MIT P, 1997. "Return of the Luddites". Interview with Kirkpatrick Sale. Wired Magazine June 1995. Stenslie, Stahl. Artworks. 1 Sep. 1999 <http://sirene.nta.no/stahl/>. Citation reference for this article MLA style: Sonja Kangas. "From Haptic Interfaces to Man-Machine Symbiosis." M/C: A Journal of Media and Culture 2.6 (1999). [your date of access] <http://www.uq.edu.au/mc/9909/haptic.php>. Chicago style: Sonja Kangas, "From Haptic Interfaces to Man-Machine Symbiosis," M/C: A Journal of Media and Culture 2, no. 6 (1999), <http://www.uq.edu.au/mc/9909/haptic.php> ([your date of access]). APA style: Sonja Kangas. (1999) From haptic interfaces to man-machine symbiosis. M/C: A Journal of Media and Culture 2(6). <http://www.uq.edu.au/mc/9909/haptic.php> ([your date of access]).

Enterprise resource planning systems can be defined as customizable, standard application software which includes integrated business solutions for the core processes and administrative functions (Chan & Rosemann, 2001). From an operative perspective, ERP systems provide a common technological platform unique for the entire corporation allowing the replacement of mainframes and legacy systems. This common platform serves to process automation as well as to simplify current process either by an explicit reengineering process or by the implicit adoption of the system “best practices” (Markus & Tanis, 2000). Finally, the common centralized platform allows the access to data that previously were physically or logically dispersed. The automation of the processes and the access to data allows the reduction of operating times (thus reducing operating costs) while the latter serves to a better support of business decisions (see e.g., Umble, Haft & Umble, 2003 for a detailed review of ERP benefits). ERP is considered to provide businesses with new opportunities to acquire knowledge (Srivardhana & Pawlowski, 2007), being the sources of knowledge the aforementioned best practices from the ERP, and the ERP software company’s staff during the implementation phase. At present, ERP systems are either used or implemented in a large number of enterprises. According to Genoulaz and Millet (2006), up to 74% of manufacturing companies and up to 59% of service companies use an ERP system. In addition, more than 70% of Fortune 1000 companies have implemented core ERP applications (Bingi, Sharma, Godla, 1999; Yen, Chou & Chang, 2002). The objectives for implementing an ERP system can be classified as operational, strategic, dual (operational plus strategic), or without objective (Law & Ngai, 2007). The adoption of an ERP system with operational objectives is aimed at improvement operating efficiency together with the reduction of costs, while companies implementing ERP with a strategic objective would experience a change in business processes, improving sales and market expansion. A widespread critique to ERP systems is their high total cost of ownership (Al-Mashari, Al-Mudimigh & Zairi, 2003) and hidden costs in implementation (Kwon & Lee, 2001). Besides, ERP systems impose their own logic on an organization’s strategy and culture (Davenport, 1998), so ERP adopters must adapt their business processes and organization to these models and rules. Consequently, organizations may face difficulties through this adaptation process which is usually carried out without widespread employee involvement. This may cause sore employees, sterile results due to the lack of critical information usually provided by the employees; and also late delivery, with reduced functionality, and/or with higher costs that expected (Kraemmeraard, Moeller & Boer, 2003). Additionally, some analysts have speculated that widespread adoption of the same ERP package in the same industry might lead to loss of competitive advantage due to the elimination of process innovation-based competitive advantage (Davenport, 1998). This has been observed, for instance, in the semiconductor manufacturers sector (Markus & Tanis, 2000). The early stage of ERP was carried out through Materials Requirement Planning (MRP) systems (Umble, Haft & Umble, 2003). The next generation of these systems, MRP II (Manufacturing Resources Planning), crossed the boundaries of the production functionality and started supporting not only manufacturing, but also finance and marketing decisions (Ptak & Schragenheim, 2000). Current ERP systems appeared in the beginning of the 1990’s as evolved MRP II, incorporating aspects from CIM (Computer Integrated Manufacturing) as well as from EDP (Electronic Data Processing). Therefore, ERP systems become enterprise-wide, multilevel decision support systems. ERP systems continue evolving, incorporating Manufacturing Execution Systems (MES), Supply Chain Management (SCM), Product Data Management (PDM), or Geographic Information Systems (GIS), among others (Kwon & Lee, 2001).

Enterprise resource planning systems can be defined as customizable, standard application software which includes integrated business solutions for the core processes and administrative functions (Chan & Rosemann, 2001). From an operative perspective, ERP systems provide a common technological platform unique for the entire corporation allowing the replacement of mainframes and legacy systems. This common platform serves to process automation as well as to simplify current process either by an explicit reengineering process or by the implicit adoption of the system “best practices” (Markus & Tanis, 2000). Finally, the common centralized platform allows the access to data that previously were physically or logically dispersed. The automation of the processes and the access to data allows the reduction of operating times (thus reducing operating costs) while the latter serves to a better support of business decisions (see e.g., Umble, Haft & Umble, 2003 for a detailed review of ERP benefits). ERP is considered to provide businesses with new opportunities to acquire knowledge (Srivardhana & Pawlowski, 2007), being the sources of knowledge the aforementioned best practices from the ERP, and the ERP software company’s staff during the implementation phase. At present, ERP systems are either used or implemented in a large number of enterprises. According to Genoulaz and Millet (2006), up to 74% of manufacturing companies and up to 59% of service companies use an ERP system. In addition, more than 70% of Fortune 1000 companies have implemented core ERP applications (Bingi, Sharma, Godla, 1999; Yen, Chou & Chang, 2002). The objectives for implementing an ERP system can be classified as operational, strategic, dual (operational plus strategic), or without objective (Law & Ngai, 2007). The adoption of an ERP system with operational objectives is aimed at improvement operating efficiency together with the reduction of costs, while companies implementing ERP with a strategic objective would experience a change in business processes, improving sales and market expansion. A widespread critique to ERP systems is their high total cost of ownership (Al-Mashari, Al-Mudimigh & Zairi, 2003) and hidden costs in implementation (Kwon & Lee, 2001). Besides, ERP systems impose their own logic on an organization’s strategy and culture (Davenport, 1998), so ERP adopters must adapt their business processes and organization to these models and rules. Consequently, organizations may face difficulties through this adaptation process which is usually carried out without widespread employee involvement. This may cause sore employees, sterile results due to the lack of critical information usually provided by the employees; and also late delivery, with reduced functionality, and/or with higher costs that expected (Kraemmeraard, Moeller & Boer, 2003). Additionally, some analysts have speculated that widespread adoption of the same ERP package in the same industry might lead to loss of competitive advantage due to the elimination of process innovation-based competitive advantage (Davenport, 1998). This has been observed, for instance, in the semiconductor manufacturers sector (Markus & Tanis, 2000). The early stage of ERP was carried out through Materials Requirement Planning (MRP) systems (Umble, Haft & Umble, 2003). The next generation of these systems, MRP II (Manufacturing Resources Planning), crossed the boundaries of the production functionality and started supporting not only manufacturing, but also finance and marketing decisions (Ptak & Schragenheim, 2000). Current ERP systems appeared in the beginning of the 1990’s as evolved MRP II, incorporating aspects from CIM (Computer Integrated Manufacturing) as well as from EDP (Electronic Data Processing). Therefore, ERP systems become enterprise-wide, multilevel decision support systems. ERP systems continue evolving, incorporating Manufacturing Execution Systems (MES), Supply Chain Management (SCM), Product Data Management (PDM), or Geographic Information Systems (GIS), among others (Kwon & Lee, 2001).