CMGT583_Week6_ROIOfImplementation.docx ROI of Implementation CMGT/583: IS Integration ROI of Implmentation Return on Investment also known as ROI is a process used to measure the efficiency of a given investment o
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CMGT583_Week6_ROIOfImplementation.docx ROI of Implementation CMGT/583: IS Integration ROI of Implmentation Return on Investment also known as ROI is a process used to measure the efficiency of a given investment or to compare the efficiency to the number of different types of investments. (Chen, 2020). Return on Investment (ROI) attempts to provide a direct measure of the returned amount with a particular investment in addition to the relative of the investment™s cost. For the Return on Investment (ROI) to be calculated the return of the investment will need to be divided by the set cost of the investment. The results of the ROI will be expressed in a percentage or a ratio. Within the document an executive summary will be provide the outcomes of the Enterprise Resource Planning (ERP). In addition, this document will also provide the desired outcomes along with an example Executive Summary The Enterprise Resource Planning also known as œERP is a process that can bring the utmost value in success to Phoenix Fine Electronics (PFE) as a company. If Phoenix Fine Electronics PFE were to implement the ERP system into their current stores along with their future stores they have the opportunity of increasing the productivity of their company. The ERP system is a system that can be integrated with the data in the processes across every department within the PFE stores. Phoenix Fine Electronics (PFE) as a company will have the access and ability to move product quicker, process all orders in an efficiently, send d. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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