...Introduction: American Express 3 II. Overview of Organization: Background 3 III. Organizational Design 4 IV. Scope of Operation 5 Vision 5 Values 5 Operating principles 6 Board of directors 7 V. Current Operation State 8 VI. Desired State of American Express 10 VII. Developments 12 Risk and informational management 12 Strategic planning group 13 Human resources 13 Technology 13 VIII. Program Design and Development 14 Objectives of the program 14 Incorporate site visits by management 14 Training and seminars 14 American Express will Focus on the Development of Employees 16 Incorporate Site Visits by Management 16 Training and Seminars 17 Steps to continue the essence of customer service 18 Assessment 19 Employee feedback 19 Data analysis 20 Creating training manual 20 The use of technology 21 IX. Recommendations 22 Performance appraisals 23 Motivating Employees 24 Training employees 25 Continuous improvement 27 X. Conclusion 28 XI. References 29 I. Introduction American Express hired our consulting team to create effective training and development program to sustain the company’s success and growth. One of the departments American Express would like to concentrate on is the Customer Service Call Center. Currently American Express does not have formalized organization-wide training and development process. This paper will summarize American Express’ organizational...
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...Secretary of Defense Corporate Fellows Program FINAL REPORT FEDERAL EXPRESS CORPORATION LtCol Arthur H. Sass, USMC June 2000 Acknowledgments This has been an interesting, exciting, and educational year. The first hand, on-the-job knowledge I received regarding how Corporate America thinks and what private industry companies are doing to posture themselves for the future is simply priceless. The environment is fast-paced, unforgiving, and wide open. Though the Department of Defense (DoD) and Corporate America play by different rules, the concepts I have been exposed to in the areas of supply chain management, global logistics, and the transportation, distribution and information networks within the Federal Express Corporation deserve some attention from DoD. I would first and foremost like to thank my Lord and Savior Jesus Christ for making this opportunity possible. Thanks also to Mr. Larry McMahan for all of the support and the helping hand he provided whenever I needed it. Mrs. Ellen Tedford, Mr. McMahan’s Assistant, is absolutely the best there is. Thanks Ellen for everything, you’re one of a kind. I would also like to extend a special thank you to Mr. Steve Stapleton for keeping me in touch with the executives and doing his best to get me the face time I needed with them. Kudos to Eric Briggs and Janice Bonat--a staff of two that did the work of 20. Your administrative support and the continuous and timely feeding of current events...
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...New Health Medical Systems Staffing Strategy HRM/548 Gwendolyn Ford June 2, 2014 Jennifer Familant One of the main issues that needled American today is the provision of a new strategic healthcare system. With Medicare on the rise the prediction is by the year 2019 there will a vast number of people uninsured and depending on Medicare to compensate for medical treatment. The primary issue of healthcare in the United States is a leading part of the health medical system staffing problem because the staffing relies on Americans utilizing physician care. Understanding and developing current strategies will align organizations with new innovative ways to implement business strategic direction, and recommend staffing strategies that will meet the need of the organization’s goals are topics that will be address in this paper. Communicating a guided vision is the key role to planning strategically. Implementing any type of plan for the business should be deliberate strategically in order for the business to operate daily. The involvement of a diverse team of employees at any level in the organization can help to construct a communal vision, and growth all individual's in the organization motivates to understand the success of the plan. Simplicity and constant communication, from planning anticipate consequences that design the measure of performance can be vital to the success. Effective staffing frequently involves groups with simplicity of the shared vision, and extensive...
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...2011 Airborne Express EMI and the CT scanner Juan Perez Strategic Management Juan Perez Strategic Management |Airborne Case 1 Strategic Management 6/7/2011 First Case Analysis: Airborne Express Analysis of the Express Mail Industry: In order to have a clear understanding of Airborne’s position and to make recommendations about future moves, it is critical to examine the industry environment—competitors, customers, and suppliers—and examine the firm internally. To do so, the Porter’s five forces framework and a resource & capability analysis will be utilized. Threat of Substitutes: In today’s aggressive environment, product substitutes are regarded as one of the most threatening forces in competition. In the case of Airborne, it wasn’t the exception. There were other two main players (Federal Express and United Parcel Service) offering similar a similar service –express mailing. The availability of substitutes made the demand for this industry elastic. The case also states that large customers weren’t known for their loyalty for a single carrier, once the contract was up, they look for the best bidder. Threat of Entry: The existent barriers of entry made hard for companies to enter the express mail industry. The costs of becoming established in this industry were so large that discourage potential entrants. For instance, a company entering this industry...
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...2011 Airborne Express EMI and the CT scanner Juan Perez Strategic Management Juan Perez Strategic Management |Airborne Case 1 Strategic Management 6/7/2011 First Case Analysis: Airborne Express Analysis of the Express Mail Industry: In order to have a clear understanding of Airborne’s position and to make recommendations about future moves, it is critical to examine the industry environment—competitors, customers, and suppliers—and examine the firm internally. To do so, the Porter’s five forces framework and a resource & capability analysis will be utilized. Threat of Substitutes: In today’s aggressive environment, product substitutes are regarded as one of the most threatening forces in competition. In the case of Airborne, it wasn’t the exception. There were other two main players (Federal Express and United Parcel Service) offering similar a similar service –express mailing. The availability of substitutes made the demand for this industry elastic. The case also states that large customers weren’t known for their loyalty for a single carrier, once the contract was up, they look for the best bidder. Threat of Entry: The existent barriers of entry made hard for companies to enter the express mail industry. The costs of becoming established in this industry were so large that discourage potential entrants. For instance, a company entering this industry would have to incur large upfront costs to operate, such as constructing a hub and several spokes, and purchasing...
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...Running head: VALUE ALIGNMENT Value Alignment (Name) University of Phoenix Value Alignment This paper will consider an existing organization, American Express Business Travel, which compares the individual and workplace values. The paper will include an analysis of the evolution of values, how individual values drive actions and behaviors, and the alignment between stated values, plans, and actions. Finally, the paper will integrate the differences as well. Values The American Express’ company mission (2007) is “to become the most respected service brand.” In American Express’ Corporate Citizenship (2007, p. 12), it states “a key asset of our Company is the American Express brand and its promise of world-class service and personal recognition. Our reputation in the marketplace affects our business, and we constantly work to further strengthen our brand. This starts with our employees around the world and the service we provide customers across our businesses, and it is reinforced by our policies and commitment to corporate responsibilities.” Let us look at the company’s evolution. Organizational American Express’ origins begin back in 1850s as a successful express delivery business delivering packages across the frontier of the United States. The company evolved into a financial products company with the development of money orders and travelers cheques and began an international expansion...
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...ASX AND MEDIA RELEASE Page 1 of 13 For Immediate Distribution 21 March 2012 DAVID JONES ANNOUNCES ITS FUTURE STRATEGIC DIRECTION DAVID JONES HAS MANY EXISTING STRENGTHS: It has a distinctive positioning in the Australian market, a loyal customer base, a strong service ethic, a profitable and well positioned store portfolio, a strong Balance Sheet, robust cashflows and a high dividend payout ratio - all of which position the Company well to leverage the many opportunities that exist for future growth outlined below. DESPITE ITS STRENGTHS THE COMPANY FACES CHALLENGES • • • Structural Changes – the internet is globalising & changing retailing; Macro Economic Headwinds –retail sales have been flat and rents, labour, utilities & financing costs are increasing; Challenging Australian Consumer Credit Markets - the Company’s card portfolio is exposed to prevailing weak discretionary retail spending. This could result in a halving of EBIT contribution from this business in FY14 when the alliance with American Express converts to a share of underlying profits. DAVID JONES WILL ADDRESS THESE CHALLENGES & GROW VIA A “3 POINT STRATEGY” 1. Transformation: The Company is in the process of transforming: • into an Omni Channel Retailer (OCR) modelled on international department store best practice. The Company is investing in technology and realigning its processes & structures. The Company will increase its online SKUs from 9,000 to 90,000 before Christmas...
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...Management Consulting & Strategic Communications Can social media become a platform for social commerce? American Express Case Study: Applying social media analytics to evaluate Link, Like, Love Overview American Express® launched several successful online initiatives that monetize the unique features of social media, such as Location Services check-ins for discounts with Foursquare (Sync, Explore, Save) and discounts through Facebook® (Link, Like, Love). Here’s how the Facebook Link, Like, Love program works. You link your American Express card to your Facebook account. Then American Express delivers deals and offers based on your Facebook activity, pages you like and share, as well as the activities of your Facebook friends. See something you love? With just one click, the discount is attached to your account. When you make the related transaction with your Amex card within a specific time period, the discount is credited to your account. It’s “Groupon without the Coupon,” making it easy for users to redeem offers. And there is no cost or risk to users if they choose not to take advantage of the offer. The promotion offers customers a seamless way to earn rewards for using their Amex card. Lessons from American Express’ Link, Like, Love • Design your social media presence with the customer in mind. Create a seamless user experience that drives conversion. • Design your program to exploit features unique to social media such as social networks...
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...performance measurement, strategic objectives and strategy maps, the strategy management system, and future opportunities. The roots of the Balanced Scorecard are profitability, market share, productivity, product leadership, public responsibility, personnel development, employee attitudes, and balance between short-range and long-range objectives. The first GE metric represents the financial perspective; the second GE metric represents customer perspective; the metrics three to five represent the process perspective; the metrics six and seven represent the growth perspective, and the eight GE metric represents the essence of the Balanced Scorecard, which encourage managers to balance the short term and long term goals. However, the GE corporate project was not able to ingrain into the management. Many GE units were convicted of price-fixing schemes because organizations pressure short term goals led them to be succumbed long term goal and their public responsibilities. Robert Anthony identified three different types of systems: strategic planning, management control, and operation control in the mid-1960s. Strategic planning is the process of deciding and changing acquiring, using and disposing of the above objectives. Strategic planning relies on an estimate of cause and effect relationship between a desired outcome and a course of action. However, the strategic planning is difficult to predict such relationship. Even though strategic planning is important, managers do...
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... and commerce needs of our customer worldwide, offering excellence and value in all we do. We sustain a financially strong company, with broad employee ownership, that provides a long-term competitive return to our shareowners. * UPS Mission Statement * FedEx History * Business model conceived by Fred Smith in an undergraduate term paper. * Invests $4 million of his own capital and raises and addition $91 million. * Launches in 1971 * By 2003 * 50,000 Delivery Trucks * 625 Cargo Planes * 217,000 Employees * Handles 2 billion packages * $22.5 Billion with 37% margins * UPS History * Started in 1907 by 19 year-old Jim Casey then called American Messenger Company. * Became Unite Parcel Service of America in 1929 and began shipping packages on commercial airliners. * By 2003 * 88,000 Ground Trucks * 583 Planes * 360,000 Employees * $2.9 Billion in profits on $33.4 Billion * The Competition * Price competition * Operational Reengineering * Information Technology * Service Expansion * Logistic Services * The European Market * In 1992, FedEx sold operations to DHL after sustaining an estimated $1 Billion in losses since 1984. * FedEx continues to deliver throughout Europe, however, leveraging local partners. * UPS enters the European...
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...* American Sociological Review > * Vol. 15, No. 2, Apr., 1950 > * A Set of Categories ... You are viewing the first page/citation. Full-text access may be available if you are affiliated with a participating library or publisher. Check access options or login if you have an account. + Show full citation American Sociological Review © 195 SOCIAL GROUP In the social sciences a social group can be defined as two or more humans who interact with one another, share similar characteristics and collectively have a sense of unity.[1] By this definition, a society can be viewed as a large group, though most social groups are considerably smaller. A true social group exhibits some degree of social cohesion and is more than a simple collection or aggregate of individuals, such as people waiting at a bus stop, or people waiting in a line. Characteristics shared by members of a group may include interests, values, representations, ethnic or social background, and kinship ties. Paul Hare regards the defining characteristic of a group as social interaction.[2] The members of the groups contact each other which Ackeema Johnson calls a "regular interaction." This group also should have, a common identity, rules, structure, etc Most researchers define a small group as having at least three and no more than twelve or fifteen members. A group needs to have at least three members, otherwise it would simply be a dyad. With three members, coalitions can be formed and...
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...Operations Objectives and Performance Measures in Private and Public Organizations White Paper 7. Authors Jocelyn Bauer, Kelley Pecheux, Michael Smith, Zachary Fletcher 9. Performing Organization Name and Address Science Applications International Corporation (SAIC) 8301 Greensboro Drive McLean, VA 22102 12. Sponsoring Agency Name and Address United States Department of Transportation Federal Highway Administration 1200 New Jersey Ave., SE Washington, DC 20590 15. Supplementary Notes Mr. Richard Backlund, Federal Highway Administration, COTM 16. Abstract This paper examines lessons and insights from private companies and public organizations that may apply to agencies in the United States working to advance transportation planning for operations using a strategic approach. The use of specific objectives and performance measures to manage operational performance is common practice among self-sustaining private and public organizations that are responsible for generating sufficient revenue to meet costs and, in some cases, produce profit. Based on the information gathered, several useful practices were...
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...com Retail Application Services This document was prepared by: eStrategyPartners.com "Business Solutions for eCommerce" The "Digital Coast's" leading ebusiness consulting firm, established on the belief that there is a critical need for objective and creative analyses of the strategic possibilities of eCommerce and Internet technology. eStrategy Partners provides both the strategic expertise of traditional management consulting firms and the technical planning capability and accountability of Internet professional service firms. "eStrategy" -- the identification, design and implementation of business solutions for eCommerce. Pipedream.com 04/03/00 Proprietary and Confidential Pipedream.com – Retail Application Services Executive Summary Opportunity Competition between online etailers for customers is at an all time high. However, most etailers mirror traditional brick-and-motor business models: open a store, drive traffic to it, and hope for sales, while failing to take advantage of the Web’s ability to create networks of consumers through online communities, content, and partnerships. The Concept Pipedream.com has created a new weapon in the retailer’s arsenal of strategic partnerships turning single consumers into networks of consumers. Recognizing this market need, Pipedream.com has developed a service that will greatly improve how Internet retailers entertain and service its customers. Integrating services and content will enable retailers to tap into...
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...from Cornell, Carnegie-Mellon, and Duke universities. At Dartmouth, he teaches MBA courses on marketing management and strategic brand management and lectures in executive programs on that topic. Previously, Professor Keller was on the faculty of the Graduate School of Business at Stanford University, where he also served as the head of the marketing group. Additionally, he has been on the marketing faculty at the University of California at Berkeley and the University of North Carolina at Chapel Hill, been a visiting professor at Duke University and the Australian Graduate School of Management, and has two years of industry experience as Marketing Consultant for Bank of America. Professor Keller's general area of expertise lies in marketing strategy and planning. His specific research interest is in how understanding theories and concepts related to consumer behavior can improve marketing strategies. His research has been published in three of the major marketing journals -- the Journal of Marketing, the Journal of Marketing Research, and the Journal of Consumer Research. He also has served on the Editorial Review Boards of those journals. With over sixty published papers, his research has been widely cited and has received numerous awards. Professor Keller is acknowledged as one of the international leaders in the study of brands, branding, and strategic brand management. Actively involved with industry, he has worked on a variety of different types of marketing projects...
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...Zhang, Kun / May 5, 2015 8/448/8 Prevention costs are investments made to keep nonconforming products from occurring and reaching the customer, including the following specific costs: • Quality planning costs, such as salaries of individuals associated with quality planning and problem-solving teams, the development of new procedures, new equipment design, and reliability studies • Process control costs, which include costs spent on analyzing production processes and implementing process control plans • Information systems costs expended to develop data requirements and measurements • Training and general management costs, including internal and external training programs, clerical staff expenses, and miscellaneous supplies Appraisal costs are those associated with efforts to ensure conformance to requirements, generally through measurement and analysis of data to detect nonconformances. Categories of appraisal costs include the following: • Test and inspection costs associated with incoming materials, work-in-process, and finished goods, including equipment costs and salaries • Instrument maintenance costs due to calibration and repair of measuring instruments • Process measurement and control costs, which involve the time spent by workers to gather and analyze quality measurements Internal failure costs are incurred as a result of unsatisfactory quality found before the delivery of a product to the customer; some examples...
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