...Date – 13th July , 2015 To, Mr. Thomas Green Senior Marketing Specialist Display Dynamics. Subject: Recommendation to improve the crisis situation between Mr. Green and Frank Davis Dear Mr. Green, Please find an attached report on the recommendations to ameliorate the crisis situation between you and Frank Davis. The recommendations have been made after incisive analysis of the circumstances and their affect on the existing situation. Apposite suggestions have been offered after analysing the pros and cons of each option depending on their viability. I believe a little alignment in the working style as per the expectations of Mr. Frank Davis would help in creating a status quo. Best regards, Adrian Bale, Royce and Mathers Consultancy Encl. 1) Executive Summary 2) Detailed Report Table of contents Executive summary……………………………………………………………………….4 Problem analysis.........................................................................................................5 Problem statement………………………………………………………………………..6 Prioritized criteria………………………………………………………………………...6 Options…………………………………………………………………………………...6 Evaluation of options…………………………………………………………………….7,8,9 Recommendation…………………………………………………………………………10 Action plan……………………………………………………………………………….10 Contingency plan………………………………………………………………………...11 Executive Summary: In March, 2007 Thomas Green was recruited by Dynamic Displays for an account executive...
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...The Proof of Miracles Miracle is such a strong word in the world, but what classifies a miracle? Do miracles even exist? According to the Merriam-Webster dictionary, a miracle is defined as an extraordinary event manifesting divine intervention in human affairs. Through my personal experience, I can say that miracles do exist. I went from having fun, to going blind in one eye, to having sight in both eyes better than 20/20 within less than two months. My story starts off with me and my three brothers playing paintball, a sport with two teams where the object of the game is to shoot the other team to win. We played about three games of paintball and the last game had just ended. We all took off our masks and my oldest brother was out of bullets, so we thought. He started to shoot the ground and all that came out of his gun was CO2 (a chemical compound composed of two oxygen atoms covalently bonded to a single carbon atom, which makes a gas at standard temperature and pressure). After he shot the ground, my oldest brother started shooting at my feet and slowly moved the gun up my body until he got to my face. Then out of nowhere, two paintballs came out of the gun and hit me in the mouth and the eye. Everything changed from joking around to sheer panic. Everyone dropped their gear, and my oldest brother picked me up in his arms, and rushed me into the house. The paintballs that hit me were filled with red paint, so it was hard to tell what was blood and what was paint. My upper...
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...Process improvement CBA has also developed a new in-branch video conferencing facility in which their customers are able to have any time access to a number of different specialist and financial advisors from across Australia at any location and the time that best suites them. Irrespective of which branch they visit, the customers are now able to meet face to face through “VC” with a financial specialist to meed there needs. The range of specialists they can reach include: - Mortgage lenders - Commonwealth Financial Planners - Business Bankers - Regional and Agribusiness Specialists - Merchant Direct Sales Advisors - Asset Finance Specialists and - CommSec Advisors. Prior to video conferencing (VC) customers who needed specialist advice or where looking at applying for a home loan needed to attend a branch and book a time and date with a specialist in branch depending when the specialist was available. By CBA introducing video conferencing they have improved the way customers are able to interact with different specialist to meet their needs and have also made it more convenient for the customer in relation to being able to have them meet a specialist right then and there catering to the customers needs instead of catering to the in branch specialists diary. The CBA has an unrelenting focus on improving productivity as it is one of it’s key strategic priorities. Econcierge has proved to be a success in improving productivity...
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...Unit 7 Working with other agencies for the benefit of the client and organisation 1. Understand the characteristics of networks that support career information, advice and guidance 1.1 Critically analyse the purpose of networks that support career information, advice and guidance The key element of networking to develop relationships that are equally beneficial for us and our partners. Providing careers information, advice and guidance is improved if we have a strong network of partners around us (often in the local area of delivery) to look at opportunities and share there may be to assist us with the delivery of our service. With the bigger range of clients we see and the restrictions of the NCS it would be difficult to provide assistance for all the needs of our clients. Once we have assessed the goals of the clients, we can often rely on the expertise of our networks. Talking about our service and taking interest in the service offered by other providers/ organisations we can see how we may help each other and to see the interest and build on this foundation. Good understanding is required so all partners can have understanding of each service, which may result on ‘good’ referrals. For example, if I wanted to refer a client to a training course I would need to know what is the minimum educational level for the client to entry the training. If I continually sent people along who did not fit the minimum criteria the other organisation/partner would not feel their...
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...issue through some steps youreally! that is brilliant! youhello?? Saurabh AI can assure you with such steps as these are directly by the specialist, and I have already send your email address to the concerned team, So they will send you the steps in your email address within few minutes. youthank you Saurabh ALuke, please make a note of the case id 17985300 Saurabh AJust in case if you see that the issue is not resolved, So no need to worry. Saurabh Aso that you won't need to repeat your issue again, as I have mentioned all the details regarding your account. and we will bump your case to our specialist right away. youcopy and pasted. thank you Saurabh AMy pleasure, please let me know If there is anything else with which I can assist you today? Saurabh ALuke, if in case the problem persists, please get back to us with the UO trace report, and this link will help you in this: http://help.ea.com/en/article/how-to-uo-trace/ youjust wondering,if the issue is not resolved, do i jst give the case id number to customer support again? Saurabh AYes, and we will directly bump your case to the specialist, so they can provide the deep investigation in your case. youthank you Saurabh AMy pleasure, please let me know If there is anything else with which I can assist you today? Saurabh AAre we connected Luke? youfDo i just wait or a specialist to email me now? Saurabh AThe team will be email you with he steps. youi have been emailed by ea support team and they said 20 mins ago...
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...DEFUSING A focus on calming and defusing to reduce and, if possible, negate the use of physical contact is the favoured outcome when teachers have to step in to manage behaviour that challenges. Training supports teachers to spot trigger points early, builds greater confidence in approaching and managing pupils and adopting simple strategies to effectively de-escalate situations. Emphasising what may seem like obvious, common sense actions can help to establish a confident strategy for handling a potential incident of difficult behaviour: • Stay calm • Make sure the pupil has an escape route • Allow for personal space • Think about your tone of voice - try not to raise it • Empathise and listen to what is being said • Don't talk over • Try not to embarrass a pupil or make them lose face in front of others • Don’t make it personal - concentrate on the offence not the offender • Make it easy for them to do what you need them to do • Be aware of the school’s behaviour policy DE-ESCALATING & DEALING WITH SITUATIONS De-escalation techniques are most successful when used early, before the child becomes physically aggressive. To do this, it is necessary to be aware of and spot early signs of agitation such as balled fists, fidgeting, shaking, ‘eye-balling’ another child, head thrust forward or clenched jaw. Changes in voice, such as speech becoming more rapid or high-pitched, may also indicate aggression. These signs should not be ignored and you should never...
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...monthly cash flow at the small business I am currently consulting for, an immediate analysis was needed on the organization’s operational and financial structures. Our small advisory team aimed to complete a corporate examination that would recognize deficiencies and recommend new practices that would ultimately lay the framework for future success and stability. In the end, discoveries were presented and discussed with the President of the firm and goals were established. The change principles were then relayed to the other members of the management group, who were invited to share their vision and views, however, these principles were met with conflict and friction. Previously, company wide decisions were made by these few individuals in senior management. Regrettably, these corporate leaders did not have the wherewithal to forecast the effects of their decisions, as they did not have an actual pulse on the company’s revenue streams or any firm idea of business management. They implemented frameworks, made hiring decisions and purchases that did not add to the bottom line nor prove to create any return on investment. To the growing detriment of the firm, these individuals were given free reign by the President to operate under lax structures. The subsequent recommendations of our analysis moved to create greater transparency, fostering increased accountability in decision making as well as a reworked pay scale allowing for a larger operational balance at the end of each month...
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...lack of effective communication skills while engaging with employees. Effective communication skills can increase productivity among employees and create a healthy work environment. Ms. Harris is a successful manager of a relatively new division bringing in $40 million business deals. Ms. Harris has been an excellent asset to the company; she is hard working and is looking to move up. Although Ms. Harris has made great achievements in her life, she has poor communication skills with her employees. Her employees have stated that she is curt, sometimes defensive and overwhelming with facts. This makes Ms. Harris unapproachable and hard to work for. Employees feel that they are being talked down to. Ms. Harris is frustrated with senior management’s lack of attention to her successful division. Ms. Harris has many assumptions about management and their reasoning for overlooking her division. Ms. Harris feels she is being discriminated against racially and by gender. Furthermore, Ms. Harris does not know that her employees find her difficult to work with. Most importantly, upper manager is focused on numbers rather than creating a productive and open work environment. Ms. Harris and upper management decided for her to continue to stay in the division because she can identify with changing demographics and bring a different perspective to the business. Sadly, no plan has been designed or implemented by upper management to lessen Ms. Harris’s frustration. In turn, her frustration...
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...Flare Fragrances Company, Inc.: Analyzing Growth Opportunities Key issue: Flare wants to deliver at least $7.5 million incremental revenue in 2009 and survive the severe economic environment. Two methods are available, one involves launching a new brand – Savvy; the other involves intensifying Flare’s penetration into the drugstore channel. Current situation of the industry: In US market, 2008, 74% women and 75% girls use fragrance products. The total US fragrances retail market was $5.7 billion in 2007, among them $3.8 billion was women fragrances. Flare takes 9.5% market share, exceeded by Depuis, Suzanne Weber and Aromatique. Sales channels of fragrances include mass market, drug stores, department stores and others. SWOT analysis of Flare Fragrances Company: S: Flare is the No.4 player in the U.S. women’s fragrances market. Loveliest is maintaining its 3% share of the market-$77 million. Flare dominates sales of fragrances through mass channels. W: The company was confined to the United States. The drugstore sales team lacks experience and management level O: The potential market for women’s fragrance is huge Traditionally higher-end fragrances will be the best performers in the coming years. Department/drugstore channel have huge markets but Flare accounts for only 5.7% and 2.6% T: major competitor Aromatique would launch a new perfume brand, Dulcet. Mid-tier and premium brands increasingly available in mass channels Evaluation of each option: Project...
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...Employee Portfolio: Management Plan Barbara Mozley February 17, 2014 MGT/311 Organizational Development Steve Broe Employee Portfolio: Management Plan In this summary I will discuss how the series of self-assessments results employees had taken to aid myself in how to manage the employee’s better. With the assessments I have received back from the employee’s, I need to create an Employee Portfolio for each of the employees to help guide in developing ways to best manage them. How might these three employees characteristics affect the performance of the organization and are there any recommendations for additional assessments[?] All in all I believe these three employees’ characteristics have a positive effect on the performance of the organization and are self-motivated, self-actualized employee, and the employee who needs close supervision is when management can provide an environment in which the employee’s enjoy what they do and feel like they have a purpose and have pride in their work. One thing I did notice though is that management does need to help the workers to develop skills for better work performance as well as to be able to advance in the company. Also management needs to give employee's a clear sense of direction of what their job scope is and have a clear picture of what work needs to been done. Management needs to...
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...Case study: Andrew Ryan at VC Brakes 1. Analyze the effectiveness of the approach to change taken at VC Brakes. 2. Was Andrew Ryan effective? What could he have done differently? 3. Should Ryan stay at VC Brakes and continue to help with the TQM initiative? If so, what should he do differently? The approach taken was the right thing to do and in my opinion was well planned. The fact that it didn’t work out however means that it wasn’t the right fit for the organizational culture of VC Brakes. If VC Brakes had no division between the engineers and the rest of the operations I believe the approach would have provided successful results. Andrew Ryan was effective in his original endeavors as the senior manager of the engineering services (ES) team. However I think this question is referring to his task of implementing TQM into VC Brakes, so in that regard no he was not effective. Although TQM had great values Ryan was unable to break the divider between management and lower level employees to make progress with TQM. Lower level employees were said to have some creative and (in my opinion) easy to fix ideas on current operations. For example the box cutters that were standard were said to not be up to par. Although upper management didn’t change the box cutters out for new ones originally Ryan could have told upper management to change the box cutters simply as a way to get employees on board with the idea of implementing TQM. If Ryan had exhausted his efforts to make the change...
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...A E-Book The Store: Sponsored by The Intersection Of All Channels How Innovative Companies Are Using Unique Strategies & Channels To Drive Margin Expansion Cautious Optimism Buoys Consumerism Meeting Consumers Where They Shop Strategy 1: Retailing in a Social World Strategy 2: Optimizing Cross-Channel Merchandising and Product Assortment Strategy 3: The New Era of POS Strategy 4: Labor Motivation and Consumer Engagement: The Heart of the Retail Store Strategy 5: Harnessing the Latest In-Store Technologies Conclusion: Merging Channels to Delight Customers and Deliver Profits 3 5 6 8 10 13 15 17 2 © 2011 Retail TouchPoints Cautious Optimism Buoys Consumerism Although consumer spending continues to have its ups and downs since the height of the recent recession, retailers can be cautiously optimistic that retail spending will not take another swift fall. In part, shoppers have what some industry experts refer to as “frugality fatigue” — they are simply tired of not spending. That said, they are not likely to return to frivolous spending. Today’s shoppers are much more conscious of where every penny is going; they are looking for deals and sales on the products they desire. With the growth of mobile technology and the ability to find information on products and pricing in real time, consumers are better educated and are not willing to settle, or make as many impulse purchases. Recent BIGresearch data shows that consumers are more focused on “needs” than...
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...The main demographics in the personal care industry are deemed to be young and middle-aged individuals. It is perceptible that "as the Baby Boomer generation retires, Generation X and the Millennials take Baby Boomers' place and become the main potential customers of skincare and beauty products." Personal care companies are constantly vying for brand loyalty amongst its consumers. Noticeably, each generation has different tastes and preferences for their personal care, as well as unique communication methods. According to Grand View Research, the "demand for personal care products is increasing due to increasing purchasing power of millennials and significant players undertaking acquisitions and divestments to remain competitive." The personal...
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...possess, the glass ceiling still continue to exist in organizations that are male dominating and find it difficult to break into management. The purpose of this research is to identify the barriers that exists impeding women’s career progression in the fire service and to make recommendations that the St. Lucia Fire Service may implement to increase capacity in senior management level. It is important for women to be part of senior management since women currently make a proportionally larger percentage at the workplace and also because the government has established that in any form of recruitment into the fire service, women should make up twenty percent of the capacity. This research examined how the concept of the glass ceiling is unavoidable in the fire service. Two stages of data collection and analysis were carried out. By using descriptive research the status of women in the fire service will be presented. A questionnaire was developed and delivered to two hundred fire personnel. An analysis of answers from the questionnaire was analyzed to assess the opinions about the impact of females on promotions to senior management. To continue) Introduction Although women in management are becoming more visible yet inequalities exist, the glass ceiling continues to affect women in the workplace. According to Sage Reference n.d, “the glass ceiling is the invisible barrier that have kept women from promotion to upper management and other leadership positions in the business...
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...본 연구는 고객만족을 달성하기 위해서는 판매원의 고객지향성이 전제되어야 한다는 가정에서 출발하였다. 판매원의 고객지향성에 관해서는 기존연구가 부족하였으며, 특히 실증적인 연구가 이루어지지 않았다, 지수개발의 첫 단계로서 판매원 고객지향성의 개념을 기존문헌들의 고찰, 전문가와의 면담, 연구자의 추론을 바탕으로 재정립하였다. 그 결과 판매원의 고객지향성은 마케팅 컨셉트의 실천적 요소, 인간적 요소, 시간적 요소, 비용적 요소 및 기술적 요소의 5개 차원으로 정리되었다. 고객지향지수 측정을 목적으로 총 39개 문항이 개발되었는데 척도정화의 과정을 거쳐 최종 22개 문항으로 정리되었다. 척도정화과정에서 마케팅 실천적 요소는 신념적 요소와 고객응대적 요소 두 개의 하위개념으로 분리되었다. 고객지향지수의 인덱스로서의 가치를 높이기 위해 구성요소간의 가중치를 회귀분석을 통해 구한 후, 가중치가 부여된 구성요소간의 선형결합으로 이루어진 함수가 본 연구에서 도출한 고객지향지수(COIS: Customer Orientation Index of Salesperson)이다. COIS의 특성을 관찰하고 진단도구로서 활용할 목적으로 COIS와 판매원 성과와의 상관관계를 분석하였다. 이를 위해 조정변수를 도입했는데, 그 내용은 판매원과 고객간의 관계의 질(RQ: Relationship Quality), 미래거래에 대한 기대(AFI: Anticipation for Future Interactions), 판매원의 전문성(SE: Salesperson Expertise) 등 세 변수이다. 하위집단 회귀분석을 해본 결과 세 변수들은 모두 조정변수의 역할을 하는 것으로 판명되었다. 즉, 관계의 질이 높은 상황에서는 고객지향성과 성과간에는 정의 관계가 존재하나, 관계의 질이 낮은 상황에서는 부의 상관관계를 보였다. 미래거래에 대한 기대에 관해서도 그 기대가 높은 상황에서는 고객지향성과 성과간에 정의 상관관계를 보였으나, 기대가 낮은 상황에서는 부의 상관관계를 나타냈다. 판매원의 전문성과 관련해서는, 전문성이 높은 판매원의 경우에는 고객지향성과 성과간에 정의 상관관계를 가지고, 전문성이 낮은 판매원의 경우에는 부의 상관관계를 가지는 것으로 나타났다. 이러한 결과를 놓고 볼 때, 판매원의 고객지향성이 높다고 해서 반드시 높은 성과를 기대할 수 없다는 사실이 발견되었다. 따라서, 판매원의 고객지향성과 성과의 관계를 설명하는 데 있어서는 조건부 틀이 보다 적합함을 알 수 있다. 연구결과를 바탕으로 판매원 관리의 진단도구를 개발하였다. 첫째, 판매원 포트폴리오 개념으로서 고객지향성과 성과를 기준으로 한 매트릭스를 통해서 판매원 집단의 건전성을 진단해 볼 수 있었다. 또한 각 유형별로 바람직한 포트폴리오를 구성하기 위한 전략적 대안을 제시하였다. 둘째, 판매원 배치 모형을 개발하였다. 고객지향 욕구지수를 도입하여 B2B 영업 등 특수부문에 어떤 판매원을 배치하여야 하는 가에 대한 해답을...
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