...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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...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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...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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...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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...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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...APPEN DIX 2A Writing a Marketing Plan Have a plan. Follow the plan, and you’ll be surprised how successful you can be. Most people don’t have a plan. That’s why it’s easy to beat most folks. —Paul “Bear” Bryant, football coach, University of Alabama WHY WRITE A MARKETING PLAN?1 A s a student, you likely plan out much for the firm, marketing objectives and strategy in your life—where to meet for din- specified in terms of the four Ps, action programs, ner, how much time to spend study- and projected or pro forma income (and other ing for exams, which courses to take financial) statements—enables marketing per- next semester, how to get home for winter break, sonnel and the firm as a whole to understand and so on. Plans enable us to figure out where we their own actions, the market in which they want to go and how we might get there. operate, their future direction, and the means to For a firm, the goal is not much differ- obtain support for new initiatives.2 ent. Any company that wants to succeed (which Because these elements—internal activ- means any firm whatsoever) needs to plan for ities, external environments, goals, and forms a variety of contingencies, and marketing repre- of support—differ for every firm, the marketing sents one of the most significant. A marketing plan is different for each firm as well. However, plan—which we defined in Chapter 2 as a written several guidelines...
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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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...Communication in organizations encompasses all the means, both formal and informal, by which information is passed up, down, and across the network of managers and employees in a business. These various modes of communication may be used to disseminate official information between employees and management, to exchange hearsay and rumors, or anything in between. The challenge for businesses is to channel these myriad communications so they serve to improve customer relations, bolster employee satisfaction, build knowledge-sharing throughout the organization, and most importantly, enhance the firm's competitiveness. EFFECTIVE VS. INEFFECTIVE COMMUNICATIONS Perhaps the importance of good communication is best understood by considering what things would be like in its absence. For instance, if a company has no mechanism for recording and transmitting special order requests from its customers, and the employees in the sales and fulfillment areas only interact minimally, there's a good chance that when it receives a special request the company will have difficulty delivering what the customer wants. It may even lose the sale as employees grapple with an unusual request the management hasn't prepared them for. Now consider a company going through a merger. Top executives at the merged entity proclaim that there will be thousands of layoffs to boost efficiency, but management is slow to say who will be affected, what the criteria are for deciding who is laid off, and what the...
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...Management Behavior Donna Rice March 14, 2011 University of Phoenix Management Behavior MEMORANDUM To: InterClean, Inc. First- Level Managers. From: Donna Rice, Midlevel Sales Manager. Date: March 14, 2011 Subject: Management Behavior I want to take this opportunity to commend you on the way you have handled the transition and changes concerning the merger. As leaders it is important to behave and act in a professional way in all situations. As we move forward with the merger with EnviroTech, our behavior and action can show our employees how to act to achieve and perform their jobs to the best of their ability. As mangers it is important for us to establish and demonstrate to the employees what can be achieved at in any level as we move toward this new adventure with the merging of the two companies. As leader show respect to all employees, staying calm and consistent to lead our departments the way you have been trained. In the meeting with the executive team I was told Janet Durham with her staff in the HR department will focus on management training. With merging with EnviroTech training is one of the most important aspects. Management training will give you a better understanding of factors that affect the productivity of employees. These factors are people skills, systems and procedures, knowledge of the employees, management skills, and the one very important factor is the attitude of the superior. When you have appropriate leadership the workplace becomes...
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...The Internet Engineering Task Force (IETF) describes Quality of Service (QoS) as a service agreement (or an assurance) to deliver a collection of quantifiable network service characteristics, such as an end to end delay, delay variation (jitter), and available bandwidth. The International Telecommunication Union (ITU) specifies QoS as the collected effect of service efficiency, which establishes the level of client fulfillment. Cisco defines QoS as the capacity of a network to provide better service to selected network traffic. In the first days of the Internet, the apps were minimal bandwidth and not real-time in characteristics, so a higher quality of service was effortless to sustain. The beginning Internet programs of email, File Transfer Protocol (FTP) and web browsing were low-speed bursty IP traffic so delay; latency and bit error rates were not crucial. The early networks depended on the Transmission Control Protocol (TCP) to supply flow control, error assessments and retransmission of data packets when essential. TCP offers a best-effort amount of QoS that is appropriate for email and web browsing. On the other hand, the TCP protocol by itself will not provide an acceptable level of QoS for real-time high-bandwidth applications such as video or VoIP. An additional technique used to improve the QoS in early TCP/IP networks was the First-In First-Out (FIFO) buffer. The Transmission Control Protocol (TCP) is one of the most popular protocols used in the Internet. Although...
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...31/7/2014 www.lucasdivestore.com/index2.php?option=com_virtuemart&Itemid=200265&lang=en&limitstart=0&order_id=398867&page=account.order_details&pop=… Purchase Order Lucas Divestore Bedrijvenweg 3a 7442 CX Nijverdal NLD Order Information Order Number: Order Date: Order Status: Customer Information 00398867 Wednesday, 30 July 2014 23:10 Outside EU Bill To Ship To Email: zihasan@eim.ae First Name: Ibrahim First Last Name: Hassan Ibrahim Name: Middle Name: Anwar Last UAE-Abu Dhabi Emirate Hassan Name: Address 1: Western Region - Madinat Zayed Middle liwa St Anwar Name: Address 2: Address UAE-Abu Dhabi Emirate - Western Region City: Madinat Zayed 1: - Madinat Zayed - liwa St Zip/Postal Code: 294116 Address Phone: 00971508001744 2: Mobile phone: 00971508001744 City: Madinat Zayed Country: United Arab Emirates Zip/Postal 294116 Code: Phone: 00971508001744 Mobile 00971508001744 phone: Country: United Arab Emirates Shipping Information Carrier Shipping Mode TNT TNT-Express with track and trace outside EU Order Items Qty Name SKU Price Total 1/2 Price EUR49,90 http://www.lucasdivestore.com/index2.php?option=com_virtuemart&Itemid=200265&lang=en&limitstart=0&order_id=398867&page=account.order_details&pop=1… 31/7/2014 www.lucasdivestore.com/index2.php?option=com_virtuemart&Itemid=200265&lang=en&limitstart=0&order_id=398867&page=account.order_details&pop=… 1 Suunto D4i Black Transmitter: No 1.11 Suunto D4i Black EUR280,17 EUR280,17 SubTotal : Shipping...
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...Government Accounting Terms Most government accounting terms are a bit more obscure than people tend to use in their day-to-day life. Chances are, if you’ve had to discuss taxes or another financial matter with a government accountant, by the time the conversation was over you were left feeling like your head was spinning trying to grasp exactly what the accountant was talking about. Just listening to a budget plan put forth by a government accountant can confuse some people, and many simply don’t understand the terminology that government accountants use. Common Government Accounting Terms Below is a brief explanation of some of the most commonly used government accounting terms. Fiscal Year Most of the time when people consider a year’s time, they automatically think of January 1st to December 31st. However, if you’ve heard the term “fiscal year” in a budget plan during a budget meeting, this accounting term refers to the 1 year period designated by the government to be their full budget year. The federal government operates on a fiscal year that begins October 1st and ends on September 31th. Most state and local governments operate on a fiscal year basis beginning on July 1st and ending on June 30th, but this is not a mandated time frame. General Fund General fund is another of the accounting terms used by the government which you should know. The general fund is the allotment of funds designated to cover a government jurisdiction’s primary costs. Items typically sustained...
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...Assignment 2014 Cost & Management Accounting Assignment # 1 Prepared by: ASAD AMIN Roll no: 11108124 Section: B Submitted to: Sir Hassan Jabbar Explain the relative merits of the top-down and bottom-up approaches to budget setting? Budgeting Budgeting is a formal process in which a company's expenses and revenues are planned for the future. Top down and bottom up are two most common budgeting techniques. In the top-down approach, upper management prepares budgets with no input from employees or lower-level managers. In the bottom-up budgeting approach, managers and employees at the department level prepare budgets for their individual departments. A final, organizational budget is prepared by consolidating all individual, department budgets. The relative merits of Top-Down Budgeting Financial Control * When upper management evaluates a company's overall financial needs and compares the needs to projected revenues for a year, it gets a clear picture of how much money it can reasonably allocate to different areas. Decisions are made about where finances will have the most positive impact and staffers are given directives on what they have to work with. This approach allows upper managers to maintain complete financial...
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...2. What can Nekeisha do now to diminish the negative impact of her evaluation of Bill ? The question tell us that, after Nekeisha help Bill during the performance appraisal by giving him such high rating, there will be negative impact arise in the company. This statement come based on two facts which is; First, Bill had been experiencing a large number of personal problems. Definitely people who work together with him will easily know how was his work performance during that period of time. Second, after Bill was being told by Nekeisha about what she has done, he was excitedly looking forward to telling his work buddies about what a wonderful boss he had. This might caused a big question in his buddies mind about what Nekeisha has done till make Bill, the low average performance employee, become so this exited. These two facts will give other workers such a view regarding what Bill supposed to receive during the annual performance appraisal based on the fact that they have seen. However, at the end, what they thought is not happening at all. Basically, as a human being, Nakeisha has good intention to help Bill to ease his burden. This good attitude might get a good appraisal from most of people. However, by doing this, Nekeisha has also done a very big mistake in her career as a supervisor. Her biased evaluation toward bill will of course make other workers to be jealous, and this might lead to a serious negative impact such as employees will judge her as being unfair...
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...In the article Women in Management in America, women are highly under-represented in upper-level management in many U.S. companies and are also making less than men performing the same types of jobs. The article explains that the glass ceiling is one of the main barriers preventing women from reaching upper management positions. The barrier has been around for many years, but women are starting to break the glass ceiling. There are some companies that are beginning to recognize that women bring a wealth of talent and expertise to the table and they are exploring this talent and giving them opportunities at upper level management positions. Using the White House as evidence, we currently have Secretary of State Hillary Clinton in one of the most powerful positions in the world. The article also brought up some specific barriers to women's advancement in the workplace. Training, career development, promotion, compensation, "old boy network" and discrimination. Discrimination was on the top of the list, however it has existed for many years in the United States. Congress has over the years passed various statues to address the situation. One of the most important federal statutes that deal with discrimination is the Civil Right Act of 1964 (Fogliasso, 2011). In the training area where women wanted to gain knowlwedge for the next level they were just not given the training, so without the training and experience women would often be passed over for upper management...
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