organizations apply the Balanced Scorecard (BSC) concept in practice and how it is interpreted in the literature. Consequently, it is not quite clear what the core features of BSC, or its variants, are and if all its variants are equally effective in producing expected outcomes. Moreover, the usefulness of BSC as a practical theory has been questioned by referring to some of its assumptions, especially the cause-and-effect relationship (Norreklit, 2000, 2003). In this paper we re-examine the cause-and-effect
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the relationships between customer value, satisfaction, and quality. 3. Define marketing management and understand how marketers manage demand and build profitable customer relationships. 4. Compare the five marketing management philosophies. 5. Analyze the major challenges facing marketers headings into the next century. CHAPTER OVERVIEW Marketing is part of all of our lives and touches us in some way every day. To be successful each company that deals with customers on a
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became the best private airline better than any other local airline. What is the secret to the airline’s success? Quite simply, it involves making sure Pegasus is continually developing to meet passenger expectations and priorities. Pegasus has put in place a yield management strategy for ticket pricing, using the strategy of Southwest Airlines of North America as an example. Supply and Demand as well as time are taken into account in the ticket pricing strategy; for example, if a customer book early
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Academy o/ Management Executive. 2004. Vol. 18. No. 2 Business ethics and customer stakeholders O.C. Ferrell A common view of the firm holds that employees, customers, shareholders, and suppliers are key organizational stakeholders.^ While obligations to these stakeholders are sometimes considered to be motivated by organizational self-interest, the ethical perspective asserts the rightness or wrongness of specific firm actions independently of any social or stakeholder obligations.^ Customers are key
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part. There are mainly three main kinds of features for enterprise system: * Supply Chain Management (SCM) : involves the management of information flows between amd among stages in a supply chain to maximize total supply chain effectiveness and profitability. * Customer Relationship Management (CRM) : involves managing all aspects of a customer’s relationship with an organization to increase customer loyalty, retention, and an organization’s profitability. * Enterprise Resource Planning
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Vicky Wright, Partner, Human Capital, Ernst & Young Human capital reporting Human capital reporting: an internal perspective 3 Human capital reprting Contents Preface 4 Introduction 6 Step 1 – Setting human capital management in context 10 Step 2 – Getting started: gathering and collating the data 21 Step 3 – Measuring human capital: tools and methodologies 27 Step 4 – Reporting the data: from internal to external reporting 34 Step 5 –
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2278-7070 (Online) Impact of Human Resource Practices on Organization Outcome Ruchi Sharma ABSTRACT Human Resource is the most important asset for any organization and it is the source of achieving competitive advantage. Managing human resources is very challenging as compared to managing technology or capital and for its effective management, organization requires effective HRM system. HRM system should be backed up by sound HRM practices. HRM practices refer to organizational activities directed
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Colgate-Palmolive Company sells oral care, personal care, home care, and pet nutrition products in over 200 countries and territories. Since implementing its first SaP® solution in 1994, Colgate has significantly improved global visibility for its supply chain management processes, automated many of these processes, improved supply chain decision making, increased the speed to market for its products, and reduced costs. SAP Business Transformation Study Consumer Products Oral, Personal, and Home Care and Pet
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International Journal of Computer Science & Information Technology (IJCSIT) Vol 5, No 1, February 2013 IMPROVING THE MANAGEMENT OF COST AND SCOPE IN SOFTWARE PROJECTS USING AGILE PRACTICES Mariana de Azevedo Santos1, Paulo Henrique de Souza Bermejo2, Marcelo Silva de Oliveira3, Adriano Olímpio Tonelli2, Enio Júnior Seidel4 1 2 3 Mitah Technologies, Lavras, Minas Gerais, Brazil mariana@bsi.ufla.br Department of Computer Science – Universidade Federal de Lavras (UFLA) bermejo@dcc.ufla
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Total Quality Management Vol. 21, No. 9, September 2010, 931 –951 RESEARCH PAPER Total quality management (TQM) strategy and organisational characteristics: Evidence from a recent WTO member Dinh Thai Hoanga, Barbara Igelb∗ and Tritos Laosirihongthongc a University of Economics, Hochiminh City, Vietnam; bSchool of Management, Asian Institute of Technology, Pathumthani 12120, Thailand; cIndustrial Engineering Department, Faculty of Engineering, Thammasat University, Pathumthani 12121, Thailand
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