Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach
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systems to involve stakeholders in the planning of changing and show how you would evaluate these systems……………………………………………………………………………………………………………….10 2.2 Develop a change management strategy with stakeholders and how you would create a strategy for managing resistance to change…………………………………………………………………………………11 Task 4………………………………………………………………………………………………………………………………………….14 4.1 Three models of strategic change………………………………………………………………………………………….14 4.2 Evaluating the relevance of the models in organizations
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The Marketing Review, 2003, 3, 289-309 www.themarketingreview.com Demetris Vrontis1 and Iain Sharp2 Manchester Metropolitan University Business School and Legal and General The Strategic Positioning of Coca-Cola in their Global Marketing Operation Examines how Coca-Cola has strategically positioned it self within the world’s soft drinks market. Given that they operate in over 200 countries, they are faced with a clear choice of whether to standardise their product offerings globally
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Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach
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MASARYKOVA UNIVERZITA Ekonomicko-správní fakulta Studijní obor: Podnikové hospodářství Kombinované studium [pic] PROPOSAL OF A MARKETING STRATEGY Návrh marketingové strategie Diploma thesis /Diplomová práce Vedoucí diplomové práce/Supervisor: Autor/Author: Ing. Klára KAŠPAROVÁ Mgr. Jana LUDÍKOVÁ Brno, červen 2008 Brno, June 2008 |Jméno a příjmení autora: |Jana Ludíková |
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The Layers of a Brand Product and Service Brands Branding & the Buying Process The Importance of Customer Satisfaction and Loyalty Emotional Loyalty The Concept of Brand Equity 2.8.1 The Value of Brands to Customers 2.8.2 The Value of Brands to Companies Conclusion CHAPTER 3 3.1 3.2 3.3 BUILDING BRANDS 24 25 25 26 27 28 30 31 32 32 3.4 3.5 3.6 3.7 Introduction Overview of the Brand-Building Process The Value Proposition 3.3.1 Added Value 3.3.2 Distinctive Brand Identity Developing
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SAIL'S VOLUNTARY RETIREMENT SCHEME Case Code-HROB002 Published-2003 INTRODUCTION At a meeting of the board of directors in June 1999, the CEOs of Steel Authority of India's (SAIL) four plants - V. Gujral (Bhilai), S. B. Singh (Durgapur), B.K. Singh (Bokaro), and A.K. Singh (Rourkela) made their usual presentations on their performance projections. One after the other, they got up to describe how these units were going to post huge losses, once again, in the first quarter[1] of 1999-2000.
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Staffing Achieving organizational objectives requires having the proper number of employees with the appropriate skills. Staffing accomplishes this objective through four tasks. The first task is job analysis, which examines specific job functions in determining the skills, duties and knowledge required for each position. The second task is ensuring that the required numbers of employees, with the appropriate skills, are available when needed organizations engage in Human Resource Planning (HRP)
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Professional Services Fall 2007 I. POSITIONING AND ALIGNMENT a) Developing and Implementing Strategy: Wachtell Lipton Wachtell Why has Wachtell been so successful? - Niche o M&A, hostile takeovers o General counsels, CEOs come to Wachtell when they have a problem - Size: small o 1 office (140 attorneys in 1995, 193 today); organic growth (no mergers/acquisition of other firms & only 2 lateral partners in entire history) o Benefits = control
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RULES AND REGULATIONS OF M.B.A. PROGRAMME – 2010 The Master of Business Administration (M.B.A.) is a Post-Graduate course offered as: I. II. Two-year i.e., four semester Full time Day programme Three year, i.e., six semester Part-time programme offered to Working Executives and employees. 1. ELIGIBILITY CONDITIONS 1.1 M.B.A. (Day) Candidate seeking admission into Full Time M.B.A. (Day) programme must be: 1. Bachelor degree holder of Osmania University or a degree recognized by the university
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