Industrial Management & Data Systems Emerald Article: Adopting customer relationship management technology Yurong Xu, David C. Yen, Binshan Lin, David C. Chou Article information: To cite this document: Yurong Xu, David C. Yen, Binshan Lin, David C. Chou, (2002),"Adopting customer relationship management technology", Industrial Management & Data Systems, Vol. 102 Iss: 8 pp. 442 - 452 Permanent link to this document: http://dx.doi.org/10.1108/02635570210445871 Downloaded on: 24-11-2012 References:
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Background Cost management information consists of financial information about costs and revenues, and nonfinancial information about customer retention, productivity, quality, and other key success factors for the organization. Cost management is the development and use of cost management information. A strategic understanding of cost management is so important that many senior financial managers are coming back to school to learn more about strategy, competitive analysis, and new cost management techniques
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Since going public in 1991, Whole Foods’ growth strategy has been to expand via a combination of opening its own new stores and acquiring small, owner-managed chains that have capable personnel and are located in desirable markets. Since one of its core values was to satisfy and delight customers, Whole Foods Market empowered team members to do whatever it took to meet or exceed customer expectations on every shopping trip. Competent, knowledgeable, and friendly service is a hallmark of shopping at
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Trader Joe’s Trader Joe’s who’s grocery store chain has been known for its affordable prices, unique food and friendly staff continues to be ranked as one of the most ethical companies in the U.S. Due to recent changes in our governments healthcare system, there was a moment in 2013 that the company faced a dilemma that involved deciding whether or not to change their part-time employees health benefits. For years, Trader Joe’s has offered healthcare coverage to its part-time employees at
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Mobile Value Added Services: A Business Growth Opportunity for Women Entrepreneurs 3 Acknowledgements The Cherie Blair Foundation for Women is extremely grateful to the following people and organisations for generously contributing their time and expertise to assist in the research and preparation of this report: Adia Sowho, Etisalat Nigeria Akinwale Goodluck, MTN Alan David Johnson, IFC Jerome Fromager, Mobinil John Irungu Ngahu, IFC Joshua Haynes, USAID Andriantsoa Ramanantsialonina
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less-than-truckload industry and the premier provider of global supply chain management solutions. It deliver packages each business day for 1.6 million shipping customers to 8.2 million receivers ("consignees") in over 220 countries and territories. In 2014, it delivered an average of 18.0 million pieces per day worldwide, or a total of 4.6 billion packages. Total revenue in 2014 was $58.2 billion. It are a global leader in logistics, and it create value for its customers through solutions that lower costs, improve
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Unethical Behavior and its Costs 4 August 2013 Unethical Behavior and its Cost 1 The Fall of Dennis Kozlowski Many leaders work hard and strive diligently to lead companies to success and wealth in an ethical manner. In doing so, the reputation of the company is enhanced as are the benefits to the shareholders and the public. That notwithstanding, some leaders have been identified with exhibiting poor judgement and gross unethical behavior (Stephens, Vance, Pettegrew, 2012)
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Transition expand without losing its elite aura? Six commentators offer expert advice. AND COMMENTARY How Do You Grow a Premium Brand? by Regina Fazio Maruca Do No tC • Reprint 95205 H B R CAS E ST U D Y rP os t Transition is the Tiffany of health clubs. Now its owner wants to expand. op yo How Do You Grow a Premium Brand? No tC Do COPYRIGHT © 1995 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Regina Fazio Maruca
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at work 15 2.1a Effectiveness of different leadership styles 15 to 16 2.1b Ford’s leadership style 2.1c Google’s leadership style 2.1d Comparing leadership styles 16 2.2 Organisational theory 16 2.3a Different approaches to management 17 to 18 2.3b Ford’s management approach 2.3c Implications of Ford’s management approach
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continually concerned with addressing the questions: Who are our customers? (Argos needs to find out as much as possible about its customers in order to meet their needs.) Are we offering the right combination of choice, value and convenience? How can we create a compelling competitor advantage? (How is Argos different
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