HQCS: Manage Quality Customer Service Student Guide BSBCUS501A: Manage Quality Customer Service Elements of competence Plan to meet internal and external customer requirements Ensure delivery of quality products and/or services Monitor, adjust and review customer service 1 BSB51107 Diploma of Management _____________________________________________________________________________________________ Module description This module covers the skills and knowledge required to advise on and
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HQCS: Manage Quality Customer Service Student Guide BSBCUS501A: Manage Quality Customer Service Elements of competence Plan to meet internal and external customer requirements Ensure delivery of quality products and/or services Monitor, adjust and review customer service 1 BSB51107 Diploma of Management _____________________________________________________________________________________________ Module description This module covers the skills and knowledge required to advise
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materials. C) secondary products. D) intermediate products. 36) Which of the following traditional solutions enables manufacturers to deal with uncertainties in the supply chain? A) safety stock B) continuous replenishment C) just-in-time strategies D) demand planning 40) Systems that enable a firm to generate demand forecasts for a product and to develop sourcing and manufacturing plans for that product best
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East Region Enterprise Boards Managing your business > Marketing your business For all your business enquiries contact:- Page 1 Managing your business > Marketing your business 03 43121_Marketing_Your_Business 10/8/05 8:06 am Page 1 Managing your business > Marketing your business 1. INTRODUCTION – WHY YOU NEED MARKETING In order to succeed, you need cashflow. To get cashflow, you need paying customers. To get customers, you need marketing. As your own
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Winning Customers and Competing Effectively 1. The five internal performance objectives analysed further by Neely (2008) are cost, quality, flexibility, dependability and speed. 2. Value added is an activity carried out by an organization that increases the worth of a product or service and for which a customer is willing to pay an additional price. An example would be the provision of 'Fairtrade' or organic foods where there is a perceived ethical and social benefit which customers are prepared
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business objectives is to reduce the delivery time by providing the local warehouse services but managing the employees is of key concern when the delivery time is needed to be reduced. Another business strategy is to improve the percentage of loaded miles however without employee scheduling even this objective is not achievable since the employees need to take care of the loaded miles. One another crucial objective is to provide the customer accurate delivery time but the employees are the ones who need
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|Unit title |Developing professional practice | |Level |5[1] | |Credit value |4 | |Unit code |5DPP
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leave the company. Tim doesn’t know whether Kristen is ready because he hasn’t managing a priority. Tim’s job is to build the organization that can build software. Course of Actions Tim is a terrible manager, because he keeps taking the best programmers and making them managers. If they want to be managers, that’s fine. But it’s not clear Kristen wants to be a manager. And, he doesn’t even push back on the customer. And, Tim has allowed a standard product without a standard install. It was a
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ticket distribution while Southwest sells its tickets via telephone and its website. Management and strategy: Southwest airlines have a different approach in managing and training its employees. Also Southwest culture focuses on employees and customers having a good time while flying. AirTran believes in lower- fare to attract customers and sells its tickets on various distribution agencies. 2.What are the similarities and dissimilarities between the cultures, values and beliefs of the Southwest
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competitors. a. All vehicles were connected to GPS tracking system b. As a result they achieved a reduced delivery time from 3hrs to 20 minutes c. Dispatchers were better able to monitor trucks d. They were able to anticipate delivery times and redirect trucks where necessary. (b) Reduction in Costs was realized as a result a. Trucks were able to deliver in shorter time frames and 35% less trucks were necessary to deliver the same amount of cement. b. Software package was used to anticipate
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