Customer Relationship Management VSF This book is dedicated to my children Emma and Lewis of whom I am enormously proud. Customer Relationship Management Concepts and Technologies Second edition Francis Buttle AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate
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East Industry Overview Development of World Scheduled Air Traffic World Economic Growth and Airline Profits Rankings - Passenger services Rankings – Freight services Section 2 - British Airways Profile Overview Alliances LHR Air Transport Movements LGW Air Transport Movements Awards History Key Events (1987-2005) Board Members Leadership Team British Airways Management Team Employees Brands Departmental Analysis Section 3 - British Airways Fleet Aircraft Fleet Aircraft Delivery Schedule Mainline Fleet
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PERMANENT STRUCTURAL CHANGE BRINGING SUSTAINABLE RESULTS... 2009/10 Annual Report and Accounts Who we are British Airways is the UK’s largest international scheduled airline. We fly our customers at convenient times to the best located airports across the world. We are one of the world’s leading global premium airlines. Our principal place of business is London with significant presence at Heathrow, Gatwick and London City. Some 20 million people live within commuting distance of these airports
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CHAPTER 2 1. Describe the components of computer-based information systems. 2. Describe the various types of information systems by breadth of support. 3. Identify the major information systems that support each organizational level. 4. Describe strategic information systems (SISs) and explain their advantages. 5. Describe Porter’s competitive forces model and his value chain model and explain how IT helps companies improve their competitive positions. 6. Describe five strategies that companies can
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CHAPTER 1 – STRATEGIC MANAGEMENT STRATEGY Strategy: formulation of organizational missions, goals, objectives and actions plans (how the organization intends to achieve its goals Mintzberg’s 5 P’s of Strategy: i. Plan: intended course of action a firm has selected to deal with a situation ii. Purpose: consistent stream of action that sometimes are the result of a deliberate plan and sometimes the result of emergent actions based on reactions to environmental changes or shifting of
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fundamentals of cost accounting fourth edition William N. Lanen Shannon W. anderson Michael W. Maher ® accounting The integrated solutions for Lanen/Anderson/Maher’s Fundamentals of Cost Accounting, 4e have been proven to help you achieve your course goals of improving student readiness, enhancing student engagement, and increasing their comprehension of content. Known for its clear and engaging style, the Lanen solution employs the use of real-world scenarios, LearnSmart, and instant
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Case 1-2 Wal-Mart Stores, Inc. 1. What is Wal-Mart’s strategy? What is the basis on which Wal-Mart builds itscompetitive advantage? Answer : * Wal-Mart’s strategy is selling branded products at low cost. * The basis is Wal-Mart deliberately ensured it didn’t become too dependant on any one supplier, no single vendor constitued more than 4 percent of itsoverall purchase volume. * Wal-Mart used “saturation” strategy for store expansion. The standard was tobe able to drive from the distribution
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Harvard Business School 9-488-016 Rev. March, 23 1992 Associate Professor Jeffrey Sonnenfeld and Research Assistant Meredith Lazo wrote this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 1987 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Boston, MA 02163. No part
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Conceptual Foundations of the Balanced Scorecard Robert S. Kaplan Working Paper 10-074 Copyright © 2010 by Robert S. Kaplan Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Conceptual Foundations of the Balanced Scorecard1 Robert S. Kaplan Harvard Business School, Harvard University 1 Paper
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MANAGEMENT The Unsung Hero Cheaper and Better Managing and Cutting Costs – Intelligently 2 COST LEADERSHIP A Challenging Base Case Indiv idual Accountability Persistence A Continuous Improv ement Culture Short Timef rames Feedback Loops Strategic Skepticism Top Team: Finance Top Team: Human Resources Role Models Toolkit – Cost Leadership 3 TECHNIQUES AND TACTICS Understanding Cost Dy namics Management Accounts and Metrics Bang f or Buck Slice and Dice Understanding Natural
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