The Important of Customer Satisfaction and Loyalty in Business. 1.0 Introduction Customer satisfaction and loyalty is two important keys to be success in the business. It must be implement in all business areas such as servicing, hospitalisation, health care and others. In business environment, quality improvement have become part of everybody life and not a task or duty anymore. (Mehra & Ranganathan, 2008). It is not enough if only focus to satisfy the customer and it won’t be good to
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Tesco Value travels Annual Report and Financial Statements 2009 Introduction Financial highlights Chairman’s statement Tesco at a glance Chief Executive’s Q&A Report of the Directors Business Review Long-term strategy Markets served and business model International Core UK Non-food Retailing Services Community People Resources and relationships Group performance Key Performance Indicators Risks and uncertainties Financial review General information Our Board of Directors Corporate governance
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1.0 INTRODUCTION Human resource management is the design of formal system in an organization to ensure effective and efficient use of human talent to accomplish organizational goal. There are several important of HRM practices; analyzing work and designing jobs, attracting potential employees (recruiting), choosing employees (selection), teaching employees how to perform their jobs and preparing them for the future (training and development), evaluating their performance (performance management)
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| |EDEXCEL LEVEL 5 |[pic] | | |BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS | | | |
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| |EDEXCEL LEVEL 5 |[pic] | | |BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS | | | |
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Tesco Company Review Tesco is an international distribution based primarily in the UK, in Ireland and Asia. Its capitalization is 34.84 billion at 11 July 2008 and its turnover is 80 billion Euros in 2008. Tesco is British distribution group and 3rd World Group. Its activity revolves around three areas: distribution in the UK, international distribution and financial services. (Pagano, Margareta, 16 May 1987). The Macro Business Environment of Tesco Group The Macro-Environment consists
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Knowledge Management & Information Systems Wordcount: 1,971 As ‘by virtue of its tacitness, inimitability and immobility’ (Scarbrough & Shan, 1999, p.359) knowledge is increasingly considered to give a competitive advantage. We can identify two types of knowledge: explicit and tacit knowledge. Explicit knowledge refers to the ‘know what’ that can be codified hence, that can be communicated and diffused (Scarbrough, 2011). Tacit knowledge, on the other hand is ‘The
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2.1 Organizational auditing of Tesco: 7 Task 2.2 Environmental auditing of Tesco: 8 Task 2.3 Significance of stakeholders’ analysis: 9 Task 3. Approaches to strategy evaluation and selection: 10 Task 3.1 Plausible alternative strategies relating to substantive growth, limited growth or retrenchment: 10 Task 3.1.1 Corporate strategy: 10 Task 3.1.2 Competitive strategy: 10 Task 3.1.3 Functional strategy: 11 Task 3.2 Appropriate future strategy for Tesco: 11 Task 3.2.1 Continuous investment
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Table of Contents 1. INTRODUCTION 3 2. PROCEDURES 3 3. FINDINGS 3 3.1 Customer Service Standards 3 3.2 Identifying and meeting the expectations of key customers 4 3.3 Maintaining Customer Aftercare 5 3.4 Obtaining and monitoring qualitive and quantitive customer feedback 5 3.5 Evaluation 6 4 Conclusion 7 5 Recommendations 7 1. INTRODUCTION This report is being produced at the request of Annette Wilson of Wilson’s Consulting. The report is to evaluate
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Krishna Burberry: Burberry moved manufacturing work overseas to China (offshoring). This involved the closure of their factory in Rhondda, causing 300 jobs to be lost in Rhondda. Consequently staff were crying when given the news and protests were held, causing the reputation and brand image to worsen in the short-term of Burberry as a result of making such an unethical move. This was a large concern as Burberry provided well-paid, quality employment, so the 300 job cuts in Rhondda meant a sad
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