Service users have responsibilities just like other individuals in society‚ we all need to abide by the same laws and to respect other people and likewise in the workplace we all need to do the task in hand and do it in a professional manner. However individuals who have a mental health problem or learning disability can display aspects of irrational or irresponsible manners‚ however this is not their fault this is one of the effects of their illness or disability. Responsibilities are generally
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Realigning Service Operations Strategy at DHL Express Tim Coltman University of Wollongong – Centre for Business Service Science‚ Wollongong‚ New South Wales 2522‚ Australia tcoltman@uow.edu.au John Gattorna Macquarie University – Macquarie Graduate School of Management 2000‚ New South Wales‚ Australia‚ john@johngattorna.com Stuart Whiting DHL - Express Global Head Office‚ Bonn‚ Germany‚ Stuart.Whiting@dhl.com This paper describes the approach that DHL used to respond to aggressive revenue
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The product The first market mix element is Product. A product is anything that can be offered to a market for attention‚ acquisition‚ use or consumption that might satisfy a need or want. Product decision normally base on brand name‚ functionality‚ styling‚ quality‚ safety‚ packaging‚ repairs and support‚ warranty‚ accessories and services. These product attributes can be manipulated depending on what the target market wants. Also‚ customers always look for new and improved things‚ which is
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IEEE TRANSACTIONS ON NEURAL NETWORKS‚ VOL. 15‚ NO. 5‚ SEPTEMBER 2004 1063 Which Model to Use for Cortical Spiking Neurons? Eugene M. Izhikevich Abstract—We discuss the biological plausibility and computational efficiency of some of the most useful models of spiking and bursting neurons. We compare their applicability to large-scale simulations of cortical neural networks. Index Terms—Chaos‚ Hodgkin–Huxley‚ pulse-coupled neural network (PCNN)‚ quadratic integrate-and-fire (I&F)‚ spike-timing
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Executive Summary Blue Moons‚ Pty Ltd was a business specialising in the creation and production of sailing boats. Their traditional strategy was to offer clients with low cost products with reasonable short production time. However‚ due to incurring problems in relation to clients preferring products from competitors and the decline in profits and market share‚ Rob Inglis the owner of the business decided to implement a new strategy. The purpose of this report was to identify whether it is beneficial
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Question 1. What are some key factors in diamond retailing? How do Blue Nile‚ Zales‚ and Tiffany compare on those dimensions? All the companies involved in the diamond market want to have a big share of that market. And‚ the bigger the share‚ the company makes bigger revenue. It is very interesting that all three companies (even though they are in the same ‘business’) have different approaches in ‘taking market share’. An important fact is that the companies have a different clientele. The
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‘Customer service has become a lost art in our society.’ (Zimmerer and Scarborough‚ 2005). According to (Zimmerer and Scarborough‚ 2005) many companies today are rediscovering the fact that customer service is an essential part of doing business. Providing incomparable service and not necessarily low prices is one of the most effective ways to attract and maintain a growing customer base. According to (Robbins and Judge‚ 2007) most organizations today are trying to create a customer responsive culture
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rized ocean freight industry. First of all‚ we will introduce the background and development of ocean freight industry; explore the characteristics of ocean freight price and demand. Then we will analyze relationship between demand and price. Two famous shipping companies‚ COSCO and MSC will be introduced as examples to implement price optimization with price differentiation and competition considered in ocean shipping industry. Finally‚ we will discuss revenue management in ocean freight
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INTRODUCTION AirAsia Berhad is part of the AirAsia Group‚ is a world most famous low cost airline that operates wide networks both domestically and internationally. AirAsia lead the way low cost airfares in Asia and is now currently the largest low fare‚ no-frills airline in Asia. It is also one of the largest airlines in all of Asia in terms of passengers carried. AirAsia has also been voted the World’s Best Low Cost Airline in 2009 and 2010. AirAsia Berhad is currently based
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Air Asia: Flying Low Cost with High Hopes A cost leadership strategy of Air Asia remains viable despite the changing external environment. Although competition and rivalry amongst budget airlines is high‚ and it is difficult to differentiate from other providers due to the nature of the industry and product‚ it still has a first mover advantage which makes cost-leadership remain viable. They must remember that a cost leadership strategy can be maintained by be being efficient in all aspects of business
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