In These Times. Facebook social plugin Detroit’s Comerica Park cost $300 million—65 percent of which was paid for by tax revenue. (Kevin Ward / Flickr / Creative Commons) As eulogists across the country speculate on how much money bankrupt Detroit can make by selling off everything from Diego Rivera’s famous mural of a socialist utopian auto industry to the original Howdy Doody doll‚ it appears that at least one part of the Motor City won’t end up on the auction block: its hockey arena. In fact
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Reliable Cars‚ Inc. I. Summary of Facts A) Market – Used automobile industry 1) History of Reliable Cars‚ Inc. a) Honest Carl’s Cars – Established in 1945 by Carl and Mary Lou and within the next five years‚ became the highest volume‚ single location used car dealership in California. Mary Lou made a point of employing the disabled and providing a friendly work environment. b) Reliable Cars‚ Inc. – Honest Carl’s Cars changes their name to Reliable Cars‚ Inc. They target
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after the global financial crisis‚ Chinese Christmas decoration industry has entered a low. The details to visit the website “http://www.guardian.co.uk/business/2009/aug/14/china-exports-christmas-toys” Mainly factor of this situation is the main customer from European and American decline to import such kind of stuffs thanks to the global financial crisis. As the article mentioned that MC (anonymity) which with 10 years manufacture and wholesale history are located on YIWU China‚ the biggest small
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different literatures on customer satisfaction with reference to hotel industry and presents various studies made regarding the issues related with hotel industry and customer satisfaction. Customer – Definitions Paul S. Goldner (2006) 1 defines‚ “…a customer is any organization or individual with which you have done business over the past twelve months”. Grigoroudis‚ E and Siskos‚ Y (2009) 2 provide definition for ‘customer’ upon two approaches: With reference to loyalty‚ “A customer is the person that
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Kelloggs When preparing a strategy for success‚ a business needs to be clear about what it wants to achieve. It needs to know how it is going to turn its desires into reality in the face of intense competition. Setting clear and specific aims and objectives is vital for a business to compete. However‚ a business must also be aware of why it is different to others in the same market. This case study looks at the combination of these elements and shows how Kellogg prepared a successful strategy by
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THE CAMBRIDGE ASSOCIATION OF MANAGERS GRADUATE DIPLOMA IN HOSPITALITY‚ TOURISM AND RECREATION. CUSTOMER SERVICE CUSTOMER SATISFACTION IN HOSPITALITY AND TOURISM INDUSTRY [A CASE STUDY OF WHITESANDS BEACH HOTEL] DONE BY : LYNETTE A. NYAGAYA CANDIDATE NO: CAM / 2008 / GD/ KEN/ 00425 PURPOSE : Fulfillment of CAM graduate diploma in hospitality‚ tourism and Recreation. [Customer service] Dated July 2008 Presented to : Cambridge Association of Managers‚ International Examinations‚ Cambridge
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Largest Clothing Retailer‚ 2009‚ Enrique Badia 5. Design Manufacture & Engineering Management; Strathclyde University Glasgow 6. Agile Supply Chain: Zara’s case study analysis by Galin Zhelyazkov 7. CNN Money: Meet Amancio Ortega: The third-richest man in the world‚ http://management.fortune.cnn.com/2013/01/08/zara-amancio-ortega/ 8. Case Study: Retail @ the Speed of Fashion‚ Devangshu Dutta‚ 2002 9. Zara: Fast Fashion‚ Pankaj Ghemawat‚ Jose Luis Nueno‚ December 21‚ 2006
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Customer service 1 © NSW DET 2008 Topic 1 - Customer service 2 © NSW DET 2008 Introduction It may seem strange that you are studying an area that you already know so much about—customer service. Whether we realise it or not‚ we always judge organisations that we come in contact with and so we already have quite a good understanding of a customer’s perspective. In this module we will put this understanding into a structured model‚ so it can contribute to developing organisational
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THE EUROPEAN TOUR OPERATORS CASE Table of contents Contents 1 PESTEL Analysis 4 1.1 Political Factors 4 1.2 Economic factors 4 1.3 Social Factors 5 1.4 Technological factors 5 1.5 Environmental Factors 5 1.6 Legal Factors 6 2 Porter’s Five Forces 6 2.1 Force.1 Threats of New entrants 6 2.2 Force.2 Threat of substitute products or services 6 2.3 Force.3 Bargaining power of buyers (Customers) 7 2.4 Force.4 Bargaining power of suppliers 7 2.5 Force.5 Intensity
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this journal is available at http://www.emerald-library.com/ft Case studies on the implementation of TQM in the UK automotive SMEs Sha’ri Mohd. Yusof Universiti Teknologi Malaysia‚ Johor Bahru‚ Malaysia‚ and Elaine Aspinwall University of Birmingham‚ Birmingham‚ UK Keywords TQM‚ Implementation‚ Case studies‚ Small-to-medium-sized enterprises Abstract Describes the methodology and findings of four industrial case studies conducted on the implementation of TQM in automotive small and medium-sized
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