arise should you submit plagiarised work. Content Page 1. Introduction 2. Definition of a Service and Services Provided at Changi Airport 3. Changi Airport and its Competitors 4. Changi Airport and its Environment 5. Technology in Changi Airport 6. Customer Relationship Marketing (CRM) at Changi Airport 7. Conclusion References 1 1. Introduction In Asia‚ air transport has developed more rapidly than in any other part of the world
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confidential Video telephone service one can call to get health advice or general health information from a Registered Nurse. This means quick‚ easy access to a qualified health professional‚ who can assess the patients’ symptoms and help them decide the best first step. The nurse can help the patient decide whether they can take care of themselves‚ make an appointment with a doctor‚ go to a clinic‚ contact a community service or go to a hospital emergency room. When the patient calls‚ he or she is asked to
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compared Cullman Regional Medical Center and Decatur Morgan Hospital. The hospitals are within 50 miles of the other‚ and both hospitals received three stars as an overall rating. Cullman Regional Medical Center received the following scores: cleanliness (73%)‚ pain control (70%)‚ and communication (80%). Decatur Morgan Hospital received the following scores: cleanliness (71%)‚ pain control (69%)‚ and communication (79%). Both hospitals ranked below national average in cleanliness and pain control
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Assignment #1: Shouldice Hospital case 1. How does the hospital’s operations strategy support its business strategy? 2. How well is the hospital currently utilizing its beds? 3. Evaluate the effects of the following two alternatives on the utilization of the bed capacity. a) a. Adding operations on Saturday (assuming that 30 operations would still be performed each day). b) b. Increasing the number of beds by 50 percent (assuming that the hospital would increase the number
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Operations Management Shouldice Hospital January‚ 2013 Table of Contents Executive Summary ....................................................................................................................3 Scope .................................................................................................................................................. 3 Analysis ......................................................................................................................
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| Palms Hospital | Memo To: From: CC: Date: [ 7/30/2010 ] Re: Ambulatory Surgical Center Executive Summary The Palms Hospital is considering an expansion project that would utilize land previously purchased. By expanding into ambulatory surgical services‚ the hospital has the opportunity to increase revenues and capture market share in this area. Investigation in the NPV of the project and a scenario analysis reveal that the project would be profitable. Debt Financing This project
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TRANSPORT OF BLOOD GASES From The Lungs To The Tissues & Back Dr. Sally Osborne Department of Cellular & Physiological Sciences University of British Columbia Room 3602‚ D.H Copp Building 604 822-3421 sally.osborne@ubc.ca www.sallyosborne.com Objectives 1. Specify in what forms O2 & CO2 are carried in the blood. 2. Describe the physiological significance of the oxyhemoglobin dissociation curve. 3. Relates shifts in the position of this curve to affinity of Hb & oxygen loading / unloading
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Case Study Managing Quality: Falls Church General Hospital Founded in 1968‚ the Falls Church General Hospital (FCGH) is a privately owned 6l5patient bed facility in the incorporated township of Falls Church‚ Virginia. Falls Church is four miles from downtown Washington‚ D.C.‚ and is surrounded by the counties of Arlington‚ Fairfax‚ and Alexandria‚ Virginia‚ all affluent urban/suburban communities with a highly educated population composed largely of employees of the U.S. government and high-tech
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Bottleneck analysis: Also see enclosed Process flow chart (Appendix 1). Hospital is able to perform 42 exams/afternoon and send 38 patients to the operation rooms. But surgery capacity is 33 operations/day only. Bottleneck (number of operations/day) is therefore located between these two processes. Hospital performs 33 operations/day = demand 116 beds/Wed‚Thu and 99 beds/Tue. Demand is 116 and current capacity is 89. Bottleneck is the number of beds available. It is necessary to increase capacity
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Hospital Supply Inc.: A quantitative analysis I. Introduction: Hospital Supply‚Inc.‚produced hydraulic hoists that were used by hospitals to move bedridden patients. The costs of manufacturing and marketing hydraulic hoists at the company’s normal volume of 3‚000 units per month are shown in Exhibit 1. EXHIBIT 1: Cost per unit for hydraulic hoists Unit manufacturing costs: Variable materials $550 Variable labor 825 Variable overhead 420
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