cluster analysis examination. Services Industries Journal 18‚ 116–134. Gupta‚ S.‚ McLaughlin‚ E.‚ Gomez‚ M.‚ 2007. Guest satisfaction and restaurant performance. Cornell Hotel and Restaurant and Restaurant Administration Quarterly 48 (3)‚ 284–298. Heskett‚ J.L.‚ Jones‚ T.O.‚ Loveman‚ G.W.‚ Sasser‚ W.E.‚ Schlesinger‚ L.A.‚ 2004. Putting the service-profit chain to work. Harvard Business Review 72 (2)‚ 164–174. Holbrook‚ M.B.‚ 1999. Introduction to consumer value. In: Holbrook‚ M.B. (Ed.)‚ Consumer Value:
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Introduction It has been quite a challenging task for the Human Resource Management people to design such strategies which will transform the workforce as motivated and retained for high performance work organization (Thompson‚ 2004). HRM makes continuous efforts to develop such policies which will motivate the human resource for sustained competitive advantage (Barney’s‚ 1991‚ Wright‚ et al.‚ 1994). These efforts must include incentives‚ pay packages which makes an employee more comfortable and
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Life‚ Harmondsworth‚ Penguin Books‚ 1982; reissue Perseus Books‚ 2000 . . Hofstede‚ Geert (1980) Culture ’s Consequences: International Differences in Work Related Values‚ Beverly Hills‚ CA‚ Sage Publications‚ reprinted 1984 . . Kotter‚ John and Heskett‚ James L. (1992) Corporate Culture and Performance‚ Free Press; ISBN 0-02-918467-3 . . Lewin‚ K. (1946).‘Action research and minority problems’. In Lewin‚ G. W. (Ed.)‚ Resolving Social Conflict. London: Harper & Row. . Lewin‚ K. (1947a).‘Frontiers
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publishing company. [7] Gronroos C. N. (2007). “Service Management and Marketing: Customer Management in Service Competition”‚ John Wiley & Sons‚ Ltd‚ Chichester. [8] Hall Englewood Cliffs N. J.‚ Parasuraman A.‚ Zeithaml V. A.‚ Berry L. L. (1985). [9] Heskett L.‚ Jones T. O.‚ Loveman G. W. et al. (1994). “Putting the service-profit chain to work” [10] Kothari C. R. (2004). “Research methodology – methods and techniques”‚ new age international publishers‚ pp [11] Kotler Philip‚ Keller Kevin Lane‚ Koshy Abraham
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Contents Question 1 : Strategic Drift 3 Question 2: Discuss the external factors that influenced change within AEGON 7 Question 3: Critically Discuss the 8 behaviours 11 Question 4: Evaluate the role of the Auditing Process business strategy 14 Appendix 1 15 2006 financial highlights AEGON in the UK 15 References 16 Question 1 : Strategic Drift Thompson‚ Stickland and Gamble (2005) suggest that an organisational strategy should not be perceived as a fixed plan that the organisation
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1. INTRODUCTION Almost every business has a trading name‚ from the smallest market trader to the largest multi-national corporation. Only a minority of those businesses however‚ have what could be classed as a ‘brand’ or a ‘brand name’. A brand can take many forms‚ including a name‚ sign‚ symbol‚ color combination or slogan. The word branding began simply as a way to tell one person’s cattle from another by means of a hot iron stamp. A legally protected brand name is called a trademark. The word
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1. Introduction and context Strategic management is an essential component of effective high performing organisations. In the private sector the fundamental goal of business strategy is to beat competitors‚ to achieve financial profit‚ Pearson (1999). However in the public sector the central strategic theme is focussed on providing year on year efficiency savings without any perceived loss of benefit to the Public‚ Government et al (1999). Kirkpatrick‚ Ackroyd & Walker (2005) realise that it
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Manag. Rev.‚ 10: 76-88. Hackman‚ J.R.‚ and G.R.‚ Oldham‚ 1980. Work Redesign. Reading‚ M.A: Addison-Wesley. Hartenstein‚ B.A. and Huddleston‚ S. 1984. Rational versus gender role expectations for work family conflict. J. Appl. Psychol.‚ 76: 560-68. Heskett‚ J.L.‚ Sasser‚ W.E.‚ Jr and L.A.‚ Schlesinger‚ 1997. “The service profit chain”. New York: The Free Press. Kossek‚ C. and Ozeki‚ I. 1999. Work-family conflict in the dual-career family. Organizational Behavior and Human Decision Processes‚ 51: 51-75
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Marketing logistics value: Managing the 5 P ’s In order to position logistics in its proper role in today ’s business environment‚ logistics leaders will have to do a better job of communicating‚ or marketing‚ logistics. The time for lamenting the lack of interest in logistics from senior management is over‚ and the time to become proactive is here. The logistics story will be understood when all logistics leaders begin to take the marketing initiative and the successes of the discipline are recognized
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THE EFFECT OF MARKETING EFFICIENCY‚ BRAND EQUITY AND CUSTOMER SATISFACTION ON FIRM PERFORMANCE AN ECONOMETRIC MODEL AND DATA ENVELOPMENT APROACH Luis Fernando Angulo Autonomous University of Barcelona‚ Business Economics Department 08193 Bellaterra (Cerdanyola del Vallès)‚ Barcelona‚ Spain Tel. +34 93 581 1209‚ Fax +34 93 581 2555 Email: LuisFernando.Angulo@uab.es ABSTRACT This research focuses its attention to support empirically and not separately the impact of marketing activities
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