LT N G N G B P . 6 E Q U I 0 M A A A1 /I 9 9 • R A N D 5 – 1 0 T Y PEKKA TUOMINEN Managing Brand Equity ABSTRACT The purpose of this study is to discuss and elaborate the main issues encountered in managing brand equity. In order to achieve this purpose‚ we first analyse the concept of brand equity; second‚ we provide a comprehensive framework for managing brand equity; and finally‚ we distinguish different ways to leverage and measure brand equity. The concept of brand equity emerged in
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Journal of European Industrial Training Emerald Article: Managing the Training Process: Putting the Basics into Practice Mike Wills Article information: To cite this document: Mike Wills‚ (1994)‚"Managing the Training Process: Putting the Basics into Practice"‚ Journal of European Industrial Training‚ Vol. 18 Iss: 6 pp. 4 - 28 Permanent link to this document: http://dx.doi.org/10.1108/03090599410062507 Downloaded on: 14-11-2012 References: This document contains references to 1 other documents
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CHAPTER 1 Business Environment Contents • Introduction • Business • Objectives of business • Environmental influences on business • Environmental analysis • Characteristics of business environment • Components of business environment • The micro and macro environment • Competitive environment • Porter’s five forces model–competitive analysis Learning Objectives The present chapter aims at: • Definitions and objective of business • Examine environment analysis‚ characteristics
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MANAGING HUMAN CAPITAL T ASSIGNMENT: is divided in to two task‚ TASK 01: discussion on HR strategies and practices‚ TASK 02: discussion on compensation packages negotiated through collective bargaining agreements are a major cause of our inability to compete in many sector of the international market.
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How can Hotel UiTM Dungun charge different prices to different segment of customers without them feeling cheated? Managing the customer perception of value is crucial in order not to make them feeling cheated. Thus‚ marketers need to understand how customer perceives service value in order to set an appropriate price. Since value is subjective‚ not all customers have the skills or knowledge to judge the quality and value they receive. This is true especially customer may only assess the quality
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experience or a part-time job - the different types of resources that businesses use to perform effectively. These resources come from four different areas: human‚ physical‚ technological and financial. Human resources are anything that relates to people in the business - for example‚ staff and managers. Physical resources are those that are physically used by the business - for example‚ land‚ raw materials‚ buildings or equipment. Technological resources are those that make use of technology - for
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to track AirAsia deals”‚ The Sun newspaper‚ Available online‚ from: URL: http://thestar.com.my/news/story.asp?file=/2007/2/2/nation/16747753&sec=nation 20) Kho C‚ Aruan S.H.‚ C 21) Laudon K.C.‚ Laudon J.P.‚ (2010) Management Information Systems‚ Managing the digital firm‚ (11th Edition)‚ New Jearsey‚ Pearson Prentice Hall. 24) Mobile Travel Technologies corporate website‚ Available from: URL:http://mttnow.com/ Msnbc Digital Network‚ (2011)‚ “Eptica Enables AirAsia to Reach New Heights for Social
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Henley Management College [pic] Assignment Managing Financial Resources IBM HMC17 Author: Peter Neirynck Learning Team: Regional Group B – TIE team Date: October 29‚ 2007 Management Summary This paper analyses critically the financial performance management within IBM Software Group Belgium and IBM Southwest IOT. In order to understand how the financial reporting is an enabler for the execution of the corporate strategy‚ we analyse the published financial information
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ensures its active compliance with the spirit of the law‚ ethical standards‚ and international norms. CSR is a process with the aim to embrace responsibility for the company’s actions and encourage a positive impact through its activities on the environment‚ consumers‚ employees‚ communities‚ stakeholders and all other members of the public sphere who may also be considered as stakeholders. The term "corporate social responsibility" came into common use in the late 1960s and early 1970s after many
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Managing Quality Improvement August 10‚ 2013 Abstract The main purpose of managing quality improvements is to set up a structure by which to measure how the organization is doing out in the public sector. We need a process in place that will drive our improvement efforts when less than optimal results are identified through undesirable trends and benchmarking. They need to be measurable and be the same for all patients in the survey area. This data will assist us in developing the
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