Xem 1-20 trên 742 kết quả Customer management
  • The past decade has seen a vast upsurge in the importance attached to customer service from businesses operating in both the B2B (business to business) and B2C (business to consumer) fields. This increased activity has paid major benefits to early adopters. Differentiation through service is rapidly becoming a vital addi- tion to any business process. Organisations that are at the fore- front are reaping benefits in terms of customer loyalty, customer retention and employee satisfaction. Yet this is just the tip of the iceberg....

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  • Like the dotcom organizations that went bust at the end of the last century, CRM (Customer Relationship Management) is making a powerful and dramatic comeback. Today, the most exciting growth areas of the commerce are being found in the electronic arena. The same is true of CRM. In the late 1990s and early years of the 21st century, CRM was offered up as the next wave of marketing. The tools and techniques that would make traditional marketing obsolete

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  • Chapter 15 - Managing suppliers and customers. This chapter presents the following content: Supply chain management, managing suppliers, managing inventory, managing customers, managing time.

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  • These three important and cutting-edge topics, which can all be viewed as part of supply-chain management, are brought together in a new chapter. In particular, e-commerce contributions to supplier and customer management are emphasised. New concepts that are covered in this chapter include enterprise resource planning (ERP) systems, customer relationship management (CRM), and B2B (business-to-business) relationships.

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  • This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that first appeared elsewhere. Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted.......

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  • Chapters 1 through 3 focus on the concept of CRM. Chapter 1 defines what CRM means in today’s business environment and why only organizations with clear and effective CRM strategies are destined for long-term success. Chapter 2 introduces the Customer Service/Sales Profile model, a brand new tool for understanding the dynamic relationship between stand-alone service transactions, repeat customers, and the creation of wonderful customer advocates who love to spread the good word about you and your products and services.

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  • In Marketing Insights from A to Z, Philip Kotler, one of the undisputed fathers of modern marketing, redefines marketing's fundamental concepts from A to Z, highlighting how business has changed and how marketing must change with it. This concise, stimulating book relays fundamental ideas fast for busy executives and marketing professionals. Marketing Insights from A to Z presents the enlightened and well-informed musings of a true master of the art of marketing based on his distinguished forty-year career in the business.

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  • Customer 3 has the highest SCR. Therefore, ABC Computers should identify customer 3 and target more of their marketing efforts (mailers, advertisements etc.) towards customer 3 Also, customer 3’s size-of-wallet (column A), is the largest. Important measure of customer loyalty; however, SW is unable to provide a clear indication of future revenues and profits that can be expected from a customer.

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  • Chapter 4: Human Resources Management. H uman resources management is required to make the most efficient use of the project human resources. This includes all of the people involved in the project—the stakeholders, sponsors, customers, other departments, the project team, subcontractors, and all others. Organizational planning involves the organizing of the human resources. These are the roles, responsibilities, and relationships of the people that are on the project team. As in all things in project management, human resources management takes place throughout the project.

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  • M arketing Management is the leading marketing text because its content and organization consistently reflect changes in marketing theory and practice. The very first edition of Marketing Management, published in 1967, introduced the concept that companies must be customer-and-market driven. But there was little mention of what have now become fundamental topics such as segmentation, targeting, and positioning.

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  • What is marketing? Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. The process through which VALUE is exchanged.

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  • Chapter 3: Cost Management. Cost management is the completion of the project management triple constraint of cost, schedule, and scope. Each of these must be completed in order to complete the project on time and on budget and to meet all of the customer’s expectations. In order to meet the cost goals of the project, the project must be completed within the approved budget.

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  • Chapter 6: Quality Management. One of the goals of project management is to meet the expectations of the stakeholders of the project. Managing the quality of the project is the function that will allow this to happen. Quality management will include all the work that is necessary to ensure that each of the objectives of the project is met. In the latest edition of the Guide to the Project Management Body of Knowledge, PMI emphasizes that the purpose of the project is to meet the requirements of the stakeholders. In the past, the project goal was to meet or exceed the customer’s...

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  • Chapter 1: Scope Management. Without a doubt, the most common reason that projects fail is because of poor scope definition. By that I mean that the expectations of the stakeholders, and especially the client or sponsor, are different than the expectations of the project team. This is a most difficult problem, but it is critical to the success of the project that it is overcome. There are many reasons why a project fails, and understanding them will give us insights to how to avoid them. The relationship between the project team and the customer has to reverse itself at the time of...

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  • Over the past decade, executives have witnessed an explosion of management tools such as Customer Relationship Management, Scenario and Contingency Planning, and the Balanced Scorecard. Demands of increasing competition in the global marketplace are driving the explosion, while accelerated, lower-cost delivery systems for ideas and information have enabled it. Today the sheer volume of ideas can overwhelm a management team.

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  • The first edition of Managing Quality sold well and the second and third editions sold even more copies which, according to the publisher, is unusual for a book of this type. The fourth edition builds on the success of these previous editions. In the book the term total quality management (TQM) is used to describe the process of transformation by which all parts of the organization have a focus on quality with the ultimate objective of customer satisfaction and delight.

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  • DNS, DHCP, and IP Address Management Session 806 Policies Based on IP Addresses Intelligent Network Users User Provisioning Scalable Reliable DNS/DHCP Service Applications Automated Network Addressing User-Based Policy Networking Managing Names and Addresses Edit by Hand Spreadsheet Custom Application Migrating to Directories Etc. Firewall DNS DHCP PC Inventory PC Inventory Many Users DNS DNS Firewall Firewall 2000 Directory DHCP DHCP Policy Policy 1990’s Single Source of Data Multiple Sources of Data...

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  • Personal Selling Defined: A form of person to person communication in which a salesperson works with prospective buyer and attempts to influence purchase in the direction of his or her company’s products or services. Importance of Personal Selling: Allows the firm to immediately respond to the needs of the prospect. Allows for immediate customer feedback

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  • Operations and industrial modeling and management have a long history dating back to the first Industrial Revolution. Scheduling, inventory control, production planning, projects management, control charts, statistical records, customer satisfaction questionnaires, rankings and benchmarking. are some of the tools used for the purpose of better managing operations and services.

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  • Chapter 14a: Question about HUMAN RESOURCES 1. What are the major advantages of the functional type of organization? a. b. c. d. Single point of contact for the customer Stable organizational structure Project orientation Multifunctional teams are easy to form 2. The project manager’s leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order: a. b. c. d. Disciplinary, autocratic, participative. Projectized, matrix, functional. Team building, team development, responsibility assignment.

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