This volume documents the results of global research on customer management (CM) funded by QCi, IBM and OgilvyOne. It is based on the diagnostic tool developed by QCi, the Customer Management Assessment Tool (CMAT), which is recognized as the global CRM scorecard and benchmark "best practice" standard for assessing how well organizations manage their customers. Drawing on the results of research using CMAT in over 300 leading companies around the world and across a wide variety of sectors, the authors present their findings. The detailed cases illustrate the gains to be made from managing customers well and include: BP; Barclaycard; BskyB; Hyundai; Mobil; Prudential; Smithkline Beecham; John Lewis; NatWest Bank; and Rolls Royce. The accompanying free CD-ROM contains a mini version of CMAT.

Your Competitive Advantage for Strategic ManagementRising to the top in any business involves getting others to recognize your value. This is your competitive advantage. In the business of strategic management, your first lesson in gaining a competitive advantage is choosing the right textbook.Strategic Management: Creating Competitive Advantages helps you rise to the top more quickly and more securely, climbing the ladder of success rung by rung, and avoiding missteps on your way up.Organized around the traditional sequence of topics and concepts in strategy, the Canadian Edition of Strategic Management: Creating Competitive Advantages focuses on contemporary topics in intellectual capital, entrepreneurship, globalization, and ethics, giving each step equal consideration. With a schematic chapter map and chapter objectives designed to keep you oriented, and real-life examples and cases developed to give you a view of how strategic management is done rightly (and wrongly!) in Canadian and world business, this Canadian Edition is your guide to climbing the ladder to success.

Bachelor Thesis from the year 2013 in the subject Business economics - Business Management, Corporate Governance, , language: English, abstract: This study aims to investigate the usage of performance measures, conceptualized as the BSC measures, within an organizational context. This research considers itself as a descriptive research. The questionnaire was distributed to 46 private Palestinian firms operating in Ramallah from different sectors. The results revealed that the usage of financial measures is still high and ranked first among the four perspectives of the BSC measures. However, the usage of non-financial measures is growing. Only reliance on financial based performance measures is inadequate in the new manufacturing environment. Increase awareness of the importance of non financial performance measures in providing long-term value creation and long-term strategic focus as well as their effects on firm performance leads to several innovations in the area of performance measurement system. One of the widely known innovations in this area is called balanced scorecard (BSC) which has been originated by Kaplan and Norton in 1992. The BSC combines traditional financial measures with non-financial measures through focusing on four perspectives – financial, customers, internal business processes, and learning and growth.

future." --Book Jacket.

Six Sigma has become a widely recognized strategic tool to improve business performance and profitability. Many books cover basic Six Sigma concepts, but none detail the most critical element of its improvement methodology: performance measurements. Without a strong grasp of performance metrics, a company can have no clear, quantitative indication of its quality improvement. The is a unique approach to measuring performance. It allows companies to track their improvements in quality and profitability--and make adjustments if such improvements are not up to expectations--while implementing Six Sigma. Without a comprehensive performance measurement strategy, your company can't hope to reap the many benefits of Six Sigma. This guidebook will show you how to implement a successful, statistically rigorous Six Sigma program. * Provides numerical methods for evaluating a corporation's Six Sigma success (or lack thereof) * Written by an author with twelve years teaching experience at Motorola University * Builds on the recognized Business Scorecard approach