Search results

A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

An updated version of the original (1985) text, the book covers all aspects of marketing and selling bank services: the role of marketing; behaviour of customers; intelligence, planning and organisation; product decisions; promotion decisions; place decisions; price decisions; achieving sales. Application questions help to focus the readers' minds on key issues affecting practice.

Implementing customer Relationship Management systems and processes can be a daunting task, particularly when it is viewed as an all‐or‐nothing proposition. There is, in fact, an implementation path that allows for stepwise deployment, with incremental investment and incremental returned value. This paper explores the capabilities to deploy, the interdependencies among them, and the order in which to deploy them.

The incremental capabilities and their relationships derive from the author’s experience in process and engineering and in deployment of CRM systems and processes.

A 12‐step process emerges from this mindset and experience. The first four steps describe foundation capabilities and activities, without which no CRM effort can succeed. The next four organize basic CRM activities surrounding knowing your customers, managing your channels, and managing your process. The last four describe advanced ways of thinking about the value propositions from the customer view, measuring accordingly, and continuous improvement.

From a practical perspective, this approach offers organizations a method of deploying CRM so that investment can be incremental and value can be returned at every step. Deploying organizations will find that they gain confidence in the value of CRM without a large up‐front investment.

For organizations new to CRM, this paper offers a roadmap for deployment, a rational approach to getting started, and a basis for choosing the scope of a first deployment. For organizations already applying CRM processes and using CRM systems, this paper offers a basis for understanding deficiencies in your CRM practices and system, and it also offers suggestions on how to improve the value of CRM.

The purpose of this paper is to find out the role and factors that lead to efforts by banking institutions to deal with money laundering by using the principle of knowing your customer.

This research method uses a sociological juridical approach and descriptive analysis in analyzing the data.

The results of the study found that the implementation of the principle plays a role in identifying each transaction, and if there is a transaction that is considered suspicious, each bank is required to report the transaction to the center for reporting and analysis of financial transactions.

Banks must reduce the risk of being used as a means of money laundering by knowing customer identities, monitoring transactions, maintaining customer profiles and reporting suspicious transactions made by parties using bank services. The application of the know your customer principle (KYCP) is based on the consideration that KYCP is not only important in the context of eradicating money laundering but also in the context of implementing prudential banking to protect banks from various risks in dealing with customers.

To the best of the author’s knowledge, this is first empirical study of banking in Indonesia that conduct money laundering crimes through application of KYCPs.

Strategy gets you from where you are now to your ideal future. Strategy is the link between mission and profit. Establish your specialisation, your area of excellence, your core business. Establish a competitive advantage, a reason why customers should buy from you. Find the segment or niche in the market place which you can dominate. Concentrate all your resources hitting your market segment with your benefit and competitive advantage in your area of excellence. Many of the ideas in corporate strategy are similar to the goal setting and goal achieving ideas relating to individuals. This should not surprise us. Organisations do not have strategies. Only people have strategies.

This viewpoint article explores how companies can solve the problems of flat sales revenue and customer churn by conducting an honest self‐assessment of corporate culture, then reinventing or refocusing products and services to provide the value that customers want.

Using examples drawn from real businesses facing real problems, the author describes the process companies can use to reenergize their people and their offerings when flat sales and customer churn are symptoms of a flat culture.

Connecting with customers helps a company develop the roadmap it needs to reenergize and reinvent its products, services, sales reps, and marketing and management teams. The only way to remain on target with customer value needs is to develop systems that communicate with internal and external customers and act upon the knowledge gained – and consistently keep the company in touch with its customers.

It is recommended that companies start with a situational assessment that includes an exploration of four key customer value determinants: products and/or services, sales representatives, management, and service quality. Healthy companies listen to their customers' concerns and partnership requirements, and then act accordingly.

This article offers practical recommendations to help managers get their companies back on track if flat sales and customer churn are problems.

The Education Reform Act and, in particular, the Local Management of Schools will demand different skills, understanding and differing roles of senior management in educational establishments. This text draws on written assignments and experience of teachers and headteachers who piloted an MBA programme, designed specifically for senior teachers. Topics such as customers, product, price, promotion and the notion of teachers as a salesforce are unfamiliar to educators. They draw attention to the kind of strategic planning which will take place in schools as they take over responsibility for delegated budgets. All of this is new territory for the majority of state schools and this collection hopefully provides a useful resource.