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By coupling information technology to a sophisticated statistical system for measuring service quality, companies can discover precisely where their performance needs improvement.
Many U. S. businesses face slower economic growth, increased foreign competition, and customers who are increasingly sensitive to price. As a result, a brilliant strategy…
Many U. S. businesses face slower economic growth, increased foreign competition, and customers who are increasingly sensitive to price. As a result, a brilliant strategy is no longer enough to guarantee marketing success. Rather, U.S. corporations are increasingly focusing on developing an operational competitive advantage in R&D manufacturing, sales, and marketing. In response to this challenge, strategic planners at such corporations as Xerox, Ford, and GTE have begun to introduce a new planning tool called “benchmarking.”
This model integrates proven management tools such as Total Quality Management, benchmarking, customer‐satisfaction measurement, and cross‐functional team building into an innovative process reengineering program.
To date, many firms tend to use corporate social responsibility (CSR) communication and marketing as a means to offset their irresponsible behaviors and unscrupulous…
To date, many firms tend to use corporate social responsibility (CSR) communication and marketing as a means to offset their irresponsible behaviors and unscrupulous business practices. Often time, they can easily get away with this in the context where the institutional settings are weak, and corporate social irresponsibility (CSIR) and corruption are widespread. The purpose of this study is to explore stakeholders’ attribution concerning CSR claims of four beverage manufacturing companies operating in America’s poorest country (Haiti) where CSIR and corruption remain widespread. This study also explores whether there are differences in demographic characteristics (e.g. gender, corporate affiliation and education) regarding stakeholders’ attribution of CSR claims of these companies.
Given the exploratory nature of this study, an inductive research approach (qualitative plus quantitative) and supported by an interpretive approach were used.
The overall results of this study show that internal (employees) and external stakeholders alike consider the CSR claims of these companies as “cosmetic,” with no significant difference in their affiliation. The results also show no significant differences in the age groups but significant differences in gender and level of education regarding stakeholders’ attribution of firms’ CSR claims.
By addressing firms’ CSR claims from the perspectives of internal and external stakeholders through means of a mixed methods approach, this study adds an important contribution to the relevant literature.