Our Clients Century 21 Real Estate LLC has always been focused in establishing superior quality services, not just to become the world leader in real estate transactions, but more so to attain the highest levels of customer satisfaction. Our clients undoubtedly come first, which is why we choose to associate with only the best companies and individuals who get the best training and education on the Century 21 brand. Through extensive training, we produce the best professional agents to help different kinds of clients that include: • Homeowners • Home builders • Residential property buyers and sellers • Commercial property buyers and sellers • Vacation property buyers and sellers • Corporations • Investors • Members of the military We are focused
Designing, implementing and certifying QMS In 2000 the top management of the organisation took the strategic decision of designing, implementing and get a certification for Quality Management System ISO 9001. The principle arguments that are at the basis of this decision are: • The pressing necessity of continual improvement of the quality of the products; • Inspiring trust among clients that IAMUs’ products are respecting the requirements; • Continuing the collaboration with the foreign main partner; • Competitive advantage; • Pressure from foreign customers; The organisation got certified one year later, in 2001 by TÜV Thüringen,
Kennerley & Neely (1980) argued that historical financial data is not enough to satisfy the performance measurement in the new economy due to the increasing complexity of enterprises and the markets in which organization competes. As pointed out by Cumby & Conrod (2001), sustainable shareholder value is instead driven by non-financial factors, such as customer loyalty, employee satisfaction, internal processes, and an organization’s innovations. As a result, last few of years a series of performance model had developed by different scholars such as the Balance Scorecard (Kaplan and Norton 1996), the performance prism (Neely, Admas et al.2001), the EFQM Business Excellence Model (Shergold & Reed 1996; EFQM, 2003) and Integrated Performance Model
To make the aim a bit more manageable and comprehensible, there are two specific research questions relating to the issues presented in this introductory chapter. Following the expressed focus, the first question is: Q1: Why are companies working with cross-border teams? This research question is important for all companies with multinational functions and operations. Before companies start to work with cross-border teams it is also important to understand the functionality of cross-border teams and how they are internationally successful. The outcome of this research question is to show the reader the commercial relevance of Global Business Teams and how international companies transfer working strategies within cross-border teams to be successful.
These awards and recognition serve to promote quality management systems in organizations and better products design and service provision to the customers as articulated by Mohammad and Mann (2010). The paper focuses on the available data, research and reports on the Deming prize, Australian, Canadian and Singapore Quality Awards. Careful analysis using various methods of research and discussions on the principles of quality management is articulated with emphasis on the fundamental components of the uniqueness and achievement of these programs in the continuous quality improvement in organizations business models (Stading and Vokurka,
It is a system of structuring, operating and controlling a company with a view to achieving long-term strategic goals to the benefits of shareholders, creditors, employee’s customers and suppliers complying with legal and regulatory requirements. The concept of corporate governance is closely related to ISO standards guaranteeing quality practices. This would also include defining the powers of directors, particularly the non-executive, marking available information on the company’s current state of affairs to all the directors and system control to ensure the authenticity, timeliness and effectiveness of
The essence of any business that exists is the products or services that the business offers. Every operation in that business then focuses on those fundamental aspects of the businesses reason of existence. In order for the business to do well, it should have well-structured service and product designs. Product and service design is the key element to customer satisfaction and competitive advantage. According to the Chartered Quality Institute when an organization designs its processes they structure a way by which it will operate.
This standard is world leading and is implemented in over 170 countries by over one million companies. (www.certificationeurope.com) Quality management system of organization which specifies the requirements of quality of : Product that is provided to customers should meet the requirements and statutory. Organisation should demonstrate an ability to meet these requirements. System should be continually improved and organisation should aim to enhance their customers satisfaction. ISO 9001: 2008 is applicable to all type of organisation and system is generic regardless of the company size and product they provide.
Why do companies gather market intelligence and conduct marketing research? For the purpose clarity and differences, market intelligence has been defined as “Information gathered on a regular, ongoing basis to enable a firm’s decision makers to stay in touch with what’s happening in the marketplace.” While marketing research is “The process of collecting, analyzing, and reporting marketing information that can be used to improve a company’s bottom line.” (Tanner & Raymond, 2010). Now with these working definitions, it is obvious that there exist minor differences in market intelligence and marketing research. Market intelligence and marketing research is important to every company that intends to succeed in its productivity and maintain market
This study is also valuable for further refinement in the conceptualisation and measurement of developed competency based performance management concept. The results will inform business executives, HR, consulting & academic practioners to accelerate their competency based performance initiatives for necessary capabilities in the organisation. The theoretical Framework (Figure 1) is subjected to unique empirical test of a relationship between competency based superior performance and organisational