The adoption of CSR strategy is also another drive factor for companies as it is perceived a way to gain competitive advantage. Those two aspects are strongly connected and the role of the supply chain in CSR strategies is vital (Blowfield & Murray, 2010). Companies which have not only adopted CSR actions but have highlightened them as a core factor of their long-term strategic planning may find complexities to uphold their social and enviromental standards to the whole value chain.The key issues that must be solved in the supply chains to support the firm’s CSR strategy are: • The partnership companies have with their suppliers: Companies, likeTesco, must collaborate more closely with their tier suppliers without underestimating the controlling them to esnure that sustainable ethics and actions are applied. • Particularly, for the transportation/distribution sector, the reduction of fuel emissions can be achieved by achieving a successful perfomance of lean supply chains, with organized distribution plans which will minimize the
In every interaction between customers and organization, at the end, there is a possibility that the customer’s expectations can be met, exceeded or fell short. As competition increases among organizations, there is a greater highlight on customer satisfaction and in turn, customer expectations are increasing. Although some customers value price over all other characteristics, many customers are not willing to compromise when it comes to products and services; base on that reason, organizations adopts the operation of customer relationship management to guarantee
Supply chain management (SCM) is the administration of a system of interconnected organizations included in a definitive provision of item and administration bundles required by end clients. Production network administration traverses all development and capacity of crude materials, work-in-procedure stock, and completed merchandise from purpose of cause to purpose of utilization (supply chain).Another definition is given by the APICS Dictionary when it characterizes SCM as the "outline, arranging, execution, control, and observing of supply chain activity with the goal of making net quality, fabricating an aggressive base, utilizing overall logistics, synchronizing supply with interest and measuring execution all inclusive. In the current
CRM is one of the critical strategies that can be employed by organizations to improve competitive advantage. Four critical CRM elements are measured in this study are behavior of the employees, quality of Customer services, Relationship development and interaction Management. The study was performed at a departmental store in Tehran, Iran. The study employed quantitative approach and base on 300 respondents. Multiple regression analysis is used to examine the relationship of the variables.
CRM DEFINED: Customer Relationship Management (CRM) is the strategic application of people, processes, and technology in an organization-wide focus on improving the profitability of customer relationships - DM Martin and AM Peel, The Pace Setter Group, 2001 The infrastructure that enables the delineation of an increase in customer value, and the correct means to motivate valuable customers to remain loyal, to buy back again. - Jill Dyche, The CRM Handbook, 2000 CRM (Customer Relationship Management): strategy (technology-enabled) in response to, and in anticipation of, actual customer
4.Analytical CRM needs analysation of the statistical data, tools or techniques that maintain campaigns of marketing. all of these can be implemented in a basic manner. Some steps for Implementing CRM: Before implementing CRM some steps with analysis should be followed. This analysis will help the retailers to identify various decisions and the methods for building the interpersonal relationship. 1.Objective of retailer 2.Schemes 3.Store Plans 4.Technology (1) Objective of retailer: Every retailer has the own objective that where he want to see own business like- national or international level along with he sets
The HR manager actually influences all the strategic decisions as the setting up of the overall organizational goals depends upon the quality of HR available to the firm or likely to be available to the organization at any future point of time. The other role of the SHRM is about the matching and relating of the overall organisational roles with the HR policies and practices, which is also the basic concept of SHRM. The third role of the SHRM is to attract, develop, encourage and retain the competent HR for the attainment of the overall organizational objectives set by the top management. Suitable candidates should not only be recruited but also retained by the HR manager in the organization after having imparted them with the necessary skills. The HR manager must ensure that the productivity of the employees is increased so as to contribute to the maximum in the organizational efforts (Wright et al,
Research problem, hypothesis & conceptual framework 1. 1. RESEARCH PROBLEM, HYPOTHESIS & CONCEPTUAL FRAME WORK Meghana Sudhir 2. 2. Introduction Formulation of the research problem and developing hypothesis are key preliminary steps in the research process.
Human resources management encompasses: The aggregate size of the organization’s labour force in the context of an overall corporate plan – how many divisions and subsidiaries the company is to have, design of the organization, etc. How much to spend on training the workforce – given strategic decisions on target quality levels, product prices, volume of production and so on. The desirability of establishing relations with trade unions – from the viewpoint of the effective management control of the entire organization. The strategic approach to HRM involves the integration of personnel and other HRM considerations into the firm’s overall corporate planning and strategy formulation procedures (Stroh and Caliguiri, 1998). It is proactive, seeking constantly to discover new ways of utilising the labour force in a more productive manner, thus giving the business a competitive edge.