1 December 2006 | BestPrax Club Pvt. Ltd.
While every organization recognizes the need to acquire new customers, very few succeed in retaining their existing customer base. The measurement of outcomes related to customer-directed operations is vital to ensuring sustainability and long-term value creation.
15 November 2006 | BestPrax Club Pvt. Ltd.
The product or service outcome of a business is not merely the result of processes; it is the vital factor that justifies business operations and determines customer loyalty.
1 November 2006 | BestPrax Club Pvt. Ltd.
The process of value creation is sustained by support processes and resource availability. Every organization needs to build proactive support systems and utilise resources efficiently to ensure continuity in the value chain.
15 October 2006 | BestPrax Club Pvt. Ltd.
Value creation might be the current management buzzword…but it comes with a huge dollop of reality bytes. Firms that are not taking a closer look at their value creation processes would do well to sit up and take notice.
1 October 2006 | BestPrax Club Pvt. Ltd.
Building lasting customer relationships and measuring satisfaction help firms garner loyal customers and stay ahead of competition. However, for tools like Six Sigma, ServQual and CRM to be effective, top management buy-in is crucial, as is a culture that is intrinsically customer centric.
15 September 2006 | BestPrax Club Pvt. Ltd.
Customer and market intelligence is the essence of competitive intelligence. It is a strategic competency that creates and sustains competitive advantage.
1 September 2006 | BestPrax Club Pvt. Ltd.
Employee satisfaction and well-being are fundamental to talent management and retention. The physical and emotional wellness of employees has direct implications on performance and productivity. Thus it is essential for the organization to create an environment that supports employee health and well-being and promotes satisfaction.
15 August 2006 | BestPrax Club Pvt. Ltd.
Education and reinforcement of learning are essential to ensure high performance in any organization. Learning is not only a means to survive; it is also a powerful motivator. Thus every organization needs to foster a culture that promotes generation and transmission of knowledge.
01 August 2006 | BestPrax Club Pvt. Ltd.
Human capital is an organization’s most valuable resource. The emergence of the knowledge economy has elevated the human resources function to a role of strategic importance. In the current competitive scenario, organizations need to develop their manpower to the highest level of excellence in order to attain their strategic objectives.
15 July 2006 | BestPrax Club Pvt. Ltd.
Organizations are increasingly discovering that building and managing knowledge assets or Knowledge Management (KM) as it is popularly known is the key to providing immediate and easy access to information to employees, customers, suppliers and other stakeholders. A KM system aggregates organizational learning with external knowledge from customers and suppliers to help the organization turn this asset into a sustainable competitive advantage.
01 July 2006 | BestPrax Club Pvt. Ltd.
Performance measurement, analysis and review are critical steps in an organization’s progress towards its goals and vision. The objective of performance measurement is to steer the company to goal attainment, and enable it to respond to changes in the environment.
15 June 2006 | BestPrax Club Pvt. Ltd.
Strategy deployment is the fundamental link between an organization’s strategy and its goals. In the context of today’s learning organization, companies need to constantly analyse their strategies, measure performance and implement action plans to attain their strategic objectives and move towards the long-term vision.
01 June 2006 | BestPrax Club Pvt. Ltd.
Strategy development is a vital component of successful businesses. Changing economic conditions, technology development and the Internet have made the marketplace more complex, placing greater demands on strategy. Companies need to build unique processes to develop strategy that delivers success.
15 May 2006 | BestPrax Club Pvt. Ltd.
Corporate Governance and social responsibility are more than attractive corporate buzzwords. The role of the private sector is being redefined to include a commitment to sustainable development. Despite a strong business case, convincing companies that they stand to gain by adopting sound business practices has proved to be an uphill task.
01 May 2006 | BestPrax Club Pvt. Ltd.
Globally, there is a dearth of quality senior leadership. Leaders today, need to come equipped with great communication skills and high energy levels. The role and function too has metamorphosed from a command position to one of collaboration. They set high levels of ethical standards and provide the broader perspective even as they share the small day-to-day concerns of employees spread around the world. In a nutshell, they wear many hats with equal aplomb.
01 April 2006 | BestPrax Club Pvt. Ltd.
Globally, concern for environmental damage by polluting industrial practices has reached a fever pitch. Companies in India still, largely, practice what is called the “end-of-the-pipe” approach. They need to move beyond recycling to actually work at minimization of waste generation. This can be done through revisiting the entire production processes of different industries. Worldwide, companies are waking up to the fact that the only sustainable path into the future is through embracing the zero emissions doctrine.
15 April 2006 | BestPrax Club Pvt. Ltd.
The writing on the wall is clear. Customer focus will determine future industry leaders. Companies across the world are reorienting their strategies from “inside out” to “outside in.”
1 December 2005 | BestPrax Club Pvt. Ltd.
The concept of product-led growth has been discussed ad nauseam in both scholarly journals as well mainstream business press. Ever -changing customer preferences shrink product lifecycles, thus forcing companies to simply copy the current bestseller on the shelf. There remains no apparent incentive for companies to innovate if the successful products are dethroned by the look- alikes. However, without continuous product innovation, this strategy of creating ‘me-too’ products seldom drives growth.
15 October 2005 | BestPrax Club Pvt. Ltd.
"Set high goals and keep raising them once they’re achieved. If you don’t, somebody will blow right by you while you’re telling yourself what a great job you’ve done.” – Carl Sewell in Customers for Life. Erik Granered makes a telling point in his 2005 book “Global Call Centers.” One day, he opened the door for a FedEx delivery agent who was returning a crate containing their conference booth. The agent, a young woman handling a 110-pound crate on a hand truck, asked Granered as to where he wanted her to unload the crate.
15 October 2005 | BestPrax Club Pvt. Ltd.
"Often, managers see themselves as problem-solvers whose job is to "fix what's broken" in the organization, not learn from what is working." – Jay R. Tombaugh. Traditional wisdom has it that, of all the challenges confronting organizations, matters related to attitude, behaviour and commitment are the most difficult ones to tackle.