Serving The Chain

In the nineteenth century, when the principal cultural, political, and financial institutions of the Netherlands were established, slavery was still very much part of the nation's global imperial structures. Dutch families, institutions, and governments are increasingly interested in the role their predecessors played in this history of colonialism and enslavement. This book is a history of De Nederlandsche Bank in which particular attention is paid to its links with slavery, both as a factor in the economy and as a subject of political debate. Because De Nederlandsche Bank served the Dutch ministery of Colonies and consequently followed Dutch trade interests, the bank's history intersects with the history of slavery. The investigation in this book focuses not only upon DNB's formal involvement but also on the private involvement of its directors. In addition, it examines whether the bank and its directors played any role in the abolition of slavery.

"In the nineteenth century, when the principal cultural, political, and financial institutions of the Netherlands were established, slavery was still very much part of the nation's global imperial structures. Dutch families, institutions, and governments are increasingly interested in the role their predecessors played in this history of colonialism and enslavement. This book is a history of De Nederlandsche Bank in which particular attention is paid to its links with slavery, both as a factor in the economy and as a subject of political debate. Because De Nederlandsche Bank served the Dutch ministery of Colonies and consequently followed Dutch trade interests, the bank's history intersects with the history of slavery. The investigation in this book focuses not only upon DNB's formal involvement but also on the private involvement of its directors. In addition, it examines whether the bank and its directors played any role in the abolition of slavery."

In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.

How to save your business millions!!! The international expert and author Rob O’Byrne gives his powerful and essential tips and insights based on over 1,200 client assignments across 22 countries. This book shows you how to find the greatest potential for massive savings and increased bottom line. You’ll Learn:* How to access the big ticket items to reduce costs* 5 critical tips on measuring for superior performance* Balancing cost and service for more effective distribution* How to stop inventory investment blow outs* 3 key steps to developing a game winning supply chain strategy* The 5 key steps to improving warehousing effectiveness* Avoiding the stuff that screws your supply chain performance

ACCT3 Management is the Asia-Pacific edition of the proven 4LTR press approach to management accounting, designed to enhance students’ learning experiences. The text is for teaching students learning the preparers/debits and credits approach and is presented in an easy-to-read and accessible style. This third edition includes a strong suite of student and instructor resources that enhance student learning and revision. New, print versions of this book come with bonus online study tools on the CourseMate Express platform Learn more about the online tools cengage.com.au/learning-solutions

Service chain management enables service organisations to improve customer satisfaction and reduce operational costs. In this book, Christos Voudouris and his BT colleagues together with experts from industry and academia present the latest innovations and technologies used to manage the operations of a service company. The viewpoints presented are based on the BT experience and on associated research and development. Service chain management is looked at both from the enterprise perspective and from the standpoints of the service professional and customer. The focus is on real-world challenges.

SCM doesn't change management goals, but relies on new knowledge, practices, and skills to better achieve those goals. Going it alone, without collaborating with supply chain partners, is a dead-end strategy. Without a doubt, effective supply chains will be the product of successful application of project management disciplines coupled with innovat