Quality Management System in Trade – Internationalisation of Marketing Relations with Consumers
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Producer Marketing Management: Primer on Agricultural Options1
Producer Marketing Management: Primer on Agricultural Options1 By Gerald Campbell Reviewers: Dave Holder and Randy Corley, Edited for this publication by Duane Griffith and Stephen Koontz2 When Congress passed the Futures Trading Act contracts and explores applications of options of 1982, it paved the way for a new marketing for agricultural producers. management tool for farmers and others who market agricultural products. This law What is an Agricultural Commodity Option? authorized the development of a pilot program It is easy to be confused by the term “option,” for organized trading of agricultural commodity because the term means several different things options. This overturned a 4-year-old ban on in the jargon of the commodity industries. For commodity options trading in agricultural example, marketers might refer to a particular products. futures contract as the “December corn option” or simply the “December option.” But there is The discussion that follows is intended to an important difference between a futures introduce newcomers to agricultural options contract and a commodity option. trading. It defines some options terms, outlines differences between options and futures 1 This publication has been modified slightly from its original version. The glossary has also been removed and two sections were added on Hedging and Trading Strategies. 2 By Gerald Campbell, College of Agricultural and Life Sciences, University of Wisconsin-Madison and the University of Wisconsin Cooperative Extension Service; Reviewers: David Holder, ES, USDA and Randy Corley, ES USDA; NCR Extension Publication No. 217. Sponsored by the Extension services of Illinois, Indiana, Iowa, Kansas, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota and Wisconsin in cooperation with ES-USDA. -
Marketing Career Cluster Marketing Management Course Standard 1
Georgia Department of Education Marketing Career Cluster Marketing Management Course Number 08.44200 Course Description: Marketing Management is the third course in the Marketing and Management pathway. Students assume a managerial perspective by applying economic principles in marketing, analyzing operation’s needs, examining channel management and financial alternatives, managing marketing information, pricing products and services, developing product/service planning strategies, promoting products and services, purchasing, and professional sales. This course also includes global marketing where students analyze marketing strategies employed in the United States versus those employed in other countries. In order to increase the number of application experiences, students should participate in (1) Work-Based Learning (WBL) activities in the classroom and perhaps in a formal WBL Program; (2) DECA Career Technical Student Organization (CTSO) competitive events that are directly aligned with course standards and (3) a School-Based Enterprise. The prerequisite for this course is Marketing and Entrepreneurship. Course Standard 1 MKT-MM-1 The following standard is included in all CTAE courses adopted for the Career Cluster/Pathways. Teachers should incorporate the elements of this standard into lesson plans during the course. The topics listed for each element of the standard may be addressed in differentiated instruction matching the content of each course. These elements may also be addressed with specific lessons from a variety of resources. This content is not to be treated as a unit or separate body of knowledge but rather integrated into class activities as applications of the concept. Standard: Demonstrate employability skills required by business and industry. The following elements should be integrated throughout the content of this course. -
Use of Strategic Marketing Management Tools in Contemporary Enterprises
Marketing i Zarządzanie nr 5 (46) 2016, s. 9–16 DOI: 10.18276/miz.2016.46-01 ISSN: 2450-775X | http://wnus.edu.pl/pl/miz/ Paweł Cegliński Uniwersytet Mikołaja Kopernika w Toruniu Wydział Nauk Ekonomicznych i Zarządzania e-mail: [email protected] Use of strategic marketing management tools in contemporary enterprises JEL codes: M10, M30 Keywords: strategic management, strategic marketing, management tools Abstract. This article aims at a brief presentation of problems with the use of strategic marketing management tools in enterprises, which are becoming a basic category of stra- tegic management. The author has resigned from analysing specific management solutions and focused mainly on theoretical issues with a wide scope of reference. First, the author presents a terminology network, which is slightly disregarded in the Polish literature. Next, the author makes an attempt to outline basic problems, including the problems connected with the preferences of managerial choices and the advantages of their proper use. The au- thor’s comments are intended to trigger further detailed empirical research. Introduction The quickly changing modern and complex business environment makes it even more difficult for enterprises in the market to conduct their activities. The enter- prises face even greater requirements and are forced to be active (Andruszkiewicz, 2007). It can be noticed that the increase of the degree of strategic plans usage correlates positively with the increase of environment instability (Brews, Purohit, 2007). This, in turn, is a presumption that their character will evolve all the time. 10 Paweł Cegliński A basic task of strategic management is to build and maintain competitive advantage of an enterprise, which should make it possible to achieve above-average results of its business activities. -
Literature Review of QM and SCM: a Perspective of Integration
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Universidade do Minho: RepositoriUM Literature review of QM and SCM: a perspective of integration Ana Cristina Fernandes ([email protected]), Huy Truong, Paulo Sampaio, Maria do Sameiro Carvalho Systems and Production Department, Minho University, Braga, Portugal Abstract Purpose – To explore the practices of supply chain management and quality management, in order to study the integration of both management fields by means of a structural model. Design/methodology/approach – An overview of the main concepts of supply chain management and quality management were reviewed from the literature, and some practices have been identified in order to understand how these areas are related to each other, and the benefits that this integration can bring to companies’ performance. Findings –The use of integrated approaches to quality management and supply chain management becomes necessary to accomplish some objectives as produce value and optimize sustainability. Due to similar characteristics of these two management areas as: the adoption of holistic approaches, the promotion of continuous improvement and innovation; customer satisfaction; leadership; strategic planning, among others; they can been seen as complementary, and improved global performance can be achieved from their synergies. Thus, they offer a unique framework to integrate participation and partnership between stakeholders. Research limitations/implications – This paper presents a structural model that is based on a literature review. A comprehensive validation process is required to get further insight on the subject, allowing to understand how companies implement supply chain management and quality management strategies and the way it impacts on the overall organization performance. -
Unit 2 the Product Management Process
Product Management – Introduction UNIT 2 THE PRODUCT MANAGEMENT PROCESS Objectives After reading this unit you should be able to: • discuss the nature and scope of product management • differentiate between types of product management systems • develop a suitable product management system for an organisation Structure 2.1 Introduction 2.2 The Product Management Function 2.3 Product Management Decisions 2.4 Product Manager's Management System - Scope 2.5 The Need for a Product Management System 2.6 Summary 2.7 Self Assessment Questions 2.8 Further Readings 2.1 INTRODUCTION Product forms the most tangible expression offered by the firm which the consumers buy to satisfy their needs and wants thereby deriving consumer satisfaction. The firms product management objectives comprising the product policy and strategy therefore become core determinants of a successful overall marketing strategy. Product management decisions encompass all decisions incidental to creating developing maintaining innovating and presenting the optimum bundle of need satisfiers that the organisation is capable of offering. This unit discusses the scope of the product management function and describes the ways in which different product management systems are organised. 2.2 THE PRODUCT MANAGEMENT FUNCTION Product management includes a wide range of diverse functions. The firms bread and butter comes from the sales of its products. The firm may develop and offer a number of products in various dimensions (shape, size, pack, etc.) catering to different market segments. The success of such firms will largely depend and decide on the market acceptability and positive market response for the products. Strategic planning of the product mix and setting objectives are the core functions of product management. -
The Nexus Between Supplier Quality Management and Organization’S Competitive Advantage: an Empirical Evidence
LogForum 2020, 16 (1), 161-170 > Scientific Journal of Logistics < http://doi.org/10.17270/J.LOG.2020.389 http://www.logforum.net p-ISSN 1895-2038 e-ISSN 1734 -459X ORIGINAL PAPER THE NEXUS BETWEEN SUPPLIER QUALITY MANAGEMENT AND ORGANIZATION’S COMPETITIVE ADVANTAGE: AN EMPIRICAL EVIDENCE Khairul Anuar Mohd. Ali Universiti Kebangsaan Malaysia, Selangor, Malaysia ABSTRACT . Background: Due to the increasing demand on product quality and operation efficiency, supplier quality management has become increasingly important in supporting organizations to achieve the desired excellence. With the rapid globalization happening in these few decades, the business world is experiencing a higher complexity phase. However, there are only a limited number of studies that has been conducted on supplier quality management (SQM) and organization’s competitive advantage (OCA) in the context of multinational corporations (MNC). The purpose of this study is to identify critical elements in supplier quality management as well as testing the significance of supplier quality management in affecting organization’s competitive advantage. Methods: This study employed self-administered questionnaire that has been distributed to 355 respondents and the data is analyzed using Statistical Program for the Social Science (SPSS) software version 23. The population of study is concentrated on multinational corporations in Malaysia. Results: The results revealed that 5 elements have been identified as critical elements for supplier quality management namely Tracking of Cost of Supplier Quality, Supplier Audit, Supplier Scorecard, Close Loop Corrective Action and Engagement of Suppliers in Quality System. Conclusions: The findings of the study show that supplier quality management is found to be significantly affecting organization’s competitive advantage in positive direction. -
Quality Management
DEPARTMENT OF HEALTH AND HUMAN SERVICES ENTERPRISE PERFORMANCE LIFE CYCLE FRAMEWORK <OPDIV Logo> PPPRRRAAACCCTTTIIICCCEEESSS GGGUUUIIIDDDEEE QUALITY MANAGEMENT Issue Date: <mm/dd/yyyy> Revision Date: <mm/dd/yyyy> Document Purpose This Practices Guides is a brief document that provides an overview describing the best practices, activities, attributes, and related templates, tools, information, and key terminology of industry-leading project management practices and their accompanying project management templates. This guide is focused on practices that should be applied to ensure the project will satisfy business needs, objectives, and requirements. Background The Department of Health and Human Services (HHS) Enterprise Performance Life Cycle (EPLC) is a framework to enhance Information Technology (IT) governance through rigorous application of sound investment and project management principles and industry’s best practices. The EPLC provides the context for the governance process and describes interdependencies between its project management, investment management, and capital planning components. The Quality Management Plan is an important component of a Project Management Plan deliverable. The discipline of quality management complements project management with its focus on customer satisfaction, prevention of defects over inspection, management responsibility, and continuous improvement. Practice Overview Project Managers should assume responsibility for the development of quality policies for the project and the coordination of related activities, in compliance with any organizational and/or regulatory standards. A Quality Management Plan documents this information and describes the authorities, policies, tools and techniques that are specific to ensuring project excellence, reducing cost and eliminating unnecessary corrections and/or changes. It is important to note that the concept of quality does not necessarily require perfection. -
Export Quality Management
Export Quality Management A Guide for Small and Medium-Sized Exporters SECOND EDITION USD 70 ISBN 978-92-9137-399-4 United Nations Sales No. E.12.III.T.2 © International Trade Centre 2011 Physikalisch-Technische Bundesanstalt Technical Cooperation The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations. Address: Bundesallee 100 38116 Braunschweig, Germany A free PDF of this publication is available on ITC’s website at: Street address: ITC www.intracen.org/publications 54-56, rue de Montbrillant Telephone: +49 531 592-82 20 1202 Geneva, Switzerland Printed copies of ITC publications can be purchased from ITC’s website: Fax: +49 531 592-82 25 www.intracen.org/eshop and from: Postal address: ITC Palais des Nations E-mail: [email protected] ► United Nations Publications 1211 Geneva 10, Switzerland Sales and Marketing Internet: www.ptb.de/q5 300 E 42nd Street Telephone: +41-22 730 0111 9th Floor, IN-919J New York, NY 10017 Fax: +41-22 733 4439 United States of America https://unp.un.org E-mail: [email protected] Tel: 1-800-253-9646 Fax: 212-963-3489 Internet: http://www.intracen.org E-mail: [email protected] EXPORT QUALITY MANAGEMENT A GUIDE FOR SMALL AND MEDIUM-SIZED EXPORTERS SECOND EDITION Geneva 2011 ii ABSTRACT FOR TRADE INFORMATION SERVICES ID=42653 2011 F-09.03 EXP International Trade Centre (ITC) Physikalisch-Technische Bundesanstalt (PTB) Export Quality Management: A Guide for Small and Medium-sized Exporters. Second edition. Geneva: ITC, 2011. xii, 270 pages Guide seeking -
The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Walden University Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Robert Simmons has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Ronald McFarland, Committee Chairperson, Doctor of Business Administration Faculty Dr. Alexandre Lazo, Committee Member, Doctor of Business Administration Faculty Dr. William Stokes, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2015 Abstract The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue by Robert L. Simmons MS, California National University, 2010 BS, Excelsior College, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University September 2015 Abstract Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line. -
Quality Control
Topic Gateway Series Quality control Quality Control Topic Gateway Series No. 37 1 Prepared by Bill Haskins and Technical Information Service July 2007 Topic Gateway Series Quality control About Topic Gateways Topic Gateways are intended as a refresher or introduction to topics of interest to CIMA members. They include a basic definition, a brief overview and a fuller explanation of practical application. Finally they signpost some further resources for detailed understanding and research. Topic Gateways are available electronically to CIMA members only in the CPD Centre on the CIMA website, along with a number of electronic resources. About the Technical Information Service CIMA supports its members and students with its Technical Information Service (TIS) for their work and CPD needs. Our information specialists and accounting specialists work closely together to identify or create authoritative resources to help members resolve their work related information needs. Additionally, our accounting specialists can help CIMA members and students with the interpretation of guidance on financial reporting, financial management and performance management, as defined in the CIMA Official Terminology 2005 edition. CIMA members and students should sign into My CIMA to access these services and resources. The Chartered Institute of Management Accountants 26 Chapter Street London SW1P 4NP United Kingdom T. +44 (0)20 8849 2259 F. +44 (0)20 8849 2468 E. [email protected] www.cimaglobal.com 2 Topic Gateway Series Quality control Definition Definitions -
Pm4dev, 2016 –Management for Development Series ©
pm4dev, 2016 –management for development series © Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations © PM4DEV 2016 Our eBook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this eBook to any one you like, including peers, managers and organizations to assist in their project management activities. www.pm4dev.com Project Quality Management PROJECT QUALITY MANAGEMENT Quality management is the process for ensuring that all project activities necessary to design, plan and implement a project are effective and efficient with respect to the purpose of the objective and its performance. Project quality management (QM) is not a separate, independent process that occurs at the end of an activity to measure the level of quality of the output. It is not purchasing the most expensive material or services available on the market. Quality and grade are not the same, grade are characteristics of a material or service such as additional features. A product may be of good quality (no defects) and be of low grade (few or no extra features). Quality management is a continuous process that starts and ends with the project. It is more about preventing and avoiding than measuring and fixing poor quality outputs. It is part of every project management processes from the moment the project initiates to the final steps in the project closure phase. -
QUALITY MANAGEMENT SYSTEMS What Is a QMS
QUALITY MANAGEMENT SYSTEMS What is a QMS A quality management system (QMS) is a collection of business processes focused on achieving quality policy and quality objectives to meet customer requirements. It is expressed as the organizational structure, policies, procedures, processes and resources needed to implement quality management. Copyright 2015 The Center for Business Acceleration. All right reserved 6/6/2015 Why is a QMS important? “Quality management” ensures superior quality products and services. Quality management is essential for customer satisfaction which eventually leads to customer loyalty. Copyright 2015 The Center for Business Acceleration. All right reserved 6/6/2015 14 Points on Quality Management Deming’s 14 Points on Quality Management, a core concept on implementing total quality management, is a set of management practices to help companies increase their quality and productivity. 1. Create constancy of purpose for improving 8. Drive out fear. products and services. 9. Break down barriers between staff areas. 2. Adopt the new philosophy. 10. Eliminate slogans, exhortations and targets 3. Cease dependence on inspection to for the workforce. achieve quality. 11. Eliminate numerical quotas for the workforce 4. End the practice of awarding business on and numerical goals for management. price alone; instead, minimize total cost by 12. Remove barriers that rob people of pride of working with a single supplier. workmanship, and eliminate the annual rating or 5. Improve constantly and forever every merit system. process for planning, production and service. 13. Institute a vigorous program of education 6. Institute training on the job. and self-improvement for everyone. 7. Adopt and institute leadership.