In the case of the present study, introducing an intercultural way of working unveiled pre-existing dynamics that reproduced the dichotomy of us versus them, notably within gender roles. For this reason, and recognising our own feminine perspective on this business case, we chose to bring gender as one of the characteristics that, within the work that was performed at Vitamix, explain the changes that an intercultural approach brought ti the glocalizing process of the company.
The benefits of gender diversity on boards and within senior management are well known. In the Davies Report, published in 2011, Lord Davies recommended that companies focus on increasing gender diversity within their companies, and in particular, improving access to board positions for women. This gender disparity continues amongst many Fortune 500 companies. It has been well documented that increased boards with increased gender diversity experience stronger growth and better profitability than boards lacking gender diversity. There are many ways in which companies can aim to increase gender diversity, ranging targeted training programmes and mentoring schemes for high-potential women to quotas on percentages of women represented on boards. In order for any of these methods to have any impact, attitudes towards women in senior positions and attitudes women hold themselves should evolve to widen access for women to senior positions. This submission seeks to look at what attitudes are standing in the way of gender diversification and what we stand to lose if this is not addressed.
Using the example of a research project for the CSOB, a leading Czech bank, this presentation demonstrates how a research assignment can be turned into a highly useful, multi-purpose tool benefiting both the client and the bank's customer. Results delivered by conjoint analysis on the bank's personal banking product portfolio were used to develop an educative online game that simulates a sales communication of bank representatives with their customers. As an innovative concept for training the sales force, the game was eventually merged into CSOBs internal education system.
Ethical behaviour can have very positive impacts on corporate performance, resulting in higher employee motivation and involvement, lower staff turnover and a better bottom line. This presentation reviews a pioneering case study of how Unilever built a global research ethics awareness programme and how it impacts staff and corporate culture. The presenters aim to stimulate creative discussion on how to approach ethics proactively at the level of the whole organization. It shows that developing ethical codes and training employees can actually be fun and have far reaching consequences.
This paper analyzes the links between internet technology and relationships in three ways which offer different ways of experiencing time-space relationships: 1. Netrade and client networking: wired in individual and business relationships. These new relationships underline the enjoyment factor and entail maximum interaction and versatility. 2. Worknet and flexorganization: wired in the organizational sphere. The company becomes a delimited area. Planning and experimenting with new types of relationships becomes easier. 3. Mobility and job jumping: wired as an individual. Experience goes along with the desire to explore new cognitive frontiers. Computer delocalization requires personal skill in working constructively on memory and emotional appeal.
The Dutch Information and Public Relations Centre Your Opinion Counts took the initiative in 1992 to develop a training and examination programme for interviewers in The Netherlands. The training consists of a theoretical and a practical part. The NVvM (Dutch Association of Market Researchers) fitted the examination into its existing series of marketing research examinations and in the beginning of 1994 we were all set to start. That same year more than 500 candidates passed the examination and received the official Market Research Interviewer Certificate. ESOMAR followed and encouraged these Dutch activities from the very beginning. During the Annual Congress in Davos in 1994, the ESOMAR Council decided that the Dutch training and examination scheme should be made available to other member-countries. The book before you is the result of that decision. Part I is a translation of Ed van Eunen's Dutch book. Part II is a translation of documents used for the NVvM Market Research Interviewer Examination. All the parties concerned sincerely hope that this book will be of benefit to you if and when you decide to introduce this training and examination for interviewers in your own country. It goes without saying that all the Dutch examples, regulations and case histories quoted in this book will have to be adapted to your local situation.
The purpose of this article, then, is to help bring marketing back into the "mainstream" of the customer satisfaction movement by first describing the evolution of customer satisfaction measurement into the unique technology that it is today. Second, an attempt will be made to characterise some of the differences between customer satisfaction measurement and traditional marketing research. This includes a review of the necessary training and skill sets of company personnel (and outside consultants) who participate in running these programs. Finally, one of the newest trends in customer satisfaction measurement will be discussed, namely the efforts to globalise these programs.
The Youth Training Scheme (YTS) is one of a number of training programmes administered by the Manpower Services Commission (MSC) in the UK. From its introduction in the spring of 1983 YTS offered one year of combined training and work experience to all 16-year-old school leavers and to all unemployed 17-year-old school leavers. In its three years of operation between April 1983 and March 1986 the 1- year programme, now super-ceded by a 2-year Youth Training Scheme (YTS), catered for over one million young adults.
Modern technology has made possible the use of distance learning on a large scale, by means of remote terminals linked by telecommunication land lines to a central computer system. Barclays Bank in GB has been developing such a system for the last four years for several of its internal training courses. With a staff of nearly 50 people spread across 3 locations, such a system has tremendous potential. The benefits to the bank, over the tradition- al 'training course', are readily apparent: each student receives the same message, less time is spent away from the place of work, fewer training personnel, reduced cost of travel and accommodation.