194,712 research outputs found

    Understanding the consumption process through in-branch and e-mortgage service channels: A first-time buyer perspective

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    This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (////BURA web address here). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.Purpose – The twin aims of this paper are to explore the differences in the consumption process between the traditional in-branch and web-based (e-mortgage) service channels and how the differences relate to any problems identified in the electronic service environment, with respect to information search and product evaluation. Design/methodology/approach – A process-oriented approach comparing the two service channels (in-branch vs e-mortgage) was conducted in two study phases. Data from the e-mortgage process were collected using protocol analysis with 12 first-time buyers (FTBs) applying on a website belonging either to a hybrid or to an internet-only bank. Results of the e-mortgage process were mapped on to stages of the in-branch process, which was captured by observation of six FTB mortgage interviews to determine the level of correspondence and emergent issues. Findings – Support for the FTB in the e-mortgage process was problematic and service provision was found to be product- rather than consumer-oriented. Practical implications – The study highlights the importance of design issues in the electronic service environment for creating confidence in the online advice and information available on home mortgages for FTBs. Originality/value – The paper promotes increased understanding by financial service providers of the characteristics that support the consultative selling process for complex products such as mortgages and inform multichannel retailing

    Report of the Global Strategy Task Force

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    The Global Strategy Task Force created a final report documenting its findings and recommendations. The intent of this report is to provide a framework through which the University can articulate and pursue an ambitious set of institutional goals that will increase its global connectivity and impact.To guide our work, the Task Force articulated a Global Vision for 2020:To establish Northwestern as one of the world's premier universities. To develop a culture and an infrastructure that link our intellectual communities to larger international idea and innovation networks and enable our faculty, students, and staff to lead and to learn from global advancements in research and teaching critical to human development and understanding.The Task Force identified three guiding principles for how we enact our vision.An ambitious intellectual agenda, not an economic one, must drive Northwestern's global investments. Northwestern should hire new faculty and staff, open new facilities, and initiate new dialogues and collaborations to the extent that it has a clear and compelling intellectual mission guiding each decision.Northwestern must focus on excellence to gain greater prominence in the world's leading innovation and idea networks, by identifying and investing deeply in select areas of strength and impact.Being global requires a bi-directional orientation. Northwestern must, with equal focus and vigor, expand its outward horizons while integrating global perspectives into the rich intellectual life of its US campuses and activities

    The Youth Inquiry: employers perspectives on tackling youth unemployment (1st Ed/03.11)

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    "The Inquiry makes a broad range of recommendations that demonstrate the collective responsibility of government and employers in tackling youth unemployment. There is scope for government support to be more simplified, targeted and "visible" and to continue providing support for Apprenticeships, work experience and internships. But supply side measures are only part of the solution to youth unemployment. Success is contingent upon employers raising their demand for skills and opening up opportunities for young people. When we asked employers what it would take for them increase the number of young people they took on, the main response was an improvement in the general economic climate. But clearly government can only provide the framework for growth; the true engines are UK businesses." - Page 6

    Complementing Measurements and Real Options Concepts to Support Inter-iteration Decision-Making in Agile Projects

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    Agile software projects are characterized by iterative and incremental development, accommodation of changes and active customer participation. The process is driven by creating business value for the client, assuming that the client (i) is aware of it, and (ii) is capable to estimate the business value, associated with the separate features of the system to be implemented. This paper is focused on the complementary use of measurement techniques and concepts of real-option-analysis to assist clients in assessing and comparing alternative sets of requirements. Our overall objective is to provide systematic support to clients for the decision-making process on what to implement in each iteration. The design of our approach is justified by using empirical data, published earlier by other authors

    The reliability programme: final report

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    Creating a Successful Performance Compensation System for Educators

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    Offers recommendations for reforming teacher compensation systems and outlines important design elements of successful performance-pay plans

    One Size Does Not Fit All: Meeting the Health Care Needs of Diverse Populations

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    Proposes a framework for meeting patients' cultural and linguistic needs: policies and procedures that support cultural competence, data collection, population-tailored services, and internal and external collaborations. Includes a self-assessment tool
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