Analisa Customer Lifetime Value Untuk Pengambilan Keputusan Pemasaran Menggunakan Metode Rfm

PT. Ritel Bersama Nasional is the e-commerce company. In the business, PT. Ritel Bersama Nasional have been trying to do User Acquisition as much as possible. Yet, the marketing of PT. Ritel Bersama Nasional had the issues after successfully claiming the amount of new customers. The issues are the marketing division hardly decide which kind of promotion that suit to the customers and keep pushing the customers to do the transaction frequently and increase the value of transaction as well. So, in these research will be focusing on how we can categorise the customers by using Recency Frequency Monetary (RFM) method and clustering the customers into 3 cluster (Low, Middle and Superior). With this research, it is expected to help raise the value and frequency of transactions of each customer

Welfare reform, surveillance and new paternalism

This paper discusses the situation of welfare claimants, often constructed as faulty citizens and flawed welfare subjects. Many are on the receiving end of complex, multi-layered forms of surveillance aimed at securing socially responsible and compliant behaviours. In Australia, as in other Western countries, neoliberal economic regimes with their harsh and often repressive treatment of welfare recipients operate in tandem with a burgeoning and costly arsenal of CCTV and other surveillance and governance assemblages. The Australian Government’s Centrelink BasicsCard is but one example of welfare surveillance, whereby a percentage of a welfare claimant’s allowances must be spent on ‘approved’ items. The BasicsCard which has perhaps slipped under the radar of public discussion and is expanding nationally, raises significant questions about whether it is possible to encourage people to take responsibility for themselves if they no longer have real control over the most important aspects of their lives. Resistance and critical feedback, particularly from Indigenous people, points to a loss of dignity around the imposition of income management, operational complexity and denial of individual agency in using the BasicsCard, alongside the contradiction of apparently becoming ‘self-reliant’ through being income managed by the welfare state. This paper highlights the lack of solid evidence for the implementation/imposition of the BasicsCard and points to the importance of developing critically based research to inform the enactment of evidence based policy, also acting as a touchstone for governmental accountability. In highlighting issues around the BasicsCard this paper makes a contribution to the largely under discussed area of income management and the growth of welfare surveillance in Australia

The Banking and Financial Strategic Dynamic: Focusing in Portugal

Abstract Not Provided

Marketing strategies for Visa cards in Hong Kong.

by Chan Wai-Tak.Thesis (M.B.A.)--Chinese University of Hong Kong, 1989.Bibliography: leaves 113-118

An Investigation into the Effect that Technology had on the Strategies of J. Sainsbury plc, Tesco plc and Safeway plc: With a Particular Focus on the Period 1980 to 1990

This research is focused on three food multiple retailers, Sainsbury plc, Tesco plc, and Safeway plc. The research is designed to explore the relationship between technology and strategy in these organisations. The currently held view among the researchers and managers of these organisations is that technology has a limited impact on the processes that formulate strategy, and as such may be regarded as having an enabling role. This thesis proposes that while this view may have been correct in the past it is so no longer, and that technology is not following strategy but leading strategy in the food retailers examined. In order to confirm this thesis the history, technical development and technical structure of the three retailers was investigated. The results of this research was subsequently analysed and the following conclusions were made: a. Technology has a much greater inq)act on the strategy of multiple food retailers than has been previously thought. Technology defines the boundaries of operational activities, and, through controlling a substantial proportion of the information that managers use in the strategy making process, technology de facto if not de jure greatly influences the retailers strategies, and in some cases may actually lead them. b. The food multiples, in not appreciating the extent to which their fate is tied up with the information technology they are using, are foiling to educate and train the general management of the organisations technologically. c. Technological progress is widening the gap between the general management and technical management, and in the long run this will cause serious strategic problems unless this gap is closed through positive action

The Growth Potential of Debit Cards in Singapore

This paper starts by examining the evolution of the Singapore payments system from a historical perspective by reviewing the institutional evolution, as well as the development and adoption of some of the newest payment instruments. Two major trends in recent Singapore payment history are revealed, i.e. cash and check payments are being displaced by credit and debit card and other electronic mode of payments and usage of debit cards is seeing significant growth. From the literature review, it is known that purchases made using debit cards surpassed credit-card purchases for the first time in USA history during the last quarter of 2008, giving the debit-card revolution a new push. With that, this paper aims to provide a better understanding of signature-based debit cards and specifically its growth potential in Singapore, post the Central Bank’s liberalization program to grant foreign banks Qualifying Full Banks (QFBs) status who were then allowed to compete more effectively with the domestic national banks in the payments arena and provide debit services on an EFTPOS network. With the regulatory change to the debit card space, the Network for Electronic Transfers (NETS) was no longer the only debit card operator in Singapore. Debit card as a mode of payment has indeed been increasingly preferred for everyday purchases with wide usage and viewed as a valuable service if accompanied with rewards, cash rebates and discount benefits to cardholders. Hence, the competition for debit cards in Singapore increased in intensity with consumers experiencing greater choice and accessibility. Next, we deployed the Michael Porter’s Five Forces and PEST analysis to examine the debit card industry in Singapore. While consumers are familiar with debit cards, its sustainable growth will come by increasing consumer education, awareness of the locations where it can be used and tailored marketing programs targeted at the right customer segment to encourage wider usage. It is evident from the questionnaire that differentiating the debit card value proposition by incorporating rewards, rebates and discounts can drive profitability and increase market share for banks, card companies and merchants in their respective ways. At the same time, consumers, by carrying less cash, lowers the risk of loss and benefit from the usage of debit cards through loyalty programs tailored for their needs. Meanwhile, the bank issuers and card companies must continue to embrace technological advancements and innovations, leverage them to execute pro-active customer relationship management with all stakeholders in the value chain, including merchants, governmental organizations, regulatory authorities to minimize the disintermediation risks, potential litigations and any other implications on the fixing of pricing and interchange rates for debit cards. Bank issuers must also capitalize on this current positive orientation to debit cards to diversify their revenue streams and aggressively drive their businesses to the next level of sustainable competitive advantage

COMPETITIVE EFFECTS OF IT INNOVATION ON BANK STRATEGY, 1985-1995

Through case study research this paper illustrates opportunities presented by IT-based technological change in British retail bank markets (1985-1995). For the managers of the Royal Bank of Scotland IT appeared to lower entry barriers, exit barriers and deliver high sustainability of competitive advantage. The strategic intent behind diversification patterns of the Royal Bank of Scotland suggested competitive considerations were at a premium because unsolicited take-over bids in the early 1980s put pressure on managers to create growth opportunities. Direct Line Insurance was a subsidiary from the Royal Bank of Scotland. Direct Line was also the first retail finance institution to establish a clear competitive advantage based on information technology. The success of Direct Line enabled an increase in the market share of British retail financial services of The Royal Bank of Scotland. Direct Line is a case of planned success that questions the extent to which banks’ competencies must change to master alternative delivery channels. The success of Direct Line also suggested more effective execution than other activities explored by managers of the Royal Bank of Scotland.Financial institutions; technological change; corporate strategy

The Growth Potential of Debit Cards in Singapore

This paper starts by examining the evolution of the Singapore payments system from a historical perspective by reviewing the institutional evolution, as well as the development and adoption of some of the newest payment instruments. Two major trends in recent Singapore payment history are revealed, i.e. cash and check payments are being displaced by credit and debit card and other electronic mode of payments and usage of debit cards is seeing significant growth. From the literature review, it is known that purchases made using debit cards surpassed credit-card purchases for the first time in USA history during the last quarter of 2008, giving the debit-card revolution a new push. With that, this paper aims to provide a better understanding of signature-based debit cards and specifically its growth potential in Singapore, post the Central Bank’s liberalization program to grant foreign banks Qualifying Full Banks (QFBs) status who were then allowed to compete more effectively with the domestic national banks in the payments arena and provide debit services on an EFTPOS network. With the regulatory change to the debit card space, the Network for Electronic Transfers (NETS) was no longer the only debit card operator in Singapore. Debit card as a mode of payment has indeed been increasingly preferred for everyday purchases with wide usage and viewed as a valuable service if accompanied with rewards, cash rebates and discount benefits to cardholders. Hence, the competition for debit cards in Singapore increased in intensity with consumers experiencing greater choice and accessibility. Next, we deployed the Michael Porter’s Five Forces and PEST analysis to examine the debit card industry in Singapore. While consumers are familiar with debit cards, its sustainable growth will come by increasing consumer education, awareness of the locations where it can be used and tailored marketing programs targeted at the right customer segment to encourage wider usage. It is evident from the questionnaire that differentiating the debit card value proposition by incorporating rewards, rebates and discounts can drive profitability and increase market share for banks, card companies and merchants in their respective ways. At the same time, consumers, by carrying less cash, lowers the risk of loss and benefit from the usage of debit cards through loyalty programs tailored for their needs. Meanwhile, the bank issuers and card companies must continue to embrace technological advancements and innovations, leverage them to execute pro-active customer relationship management with all stakeholders in the value chain, including merchants, governmental organizations, regulatory authorities to minimize the disintermediation risks, potential litigations and any other implications on the fixing of pricing and interchange rates for debit cards. Bank issuers must also capitalize on this current positive orientation to debit cards to diversify their revenue streams and aggressively drive their businesses to the next level of sustainable competitive advantage

Business strategy and the management of labour in the Co-operative Bank.

SIGLEAvailable from British Library Document Supply Centre- DSC:D187816 / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Waterstone's and the Changing Bookselling Environment in the UK: the Journey so far and Prospects

Abstract This study investigates the market environment of the United Kingdom high street bookselling business with emphasis on Waterstone's. In doing this, stress shall be placed on a brief exploration of the global outlook of book retailing venture as it relates to the United Kingdom. Another focus of this paper is the micro-environment and macro-environment of book retailing business in the United Kingdom and the internal environment of Waterstone's -that is a look at the PESTEL, SWOT, consumer behaviour, and Porter's Five Forces as well as strategies for a re-invented and management strategies for improved services and profitability will be considered as well as the conclusions of the major thrusts of the paper