AN INVESTIGATION INTO CUSTOMER RELATIONSHIP MANAGEMENT (CRM) MARKET IN VIETNAM

Customer Relationship Management (CRM) is a strategy for managing all of the company's relationships and interactions with customers and potential customers. It helps the company improve its profitability. More commonly, when people talk about CRM they are usually referring to a CRM system, a tool which helps with contact management, sales management, workflow processes, productivity and more. Customer Relationship Management enables you to focus on your organization’s relationships with individual people – whether those are customers, service users, colleagues or suppliers. CRM is not just for sales. Some of the biggest gains in productivity can come from moving beyond CRM as a sales and marketing tool and embedding it in your business – from HR to customer services and supply-chain management

AN INVESTIGATION INTO CUSTOMER RELATIONSHIP MANAGEMENT (CRM) MARKET IN VIETNAM

 Customer Relationship Management (CRM) is a strategy for managing all of the company's relationships and interactions with customers and potential customers. It helps the company improve its profitability. More commonly, when people talk about CRM they are usually referring to a CRM system, a tool which helps with contact management, sales management, workflow processes, productivity and more. Customer Relationship Management enables you to focus on your organization’s relationships with individual people – whether those are customers, service users, colleagues or suppliers. CRM is not just for sales. Some of the biggest gains in productivity can come from moving beyond CRM as a sales and marketing tool and embedding it in your business – from HR to customer services and supply-chain management

Third Party Risk Management and Cyber Supply Chain Risk Management

Today’s business environment continues to be a challenge. Businesses whether small, or large leverage third-party vendors to provide critical services like data handling (security, transmitting, and storage), cloud storage/applications, and systems security monitoring. Each business must ask themselves a few simple questions about one of their most valuable assets “Data”. If or when it leaves your secure working environment: How secure is your customer data in transit and storage? Do your third-party vendors handle your “critical information”? Provide a secure environment for processing? Comply with a proven Cyber Security Framework? Perform a “Due Diligence” on-boarding step for the Nth vendors (how many vendors handles your specific data) in your cyber supply chain? Follow security agreements and service level agreements catered to information security? Ensure data privacy is an important element of their InfoSec Program? It is more important than ever for businesses that handle proprietary information, personal identifiable information and protected health information to understand the threats and risk management practices to ensure “Critical Information” is secure. These questions and more will be covered in this webinar

Human Resource Management Practices, Workforce Alignment, and Firm Performance

Small business leaders are charged with delivering high levels of company performance. There is no shortage of potentially fruitful investments available for consideration; these include developing new products or services, improving product or service quality, and enhancing marketing and sales. Another possible investment - improving the way a company manages its people - tends to receive less attention. This is somewhat surprising, however, when one considers that the human resource management practices a company uses can dramatically impact the bottom-line. One study of large publicly traded firms, for example, found that companies using high performance human resource practices have market values that range from between $16,000 and$40,000 per employee higher than firms that do not use such practices. A study of high tech start-ups showed that for firms going public with a high level of human resource value, the probability of survival is .79; for firms going public with low levels of human resource value, however, the probability is only .60. So, what human resource management practices foster small business success? The problem in answering this question is that prior studies often disagree about which human resource management practices are effective and which ones aren\u27t. Furthermore, even if scholars could agree about which practices are best, there is no reason to believe that the practices used by large Fortune 500 firms or small high-tech start-ups would translate to many (if not most) small businesses. After all, small businesses (i.e., those with fewer than 200) employees, typically compete in areas other than high-tech, and are generally unlikely to go public any time soon. The Cornell University/Gevity study of human resource management practices in small businesses is the first study we know of to provide definitive answers to two critical questions facing small business leaders: (1) Do people contribute to the success of small businesses?, and (2) What human resource management strategies (and practices) can the leaders of small businesses employ to foster firm success? The results of the study are presented as follows. First, we provide a visual depiction of the study\u27s findings. Second, we show that workforce alignment is strongly related to small business success. Third, we demonstrate how various employee selection, management, and motivation strategies affect workforce alignment. Fourth, we present four key takeaways from the study. Finally, we provide a section that allows you to compare your company\u27s results on all study variables to those of the other 250 companies that participated in the study

September 2010

Real-Time Performance Reviews According to Jim Whitt, performance reviews end up being “check the boxes” exercises that have little influence on performance because they take place after the fact. Employees need and want direction. How and when it is done is what makes the difference Expand Your Ideas Using Google Find out how a good search engine, such as Google, can make developing a new product or service much more efficient and insightful. Often its use leads to results for first-time users trying to find solutions to new problems Budget Challenges Lie Ahead for County of San Bernardino To balance this year’s budget for the County of San Bernardino, even greater fiscal challenges lie ahead even though the county took many steps to save and cut back Boost Sales Right Now—Focus on the 5 P’s For a business to be even more successful today, they need to have 4 P’s in place: People, Policies, Procedures and Processes. George Dans explains how you can improve your business today by focusing on these areas Everybody Sells! Transforming Exceptional Service Into Revenue Growth As customers cautiously begin to spend their tightly held dollars, companies are realizing that re-establishing their previous customer relationships isn’t enough. The success of their growth strategy depends on increasing customer acquisition and loyalty Management Investments and Finance The Lists: Inland Empire’s Largest Hotels Golf Courses in the Inland Empire Banks in the Inland Empire Better Business Commentary Real Estate Notes Referral Exchange Network News Column Sales Inland Empire People and Events Computer Column Close-Up Restaurant Review Manager’s Bookshelf New Business Lists: County of San Bernardino County of Riverside Executive Time Ou

June 2012

Texas Firm Targets Inland Empire Homeowners With Foreclosed 2nd Mortgages Adding new uncertainty in the state’s ongoing mortgage crisis, a Texas company is aggressively pursuing hundreds of Californians to collect second-mortgage debt—on homes they’ve already lost through foreclosure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Improve Productivity: Identify Your Staff’s Motivating Factors It is human to try to motivate another person from the same basis as one’s own perspective. Different people are motivated for different reasons both personally and professionally. Diane Ciotta gives us five common motivation factors. . . . . 9 Airport Avatar Enters Brave New World of Customer Service Ron Kaufman gives us a glimpse of future fun which can improve customer service. . . . . . . . . . . . . . . 12 Value: What Your Customers Really Want Learn how to sell based on value, not price says Nathan Jamail. The key to overcoming price is not a scripted catchy phrase, rather it is learning how to create a real value partnership, and in order to do that, one must practice. . . . . 13 Hiring: Do It the Steve Jobs Way Steve Jobs was an amazing and unconventional leader in many respects. He personally interviewed over 5,000 applicants during his career. When you thoroughly analyze Apple’s philosophy of hiring, you find out that there has always been fundamental, uncompromising attributes needed to get a job at Apple, Inc. . . . . . . . . . . . . 38 Opinion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Investments and Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Motivation and Business. . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 The Lists: Top Health Care Medical Clinics/Groups in the Inland Empire. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Top Savings & Loans and Federal Savings Banks. . . . . . 12 Hospitals Serving the Inland Empire. . . . . . . . . . . . . . . . 16 Customer Service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Real Estate Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Computer Column. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Executive Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Corporate Profile. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Restaurant Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Manager’s Bookshelf. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Human Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 New Business Lists: County of San Bernardino. . . . . . . . . . . . . . . . . . . . . . . . 40 County of Riverside. . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Executive Time Out. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Design and Implementation of Enterprise Financial Decision Support System Based on Business Intelligence

Purpose: Business intelligence and decision support systems are now recognized as critical enterprise infrastructure. Data is increasingly being used by business enterprises to react to key operational and strategic operations of their customers, markets, and stakeholders.   Theoretical framework: Business intelligence has advanced as the volume of data generated by smart technologies and the Internet has increased exponentially.   Design/Methodology/Approach: When using AI in the business world, privacy concerns arise when sensitive data is transmitted to a third-party vendor who has no connection to the company. Financial decision support data is managed by these AI service providers. Even while it may seem like a drawback, artificial intelligence technology actually has several advantages.   Findings: The results of this research show that a network can improve the financial management of a corporation. Using many applications of AI technology helps bring down the overall cost of operations. When it comes to financial services, both the number of IT workers needed and the number of necessary pieces of hardware (servers) can be reduced, resulting in a marginal drop in capital expenditures.   Research, Practical & Social implications: When it comes to financial services, both the number of IT workers needed and the number of necessary pieces of hardware (servers) can be reduced, resulting in a marginal drop in capital expenditures. It is now simpler and quicker to get your hands on relevant financial information, which should lead to greater efficiency.   Originality/value: With our proposed approach, the accuracy of financial decision support in company increases to 99.84% from 88.94%, while the implementation time and cost are reduced

For Our Children: Childcare Concerns Link Postal Workers Across the Racial Divide in San Fransisco

[Excerpt] Celebrating diversity — it\u27s the latest trend for justice-minded union and community activists. Management, too, is interested in diversity: note the steady stream of articles, books, and seminars for business executives on the subject. Even President Clinton stated his desire to create an administration that looks like America. Listening to a union activist share her experiences of 20 years in the U.S. Postal Service is a good way to bring a dose of realism to the diversity hype. Karen Wing, a Chinese-American woman who is a shop steward and clerk in the San Francisco General Mail Facility, knows how very hard it is to build understanding and lasting unity among different nationalities. More than anything else, unions and activists trying to implement diversity programs need to emphasize patience and perseverance, Wing says. This is especially true on the shop floor, where workers may not have the full power of the international or local union structures behind them. The question Wing faced in her local was How do you organize in a diverse workplace when you are essentially \u27on your own?\u27 The problems are enormous. As a shop steward, people often come to Wing with their complaints. Some pro-union black workers ask, Why don\u27t those Asians speak English? Are they talking about me? Look how they play up to management, they don\u27t even care about the union. On the other hand, some Asian immigrant workers ask Wing, How can you work in the union? I can\u27t be a shop steward — my English isn\u27t good enough. And those black people are always complaining about work. Handling remarks like these is not easy. How do you fight a management that deliberately stirs up racial antagonisms? How do you build a union responsive to a diverse workforce? For Wing, meeting these challenges on the shop floor begins with knowing the history and changes occurring within the workplace

November 2013

News and Features Employees With ‘Attitude’: How to Reverse the Entitlement Attitude of Your Problem- Staffers Sadly, attitude of entitlement is not a rarity in the workforce of today, particularly amongst employees under the age of 30. Fortunately, reversing course with problem staffers is not as difficult as some employers may think. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 There’s No Such Thing as a Bad Idea. (Or Is There?) Generally, there is widespread contempt for the “no bad ideas” notion. Yet authors Rigie and Harmeyer have a different take on it. . . . . . . 6 Top 10 Tips When Audited by the IRS or FTB (in California) Bill Lindsey gives 10 tips that could be a game changer for you if you have just received notice from the IRS or Franchise Tax Board. . . . . . . . . 7 Beyond the Business Plan: “Lucky” 13 Essentials You Won’t Learn in Business School According to authors Michael Houlihan and Bonnie Harvey of the Barefoot Cellars winery, entrepreneurs can be made—you don’t have to be born with that entrepreneurial gift. . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Columns Real Estate Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 & 18 Venture Capital. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Business Success. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Investments and Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Entrepreneurship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 The Lists: Long Distance Companies Serving the Inland Empire. . . 10 Interconnect/Telecommunications Firms. . . . . . . . . . . . . 13 Internet Service Providers Serving the Inland Empire. . . 15 Private Aviation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Copier, Fax and Business Equipment Retailers. . . . . . . . 29 Computer Column. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Restaurant Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Women in Business. . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 & 40 Financial Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Financial Column. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Manager’s Bookshelf. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 New Business Lists: County of San Bernardino. . . . . . . . . . . . . . . . . . . . . . . . 36 County of Riverside. . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Executive Time Out. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Manajemen Keuangan Rumah Tangga Dalam Meningkatkan UMKM di Desa Majungan

Financial management must start from household management first because household financial management is already good, this will advance Micro, Small and Medium Enterprises (MSMEs) because society already has a basis for keeping financial records. The service aims to help and analyze and provides solutions to sources of business financing funds and provides new insights into accounting and digital financial technology that can be implemented into simple financial bookkeeping for households and MSMEs. Financial planning in the household can be done by identifying financial conditions (what assets we own and has the potential for great value in the future), determines desires, determines main desires. When determining your desires, you need to do three things, namely making all the desires you want to achieve now and in the future, what you want and what you need, writing down the funds needed and the time to achieve them. The next step is to determine the main desires. Practical financial management strategies that need to be implemented by MSME players are as follows: (1) administering receivables, (2) administering accounts payable, (3) administering inventory, which has a strategic role for both businesses operating in trade sector. (4) Cash administration, useful in providing information about the amount of cash coming in and cash going out