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Using Customer Segmentation to Innovate

Customer segmentation is about more than marketing. It can translate into better new product/service development and innovation.

Type: Articles and White Papers  Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation  Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments  Industry: Chemicals, Consumer Products/Packaged Goods, Electronics, Entertainment, Financial Services/Banking, Hospitality, Printing & Publishing, Restaurant 
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Next Steps in Process Measures and Analytics - Marriott International Case Study

By applying aligned and strategic analytics to business processes, organizational leaders can understand how their organizations are performing and where change will have the greatest impact.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Analytics, Measurement, Performance Measurement, Process Measures, Measurement, Process Management  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Food/Beverage/Restaurant, Hospitality 
  • Relevance: 60%
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Business Process Management II: Using Technology to Enable Business Processes - Study Overview

APQC's 2006 Business Process Management II: Using Technology to Enable Business Processes study investigated the connections between business process management (BPM) and the technologies that support it.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Information Technology, Knowledge and Information Management, Process Improvement, Process Management  Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 7.1.1 Develop the enterprise IT strategy, 7.0 Manage Information Technology, 7.1 Manage the business of information technology, 7.1.1.2 Identify long-term IT needs of the enterprise in collaboration with stakeholders, 7.5.4 Create IT services and solutions, 7.5 Develop and maintain information technology solutions  Industry: Aerospace, Chemicals, Food/Beverage/Restaurant, Government/Military, Hospitality, Transportation/Freight Carriers 
  • Relevance: 56%
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Process Measures and Analytics: Study Overview

APQC's 2008 Process Measures and Analytics: The Right Data for the Right Decisions  study examined how best-practice organizations connect process activities to measures and analytics.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Business Process Management (BPM), Process, Measurement Analytics, Measurement, Process Measures, Measurement, Process Management  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.1.1.1 Establish performance measures, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity  Industry: Consulting/Consultants, Financial Services/Banking, Hospitality, Insurance, Machinery, Pharmaceutical, Professional Services/Business Services 
  • Relevance: 56%
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Next Steps in Process Measures and Analytics: Study Overview

APQC's 2010 Next Steps in Process Measures and Analytics  study investigated the best practices of organizations that have leveraged process measurement and strategic analytics for several years.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Business Process Management (BPM), Process, Measurement Analytics, Measurement, Performance Measurement, Process Measures, Measurement, Process Management  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Consulting/Consultants, Energy and Utility, Hospitality, Professional Services/Business Services 
  • Relevance: 56%
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Next Steps in Process Measures and Analytics (Best Practices Report)

To make informed decisions, business leaders need to understand how their organizations are performing and where change will have the greatest impact.

Type: Reports and Books  Topics: Business Excellence, Business Process Management (BPM), Process, Measurement Analytics, Measurement, Performance Measurement, Process Measures, Corporate Performance Measures, Measurement, Process Management  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Consulting/Consultants, Energy and Utility, Hospitality, Professional Services/Business Services 
  • Relevance: 52%
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Process Measures and Analytics - Marriott International Inc. Case Study

This case study from APQC's  Process Measures and Analytics  best practices report explains how Marriott International Inc. improves its processes—from marketing to service—using measurement and ...

Type: Case Studies  Topics: Business Excellence, Business Process Management (BPM), Process, Measurement Analytics, Measurement, Process Measures  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.1.1.1 Establish performance measures, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity  Industry: Hospitality 
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The Engagement/Service Connection

At Harrah’s New Orleans, customer satisfaction starts with engaged employees.

Type: Articles and White Papers  Topics: Employee Satisfaction and Engagement, Human Capital Management, Employee Communication, Culture, Organization and Management  Processes: 6.4.3.3 Review retention and motivation indicators, 6.4 Reward and retain employees, 6.4.3 Manage employee assistance and retention, 6.6 Manage employee information, 6.0 Develop and Manage Human Capital  Industry: Amusement/Recreation Services, Entertainment, Food/Beverage/Restaurant, Hospitality 
  • Relevance: 44%
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Human Capital as the Cornerstone of Business Process Management

People are the key to successful business process management (BPM).

Type: Best Practices and Business Drivers  Topics: Business Excellence, Business Process Management (BPM), Process, Employee Training & Development, Human Capital Management, Process Improvement  Processes: 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees, 6.3.5 Develop and train employees, 6.3.5.1 Align employee and organization development needs  Industry: Chemicals, Hospitality, Transportation/Freight Carriers 
  • Relevance: 41%
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Technology as Business Process Accelerator

Technology is a key enabler of business process improvement.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Business Process Management (BPM), Process, Information Technology, Knowledge and Information Management, Process Improvement  Processes: 7.0 Manage Information Technology, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 7.1 Manage the business of information technology, 7.1.1 Develop the enterprise IT strategy, 7.1.1.7 Build strategic plan to support business objectives  Industry: Aerospace, Chemicals, Hospitality 
  • Relevance: 41%
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