Achieving “Customer Delight” at Roche Diagnostics
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A 5 page paper discussing a 1999 article outlining the processes that Roche Diagnostics used to increase its share of “very satisfied” customers in an effort to move beyond that classification into “delighted” customers. Roche’s ultimate goal was to increase market share and revenues. The rationale was that not only were “delighted” customers far more likely to be long-term repeat customers, they also were far more likely to recommend Roche to their friends and colleagues, not only increasing Roche’s revenues but also saving the company the expense of developing these customers itself. The initiative paid off: Roche became the fastest-growing division in its industry. Bibliography lists 3 sources.
Filename: KSmgmtCustDelite.rtf

AcuScan's "Operation Optimize"
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A 9 page paper discussing AcuScan's inability to decide which of two alternatives it should pursue. The paper recommends to the CEO that AcuScan market itself to an entirely new market segment – such as banks and building security businesses – to increase sales and market share of its current product. In the meantime, it should be taking a mature and thoughtful approach to developing new products for the future, offering a new, tested and defect-free product from a position of strength rather than desperation. The paper provides recommendations and an Executive Summary. Bibliography lists 3 sources.
Filename: KSmgmtAcuScan2.rtf

AcuScan's "Operation Optimize"
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A 10 page paper discussing communication disconnect surrounding and immobilizing new product development. Examination of email exchanges at AcuScan reveal management not managing; "little Napoleon syndrome" in action; a general dearth of innovation and creativity; unproductive communication; and a host of other problems. All combine to create a stalemate between individuals who need to be working together for one common goal. The paper provides recommendations and an Executive Summary. Bibliography lists 3 sources.
Filename: KSmgmtAcuScan.rtf

Adding Value to the Organization
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An 11 page paper examining four approaches to adding value to the business. The purpose of the paper is to assess how globalization, product development, knowledge management and principled corporate governance add value to the organization, providing a discussion of each concept as well as several examples throughout the paper. Examples include Enron, ABB, Dow Chemical, Gillette and Wal-Mart. Bibliography lists 12 sources.
Filename: KSmgmtAddVal.rtf

Additional Information on Daimler Chrysler
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7 pages. Provides current history of Daimler Chrysler as well as their current marketing strategies and research and development projects. Bibliography lists 5 sources.
Filename: JGAdcrys.wps

Addressing Three Issues
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6 pages in length. The writer addresses three different situations: sending a professional woman to close an extremely important business deal in Saudi Arabia; the plight of contemporary Asian YUPPIES; and whether or not the tobacco industry should ethically continue to advertise its product in underdeveloped countries. No bibliography.
Filename: TLC3ishu.wps

Advanced Marketing
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A 20 page research paper that investigates a number of marketing techniques including: Cause-related marketing, Corporate sponsorship, corporate communication theory, stakeholder theory and an identification of who the stakeholders are, content analysis research method and case studies as a research tool. Bibliography lists 50 sources.
Filename: Advmktg.wps

Advancing to the Click and Mortar Business Model
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A 20 page paper discussing points that need to be considered when adding an electronic commerce component to a standard retail operation, or when beginning a new business with both virtual and physical shopping locations. The paper discusses best practices and whether to make or buy the software that will drive the electronic commerce side of the operation. It also compares the virtual and physical locations, benefits to business and benefits to society. The virtual store is unlikely ever to totally replace the physical brick-and-mortar form. Virtual and physical forms complement each other well, however, providing that the business retains focus on the source of its good fortune, the customer. Bibliography lists 11 sources.
Filename: KSebizDevImple.rtf