The Maritime Strategic Imperative

2021 ◽  
pp. 1-11
Author(s):  
James Wirtz ◽  
Jeffrey Kline ◽  
Phillip Pournelle ◽  
Mie Augier
Keyword(s):  
Strategic Imperative

Effective Customer Support System of Life Insurance Companies

2014 ◽  
Vol 4 (2) ◽  
Author(s):  
Rajesh Srivastava ◽  
Dr. Preeti Sharma
Keyword(s):  
Life Insurance ◽  
Economies Of Scale ◽  
New Technologies ◽  
Insurance Industry ◽  
Integrated Approach ◽  
Customer Experience ◽  
Disruptive Innovation ◽  
Insurance Companies ◽  
Insurance Business ◽  
Strategic Imperative

Increased competition, new technologies and the shift in power from the provider to the customer have produced unrelenting pressure on life insurance business. The market forces point to one overwhelming strategic imperative: customer-focused strategy. Customers are willing to build long-term relationships based on trust and mutual respect with firms that provide a differentiated and personalized service offering. Over the past few years, life insurance industry responded to intensified competition and high customer attrition by entering each other’s markets to capture greater “wallet share” and ostensibly lower their economies of scale. The service delivery process is influenced by quality of personnel, information technology, internal processes, human resource practices, and even an institution’s own change orientation. Now a day’s customers are demanding seamless, multi-channel sales and service experiences. Simultaneously, other players are looking for opportunities to invade this space or to redefine it through disruptive innovation. The result is forcing life insurance companies to examine a more balanced, integrated approach to the customer experience and growth. This research, we analyze the need, preference and satisfaction of customers in life insurance business and provide perspective on how to improve the customer experience.

scholarly journals A Strategic Imperative for Promoting Hospital Branding: Analysis of Outcome Indicators

10.2196/14546 ◽  
2020 ◽  
Vol 9 (1) ◽  
pp. e14546 ◽  
Author(s):  
Gow-Jen Shieh ◽  
Shi-Liang Wu ◽  
Che-Fu Tsai ◽  
Chi-Sen Chang ◽  
Tsung-Hung Chang ◽  
...  
Keyword(s):  
Social Media ◽  
Action Plan ◽  
Age Groups ◽  
Outcome Indicators ◽  
Team Meetings ◽  
Medical Centers ◽  
Branding Strategies ◽  
Media Reports ◽  
Strategic Imperative ◽  
Use Of Social Media

Background Optimizing the use of social media to promote hospital branding is important in the present digital era. In Taiwan, only 51.1% of hospitals have official Facebook fan pages. The numbers of likes for these hospitals are also relatively low. Objective Our objective was to establish a special branding team for social media operation, led by top administrators of our hospital. Here we present our strategic imperative for promoting hospital branding as well as an analysis of its effectiveness. Methods Led by top administrators, the branding team was formed by 11 divisions to create branding strategies. From 2016 to 2018, the team implemented action plans. All information unique to the hospital was posted on Facebook, as well as on the hospital’s official website. To determine the plans’ efficiencies, we obtained reference data from Google Analytics, and we compared Facebook Insights reports for 2016 with those for 2017 and 2018. Results One of the branding team’s main missions was to establish branding strategies and to integrate segmental branding messages. In each quarter we regularly monitored a total of 52 action plan indicators, including those for process and outcome, and discussed the results at team meetings. We selected 4 main performance outcome indicators to reflect the effectiveness of the branding efforts. Compared with 2016, the numbers of likes posted on the Facebook fan page increased by 61.2% in 2017 and 116.2% in 2018. Similarly, visits to the hospital website increased by 4.8% in 2017 and 33.1% in 2018. Most Facebook fan page and website viewers were in 2 age groups: 25 to 34 years, and 35 to 44 years. Women constituted 60.42% (14,160/23,436) of Facebook fans and 59.39% (778,992/1,311,605) of website viewers. According to the Facebook Insights reports, the number of likes and post sharing both increased in 2017 and 2018, relative to 2016. Comment messages also increased from 2016 to 2018 (P=.02 for the trend). The most common theme of posts varied over time, from media reports in 2016, to innovative services in both 2017 and 2018. Likes for innovative services posts increased from 2016 through 2018 (P=.045 for the trend). By the end of 2018, we recorded 23,436 cumulative likes for posts, the highest number among medical centers in Taiwan. Conclusions We achieved the largest number of Facebook fans among all medical centers in Taiwan. We would like to share our experience with other hospitals that might be interested in engaging in social media for future communications and interactions with their patients.

scholarly journals YAIR (Yeshiva Academic Institutional Repository): How rethinking an open-source institutional repository is changing the visibility of faculty, students, and administration

2021 ◽  
Vol 82 (3) ◽  
pp. 129
Author(s):  
Stephanie L. Gross
Keyword(s):  
Graduate Students ◽  
Open Access ◽  
Faculty Development ◽  
Cost Effective ◽  
Institutional Repository ◽  
Creative Commons ◽  
Opt Out ◽  
Cost Effective Alternative ◽  
Strategic Imperative ◽  
The University

The director of libraries conceived of Yeshiva University’s institutional repository (IR) in 2018 in part as a cost-effective alternative to Digital Measures, a scholarly productivity tracking program used to determine faculty eligibility for tenure. It was mandated in Yeshiva University’s first Strategic Plan 2016-2010, under Strategic Imperative 2: Advance Faculty Development and Excellence in Teaching and Research. The IR would be a secure, prestigious, university-sanctioned platform for showcasing, documenting, and sharing intellectual output across the globe. It was important that most of the work would be open access, with accompanying Creative Commons Non-Commercial No-Derivatives licenses. In addition to faculty, undergraduate and graduate students would be given a platform to self-archive their intellectual output. Both faculty and students would have the option to opt-out from making their work public, or at least limiting the visibility to the university public only.

scholarly journals A Strategic Imperative for Promoting Hospital Branding: Analysis of Outcome Indicators (Preprint)

2019 ◽  
Author(s):  
Gow-Jen Shieh ◽  
Shi-Liang Wu ◽  
Che-Fu Tsai ◽  
Chi-Sen Chang ◽  
Tsung-Hung Chang ◽  
...  
Keyword(s):  
Social Media ◽  
Action Plan ◽  
Age Groups ◽  
Outcome Indicators ◽  
Team Meetings ◽  
Medical Centers ◽  
Branding Strategies ◽  
Media Reports ◽  
Strategic Imperative ◽  
Use Of Social Media

BACKGROUND Optimizing the use of social media to promote hospital branding is important in the present digital era. In Taiwan, only 51.1% of hospitals have official Facebook fan pages. The numbers of likes for these hospitals are also relatively low. OBJECTIVE Our objective was to establish a special branding team for social media operation, led by top administrators of our hospital. Here we present our strategic imperative for promoting hospital branding as well as an analysis of its effectiveness. METHODS Led by top administrators, the branding team was formed by 11 divisions to create branding strategies. From 2016 to 2018, the team implemented action plans. All information unique to the hospital was posted on Facebook, as well as on the hospital’s official website. To determine the plans’ efficiencies, we obtained reference data from Google Analytics, and we compared Facebook Insights reports for 2016 with those for 2017 and 2018. RESULTS One of the branding team’s main missions was to establish branding strategies and to integrate segmental branding messages. In each quarter we regularly monitored a total of 52 action plan indicators, including those for process and outcome, and discussed the results at team meetings. We selected 4 main performance outcome indicators to reflect the effectiveness of the branding efforts. Compared with 2016, the numbers of likes posted on the Facebook fan page increased by 61.2% in 2017 and 116.2% in 2018. Similarly, visits to the hospital website increased by 4.8% in 2017 and 33.1% in 2018. Most Facebook fan page and website viewers were in 2 age groups: 25 to 34 years, and 35 to 44 years. Women constituted 60.42% (14,160/23,436) of Facebook fans and 59.39% (778,992/1,311,605) of website viewers. According to the Facebook Insights reports, the number of likes and post sharing both increased in 2017 and 2018, relative to 2016. Comment messages also increased from 2016 to 2018 (<italic>P</italic>=.02 for the trend). The most common theme of posts varied over time, from media reports in 2016, to innovative services in both 2017 and 2018. Likes for innovative services posts increased from 2016 through 2018 (<italic>P</italic>=.045 for the trend). By the end of 2018, we recorded 23,436 cumulative likes for posts, the highest number among medical centers in Taiwan. CONCLUSIONS We achieved the largest number of Facebook fans among all medical centers in Taiwan. We would like to share our experience with other hospitals that might be interested in engaging in social media for future communications and interactions with their patients.

The Strategic Imperative and the Paradigm Shift in Economics

2021 ◽  
Vol 2021 (1) ◽  
pp. 1-14
Author(s):  
Jacques Sapir
Keyword(s):  
Free Trade ◽  
Paradigm Shift ◽  
Balance Of Power ◽  
Strategic Thinking ◽  
Company Strategy ◽  
New Approach ◽  
Science And Art ◽  
Radical Uncertainty ◽  
Strategic Imperative ◽  
Definition Of

The very idea of strategic thinking is quite opposed to the tradition of linking the choices of agents, individual or collective, to the process of maximization under constraints. The theory of general equilibrium has closed the door to the notion of strategy, just as the theory of generalized free trade has closed that of sovereignty. But this paradigm is falling apart. With a new approach of radical uncertainty, something made even more obvious with the COVID-19 pandemic, we are relearning the science and art of strategy, the more so because we are living in a world of a balance of power. But what would be the definition of strategy? Quite clearly we must distinguish between state and company strategy. This debate is also at the very center of the controversy over the role and meaning of institutions in economics. There is also a variety of strategies and those having a distinct appetite for risk must seriously consider whether to practice the art of strategy or not.

The World's Oldest Profession - Now and Then

2017 ◽  
pp. 78-89
Author(s):  
Steven A. Cinelli
Keyword(s):  
Risk Management ◽  
21St Century ◽  
Commercial Banks ◽  
New Technologies ◽  
Commercial Banking ◽  
Portfolio Performance ◽  
Renaissance Period ◽  
New Entrants ◽  
Strategic Imperative

Modern banking found its roots during the Renaissance period casted by the European merchant banks. Their success was due in large part to their aggregation, absorption and deployment of information about borrowers, structures and markets. In the 21st century, banking again is being advanced due to insights developed by vast amounts of information and data, this time gathered and managed through new technologies and models, in quest of efficiency, improved risk management and improved portfolio performance. New entrants into the business of banking operate outside of existing regulatory structures, and may enjoy a level of competitive flexibility compared to existing commercial banks. Might this portend the end of the so-called modern commercial banking model, or might it serve as a strategic imperative for the banks to adapt to innovation?

scholarly journals Perceptions on the use of a corporate business incubator to enhance knowledge management at Eskom

2013 ◽  
Vol 10 (1) ◽  
pp. 33-50 ◽  
Author(s):  
PD Steyn ◽  
ASA Du Toit
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Business Incubator ◽  
Empirical Survey ◽  
Management Knowledge ◽  
Enterprise Innovation ◽  
Strategic Imperative ◽  
Business Requirements ◽  
Corporate Business

The knowledge economy impacts on the way enterprises should address their business requirements, forcing many of them to review the potential mechanisms they could employ to improve their competitive advantage. The business incubator approach is one such mechanism. This article explores the application of knowledge management, knowledge creation and innovation in a corporate incubator. It focuses on the process of knowledge management, to ensure that a culture and appropriate strategies conducive to enhancing knowledge creation are developed in an enterprise. Innovation as a strategic imperative is considered, as well as the challenge of driving it within an enterprise. The purpose of this empirical survey was to determine whether the corporate incubator model applied by Eskom conforms to the attributes of knowledge management, knowledge creation and innovation, and whether the synergies to be exploited amongst these disciplines can be harnessed to give Eskom a competitive advantage.  

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