January is known as the time of year where unhappy employees leave their jobs. Others stay where they are though, silently imagining ways of killing their boss.
A talk with Urb-it’s UK managing director, Neville James, unveils the importance of human interaction, be it in terms of customer service or, indeed, as a potential method for saving London’s high streets.
The business world is changing rapidly ? and companies failing to test the boundaries of change will soon struggle to compete.
Customer services needs to play a fundamental part of business. The best salespeople are recognising this and are pitching holistic offerings ? blurring the lines between great product and great customer service, and promising outcomes driven by this combination.
As with any business decision, an SME attracted to importing needs to do some serious thinking first – especially when it comes to overseas suppliers.
In his book "The Happiness Hypothesis", Jonathan Haidt observes that one of the key factors influencing our ongoing happiness is having a sense of community. Work offers such an opportunity – and considering how much time we spend working, doesn’t it make sense that we invest some effort here if it can make our lives happier?
A survey of 300 business and logistics experts by software provider AEB and the Duale Hochschule Baden-Württemberg (DHBW) University in Germany has found that although many firms collaborate closely with suppliers, the majority are failing to capitalise on the significant opportunities this creates.
Last year saw the rapid evolution of the "we want it now" consumer. Today we expect a personalised experience, demand it in a shorter timeframe and are knowledgeable enough to recognise poor customer service when we’re faced with it.
When employees leave a company the knee-jerk reaction is to blame it on a bad boss. However, new research has revealed that workers leave good bosses too – and that there may actually be a silver lining to their departure.
A phrase used in films, magazines and to our loved ones is that “distance makes the heart grow fonder”. But why is this? And can this concept be applied to your business?
Andrew Morris, the CEO of the Academy for Chief Executives, offers some advice on the gaffes to avoid and the steps to take to ensure your business relationships stay in good shape over the long term.
In our fast-paced business world, successful companies are realising that they need to introduce a new culture of change and innovation. Central to this transformation is the CFO, who must work closely with his or her CEO to develop and implement strategic changes that will deliver sustainable growth.