MED BEST PRACTICES OF OPERATIONS & MARKETING
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This document discusses best practices for operations and marketing in the medical field. It covers a wide range of topics for both functions including production systems, market research, market strategy, segmentation, branding, and metrics for operations as well as sales management, customer management, CRM, and competitive intelligence for marketing. The goal is to optimize efficiency, quality, and customer satisfaction through continuous improvement and collaboration between operations and marketing teams.
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MEASUREMENTS
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MEASUREMENTS
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MEASUREMENTS
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CAREER KEY ACCOMPLISHMENTS
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PROFESSIONAL LEADERSHIP
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FULL TECHNICAL LEADERSHIP
This document lists the author's extensive publications, presentations, and areas of expertise related to technical leadership in operations, marketing, sales, CEO/COO issues, innovation, and knowledge. The author has written over 20 books and contributed to or led over 150 journals, periodicals, and databases focused on providing world-class technical support and knowledge transfer in these areas. Their work has been audited and endorsed by major organizations.
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The document lists various accounting, financial, and operational metrics used to measure and evaluate the cost, profitability, efficiency, and performance across many areas of business including accounting, finance, operations, supply chain, marketing, and customer relationships. Some examples include return on assets, cash conversion cycle, break even analysis, contribution margin, inventory turns, fixed asset turnover, earnings per share, price to earnings ratio, net present value, internal rate of return, and customer satisfaction.
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This document outlines 64 core competencies for attaining market advantage as demonstrated by Toyota and Tiffany International in their global operations and marketing strategies. Some of the key strategies that led to significant gains for both companies include implementing total quality management, lean production, reducing costs throughout the supply chain and operations, and deploying strategic marketing practices. Both Toyota and Tiffany increased profits substantially, gained significant market share and customer satisfaction through executing on these core competencies.
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This document outlines the scope of additions to an organization's HRM strategy. It includes analyzing organizational structure and culture, aligning human capital with enterprise strategy, and matching future resource and talent needs. It also addresses sustainability, ethics, employee value proposition, health and safety, compensation philosophy, change management, diversity, learning and development, talent acquisition and assessment, and flexibility. The scope aims to support organizational performance through analysis, leadership, and efficiency.
SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
This document lists numerous consulting projects conducted by the company in marketing and operations. In marketing, projects led to gains such as 215% increase in sales through emotional intelligence marketing. In operations, projects reduced costs such as Anheuser Busch reducing cost of goods by 12%. The company has offices in 378 locations across 239 countries on 6 continents, allowing them to take on global projects implementing marketing and operations strategies for clients worldwide.
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SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
MED BEST PRACTICES OF OPERATIONS & MARKETING
- 1. MED BEST PRACTICES OF OPERATIONS & MARKETING OPERATIONS MARKETING PRODUCTION SYSTEMS MARKET RESEARCH TYPES MARKET STRATEGY CONTINUOUS FLOW MARKET SEGMENTATION DISCRETE PART MARKET CATEGORIES ENGINEER TO ORDER MARKET CHANNELS PURCHASE TO ORDER CONTINUITY MARKETING MAKE TO ORDER ATTRIBUTION ASSEMBLE TO ORDER BRANDING MAKE TO STOCK PROMOTIONS SERVICE TRANSFORMATION MICROMARKETING MASS SERVICES PRECISION MARKETING OUTSOURCING REAL TIME MARKETING SUPPLY CHAIN SALES STRATEGY METRICS SALES FORCE MANAGEMENT EFFECTIVENESS CATEGORY MANAGEMENT PRICE CHANNEL MANAGEMENT QUALITY DISTRIBUTION MANAGEMENT TIME AREA MANAGEMENT FLEXIBILITY TERRITORY MANAGEMENT AVAILABILITY SUPPLY-DEMAND ECOLOGICAL NETWORK OPTIMIZATION EFFICIENCY MARKET MANAGEMENT PRODUCTIVITY PRODUCT MANAGEMENT CYCLE TIMES SALES MANAGEMENT UTILIZATION SEGMENTATION THROUGHPUT CUSTOMER FOR LIFE TIME MOTION CUSTOMER CORE ASSET EFFECTIVENESS CUSTOMER FIRST CONFIGURATION MANAGEMENT CUSTOMER REQUIREMENTS TECHNOLOGICAL END USER ANALYSIS CAPACITY CUSTOMER MANAGEMENT LOCATION MARKETING PROGRAM OUTSOURCING CRM PROCESS TECHNOLOGY POINT OF SALE AUTOMATION COMPETITION STRATEGY PRODUCTION PLAN MARKET AND COMPETITION INTELLIGENCE ORGANIZATIONAL MARKET INSIGHTS WORKER SKILLS MACRO-MARKETING TEAM COORDINATION SOCIAL MARKETING WORK INCENTIVES PERMISSIVE MARKETING INFORMATION FLOW DIRECT MARKETING QFD AND VOC