The demands on employees in modern business increase year on year as the pace of change accelerates.

Employees must get to grips with providing higher levels of service than the competition at a competitive cost per unit. These challenges create increasing pressure on individuals and managers. In this environment, a partnership approach to engaging employees is a necessary tool for business survival and essential for competitive success...

All businesses require a strategy. Usually the aim of that strategy is to create shareholder value through improving the financial performance of the business. So it can be said that the aim of all business strategies is ultimately to create financial value. However for any sustainable value to be created a number of major strands must be developed. As the Balanced Scorecard demonstrates, shareholder value results from the key areas within the company all pulling in the same direction. Specifically the scorecard highlights four key dimensions

Every operator would like to have its customers saying how delighted they are with the service they are receiving. However, high levels of customer satisfaction are not easy to achieve. But there are some top level principles which can help companies navigate to better customer service. In this article Allan Drew of Coote Harvard explains the cumulative nature of building great service.

In a world of e-business, the channels for connecting with customers have become splintered, reflecting a new and more complex reality. Customers can use your website, obtain information to compare your company with others, and to contact you by email.

They can call your call centre, go through 4 or 5 levels of IVR, hold for 25 minutes and still be disconnected before speaking to a real person. Their experience of interacting with you can be satisfactory, but rarely satisfying. Has the interaction been designed to engage the customer or merely to keep your costs as low as possible?