Managing a Service Firm: A Different Management Game
Fortune magazine defines a service firm as a firm whose services provide fifty percent of its sales. Service sector firms account for sixty-six percent of the gross national product (GNP) while goods-producing firms account for thirty-four percent. This economic transition is called the Service Sector Revolution. The management of a service firm differs from the management of a good producing firm. The demand for services varies greatly, and several management strategies are available. Many service firms work directly with the customer. Management techniques must reflect this relationship.
Publication Name: National Productivity Review
Managing Our People Needs Training
Better management and training of Comptroller enlistees is necessary to the Air Force (AF) because of stricter budget limitations and higher dollar expenses. Patterns of career fields are a positive approach to higher grade and skill levels. Management and training of personnel is as important an area as the computation of travel, military pay input, budget, or cost analysis.
Publication Name: Air Force Comptroller
Managing financial variation: insights into the finance/marketing interface
Total quality management (TQM) dictates that finance and marketing design strategies complement each other to ensure the continued financial success of the firm. Management should recognize the interdependencies that exist between the finance and marketing functions to cope with the variation-producing effects brought about by functions running in a self-maximizing behavior.
Publication Name: Managerial Finance
- Abstracts: Coordinating Cash, Credit Management Speeds Export Collections. NCCMA Plan to Certify Cash Managers Gets Mixed Reactions
- Abstracts: Manufacturing a new range of axial flow fans. Improvements in gas turbine manufacturing at EGT
- Abstracts: The strategic exercise of options: development cascades and overbuilding in real estate markets. Real interest rates and inflation: an ex-ante empirical analysis
- Abstracts: Managing public impressions: environmental disclosures in annual reports. The chairman's statement: A content analysis of discretionary narrative disclosures
- Abstracts: Actual Tax Earnings - A Re-Assessment. Unrecorded intangible assets: abnormal earnings and valuation. Earnings management to avoid earnings decreases and losses