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Fin Cathrine - One of the best experts on this subject based on the ideXlab platform.
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Microfinance : are there ethical differences between different Norwegian microfinance institutions based on their ownership types?
Universitetet i Agder ; University of Agder, 2011Co-Authors: Fin CathrineAbstract:Masteroppgave i økonomi og administrasjon - Universitetet i Agder 2011Microfinance is an exciting and interesting topic that lacks an extensive amount of research. Microfinance has been more and more commercialized over the last years, but few have written about the absolute effect of microfinance. Can microfinance really be the answer to the poverty in the world or is it just a social trend? The motivation for this master thesis was the diversity of the good and negative publicity about microfinance before and after the documentary “Caught in Micro Debt” that was aired on NRK the 30 November 2010. I wanted to extend my knowledge within the field of microfinance and find out the “truth” about this topic. Are microfinance helping people to climb out of poverty or is it hurting people by charging high interest rates and making them become debt slaves? This thesis aims at explaining the ethical differences between for-profit and non-profit microfinance institutions. The differences are investigated and discussed on basis of the different Norwegian microfinance institutions; Kolibri Capital, Mission Alliance (Alliance Microfinance), Norfund, Norwegian Microfinance Initiative and Strømme foundation (Strømme Microfinance) . I have chosen to exclude insurance and savings and to only focus on microfinance in the form of microloan. Ethical differences are in this thesis explained from; 1) Customer Segment; whether or not the microfinance institutions lend to women and people living in rural areas. 2) If the organization aims at making a profit on microfinance or not, and the size of this profit. 3) If the institutions provide education to their borrowers, e.g. teach them how to read and write, basic accounting, etc. The thesis reveals that there are some ethical differences between the for-profit and non-profit organizations based on their Customer Segment, Customer outreach, profit margin and education and training that is included with the loan
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Microfinance : are there ethical differences between different Norwegian microfinance institutions based on their ownership types?
Universitetet i Agder ; University of Agder, 2011Co-Authors: Fin CathrineAbstract:Microfinance is an exciting and interesting topic that lacks an extensive amount of research. Microfinance has been more and more commercialized over the last years, but few have written about the absolute effect of microfinance. Can microfinance really be the answer to the poverty in the world or is it just a social trend? The motivation for this master thesis was the diversity of the good and negative publicity about microfinance before and after the documentary “Caught in Micro Debt” that was aired on NRK the 30 November 2010. I wanted to extend my knowledge within the field of microfinance and find out the “truth” about this topic. Are microfinance helping people to climb out of poverty or is it hurting people by charging high interest rates and making them become debt slaves? This thesis aims at explaining the ethical differences between for-profit and non-profit microfinance institutions. The differences are investigated and discussed on basis of the different Norwegian microfinance institutions; Kolibri Capital, Mission Alliance (Alliance Microfinance), Norfund, Norwegian Microfinance Initiative and Strømme foundation (Strømme Microfinance) . I have chosen to exclude insurance and savings and to only focus on microfinance in the form of microloan. Ethical differences are in this thesis explained from; 1) Customer Segment; whether or not the microfinance institutions lend to women and people living in rural areas. 2) If the organization aims at making a profit on microfinance or not, and the size of this profit. 3) If the institutions provide education to their borrowers, e.g. teach them how to read and write, basic accounting, etc. The thesis reveals that there are some ethical differences between the for-profit and non-profit organizations based on their Customer Segment, Customer outreach, profit margin and education and training that is included with the loan
Andryana, Tiara Sartika - One of the best experts on this subject based on the ideXlab platform.
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Strategi Pengembangan Bisnis Tanaman Hias PT Monfori Nusantara Dengan Pendekatan Model Bisnis Kanvas
'Graduate Program of Management and Business Bogor Agricultural University', 2019Co-Authors: Andryana, Tiara Sartika, Daryanto, Heny K., Maulana AgusAbstract:The objectives of this study are (1) identifying the business model that is run by PT. Monfori Nusantara with the Canvas Business Model approach; (2) identifying any external and internal factors that affect the business model of the company PT. Monfori Nusantara through SWOT analysis so that alternative strategies are created; (3) Designing a Business Model Canvas repairs as a business development strategy for PT. Monfori Nusantara in the future. The method used was the Canvas Business Model and SWOT. The results of this study are the creation of new values through 9 elements of the Canvas Business Model and strategies such as: expanding the Customer Segment within the scope of the firm value proposition, increasing efficiency and production capacity, expanding supply propositions, increasing RnD and cost allocation. SWOT analysis on strengths for Customer Segment elements shows that value propositions and marketing channels have a strong quality relationship with Customer Segments and products; while the weakness of the Customer Segment is that the company has not optimized domestic marketing. For the opportunity, the company can utilize the market for plantation crops whereas for the threat, the potential Customers can feel bored. PT Monfori Canvas Business Model Improvement produces several targets and developments in each element. The goal of improving each element in the canvas business model aims to expand the potential value propositions that can be offered by PT Monfori.Keywords: business model canvas, floriculture, SWOT, value innovation, tissue cultureAbstrak: Tujuan penelitian ini adalah (1) Mengidentifikasi model bisnis yang dijalankan PT. Monfori Nusantara dengan pendekatan Model Bisnis Kanvas; (2) Mengidentifikasi apa saja faktor eksternal dan internal yang memengaruhi model bisnis perusahaan PT. Monfori Nusantara melalui analisis SWOT sehingga terciptanya alternatif strategi; (3) Merancang Model Bisnis Kanvas perbaikan sebagai strategi pengembangan bisnis PT. Monfori Nusantara di masa depan. Metode yang digunakan adalah Model Bisnis Kanvas dan SWOT. Hasil penelitian ini adalah penciptaan nilai baru melalui 9 elemen Model Bisnis Kanvas dan strategi seperti: memperluas segmen pelanggan dalam lingkup proposisi nilai perusahaan, meningkatkan efisiensi dan kapasitas produksi, memperluas penawaran poposisi, meningkatkan RnD dan alokasi biaya. Analisis SWOT kekuatan untuk elemen segmen pelanggan, proposisi nilai, saluran pemasaran memiliki kualitas hubungan yang kuat dengan segmen pelanggan maupun produk; sedangkan kelemahan segmen pelanggan: belum mengoptimalkan pemasaran domestik; peluang: memanfaatkan pasar tanaman perkebunan; ancaman: calon pelanggan dapat merasa jenuh. Perbaikan Model Bisnis Kanvas PT Monfori menghasilkan beberapa sasaran dan pengembangan pada tiap elemen. Sasaran pada perbaikan tiap elemen pada model bisnis kanvas bertujuan untuk memperluas potensi proposisi nilai yang dapat ditawarkan PT Monfori.Kata kunci: model bisnis kanvas, florikultura, SWOT, inovasi nilai, kultur jaringa
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Strategi pengembangan pasar domestik bisnis tanaman hias pt.monfori nusantara dengan pendekatan model bisnis kanvas
2019Co-Authors: Andryana, Tiara SartikaAbstract:The ornamental plant industry has been proven over the past 5 years showing a positive contribution to economic growth. The increase in production activities of ornamental plants is marked by an increase in planting area. Based on BPS data it is known that there is an increase in planting area by an average of 2% per year. In the span of 5 years (2011-2016) the last average increase in production of ornamental plants in the form of cut flowers rose 7.85% / year, cut leaves rose 19.44% / year, potted plants rose 5.13% / year, landscaping plants 6.85% / year, seeds plants also rose an average of 6.46% / year. However, it is known that increased production of ornamental plants has not met national demand due to low productivity. This is due to the lack of availability of ornamental plant seeds, while demand is increasing so that the availability of seeds is still very dependent on imported seeds. PT Monfori Nusantara as a floriculture industry actor engaged in ornamental plant propagation services through tissue culture needs to have the right business strategies and business models in the development of domestic market in the industry. The purpose of this study was to analyze and design a business model for domestic improvement of PT Monfori Nusantara based on the Business Model Canvas (BMC) approach and the SWOT (Strenght-Weakness-Opportunity-Threat) analysis. Based on the research it is known that PT Monfori has several problems in the company's business model today, such as the Customer Segment elements and value propositions. Through the results of the SWOT analysis of internal and external factors, the company shows the weaknesses and strengths of the company and opportunities that can be developed to overcome threats. Through the improvement of the new Business Model Canvas the company must improve the company's business model towards new innovations that will expand the company's business development for the future. The results of the improvement of the Business Model Canvas were then suggested in the application of managerial implications that would be taken into account by PT Monfori's management. Among them was expanding the offer of corporate’s value propositions in plant leasing services, expansion of new market Segments, development of plantation crops, increasing production capacity, improve the quality of R&D, improve production efficiency, and collaboration in research
Hyun Seok Hwang - One of the best experts on this subject based on the ideXlab platform.
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Customer Segmentation and strategy development based on Customer lifetime value: A case study
Expert Systems with Applications, 2006Co-Authors: Su Yeon Kim, Tae-soo Jung, Eui-ho Suh, Hyun Seok HwangAbstract:The more a marketing paradigm evolves, the more long-term relationship with Customers gains its importance. CRM, a recent marketing paradigm, pursues long-term relationship with profitable Customers. It can be a starting point of relationship management to understand and measure the true value of Customers since marketing management as a whole is to be deployed toward the targeted Customers and profitable Customers, to foster Customers' full profit potential. Corporate success depends on an organization's ability to build and maintain loyal and valued Customer relationships. Therefore, it is essential to build refined strategies for Customers based on their value. In this paper, we propose a framework for analyzing Customer value and Segmenting Customers based on their value. After Segmenting Customers based on their value, strategies building according to Customer Segment will be illustrated through a case study on a wireless telecommunication company.
Mohamed Zaki - One of the best experts on this subject based on the ideXlab platform.
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more than a feeling toward a theory of Customer delight
Journal of Service Management, 2020Co-Authors: A Parasuraman, Joan Ball, Lerzan Aksoy, Timothy L Keiningham, Mohamed ZakiAbstract:Responding to an increasing call for a more comprehensive conceptualization of Customer delight, the purpose of this paper is to expand the theory of Customer delight and to examine the implications of such an expanded view for service theory and practice.,This paper presents the results of three qualitative studies. The first study explores Customer delight through self-reported consumption experiences in Customer-selected contexts, followed by one-on-one in-depth interviews. The second involves focus groups and the third examines self-reported incidents of delightful Customer experiences.,This research finds that Customer delight goes beyond extreme satisfaction and joy and surprise to include six properties that—individually or in combination—characterize Customer delight. An expanded conceptualization of how Customer delight can be defined is proposed in which Customer delight is associated with various combinations of six properties – the Customer experiencing positive emotions, interacting with others, successful problem-solving, engaging Customer’s senses, timing of the events and sense of control that characterizes the Customer's encounter.,It is clear from the findings of this research that there is no single property that is associated with delight. Through the facilitation of multiple properties, managers have the potential to create a multitude of routes to delight. It is recommended that future research (1) identify and explicate these alternative routes for engendering delight using the six properties identified, and (2) develop a general typology based on service context and characteristics, Customer Segment, etc. that further stimulates scholarship on delight, and offers more industry-specific insights for managers.,Insights from this investigation will encourage managers and service designers to think more broadly and creatively about delight. Doing so will open up new opportunities for achieving Customer delight, beyond merely focusing on extreme satisfaction or surprise and joy strategies currently dominating discussions of Customer delight.,This paper makes several contributions to the service literature. First, it extends current conceptualizations of Customer delight and offers an expanded definition. Next, it demonstrates how this new understanding extends the existing literature on delight. Finally, it proposes an agenda for future delight research and discusses managerial implications, opening up new opportunities for firms to design delightful Customer experiences.
Maulana Agus - One of the best experts on this subject based on the ideXlab platform.
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Strategi Pengembangan Bisnis Tanaman Hias PT Monfori Nusantara Dengan Pendekatan Model Bisnis Kanvas
'Graduate Program of Management and Business Bogor Agricultural University', 2019Co-Authors: Andryana, Tiara Sartika, Daryanto, Heny K., Maulana AgusAbstract:The objectives of this study are (1) identifying the business model that is run by PT. Monfori Nusantara with the Canvas Business Model approach; (2) identifying any external and internal factors that affect the business model of the company PT. Monfori Nusantara through SWOT analysis so that alternative strategies are created; (3) Designing a Business Model Canvas repairs as a business development strategy for PT. Monfori Nusantara in the future. The method used was the Canvas Business Model and SWOT. The results of this study are the creation of new values through 9 elements of the Canvas Business Model and strategies such as: expanding the Customer Segment within the scope of the firm value proposition, increasing efficiency and production capacity, expanding supply propositions, increasing RnD and cost allocation. SWOT analysis on strengths for Customer Segment elements shows that value propositions and marketing channels have a strong quality relationship with Customer Segments and products; while the weakness of the Customer Segment is that the company has not optimized domestic marketing. For the opportunity, the company can utilize the market for plantation crops whereas for the threat, the potential Customers can feel bored. PT Monfori Canvas Business Model Improvement produces several targets and developments in each element. The goal of improving each element in the canvas business model aims to expand the potential value propositions that can be offered by PT Monfori.Keywords: business model canvas, floriculture, SWOT, value innovation, tissue cultureAbstrak: Tujuan penelitian ini adalah (1) Mengidentifikasi model bisnis yang dijalankan PT. Monfori Nusantara dengan pendekatan Model Bisnis Kanvas; (2) Mengidentifikasi apa saja faktor eksternal dan internal yang memengaruhi model bisnis perusahaan PT. Monfori Nusantara melalui analisis SWOT sehingga terciptanya alternatif strategi; (3) Merancang Model Bisnis Kanvas perbaikan sebagai strategi pengembangan bisnis PT. Monfori Nusantara di masa depan. Metode yang digunakan adalah Model Bisnis Kanvas dan SWOT. Hasil penelitian ini adalah penciptaan nilai baru melalui 9 elemen Model Bisnis Kanvas dan strategi seperti: memperluas segmen pelanggan dalam lingkup proposisi nilai perusahaan, meningkatkan efisiensi dan kapasitas produksi, memperluas penawaran poposisi, meningkatkan RnD dan alokasi biaya. Analisis SWOT kekuatan untuk elemen segmen pelanggan, proposisi nilai, saluran pemasaran memiliki kualitas hubungan yang kuat dengan segmen pelanggan maupun produk; sedangkan kelemahan segmen pelanggan: belum mengoptimalkan pemasaran domestik; peluang: memanfaatkan pasar tanaman perkebunan; ancaman: calon pelanggan dapat merasa jenuh. Perbaikan Model Bisnis Kanvas PT Monfori menghasilkan beberapa sasaran dan pengembangan pada tiap elemen. Sasaran pada perbaikan tiap elemen pada model bisnis kanvas bertujuan untuk memperluas potensi proposisi nilai yang dapat ditawarkan PT Monfori.Kata kunci: model bisnis kanvas, florikultura, SWOT, inovasi nilai, kultur jaringa
