你若安好,便是晴天

2020年是不平凡的一年,新冠肺炎疫情席卷全国。作为母亲的我更是惴惴不安,因为女儿所在的医院被确定为北京市第一批发热筛查定点医院,我担心我最爱的女儿可能要再次去危险的前线奋战。1月23日,一通电话最终证明了我的担忧。“妈妈,我已经报名参加我们医院的肺炎疫情防控医疗工作,如果疫情再严重的话,我就要去支援一线了,这是我的职责,希望您能支持我。”     

International portfolio diversification is better than you think

Using aggregate data on bilateral cross-border equity holdings, we investigate whether investors correctly hedge their over-exposure to domestic risk (the well-known equity home bias) by investing in foreign stock markets that have low correlation with their home stock market. To deal with the endogeneity of stock return correlations, we instrument current correlations with past correlations. Controlling for many determinants of international portfolios, we find that, all else equal, investors do tilt their foreign holdings towards countries, which offer better diversification opportunities. The diversification motive that we uncover is stronger for source countries exhibiting a higher level of home bias.     

Lead for loyalty.

The greater the loyalty a company engenders among its customers, employees, suppliers, and shareholders, the greater the profits it reaps. Frederick Reichheld, a director emeritus of Bain & Company, offers advice on improving loyalty that is based on more than a decade of research. Primarily, he says, outstanding loyalty is the direct result of the decisions and practices of committed top executives with personal integrity. The "loyalty leader" companies--those with the most impressive loyalty credentials--are a diverse group, ranging from Vanguard and Northwestern Mutual to Chick-fil-A, Harley-Davidson, Intuit, and Enterprise Rent-A-Car. But beneath their surface variations lie six strikingly similar relationship strategies: 1. Preach what you practice. Executives must preach the importance of loyalty in clear, precise, powerful terms. 2. Play to win-win. It's not enough that your competitors lose; your partners must win. There's a clear connection, for instance, between a company's treatment of its employees and its attitude toward customers. 3. Be picky. A truly humble company knows it can satisfy only certain customers, and it goes all out to keep them happy. Careful selection of employees also plays an important role. 4. Keep it simple. Great leaders understand that they must simplify rules for decision making. 5. Reward the right results. Many companies reward employees who grab short-term profits and short-change those who build long-term value and customer loyalty. 6. Listen hard, talk straight. Long-term relationships require honest, two-way communication and learning. Exemplary leaders break through the cynicism of the times by showing they believe that an organization thrives when its partners and customers do.     

The mismanagement of customer loyalty

Who wouldn't want loyal customers? Surely they should cost less to serve, they'd be willing to pay more than other customers, and they'd actively market your company by word of mouth, right? Maybe not. Careful study of the relationship between customer loyalty and profits plumbed from 16,000 customers in four companies' databases tells a different story. The authors found no evidence to support any of these claims. What they did find was that the link between customers and profitability was more complicated because customers fall into four groups, not two. Simply put: Not all loyal customers are profitable, and not all profitable customers are loyal. Traditional tools for segmenting customers do a poor job of identifying that latter group, causing companies to chase expensively after initially profitable customers who hold little promise of future profits. The authors suggest an alternative approach, based on well-established "event-history modeling" techniques, that more accurately predicts future buying probabilities. Armed with such a tool, marketers can correctly identify which customers belong in which category and market accordingly. The challenge in managing customers who are profitable but disloyal--the "butterflies"--is to milk them for as much as you can while they're buying from you. A softly-softly approach is more appropriate for the profitable customers who are likely to stay loyal--your "true friends." As for highly loyal but not very profitable customers--the "barnacles"--you need to find out if they have the potential to spend more than they currently do. And, of course, for the "strangers"--those who generate no loyalty and no profits--the answer is simple: Identify early and don't invest anything.     

Contact management and customer loyalty

This paper is concerned with examining how contact management influences customer loyalty in the retail banking industry. The concept of contact management is explored and developed with reference to the literature on retention, service quality and loyalty. Customer experiences with contacting their bank and their intentions were obtained by means of an online survey, in which consumers were asked about their points of contact with their banks and their intentions to continue their custom and make recommendations. The findings of the survey suggest that contact management plays a significant role in customers' stated intentions. The study concludes that banks and building societies need to manage customer contacts to achieve high levels of customer satisfaction levels and so that loyalty is strengthened.     

Build loyalty in business markets

Companies often apply consumer marketing solutions in business markets without realizing that such strategies only hamper the acquisition and retention of profitable customers. Unlike consumers, business customers inevitably need customized products, quantities, or prices. A company in a business market must therefore manage customers individually, showing how its products or services can help solve each buyer's problems. And it must learn to reap the enormous benefits of loyalty by developing individual relationships with customers. To achieve these ends, the firm's marketers must become aware of the different types of benefits the company offers and convey their value to the appropriate executives in the customer company. It's especially important to inform customers about what the author calls nontangible nonfinancial benefits-above-and-beyond efforts, such as delivering supplies on holidays to keep customers' production lines going. The author has developed a simple set of devices-the benefit stack and the decision-maker stack-to help marketers communicate their firm's myriad benefits. The vendor lists the benefits it offers, then lists the customer's decision makers, specifying their concerns, motivations, and power bases. By linking the two stacks, the vendor can systematically communicate how it will meet each decision-maker's needs. The author has also developed a tool called a loyalty ladder, which helps a company determine how much time and money to spend on relationships with various customers. As customers become increasingly loyal, they display behaviors in a predictable sequence, from growing the relationship and providing word-of-mouth endorsements to investing in the vendor company. The author has found that customers follow the same sequence of loyalty behaviors in all business markets.     

Finance is good for the poor but it depends where you live

I examine whether or not the incomes of the poor systematically grow with average incomes, and whether financial development enhances the incomes of the poorest quintile. Following the methodology of Dollar and Kraay (2002), I find, once extending Dollar and Kraay’s data, their findings are robust to the Lucas critique and economic growth is important for poverty reduction universally. However, in comparison to other authors’ work I show financial development aids the incomes of the poor in certain regions, whilst it may be detrimental in others. This proposes evidence against a “one size fits all” model adding a further contribution to the literature on financial development and poverty.     

Solving the futures challenge - all you need is a 3LA

In this article, the author responds to a number of claims regarding the Integral Operating System, Causal Layered Analysis and the field of Futures. In particular, the author takes aim at those who claim that the reason the futures field has been lacking in influencing change towards more positive world is the result of not having an effective tool kit. To the contrary, the author suggests that the Futures community's failure at changing the existing ‘market driven paradigm’ has more to do with “… an unwillingness to get our hands dirty and to play in the same sandbox as our clients.” To that end the author targets in particular, a piece suggesting that making the Causal Layered Analysis more complex, exclusionary and ‘new and improved’ is the best way to make inroads into the economic liberalism model now in control. In counterpoint the author suggests that not only is this a flawed approach, it is unlikely to assist those with greatest need - the wider Futures Community.     

车算盘之换车篇

长时间面对一辆车,你也许有些厌倦;车型每天都在推陈出新,你也许受到诱惑;自己的老伙计跑了十几万公里,继续服役也许力不从心.当你遇到这些问题时,说明你该换辆座驾了,但之前应该把你的老伙计妥善处理.     

置换业务

卖鱼与银行业务 我的朋友在海边长大,他的父亲经营一家鱼餐厅,餐厅的鱼是弗雷德供应的,弗雷德给多家当地餐厅供应鱼.一天,我朋友与弗雷德谈起他的生意.弗雷德问:你一定想知道我为什么能取得成功?     

Antecedents of brand loyalty in South African retail banking

With new banks entering the South African market and consumers generally not satisfied with their current bank, brand loyalty in the banking sector is receiving greater attention. A gap in the literature exists regarding the issues of bank loyalty and their antecedents in South African retail banking because of the few studies available in the South African context, the new competitive environment in the banking sector, the multi-cultural nature of the market, and the likely switching behaviour by customers. The South African context is a multi-cultural environment and therefore offers a unique background as most previous brand loyalty studies have been in mono-cultural contexts. The purpose of this study was to investigate the antecedents of brand loyalty, including satisfaction, brand relationship quality, customer advocacy, and brand trust in retail banking. We report on a survey of 351 banking customers through SEM using AMOS. While the findings are generally supportive of previous studies, some surprising results are discussed and implications for both theory and practice are highlighted.

     

写好你的商业计划

要在事业上取得成功,在刚开始创业到获得收益之前,你必须要有资金,而且要有一定的流动资金.即使你已经成功了,你需要的资金将会更多.需要多少钱,什么时候要,需要根据企业的性质而定.除非你有一个很强的后盾,或者你只在一个小的家庭式的作坊里做鞋带生意,否则,融资在你整个创业阶段将是一个非常重要的内容.幸运的是,现在有许多融资渠道.如果一个不行,你可以再试另外一个.没有人说你只能用一种方式融资.例如,你可以组合10种方式来融资:储蓄、贷款、股票等等.     

管好你的碳资产

目前全球已进入节能减排的关键时期:中国政府已向国际社会郑重承诺到2020年单位国内生产总值二氧化碳排放比2005年下降40%～45%;而企业层面,碳资产管理也已悄然兴起,成为CFO必须直面的一个战略课题。随着全社会对减     

Nigerian SMEs: Commitment and loyalty to their banks

Commitment has a crucial role to play in underpinning long-term business relationships, and as such, is well established in the related academic literature. Limited research does, however, exist pertaining to the specific relationships between SMEs and their banks. This paper presents and assesses commitment relationship framework that seeks to evaluate such relationships. Various validated scale-sets from the existing studies are combined here to assess commitment, advocacy and repurchase intention. Data were collected from 199 SMEs via interviews with owners or senior (financial) managers. Their assessment involved exploratory factor analysis to determine underlying data structure, with internal reliability assessment of the identified factors. Commitment is established around two components; affective and calculative, whilst advocacy and repurchase intention converge into a single behavioural intentions factor. The two-dimensional presentation of commitment and behavioural intentions are also distinct. Originality lies in the validation of commitment and behavioural intention constructs within this specific business arena and geographical location, as well as showcasing research that involves engagement with smaller organisations rather than their larger counterparts in the consideration of bank performance.     

Are the determinants of bank loyalty brand specific?

One of the primary concerns of companies is to develop loyal customers, and banks are no exception. Past research attempted to examine the role of satisfaction, perceived quality and image, as drivers of bank brand loyalty. However the characteristics of specific bank brands were not taken into consideration. Using data collected from a sample of 216 retail bank customers, banking with five different banks in Athens Greece, this paper investigates whether similar antecedents could be used to predict brand loyalty in various institutions. The results imply that, depending on the bank, different drivers could influence in a dissimilar manner the formation of loyalty and therefore further research is needed to generalise the suggested models.