An examination of the revenue generating capability of co-branded cards associated with Frequent Flyer Programmes

The Frequent Flyer Program (FFP) is fast changing the scope of ancillary revenues. The sale of miles to third-party partners has epitomised the revenue generating capability of FFPs, which has yielded co-branded credit cards as a prominent instrument in substantially boosting earning streams. This study triangulates the tripartite composition of airlines, banks and payment networks that formulate the sale of miles and the resulting value that accrues. A survey was conducted at a prominent commercial conference devoted to the subject area, along with secondary data to ascertain the financial impact of today's FFPs and to investigate the underpinning factors as to how they are producing such stellar incremental revenue streams. The findings indicate that there are a low number of active FFP members, while one-third of new members signup for a co-branded credit card. The hierarchical tier structure supporting the compositional framework of FFPs has a significant impact on membership levels and loyalty engagement. A large proportion of ancillaries now evolve from airline co-branded credit cards which have significantly contributed in propping up the overall value of FFPs. Banks are distributing record numbers of airline co-branded credit cards where the top tier segment spend heavily, while a substantial proportion of such rewards cards now propagate through the payment networks. The symbiotic commercial partnership that is being forged between airlines and banks is prodigious and the industry has engineered a tool that harnesses noticeable returns which can significantly assist in sustaining the financial future in an ever changing landscape.     

The bounded welfare pluralism: public–private partnerships under social management in China

This article discusses a new public–private partnership promoted by an emerging social management agenda in China. Based on an analysis of recent developments in social policy, the present study suggests that the inherent logic and local practice of social management has crowded out the space for societal sectors despite the proclaimed recognition of their social contribution. The collaboration of public and private entities in welfare provision by social management may end up merely co-opting civic organizations into taking responsibility for meeting welfare targets over which they have scant influence, while providing little support for them to thrive and prosper.     

The friend or foe fallacy: Why your best customers may not need your friendship

Organizational transactions are handled along a continuum of the firm’s customer relationships, ranging from relational and friendly to more adversarial and us-versus-them in demeanor. For top customers, the approach is almost always close and relational. In this article, we question this view and suggest that it is beneficial to condition the firm’s relationship development efforts on an understanding of the true value to be gained from partnering and increased closeness. We provide a framework with which managers can diagnose their current portfolio of relationships with key customers or suppliers and offer suggestions for action. We provide an empirical illustration of the typical distribution of responses among five regions of the framework and discuss its implications.     

论有限合伙企业的治理结构

我国法律规定,有限合伙企业的有限合伙人,除法定的例外情形,不能执行合伙事务。但此规定明显落后于其他国家的立法,也不适合我国国情。因此,应借鉴其他国家的先进立法例,在实践中放宽对有限合伙人执行合伙事务的限制,赋予有限合伙人更大范围内参与、执行合伙事务的权利,构建适合我国国情和实践的有限合伙企业治理结构。     

试论中国人保向金融集团化发展——建立中国人保银行的探讨

当今世界金融业发展趋势已向综合经营迈进,银行业向保险领域大力拓展,保险业向银行领域逐渐融合,中国人保集团也应抓住这一难得机遇,探索建立＂中国人保银行＂,创建多元发展新格局,从而实现中国人保集团向＂金融集团＂的发展。     

Communicating across tourism silos for inclusive sustainable partnerships

Abstract

Overcoming traditional tourism silos to develop long-term relationships with stakeholders is essential for transformational change. Adopting broader networks connects researchers to pertinent issues facing society, develops reciprocal capacities for learning, and creates inclusive sustainable partnerships. As critical tourism scholars and not-for-profit employees, we illustrate the journey of how we engaged collaboratively with diverse stakeholders, from businesses, not-for-profits and the university, to tackle issues of economic disadvantage and social exclusion. Critical hospitality and dialogue theory were adopted to provide a framework for the processes of collaboration, research, networking, and advocacy work for inclusive sustainable spaces. Drawing on our involvement with co-founding a collaborative research network, the Network for Community Hospitality, and analysis of data from two Ketso workshops and interviews with 41 network members, we present reflections on setting up and facilitating the network. In addition, two examples of collaborative Network activities are presented to illustrate the techniques and dialogic communication processes for doing critical hospitality. The article thereby contributes by providing empirically informed and reflexive understandings into the experiences of working and communicating within long-term inclusive partnerships with diverse stakeholders to create traction for positive social sustainable change.     

A Comparison of Western Business Instruction in China With U.S. Instruction: A Case Study of Perceived Program Emphases and Satisfaction Levels

This research presents a case study of a joint business degree program between an Association to Advance Collegiate Schools of Business International (AACSB‐I) accredited business school in the United States and a Chinese PhD granting partner university. The case investigates the impact of a U.S.‐based curriculum, taught by U.S. instructors and which uses all English instruction on Chinese student perceptions of program emphases and satisfaction. It compares these perceptions with those of U.S. sister students. The comparison reveals program dissatisfaction among Chinese students when contrasted to U.S. students and for the most part a failure to attend to the program emphases of the West. Reasons for the departures are explored and strategies for improvement are developed.     

Multi-stakeholder platforms for linking small farmers to value chains: evidence from the Andes

Value chains linked to urban markets and agro-industry present new opportunities for adding value and raising rural incomes. Small farmers, who produce small volumes, struggle to enter these markets. A lack of trust among value chain actors increases transaction costs and short-circuits innovation. This paper explores how multi-stakeholder platforms have been used to address these problems in potato-based value chains in Bolivia, Peru and Ecuador. It uses the Institutional Analysis and Development (IAD) framework to understand how platforms work. Differences in characteristics of the value chains, the participating actors and institutional arrangements have led to the emergence of two types of platforms. The first type brings traders, processors, supermarkets and others together with farmer associations and research and development (R&D) organizations to foster the development of new market opportunities through commercial, institutional and technological innovation. The second type is structured around geographically delimited supply areas, meshing farmers and service providers to address market governance issues in assuring volumes, meeting quality and timeliness constraints and empowering farmers. Evidence from these cases indicates that platforms that bring stakeholders together around value chains can result in new products, processes, norms and behaviours that benefit poor farmers, which could not have been achieved otherwise.     

The Ghana Grains Partnership

A surge in international food prices that began in 2008 led to a variety of responses from African governments, ranging from price controls, trade restrictions and food security stocks, to facilitating longer-term increase in supply-side increases in production. In Ghana, the objectives emphasized broad-based, pro-poor agricultural growth, expansion of high-value cash crops and improved production of food crops. A hybrid of crop rotation plus addition of external inputs of fertilizers in a modern intensified farming regime was seen as a way forward. The Ghana Grains Partnership (GGP) was underpinned by this assumption, addressing a national shortfall in maize through a coordinated and market-led value chain development approach. The Partnership was initially made up of international and national agribusinesses, an agricultural development fund, farmers and farmer associations and a commercial bank and coordinated by Prorustica. The GGP adopted innovative approaches such as the coordination of commercial and non-commercial objectives. The focus on complete agricultural value chains provided a holistic approach to meet the needs of farmers for agricultural inputs and finance and addressed constraints to more effective commodity output markets. The Partnership's basic principles included the setting up of a farmers' grain association with the partners sharing the costs, benefits and risks.