Milionska šteta za nepripremljene poslodavce
Unija poslodavaca Srbija obaveštava poslodavce u Republici Srbiji, stručnu i širu javnost da se uskoro očekuje usvajanje Zakona o sprečavanju zlostavljanja na radu uSkupštini Republike Srbije (Zakon je u skupštinskoj proceduri) i da se svi privredni subjekti, a posebno oni u sektoru usluga i proizvodnje sa velikim brojem zaposlenih moraju blagovremeno edukovati i pripremiti kako bi izbegli milionske kazne.
Karakteristike ovog Zakona nepovoljne po poslodavce su:
- Zaprećene kazne za nepoštovanje Zakona su vrlo visoke, u rasponu od 200 hiljada do više miliona dinara
- Rokovi za otklanjanje neprihvatljivog poslovanja, tj. mobiranja su vrlo kratki, a postupak dokazivanja da nije učinio zlostavljanje je isključivo na poslodavcu, suprotno prezumpciji nevinosti,
- Zaposleni može da napusti radno mesto dok se postupak pred sudom ne okonča, a poslodavac je obavezan da plaća 100% zarade (kao kod povrede na radu) zaposlenom
- Zaposleni koji su vodili postupak i lica svedoci u postupku imaju pravo zaštite od otpuštanja godinu dana po okončanju postupka, što u periodu tranzicije stvara mogućnost zloupotrebe od strane zaposlenih prema poslodavcu
Unija poslodavaca Srbije kao organizacija koja se zalaže za društveno odgovorno poslovanje i podržava usklađivanje domaće zakonske regulative sa propisima Evropske unije upozorava poslodavce i javnost da je zbog navedenih razloga neophodna blagovremena edukacija menadžera za ljudske resurse, direktora sektora i filijala, izvršnog menadžmenta i tim lidera u srpskim preduzećima kao prevencija slučajeva mobiranja i rigoroznih kazni.
Potrebno je široko predstaviti zakon u svetlu obaveza koje poslodavac mora da preduzme da bi izbegao zlostavljanje u preduzeću na nivou pretpostavljani – zaposleni (vertikalni mobing), ali i zlostavljanje na relaciji loših odnosa između zaposlenih na nivou iste vrste posla (horizontalni mobing). Ovaj zakon će najviše problema izazvati u bankama, osiguravajućim i telekomunikacionim kompanijama, elektroprivredi, medijskim kućama i svim onim javnim i privatnim preduzećima koja imaju veliki broj zaposlenih i razgranatu mrežu filijala, a čiji zaposleni svakodnevno komuniciraju sa korisnicima. Biće veoma teško pravno razgraničiti šta od onoga što šef svakodnevno zahteva od svog zaposlenog spada u redovnu radnu obavezu, a šta u zlostavljanje. Postoji mogućnost da domaći sudovi budu zatrpani tužbama zaposlenih kao što je to bio slučaj u Francuskoj i Grčkoj (gde je ovaj zakon stavljen van snage posle godinu i po dana).
Sličan Zakon se od 24 država EU primenjuje u svega dve skandinavske zemlje, Francuskoj i Irskoj i može da stvori kod poslodavca neprepoznavanje problema koji mogu da nastanu u primeni. Zbog toga je u svim zemljama gde je uveden sprovođenju zakona prethodila šestomesečna obuka poslodavaca u velikim i srednjim kompanijama sa preko 50 zaposlenih.
понедељак, 20. септембар 2010.
среда, 15. септембар 2010.
What Are the Benefits to a Brand of a Satisfied Customer?
While customer satisfaction is a critical component of brand equity, companies often underdeliver on service. To improve the service element can be costly; often it requires the substantial reorganization of a business. However, if the benefits of doing so can be quantified, such investment may be justified. And when high levels of service delivery have been achieved, strong marketing can help to enhance perceptions of good service
Customer Satisfaction and Brand Equity
In many large organizations, one team handles customer satisfaction while another manages brand equity. When these teams don’t collaborate or even communicate with one another, opportunities to increase brand value can be lost. This is an especially important issue in developed countries, where the proportion of information-based products and services continues to increase. To evaluate the relationship between service and brand equity for one mobile phone provider, we calculated a Customer Satisfaction Index based on an amalgam of customer satisfaction questions. Three groups of customers were created based on their level of service satisfaction. The higher their customer satisfaction, the more likely they were to endorse key brand health statements such as “are brands you want to be seen with” and “are trustworthy and reliable.”
For another analysis, we added questions to BrandZ, our global brand equity study, asking respondents if they would be extremely likely to recommend a brand to friends or colleagues, or if they would be unlikely to recommend it. By subtracting the “unlikely” score from the “extremely likely,” we created a “net” recommendation score for the brand.
We looked at these scores for different brand “typologies” (an independent classification of brands based on their size and strength). We found that the strongest brands, the “Olympics,” had an average recommendation score of 56. A much weaker group of established brands called “Fading Stars” had scores of 37, while the most vulnerable brands, those classified as “Weak,” averaged 29.
As these examples suggest, effective management of the customer experience is key to building customer commitment, brand equity, and hence sustained financial success. However, to consistently deliver a quality customer experience in any kind of extended business operation is easier said than done. Senior management may be unwilling to buy in to the expense — in terms of both time and money — of reorganization and training.
source: wpp.com
Customer Satisfaction and Brand Equity
In many large organizations, one team handles customer satisfaction while another manages brand equity. When these teams don’t collaborate or even communicate with one another, opportunities to increase brand value can be lost. This is an especially important issue in developed countries, where the proportion of information-based products and services continues to increase. To evaluate the relationship between service and brand equity for one mobile phone provider, we calculated a Customer Satisfaction Index based on an amalgam of customer satisfaction questions. Three groups of customers were created based on their level of service satisfaction. The higher their customer satisfaction, the more likely they were to endorse key brand health statements such as “are brands you want to be seen with” and “are trustworthy and reliable.”
For another analysis, we added questions to BrandZ, our global brand equity study, asking respondents if they would be extremely likely to recommend a brand to friends or colleagues, or if they would be unlikely to recommend it. By subtracting the “unlikely” score from the “extremely likely,” we created a “net” recommendation score for the brand.
We looked at these scores for different brand “typologies” (an independent classification of brands based on their size and strength). We found that the strongest brands, the “Olympics,” had an average recommendation score of 56. A much weaker group of established brands called “Fading Stars” had scores of 37, while the most vulnerable brands, those classified as “Weak,” averaged 29.
As these examples suggest, effective management of the customer experience is key to building customer commitment, brand equity, and hence sustained financial success. However, to consistently deliver a quality customer experience in any kind of extended business operation is easier said than done. Senior management may be unwilling to buy in to the expense — in terms of both time and money — of reorganization and training.
source: wpp.com
четвртак, 2. септембар 2010.
Brendiranje I deo
Početna ideja
Bez dobre ideje brend ne može da postoji! U ovoj fazi se obavlja analiziranje početne ideje o novom proizvodu ili uslugama, analiziranje tržišta i procena uspešnosti budućeg proizvoda ili usluge na tržištu, planiranje marketinških i finansijskih ciljeva.
Istraživanje
Primjenom dokazanih metoda, psiholozi i anketari vrše istraživanje tržišta, istraživanje ciljne grupe, konkurencije a zatim se podaci sitematizuju i obrađuju kako bi se stvorio model budućeg brenda. Tačne, sveže i relevantne informacije se obrađuju i imaju ključnu ulogu prilikom donošenja važnih odluka.
Bez dobre ideje brend ne može da postoji! U ovoj fazi se obavlja analiziranje početne ideje o novom proizvodu ili uslugama, analiziranje tržišta i procena uspešnosti budućeg proizvoda ili usluge na tržištu, planiranje marketinških i finansijskih ciljeva.
Istraživanje
Primjenom dokazanih metoda, psiholozi i anketari vrše istraživanje tržišta, istraživanje ciljne grupe, konkurencije a zatim se podaci sitematizuju i obrađuju kako bi se stvorio model budućeg brenda. Tačne, sveže i relevantne informacije se obrađuju i imaju ključnu ulogu prilikom donošenja važnih odluka.
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