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The effective reorganization of BMW Group applied to the New MINI: New strategies in the automotive manufacturing processes, sal

為了解決AG LUXURY的問題，作者Adari, Johannes-Cornelius,Thrane, Henrik,Taube, Pascale 這樣論述：

Inhaltsangabe: Abstract: The story of the automobile manufacturer production can not be told without the story of Henry Ford, who was one of the pioneers constructing his first horseless carriage in 1896. He incorporated the Ford Motor Company in 1903, proclaiming „I will build a car for the great m

ultitude". As predicted he did so in 1908 offering a Model T for ＄ 950. This model heralds the beginning of the motor age. The car evolved from a former luxury item for the well-to-do to essential transportation for the ordinary man. Ford also revolutionized automobile manufacturing, in 1914 the For

d plant used innovation production techniques and was able to turn out a complete chassis every 95 minutes. That was a revolution in the automobile manufacturing at the time, because the former production time took about 730 minutes to turn out a complete chassis Ford achieved that fast production

time by using a constantly moving assembly line, subdivision of labor, careful coordination of operations and he began to pay nearly double the wages offered by their competitors. His innovations made him an international celebrity in the industrial revolution and he was one of the first who thought

about „effective organization" to achieve a higher productivity. Ford's methods that changed the automobile production were perhaps not mainly the introduction of the assembly line, his goal was also to constantly standardizing the use of craftsmen. That firstly resulted in a high product variety d

espite in fact that they had been made using the same drawing. Secondly a lot of time was spent in fitting the parts together. These facts influenced major loss in productivity and under such circumstances a real mass-production was not possible. But by standardizing components and developing work r

outines was the first scope for an assembly line approach. The target of our case study is to present and analyze the changes in companies' organizations, applied to the example of BMW. The o Zur Biographie siehe https: //www.xing.com/profile/JohannesCornelius_Adari und http: //www.experte-haftpfl

ichtversicherung.de/profil Bilbliographie: 1. Geschäftsmodell für den Online-Vertrieb von Versicherungen für Privatpersonen, Bachelorarbeit (case study), 2002 2. Focusing on premium brands. BMW’s core strategy, Bachelorarbeit (case study), 2002 3. Introduction of IAS / IFRS by the BMW AG in 2000. Ne

eds, effects and consequences for the group, Bachelorarbeit (case study), 2003 4. The effective reorganization of BMW Group applied to the New MINI. New strategies in the automotive manufacturing processes, sales and marketing, Bachelorarbeit (case study), 2003 5. The Spartanburg Plant Investment by

BMW AG. Financial reasons for building the U.S. plant, Bachelorarbeit (case study), 2004 6. The takeover of Rover Group Ltd. by BMW AG. Goals, investments, mistakes and consequences of international investment decisions, Bachelorarbeit (case study), 2004 7. Mergers & Acquisition in der Autotmobilin

dustrie am Beispiel der Übernahme der Rover Group Holding Plc. durch die BMW AG, Diplomarbeit, 2004 8. Risikomanagement und Berufs-Haftpflichtversicherung für (Zahn-) Arztpraxen im Zeitalter des Patientenrechtegesetzes, 2014

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多重感官知覺與顧客承諾關係的探索性研究

為了解決AG LUXURY的問題，作者安佐斯 這樣論述：

目的 - 探討顧客的感官體驗和承諾之間的交互作用，可能是獲得對品牌或產品忠誠顧客的關鍵。近來，仍然缺乏將顧客感官體驗與其承諾之間的關係。本研究旨在了解不同感官知覺（視覺、聽覺、觸覺、嗅覺和味覺）與不同顧客承諾類型之間的關係。方法 – 本研究的研究對象是來自菲律賓的 221 人，並以星巴克場譽為研究範圍，接受受試的參與者皆曾訪問過星巴克咖啡店；使用網路問卷來評估他們對星巴克咖啡店的感官知覺和顧客承諾。 回收資料則採用PLS-SEM 統計方法驗證構面之間的關係。結果 - 結果顯示，感官知覺對顧客承諾有不同程度的顯著影響。除視覺外的所有五種感官都對不同類型的顧客承諾產生影響。聽覺、嗅覺和味覺對情感

承諾有顯著影響，而只有聽覺和觸覺對持續承諾有顯著影響。此外，聽覺和味覺是規範承諾的先決條件應用 – 咖啡店行銷人員和管理者可了解到那些感官是有助於提升情感承諾、持續承諾與規範承諾。特別是聽覺，是實現三種顧客承諾有著最重要的作用。原創性/價值 – 本研究對感官知覺與顧客承諾的相關性進行了初探性研究。提供了一個有助於感官行銷和保持顧客忠誠度的結構關係。關鍵詞：感官知覺，顧客承諾，PLS-SEM