No abstract

In 2004, COSO published its first comprehensive guidance on enterprise risk management (ERM) ‐ Enterprise Risk Management — Integrated Framework. Then, in June of 2017, COSO released a new, more detailed and complex ERM framework titled Enterprise Risk Management—Integrating with Strategy and Performance. This article examines the relationship between ERM and internal control, and then examines the similarities and differences between the 2004 and 2017 COSO ERM Frameworks. While little is new in the 2017 Framework, its focus on the integration of ERM with strategy‐setting and performance and deeper recognition of the role of governance and culture provides a comprehensive framework and impetus for firms to be intentional about integrating these important concepts.

In today’s competitive markets “quality” is a business imperative rather than a luxury. Increasingly in many markets “quality” is the price of entry and in others a major source of competitive advantage. The ability to design a “services package” that consistently meets the customers’ requirements is an important element of a successful quality improvement strategy. The inherent nature of “service package” complicates the design problems. Quality function deployment (QFD) is a systematic technique for designing products or services that are based on customers’ requirements. QFD, although traditionally associated with the design of physical products, is equally applicable to service design. Examines how Alitalia’s experience suggests that the use of QFD techniques allows the development of a service package which effectively meets the key customers’ requirements. Presents recommendations and a framework for the specific use of QFD by service organizations, which if utilized should secure competitive advantage.

This paper develops strategic marketing guidelines for financial planning professionals. The literature shows that because services such as legal, medical and financial are inherently difficult for many clients to evaluate even after purchase and use, providers have many unique marketing obstacles and opportunities. A survey of 272 financial planners provided the basis for our model. We combined these results with the credence services literature to develop strategic marketing guidelines that are specific for financial planners but can function as a model for other credence service providers.

No abstract