The Goldman Sachs Group, Inc. is an American investment banking and securities firm that engages in global investment banking, securities, investment management, and other financial services primarily with institutional clients. Goldman Sachs was founded in 1869 and is headquartered at 200 West Street in the Lower Manhattan area of New York City, with additional offices in major international financial centers. The firm provides mergers and acquisitions advice, underwriting services, asset management, and prime brokerage to its clients, which include corporations, governments and individuals. The firm also engages in proprietary trading and private equity deals, and is a primary dealer in the United States Treasury security market.
Former employees include Robert Rubin and Henry Paulson who served as United States Secretary of the Treasury under Presidents Bill Clinton and George W. Bush, respectively, as well as Mark Carney, the governor of the Bank of Canada since 2008.


For Bosch Power Tools, it is important to understand who the individual fans are.

“So far, we haven’t known exactly who our fans are, and have not been able to clearly define how the Facebook channel impacts each level within the brand funnel,” says Christoph Bühlen, Senior Direct Marketing Manager at Bosch Power Tools.

“We need to know more: whether a fan is a customer or a prospect, and how likely it is that they would recommend Bosch to others. We are using Globalpark’s Social Insight Connect to cast light into the darkness, so that we can create more meaningful interactions.”

The largest international supplier of power tools and accessories will also leverage the Facebook channel to amplify the voice of the customer.

“It helps us live up to our slogan - ‘by professionals for professionals’ - and communicate on an equal footing with professional power tool users,” says Bühlen. “With Globalpark, we are developing a structured way to collaborate with fans and integrate their ideas.”

The Bosch implementation represents an early adoption of the Social Insight Connect application that was launched in January by feedback management technology leader Globalpark.

“We are always happy to see clients leverage technology to achieve their business goals. Facebook and other social networking sites have become the new homes of consumers. As such, it is important to know who’s who and offer appropriate interactions here as across all touchpoints,” says Lorenz Graef, CEO of Globalpark.


the different supporting activities or the back-room activities that are vital in order to complete the service operation but are not visible to the customers. However, the said strategy is not always applicable for all companies or players in the service industry. It will be dependent on the marketing strategy being employed by a certain firm.
McDonald’s will be one of the most important cases which will be associated with isolating supporting activities to backrooms. As part of its marketing strategy, McDonald’s brand promises about the efficiency and cleanliness of their facilities and procedures, particularly regarding the process of preparing food ordered by customers. This also focused on the aspect of franchising, especially because the company is facing problems regarding the standards of its franchises. Because of that, hiding their backroom activities will be against their promise, because it will be hard for the customers to know whether the restaurant that they visiting is following the standards of the restaurant. Furthermore, the promise of the company will not be convincing for the customers because they cannot see what is going on inside the backroom. Aside from that hiding the cooking and preparation of food in the backroom can also raise different issues about the cleanliness of the company, which can affect the brand image and meaning of the company that will affect its entire position and share in the market.
In that case, it will be important for McDonald’s to learn from the case of Sbarro, with an open kitchen installed, which enables the customers to watch the pizza-makers spinning pizza dough behind the counter, thus, enable the customers to see that the facilities used and processes applied are all based on high standards.

Question 2
Silvestro, Fitzgerald, Johnson & Voss (1992) add to the service literature by the development of a topology that was based on the function of the existing service dimensions to the existing organizations. This resulted to three-category typologies which are: professional service, service shop and mass service. The amount of the daily service activity and the ranking of firm on the six classification dimensions were combined in order to decide into which category it fits. Furthermore, the authors stated that as the daily volume of service activity increases the focus moves from a people orientation to an equipment orientation, whereas the length of customer contact time, degree of customization as well as the level of employee discretion moves from high to low. In addition, value added tends to move from the front office to the back office, and the focus shifts from a process to a product orientation (Cook & Chung, 1999).
The catering service is considered as included in the mass service typology. Thus, the said service model can be used in order to focus on how food-catering firm can design the entire delivery system.
In the partial service catering, the meal will be prepared at the location of the firm or at the party site and then arrange it as a self serve buffet. The said type of catering can be considered as the most common type of catering or mass service. There are different factors that must be considered in order to design a service model which will ensure good flow of service from the consumers and the catering firm.
 
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The Goldman Sachs Group, Inc. is an American investment banking and securities firm that engages in global investment banking, securities, investment management, and other financial services primarily with institutional clients. Goldman Sachs was founded in 1869 and is headquartered at 200 West Street in the Lower Manhattan area of New York City, with additional offices in major international financial centers. The firm provides mergers and acquisitions advice, underwriting services, asset management, and prime brokerage to its clients, which include corporations, governments and individuals. The firm also engages in proprietary trading and private equity deals, and is a primary dealer in the United States Treasury security market.
Former employees include Robert Rubin and Henry Paulson who served as United States Secretary of the Treasury under Presidents Bill Clinton and George W. Bush, respectively, as well as Mark Carney, the governor of the Bank of Canada since 2008.


For Bosch Power Tools, it is important to understand who the individual fans are.

“So far, we haven’t known exactly who our fans are, and have not been able to clearly define how the Facebook channel impacts each level within the brand funnel,” says Christoph Bühlen, Senior Direct Marketing Manager at Bosch Power Tools.

“We need to know more: whether a fan is a customer or a prospect, and how likely it is that they would recommend Bosch to others. We are using Globalpark’s Social Insight Connect to cast light into the darkness, so that we can create more meaningful interactions.”

The largest international supplier of power tools and accessories will also leverage the Facebook channel to amplify the voice of the customer.

“It helps us live up to our slogan - ‘by professionals for professionals’ - and communicate on an equal footing with professional power tool users,” says Bühlen. “With Globalpark, we are developing a structured way to collaborate with fans and integrate their ideas.”

The Bosch implementation represents an early adoption of the Social Insight Connect application that was launched in January by feedback management technology leader Globalpark.

“We are always happy to see clients leverage technology to achieve their business goals. Facebook and other social networking sites have become the new homes of consumers. As such, it is important to know who’s who and offer appropriate interactions here as across all touchpoints,” says Lorenz Graef, CEO of Globalpark.


the different supporting activities or the back-room activities that are vital in order to complete the service operation but are not visible to the customers. However, the said strategy is not always applicable for all companies or players in the service industry. It will be dependent on the marketing strategy being employed by a certain firm.
McDonald’s will be one of the most important cases which will be associated with isolating supporting activities to backrooms. As part of its marketing strategy, McDonald’s brand promises about the efficiency and cleanliness of their facilities and procedures, particularly regarding the process of preparing food ordered by customers. This also focused on the aspect of franchising, especially because the company is facing problems regarding the standards of its franchises. Because of that, hiding their backroom activities will be against their promise, because it will be hard for the customers to know whether the restaurant that they visiting is following the standards of the restaurant. Furthermore, the promise of the company will not be convincing for the customers because they cannot see what is going on inside the backroom. Aside from that hiding the cooking and preparation of food in the backroom can also raise different issues about the cleanliness of the company, which can affect the brand image and meaning of the company that will affect its entire position and share in the market.
In that case, it will be important for McDonald’s to learn from the case of Sbarro, with an open kitchen installed, which enables the customers to watch the pizza-makers spinning pizza dough behind the counter, thus, enable the customers to see that the facilities used and processes applied are all based on high standards.

Question 2
Silvestro, Fitzgerald, Johnson & Voss (1992) add to the service literature by the development of a topology that was based on the function of the existing service dimensions to the existing organizations. This resulted to three-category typologies which are: professional service, service shop and mass service. The amount of the daily service activity and the ranking of firm on the six classification dimensions were combined in order to decide into which category it fits. Furthermore, the authors stated that as the daily volume of service activity increases the focus moves from a people orientation to an equipment orientation, whereas the length of customer contact time, degree of customization as well as the level of employee discretion moves from high to low. In addition, value added tends to move from the front office to the back office, and the focus shifts from a process to a product orientation (Cook & Chung, 1999).
The catering service is considered as included in the mass service typology. Thus, the said service model can be used in order to focus on how food-catering firm can design the entire delivery system.
In the partial service catering, the meal will be prepared at the location of the firm or at the party site and then arrange it as a self serve buffet. The said type of catering can be considered as the most common type of catering or mass service. There are different factors that must be considered in order to design a service model which will ensure good flow of service from the consumers and the catering firm.

Hey netra, thanks for sharing the marketing research report on Goldman Sachs which is the investment banking and securities company. Well, i am also uploading a document where you would find more detailed information on Goldman Sachs.
 

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