Summarizing our
Executive Business Administration EMBA Program
| Total
Cost |
The total cost of
any course are US$ 490.00 in one only payment, or US$ 590.00 in
four payments of US$ 147.50. |
|
Scholarship
|
Our Board
will examine all requests for a partial fully justified
scholarship. We do not issue total scholarship. Any
partial scholarship must be paid in full. |
| Begin |
Any course will
begin five working days after your payment. |
| Duration |
Four and half
months (in Fast Track) or One year. We recommend the Fast Track model. |
| Languages |
All courses are in
English, plus the same lessons in one of the following
translations: Arabic, Bulgarian, Catalan, Chinese, Croatian,
Czech, Danish, Dutch, Filipino, Finnish, French, German, Greek,
Hebrew, Hindi, Indonesian, Italian, Japanese, Korean, Latvian,
Lithuanian, Norwegian, Polish, Portuguese, Romanian, Russian,
Serbian, Slovak, Slovenian, Espanol, Swedish, Ukrainian,
Vietnamese.
|
| Diploma |
After
the final exam, you will receive (through a Priority
Airmail Registered letter) a Diploma and a Transcript, both with
an official Public Notary signature and seal.
|
| Exam |
You
have two options for the final exam, at your choice: Or a
multiple choice test through the Web, or to write a 10-pages
white paper about the studied subject.
|
Brief Notes on Executive Business Administration - business administration faculty
Dr. S. Koner,
MBA Professor
By using good tools to set service lėvels, and by identifying problems before they undermine quality or efficiency, call center managers can significantly improve system performance while enhancing the accountability of internal and external service providers. Strong, well-designed service standards offer the best way to control the expensive performance termites in today's increasingly complex contact center systems.
Are we using Project Management as a data repository for tasks or are we using it as our monitoring and control tool? Hopefully, project managers are using their Project Management for both.
CRM is a complete, fully integrated set of solutions designed to help you manage the Customer-facing processes of your business efficiently and cost-effectively.
Good Project Management planning matches the work with the interests and capability of the specific people on your project. Even the beginner project Director/Manager understands that competence matters when we ask people to do a task. Interests might matter more.
With a general view of every angle, Customer Relationship Management [CRM] is the computer system interacting directly with the clients through voice by phone [and voice recognition if necessary] without human actions, for marketing, sales, support, accounts, etc.
Open and heterogeneous: Standards and interoperability allow multiple vendors and even legacy equipment to be incorporated into an infrastructure. Customers benefit from choice and competition.
Customer Relationship Management [CRM] is a business strategy to select and manage customers to optimize long-term value. [CRM] requires a Customer-centric business philosophy and culture to support effective marketing, sales, and service processes.
CIOs are feeling squished. Underneath them they might have a staff of business-averse geeks. If not, then over them they have a Management layer that doesn't get it [or, more to the point, get IT].
Across every sector and manufacturer, effective Customer Relationship Management [CRM] is a strategic imperative for corporate growth and survival.
Project Management focuses on the Management of specific, discreet projects. A project is any undertaking with a defined starting point and defined objectives by which completion is identified.
Customer Relationship Management means using the Internet to improve communication with your customers, enhance Customer service and support your services.
Managing sales data and processes can be simplified using today“s software solutions. These products automate nearly all of the tasks that salespeople and their support staffs once performed manually. As a category, these products are generally referred to as Customer Relationship Management [CRM] solutions.
While the basic idea behind [CRM] is easy, implementations are often bollixed because CEOs are suffering from techno lust, in love with shortcuts, and are operating with a sense of urgency. As soon as anyone in any manufacturer does this right, everyone else wants to jump on the bandwagon and have an instant solution. When a CEO sees the technology her competitor's using to bash her brains out, she simply orders the same stuff for her enterprise. There ķs so much pressure on CEOs to do it now that they usually manage to avoid doing it right.
With Chief Information Officer [CIO] and finance working together, we see closer links in Information Technology [IT] and finance capital-approval processes. A major railway several years ago moved to a single, companywide capital process. Its investment board approves all capital expenditures, both Information Technology [IT] and non-IT. Investment-board members include all executive VPs and the CFO, and the board is chaired by the Chief Information Officer [CIO], a longtime member of the executive team.
Effective project managers are increasingly in demand, while people without those skills are being left behind. Rapid change in business and manufacturer is driving this transformation from task-based to project-based work.
Dr. S Koner is a MBA Professor of the education organization http://course-exe.mba-low-cost.com, with almost 60 years of experience in the areas of information technology and business management. |
