首頁 - Coursework代寫 > coursework代寫Customer Service Proposition   微信&QQ: Badgeniuscs

coursework代寫Customer Service Proposition

發布于2020-05-22 作者:留學寫作網 閱讀:

Employee customer service training a value proposition?

北美代写,论文Essay代写,网课代修,Exam代考Main Aim: To study the value of soft skills training in terms of attracting repeat customers and increasing company profits

Brief Review of the Related Literature
Crosbie (2005) has produced one of the most recent studies on the value of soft skills training; challenging the role of training as a single methodology for the development of personal and interpersonal "soft skills" for leaders. A design/methodology approach is used to make a case for the importance of soft skills development for leaders and then to explore the role of training, along with other critical elements, in helping leaders develop these skills. This is done through an explanation of the complex process of learning, concluding that learning soft skills takes significant time, and the learning of the complex personal and interpersonal skills of leadership takes even more time. Statistical analysis is used to support the recommended methodology outlined in this paper, and the practical implications are also examined. Organizations undertaking a leadership development initiative are encouraged to look beyond simply evaluating training programs, with success depending not only on effective training but also on such important elements as expert facilitation, contextual awareness, formal and informal support, real-world application, self-study, self-awareness, stress and celebration.

This paper tends towards the view that soft skills training may be an unnecessary expenditure of capital and training time for many organizations, however this view is strongly refuted by Ramsoomair (2004), who claims that soft skills are ignored because of an obsession with tactics at the expense of strategy. A key part of his argument is that, when pressed with immediate needs, firms put their emphasis on individuals who excel at primary or core skills: While they may grudgingly admit to some belief in the value of soft skills, it is falsely felt that these non-core skills are a priority that can be deferred. However, he concludes that once caught in the deadly embrace of over reliance on short term priorities in goal delivery, the cycle of hard skill emphasis becomes internalized. The full potential of strategy is consequently never reached, primarily because of a workforce that is either not fully equipped to do the job, or is discouraged to do so because their 'other' qualities are not valued adequately.

Kelly (2004) attempts to balance these two arguments, claiming that businesses are increasingly looking for business-literate IT professionals who can add value at a strategic level, and that as such, IT staff need to move outside their comfort zones and acquire soft skills, such as people and project management, to be certain of a secure future. However, she focuses on the fact that many IT departments are still under pressure to do more with less, and thus wonders how already overstretched IT professionals will find the time to invest in training, in addition to their core job functions. The 2004 annual Technology for Financial Executives survey, carried out by Computer Sciences Corp. and Financial Executives International, found that in many corporations IT remains as isolated as ever from the boardroom and overall business strategy, with only 7% of respondents claiming to have an IT plan fully aligned with business objectives (Kelly, 2004). As such, the literature supports the view that acquiring these skills could be the key to elevating the status of IT and its staff within businesses. In addition, they will provide IT staff with the knowledge and the business language to translate their IT solutions into business solutions in order to deal effectively with board-level staff and customers. (Journal of European Industrial Training, 2003)

The focus on soft skills in the IT context is a fairly new development, spurred by the e-commerce explosion, but as early as 1997, Civelli observed that as traditional structures began to disappear at an ever-growing rate, new roles were developing and new professionalisms are required, not only by markets but from society too. Big differences are also noticeable in large and small organizations across a great many markets, with requirements in human resource development approaches becoming very different, so he claimed that different tools from those of the recent past would be required. He reported that human resource development professionals were engaging in new approaches where culture, soft skills, communication and competencies are key factors. The impact of new technologies on organizations needs a different approach to traditional concepts of time and space. (Civelli, 1997)

The literature supports the view that, even in the commercial businesses in modern economies, where time pressures are everything, and new employees are often thrown in 'at the deep end', training and soft skills are increasingly important. Boomer (2005) explores the application of soft skills in the accounting profession, exploring some of the primary categories of soft skills, and steps that can be taken towards the proactive approach of changing the image of a firm, and differentiating it from other firms, both in the eyes of clients, and potential new recruits. Furthermore, Compensation & Benefits for Law Offices (2005) presents news briefs on law firm's training and professional development programs. Experts are quoted as believing that training raises the soft skills of employees, which, when added to computer and technical training, produce highly competent employees, and fills a gap by providing management training for law firms, which have seldom trained their managers and partners. Training is also claimed to raise productivity, which obviously results in greater profitability, as well as boosting morale and motivation, both of which create greater teamwork.

Buhler (2001) takes a slightly more basic, albeit useful, approach to the importance of soft skills, charting how the focus of management has been on hard skills for the previous few decades, with the emphasis centered on the technical skills necessary to effectively perform within the organization. The article claims that these skills tended to be more job-specific or more closely related to the actual task being performed, however as the world has changed, and the nature of work has changed, the skill set required of managers has changed. Thus, today, employers crave managers with the critical soft skills which tend to be more generic in nature, in other words, these are skills key to effective performance across all job categories. The skill categories are explored be the article, as are the reasons the soft skills have come to play an even more crucial role in management positions in today's environment, and how they fit into the complete package of the interdependent soft skill set vital to many modern managers.

Some of the most recent training developments are reported in a recent Computer Weekly (2005) article, which mentions that the BCS Young Professionals Group has recently run two events to help its members develop the communication skills they need to be successful in a modern business/IT environment. The first event was held at the group's annual general meeting in London on March 5, 2005, with another meeting, conducted on April 14, which was dedicated to honing negotiating skills to boost career development. Although this article was written before the events, and thus could not report on them, it claims that the event was just one of a series, aimed to build up the soft skills which are now in greater demand from employers, offering more practical evidence that soft skills are becoming an increasing concern throughout the economy.

Finally, Thilmany (2004) addresses the profession long believed to have the least use for soft skills when compared to the hard, technical skills: mechanical engineering. The article discusses about how engineers can learn to become good managers, reporting on how Steven Cerri, who heads STCerri International of San Rafael, California, teaches what he calls soft skills to engineers who want to make the transition to management. The initial class is for corporate engineers who are thinking about a transition to management, with a second class is aimed at engineers who definitely want to manage or who are already leading people. Importantly, Cerri claims that, although the gulf between engineer and manager is huge, though spoken of infrequently, a lack of people skills is not only understandable, but also eminently correctable.

Aims and Objectives of Research
There are three main objectives to this research, based around the overall aim of the dissertation, and what has been revealed by the literature review.

Firstly, it will be necessary to determine the extent to which training can improve the soft skills of employees and managers alike, both independently of practical experience, and combined with said experience. In terms of being combined with said experience, it may be useful to study whether training before extensive experience of dealing with customers is more effective than training employees who already have significant experience. In other words, does customer exposure make employees more eager to learn how to placate and address customers, or does it make them more 'set in their ways'?

The second objective will be to determine to what extent employee and managerial soft skills can influence the tendency of customers to become repeat, and potentially loyal, customers. Again, soft skills will only be one potential factor influencing customer choices, and it will be necessary to attempt to determine the impacts of the other aspects of the marketing mix: price, promotion, place and product. It is hypothesized that there will be certain combinations of the various aspects that will have the desired effect; however this may vary according to customer demographics.

北美代写,论文Essay代写,网课代修,Exam代考The third objective will be to determine the extent to which soft skills can be converted to company profits, as a result of gaining more customers, and repeat customers, and how this is affected by company training policies and expenditure. In other words, the data will be used to attempt to discover if expenditure on soft skills training actually produces significant rewards for a company.

Sources and Acquisition of Data
For the first objective, it will be necessary to contact a great many companies that have invested in soft skills training programs, and attempt to determine the perceived improvement in the soft skills of their employees. Unfortunately, it will be necessary to do a large portion of this by survey, and these results may well be skewed by managerial regard for soft skills versus more traditional hard skills. It will also be necessary to attempt to determine any bias across industries.

The impact on customers will again have to be measured fairly indirectly, using market data, such as that found on the Euromonitor or Factiva databases to determine the importance customers place on the soft skills of company employees, and the potential for soft skills to create repeat customers. Surveys could also be used, however they may produce even more skewed results, as many customers are unsure of their personal cues to buy and make repeat purchases.

北美代写,论文Essay代写,网课代修,Exam代考Finally, the third objective will require surveying companies to determine their expenditure on soft skill training, both in time and capital, together with the success of these training schemes. Information on the increase in profits can be obtained from company's annual reports, but care must be taken to ensure that other factors, such as new product development, are accounted for.

Methods of Data analysis
Multiple regression analysis will tend to be the best method for analyzing the data, once potential bias has been identified and removed. Several models will need to be tried, as the relationship may not be simple, and the model that is found to be most accurate would have implications for the analysis of the third objective, as there will potentially be an optimal level of soft skill training, above which the rewards will not match any further increase in expenditure.

Multiple regression will often be the most apt form of analysis, as it will offer information on the explanatory power of certain variables, which will be useful when concluding whether training or experience are most important for soft skill development, the relationship between training and experience, and any potential significance of which of the two is acquired first. Also, for the second objective, multiple regressions can be used for both employees and managers, to determine whether it is the soft skills of employees, or of managers, that have more impact on the number of repeat customers a company receives.

北美代写,论文Essay代写,网课代修,Exam代考Additionally, Gaussian, or other relevant, probability distributions can be used, and may prove useful depending on the form of the data. For example, if it can be shown that the tendency of customers to become repeat customers resembles a Gaussian probability function, this could provide evidence that the soft skills have little impact, and that some customers would tend to be repeat customers regardless, whereas others would seldom become repeat customers. Equally, significance tests can be performed on each result that the regression shows to be an explanatory variable, in order to determine whether or not it has a statistically significant effect on the customer tendencies and company profits.

Form of Presentation
The majority of results will be presented in graphical form, using Excel or some other spreadsheet program to demonstrate the correlations, if any exist. Equally, the survey results will be made available in the appendices, and the data charts themselves will be presented, together with explanations for any anomalous results or unexplained trends. More detailed explanations of the methods used, potential sources of bias and other relevant information that has arisen from the survey data will be covered in the main body of the report.

北美代写,论文Essay代写,网课代修,Exam代考The company financial data will also be made available, in its complete form, through the appendices of the report, and the relevant data will be identified and explained, together with any other possible explanatory data, in the main body of the report. The final conclusions will be presented in verbal form; however they will be supported, wherever possible, by the relevant extracts from the basic data and analysis. Any potential sources of error or bias that may affect the final conclusions for the three objectives will likewise be covered in a similar way.

References
1.Boomer, L. G. (2005) Soft skills can mean hard dollars for your firm. Accounting Today; Vol. 19 Issue 6, p. 22.
2.Buhler, P. M. (2001) The growing importance of soft skills in the workplace. Supervision; Vol. 62 Issue 6, p. 13.
3.Civelli, F. F. (1997) New competences, new organizations in a developing world. Industrial & Commercial Training; Vol. 29, Issue 7, p. 226.
4.Compensation & Benefits for Law Offices (2005) Here's Why Training Still Matters. Vol. 5 Issue 4, p. 8.
5.Computer Weekly (2005) Young IT professionals get advice on 'soft' skills. p. 36.
6.Crosbie, R. (2005) Learning the soft skills of leadership. Industrial & Commercial Training; Vol. 37, Issue 1, p. 45.
7.Journal of European Industrial Training (2003) IT managers need more soft skills. Vol. 27, Issue 2-4, p. 202.
8.Kelly, L. (2004) Soft skills are key for future IT managers. Computer Weekly; p. 37.
9.Ramsoomair, F (2004) The Hard Realities of Soft Skills. Problems & Perspectives in Management; Issue 4, p. 231.
10.Thilmany, J. (2004) Going Soft. Mechanical Engineering; Vol. 126 Issue 3, Special Section p. 4.

 

員工的客戶服務培訓的價值主張?
主要目的:學習軟技能培訓的價值,吸引回頭客,并增加公司的利潤
的相關文獻的簡要回顧
克羅斯比(2005)最近期的研究軟技能培訓的價值之一,具有挑戰性的角色,作為一個單一的訓練方法的發展,個人和人際交往的“軟技能”的領導人。一個設計/方法論的方法是用來做的情況下,軟技能開發,領導者的重要性,然后探索培訓的作用,以及與其他關鍵要素,幫助領導人培養這些技能。這是通過復雜的學習過程中的解釋,得出結論認為,學習軟技能需要大量的時間和復雜的個人和人際關系的領導技能的學習需要,甚至更多的時間。統計分析用于支持本文推薦方法概述,并且還審查的實際影響。組織開展了領導發展的主動權被鼓勵尋找超越了簡單的評價培訓方案,成功不僅取決于有效的培訓,同時也對這樣的重要元素,作為專家的便利,上下文意識,正式和非正式的支持,現實世界中的應用,自學,自我意識,壓力和慶祝活動。
本文傾向于認為,軟技能培訓可能是不必要的支出,對于許多組織的資金和培訓時間,但這種觀點是強烈駁斥Ramsoomair (2004年) ,他聲稱被忽略,因為戰術的癡迷,軟技能策略的費用。他的論點的一個關鍵部分是,當按下即時的需求,公司把重心放到個人誰擅長小學或核心技能:雖然他們可能會勉強承認一些軟技能的價值信念,錯誤地感到,這些非核心技能是可以推遲的優先。然而,他的結論是,一旦陷入過分依賴短期優先目標交付的致命擁抱,周期變成內在的硬技能強調。戰略的全部潛力,因此從來沒有達到,主要是因為員工要么是不完全具備做這項工作,或不鼓勵這樣做,因為他們的'其他'的品質是不充分的重視。
凱利(2004)試圖平衡這兩種說法,聲稱,越來越多的企業正在尋找商業識字的IT專業人員可以增加價值在戰略層面,因此, IT人員需要將自己的舒適區之外,掌握軟技能,如人,項目管理,確定一個安全的未來。然而,她專注于事實上,許多IT部門仍然是少花錢多辦事的壓力下,因此懷疑已經捉襟見肘的IT專業人士的時候就會發現,投資于培訓,除了他們的核心工作職能。 2004年度財務執行官的調查技術,由計算機科學公司和國際財務執行官組織開展發現,在許多企業中, IT仍然是孤立的從會議室和整體業務戰略如初,只有7%的受訪者聲稱有一個計劃完全符合業務目標(凱利,2004年) 。因此,文獻支持認為獲得這些技能可以提升企業內的IT和其工作人員的狀態的關鍵。此外,他們將提供IT人員的知識和業務語言翻譯成業務解決方案,以便有效地處理與板級員工和客戶的IT解決方案。 (歐洲工業培訓雜志,2003年)
將重點放在軟技能在IT方面是一個相當新的發展,刺激了電子商務的爆炸,但早在1997年, Civelli觀察,傳統的結構在一個不斷增長的速度開始消失,新的角色開發和新professionalisms ,不僅需要市場,而是社會太。很大的差異也明顯跨越了大量的市場,在大型和小型組織與人力資源開發的要求,方法變得非常不同,所以他聲稱,最近將需要不同的工具。他報告說,人力資源開發專業從事文化,軟技能,溝通和能力的新方法是關鍵因素。新技術對組織的影響,需要時間和空間的傳統觀念不同的方法來。 ( Civelli ,1997年)
文獻支持認為,即使在商業企業在現代經濟中,時間壓力是我的一切,員工和新員工往往扔在深結束' ,培訓和軟技能變得越來越重要。臨時工(2005)探討了應用程序的軟技能,在會計專業,探索一些軟技能的主要類別,并朝著積極的方式改變一個公司的形象,可以采取的步驟,并從其他公司區別,無論是在客戶眼中的和潛在的新的新兵。此外,律師事務所的薪酬與福利(2005)律師事務所的培訓和專業發展計劃的新聞簡報。引述專家們認為,培訓提高員工的軟技能,當計算機和技術培訓,生產高度稱職的員工,律師事務所,很少訓練他們的經理和合作伙伴提供管理培訓,并填補了一項空白。培訓還聲稱,以提高生產率,這顯然會導致更大的利潤,以及提高士氣和積極性,這兩者創造更大的團隊。
布勒( 2001)采用一種略微更基本的,雖然很有用,方法的軟技能的重要性,指明如何管理的重點一直在苦練內功,在過去數十年間,重點集中于必要的技術技能,有效地履行在組織內。文章稱,這些技能往往有更多的就業特定或實際正在執行的任務的關系更為密切,然而世界已經變了,工作性質已經改變,技能設置所需的管理人員發生了變化。因此,今天,雇主渴望經理的關鍵軟技能,這往往是比較通用性的,換句話說,這些都是有效的績效在所有工作類別的關鍵技能。技能類別正在探索是的文章,因為是軟技能都來發揮一個更關鍵的作用,在今天的環境中管理職位的原因,以及他們如何適應到完整的包相互依存的軟技能設置許多現代至關重要經理人。
一些最新的培訓發展報告在最近的電腦周刊“ (2005年)的文章,其中提到, BCS的年輕專業人員集團最近已運行兩個活動,以幫助其成員開發他們所需要的溝通技巧是成功的現代企業/ IT環境。第一個事件是2005年3月5日,集團的年度股東大會在倫敦舉行另一次會議, 4月14日進行,這是致力于磨煉談判技巧,以提高職業發展。雖然這篇文章是寫事件之前,因此不能報告,聲稱該事件只是其中的一個系列,旨在建立軟技能,現在雇主的需求更大,提供更實際的證據表明,軟技能,整個經濟正在成為越來越多的關注。
最后, THILMANY (2004)解決了行業長期以來一直認為,有至少使用軟技能硬,技術技能相比:機械工程。文章論述了有關工程師們可以學習如何成為優秀的管理者,史蒂芬CERRI ,誰負責加州圣拉斐爾, STCerri國際,如何教他所謂的軟技能的工程師,誰不想使過渡到管理的報告。初始類是誰工程師一定要管理或已經導致人們都在思考一個過渡管理,第二類是針對企業的工程師。更重要的是, CERRI聲稱,雖然工程師和經理之間的鴻溝是巨大的,雖然說話很少,缺乏人際交往能力是不是可以理解,但也突出可糾正。
宗旨和目標的研究
這項研究有三個主要目標,圍繞論文的總體目標,已經揭示了文獻回顧。
首先,這將是必要的程度來確定,培訓可以提高軟技能的員工和經理的一致好評,無論是獨立的實踐經驗,并結合上述經驗。在與上述經驗相結合方面,它可能是有用的研究無論誰已經有顯著的經驗比員工培訓,培訓前與客戶打交道的豐富經驗,更有效。換句話說,客戶接觸,使員工更渴望學習如何安撫和滿足客戶,或讓他們以自己的方式更多的“設置”?
第二個目標將是確定到什么程度雇員和管理軟技能可以影響客戶成為回頭客的傾向,潛在的忠誠客戶。再次,軟技能只會是一個潛在的因素影響客戶的選擇,這將是必要的嘗試,以確定營銷組合的其他方面:價格,促銷,地點和產品的影響。據推測,會有一定的組合的各個方面,將有預期的效果,但是這可能會有所不同,根據客戶的人口統計。
第三個目標是,以確定的程度軟技能可以轉化為公司的利潤,爭取更多新客戶的結果,和回頭客,以及如何影響該公司的培訓政策和支出。換句話說,數據將被用于嘗試發現,如果軟技能培訓的支出實際上產生顯著回報的公司。
數據來源和收購
對于第一個目標,將是必要的聯系​​很多公司已投資軟技能培訓課程,并試圖確定在軟技能的員工感知的改善。不幸的是,它將有必要通過調查做了很大一部分,這些結果可能被扭曲了管理方面的軟技能與更傳統的硬技能。這也將是必要的,嘗試確定各行業的任何偏差。
對客戶的影響將再次有相當間接測量,利用市場數據,如發現Euromonitor的Factiva公司的數據庫,以確定客戶對公司員工的軟技能的重要性和潛在的軟技能,以創造重復客戶。也可用于調查,但他們可能會產生更加扭曲的結果,因為很多客戶都不清楚其個人購買和重復購買的線索。
最后,第三個目標需要測量公司決定開支的軟技能培訓,無論是在時間和資金上,這些培訓計劃的成功。利潤增加的信息可以從公司的年度報告,但必須小心,以確保其他因素,如新產品開發,占。
數據分析方法
多元回歸分析往往會是最好的方法,用于分析數據,一旦潛在的偏差已被確定并除去。幾個車型將需要進行審判,可能不能再簡單的關系,被發現是最準確的模型,會影響分析的第三個目標,將有可能是軟技能培訓的最佳水平,以上的獎勵將不會匹配任何進一步增加開支。
多元回歸分析往往是最貼切的形式,因為它會提供有關某些變量的解釋力,這將是非常有用的結論,無論是訓練或經驗是最重要的軟技能開發,培訓和經驗之間的關系時,獲取的第一和任何潛在的意義,其中的兩個。此外,對于第二個目標,多元回歸可以用于員工和經理,以確定它是否是軟技能的員工,經理,公司收到的回頭客的數量,產生更大的影響。
此外,高斯,或其他有關的概率分布可以被使用,可能證明是有用的,這取決于數據的形式。例如,如果可以證明,客戶的傾向,成為回頭客類似于高斯概率函數,這可能提供的證據表明,軟技能有多大影響,一些客戶會傾向于無論是回頭客,而其他很少成為回頭客。同樣地,顯著性檢驗,可以對每個結果進行回歸顯示的說明變量,以確定是否有一個統計上顯著的影響,客戶傾向和公司的利潤。
形式呈現
以圖形的形式將存在的結果中的大多數,使用Excel或一些其他的電子表格程序,表現出相關性,如果有的話。同樣,調查結果將在附錄中,將數據圖表本身,連同任何異常結果的解釋或原因不明的趨勢。更詳細的解釋,所使用的方法,從調查數據的潛在來源已產生的偏見和其他相關信息將被覆蓋在主體報告。
該公司的財務數據也將被提供,其完整的形式,通過該報告的附錄,有關數據將被識別和解釋,連同任何其他可能的解釋數據,在報告的主體。最終結論將會以口頭形式提出,但他們將盡可能支持,基礎數據和分析的相關摘錄。任何潛在的錯誤或偏見的來源,可能會影響到最終結論的三個目標,將同樣被覆蓋以類似的方式。
參考文獻
1.Boomer , LG (2005)軟技能可以為您的公司意味著硬盤美元。今日會計。 19 ,第6期。 22。
2.Buhler ,下午(2001年)在職場軟技能的重要性日益增加。監督。 62 ,第6期。 13。
3.Civelli , FF (1997)新的能力,在發展中世界的新的組織。工商培訓。 29日,第7期。 226 。
4.Compensation律師事務所的優勢(2005年)在這里就是為什么訓練仍然舉足輕重。卷。 4,第5期。 8。
5.Computer周刊(2005年)年輕的IT專業人士獲得“軟”技能的建議。第36。
6.Crosbie , R. (2005)學習軟技能的領導。工商培訓。 37 ,第1期,第45。
7.Journal歐洲工業培訓(2003年) , IT經理需要更多的軟性技能。卷。 27日,第2-4頁。 202。
8.Kelly , L. (2004)軟技能是未來的IT經理的關鍵。電腦周刊,P 。 37。
9.Ramsoomair ,F (2004)軟技能的嚴酷現實。管理的問題與展望,第4期,第231。
10.Thilmany , J. (2004)場地濕。機械工程。 126第3期,特別P節。 4 。
二維碼

掃一掃關注我們

版權聲明:本站文章來源為原創以及網絡整理,意在為留學生分享各種Essay寫作技巧以能夠順利完成學業,Essay寫作格式以及Essay范文僅供學習參考,不得抄襲。如本站文章和轉稿涉及版權等問題,請及時聯系本站,我站將在第一時間予以刪除。

標簽: #coursework #Customer #代寫北美代写,论文Essay代写,网课代修,Exam代考

相關文章

  • coursework代寫Stock Prices Market

    coursework代寫Stock Prices Market

    北美代写,论文Essay代写,网课代修,Exam代考 Stock Prices MarketFundamental PriceThe determinants of stock prices are often a matter of debate. Economists and financial market participants hold different views as far ......

    2020-05-22

  • coursework代寫American African Heritage

    coursework代寫American African Heritage

    北美代写,论文Essay代写,网课代修,Exam代考 American African HeritageThe Courage that Lies BeneathMartin Luther King once said, We have flown the air like birds and swum the sea like fishes, but have yet to learn......

    2020-05-22

  • coursework代寫,Bank Financial City

    coursework代寫,Bank Financial City

    北美代写,论文Essay代写,网课代修,Exam代考 Bank Financial CityHugh Dalton, the Chancellor of the Exchequer, was noted (July 1945) to have said #39;#39;We are going to nationalise the Bank [of England]. We don#3......

    2020-05-22

  • coursework代寫Optical Communication Systems

    coursework代寫Optical Communication Systems

    Optical Communication SystemsPrior Learning Assessment Learning Narrative OPTI 430 Optical Communication SystemsThe fourth upper level college course that I will apply my lea......

    2020-05-22

  • coursework代寫英國教育系統

    coursework代寫英國教育系統

    北美代写,论文Essay代写,网课代修,Exam代考 Critical discuss on A-Level system in BtitanAbstractBeginning from the background introduction of history, society, the development of education in UK to research the causes......

    2020-05-22

  • coursework代寫Discuss how Porter’s Five Force model mi

    coursework代寫Discuss how Porter’s Five Force model mi

    論文題目:Discuss how Porterrsquo;s Five Force model might contribute to a SWOT analysis. ?論文語言:英語論文 English論文專業:business and financial management字數:不超2500學

    2020-05-22

在線客服

售前咨詢
售后咨詢
微信號
Badgeniuscs
微信