This paper is describes how various investment strategies that seem sound can easily be false, while flimsy strategies can allow an investor to reap long-term benefits. This nine page paper has ten sources listed in the bibliography.
Name of Research Paper File: TS14_TEqualpr.rtf
Unformatted Sample Text from the Research Paper:
a competitive necessity, so that it does not get left behind, the attraction of increased business and the creation of a competitive advantage or the desire to increase profits. However,
when there is a desire to increase quality there will usually be some form of project to implement the required changes. Yet, the empirical evidence is that these project may
create short term benefits, but these are not long lasting and are often only a perceived value due to a change of perspective rather than a real transformation (Thompson, 1998).
However, this does not mean that quality programmes such as Total Quality management cannot realise real tangible benefits in terms of creating value though quality, only that they will not
result in an automatic increase in quality. Quality programmes are a tool, and as such the results will reflect the input and
the transformation process. This means that there is a need to manage the process and continue to manage the process and ensure that the right indigents go in. If we
want to understand how to ensure that the rewards gained are real and not illusory then we need to understand how this may occur, and what may lead to the
lack or real, or lost transformation. The key to success is ingraining the quality changes into the structure and culture of the company, This that fail will often fail to
achieve change at this level, this is true in the hospitality industry as well as many other industries (Mintzberg et al, 1998). If we look at this then we can
see how to ensure that a quality programme is successfully adopted. Any effective quality management programme should have an holistic approach and if