In: International journal of economics and accounting, 2014, vol. 5, no. 2, p. 145-164
In this paper, we present the results of a survey we conducted to unveil the perceptions on accounting services of managing directors of very small enterprises (VSEs) in Canton Geneva, Switzerland. 153 out of a random sample of 1,018 company directors answered our mail survey in May to June 2009. Among our results, we observe that most VSE directors outsource accounting tasks and are satisfied...
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In: Next generation supply chains : trends and opportunities, 2014, p. 345-359
Most models of production planning based on mathematical programming tend to assume constant technical coefficients. This assumption is realistic when the production is based on machines as it is the case in manufacturing. On the other hand, production planning in the service sector involves humans instead of machines. Consequently, the assumption that all technical coefficient of the...
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In: International journal of social science and humanity, 2014, vol. 4, no. 4, p. 254-259
The Geneva Private Banking sector has suffered two major shocks in the past five years. The financial crisis and the end of the Swiss banking secrecy have presented this highly sensitive area of service with a new challenge: how to regain their disillusioned customer’s faith. The time has come to reconsider what the client needs in terms of service in order to re-establish long term loyalty...
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In: Journal of advanced management science, 2013, vol. 1, no. 2, p. 207-2013
In the field of service design, modeling is often used to visually represent the structures, flow, and operations of a service. This modeling, usually referred to as a “workflow” or “service blueprint”, is usually conceptualized in a linear or matrix form. These models, while useful for visualizing the structures and processes involved in service production, fail to consider the...
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We propose a new integrated model for pricing airline tickets that takes into account the perceived value of multiple services associated with a given flight. For instance, clients perceive benefits on different attributes such as refund options, baggage allowances, time slots, days of operations, Web check-in services, as well as airline brand. These elements of perceived values are not, to our...
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In: Service science, 2012, vol. 4, no. 2, p. 89-100
A service experience corresponds to a social process whose “production” involves both a provider and a client. This production process that leads to a problem resolution does not follow a linear sequence, as in the case of industrialized organizations. Through ethnomethodology, we are able to “tangibilize” the social codes and systems of beliefs that drive the service experience. Then,...
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In: Service science, 2011, vol. 3, no. 3, p. I-V
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In: Journal of service science and management, 2010, vol. 3, no. 3, p. 345-351
In the past decade many grids of computers have been built among non-profit institutions. These grids are built on a voluntary participation and the resources are not charged to the users. When a resource is given free of charge its allocation is in general not optimal. In this paper, we propose an original mechanism that allows an optimal resource allocation without cash exchanges. We develop a...
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In: Low carbon economy, 2010, vol. 1, no. 1, p. 8-17
The present study aims at assessing the joint impact of awareness campaigns and technology choice, on end-use energy consumption behaviour. Actions to achieve energy savings through the use of more energy efficient end-use technology are included. A new MARKAL framework, the Socio-MARKAL, was recently proposed by the authors. As opposed to the traditional MARKAL framework based on technical and...
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In: Journal of financial transformation, 2010, no. 30, p. 169-177
Service enterprises have traditionally used organizational models from the manufacturing and industrial sectors, incorporating ideas such as hierarchy, task repetition, and standardization of procedures. These disciplined production systems tend to use humans more than machines in the production of services, however, which we posit may lead to significant organizational problems. Consequently, we...
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