in "12th Five-Year" glorious chapter, political construction is like a loud note, integrate into Qinghai across the economic and social development of the heroic movement, for the development of various undertakings in Qinghai savings inexhaustible power.

for five years, the provincial government has always adhere to the leadership of the Communist Party and the socialist system Chinese always unswervingly strengthen road confidence, theory system of self-confidence and self-confidence, not for anything to fear, not confused by any interference, firmly grasp the correct political direction, make Chinese socialism firmly rooted in the land of Qinghai, economy and society in Qinghai the cause has made great progress.

for five years, the provincial government is highly consistent with the Party Central Committee and political action in the thought, the design and the situation of the central top-level realities, and strive to improve the quality and efficiency of economic growth, continue to promote national unity and progress, and continue to support Gai Shanmin, give prominence to the construction of ecological security barrier, efforts to improve the party building the scientific level, accelerate the process of building a comprehensive well-off society, realize leapfrog development and long period of stability in Qinghai.

station in the "13th Five-Year" on a new starting point, Qinghai will continue to deepen the understanding of the ruling law of the party in the new historical conditions and characteristics of the new great project to ensure the smooth progress of the new great cause, let China socialism in Qinghai always brimming with vitality and vigor.

peace: Grassroots Party organizations to highlight vibrant

improve the village level activities, so that the masses can go; strengthen party members management, let the village someone steward; in-depth visits to research, so that the problem can be effectively resolved……

since last year, the safe area of East Sea, and actively explore the new mode of strengthening and improving the party building work under the new situation, to carry out activities to create a grass-roots party building brand, firmly grasp the characteristics of the work of Party building in different areas, the creation of a number of prominent theme, distinctive features, rich connotation, form various party brand, has injected new vitality into the building of grassroots organizations.

in the rural areas, to strengthen the management of Party members, the development of special industries, leading the people to maintain the rural stability as the goal, to create a rural Party score management, "red flag, rural beauty" and other brands to open up the service of the masses last mile".

in the community, to serve the masses, unite the people as the goal, to create a "normalization of volunteer service, to create a caring community" new look ", were stationed in the building to promote harmony, to serve the residents of zero distance" and other brands, the grass-roots party members and cadres to become masses "intimate" good friends "".

in the organs, closely around the "service center, the construction team" two major tasks, creating a "party members" micro air classroom "," disabled red flag "," harmonious water xianfenghang "brand, promote the party members and cadres turn style, down to earth, in addition to bad habits.

in the school, with the ethics of teachers and students to develop the construction of education as the focus, to create "a scholarly campus, promote school connotation" and other brands,;

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first_imgRelated posts:No related photos. Buildinga brand is not enough, says Shaun Smith, you need to build teams thatunderstand the brand, understand the customer and can act as ambassadors forthe product Fancyflying a MIG 21 at twice the speed of sound? No problem, pick up a voucher onyour local high street. How about undertaking a James Bond mission and, in theprocess, getting the weapons training and gadgets? Buy a gift certificate.Theseadventures and more were available to consumers to purchase for themselves orothers at Christmas. This is not just a retailing phenomenon. Consumers arelooking for experiences that enable them to realise their dreams and achievetheir desired lifestyle. From hotels to retailing to airlines, consumers arelooking for suppliers who go beyond mere service to offer experiences that meettheir unique needs. They are looking for a ‘branded customer experience’ – aservice that is intentional, consistent, different and valuable. Disneystarted the trend. First Direct started a new concept in banking using it.Howard Schultz of Starbucks applied it to selling coffee, and Richer Sounds issaid to have the highest sales per square foot of any retailer in the world bydoing it. All these companies are retaining customers by delivering serviceexperiences that create value beyond the products or services the companies areselling. And through it they are enhancing loyalty, generating higher marginsand gaining market share.Butwhat’s the difference between simple good customer service and a brandedcustomer experience? How do you get your people to buy into it and what actionsmake a difference? Abrand is a promise and you have to deliver your promises. Take a look at mostadvertisements or promotions and the claims they make or imply. How often dothe companies making them actually deliver? Experiencing the brand is aboutcreating promises that have direct appeal to your target customers and theninvesting in education and training, effective teamwork, performance managementand communication. It is about creating systems that provide the skills andinformation everyone needs to deliver on them – consistently. All too often,the firm stops at defining high-level brand values – such as responsiveness,trustworthiness, and friendliness – without ever defining how these values willbe brought alive through the customer experience and without articulating howemployees need to behave to keep customers interested.Tomake a difference, it is crucial to unleash the power of the organisation – itspeople. All employees need to ‘get it’. They need to understand their role asbrand ambassadors and need a leader who can convince them it’s the rightdirection. Some years ago, Allen Chichester, then CEO of Leo Burnett’s HongKong operation set his strategy for the future in the midst of disappointingbusiness results.  Themessage to staff was: “Here’s what we’ll face if we don’t do this –dissatisfied clients, eroding market share, and declining earnings. But here iswhat it could be like if we work together – delighted clients, expandingbusiness, and record profits.” Shortly after that Leo Burnett increasedclient retention by 25 per cent and new account profitability by 63 per cent,reducing employee turnover by more than 40 per cent. Inthese companies, top management energises its people and never relinquishesresponsibility as the ultimate guardian of the brand. This is about people whowork in an environment where, through determined leadership and good training,everyone knows the customer is important. Customer-focused values matter andleaders set the direction and create the climate by giving their employees theessential tools to do the job.Becomingmarket leader and staying there are two different issues. Sustaining a leadingposition can only be done by constantly paying attention to your targetcustomers and what they value – ensuring that your organisation continues todeliver that value and brand promise every day. Thegreatest brands of the future will be those that, through a ‘branded customerexperience’, create meaning for customers and employees and create valuethrough differentiation. Thislevel of differentiation cannot be achieved through advertising alone, orthrough products that can be easily copied, nor through prices or ‘loyaltycards’ that stimulate short-term affection. Only ‘branded customer experiences’can create an indelible impression on customers that is so powerful and sopositive that they become the strongest type of advocates for the brand. Comments are closed. Delivering on your promisesOn 1 Feb 2002 in Personnel Today Previous Article Next Articlelast_img

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