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ABUNDANT ASTA RESOURCESDay in and day out, ASTA helps its members with everything from debit memos to bankruptcy claims on against suppliers to applying for Small34 Business Administration loans. Whatever business problem is facing with you35 chances are someone at ASTA headquarters can offer the advice or a helping36 hand. A few months ago, ASTA introduced that the Member Care Center as37 an improved method of serving its members. The Member Care Center serves38 as the single source for member record changes, for meeting registrations39 and information requests. We have begun intensive customer service training40 of our Member Care team to ensure that they are fully equipped with to41 answer your questions as more efficiently as possible. Our Member Care team42 meets early every morning for a briefing report on the ASTA and travel43 industry news of the day so they are prepared for the various calls that may44 come in. If the answer or solution lies in other another ASTA department,45 ASTA has a highly trained staff of professionals are ready to assist you.Here’s just a sample of how ASTA departments service oar members on a daily basis. 34（）
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C & A InsuranceInterview SheetDate: 27 Aug., 2005Name: Lynn FrankiePosition applying for: (5) __________________Current PositionLast job: (6) __________________ FurnitureJob title: (7) __________________Qualifications: Bachelor in (8) __________________Marital status: Single 8（）
Four score and seven years ago our fathers brought forth on this continent, a new nation, conceived in Liberty and dedicated to the proposition that all men are created equal.Now we are engaged in a great civil war, testing whether that nation or any nation so conceived and so dedicated, can long endure. We are met on a great battle-field of that war. We have come to dedicate a portion of the field, as a final resting place for those who here gave their lives that that nation might live. It is altogether fitting and proper that we should do this. But, in a larger sense, we can not dedicate we can not consecrate, we can not hallow--this ground. The brave men, living and dead, who struggled here, have consecrated it, far above our poor power to add or detract. The world will little note, nor long remember what we say here, but it can never forget what they did here. It is for us the living, rather, to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced. It is rather for us to be here dedicated to the great task remaining before us that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion that we here highly resolve that these dead shall not have died in vain that this nation, under God, shall have a new birth of freedom and that government of the people, by the people, for the people, shall not perish from the earth. The main point of this speech is something about ().
Focus on Your CustomerIf you think of the most successful companies around the world -- GM, Wal-Mart, IBM, etc. -- they all have one thing in common: loyal customers. It can cost ten to twenty times as much to acquire a customer as to retain one, so it’s easy to understand why customer relationship management is such a hot concept. But, while everyone understands CRM is a good thing, putting a CRM strategy together isn’t easy. The place to start A customer-driven business model.A customer-driven business model is the most prudent method of ensuring customer loyalty because it fosters a better relationship with new and existing customers. Others such as market, price, cost or e-commerce-driven business models may generate profits, but fall short of sustaining a loyal customer base. At the heart of customer-driven business model is a clear understanding of the customer -- not just customer trends (although this is useful information, too), but the buying habits and history of every one of your customers. This 360-degree view provides analytics from multiple channels (direct, web, fax, E-mail, call center, sales/marketing) and consolidates into a common repository. Monitoring buying habits and tracking market dynamics lets you more effectively market new and existing products and services.If you think this is a daunting task, you aren’t alone. Because most enterprises don’t have a consolidated view of their customers, obtaining customer profit and cost information is often a Herculean effort.Implementing a CRM solution is usually a huge project with a high probability of failure. Some analysts suggest most businesses underestimate the cost of a CRM Implementation by 40～75 percent. In fact, a successful CRM will interface with ERP systems to provide integration with all customer interactions such as order processing, billing. Also, CRM strategies must include commitment and sponsorship from senior management, as it should be deemed a strategic investment that is implemented incrementally and evolutionary.Understanding critical success factors, such as those listed in the "Key to CRM Success" sidebar, mitigates the risks. First, start with a cultural change that focuses on a customer-centric business strategy. Make sure your organization is well aware of the high cost of customer attrition and is focused on improving retention, increasing loyalty. Understanding and broadcasting the cost of acquiring new customers versus fostering existing relationships.Second, focus on an enterprise view of the customer that encompasses all customer data, such as communication history, purchasing behaviors, channel preferences, demographics, etc. Understand your customers’ preferred channels and determine if there’s some way to optimize them.Adopt a flexible architecture that will expand with your business -- this is true with any IT project. Never deploy a strategic, costly solution using the big-bang approach. Always take an incremental, evolutionary, or iterative approach. The impact to your organization can be significant, thus, proceed slowly and ensure the returns on investment measures are in place. The first paragraph indicates that loyal customers（）
1995年某村委会将果园平均分给各户承包，规定承包期5年。其中韩某承包了40棵苹果树。 1992年，村委会即全部收回果园搞专业承包，承包给以鲁某为首的6个专业队，合同约定承包期10年。后因管理不善，经村委会同意，鲁某等6人又将其中原来韩某承包过的40棵苹果树转包给了刘某。年后，韩某以他与村委会签订的合同未到期为由，强行抢摘这40棵苹果树的苹果400多公斤，故引起纠纷。村委会调解不成，即宣布解除其与鲁某等6人的合同，准备重新平均分包到各户。鲁某等6人即诉至法院，请求继续履行合同。刘某则向法院请求韩某返还400多公斤苹果，一审法院即将韩某列为被告，将村委会和刘某列为第三人。判决后村委会提起上诉，二审法院发回重审，认为应将村委会和韩某列为共同被告，将刘某列为第三人。就上述情况，请回答： 在本案中有关诉讼地位表达正确的是：
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