Many Faces of Oppression

Tsitsi Dangarembga address several issues concerning women in her novel, Nervous Conditions. Three main issues include coming-of-age, colonialism, and patriarchy. They are all encountered by the central character, Tambu as she grows up in colonial Rhodesia. While living on the homestead with her family, Tambu witness the examples of oppression prevalent in her environment. The women in her immediate family are domesticated and for the most part uneducated. When Tambu learns of her aunt Maiguru†s education and â€Å"success†, she tries to ignore the potential images of the women on the homestead by working hard to go to school. Once she is granted an education with the help of her uncle, Tambu finds out that her aunt Maiguru is oppressed too, only in a different setting. Therefore the struggles women face are similar regardless of their class,or level of education. Tambu learns early about the oppression of women in the traditional patriarchal way of life on her homestead. For example, Tambu can not continue to go to school because her family lack the funds for her to go. However, her brother Nhamo is granted the right to go and is expected to do well. Their father boasts about his son†s education and gives him certain rights and privileges. Tambu resents the fact that her brother is able to get an education and she is not. She is constantly in conflict with Nhamo because of Nhamo†s arrogance. He retorts, â€Å"Did you ever hear of a girl being taken away to school? With me it†s different. I was meant to be educated† (Dangarembga, 49). Speeches like this contributes to Tambu†s increasing drive and desire for education. Tambu, seeking to break away from her oppression through education, asks her parents for maize seeds to raise her own crop and sell them for tuition. Her own mother†s years of oppression seeped into discouraging Tambu. My mother said being black was a burden because it made you poor†¦ [and] being a woman was a burden because you had to bear children and look after them and the husband† (Dangarembga, 16). Discouragingly the parents give the seeds to her and she raises her crop. She notices that her crop is coming up missing and finds out her brother was stealing them to keep her from going to school. However through determination and a little assistance, Tambu raises the funds for school. Her father, in an act of dominance tries to take the money away from Tambu†s education but is unsuccessful. Tambu gains a small victory in her journey to reach her dream. The death of Nhamo is a turning point in Tambu†s life. Because Nhamo was the only son in the family, Tambu took his place. Tambu is granted the chance to be a part of colonized life and the advantages it has over the poverty she has lived. All the whileTambu goes through her schooling she sets her sights to becoming what her aunt Maiguru seems to be. â€Å"She was altogether a different kind of woman from my mother. I decided it was better to be like Maiguru, who was not poor and had not been crushed by the weight f womanhood† (Dangarembga, 16). One of the examples Tambu is shocked to know is the oppression Maiguru encounters by obtaining her Masters Degree. Tambu is accustomed to the hierarchical forms of address which place women and children lower than men. She is surprised to know a woman can go that far and wonders why no one acknowledged her aunt†s degree. Again another example of oppression in Tambu†s family, especially the women, is that they didn†t like Maiguru acquiring that amount of education and therefore did not acknowledge her level of education. They did however,celebrate Babamukuru†s Master Degree constantly and gave all praises to him, even the women joined in. Another example of the oppression in a middle class household is Maiguru†s salary. Even though she had the education and the career in teaching, Maiguru never saw a penny of her earnings. They went directly to her husband. Even Maiguru shows her acceptance to this oppression by saying, â€Å"†¦ no one even thinks about the things I gave up. But that†s how it goes†¦ and when you have a good man and lovely children, it makes it all worth while† (Dangarembga, 102). Even though Maiguru was educated, she was still expected to marry and raise children, so her education only provided another way of serving her family. This confession disappoints Tambu because it shatters her image of Maiguru being an independent role model. Now, with the influence of her cousin Nyasha,Tambu must find and become her own image of an independent, educated woman. The patriarchal way of life in Rhodesia had many levels of oppression. From the poverty-stricken homesteads to the colonialized middle-class setting, women were being oppressed from something. Author Tsitsi Dangarembga, cleverly reveals these levels of oppression in Nervous Conditions. Main character Tambu is able to see some of these levels with her opportunity to go from her homestead to her uncle†s home while she grows and goes through school. She think she has escaped the oppression when her brother dies and she has the opportunity to leave home where oppression is prevalent. Tambu fails to see that oppression exist even in a colonized setting until she learns from her aunt and idol, Maiguru. Even with a high level of education and ability to make money, there was still the opportunity for oppression to exist, in Maiguru†s example, by not acknowledging educated women or having their earnings controlled by men. Although this realization now occurs to Tambu, she tries to find some other way to resist the oppression (refusing to go to her parents† wedding). Nervous Conditions is a great example of how women struggle regardless of class or level of education and whether they accept the oppression or resist it.

A Case Study Of T Mobile CRM Marketing Department - Free Essay Example

Sample details Pages: 28 Words: 8257 Downloads: 9 Date added: 2017/06/26 Category Marketing Essay Type Case study Level High school Did you like this example? The Impact And Success Of Customer Relationship Systems: A Case Study Of T Mobile CRM Marketing Department 1.1 Introduction As has been commented upon in academic research, â€Å"today, in the business world, management recognises that customers are the core a business.† Expanding market share for any business relies upon the strength of their ability to be able to attract customers to purchase their product or service. However, it has not been until relatively recently that business has begun to understand that it is not solely the reliance upon attraction of customers that is important to success. Equally, if not more important, is the need to retain the customer and their future loyalty to the product offering or brand, as this is the only way in which the corporation can sustain their competitive advantage over other market players. Moreover, it has also been recognised that there is a significant cost benefit in the retention of existing customers in comparison with adding a new customer and this is especially true in an industry that has reached saturation point, w hich is certainly the case in the UK mobile telecommunications sector. 1.2 Background on CRM tools and systems Consequently, it is not surprising to find that an increasing number of businesses are becoming more focused upon the need for including customer relationship management (CRM) processes, tools and systems as a key element of their corporate marketing strategy. Indeed, in a survey conducted by Boston based Bain and Company, which covered 708 corporations across the Americas, Europe, Asia and Africa and resulted in 6,373 respondents, 78% were actively using management tools as a key element of their drive for competitive advantage, with the same percentage incorporating customer surveys within this strategic area. With the advancement of technology, both in terms of software, the internet and other developments, these CRM tools and systems have become more innovative as corporations seek to improve their customer retention and loyalty. It is this particular element of the CRM discipline that forms the focus for this dissertation which, by using T-mobile as a case study corporation, intends to undertake an assessment and evaluation of the impact that such tools have upon the corporations marketing department. 1.3 Case study T-Mobile T-Mobile is a wholly owned subsidiary of the German telecommunications giant Deutsche Telekom. The current brand name was introduced in 2002. Within its sector, the company is the worlds sixth largest mobile communications business, based upon the number of subscribers, and the third largest mobile multinational after Vodafone (UK) and Telefonica (Spain). Globally, the company has over 101 million subscribers. In the UK, T-Mobile has 13 Million subscribers and operates through 294 separate retail locations in addition to its online website. On the 1st July 2010, T-Mobile UK became part of a joint venture with Orange, operating through a new corporation called Everything Anywhere Ltd, which is â€Å"joi ntly owned by Deutsche Telekom and France Telecom.† Together the two businesses account for around 28 million subscribers and share administrative facilities. As stated, T-Mobile is operating within a highly saturated industry sector, which can be evidenced from recent statistics. For example, as can be seen from figure 1, mobile phone ownership had increased to over 80% by 2008 . More recently, by 2010, this number had risen to around 90% ownership of 2G and 3G mobiles (figure 2), although it should be noted that the number of actual mobiles owned significantly exceeds this figure because many individuals have more than one phone. Figure 1 Consumer durable statistics Source: https://www.statistics.gov.uk/cci/nugget.asp?id=868 Figure 2 Communications adoption 2010 Source: OFCOM (2010) In terms of market share, the statistics show that T-Mobiles percentage of the UK market has remained relatively static during the course of the five years to 2009, as inde ed has that of Orange, the company with which it has now formed an alliance. In contrast, O2, Vodafone and 3UK have achieved significant share growth during the same period. Superficially, at least, this appears to suggest that the latter corporations have not only managed to secure a greater rate of market share growth than T-Mobile but have also been more successful at retaining the loyalty of their existing consumer base. Consequently, this result suggests that there is a need for improvement in the T-Mobile CRM systems. Figure 3 Mobile phone market shares Source: OFCOM (2010) 1.4 Aims and objectives The aim of this study is to evaluate and assess the impact and success of CRM tools and systems within a practical corporate environment, in other words, it seeks to ascertain the extent to which these tools are achieving their goals of customer retention. Therefore, it is intended to resolve the following research propositions: 1. That CRM tools are having the ef fect of increasing customer loyalty to the T Mobile brand and improving repurchasing levels. 2. That the marketing department at T Mobile have been successful in introducing innovative CRM tools which has provided the corporation to achieve a competitive advantage over its main competitors within the mobile phone sector. To facilitate the robustness of this dissertation and the fulfilment of the aims that have been set, it is intended to conduct the research within the following framework of objectives. The focus of these objectives will be the mobile sector of the UK telecommunications industry, using T Mobile as the case study organisation: To provide a brief overview of the definition of CRM and its purpose within a corporate environment, with particular reference to its development and effectiveness of use within the UK mobile telecommunications sector To provide a detailed examination of the main challenges faced when using CRM tools and identify the latest tec hnologies that are being used to address these issues. To provide a critical analysis of the way in which the case study organisation, T Mobile, has introduced CRM tools and systems into their business. Moreover, this objective will also seek to investigate how these systems have been incorporated into the latest strategies developed by their marketing department. The final objective is to use the results of the research conducted t make recommendations for improvement, if applicable. 1.5 Scope and structure of dissertation To aid clarity and understanding of the content the remainder of this study has been formatted within the following framework. In the next chapter (2) a critical literature review is presented which concentrates upon the definition of CRM, the various tools and systems that are used to improve and enhance its management, as well as identifying how T Mobile have utilised these tools within their CRM strategy. Chapter three examines the methodology options available to the research and provides the reasoning for the methods that have been chosen, as well as indicating the limitations and how these have been addressed. Within chapter four, the research findings are presented and explained and these are further discussed in the chapter (5) that follows. The final chapter (6) brings the dissertation to a conclusion and, based upon the findings that have been discussed, also contains recommendations that are intended to assist the case study organisations and other in maximising the benefits the receive from effective implementation of CRM systems. Furthermore, as attachments to the main dissertation, additional appendices have been added. These comprise of a biography that provides details of all the publications and other information that has been relied upon and referred to within this study. Additionally, the appendices contain details of the primary research conducted, such as the questionnaires and interviews, toge ther with full details of the responses received. Chapter 2: Literature review 2.1 Introduction The academic and corporate interest in the importance of a relationship that a business can and should develop with their customers has been a part of the corporate strategy for some time . In this respect, it has long been recognised that the extent to which a corporation understands its customer and their needs will have a significant impact upon both their achievement of competitive advantage and in developing appropriate marketing strategy . However, since the middle of the 1990s CRM has not only taken the theory and art of interacting with customers to a new, more collaborative level, but the concept itself has become almost inextricably linked with the rapidly developing area of information technology and systems . In other words, from a practical, if not psychological aspect, the majority of CRM related studies are now focused upon its development and practice within the internal and external technologies tools and systems available to the corporation. Therefore, within this critical review of existing literature the intention, following a brief overview of the various definitions that have been applied to CRM, is to focus upon the CRM, how these are implemented in the IT environment, and to also evaluating the benefits and barriers. Following on from this the relationship between these issues and the manner in which they have been implemented within the case study corporation T-Mobile. 2.2. Defining CRM and its purpose As has been the case with almost every theory related to corporate strategy and management, there have been a number of attempts at providing a comprehensive and robust definition for the term CRM. These have ranged from the complex to the simple. At the former end of this scale is the lengthy definition that was used by Payne and Frow for the purpose of their research study into this area. Figure 4 CRM definitio n Source: Payne and Frow (2006, p.168) However, as Payne and Frow indicate the term, which gained prominence in the 1990s, has in the past been defined as â€Å"CRM can be interpreted as a process of digitizing a staffs knowledge about his or her customers.† Nevertheless, in view of the connection that exists between CRM and IT, perhaps the simplest and most appropriate definition that exists can be more succinctly described as it being â€Å"information-enabled relationship marketing.† 2.2.1 Purpose of CRM In terms of the purpose of CRM systems, from the corporations viewpoint, the consensus of opinion is that this can be applied to five key areas, which are as follows: 1. Acquisition of new customers The purpose being to secure new customers whose values equate with those that the firm or its brand is delivering. In financial terms, this will also reduce the fixed cost per customer, which can add further value by, for example, reducing product price. 2. Increasing revenue from existing customers This is achieved by encouraging existing customers to purchase other products or accessories, which in the mobile environment might consist of additional apps. 3. Improving customer retention rates Aimed at improving customer loyalty which will result in a continuation of their repurchasing habit 4. Reducing recurring costs Improvements made to internal/external systems should lead to a reduction in the cost of delivering messages and services to the customer without impacting adversely on quality 5. Reduce costs of acquisition Helps to improve the efficiency of attracting new customers, which has cost benefits 2.2.2 Key changes brought about by introducing CRM As can be seen from the following table (1), the design, execution and implementation of the CRM process within the business has an impact upon four key areas of its operations. Table 1 key change elements of CRM Source: Gurau et al (2 003, p.211) It is apparent that the two main elements of this change are the effect that it will have upon firstly, the customer and, secondly, the business employees. From a customer aspect, the process will be focused upon understanding and satisfying their needs, which at the same time will provide them with a greater sense of being appreciated and respected by the firm as their views are being listened too. The other aspect, which is interrelated with the first, is ensuring the efficiency of understanding that the staff have in terms of operating the new CRM system as, only through this approach will the customer satisfaction determinants be fulfilled. 2.3 CRM theoretical models There have been several theoretical CRM models developed over recent years, which have set out to provide an understanding of the way that these processes work and the interaction between the various elements. Of these, it is considered the two that provide the greater amount of detail abou t these processes are the QCI (figure 5) and Paynes five processes (figure 6) models. Figure 5 QCI model Source (Buttle 2009.19) QCI model developed by a consultancy firm Figure 6 Paynes five processes m model Source (Buttle 2009, p.20) Paynes five process model The benefit of the QCI model is that it shows the revolving and continuing cycle of the CRM customer based element. In other words, it defines the triple task of which is to win-back old customer, target new ones and continue to learn from the information gathered from the consumer so that the value of the product and brand can be constantly evolving to meet their changing needs and demands. Another important element of this model is that it indicates the bi-directional approach or communication between the various elements, which is essential in the development of a successful customer relationship programme. Conversely Paynes model, which has been adapted from Michael Porters ‘value chain, take s a straight line approach and splits the process into two distinct parts, these being the primary steps, related to external and customer activity, and the supporting direction, which is related to internal operations. In focus therefore, this model is targeting the impact of the relationship between the customers on the one hand and the profitability of the business. Nevertheless, it is apparent in both cases that there needs to be a robust link between all of the component parts and it is this link which has been found to be best created through the adoption and implementation of appropriate CRM IT systems. 2.4 CRM and IT As this review has revealed earlier, most CRM tools and systems are now implemented through the use of information technology and this is increasingly being seen as the most appropriate manner of controlling and measuring customer relationship. Nonetheless, in terms of corporate acceptance of this situation, this has been slower in materialising. How ever, this position is rapidly changing as indeed can be evidenced from a survey conducted in 2002 which showed corporate employees satisfaction with IT CRM systems increased from 35% in 2000 to 78% in 2992. It is apparent from this change of opinion that corporate employees have now begun to recognise the main advantages that exist within the new IT developments in CRM, which have been clearly identified within academic research (Table 2). Table 2 difference between old and IT based CRM Source: Gurau et al (2003, p.201) One interesting observation becomes immediately apparent from a review of this list is the increased interactivity force and power of the customer and the impact that this has upon the corporations and its drive for competitive advantage. For example, not only does the Internet provide bi-directional between the customer and the corporation, it also allows for the same to occur between customers, which means that their influence upon other and potent ial customers is much greater within the World Wide Web environment. For this reason, it is important that the best practice is adopted for the CRM systems. 2.4.2 Best practice for CRM in IT The first important factor to remember, which is linked to that discussed in the previous section is that CRN management tools usage on the internet should not be confined to just being price driven. The reason for this is that most online retailers have resorted to this approach, which reduces its competitive advantage for the firm. In addition therefore, the Internet message also has to achieve customer satisfaction â€Å"to increase competitive advantage† against other online competitors. The level of the customer satisfaction both with the product and with the relationship that he or she enjoys with the firm is a key factor in determining the extent of their loyalty to the firm and their repurchasing behavioural patterns. Moreover, as indicated within the following diagr am (figure 7), if there is a significant level of dissatisfaction being experienced, the person in question can act as a disruptive force. Through the communication means available on the Internet, these ‘dissatisfied customers can create adverse perceptions in the minds of potential new customers about the quality and appropriateness of the product and brand. This could act as a deterrent, dissuading these new customers from an initial purchase trial. Therefore, to ensure competitive advantage is maintained a high level of customer satisfaction with both the product and the brand and its service and promotion must be maintained, to such an extent that, as Shrimp and Madden â€Å"a triangular love relationship† develops between the brand product and customer. Figure 7 Customer satisfaction matrix Gurau et al (2003, p.201) 2.6 CRM tools, systems and their objectives 2.4.1 Use of Internal Tools and systems With regard to the internal implementation and management of CRM processes, the core factor is for the business to comment this process using a two-step process: Step one This step focuses upon the business and customer strategy review. Business strategy is to commence with an overview of the internal and external business environment. Customer strategy involves examining the existing and potential customer base to identify which segment is most appropriate for the business product Step two Consists of building a multichannel objective, which means that s number of channels must be managed in an integrated manner The multiple channels that are referred to in step two above will include a number of activities. For example, perhaps the most important of these is the need for a data depository (or memory bank) from which information can be mined and retrieved. In addition, the business will need to have front and back office applications which a) interface with customers, and b) include back office applicati ons that support internal administrative, supply and logistical processes. All of these elements must be aimed at improving the quality of service marketing that is applied to the external CRM tools. In other words, they should be designed to enhance the service value chain operated by the business and from the business viewpoint, the effective management of its customer base. Another of the beneficial uses of internal CRM tools is that it can be integrated with other computerised systems, providing information to areas such as the supply chain, resource planning and even financial systems 2.4.2 Use of external CRM tools In essence, most of the external CRM tools will be related to marketing , especially those that are focused upon the Internet and, in this respect can provide opportunities that can be used to adopt new marketing models that will enable the marketer to get â€Å"inside the lives [and minds] of your customer.† Within the offline environment, many businesses have used these systems for the purpose of direct mailing and the creation of loyalty and reward programmes, all of which are designed to improve customer retention and loyalty. Alternatively, in the online environment the marketers are provide with three main marketing opportunities, which include the development of a brand website and involvement with social networking, as well as online advertising. In relation to all of these opportunities, the focus for the marketer must be upon the creation of an interactive dialogue between the business and the customer to ensure the objectives and needs of each party are met. However, it is equally important, having implemented these processes, that their performance is monitored, which means that control systems, such as a KPIs or Balanced Scorecard approach needs to be also included within the process. 2.7 CRM at T-Mobile In relating the above elements of the literary review to the case study organisation, T-M obile, the extent to which this corporation has followed the advices and processes described in the previous section can now be identified. It is apparent from a visit to their website that the company is offering similar promotional material and product descriptions to those of other mobile organisations. Furthermore, in terms of building a customer relationship the site also offers a discussion forum, although it has to be said that this is not immediately apparent unless one visits the ‘contact us. Similarly, with the same criticism, the company has also engaged with online social networking, though this appears to be limited to the ‘Twitter site at present. Consequently, when all of this activity is added to the data that is collected from the contact us site and the further customer details that are required when requesting help, or making a payment, it is also apparent that the organisation must have the internal CRM systems available to enable it to devel op a data depository. From this, the business would be able to produce a targeting programme that can design offers for a specific group of customers, where existing or new. 2.8 Summary In summary therefore, it can be concluded from this review that the main elements required for the implementation of a successful CRM system that will deliver the goal and objectives of the business, must be based upon the following key factors: Mission vision Creating basic functions, structure and content that are designed to deliver customer satisfaction and are designed to prevent the death of the relationship Commitment Ensuring clarity of definition, good leadership and help from the supply chain to achieve objectives Monitoring Effective management, use and control of the information acquired and evaluating the ongoing performance Customer orientation Focus on committed customers and a loyalty programme with financial incentives tend to lead to a greater level of customer satisfaction. Also learning to see the brand through the customers eyes Marketing Concentrate upon firing up the front line Within the following chapters, it will be discovered the extent to which T-Mobiles current CRM tools and systems have succeed in these goals and objectives. Chapter 3: Research methodology 3.1. Introduction One of the most essentials prerequisites for the conduct of any study of this nature, which includes both an understanding of the theoretical processes and their transition into a practical commercial environment, is ensuring that the appropriate methodology is chosen for use . The following sections outline the approach that has been adopted for this dissertation. 3.2 Research philosophy The philosophy adopted for the study has been based upon a combination of the positivism and interpretivism approach. In relation to the former, the benefit is that it allows the researcher to introduce previously published facts an d concepts that can be reviewed objectively, for example, in this case such a modus would include previously published academic literature and the opinions of expert observers. Interpretivism, on the other hand, permits the researcher to observe the reactions and perceptions of individuals, which in this case would be those who supply mobile product and the consumers who use them. 3.3 Methodology strategy With a study that combines the theoretical with the effectiveness of its transitioning into a practical environment, the methodology chosen would rely upon either the quantitative or qualitative approach, or a combination of the two. The former allows for a more detailed and study of specific elements or opinions, for example, as would be gained from the use of an individual case study organisation or the conducting of interviews. The latter relies upon a large scale of investigation and, in this respect the use of existing academic resources or the conducting of a surv ey would have the desired outcome. 3.4. Choice of research methodology In considering the appropriate approach that would be suitable for this dissertation, the author has heeded the advice from other academics that a combination of the qualitative and quantitative approach might enhance the results and findings and has therefore decided upon this method. The reason for this choice is based upon the fact that, although only one organisation is being included as a case study, the size of the consumer market is considerable. The intention with the latter is to seek a consensus of opinion from these consumers as to what CRM strategies and tools are most likely to affect their purchasing and loyalty choice and for what reason. The data and information required from these approaches will be amassed through the secondary and primary data collection processes. 3.5. Secondary data collection process Secondary data comprise two areas of research, both of which will have been pre-published and generally available in the public domain. For the first part, this will include publications related to theoretical concepts related to the key elements of CRM and the models and tools developed which are available in books and journals located in either bookstores, libraries or reputable online publishing websites. The second part is the collection of statistics and other external opinions that have been made available from the Office of National Statistics, the OFCOM regulator and other NGO organisations or expert observers. 3.6. Primary data collection process Regarding the collection of primary data, three approaches have been used. The first of these was the case study itself, for which T-Mobiles own website has been used in conjunction with reviews related to the corporation that have been published by other industry observers. However, to appropriate and robustly address the aims and objectives of the dissertation it was also determined that the re was a requirement for the researcher to gather information, opinion and evidence from those considered to have a more intimate involvement with the industry sector . To achieve this situation it was decided to use an approach that combined the use of semi-structured interviews together with consumer surveys . 3.6.1. Semi-structured interviews For the purpose of semi-structure interviews, two employees from the case study corporation were chosen and, in addition, a representative from the OFCOM regulator and a consumer group . The benefit of this approach was that it provided the researcher with the ability to achieve an understanding of the CRM tools and strategies implement by the T-Mobile Corporation, as well as their views and opinion as to the success of these methods. 3.6.2. Questionnaire and survey The questionnaire took the form of an online survey , which was targeted to social networking groups as well as a similar survey conducted at one of T-Mobiles re tail location, where the corporations customers formed the respondents. These surveys, to which only the researcher had access to the results, were aimed at providing a collective consumer view and opinion in relation to the benefits the considered applicable to them from CRM processes. The questionnaire itself was constructed with a range of question styles. From the closed type which was used for responses such as age and gender, to the ‘linert style, which is designed to test the degree to which the consumer agrees or disagrees with a specific statement, with five choice options being available. 3.6.3. Ethical issues within primary research There are issues that need to be appropriately addressed with any primary research. Predominantly, these are related to data and privacy protection. In the design, construction and implementation of the semi-structured and survey used within this particular dissertation the ethical issues were dealt with in the following way. Firstly, as can be seen from the questionnaires, there were no questions that required the divulgence of any person data save for age and gender. In other words, no information of a personal or financial nature was requested. Furthermore, it was made clear to the respondents that their involvement with the survey was a matter of personal choice. With the interviews, again it was confirmed that participation was voluntary and, moreover, that privacy would be protected by not indicating the interviewee by name. In addition, in this case transcripts of the interview were sent to each participant for their agreement prior to the results being included within this study. Therefore, it is considered that the primary research processes have been implemented in a manner that cannot be seen to have caused harm to the respondents and, furthermore, comply with current protection legislation and codes. 3.7. Limitations The limitations that can be seen to potentially affect the ch osen methodology can be described as follows. Concerning the secondary research process, the main concern is to ensure two things. Firstly, it is important to ensure that the data has been collected from reliable sources and is, as far as can be assessed, free from bias or inaccuracies. Secondly, it is also important to ensure that the research relied upon is the most current available. With the primary research, it is equally essential to ensure that bias is not allowed to affect the design in terms of things like questions. In addition, the other limitation is related to the sample size selected for these events. Within reason it is considered that, taking into account the restrictions in relation to issues such as time, cost and geographical locations, the research conducted for secondary and primary purposes has reduced the impact of these limitations to acceptable levels. 3.8. Summary It is the researchers considered opinion that the methodology adopted for this study, as set out within this chapter, was sufficiently robust as to add value to current research into the area of customer relationship management and, in addition, has adequately addressed the aims and objectives.. Chapter 4: Findings and data presentation 4.1. Introduction The findings presented within this chapter include those related directly to the case study data provided in the introductory chapter, as well as the results of the primary interview and questionnaire results. 4.2. Case study and interview findings One factor that has become apparent about T-Mobile and its development over the past few years is that the UK market share for the business has not increased, in other words, if there has been any customer gains, these have been countered by similar levels of losses. This result appears to indicate that, to date at least, the business CRM process is not perhaps as robust as other competitors are, particularly when compared with O2 and Vodafone. However, this view of the CRM process does not appear to be a viewed shared by the two representatives of T-Mobile who took part in the semi-structured interview. 4.2.1. Interview findings The full transcripts of these interviews can be found in appendix 2, where it will be apparent that the majority of the questions were based upon the CRM tools and systems as they related to the online activity of the business. What was clear from the opening question was that all of the interviewees, including the two T-Mobile and two external organisation representatives, were agreed that CRM, when implemented effectively, bring a value to the business, which, as noted, is believed helps build this relationship: â€Å"Yes, I do think that CRM has a value. It has taken a while to realise what that is. However, I believe now that the greatest benefit is that it brings us closer to the customer and, equally important, allows us to respond to them in much less time than was previously the case† (Mr A) The next point of interest was in respect of the implementation process itself. Although accepting that there had been some difficulties in this area, for T-Mobile it was not considered a major issue, which others thought would be the case: â€Å"If you adopt a robust change management strategy for the business, CRM should be no more difficult to implement than any other internal system. True, one can never say that implementation will be perfect but most good corporations should not experience significant difficulties† (Mr C) The next few questions put to the interviewees related specifically to the website, its suitability and ease of use the extent to which it got its message across to the consumer. The responses, as outlined below, were generally positive in all of these areas: â€Å"It certainly gets the product message across and I believe that it is relatively easy to navigate. It also provides a lot of opportunity for customer feedback and discussion, which helps us to keep in touch with their needs† (Ms B) â€Å"From a surfers viewpoint, I would say the T-Mobile site is relatively simple and easy to navigate† (Mr B) â€Å"Obviously, I would say that the main focus of the website in sales orientated. However, in addition to this it is also a ideal vehicle for market research. It helps us to find out how customer needs are changing and that provides us with a basis for future product development† (Mr A) However, a number of the interviewees did notice an issue that needed improvement, which was directly related to the CRM element. This was explained particularly well by one of the external interviewees: â€Å"My personal opinion is that the main issue is in fact the CRM process. Apart from the standard link to contact us, which some consumers are adverse to using, indications as to how the customer can communicate with the business online need to be enhanced, for example , by making access to the discussion forum more visible† (Mr C). In assessing the interviewees perception of the consumer response to the CRM element of the website, this being related to communications and information gathering, the consensus of opinion was that, because of the rise in popularity of social networking, most consumers were not concerned about disclosing information online, providing it was not of a personal or financial nature. However, in return, they did expect to be treated correctly by the company, which as the marketing representative from T-Mobile acknowledged was an area they focused upon managing effectively, as she explained: â€Å"We have dedicated IT people who role it is to ensure that our response to any issues that are raised by customers are dealt with quickly. They may not be able to answer every question, but at least they can respond to the customer and tell them when they will have the answer. Communication is important and the d iscussions allow us to maintain this effectively† (Mr A) With regard to other online activity by T-Mobile, this was confirmed by their representative to be occurring in a number of areas: â€Å"Yes of course. We are on Twitter, which allows us to let people know about new products. Our TV advertising can often be found running on sites like YouTube, which gets the message across to a global audience. Finally, members of our staff are also interactive with other social networking sites† (Mr A) The final aspects of the questions put to the interviewees related to the benefits in cost terms and whether it had improved the customer experience, thereby improving retention and loyalty. In relation to cost, their was agreement that CRM had certainly been beneficial in this respect, both in relation to reducing the cost per customer With regard to the improvement of customer perception, the following is the opinion of the T-Mobile interviewees: â€Å"Obviously, the customer is better placed to answer this question than me. However, from the interactions we have with customers, the general view appears to be that they find the experience of dealing with the company now that it has all the online facilities, much better than in the past† (Mr A). However, as will be shown in the next section, this perception may not actually agree with the reality of the consumers feelings. 4.3. Questionnaires The questionnaire survey was conducted in two parts, with one being carried out online, with the help of T-Mobile, and the other being conducted at two of their retail sites. Full results are attached in appendix one, with the graphical results being used for this section of the dissertation. The total number of respondents was 121 over the three locations, with the age demographics as indicated in table 3. Table 3 Question 1 Please indicate your age group 18-25 19 19 12 50 41.32% 25-40 10 9 5 24 19.83% 40-56 12 8 5 25 20.66% 56 + 8 7 7 22 18.18% The next two questions focused upon the choice of provider and the quality of the phone product (figures 8 and 9). Not surprisingly given the locations, 40% were T-Mobile customer. In relation to the quality of the product, although 60% found these to be average or above, it should be worrying for the providers that such a large percentage were not satisfied with the product. Figure 8 Question 2 Figure 9 Question 3 The following pair of questions focused upon how the respondents used their phones and what had enticed them to buy it in the first place (figures 10 and 11). Text messaging was the main usage, but what was considered interesting was the fact that a very similar percentage used their phone mainly for connection to the Internet, which shows the increasing popularity of online usage for mobile phones. The increase in the online connection with the mobile phones sector is also reflected in the fact that nearly 40% purchased their phones through or because of this medium; with on the spot high street decisions to purchase being relegated into third position behind the enticement of the companys advertising material. Figure 10 Question 4 Figure 11 Question 5 In the first two of the questions that related more direct to the management issues of CRM, it was concerning to note that despite the fact that a reasonably high percentage of consumers were of the opinion that the customer service they received was good (45% approx, figure 12), a slightly larger percentage were of the opposite opinion, and this was reflected in the fact a significant majority indicated that they were not committed to purchasing future products from the same mobile provider (figure 12). Figure 12 Question 6 Figure 13 Question 7 Questions 8 to 10 focused upon the respondents perception of T-Mobiles promotional activity. Another concern arises here for T-Mobile in that the response to the website was not as pos itive as might have been expected (figure 14). In contrast however, there was a very positive response to the companys advertising campaign (figure 15), although it did not appear that either of these promotional activities would make any difference to the consumer buying habits (figure 16). Figure 14 Question 8 Figure 15 Question 9 Figure 16 Question 10 Next, with questions 11 through to 14, the survey focused upon the quality of the product and service provided. Wit h regard to the product (figure 17), Text and Internet fared best and cost worse and this is also evidence in the responses to question13 (figure 19). Figure 17 Question 11 The quality of the provider coverage was also an issue for many of the respondents (figure 18). Figure 18 Question 12 Figure 19 Question 13 Consequently, it was not surprising to find that a reasonable percentage of the sample, were of the opinion that other providers products and services would be better (figure 20). Figure 20 Question 14 One key aspect of CRM is how corporations earn customer loyalty. It is apparent that, for these respondents that, of the areas this element of CRM addresses, the product is the one that is productive in this respect with communication between provider and customer considered as least effective. Figure 21 Question 15 Next the respondents were asked how their provider communicated with them and in this respect the Internet again had a slight edge over other methods (figure 22). This again confirmed the growing importance of the Internet within the mobile phone sectors promotional and customer relationship activities. Figure 22 Question 16 The final two questions (17 and 18) focused again on customer service and the impact that this would have upon consumer retention and loyalty. In the first of the results (figure 23) customer service featured as the lowest element that would attract consumers to a provider and this was reflected in the reit erated evidence that a sizable percentage of the respondents would not commit themselves to remaining with the same provider in the future (figure 24). Figure 23 Question 17 Figure 24 Question 18 4.4 Summary It is apparent from all of the findings that have been presented within this chapter that there is a divergence of views on the effectiveness of CRM between the corporation, as per the interviews, and the external evidence, both statistical and from survey results. It is these differences that will be further discussed in the following chapter. Chapter 5: Analysis and discussion 5.1. Introduction The focus of this dissertation has been to assess and evaluate the effectiveness of CRM processes within a practical environment. The findings disclosed in the previous chapter indicate that, at least in relation to T-Mobile, there are some areas of doubt in this respect, the cause of which forms the basis of this analysis and discussion. 5.2. The effectivene ss of CRM at T-Mobile The findings from the interviews and survey appear, to a certain extent, to contradict each other. For example, while T-Mobile recognises the importance of CRM, as have others that have featured in the literature review, and the management believe it is achieving the desired objective, this is not the perception of the consumer. The survey respondents perception is that, in at least two of the key areas that CRM is intended to make a positive contribution to customer retention and loyalty, there appear to be failures. These are customer service and interactive communication. Clearly, the respondents do not believe that the communication process is as effective in this case as academic theory has suggested it should be and is therefore not delivering to customer satisfaction. Perhaps part of the cause for this could be said to be related to the structure of the companys website. There is agreement amongst the interviewees that the link to the discussi on forum on T-Mobiles website is not immediately apparent. With the average time consumers spend looking for such detail on a site being measured in seconds; this could be perceived as a major drawback to this site achieving the clarity of function and message that is recommended for best practice. Similarly, this defect might also be partly responsible for the fact that the quality of customer service has received such an adverse response in the survey. If customers believe they are not being listened to and their needs and demands are not being satisfied, they more likely to migrate to other competitors, which is what appears to be happening in the case of T-Mobile. At the very least, this migration is matching the level of new customers being attracted to the company. Consequently, as has been evidenced from the lack of increase in market share, it can be concluded that the CRM policy and strategy is not being implemented in a manner that is enabling T-Mobile to achieve a competitive advantage over other corporations operating within this industry sector. 5.3. Summary Based upon the previously presented findings and these brief discussions of the issues, it is considered that T-Mobile has to implement changes to its current CRM processes. These are required as part of an effort to improve the level of consumer retention and loyalty to a position where it will result in the company achieving a more sustainable position of continuing growth of its UK market share. Recommendations related to these changes are presented within the concluding chapter of this dissertation. Chapter 6: Conclusion and recommendations 6.1. Introduction In concluding this research project and the case study related to T-Mobile, it is now possible to resolve the propositions that were set out within the introductory chapter and also to present recommendations related to the improvements required by the company as well as future research. 6.2. Propositions The initial propositions set were as follows: 1. That CRM tools are having the effect of increasing customer loyalty to the T Mobile brand and improving repurchasing levels. 2. That the marketing department at T Mobile have been successful in introducing innovative CRM tools which has provided the corporation to achieve a competitive advantage over its main competitors within the mobile phone sector. The statistical market share evidence and the results of the survey conducted during this study indicate that the first proposition has not been proven. The companys market share position has remained stagnant during the past five years at least. Furthermore, it has failed to sufficiently convince consumers that it is a corporation with whom they can build a robust relationship. Certainly, this applies in relation to the currently level of CRM being sufficient to both offset consumer losses and increase market share. Regarding the second proposition, there is some evid ence that some benefits have been derived from the innovative use of CRM within the marketing department, particularly in relation to the companys current advertising campaigns. Nonetheless, here again it is apparent that, taken in isolation, this success has not been sufficient to provide impetus for market share growth. 6.3. Recommendations The recommendations that are being made relate to two areas, these being improvements to CRM suggested for T-Mobile and considerations for future research. 6.3.1 T-Mobile There is a need to redesign and re-launch the company website, with particular attention being focused upon promoting the business discussion forum and links to other online social networking activities, in a prominent position. This promotion should be apparent irrespective of the page of the website that consumers might visit. It is recommended that the business conduct a comprehensive programme of market research, covering both existing and potential cons umers. The aim of this should be to assess the consumers perception of concern in relation to the potential relationship with the company so that these can be addressed and incorporated into a revised CRM and marketing strategy. 6.3.2. Future research It is recommended that further research in this market sector, using other competitors for case study purposes would add value to the results of this dissertation. In the first place it will identify whether there are specific issues related to CRM success which occur in a saturated market sector if so, how these manifest themselves. It is further recommended that similar research should be conducted with other industries and their sectors. The purpose of this is to ascertain to what extent, if any, the CRM approach to the Mobile phone sector warrants a more focused approach to CRM practices that is the case in other sectors. 4. Summary It could be considered that the size of sampling used within the primary researc h for this dissertation is low and therefore might not be representative of the wider market. However, it is considered that the support provided for these findings from external statistical analysis of the market serves to confirm these findings. It is therefore concluded that the findings add value to the discussion relating to the effectiveness of CRM and also serves to highlight the issues that arise if the CRM practices are not implemented and managed in a robust and efficient manner. Bibliography Arnold D (1992). The Handbook of Brand Management. London: Century Business Bagozzi, Richard P. Gurhan-Canli, Zeynep and Priester, Joseph R (2002). The Social Pyschology of Consumer Behaviour. Buckingham: Open University Press Bailey, Craig (2005). Unlocking the Value of Your Customer Satisfaction Surveys. CRM Today, May 2005. Bruhn, Manfred (2006). Service Marketing: Managing the Service Value Chain. Harlow: Pearson Education Buttle, Francis (2004). Customer Rela tionship Managements. Oxford: Elsevier Butterworth-Heinemann Cellnet (2010), The History of T-Mobile, Available from: https://www.celtnet.org.uk/telecos/T-mobile.php [Accessed 1 November 2010] Denscombe, M (2008). The Good Research Guide: For Small-scale Research Projects. Buckingham: Open University Press Durgee, J.F. (1999). Deep soulful satisfaction. Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behaviour, 12, 53 – 63. Evans, Martin. Jamal, Ahmed and Foxall, Gordon (2006). Consumer Behaviour. Chichester: John Wiley Sons Ltd Fournier, S. (1998). Consumers and their brands: developing relationship theory in consumer research. Journal of Consumer Research. Vol. 24. pp.343 – 373. Gilligan, Colin and Wilson, Richard M. S (2004). Strategic Marketing Management: Planning, Implementation and Control. Oxford: Butterworth-Heinemann Grant. Robert M (2005). Contemporary Strategy Analysis. 5th edition, Oxford: Blackwell Publishing Gr eenberg, Paul (2009), CRM at the speed of Light, 4th Ed. New York: McGraw Hill Gurau, C., Ranchhod, A and Hackney, H (2003), Customer Centric strategic planning: Integrating CRM in online business systems. Information Technology and Management, Vol.4, pp.199-214 Harvard Business Review (2001) Harvard Business Review on Customer Relationship Management, Boston: Harvard Business Review Johnson, Gerry., Scholes, Kevan and Whittington, Richard (2007). Exploring Corporate Strategy. London: FT Prentice Hall Kelly, Sean. (2005). Customer intelligence From Data to Dialogue. Chichester: John Wiley Sons Ltd Kolter, Philip. Wong, Veronica., Saunders John A and Armstrong, Gary (2004). Principles of Marketing. 4th European edition, London: Pearson Education Ltd Kolter, Phillip (2002). Marketing Management. 11th edition. London: FT Prentice Hall Kracklauer, Alexander H., Mills, Daniel, Q and Seifert (2003). Collaborative Customer Relationship Management: Taking CRM to the N ext Level. New York: Springer-Verlag Berlin Heidelberg Lancaster, Geoffrey and Massingham (2001). MarketingManagement. Berkshire: McGraw-Hill Nguyen, T.H., Sherif, J.S and Newbym M (2007), Strategies for successful CRM implementation, Vol/15, No.2, pp.102-115 OFCOM (2010), The communications market 2010, Available from: https://stakeholders.ofcom.org.uk/market-data-research/market-data/communications-market-reports/cmr10/ [Accessed 6 November 2010] Oliver, R.L. (1999). Whence consumer loyalty? Journal of Marketing, 63 (Special Issue), pp.33 – 44. Oliver, R.L., Rust, R.T., Varki, S. (1997). Customer delight: foundations, findings, and managerial insight. Journal of Retailing, 73, 311 – 36. ONS (2010) Consumer durables, Available from: https://www.statistics.gov.uk/cci/nugget.asp?id=868 [Accessed 3 November 2010] Payne, Adrian (2006), Handbook of CRM, Oxford: Butterworth-Heinemann Payne, A and Frow, P (2005), A strategic framework for customer relationship management, Journal of Marketing, Vol.69, pp.167-176 Porter, Michael E (2004). Competitive Strategy: Techniques for Analysing Industries and Competitors. New York: Free Press Reichheld, F. and Sasser, W. (1990) Zero defects: quality comes to services. Harvard Business Review, Sept-Oct, 1990, pp 105-111 Reinartz, W., Krafft, M and Hoyer, W, D (2004), The customer relationship management process: Its measurement and impact on performance, Journal of Marketing Research, Vol.151, pp.293-305 Rigby, D (2004), Management tools survey 2003: Usage up as companies strive to make headway in tough times, Strategy Leadership, Vol.31, No.5, pp.4-11 Riley, M. Wood, R, C. Clark, M, A. Wilkie, E. Szivas, E. (2000) Researching and Writing Dissertation in Business and Management. Thompson Learning Saunders, M. Lewis, P. Thornhill, A. (2003) Research Methods for Business Students 3rd ed. Harlow: Pearson Education Limited. Shimp, T.A., Madden, T.J. (1988). Consumer -object relations: a conceptual framework based analogously on Stermbergs triangular theory of love. In: Houston M.J. (ed), Advances in consumer research, Provo, UT: Association for Consumer Research, vol. 15 pp. 163 – 168. Steward, D. W. Kamins, M. A. (1993), Secondary Research: Information Sources and Methods, 2nd Edition, London: Sage Publications T Mobile (2010) About T Mobile, Available from: https://www.t-mobile.co.uk/services/about-t-mobile/ [Accessed 3 November 2010] Thomson, M., McGinnis, D.J., Park, C.W. (2005). The ties that bind: measuring the strength of consumers emotional attachment to brands. Journal of Consumer Psychology, 15, 77 – 91. Verhoef, P.S (2003), Understanding the effect of customer relationship management efforts on customer retention and customer share development, Journal of Marketing, Vol.69, pp.30-45 Zaltman, Jerry (2003) How Customers Think. Essential Insights into the mind of the market. Boston: Harvard Business Sch ool Press Don’t waste time! Our writers will create an original "A Case Study Of T Mobile CRM Marketing Department" essay for you Create order

Economics British Airways Free Essay Example, 1500 words

Each of the operating companies in the industry has pricing power and can set the prices according to its wish. Each company has the potential to affect the market but is also affected by other companies (Del Oro social Science Dept. There are some barriers to entry into the industry mainly because of the high set up costs involved. Vertical integration is limited in the airline industry as the choice of the entrant faces legal restrictions. Foreign ownership of most domestic airlines is limited mainly because of the regulation of the government. Cabotage restrictions prevent the airline in a certain country to carry passengers further the entry point of another country (Sullivan and Coughlan, p.The company can make intensive use of revenue management. Some of its steps might be using seats that are convertible so that the flights are filled with passengers who are profitable. Signing up alliances between carriers can be the alternate way to sustain in the market. Investments can be attracted to upgrade the efficiency of the fuel (Whitelegg, 2000, p. Investments in new or modern aircrafts that are fuel efficient will lead to lower consumption of fuel. We will write a custom essay sample on Economics: British Airways or any topic specifically for you Only $17.96 $11.86/pageorder now The revenue streams can be diverted into many other sectors including the shift towards air cargo services. The loss-making routes should be identified and closed. The frequency of flights can also be reduced in certain identified routes which will have its effects on the average fixed costs. The employment contracts can be made more flexible. The costs of labor can be split up between fixed and variable costs. A policy of mixed pricing strategy that will improve the flow of cash and also act to shoot up the total revenue can be undertaken. In the short run, the profit maximization policies can provide space for the pricing strategies. This will act as the shield in the situation of recession and focus will be on the survival of the firm (Riley, 2008).

Parental Choice Program Essay - 938 Words

Finally, Wisconsin’s voucher program began in 2013 and is called the â€Å"Parental Choice Program† (EdChoice). Wisconsin consistently had the highest test scores compared to the other four states that were examined. Its mathematics performance seemed to have scores that increase from the year 2003 with a score of 284 to 2009 with a score of 288. From this point the grades seem to level out, in 2011, 2013, and 2015 the grades remain at 289 out of 300. This is shown in Table 9, Graph 5. The reading grades differ slightly, as seen from Table 10. From 2003 to 2005, it remained at a steady 266, this grade dips in 2007 to 264 but rises again to 266 in 2009. The grades then steadily increase beginning at a 267 in 2011, to a 268 in 2013, and finally†¦show more content†¦Ohio scores for both math and reading follow a similar inconclusive trend. Therefore, it would be appropriate to conclude that vouchers have not yet created an â€Å"educational free market† dri ving competition in Ohio. Wisconsin data showed no improvement in math and moderate improvements in reading. Is it possible that in response to competition with private schools Wisconsin public schools improved the way they teach reading only? Of course. Is this likely? Simply put, no. North Carolina showed the most consistent change following the implementation of the voucher program. Both reading and math dropped a significant amount. Unfortunately, there is only one year’s worth of data following the program’s start. Therefore, it is impossible to know beyond a doubt that this pattern will continue. Ultimately, that would make this state’s data relatively inconclusive as well. Finally, Louisiana, the focus of the study conducted by Egalite confirming the benefits of vouchers in the state appears to fall flat under a broader scope. Egalite’s study merely examines school years 2010-11 through 2012-13. As seen in Graph 3, this incredibly narrow range shows no changes in math and improvements in reading. 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Describe Methods and Techniques for Dealing free essay sample

Content Page 1. 0 Introduction3 1. 1 Specific Decision Making Models3 1. 2 Rational Decision making model4 1. 3 Vroom-Yetton-Jago decision model5 1. 4 Intuitive decision making model6 1. 5 Heuristics6 2. 0 Related Models7 2. 1 Balanced scorecard 7 2. 2 Benchmarking8 2. 3 Game Theory9 2. 4 SWOT Analysis10 2. 5 PESTEL analysis11 2. 6 Porters 5 Forces11 3. 0 Conclusion12 4. 0 Appendices13 5. 0 References14 Decision making under uncertainty can be a crap shot. (see p. 121) Describe methods and techniques for dealing with uncertainty which managers can use to improve difficult decisions. 1. Introduction When looking into decision making you are able to see that every decision comes with risks, many business models have been created to attempt to reduce the associated risk that is involved. Harrison and Pelletier (2000) describe decision making as the ‘moment in an ongoing process of evaluating alternatives for meeting an objective, at which expectations about a particular course of action impel the decision maker to select that course of action most likely to result in attaining the objective’. This shows that a decision making model may need to be implanted alongside other business models to evaluate the situation. We will write a custom essay sample on Describe Methods and Techniques for Dealing or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page When managers are considering the options involved with decision making the following models can be used to help aid this process in different ways. Specific Decision Making Models ?Rational decision making ?Vroom-Yetton-Jago decision model ?Intuitive decision making model ?Heuristics Related Models ?Balanced scorecard ?Benchmarking ?Game theory ?SWOT analysis ?PESTEL analysis ?Porters 5 forces When examining each of these models we can see the advantages and disadvantages to a manager facing an uncertain decision problem.Depending on the type of decision that a manager is making depends if each model would be relevant in each case. Within the Snapple case study we examined William D Smithburg (the CEO of Quaker oats at the time) took the decision to acquire Snapple. I have examined each model on a broad basis in terms of what decision that the model can be used to aid, I will subsequently highlight which models I feel could have been used by William D Smithburg when making his decis ion to reduce the risk he encountered. 1. 1 Specific Decision Making ModelsThe following models show ways that decisions can be made. Suggesting structures and how decision making teams should be constructed. The models do not highlight how data is collected and presented. The related models can be used to further the knowledge of how uncertainty can be reduced in decision making in this sense. 1. 2 Rational Decision making model Rational decision making is a process of weighing up the alternatives using a cognitive thought process. Looking at the alternative possibilities and choosing what you think is the best alternative is the basic principle of this model. There are various steps that can be followed before coming to what the decision maker believes to be the best option, Diagram 1 shows an example of the way that rational decision making can happen; it basically involves a sequence of steps to achieve the end decision. The main advantages from using this model include that fact that there are very little costs involved; it is basically just the decision makers’ time that it is used to find the best solution to the problem. Also when a predetermined structure is created in advance it allows the decision maker to consider a range of options in a logical order.On the other hand this model has many disadvantages. Many people who should be involved in the decision making process are not necessarily involved, for example the stakeholders. Also the information that the decision making is based on could be inaccurate or insufficient, leading to a bad decision being made. It also needs to be considered if humans are able to make truly à ¢â‚¬Ëœrational’ decisions. Factors that effect the decisions that are made may not always be rational, emotions and personal feelings are not rational and may hinder the process.With rational decision making it is considered that there is only one best outcome, when in reality multiple outcomes may be ‘the best’ solution to the problem that is being faced. If we look at the third stage of the rational decision making model (Diagram 1) we can see that the situation needs to be analysed, to do this future possibilities need to be taken into consideration, if this is done without the correct data then it could become a huge disadvantage for the success of the decision.The decision maker needs to be fully informed of all the information that has influence on the decision that is being chosen and the alternative possibilities. This can also be a disadvantage for this decision making model, overall this model may not be the best option for a manager to chose when trying to make important decisions, how ever it can also be considered that if the model is adapted to specifically include greater accurate data collection, and discussion with relevant people to the decision.It is also important of trying to identify when emotions are playing a large part of the decision making process and try to set them aside to make a truly accurate decision. 1. 3 Vroom-Yetton-Jago decision model This model is used as a form of rational decision making, it helps to determine if a decision should me made alone or a group should be involved in the process. Appendix 1 shows the 5 styles that can be adopted when making a decision, depending on the people who are involved in the decision making process.The ideal style for any decision can be identified using this model, Appendix 1. 2 shows the questions that need to be asked to determine which style is best suited for the decision that is being made. The questions in Appendix 1. 2 are yes/no questions that after answering can be applied to the decision tree in diagram 2 to conclude which style is best suited for the decision. This is not a decision making model in the sense that it outlines how the decision process should be completed but simply identifies who should be involved in the process before it begins. A disadvantage of the rational decision making model is that people who need to be involved with the process are not always taken into consideration, if this model was used before the process outlined in diagram one it could lead to much greater success through this. 1. 4 Intuitive decision making model Intuitive decision making model, this is a model that is not well accepted into the academic community, but something that happens, this is based on the decision maker opting for a certain decision based on what they think is right at the time with no considerable insight into other factors affecting the situation.Klein and Weiss (2006) found that some people are highly successful solving everyday problems using this method however ‘Others need more time to formulate their solutions. Some must seek assistance from external auxiliary sources’ and because of this can make inaccurate decisions when used alone. The advantages to using this approach include the low cost and l ow time factors, when no particular information needs to be collected the process is significantly reduced. The main disadvantages are that it has a very high amount of risk associated with the process because of the lack of information and structure. . 5 Heuristics Heuristics is an approach to decision making that involves experience based problem solving. A famous type of heuristic model is trial and error, which is a method that is based on trying different possible solutions until the optimum solution has been reached. Hardin (1999) described Heuristics as when a decision maker is ‘faced with a familiar task, the decision maker uses a preconscious, pre-developed schema that determines the task and the production rules available to resolve the problem. ’Representative Heuristic is a form of Heuristics that is based on the random outcome process; this can be when a coin or a dice are used to make a decision for instance. This is because in life things appear to happen randomly. This decision method may not be helpful to reduce the uncertainty within the decision process as any decision could be chosen based on possibly very little research. However if at the end of a structured decision making process, where in depth analysis has taken place and the decision maker is still unable to decide between options this may be the easiest way to come to the final decision so in this respect it could be uite helpful but not necessarily in reducing uncertainty. Availability Heuristics is based on personal experience or knowledge of similar situations; this depends on how easy it is to think of examples, for example if something is discussed and thought of more than an alternative the decision maker will probably believe the thing that has been discussed more often is better. This example is based on people watching media and responding to things that they see. Often things that are brought to our conscious through media are not the most likely outcomes to happen in reality when applied to the decision making process.Due to the fact that more likely outcomes may not be at the front of the decision makers conscious shows how unrelia ble this method can be. There are various forms of this type of decision making model; however the way that it is conducted does not reduce the amount of uncertainty in a decision, but possibly have the opposite effect in creating greater uncertainty. This model may be appropriate in small every day decisions but on a larger scale for a business manager it could have hugely negative consequences. 2. 0 Related ModelsThe following models do not outline a decision making process, however they are valuable in many different decision making process within business by offering ways to collect data and evaluate pivotal situations that could be of high importance to a managers final decision. In this way they are helping managers to deal with the uncertainty by creating a more accurate view of the current situation. 2. 1 Balanced scorecard The balanced scorecard looks at four main perspectives in relation to performance; it can be used to access the current situation within a company or a sector of a company for example.The balance scorecard considers; 1. The financial perspective 2. The customer perspective 3. The Internal business process perspective 4. The learning and growth perspective They show different perspectives, internally and externally within a company. It was originally designed my Kaplan and Norton and allows managers a fast and comprehensive view of the business from and financial and non financial basis. It uses qualitative and quantitative measures, that measure efficiency and clarifies the goals of a company.It also looks into the long and short term perspectives to offer a truly well balanced view. When looking at using a balanced scorecard from a decision making perspective it could be used for example to analyse how the company is currently performing and whether it would be viable to make changes, possibly the introduction of a new product. There are many advantages of using a balanced scorecard as a decision making tool it gives a balanced view of the company’s performance so the decision maker is able to see if it is viable in the company’s current standing to make certain choices.It does this by providing a full picture to see if the company is currently meeting its objectives and targets. By gaining a balanced view of the performance of a company you can see if for example the company’s financial statements appear to be good, then you can see if the financial performance contradicts the other areas that are being evaluated, this is because you may also find that customer satisfaction is not being met adequately or the training offered to employees is outdated or inefficient and also perhaps the internal process are dysfunctional and need to be improved to increase efficiency.It can therefore show that there are possibilities for improvements but also that there are associated risks to any possi ble decisions. If the company is not running in an efficient manner at the present time then it can lead to more problems if the decision that is being considered is for example an expansion, then in this case it may be seen to be wise to deal with the existing problems before creating more. With a balanced scorecard a company can reassess objectives or determine how they can be altered to increase efficiency, this is particularly helpful using this model because you can look at a large period of time.The final main advantage to using the balanced scorecard in decision making is that when it is used you can forecast how a decision to change an aspect from one area of the scorecard can affect the other areas, for example when the price of a product is increased, using the balanced scorecard it can be predicted how the customers would react and if the supply and production departments would be able to cope with the associated changes. On the other hand the balance scorecard has some disadvantages when it is used as a decision making tool.To create an efficient balanced scorecard you need to look in depth at all four areas and create clear, thorough and comprehensive objectives to highlight the goals that the company wants to achieve in all of the four areas of the scorecard in over specific time periods. Once the objectives have been clearly defined you then need to break them down to see what will be required to fulfil them. All the variables need to be considered, this is a disadvantage as a decision making tool because of the time that needs to be invested to create the data within the scorecard, so this may not be applicable for all decisions.It has been said that this approach does not give a completely full picture of a company’s performance but just of the four areas that can limit the actual information that is shown. For example the financial analysis that is included can be seen as particularly l imiting, because of this it is better to look at the balanced scorecard as one tool that can be used along side other tools or models to help in the decision making process. Another important issue that needs to be fully considered to make the balanced scorecard helpful is the use of metrics (the way that the data is measured). If the metrics are not in a similar format for all the areas then accurate information to link the areas together can not be achieved, this means the balanced scorecard can be a waste of time and resources so therefore not help in the decision making process at all. Overall when looking at the balanced scorecard as a decision making tool, it can concluded that it can be useful when used correctly and as part of a larger range of tools or models to help gain a full idea of the current situation that is involved with finding the right decision. 2. 2 BenchmarkingBenchmarking is the process of comparing business processes and performance to industry leaders. Quality, time and cost are usually compared while doing this. When using benchmarking it can lead to improved efficiency, by finding ways to perform the operations to a better standard. Benchmarking can be used as a decision making tool by allowing a company to compare performance with the lead competitors in the market or industry. This would be helpful to be able to see for example if the company needs to improve its product, or operating methods to become more competitive.Benchmarking when used correctly has many advantages for a company and the industry as a whole, it increases the competitiveness within the industry, it identifies the best practices in it can then based on these practices devise new ones can be developed to achieve better standards. The improvements that are made through benchmarking are based on the current market situation, unlike other tools that focus too much on the internal and historical processes of a company. However because it is focused on the current situation it needs to be used as a continual process to be supportive to improvement of a company.If used correctly it can also show changes in the industry. On the other hand, when using benchmarking looking at the industry leaders strategies may not always be completely helpful. If the industry leader has inefficient strategies t hat are only showing short term results it may be wiser to consider other companies that are growing within the market that have developed long term efficient strategies. If the company simply copies what the leader is doing it will also copy the faults within their plans.The leading company may also have become arrogant through being the leader and because of this, standards may have fallen and perhaps because of this they have fewer incentives to strive for continuous improvement. Benchmarking is useless if it is not completed simultaneously with a plan for changes within the company. Could be short sighted if the company does not consider how the changes will affect the company in the future. This model is particularly important for a manager who is trying to make a decision whether to improve products or processes within the company.

Impact on Sustainable Consumption-Free-Samples-Myassignmenthelp.com

Question: Marketers are not doing enough in directing their target Markets toward Sustainable Consumptions You are required to respond to the statement above and write the responses in an essay format. Answer: Introduction Consumer policy think-tanks may make a more meaningful impact on sustainable consumption patterns from the environmental and social angles. The UN now embody programs focusing on extensive research on the topic of sustainable consumption, promoting institutional practices based on sustainability and recycling, inspiring life cycle thought processes that have the emphasis on formulating eco-products, and creating benchmarks in the domain of controlling and checking any relevant environmental norms. According to Defila (2014, p. 121), sustainable consumption programs can enhance unity and win synergies across the board of policies: consumer, economic, education, environmental, social, etc. Countries famous for upholding comprehensive strategies in alignment with sustainable consumption are Czech Republic, Austria, Norway, Finland, Poland, France, Sweden, and the United Kingdom. Germany and Hungary, along with Greece are found in conflict for improving local policies focusing on sustain able consumption and production (In Genus, 2016, pp. 98-103). UK and Sweden are amongst the OECD countries that have end to end sustainable consumption modules or action plans. Discussion As stated by In Cohen, In Brown In Vergragt (2014, p. 341), the UK sustainable consumption agenda highlights on an effective policy mix in the domains of waste and recycling, energy efficiency, food and water usage. The year 2004 marked the construction of the Sustainable Consumption Roundtable by the UK, which was collaboration between the National Consumer Council and the Sustainable Development Commission, to formulate strategies. The Czech Republic Model of Programs on Sustainable Consumption and Production came up after the implementation of the idea of equivalent set of people led by the Minister of Environment. The National Council for Sustainable Development in France, a citizens unit and regulator creates strategies on sustainable consumption actions (Reisch Thgersen, 2017, p. 191), in Germany, the Federal Environment Ministry (BMU) formulates policies on sustainable consumption and production in the year 2004 by which the stakeholders were found to be satisfied. Certain n ations focus on sustainable consumption in holistic strategies (Belgium, Austria, Finland, Sweden and Norway). As per Davies, Fahy Rau (2016, pp. 34-52), out of all the OECD countries, most of them are known to have consumption indicators in their overall strategies that include: household products, share of overweight or obese people; water and electricity consumption; extent of green public procurement; generation of household waste and eco-label awards by product group. As stated by Jones (2016, p. 90), most of the OECD countries across the globe are considering holding public communications campaigns for the purpose of enhancing sustainable consumption. Previously, the campaigns were elaborated in nature, to assist environment-friendly purchases, i.e. Consumption and Environment in Demark, Education for Consumption in Mexico, Green Purchasing Network in Japan, EcoBuyer Campaign in Finland. Recent communications campaigns are engaging when it comes to providing advice on practical actions, and strategies of tackling of multi-media. Government campaigns are often targeted in inspiring eco-friendly consumption habits. One such country is Japan that is creating diversified and multidimensional cultural traditions to enhance sustainable packaging and recycling through the 3R campaign (Erdog?du, Arun Ahmad, 2016, pp. 190-212). In the United States, local authorities lent money to the advertising campaign on Water, to promote a wise use of it, which brin gs into focus efficient ways by which water can be saved in the immediate surroundings. One interesting fact is that in France, a government-sponsored television and radio campaign in 2006 spread awareness among the common mass on the different strategies that can be applied to improve conditions related to climate change and biodiversity loss. According to McEachern Carrigan (2015, p. 231), communications campaigns are becoming more and more popular in sensitizing socially-conscious consumption. Initiatives have place emphasis on people to quit smoking and on the anti-obesity campaigns in the United States, Germany and United Kingdom, targeted at lessening intake of junk foods by children (Li, 2016, pp. 101-123). The German Development Co-operation Ministry carried out a large scale campaign with the amount of 3.3 million to promote and spread awareness on the utilization of fair trade goods under the theme Fair Feels Good. According to Armstrong et al., (2015, pp. 141-167), there are a number of tools that have made a significant impact on sustainable consumer choices. One such tool is voluntary labeling. Research indicates that this tool has led to an increase of consumption of more products in the different countries when reviewed for the last few years. The labels that have been indicated as feasible are those where verification of environmental or social claims are done by a third party, such as governments as well as private organizations. These labels might be multi-criteria in nature that do relative views of their products or might be single issue labels which point to particular environmental or social characteristics of a product, like organic cotton, dolphin-safe tuna, or sustainable forestry. These labels are most effective when they generate information to large scale consumers on sustainability in a lucid manner (Kahle Gurel-Atay, 2015, p. 412). The most popular environmental or eco-labe ls with high levels of consumer recognition and impact on producers are the Nordic Swan (introduced in 1989) and the German Blue Angel (introduced in 1977). The latter is applied to some 3 800 products of about 710 companies, while the former includes high numbers of products and has consumer recognition of up to 90%. According to Jones (2016, p. 90), names of other countries that have national eco-label schemes encompass the European Union (the Flower), Canada (Environmental Choice), the Czech Republic, Austria, Japan (Eco Mark), France (NF Environnement), Netherlands, United States 30 (Green Seal) and the Sweden (Environmental Choice). Countries such as Austria, Czech Republic have their eco-labeling programs approved by governments while the others have non-governmental agencies or organizations to look after them, such as Germany, Japan. Marks Spencers is UKs leading retailer, dealing with food, clothing, and homeware. It was in the year 2006 that the company decided to place the concept of sustainability at the centre stage of all business processes. It transformed all the facets of the company, such as sales and customer relationships (Defila, 2014, p. 121). The pillars of the retailers plan on sustainable consumption were: Climate change: to transform MSs operations as carbon-neutral, Reducing waste: to have zero waste moving to landfill by recycling bags and packaging, Sustainable raw materials: to purchase the resources that are sustainable and renewable, Being a fair partner: to bring improvements in the lifestyles of millions of people and their families, Health: to aid thousands of employees and customers take up a healthier lifestyle (Reisch Thgersen, 2017, p. 191). It is noted that the success of the retailer companys sustainability plan was significant as so much of tangible change was highlighted like: lessening 10,000 tons of packaging, moving 20,000 tons of waste from landfill, stopped emitting 40,000 tons of CO2, stopped using 387 million food carrier bags (an 83% reduction), handled 1,500 tons of recycled polyester (equal to 37 million bottles), organic food sales in 2008 higher by 40% relative to 2006, created 100 million liters of water by bettering its use (Li, 2016, pp. 101-123). Conclusion Public communications campaigns are common in the OECD countries that have the objective of enhancing sustainable consumption. Recent communications campaigns are engaging regarding suggestions and piece of recommendations on practical actions, and tackling effectively the multi-media. Government campaigns are often targeted in inspiring eco-friendly consumption habits. Among the different tools for impacting sustainable consumer choices, voluntary labeling increased to use of more products and countries in recent years. These can be multi-criteria labels or single issue labels. It can be concluded that marketers are not enough to promote sustainable consumption. References Armstrong, G., Kotler, P., Trifts, V., Buchwitz, L. A., Gaudet, D. (2015). Marketing: An introduction. Toronto : Pearson, pp. 141-167. Davies, A., Fahy, F., Rau, H. (2016).Challenging consumption: Pathways to a more sustainable future. Abingdon, Oxon ; New York : Routledge,pp. 34-52. Defila, R. (2014).Sustainable consumption. Munich: Oekom-Verl, p. 121. Erdog?du, M. M., Arun, T., Ahmad, I. H. (2016).Handbook of research on green economic development initiatives and strategies. Hershey, PA, USA: Business Science Reference, pp. 190-212. In Cohen, M. J., In Brown, H. S., In Vergragt, P. (2014).Innovations in sustainable consumption: New economics, socio-technical transitions and social practices. Cheltenham : Edward Elgar,p. 341. In Genus, A. (2016).Sustainable consumption: Design, innovation and practice. Cham: Springer, pp. 98-103. Jones, A. (2016).Services and the Green Economy. Basingstoke: Palgrave Macmillan, p. 90. Kahle, L. R., Gurel-Atay, E. (2015).Communicating sustainability for the green economy. Abingdon, Oxon ; New York : Routledge, p. 412. Li, X. (2016).Environmental advertising in China and the USA: The desire to go green. New York, NY: Routledge, Taylor Francis Group,pp. 101-123. McEachern, M. G., Carrigan, M. (2015).Contemporary issues in green and ethical marketing. Abingdon, Oxon : Routledge, Taylor Francis Group, p. 231. Reisch, L. A., Thgersen, J. (2017).Handbook of Research on Sustainable Consumption. Cheltenham, UK: Edward Elgar Publishing, p. 191.