Urbanization free essay sample

A paper which discusses the problems resulting from rapid urbanization in developing countries. The paper discusses how rapid urbanization in third world countries is creating many social and economic problems. This is because most developing countries are unprepared to accommodate a rapidly increasing population because of lack of resources and sufficient job opportunities. The paper shows that it is for economic reasons mostly that people in rural areas are forced to migrate to urban centers where they feel they would be able to improve their standard of living. The paper looks at meaningful and effective policies to help stop or divert this influx to a certain extent. For example in India and Pakistan, tens of hundreds of young men and women are moving to the United States and more developed countries because the pay scale is usually higher than it is in their own lands. But while it leads to brain drain in the native countries, it also creates several problems for the adopted countries. We will write a custom essay sample on Urbanization or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page For example the one big problem that western countries have faced because of increased immigration is that not only its won citizens have lost jobs rapidly, there has been an increase in ethnic violence too. In the past many years we have noticed that people from Pakistan, Bangladesh, India and some other poor countries have moved to the western countries and since they were willing to work for less, they were offered the jobs that American citizens rightfully deserved. Now this creates a sense of animosity between the locals and the foreigners and also has a negative impact on the economy of the adopted countries.

Winston and Julia essays

Winston and Julia essays Ever since the fist time Winston laid eyes on Julia he really didnt like her all that much. What would bring two very contrary persons together? Julia is a vibrant young woman that is a member of an anti-sex league. To Winston, Julia looks like a stuck up girl with important things to do. On the other hand, Winston is a rather old man that isnt exactly the greatest looking guy in the world. Sometime into the novel Winston suspects that Julia may be following him. Winston figures that she is a spy, while she was following him he even considered killing her by taking a cobblestone and clubbing her head with it. A little later in the novel, Winston sees Julia trip and fall in the hallway, when he helps her up she slips him a piece of paper that read I love you. Winston tried to find some time to meet up with Julia. Time eventually passed and Winston began to wonder if Julia had changed her mind about what she wrote. During lunch one day Winston saw Julia sitting by herself in the middle of the cafeteria. He sat down and they began to talk secretly underneath their breath. Julia came up with an elaborate plan to meet up secretly later on. Later, Julia and Winston meet up in the Proles district. While they were together Winston found out that Julia was a lot like himself even though they appear to be completely opposite. Julia and Winston discovered that they both indulge in pleasures of the flesh and normal human pleasures, that is what brought them together. ...

Religious Symbolism Research Paper Example | Topics and Well Written Essays - 2500 words

Religious Symbolism - Research Paper Example It has been known for a long time that religion plays a critical role in the existence of human beings mainly because of helping people to connect with others and with a higher being. Religion serves many human needs that are aimed at helping people in dealing with mortality. Specifically, it helps in answering most of the questions that are beyond the human understanding that include but not limited to the afterlife and the soul (Molloy 9-10). The questions that underlie the idea of death are beyond human understanding and religion comes in to answer most of these hard to proof questions. These answers help in comforting people. Such congregation brings the aspect of socializing which improves the human psychology. Religion is also responsible for ensuring that people have belonging and an identity. This is very important because people’s mental health also rely on identity. When people belong to a group, that group provides a specific form of fulfillment. In order to express themselves, human beings have a need that prompts them to create artistic forms. As such, religion stimulates art, dance, and music. In fact, religion has been behind an inspiration to create the most fascinating buildings or structures of art in the world today. This brings out the issue of symbolism in religion. A symbol is a representation of something as it pertains to a specific field. As for symbols in religion or religious symbols, these are representations of certain aspects of a specific religion. For instance, in religion such as Christianity, the cross is a symbol of belonging and faith in that specific religion.

Geology cpr essay Example | Topics and Well Written Essays - 500 words

Geology cpr - Essay Example The banded iron deposited in these areas are said to have the biggest economic values and hence mining is quite economical, (Kesler, Stephen 443) During the formation of the banded iron, the earth was covered with acidic medium that to a large extent facilitated the formation of the banded iron. In addition, the great oxygenation that took place facilitated the formation of the hard mineral. This oxygen was fixated by primitive microorganisms that existed during the formation. Photosynthetic bacteria were largely attributed to the formation of banded iron. These bacteria synthesized their food in chemical processes that released oxygen gas. It is important to note that iron is highly reactive with oxygen and hence, it readily formed iron oxide that settled at the bottom of ancient oceans, (Kesler, Stephen 473). This is the most relevant theory that explains the large existence of iron oxide in several iron ores. Before the formation of the banded iron, oxygen gas did not exist, (Trendall 1). The gas only became existence as result of chemical reactions in the photosynthetic bacteria. Geologists agree that as the cyanobacteria became numerous in the earth, the oxygen emanating from the photosynthesis accumulated in the atmosphere and hence that is the reason why we have the precious oxygen. In the earth’s ocean, dissolved iron combined with oxygen forming insoluble oxides of iron. The iron oxides then precipitated out leading to a formation of a thin coat on the ocean floor. The thin layer formed into cherts and shale resulting into a complete cover all over the ocean floor. This brought about the stratification of the oceans and hence the ocean waters is "stratified" Over millions of years ago, iron oxide and silica were precipitated repeatedly over a long period. This resulted in the deposition of alternating layers of hematite (which is red),

Describe How Human Resource Management helps in increasing and Research Paper

Describe How Human Resource Management helps in increasing and improving employee efficiency and perfomance in work place - Research Paper Example HRM Effects on Employees in a Workplace: The human resource management team in a workplace has a significant effect on the performance and improvement of the organizational employees. There are several measures that an HRM team considers in order to realize the potential and capability of the employees, their chances of improving and hence the methods to help them out for enhancing their work and career opportunities. It is for this reason that HRM is one of the most essential parts of every organization as it deals with the employee performance, their training and development as well as their retention in the organization for a longer period of time. This also involves planning of compensation packages strategically such that the employees may be motivated and encouraged to give their best performance for their organization. Considering such an important role of the HRM, some of the concepts that the team follows in regard to their employees are discussed in this research. Training and development involve learning and developing the skills required for any task to be completed by the workforce (Bhatia 257). The HRM of an organization provides its employees with such training and development such that their job skills are enhanced. As a result the performance of the employees improves. Moreover, with training, the enhanced performance of the employees is maintained for a longer period of time. Development reflects on the growth of the employees in terms of their performances as well as skills (Bhatia 257). Thus with development of the employees, organizational employees obtain an overall growth which is focused towards their career as well. Training and development are the roles of the HRM in a workplace positively affecting the performance of the employees. Performance management is another role of the HRM that is focused on the development of the working teams as well as of the individual employees thereby enhancing their capabilities and enabling gain of suc cess by the organization. Appraisals involve organized assessment of the performances of employees in a workplace associated with their behavior and effective completion of tasks depending on which they might be rewarded or trained accordingly (Tatichhi 196-197). Thus performance management and appraisals allow an understanding of the present status of an employee in terms of his performance which can accordingly be rewarded or improved. Thus this measure can be said to have positive implications on the performance of the employees who would try to give their best to achieve positive feedbacks for their work. Strategic plans are often utilized by HRM while planning for the compensation packages of the employees. Establishment of strategic pay plans is considered as a strategic measure of the HRM in a workplace that is focused on planning of the compensations in a manner such that the right people can be attracted to the organization. This compensation planning may not match with tha t prevalent in the marketplace (Kumar 284). Thus such strategic plans as followed and implemented by the HRM of an organization can be said to be effective in improving the performance of the employees. This is primarily because, with increased pay and rewards, the employees would be further encouraged towards considering their

Effect of Loyalty Cards on Customer Loyalty

Effect of Loyalty Cards on Customer Loyalty Background of the topic: The purpose of this dissertation is to analyze and investigate the effect of the loyalty cards on customer loyalty and how does it helps large organizations to achieve its goals. When shopping in supermarkets there is one experience that everyone has, when customers finish with their shopping and get to a checkout, the assistant will ask the customers, whether they have a clubcard. This will continue every time whenever those customers without a clubcard shops in the future, the assistant will keep on asking them for a clubcard unless they get one for themselves. Now there is a question that will come across every customers mind, what is a clubcard and why does every company insist them and every customer to be a part of the clubcard family? Now people become curious and they want to get a clubcard too. The assistant says to fill up a form with the customers general details like name, address and contact details and the day customer fills the form, next day they will receive a clubca rd. Impressive, now why companies offer clubcards to their customers, how do companies benefit from these schemes they provide for their customers? Background of this research title is concerned with the highly competitive market where retail giants have to survive and maintain their competitive edge to always stay ahead in the race or even to survive the downfall whenever necessary. Unlimited majors are taken and a huge amount of time and money is spent to attract customers who bring revenue to the company. Having a large number of competitors around, it is very difficult to have a competitive advantage. Basic mean for this subject matter is to identify the purpose and importance of relationship marketing, and its benefits to make strategic decisions. Loyalty cards can significantly boost business profits whilst simultaneously building customer loyalty. Studies show that loyalty cards are one of the most cost effective ways to build brand loyalty and improve customer retention. Loy alty cards are used by all the major retail and supermarket chains as a vital tool to improve profitability, but one does not need to be a national high street store in order to run a profitable reward card scheme. One of the reasons the supermarkets are taking business away from independent retailers are the incentives offered in their loyalty card schemes. The loyalty cards market in the UK is one of the most significant in the world and forms the backbone of marketing and customer retention planning. With over 85% of UK Households possessing loyalty cards it is really a case where companies can afford not to offer a loyalty card service to their customers. There are different companies who offer loyalty schemes for their customer and give customers shopping vouchers after they spend certain amount of money through those loyalty cards. Main objective behind loyalty cards is to keep customer loyal with the company by offering them discounts and gifts on their shopping so they spend more money in their shops and markets. Most common example of loyalty card is Tesco club card, Sainsbury nectar card and other such cards offered by different companies in the country. But most of the people wont understand the idea behind those loyalty cards that how they work. The success of the Tesco Clubcard has been well documented, in 2002 a Market and Opinion Research Poll found that Tescos Clubcard had been more successful than the programmers offered by rival supermarkets (Smith, 2004). Rationale: Why is this study being done Tesco got a huge amount of success with its loyalty schemes unlike its competitors. The reason behind this study is to find out why Tesco was so successful with their Loyalty cards, Tesco Club cards, as they are named, and how it played a very important role in maintaining their customers loyalty, which is very important for any business today. The theory behind this concept is Relationship Marketing, and how it was used by Tesco to grow its business. Background of this research title is concerned with the highly competitive market where retail giants have to survive and maintain their competitive edge to always stay ahead in the race or even to survive the downfall whenever necessary. Unlimited majors are taken and a huge amount of time and money is spent to attract customers who bring revenue to the company. Having a large number of competitors around, it is very difficult to have a competitive advantage. Basic mean for this subject matter is to identify the purpose and importance of relationship marketing, and its benefits to make strategic decisions. Companies offer such countless schemes for their customers to retain and maintain customer loyalty for their store. There are many other factors behind these loyalty schemes where companies benefit. Loyalty card schemes are not only beneficial for the customers, but are equally beneficial for the companies as well. Significance: How does the study contribute The aim of the research is to identify the impact of the Tesco Clubcard on customer loyalty. This will contribute to contrast customer perceptions of the Clubcard, staff and â€Å"feeling valued† to identify which factor has the greater impact on customer loyalty to store. The paper is useful to both practitioners and academics in the fields of relationship marketing and loyalty. The research provides some initial insight into consumer perspectives in the value of loyalty cards. Tesco has succeeded with the strategy of loyalty cards, but its competitors did not. Retailers like Sainsburys and ASDAs who are the competitors of Tesco, did not manage to promote their business using their loyalty cards as Tesco did. Tesco got a huge amount of success with its loyalty schemes unlike its competitors. Tesco has been known for their best customer service where as its competitor, Asda have been known for their best value and low competitive prices. Now why has Tesco chosen such a marketi ng strategy to attract customers and increase revenue? The reason behind this study is to find out why Tesco was so successful with their Loyalty cards, Tesco Club cards, as they are named, and how it played a very important role in maintaining their customers loyalty, which is very important for any business today. The theory behind this concept is Relationship Marketing, and how it was used by Tesco to grow its business. Tesco has chosen a marketing strategy where they need to gain customers faith and trust to maintain a good relationship with them. Hence they need to know everything about their customers individually. How will they keep a track of each and every customer they have? There are many strategies to know your customers and Tesco uses such strategies to have a good track of their customers. The best way to do this is by the method of loyalty cards. Companies can know much more about their customers through loyalty cards. This study will show how Tesco collects data of t heir customers and use that data to improve their customer service in order to gain customer satisfaction. Aims Objectives: The aim of the research is to investigate the influence of the Tesco Clubcard on customer store loyalty. In 1995, Tesco introduced the loyalty Clubcard that was to offer, â€Å"Benefits to regular shoppers whilst helping the company discover more about its Customer needs†. The main aim of this research will be to compare the Loyalty schemes of Tesco Clubcards with its competitors like Sainsburys and ASDA, and find out why Tescos Clubcards were a huge success unlike Sainsburys Nectar and Asda loyalty cards did not succeed in promoting their business. The study also focuses on the need of customer loyalty and what steps were taken by Tesco to retain and maintain its customer loyalty. (www.tescocorporate.com) Sign Posting: A glance at the major and successful organizations around the globe shows that their success is partly due to their ability to apply the theory of relationship marketing. In the contemporary business arena, all organizations, large or small improve their effectiveness and efficiency by applying this theory, thus improving their customer service and customer relations which play a very important role for any business organization. This study shows the brief idea of the Relationship Marketing and how it has been used by the retail giant, Tesco to gain their customers loyalty and retain it for a long time. Tesco is the company on which this whole study has been based on. At the first there is some information and idea has been explained about Relationship Marketing and how is plays a vital role in companys marketing strategies. It also discusses about the benefits of the relationship marketing and how it is used by the company to achieve its aims and objectives. This will later on conti nue with the main topic, that is, the success of Tescos loyalty cards other than its competitors. It will discuss the concept of the loyalty cards and the different strategies used by Tesco and even its competitors to get a competitive edge in the surviving market. The later part of the study also shows how Clubcards are beneficial for the customers as well as the company. Then research methodology is identified that how the research will be conducted, it includes that how the research will designed means the ways through effective data can be find out. Literature Review In this discussion outcomes from the previous research will be demonstrate to provide the clear understanding to the topic. In this chapter views of different authors and researches will be quoted to support the research. It will include the work of researchers who have worked on this matter and have reached to some conclusion. As a literature review chapter it will consist of basic definitions of customer loyalty, customer relationship, loyalty cards and the most important one relationship marketing. This chapter will also explain these theories and how are they applicable for the strategies used by the companies to achieve their goals and success. Customer Relationship: What does it mean for an organisation and its customer to have a relationship with each other? What kind of a relationship would they have with each other? Do customers have relationships with enterprises that do not know them? Is it necessary that the companies know their customers or the other way around? What kind of a relationship would that be if both the parties are unaware of the relationship they have? Can the enterprise be said to have a relationship with a customer it does not know? Is it possible for a customer to have a relationship with a brand? It can be said that customers would know the products but not the company. Experts have studied the nature of relationships in business for many years, and there are many different perspectives on the fundamental purpose of relationships in business strategies. It can be said that the only aim of the company is not only to gain maximum profits out of their customers or having the greatest market share or the rank the company is. Instead, to be successful in the era of interactivity, when it is possible to deal individually with separate customers, the business objective must include establishing meaningful and profitable relationships at least with the most valuable customers, and making the overall customer base more valuable. Technology plays a very crucial role in maintaining this relationship between companies and customers. In short, the company strives to get a customer, keep that customer for a lifetime, and grow the value of the customer to the organisation. Relationships are the crux of the customer-strategy enterprise. Relationships between customers and enterprises provide the framework for everything else connected to the customer-value business model. This is the same model used by Tesco in order to gain a competitive advantage in the most competitive markets in the world. The exchange between a customer and the enterprise becomes mutually beneficial, as customers give information in return for personalized service that meets their individual needs. Because we are talking about relationships between businesses and their customers, it is important that we agree on a few of the elements that make up a genuine relationship. And while dictionary definitions are not bad as starting points, the most important issue for us to consider is how well our own definition of relationship helps companies succeed in the â€Å"customer dimension† of competition. Lets list some of the distinct qualities that should characterize a relationship between an enterprise and a customer. First, a relationship implies mutuality. In order for anyone to consider a relationship, both the company and its customer have to participate in and be aware of the existence of the relationship. This is the most common factor which is needed to be realized by both the parties. This means that relationships must inherently be two-way in nature. Second, relationships are driven by interaction. When the company and the customer interact, they exchange information, and this information exchange is a best tool for building the relationship. This, of course, also implies mutuality. But interactions dont have to take place by phone or in person or on the Web. An interaction takes place when a customer buys a product from the company that sells it. This is where the customer and the company are in face to face for a reason which builds up this relationship. Every interaction adds to the total information content possible in the relationship. This leads to the third characteristic of a relationship: It is iterative in nature. That is, since both the customer and the company are interacting mutually, the interactions themselves build up a history, over time—a context. This context gives a relationships future interactions greater and greater efficiency, because every successive interaction represents that the company and the customer is growing into a healthy relationship than before by communication and a benefit for both the parties. The mo re that company communicates with its customer, the less they need to say the next time around to get their point across. Another characteristic of a customer relationship is that it will be driven by an ongoing benefit to the customer and the company. The customers convenience is one type of benefit, for the customer, but not the only one. Participating in a relationship will involve a cost in money, time, or effort, and no customer will engage for long in any relationship the company wont be more beneficial for that customer, of it that customer is not getting more benefits that before. However, precisely because of the context of the relationship and its continuing benefit for the customer and the company, each party in a relationship has an incentive to recover from mistakes. Relationships also require a change in behavior on the part of both, the customer as well as the company, in order to continue. After all, what drives the ongoing benefit of a relationship is not only its c ontext, its history of interactions, developed over time, but also the fact that the customers and the companys current and future actions reflect that previous context. This is an important characteristic, because companies sometimes mistakenly believe that interactions with a customer need is always the same, the communication from the companys side, cannot deliver same behavior pattern to every customer. In other words companies need to have relationships with their customer individually because the behavior of every customer is not always the same, which can result in different kind of relationship pattern with the company. But unless the companys actions toward a particular customer are somehow different, there is a possibility of miscommunication and can ruin the relation between that customer and the company, which will be no ongoing benefit for the customer, and as a result the customer might not continue the relationship. Every relationship is different. Relationships are c onstituted with individuals, not with populations. This means relationships are with the individual customer and not the whole segment of the customer population of the company. As a result, a company who wants to engage its customers in relationships must be prepared to participate in different interactions, remember different customers and their behavior or spending habits, and engage in different behaviors toward different customers.(Peppers .D, Rogers. M 2004) During the last few years there has been a growing interest in studying the economics and markets of long-lasting customer relationships where customer relationships play a vital role for every company. This kind of relationship can help to increase revenue for the company which can be a long term process and a continuous growth of the relationship between the organization and the customer. Heskett introduced the concept of market economies, which means achieving results by understanding the customers behavior instead of by concentrating on developing scale economies. (Heskett, J.L., 1987) A mutually satisfactory relationship between the company and its customers makes it possible for customers to avoid significant transaction costs involved in shifting from one company or a service provider which can be beneficial for both, the customer and the company. However, customer retention is not enough. Some long-lasting customer relationships, where the customers are obviously satisfied with what they get, are not profitable even in the long run, as Storbacka says. There is clear evidence that from a profitability point of view intelligent relationship building where company can be beneficial to the customer as well as themselves in the long run, then only such a management make sense. (Storbacka, K., 1993) Customer Loyalty: The whole point of a relationship is to keep your customers, and simultaneously grow new customers. So what is customer loyalty? Those whove tried to answer that question have approached it from two different directions: attitudinal (what Barnes calls â€Å"emotional†) and behavioral (what Barnes calls â€Å"functional†). Although each of these two definitions of loyalty is valid, they have different implications and lead to very different prescriptions for businesses. The attitudinal definition of loyalty implies that loyalty is a state of mind. Customers are loyal to a brand or a company if they have a positive, preferential attitude toward it. They like the company, its products, or its brands, and they therefore prefer to buy from it, rather than from the companys competitors. In purely commercial terms, the attitudinal definition of customer loyalty would mean that someone who is willing to pay a premium for Brand A over Brand B, even when the products they represe nt are virtually equivalent, is loyal to Brand A. But the emphasis is on willingness, rather than on actual behavior, per se. In terms of attitudes, then, increasing a customers loyalty is virtually equivalent to increasing the customers preference for the brand. It is closely tied to product quality and customer satisfaction. Any company wanting to increase loyalty, in attitudinal terms, will concentrate on improving its product, its image, or other elements of the customer experience, relative to its competitors. The behavioral definition of loyalty would mean that someone is willing to pay a premium for Brand A over Brand B, even without respect to the attitudes or preferences that underlie that conduct. By this definition, customers are loyal to a company if they buy from it and then continue to buy from it. Loyalty is concerned with repurchase activity, regardless of any internally held attitudes or preferences. In the behavioral definition, loyalty is not the cause, but the re sult of brand preference. A company wanting to increase customer loyalty will focus on whatever tactics will in fact increase the amount of repurchase behavior— tactics that can easily include, without being limited to, raising consumers general preference for the brand or their level of satisfaction with it. (Peppers .D, Rogers. M 2004) Customer loyalty could be termed a â€Å"customers commitment to do business with a particular organization, purchasing their goods and services repeatedly, and recommending the services and products to friends and associates†. It is a term which is neither easy to gain nor maintain, rather it is vulnerable, where â€Å"even if its customers are satisfied with the service they will continue to defect if they believe they can get better value, convenience or quality elsewhere†. (McIlroy, A. and Barnett, S. (2000) In order to investigate the concept of loyalty, we see the framework of Sopanen (1996) to reveal six different types of loyalty: (1) Monopoly loyalty, where there are no available choices. (2) Inertia loyalty, where customers do not actively seek substitutes. (3) Convenience loyalty, where loyalty is solely defined by location. (4) Price loyalty: where customers are influenced by the lowest price. (5) Incentivized loyalty, where loyalty relates to the benefits gained from reward cards and programmers. (6) Emotional loyalty, where customers are influenced by factors such as brand. From this we can observe that loyalty programs such as Tesco Clubcard can be considered an incentivized type of loyalty, which can be exhibited by customers, but the strength of this loyalty is often questioned. â€Å"As organizations become increasingly customer focused and driven by customer demands, the need to meet the customers expectations and retain their loyalty becomes more critical† (Disney, 1999, p. 491). Customer loyalty is one of the fundamental goals of marketing (Selnes, 1993). Not only does it guarantee repeat customers, but it also decreases the need for companies to spend large portions of their budgets on advertising and promotion in order to attract new customers. Mittal and Lassar (1998) identified that customer loyalty is very often thought of as an outcome of customer satisfaction. This explains why customer satisfaction has become an essential concept in marketing and its quest is one of the most important goals for businesses (Webster, 1994) Relationship Marketing: Relationship marketing is very much interlinked with the notion and practice of customer care. There is no doubt that the development of relationship marketing has had and will continue to have major implications for the marketing managers. Comprehensive accounts of the development, meaning and implications of relationship marketing for the contemporary marketer are given by Lancaster and Massingham. As so often, there are many different views as to the precise nature and hence definition of relationship marketing. So, for example, Groonroos stressed the element of mutual exchange ad trust in relationship marketing as follows. â€Å"Relationship marketing is a process including several parties or actors, the objective of which has to be met. This is done by mutual exchange and fulfillment of promises, a fact that makes trust an important aspect of marketing†. Stone and Woodcock on the other hand put more emphasis on the traditional tool of sales, communication and customer care techniques. Again we see overlap between these two areas. â€Å"Relationship marketing involves the use of a wide range of marketing, sales, communications and customer care techniques and processes to: identify named individual customers, create a relationship between the company and these customers, and manage that relationship to the benefit of both the customer and the company†. Perhaps one of the simplest and yet the most powerful summaries of what relationship marketing is however, is that provided by Buttle. â€Å"At its best, RM (relationship management) is characterized by a genuine concern to meet or exceed the expectations of the customers and to provide excellent service in an environment of trust and commitment to the relationship†. Buttle goes on to indicate what is involved in successful relationship marketing and the commitment of the company required to generate this success. â€Å"To be successful relationship marketers, companies must develop a supportive organizational culture, market the RM idea internally, intimately understand customers expectations, create and maintain a detailed customer database, and organize and reward employees in such a way that the objective of RM, customer retention, is achieved†. This illustrates that relationship marketing has major implications for both how we think about marketing and our approach to the practice of marketing. It affects and includes the provision of marketing information, organizational systems and procedures, and the elements of marketing strategy. Relationship Marketing refers to Promotional and needs and maintain the relationship. This proposal is concerned with Relationship management and marketing at how it is been used by companies to maintain existing customers, retain lost customers and attract new customers. (http://www.businessdictionary.com/definition/relationship-marketing.html) Relationship marketing is systems-oriented, yet it includes managerial aspects. A systems approach is well suited as a basis for a general theory of marketing, because it makes it possible to include all relevant actors, environmental influence, and even the process nature of marketing. (Kuhn, T.S. (1957) The concept of relationship marketing has emerged within the fields of service marketing and industrial marketing. The phenomenon described by this concept is strongly supported by ongoing trends in modern business. Grà ¶nroos defines relationship marketing in the following way: Marketing is to establish, maintain, and enhance relationships with customers and other partners, at a profit, so that the objectives of the parties involved are met. This is achieved by a mutual exchange and fulfillment of promises. Such relationships are usually but not necessarily always long-term. Establishing a relationship, for example with a customer, can be divided into two parts: to attract the customer and to build the relationship with that customer so that the economic goals of that relationship are achieved. (Grà ¶nroos, C. (1990) More businesses are moving toward relationship marketing in dealing with their customers as more customers expect a personalized experience. Considering relationship marketing vs. transactional marketing for http://searchcrm.techtarget.com/generic/0,295582,sid11_gci1253633_mem1,00.html) Relationship marketing is a marketing strategy that emphasizes customer loyalty, customer retention and long-term customer engagement. Using the relationship marketing approach, an organization aims to develop strong, long-term connections with customers by providing them with information directly suited to their needs and interests. This approach often results in increased word-of-mouth activity, long-term purchasing behavior and a willingness to provide information. The goal of every enterprise, once you strip away all the activities that keep everybody busy every day, is simply to get, keep, and grow customers. Whether a business focuses its efforts on product innovation, operational efficiency and low price, or customer intimacy, for that firm must have customers or the enterprise isnt a business—its a hobby. This is true for nonprofits (where the â€Å"customers† may be donors or volunteers) as well as for-profits, for firms large and small, for public as well as private enterprise. What does it mean for an enterprise to focus on its customers as the key to competitive advantage? Obviously, it does not mean giving up the product edge, or the operational efficiencies, that have been successful in the past. It does mean using new strategies, nearly always requiring new technologies, to focus on growing the value of the company by deliberately and strategically growing the value of the customer base. Companies needed to build compr ehensive customer databases. Companies had been maintaining product databases, sales force databases, and dealer databases. Now they needed to build, maintain, mine, and manage a customer database that could be used by company personnel in sales, marketing, credit, accounting, and other company functions. As customer database marketing grew, several different names came to describe it, including individualized marketing, customer intimacy, technology enabled marketing, dialogue marketing, interactive marketing, permission marketing, and one-to-one marketing. Modern technology makes it possible for enterprises to learn more about individual customers, remember those needs, and shape the companys offerings, services, messages and interactions to each valued customer. The new technologies make mass-customization (otherwise an oxymoron) possible. At the same time, technology is only a partial factor in helping companies do genuine one-to-one marketing. The following quotes about custome r relationship management (CRM) make this point vividly: â€Å"CRM is not a software package. Its not a database. Its not a call center or a Web site. Its not a loyalty program, a customer service program, a customer acquisition program or a win-back program. CRM is an entire philosophy.† (Steve Silver) â€Å"A CRM program is typically 45 percent dependent on the right executive leadership, 40 percent on project management implementation and 15 percent on technology.† (Edmund Thompson, Gartner Group) (Peppers .D, Rogers. M 2004) Loyalty Card: Any retailer running a loyalty card scheme could call up customer details and purchase history from incoming phone numbers. In many firms, loyalty cards are used for direct marketing and not much else. Using them to dramatically improve customer service seems a fitting reward for loyalty. Marketing program designed to enhance brand loyalty by cultivating an ongoing relationship between a marketer and his customer. Successful loyalty programs encourage the consumer to buy frequently, to increase the amount spent each time, and to concentrate all or most of their related purchases on that brand. Most loyalty programs offer perks for membership in a club or program and reward purchases. Rewards may be based on the dollar value of purchases made or on the frequency of purchases. The most well-known loyalty programs are airline frequent-flyer programs that offer discounts against future travel called award miles. Most large supermarket chains now have frequent-buyer clubs that offer no-coupon discounts as well as newsletters and http://www.answers.com/topic/loyalty-program) A loyalty card program is an incentive plan that allows a retail business to gather data about its customers. Customers are offered product discounts, coupons, points toward merchandise or some other reward in exchange for their voluntary participation in the program. A secondary goal of a loyalty card program is to build repeat business by offering participating customers something that isnt available to non-participating customers. Loyalty cards often resemble plastic credit cards but they can also be keychain fobs or stickers. Typically a loyalty card has a barcode or magnetic stripe thats scanned at the point of sale (POS). The card identifies the customer and sends information about what the customer bought to a database. The information in the database is used to help the retailer understand and influence his customers buying habits. According to research carried out by Boston Universitys College of Communication, eighty-six percent of American shoppers are listed in a loyalty database; a majority of survey respondents said receiving the card was worth giving up some measure of privacy. Loyalty schemes are necessary for the retailers because it helps them in attracting the customers and when they came to them they try to retain them by offering their services on discounted rates and by offering them further discounts and services. Smith states the importance of loyalty cards and schemes in the following sta tement â€Å"if Effect of Loyalty Cards on Customer Loyalty Effect of Loyalty Cards on Customer Loyalty Background of the topic: The purpose of this dissertation is to analyze and investigate the effect of the loyalty cards on customer loyalty and how does it helps large organizations to achieve its goals. When shopping in supermarkets there is one experience that everyone has, when customers finish with their shopping and get to a checkout, the assistant will ask the customers, whether they have a clubcard. This will continue every time whenever those customers without a clubcard shops in the future, the assistant will keep on asking them for a clubcard unless they get one for themselves. Now there is a question that will come across every customers mind, what is a clubcard and why does every company insist them and every customer to be a part of the clubcard family? Now people become curious and they want to get a clubcard too. The assistant says to fill up a form with the customers general details like name, address and contact details and the day customer fills the form, next day they will receive a clubca rd. Impressive, now why companies offer clubcards to their customers, how do companies benefit from these schemes they provide for their customers? Background of this research title is concerned with the highly competitive market where retail giants have to survive and maintain their competitive edge to always stay ahead in the race or even to survive the downfall whenever necessary. Unlimited majors are taken and a huge amount of time and money is spent to attract customers who bring revenue to the company. Having a large number of competitors around, it is very difficult to have a competitive advantage. Basic mean for this subject matter is to identify the purpose and importance of relationship marketing, and its benefits to make strategic decisions. Loyalty cards can significantly boost business profits whilst simultaneously building customer loyalty. Studies show that loyalty cards are one of the most cost effective ways to build brand loyalty and improve customer retention. Loy alty cards are used by all the major retail and supermarket chains as a vital tool to improve profitability, but one does not need to be a national high street store in order to run a profitable reward card scheme. One of the reasons the supermarkets are taking business away from independent retailers are the incentives offered in their loyalty card schemes. The loyalty cards market in the UK is one of the most significant in the world and forms the backbone of marketing and customer retention planning. With over 85% of UK Households possessing loyalty cards it is really a case where companies can afford not to offer a loyalty card service to their customers. There are different companies who offer loyalty schemes for their customer and give customers shopping vouchers after they spend certain amount of money through those loyalty cards. Main objective behind loyalty cards is to keep customer loyal with the company by offering them discounts and gifts on their shopping so they spend more money in their shops and markets. Most common example of loyalty card is Tesco club card, Sainsbury nectar card and other such cards offered by different companies in the country. But most of the people wont understand the idea behind those loyalty cards that how they work. The success of the Tesco Clubcard has been well documented, in 2002 a Market and Opinion Research Poll found that Tescos Clubcard had been more successful than the programmers offered by rival supermarkets (Smith, 2004). Rationale: Why is this study being done Tesco got a huge amount of success with its loyalty schemes unlike its competitors. The reason behind this study is to find out why Tesco was so successful with their Loyalty cards, Tesco Club cards, as they are named, and how it played a very important role in maintaining their customers loyalty, which is very important for any business today. The theory behind this concept is Relationship Marketing, and how it was used by Tesco to grow its business. Background of this research title is concerned with the highly competitive market where retail giants have to survive and maintain their competitive edge to always stay ahead in the race or even to survive the downfall whenever necessary. Unlimited majors are taken and a huge amount of time and money is spent to attract customers who bring revenue to the company. Having a large number of competitors around, it is very difficult to have a competitive advantage. Basic mean for this subject matter is to identify the purpose and importance of relationship marketing, and its benefits to make strategic decisions. Companies offer such countless schemes for their customers to retain and maintain customer loyalty for their store. There are many other factors behind these loyalty schemes where companies benefit. Loyalty card schemes are not only beneficial for the customers, but are equally beneficial for the companies as well. Significance: How does the study contribute The aim of the research is to identify the impact of the Tesco Clubcard on customer loyalty. This will contribute to contrast customer perceptions of the Clubcard, staff and â€Å"feeling valued† to identify which factor has the greater impact on customer loyalty to store. The paper is useful to both practitioners and academics in the fields of relationship marketing and loyalty. The research provides some initial insight into consumer perspectives in the value of loyalty cards. Tesco has succeeded with the strategy of loyalty cards, but its competitors did not. Retailers like Sainsburys and ASDAs who are the competitors of Tesco, did not manage to promote their business using their loyalty cards as Tesco did. Tesco got a huge amount of success with its loyalty schemes unlike its competitors. Tesco has been known for their best customer service where as its competitor, Asda have been known for their best value and low competitive prices. Now why has Tesco chosen such a marketi ng strategy to attract customers and increase revenue? The reason behind this study is to find out why Tesco was so successful with their Loyalty cards, Tesco Club cards, as they are named, and how it played a very important role in maintaining their customers loyalty, which is very important for any business today. The theory behind this concept is Relationship Marketing, and how it was used by Tesco to grow its business. Tesco has chosen a marketing strategy where they need to gain customers faith and trust to maintain a good relationship with them. Hence they need to know everything about their customers individually. How will they keep a track of each and every customer they have? There are many strategies to know your customers and Tesco uses such strategies to have a good track of their customers. The best way to do this is by the method of loyalty cards. Companies can know much more about their customers through loyalty cards. This study will show how Tesco collects data of t heir customers and use that data to improve their customer service in order to gain customer satisfaction. Aims Objectives: The aim of the research is to investigate the influence of the Tesco Clubcard on customer store loyalty. In 1995, Tesco introduced the loyalty Clubcard that was to offer, â€Å"Benefits to regular shoppers whilst helping the company discover more about its Customer needs†. The main aim of this research will be to compare the Loyalty schemes of Tesco Clubcards with its competitors like Sainsburys and ASDA, and find out why Tescos Clubcards were a huge success unlike Sainsburys Nectar and Asda loyalty cards did not succeed in promoting their business. The study also focuses on the need of customer loyalty and what steps were taken by Tesco to retain and maintain its customer loyalty. (www.tescocorporate.com) Sign Posting: A glance at the major and successful organizations around the globe shows that their success is partly due to their ability to apply the theory of relationship marketing. In the contemporary business arena, all organizations, large or small improve their effectiveness and efficiency by applying this theory, thus improving their customer service and customer relations which play a very important role for any business organization. This study shows the brief idea of the Relationship Marketing and how it has been used by the retail giant, Tesco to gain their customers loyalty and retain it for a long time. Tesco is the company on which this whole study has been based on. At the first there is some information and idea has been explained about Relationship Marketing and how is plays a vital role in companys marketing strategies. It also discusses about the benefits of the relationship marketing and how it is used by the company to achieve its aims and objectives. This will later on conti nue with the main topic, that is, the success of Tescos loyalty cards other than its competitors. It will discuss the concept of the loyalty cards and the different strategies used by Tesco and even its competitors to get a competitive edge in the surviving market. The later part of the study also shows how Clubcards are beneficial for the customers as well as the company. Then research methodology is identified that how the research will be conducted, it includes that how the research will designed means the ways through effective data can be find out. Literature Review In this discussion outcomes from the previous research will be demonstrate to provide the clear understanding to the topic. In this chapter views of different authors and researches will be quoted to support the research. It will include the work of researchers who have worked on this matter and have reached to some conclusion. As a literature review chapter it will consist of basic definitions of customer loyalty, customer relationship, loyalty cards and the most important one relationship marketing. This chapter will also explain these theories and how are they applicable for the strategies used by the companies to achieve their goals and success. Customer Relationship: What does it mean for an organisation and its customer to have a relationship with each other? What kind of a relationship would they have with each other? Do customers have relationships with enterprises that do not know them? Is it necessary that the companies know their customers or the other way around? What kind of a relationship would that be if both the parties are unaware of the relationship they have? Can the enterprise be said to have a relationship with a customer it does not know? Is it possible for a customer to have a relationship with a brand? It can be said that customers would know the products but not the company. Experts have studied the nature of relationships in business for many years, and there are many different perspectives on the fundamental purpose of relationships in business strategies. It can be said that the only aim of the company is not only to gain maximum profits out of their customers or having the greatest market share or the rank the company is. Instead, to be successful in the era of interactivity, when it is possible to deal individually with separate customers, the business objective must include establishing meaningful and profitable relationships at least with the most valuable customers, and making the overall customer base more valuable. Technology plays a very crucial role in maintaining this relationship between companies and customers. In short, the company strives to get a customer, keep that customer for a lifetime, and grow the value of the customer to the organisation. Relationships are the crux of the customer-strategy enterprise. Relationships between customers and enterprises provide the framework for everything else connected to the customer-value business model. This is the same model used by Tesco in order to gain a competitive advantage in the most competitive markets in the world. The exchange between a customer and the enterprise becomes mutually beneficial, as customers give information in return for personalized service that meets their individual needs. Because we are talking about relationships between businesses and their customers, it is important that we agree on a few of the elements that make up a genuine relationship. And while dictionary definitions are not bad as starting points, the most important issue for us to consider is how well our own definition of relationship helps companies succeed in the â€Å"customer dimension† of competition. Lets list some of the distinct qualities that should characterize a relationship between an enterprise and a customer. First, a relationship implies mutuality. In order for anyone to consider a relationship, both the company and its customer have to participate in and be aware of the existence of the relationship. This is the most common factor which is needed to be realized by both the parties. This means that relationships must inherently be two-way in nature. Second, relationships are driven by interaction. When the company and the customer interact, they exchange information, and this information exchange is a best tool for building the relationship. This, of course, also implies mutuality. But interactions dont have to take place by phone or in person or on the Web. An interaction takes place when a customer buys a product from the company that sells it. This is where the customer and the company are in face to face for a reason which builds up this relationship. Every interaction adds to the total information content possible in the relationship. This leads to the third characteristic of a relationship: It is iterative in nature. That is, since both the customer and the company are interacting mutually, the interactions themselves build up a history, over time—a context. This context gives a relationships future interactions greater and greater efficiency, because every successive interaction represents that the company and the customer is growing into a healthy relationship than before by communication and a benefit for both the parties. The mo re that company communicates with its customer, the less they need to say the next time around to get their point across. Another characteristic of a customer relationship is that it will be driven by an ongoing benefit to the customer and the company. The customers convenience is one type of benefit, for the customer, but not the only one. Participating in a relationship will involve a cost in money, time, or effort, and no customer will engage for long in any relationship the company wont be more beneficial for that customer, of it that customer is not getting more benefits that before. However, precisely because of the context of the relationship and its continuing benefit for the customer and the company, each party in a relationship has an incentive to recover from mistakes. Relationships also require a change in behavior on the part of both, the customer as well as the company, in order to continue. After all, what drives the ongoing benefit of a relationship is not only its c ontext, its history of interactions, developed over time, but also the fact that the customers and the companys current and future actions reflect that previous context. This is an important characteristic, because companies sometimes mistakenly believe that interactions with a customer need is always the same, the communication from the companys side, cannot deliver same behavior pattern to every customer. In other words companies need to have relationships with their customer individually because the behavior of every customer is not always the same, which can result in different kind of relationship pattern with the company. But unless the companys actions toward a particular customer are somehow different, there is a possibility of miscommunication and can ruin the relation between that customer and the company, which will be no ongoing benefit for the customer, and as a result the customer might not continue the relationship. Every relationship is different. Relationships are c onstituted with individuals, not with populations. This means relationships are with the individual customer and not the whole segment of the customer population of the company. As a result, a company who wants to engage its customers in relationships must be prepared to participate in different interactions, remember different customers and their behavior or spending habits, and engage in different behaviors toward different customers.(Peppers .D, Rogers. M 2004) During the last few years there has been a growing interest in studying the economics and markets of long-lasting customer relationships where customer relationships play a vital role for every company. This kind of relationship can help to increase revenue for the company which can be a long term process and a continuous growth of the relationship between the organization and the customer. Heskett introduced the concept of market economies, which means achieving results by understanding the customers behavior instead of by concentrating on developing scale economies. (Heskett, J.L., 1987) A mutually satisfactory relationship between the company and its customers makes it possible for customers to avoid significant transaction costs involved in shifting from one company or a service provider which can be beneficial for both, the customer and the company. However, customer retention is not enough. Some long-lasting customer relationships, where the customers are obviously satisfied with what they get, are not profitable even in the long run, as Storbacka says. There is clear evidence that from a profitability point of view intelligent relationship building where company can be beneficial to the customer as well as themselves in the long run, then only such a management make sense. (Storbacka, K., 1993) Customer Loyalty: The whole point of a relationship is to keep your customers, and simultaneously grow new customers. So what is customer loyalty? Those whove tried to answer that question have approached it from two different directions: attitudinal (what Barnes calls â€Å"emotional†) and behavioral (what Barnes calls â€Å"functional†). Although each of these two definitions of loyalty is valid, they have different implications and lead to very different prescriptions for businesses. The attitudinal definition of loyalty implies that loyalty is a state of mind. Customers are loyal to a brand or a company if they have a positive, preferential attitude toward it. They like the company, its products, or its brands, and they therefore prefer to buy from it, rather than from the companys competitors. In purely commercial terms, the attitudinal definition of customer loyalty would mean that someone who is willing to pay a premium for Brand A over Brand B, even when the products they represe nt are virtually equivalent, is loyal to Brand A. But the emphasis is on willingness, rather than on actual behavior, per se. In terms of attitudes, then, increasing a customers loyalty is virtually equivalent to increasing the customers preference for the brand. It is closely tied to product quality and customer satisfaction. Any company wanting to increase loyalty, in attitudinal terms, will concentrate on improving its product, its image, or other elements of the customer experience, relative to its competitors. The behavioral definition of loyalty would mean that someone is willing to pay a premium for Brand A over Brand B, even without respect to the attitudes or preferences that underlie that conduct. By this definition, customers are loyal to a company if they buy from it and then continue to buy from it. Loyalty is concerned with repurchase activity, regardless of any internally held attitudes or preferences. In the behavioral definition, loyalty is not the cause, but the re sult of brand preference. A company wanting to increase customer loyalty will focus on whatever tactics will in fact increase the amount of repurchase behavior— tactics that can easily include, without being limited to, raising consumers general preference for the brand or their level of satisfaction with it. (Peppers .D, Rogers. M 2004) Customer loyalty could be termed a â€Å"customers commitment to do business with a particular organization, purchasing their goods and services repeatedly, and recommending the services and products to friends and associates†. It is a term which is neither easy to gain nor maintain, rather it is vulnerable, where â€Å"even if its customers are satisfied with the service they will continue to defect if they believe they can get better value, convenience or quality elsewhere†. (McIlroy, A. and Barnett, S. (2000) In order to investigate the concept of loyalty, we see the framework of Sopanen (1996) to reveal six different types of loyalty: (1) Monopoly loyalty, where there are no available choices. (2) Inertia loyalty, where customers do not actively seek substitutes. (3) Convenience loyalty, where loyalty is solely defined by location. (4) Price loyalty: where customers are influenced by the lowest price. (5) Incentivized loyalty, where loyalty relates to the benefits gained from reward cards and programmers. (6) Emotional loyalty, where customers are influenced by factors such as brand. From this we can observe that loyalty programs such as Tesco Clubcard can be considered an incentivized type of loyalty, which can be exhibited by customers, but the strength of this loyalty is often questioned. â€Å"As organizations become increasingly customer focused and driven by customer demands, the need to meet the customers expectations and retain their loyalty becomes more critical† (Disney, 1999, p. 491). Customer loyalty is one of the fundamental goals of marketing (Selnes, 1993). Not only does it guarantee repeat customers, but it also decreases the need for companies to spend large portions of their budgets on advertising and promotion in order to attract new customers. Mittal and Lassar (1998) identified that customer loyalty is very often thought of as an outcome of customer satisfaction. This explains why customer satisfaction has become an essential concept in marketing and its quest is one of the most important goals for businesses (Webster, 1994) Relationship Marketing: Relationship marketing is very much interlinked with the notion and practice of customer care. There is no doubt that the development of relationship marketing has had and will continue to have major implications for the marketing managers. Comprehensive accounts of the development, meaning and implications of relationship marketing for the contemporary marketer are given by Lancaster and Massingham. As so often, there are many different views as to the precise nature and hence definition of relationship marketing. So, for example, Groonroos stressed the element of mutual exchange ad trust in relationship marketing as follows. â€Å"Relationship marketing is a process including several parties or actors, the objective of which has to be met. This is done by mutual exchange and fulfillment of promises, a fact that makes trust an important aspect of marketing†. Stone and Woodcock on the other hand put more emphasis on the traditional tool of sales, communication and customer care techniques. Again we see overlap between these two areas. â€Å"Relationship marketing involves the use of a wide range of marketing, sales, communications and customer care techniques and processes to: identify named individual customers, create a relationship between the company and these customers, and manage that relationship to the benefit of both the customer and the company†. Perhaps one of the simplest and yet the most powerful summaries of what relationship marketing is however, is that provided by Buttle. â€Å"At its best, RM (relationship management) is characterized by a genuine concern to meet or exceed the expectations of the customers and to provide excellent service in an environment of trust and commitment to the relationship†. Buttle goes on to indicate what is involved in successful relationship marketing and the commitment of the company required to generate this success. â€Å"To be successful relationship marketers, companies must develop a supportive organizational culture, market the RM idea internally, intimately understand customers expectations, create and maintain a detailed customer database, and organize and reward employees in such a way that the objective of RM, customer retention, is achieved†. This illustrates that relationship marketing has major implications for both how we think about marketing and our approach to the practice of marketing. It affects and includes the provision of marketing information, organizational systems and procedures, and the elements of marketing strategy. Relationship Marketing refers to Promotional and needs and maintain the relationship. This proposal is concerned with Relationship management and marketing at how it is been used by companies to maintain existing customers, retain lost customers and attract new customers. (http://www.businessdictionary.com/definition/relationship-marketing.html) Relationship marketing is systems-oriented, yet it includes managerial aspects. A systems approach is well suited as a basis for a general theory of marketing, because it makes it possible to include all relevant actors, environmental influence, and even the process nature of marketing. (Kuhn, T.S. (1957) The concept of relationship marketing has emerged within the fields of service marketing and industrial marketing. The phenomenon described by this concept is strongly supported by ongoing trends in modern business. Grà ¶nroos defines relationship marketing in the following way: Marketing is to establish, maintain, and enhance relationships with customers and other partners, at a profit, so that the objectives of the parties involved are met. This is achieved by a mutual exchange and fulfillment of promises. Such relationships are usually but not necessarily always long-term. Establishing a relationship, for example with a customer, can be divided into two parts: to attract the customer and to build the relationship with that customer so that the economic goals of that relationship are achieved. (Grà ¶nroos, C. (1990) More businesses are moving toward relationship marketing in dealing with their customers as more customers expect a personalized experience. Considering relationship marketing vs. transactional marketing for http://searchcrm.techtarget.com/generic/0,295582,sid11_gci1253633_mem1,00.html) Relationship marketing is a marketing strategy that emphasizes customer loyalty, customer retention and long-term customer engagement. Using the relationship marketing approach, an organization aims to develop strong, long-term connections with customers by providing them with information directly suited to their needs and interests. This approach often results in increased word-of-mouth activity, long-term purchasing behavior and a willingness to provide information. The goal of every enterprise, once you strip away all the activities that keep everybody busy every day, is simply to get, keep, and grow customers. Whether a business focuses its efforts on product innovation, operational efficiency and low price, or customer intimacy, for that firm must have customers or the enterprise isnt a business—its a hobby. This is true for nonprofits (where the â€Å"customers† may be donors or volunteers) as well as for-profits, for firms large and small, for public as well as private enterprise. What does it mean for an enterprise to focus on its customers as the key to competitive advantage? Obviously, it does not mean giving up the product edge, or the operational efficiencies, that have been successful in the past. It does mean using new strategies, nearly always requiring new technologies, to focus on growing the value of the company by deliberately and strategically growing the value of the customer base. Companies needed to build compr ehensive customer databases. Companies had been maintaining product databases, sales force databases, and dealer databases. Now they needed to build, maintain, mine, and manage a customer database that could be used by company personnel in sales, marketing, credit, accounting, and other company functions. As customer database marketing grew, several different names came to describe it, including individualized marketing, customer intimacy, technology enabled marketing, dialogue marketing, interactive marketing, permission marketing, and one-to-one marketing. Modern technology makes it possible for enterprises to learn more about individual customers, remember those needs, and shape the companys offerings, services, messages and interactions to each valued customer. The new technologies make mass-customization (otherwise an oxymoron) possible. At the same time, technology is only a partial factor in helping companies do genuine one-to-one marketing. The following quotes about custome r relationship management (CRM) make this point vividly: â€Å"CRM is not a software package. Its not a database. Its not a call center or a Web site. Its not a loyalty program, a customer service program, a customer acquisition program or a win-back program. CRM is an entire philosophy.† (Steve Silver) â€Å"A CRM program is typically 45 percent dependent on the right executive leadership, 40 percent on project management implementation and 15 percent on technology.† (Edmund Thompson, Gartner Group) (Peppers .D, Rogers. M 2004) Loyalty Card: Any retailer running a loyalty card scheme could call up customer details and purchase history from incoming phone numbers. In many firms, loyalty cards are used for direct marketing and not much else. Using them to dramatically improve customer service seems a fitting reward for loyalty. Marketing program designed to enhance brand loyalty by cultivating an ongoing relationship between a marketer and his customer. Successful loyalty programs encourage the consumer to buy frequently, to increase the amount spent each time, and to concentrate all or most of their related purchases on that brand. Most loyalty programs offer perks for membership in a club or program and reward purchases. Rewards may be based on the dollar value of purchases made or on the frequency of purchases. The most well-known loyalty programs are airline frequent-flyer programs that offer discounts against future travel called award miles. Most large supermarket chains now have frequent-buyer clubs that offer no-coupon discounts as well as newsletters and http://www.answers.com/topic/loyalty-program) A loyalty card program is an incentive plan that allows a retail business to gather data about its customers. Customers are offered product discounts, coupons, points toward merchandise or some other reward in exchange for their voluntary participation in the program. A secondary goal of a loyalty card program is to build repeat business by offering participating customers something that isnt available to non-participating customers. Loyalty cards often resemble plastic credit cards but they can also be keychain fobs or stickers. Typically a loyalty card has a barcode or magnetic stripe thats scanned at the point of sale (POS). The card identifies the customer and sends information about what the customer bought to a database. The information in the database is used to help the retailer understand and influence his customers buying habits. According to research carried out by Boston Universitys College of Communication, eighty-six percent of American shoppers are listed in a loyalty database; a majority of survey respondents said receiving the card was worth giving up some measure of privacy. Loyalty schemes are necessary for the retailers because it helps them in attracting the customers and when they came to them they try to retain them by offering their services on discounted rates and by offering them further discounts and services. Smith states the importance of loyalty cards and schemes in the following sta tement â€Å"if

Mirror: Reflections of Truth Essay -- essays research papers fc

â€Å"Mirror†: Reflections of Truth In Sylvia Plath’s poem â€Å"Mirror†, the reader takes a look into the messages presented and compares them with the reflections that are cast in a mirror and images in a lake. When reading this poem, we discover that the speaker is the actual reflection that gives the interpretation of its views. The first interpretation is shown as a mirror on the wall â€Å"I am silver and exact. I have no preconceptions.† (1), second as the water in the lake because she states â€Å"Now I am a lake.† (10), and third through the eyes of an aging woman that is revealed in line 17 â€Å"In me she has drowned a young girl, and in me an old woman/ Rises toward her day after day†¦Ã¢â‚¬  In the first stanza the reflection personifies the ability to take in what it sees without judging stating â€Å"I hav...

Nonviolence: Martin Luther King, Jr. and Tich Nhat Hanh

Upon engaging the text of Martin Luther King, Jr. ‘s anti-war speech â€Å"Beyond Vietnam: A Time to Break Silence,† one recognizes an undeniable continuity between King's thinking and that of his contemporary Thich Nhat Hanh. It is important to note, however, that King's reflections in this discourse are not entirely beholden to his Buddhist counterpart. The overarching concepts of â€Å"interbeing† and interrelation which drive the speech were evident in King's work and philosophy well before his correspondence with Nhat Hahn. The similarities regarding each man's approach to these notions should be expected given their respective spiritual vocations. Therefore, although King's reflections in this address – which encompass the broader considerations of nonviolence and exhibit a direct rebuke of the war effort – mirror almost identically those made in writings by Nhat Hanh, it is unclear how directly the latter may have influenced the former. Regardless, this speech does reflect elements of Nhat Hanh's nonviolent vision and does so specifically through considering the concept of mutuality in relation to addressing the roots of war, its effects and how to end it. In his address, King makes clear that humanity's failures and the origins of violence stem from the propagation of illusions and artificial perceptions. In particular, King asserts that â€Å"the war in Vietnam is but a symptom of a far deeper malady within the American spirit†¦ ,† whereby Americans suffer from false â€Å"comfort, complacency [and] a morbid fear of communism†¦ † (King). This assertion is clearly reflective of Nhat Hanh's observation that â€Å"thinking is at the base of everything [and that]†¦. ur thoughts can be misleading and create confusion, despair, anger or hatred,† and that â€Å"a civilization in which we kill and exploit others for our own aggrandizement is sick† (Nhat Hanh 68; 120). The societal illness both men perceive is rooted in a proliferation of fear and ignorance, or as King so forcefully asserts, â€Å"legions of half-truths, prejudices, and false facts† (King 14). The influence of these fallacies manifests itself most directly through manufactured notions about our enemies. By reducing our enemies to concepts that we can thoughtlessly abhor, we take no serious deliberation concerning our inherent reciprocity to them, and thus fail to realize the true extent our similarities. Though King had expressed similar sentiments previous to this speech, such as in his sermon â€Å"Loving your Enemies,† one cannot ignore the presence of a comparable position advocated by Nhat Hanh in his 1965 letter to King entitled â€Å"In Search of the Enemy of Man. † In that letter, Nhat Hanh professes that â€Å"[our] enemies are not man†¦ hey are intolerance, fanaticism, dictatorship, cupidity, hatred and [the]discrimination which lie in the heart of man† (Nhat Hanh). Nevertheless, it is clear that King recognizes this point, going so far as to declare: â€Å"We can no longer afford to worship the god of hate or bow before the altar of retaliation†¦ we must not engage in negative anti-communism [but]†¦ with positive action seek to remove those conditions of poverty, insecurity and injustice which are the fertile soil in which the seed of communism [as social strife] grows and develops† (King). As a result of this revelation, part of King's speech calls for peace through an attempt to understand the enemy and the effects war has had on the Vietnamese people. This call for mindfulness clearly resonates with Nhat Hanh's belief that â€Å"[a]ny nonviolent action requires a thorough understanding of the situation and the psychology of the people,† enemy and self alike (Nhat Hanh 40). King exhibits this understanding when stating that the Vietnamese â€Å"must see Americans as strange liberators† and begins a chronological account of the effects an American presence has had in Vietnam since 1945 (King). Speaking of the National Liberation Front, or what he deems in an ironic manner as â€Å"that strangely anonymous group we call VC or Communists†¦ ,† King asks â€Å"[w]hat must they think of us in America when they realize that we permitted the repression and cruelty of Diem which helped to bring them into being as a resistance group [in the first place]†¦ † (King). In essence, King is imploring Americans to put their view of â€Å"the enemy† into context, noting that U. S. actions have done little but imbed a â€Å"deep but understandable mistrust† in its enemies (King). Again, almost all of these deliberations are present in Nhat Hanh's work. Nhat Hanh's statement that â€Å"[e]very escalation of the war, every new contingent of U. S. troops†¦ wins new recruits to the Vietcong† reflects each man's belief that the U. S. is undermining is own efforts in Vietnam because it has implanted soldiers there that â€Å"[know] and [care] little about [Vietnamese] customs and practices and [who are] involved in destroying Vietnamese people and property† (Nhat Hanh 50-51). Moreover, King's optimistic position that the United States has the capability to transcend its obtuseness, reorganize its priorities and lead the cause for a peaceful end to war is a sentiment most certainly shared by Nhat Hanh. To this end, each man's suggestions for ending the war are strikingly similar. In Love in Action Nhat Hanh offers five components that he deems necessary toward a U. S. solution to the war: 1) A cessation of bombing in the north and south. 2) A limitation of all military operations by the U. S and South Vietnamese. 3) A clear demonstration of U. S. intent to withdraw from the country. 4) A declaration of American neutrality and support of a popular government. 5) Extensive aid in the reconstruction effort. (Nhat Hanh 55). Likewise, King calls for an end to all bombing, unilateral ceasefire, curtailing military buildup, an acceptance of the NLF's role in a future Vietnamese government, and a definitive U. S. withdrawal date. The proposals in King's address are almost identical as both men call for material support as well as ideological understanding by America toward its enemies. In addition to these provisions, King demands that the American public take into account the effects war has had on our own soldiers and that they take active steps toward ending it. King calls for a movement away from a † ‘thing oriented' society to a ‘person-oriented' society† where the â€Å"business of burning human beings with napalm, of filling our nation's homes with orphans and widows, of injecting poisonous drugs of hate into veins of people, of sending men home†¦ physically and psychologically deranged†¦ † is deemed unacceptable and impermissible (King). This too echoes portions of Nhat Hanh's nonviolent vision, such as evidenced by his observation during the first Gulf War that â€Å"[s]oldiers live in hell day and night, even before they go into the battlefield, and even after they return home† (Nhat Hanh 75). Hoping that the American public can grasp these realities, King demands that â€Å"we must all protest† in order to awaken others to the fact that â€Å"the American course in Vietnam is an dishonorable and unjust one† (King). Again, although King's attitudes here are not surprising given his own previous writings in nonviolence, when referencing the afore mentioned letter from Nhat Hanh to King, one cannot help but wonder whether the former's description of a fellow monk's self-immolation aimed at â€Å"[calling] the attention of the world [to]†¦. he suffering caused by this unnecessary war† in turn caused King to declare – in reference to anti-war protest – that â€Å"these are the times for real choices and not false ones† (Nhat Hanh; King). On the whole, though it is clear that King's â€Å"Riverside Address† reflects both the large and small aspects of Thich Nhat Hanh's nonviolent vision, whether these parallels were intentio nal or not is unclear. By their very nature, philosophies of nonviolence concern themselves with discipline and awareness of the self, as well as with understanding and empathy for the other. As a result, it is not surprising that King and Nhat Hahn, two practitioners of such philosophies, would both express their concerns about Vietnam around the same theme of humanity's interrelated nature. Therefore, it is not so much important whether one's work or ideas may have influenced the other's as it is that both recognize a common bond between human beings and the supreme need to eliminate the conditions which threaten that inherent relationship.

Understanding String Literals in Ruby

Understanding String Literals in Ruby String objects hold ordered sequences of bytes, typically characters, usually to form pieces of human-readable text. Theyre a very common object type in all programming languages, and Ruby has a number of high-level and a few low-level ways to create, access and manipulate String objects. Strings are most often created with a String literal. A literal is a special syntax in the Ruby language that creates an object of a specific type. For example, 23 is a literal that creates a ​Fixnum object. As for String literals, there are several forms. Single-Quotes and Double-Quoted Strings Most languages have a String literal similar to this, so this may be familiar. The types of quotes, (single quote, apostrophe or hard quote) and (double quote or soft quote) are used to enclose string literals, anything between them will be turned into String objects. The following example demonstrates this. But there are some differences between single and double quotes. Double quotes  or soft quotes enable some magic to happen behind the scenes. Most useful is interpolation inside strings, useful for inserting the value of a variable into the middle of a string. This is achieved by using the #{ †¦ } sequence. The following example will ask you for your name and greet you, using interpolation to insert your name into the string literal thats printed. Note that any code can go inside the braces, not just variable names. Ruby will evaluate that code and whatever is returned it will attempt to insert it into the string. So you could just as easily say Hello, #{gets.chomp} and forget about the name variable. However, its good practice not to put long expressions inside the braces. Single quotes, apostrophes, or hard quotes are much more restrictive. Inside of the single quotes, Ruby will perform no interpolation or escape sequences other than escaping the single quote character and backslash itself (\ and \\ respectively). If you dont intend to use interpolation, its recommended to use single quotes more often than not. The following example will attempt to interpolate a variable inside of single quotes. If you run this youll get no error, but what will be printed? The interpolation sequence was passed through uninterpreted. When Should I Use Single and Double Quotes This is a matter of style. Some prefer to use double quotes all of the time unless they become inconvenient. Others would rather use single quotes unless the interpolation behavior is intended. Theres nothing inherently dangerous about using double quotes all of the time, but it does make some code easier to read. You dont need to read a string when reading through code if you know there are no interpolations in it  because you know the string itself wont have any side effects. So which string literal form you use is up to you, there is no real right and wrong way here. Escape Sequences What if, in a string literal, you want to include a quote character? For instance, the string Steve said Moo!  wont work. And neither will Cant touch this!. Both of these strings include the quote character inside of the string, effectively ending the string literal and causing a syntax error. You could switch quote characters, like Steve said Moo!, but that doesnt really solve the problem. Instead, you can escape any quote character inside the string, and it will lose its special meaning (in this case, the special meaning is to close the string). To escape a character, prepend it with the backslash character. The backslash character tells Ruby to ignore any special meaning the next character may have. If its a matching quote character, dont end the string. If its a hash sign, dont start an interpolation block. The following example demonstrates this use of backslash to escape special characters. The backslash character can be used to remove any special meaning from the following character but, confusingly, it can also be used to denote special behavior in double-quoted strings. Most of these special behaviors have to do with inserting characters and byte sequences that cannot be typed or represented visually. Not all Strings are character strings  or may contain control sequences intended for the terminal, and not the user. Ruby gives you the ability to insert these types of strings using the backslash escape character. \n - A newline character. The puts method does this automatically, but if you wish to insert one in the middle of a string, or the string is destined for something other than the puts method, you can use this to insert a newline in a string.\t - A tab character. The tab character moves the cursor over (on most terminals) to a multiple of 8, so this is very useful for display tabular data. However, there are better ways of doing this, and using the tab character is considered a bit archaic or hackish.\nnn - A backslash followed by 3 numbers will denote an ASCII character represented by 3 octal digits. Why octal? Mostly for historical reasons.\xnn - A backslash, an x, and 2 hex digits. The same as the octal version, only with hex digits. Youll probably never use most of these, but know that they exist. And also remember that they only work in double-quoted strings. The next page discusses multi-line strings and an alternate syntax for string literals. Multi-Line Strings Most languages dont allow multi-line string literals, but Ruby does. Theres no need to end your strings and append more strings for the next line, Ruby handles multi-line string literals just fine with the default  syntax. Alternate Syntax As with most other literals, Ruby provides an alternate syntax for string literals. If youre using a lot of quote characters inside your literals, for example, you may want to use this syntax. When you use this syntax is a matter of style, theyre usually not needed for strings. To use the alternate syntax, use the following sequence for single-quoted strings  %q{ †¦ }. Similarly, use the following syntax for double-quoted strings  %Q{ †¦ }. This alternate syntax follows all the same rules as their normal cousins.  Also,  note that you can use any characters you wish instead of braces. If you use a brace, square bracket, angle bracket or parenthesis, then the matching character will end the literal. If you dont want to use matching characters, you can use any other symbol (anything not a letter or number). The literal will be closed with another of the same symbol. The following example shows you several ways to use this syntax. The alternate syntax also works as a multi-line string.

The Most Powerful Body of the United Nations

The Most Powerful Body of the United Nations The United Nations Security Council is the most powerful body of the United Nations. The Security Council can authorize the deployment of troops from United Nations member countries, mandate cease-fire during conflict  and can impose economic penalties on countries. The United Nations Security Council is composed of representatives from fifteen countries. Five of the Security Council members are permanent members. The original five permanent members were the United States, United Kingdom, Republic of China (Taiwan), Union of Soviet Socialist Republics, and France. These five countries were the primary victorious countries of World War II. In 1973, Taiwan  was replaced by the Peoples Republic of China on the Security Council and after the fall of the USSR in 1991, the USSRs spot was occupied by Russia. Thus, the current five permanent members of the United Nations Security Council are United States, United Kingdom, China, Russia, and France. Each of the five permanent members of the Security Council has veto power over any matter voted upon by the Security Council. This means that all five permanent members of the Security Council must agree to endorse any measure for it to pass. Nonetheless, the Security Council has passed more than 1700 resolutions since its founding in 1946. Regional Groupings of UN Member Countries The remaining ten non-permanent members of the total membership of fifteen countries are chosen based on various regions of the world. Almost every United Nations member country is a member of a regional grouping. The regional groupings include: The Western European and Others GroupThe Eastern European GroupLatin American and Caribbean GroupThe Asian GroupThe African Group Interestingly, the United States and Kiribati are the two countries which are not members of any group. Australia, Canada, Israel, and New Zealand are all part of the Western European and Others Group. Non-Permanent Members The ten non-permanent members serve two-year terms and half are replaced each year in annual elections. Each region votes for its own representatives and the United Nations General Assembly approves the selections. The division among the ten non-permanent members is as follows: Africa – three members, Western Europe and Others – two members, Latin America and ​the  Caribbean – two members, Asia – two members, and Eastern Europe – one member. Membership Structure Current members of the United Nations Security Council can be found on this listing of Security Council Members. There has been controversy over the composition of the permanent members and the veto power for decades. Brazil, Germany, Japan and India all seek inclusion as permanent members of the Security Council and recommend enlargement of the Security Council to twenty-five members. Any proposal to modify the organization of the Security Council would require the approval of two-thirds of the United Nations General Assembly (193 UN member countries as of 2012). The presidency of the United Nations Security Council rotates on a monthly basis alphabetically among all of the members based on their English name. Since the United Nations Security Council must be able to act quickly during times of international emergency, a representative from each Security Council member country must be present at all times at the United Nations Headquarters in New York City.

Book Report on Management Challenges for the 21st Century By Peter F Term Paper

Book Report on Management Challenges for the 21st Century By Peter F. Drucker - Term Paper Example As a teacher, philosopher, reporter and consultant, he had a very in-depth vision on politics, economics and social transitions which enabled him to guide his followers and readers with a wider and a modern perception of the management and its theories. Drucker authored more than twenty five books with his very debut scholastic work bearing the title, â€Å"The End of Economic Man† which was published in the year 1939. His book, â€Å"Management Challenges for the 21st Century† appeared in the year 1982 and provides an insightful and contemporary information for the benefit of individuals and organizations at the same platform as Drucker has almost united the two separate entities in his book and views their common objective towards the attainment of one common goal. Drucker views the 21st century as the period of â€Å"Profound Transition† as this era witnessed lots of social, political and economic upheavals starting from the World War to great Economic Depress ion. Drucker with his coherent knowledge and foresightedness tried to shape the course of business and management that he visions to classify the future course of commerce amid all the socio-economic and socio-political transitions across the globe. Management Challenges for the 21st Century: A Detailed Insight The era of 21st century is a time of metamorphosis according to Drucker. Amidst the structural changes taking place around, Drucker views five socio-political events that will certainly tend to shape the business and its strategy in the near future. He takes in to consideration the fall of birth rates in the developed countries of the world, transitions in the area of distribution of disposable income, paradigm shift and re-definition of corporate activities and performances, competition in the global market, and the growth of incongruence between the economic and political pragmatism as the factors that would influence much in the reshaping and reincarnating modern course of management, its strategies and businesses. Next, Drucker throws light on the issue of the requirements of leadership. He muses in an elegant style, â€Å"One cannot manage change. One can only be ahead of it†. He visions that in the era of the â€Å"new information revolution† influence of characteristics of which are very much evident in the modern commerce, it is important to focus on the information and its meaning and not on the technology through which it is collected. As regards to the productivity of the knowledge workers, Drucker in his epoch making documentation on modern business and its strategy captivated in the â€Å"Management Challenges of the 21st Century† makes a very contemporary and relevant commentary. He views that the nature of the work for a knowledge workers are quite different from that of the physical labourers and under this circumstance, knowledge workers unlike manual workers, must not be considered as costs but must be treated as c apital assets. And finally, he throws light on the responsibilities that knowledge workers must assume in management pertaining to area of their self-development and their career. Actually very few people influenced the course of business individually in the 20th century to the extent like that of Peter Drucker. He literally invented and redefined management as a discipline in the year 1950s. Before reshaping and redefining management as a major course of study, it was much

What are the advantages and disadvantages of a staycation to tourists Essay

What are the advantages and disadvantages of a staycation to tourists - Essay Example It is also simple to plan because it does not require complicated logistical process such as packing, travelling, and waiting at the airport. In addition, it does not involve hotel booking (Coles, 2013, pg 35). Staycation allows tourists to be flexible in setting their schedule for the staycation and they can organize and arrange their own touring activities and accomplish them within their time frame (Carr, 2013). According to Munday (2013) staycation promotes a county’s economy by encouraging internal tourism. Botteril & Maitland (2014) argues that staycation tourism is convenient as it involves travelling in short distances and its preparations minimal. He also state that staycationers can run their business and take care of their home as their have much fun elsewhere. A staycation have a positive impact on local businesses (Williams & Fidgeon, 2000). This is so because staycationers buy products from these businesses while on visit to various sites. In other words they becomes customers to these businesses. Staycation may be less thrilling and adventurous (Coles, 2013). Most of them leads to boredom as most of the activities take place in one location (Carr, 2013). It is also a challenge that a tourist would spend more than expected with the impression that they have saved a lot of money by cutting on traveling cost (Botterill & Maitland 2014). As a matter of fact staycationers are close to their home and place of work. They may be tempted to go to work part of the day and go for a staycation for the rest of the day. This unpopular balance between leisure and work may have severe and dire consequences on ones work performance (Dolnicar & Leisch, 2003). As tourism product increases rapidly in the global market, one need to understand clearly the factors that affect tourism destination selection (Godfrey, 1999). One need to comprehend the fact that product choice is imperative. Tourist