Mosaics Of San Vitale Essays - Justinian Dynasty,

Mosaics Of San Vitale Mosaics of San Vitale ERIK BUNGO The church of San Vitale in Ravenna was dedicated to St. Vitalis. After the discovery of the bones of the reputed martyrs Agricola and his slave Vitalis at Bologna in the fourth century, Vitalis was widely venerated in the west. The church of which he is the patron saint in Ravenna was begun by Bishop Ecclesius in the second quarter of the sixth century, when the Goths still ruled there. Funds for its construction were supplied by Julianus Argentarius. The church was completed and consecrated by Bishop Maximian in 547/8, after control had passed to the Byzantines . San Vitale was built on an octagonal plan (Ills. 1), with eight heavy piers supporting the drum and dome. The inspiration for the central plan likely came from the east, for Ecclesius had recently returned from a visit to Constantinople, but the construction is Roman. Of special interest are the mosaics of the sanctuary and apse. The mosaics in San Vitale cover the entire sanctuary (Ills. 2,3). In different symbols and ima ges, they all convey one idea: the redemption of mankind by Christ and the sacramental re-enactment of this event in the eucharistic sacrifice. The compositions must thus be understood as the setting for the rite celebrated in this room and as closely related to it. In the vault there appears the Lamb of God in the midst of a wreath, which is supported by four angels standing on globes. The image of the lamb was introduced into the Roman rite only at the end of the seventh century by Pope Sergius I, a Syrian . But, in the liturgies of the East, this symbol of the Christian sacrifice appears at an earlier date, and we are justified in interpreting its representation in San Vitale as alluding to the eucharistic liturgy (Ills. 4). The first arcade of the sanctuary is decorated with fifteen medallions, showing the images of Christ, of the twelve apostles, and of Gervase and Protase, who, with their father Vitalis, were venerated in this church. In the ancient liturgy of Ravenna, all these saints are mentioned in the so-called diptychs, the Book of Life, listing the names of those whom the church wishes to remember at every Mass (Ills. 4, 5). The next bay on either side shows, above the columns supporting the arcades of the galleries, two sacrificial scenes from the Old Testament. On our left, the three angels appearing to Abraham in the valley of Mambre (Genesis, chap. 18), and Isaac whom his father is about to sacrifice; on our right, Abel offering a lamb, and Melchizedek with his sacrifice of bread and wine. Above them, there appears the hand of God, the traditional symbol of the divine presence and of God's acceptance of the sacrifice (Ills. 6, 7). All four scenes allude to the eucharistic sacrifice. To make this significance plain, an altar is depicted between Abel and Melchizedek, on which are placed a chalice and two loaves of bread, identical in shape with that which Melchizedek offers and also with the eucharistic bread which the church used during the sixth century . The altar motif appears again in the opposite mosaic: Isaac is shown kneeling upon an altar, and even the table behind which the three angels are seated resembles the simple wooden altar of Christian antiquity. The three round cakes which Sarah has placed before the heavenly messengers are marked with the sign of the cross and recall again the eucharistic hosts of that time. In patristic exegesis and in Christian art and literature, the four scenes depicted are among the most frequent symbols of the eucharistic sacrifice. Above these mosaics and flanking the graceful arcades of the gallery, the four evangelists are represented: Matthew and Mark on the left wall, John and Luke on the right. All four appear seated in a mountainous landscape, holding their Gospels on their knees. Their symbolic animals are seen above them; writing utensils are placed at their sides (Ills. 8, 9). The relation of these figures to those below is obvious: as the two tables which Moses received on Mount Sinai contained the Old Law, so the New Regulation is contained in the Gospels. In the

Develop a solid career in customer service

Develop a solid career in customer service So you’ve decided customer service is the career for you! That’s great news, particularly if you’re a people person with a talent for handling different personality types. But be careful: the nature of your day-to-day work can often make it feel as though your career isn’t progressing forward. You’re so busy hopping from customer interaction to interaction, putting out fire after fire, that at the end of the day it seems like you’ve hardly made it closer to the goalposts. They seem to reset in the same place every day. If you’re along for the ride on this rapid-fire, non-stop, go-go-go ride, it can be really easy to get too burned out to try and plan your future career growth. Here are a few things you can do to make sure you’re moving forward, and not just treading water.First, decide where you ideally want to land.The field of â€Å"customer service† is actually relatively new, and is evolving at a rapid rate. There are tons of options available for you. Schedule yourself time on a recurring, frequent basis, to ask yourself what you actually want to end up doing in the longer term. Do you have a particular position or company you’d like to pursue? Then talk to your boss (or a trusted mentor) about how you can work toward your bigger goals. Don’t waste your time- if you don’t know what you want, it’s impossible to start planning how to achieve it. The sooner you figure it out, the sooner you can begin working towards more specific goals.Then, devise a specific plan.Whichever direction you choose, start strategizing and networking until you figure out a rough game plan of how to move that way. If you’re interested in management, for example, you can talk to people who’ve started where you are on the front lines and made it up to leadership roles. Ask to hear their stories. And if managing people doesn’t interest you, that’s fine! Start honing y our skills in your area of speciality, building your resume (and pursuing opportunities that will help you do just that), and building your brand. Become the go-to person in the industry that interests you the most.Finally, make the most of your time- wherever you are.Just because you’re in support now and don’t want to stay there indefinitely doesn’t mean it isn’t an important stepping stone to further opportunities. Starting out at entry-level is actually an asset. Having a support job on your resume shows that you’ve been in the trenches and know what it’s like to interface with clients day in and day out. Plus, in interviews you can talk about how you’ve honed the most important soft skills and tricks of the trade- empathy and patience.And just remember: even if you end up making a career just where you are- in support and interfacing with the customer- you can still work toward finding the most ideal position within that domain. If this is where you end up, you won’t necessarily have stagnated- you’ll have grown.

Financial Crisis Impacts on Progress of Employees Essay

Financial Crisis Impacts on Progress of Employees - Essay Example There have been a lot of studies conducted by various scholars since the great depression in 1930’s up to today. Literature obtained from this series of academic studies conducted by the various scholars is still relevant up to today in offering explanations on how and what were the main contributors of the various crisis. This literature has been relied upon by many academicians as well as policy makers in order to make sure that such events do occur again. Theoretical Literature There are two theories, which seem, to be more developed and various scholars have borrowed much from them. These theories are the Minsky’s crisis theory and Marxist crisis theory. Minsky’s crisis theory is named after the Hyman Minky a renowned economic professor who developed this theory. Hyman initial objective was to elucidate the domestic economy crisis. This has since changed as this theory is adopted by various expert and scholars in delineating global financial crisis. The under lying concept in his theory was the fragility observed in the financial system. He elucidates the behavior of both the financial sector and non-financial sector to engage in liabilities with a high level of risk as businesses enlarge was the major contributor to the crisis. From an international front, he argues that the interdependency of economies fundamentally leads to instability of the global financial system. He attributes the instability experienced in the global financial system to lending activities that lend debt accumulation (Davies 2010). The main theme of theories was the concern expanding economy and the emergence of â€Å"a speculative investment bubble†. Hyman argued that as the economy expanded, that is, as the economy experienced tremendous growth, thus resulting to low level of unemployment as the level of investment in the economy increases. Optimism increases and trade between debt and risk changes. As a result of the increases in optimism, there is an in crease in the level of asset prices as well as increase, in speculation. The increase in asset prices in return allowed ponzi borrowers to thrive in an economy (Davies 2010). This also leads changes the attitudes that investors have toward risk thus resulting in, changes in liability portfolio. As a result of changes in risk and liability structure, the financial structure becomes fragile thus resulting into a financial crisis (Davies 2010). In doing this Hyman linked, the fragility experienced in a normal economy to the speculative investment bubble which emerges in the financial market. Minky argued that, when the corporate sector and the economy as a whole are experiencing growth, that is when the cash inflows exceeds the amount need to phase off debts there is a tendency to develop speculation (Davies 2010). When the grows up to appoint where the present assets cannot support the economy when borrowers cannot repay their loans since the cash-inflows are not enough to finance con sumption and to honor debts, this degenerate into a financial crisis. When this occurs, the lenders adopt stringent credit issuance policy; such that even companies with the capability of obtaining loans are not spared; thus, this leads to the contraction of the economy. The movement of a

Macroeconomics - Quantitative Easing Essay Example | Topics and Well Written Essays - 1250 words

Macroeconomics - Quantitative Easing - Essay Example Expansionary policies involve the purchase of short term monetary government bonds by the central bank in order to lower the market interest rate. However, when the interest rates are minimal or at zero, traditional monetary policies cannot lower the interest rate any further. In quantitative easing, the economy is boosted by other methods. Short-term as well as long-term bonds are purchased and the yield has a high probability of increasing. (Krishnamurthy and Vissing-Jorgensen, 2011) Quantitative easing is supposed to keep the inflation in check. However, the goods in the market to be sold have a fixed quantity and therefore, even a flooding of capital will not lead to an increase in the amount of goods and thus, it could actually lead to more inflation (Trefgarne, 2009). The interest rate of the economy is targeted by open market operations, which are the buying and selling of bonds (short-term government bonds) from banks and other financial institutions. The central bank gives o ut the bonds and collects money from this process, and this in turn also affects the money supply and the interbank interest rate (Wieland, 2009). When a central bank cannot change the interest rate, they face a liquidity trap, and quantitative easing changes the economy’s scenario without affecting the interest rate. It is only related to the money supply when the interest rate cannot be further lowered. Therefore, it is also a policy that is used as a last resort measure rather than as a first resort one (Wieland, 2009). Also, even though central banks cannot affect the interest rate further, they are the ones who carry out quantitative easing because their money is the one which is acceptable by everyone. However, in some cases, central banks cannot carry out their own quantitative easing and are dependent on other central banks to carry it out for them (Wieland, 2009). b) UK has a unique method of employing quantitative easing in order to spur growth in the economy and ch ange the money supply and keep the inflation rate in check at about 2%. Their first policy was to buy gilt-edged securities from institutions that are not banks. These also include bonds that are issued by national governments, also referred to as debt securities. Secondly, they conduct Open Market Operations, which were open to their gilt counterparts as well (Congdon, 2009). The lowest bids started being acceptable by banks, the standard of comparison being the market prices. Lastly, the HM treasury condemned APF (Asset Purchase Facility) which was initiated in 2009, when the commercial paper was financed primarily by T-bills and gilts. There are not only short-term gilts that are used, but also long-term gilts in this process of quantitative easing. They also borrow money from insurance companies and pension funds. People can also keep more money in their bank accounts than they did before, as one of the ways to boost money in the economy. This way banks, apart from the central b ank, will have more money in order to lend more (Congdon, 2009). The two main outcomes of assessing the situation were assessing the portfolios and the events that occurred. Portfolio rebalancing may cause UK investor to demand to go on a hike and gilt’s yield has decreased by a hundred points since this policy has been implemented. However, it is hard to tell the

Research and Business Plan-based on my business idea Paper

And Business Plan-based on my business idea - Research Paper Example Actions done in the span of a few seconds may have great effect on someone else’s life. It is the driving factor in emergency cases. If immediate medical attention is not given particularly during life and death situations, a mishap could prove to be fatal. It is essential for a health care team to conduct necessary care and medical action to prevent the loss of life most especially during emergency situations. Much has been done to improve turnaround time in the medical field. Paramedics and emergency teams are well trained in ensuring swift and accurate handling of medical emergency cases. With this, the writers would like to introduce an innovation that would address challenges in establishing patient identity and medical history such that medical practitioners would no longer have to go through the motions of interviewing the patient or his companions/ relatives prior to implementing medical care. 911 Health Care Services Corporation is the driving force behind the 911 Eme rgency Health Care System, a product that aims to reduce the number of accidental deaths by providing instant medical history with just a scan of an eye. The objective of this product is to provide a secure product that will save lives without compromising identity. The management envisions eliminating the current turnaround time for administering emergency care services, and make patient identification as easy as it could be. The product will have a pilot launch in Massachusetts. Distribution will initially be limited to this state but management is looking at expanding to other cities and states, and eventually to other parts of the world. II. VALUE PROPOSITION Saving time and saving lives are the two value propositions of the product. 911 Emergency Health Care System aims to make patient identification quick and accurate, thereby resulting in fast and accurate administration of applicable drugs and health care. 911 Emergency Health Care System introduces the handheld retinal scan ning device to be used in recognizing patients. The device communicates with a software program where patient data is stored. Once a patient is scanned, the medical team handling the case may proceed updating the medical records to ensure that the next handling team will be supplied accurate medical information as well. The service provides physicians and patients with timely access to patient medical information to save lives. On the patient side, we want to assure him that with this device, his eyes will say it all – his identity, his medical needs and history. He would not have to worry about not being to divulge all information needed. This is important particularly in emergency situations, where the patient is alone or is unable to communicate due to his situation. On the medical team’s side, the scanning device will improve their response time for emergency situations. Giving appropriate medicine and health care is important, and they would not be able to do this without any patient background and information. III. PRODUCT FEATURES AND BENEFITS With 911 Emergency Health Care System, even patients with no identification papers will receive appropriate medical care. Other benefits of the product are as follows: Medical team will have easy access to the patient’s personal and medical information. They can also update the information accordingly. The product aims to reduce accidental deaths or health care errors The scanning device and software reduces paperwork

Customer Loyalty in the Restaurant Industry: Nandos

Customer Loyalty in the Restaurant Industry: Nandos Topic: How customer loyalty can be increased in the restaurant industry? The case of Nandos. Why customer loyalty is important? What Nandos is doing and how it can be better develop? Loyalty marketing, loyalty programs, how to manage it? Techniques? Benefits? Problems? Conclusion. Loyalty Marketing: Definitions Of Customer Loyalty The main change concerns in the organization of marketing activities are certainly one of the more remarkable doctrines marketing. The concept of traditional marketing put at the centre of its priorities the creation of a preference for the service, the needs and desires of consumers. The marketing approach, as observed in the theory and practice in recent years focused more on the notion of exchange and the relationship is the focus of analysis. More recent approaches of marketing focus on the customer and make the quality of the relationship the key to loyalty. Indeed, a quality relationship inhibits choice and represses the effect of preferences. Thus, the relationship with the client becomes a primary concern managerial and academic. The market-oriented generates necessary behaviours to create superior value delivered to customers (Kohli and Jaworski 1990) and place the interests of the client first (Deshpande et al. 1993) for a continue satisfaction, permanent, which undergone constant refinement. This satisfaction is no longer about the only service provided by the company, but includes elements of the relationship, such as trust and commitment. For this, we seek an ongoing relationship and oriented in the long term in the context of a relationship marketing (Dwyer, Schurr et Oh 1987, Sheth et Parvatiyar 1994) and in this context that develops loyalty policies (Dawkins and Reichheld 1990). Kyner and Jacoby (1973) define loyalty as follows: Loyalty is defined as a behavioural response bias because non-random (not spontaneous) expressed over time by an entity decision, finding one or several brands taken in an overall, according to a decision process.† In this definition, loyalty requires: A repeat purchase behaviour resulting from several background variables and complement each other; A positive attitude of consumers that must be controlled or directed. This attitude reveals a favourable perception towards the brand, service, differentiating it to the loyalty from routine behaviour. For others loyalty rooted quality and delivered on the positive gap between perceived expectations and post-purchase evaluation. For Shapiro and Varian (1999) loyalty is to the consumer when efforts to change brand, product or supplier are too large to expect a significant gain change. The authors of this school of thought attempt to explain loyalty by exit barriers that prevent a kind of free choice of the client (a client may be considered faithful to a company only because it has characteristics of geographical proximity). Another school of thought on the loyalty is that which gave birth to the management of customer relationship management (CRM) with the emergence of ideas of Life Time Value. It aims to analyze the lifetime value of its current contribution but also on the basis of its potential to better allocate the resources of the company. It is now for an analysis in terms of portfolio of clients (each client has a value for the company that can be measured by the margin gen erated). Customer loyalty can be defined as the tendency of a customer to choose one company or product/service over another for a particular need. Customer/s can be described as being brand loyal because they tend to choose a certain brand of product more often than others. Customer loyalty is evident when it is the customers who make choices and take actions. Customer may express high satisfaction levels in a survey with a product or company, but there is a big difference between satisfaction and loyalty (Kumar (2008). Loyalty is shown by the actions of the customer, who can be satisfied and still not be loyal. The satisfaction with the product is ultimately a condition for loyalty. In fact, satisfaction is necessary for loyalty but not sufficient. It is true that the satisfaction is not only based on the product and service but also the relationship with the staff. Satisfaction towards the product concerns intrinsic attributes: quality, features, design, durability, benefit. Ultimately, th e quality-price emerges as a global assessment. The service specifically covers guaranteed delivery, solving problems and handling complaints. It introduced the relational aspects of accessibility, courtesy, competence and communication. Experience has shown that the first reason why customers leave a company with whom they do business, is that they do not feel that their needs are important to the company, and vice versa for the remaining loyal to the company for a long time, they feel valued and important. This perception and feeling to be considered is the emotional bridge between customer satisfaction and customer loyalty (Ghaury and Cateora 2006). Companies use a series of programs as relationship marketing, Database marketing, permission marketing or customer relationship management (CRM). Loyalty has a direct effect on sales of a company, and even better on its profits. However, the increased level of loyalty stems directly from the attitude and behaviour staff to clients. Motivation staff is the most powerful vector loyalty which itself contributes to profits. Meanwhile, business processes influence largely on how the staff behave with customers. It is in the interest of the company to develop a long-term relationship with clients where both parties benefit each other. It is much less costly for the company to keep its existing customers than to seek new ones. The scale of customer loyalty has 5 types of customers starting with: Suspect: A suspect is someone who comes across the companies promotion. They are a potential suspect for the company. Prospect: If the person is interested in the promotion they become a potential prospect. Customers: A customer is someone who purchases either the product or service. Clients: Clients are those who come back to the company. Advocates: Promotes the business on the companys behalf. They are so happy about the product/service that they tell others. (http://www.learnmarketing.net/ladder.htm Accessed on 02/08/2009) Marketing And Loyalty There are many definitions of marketing applying to loyalty programs. Several of them have focused these objectives in view of the value of the customer more profitable for the company. Today, programs and loyalty cards are found everywhere on standard credit cards, restaurants, etc Loyalty programs are widespread in all sectors that deliver goods or services used. They rely on marketing databases built from information from the loyalty cards that identify the client and record information about its behaviour. Their rules often refer to the use of methods from the traditional promotional techniques, encouraging consumers to increase and sustain their purchases in order to obtain a reward. In this context, they can be distinguished from the sales promotion of their defensive focus to longer term. The objective of the promotion is offensive, and when it stops, there is nothing that prevents consumers to come back to their old habits (Ehrenberg et al. 1994). In contrast, a loyalty progr am seeks to preserve market share by locking consumers through tangible benefits deferred (promotional techniques) or intangible (individualization, privileges, etc) and acts somewhat like a permanent promotion in the long term. The effectiveness of a loyalty program thus depends on its characteristics and tangible benefits but also intangible, that is to say, the expected value of the potential relationship that is likely to generate and develop. The consumer joining a loyalty program seeks, in making their purchases at shopkeepers, obtaining dividends, gifts. The trader in investing in this program seeks to seduce and imprison the consumer. This method, better known as retention, is actually a rather simple technique by which the consumer is faced with the efforts invested in the bonus points and is losing everything in case of abandonment of the program. A loyalty program is a relationship between the customer and the merchant in which, technically, the 2 parties have benefits. I n promoting their businesses, traders undertake several actions to attract customers. For the management of immediate rewards, they offer special discount store. By managing customer loyalty program, they offer rewards delayed. In contrast to the sales promotion where earnings appear at the same time as the cost or effort, this ratio is reversed in the context of delayed rewards, since an individual must first make an effort to more or less long term for earnings in the future. Investigations on human behaviour have shown that some individuals possess a strong motivation to engage in efforts leading to the award of future earnings (Atkinson 1957, Nicholls 1989). It is this aspect that loyalty programs appropriated in the construction of systems with delayed gratification the aim of managing the length of the relationship (retention) and discrimination. (Meyer-Waarden (2002). P. 2-88). Curiously this strong motivation is akin to the quest for a reward. In other words, the effort is motivated by greed. Some experts say that consumer motivation fades over time as more becomes aware that the bonus is spaced in time, the more likely he become discouraged with the efforts required for obtaining the reward. (Meyer-Waarden (2002), P 2-89) Thus, programs must allow consumers to obtain the benefits of the program while also locking in this program. To counter this behavioural aspect, 2 types of programs are offered: proportional and landing. The first principle is to proportionately reward the best customers. The second system encourages them to consume more to reach the next threshold points providing more benefits. Thus, it offers a minimum of points to small unprofitable consumers, maximum points for customers who are very profitable, and few points to very large consumers who buy anyway. (Meyer-Waarden (2002). P. 2-89) Greed is thus increased to obtain a value of gift supported by the consumers effort. The number of points necessary for obtaining a reward is related to the amount invested in the market by the consumer. By cons, consumer choice to join or not this kind of program that demonstrates the lure of gain accessible to long-term investment requires not only money but also time. There are several types of loyalty programs. Some programs offer a specific product free after a number of agreed purchase (coffee, compact disk, etc..) Or reductions applicable on each purchase while the issuers of credit cards offer privileges such as trave l insurance and car insurance during a rental. Some cards also allow a percentage discount or return money. In practice the system of loyalty cards is simple. It is generally sufficient to consumers to use when buying the card issued or accepted by the merchant to qualify for benefits. The card companies also offer credit to their customers bonus points programs. Unlike cards issued by participating merchants, using credit cards leads automatically, no matter where it is used, the accumulation of points and can sometimes match the accumulation of these points to another program loyalty. It is important to mention the strategy department stores growing strongly consumers use their credit cards to earn double the points they would get by paying cash or get loyalty points better at the price of an interest rate up to 28.8%. More specifically, programs that offer frequent flyer points accumulated encourage consumers to use the card as often as possible when making purchases to earn poin ts available for every penny spent, which will be redeemable against products or services available through a catalogue of premium or cons of coupons or discounts available with designated partners. (Benavent. Christopher. and Lars Meyer-Waarden. 2001. Loyalty Programs: Strategies and Practices). Some loyalty card segment their customers by offering them the opportunity to pay an additional fee to join an enhanced program that offers them a better ratio spent pounds / points accumulated. The holders can be considered as incidental to their privileged relationship with the issuer of the card. From the outset, the consumer, by joining the loyalty program, provides data that feed the database of the issuing company. Subsequently, all transactions for which the loyalty card is used by the consumer are stored in this database comes to prepare a record of its habits. The program relies on both the declarative, where the consumer fills out the questionnaire affiliation, but also on buying behaviour, thanks to its history. (Frenove, A.S. Hivet, N. Joly, P and Josquin, C. 2003. Topic: The Ethics of supermarkets). The ultimate goal of these programs, in addition to customer retention is to allow traders to analyze the data collected in order to increase the value of the customers shopping cart. The Concept Of Customer Life Cycle And Types Of Loyalty The Concept Of Customer Life Cycle: One of the key concepts of customer-oriented marketing is the life cycle dynamics of the customer, based on the idea that the flows of revenues and costs vary over time as requirements change in customer / business relations, contrary to the classical analysis and static demand. The first feature of the approach is that it is done individually and not aggregated, underscoring again the importance of marketing database, made possible thanks to the performance of information technology. Another interesting aspect is that the analysis is performed dynamically. The main idea is that the opinion of a client may occur more or less intense, and we can assume that it is forming a cycle. Practically, these cycles represent changes in purchasing power, but also modes, changing preferences, the phenomena of learning and forgetting. These cycles depend on several factors: the first is age. During the aging characteristics of opinion trends, tastes and attitudes can occur. Aging is characterized by a higher loyalty, more conservative, more risk aversion. Another factor is the generation based on the assumption that successive generations have value systems and own beliefs relatively distinct from others. This generation effect partially covers the different types of experiences. This manifests itself in innovative behaviours that vary with the gap between innovation and generation. This management based on cycles of life is clear to solve three problems: acquiring the customer, maintain, expand consumption and profitability. According to Dwyer, Schurr and Oh (1987), in the sense of relationship marketing, the life cycles of the relationship between a brand, product and a consumer have three distinct phases characterized by changes over time the amount used: (1) initialization or acquisition, (2) maturation or development and (3) breaking. The beginning of the cycle is quite understandable and is in customer acquisition, with a time of discovery of the other as a potential partner. Both parties calculate the attraction of the relationship, the costs and benefits of continuing it. Marked by the process of adoption and learning, this phase is characterized by a positive rate of consumption growth, but with high costs. In a second phase, presumably the consumers level of consumption stabilizes after having fully explored the use of the service. The expectations of the relationship and its benefits are confirmed, which leads to a continuation trade and then the notion of commitment, which results in the ignorance of competitive offers. Incomes of the company increase first and then level off as costs decrease. Finally, a third cycle is where a revival / reactivation, retention or separation from the client must be considered because the contribution weakens. The decrease in sales of service may occur at any time or gradual ly, indicating a process of wear or a more brutal, reflecting the substitution phenomena. Indeed, the dissolution occurs when the unmet expectations of increased transaction costs, the weakening of the switching costs of changing needs. Both partners must make a trade off between the benefits and costs brought by the relationship to decide whether or not its continuation. Any company engaged in the marketing approach dynamic client needs to adapt its strategy according to these phases. Three types of strategies should be considered in terms of life cycles that match: The customer acquisition, The loyalty and customer retention, And the augmentation of customer loyalty which represent a real challenge. Abandonment is considered when the costs of retention are higher than income generated by the client. (Abandonment=Costs loyalty > Income generated by the client). Once the company has determined the position of the life cycle by customer segment, it becomes clearly evident that this strategy must lead to an individualized approach to lead to a balanced allocation of resources. The problem is that each individual has a different value each time t for the company, which requires segmentation based on the potential and value of customers. Types Of Loyalty Customer loyalty is the result of well-managed customer retention programs. Before developing these successful programs, its important to know there are two types of loyalty: behavioural loyalty and the emotional loyalty. Behavioural loyalty is the loyalty to a brand demonstrated by repeat sales and responses to marketing campaigns by the customer. He behaves exactly like the company wants, by purchasing good or service. Behavioural loyaltys measures include response rate to direct marketing to the customer base. Emotional loyalty is the loyalty to a brand driven by favourable perceptions, opinions and giving recommendations. The customer feels empathy and attachment to a company or brand and he is willing to recommend it around him. It is better for the company if the customer has the both types of loyalty, but when its not the case specific strategies are developed to achieve both. (Chauffey, Chadwick, Mayer, Johnston (2006)). Benefits Of Efficient Customer Loyalty Management First, a loyal customer will continue its purchases over the years. Its purchase volume should also normally increase simply by economic growth and inflation. It should accept offers for complementary products and additional (Cross-Selling and Up-Selling). In any event, transaction costs should not increase proportionately. Consequently, they will decrease as a percentage of the cost and improve profitability (Kumar (2008)). Finally, a satisfied customer refers an average of 3 customers should in the best case follow the same progression. A study by the Harvard Business School published in the journal of the same name, shows an improvement in the percentage of loyal customers by 5% per year for 5 years to double, not sales, but profits.(CRM Odyssey Inc (2003)www.crmodyssey.com Accessed on the 09/08/2009 Another benefit from customer loyalty is it creates allow to the company to protect its markets from competitors; the more the customer is satisfied, the less he will be to buy to another product or service to the competitors. Automatically barriers are created against the competitors trying to enter in the market(s) (Ghaury and Cateora (2006)). Finally the word of mouth behaviour of loyal customer increase brand awareness. Customer share their positive feelings and experiences with their friends, family or mates when they are loyal to the company or product. They still purchase to the company and recommend it to others. It means a reduction of advertising cost; the money can be used to boost the word of mouth by making strategies to reward loyal customers. Reichheld goes even further in 1996 in his book The effect of loyalty by writing: the benefits of loyal customers are increasing over time and can recruit new consumers at reduced cost by using the legal Customer faithful because it is supposed to be a good speaker for the company.† It also shows in his work as a loyal customer makes purchases more often, he tends to buy for a higher amount and is less sensitive to the variable price. He becomes a captive of the company and therefore gives a kind of barrier to entry for potential competitors. The work of the TARP (Technical Assistance Program Reseach) supports these observations. They show that winning a new customer returns four to five times more expensive than keeping a customer is already active. Jones and Sasser (Jones 1995) focused on the relationship satisfaction / loyalty and showed a sense of satisfaction may not necessarily result fidelity as a loyal customer may nevertheless want to take advantage of a promotion with another supplier, test another product or refer to another offer. By cons, they also show a sense of dissatisfaction may cause disloyalty if dissatisfaction is not taken into account by the company. These gains must obviously be taken with caution because they rely heavily on industries. There is however no doubt that customer retention can benefit a significant leverage effect on profitability. The main reasons are: lower costs for customer acquisition, the net margin updated on the life of the customer to cover these costs; reduced management costs, a loyal customer knows the business better and less prone to use his front office to make purchases (reservations) effect of recommendation; Increased revenue per customer The Cost Of Lost Customers: A defensive marketing is cheaper than an offensive marketing, which often requires a direct confrontation with the competition. The cost of keeping a customer is five times less than the cost of converting a prospect, and it can cost up to sixteen times more to achieve with the new customer, the profitability of a customer acquired. So its the rate of customer retention rate that is essential, and not the attraction. The company must carefully monitor the defection of customers and minimize the amplitude. There are four stages: Define and measure retention. This may be the reuse of the services. Know the different reasons for discontinuation, and identify those which can be remedied. Estimate the lost profit per customer lost. Calculate how much it would reduce defections. Profitability: We have already mentioned the theory of Reichheld and Sasser that a company can improve profitability by 25% to 85% by reducing its rate of defection by 5%. Thus, loyal customers are often more profitable than occasional customers. Specifically, in the service activities and the Business to Business, customers of a company tend to increase their purchase from the company as they know it and appreciate it better. A positive word of mouth: In many cases, loyal customers of a business will spontaneously promote to their surroundings, and become, through word of mouth, very effective recruiters because disinterested and credible. For all these reasons, the loyal customer service of a company is considered a real capital, called the customer capital. Retention and its challenges: This new focus puts the customer and his control in centre of our concerns. Given the incredible proliferation of professional works in the field, it seems essential to discuss strategic issues and objectives of retention, by reviewing customer orientation and loyalty policies to give a definition and a clear positioning of loyalty. The retention strategy: Loyalty, recognized as indispensable goal of any customer relationship strategy, not confined to mere promotional programs: Some rules must be respected. Rule 1: Be selective: Customers do not all contribute equally to the profitability of the company. Therefore, retention should be selectively adapting any loyalty action from an analysis of customer value. Rule 2: Propose an attractive loyalty offer and truly innovative. The loyalty offers are numerous, but not all have the same impact. The company can arbitrate according to its objectives between different options: Immediate benefits often focus on value and price (price preference ); Privileges, providing intangible benefits to customers (priority systems, assistance ); Rewards delayed in time, seeking to establish lasting relationships with customers the most profitable and likely to extend their relationship with the company. Whatever the choice of the selected offer, interest for customers is based on five attributes, determining its overall perceived value: The perceived value of any premium or net worth; Attractiveness; Accessibility through time; The freedom given to the customer in the choice of options; Simplicity of the offer. Rule 3: Anticipating the costs: The need to assess the costs in advance of any approach to loyalty is essential. Too often, a company focused on profits resulting from the proposed strategy, without taking into account the costs generated before and repeatedly. These costs may be related to both the growing number of customers affected, and ways and means of dealing with relationships with clients, sometimes completely new to the company. Rule 4: Consolidate and exploit customer information: The challenges that the company have just highlighted described the need to build its strategy of strong customer loyalty for the company. Two main lines of action are considered: †¢ The opportunity to integrate operational databases (sales / billing, marketing ) in a baseline. †¢ The interest of exploiting every opportunity to contact customers to gather information about them. This database will allow the tracking of the customer relationship over time, and identification of customer profiles profitable and unprofitable, which will determine the choice of targets to retain. Problems Linked To Customer Loyalty Difficulties In Marketing: Obtaining a good efficiency requires a good understanding of customer behaviour and causes of abandonment. One must distinguish the causes of termination which are inevitable (and often unpredictable) from other, more or less predictable and can be combated. The causes are unavoidable, for example: a change of personal or professional lifestyle, financial problems, death Preventable causes are: inadequate tariff, a history of poor service and complaints. The challenge is to build something, based on information often dispersed. In anticipation of the termination for inadequate tariff, must be able to say what was the invoice for each client if they had chosen the optimum rate? How much would he have saved? From what current difference between invoice and optimum bill is there a risk? To anticipate the claims for termination, you must classify all types of call to customer service (there are easily hundreds) and identify those that increase the probability of termination. We must also take account of differences in behaviour related to age, family status, and place of residence and recover to the extent possible this information. Difficulties In Management Retention also poses problems of management, for example the coexistence of a culture of acquisition and a culture of loyalty: In a young market, corporate culture is naturally directed towards the acquisition. This orientation manifests itself in several ways, for example, budgets are allocated primarily to sales, what is important here is the market share of sales. In these circumstances it is difficult to make a place to loyalty because it is cultural opposition on both fronts: its budget is in competition with the acquisition, because what is important here is the retention of customers and not flow of customers. Difficulties In The Organization: When the market is young, the sales should be focused on conquering, the measure of the rate of effectiveness is still difficult, and loyalty is part of the Marketing. Then improving customer knowledge, customer service records terminations, understand the causes, loyalty becomes profitable and worthy of large budgets, customer service becomes legitimate to ensure loyalty. In consumer, all sale actions are public, as far as loyalty is confidential. Loyalty is indeed a clear competitive advantage. It allows to keep or to take market share in all discretion. Confidentiality is necessary for a second reason: do not create perverse behaviour on the part of customers, who know the rules of the game could benefit for future benefits. (Jean Baptiste COUMAU and Henri WIDMER, La Jaune et la Rouge,2002) Rejection Of Customers: The approach of loyalty can lead to bias by virtue of its objectives: there is concern that the benefits accorded to consumers more loyal to the product or service concerned and not the enterprise. There is a risk of great loss of power marketing consent. Moreover, the strong competition leads to a generalization of loyalty operations that can not only cause fatigue but also a rejection of the approach by customers. The multiplicity of material resources such as loyalty cards generalized in various companies in portfolios causes both a reaction to the trivialization of operation for the customer and a loss of power to the business on target. The implementation of a loyalty operation is tricky: the company must choose carefully because the target must be loyal customers, those holders of profits. This targeting is difficult and requires the development of a database of well-informed. This base is also used to monitor quantitatively and qualitatively loyal customers. These are consider ations of costs related to these investments in information that may be a limit. (Fotso Tagne Achille Rostand, La fidelisation client http://www.ougagner.fr/fidelisation.html Accessed on the 09/09/2009) Means And Factors Influencing Loyalty Factors Influencing Loyalty If they are well structured and well implemented, customer loyalty programs cited above can bring measurable benefits to the company that would stand out positively of competition by reducing costs and in the same time increase its income. This situation is favoured by: Attracting new customers; A high retention rate of existing customers for a long period; Increasing the frequency of visits by the existing customers; Increasing expenditure on new and existing customers; Making customers in good conditions so they feel appreciated and satisfied then they promote products or services through word of mouth around them. (Memberson (2008) http://www.memberson.com/Loyalty/CustomerLoyalty.aspx Accessed on 01/08/2009) Some factors are essential to create and maintain the Customer loyalty. Showing 6 success factors that make some companies

Tuesdays With Morrie :: Tuesdays With Morrie Essays

Tuesdays With Morrie Tuesdays With Morrie is a true novel based upon an older dying man's outlook on life. Throughout the story, the older man teaches his past student about life as his body is slowly withering away from the " Lou Gehrig's Disease." CHARACTER DEVELOPMENT: Morrie Schwartz (the older man) teaches his student, Mitch Albom, what really matters in life. The only way that I can begin to describe Morrie's character, is to quote an excerpt from pg. 10 regarding his reaction after being diagnosed: " But my old professor had a profound decision, one he began to construct the day he came out of the doctor's office with a sword hanging over his head. Do I wither up and disappear, or do I make the best of my time left? He asked himself. He would not wither. He would not be ashamed of dying. Instead he would make death his final project, the center point of his days. Since everyone was going to die, he could be of great value, right? He could be research. A human textbook. Study me in my slow and patient demise. Watch what happens to me. Learn with me. Morrie would walk that final bridge between life and death, and narrate the trip." Based on his decision not to wither up and die, and instead use his dying, as an opportunity to teach others what truly matters in life, shows how unselfish and positive he really was. Morrie didn't see his time spent ill as a waste, instead, he said, and I quote, " I mourn my dwindling time, but I cherish the chance it gives me to make things right." (Pg. 167) As a way to further carry out Morrie's wish to be useful, both Morrie and Mitch decided to meet every Tuesday to study and discuss life's greatest lessons. Not only do we see evidence of Morrie's character, we also see a change in Mitch and his values. With Morrie as a guide, Mitch begins to understand that money, and materialistic wealth, have less significance than things such as relationships, forgiveness, and love. IMAGERY: An excerpt from the book, which related to imagery, was what Morrie referred to as detachment.

Personal Leadership Development Plan (PLDP) Essay

The Personal Leadership Development Plan is a resource tool to be used by associates of the PFR/ATTC Network Advanced Leadership Institute to organize and articulate their goals for what they want to learn and develop as a part of the institute experience. Similar to the Individual Leadership Development Plan that was completed as part of the basic PFR/ATTC Network Leadership Institute, this planning process is designed to help each associate personalize and focus their participation in the program. Each associate will use it to identify, plan, articulate, and document their development as they progress through the experience of the Institute. This plan should be developed, implemented, and revised by the associate, working in consultation with their supervisor, their coach, and the ALI program facilitators. The initial plan document is to be completed and submitted to the Midwest Center for Nonprofit Leadership within 30 days following the Immersion Week experience. Instructions for Completion: Please complete all of the sections of the plan form. Use the insights and perspectives that you have gained through the assessments, activities, and reflections of the Immersion Week to inform your choice of goals and strategies that you will seek to develop through the Advanced Leadership Institute. It is especially useful to have the help and support of your supervisor, so the Plan is to be developed in consultation with them and you are asked to secure your supervisor’s signature. This is a way to gain their commitment and support for your plans. The specific elements of the plan and the contents of each are as follows. Career Aspirations and Goals Leadership development goals and plans are useful and relevant when they are grounded in the leader’s aspirations for their career. Thus we ask you to explain your career direction, aspirations, and goals. For what purpose will you continue to build your leadership capacity? What aspirations for impact do you have, whether in your organization or in the larger field? Competencies to Develop Drawing on the insights you gain from the various elements of the ALI, especially the 360-degree feedback and the various elements of the Immersion Week assessments and discussions, please identify the key competencies (or sets of competencies) that you wish to develop to enhance your leadership capacity. These then will become the basis for your development goals and strategies. Long-Term Leadership Development Goals What specific goals will you work to accomplish, during the coming three to four years, to build your leadership capacity and enhance the potential for achieving your career goals? Be specific in stating three to five goals and indicate the competencies that will be developed through their accomplishment. ALI Developmental Activities (with Target Dates) After you have identified the competencies and long-term goals, then it is important to identify the activities that you will engage in during the coming year to begin to accomplish these goals. What specific activities will you implement, during the ALI events, the intersession period, and during the rest of the year, to continue to build your leadership capacity? In particular, please consider how you could leverage assignments at work and follow up on the ALI experiences and assessments (including organizing your work in the ALI team project) to gain maximal experience and benefit from each element as you continue to develop your leadership capacity.

Flower Cultivation and Marketing in Bangladesh Essays

Flower Cultivation and Marketing in Bangladesh Essays Flower Cultivation and Marketing in Bangladesh Paper Flower Cultivation and Marketing in Bangladesh Paper Executive Summary: Bangladesh Is one of the largest flower growing countries In south-East Salsa where great varlets of the same are produced In abundance. The scope, land, parent stocks, labor and other natural resources available have contributed towards making Bangladesh an exporter with great opportunities. There is no well planned and highly decorated flower cultivation and marketing industry which possesses its own brand and good will. It is now an opportunity for prospective entrepreneurs to invest in this sector. So we have selected the project Flower Cultivation and Marketing with planned and decorated way including Cabana. The projects main office Is in the showroom in Diamonds, Dacha and has a cultivation area in Savor, Dacha with easy transport facilities. Marking area Is mainly Dacha city Like Diamonds, Shabby, octagon, Goulash and other retail and whole sale shops outside Dacha. The present status and future potentials of the follicular Industry has given the project to export quality flowers In the International market. Our business idea includes offers which are unique and different from customary way in terms of customer satisfaction. Its target customers are young generations with middle class, upper middle and upper class. The short term and long term goals and objectives of the project are building and maintaining strong brand image by expanding application of flowers and delivering superior customer satisfaction. The project Is profitable and both technically and financially viable. As people are encouraged for flower cultivation and marketing the demand for flowers Is Increasing. So, flower cultivation project will face no problem In respect of marketing. From the very beginning year, 2009 our target is to reach in the leading position of the market by offering high quality, service, value and satisfaction within three or our years. To gain competitive advantages, the projects design market offers effectively and efficiently that deliver/more value and satisfaction to the customers than competitors. The marketing strategy includes pricing and sales strategy based on the assumption, Selling value not price. The project is both product (like flowers, plants) and service (Like Cabana, decoration) oriented. The marketing plan, operations, resources, Implementation and financial plan have been planned to produce high quality flowers and to exert best customer service. Employee satisfaction also has been considered in this context. : In the project, we have focused on the marketing used in growing flowers, the problems and risk in growing and trading flowers and finally the future potentials of the flower marketing industry. Flower cultivation and Marketing project will expand in 2013 by adding other different kinds of flowers and services including Cabana. It will also increase its marketing area both in home and abroad. It will maintain and increase the current net margin and rate of growth in sales. 2. Business Idea 2. 1 What is it about : Our business idea is about flower cultivation and its marketing with a planned and escorted way including Cabana. In short, our business idea offers both products (Flowers) and service (Decoration with flowers). More clearly, our offerings are: (I) Flowers of verities (it) Flower, plants, seeds, leafs etc. (iii) Renting flower plants (v) Cabana (v) Decoration of homes offices cars and other festival programs with flowers. 2. 2 Uniqueness and greatness : Our business plan offers exclusive and unparalleled products and services of quality, variety, quantity and satisfaction rather than traditional way but at a fair price. So guarantees 100 percent customer satisfaction and friendly service. This plan values not only its own profit but also customers demand and satisfaction. Employees are also the contributors of this idea. So Flower cultivation and Marketing is Our business rather than Mine. And there is the uniqueness and greatness of our business idea. 2. 3 What and whose needs to be satisfied : Who doesnt love flower? Everyone. Because everyone desires a sound relation with others. Flowers are the sign of love, sympathy, cognates, Joy and even sorrow but we aim to structure a practical and realistic business plan. For this purpose we target some classified customers. Our main targeted customers are l. Young generation II. Middle class Ill. Upper middle class and V. Upper class Today people are so busy. Here time is most precious. Now we have money but not time to wish our near dear ones or attend on various occasion. We can make up our absence offering some flowers. Moreover, programs without flower are beyond our imagination. So, our products and services are for customers mental satisfaction and as well as beautification. 2. 4 Our Business Model : In the sass rose, tuberose and marigold constitute the main product range. But in the new millennium, gladiolus and orchid production take off in a big way and has owe a large share of the flowers market in the home and abroad. The product range rose etc. Besides this product range ewe also offer a unique service range with cabana and decoration. After this product/Service range our business model focuses on pricing strategy and sources of revenue. Prices vary with variety, quality, specification, export destination, terms of payments and other factors such as festival and seasonal requirement. However, average price should be considered at the time of production planning and export. . Business Goals and Objective 3. 1 Short Term Objectives : Expand area and scope and applications of flowers both in home and abroad. Create a new dimension in flower business through our intellectual creativity and service offerings. Provide employment opportunity for both educated and uneducated people, rural as well as urban people. Research and extension activities on foll icular. 3. 2 Long Run or Specific Measurable Objectives : Build a strong brand image by delivering a specific set of features, benefits, services and experiences of flowers consistently to the customer. Export standard quality and quantity of flowers in abroad. Contribute in the GAP of the country. Contribute towards alleviation of poverty 4. Market Potential : 4. 1 What or Who are the (Target) Markets : 4. 1. 1 Home Market : There is no festival in our culture which does not require flowers. Every people like flowers People of all areas either village or town purchase flowers as it is a symbol of beauty and love. In the recent years, the demand for flowers has increased considerably in the country. So, the flower cultivation project will face no problem in respect of marketing. The customers and users of flowers mainly exist in the city. Besides, urban people also buy flower. They demand flowers for various purposes. Some such purposes are Thanks giving Various anniversary Wedding Valentine Congratulating Sympathy National occasion (Like Paella Babushka, 21st Feb., 16 Deck, 26 March and so on) Flowers are smart gift. It speaks the speeches of heart. In such market situation, we are always beside the customers to serve them in an effective and efficient way. We offer 24 hours service to solve the demand of every each and every customer. . 1. 2 Currently the demand of flowers in international market is rapidly expanding. A short report on export of flowers is as : Financial Year No. Of countries to export 2002-2003 2003-2004 004-2005 2005-2006 2006-2007 9 25 26 29 According to international follicular analysts U. S. A ranks no. I in the national consumption of flowers at retail level. Flower market offers a number of opportunities to export to European commun ity as well as Middle East and Far East destinations. The Netherlands, Italy, Thailand, Malaysia, Germany, Canada, Japan, I-J. U. S. A. France, Denmark, Belgium, Sweden, Switzerland, South Korea and Norway are in order of priority as markets. These countries buy considerable quantities of flowers every year. So, our export efforts are concentrated on these markets. . 2 Future opportunities : We know, the higher the amount of product is produced the lower the cost of per unit as. It is expected that we lessen per unit cost gradually and the selling well as in passage of time the demand of flowers increase. So, our product range and targeted market segment also increase. And now we are in the age of globalization. So, geographical expansion is natural. 5. Competition: 5. 1 Summary of Competition: Businesses offering similar product or service to the same market/customer at similar prices are competitors. In this sense, though Bangladesh is a prospective flower litigating country, there is no such flower cultivation and marketing industry which offers like ours. It is true that there exist available flower shops in different towns of the country. Besides it is also true that these flower markets are unrecognized. So there is a little or no significant leader, challenger, follower or niches in the flower market. As a result, we are the first flower cultivating and marketing industry in Bangladesh in a modern and well-organized system. 5. 2 Competitive Analysis: We cannot deny the existing small competitors because they are already engaged with this industry and also experienced. But they have little basic concept of flower cultivation and marketing industry as an art and source of earning foreign exchange. They are backward in customer relation, packaging, advertising, goodwill and modern research facilities. So, we emphasis on all of these points and of course offer a standard product as well as service . To gain competitive advantage, we must design market offers that deliver more value and satisfaction than offers of competitors seeking to win over the same customers. There is a little barrier of our entry as we are newcomer. Besides, very little or no access to credit facilities, lack of gobo. Favor and market policy regarding this section may hamper this industry. 6. 1 Marketing Strategy Customers are the main contributors in a successful business. So our first and first marketing strategy is based on customer value and satisfaction. A satisfied customer comes again and thus increases sales. But a dissatisfied customer not only decreases single sales but also a lot of sales. So our target is always for the best as the consumers expect for the best product. We desire to come in the leading position of flower market. For this purpose we expand total market, total demand and protect racket share through good defensive and offensive actions. For market positioning and marketing and promotional campaigns we may Develop new users and more usages of our product and service and maintain the rate of current usages. Try to build customer loyalty by delivering customers perceived value. Create advertising message through selecting right media. Emphasis on sales promotion through samples, coupons, cash refunds, appearances in related catalogs, premiums and so on. Maintain good public relations through news, speech, trade show, conference, corporate identity material and web site. 6. Pronunciation: It is true, quality comes first. So we ensure a satisfactory quality of our products and services. Moreover, innovative packaging can give us an advantage over competitors. We are very much concern about our product packaging. Here we include Cabana- the marvelous gift in the world of arranging flowers in vase. To decorate homes, offices, cars, and other seasonal and occasional programs our packaging and bundling department ensures product supply and sound service. 6. Sales strategy : The flowers will be sold either through wholesalers or through distributors and ultimately to the retailers. It will be done with the help of our employees or sales persons. Retailers and wholesalers have the opportunity to collect flowers from either in cultivation area or in showroom in this case, our own transportation system may be used. We also receive 24 hours orders of the decoration and Cabana. We provide home delivery/service too. We are also concern in satisfying our sales persons by giving them various incentives like bonus, reward, participation in decision making. We offer discounts and allowances to our retailers and wholesalers. All these are for good marketing plan and ultimately for a fruitful realistic business operations. Operations indicate to describe our business process and quality system. We promise only what we can deliver or what the customer exactly demand but finally we deliver more than our promise. We can present the operations as follows- 8. Resource Requirements : 8. 1 Capital investment: At first in resource requirements capital investments include licensing and other initial cost to set up business. Fixed capital: Land, building, showroom, Equipments Working capital: Raw material, manpower and soon. Our capital expenditure is met up by partners own capital and credit from financial institutions like bank. 8. Personnel Requirement Personnel are an important resource of our business, without personnel all the elements of business is worthless because personnel contribute in production directly or indirectly. At cultivation area: Manager, skilled labor, seasonal labor, driver and guard At showroom: Manager, accountant-UCM cashier, sales person, cabana designer, driver and guard 8. 3 External Resources : Our main external resources are suppliers, distributors and cabana designer. Advisors and consultants are also related with this. All of those resources help to develop, promote, sell and distribute our product to final buyers. . Implementation plan: 9. 1 Ramping up resources : Each and every resources of our business is engaged in running production to generate revenue and serve customers. In short, the resources are dynamic. No resource should be kept idle. 9. 2 RD milestone : In the business R D conducted to add and create new dimension, feature, quality, and other benefits in the existing product. We plan to introduce new products every year. 9. 3 Product rollover plan : We devote energy to making continuous product and its improvement as we know customers favor products that are available and highly satisfactory. 9. 4 Operational deadness All the resources and manpower are ready to operate various activity related to the business. All the time operational readiness is required anyhow. Roses are cultivated during the whole year but there are seasonal flowers too. So we are always ready to customers demand and various occasions. Our employees are very careful to meet up all the demand of customers-in time. 9. 5 Progress monitoring and control: Primarily we have two managers in cultivation area and showroom. Besides them all the business related people provide us information. Then we Justify whether our progress is balanced with our plan or not. According to the result of progress monitoring we take next step to control. 10. Risk Assessment 10. Areas of Risk: However there are some areas of risk in demand, supply, technology, security, economical, regulatory and implementation which we cannot deny. Problems are:- I. Improper knowledge and skill it. Low technological support. Iii. Perishable flowers v. Scarcity of effective insecticides v. Inadequate credit facilities. V. Uncertain and unstable market price vii. No permanent place for marketing of flowers. Viii. No sp ecific rules and regulation to control flower market. 10. 2 Addressing Risk Necessary steps to solve these problems 1 . Strengthening of technological support 2. Arrangement of training of employees 3. Arrangement of permanent place for marketing 4. Ensure adequate supply of effective insecticides 5. Arrangement of credit facilities. 6. Establishment of proper and stable market policy. Our business idea is viable in terms of these risk and we are confident that we will be able to overcome these problems and yield a high return than risk.

Judgin Distances Analysis Essays

Judgin Distances Analysis Essays Judgin Distances Analysis Essay Judgin Distances Analysis Essay Ashwin Sambathkumar Mrs. Fields AP English 10/28/13 Judging Distances Analysis In Judging Distances by Henry Reed it is indicated that there are two voices speaking within the poem because they both have a different style of speaking. The first voice seems to be starting sentences such as, Not only how far away, but the way you say it is it. (1). The second voice then steps in to finish the latters sentence, Is very Important. Perhaps you may never get the knack of Judging a distance, but at east you know. (2-3). The changes in the speaker happens every line. The First speaker is explaining concepts such as: saying distance between objects the correct way, and how maps are of time of time not place. The second speaker acknowledges the first speaker and tells him, Again, you know. (9). The first speaker can be characterized as a beginner who Just recently Joined the army. He is unsure on how to speak in a militaristic fashion. The second speaker is a higher ranking official with any years of experience. He teaching the new recruit and is correcting him on how to speak properly, Moderately satisfactory only l The human begins, now: in what direction are they, (32, 34). The first speaker makes assertions such as, sheep may be safely grazing or The still white dwellings are like a mirage in the heat. The first speaker is still young and naive. He doesnt understand the world too well yet. The second speaker is more world wary and cautions the first against making over-sure remarks.

Procurement logistic and supply chain management Coursework

Procurement logistic and supply chain management - Coursework Example Cooper et al (1997) mentioned that practitioners and educators have variously addressed the concept of supply chain management as an extension of logistics, or as an all-encompassing approach to business integration. BCAM is headed by James Irvine, Managing Director holding 40% of the shares while Tom Irvine is the Production Director with 25% shares in the company. The company was established 100 years ago by the Irvine family which came into existence during mass industrialization of UK agricultural sector manufacturing tractors and wide range of associated agricultural equipments like harvesters, balers, mowers and sprayers. Over these years, BCAM was able to build good reputation in the market but lacked innovation and neglected both product and market development failing which the company was not able to react to the demand and had to face stiff competition, mainly from Europe, USA and Far East. As supply chain management and procurement logistics are important in efficient, smo oth and continuous functioning of the company, this paper critically analyses the supply chain management process of British Consolidated Agricultural Machinery (BCAM), its consequences on the operation and management of the company and evaluating different approaches of supply chain management to benefit the company in terms of improved procurement and supply chain management. ... Further Hugos (2006) states that supply chain management is the coordination of production, inventory, location and transportation among the participants in a supply chain to achieve the best mix of responsiveness and efficiency for the market being served† Various definitions from different authors concentrate mainly on flow of goods and materials within the company for timely production, cost effective operations and better customer service which is not evident or persistent in the supply chain process of BCAM. The supply chain process at BCAM did not meet any of the essential criterions as suggested by several authors in Mentzer (2001). BCAM lacked strategic planning in its supplied chain process as purchasing officer would make a reorder for the goods and materials only after the low stock level and stock issue made by the warehouse. Warehouse officials manually carried the inventory and issued reorder report to the purchase department after which purchase department would require three days to forward purchaser order to the supplier, which may extend to week further if the individual product lines are batched up into one large order with a single supplier. It may be noted that logistics play a major role in supply chain management process which is not limited to single organization but refers to a network that work together and coordinate their actions to deliver a product to the market (Hugos, 2006). Delivering product to customers requires implementation of the strategic process within the firm to integrate the firm with other members of the supply chain and other operational activities at day to day level (Lambart, 2008). Procurement of materials, which is the primary task of purchase department lacked decision making power as it

Modernity and Modernism Essay Example | Topics and Well Written Essays - 2000 words

Modernity and Modernism - Essay Example The essay "Modernity and Modernism" analyzes the impact of modernism and modernity in the context of the history and culture. In the following parts of this paper, first history of modernism has been included in which a limited introduction of modernism from World War II and evolutionary changes in the architecture, craft, art and design have been provided. It is followed by the segment Le Corbusier’s monuments in Chandigarh in which they have been analysed in the light of the relevant theories. Before the conclusion, the idealist modernism part has been provided. Modernism is both evolutionary and revolutionary process. It does not remain the same but kept changing with the changes social, cultural, economic, personal, and other dimensions of today’s modern society. After the world war one, social, cultural and economic change was felt in which culture; art, design and architecture were mainly affected by the appetite for the change played the main role in this endeavo ur. However, it gained particular momentum particularly after the world war two in which more revolutionary thinking for economy; political activism affected the modernism in which a substantial amount of cultural change was experienced. Two world wars severely affected the modernism and developments taking place in the field of art, design, architecture and craft. In the World War II, millions of people died in which people from involved states as a whole lost sight on the sustained growth and stability of economic and cultural factors.