BOSCH GmbH- Human Resource Management Essay Example for Free

BOSCH GmbH- Human Resource Management Essay In our work the foreign dispatch process is examined, how far the global requirements on the resource staff are met by Bosch. The measures, Bosch developed for the choice, preparation, moving and reintegration of its employees has been examined and set against the common practice of other enterprises. The work starts with a representation of the enterprise Bosch. The main part is a detailed representation of the measures of Bosch with respect to the four phases of the foreign dispatch. These are judged with the theory from technical literature and compared with the common practice of other enterprises. Subsequently the question is followed whether the expansion plans in the direction of the China require a customization of the staff management. Finally we draw a conclusion whether the measures of Bosch are suitable to fulfill the requirements or must be changed. 2. Bosch2.1 Historical developmentThe enterprise Bosch was set up under the name workshop for precision engineering and electrical engineering in Stuttgart in the year 1886 by the engineer Robert Bosch. The international orientation already started early. In 1898 they founded the first branch office in England (London). One year later they opened a dependance in France (Paris). The first branch office followed in the USA in 1906. The international development has continued until today. In 2003 75% of the manufacturing sites are outside Germany. With daughter and associated companies Bosch is present in more than 50 countries worldwide. Bosch is one of the biggest industrial enterprises in Germany today and is a global player especially in the automobile industry. Bosch has convinced with its innovations since their foundation and has a high position in the market. In 1897 Bosch developed the first low voltage magneto ignition which firstly made the use of internal combustion engines possible. The innovation strength has remained until today; so Bosch was the first component supplier bringing innovations like ESP the anti-lock braking system anti-lock braking system, the navigation system under the names Travelpilot and the electronic stability system on the market. Bosch recognized the significance of its employees for the innovation and market success early, too. In 1906 Bosch introduced the eight hour day when celebrating the delivery of the 100,000 sten magnet igniter. With the delivery of the 500,000 sten igniter they introduced work free Saturday afternoons. 2.2 The Bosch, group todayToday enterprise Bosch consists of the motor vehicle technology, industry technology and use and goods technology. Their core competence and most important unit is still the vehicle technology. This can be proved by regarding the sales volume. The share of this division was 65.4% in the year 2003. The sales development and its foreign share is displayed in graphic 1. Bosch doubled the sales volume within only 10 years, from approx. 16 billion  to 36 billion euros. However, the foreign share of the sales volume increased proportionally faster. From 49% in 1993 it rose up to 71% in 2003. These data underline again the strong international orientation of the company. According to this Bosch has employees all over the world. In 2003 Bosch employed 230,000 people worldwide with a share of 54% outside of Germany. 2.3 The corporate cultureThe idea of the corporate culture is interpreted differently in the literature. Berthel defines corporate culture as follows: Corporate culture is the sum of the moral concepts, carried a business together of the employees norms and behavior patterns this one has taken shape in the course of the time. The philosophy of Robert Bosch stamps the corporate culture since the foundation. So he wrote in 1919: It has always been an unbearable thought to me that someone could inspect one of my products and find it inferior . I have therefore always tried to ensure that only look for work goes out that is superior into all respects . In the year 2001 this culture was strengthened by the new model Be Better Be Bosch and the values were formulated in a written form for the first time. They initiated a modernization project called Be QIK. This model functions as action framework for the after stored aims and strategies:†¢Be QIK, Quality, innovation and Customer oriented†¢Be Better improve against previous years and gain the competitive edge,†¢Be Bosch, committed to our vision, our tradition and of the spirit of a the company and the legacy of our founder Robert Bosch. The enterprise therefore tries to create a global behaviorial framework, which takes over the orientation function, identification function, coordination and integration function and helps to manage the challenges of the future. 3. Foreign dispatch process at Bosch3.1 Aims of the foreign dispatchBy the assignment of highly qualified employees Bosch aims at a compensation of a lack of know-how in the respective host country. Furthermore Bosch wants to rise the cross culturel skills of their executives in order to improve the  cooperation with foreign departments. Additionally it is possible for the ambitious employees to request for a dispatch in order to enhance their motivation. An important aim of foreign dispatches is finally the implementation of a worldwide corporate culture through which the communication and cooperation within the Bosch group is made easier. 3.2 Dispatch formsBosch distinguishes three dispatch forms. The business trip, the delegation as well as the transfer. The business trip with a duration of up to three months serves to establish contacts or also to conclude business on the spot. With the delegation Bosch distinguishes between the dispatch for the fulfillment of a project task or the dispatch in the context of trainee programs. The expatriate is abroad for a duration between three months and a year. If it is necessary to cover a lack of manpower a transfer is carried out. In this case the duration of the stay abroad is between one and five years. Bosch averagely dispatches their employees for three years. 3.3 Foreign dispatch processA carefully structured dispatch process is very important for Bosch to ensure the success of the foreign dispatch. To this, at first the occupation order is prepared which contains the necessary qualifications of the employee with regard to the vacant job. The choice of a suitable candidate, the dispatch conversation and the information journey to the possible country are the next steps of the process. After this journey the employee finally decides whether he accepts the position abroad. If he agrees, the employee is prepared comprehensively for the stay abroad. Then the moving to the foreign country takes place. After the job completion the employee is reintegrated. The individual phases of the foreign dispatch process are explained in the following more precisely. 3.3.1 Choice3.3.1.1 Theoretical bases and enterprise practiceThe best liability for a success of foreign dispatch can still be seen in the right choice of the employees to be sent. This should include technical criteria, behavior-related criteria, intercultural environment-related criteria as  well as personal criteria. When choosing a suitable dispatch candidate enterprises often orientate at technical performances. However, empirical examinations show, that competences or-related behavior and-related intercultural environment abilities for the cultural customization have a greater influence on the success of the foreign activity. Other surveys from the 1990s confirm that individual performance features are in the foreground at the choice. In addition, they show that the family is hardly co-included in the decision. An interview under Expatriates points, that the well-being plays the family an important role for the professional success. 3.3.1.2 Choice at BoschBosch has recognized the importance of extra-technical criteria for the choice of a suitable dispatch candidate. Besides the career potential, which are investigated by the employee development instruments (see chapter 2.2), features like team and communication ability or representation of the Bosch culture are co-included in the decision. The latter has a great importance for the support of the implementation of a worldwide corporate culture, one of the aims of the foreign dispatch. 3.3.2 Preparation3.3.2.1 Theoretical bases and enterprise practiceInstitutes specialized in further education and intercultural management distinguish between a country specific and country general as well as intellectual and experience obtained preparation. The respective confrontation of these preparation methods shows the following classifications:†¢Intellectual country specific preparationPrimarily general information about the host country is mediated and language courses carried out here. Culture games are, such as the cultural assimilator training. †¢Experience-related country specific preparationThe political, economic and socio-cultural conditions of the host country shall be given to the expatriate a better understanding. With the help of case studies and role plays as well as information journeys the expatriates are prepared for country and culture specifics. †¢Intellectual preparationThe cultural self awareness model plays an important  role in this preparation class. It assumes that it is important to remind the participant of his own stereotyped and behaviors in order to develop a sensibility for the foreign maybe strange looking cultural aspects. †¢Experience-related country general preparationThis preparation method which shall enlarge the intercultural competence of the expatriates (on The job by Outdoor training, intercultural simulation games) consists of the cooperation on international teams as well as of an intercultural action training. Source of the success of foreign dispatches is the degree to which an expat is able to establish contacts and manages to overcome culture barriers and to find the way in the strange culture. The chief attention of the preparation in German and American companies lies in the technical education, the execution of a language training as well as the arrangement of general country information, though. An experience-related preparation seldom takes place. The external execution of the preparation measures is in general preferred opposite the internal one. The family moreover is only seldomly included in the preparations although family problems belong to the most frequent reasons for the failure of foreign dispatches. After a study of the auditing company PriceWaterhouseCoopers 40% of all Expatriates return home ahead of schedule. 96% of these on impulses of the family which often doesnt cope with the surroundings. The final conclusion is that the size of the preparation is very small in the entrepreneurial practice. 3.3.2.2 Preparation at BoschBosch practices comprehensive preparations for both its employees and their families to ensure the success of their foreign dispatch. At the beginning of the preparation Bosch offers a information journey which is designed for employees who go abroad for longer than 12 months. Before the definite decision, Bosch gives its employees the  opportunity to go to the host country with the companion of their partner. The stay lasts for two to three days, within Europe outside Europes approximately one week. By this look and sea trip the employee and his companions can get a better idea of the future place of residence. That shall prevent them from forming unrealistic expectations. If the employee decides to accept the job offered abroad, the real preparation starts. The central HR department is responsible for the execution of the preparation transfers (ZM2). It builds a preparation plan with measures which are coordinated with the needs of the respective employee. The aim of the preparation with Bosch is the arrangement of intercultural competence. This consists of country specific knowledge, linguistic proficiency as well as cultural sensibility of the three elements together. Country specific knowledgeThe arrangement of country specific knowledge contains information about the framework conditions of the host country. Formalities which are connected with a stay abroad are given to the Expatriates and their companions traveling along in a so-called Bosch foreign preparation seminar. So-called mentors, employees already returned home, convey information e.g. to the contract of employment or for tax regulations. By the use of mentors Bosch guarantees that experiences collected abroad are passed on and therefore used for new dispatches effectively. Linguistic proficiencyThe knowledge of the respective national language is prerequisite for a dispatch, because it is very important for an integration in private and in working life. Bosch employees have to learn the foreign language until they reach a level that enables them to come along in working life without any problems. If they want to learn more, they also have the possibility of attaining comprehensive knowledge. The family is tied to ensure that it can find the way in daily life. The language education takes place externally and Bosch takes on the costs both for the employee and for the family. The company attaches importance to the fact that the education starts early so that the required knowledge is reached before the dispatch. Cultural sensibilityThe cultural sensibility of the employees shall be promoted by two measures: the intercultural preparation training as well as the intercultural management training. The intercultural preparation training has the aim of sensitizing the employee to the think and behavior patterns of the host country to make the integration into the strange cultural environment easier for him. If the training is carried out internally, so-called country teams are responsible for it. These teams consist of employees who have made experiences in the respective host country or even are from this country themselves. This five-day intercultural preparation training is offered both for the employee and for the family since this is confronted with the same integration or understanding difficulties concerning the strange culture. This has particularly to be taken into account when thinking of the growing importance of multicultural cooperations, e.g. in the context of joint ventures or international project work. 3.3.3 MovingAt Bosch receives the Expatriate supports for the carrying out of the necessary formalities by the so-called Bosch foreign preparation seminar. When the employee finally starts his stay abroad he usually feels like on holiday. Everything is new to him and he is fascinated by his new task at the company and the new country itself. But this positive feeling often changes after a few months when the first serious problems occur. He feels helpless because he can not manage the situation in the new surrounding. This is called cultural shock. To keep the cultural shock as low as possible, Bosch looks after his employees during their stay and helps them when problems appear. The cultural shock can never completely prevented especially if the difference between the cultures is very large. Nevertheless Bosch tries to prepare their employees by showing general culture differences so that they can deal with problems easyierly. Furthermore Bosch offers his expatriate an intensive coaching. The employee has a mentor in the native country who is two hierarchical orders higher than himself. They meet at least once a year to talk about problems abroad or about further plans of the employee after his return to germany. In addition, a strengths-/ weaknesses analysis is carried out to be able to comprehend the development of the employee and not lose the summary of the knowledge and abilities. An examination of Schroll-Machl shows that the support of the Expatriates is often insufficient in the practice. Many Expatriates have the impression that their enterprise leaves them alone and it doesnt support at problems. They must manage various difficulties at the same time. Family problems moreover arent taken into account in the context of the support in the practice. However, wife and children are especially confronted with greater customization difficulties than the staff member because they have more frequent contacts to the strange culture. 3.3.4. Reintegration3.3.4.1 Theoretical bases and enterprise practiceAfter the expiry of the delegation period the Expatriate returns back to the parent company. A successful reintegration of the employee is both of high entrepreneurial and financial importance. A negative signal starts out from a failed reintegration for other parent company members. The readiness to accept an offer for a foreign activity sinks. Furthermore the financial dimension of the complete dispatch process including the return has to be taken into account. American studies value the total costs of the foreign assignment of an employee at up to 1 millions $. In connection with this, it is surprising that only few enterprises care for the repatriation of their employees professionally. A KPMG examination from the year 2000 showed that 67% of all interviewed people who were delegated abroad said that there is need for improvement at the reintegration process of their enterprise. This criticism has to be taken  seriously since problems with the reintegration have serious consequences for the Expatriate and the enterprise like e.g. a low work motivation or even the cancellation and the change to another enterprise. According to an examination of Black (1992) the share of the returnees who cancel their job within one year after their return due to integration problems is about 25%. The causes of these reintegration diffic ulties are multilayered. You can subdivide them into operational and private difficulties. Operational levelThe search for a suitable position often turns out to be difficult since the HR departments can assess hardly the qualification development of the returnee during his stay abroad. In addition returnees often have exaggerated expectations and therefore are disappointed of the offered job in their home company. They often have the impression that their new skills especially about the country they spent a lot of time in are not appreciated. A study of Wirth from the year 1992 has shown that merely 30% of all enterprises evaluate the experiences of its employees after a stay abroad. Another aspect of the reintegration is the cessation of foreign raises and other privileges. Private LevelProblems frequently appear also in the private area of the Expatriates. During their stay abroad the often only keep the positive aspects of their life in Germany in mind, the negative everyday problems appear only after the return and the first euphoria. The culture of ones own seems alienated and it comes to the double cultural shock. Particularly the children have to suffer from the new surroundings and from the change since they have accepted the strange culture more strongly, had to leave friends and dont cope with the German school system any more. For the expatriates and their partners it is difficult to abstain from grown fond privileges like e.g. chauffeur, domestics for themselves or a swimming pool. 3.3.4.2 Reintegration with BoschAs a company with strong international orientation Bosch has recognized the meaning of a successful reintegration of returnees and supports the reintegration of its employees with numerous measures at an operational and private level to put a positive and encouraging signal for future dispatches. 3.3.4.2.1 Measures of the operational reintegrationBosch offers a very comprehensive and strategic personnel policy which takes into account the personal ambitions of the dispatched employees and the future need for highly qualified managers. This prevents Bosch from the problem frequently appearing that no adequate place can be offered to the returnee. Due to its size Bosch is moreover able to offer alternatives in the case of an abrupted dispatch process, like e.g. early return or dissatisfaction with the return position. As already explained different studies have shown that exaggerated experiences on the part of the returnees is the main reason for dissatisfaction with the position after the reintegration. To counteract this, Bosch regularly looks after the expatriate by a hierarchy higher mentor of the parent company. By this he keeps informed about all important developments in the company and furthermore he has contact person for career questions. Due to this permanent communication Bosch is able to get an exact idea about the situation and processes in the foreign business. Another important aspect which fundamentally contributes to the satisfaction of the returning employee is the appreciation and the use of the abroad acquired knowledge. Bosch evaluates the foreign experiences of its expatriates very comprehensively and endeavours suggestions for improvement. Furthermore the HR department tries to find a position in which the returnee can use his new won abilities optimally. This could be e.g. a position in the sales department of the region in which the expatriate was active. Furthermore the returnees have the opportunity to study further in order to work as an expert for the country they stayed in and prepare other employees for future dispatches. The BeQIK corporate culture, introduced in 2001, plays an important role for a successful reintegration. Since all subsidiary firm shall work according to the given behavioral framework, the cultural distance turns out a little bit smaller between host country and native country. Since the practical putting into action of the behavior guidelines is always subject to cultural influences, the degree of the relief should be assessed rather carefully. 3.3.4.2.2 Measures of the private reintegrationTo make the reintegration  easier for the returning expatriate and his family, Bosch offers comprehensive help. They support their employees when they search for an apartment and takes on arising extra tuition costs for the children to make the integration into the German school system easier. Furthermore other Bosch employees who returned from stays abroad in the past can give advice in so called returnee seminars where other persons affected talk about its experiences. 4. Asia, challenge and chanceRapidly arising markets in the Far East and Bosch takes part This statement of Bosch Bohr, the chairman of the area of motor vehicle technology, shows the meaning of company leaders, which will be attached to Asian and especially to the Chinese market. After a turnover growth obtained already 2003 in China of over 20%, Bosch wants to improve his presence further in the empire of the middle. In the following sections will be analysed, which changes or requirements to the Bosch foreign dispatch will bring the future in the Asian market. 4.2 requirements on German executives in China4.2.1 The intercultural difficultiesThe clashing of different cultures, values and particularly the different styles of management and philosophies leads very frequently to difficulties in the subsidiary firms. To notice which one is the most frequent and greatest problem that the Chinese executives have in the cooperation with German executives and vice versa, the results of a study from the year 1999 shall be illustrated, which Chinese and German manager were working in German enterprises in China. Among the problems, which the Chinese managers have with the colleges from abroad, the most important are the communication problems, like is described in the chart above. The culture, communication, mutual understanding and language are connected closely with each other belong to this category: due to the different culture and the language barrier no satisfactory communication takes place  and therefore it doesnt come to a mutual understanding. In this connection the bad English knowledge of German managers and their lack of understanding of the Chinese culture will be especially found fault by Chinese colleges. 10% of the mentioning are allotted to problems of the human relations. It disturbs the Chinese executives most, that they are treated differently in comparison with the Expatriates and they dont have much confidence in Chinese colleges. This is the reason in their opinion that it doesnt come to friendships between foreign and Chinese executives who are very welcome on a Chinese. The arrogance and haughtiness of the foreigners are also criticized and the lack of interest in the Chinese population. The professional requirements are high: inside the Chinese employees are hungrily to learn the new specialized knowledge of the foreign executive and they notice very fast, weather the German executives arent not ready or capable in the expected scale, to give this knowledge further. In connection with this, it is criticized that German executives prefer to work alone, they arent cooperative. In the Chinese working world one comes upon, however, the Explanation the Help and Assistance to each other. By the cessation of the in the past (before the open-door policy of China) usual lifelong job in the same enterprise and the fact that one can be discontinued because of a bad performance a considerable pressure is triggered to do well the work and this can have discouraging influence on the employees. There is the high burden of work which lets few leisure time as well as time for the own family. General Manager have variously and very far scattered breadth of the answers without the number of the mentioning being different from each other fundamentally on the part of the foreign ones. Any problem is emerging as  dominate. Problems are most frequently mentioned are in the areas of communication, labour organization, qualification and management. The general managers from abroad find some problems with their Chinese executives not only in the area of the communication. For example they dont seem to be able to solve their problems with a better communication. However the understanding stands for the Chinese executives, at first place and the lack of communication is also becoming responsibly for many difficulties in the company. 4.2.2 Cultural distinction and integrationThe culture isnt reflected only in politics and in the everyday life, (i.e. in the social and consume behaviour) but it also influences the business methods, the management behaviour and the relations of employees and employers. In the following section are discussed certain general Asian culture features and their implications for the staff management . Group identity versus individual identityTian xia Wei gong: Everything serves the community under the sky. So there is a Chinese proverb from the old days which has validity today certainly too. The individual never was in the foreground but always, the community within the particular represents a tiny member. This specific and deeply rooted feature has important implications for the staff management: So the individual recognition (punishment) should be carried out in private, the teams recognition should be carried out barefaced. Conflict avoidanceMost cultures of Asia avoid systematically the open conflict holding. The avoidance of open conflicts is in a close connection with the Confucianism. Straight criticism and open contradiction are accompanied by the danger to lose face and fall to the social trifle. Keeping faceMost Asian societies are settled by the principle of the disgrace (the public humiliation) not by the principle of guiltiness (feeling of individual responsibility, conscience). The concept of the saving face is comprehensively valid, characterizes every human relation and is very important for the staff management since it forbids the public humiliation of employees. Respect opposite to higher-ranking and oldRespect, restraint and modesty are part of the etiquette in the Asian culture room generally. Hierarchies have a more important role (often according to old, rank and sex) than in Germany. The formal authority isnt called into question; this is part of the harmony commandment. However, one shouldnt put the Asian respect before the authority absolutely. A bad supervisor is also criticized in Asia and will be corrected though indirect: by pressure on third party, anonymous letters, passive behaviour and resistance, which are disguised with excuses or by frequent illness or really irrational behaviours, like panic bouts. The re-registration is frequently encoded. So the western manager must learn how indirect signals of the discontent should be decoded or interpreted. The respect of the age is one of the basic concepts of a Confucian intellect. The Age doesnt make only wise but gives a natural authority. Seniority and hierarchy thinking still established tightly in the heads of the Chinese managers. Foreign companies are smitten with the distinguishing between respect of certain hierarchies and the necessity of the support managers who render the corresponding service but dont have the right age yet. In order to be accepted a younger manager must be more competent than an old one. GuanxiGuanxi has to be translated by the following expression personal relations and connections. It plays a large role in China in all areas of the life; it works as sesame-open you when required because clear and codified jurisdiction doesnt have any tradition, relations are solution key  for all problems. Western Managers should pay more attention to Guanxi if they want to succeed in china. 4.2.3 Recruitment and motivation of local workersThe recruitment of highly qualified staff and the tie of won workers with the enterprise are a big problem area with which many foreign businesses are confronted in China. These phenomena shall be represented here only briefly since a detailed description would blow up the frame of this work. Recruitment of local workersThe absence of qualified personal is responsibly for the high fluctuation. More and more enterprises try to find Chinese university graduates who are trained in Germany for the business in china. Motivation of local workersIf one has found local executives, one must be able to keep it because the high fluctuation is connected to high costs. Different instruments can contribute to soothe or to overcome the staff bottleneck. These are e.g. the image-building (charitable events), the training (further education possibilities have a high place value) as well as a solid and long-term career promotion strategy. For young highly qualified stuff, a good salary and promotion chances are decisive for staying in the enterprise. 4.3 Optimization/customization of the dispatch process for/to ChinaIf one carries now out an optimization of the foreign dispatch process with Bosch to the employee-employer relationships in China against the background of the executed Asian culture features and criticisms of the Chinese Manager of their German colleagues and colleagues, then the following implications are the result:As a rule, an intercultural preparation takes place. No reason is seen for preparations for the Chinese executives in most enterprises. It will hold the assumption that the Chinese executives must adapt to the western behaviour patterns and methods of working. A common intercultural training is, however, absolutely essential in China for the following reasons:The great difficulties which arise from the lack of mutual understanding, are in a close connection with the knowledge about the respecting other culture, the action sample and moral concepts, but also its enterprise philosophies and styles of management. An intercultural seminar can make considerably, behind certain behaviour which explanations and which roots suit to an executive. It doesnt prevent the appearance of problems but it offers to possibilities of reacting specifically and developing common action strategies. Furthermore a Chinese executive can for example be made familiar with the German culture as follows: by consignments to the German parent company, international stays, participation in international management courses of Chinese universities or in business Schools. Also for partner and children problems arise in the context of a longer stay abroad. Acceptable solutions must therefore be found also for the family. It is often impossible just in the pacific space to solve the language problems satisfactorily what a far-reaching isolation of the marriage partner and the children can cause with negative family consequences. Therefore the language standard should correspond to that one of the Expatriate which enjoys an education on the standard of the easy communication in the work everyday life. Despite good preparations for marriage partner and if necessary children problems often arise of the cultural integration and problems at school. For the better integration contacts to partners of other Expatriates should be organized. The possibility of working abroad is very important for the partner who accompanies the Expatriate abroad. An intensive cooperation with other enterprises on the spot would be necessary to realize the professional way of expatriates wife in China. If no place can be found, the possibility  should be offered for a further training for the meaningful use of the timeout such as a master course of studies. 4.4 Bosch measures for ChinaAll preparatory training is evacuated to the IFIM, the institute for intercultural management in Bad Honnef, since Bosch internal country speakers are specialized in European countries till now. The information journey which shall convey an impression to the Expatriate over its potential future place of work can be extended by max. two days. Another prolongation isnt granted since the employees/inside activities are used at home and every longer stay also more costs for Bosch meant for hers. The language education is carried out in a 5-week language course at the national language institute NRW in Bochum for which the future Expatriate is put by its work activity completely freely. In the 2 annual cycle the personnel officer the ZM2 accompanies a potential Expatriate on an information journey and this one checks life and employee-employer relationships on the spot. Although Bosch mediates e.g. alone for the partner, however give up many arrangements, not at the job search because of the language requirements. As a rule, Bosch can arrange a job for 5% of the partners. To subsume it, this yields no big changes in the dispatch process especially for China. Professional external help is used regarding the training, one otherwise orientates himself at the worldwide valid dispatch process. 5. ConclusionThe Bosch group is a worldwide active enterprise that on the international markets, special it would like to be present on the Asian market in future. This strategy makes high demands on the staff since intercultural understanding is increasingly important besides technical qualities. International employee use represents a central instrument of the staff development. According to the high importance the dispatch process is organized very professionally by Bosch in all four phases (choice,  preparation, moving, and repatriation). This enormous effort beats itself in very low withdrawal rate, these are only 1-2 % in Bosch and lie under the reference values of other enterprises thus considerably. A possible disadvantage of the time intensive preparatory phase which lasts for at least 10 weeks is the lack of flexibility. Short-term manpower requirements due to problems, like e.g. demolition of a stay abroad or illness of a manager cannot be covered with the usual staff practice in Bosch. The preparation measures of Bosch seem very well suitable also for the dispatch to China, a stronger focus on the language education of the family and the social should be put as well as professional integration of the partner. In order to make an improved cooperation possible of the Expatriates on the spot, a common intercultural training is advisable with the Chinese colleagues. Bibliography Bosch (2004A:) The Objectives and Principles of Employee Development, order enterprise booklet at at all Boschs personnel departments as well as Central division employee development and executives (ZM3). Bosch (2004 B): Bosch Australia regional corner clays of The Bosch Group orders: www.bosch.com.au/downloads/Home/RBAU.pdf (12.04.2004). Bosch (2003A): Business report 2003, order:www.bosch.com/de/download/GB2003_DE.pdf (11.04.2004). Bosch (2003B): Bosch today, order on:www.bosch.com/de/download/Boschheute2003_DE.pdf (10.04.2004). Bosch (2003/2004 ): Worldwide responsibility environmental report 2003/2004 ,order: www.bosch.com/de/download/UWB_de.pdf (01.05.2004.)Kuan, Y.-C./Hà ¤ring-Kuan, P. (2001): Journey guest in China, 1st edition, Dormagen. Nickut, J. (2003:) Subject and leadership potential recognize and systematicpromotes to order under : www.mwteam.de/products/Perspek/archives/01-2003/interview HrNickut-RobertBosch.pdf (01.05.2004). Nickut, J./Loose, H., (2000): A step to the global player international choice- AC of Robert Bosch GmbH . In: Staff, exercise book 7/2000, S.360, 363. Redding, dear/Ng, M. (1982): The Role of Face in The Organizational Perceptions of Chinese manager, in: Organization study, 3rd year, no. 3, S.201-219. Welge, K.-M./Holtbrà ¼gge, D. (2003): International management, 3rd edition, Stuttgart. List of the Internet sources:http://www.boschrexroth.com/corporate/de/jobs_und_karriere/personalpolitik/index.jsp (14.05.2004). http://www.bosch-career.de/de/company/aims.htm (14.05.2004). http://www.relojournal.com/nov2000/kpmgsurvey.htm (13.05.2004)http://www.workforce.com/section/09/23/26/42/index.html (13.05.2004)

Development Of Tourism In Sri Lanka Tourism Essay

Development Of Tourism In Sri Lanka Tourism Essay 1. Sri Lanka is a gorgeous tropical paradise island in the  Indian Ocean located close to India, having a diversity of attractions ranging from historical to archeological and natural. Strategic importance gave the exposure to this island nation to establish links between West and East from ancient times due to its array of natural attractions ranging from archeological, historical, long heritage embraced with its rich traditional culture, literature, history and none other than its people whom best known for their friendliness and hospitality has prompted many to visit this beautiful island. 2. Thirty years of separatist war by the world most ruthless terror outfit, the Liberation Tigers of Tamil Eelam (LTTE), had devastated especially the Northern and Eastern areas of our country. It had not created much conducive environment for any business including tourism in Sri Lanka. Three decades of war which destructed all most all strata of our society and there were significant destruction for the property and assets in Northern and Eastern areas. Overall infrastructure facilities are very weak in these areas therefore so many core related issues had emerged from this situation. 3. Having preconceived ideas in their minds still most of the people in this part of our country think that they are segregated or discriminated by the Sinhalese majority in the country and they are not treated equally. To outset this mentality and re-build our nation from this post conflict scenario specially the areas in north and east it has identified that development of tourism industry can play a vital role. Having understanding the importancy, government took the initiative to develop infrastructure with the objective of improve the connectivity with north and the east and taken as a whole to reconnect or re-establish link between the south. If you consider these two main areas there are lot of spots readily available to promote tourism and with regard to special consideration given to post conflict scenario new strategy has developed to identify and development of the tourist potential in the North and East. Definitely, this can be use to strengthen the peace and stability an d to win the hearts and minds of the people who had suffered immensely due to the gory of war. AIM 4. The aim of this paper is to emphasis the development of tourism in North and East and how its going to contribute towards achieving sustainable peace. BACKGROUND 5. Known by one or other of its many names like Lanka, Serendib, Taprobane, Zellan, Cellao, Ceylon and most famous as The pearl of Indian Ocean are a few. Sri Lanka was famous for gems, pearls, ivory, spices, irrigation and agricultural systems, boat manufacturing and for tea in ancient time period. Apart from these it was none to other nations if you consider about its sunny and hot beaches, natural rain forests, wild life, water falls, cool misty mountains, various terrain features, archeological sites, flora and many, you name it you can see them all in this paradise island and because of its uniqueness United Nations Educational, Scientific and Cultural Organization (UNESCO) under their world heritage convention has included eight areas including six cultural and two natural areas of those values under world heritage sites which has further amplified the significance of our beautiful island. 6. The areas belong to both north and east have a long-standing history with regard to both ancient and tourism. Cultural heritage of both the districts goes way back to ancient times and it reminds continuous flow of tourists from various parts of the world and it clearly signifies that these areas were continuous attractions of the tourists. Apart from all, these areas were mainly popular for its natural attractions, socio-cultural attractions and man made attractions. 7. Both these areas are very much popular for its long stretches of smooth sandy beaches with warm bluish water. The Nilaveli is considered as one of the best beaches and Arugam bay was recognized as Worlds 13 best surfing loc due to its tropical wave and both the areas covers two third of the coastal line of the country. Eastern coast is recognized as best for the ocean based recreational activities. In addition, all these areas are famous for underwater diving, swimming, whale watching and sailing were some of the attractions for both foreign and domestic tourists in the past mainly before the intensifying of the war. 8. If you take the other attractions you can find some rich cultural heritage sites which give clear evidence about the greatness of our ancestors those who lived in those areas. It is not confined to one religion or community in general there are so many sites related to Buddhism, Hinduism and Christianity, all these were best tourists attractions before the war. 9. There are several wild life sanctuaries, aviaries, natural reserves and forest areas especially in the eastern area which added natural attractions and eco based tourism to the nation. 10. Since, these areas were home for multi ethnic communities specially the eastern part it gave a valuable contribution for tourism through cultural diversification. All three major communities Sinhala, Tamil and Muslims were living in harmony in these areas before the war escalated. 11. There were certain steps and actions were taken by the government for the development and promotion of tourism in these areas. Some of them are as fol. a. First Tourism Master Plan (1967-1976). ` b. Second Tourism Master Plan (1992-2001). c. Trincomalee Ocean City Development Plan. d. Strategic Tourism Development Plan for North and East. 12. However, none of above plans were seems to have placed sufficient emphasis on the need to improve tourism due to many reasons and most influential reason was the prolonged war situation prevailed in those areas. POTENTIAL OF EXPANSION OF TOURISM INDUSTRY TO WAR AFFECTED ZONES 13. Sri Lankan government with the intention of developing tourism industry in the North and East had launched certain development projects to achieve its vision to transform tourism industry in the country as the largest foreign exchange earner benefiting the stakeholders of tourism and the people of Sri Lanka. World bank offered its fullest support in this regard and certain areas were totally unreachable due to the war which was there for the last three decades. Therefore, certain performance targets were revised after the eradication of the terrorism problem and subsequent restoration of peace and order in the country. 14. To promote the entire country as a tourist destination based on the overall objective emphasis was given to the development of industry especially in North and East merely not only to gain foreign exchange but also to uplift the condition of the people and also to achieve sustainable peace in the country. Following areas were identified as major development areas in these to provinces. a. Northern province. It has an area of 8,884 square kilometers and demarcated by North central and North western provinces from its south boundary, Gulf of Mannar and Palk bay from its west, Palk straight to the northern tip and Bay of Bengal to its east. There are few administrative divisions in the province, which are Jaffna, Mannar, Kilinochchi, Vavuniya and Mullaittivu. All the areas were badly affected by the three decades of war. Most significant factor in this province is that there are certain islands belongs to this province, those are Mandathivu, Kayts, Punguduthivu, Nainathivu, Karaithivu, Analathivu, Chirathivu, Eluvaithivu, Iranathivu, Nedunthivu, Palaithivu and Kachchathivu. Most of these islands are covered with some sandy beaches. Area is also known for its traditional ancient history, which was enriched, by solid socio and economic culture. Generally, it has a tropical hot climate and estimated population was 1.3 million in year 2007. Important places those are in r elation with tourism as fols. (1) Nagadeepa Temple. (2) Nallur Kandaswamy Hindu Kovil. (3) Jaffna Fort. (4) Jaffna Library. (5) The Sangilian Palace. (6) The Manthri Walauwa. (7) Mawadipuram Kovil. (8) Ponnalai Pond. (9) Dambakolapatuna Temple. (10) Madagal Beach. (11) Cashurina Beach. (12) Delft Island. (13) Kotakadu Beach. (14) Chankanai Church. (15) Kadurugoda (Kantharidai) Buddhist Temple. (16) Bottomless Well at Puththur. (17) Point Pedro Beach and Light House. (18) Vallipuram Kovil. (19) Naguleshwaren Sivam Kovil. (20) Kudiramalai Point. (21) Madhu Shrine in Mannar. (22) Iranamadu Tank. (23) Elephant pass. (24) Vattapalai Hindu Temple in Mullaittivu. (25) Areas related to War Terrorism. b. Eastern Province. With a total gross land area of 9,996 sq km Eastern province is the largest province in the country with fourth lowest population density of 162 persons per sq km. It comprises of three districts namely Trincomalee, Batticaloa and Ampara. All these three districts have some superb bluish beeches and with some added attractions such as whale watching and diving. Ampara, Arugam Bay is famous for its tropical waves which are ideal for surfing. In addition, there are few wild life and bird parks. Main tourists attraction places are as fols. (1) In Trincomalee District. (a) Bay Area in the Outer Harbour consists of: i. Marble Bay. ii. Sweet Bay. iii. Deadman,s Cove. 1v. Clappenburg Bay. (b) Nilaveli/Kuchchaveli/Uppuveli Areas. (c) Coastal Belt from Kuchchaveli to Kokilai Lagoon. (d) Coastal Belt from Kuchchaveli to Sinnakaratchi Area. (e) Pigeon Island conserve as a national park. (f) Kokilai lagoon designated as a bird sanctuary. (g) Thennamaravadi bird sanctuary. (h) Whale and Dolphin watching area outer harbour. (2) In Batticaloa District. (a) The Dutch Fort. (b) Pasikudha Beach/ Kaluwankerny Beach/Kallady Beach/Kayankerni Beach/Mankerni Beach. (c) Kalkudha Bay. (d) Sathrukodan reputed for its bird species and crocodiles. (e) Vakarai Sand Spit, Uppar Lagoon, Panchchankerni and Veranativu famous for its ecological habits. (f) Palameenmadu famous for its attractive landscape. (3) In Ampara District. (a) Arugam Bay. (b) Pottuvil Lagoon. (c) Kalmunai Beach/Komari Beach/Peanut farm Beach. (d) Kumana National Park. (e) Lahugala/Kitulana National Park. (f) Muhudu Maha Viharaya. 15. Identification of the cultural value in the area is an important aspect of tourism, in this relation there are few important areas that we have to consider. The Veddha community still lives in these areas retaining their traditional life style, the wide cultural diversity due to variety of ethnic groups and religions and also the presence of smaller ethnic groups indigenous to the province, such as Malays, Gypsies and Burghers especially in the eastern province. The Ramayana trial linked to the epic Ramayana, there are over 50 sites have been identified in Sri Lanka and six of these in the eastern province. Pada Yathra, an ancient pilgrim tradition is associated with the eastern province via Ampara and Kumana forests areas to Katharagama holy land to worship Lord Murugan. Religious worships were mentioned above and Marine tourism too ads some supplementary value to entire industry. SITUATION ANALYSIS 16. Having considered about the areas which we could expand in order to develop tourism industry in the country it was clearly evident that the areas related to North and East could provide and give a vital contribution in this regard. It is therefore paramount of importance to conduct a situation analysis where we can further get an insight in order to address the matter in an apposite manner. Here we conduct the process under SWOT (Strength, Weaknesses, Opportunities and Threats) analysis method and consideration of other factors in order to ascertain further components, which are going to affect to achieve our objectives. Following are the findings from the SWOT analysis in respect of the subject matter. a. Northern province will mainly consist of following factors. (1) Strengths. (a) Return of peace and normalcy. (b) Very fine beaches with safe swimming conditions. (c) Cultural experiences. (d) Archeological and historical sites. (e) Religious interest sites. (f) Domestic aviation related areas. (g) Areas related to war tourism. (2) Weaknesses. (a) Inadequate of accommodation/basic facilities. (b) Absence of skilled workers in this field. (c) Religious myths/cast system. (e) Distance from capital. (f) Lack of knowledge about the industry. (3) Opportunities. (a) Better accessibility by roads in near future. (b) Increase interest with regard to field especially after the war. (c) Jobs availability in the trade. (d) Mixture of varieties with regard to interests of the tourists. (e) Fresh beaches/natural sites. (f) Investment which will bring fruitful dividends. (4) Threats. (a) Integration with the local community is low. (b) Sympathetic/ideological differences prevailing against LTTE. (c) Lack of interest of the people to contribute. (d) Financial condition/poverty level. b. Eastern province will mainly consist of following factors (1) Strengths. (a) Return of peace and normalcy. (b) Very fine beaches with safe swimming conditions. (c) Unique seasonality and favorable whether throughout the year. (d) Archeological and historical sites. (e) Religious interest sites/ Cultural experiences. (f) Wild life/bird watching/proximity to national parks. (g) Water sports. (2) Weaknesses. (a) Inadequate of accommodation/basic facilities. (b) Absence of skilled workers in this field. (c) Neglected and poor infrastructure conditions. (e) Local environment problems. (f) Lack of knowledge about the industry. (3) Opportunities. (a) Better accessibility by roads in near future. (b) Increase interest with regard to field especially after the war. (c) Jobs availability in the trade. (d) Mixture of varieties with regard to interests of the tourists. (e) Unique coastal line stretching more than 200 kilometers. (f) Prime Asian holiday destination in summer months. (g) Domestic airport facilities. (4) Threats. (a) Integration with the local community is low. (b) Sympathetic/ideological differences prevailing against LTTE. (c) Lack of interest of the people to contribute. (d) Financial condition/poverty level. (e) Ribbon development occurring along the coastline due to non adherence to the land use planning control. 17. Carefully examination of the outcome of the situational analysis will gives an overall representation of the intention to achieve the objective that is the most precious sustainable peace for our country. There are certain important areas, which have to be address by the government and private sector has to play a vital role of achieving the common objective. As far as the government is concerned, it is therefore necessary to develop infrastructure facilities such as access roads, electricity, water for drinking and other purposes, sewage deposal and waste disposal at the initial stage and private sector could contribute specially with regard to achieve financial stability and development of human resource factor with the aim of facilitating the final outcome. 18. Presently government has launched certain development projects targeting the entire development of these provinces, which were badly affected by the war, and it is important to note that there was no significant development projects were conducted at both these provinces for the last three decades due the escalation of war. 20. Under the Uthuru wasanthaya project which targeted rapid development of Northern province and Eastern revival project which targeted development in the Eastern province, including tourism industry has launched certain mega development projects in order to develop once war tone areas has reached certain impressive standards and this was commended by the International community too. Last year Sri Lanka was among the best tourist attractions/destination in the world and it has recorded 654,477 tourist arrivals, which was the highest number ever recorded during the past ten years. 21. Apart from the development of infrastructure facilities there are some other challenges have to be consider which gives a direct impact to the stability of the peace. Those are resettling of Internally Displaced Persons (IDP), Humanitarian de-mining and Re-integration of ex-LTTE combatants to the society. 22. Careful analysis of the factors, which could use to address the issues with regard to IDPs and ex-combatants in the context of the study, can achieve astonishing results. Development of tourism therefore will come in handy because there are so many avenues are open for us to address some key issues relating for these provinces and thereby reaching towards the outcome. SUMMARY 23. Sri Lanka with its strategic location, diversity of attractions with its rich traditional culture, literature, history and none other than its people whom best known for their friendliness and hospitality has prompted many to visit this beautiful island. 24. Thirty years of separatist war by the world most ruthless terror outfit, the Liberation Tigers of Tamil Eelam (LTTE) had devastated especially the Northern and Eastern areas of our country. It had not created much conducive environment for any business including tourism in Sri Lanka. Three decades of war which destructed all most all strata of our society and there were significant destruction for the property and assets in Northern and Eastern areas. Overall infrastructure facilities are very weak in these areas therefore so many core related issues had emerged from this situation. People in the North and East lost their trust towards the majority Sinhalese people and this was further aggravated with the escalation of the war. 25. The areas belong to both north and east have a long-standing history with regard to both ancient and tourism. Cultural heritage of both the provinces goes way back to ancient times and it reminds continuous flow of tourists from various parts of the world and it clearly signifies that these areas were continuous attractions of the tourists. Apart from all, these areas were mainly popular for its natural attractions, socio-cultural attractions and man made attractions. 26. There were certain steps taken by the successive governments and authorities to develop tourism industry in these provinces were failed due to the in-completeness and war situation prevailed in the country. With the dawn of peace to our nation the importancy of developing of the tourism industry in these two provinces were again taken into consideration in order to address certain issues in these provinces. Mainly to uplift the life style of the people and by developing tourism industry will automatically facilitate the development of the area specially in the fields of infrastructure development, telecommunications, technology, trade and finance. Last year Sri Lanka was among the best tourist attractions/destination in the world and it has recorded 654,477 tourist arrivals, which was the highest number ever recorded during the past ten years. 28. Sri Lankan government with the intention of developing tourism industry in the North and East had launched certain development projects to achieve its vision to transform tourism industry in the country as the largest foreign exchange earner benefiting the stakeholders of tourism and the people of Sri Lanka. The Sri Lankan Tourism Development Authority and the Hotel school proposed skill-training project in order to uplift the skill level would play a vital role with regard to training aspect. On going mega development projects launched under the ministries of Nation building, Economic development and central bank will gives an added advantage for the fulfillment of the vision. 29. Potential expansion of the industry in these areas were assessed and there were so many spots which we could develop as tourist destinations were identified. With the situational analysis, it was further elaborated what we have to do exactly and what areas should be given the consideration. 30. Apart from the development of infrastructure facilities there are some other challenges have to be consider which gives a direct impact to the stability of the peace. Those are resettling of Internally Displaced Persons (IDP), Humanitarian de-mining and Re-integration of ex-LTTE combatants to the society. Careful analysis of the factors, which could use to address the issues with regard to IDPs and ex-combatants in the context of the study, can achieve astonishing results. Development of tourism therefore will come in handy because there are so many avenues are open for us to address some key issues relating for these provinces and thereby reaching towards the outcome. RECOMENDATIONS 31. Having considered the opportunities available for us it is paramount importance to give the priority to the people in these areas to get them selves employed in the vacancies existing in this field. Priority must be given to ex-LTTE combatants and IDPs. This will also gives the opportunity to re-integrate these people to the society in a fruitful manner. Will also help the reduction of poverty level and unemployment specially in the field of youth unemployment and this will directly facilitate to have sustainable peace in our country because unemployment will lead to many disputes and presently vacancies available in this tourism industry will greatly create the opportunity to address this issue. 32. With the development of tourism industry in both these two provinces will give the opportunity to the people in these areas to market their products. This will reduce the poverty level and in return their income will go up and financial status of the society will go up. This is also very much vital to retain sustaining peace because once you loose or decrease the financial status in the society there is a tendency of getting into a position to demand unnecessarily and to gain adverse advantages in return it will de-stabilize the society. 33. Development of tourism in these provinces will directly enhance the partnership and participation of the people in these areas towards nation development. In return, it will give a positive result of sustaining peace in this country because for the last three decades of time due to the war, participation towards achieving the goals of the nation was deprived from these people. They will also have the equal opportunity to contribute and as well as to get themselves benefited from the outcome. This will also negate the mentality that they were not treated accordingly as per their rights because most of them think being the minority Tamil community in our country they were deprived from their rights and discriminated as a whole by the Sinhalese majority. 34. Expansion of the industry will open up so many other avenues to develop these areas and people whom contained or restricted for a very small geographical area will have the opportunity to establish links between their counterparts in the south. This will also help to build the understanding between people and to win the hearts and minds of the people. People in the south will also get an opportunity to interact with this people and this will narrow down ideological differences they had. Exploiting the opportunity got from this industry will help to reach towards sustainable peace and to develop harmony among the communities. 35. As a whole development of tourism in these provinces will greatly help to develop the infrastructure facilities in these areas and this will help to uplift the social standards to reach for higher living conditions too. This will gives a positive feeling for the people whom have undergone lot of difficulties during the war period and who lived under the crutches of LTTE terrorism. This will also give a positive impact towards achieving of sustainable peace in our country. 36. People in these provinces will get the opportunity to explore the world and more over to establish or earn a reputation among the international community in return this will help to up lift the state of their minds because they will feel the importance of being recognized amongst the international community. This is because of the opportunity that we are getting from the development or expansion of tourism industry.

Sir Gawain and the Green Knight :: Essays Papers

Sir Gawain and the Green Knight Part I, lines 130-202 Of the service itself I need say no more, 1 For well you will know no tittle was wanting. 2 Another noise and a new was well-nigh at hand. 3 That the lord might have leave his life to nourish; 4 For scarce were the sweet strains still in the hall, 5 And the first course come to that company fair, 6 There hurtles in at the hall-door an unknown rider, 7 One the greatest on ground in growth of his frame: 8 From broad neck to buttocks so bulky and thick, 9 And his loins and his legs so long and so great, 10 Half a giant on earth I hold him to be, 11 But believe him no less that the largest of men, 12 And that the seemliest in his stature to see, as he rides, 13 For in the back and in breast though his body was grim, 14 His waist in its width was worthily small, 15 And formed with every feature in fair accord 16 was he. 17 Sir Gawain and the Green Knight :: Essays Papers Sir Gawain and the Green Knight Part I, lines 130-202 Of the service itself I need say no more, 1 For well you will know no tittle was wanting. 2 Another noise and a new was well-nigh at hand. 3 That the lord might have leave his life to nourish; 4 For scarce were the sweet strains still in the hall, 5 And the first course come to that company fair, 6 There hurtles in at the hall-door an unknown rider, 7 One the greatest on ground in growth of his frame: 8 From broad neck to buttocks so bulky and thick, 9 And his loins and his legs so long and so great, 10 Half a giant on earth I hold him to be, 11 But believe him no less that the largest of men, 12 And that the seemliest in his stature to see, as he rides, 13 For in the back and in breast though his body was grim, 14 His waist in its width was worthily small, 15 And formed with every feature in fair accord 16 was he. 17

The Continuing Importance of Affirmative Action Essay -- Argumentative

The Continuing Importance of Affirmative Action    Affirmative action is about to take quite a beating. Prominent Republicans from Phil Gramm to Pete Wilson to Bob Dole all plan on making the attack on affirmative action a central plank of their campaign rhetoric. The Clinton administration, perhaps trying to stem the attack before it begins, recently announced that it would reevaluate the merit of all affirmative action programs. And many of those to the left of Clinton oppose affirmative action--albeit probably for different reasons than those to his right. Considering the overwhelming opposition to affirmative action, it seems improbable that affirmative action would have much to recommend it. Yet this contention deserves examination. There are a large number of factors contributing to a given policy's favorability; it seems unlikely that all aspects of affirmative action, from morality to reality to the gray in between, count as strikes against it. Concerns over fairness to white males seem to be at the root of most opposition to affirmative action. This argument is difficult to counter; it seems clear that affirmative action does amount, strictly speaking, to reverse discrimination. For some, this fact alone is enough reason to ring the policy death knell. Yet this conclusion seems to me hasty. If affirmative action hurts white males only a little, yet helps minorities and women significantly, then we might well decide to keep affirmative action around, despite its unfairness. Private universities commonly employ policies of preference which are sometimes euphemistically termed "development policies." Development means that there is a concerted effort on the part of admissions officers to admit students who come fro... ...(If you are unconvinced of this point, do a bit more reading and thinking.) More than lowering the hiring and admissions standard by which minorities and women are measured, affirmative action works to counteract pervasive racism. If an employer harbors racist, heterocentrist, or sexist views, then being forced to take a second look at minorities and women may counteract that prejudice. Affirmative action, then, may have less to do with lowering the standard by which minorities and women are measured, and more to do with equalizing opportunities given. That sounds to me like sound policy even Newt would find difficult to oppose--policies designed to ensure equality of opportunity. For as long as it has been policy, affirmative action has been implemented with an eye towards equalizing opportunity. A more admirable, mainstream ideal is difficult for me to envision.

Fred Hoyle and the Big Bang Theory Essay

History is such a hard thing to study. The older the story gets, the tougher it is to retrieve facts and details about it. Records are prone to be destroyed and lost as time goes by. But the most demanding task of all is to determine the elements of an event that happened even before anyone could make a record of. Or even a time when no possible witness exists to tell the story to the future. The beginning of the universe is one such thing. It is impossible for someone to come up with an answer that would specifically define certain details and factors that happened thousands or millions of years ago. Theories have been constantly formed, upgraded, and evolved to support different evidences that lead to the origin of the universe. Up to date, there are still several speculations and contrasting beliefs on how the big galaxy started, the most popular of which is the â€Å"Big Bang Theory† coined by Fred Hoyle (Silver, 2000). Fred Hoyle was a man of science. He was an astronomer, a mathematician, a novelist, and a very intelligent man. He was considered to be a clever man even during his childhood. In fact, he was able to memorize the multiplication tables up to the multiples of 12 (12Ãâ€"12=144) at a young age of four. After attaining his educational degree on Mathematics and Physics, he worked in several laboratories and establishments. During the World War II, Hoyle participated in the development of the radar. He also published several studies and papers about cosmology, the galaxies, the universe, and the earth (Books and Writers, 2003). But he was very much known for being a controversialist, and for bringing the term â€Å"Big Bang† to the public. Ironically, Fred Hoyle was not in any way a contributor to the formation of the said theory. He was also not the instigator nor the supporter of the principles. He was, in fact, opposing and discrediting it as an explanation of how the universe began. The â€Å"Big Bang† theory’s idea actually originated from a Belgian Jesuit priest, Georges Lemaitre (Silver, 2000). He suggested that: the universe started as a sphere, a â€Å"primeval atom,† about thirty times larger than the sun. (p. 455) This theory marks the beginning of a universe with a spontaneous explosion. Unlike other scientific theories of that time, this was partly accepted by the Catholic Church due to its similarity with the Genesis story of the Bible, the coming up of something out of nothing (Books and Writers, 2003). Fred Hoyle however was not convinced. He claimed that although galaxies, stars and atom each had their own beginnings, the universe itself did not have one (Books and Writers, 2003). He continually examined the theory’s weak points and criticized it in conventions and in radio shows. And as a way of mocking the ideas and principles of the theory, he brought up the name â€Å"Big Bang†, like a very unscientific way of explaining the universe’s origin. The name was probably used to link the theory to something funny and not serious. However, after a few years, the hypothesis of an origin from an explosion became a standard scientific paradigm, and was since then always referred to as the â€Å"Big Bang† theory. References: Silver, B. L. (2000). The ascent of science. New York: Oxford University Press Books and Writers. (2003). Sir Fred Hoyle. Retrieved May 08, 2008, from http://www. kirjasto. sci. fi/hoyle. htm

Analyzing the Marketing Mix Strategy of Apple Inc Essay

Apple Inc. is an American multinational corporation that designs and sells consumer electronics, computer software, and personal computers Over the last decade, Apple has redefined the music business through the iPod, the cellphone business through the iPhone and the entertainment and media world through the iPad. Its software includes the Mac OS X operating system, the iTunes media browser; the iLife suite of multimedia and creativity software, the iWork suite of productivity software, iTunes, a proprietary media player application that works with iTunes store and allow customers to download music and offers other features of consumer electronics, the Safari web browser, and iOS, a mobile operating system. During the past 36 years, Apple has become a famous brand that technology of the world known and highly admired by the ingenious strategy, modern and sleek design, and always bring the products to satisfy consumers. Understanding how to think of Apple as product design, promotion, price and how to distribute it to customer that helps us to see the direction and shape of products that the company will launch in the near future. There have been few studies about Marketing Strategy of Apple Inc such as Maketing Fundamental Project (Christine, 2010),Marketing Mix of Apple Inc. Norm, 2012), Marketing Mix: Apple iPod (Angela, 2009), Accounting and Financial Analysis (Sachitanand, Denisa & Alcides, 2008), External and Internal Factors on Apple Inc. (David, 2008) Apple and CEO Steve Jobs is enjoying the glory days in recent years by reputation and the success of the blockbuster iPhone, iPad, and MacBook Air.. However Apple’s not perfect in every way. In fact, the company also has great disadvantages need to improve in the future. What are the weaknesses of Apple that their opponents could exploit? There is little information of the customer’s feedback about the same mistakes of the products that have not been overcome by Apple Inc such as: No new design: a way of repeating the design of the 3G and 3G versions, ip4 and ip4s version, and the newest is ipad 2 and the new ipad design that a reason to make many people were disappointed because Apple did not release a new product is completely different design than the old version. With Ipod Gen 4, IP4s and The New Ipad products are common defects about low battery and overheat when using constantly 1 hour for playing game and searching web with Wifi and 3G. So far, Apple Inc. has some explanations but not yet for solution to the problem. They claim that ongoing research and promises to be a solution in the nearest time. Before success can not deny of Apple product and research to find out the cause of success is significant for managers. Especialy, when we is preparing to step into the process of global integration with the world economy. The prupose of this report is to determine whether competitive strategy can be attractive more tastes of customers, and this present paper is aimed at: â€Å"The Marketing Mix Strategy of Apple Inc. † It is hoped that information from this study may be useful in identifying the right product must be exhibited to right people at the right place, right price and right time.

Standard State Conditions of Temperature and Pressure

Values of thermodynamic quantities are commonly expressed for standard state conditions, so it is a good idea to understand what the standard state conditions are. A superscript circle is used to denote a thermodynamic quantity that is under standard state conditions: ΔH ΔH °ÃŽâ€S ΔS °ÃŽâ€G ΔG ° Standard State Conditions Certain assumptions apply to standard state conditions. Standard temperature and pressure commonly is abbreviated as STP. The standard state temperature is 25 °C (298 K). It is possible to calculate standard state values for other temperatures.All liquids are pure.The concentration of all solutions is 1 M (1 molar).All gases are pure.All gases are at 1 atm pressure.The energy of formation of an element in its normal state is defined as zero. Sources International Union of Pure and Applied Chemistry (1982). Notation for states and processes, significance of the word standard in chemical thermodynamics, and remarks on commonly tabulated forms of thermodynamic functions. Pure Appl. Chem. 54 (6): 1239–50. doi:10.1351/pac198254061239UPAC–IUB–IUPAB Interunion Commission of Biothermodynamics (1976). Recommendations for measurement and presentation of biochemical equilibrium data. J. Biol. Chem. 251 (22): 6879–85.

How customer loyalty can be increased - Free Essay Example

Sample details Pages: 22 Words: 6636 Downloads: 8 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Topic: How customer loyalty can be increased in the restaurant industry? The case of Nandos. Why customer loyalty is important? Don’t waste time! Our writers will create an original "How customer loyalty can be increased" essay for you Create order 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. (https://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: 1) The customer acquisition, 2) The loyalty and customer retention, 3) 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 anothe r 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 https://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) https://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 have a large number of loyal customers: Serve todays buyer: Today customers are much smarter, more demanding and better informed with easy access to information. They know the difference between a regular and exceptional service and where they will be better treated. Develop staff loyalty: businesses that have a high rate of customer loyalty also have a high rate of staff loyalty. This correlation is explained by the fact that loyalty is not just created by a good product or service but also by the interaction between customers and staff. They know the tastes and preferences of customers who feel less frustrated knowing they are in good hands. Thus it is very difficult for a company to provide a quality if its rate of staff turnover is high. Knowing what is important for the client: Knowing what customers want and then how perfectly satisfy them is the key to build a strong loyalty. But it is very difficult to meet customer tastes as often its change and evolve rapidly. So it is very important to invest in customer loyalty research to see what value is important in the product or service for the customer. This investment will do research and then direct marketing efforts effectively to maintain customer loyal to the company. Apply the Kano Model with every customer contact: Kano model recognizes that the value of the customer experience has three dimensions: basics, expected and unexpected. The unexpected is issued if it is above of the value that the customer expected. Always go beyond the expectations of customers is a great way to constantly retain customers. Practice the 80/20 Rule: Pareto principle also applies to customer loyalty. Thus we get that 80% of the companys revenue is generated by 20% of customers. It is obvious that there is inequality in the customers of a company that can provide some more value than others. Thus specific segmentation is expected and treatment to different segments must follow. Leverage your customers life cycle: customers become loyal to the company at some point; knowing that the desires of customers are changing, it is very important to understand their current desires and then bring customers to a higher level of loyalty. (Jill Griffin (1999) How to win customer loyalty race https://austin.bizjournals.com/austin/stories/1999/12/13/smallb3.html Accessed on the 06/07/2009) Establishing customer loyalty through loyalty programs and other means is very important for firms because it serves as a means to build relationship with their customers. A fresh approach should be taken when designing and implementing loyalty programs. Programs should be designed to maximize both the behavioural and attitudinal loyalty of customers. Customer segmentation can be used as a powerful tool to implement efficient, well directed marketing effort. The Means Of Loyalty: Relationship Marketing: The Relationship marketing aims to build a lasting relationship between the company or brand and the customer, identified individually. It revolves around two central concepts: The individual: the relationship marketing uses targeting techniques, allowing to know consumers and to meet their expectations of personalization and individualization. The relationship: the sale is no longer the end point of the commercial approach but in the context of a temporal relationship between the vendor and client. The one-off transaction (and profit in the short term) disappears in favor of the concept of relationship (and profitability in the long run). The Relationship marketing is an approach derived from industrial marketing (Business to Business) where the number of clients is often reduced, thus easier to manage in a business relationship very individualized and specific, and where customer / business relationship requires detailed knowledge. The relational approach illustrates the rise of micro marketing focuses on the relationship with the individual instead of the traditional relationship often dehumanized and enriches the human content of the marketing mix. This perspective contributes to reinforce the importance of the brand, the value of the connection it represents towards its customers. We can distinguish five levels of relationship: The basic level: the company sells its products or services to its casual customers but never contact them. The level reagent: vendor encourages the buyer to contact him for any problems; The responsible level: the vendor calls the customer some time after the product or service provided to verify its satisfaction. Any suggestions for improvement or dissatisfaction are registered; The level proactive: the vendor calls the customer from time to time to soak up their reactions and suggestions on the quality of product. Partnership: the company is in constant contact with the client to improve its productivity. Most of the time a company is only the first level: for example, it does not call each customer to learn from their reactions. At best, the company will be responsive in setting up customer service complaints. Conversely, when a company is dealing with a handful of customers, the partnership is essential. Between these two extremes, all other forms of relationship marketing meet. The best relationship marketing today is guided by the information technology (databases, email, websites ). Financial stimuli: The two stimulants most commonly practiced are loyalty programs and clubs. Loyalty programs are designed to reward customers who order often and much the products or services of a company; Many companies have established clubs around their activities. The club membership is obtained when purchasing the first product or against payment of a fee. However, these programs are easy to imitate and differentiate low supply company. Social stimuli: The idea is to get closer to customers by personalizing the relationship with them. Thus, some companies are customizing all contacts with customers. We may establish in general the following distinction between clients and good clients: Customers can be anonymous, not good customers. Good customers are insulated from the mass of consumers. They are treated individually. A single client can be served by anyone, while a good customer has often its own vendor. Satisfaction and loyalty are essentials purposes of the business relationship. They are indeed the two main post-purchase effects perceived by a customer as a result of the process of choice of brands, products, services, and business units. Customer Satisfaction Its a positive psychological state of an individual or a corporation, expressing explicitly or not his contentment. The assumption of linearity between satisfaction and loyalty is increasingly challenged by the authors because of the strong pressure of managers who have questioned the effectiveness of programs of satisfaction. Indeed, they have always wondered why the improvement of satisfaction has no proportional effect on the performance of the company despite theoretical assertions said Paul Valentine Ngobo. Edward Malthouse and his colleagues point out that: The key to give satisfaction and create customer retention and in long term to reap the benefits that can make these efforts is that to focus on developing products and services High quality. Satisfaction and customer retention are obtained by using special tariff reductions and obstacles generated by the idea of change, and other means of this type will probably not have impact even in the long term, on the profitability. (Malthouse, Oakley, Calder, and Iacobucci (2004) Customer Satisfaction Across Organizational Units, Journal of Service Research, P 231-242) Characteristics Of Satisfaction The evaluation mode has a client towards a product or service is based on a set of criteria to be identified. To see how to form his opinion on each of these criteria, we must define three characteristics of satisfaction which are: subjectivity, relativity and scalability. Satisfaction is subjective: Customer satisfaction depends on their perception of the companys services, not reality. Satisfaction is relative: Directly dependent on customer expectations, and thus by essence subjective satisfaction also varies depending on the level of expectations. How two types of customers using the same service under the same conditions they may have radically different opinions? Just because their initial expectations towards the product are not the same. The important thing is not being the best, but to be more responsive to customer expectations. It is therefore understood better the role of segmentation in marketing, whose goal is simply to identify groups of consumers with similar expectations in order to create an offer that is adapted. Satisfaction is scalable: In general, satisfaction is changing over time at two different levels, according to both expectations and standards, and the Lifecycle of benefits. (https://209.85.229.132/search?q=cache:8rigbVRUJ:librapport.org/getpdf.php%3Fdownload%3D84+Fid%C3%A9lisation+et+satisfaction+du+client+au+coeur+descd=2hl=frct=clnkgl=fr Accessed on the 28/07/2009). Loyalty programs: There are many numerous loyalty programs. Based either on cards or on virtual systems, especially on the Internet, they are present in various sectors. New technologies now make loyalty programs available to everyone, the small to the large trader. They all aim to reward loyal consumers, which is more profitable than the occasional consumer. Indeed, the lucidity of marketing professor Jean-Marc Lehu attests: The cost of losing a client is more heavy and prospecting in order to acquire new consumers expose to increased competition in a market often saturated. (Jean-Marc Lehu, 1999, customer loyalty, Editions dOrganization, Paris, p.19) The prize awarded may take many forms, discounts, gifts, points that accumulate with each use and right to give gifts. On the merits, loyalty programs can both retain satisfied customers and recover dissatisfied customers. In the first case, two strategies appear; reward strategies, namely operations offering special incentives for large consumers (such as airline miles) and intensification strategies to increase the consumption of current customers of the Company (extra discount for a limited period in time, for example). A loyalty program can also be conducted for the implementation of a quality in after sales service and be especially useful to erase a bad customer experience by offering an individualized response. (Pierre Morgat, 1995, retain your customers, strategies, tools, CRM and e-CRM , Editions dorganization, Paris, p.115) A good loyalty program must retain a majority of satisfied customers and make up a minority of customers dissatisfied. Creating branding and development of networks can share costs and build strategic communities, both with companies in a competitive group identical or distinct. A survey of the French Review of Marketing (2004) also notes that 70% of loyalty programs adopt this approach. In a highly competitive economic environment conducive to lower purchasing power of consumers, customer loyalty becomes an issue at the heart of business concerns. Loyalty programs are intended to be attractive and become increasingly heterogeneous and complex. Profiling the restaurant (restaurant industry and after Nandos) The market (primary investigation) Conclusion and recommendation Crer un menu lectronique pour iphone et autres mobiles tlchargeable partir du site de Nandos, ou partir des stores. permettre la creation de forum dans le site nandos. Crer jeux pour phone 3eme generation, apparaitre dans les jeux Fidlisation Ensemble des techniques visant tablir un dialogue continu avec ses clients pour fidliser ceux-ci au produit, au service, la marque. La fidlisation repose aujourdhui sur une vritable gestion de la relation client. La fidlisation et la gestion de la relation client sont aujourdhui pour de nombreuses entreprises des priorits pour contrer la concurrence sur des marchs saturs.