Health care operations management roles and goals Essay

Health care operations management roles and goals - Essay Example Controlling is the function that monitors the progress towards the goals and taking the necessary corrective action, should the progress be unsatisfactory (Langabeer, 2007). Managers in health care operations thus have to play several roles. These roles can be classified as the informational roles, the decisional roles, and the interpersonal roles. The informational role consists of collecting, monitoring and disseminating information that is garnered from internal as well as external sources relevant to the efficient functioning of the organization. The decision roles consist of making critical decisions in the organization. These decisions include the appropriate allocation of resources of the organization either in manpower, finance or materials to the disparate units in the organization. Rewarding employees for good performance and punishing employees for poor performance, and negotiating between employees and others in the organization. The inter personal role involves training and motivating employees, serving s their spokesperson, facilitating communication and the exchange of information between the various units and professional present in a he althcare organization, and acting as a liaison between these units and professionals (Langabeer, 2007). Operations managers thus play several roles in an organization. However, it must be remembered that a health care organization differs from other organizations. Within a health care organization service is provided by personnel, who are extremely specialized in their tasks, governed by a set of professional principals and values. In other words for achieving the quality and service objectives of the organization disparate specialized professionals need to work as a team to meeting these objectives. Furthermore there is call for highly specialized equipment and devices in the delivery of

Customer Satisfaction at The Plaza Crowne Hotel

Customer Satisfaction at The Plaza Crowne Hotel Chapter I Introduction 1.1 Introduction Tourism is frequently and justifiably described as a major phenomenon of modern times. Since 1950 the number of international tourist arrivals worldwide has increased spectacularly, from just 25 million to over 924 million in 2008. Representing an average annual growth of 7 % a year (Sharpley, R., 2004; and WTO – World Tourism Organisation, 2009). International tourism generated US$ 856 billion in 2007, representing 30% of the world’s exports of services for the related year. Under the influence of the recent global economic recession, tourism demand has significantly slowed down in the past few months. Notably in the second half of 2008 growth came to stagnation with the number of international arrivals declining slightly – a trend which is expected to continue in 2009 and probably beyond, if the economy does not show signal of reaction (WTO – World Tourism Organisation, 2009). Regardless of the current actual global recession, it is undeniable the importance of the tourism activity for the world economy, mutual understanding of nations, personal growth and development, just to mention a few benefits that tourism brings in. The hospitality industry, as a segment of the tourism industry, plays a major role in this economic activity (King, 1995). Being accommodation the biggest percentage in tourism expenditure, in average of 34% of the total expenditure per trip (Sharpley, R., 2004). The success of the hospitality industry, relies massively on the quality of the service delivered and customer satisfaction. The index of the measurement of both, quality service and customer satisfaction, will widely influence on occupancy rates, hence, on the profitability of the company (Holloway, JC, 1998; Solomon et al, 2006). Therefore, justifying the need for a reliable model of assessment of customer satisfaction and service quality that would better adapt to the hospitality field, which at present still have a lack of agreement. 1.2 Research Title The measurement of service quality and customer satisfaction in the hospitality industry: a case study of the Plaza Crowne Hotel. 1.3 Research Background For Cardozo (1965), cited by Williams and Uysal (2003), marketing researches in the consumer satisfaction field started in the early 60’s. The subject had a relevant increase in popularity by organisations and researchers only in the 80’s, when organisations, in an attempt to try to keep itselves in the marketplace, started paying substantial attention on customer’s expectations demands. 1.4 Research Aims The aim of this project is to analyse customer satisfaction and service quality measurement, using the SERVQUAL model, within The Plaza Crowne Hotel – Kansas City (USA), based upon the hotel’s own data against the highlighted gaps within the model. 1.5 Research Objectives In order to achieve the specified aim it will be necessary to: Conduct a review of service quality and customer satisfaction; Illustrate The Plaza Crowne Hotel’s current customer satisfaction and service quality measurement model to identify its positive and negative aspects; Conduct an initial diagnosis of the key issues presented in the Crown Plaza data, examining the hotel’s past assessments in order to identify areas of failure; Analyse the SERVQUAL model focusing on the hospitality industry; Identify and critically recommend suitable quality measurement practices to apply within The Plaza Crowne Hotel, if necessary; Chapter II Literature Review 2.1 Introduction To Kotler et al (1996), nowadays companies need to change their view and attitude in the marketplace and adopt a more customer centred philosophy, in order to keep competitive and profitable. Customers are changing their behaviour towards consumption, becoming more challenging to companies to attend their expectations, as they are increasingly aware of their rights, expect more than they used to, and know exactly what they want when purchasing a product or service. This increase in consumers expectation naturally leads to the need of a higher quality in costumer services delivery. Customer satisfaction and quality service became priority for companies worldwide. They are believed to generate repeated business, therefore increased profit margin. The hospitality industry is paying close attention to it. Hampton’s Inn, a well know resort in Florida, has developed a 100% satisfaction guarantee program that promises its customers no charge unless they are completely satisfied. Other companies such as Sheraton Hotels has implemented a employees’ reward system for superior services to guests, the Sheraton Guests Satisfaction System (SGSS). Hilton International has adopted as a primary goal its customers satisfaction with global diversity. Moreover, organisations are increasingly becoming adept of rewarding its employees with bonuses, incentives and salary rise, just to mention a few actions to improve service. (Oh, 1997). Therefore, marketing researchers are constantly developing and improving models of measuring customers satisfaction and quality service. Among many measurement models and theories, this dissertation will focus on the analysis of the 5 Gaps Model developed by Parasuraman, Berry and Zeithaml also called The Servqual Model. 2.2 Defining Service Service is any act or performance that one firm can offer to a costumer, its nature is essentially intangible and does not result in the ownership of anything. The service production may or may not be tied to a physical product (Kotler, P, 2003). Addittionaly, Gronroos (1990) cited by Hsu et al (2001, p.18) defines service as â€Å"an activity or series of activities of more or less intangible nature that normally, but not necessarily, takes place in interactions between the costumer and services employees and/or physical resources or goods and/or systems of the service provider, which are provided as solutions to customer’s problems†. From the consumer’s optic, service is nothing else than the experience lived in the whole process of this transaction (Hsu et al, 2001). Moreover, it was noted that services have four major characteristics that greatly affect the way it is delivered and its marketing programme. Which are: intangibility, inseparability, variability, and perishability (Kotler, 2003). Bellow the four charactecristics are briefly explained in the light of Kotler (2003) and Hsu et al (2001): Intangibility relates to the extent that services cannot be tried in anyway before they are actually purchased and delivered. The only thing that can be done to reduce uncertainty is to look for evidences of service quality; Inseparability is the relation that services are typically produced and consumed simultaneously. The person who provides the service, is actually part of the service purchased, therefore the importance of the interaction of providers and customers; Variability occurs because services depend on who provides, when and where, one experience is never exactly equal the other. As people are the means through service production, personal problems, mood, knowledge of the job and many other factors can interfer and widely vary the service; Perishability means that services cannot be stored as we can do with manufactured products, because services are produced and consumed simultaneously. As an example, in a hotel, a room that was not occupied yesterday, cannot be sold anymore as time does not goes backwards. For Cook (2002) the increased global competition has made many organisations realised that they cannot compete only in price. Therefore companies are developing their own strategy in providing superior customer care to differentiate their products and services. â€Å"Surveys suggest that service-driven companies can charge up to 9 per cent more for the products and services they provide. They grow twice as fast as the average company and have the potential to gain up to 6 per cent market share† (Cook, 2002, p.1). 2.3 Defining customer satisfaction and quality service Peter Drucker cited by Cook (2002, p.1), once said: â€Å"There is only one valid definition of business purpose: to create a customer () an organisation’s ability to remain in business is a function of its competitiveness and its ability to win customers from the competition. The customer is the foundation of the business and keeps it in existence†. Customer satisfaction relates to the personal opinion and result of customers’ assessment of a service based on a comparison of their expectations and actual perceptions of the service delivered (Clark, G.; and Johnston, R., 2005). According to Lancaster et al (2002) from the customer’s point of view, service is judged by the mix of customers’ previous experiences and their perception of the outcome of the service. The service experience is the customer’s direct experience of the service process and concerns the way the customer is dealt with by the service provider. The result for the customer of the service delivered is described by the term service outcome. (Lancaster, G. et al, 2002). â€Å"Service quality is more often used to mean different things. Some managers use the term to mean how the customer is treated. This is perhaps more accurately called quality of service, as opposed to service quality, which can mean the entirety of outcome and experience† (Clark, G.; and Johnston, R., 2005, p.108). Van Looy (et al, 2003) differentiates service quality and customer satisfaction stating that â€Å"service quality is a form of attitude representing a long-run, overall evaluation, whereas satisfaction represents a more short-term, transaction-specific judgement. The level of customer satisfaction is the result of a customer’s comparison of the service quality expected in a given service encounter with perceived service quality. This also means that satisfaction assessments require customer experience while quality does not â€Å"(p.124). 2.4 Benefits of service quality Kotler (1996) has listed many benefits that an organisation enjoys as a prize for delivering service quality. As listed bellow: Retaining customers – high quality builds loyal customers and creates positive word of mouth. Avoidance of price competition – â€Å"the PIMS data show that firms in the top third in quality could charge 5% to 6% higher than those in the bottom third. High quality can help to avoid price competition and help to maximise potential revenue† (p.363). Retention of good employees – employees appreciate working in operations that are well managed and produce quality services and products. When an organisation operates in high quality, it decreases turn over rates, hence, retaining good employees. Additionally, recruiting is easier and training costs are reduced. Reduction of costs – which are divided in three categories of costs: Internal costs are those associated with correcting problems discovered by the firm before the product reaches the costumers; External costs – are associated with errors that the costumers experience; Quality system costs – are costs viewed as investments in the future of the company to ensure that customers return. (Kotler, 1996) 2.5 Benefits of a customer-centred organisation An excellent service provides many benefits to an organisation, Cook (2002) has listed what some of the best-practice organisations have gain on focusing on the customer. â€Å"Differentiate itself from the competition; improve its image in the eyes of the customer; minimise price sensitivity; improve profitability; increase customer satisfaction and retention; achieve a maximum number of advocates for the company; enhance its reputation; ensure products and services are delivered ‘right first time’; improve staff morale; increase employee satisfaction and retention; increase productivity; reduce costs; encourage employee participation; create a reputation for being a caring, customer-oriented company; foster internal customer/supplier relationships; bring about continuous improvements to the operation of the company† ( p.24). 2.6 Importance of customer relationship management (CRM) Customers perceive service quality through everyday aspect of their contact with the company. In improving the quality of its service therefore an organisation needs to develop a strategy bearing in mind all aspects of the relationship with its clients. (Cook, 2002) Customers often do not perceive the service they receive from an organisation as a complete entity. Attention to detail is a key tool of the organisation’s relationship with the customer â€Å"such as an incorrectly addressed letter, a lengthy delay in receiving an e-mail response, a service which turns out to be different to how it was originally advertised, which forms customers’ impressions† (Cook, 2002, p.24). CRM involves managing the customer relationship across all its interfaces with the company as one entire process. A CRM system can help identify sales prospects from existing or potential customer databases. It also can assist with all aspects of the sale and service being provided, eg offering online access to order status and a single view of the customer status when the sale is complete. It can collect information about the customer and the queries that he or she made. It can also monitor customer-usage patterns, so abnormal patterns or a reduction in use can be identified. Hotels systems can store any peculiarity or requests made by guests, such as preferences for smoking or non-smoking rooms, higher or lower floors etc. (Cook, 2002 and Lancaster et al, 2002). Ernst and Young found elements that are essentially important for organisations to build a CRM framework. First basic step is to accumulate systematic knowledge of its markets and costumers. This could be made by complex IT systems, that are designed to store, manager and analyse informations about customer’s value. With this tool organisations can access business informations regard theier costumers, and also predict consumer’s behaviour. Enabling organisations to share informations across departments, and automatically update this informations by tracking loyalty cards costumers, any time they make a purchase or request the company’s service,for example (Cook, 2002). CRM systems helps companies to target theier segments, and also to analyse the information flow throughout the company. Making easier to identify its costumers needs, and more importantly, shows the best way to approach its most profitable clients. The more information a company holds about its costumer’s the best is the knowledge built, as it helps refines consumer segmentation and individual needs. In this particular case, data about costumers life-style is very helpful (Cook, 2002). Selling involves taking a proactive approach towards costumers, rather than a reactive. For instance, hotels can treat their most profitable business guests with special offers on their holidays. To finish the CRM framework, is essential to hold a service, providing an after-sales which should be measured to individual needs (Cook, 2002). 2.7 Importance of performance measurement and a programme development â€Å"You cannot manage what you can not measure† (Kelvin Anon, www.dti.gov.uk/quality/performance). According to Cook (2002) and Williams (2002) managers braves the way through customer satisfaction measurement. A measurement programme starts with a clear definition of objectives, budget and timeline. Moreover, for this task to be performed and achieve its highest level of success, it is necessary the full commitment and willingness of top management to act on the results founded. A starting point should be to decide which part of customer satisfaction the company is most concerned to measure. Is also important to be aware that expectations and satisfaction levels can widely vary between the costumers of a company, therefore, the need to identify market segments. For example, the different needs of a businesses and tourists guest of a hotel. (Cook, 2002; Laws, 2004; Williams, 2002) According to Clark and Johnston (2005) performance measurement is costly. Few organisations have calculated just how much time and energy they spend on measuring their performance and its value for money relation. Two useful tests of a performance measure are, first, what is its purpose and, second, what systems are in place to support or achieve that purpose. There are four main purposes or reasons to take measurement: communication, motivation, control and improvement within the company. In the endless improvement process, measuring performance is an important task in order to identify and track progress in harmony with the organisations’ goals; identify areas and opportunities for improvement; and compare performance with internal and external standards (www.dti.gov.uk/quality/performance). According to the Department of Trade and Industry (DTI) the main reasons of measuring performance is: †¢ â€Å"To ensure customer requirements have been met †¢ To be able to set sensible objectives and comply with them †¢ To provide standards for establishing comparisons †¢ To provide visibility and a â€Å"scoreboard† for people to monitor their own performance level †¢ To highlight quality problems and determine areas for priority attention †¢ To provide feedback for driving the improvement effort† (retrieved from ). 2.8 The SERVQUAL model The Servqual model was developed by Parasuraman, Zeithaml and Berry, and has been one of the most popular service quality measurement instrument since then. The model was designed to measure those components of service that generate satisfaction within five dimensions (Ryan and Saleh,1991; Lee et al, 2004; Johns et al, 2004). Originally the researchers conducted a focus group studies with service providers and costumers, and as a result they came up with a list of ten determinants or dimensions of service quality which are: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding/knowing the customer and tangibles, (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) which will be briefly explained bellow: Tangibles – the appearance of physical facilities, the personnel, the tools or equipment used to provide the service and communication material. Guests of a hotel look for details of the building, web sites and reservation systems for instance. Reliability – consistency of performance and dependability. This means that the firm performs the service correctly the first time and that the firm honours its promises. Responsiveness – the willingness to help the customers and to provide prompt service. Competence – knowledge, ability and possession of the right skills to perform the job. Access – degree of approachability of service providers. Courtesy – use of good manners, politeness, friendliness, smiling during the service. Communication – ability to successfully communicate with costumers, keep them informed. Understanding – degree of interest of employees to know the costumers needs and wants. Assurance – knowledge and courtesy of employees and their ability to inspire trust and confidence. Empathy – caring, individualized attention to customers. (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) Later on, in another attempt of improving their models they found a high degree of correlation between communication, competence, courtesy, credibility and security. They therefore, merged them into one dimension, which they called assurance. Similarly they found a high correlation between access and understanding which they merged into empathy. Thus compacting the dimensions of service quality in five which are: tangibles, reliability, responsiveness, assurance and empathy (Van Looy, B et al, 2003; Dabholkar et al 2000). The diagram bellow was originally made to suit the quality service measurement and customer satisfaction of a car repair garage. Which can be easily adapted to any other service organisation, surely including any hotels to be more precise. Source: http://www.emeraldinsight.com/fig/0240221006003.png The SERVQUAL identified gaps between clients and organisations perceptions of attributes of service perceived, and also between customers expectations and perceptions of the service actually delivered (Ryan and Saleh,1991; Landrigan, 1999). This has led to the well known and widely used 5 gaps of service quality: Gap 1: Consumer expectations versus management perception CEO’s and managers often fail to realise what consumers expect of a service and which features needs to be pursued to deliver a high-quality service. When management does not understand what their customers want, a gap 1 exists. Very often, organisations research to find out what are their markets needs and wants, but later can occur a divergence. When customer needs change but the product remains the same, gap 1 increases, as the service becomes less attractive (Parasuraman etal, 1991). Gap 2: Management perception versus service quality specifications A gap 2 situation occurs when managers know their customers needs, but do not deliver it, either for unwillingness or incapability. Reasons for gap 2 to happen could be inadequate commitment to service quality, absence of goal setting, lack of perception of feasibility, and lack of standardization. The pursuit to achieve short-term profits refrain companies to invest in equipments and people, causing service quality issues (Parasuraman etal, 1991). Gap3: Service quality specifications versus service delivery Gap 3 occurs when employees are unwilling or unable to deliver the appropriate service that was specified by management. In this case managers understand their customers needs, develop strategies and tasks to fulfil these needs, but in the moment of employee and costumer interaction it does not occur (Parasuraman etal, 1991). Gap 3 could be minimised through training and development, rewarding and internal marketing campaigns. Human resources department plays a major role in this task. Gap 4: Service delivery versus external communications A company creates gap 4 when it promises more than it can deliver, creating disappointments to its customers. Good sense and ethic when advertising should be primordial in any circumstances (Parasuraman etal, 1991). The image of a company that cheats or lies to its costumers leads to an extremely bad reputation and negative word of mouth. Gap 5: Expected service versus perceived service Last but not least, gap 5 is a function of the other gaps. It pictures the difference among expected quality and perceived quality. If any of the other 4 gaps increases or decreases, gap 5 will follow it (Parasuraman etal, 1991). The diagram below represents the 5 gaps model of quality service. Source: http://www.kmfadvance.com/mind_the_gap_files/image004.jpg 2.9 Criticisms and limitations of the SERVQUAL According to Oh (1997) the use of the difference of the scores contributes to discrepancies and errors, affecting the reliability and valididyt of the model. Such finding suggests that caution has to be taken when using the scores, and that additional work is essential to the development of measures of assessing the quality of services. In addition it is also noticeable that the SERVQUAL lacks in ties with statistics, economics and even psychology theories, therefore many arguments has formed a doubtful opinion regards its relaibility. 2.10 Other service quality and costumer satisfaction measurement models Obviously, the SERVQUAL is not the only model available to measure service quality and costumer satisfaction. Indeed, there is a range of variety of models out there. Some of them will be quickly explained in this study. 2.10.1 The expectancy-disconfirmation model (EDM) The principle of expectancy theory was early stated by Lewin (1938) who hypothesized that individuals make decisions on the most appropriate action to take based on their expectations of the outcomes of that action. After being reviewed by many researchers, the model developed to two processes: the formation of expectations and the disconfirmation/ confirmation of the expectations through performance evaluations (Oh, 1997; available at http://proquest.umi.com.newdc.oum.edu.my/pqdweb). Chapter III Research Methodology 3.1 Research Process This research will include several components of different character, promoting the approach to new problems, providing bibliographic survey, offering a selection of methodologies, as well as providing a critical analysis of results (Saunders, et al, 2003). In order for the aims of this research to be met it is necessary to gain an understanding of the practices of the service quality and customer satisfaction assessments applied within The Crowne Plaza Hotel (please see appendix II). This data will be given by one manager of the company, and will be adapted for a experimental application of the SERVQUAL model. The research and development will comprise creative work undertaken on a systematic basis in order to build knowledge accumulation, including not only the practices of the service quality and customer satisfaction assessments model researched but how would be applied within The Crowne Plaza Hotel in order to achieve competitive advantage and business success. The purpose of the literature review is theoretically discussing ideas that exist about the given topic. Data sources, such as library catalogues and indexes will be scanned for secondary data. This will produce a list of journals and newspaper articles, published books and internet sources (Saunders, et al, 2003). The secondary research will be complemented by primary research, through questionnaires and interviews with stakeholders of the organization in question. In case of interviews and questionnaires, the manager cooperating with this research will be fully informed about the, methods and intended possible uses of the research, what their participation in the project entails, the strict confidentiality, and academic purpose only (Bell, 1999). The project proposes to use analytical and theoretical framework, which extends descriptive research, making suggestions of why and how practices of the service quality and customer satisfaction assessments plays an important role in the competitive advantage, profitability and success of the firm (Yin, 2003). A method of both, quantitative and qualitative approach will be applied in order to examine values, attitudes and perceptions aspects of the research subject. (Flick, 2003) The departure point will be deductive, with the observation of the SERVQUAL model, fed by the organisation information’s collected where conclusions will be critically evaluated against facts. Moreover, a phenomenological philosophy will be implemented, applying a case study approach, since this kind of research methodology is ideally suited to investigate the insights into the service quality and customer satisfaction in theory and practice (Yin, 2003). The data collected for this research was taken between the months of January, February and March 2009, it consists of 380 customer satisfaction surveys, applied by the hotel. This surveys were answered by guests, either on the check-out or on the hotel web site, after their stay in the hotel. At the time of the data collection, was common practice of the hotel’s front desk manager to put the weekly result together and send to all hotel departments, so they could have a picture of the guest’s feedback. 3.2 Research Theories In order to achieve this reaserch objectives it will be necessary to apply many reaserch theories that reinforces the reliability of it. The theories used in this research will be briefly explained one by one. 3.2.1 Case study According to Robson (2002:178) cited by Saunders et al, 2003, p.93), a case study is â€Å"a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evedence†. A case study approach is recommended to those reasearchs that essentially aims to explain ‘why’, ‘how’ such phenomenon occurs, as well as in research that includes surveys (Saunders, 2003; Yin,2003). A case study is also a scientific way of explore an existing theory, which is one of the main objectives of this research, as is analysing the use of SERVQUAL (Saunders, 2003). 3.2.2 Descriptive studies In order to have a clear picture of the scenario studied is essentially important to describe with accuration every data collected. As cited by Saunders et al (2003, p.97), Robson, 2002:59 describes the objective of descriptive research as ‘ to portray an accurate profile of persons, events or situations’. 3.2.3 Deductive method Complementing the case study approach, a deductive method could be simply described as way of what we would think of a scientific research or theory, moving from theory to practice (Bailey, 2006; Cottrell, 2005; Saunders, 2003). â€Å"It involves the development of a theory that is subjected to a rigorous test† (Saunders, 2003, p. 86). The deductive method has many characteristics. â€Å"First, there is the search to explain casual relationships between variables† (Saunders, 2003, p. 86). Then, hypothesis development, followed by hypothesis testing, normally using quantitative data, but could also being backed up by qualitative data. 3.2.4 Quantitative data On the other hand quantitative research apply measurements and normally considered as better than qualitative research. Ghauri and Gronhaug (2005; p. 109) explains that â€Å"the difference between quantitative and qualitative methods and approach is not just a question of quantification, but also a reflection of different perspectives on knowledge and research objectives†. A method of qualitative approach will be applied in order to examine values, attitudes, and perceptions aspects of the research subject. 3.2.5 Qualitative data A narrative analysis process was implemented to interpret the data that were collected from the research portion of this project. Thomas (2003; p.1) argues that â€Å"Qualitative methods involves a researcher describing kinds of characteristics of people and events without comparing events in terms of measurements or amounts† 3.3 Research Design The survey consists of a questionnaire of 44 questions (picked by the hotel’s own customer satisfaction survey) related to the quality of the service provided by the hotel. The guests (sample = 380) will answer the questions according to their perception of the service received, whilst the managers (sample = 4) will answer the questions according to what they expect the overall of the guests to answer. The answers will range between score 1 to score 5. Being 1 the best degree of satisfaction and 5 the worst degree of dissatisfaction, (Saleh and Ryan, 1991) having some variations as follows: Score 1: very satisfied / definitely would / much more than you paid / much better / excellent / yes Score 2: somewhat satisfied / probably would / somewhat more than you paid / somewhat better / very good Score 3: neither / might or might not / about what you paid / about the same / good Score 4: somewhat dissatisfied / probably would not / somewhat lees than you Customer Satisfaction at The Plaza Crowne Hotel Customer Satisfaction at The Plaza Crowne Hotel Chapter I Introduction 1.1 Introduction Tourism is frequently and justifiably described as a major phenomenon of modern times. Since 1950 the number of international tourist arrivals worldwide has increased spectacularly, from just 25 million to over 924 million in 2008. Representing an average annual growth of 7 % a year (Sharpley, R., 2004; and WTO – World Tourism Organisation, 2009). International tourism generated US$ 856 billion in 2007, representing 30% of the world’s exports of services for the related year. Under the influence of the recent global economic recession, tourism demand has significantly slowed down in the past few months. Notably in the second half of 2008 growth came to stagnation with the number of international arrivals declining slightly – a trend which is expected to continue in 2009 and probably beyond, if the economy does not show signal of reaction (WTO – World Tourism Organisation, 2009). Regardless of the current actual global recession, it is undeniable the importance of the tourism activity for the world economy, mutual understanding of nations, personal growth and development, just to mention a few benefits that tourism brings in. The hospitality industry, as a segment of the tourism industry, plays a major role in this economic activity (King, 1995). Being accommodation the biggest percentage in tourism expenditure, in average of 34% of the total expenditure per trip (Sharpley, R., 2004). The success of the hospitality industry, relies massively on the quality of the service delivered and customer satisfaction. The index of the measurement of both, quality service and customer satisfaction, will widely influence on occupancy rates, hence, on the profitability of the company (Holloway, JC, 1998; Solomon et al, 2006). Therefore, justifying the need for a reliable model of assessment of customer satisfaction and service quality that would better adapt to the hospitality field, which at present still have a lack of agreement. 1.2 Research Title The measurement of service quality and customer satisfaction in the hospitality industry: a case study of the Plaza Crowne Hotel. 1.3 Research Background For Cardozo (1965), cited by Williams and Uysal (2003), marketing researches in the consumer satisfaction field started in the early 60’s. The subject had a relevant increase in popularity by organisations and researchers only in the 80’s, when organisations, in an attempt to try to keep itselves in the marketplace, started paying substantial attention on customer’s expectations demands. 1.4 Research Aims The aim of this project is to analyse customer satisfaction and service quality measurement, using the SERVQUAL model, within The Plaza Crowne Hotel – Kansas City (USA), based upon the hotel’s own data against the highlighted gaps within the model. 1.5 Research Objectives In order to achieve the specified aim it will be necessary to: Conduct a review of service quality and customer satisfaction; Illustrate The Plaza Crowne Hotel’s current customer satisfaction and service quality measurement model to identify its positive and negative aspects; Conduct an initial diagnosis of the key issues presented in the Crown Plaza data, examining the hotel’s past assessments in order to identify areas of failure; Analyse the SERVQUAL model focusing on the hospitality industry; Identify and critically recommend suitable quality measurement practices to apply within The Plaza Crowne Hotel, if necessary; Chapter II Literature Review 2.1 Introduction To Kotler et al (1996), nowadays companies need to change their view and attitude in the marketplace and adopt a more customer centred philosophy, in order to keep competitive and profitable. Customers are changing their behaviour towards consumption, becoming more challenging to companies to attend their expectations, as they are increasingly aware of their rights, expect more than they used to, and know exactly what they want when purchasing a product or service. This increase in consumers expectation naturally leads to the need of a higher quality in costumer services delivery. Customer satisfaction and quality service became priority for companies worldwide. They are believed to generate repeated business, therefore increased profit margin. The hospitality industry is paying close attention to it. Hampton’s Inn, a well know resort in Florida, has developed a 100% satisfaction guarantee program that promises its customers no charge unless they are completely satisfied. Other companies such as Sheraton Hotels has implemented a employees’ reward system for superior services to guests, the Sheraton Guests Satisfaction System (SGSS). Hilton International has adopted as a primary goal its customers satisfaction with global diversity. Moreover, organisations are increasingly becoming adept of rewarding its employees with bonuses, incentives and salary rise, just to mention a few actions to improve service. (Oh, 1997). Therefore, marketing researchers are constantly developing and improving models of measuring customers satisfaction and quality service. Among many measurement models and theories, this dissertation will focus on the analysis of the 5 Gaps Model developed by Parasuraman, Berry and Zeithaml also called The Servqual Model. 2.2 Defining Service Service is any act or performance that one firm can offer to a costumer, its nature is essentially intangible and does not result in the ownership of anything. The service production may or may not be tied to a physical product (Kotler, P, 2003). Addittionaly, Gronroos (1990) cited by Hsu et al (2001, p.18) defines service as â€Å"an activity or series of activities of more or less intangible nature that normally, but not necessarily, takes place in interactions between the costumer and services employees and/or physical resources or goods and/or systems of the service provider, which are provided as solutions to customer’s problems†. From the consumer’s optic, service is nothing else than the experience lived in the whole process of this transaction (Hsu et al, 2001). Moreover, it was noted that services have four major characteristics that greatly affect the way it is delivered and its marketing programme. Which are: intangibility, inseparability, variability, and perishability (Kotler, 2003). Bellow the four charactecristics are briefly explained in the light of Kotler (2003) and Hsu et al (2001): Intangibility relates to the extent that services cannot be tried in anyway before they are actually purchased and delivered. The only thing that can be done to reduce uncertainty is to look for evidences of service quality; Inseparability is the relation that services are typically produced and consumed simultaneously. The person who provides the service, is actually part of the service purchased, therefore the importance of the interaction of providers and customers; Variability occurs because services depend on who provides, when and where, one experience is never exactly equal the other. As people are the means through service production, personal problems, mood, knowledge of the job and many other factors can interfer and widely vary the service; Perishability means that services cannot be stored as we can do with manufactured products, because services are produced and consumed simultaneously. As an example, in a hotel, a room that was not occupied yesterday, cannot be sold anymore as time does not goes backwards. For Cook (2002) the increased global competition has made many organisations realised that they cannot compete only in price. Therefore companies are developing their own strategy in providing superior customer care to differentiate their products and services. â€Å"Surveys suggest that service-driven companies can charge up to 9 per cent more for the products and services they provide. They grow twice as fast as the average company and have the potential to gain up to 6 per cent market share† (Cook, 2002, p.1). 2.3 Defining customer satisfaction and quality service Peter Drucker cited by Cook (2002, p.1), once said: â€Å"There is only one valid definition of business purpose: to create a customer () an organisation’s ability to remain in business is a function of its competitiveness and its ability to win customers from the competition. The customer is the foundation of the business and keeps it in existence†. Customer satisfaction relates to the personal opinion and result of customers’ assessment of a service based on a comparison of their expectations and actual perceptions of the service delivered (Clark, G.; and Johnston, R., 2005). According to Lancaster et al (2002) from the customer’s point of view, service is judged by the mix of customers’ previous experiences and their perception of the outcome of the service. The service experience is the customer’s direct experience of the service process and concerns the way the customer is dealt with by the service provider. The result for the customer of the service delivered is described by the term service outcome. (Lancaster, G. et al, 2002). â€Å"Service quality is more often used to mean different things. Some managers use the term to mean how the customer is treated. This is perhaps more accurately called quality of service, as opposed to service quality, which can mean the entirety of outcome and experience† (Clark, G.; and Johnston, R., 2005, p.108). Van Looy (et al, 2003) differentiates service quality and customer satisfaction stating that â€Å"service quality is a form of attitude representing a long-run, overall evaluation, whereas satisfaction represents a more short-term, transaction-specific judgement. The level of customer satisfaction is the result of a customer’s comparison of the service quality expected in a given service encounter with perceived service quality. This also means that satisfaction assessments require customer experience while quality does not â€Å"(p.124). 2.4 Benefits of service quality Kotler (1996) has listed many benefits that an organisation enjoys as a prize for delivering service quality. As listed bellow: Retaining customers – high quality builds loyal customers and creates positive word of mouth. Avoidance of price competition – â€Å"the PIMS data show that firms in the top third in quality could charge 5% to 6% higher than those in the bottom third. High quality can help to avoid price competition and help to maximise potential revenue† (p.363). Retention of good employees – employees appreciate working in operations that are well managed and produce quality services and products. When an organisation operates in high quality, it decreases turn over rates, hence, retaining good employees. Additionally, recruiting is easier and training costs are reduced. Reduction of costs – which are divided in three categories of costs: Internal costs are those associated with correcting problems discovered by the firm before the product reaches the costumers; External costs – are associated with errors that the costumers experience; Quality system costs – are costs viewed as investments in the future of the company to ensure that customers return. (Kotler, 1996) 2.5 Benefits of a customer-centred organisation An excellent service provides many benefits to an organisation, Cook (2002) has listed what some of the best-practice organisations have gain on focusing on the customer. â€Å"Differentiate itself from the competition; improve its image in the eyes of the customer; minimise price sensitivity; improve profitability; increase customer satisfaction and retention; achieve a maximum number of advocates for the company; enhance its reputation; ensure products and services are delivered ‘right first time’; improve staff morale; increase employee satisfaction and retention; increase productivity; reduce costs; encourage employee participation; create a reputation for being a caring, customer-oriented company; foster internal customer/supplier relationships; bring about continuous improvements to the operation of the company† ( p.24). 2.6 Importance of customer relationship management (CRM) Customers perceive service quality through everyday aspect of their contact with the company. In improving the quality of its service therefore an organisation needs to develop a strategy bearing in mind all aspects of the relationship with its clients. (Cook, 2002) Customers often do not perceive the service they receive from an organisation as a complete entity. Attention to detail is a key tool of the organisation’s relationship with the customer â€Å"such as an incorrectly addressed letter, a lengthy delay in receiving an e-mail response, a service which turns out to be different to how it was originally advertised, which forms customers’ impressions† (Cook, 2002, p.24). CRM involves managing the customer relationship across all its interfaces with the company as one entire process. A CRM system can help identify sales prospects from existing or potential customer databases. It also can assist with all aspects of the sale and service being provided, eg offering online access to order status and a single view of the customer status when the sale is complete. It can collect information about the customer and the queries that he or she made. It can also monitor customer-usage patterns, so abnormal patterns or a reduction in use can be identified. Hotels systems can store any peculiarity or requests made by guests, such as preferences for smoking or non-smoking rooms, higher or lower floors etc. (Cook, 2002 and Lancaster et al, 2002). Ernst and Young found elements that are essentially important for organisations to build a CRM framework. First basic step is to accumulate systematic knowledge of its markets and costumers. This could be made by complex IT systems, that are designed to store, manager and analyse informations about customer’s value. With this tool organisations can access business informations regard theier costumers, and also predict consumer’s behaviour. Enabling organisations to share informations across departments, and automatically update this informations by tracking loyalty cards costumers, any time they make a purchase or request the company’s service,for example (Cook, 2002). CRM systems helps companies to target theier segments, and also to analyse the information flow throughout the company. Making easier to identify its costumers needs, and more importantly, shows the best way to approach its most profitable clients. The more information a company holds about its costumer’s the best is the knowledge built, as it helps refines consumer segmentation and individual needs. In this particular case, data about costumers life-style is very helpful (Cook, 2002). Selling involves taking a proactive approach towards costumers, rather than a reactive. For instance, hotels can treat their most profitable business guests with special offers on their holidays. To finish the CRM framework, is essential to hold a service, providing an after-sales which should be measured to individual needs (Cook, 2002). 2.7 Importance of performance measurement and a programme development â€Å"You cannot manage what you can not measure† (Kelvin Anon, www.dti.gov.uk/quality/performance). According to Cook (2002) and Williams (2002) managers braves the way through customer satisfaction measurement. A measurement programme starts with a clear definition of objectives, budget and timeline. Moreover, for this task to be performed and achieve its highest level of success, it is necessary the full commitment and willingness of top management to act on the results founded. A starting point should be to decide which part of customer satisfaction the company is most concerned to measure. Is also important to be aware that expectations and satisfaction levels can widely vary between the costumers of a company, therefore, the need to identify market segments. For example, the different needs of a businesses and tourists guest of a hotel. (Cook, 2002; Laws, 2004; Williams, 2002) According to Clark and Johnston (2005) performance measurement is costly. Few organisations have calculated just how much time and energy they spend on measuring their performance and its value for money relation. Two useful tests of a performance measure are, first, what is its purpose and, second, what systems are in place to support or achieve that purpose. There are four main purposes or reasons to take measurement: communication, motivation, control and improvement within the company. In the endless improvement process, measuring performance is an important task in order to identify and track progress in harmony with the organisations’ goals; identify areas and opportunities for improvement; and compare performance with internal and external standards (www.dti.gov.uk/quality/performance). According to the Department of Trade and Industry (DTI) the main reasons of measuring performance is: †¢ â€Å"To ensure customer requirements have been met †¢ To be able to set sensible objectives and comply with them †¢ To provide standards for establishing comparisons †¢ To provide visibility and a â€Å"scoreboard† for people to monitor their own performance level †¢ To highlight quality problems and determine areas for priority attention †¢ To provide feedback for driving the improvement effort† (retrieved from ). 2.8 The SERVQUAL model The Servqual model was developed by Parasuraman, Zeithaml and Berry, and has been one of the most popular service quality measurement instrument since then. The model was designed to measure those components of service that generate satisfaction within five dimensions (Ryan and Saleh,1991; Lee et al, 2004; Johns et al, 2004). Originally the researchers conducted a focus group studies with service providers and costumers, and as a result they came up with a list of ten determinants or dimensions of service quality which are: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding/knowing the customer and tangibles, (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) which will be briefly explained bellow: Tangibles – the appearance of physical facilities, the personnel, the tools or equipment used to provide the service and communication material. Guests of a hotel look for details of the building, web sites and reservation systems for instance. Reliability – consistency of performance and dependability. This means that the firm performs the service correctly the first time and that the firm honours its promises. Responsiveness – the willingness to help the customers and to provide prompt service. Competence – knowledge, ability and possession of the right skills to perform the job. Access – degree of approachability of service providers. Courtesy – use of good manners, politeness, friendliness, smiling during the service. Communication – ability to successfully communicate with costumers, keep them informed. Understanding – degree of interest of employees to know the costumers needs and wants. Assurance – knowledge and courtesy of employees and their ability to inspire trust and confidence. Empathy – caring, individualized attention to customers. (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) Later on, in another attempt of improving their models they found a high degree of correlation between communication, competence, courtesy, credibility and security. They therefore, merged them into one dimension, which they called assurance. Similarly they found a high correlation between access and understanding which they merged into empathy. Thus compacting the dimensions of service quality in five which are: tangibles, reliability, responsiveness, assurance and empathy (Van Looy, B et al, 2003; Dabholkar et al 2000). The diagram bellow was originally made to suit the quality service measurement and customer satisfaction of a car repair garage. Which can be easily adapted to any other service organisation, surely including any hotels to be more precise. Source: http://www.emeraldinsight.com/fig/0240221006003.png The SERVQUAL identified gaps between clients and organisations perceptions of attributes of service perceived, and also between customers expectations and perceptions of the service actually delivered (Ryan and Saleh,1991; Landrigan, 1999). This has led to the well known and widely used 5 gaps of service quality: Gap 1: Consumer expectations versus management perception CEO’s and managers often fail to realise what consumers expect of a service and which features needs to be pursued to deliver a high-quality service. When management does not understand what their customers want, a gap 1 exists. Very often, organisations research to find out what are their markets needs and wants, but later can occur a divergence. When customer needs change but the product remains the same, gap 1 increases, as the service becomes less attractive (Parasuraman etal, 1991). Gap 2: Management perception versus service quality specifications A gap 2 situation occurs when managers know their customers needs, but do not deliver it, either for unwillingness or incapability. Reasons for gap 2 to happen could be inadequate commitment to service quality, absence of goal setting, lack of perception of feasibility, and lack of standardization. The pursuit to achieve short-term profits refrain companies to invest in equipments and people, causing service quality issues (Parasuraman etal, 1991). Gap3: Service quality specifications versus service delivery Gap 3 occurs when employees are unwilling or unable to deliver the appropriate service that was specified by management. In this case managers understand their customers needs, develop strategies and tasks to fulfil these needs, but in the moment of employee and costumer interaction it does not occur (Parasuraman etal, 1991). Gap 3 could be minimised through training and development, rewarding and internal marketing campaigns. Human resources department plays a major role in this task. Gap 4: Service delivery versus external communications A company creates gap 4 when it promises more than it can deliver, creating disappointments to its customers. Good sense and ethic when advertising should be primordial in any circumstances (Parasuraman etal, 1991). The image of a company that cheats or lies to its costumers leads to an extremely bad reputation and negative word of mouth. Gap 5: Expected service versus perceived service Last but not least, gap 5 is a function of the other gaps. It pictures the difference among expected quality and perceived quality. If any of the other 4 gaps increases or decreases, gap 5 will follow it (Parasuraman etal, 1991). The diagram below represents the 5 gaps model of quality service. Source: http://www.kmfadvance.com/mind_the_gap_files/image004.jpg 2.9 Criticisms and limitations of the SERVQUAL According to Oh (1997) the use of the difference of the scores contributes to discrepancies and errors, affecting the reliability and valididyt of the model. Such finding suggests that caution has to be taken when using the scores, and that additional work is essential to the development of measures of assessing the quality of services. In addition it is also noticeable that the SERVQUAL lacks in ties with statistics, economics and even psychology theories, therefore many arguments has formed a doubtful opinion regards its relaibility. 2.10 Other service quality and costumer satisfaction measurement models Obviously, the SERVQUAL is not the only model available to measure service quality and costumer satisfaction. Indeed, there is a range of variety of models out there. Some of them will be quickly explained in this study. 2.10.1 The expectancy-disconfirmation model (EDM) The principle of expectancy theory was early stated by Lewin (1938) who hypothesized that individuals make decisions on the most appropriate action to take based on their expectations of the outcomes of that action. After being reviewed by many researchers, the model developed to two processes: the formation of expectations and the disconfirmation/ confirmation of the expectations through performance evaluations (Oh, 1997; available at http://proquest.umi.com.newdc.oum.edu.my/pqdweb). Chapter III Research Methodology 3.1 Research Process This research will include several components of different character, promoting the approach to new problems, providing bibliographic survey, offering a selection of methodologies, as well as providing a critical analysis of results (Saunders, et al, 2003). In order for the aims of this research to be met it is necessary to gain an understanding of the practices of the service quality and customer satisfaction assessments applied within The Crowne Plaza Hotel (please see appendix II). This data will be given by one manager of the company, and will be adapted for a experimental application of the SERVQUAL model. The research and development will comprise creative work undertaken on a systematic basis in order to build knowledge accumulation, including not only the practices of the service quality and customer satisfaction assessments model researched but how would be applied within The Crowne Plaza Hotel in order to achieve competitive advantage and business success. The purpose of the literature review is theoretically discussing ideas that exist about the given topic. Data sources, such as library catalogues and indexes will be scanned for secondary data. This will produce a list of journals and newspaper articles, published books and internet sources (Saunders, et al, 2003). The secondary research will be complemented by primary research, through questionnaires and interviews with stakeholders of the organization in question. In case of interviews and questionnaires, the manager cooperating with this research will be fully informed about the, methods and intended possible uses of the research, what their participation in the project entails, the strict confidentiality, and academic purpose only (Bell, 1999). The project proposes to use analytical and theoretical framework, which extends descriptive research, making suggestions of why and how practices of the service quality and customer satisfaction assessments plays an important role in the competitive advantage, profitability and success of the firm (Yin, 2003). A method of both, quantitative and qualitative approach will be applied in order to examine values, attitudes and perceptions aspects of the research subject. (Flick, 2003) The departure point will be deductive, with the observation of the SERVQUAL model, fed by the organisation information’s collected where conclusions will be critically evaluated against facts. Moreover, a phenomenological philosophy will be implemented, applying a case study approach, since this kind of research methodology is ideally suited to investigate the insights into the service quality and customer satisfaction in theory and practice (Yin, 2003). The data collected for this research was taken between the months of January, February and March 2009, it consists of 380 customer satisfaction surveys, applied by the hotel. This surveys were answered by guests, either on the check-out or on the hotel web site, after their stay in the hotel. At the time of the data collection, was common practice of the hotel’s front desk manager to put the weekly result together and send to all hotel departments, so they could have a picture of the guest’s feedback. 3.2 Research Theories In order to achieve this reaserch objectives it will be necessary to apply many reaserch theories that reinforces the reliability of it. The theories used in this research will be briefly explained one by one. 3.2.1 Case study According to Robson (2002:178) cited by Saunders et al, 2003, p.93), a case study is â€Å"a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evedence†. A case study approach is recommended to those reasearchs that essentially aims to explain ‘why’, ‘how’ such phenomenon occurs, as well as in research that includes surveys (Saunders, 2003; Yin,2003). A case study is also a scientific way of explore an existing theory, which is one of the main objectives of this research, as is analysing the use of SERVQUAL (Saunders, 2003). 3.2.2 Descriptive studies In order to have a clear picture of the scenario studied is essentially important to describe with accuration every data collected. As cited by Saunders et al (2003, p.97), Robson, 2002:59 describes the objective of descriptive research as ‘ to portray an accurate profile of persons, events or situations’. 3.2.3 Deductive method Complementing the case study approach, a deductive method could be simply described as way of what we would think of a scientific research or theory, moving from theory to practice (Bailey, 2006; Cottrell, 2005; Saunders, 2003). â€Å"It involves the development of a theory that is subjected to a rigorous test† (Saunders, 2003, p. 86). The deductive method has many characteristics. â€Å"First, there is the search to explain casual relationships between variables† (Saunders, 2003, p. 86). Then, hypothesis development, followed by hypothesis testing, normally using quantitative data, but could also being backed up by qualitative data. 3.2.4 Quantitative data On the other hand quantitative research apply measurements and normally considered as better than qualitative research. Ghauri and Gronhaug (2005; p. 109) explains that â€Å"the difference between quantitative and qualitative methods and approach is not just a question of quantification, but also a reflection of different perspectives on knowledge and research objectives†. A method of qualitative approach will be applied in order to examine values, attitudes, and perceptions aspects of the research subject. 3.2.5 Qualitative data A narrative analysis process was implemented to interpret the data that were collected from the research portion of this project. Thomas (2003; p.1) argues that â€Å"Qualitative methods involves a researcher describing kinds of characteristics of people and events without comparing events in terms of measurements or amounts† 3.3 Research Design The survey consists of a questionnaire of 44 questions (picked by the hotel’s own customer satisfaction survey) related to the quality of the service provided by the hotel. The guests (sample = 380) will answer the questions according to their perception of the service received, whilst the managers (sample = 4) will answer the questions according to what they expect the overall of the guests to answer. The answers will range between score 1 to score 5. Being 1 the best degree of satisfaction and 5 the worst degree of dissatisfaction, (Saleh and Ryan, 1991) having some variations as follows: Score 1: very satisfied / definitely would / much more than you paid / much better / excellent / yes Score 2: somewhat satisfied / probably would / somewhat more than you paid / somewhat better / very good Score 3: neither / might or might not / about what you paid / about the same / good Score 4: somewhat dissatisfied / probably would not / somewhat lees than you

For the Sisterhood Essay -- Women Feminist Feminism Papers

For the Sisterhood The female praying mantis is notorious in the animal kingdom for her mating habits. It has been observed that occasionally, the female will bite off the head of her mate during copulation. Among the many reasons for this cannibalistic behavior is that the head is an inhibitory center during sexual intercourse. Removing the head increases the drive of the male. As I sat in lecture listening to my Animal Behavior professor elaborate on the peculiar yet fascinating mating habits of the female praying mantis, I saw my male classmates around me squirm in their seats obviously disturbed by what they were hearing. Some of the girls in the room tittered nervously. I could not help smiling. Now there is a woman after my own heart. I often ask myself what I consider an ideal woman. In my mind, an ideal woman is independent, ambitious, self-sufficient. She has no fear of reaching for what may seem unattainable. Instead, she thrives on the challenge. Looking around, I see there are plenty of women who fit that mold. The US government has more high ranking women in office today than it has had at any other time in history. Compared to even just ten years ago, women are a visible force in the corporate world. The times have yielded us highly accomplished and highly successful women professors, writers, policewomen, musicians, doctors, lawyers. The list goes on and on. However, even with all the progress that has been made for women in the past few decades, there is undeniably a glass ceiling for women. Gender division of labor exists. Despite these progressive times, society still imposes expectations on women in all aspects of life, and women have not yet completely broken out ... ...ling will shatter. Women will scatter and fearlessly run rampant throughout the previously predominantly male society. We will not bite off the heads of our male counterparts like the female praying mantis. We are, after all, not insects. We will simply push men aside and assume those roles which we women are best suited for in today’s world. Women will take a stronger hold of their position in relationships, and this will be generally accepted. Men and women will work side by side in professional settings for equal pay and for equal amounts of respect. Old stereotypes of women will disintegrate because historically traditional roles are exactly that – historical and traditional. Such changes will take time. Schools of thought cannot be altered overnight. However, until that day comes, we will continue to persevere and fight for our place in this world.

Health Care Roles in Communication Essay

Elisabeth Kubler-Ross once said,† â€Å"We have to ask ourselves whether medicine is to remain a humanitarian and respected profession or a new but depersonalized science in the service of prolonging life rather than diminishing human suffering.† In the health care field there are many roles that balance each other. Whether it is the doctor, patient, or medical assistant all play a vital role in the care of others. The purpose of this paper is to compare the differences in communication between the different roles in the hospital. This paper will also be providing an appropriate solution for the scenario provided. The scenario provided is about a young Asian girl named Lena. She was taken to the emergency room by her friend Susie after she fainted in class. Raised in a culture, which has made Lena independent, She verbally attacks her friend yelling about how she is not weak. When she tries to leave, Susie retrieves the medical assistant. The medical assistant restrains Lena and is then sent away by the doctor. The doctor tries to reason with Lena and explain why she is there, but gets no response from her. Finally, the doctor leaves to care for other patients. For this scenario I will be examining the role of the doctor first. From the perspective of the doctor, Lena is very stubborn. This doctor has to see dozens of patients a day and does not have time to argue with one patient who does not want to be there. A doctor’s time is precious, especially in the emergency room. Although the doctor sees many cases which are easy, such as a runny nose or a broken finger, there are many emergencies that require immediate attention. If there was a call for a doctor to assist in a patient from a major auto accident , this doctor may choose to put a fainting girl on the sideline to assist with the trauma. On the other hand, the doctor should still attempt to treat the patient to the best of his or her abilities in the short time allowed. There are other ways to gain  information regarding Lena’s situation, which will be discussed later. The medical assistant was the first medical professional to confront Lena after she woke up. From the tone of voice portrayed in the scenario, the medical assistant wanted to help the patient. The assistant rushed to the patient’s side, knowing she was very sick and needed medical attention. Unfortunately, Lena could not be reasoned with between the time the medical assistant arrived and the time the doctor walked in. The medical assistant was not given enough time to calm the patient or explain the situation. Susie seems concerned for her best friend’s health and safety. Even though Susie knows her friend has an independent attitude, there has to be a reason she brought Lena to the emergency room. Unless Lena had been sick for a while or had fainted before, there would be no cause for Susie to rush her to the hospital. Susie also shows her concern for Lena by rushing to get the attention of the medical assistant when Lena tries to leave. Susie must believe that Lena’s health is important enough to bring her to a place where she can get the medical help she needs to get better. Finally, there is Lena, the patient. Lena was brought up to be independent and strong. Many residents raised in Southeast Asia that find it hard to conform to western medicine. Even though Lena has lived in the United States for 10 years, which means she has spent the majority of life around the medicinal practices of her parents and her culture. As an example, if Lena is from Vietnam her knowledge of medicine would be vastly different (Schultz, 1980). In most areas of Vietnam, residents and medical practitioners steer away from prescription medicine and favor herbs instead. Eastern medicine relies heavily on the spiritual element in the human body as much as western medicine relies on the chemical makeup (Vietnam National Administration Of Tourism, 2010). If Lena was used to Vietnamese eastern medicine her reaction to being in the hospital is not surprising. Her idea of medicine may come in the form of a root instead of a bottle. Within the scenario are many complications with the communication between individuals. First, there is the confrontation between Lena and Susie. Lena  instantly blames Susie for taking her to the hospital. While Susie is her best friend and is the one sitting in the room with her, it may not have been Susie’s choice to send Lena to the emergency room. Because Lena fainted in class, it would be the responsibility of her instructor to make sure she was taken care of. The instructor’s reaction may have been to call the paramedics to make sure the student received proper medical attention. There would have been nothing Susie could have said to prevent the paramedics and medical professionals from making the decision to take Lena to see a doctor. Once at the hospital, Susie could have worked to calm her friend down before rushing to find the medical assistant to restrain her. She could have also provided some insight, to the doctor, regarding Lena’s recent medical problems leading to the fainting. This may have softened the doctor’s approach to Lena’s silence. While the medical professional was doing her job by keeping the patient in the hospital, extra empathy should have been given. The initial approach was rough and direct. Each patient should be given the same consideration regardless of the circumstances. Instead of verbally attacking Lena, the medical assistant should have approached Lena in a different manner. Being too direct will put the patient in a defensive position rather than a position to listen. When the medical assistant states she doesn’t have time to deal with Lena, it lowers the value of the patients worth as someone who needs care. It is like saying the person with a bloody nose should take priority over someone who has fainted and may have a serious underlying condition. Admonishing a patient and telling them they are sick is worthless. Lena knows she is sick. She just wants to prove she can cure herself without the interference of doctors. Had the medical assistant shown more empathy and expressed her understa nding of Lena’s situation it may have diffused the angry encounter. Many communication conflicts with the doctor in regard to everyone else in the room. First is the treatment of the medical assistant by the doctor. From the scenario we can see that the doctor was close behind the assistant as she came through the door. The medical assistant did not have enough time to do her job before the doctor told her to leave the room. Had the doctor  allowed the medical assistant to stay in the room it may have had a positive effect on the patient. If the doctor is a male, Lena may have felt uncomfortable around him and the presence of a female assistant may ease the worry. The doctor could have gained immeasurable information about Lena’s condition from Susie. Had the doctor questioned the best friend it could have revealed how long this had been going on and what other symptoms Lena had been exhibiting. Instead the doctor completely ignores Susie and turns attention to Lena. When the doctor tells Lena what is going on he does not pay attention to how, she is reacting, only that she is not answering the questions. The doctor makes the assumption that Lena is quite on purpose and leaves to go treat other patients. In the scenario are a few key points that the doctor missed and misinterpreted. Just like with the medical assistant, more care should have been given to calming Lena down instead of becoming defensive. By being understanding, the doctor would have caught the signs of something more serious going on with Lena’s health. The blank look on her face may not have given much away, depending on her age. Many people who look blank or vacant when someone is telling him or her about a topic they know little about. However, her eyes may have helped the doctor realize something serious was happening. A blank look may mean nothing, but a glassy eyed stare could mean something. Lena had started to sweat profusely. Most hospitals keep the complex cooler than normal to help stave off nausea and fever in most patients. The sweating, blank stare, and non-responsiveness could have signaled the doctor there was something worse than just fainting in Lena’s condition. With just the few symptoms exhibited in the scenario, Lena could be suffering anything from heat exhaustion to a deadly pulmonary embolism (WebMD, LLC, 2010). Last, there is the patient, Lena. Her lack of communication is born from family traditions that go back hundreds of years. Even so, Lena has lived in the United States for 10 years. It would be impossible for her to live in this country and go to school here without seeing a western medicine doctor. She could be used to smaller clinics; however, her reaction to the emergency room is unwarranted. The scenario made it seem as if Lena did not want to  talk to the doctor because she resented being in the hospital. Her outburst upon waking, and her non-responsiveness to the doctor, may have been a part of her illness. She might not have been aware of where she was by the time the doctor was through explaining her condition. An appropriate solution for the situation should be patience and empathy. The medical assistant and the doctor should have been more understanding toward the patient. There should have been compassion toward a young girl who was upset and confused. More attention to detail was needed by the doctor. Susie should have spoken up when Lena could not. Her information could help her friend from getting worse. Lena, having lived in the United States for 10 years, should have been willing to hear what the doctor had found before making the decision to leave. I have been in the customer service field for 13 years. From Banking, to telecommunication, to healthcare, the only factor that changes is the service provided. There will always be someone else who needs the attention of the representative. The key to communicating to a customer is empathy. Allowing a person to realize you understand their situation and showing a willingness to help, makes the difference. When you have a patient who is screaming and upset, you cannot take it personally. They are hurt, confused, and afraid. A caregiver cannot treat patients the same if they take everything personally. Lena was not yelling because she hated the assistant or the doctor. She was yelling because she did not think she was as sick as the doctor did. Both the doctor and the assistant treated Lena as if she were wasting their time, instead of looking at the situation rationally. In conclusion, communication all comes down to how a person handles customer service. Each role in this scenario is a tough one to have. First, the patient, who is full of fear and has been raised to think differently. Next, the best friend, who is afraid of losing her friend to illness but is too scared to speak up. Third, the assistant, who has many other patients to see. Last, the doctor, who is skilled in what he does, but fails to see the obvious signs of something worse. All of these roles are true, from day to day. They are in every hospital, clinic, and emergency room. There should be  more classes within medical schooling that teach caregivers how to show empathy and understanding to their patients. There should also be continuing education for all caregivers to refresh what they have been taught. References WebMD, LLC. (2010). WebMD Symptom Checker. Retrieved from http://symptoms.webmd.com/symptomchecker Vietnam National Administration Of Tourism. (2010). Vietnam Traditional Medicine. Retrieved from http://www.vietvisiontravel.com/vietnam/travel-guide/Traditional_medicine/ Schultz, S. L. (1980, August). Southeast Asian Health Beliefs and Practices. Education Resources Information Center

Asian Cuisine

Like many other global cuisines, Asian cuisine is as varied as the countries on the continent. Asian cuisine is very much a part of the culture and history of the Asian countries but there are some food commonalities between the various cultures. In Asian cooking, the emphasis is on smaller portions, smaller amounts of meats and plenty of fresh fruits and vegetables. Unlike the Asian-hybrid cooking that can be found elsewhere, traditional Asian food preparation involves very little fat, and very rarely is anything deep fried. While there are few commonalities binding Asian cuisine, there are many more differences that are based primarily on location. East Asian cuisine encompasses Chinese and Japanese cuisines as well as cuisines from Taiwan and Korea. Chinese cuisine is perhaps most famous for its Peking Duck as well as the myriad dumplings, steamed buns and stir-frys that are staples of Chinese cooking. Be sure to try different styles of Chinese cuisine such as Cantonese or Shandong. Chinese usually eat congee porridge for breakfast. China is also renowned for its many varieties of tea; this ancient beverage has been enjoyed for thousands of years in China. Japanese cuisine focuses on the freshness of ingredients and foods that are prepared more simply but with great finesse. Theirs is a very healthy cuisine, and they are known for eating myriad varieties of fresh fish. A must see market for foodies and culinary travelers in Japan, is the Tsukiji Market which is the world’s largest fish market. Have some sushi for breakfast, while watching all the hustle of the market. South Asian cuisine is also known as Desi cuisine and includes the exotic flavors of India. India has plenty of restaurants but the street food culture remains ever popular. This no frills kind of eating is particularly popular in Delhi. Also popular on a more global scale is Thai food. Pad Thai is universally recognized as the national dish of Thailand, and makong is a kind of Thai whiskey that has become much more affordable since the government started taxing beer and thus much more popular. Makong is the primary ingredient in Thailand’s welcome drink, the Sabai Sabai. The island nation of Laos has laap as its national dish but also popular is a salad called tam mak houng, made from green papayas. In the capital city of Vientiane, Laos you can drink a Beerlau at Sala Sunset Khounta boat on the banks of the Mekong while watching the sunset. The Philippines is well known for the adobo cooking style which is a preparation of chicken or pork that is braised slowly in vinegar, garlic, oil and soy sauce until very tender and nearly dry. In Vietnam, pho is of course the national specialty. Bali Indonesia’s national dish is nasi goreng and in Cambodia one can find amok, a dish of curried and steamed fish, as the national dish. On the islands of Java, or Sumatra, see if you can drink the rarest and most expensive coffee in the world, called Kopi Luwak, it’s made from coffee berries that have passed through the digestive system of Indonesian monkeys (also known as a Palm Toddy Cat). Southwestern Asian cuisine begins to borrow flavors and ingredients typically indigenous to countries in the Middle East, though they retain the focus on freshly prepared and simple dishes that are nutritious and packed with flavor. Asian cuisine is exotic and flavorful. The clever use of cooking techniques and spices has transformed what were originally humble peasant food dishes into specialties that are now known the world over. Conversely, with many Asian countries having a separate cuisine for the historical ruling King or Royal Family, the dichotomy between humble and royal food has lessened and dishes that were once only served to royalty can now be found in any common Thai restaurant. Nonetheless, traveling through Asia takes you on a tour not only of wildly exotic countries but of foods that are distinctly different from country to country.

Duckback Marketing Plan Essays

Duckback Marketing Plan Essays Duckback Marketing Plan Paper Duckback Marketing Plan Paper Executive Summary Set up in 1920, Bengal Waterproof Ltd (BWL) has the distinction of being Indias first waterproof products company. BWL is famous for its Duckback brand, the company is a leader in the domestic market for protective wear and rubberised consumer durables. Besides millions of households, its customers also include government institutions and defence establishments. Ironically, its strong brand equity was also the reason for the companys lacklustre marketing initiatives. Meanwhile, consumer preferences have changed. Now, the company has had to re-engineer processes and introduce new products in the market. An investment of Rs 40 crore is on the anvil on manufacturing processes and on marketing initiatives. The company now proposes to set aside a sizable chunk of the proceeds from sales for brand-building and advertising initiatives. Duckback basically has two major segments- the luggage segment and the rain wear segement. Here we analyse the basic strengths, weaknesses, opportunities and threats to the company, followed by Porter’s five forces analysis. We proceed to find out its major competitors,substitute products, target markets and product lines in both the segements. And then we move on to propose a marketing strategy to improve its market share. Introduction Duckback was founded by Surendra Mohan Bose, who was a freedom fighter and in this connection he was also arrested in 1914. In 1919, he started Bengal Waterproof Works along with his three brothers in Kolkata. Initially, it only manufactured raincoats under the Brand Name ‘Duckback’. The name Duckback was conceived from the idiom ‘Like Water Off a Duck’s Back (water does not stay on a duck’s feathers and hence the name was perfect for a waterproofing solution). In 1938, Mr. Bose purchased the closed Dicon Rubber factory and in the same year, its entire manufacturing operations were shifted from Kolkata to Panihati in the 24 Parganas (North) district in West Bengal. In 1940, Bengal Waterproof Works was converted into a limited company and renamed Bengal Waterproof Ltd. ? S. W. O. T Analysis Strengths: Indias first waterproof products company 88-year-old company with a very strong brand recall The company is a leader in the domestic market for protective wear and rubberized consumer durables Customers like government institutions and defense establishments Excellent distribution channels and quality standards Catering to markets like the UK, Germany, the US and Canada. Best known for its traditional products such as hot bags, ice bags, rainwear and gumboots Low and affordable cost structure Weakness It has been in the soft luggage segment since 1986 although it has not enjoyed good shelf-space till now. Armchair Marketing lacklustre marketing initiatives. Opportunities New product offerings can help reposition the Duckback brand in the retail market. Large school bags market, mostly catered by local players till date. Tie up with some major multinational brands. South is a major market for the company Scope for market expansion in other regions of India. Threats Rainwear is a seasonal business – Major contributor to revenues. Weak brand name in the premium segment. Porter’s 5 Forces Model: The threat of substitute products: The existence of close substitute products increases the propensity of customers to switch to alternatives in response to price increases (high elasticity of demand). Duckback faces a very major threat for its rainwear product in the form of Umbrella. Buyer propensity to consume is low in luggage and rainwear segment. Buyer switching costs is very small. Perceived level of product differentiation is not much as far as hospital and rainwear industry is concerned. The threat of the entry of new competitors Profitable markets that yield high returns will draw firms. This results in many new entrants, which will effectively decrease profitability. Unless the entry of new firms can be blocked by incumbents, the profit rate will fall towards a competitive level (perfect competition). Barriers To Entry Rainwear industry largely being unorganized and involving very low cost for set up, barriers to entry are very low. On the other hand, for hospital equipments considerable amount of barriers to entry exist on account of high set up costs and requirement of high quality standardized products. In case of luggage industry it can be said that though low barriers to entry exist in the lower segment, high amount sophistication required in the premium segment make entry difficult for new entrants in this segment. Access to Distribution Channels: Incase of distribution channels for rainwear and luggage, the access to channels is easy. Hence new competitors can very easily enter into these segments. Though, distribution channels will be difficult to capture for the hospital equipment industry as this industry requires direct selling and contact with hospital administrations. Intensity of Competitive Rivalry For most industries, this is the major determinant of the competitiveness of the industry. Sometimes rivals compete aggressively and sometimes rivals compete in non-price dimensions such as innovation, marketing, etc. Number of competitors: For all the product lines of Duck Back, the number of competitors competing is very high, more in the unorganized sector than in the organized sector. Rate of industry growth: In case of Rainwear Industry, the rate of industrial growth is very minimal, making it highly unattractive for competition. Diversity of competitors: High diversity of competitors exist for the various product lines of the company. Level of advertising expense: Advertising expense in the rainwear and hospital equipment industry is minimal or almost nil, whereas in case of luggage industry as there are few major players catering to a major chunk of the market, a high advertising expense is incurred by the companies to show the differentiated f eatures of the product. The bargaining power of customers This force refers to the ability of customers to put the firm under pressure and it also affects the customers sensitivity to price changes. Buyer concentration ratio: As buyer concentration ratio is very low for all the product lines, customers do not enjoy any major power on suppliers in terms of price or type of products. Firm Concentration ratio: In case of luggage premium segment, a high concentration ratio exists which gives customers a very low bargaining power as not many options are available for the customers. Buyer switching costs relative to firm switching costs: Buyer switching cost are very low. Thus giving rise to high competition. Buyer price sensitivity: Low price sensitivity exist for the various products as all the products constitute very low proportion of the income of the consumers. The bargaining power of suppliers Also described as market of inputs. Suppliers of raw materials, components, and services (such as expertise) to the firm can be a source of power over the firm. Suppliers may refuse to work with the firm, or e. g. charge excessively high prices for unique resources. Presence of substitute inputs – There are number of substitute inputs available as firm can use Nylon, PVC, and other substitutes for manufacturing its products. Supplier concentration to firm concentration ratio Supplier concentration ratio is high as compared to firm concentration ratio, bargaining power of suppliers is high. Cost of inputs relative to selling price of the product – Cost of inputs is low relative to selling price of the product. Products and Corresponding Target Markets The product range of Bengal Waterproof Limited, sold under the Duckback trade name can be divided into the following segments: 1. Clothing waterproof and weatherproof 2. Footwear – industrial, protective and special purpose 3. Rubber products for industrial use 4. Rubber products for medical and laboratory use 5. Inflatable structures and goods 6. Soft luggage A detailed description of the target market based on different demographic parameters, industry and societal trends, and customer needs is analyzed and given below. 1. Clothing waterproof and weatherproof The product line under this segment is as follows: a)Raincoats: The product line depth under this category includes the conventional single piece raincoats, raincoats with leggings and hood, designer raincoats, feather weight raincoats. Target Market: i. Based on Geographic location The aim would be to target customers all over the country with special emphasis on the rainfall intensive regions – namely the western coastal region covering the states of Karnataka, Kerala, Maharashtra and Goa and the eastern states of West Bengal, Orissa and Bihar. A potential market in the north-eastern region is not being exploited at the moment due to the prevalent unsuitable conditions which pose a difficulty in operationalizing the marketing plans. Any stabilizing in the future would present an opportunity to enter these markets. i. Based on profession The marketing efforts are to be concentrated on two segments – school children and the working class. This is because of the perception of raincoats as being ‘so-not-cool’ amongst the youth. For these two segments, the utility factor matters more than the appeal. Designer raincoats Raincoat : leggings and hood The designer raincoats and the feather weight raincoats would focus on school children; and the conventional single piece raincoats and the raincoats with leggings and hood would focus on the working class. These would cater to their need of travelling on a two wheeler or while commuting from their residence to the place of work via public transport, when it is raining. b)Umbrellas: Conventional black, designer umbrellas, travel umbrellas. The conventional black umbrellas are targeted at the consumers who need to carry an umbrella and maintain a formal look about them or for those who prefer the traditional looking umbrellas to the designer ones. Designer Umbrella The designer umbrellas are targeted at school children, the youth and women. These provide an opportunity to make a style statement while retaining the idea of an umbrella. Travel umbrellas focus on the need of customers to carry umbrellas in their bags. With an increase in the percentage of working women, it provides them with a convenient option of carrying an umbrella in their travel bags and purses. c)Wind cheaters: Derby super comfort jackets, all weather jackets Windcheaters This segment particularly focuses on the youth who need to make a style statement along with fulfilling the need of weather protection. The Derby Super Comfort jackets focuses on all weather protection, targeting the youth with its unique styling. The all weather jackets are designed keeping in mind the requirements of the general population who look to protect their clothing from rain and dust while travelling. 2 Footwear – industrial, protective and special purpose The different products in this category include: a)Safety and work footwear : The following industries are the ones which require footwear designed for specific purposes. i. Mining ii. Steel iii. Glass iv. Cement v. Electrical Within this category, Boot and shoe lining soles are also included. These products will not require much of a capital investment to produce nor do they require a high operational cost. However, for the industries which use them they form a critical component as worker safety is a primary concern for them. As such, we will be catering to a niche market where our advantage of being an experienced manufacturer will stand us in good stead, and higher profit margins can be expected as there are not many other competitors in this category. b)Dielectric and conductive footwear : These form an integral part in the operations of the semiconductor manufacturing industry and the electronics industry. The manufacture of special components requires that latex based products for insulating purposes. The high involvement of such equipment provides a viable economic opportunity for the company to invest in a larger scale of operations for this type of specialized footwear. Dielectric footwear Gumboots c)Special purpose footwear: These include footwear such as Gumboots, Super gumboots and snow ankle boots. The defence services also require boots for different terrains. Our aim would be to build the footwear which would be consistent with the production facilities and would not entail a huge investment. Duckback already has a relationship with the Indian Navy and the Indian Army because of its inflatable structures being used by these institutions. We would try to leverage this relationship to establish a foothold into the special purpose footwear. 4. Inflatable structures and goods: The primary market for these structures is the Defence Forces. The company makes a range of inflatable boats, assault boats and life jackets for the Indian Navy and the Army. With the Defence Sevices going for an upgrade in their equipment, there is a possibility of bulk purchase tenders coming in the market. Our focus would be to use the goodwill and experience gained in the previous transactions with them and to continue as a supplier to them and try to capture a larger share of the pie. Another niche market is making inflatable boats for recreational activities like adventure sports and whitewater rafting. With people becoming more aware of adventure sports and having a higher disposable income, this sector is expected to achieve a high growth and our aim would be to emerge as a major supplier for this sector. As a part of a promotional campaign, we can associate the Duckback brand name with a few adventure activities to achieve recognition amongst the organizers of such events, who are going to influence the buying process. In order to cater to the servicing requirement of inflatable boats and life rafts the Company should set up service stations in the dock areas. Inflatable Boats 5. Rubber products for medical and laboratory use One of the main reasons for which we suggest that BWL foray into this Industry are the high rate of growth coupled with the previous experience of the company in making the hospital equipment. With a large number of hospitals and healthcare centers being opened across the country, there lies a huge potential market for these products, on a large scale. The emphasis here is to identify the major players in the market and to establish a relationship with them on a long term basis. This means that BWL would focus on strengthening its relationship with the existing business consumers and try to forge a relationship with new n emergent players, on a B2B platform. There are various factors, which govern the growth of the medical and healthcare industry. Some of the key factors are: Continuous investments in research development has resulted in increased productivity and better quality of drugs, medicines, medical instruments, hospital equipment, and other medical supplies used in medical industry. Provides employment to large chunk of human population. Increased costs in the medical treatment in the developed nations have driven patients to migrate to Asian countries and India provides a cost-effective solution. Rise in ailments among the ageing population both in developed and developing nations has led to the increase in demand of variety of drugs or medicines. Innovative techniques of drug discovery and drug development, new cures and treatments, gene testing for insurance, genetic predictions of disease and related issue, human cloning and reproductive technologies are the other key drivers of the medical industry. SHARE OF MEDICAL EQUIPMENT SUPPLIES IN 2006 The division of the rubber equipment in the medical industry is indic ated by the pie chart shown above : The products in this category which lie in our region of interest include: CORRUGATED DRAINAGE SHEETS HOT WATER BOTTLES ICE BAGS AIR CUSHIONS MACKINTOSH SHEETING 6. Soft Luggage PART 1 Major Competitors: Samsonite VIP Future Prospects The future prospects for any Company in the Luggage Industry look good majorly on account of high growth in the travel and tourism industry. The current industry size of the luggage industry id close to Rs. 00 crores and is expected to experience a growth rate of 15-20% in the current times. Another major point to be noted here is that the major growth that is expected to happen is in the premium segment of the luggage industry which is expected to grow at the rate of 30%. Target Customers Duckback can divide its target customers into various sergments viz. Lower segment customers, middle segment customers and upper segment customers. Based on the demand analysis of the industry, it can be said that Duckback need to focus on the upper segment customers on account of high demand in this segment. Duckback can also focus on the middle and lower segment of the market as this segment is still untapped by any major player and has been dominated by only the unorganized sector. Duckback can build its image in this segment and target customers looking for a durable but an inexpensive brand. Target market demographics Upper Segment: The target segment for this segment would be the upper middle class where people like to travel alot, abroad as well as in India and they look for convenient luggage which is easy to handle, safe and also looks attractive. Middle Segment: In the middle segment, one of the major target customer group are the sales persons that travel frequently and require bags that are durable, safe and easy to handle. This group does not much focus upon the aesthetics. Lower Segment: Duckback should try and withdraw itself from this segment altogether as this segment is dominated by the unorganized sector and catering to this sector would not go along with the image that is to be projected for Duckback. Products Positioning: Duckback has to focus on premium segment of the luggage industry with major stress upon four attributes viz convenience, variety, aesthetics and safety. The products offered in the various segments of the luggage industry will be positioned in different manner in the eyes of the consumer. Presently the image of Duckback is that of a product which is inexpensive, affordable and easily maintainable and which caters mostly to the lower class segment. Its competitors like VIP and Samsonite feel that though Duckback is a very reliable product, it would not prove to be much of a competitor especially in the premium segment. So, we should position Duck back as a lifestyle brand and not just any other bag. General Strategies: Presently, Duckback enjoys a good position in the eyes of the customers of the lower segment. So it should continue the same strategies and also work increasing its penetration in the lower segment. At the same time, it should also concentrate on embarking into the premium segment. It should position itself as a lifestyle brand and not just as any other bag. So for this, it should change its image into a much more trendy and suave baggage company. They can have luggage designed for the upscale market: with special features such as imported leather etc. They can come up with luggage made of floral upholstery fabric to appeal to the feminine buyer and impart a sense of aesthetics. The biggest challenge for them is to design luggage that looks sophisticated but at the same time is durable, withstands manhandling by dozens of baggage jockeys. So they can come up with suave designs to look good, and also include tougher ballistic nylon, retractable handles and wheels to ensure easy utility and durability. Soft Luggage: The product line of Duckback should include the soft luggage segment. The reason for this is that customers are now giving more emphasis on the convenience and the aesthetics attributes of the luggage. Hence they are preferring the soft luggage. All the major players are also shifting their focus to the soft luggage segment. Another reason that can be attributed to this is increase in the cost (approx. by22% in last 1 month and almost by 100% in past 1 year) of the polypropylene, a raw material (contributing to approximately 75% of the material) used for making of hard luggage. As a result, the hard luggage industry has in fact shown a negative growth of 15% in the past while soft luggage industry growing at a rate of in excess of 40%. Pricing Strategy: As Duckback has a huge section of its customer base in the lower income segment, its prices should not be too high compared to its competitors. As of now Duckback is considered to be a very affordable brand by its customers, so it should continue with these pricing strategy. And maybe it can come up with some discount schemes and gift incentives to increase its penetration in the lower income segment. And for the premium segment, if we price the premium item too low, customers will not believe the quality is good enough. Distribution Channels: Premium Segment: For the premium segment, the Company can have exclusive outlets at prominent malls, shopping centres etc. for its products as this will help Duckback distribute its products in the right kind of ambience along with showcasing of all its range together. This will promote in the strengthening of the image of the Company. Medium Segment: For the medium segment, besides exclusive outlets, use of local distribution channels will be more beneficial as it will increase the reach of the products to the entire middle class which generally picks up luggage off the streets. Direct B2B Selling: Another channel that can be used to widen the market of the products is the direct B2B Selling. Duckback can try and have direct tie ups with companies, schools, colleges, airlines, etc that give bags to their employees or as reward to their customers. This will help Duckback to reach a wide range of customers and be a known name. Promotional Activities Advertisement: Innovative Advertising using banners at airports, railway stations, metro stations etc should be used where the visibility of the brand is high amongst the target consumers. Television: Till now, Duckback has not tried to connect itself with the consumers directly. It has not advertising as a promotional tool. Its marketing strategy has concentrated more on B2B selling. But with its foray into the soft luggage segment, it needs to forge a relationship with the consumer and the first step towards this relationship building is to use a visual medium to connect to the minds of the consumer. Promotion: Various promotional strategies can be used by the company. Company can have stalls at International Trade Meets such International Conventions, Trade Meets etc, which display new product range of the company along with certain kinds of loyalty coupons given to the target customers. Road shows: Another way to increase the visibility of the product is to organize road shows at various prominent locations in various parts of the cities and showcase consumer centric products of the company such as luggage, rain wear etc. This will increase brand recognition among the consumers and thus would encourage repeat purchase. TECHNOLOGY ABSORPTION, ADAPTATION AND INNOVATION A continuous process should be carried out to improve the present technology for the existing products and also to introduce new products. The endeavor should be to increase the amount of R D involved in various projects and to introduce new technology to improve upon the current methods of production. Benefits derived as a result of the above efforts are expected to be : Reduction in cost. Higher production efficiency. Improvement in quality. Increased customer satisfaction. Also, the Company has not imported any technology during the last five years reckoned from the beginning of the financial year. This is an impediment to the growth of the company as the company is lagging behind in this aspect. A formidable threat the company faces is from the international market, especially China which can flood the markets with their low cost pro ducts. Technology import will impart us the ability to produce low cost products without compromising on quality.