Effect of Loyalty Cards on Customer Loyalty

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

Developing Social Support for Mental Health Patients

Developing Social Support for Mental Health Patients Social support plays a vital role in every individual’s life. Through comforting relationships and interactions, people are able to express their feelings and share their experiences. These relationships are essential for purposeful and meaningful life. People with mental disorders often experience difficulty in maintaining and initiating relationships with family members, friends, society and even with health care providers. ` For human beings, families are the most obvious of social systems (relationships)` (Charles Laurel., 2013). Their limited social network keeps them secluded from their environment. In contrast, a good and non threating social networks help pateints in coping with their problems. An intact social network is a precursor for the executive of social support. Person with serious mental illness not only need to overcome the symptoms of disorder but societal and family misconceptions as well. (Batastini, Bolanos Morgan, 2014) I encountered a client in AKUH Psychatric ward for last 2 months with the disgnosis of schizophrenia. Presenting complains were aggresiveness, low mood, low motivation and depression. On exploring patient’s histroy and by observing I came to know that patient is living within his boundries and remains isolated where he doesn’t interact with other patients, nor they interact with him, doesnot participate in any activities and no body came to visit him no relatives no family members . When he was at his house his neighbours used to make fun of him and even family members were misbehaving and giving him no respect. From furthur interviewing and considering above scenerio, I identified that the patient is suffering from social isolation because of lack of social support. To analyze the varying aspects of this issue, which is of great concern to mental health nurses because they have to deal with such patients who encountered many problems because of low social support and by increasing social support their mental health can be promotes and they can cope with many problems. Social support is the key to reduce social isolation by promoting interaction within society. It helps in adaptive process of adjustments and helps in sharing of feelings (Schuler, Zaider Kissane, 2012) People with mental illness often feel lonely, scared and avoided by society. Such people consider themselves as inferior and worthless. `Social relationships both quantity and quality affect mental health, health behavior, physical health, and mortality risk` (Umberson montez, 2010). Social support promotes mental health by enhancing patient’s self esteem, confidence and empowerment. It aids in the course of illness from acute phase to recovery phase. It fosters prompt recovery and compliance to medical treatment. (Finfgeld-Connett, 2005). In Pakistani context, our society is bound by social ties in which people share their feelings with loved ones which indeed promotes mental wellbeing and provides person with sense of security, love and affection. Considering literature `mental health problems in Pakistan, a developing country, have in the last few decades reached an appalling level linked to both the current violence in Pakistani society and disruption in social structure ` (Khalily, 2011). In Pakistani society mentally ill are perceived as abnormal, be mocked by people and often misbehaved by younger’s. As discussed in my scenario, the family members misbehaved with him. The families are ashamed to have mentally challenged family members and they are sent to mental health care institutions giving staff the entire responsibility (Todor, 2013, pg 210). Sufferers of mental illness are often seen as most disadvantaged group whose rights are violated by the members of their own society. A study conducted in Pakistan (Lahore) where medical students and doctors were surveyed to assess their attitude towards mental illness. It came out that half of the health care professionals poses negative attitude towards mental disorders such as schizophrenia, depression and substance abuse regarding their da ngerousness, unpredictability and fear of communicating with patients. (Naeem, Ayub, Javed, Irfan, Haral Kingdon, 2006). Researchers have proposed several theories which describe the causes of isolation and low social support of mentally ill by society. One of them is labeling theory by Scheff in 1984. This theory proposed that public rejection is due to label such as â€Å"mentally ill† which leads to provoke negative emotions such as fear and exclusion that person labeled with mentally ill should be alarm and, therefore, be set aside from communities. (Abdullah and Brown, 2011, pp 935-948). While reviewing literature I came across several strategies to reduce social isolation in patients at an individual, group and institutional level . All these strategies are meant to encourage positive sense of self, increased confidence and self esteem. On individual level therapeutic use of self, enhancing spirituality and rebuilding family networks are considered valuable tools for patients. The professional relationship shared between a patient and nurse can decrease patient’s isolation and feelings of loneliness through therapeutic communication and active listening. (Abate, 2011). Client should also be given love and affection from family by rebuilding existing family relationships, promoting family meetings and help patients recall pleasant experiences. This will aid in increasing family bounding and augmenting sense of hope and comfort. In group level, various interventions can be done to increase patient’s coping. Referral to support groups should be incorporat ed in care plans. ’ The primary goal of support group is to increase member’s coping ability in face of stress, to strengthen the central core of individuals` (Perese Wolf, 2005). This will help cliet to express their feelings and desires with person going through same situation. It will increase their interpersonal relationships and coping skills and enhance feeling of togetherness and decrease uniqueness. Family education should be done to make them equal part of treatment. Mass media can be involved to convey our messages to population. Institutions should arrange semi structured sessions for the health care providers so as to increase their knowledge and make them competent enough to teach patient an their family members. During my clinical rotation, I identified and addressed the issue of social isolation at an individual and group level through nursing care process. The planning phase starts with assessment and purpose to promote social interaction. Firstly, I used therapeutic communication as a measure to build rapport with patient and gave him room for expressing and ventilation feelings through active listening. Secondly, I identified teaching needs of patients and delivered ongoing teaching on relaxation technique to make him feel comfortable since physical helath also plays a vital role in maintenance of functional health pattern I involved patient in different leisure activities such as playing indoor games and drawing to increase self esteem. While evaluating my patient I noticed that he started to participate in small activities with other patients . More over, becoming more sociable, interactive and willing to participate in different activities. This was the first time I dealt with mental illness patient with decreased social support. Initially I was resistant and scared in caring for these patients. However my perception changed when I came across different strategies to deal with such patients. I tried to remain non judgmental, sensitive and empathetic towards them and applied theoretical knowledge to clinical settings. In conclusion, decreased social support is the most challenging yet interesting domain which has many solutions. We should inculcate multidimensional approach to address this issue. Health care professionals should take a step forward to confront biased social attitudes In order to increase social support. Nurses should recognize the unmet needs of patients and pay them attentions that are often ignored by society. Increased efforts are needed to incorporate the practice of social support in mental health settings.

Brazil’s Developing Economy Essay -- Brazil Economy

In the current economic times the development and growth of any economy has come to a near stop or at least to a drastic slow down. The face of the global economic environment has changed and many new countries are starting to change the way their country and the rest of the world does business. One such nation is Brazil, who has turned around their own economic troubles and is becoming one of the fastest growing economies in the world (World Factbook). Brazil has started developing its economy and using the opportunity to achieve a level of respect in the world. Brazil is both the fifth largest country in the world based off of land size and population (World Factbook). Brazil has used this demographic as a strength in its efforts to find some sort of stability in a very unstable economic climate. Brazil is the largest national economy in Latin America the world's eighth largest economy at market exchange rates and the and 10 in purchasing power parity (PPP) or GDP, according to the International Monetary Fund and the World Bank (World Fact Book). There are many factors to the development of the Brazilian economy, each having an impact, but the development is not complete. Brazil has many developmental goals they have hoped to attain. Economic policy since the late 1960s has had three prime objectives: control of inflation, gradual improvement of the welfare of the poorest sector, and a high economic growth rate (Encyclopedia of Nations). Also there are the Millennium Development Goals set out by the United Nations to developing countries, such as, reducing poverty, increase education gender equality, reduce child mortality and improve maternal health, combat diseases, ensure environmental sustainability, and devel... ...d-the- nation%E2%80%99s-world-sanding-in-the-era-of-rousseff%E2%80%99s-rule/> "Millennium Development Goals: Brazil." Index Mundi.com. February 15, 2007. November 19, 2010. Ruble, Kayla. "Six South American countries with the worst income distribution inequality." Woodrow Wilson International Center for Scholars. November 1, 2010. November 19, 2010. "Weathering the Storm." Newsweek.com. July 26, 2008. November 19, 2010. Workman, Daniel. "Brazil's Trade Buddies." Suite101.com. September 13, 2006. November 19, 2010.

A Case Of Needing: Serious Revisions :: essays research papers

A Case of Needing: Serious Revisions   Ã‚  Ã‚  Ã‚  Ã‚  Michael Crichton has penned some of the most engaging, timely, and thoroughly accessible tales to be published in the last twenty-five years. What his novels lack in literary merit and distinctive style they make up for in crisp plotting and edge-of-your-seat suspense. From alien viruses to regenerated dinosaurs, from evil Japanese monoliths to the insidious maneuverings of the modern corporation, Crichton latches onto the scientific and political controversies of the day, and squeezes out of them every last ounce of shock value. At least, that's usually what he does.   Ã‚  Ã‚  Ã‚  Ã‚  A Case Of Need could have used quite a bit more shock value. The problem is largely a matter of timing; when the book came out in 1969, the moral dilemma surrounding illegal abortions was still a hot enough topic to seem ripped from the headlines. Though abortion certainly remains a hot-button issue, the debate has shifted. For the time being, at least, the argument centers on whether or not the act should be legal, not on whether or not doctors are currently breaking the law by performing them.   Ã‚  Ã‚  Ã‚  Ã‚  The antiquated plot line is not the story's main flaw. The biggest drawback here is a one-two punch of highly technical prose employed to relate a thoroughly dull story. Karen Randall, the daughter of an eminent physician, dies as the result of a botched abortion. Art Lee, a Chinese obstetrician, is accused of performing the D & C that has resulted in her death. Though Lee is known to be an abortionist, he vehemently denies any involvement in the case. Lee calls upon his friend, forensic pathologist John Berry, to clear his name.   Ã‚  Ã‚  Ã‚  Ã‚  John Berry careens back and forth from one Boston hospital to another, trying to figure out who actually performed Randall's abortion, and why it killed her. The investigation is complicated by the fact that Randall was not even pregnant. Slowly, a picture emerges of Randall as a freewheeling, loose woman with several abortions in her past, and connections to some shadowy underworld characters. Berry ultimately discovers that a drug-dealing musician was actually at fault for Randall's death.   Ã‚  Ã‚  Ã‚  Ã‚  Why did Michael Crichton write this book? The answer seems fairly obvious. Still fairly immersed in his medical school learnings, Crichton must have seen it as a chance to demonstrate just how much knowledge he had gained during his time at Harvard. Numerous medical procedures are described in detail, supplemented by footnotes and appendices for readers not in the know.   Ã‚  Ã‚  Ã‚  Ã‚  All of this technical gobbledygook turns out to be almost totally superfluous. Berry clears Lee's name largely through old-fashioned detective

Passage to India Part One Essay

Summary: Chapter IV Mr. Turton invites several Indian gentlemen to the proposed Bridge Party at the club. The Indians are surprised by the invitation. Mahmoud Ali suspects that the lieutenant general has ordered Turton to hold the party. The Nawab Bahadur, one of the most important Indian landowners in the area, announces that he appreciates the invitation and will attend. Some accuse the Nawab Bahadur of cheapening himself, but most Indians highly respect him and decide to attend also. The narrator describes the room in which the Indian gentlemen meet. Outside remain the lowlier Indians who received no invitation. The narrator describes Mr. Grayford and Mr. Sorley, missionaries on the outskirts of the city. Mr. Sorley feels that all men go to heaven, but not lowly wasps, bacteria, or mud, because something must be excluded to leave enough for those who are included. Mr. Sorley’s Hindu friends disagree, however, as they feel that God includes every living thing. Summary: Chapter V At the Bridge Party, the Indian guests stand idly at one side of the tennis lawn while the English stand at the other. The clear segregation dismays Adela Quested and Mrs. Moore. Ronny and Mrs.  Turton disdainfully discuss the Indians’ clothing, which mixes Eastern and Western styles. Several Englishwomen arrive and discuss the earlier production of Cousin Kate. Mrs. Moore is surprised to note how intolerant and conventional Ronny’s opinions have become. Mr. Turton arrives, cynically noting to himself that each guest has come for a self-serving reason. Reluctantly, Mrs. Turton takes Adela and Mrs. Moore to visit a group of Indian ladies. Mrs. Turton addresses the Indian women in crude Urdu, and then asks Mrs. Moore and Adela if they are satisfied. One of the Indian women speaks, and Mrs.  Turton is surprised to learn that the women know English. Mrs. Moore and Adela unsuccessfully try to draw the Indian women out into more substantial conversation. Mrs. Moore asks one of them, Mrs. Bhattacharya, if she and Adela can visit her at home. Mrs. Bhattacharya agrees to host the Englishwomen the upcoming Thursday, and her husband promises to send his carriage for them. Mr. Fielding, who is also at the party, socializes freely with the Indians and even eats on the Indian side of the lawn. He is pleased to learn that Adela and Mrs. Moore have been friendly to the Indians. Fielding locates Adela and invites her nd Mrs. Moore to tea. Adela complains about how rude the English are acting toward their guests, but Fielding suspects her complaints are intellectual, not emotional. Adela mentions Dr. Aziz, and Fielding promises to invite the doctor to tea as well. That evening, Adela and Ronny dine with the McBrydes and Miss Derek. The dinner consists of standard English fare. During the meal, Adela begins to dread the prospect of a drab married life among the insensitive English. She fears she will never get to know the true spirit of India. After Adela goes to bed, Ronny asks his mother about Adela. Mrs.  Moore explains that Adela feels that the English are unpleasant to the Indians. Ronny is dismissive, explaining that the English are in India to keep the peace, not to be pleasant. Mrs. Moore disagrees, saying it is the duty of the English to be pleasant to Indians, as God demands love for all men. Mrs. Moore instantly regrets mentioning God; ever since she has arrived in India, her God has seemed less powerful than ever before. Summary: Chapter VI The morning after Aziz’s encounter with Mrs. Moore, Major Callendar scolds the doctor for failing to report promptly to his summons, and he does not ask for Aziz’s side of the story. Aziz and a colleague, Dr. Panna Lal, decide to attend the Bridge Party together. However, the party falls on the anniversary of Aziz’s wife’s death, so he decides not to attend. Aziz mourns his loving wife for part of the day and then borrows Hamidullah’s pony to practice polo on the town green. An English soldier is also practicing polo, and he and Aziz play together briefly as comrades. Dr. Lal, returning from the Bridge Party, runs into Aziz. Lal reports that Aziz’s absence was noticed, and he insists on knowing why Aziz did not attend. Aziz, considering Lal ill mannered to ask such a question, reacts defiantly. By the time Aziz reaches home, though, he has begun to worry that the English will punish him for not attending. His mood improves when he opens Fielding’s invitation to tea. Aziz is pleased that Fielding has politely ignored the fact that Aziz forgot to respond to an invitation to tea at Fielding’s last month. Analysis: Chapters IV–VI The wildly unsuccessful Bridge Party stands as the clear focus of this portion of the novel. Though the event is meant to be a time of orchestrated interaction, a â€Å"bridge† between the two cultures, the only result is heightened suspicion on both sides. Indians such as Mahmoud Ali suspect that Turton is throwing the party not in good faith, but on orders from a superior. Turton himself suspects that the Indians attend only for self-serving reasons. The party remains segregated, with the English hosts regarding their guests as one large group that can be split down only into Indian â€Å"types,† not into individuals. Though the Bridge Party clearly furthers our idea that the English as a whole act condescendingly toward the Indians, Forster also uses the party to examine the minute differences among English attitudes. Mrs.  Turton, for instance, represents the attitude of most Englishwomen in India: she is flatly bigoted and rude, regarding herself as superior to all Indians in seemingly every respect. The Englishmen at the party, however, appear less malicious in their attitudes. Mr. Turton and Ronny Heaslop are representative of this type: through their work they have come to know some Indians as individuals, and though somewhat condescending, they are far less overtly malicious than the Englishwomen. Cyril Fielding, who made a brief appearance in Chapter III, appears here to be the model of successful interaction between the English and Indians. Unlike the other English, Fielding does not recognize racial distinctions between himself and the native population. Instead, he interacts with Indians on an individual-to-individual basis. Moreover, he senses that he has found like-minded souls in Adela Quested and Mrs. Moore. Of the two, Fielding is more closely akin to Mrs. Moore than Adela: Fielding and Mrs. Moore are unself-conscious in their friendship with Indians, whereas Adela consciously and actively seeks out this cross-cultural friendship as an interesting and enriching experience. Forster fleshes out the character of Adela Quested significantly in these chapters. As part of this effort, the author uses Fielding as a sort of moral barometer, a character whose judgments we can trust. In this regard, we can see Fielding’s judgment of Adela—that she appears to object to the English treatment of the Indians on an intellectual, rather than emotional level—as Forster’s own judgment. Adela, perhaps because of this intellectual, unemotional curiosity about Indian culture, conducts her interactions in India in a negative sense rather than a positive one—attempting to not act like the other English rather than attempting to actively identify with Indians. Adela always acts s an individual, rejecting the herd mentality of the other couples at the English club. While the other English try to re-create England in India through meals of sardines and plays like Cousin Kate, Adela hopes to experience the â€Å"real India,† the â€Å"spirit† of India. Yet we sense that Adela’s idea of this â€Å"real India† is vague and somewhat romanticized, especially when compared to Mrs. Moore’s genuine interaction with Aziz or Fielding’s enthusiastic willingness to partake in Indian culture. The primary Indian protagonist, Aziz, develops in these chapters as significantly distinct from English expectations of Indian character. While the English pride themselves on dividing the Indian character into â€Å"types† with identifiable characteristics, Aziz appears to be a man of indefinable flux. Forster distinguishes Aziz’s various guises—outcast, poet, medical student, religious worshiper—and his ability to slip easily among them without warning. Aziz’s whims fluctuate in a way similar to his overall character. In Chapter VI we see Aziz shift from mood to mood in the space of minutes: first he wants to attend the Bridge Party, then he is disgusted with the party, then he despairingly mourns his dead wife, then he seeks companionship and exercise. Ironically, one of Aziz’s only constant qualities is a characteristically English quality: an insistence upon good breeding and polite manners. This quality makes Aziz slightly prejudiced—it leads him to reject his friendship with Dr. Lal—yet it also allows him to disregard racial boundaries, as when he feels automatically affectionate toward Fielding because of the Englishman’s politeness. Furthermore, Forster uses these chapters to begin to develop one of the major ideas he explores in A Passage to India—the inclusiveness of the Hindu religion, especially as compared to Christianity. Forster portrays Hinduism as a religion that encompasses all, that sees God in everything, even the smallest bacterium. He specifically aligns Mrs. Moore with Hinduism in the earlier scene from Chapter III in which she treats a small wasp kindly. The image of the wasp reappears in Chapter IV as the wasp that the Hindus assume will be part of heaven—a point on which the Christian missionaries Mr. Grayford and Mr. Sorley disagree. Mrs. Moore is a Christian, but in Chapter VI we see that she has begun to call her Christianity into question during her stay in India. Whereas God earlier was the greatest thought in Mrs.  Moore’s head, now the woman appears to sense something beyond that thought, perhaps the more inclusive and all-encompassing worldview of Hinduism. Summary: Chapter VII In every remark [Aziz] found a meaning, but not always the true meaning, and his life though vivid was largely a dream. (See 0pl,) Fielding’s many worldly experiences keep him from being insensitive toward Indians like the rest of the English are. The English mildly distrust Fielding, partly out of suspicion of his efforts to educate Indians as individuals. Fielding also makes offhand comments that distress the English, such as his remark that â€Å"whites† are actually â€Å"pinko-grey. Still, Fielding manages to remain friendly with the men at the English club while also socializing with Indians. Aziz arrives at Fielding’s for tea as Fielding is dressing. Though the two men have never met, they treat each other informally, which delights Aziz. Fielding breaks the collar stud for his shirt, but Aziz quickly removes his own and gives it to Fielding. The relations between the two men sour only briefly when Aziz misinterprets Fielding’s dismissive comment about a new school of painting to be dismissive of Aziz himself. Aziz is disappointed when Mrs.  Moore and Adela arrive, as their presence upsets the intimacy of his conversation with Fielding. The party continues to be informal, though, even with the women present. Aziz feels comfortable addressing the women as he would address men, as Mrs. Moore is so elderly and Adela so plain looking. The ladies are disappointed and confused because the Bhattacharyas never sent their carriage this morning as promised. Adela pronounces it a â€Å"mystery,† but Mrs. Moore disagrees—mysteries she likes, but this is a â€Å"muddle. † Fielding pronounces all India a muddle. Aziz denounces the rudeness of the Hindu Bhattacharyas and invites the women to his own house. To Aziz’s horror, Adela takes his invitation literally and asks for his address. Aziz is ashamed of his shabby residence and distracts Adela with commentary on Indian architecture. Fielding knows that Aziz has some historical facts wrong, but Fielding does not correct Aziz as other Englishmen would have. At the moment Fielding recognizes â€Å"truth of mood† over truth of fact. The last of Fielding’s guests, the Hindu professor Godbole, arrives. Aziz asks Adela if she plans to settle in India, to which Adela spontaneously responds that she cannot. Adela then realizes that, in making this admission, she has essentially told strangers that she will not marry Ronny before she has even told Ronny so herself. Adela’s words fluster Mrs. Moore. Fielding then takes Mrs. Moore on a tour of the college grounds. Adela again mentions the prospect of visiting Aziz’s house, but Aziz invites her to the Marabar Caves instead. Aziz attempts to describe the caves, but it becomes clear that Aziz has never seen them. Godbole has been to the caves, but he does not adequately describe why they are extraordinary; in fact, Aziz senses that Godbole is holding back information. Suddenly, Ronny arrives to take Adela and his mother to a polo match at the club. Ronny ignores the Indians. Aziz becomes excitable and overly intimate in reaction to Ronny’s rude interruption. Fielding reappears, and Ronny privately scolds him for leaving Adela alone with Indians. Before the ladies leave, Godbole sings an odd-sounding Hindu song in which the singer asks God to come to her, but God refuses. In her ignorance, [Adela] regarded [Aziz] as â€Å"India,† and never surmised that his outlook was limited and his method inaccurate, and that no one is India. (See Important Quotations Explained) Summary: Chapter VIII Driving away from Fielding’s, Adela expresses annoyance at Ronny’s rudeness. Adela mentions Aziz’s invitation to the Marabar Caves, but Ronny immediately forbids the women to go. Ronny mentions Aziz’s unpinned collar as an example of Indians’ general inattention to detail. Mrs. Moore, tired of bickering, asks to be dropped off at home. Adela feels suddenly ashamed of telling those at the tea party of her intention to leave India. After the polo match at the club, Adela quietly tells Ronny that she has decided not to marry him. Ronny is disappointed, but he agrees to remain friends with her. Adela sees a green bird and asks Ronny what type of bird it is. Ronny does not know, which confirms Adela’s feeling that nothing in India is identifiable. Ronny and Adela begin to feel lonely and useless in their surroundings; they suddenly feel they share more similarities than differences. The Nawab Bahadur happens by and offers Ronny and Adela a ride in his automobile. Riding in the back seat, the two feel dwarfed by the dark night and expansive landscape surrounding them. Their hands accidentally touch, and they feel an animalistic thrill. The car mysteriously breaks down on a road outside the city. They all climb out and determine that the car must have hit something, probably a hyena. After a short while, Miss Derek drives past them offers them a ride back to Chandrapore. Driving back to Chandrapore, Miss Derek jokes about her employer, an Indian noblewoman. Ronny and Adela feel drawn together by their shared distaste for Miss Derek’s crass manner and for the Nawab’s polite but long-winded speeches. When Adela and Ronny arrive back at the bungalow, Adela says that she would like to marry Ronny after all. He agrees. Adela, however, immediately feels a sense of disappointment, believing she will now be labeled the same as all the other married Englishwomen in India. They go inside and tell Mrs. Moore of their plans. Adela begins to feel more pleasant, joining Ronny in poking fun at the Nawab Bahadur. When Ronny and Adela tell Mrs.  Moore of the strange car accident, the older woman shivers and claims that the car must have hit a â€Å"ghost. † Meanwhile, down in the city of Chandrapore, the Nawab Bahadur describes the accident to others. He explains that it took place near the site where he ran over and killed a drunken man nine years ago. The Nawab Bahadur insists that the dead man caused the accident that occurred this evening. Aziz is skeptical, however, and feels that Indians should not be so superstitious. Analysis: Chapters VII–VIII Though Fielding himself disregards racial boundaries, his tea party does not quite develop into a successful version of the Bridge Party. Aziz and Adela both appear overexcited during the tea, while Mrs. Moore and Professor Godbole remain withdrawn from the others’ chatter. The sudden cultural interaction carries Adela away and convinces her, almost subconsciously, that she cannot remain in India and become a wife at the club—prompting the spontaneous admission that upsets Mrs. Moore. The tea sours when Ronny arrives, though his rudeness appears only to bring out tensions that already existed. Aziz becomes grotesquely overfamiliar, Adela blames herself and Ronny, Fielding becomes annoyed, and Mrs. Moore becomes spiritually drained by Godbole’s Hindu song. The tea party is further disturbed by a disparity between what Forster calls â€Å"truth of fact† and â€Å"truth of mood. † Thus far in A Passage to India, we have seen that the Indian characters often tend to say one thing when they mean another. Forster presents this tendency as problematic only for the English, among whom words are taken at face value. Indians appear skilled at identifying the undertones—the unspoken elements—of a conversation. Indeed, we see that Aziz recognizes from tone, rather than words, that Godbole is withholding information from his description of the Marabar Caves. Moreover, when Aziz invites Mrs. Moore and Adela to his house, the â€Å"mood† of his question—his sincere feeling of goodwill and hospitality to the Englishwomen—is all that Aziz means to convey. Adela, however, takes the invitation literally and asks for Aziz’s address. The misunderstanding makes Aziz uncomfortable, as he is in fact embarrassed about the appearance of his home. Fielding, too, reacts negatively to Adela’s literal-mindedness. This disconnect between cultural uses of language is an important division between the English and Indians in the novel. Forster explores another divide between the English and Indian cultures through the idea of naming or labeling. If the English in the novel always say exactly what they mean, they also are quick to attach names or labels to objects and people around them. When Adela and Ronny sit together at the club, Adela wonders aloud what kind of bird sits on the tree above them. Ronny does not know, which depresses Adela even more; meanwhile, the narrator notes that nothing is identifiable in India, as things disappear or change before one can name them. The British in India realize that with the ability to name or label things comes power. It is for this reason that Fielding’s remark that â€Å"whites† are really â€Å"pinko-grey† upsets the men at the club: by deflating labels like â€Å"white† and â€Å"brown,† Fielding implicitly challenges the assertive naming and labeling power of the English in India. If â€Å"white† really only refers to skin tone—rather than also connoting superiority, advanced religion, technology, and morality—then â€Å"whites† have no inherent right to rule India. Adela’s conflicted view of naming or labeling constitutes a major tension within her character. On the one hand, Adela recognizes that the ability to label gives one power—or, as she might say, a purpose or place in the world. India’s resistance to identification, symbolized by the nameless green bird, challenges Adela’s sense of individuality. On the other hand, Adela realizes that being on the receiving end of a label can leave one powerless. It is for this reason that she remains resistant to marrying Ronny, knowing that she will be labeled an Englishwoman in India—a club wife—and that her behavior will be restricted accordingly. When Adela feels her individuality challenged by India’s resistance to identification, she seems more likely to turn to Ronny for marriage; yet, when she recognizes the tyranny of labels like â€Å"Englishwoman in India,† she feels reluctant to marry Ronny. We see in these chapters that the natural environment of India has a direct effect on Ronny and Adela’s engagement. As soon as Adela tells Ronny she does not want to become engaged, their surroundings begin to overwhelm them, making them feel like lonely, sensual beings who share more similarities than differences. In particular, they feel that the night sky swallows them during their ride with the Nawab Bahadur. The sky makes Ronny and Adela feel indistinct as individuals, suddenly part of a larger mass that is somehow fundamentally united. Therefore, when their hands touch accidentally in the car, both Ronny and Adela are attuned to the animalistic thrill of sensuality. Their experience under the engulfing Indian sky draws Ronny and Adela together, forcing them to assert themselves as important, distinct individuals through a commitment to each other. Furthermore, the social environment of India—the Indians who surround Ronny and Adela—contributes to this shift in perspective in the couple’s relationship, their new feeling that they are more alike than different. Specifically, Ronny and Adela feel a bond through their shared distaste for Miss Derek and the Nawab Bahadur—a bond that leads Adela to suddenly reverse her decision and renew her engagement to Ronny. In this regard, Forster implies that the union of marriage requires a third presence, against which husband and wife can define themselves as similar. Indeed, after announcing their renewed engagement, Adela shows her openness to her future with Ronny through her willingness to make fun of the Nawab Bahadur with him. While Ronny and Adela feel a sense of unity against the muddle that is India, we see Mrs. Moore grow even more spiritually attuned to the minds of Indians. First Mrs. Moore appears to be most aligned with the religious figure of Professor Godbole. Godbole’s song, in which God is called but does not come, profoundly affects Mrs. Moore, deepening her sense of separation from her Christian God. Then, when Ronny and Adela tell Mrs.  Moore of their car accident with Nawab Bahadur, the elder woman strongly feels that a ghost caused the accident. Though Ronny and Adela ignore Mrs. Moore, we learn a short while later that the Nawab Bahadur, too, suspects that a ghost caused the accident—the ghost of the drunken man that he ran over nine years ago near the same spot. While Ronny and Adela begin to segregate themselves from the social and natural landscape that surrounds them, Mrs. Moore surrenders to the overwhelming presence and mysticism she feels in India, attuning herself to a sort of collective psyche of the land she is visiting.

William Edwards Deming

Mike LaVine 12/12/12 Individual assignment 2 William Edwards Deming William Edwards Deming was an American statistician professor. He was also considered an author, consultant, and lecturer. Deming is most famous for his work done in Japan where he taught top management how to improve design, service, testing, quality, and sales through many of his unique methods. Deming made a significant contribution the Japan’s economic status for the innovation of high quality products. He is said to have the highest impact on Japanese manufacturing and business of any non-native Japanese person.Deming’s work also grew in the United States and he received the National Medal of Technology in 1987 and the Distinguished Career in Science award from the National Academy of Sciences in 1988. It is stated â€Å"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces. †Deming is well known for his Deming system of profound knowledge. Deming said all managers needed to have this system of profound knowledge and it consisted of four parts. First, was appreciation of a system; understanding the overall processes involving suppliers, producers, and customers of good and services. Second, Knowledge of variation; the range and causes of variation in quality, and se of statistical sampling in measurements. Next, the theory of knowledge; the concepts explaining knowledge and the limits of what can be known. And last, knowledge of psychology; concepts of human nature. One need not be eminent in any part nor in all four parts in order to understand it and to apply it. † â€Å"Once the individual understands the system of profound knowledge, he will apply its principles i n every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to,† says Deming. It is said the first thing that has to happen in this system is the person must be transformed. Once the person is transformed, he will see new meaning in his life. The individual will set a good example, be a good listener and teach others.Deming is also famous for his work in creating the 14 points for management. The System of Profound Knowledge is the basis for application of Deming's famous 14 Points for Management. These principles allowed managers to achieve a better understanding of how to transform business effectiveness. The 14 points were released for the first time in his book, Out of the Crisis. These 14 points are, 1. â€Å"Create constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business and to provide jobs. . Adopt the new ph ilosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. 3. Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place. 4. End the practice of awarding business on the basis of a price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust. 5.Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership (see Point 12 and Ch. 8 of â€Å"Out of the Crisis†). The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. 8. Drive out fear, so that everyone m ay work effectively for the company. (See Ch. 3 of â€Å"Out of the Crisis†) 9. Break down barriers between departments.People in research, design, sales, and production must work as a team, in order to foresee problems of production and usage that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. 11. a. Eliminate work standards (quotas) on the factory floor. Substitute with leadership. b. Eliminate management by objective.Eliminate management by numbers and numerical goals. Instead substitute with leadership. 12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to qua lity. b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objectives 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation.The transformation is everybody's job. † I fully agree with Deming’s teachings. I believe the system of profound knowledge is very effective system in engaging all aspects of an organization. It takes into account suppliers, producers and consumers and how they are all interrelated and increases flexibility. I believe Deming’s key principles involve every aspect of the organization to improve output and workmanship as well as working conditions, this includes minimizing total cost for employees, improves management for employees, creates a better working environment, and improves output.As a manager, I would use the 14 key principle points in bettering the working environment for employees. It would allow me to better take on leadership and change in the organization, help to minimize total cost and move into long term relationships with other organizations, influence more training on the job to improve productivity, supervise to help people do a better job, and work as a team with other departments to increase company productivity. I have learned that transformation is everybody’s job and it would give me a whole different outlook as a manager.References Deming, W. Edwards. â€Å"Those Lean Years at Wyoming U. † (2011). Retrieved November 24, 2012, from http://deming. org/index. cfm? content=63 McInnis, D. (2011). W. Edwards Deming of Powell, wyo. : The man who helped shape the world. Retrieved November 24/2012 from http://www. wyohistory. org/encyclopedia/w-edwards-deming Madison, J. (n. d. ). Ed Deming A Pioneer and Prophet of Total Quality Management. Retrieved November 25, 2 012, from http://www. stfrancis. edu/content/ba/stuwebs/biograph/deming2. htm.