Interpersonal Conflict :: Human Resource Management

Hocker (1991) defined fight and specific each(prenominal)y interpersonal strife as an expressed endeavor involving a minimum of two interdependent individuals who have incompatible goals, scarce resources, and they perceive obstruction from the other party in achieving their goals. Hockers definition of skirmish is criticized for its ambiguity. Rather than being a source of incompatible goals, conflict is caused by incompatible positions. When the term power is used in connection with communications betwixt opponents, it is understood to mean the ability to control some other individuals behavior (Burgoon & Dunbar, 2006). Individual perception is an important key concept to disposition the origin of conflict between parties. Conflict has also been de-fined as a breakdown in the standard mechanisms of decision-making so that an individual or group experiences trouble in selecting an action alternative March and Simon (1993). Jehn and Mannix (2001) described conflict of an interpersonal nature as a recognition shared by two large number in a dispute that they have irreconcilable needs, incompatible goals, and incongruity. During group situations, conflict frequently manifests itself when members of the group express opposing opinions and goals (Eisenhardt & Schoonhoven, 1990). Research by Amason (1996) revealed that conflict manifests itself in a groups decision-making processes in spite of everyone in the group sharing the same goals. Amason (1996) and later Jehn (1999) theorized the reason for this disconnect was due to from each one person in the group having their own unique perspectives, varying levels of knowledge, and different life experiences that created an environment ripe for the collision of values. Interpersonal conflict is viewed by a vast majority of people as dysfunctional and costly to companies because of the time and money spent on conflict resolution strategies. Furthermore, many believe conflict stifles perfor mance, reduces group cohesion, and it ultimately hinders the process of decision-making (Gladstein, 1984). Language also ascribes negative attributes to the word conflict. Typically, dysfunctional be-haviors whether they are verbal or physical like disputes, quarrels or hostilities -- all are associated with the word conflict. With the word conflict being used in great abundance globally to describe

The Match - Original Writing :: Papers

The Match - Original Writing Drums beating, hearts racing, sweat dripping. cardinal men with their countries hopes on their shoulders, one coach egging them on, one manager with a nervous tick and four subs desperate to get a game, all anticipating the close ninety minutes. Tips and tactics came from the coach, demanding they win the game. This is the biggest game of your lives And many would agree being the World Cup Final and all, but for one player, number 5, Jamie Lloyd, there was something else worthy concentrating on. He sat with his operate in his hands, crucial advice washing over him, he could hear voices but he wasnt listening to a word. His head was spinning, different things whizzed around his mind, and nothing made

The Justification of Science :: Science Scientific Racism Physiognomy Essays

The Justification of ScienceWhat does the average person think when they hear that an idea is supported by science? Often, it makes people assume that this idea must be objectively true, and will necessarily be more right than a theory that doesnt have the backing of science. While in many cases, objective science really does produce better results than mere conjecture, there have also been influential movements in history that were justified by science, but which we see today as unjustifiable. These include biometrical methods like phrenology and craniology, the empirical definitions of racial difference in the nineteenth century, and the scientifically racist ideology of the Nazis, among many others. In many of these situations, biology has been used to support conceptions that were already accepted in the society of the time. However, they seemed stronger with scientific support, correct if the scientific support was weak enough that it was eventually proven to be untrue. Co nsidering this, why were these scientific conclusions seen as objective when, with the benefit of hindsight, it is clear that they were not? Additionally, why did the supporters of these ideologies want to use science as support? If science were seen as merely a collection of useless knowledge, it would not have been relied upon in the mood that it was, so it is clear that the scientific method was trusted to add some additional level of truth to the given conclusions. The interactions between these systems of classifying groups of people, their scientific support, and society in general tell us many things about science and about people.Physiognomy and PhrenologyThe earliest versions of biological classification are found in the link up disciplines of physiognomy and phrenology. Physiognomy, the science of reading a persons character based on facial characteristics, was popularized by Johann Caspar Lavater in the late 18th century. His Essays on Physiognomy, widely read thro ughout Europe for many decades, gave a newly scientific justification to an idea that had been present in popular thought since ancient Greece. There, Aristotle recorded observing that certain physical traits in people are often linked to distinctive personality traits, and Pythagoras is said to have selected students for his classes based on who looked to have potential (Mainwaring 1980). As this concept reached the 18th century, it was given the explanation that God makes a connection between a persons side of meat and their inner state.

Anabolic Steroid Use by Athletes Essays -- Steroid Use Among Athletes

In the 1988 Summer Olympics, an unbelievable feat occurred. The feat happened during one of the premiere events, the 100 molar concentration dash. The event was set up to be a great race between Carl Lewis of the United States and Ben Johnson of Canada. This did not happen. Ben Johnson blew away the field running a 9.79, a being record. Carl Lewis finished a distant second with a 9.88 (Ben Johnson). That is not the end of the story. Later on, the runners had to take a urinalysis. All of the runners passed but one, Ben Johnson. He time-tested positive for anabolic steroid use. It was later discovered that hed been using steroids for several years. He was striped of his gold medal and his world record. Carl Lewis was given the gold and the world record (Ben Johnson). In the many years since this incident, no one has come close to Ben Johnsons time. The next fastest that has ever been ran was a 9.84 by fellow Canadian Donovan Bailey in the 1996 Summer Olympics. Steroids definitely enabled Ben Johnson to reach a new level that others containnt. Steroids are used as much in sports now as they have ever been in the past, even with stricter testing and knowledge of the harmful side effects. Olympians are especially prone to use these drugs because of the great pressure put on these athletes, but it is becoming wide spread through all sports. For the most part, the athletes get away with steroid use because of new technologies and using patterns which make the steroids unseeable to the tests. There are three main classifications of drugs in athletics. The first class is performance continuance drugs, which is the only accepted class in athletics. This class contains such(prenominal) drugs as aspirin, ibuprofen, and asthma inhalers. The se... ...com/enw/eae3a/babine3.htm. March 12, 1998. BIG Sport. on-line. Available http//www.bigsport.com/main.shtml. March 23, 1998 Elliot, Diane. Intervention and Prevention of Steroid use in Adolescents. The American Journal of Sports Medicine 24 Nov-Dec 1996 46. NIDA Research Report Series. On-line. Available http//www.nida.nih.gov/ResearchReports/Steroids/Anabolic.html. March 16, 1998. Nnakwe, Nweze. Anabolic Steroids and Cardiovascular Risk in Athletes. Nutrition Today Sep-Oct 1996 206. Prather, Irvine D. Clenbuterol substitute for anbolic steroids? Medicine and Science in Sports 27 Aug. 1995 1118. The Steroid Bible. On-line. Available http//www.anabolicsteroids.com. March 26, 1998. The use of Anabolic/Androgenic Steroids by Athletes. On-line. Available http//www.medstudents.br/sport/sport2.html. March 26 1998.

Windows Server Essay -- Computers Software Essays

Windows ServerThere ar some key differences between Windows DNS Services legions and non-Windows DNS server appliances in the areas of AD integration and security. For example, some non-Windows DNS server appliances lack complete AD integration features. Conversely, Windows DNS Service servers dont support encrypted zone transfer and update features like some non-Windows DNS server appliances do. (ref DNS server appliances)One coin bank use any DNS service. Active Directory requires that the DNS support dynamic updates via RFC 2136 Windows 2000 has the advantage of being the only one that does it out of the boxThose environments that already have Internet domains and DNS servers on their networks have two options.Either replace their existing DNS servers with Windows 2000 boxes or create a new internal domain to host the AD. For example, if your company is called WidgetCo, and all your internal servers are TCP/IP hosts on widgetco.com, you either need to create a sub-domain called ad.widgetco.com or you need to create something like widgetco.net, as one of my associates had to do at a large Manhattan-based international law firm. Its possible to break Unix DNS servers like BIND (Berkeley Internet Name Daemon) support Windows 2000 dynamic DNS, but its a smaller tricky. Microsoft TechNets white paper on Windows 2000 DNS provides information on getting your non-MS DNS to comply with RFC 2136. Chances are youll need to upgrade your Unix server to the latest version of BIND, version 8.2, to make it work. Creating an entirely new domain may be less of a headache. (ref How Microsoft went wrong with Active Directory)When Microsoft started to talk about AD and ADs DNS integration, the company said AD would operate with any DNS implementation that is compatible with the standards for dynamic DNS. DDNS is a key piece of the AD model. As the development of AD progressed, Microsoft downplayed the support for non-Win2K DNS servers. At press out time, Microsoft claimed that Win2K will be compatible with UNIXs Berkeley Internet Name Domain (BIND) 8.2, but to fully utilize ADs features, you will need to use Win2Ks DNS.UNIX advocates believe that NT isnt stable profuse to provide the 24 X 7 service that DNS services require and that the Microsoft DNS implementations arent sufficiently compatible with the open-source UNIX standards. Win2K and NT advo... ... Native Mode? When a domain is scratch line installed, it is in mixed mode. The mode of operation can be changed from mixed mode to inbred, but this is not reversible. In native mode, Windows NT 4.0 Domain Controllers cannot participate in the domain.(ref Step by step guide)Changing the Domain ModeWindows 2000 domains operate in one of two modesMixed Mode. Allows domain controllers running both Windows 2000 and former versions of Windows NT Server to co-exist in the domain. In mixed mode, the domain features from previous versions of Windows NT Server are still enabled, while some Windows 2000 features are disabled. You can change to native mode after making sure all domain controllers in your domain are running Windows 2000 Server.4.Your organisation contains four geographic locations connected via late links. Currently all locations belong to the one Domain with a number of domain controllers all located at one site. Users are complaining of subdued authentication and access to AD information. Describe 2 different options you could consider to improve the performance of the Domain. Recommend one of the options providing reasons for your choice.

Windows Server Essay -- Computers Software Essays

Windows ServerThere ar some key differences between Windows DNS Services bonifaces and non-Windows DNS server appliances in the areas of AD integration and security. For example, some non-Windows DNS server appliances lack complete AD integration features. Conversely, Windows DNS Service servers dont support encrypted z nonpareil transfer and update features like some non-Windows DNS server appliances do. (ref DNS server appliances)One cant use of goods and services any DNS service. Active Directory requires that the DNS support high-powered updates via RFC 2136 Windows 2000 has the advantage of being the only one that does it out of the boxThose environments that already have Internet solid grounds and DNS servers on their networks have two options.Either replace their existing DNS servers with Windows 2000 boxes or create a new internal domain to host the AD. For example, if your fellowship is called WidgetCo, and all your internal servers are TCP/IP hosts on widgetco.com, yo u either need to create a sub-domain called ad.widgetco.com or you need to create something like widgetco.net, as one of my associates had to do at a large Manhattan-based international law firm. Its possible to make Unix DNS servers like BIND (Berkeley Internet Name Daemon) support Windows 2000 dynamic DNS, but its a little tricky. Microsoft TechNets white paper on Windows 2000 DNS provides information on getting your non-MS DNS to comply with RFC 2136. Chances are youll need to upgrade your Unix server to the up-to-the-minute version of BIND, version 8.2, to make it work. Creating an entirely new domain may be less of a headache. (ref How Microsoft went wrong with Active Directory)When Microsoft started to talk about AD and ADs DNS integration, the company said AD would operate with any DNS implementation that is compatible with the standards for dynamic DNS. DDNS is a key piece of the AD model. As the development of AD progressed, Microsoft downplayed the support for non-Win2K D NS servers. At press time, Microsoft claimed that Win2K will be compatible with UNIXs Berkeley Internet Name Domain (BIND) 8.2, but to fully utilize ADs features, you will need to use Win2Ks DNS.UNIX advocates believe that NT isnt stable enough to provide the 24 X 7 service that DNS services require and that the Microsoft DNS implementations arent sufficiently compatible with the open-source UNIX standards. Win2K and NT advo... ... Native stylus? When a domain is first installed, it is in mixed mode. The mode of operation can be changed from mixed mode to innate, but this is not reversible. In native mode, Windows NT 4.0 Domain Controllers cannot participate in the domain.(ref Step by step guide)Changing the Domain ModeWindows 2000 domains operate in one of two modesMixed Mode. Allows domain controllers running both Windows 2000 and earlier versions of Windows NT Server to co-exist in the domain. In mixed mode, the domain features from previous versions of Windows NT Server are s till enabled, while some Windows 2000 features are disabled. You can change to native mode after making sure all domain controllers in your domain are running Windows 2000 Server.4.Your organisation contains quaternity geographic locations connected via slow links. Currently all locations belong to the one Domain with a number of domain controllers all located at one site. Users are complaining of slow authentication and access to AD information. Describe 2 different options you could consider to improve the performance of the Domain. Recommend one of the options providing reasons for your choice.

Pricing policies Essay

1. In making promises that be not guaranteed by third parties and in imposing penalties that are not enforced by third parties, only of the following are credibility-enhancing mechanisms except2. Essential components of a game include every last(predicate) of the following except3. A key to analyzing subgame perfect equilibrium schema in sequential games is 4. When airlines post prices on an electronic bulletin board at 800 a.m. each morning, the decision-makers are engaged in5. Credible promises and hostage mechanisms can support a continuous stream of cooperative exchanges except when6. Firms that have a cover charge for their customers and charge for each item they purchase as well are exhibiting7. The segmenting of customers into several small groups such as household, institutional, commercial, and industrial users, and establishing a different rate schedule for each group is cognize as8. Vacation tours to Europe invariably package visits to disparate regions cities, mou ntains, and the seaside. Bundling, a type of second degree price discrimination, is most profitable when9. Which of the following set policies best identifies when a product should be expanded, maintained, or discontinued?10. ____ is a new product pricing strategy which results in a high initial product price. This price is reduced over time as demand at the higher price is satisfied.11. Which of the following is not among the functions of contract?12. Mac trucks and their dealers would in all likelihood have an organizational form of13. Contracts are distinguished from tactical alliances by which of the following characteristics14. Which of the following are not approaches to resolving the principal-agent problem?15. When retail motorcycle dealers advertise and perform warranty repairs but do not deliver the personal selling message that Schwinn has designed as part of the marketing intent but cannot observe at less than prohibitive cost, the manufacturer has encountered a prob lem of ____.16. ____ occurs whenever a third party receives or bears cost arising from an economic movement in which the individual (or group) is not a direct participant.17. The antitrust laws regulate all of the following business decisions except ____.18. The sentiment for increased deregulation in the late 1970s and early 1980s has been felt most significantly in the price regulation of 19. The Herfindahl-Hirschman index (also shortened to just the Herfindahl index) is a rate of20. The lower the barriers to entry and exit, the more nearly a market structure fits the ____ market model.21. If the acceptance of Project A makes it impossible to accept Project B, these projects are22. Cost-benefit analysis is the public sector counterpart to ____ used in private, profit-oriented firms.23. The weights used in calculating the firms weighted-average cost of capital are mate to the proportion of debt and equity ____.24. In order to help assure that all relevant factors will be conside red, the capital-expenditure selection process should include the following stairs except25. The social rate of discount is best approximated by1. Theoretically, in a long-run cost function2. The degree of operating leverage is correspond to the ____ change in ____ divided by the ____ change in ____.3. Which of the following is not an assumption of the linear breakeven model4. In the linear breakeven model, the breakeven sales al-Quran (in dollars) can be found by multiplying the breakeven sales volume (in units) by5. In the linear breakeven model, the difference between selling price per unit and inconsistent cost per unit is referred to as6. The short-run cost function is7. The problems of asymmetric information exchange arise ultimately because8. A firm in sublimate competition would shut down when9. An experience good is one that10. In the purely competitive case, marginal revenue (MR) is equal to11. If price exceeds average costs under pure competition, ____ firms will ente r the perseverance, supply will ____, and price will be driven ____.12. Buyers anticipate that the temporary warehouse seller of unbranded computer equipment will13. What is the profit maximization point for a firm in a purely competitive environment?14. The practice by prognosticate companies of charging lower long-distance rates at night than during the day is an example of15. The demand curve facing the firm in ____ is the same as the industry demand curve.16. Declining cost industries17. Of the following, which is not an economic rationale for public utility regulation?18. When the cross elasticity of demand between one product and all other products is low, one is generally referring to a(n) ____ situation.19. Regulatory agencies engage in all of the following activities except _______.20. Barometric price leadership exists when21. A cartel is a situation where firms in the industry22. The existence of a kinked demand curve under oligopoly conditions may result in23. Some ind ustries that have rigid prices. In those industries, we tend to24. If a cartel seeks to maximize profits, the market share (or quota) for each firm should be set at a level such that the ____ of all firms is identical.25. A(n) ____ is characterized by a relatively small number of firms producing a product.

He Nine Steps O the Accounting Cycle

The nine steps of the accounting cycle are You must collect and analyze all transactions. It will determine the force out of their financial position in the business. The equations must eternal sleep once the transactions are recorded. Journalize the transactions in the general ledger, which should be organized by the circumstantial account. This should happen at least once a month. The next step is to post to the ledger accounts, this should be step 3 in the accounting process.Prepare a Trial Balance to make sure the process of totaling debits and credits to make sure the sum of debits equals the sum of credits, check to make sure both columns balance out. Journalize and Post Adjusting Entries Use entries that are adjusted deferrals and accruals. And adjust entries that are made from the companys worksheet, an accounting tool prepared at the kibosh of each period. Make facility to the Adjusted Trial Balance, This is a sheet used to verify the balance of debits and credits after the adjusting entries are made in the accounting cycle.Prepare Financial Statements. at once all adjustments are done, the final trial balance will be used to prepare income statement and balance sheet. Post the Closing Entries and Journalize, and at the end of a fiscal period you must close the temporary accounts. Prepare a post-closing trial balance to make sure that all revenue and cost accounts are already closed, and check the debit and credit balances of all the balance sheet accounts. www. accountingverse. com/accounting-basics/accounting

Developing Multichannel Strategy

turn Multi- rail line Strategy Dr Stan Maklan and Dr Hugh Wilson Cran r severally Customer perplexity fabrication in collaboration with IBM rail line Consulting realize Contents A strategic get to gives 1 carry d atomic flesh 53 overview. 2 sh come forth 1 Identify problems and opportunities.. 4 Cost decline. alter client project 4 Improved access 5 tonicitys 2 and 3 modern and future render analysis .. 6 Define the selling context . 6 gross revenue heterogeneousness matrix Product insurance coverage correspond current and future enjoin 8 construct alternate preemptalise fibrils 10 Step 4 Assess public-service corporation(a)s and choose 13 Channel curves how nodes value alternatives .. 13 Cost analysis . 4 Prioritisation matrix .. 15 Step 5 effectuation. 18 Metrics 18 Testing forward-looking rut chains. 19 Customer research can non predict outcomes . 9 Experimental figure helps 19 Roll out.. 20 People essential support tonic ways of w orkings.. 20 guidance, not technology, guides lineage aim 21 analysis comments . 3 Step 1 Identify the nature of the problem or prospect .. 23 Step 2 Conduct a current evince analysis .. 23 Step 3 Create a future state Product reporting purpose . 23 Step 4 prize emf sweet direct chains . 23 Step 5 Pilot precession new remove chains and roll out productive pilots. 3 Appendix 1 Directional policy matrix .. 24 1 Cran national Customer Management Forum in collaboration with IBM Business Consulting dos human bodys bit 1 Process Overview .. 2 encounter 2 Analysis and Generating Alternatives .. 6 epitome 3 Sales Complexity Factors and Weightings . 7 Figure 4 Sales Complexity Score .. Figure 5 Current Coverage Map IT Services Provider . 9 Figure 6 Redrawn Coverage Map (Future). 10 Figure 7 Current celestial orbit Sales Led Combinations.. 11 Figure 8 Alternate Channel Chain .. 12 Figure 9 Channel Curve .. 13 Figure 10 Cost Comparison Field Only versus Multi-Channel 1 4 Figure 11 Prioritisation ground substance 6 Figure 12 Example of Prioritisation Matrix.. 17 Figure 13 Directional Policy Matrix. 24 2 Developing multi-channel schema A strategic approach to conduct Distribution and channel-to-market system phthisisd to be an afterthought for almost marketers. Once the difficult judgements about product range, price and advancement were made, channel schema was determined by objective economic and logistic factors, such as minimum install size and shipping be.The internet, coupled with a proliferation of complex global supply chains, has elevated channel choice to the pantheon of critical marketing issues. Customers make channel choices alongside their product- attend choices and expect suppliers to offer gross sales, marketing and attend across multiple conduct online, telephone and physical presence. Offering all channel choices to all nodes across all products and services is too costly for most companies. For many companies, channel scheme is straightaway every bit as critical to their success, as argon brand and product range policies.Companies must now determine how to serve contrastive clients through with(predicate) a combination of channels that foregathers client contains at a competitive cost. The strategic marketer wants to fall the discussion of channel dodge beyond distribution costs and efficient order sizes by determining how channel outline creates product-service innovations, reduces cost and betters customer loyalty. A successful channel strategy delivers differentiated solutions to different customer segments whilst meeting the marketing, sales and service requirements particular to individually productservice.Balancing the needs of customers and the characteristics of individual products and services, identifying trade-offs, identifiable costs to be borne by each channel and creating customer value through channel innovation atomic number 18 the marketing challenges companies face. 1 Developing multi-channel strategy Process overview Channel strategy typically develops in an ad-hoc manner. Analysing a telephoners channel policies is sometimes akin to an archaeological expedition one digs through time discovering layers of historical decisions, sales partnerships and customer act ups.We believe that there is great benefit for most companies in treating channel strategy discipline as a outgrowth. Just as strategic marketing planning revolutionised the way marketing plans were real, a systematic approach to channels bequeath improve companies chances of accomplishing their strategic channel objectives. We brook developed a booming exercise framework to help marketers meet these channel challenges (Figure 1). Figure 1 Process Overview Step 1 problem Opportunity Step 2 Current State Analysis Step 3 Future State Analysis Step 4 Choose Step 5 Implement Cost Experience AccessMarketing Context Channel Coverage Maps Channel Chain Development Channel Cu rve Prioritisation Matrix Customer arrive People Metrics Step 1 Identify problems and opportunities The process begins with the organisation identifying problems and or opportunities. We categorise these into three types cost reduction, improvement of customer go across and improve customer access. Often companies are faced with a need to do a combination of these three. Steps 2 & 3 Current and future state analysis These stages make extensive use of tools developed by the Cran bailiwick Customer Management Forum.Step 2 begins with traditional market place analysis identification of customer segments and priority product (service) offers. These offers and customer segments are grouped in a channel coverage map current and future. The map identifies logical bundles or groups of solutions and customers which stamp the tiptopr for cultivation of separate channel chains, combinations of channels that serve the customer at each point in the purchase and service process. Step 4 Choose Evaluates each channel chain for its cost and ability to generate customer value.The latter is estimated through channel curves, a research based proficiency that evaluates customer preference for each channel at each point in the purchase and service process. Finally, a prioritisation matrix is developed that identifies the most strategic channel investments to be made. 2 Developing multi-channel strategy Step 5 Implement Implementation is a critical element of channel marketing. Channel innovation is challenging for organisations because of the people issues involved customers and sales people.This section of the report expands the importance of test marketing channel innovation, aligning compensation plans to desired demeanor and ensuring the new channel system is able to learn from customer experience, and adapt as it is rolled out. 3 Developing multi-channel strategy Step 1 Identify problems and opportunities on that point are a limited hail of famous examples of reinventing industries through channel innovation E-Bay and Amazon spring to mind immediately. Those companies started from the sporting sheet of wallpaper or the third process stage of the above model.The firms participating in our collaborative research project are all effected players in their markets with existing channel structures. They may be responding to down(p) cost, internet pure play competitors. For established companies embarking on channel strategy development, it is worthwhile to engage senior focussing in a discussion about the objectives of channel policies. Our experience suggests that it is useful to frame the discussion just about a limited reckon of strategic objectives cost reduction, improve customer experience and break dance customer access to the company (e. g. overage). Cost reduction Cost reduction is self explanatory. Many established firms face the gibe challenges of customers expecting their traditional private (expensive) sales and servic e whilst testamenting to pay only at prices charged by new competitors operating, for example, only via the internet. BTs Major Business unit, dedicated to serving its largest customers, faced just such a challenge. Traditional telephony revenues were flat or declining as costs fell end-to-end the industry. result was generated through increased sales of IT related solutions such as routers and servers.Margins are lower in IT versus telephony and the channel norm was different indirect channels and self service over the internet. BT could not profitably compete in the new areas whilst retaining its channel structure and cost. By allocating sales tasks sensibly amongst theme sales, desk based sales and the internet, BT reduced costs as a percentage of revenue through channel strategy whilst increasing market coverage. Improved customer experience Improved customer experience is linked with customer retention and increased recommendation.Companies normally amount key indicators of their customer processes (e. g. telephone answering, round orders on time, resolution of customer problem with first phone call) to illustrate the efficiency of their customer management but they measure their effectiveness with customer satisfaction scores. in that location are very a couple of(prenominal) executives today that fail to espouse their need for improved customer satisfaction this is rapidly becoming the motherhood and apple pie of boardroom conversation. But up(p) customer experience normally entails costs break-dance people, better systems, much(prenominal) capacity.Of course, every company wants improved customer experience at lower cost per customer, but this is rarely possible. Often the strategy is to instigate 4 Developing multi-channel strategy self ordering and service online and convincing oneself that customers truly prefer this experience. This is not always true, nor is measuring customer satisfaction always instructive. Increased customer satisfaction does not necessarily change customers buying conduct and customers defect to competitors for different reasons than they remain loyal. The message is clear.Customer experience is an essential part of marketing and customer retention, particularly in the services sectors. But companies cannot invest on the basis of more(prenominal)(prenominal) is better. Companies need to understand how customers value each element of the package of benefits they receive and how they make trade offs between them how much experience would a customer sacrifice for lower prices online? How will improved customer experience pebibyte to business outcomes? Lands dismiss, a successful spot order clothing retailer, embraced the internet early on.It understood conveying clothes to people not able to try them on in a shop, so the addition of the online channel to its traditional telephone-catalogue one, was not too difficult. It uses the internet to endure and enhance its customer experienc e by providing complementary services. For example, one can design and dress up a virtual face-to-face model to sample clothing virtually. Nonetheless, Lands End displays prominently its toll free number so that online customers can immediately access helpful call centre staff.It also offers real time chat and personal assistance. Lands Ends investment in the online channel was not justified by reduced call centre costs it is there to depict a better customer experience. Improved access Finally, improving customers access to your products and services is a basic tenet of good business and a traditional channel strategy objective. With new technology, companies can offer unprecedented access to sales, service and customer data ubiquitously. Companies can now access customer segments hitherto unreachable or unprofitable to serve.BTs Major Business Units channel innovations not only reduced its costs, but allowed BT to increase account penetration. For example, a BT identify Direct or might negotiate the right-hand(a) to lead astray leased lines (typically low value items) to each branch of a national financial services company. Whilst the deal is negotiated with the customers encephalon office, it is sold branch by branch with a desk-based telephone channel. Previously, the Account Director would have had to organise field sales people to call on each branch uneconomical. Improved access increased sales.Many estate agents offer online services to improve customer access to their databases of properties and, more importantly, improve access to updates in property details. Whereas, previously, potential buyers would need to call agents regularly and receive posted updates of properties, changes in prices or competing bids, now they can be notified online or via SMS messages. 5 Developing multi-channel strategy Steps 2 and 3 Current and future state analysis Strategic alternatives can be developed through analysis of current channel combinations and generat ing imaginative new ones.See Figure 2. The tools used for analysing the current state and determining the future state are self analogous(a) so these steps are discussed together. Figure 2 Analysis and Generating Alternatives Define the Market Context Define the market Determine customer segments Determine product-service priorities regress Channel Strategy Alternatives Sales complexity Matrix -product complexity and customer value 2. Product coverage map -current state analysis 4. Generate alternative channel chains 3.Future coverage map Create productcustomer combinations Define the marketing context Whilst the focus of this paper is channel strategy, the framework illustrates that channel strategy should be considered in the context of the companys product (service) strategy. The salient aspects are Agreeing the market definition as consumers or end customers would define it. Mapping the precipitate of goods and services through to the end customer to determine who buys what from whom. Segmenting the market into distinct, needs based customer segments.Setting appropriate investment strategies for each productservice market on the basis of your competitiveness in the market and the markets inherent prepossessingness. Normally, this is through with the Directional Policy Matrix, a strategic marketing planning tool draw in Appendix 1. The market context illustrates the major market segments and the strength of existing distribution ne bothrks from suppliers through intermediaries (hereafter the channel chain). It also determines the priority productsservices for channel investment. It provides the necessary background 6Developing multi-channel strategy data for analysing current channel policy and generating alternatives for the future. Sales complexity matrix The first step in the analysis of the current state is to determine the sales complexity for each of the priority offers (combinations of product and or service) determined above. The more comp lex a product (service) is to sale and service, the more complex, personal and interactive the effort required by the company. Conversely, buying low cost, low risk, easy to configure products can oft be done directly by customers online.Most often a sale, even for complex solutions, is made through a combination of channels, but one channel is designated as the lead or prime channel. Sales complexity is one of devil prime determinants of the dominant channel the other is how important the customer. Sales complexity can be estimated as a weighted average of scores for each of the key components of sales complexity. Let us learn the shift of an IT service provider. It provides three types of services computer installation, physical body of sales and marketing software program applications and marketing consulting.Under each of these three service headings there are three to five more specific service offers. For example, the software configuration services comprise the installa tion of complex front office solutions, databases, data mining tools, sales force automation systems and simple contact management systems. The company determines factors that comprise sales complexity and then determines a weighting for each factor to arrive at the following list and weightings (Figure 3) Figure 3 Sales Complexity Factors and Weightings Complexity FactorOrder size the bigger the order, the more complex Limited customer knowledge of the product or service less customer knowledge creates more complexity Length of the sales cycle long sales cycles increase complexity Difficulty configuring installing the more difficult to configure, the more complex the sale Training the greater the requirement to train customers in the use of the application/equipment, the more complex After sales service the more service required, the more complex the sale Weighting .15 . 25 . 10 . 20 . 20 . 10Against each of the services offered, the company scores each of the complexity fac tors from one to ten in order to create a weighted average score for each line of service (Figure 4). 7 Developing multi-channel strategy Figure 4 Sales Complexity Score Order size Limited Customer knowledge Sales cycle Configuration Training Service Sales Complexity Score Weighting Application Configuration Front Office Database Data excavation Tools Sales Force Automation clashing Management Hardware Deployment Desktop Mobile phone PDA laptop Consulting Service DB management Sales Network Customer strategy 0. 5 10 7 3 5 2 8 6 4 7 5 5 3 0. 25 7 6 9 5 2 2 5 7 3 5 7 10 0. 1 7 6 3 5 2 2 5 7 2 7 7 7 0. 2 7 9 5 7 2 3 6 7 3 8 8 6 0. 2 7 8 9 6 2 3 4 5 3 6 6 NA 0. 1 4 3 5 4 2 3 4 4 4 7 7 NA 7. 15 6. 85 6. 3 5. 5 2 3. 4 5. 05 5. 85 3. 6 6. 2 6. 7 7. 3 Product coverage map current and future state The product coverage map identifies how we wish to reach our customers as a function of the complexity of the product-services that we sell to them and the attractiveness of the customer. It det ermines the lead channel for combinations of customer segments and product-services from the perspective of the companys strategy.The customer perspective is developed in the next phase (channel chains) and overlaid onto the coverage map to provide a balance between company and customer agendas. The coverage map is constructed sequentially from the following Sales complexity scores on agreed dimensions to generate a continuum from simple to highly complex. The products and services considered in this phase are normally those identified as important from the Directional Policy Matrix. Major customer segments ideally defined in the first stage (Marketing Context). Developing ontiguous blocks of customer-complexity service space. The company in this example identifies its priority customer segments from the market context and they are listed below in reverse order Owner managed businesses Mid sized retail financial services providers Large professional services companies Figure 5 illustrates two axes of the coverage map (1) customer segments (prioritised) and (2) product-services ranked in order of complexity. 8 Developing multi-channel strategy The middle of the matrix describes how the company sells each productservice to each customer.These are, in order of INCREASING cost customer self-service on the net (I), desk-based sales conducted by telephone (T), distribution partners (D)1, and field-based account managers (FS). Figure 5 Current Coverage Map IT Services Provider High Complexity product-service Sales Force Automation Appl. Low Complexity product-service Consumer Strategy Owner Managed Businesses Medium sell Financial Services Large Professional Services Front Office Application Database Application Sales Data Mining Network Mgt Tools Database Mgt PDA Deployment Laptop Deployment Desktop Deployment Contact Mgt Application FS FS T I I FS D FSD D T FS D FS I T I D FS T T I FS FS D D T T FS FS FS FS FS I = self service over the internet, T = Deskba sed account managers D = Third troupe distribution partners FS = Field sales account management There are unequivocal anomalies in the coverage map illustrated in Figure 5. Expensive field account managers sell some very simple products-services perhaps there is a culture that an account manager handles atomic number 6% of the customers requirements. Distributors sell the companys complex database applications and sales networks to very large companies for historical reasons does the company lack sales expertise in these areas?However, the distributors may dis-intermediate the company and take determine of key accounts, so is this a wise policy? To owner managed businesses, some of these complex services are sold via the internet which has a low success probability. Even nigglinger, owner managed businesses need some help to understand these services. Figure 6 illustrates how the company assigned a lead channel for each product-service and customer segment combination to refle ct the selling demands of the product-service and the size of the sales opportunity.These new contiguous blocks of customer-solution become the unit of analysis for the next stage of the process twist combinations of channels to serve each block (channel chains). Such distribution partners are often known in the IT industry as VARs or take account Added Resellers. They are often small to medium sized IT services firms that provide specialist industry or application expertise. 1 9 Developing multi-channel strategy Figure 6 Redrawn Coverage Map (Future) High Complexity product-service Low Complexity product-service Sales Force PDA Automation Laptop Desktop Contact Mgt Deployment Appl.Deployment Deployment Application Consumer Strategy Owner Managed Businesses Medium Retail Financial Services Large Professional Services Front Office Database Sales Data Mining Application Application Network Mgt Tools Database Mgt D D D D T T T T I I I FS FS FS D D D T T T T I FS FS FS FS FS FS T T T T I I = self service over the internet, T = Deskbased account managers D = Third party distribution partners FS = Field sales account management The redrawn coverage map focuses vital field sales resources on selling large, complex solutions to the biggest, priority customer segment.Distributors sell large, complex solutions to smaller, lower priority segments. Desk-based sales teams handle the middle ground broken complexity across customer segments. Self service over the internet is reserved for the simple products-services and lower priority customers who are considered to buy largely on price and for whom a lower cost sales model is needed in order to be competitive. This exercise puts some structure on the channel strategy but it is not realistic in the modern world for one channel to manage an opportunity through the sales and service cycle.Whilst the company now has a lead channel for each opportunity, it needs to build secondary channels to reflect customer segment prefere nces and manage scarce resources optimally. Building alternate channel chains The channel chain maps out how we can reach the contiguous groups identified in the redrawn product coverage map. If the product coverage map allows the company to find a rationale for how it wishes to serve customers, the channel chain analysis encourages the company to think about creating customer value through channel innovation.Different customers have different needs for information, counselling and support at different stages of the sales, service and customer development cycle. For reasons of simplicity and accountability, many companies insist that one person (or team) take complete responsibility for all communications with a customer at all stages of the cycle. This may be a luxury few firms can afford today. Additionally, many customers wish to supplement their traditional customer managers with immediate answers online whilst their account manager is otherwise occupied.Failure to provide a mix of channels can frustrate clients and drain valuable business development from account managers. Channel chains allow companies to think notionally about how to engage with a customer in the manner most 10 Developing multi-channel strategy wanted by the customer whilst allocating customer management resources optimally. Figure 6 identifies quad contiguous blocks of channel lead and productservice solution field sales, distributor, desk-based and internet.Each of these blocks should be analysed further to create business rules for the management of opportunities through the sales, service and customer development cycle. Figure 7 illustrates the current channel chain for the contiguous block of selling complex applications to large customers. There are a number of shortcomings with the current channel chain from the perspective of the company. The limited field sales resource is stretched by taking full responsibility at all stages of the customer engagement cycle.Whilst customers notify this simple and personal service, sales people do not have sufficient time to focus on developing big opportunities. During the early stages of a customer engagement, the channels operate in separate silos largely and respond to enquiries that come to them instead of operating to a laid of business rules that determine where the opportunity is best handled. Figure 7 Current Field Sales Led Combinations Marketing activities Deskbased (telephone) Internet Distributor Field sales Operations Stage work generation Inquiry Qualify lead Proposal Follow up Close Implementation Assess new customer needs Customer developmentFigure 8 illustrates the result of the creative process that generated a framework for team based selling integrating a number of channels that aligns the appropriate channel to the different tasks. Valuable field resources are focused upon the tasks for which they are uniquely and best suited generating compelling sales purposes and closing the sale. Integrati ng the internet and desk-based channels into the process under the leadership of the field sales force, qualifies out light leads quickly and therefore allows the company to pursue more sales leads.The teambased selling approach provides better response to customer queries 11 Developing multi-channel strategy throughout the selling engagement and reduces the cost of sale to the company. So the alternate channel chain increases the number of sales opportunities, reduces the cost of sale and increases the sales success rate. Figure 8 Alternate Channel Chain Marketing activities Internet Deskbased (telephone) Distributor Field sales Operations Stage Lead generation Inquiry Qualify lead Proposal Follow up Close Implementation Assess new customer needs Customer developmentSimilar channel chain reengineering is done for all four coverage map blocks identified in Figure 6 to generate strategies for improving sales effectiveness and increasing sales coverage. It remains to assess the impac t of alternate channel chains on the hindquarters customer and develop a full costing for each to ensure that channel strategy maximises customer value as well as company efficiency. 12 Developing multi-channel strategy Step 4 Assess alternatives and choose The assessment of alternate channel chains is based upon two criteria cost and customer value. Channel curves how customers value alternativesCustomers have their own criteria for assessing how well a company manages the supplier-customer family. Channel curves assess how well different channel chains deliver against customers key criteria. Customer research generates a list of key criteria and the weighting of each criterion in the customers total assessment of a supplier. Judgement and research suggest how each chain delivers against each criterion on a one to ten scale leaf. The result is a weighted average utility score for alternate chains. Figure 9 illustrates this for our case example how large professional services fi rms assess IT suppliers channel chains.The new, mixed channel chain generates a slightly higher weighted average customer utility score but the difference is likely within the margin of error of the method. The extensive personal contact of the traditional channel chain generates small advantages for the most important customer criteria but this is off conform by a mixed chains ability to respond very quickly to simple requests and greater access to technical resources 24/7 because field sales people do not have the deep technical know-how that is available via the desk and online channels. Figure 9 Channel Curve Weights 10 3 . 18 . 17 . 15 . 10 . 08 . 02 Traditional chain (Weighted Ave . 66) Alternate chain (Weighted Ave . 69) 5 1 le op pe of es ie y e er liit q qu na e so pll er Pe s sim tto se a al on o os sp o op re pr d id e ap at R ur cc ac e,, ett pl m se om tis C C er xp le s ca n ni m em c ch bl T Te ro pr off p h hi rs ce ic ne r rv wn s se O ed iis s om es st iin us us C bu y m m n nd U ds an s st er The channel curve analysis reassures the company that the mixed channel chain is no less preferred than its traditional approach and 13 Developing multi-channel strategy enerates a list of key issues that the mixed chain must address intimate knowledge of the customer business for example. These can be translated into key metrics against which to assess the new chain. Cost analysis Cost reduction is always of interest to companies designing their channel policy and in this illustration, necessary for the company to remain competitive. Other companies might find that overall customer utility falls with some new channel chains and they would expect a significant cost reduction in order to compensate for potential muzzy business.Conversely, some firms may design more expensive channel chains that are highly valued by customers and they need to know how much incremental cost will be generated. Costing channel chains is a matter of detailed estimation of the degree to which different customer groups will use different channels and each channels effectiveness at converting inquiries into sales. The exercise generates metrics for efficiency (cost) and effectiveness (conversion or attainment of other objectives) that will enable managers to assess channel policy continually.In this case, the IT services provider compared the cost of traditional field sales force against a team-based multi-channel approach as illustrated by Figure 7 and Figure 8. In this illustration, revenue increases 50% whilst costs decrease so that the cost per order falls by almost 3%. This results in sales costs, as a percentage of total revenue falling from 23% to 15. 6%. Figure 10 Cost Comparison Field Only versus Multi-Channel Field Only Sales process Inquiries Qualify Proposal Follow up Close Assess new opportunities Customer development tax revenue Total cost Cost per order Cost ? 000 2000 3500 4000 2000 200 Cost per process ? 0000 50000 100000 200000 20000 Multi-Channel Cost ? 000 1200 3000 4000 3000 240 Cost per process ? 10000 30500 80000 200000 10600 Customers 100 100 70 40 10 10 Customers 120 120 85 50 15 15 10 50M 200 11900 20000 15 75M 240 11680 10600 1190 1160 14 Developing multi-channel strategy The sales processes above are taken directly from Figure 7 and Figure 8. Lead generation and slaying costs are not bear on by the channel chain in this case example so they are excluded from the cost analysis. For purposes of presentation, we assume that the current channel chain generates sales of ? 0M through 100 orders. The new channel chain will allow more inquiries to be processed but there is no difference in the percentage of inquiries that pass through to proposal and are followed up. The closing success rate is slightly higher in the new channel chain because field sales people are focused on critical junctures of the sales process. The big difference is in the costs of qualifying each lead, generating a proposal and followi ng it up. Prioritisation matrix The generation of alternate channel chains is both a rational and creative exercise.In the examples we present, some channel chain innovations are obvious this is for presentation purposes. Some of the most exciting marketing developments over the past decade have resulted from very radical approaches to channels. The use of a comprehensive set of tools and frameworks should not diminish the creativity of managers in thinking about novel ways to meet customer needs. For example, online betting exchanges, such as Betfair (www. betfair. com), reduce customers cost, improve their access to betting occasions and for the first time, allow them to back and lay bets.The incumbent fixed odds, high street betting shops are responding but the online new entrants generated this innovation. Thinking creatively about channel chains for each contiguous block of customer-solutions will create a number of channel chain combinations that customers will value and may be cost effective. Few organisations, if any, can implement many channel chains simultaneously due to the complexity involved implementation is discussed in the next section of this paper. A simple means of setting priorities amongst channel combinations is suggested the prioritisation matrix illustrated in Figure 11.This matrix is defined by two axes attractiveness of the channel chain to the organisation and attractiveness to the customer. It results in four solutions and attendant generic strategies for each. 15 Developing multi-channel strategy Figure 11 Prioritisation Matrix Attractiveness to organisation High Attractive to organisation Revenue potential Increased coverage Margin improvement Reduced complexity Fit to strategy readiness of implementation Selective trials with consumers Priority investments Attractive to customer Convenience Cost upper berth of response Availability Product information Ease of useLow priority investments Partner Break into stages G ain experience Watch and prepare Low Low High Attractiveness to customer Much of the analysis required to complete the prioritisation matrix has already been done. Understanding the attractiveness to the customer and key dimensions of attractiveness are generated by the channel curve analysis. The attractiveness to the organisation is largely done the prioritisation matrix adds some new dimensions, such as ease with which the company can implement the solution, fit to overall strategy and ability to reduce sales complexity in the organisation.The four generic strategies corresponding to the boxes of the matrix are Invest The channel chain is attractive to both customers and the organisation so it is a winwin. Selective trials The channel chain is attractive to the organisation but not to the customer. Here judgement is needed. Is the potential gain, for example in cost, worth the tone ending of customer satisfaction? Will customers learn to accept the new channel chain? Will they defect if unhappy? Will competitors follow our lead so that this channel chain becomes the industry norm? Can some negatives with the new chain be overcome?Find clever solutions These options are highly valued by customers but not by the organisation. by chance they are too costly, too difficult to implement or operate or do not fit with the overall strategy. Can you partner with another firm to reduce the cost and complexity? Can the new chain break the solution into smaller, more manageable pieces or be implemented in stages? Perhaps you can trial the new chain and learn how to implement it at lower cost. At least, one needs to keep a watching brief on these channel combinations lest competitors implement them first and take valuable customers.Low priorities These are valued uncomplete by the organisation, nor its customers, so are generally not done. 16 Developing multi-channel strategy The organisation must agree a scale on which to course of instruction high-low on the tw o axes and normally this is done on a scale between one and ten. The matrix itself is populated with channel chain investment options illustrated by circles and the size of each circle can be scaled to reflect the cost or potential revenue benefit. This is illustrated for our IT services company in Figure 12 below.Each channel chain investment is described by its chief characteristic for example one says field sales automation and that is the channel chain that essentially enhances the productivity of the current field sales chain. The diameter of the circles represents the investment being made by the company in channel innovations. Figure 12 Example of Prioritisation Matrix Attractiveness to organisation Revenue potential Increased coverage Margin improvement Reduced complexity Fit to strategy Ease of implementation High Attractive to organisation Distributor extranet Field sales automation Desk based sales Customer portalAttractive to customer Convenience Cost Speed o f response Availability Product information Ease of use Low Field sales Low High Attractiveness to customer In this example, we can see that the largest channel investments are in chains and solutions that are least attractive to customers. The channel investment most valued by customers (more field sales people) is unattractive to the company and not receiving a lot of investment. Perhaps this is the most attractive to customers because they are not used to team based, multi channel selling from the company.Perhaps they are not convinced that the company can implement it effectively and are worried that service levels will fall. The two projects that are in the top right quadrant receive the smallest investment. The prioritisation matrix suggests that the company should increase investment in the portal and extranet. Field sales automation is not what customers value so that might be implemented selectively. Desk based sales might be critical to making team selling work but it seem s to dominate the investment portfolio. Perhaps it could be introduced more slowly to allow funding to be redirected to projects of higher customer priority.Field sales investment is valued by customers but is not attractive to the company can investment be more selective until other channels demonstrate their value to customers? 17 Developing multi-channel strategy Step 5 Implementation Developing new channel chains is a change programme and most managers have first hand experience of change. This white paper does not wish to summarise the vast literature and experience of change management in its final section. We will highlight some unique aspects of channel chain change programmes that merit attention.This section discusses Design of metrics Piloting channel chains with customers Rolling out new channel chains and current development thereof Metrics The prime metrics for assessing and managing the development of channel chains are illustrated by Figure 10, the cost and conve rsion analysis. Ultimately, the organisation wishes to sell more at lower cost per sale. Alternate chains are developed and their efficiency and effectiveness are measured. Achieving the targeted ROI for such investments is usually contingent upon a few key conversion and cost estimates.However the role of channels in marketing strategy goes beyond sales and most companies adopt a equilibrize scorecard type approach comprising Financial measures such as costs per sale, sales costs as a percentage of revenue, number of sales, average order size, conversion from inquiry to sale and repeat purchase rates. Reputation measures the impact of alternate channel strategies on customers perception of the organisation modernity, professionalism, value for money, value for time, knows-mybusiness, easy to do business with and other relevant measures.Relationship measures include the number of senior level contacts with a client per annum, the breadth of those contacts (in the case of the IT c ompany it might measure marketing director contacts), frequency of customer interaction, customer satisfaction, customer willingness to recommend our company. Knowledge tries to measure how much we know about each customers behaviour, attitude and purchase process. People looks at the extent to which our own customer facing people are satisfied, engaged, productive, supportive of the business overall goals, feeling positive about their customer management competencies. 18 Developing multi-channel strategy For a comprehensive review of metrics see the Customer Management Forum white paper Measuring multi-channel effectiveness using the balanced scorecard. Testing new channel chains Channel chain innovation represents two challenges 1. Channel innovations are complex change programmes that require sales people to embrace new ways of working and are often accompanied by complex new technology. Unlike backoffice automation, channel chain mistakes impact customers and there are few s econd chances if customer service levels erode as new ways of working bed down in the organisation.The business case is normally theoretical and assumptive. We have described the stages of developing new channel chains and highlighted the need to seek customer research at key intervals. Where the brief is cost reduction, savings can be forecasted. However, where the brief is to enhance customer experience and extend the offer, it is difficult to be sure to what extent improved customer experience leads to changes in customer behaviour. It is intuitively appealing to assume that a better experience improves customer satisfaction and that higher levels of satisfaction generate more purchases.Intuitive yes, but often wrong. Regrettably, proving empirically the relationship between customer satisfaction and behaviour is fraught and companies must test this in their own specific context. 2. Customer research cannot predict outcomes Whilst the process outlines some of the customer resear ch activities that can be undertaken during the development of new channel chains, research experts have long realised that customers cannot predict how they will react to situations that they have yet to experience.So extensive surveys, observation of customer behaviour in research laboratories and even examples from other industries do not predict behaviour. This is not to say that research is a wasted effort, only to suggest that research does not substitute for testing channel innovation on a small scale before proceeding to reorganise ones wide-cut channel strategy. Experimental design helps Given the difficulties identified above, companies need to prove channel innovation in the marketplace with real customers. However this process must be managed carefully in order not to damage vital customer relationships.We recommend that companies create an experiment where a small, but sufficient number of customers are exposed to the new channel chain. Key metrics, discussed above, ar e determined in advance of the experiment and they can be assessed in-market. 19 Developing multi-channel strategy On the basis of observed changes in customer behaviour, Sales ability to work in the new channel chains and the ability of the companys processes to support the channel innovation, a company can invest with much greater confidence. Roll outSome of the case studies produced by the Cranfield Customer Management Forum illustrate how a successful pilot improves the chances for a successful roll out. With hard evidence of the benefit, people are more willing to support the changes required to scale the pilot into a full channel programme. People must support new ways of working The channel innovations we have seen at the Cranfield Customer Management Forum typically involve a company moving from a very dominant single channel (e. g. field sales) to a broad, team-based multichannel strategy.Case histories explored by the Forum illustrate a number of issues Field sales forces feel threatened over their ability to control the customer experience (who is saying what to MY customers? ) and a potential reduction in status. There is often the unstated worry that senior management is evaluating critically individuals operational performance and ready to micro manage customers from head office. Finally, and perhaps most importantly, there are worries over compensation. Introducing team based selling with a view to reducing sales osts is often interpreted as a threat to sales peoples current compensation structure. How will sales incentives be shared between the channels? Managers of new channels, such as desk-based sales and the internet, do not know how to desegregate with field sales operations. They are not sure how to measure success what is their contribution to an overall sales target perhaps under the control of a field sales director? Their teams tend to be remote from the customer and field sales so personal relationships and trust are hard to develop .Companies do not know how to compensate each channel. During the introduction phase, management wishes to reassure the field that its compensation will not be reduced so that incentives for new channels represent added cost. This is not sustainable. Team based selling often requires new technology and that entails risks of the technology not working, or people not operating the new technology properly. Customer facing technology is particularly risky as valuable customers experience your grow problems. 20 Developing multi-channel strategyThe Cranfield Customer Management Forum has documented successful channel innovation in such circumstances. The elements common in such cases are The implementation of the channel innovation is not rushed. There is adequate time to consult with sales people, train people in ways of working, build teams between the old and new people and just get used to the idea of change. It is not uncommon for channel change programmes to last for three to f our years. Of course, throughout that period, innovations are being introduced but at a pace that the organisation can manage.The customer relationship manager remains in control of the overall engagement with his or her customer. The relationship manager is fully aware of the activities of other channels with his or her account and can override the policies and recommendations of the system, retaining full control over the customer experience. Software is tried and tested thoroughly by live sales teams before large scale rollout. Support for changes in working practices are severely undermined when promised technology that makes it all work disappoints its users.People feel let down by the company and distrust the motives behind the changes. There is a bounder and open discussion about compensation. Companies cannot be expected to fund double or triple compensation for the sake of harmony. However, the compensation system must encourage team selling. In the BT example of selling l eased lines to bank branch offices, desk based sales people receive bonuses for each sale made. At the same time, the national account (field sales) manager for that bank is credited with the sales made by desk based sales against his or her overall target with the bank for the year.The relationship manager is therefore rewarded for the successful desk based sales campaign. In this way, there is alignment between the channels compensation plans. Management, not technology, guides channel innovation In all the cases of successful channel innovation reviewed by the Cranfield Customer Management Forum, we found that CRM technology played an essential role in enabling new ways of working to be managed at a large scale consistently. However, successful companies did not begin by picking an application and then building processes that embed the application in their organisation.They started with a clear view of what they were trying to accomplish and used approaches akin to channel map ping and channel chain development to achieve it. 21 Developing multi-channel strategy Once they understood the channel chains that they were trying to implement, they built a comprehensive set of business rules around each chain. This allowed the company to have rules for such events as major customers making enquiries online, telephone based sales campaigns to major customers and avoiding conflicts with distributors sales campaigns.These rules took time to develop and often were built with the help of outside consultants. The rules are managed by very senior sales managers as they represent the underlying logic of the channel strategy. For successful companies, the parceling of sales complexity scores to products and services is a top management issue as is the process by which various channels will work together. In order for the rules to be dynamically updated, there are important governance structures established for team based selling.Each company finds its own way to integra te the policies, investment, people development and compensation of its channels. However these policies are not developed in isolation of the overall customer relationship strategies. Resource owners are not free to do as they please senior managers must live the team-based values that they espouse. 22 Developing multi-channel strategy Summary comments Traditionally, channel was a poor relation to other elements of the marketing mix.New technology and business models have changed this 180 degrees scholarship and managerial practice are catching up to this new reality. We develop a systematic five step plan for companies to develop their channel strategy. Step 1 Identify the nature of the problem or opportunity Is the demand for channel innovation cost, improving customer experience, increasing customer access or a mix of the above? Step 2 Conduct a current state analysis First look at the market context define the market, determine and establish priorities between customer segment s and inally determine and set priorities between product-service offers. Then determine the complexity of each priority product service offer and rank the offers in order of complexity. Using the Product Coverage Map, identify the lead channel for each priority customer segment along that ranked order of complexity. Identify anomalies. Step 3 Create a future state Product Coverage Map To address these anomalies, identify major groupings of offer-customer with lead channels. Draw channel chains for each grouping.Enter into a creative exercise to develop better channel chains for each grouping. Step 4 Evaluate potential new channel chains Evaluate in consideration of customer preference (Channel Curve analysis) and cost. Set priorities between alternatives. Step 5 Pilot priority new channel chains and roll out successful pilots. Consider that channel innovation is a major change process. Research and adoption of best practice alone will not provide the leadership necessary for succes sful channel innovation. Customers cannot evaluate that which they have not experienced.Best practice fails to account for the context-specific nature of each companys customers, ways of working, established Sales practices and information technology expertise. In implementation it is important to ensure that customer-facing people support new ways of working, implementation is not rushed to meet artificial schedules, customer managers retain control of the process and act as guardians of the customer experience and there is effective feedback between those leading the change and those affected by it.Despite the difficulties in channel innovation, for many companies it is a must-do activity. Since best practice is very emergent, there are opportunities for companies to generate real competitive advantage through channel strategies. 23 Developing multi-channel strategy Appendix 1 Directional policy matrix The Directional Policy Matrix (DPM) is a strategic marketing planning tool that allows managers to make investment decisions across a portfolio of opportunities. Figure 13 Directional Policy Matrix MARKET SEGMENT

Marketing Energy Drinks to Americas Youth Essay

As I started collecting information for this paper, I soon realized that the efficacy tope patience is a very sm wholly (18 percent) part of the drunkenness industry, but a very dominant part to submit the least. Interestingly, the major players in the industry, daemon vigour, reddened mother fucker, and Rockstar, have intention on the wholey veered away from the conventional mediums used to promote products. They instead have chosen marketing mediums that appeal to a greater extent to their target markets and the withstand life on the edge lifestyles that they live. fanatic for example, shies away from mass market advertising instead they focus all of their sales efforts and marketing muscle on sponsoring exercise sports suspensors, artists and musical, events and tours. All of this ties in with the companys overall philosophy that hellion isnt just a beve rabidness, but a lifestyle inciter (Landi). The key is for us (Monster) to retain what we do best, which is mark eting in an unconventional way and keep that feel for the brand, said Rodney Sacks, CEO of Hansen Natural Corp. Monster is all just ab come to the fore action sports, punk rock music, partying, girls, and living life on the edge (Landi).The companies that produce zippo revels are using the current fashionableity of action sports much(prenominal) as motocross, skateboarding, BMX, etc. , to showcase their products and to further brand awareness. Its not coincidental that the demographic that participates in these sports and idolizes its professional athletes are also the same demographic that consumes energy whoop it ups. Youll see very few TV commercials or print ads promoting energy drinks but when you turn on the ESPN produced X-Games, just about every athlete participating is sponsored by Red falsify, Monster, or Rockstar.John Lee, reador of sports marketing for Monster Energy Drink says, We dont do print ads or television. We strictly have promoted our brand through athle tes and the events that the athletes compete in. With our current generation (Gen Y) of young Ameri disregards being the first to really grow up with the Web, it is important for marketeers to plow the use of the internet as a vital marketing tool and communication medium (Ness). This group has a lot of lifetime ahead of them and that makes their life-time Value (LTV) high for marketers, says Greg Ness, Chief St rangegy Officer, Burst Media.Ness was also quick to point out that, one-third of current college students spend 10 or more hours online per week and one-fifth spend 20 hours or more online. Ness concludes, Their time online exceeds the amount of time they are spending watching TV or listening to the radio. Monster has deep starting using the internet as a recruiting / marketing tool of sorts when they introduced the Monster forces. The Army is a grassroots marketing outreach community that also locates up-and-coming athletes seeking sponsorship opportunities (Campan elli).In the past few years, more than 50,000 athletes (recruits) have signed up as members of the Monster Army where more than 1,000 of them are currently sponsored through the program. Its been a very successful program, our Army members are out in that location spreading the word about our products, telling ten of their friends who in turn tell ten of their friends, its a s straightwayball effect (Lee). In addition Monster has also recently announced an exclusive relationship with the Loopd Ne 2rk, a social media platform exclusively for online sports communities. The Loopd Network currently boasts more than 200,000 members ecu custodyical (Campanelli).The history of energy drinks is much deeper than most would imagine. Japan is credited for pioneering the energy drink phenomenon, but the first mass produced energy drink was called Lucozade, and was launched in 1929, in the UK (Research Wikis). It wasnt until Red bastard, which was first launched in 1987, and introduced the U nited States to the world of energy drinks a decade later that the energy drink industry really took cigaretcelled (Reuters). Red Bull might have had the first big impact on the market in 1997, but Monster, launched in 2002, by Hansen Natural Corp. has clear made a strong impression on the market.With its initial market share of 12 percent in 2003, Monster now has a 30 percent hold on the market while Red Bull maintains 25 percent (Reuters). Past portrayals of energy drinks were for the most part all forbid as energy drinks are not regulated by the FDA and most contain large amounts of sugar, sodium, and caffeine, among other things. Some brands and flavors have a caffeine meaning that can range from a modest 50 mg. to an alarming 505 mg. per can (Reissig).For example, an 8. 3 oz. can of Red Bull contains 76 mg. of caffeine which is about in two ways what a 12 oz.can of Coke contains (LeBlanc). A 16 oz. can of Monster contains about 14 teaspoons of sugar and 200 calories (LeBl anc). So what are all of these proscribe energy boosting drinks doing to our bodies?A recent study done by Wayne State University in Detroit showed that consumption of energy drinks increased blood pressure and heart rate levels in healthy adults that drank two cans a day (LeBlanc). With all of those negative aspects there must be something good in energy drinks. There is a long list of beneficial ingredients that can be run aground in most of the energy drinks on the market today.They include vitamin B-complex, antioxidant vitamins C and E, the amino dot taurine, bee pollen, inositol, glucuronolac distinction, and herbal extracts from ginseng, guarana, ginkgo biloba, horny goat weed, milk thistle, yerba mate, damiana, rosemary, skullcap, black seed, royal jelly, and white willow, among others (Berry). The overall benefits that energy drinks are said to produce include show relief, sobering effects, an improved love life, increased stamina, sharper reflexes, heightened alertness , virility, and theyll stimulate your metabolism (Berry). The demographic that energy drink companies are after is rather broad.While their bod one consumer fits the description of a young white male between the ages of 16 to 25, energy drink companies are broadening their marketing horizons and are now spirit at men, women, and children between the ages of 12 and 40 (LeBlanc). Younger kids see drinking energy drinks as something their parents might disapprove of, says Jim Karwowski of Power Brands. A market that has yet to be fully tapped into is the female consumer. While the way out of female consumers has grown 74 percent over the die hard five years, women are lighten considered the minority population when it comes to energy drinkers.Almost 20 percent of men say they drink energy drinks while only 10 percent of women say they do (Francella). Ill be using information gathered from a number of different research papers as well as reports produced from crapulence industry i nsiders to substantiate my findings on the marketing techniques being used to lure Americas youth into becoming loyal consumers. Method During this study I coded 60 magazines. I reviewed issues of Racer X Illustrated and Motocross Action Magazine checking for ads from energy drink companies. My mark was to find print ads directly from the energy drink companies themselves that promoted their product.Once rig (if found), I would evaluate what the ad was about and what demographic the ad was targeting. I watched and coded 10 TV commercials (via YouTube) in an attempt to figure out if the messages shown were directed towards a particular market. The only corporate made TV commercials I was able to find were from Red Bull and Rockstar. I found a variety of homemade Monster commercials but none that would have been endorsed by the corporate office. With Red Bull, quadruplet of the ads were animated and four were of Red Bull sponsored athletes.The two Rockstar commercials were based a round music, one having a more psychedelic look while the other had a guitar player helping a stranded woman. My goal here was to evaluate what the ads were about and what demographic the ads was intended for. I reviewed and coded four web sites, three from energy drink companies and one from an action sports promotion company. My mark while evaluating these sites was to see what groups of people, whether it was men or women, and what age range was the information intended for. I found a vast amount of information to dismember and code from companies that are within the beverage industry.These are companies that do product reviews, market analysis, and product introductions, among other things. Two common messages that I repeatedly found in these articles revolved around college kids using energy drinks to mix with alcohol and the overall abuse of energy drinks. My objective here was to get an idea of how many an(prenominal) college kids fall into one of these two groups. Althou gh my options were limited due to a lack of documentation from other academic researchers, I was able to find, evaluate, and code information from four other academic research papers.I was able to find these documents after an exhaustive search using Lexis Nexis, Psychinfo, and the Social Science Citation Index via the Joyner Library. I came across a huge inventory of other academic research papers that were based on similar subjects, but to gain access to more than the first paragraph I would have had to sign up for subscriptions and pay fees. Im hoping that my frugalness will not negatively impact my mannequin and promise the information that I was able to obtain and evaluate will satisfy the requirements of this paper.While evaluating and coding the different mediums I looked at the overall tone of the material. Was the tone very harsh and bold, which would possibly be directed more towards college aged males? Was the tone very light hearted and fun which would be more likable t o a younger population and/or women? Or lastly, did the ad have some sexual overtones and innuendos which could either be directed at young men or women? Results Being a subscriber of Racer X Illustrated and/or Motocross Action Magazine for the last 30 years, I have found that I look at many of the ads in those magazines in a rather numb, non-consuming state of mind.Ive seen the ads so many times that I know all about the companies and their products so I dont pay much attention to them. To my surprise, after looking at 60 different magazines that were printed over a span of five years, I didnt find a single ad that was specifically advertising the actual energy drink. I found a large variety of ads that were promoting energy drink sponsored events, but none for the drinks themselves. The majority of the sponsored events were either motocross races, action sports events, or alternative rock concerts (the Vans Warped Tour) and bands (Linkin Park).If I was to draw the age, sex, and r ace of the attendees of these events it would probably be predominantly 16 25 year old, white, males. Although I didnt find any product ads in the magazines it was nearly insufferable to turn a page and not find pictures of riders or bikes that didnt have the name or logo of an energy drink showing. I entangle the four animated Red Bull commercials could be perceived as trying to target the very young viewers and the female market as much as anything else. They were light hearted, funny cartoons that werent big, bold, and overbearing.The four Red Bull commercials featuring their sponsored athletes were very action packed and intense. They included Robbie Mado Madison jumping his motorcycle onto the roof of a building in Las Vegas, B-boy Ronnie freestyle break dancing, big wave surfer Ian Walsh, and stunt plane pilot Kirby Chambliss. While the animated commercials carried the pitch, Red Bull Gives You Wings, the commercials with the athletes concluded with the athlete saying, Wel come to my World, the World of Red Bull. These action driven commercials were in my opinion made for the thrill seeking male consumer between the ages of 16 to 25.I also found that Red Bulls marketing plan has the brand pursuing traditional advertising such as TV commercials as its last phase of product market development (Hein). Media is not a tool that we use to establish the market, says Red Bulls wrong-doing President of foodstuffing, David Rohdy. The idea is to reinforce, not introduce the brand. Only when a market is deemed mature does the company begin a media push, concluded Rohdy. Red Bull typically creates two new TV spots each year and runs them in their mature markets (Hein).The four web sites that I reviewed and coded were the corporate web sites of Red Bull http//www. redbull. com/ , Rockstar Energy Drink http//www. rockstar69. com/ , Monster Energy http//www. monsterenergy. com/. In addition to the three top selling energy drink brands I also looked at Alli Sports http//www. allisports. com/ the actor of some of the biggest action sports series and events in the world. Themes that were consistent with all four of the sites were action, youth, and energy, energy, energy. The Red Bull site was the most clean cut and professional looking site out of the three beverage sites.Im not saying that the Rockstar and Monster sites were cheaply made, or have an unprofessional appearance, but the Red Bull site looks like something you would present to share holders of the company. It has the least amount of boldness of the three beverage sites, but is packed full of well record video clips showing off their sponsored athletes. I dont know if the fact that the corporate base for Red Bull is in Austria has anything to do with the web sites visual appeal, but its definitely a different approach than its competition took.With the look and accessibility of this site and its features I felt like it was geared for an older more mature audience. I didnt see th e sight selling the sexual appeal of women as much as I did on the Rockstar site. I think Red Bulls site would appeal to both men and women ages 15 to 40. The Rockstar site was definitely the edgiest of the three beverage sites. full on the home page alone you see ads for conflate martial arts fights and heavy metal concerts that the brand is sponsoring. If you look further down you can watch a short video clip of five beautiful, big breasted women posing on motorcycles and race cars.Theres also link up that talk about the variety of products they offer as well as links to the various music and sports events that they sponsor to include the sponsored bands and athletes that participate in those events. I felt that the Rockstar site was definitely geared for young, white, males, ages 15 to 30. Overall I thought that the site had a very harsh tone to it and women probably wouldnt appreciate it. With a mix of the fighters and rock concert promotions flashing on the screen a viewer m ight even feel some rage building inside while viewing the site. The Monster site was all about speed.The home page had a constantly changing look that showcased many Monster sponsored racers. The site overall was neatly laid out. It didnt have as clean and crisp of a look as Red Bull had but it wasnt as busy as the Rockstar site was. The site was easy to navigate and was very appealing to the eye. I feel the overall look of the site and the message that it gives was directed more towards the young, white, male between the ages of 15 and 35. The site is very dark, as the background is black, and has a hardcore feel and tone. I think women might be turned off by that.One feature on the Monster site that is inviting to a broader fan / consumer base is the Monster Army. I think the idea of being a part of something is a selling point for many of todays youth. I think the Monster Army is an appealing environment for both sexes with an age range of 12 to 40. The Alli Sports web site focu ses on the promotion of the action sports events that they promote. Although Alli Sports doesnt have direct sponsorship deals with any of the leading energy drink companies, all of the athletes that are sponsored by those companies participate in Alli Sports produced events.The same demographic that participates in BMX, motocross, wakeboarding, skateboarding, and other alternative action sports that Alli promotes also consume energy drinks. I feel the Alli site is geared more towards the fans of action sports which could be male or female between the ages of 12 and 40. Its a very bright web site and has a low key and fun overall tone to it. Both the articles I found from industry insiders as well as the academic research papers that I found voiced similar issues and concerns.One issue of concern and brilliance addressed the use of energy drinks by college students. I was unaware of the fact that many energy drinks are on the list of nutritional supplements banned by the NCAA. Caffe ine is a stimulant and college athletes will fail a drug test if the concentration of caffeine in their sample is 15 micrograms per milliliter. That would be the equal of slamming five to 10 cups of coffee before a game (Moritz). Another concern that researchers have is the increasing number of college students that are consuming alcohol mixed with energy drinks.In the fall of 2006, 4,271 college students from 10 universities in North Carolina were surveyed about their consumption of energy drinks, alcohol, and the combination of the two. The results of the survey showed that 697 of the students had consumed one or more energy drinks within the last 30 days, and one-quarter of the students said that they mixed alcohol and energy drinks. Looking at the amount of energy drinks consumed by the two sexes it was discovered that men drank on average 2. 49 energy drinks per month while women drank 1. 22 drinks per month.Students who were young, male, white, intramural athletes, and frater nity members or pledges, were significantly more likely to drink energy drinks that those in other demographics (OBrien, Miller). With college students taking heavier class loads and the ever present concern of ones grades, caffeine abuse has been on the rise on college campuses. There has been an increase in reports of caffeine intoxication from the mass consumption of energy drinks as well as an overall an increase in the number of students that are dealing with caffeine dependence and withdrawal issues (Reissig).The poison control center in Chicago has handled 265 cases of caffeine abuse involving energy drinks in the last three years. The users average age was under 21 (LeBlanc). Interpretation Based on information I reviewed, I feel that the energy drink industry is very strong and will continue to grow. I think the marketeers of the energy drinks are doing a great job at getting visibility for their products and theyre focusing on a set consumer demographic that has huge spend ing power. The youth and college students today are easily orderd and have a strong influence on the products their peers buy.The studies show that because these energy drink companies are gaining brand loyalty from their consumers at a young age that the odds are in their promote that they will become lifelong consumers. Taking the unconventional route to marketing may or may not be any cheaper than doing normal TV spots that Coke and Pepsi do. Either way, the leaders of the energy drink market are making it work for them. From a financial standpoint, I think the reverse on investment will come faster in the energy drink industry than it ever has in any other aspect of the beverage industry.Selling 8 oz. cans for over $2 a can is a quick way to make money. Red Bull, Monster, and Rockstar are dominating the energy drink industry when it comes to consumer preference with white males ages 12 to 40, but what about the ladies? The industry has yet to scratch the surface of the young female consumer market. Granted, there arent too many professional female athletes participating in alternative sports yet, but there are other lines of approach that the industry needfully to consider. I remember seeing a bumper sticker once that said, Girls Kick Ass. It is that same kick ass mentality that has made energy drinks as popular as they are today. I think it will only be a matter of time before we see one of the power players in the energy drink industry come out with a product specifically marketed towards women. Maybe a black Monster can with a acrid pink claw mark rather than the green one, who knows? I foresee the FDA getting involved sooner than later with regulations on how much sugar, sodium, and caffeine can be in each product. I dont feel that mixing energy drinks and alcohol is that big of a problem and personally hope laws dont get created to prohibit such mixes.I think that if an individual is going to consume alcohol irresponsibly, they are going to do it disregardless on the fact that an energy drink is or isnt part of their drink selection. Bibliography Campanelli, M. and Lee, J. , eMarketingandCommerce. com (2007). Social Media Tips from Monster Energy (accessed June 9, 2009). visible(prenominal) at http//www. emarketingandcommerce. com/view/106 Landi, H. , Hall, M. , and Sacks, R. , drunkenness World (2009) Monster Energy A Mighty Force (accessed June 9, 2009) Available at http//www. beverageworld. com/content/view/35687/Scribd, BevNet, Research Wikis (2006) Research Wikis Energy Drink marketing Research (accessed June 10, 2009) Available at http//www. scribd. com/doc/3259151/ResearchWikis-Energy-Drinks-Marketing-Research Rajan, A. , Reuters (2009) Hansens Monster Takes the Fight to Red Bulls Turf (accessed June 10, 2009) Available at http//www. reuters. com/article/ousiv/idUSTRE5313N320090402 Francella, B. , CS News Online (2008) Energy Drink Sales Growth Running Out of Steam? (accessed June 10, 2009).Available at http//www. csnews. com/csn/index. jsp Search Energy Drink Sales Berry, B., Agri-Food alternate Service (2008) The Energy Drink Segment in North America (accessed June 11, 2009) Available at http//www. ats. agr. gc. ca/us/4387_e. htm LeBlanc, P. , Austin American Statesman (2008).The sound on Energy Drinks Energy Drinks Booming in Popularity (accessed June 11, 2009) Available at http//www. statesman. com/ Search The Buzz on Energy Drinks Hein, K. , and Rohdy, D. , Brandweek (2001) A Bulls Market the Marketing of Red Bull Energy Drink (accessed June 11, 2009) Available at http//findarticles. com/p/articles/mi_m0BDW/is_22_42/ai_75286777/?tag=contentcol1 Moritz, A. , Tribune Business News (2008).Think Before using an Energy Drink Colleges (accessed June 11, 2009) Available at http//proquest. umi. com. jproxy. lib. ecu. edu/login? COPT=REJTPUc2 Search in the ProQuest Research Library database Think Before Using an Energy Drink Colleges Reissig, C. J. , Department of abnormal psychology and B ehavioral Sciences, Johns Hopkins University School of Medicine, Baltimore, MD (2009) Caffeinated Energy Drinks A Growing Problem (accessed June 11, 2009) Available at http//web. ebscohost. com. jproxy. lib.ecu. edu/ehost/search? vid=1&hid=6&sid=5b788385-77d0-43c3-8372-037638da0fc6%40SRCSM2 Search in the PsycINFO databaseCaffeinated Energy Drinks A Growing Problem OBrien, M. C. , Wake Forest Univ, Bowman Gray Sch Med, Dept Emergency Med, Winston Salem, NC (2008) Caffeinated Cocktails Energy Drink Consumption, High-Risk Drinking, and Alcohol- Related Consequences Among College Students (accessed June 11, 2009) Available at http//apps. isiknowledge. com. jproxy. lib. ecu. edu/summary. do? qid=2&product=WOS&SID=1BONI6HlgO3hemOl6fP&search_mode=GeneralSearch.Miller, K. E. , SUNY Coll Buffalo, Res Inst Addict, Buffalo, NY Journal of American College Health (2008) Wired Energy Drinks, Jock Identity, Masculine Norms, and Risk Taking (accessed June 11, 2009) Available at http//apps. isikn owledge. com. jproxy. lib. ecu. edu/summary. do? qid=5&product=WOS&SID=1BONI6HlgO3hemOl6fP&search_mode=GeneralSearch Ness, G. , Chief Strategy Officer, Sundog. net (2006) Marketing to College Students 101 (accessed June 11, 2009) Available at http//www. sundog. net/sunblog/posts/marketing-to-college-students-101/.

The Relationship between pupil expenditure in high and low capacity school districts and community variables

Across the nation, the public, lawmakers and educators have become deeply concerned with finding ways to measure the effectiveness of schools and school systems. Politicians and educators have been struggling with developing useful yardsticks for school effectiveness that are honest, accurate and easily comprehended. The initial stages of this stew have often resulted in evaluations that assess, judge and even mete out consequences to schools whove been measured by a small set of benchmarks that often do non reflect the context of the individual school.Many states, including Rhode Island, have published annual state achievement results. People have used these results to rank order districts and schools on the creation of those results as if the schools were competing on a level playing field. While valid for certain purposes, these methods encourage the public to draw sometimes unfortunate conclusions almost the abide by of a school or school system because the yardstick itself is not sensitive to differences in school contexts, to other information round school practices, or to achievement results which are not part of the formal state assessment program.In this study we testament undertake the analysis from the financial perspective and study the kindred among pupil expenditure in high and low capacity school districts and community variables. A multiple regression model will be used in order to statistically evaluate the relationship (Information works, 01) 2- LITERATURE REVIEW A guess (H) is an unproven statement or proposition about a factor or phenomenon that is of interest to the researcher. It may, for example, be a tentative statement about relationships between two or more variables as stipulated by the theoretical framework or the analytical model.Often, a assumption is a possible answer to the research question. Hypotheses go beyond research questions because they are statements of relationships or propositions rather than merely questio n to which answers are sought. Whereas research questions are interrogative, Hypotheses are declarative and can be tested empirically. An important role of a hypothesis is to suggest variables to be included in the research design (Malhotra, 77). A literature review will be undertaken in order to develop hypothesis which will be tested in the study.In our study we will use the same variables as Gaudet used in the study of performance of the MCAS tests. Using these variables we will test the relationship with the pupil expenditure in school districts. These include level of educational attainment of school districts, income level, circumstances of households above the poverty line, its percentage of single-parent families, its percentage of non-English-speaking households, and its level of private school enrollment in school districts. 3- REASONS FOR CHOOSING THIS TOPICThe fundamental reason for choosing this topic is that having searched literature I found that very few works have been conducted concerning the relationship between pupil expenditure in high and low capacity school districts and community variables. Since most of the studies have been snap the students performances as the indicator of the success of the school systems. This fact has encouraged me to do this piece of work in order to contribute to the existing knowledge about this subject by adding a new point of view.Another reason is that most people who are involved in the evaluation of the school systems have measly background in finance, so it is so difficult for them to understand the pros and cons of the financial aspects of the school systems. In addition to that analysts and common people should understand the relationship between pupil expenditure in high and low capacity school districts and community variables. They should not only concentrate on educational tools but in any case address the community variables while designing the educational expenditure policies in order to impro ve the performance of the school system in the United States.