Electronic Frontiers Australia Essay Example for Free

Electronic Frontiers Australia Essay This paper is meant to analyze the role evaluation in media relations campaigns. It is an evaluation of media campaign with specific focus on the campaign done by Electronic Frontiers Australia (EFA), an Australia-based NGO working on the online liberties and rights of all Internet users. Its campaign is entitled â€Å"Generation Z†, that is teenagers between the ages of thirteen and eighteen years. The campaign’s overall intention is to create an impression of personal responsibility among members of the target group by inculcating a sense of discipline. It is also meant to inform Generation Z about the disadvantages of irresponsible use of the internet then inverse their awareness in utilizing Internet content. In order to achieve the campaign objective, it is necessary to involve parents in the process. Parents need to be involved in the process of monitoring their children’s internet use and also by teaching them how to use the internet in the most appropriate way. The campaign aims at creating appropriate communication channels for this target population so that they can adequately develop desirable internet communication plans of action. This campaign will be an opposition to government policy because it will be different from that of the government policy which advocates for internet control through external rather than internal mechanisms. Communication practitioners focus a great deal on the best ways to deliver communication strategies that are able to bring about wider awareness of the clients that they serve. Need for public relation services by the industry means that these public relation firms are always evaluating their approaches towards communication strategies that are prescribed for the industry. Crystal (2003) argues that, â€Å"Public relations provide a service for an organization by helping it provide clients better information of their functions. † Within organizations, public relations can also be viewed from the perspective of Public Information or Customer Relations (Paul 2008), â€Å"these departments help clients in answering queries, complaints, or problems that might arise in their relationship with the organization. They are usually the most helpful departments, as they exist to show the organization at their best. † The EFA campaign will use a comprehensive method and strategy to ensure success of the campaign. This will be achieved through public relations and media relations principles. Good media relations will be build through gaining appropriate insight of the media by devising ways through which appropriate relationships can be build. Furthermore, the firm has relevant information regarding internet filtering accessed through substantive internet user support from the public; hence this will be a big advantage to the campaign. Use of persuasive theories will also offer the much needed support and attention to the campaign. Generally, evaluation can be seen as the systematic application of research methods, to understand the effectiveness and usefulness of interventions. Evaluation determines the effectiveness of a programme in terms achieving goals that have been set up and the effectiveness of those goals. Evaluation therefore is a means of measurement that is meant to assess the level of success of a communication strategy. Evaluation determines the level to which a campaign has reached its goals and also helps organizations and individuals to understand how a particular campaign worked, it is therefore a tool for determining success of interventions towards a particular campaign. Evaluation should â€Å"specify explicitly the goals and objectives,† (Ronald 2000) of a particular campaign because this is what clients will use to measure the success of communication strategies and campaigns that are targeted to a particular case. When evaluating or measuring a particular strategy, there is need to put into consideration the outputs in terms of time to be taken and the budget needed. In addition, there is need for prioritization of the needs and what they are benchmarked against. Moreover, tools of evaluation may vary depending on the type of campaign and the targeted audience. There are various methods of media relations evaluations that are currently used in the Public Relations Industry. Some of these methods can be applied to the (EFA) campaign. One method of evaluation is the use of Advertising Value Equivalence (AVE). Michaelson and Griffin (2005), posits that it is â€Å"the approximate calculation of the cost of value of a purchase of advertising that has a size and location in a given publication on a specific day† However, they content that this method has characteristic pitfalls and has therefore fallen out of favour by public relation practitioners. Another method of evaluation is the simple content analysis which is â€Å"An elemental analysis that categorizes or codes what is written in categories that can be statistically analyzed. The codes are developed by a close contextual review of a sample of articles. The remaining articles are reviewed based on the presence of these codes. This method only distinctively represents only what is written. expectedmessages or specific items of information that are not included in the codes or do not appear in the articles are not included in the analysis† (Michaelson and Griffin 2005). Prominence analysis is also another method of evaluation and was also applied to the EFA research in evaluating internet use. This analysis takes into account such factors as the publication an article appears, the date, overall size, presence of photography and other art work and size of headlines. Therefore, in a â€Å"sample prominence analysis, each element is given a weight that is factored into an overall score for each article† (Stanton 2007). The EFA research basically tried to evaluate the consequences and impacts of the internet through the analysis of clicking rates of links and blog. Evaluation can also be carried out through message analysis, which differs from simple and content analysis by placing the analysis on the presence of intended messages in articles. â€Å"Key messages are developed based on communication objectives† (Michaelson and Griffin 2005). The communicative objectives are â€Å"translated† into codes that become the basis of analysis. Michaelson and Griffin suggest that the best method in evaluation is to determine the availability of key parameters in the organization that are to be measured and evaluated these parameters are â€Å"right information, incorrect information, misleading and contradicting information and information that has been left out. † This information was used to give an example of how one company; MetLife used this analysis to manage its media relations efforts on two key lines of business. As part of a national education plan to promote annuities, MetLife identified the media as a paramount passage of its messages to consumers. MetLife decided to determine the degree to which correct, incorrect and only partially correct information is included in new stories about annuities. The analysis enabled MetLife to make an association between the degree and length covered by the media when it comes to annuities and the clients’ understanding of the more than thirty years they will likely live in retirement. Through analysis of the kind of information in terms of their correctness or lack of , clients are able to comprehend the type of retirement plans they could choose from those available at MetLife; and made the company to be aware of the directions it needed to take as far as selling annuities was concerned. Evaluation research normally has three phases, that is, formative, process and summative. â€Å"The formative phase involves all activities that define the extent of the campaign† (Payne 2007). It is in this phase where the range of the problem is ascertained, data is collected regarding mediating strategies; and also provides additional illumination regarding the people being targeted by the mediation, budgetary estimates and the constraints to the full attainment of the mission as set by the problem. Focus is on basic research through focus groups and inquiries which provide opinions and attitudes that can inform campaign development. The formative phase serves as the basis for direction and also sets out the budget to be used in the research campaign. It is therefore an initial process that can also be used to analyze and get insights into the audience’s values, fears and their perceptions. In the EFA campaign, formative phase was applied in the identification of the target group that is youths between the ages of thirteen and eighteen. It also involved understanding the current internet use habits among the youths whereby the official system has been seen as being unable to safeguard the safety of these youths (Paul Dylan 2003). The process phase in evaluative research has to do with keeping track of the extent to which the objectives are being achieved. Shapiro (1996) defines monitoring as the â€Å"methodical Compilation and assay of information as projected progresses. † It is based on projections set during the formative phase. The process phase involves collection of data, time taken to carry out the campaign and the trailing classification that is employed. Monitoring occurs mainly to keep track of activities and correct any shortcomings that may arise (Edward 1945). It generally involves keeping a diary of events. Monitoring of progress of the EFA campaign will involve building media relationships through the press or media releases by creating series of professional news or feature articles. The process phase will include launch of social workshops with the aim of accessing the attention of journalists and also establish linkages with groups in the information sector that have showed concern over the EFA issue. Use of directional tactics to provide one-way flow of information and comprehensive reports to interested parties is meant to bear and achieve more support from these audiences. Other ways will be through organization of meeting among community members, visiting local schools to give speeches and use of focused groups to brainstorm on the issue. The end results of the process phase are that people would have internalized the issue at hand and thus raising the success rate of the campaign. The summative phase involves quantification of the success of goals and objectives whereby collected quantitative data is analyzed. It also involves content analysis of the measuring characteristics of the messages. Generally, the summative phase involves propagating and demonstration of the verdict of the campaign process. It involves â€Å"media responses based on readership, calculation of column centimeters in print media or minutes on air† (Salin 2003). The objectives of the EFA campaign were to train parents of Generation Z on safe internet use, as well as the negative influences on their children whenever they accept the unfitting information from websites. They are considered as the target stakeholder group in this campaign, and are the most important source of support in cultivating their children’s habit. Other objectives included the need to increase Generation Z’s awareness in utilizing Internet content and also to counter the oppression of free speech by educating the community about the social, political, and civil liberties concerns involved in the use of computer based communication systems. The outcomes of this campaign are generally to provide more protection to young children from accessing internet sources that are harmful to them. On the issue of training parents on safe internet use, the outcome was that many parents were advised and showed ways through which they could put more productive security and consciousness that is necessary in minimizing access to these sites by the generation â€Å"Z† youths. This campaign was able to shed light on the extent to which generations â€Å"Z† youths are using the internet to access harmful sites that is now a major cause of concern. It was also noted that most parents did not use internet filters to restrain their children. Hence the numerous campaigns that EFA had launched regarding filtering had not been so successful. The â€Å"issue of forcing internet service providers to block content did not only fail to achieve its intended purpose, but also raised fundamental issues regarding human rights violation of the citizens† (Greenfield 1999). Furthermore, the outcome of the campaign showed that only a handful parents utilized the filtering system, while a majority of them assumed that their children would be able to select the websites that were of importance to their development. Moreover the cost of implementing the filtration system was found to be too high hence way above the majority of most parents. Planning and implementation of this programme started with the coming up with the appropriate secondary analysis of the media and preparation of a budget that was to address the issue of brochures and advertisements. The realization timetable occurred over a period of twelve weeks and it involved various actions which included writing letters to the press, designing the advertisements in the media and writing online. All these implementing strategies were done with the focus of providing â€Å"consistent and orderly evaluations of these interventions† (Greenfield 1999). The results of these interventions in creating are varied within the context of trying to get information regarding the topic. A significant number of teenagers were able to release feature stories on the campaign. Circulation and readership of these magazines was also increased. Implementation also focused on the parents the teenagers, because they are the closest people who can check and control internet use by their children. Parents were able to give information that was used in the development of the advertisement of briefs and variations in opinions, and the public that was needed. With changing technological renovations, then it means that people should always be informed on the current changes in technology. The campaign to filter websites cannot be said to be a very effective means to control the generation â€Å"Z† youths. In terms of future campaigns, there should be emphasize on the peer group relationship and the use of the internet by the young people. Campaigns should also focus on other avenues that can be used as a substitution to the internet and public education on harmful consequences of teenagers having unlimited accesses to all sites on the web (Austin 2006). CONCLUSION The importance of evaluation in a communication strategy cannot be over emphasized. Communication strategies need to reflect the overall goals and objectives of the organization so as to bring about a continuum of order and efficiency. The role of campaigns in putting across pertinent issues with regards to communication will be effective through proper utilization of evaluation tools. Public relations agencies have to put up relevant and strong communication strategies that should address the needs of clients. Evaluation process leads to better understanding of the potential outcomes and the costs versus benefits that might accrue as a result of using a particular campaign strategy. REFERENCE Austin, E 2006, Strategic public relations management: Planning and Managing Effective Communication, Bellman Publishing Company, Boston. Edward, B 1945, Public Relations in Business, Bellman, Boston.

samurai ethic in modern japan Essay -- essays research papers

Yamamoto, Tsunetomo Bushido: The Way of the Samurai Garden City Park, NY 2002 After reading this book it is my belief that it is important for Westerners to understand the seemingly strange concepts of Bushido, not only as a guide to events of the past, but as a primer for understanding the Japanese business mentality of today. The first thought that comes to mind when Japanese work ethic is hard working, no breaks, complete commitment to ones job. There may be a reason why Japan was able to rebuild their country so quickly after World War II, this reason is Bushido, the principles of the samurai. The origin of this book is from the Hagakure, which this book was based on was dictated by Tsunetomo Yamamoto, a samurai. And later scribed verbatim by Tsuramoto Tashiro over a period of seven years (1710-1716) in which they lived together in a far off mountain retreat in Japan. Tashiro was sworn to secrecy over the texts contents because the author believed the teachings to be far too radical and too militaristic for the then peaceful times during the Shogunate Rule (1603-1867). During this time of unusual calmness, the teachings of Buddhism and the ethical codes of Confucius permeated Japan, enriching every aspect of its culture from arts to politics. But the old samurai, Yamamoto, believed that the samurai, as a class, had become effeminate and weak. Yamamoto's basic premise was that the samurai could not serve two masters, religion and the clan, and by doing so had become less effective. The service of the lord and the clan should come first, and once this was done, one could the n amuse oneself with the studies of the humanities. In writing the Hagakure, Yamamoto hoped that someday the Samurai would return to the purity of its strong and compassionate past.   Ã‚  Ã‚  Ã‚  Ã‚  This book gives a unique look back to the late 18th century, when Yamamoto was active as a samurai. The view is unique, because Japan was unifying and there was less need for each minor lord to have an armed class. The warrior ethic was changing as war became less common. In some way, these notes seem to mourn the passing of the clearest, purest form of that ethic.   Ã‚  Ã‚  Ã‚  Ã‚  The warrior ethic only changed, though and still underlies many aspects of modern Japanese thought and policy. The feudal caste system still gives a fair description of different l... ...ect Bushido would have been something lesser, but none the less still of great importance.   Ã‚  Ã‚  Ã‚  Ã‚  This is a book that I have thoroughly enjoyed, and allowed me to dive into the mind of a typical Japanese business man. Yamamoto is a very insightful man indeed, and it is obvious that his life as a samurai has made him appreciate every aspect in life. I can now understand why their work is their highest priority in their lives and why they work so diligently. It’s is amazing to see how a country that has gone through so much has become one of the world leaders in technology, automobiles, and so many other things. Without Bushido, would Japan be in the same position as lets say the Philippines, or Indonesia, or any other country that is now slowly developing? Even though the Japanese economy has been in decline for the past few years, I have very little doubt in my mind that Japan won’t be able to rise up again, with the principles of Bushido laid in as its’ foundation. Bushido is the moral code that has provided Japan with a national identity and work ethic that has guided them through bloody civil wars, Mongol invasions, a world war, and nuclear devastation.

Challenges and Current Trends of Crm in Pc Industry: a Case Study at Dell Asia Pacific

Challenges and Current Trends of CRM in PC Industry: A Case Study at DELL Asia Pacific, Bukit Minyak ABSTRACT In the new millennium, customer service oriented performance has emerged as key success factors in maintaining the organizational competitiveness. This has led Customer Relationship Management (CRM) to take the driver seat role in creating a more loyal and profitable customer base at competitive cost. CRM has evolved from advances in information technology and constant pressing needs from customers to create value in the products and services. In current business environment, CRM is a strategic business tool that seamlessly integrates all the functional departments across the organization to work towards maximizing customer value through strategic partnership. CRM has played a key role in the PC industry by taking PC manufacturers closer to customers in terms of understanding their needs, buying behaviors and value creation in the supply chain. Armed with CRM strategies and, IT enabled customer and sales database, PC manufacturers have reoriented their business around the customer. DELL, as one of the world largest PC manufacturers, have strengthen its market share by positioning itself to provide customers with superior value, high-quality, relevant technology, and customized products and services, coupled with its IT integrated CRM solutions. At DELL, e-CRM oriented business solutions are initiated to automate and centralize customer database to embrace long-term partnership and PC market dominance. This project paper will analyze the current CRM trends and future challenges in PC industry based on the case study conducted at DELL Asia Pacific, Bukit Minyak. Furthermore, the paper will also address the selected DELL site, on its strategic effort in utilizing CRM methodologies supported by IT solutions to stay ahead of competitions. Categories and Subject Descriptors [Transaction Processing and Enterprise Resources Planning System]: Traditional Transaction Processing Application General Terms Management, Measurement, Documentation, Performance, Economics, Experimentation, Human Factors, Theory Keywords Customer Relationship Management (CRM), PC industry, Information Technology (IT), Web-based customer interaction (WCI) 1. INTRODUCTION Breakthroughs in Information Technology (IT) have changed the fundamental rule of the way business is being conducted in modern organizations. IT business icons like e-Commerce, K-Economy, etc have made things more complicated, where focus of the business has evolved and oriented around customer. Basically, customers are in the position to continuously demand and dictate what exactly they want at competitive cost – value-added products and services. Organizations are competing among each other to be the market leader, and emerging innovative IT solutions are helping organizations to achieve its competitive advantage. One of the key areas of business competencies is the ability of organizations to sustain the highest level of customer oriented service performance. The new business model is changing the producers’ mindset from product-centered to customer-centered business. This has led Customer Relationship Management (CRM) to take the center stage position to create a loyal and profitable customer base at competitive cost. 1. What is Customer Relationship Management (CRM)? CRM is a strategy used by organizations to comprehensively learn about customers’ needs and behaviors in order to establish constructive relationship with them; after all it is the core of business success. Basically, CRM is a notion regarding how an organization can keep their most profitable customers with increased values of interaction to consequently maximize the profits. This is achieved through the understanding of the drivers of current and future customer profitability to appropriately allocate the resources across all areas that affect customer relationships i. e. , communication, customer service, product/ service development, etc. Customer relationship management revolves around three key technology areas: the Internet, the customer call center and a data warehouse of customer-related information. Customer information is captured through company call center, the Internet, and other communications channels. It is this customer information, which established a â€Å"360-degree† picture of the customer that anyone throughout the organization can access when working with them. Through the Internet, both company employees and the customers themselves are able to access business transacted data from daily production systems, which are then enhanced with customer-centric information such as sales and service call activity, key customer contacts, and specific products purchased. From these technologies, there are also offshoots into emerging technology areas such as wireless technology, for facilitated remote access by customers and company field representatives; workforce management software, for streamlined back-office operations that are organized around the CRM business model; and Web-based customer interaction (WCI). Even though, there are many technological components to CRM, the useful way to view CRM is as a total business processes that will help bring together pieces of information about customers, sales, and marketing effectiveness and responsiveness, and market trends. Therefore, by integrating people, process and technologies, the relationship with both external and internal customers are maximized. 1. 2CRM Goals and Objectives Through the implementation of CRM, organizations would be able to identify their most profitable customers and leverage those relationships to the point of optimal profit. Furthermore, successful CRM programs will ensure active participation from all employees in the organization. CRM will utilize all possible ways to identify what exactly customer is looking for, market the organization’s strength, and ability to fulfill the customers’ needs, retained the customers through value added services. The main idea of CRM initiatives is that it helps businesses use technology and human resources to gain insight into the behavior of customer and the value of those customers. These are the fundamentals for customer loyalty program. There are several goals and objectives of CRM in a business framework (Kalakota & Robinson, 2000): †¢ Use existing relationships to grow revenue – enhance profitability by identifying, attracting the best customers. †¢ Use integrated information for excellent service – by using customer information to best serve customers’ needs. †¢ Introduce more repeatable sales processes and procedures – companies must improve consistency in account management and selling. †¢ Create new value and instill loyalty – the ability to respond to needs and accommodates requests. Implement a more proactive solution strategy – use proactive consumer relations that resolve problems on the first call. 1. 3CRM Architectural Framework In the CRM architecture, a company must first recognize the customer-centric approaches in the business processes. The demand of integrating the customer life cycles, interaction and servicing processes in an applicati on of CRM architecture is obvious. Thus, it is clear that the CRM is built to be customer-centric and in nature organizing CRM processes around the customer, rather than respectively to marketing, sales or any other internal function. Figure 1 illustrates the summary of CRM architecture. CRM architecture examined how products are built, how they’re deployed and customized, and integrated with external applications. A CRM product is selected primarily on its functionality; however its architecture should be a significant influence on the decision to buy or vice versa. 4. Integration with Business Application Tools CRM is definitely not a stand-alone program, it must be designed in away that it can be integrated into the company’s total business processes as shown in Figure 2. CRM must be able to work effectively with other business processes to value add the total operations. Basically, CRM tools will gather, analyze and store critical information captured at customer touch points. Together with ERP/ data warehouse, CRM database will provide the relevant information for business decision-making processes that relates to sales and marketing strategies, business development of new or existing customer and company’s strategic direction. 1. 5Role of e-CRM and Its Strategies -CRM refers to achieving CRM through using Internet technologies, primarily the web and e-mail – allied to database marketing to gear up for the new 24-hour global economy. e-CRM will focus on how to use the web site, databases and e-mails to manage customer relationships by providing online content and services. In order to achieve and support the organizational effort on e-CRM, companies must focus on few key strategies, as followings: †¢ Real time: e-CRM operates in a lmost instantaneous real time and it can be integrated seamlessly together, without the loss of efficiency. Closed loop: e-CRM operates within a closed loop system, resulting in huge gains in efficiency. †¢ Multi-channel: e-CRM is based on the architecture and available across all channels, where changes to activities through one channel are automatically and immediately updated across all channels. 2. Literature Review CRM is a highly fragmented environment and has come to mean different things to different people (Mckie, 2000). The same understanding of CRM, also have been agreed and shared by Winer (2001) and Goodhue (2002). One view of CRM is the utilization of customer related information or knowledge to deliver relevant products or services to customers (Levine, 2000). Another school of thought, CRM is inclusive of the whole organization including its internal and external environment and ‘key processes of the firm’s customers’ (Day, 2000). While such definitions are widespread, they tend to offer a narrow insight into the basic characteristics of CRM. As CRM evolves, comprehensive definitions are emerging, with an emphasis on multi dimensional business objectives. Goldenberg (2000) believed that CRM is not merely technology applications for marketing, sales and service, but rather, when successfully implemented, a cross-functional, customer-driven, technology-integrated business process management strategy that maximizes relationships and encompasses the entire organization. According to Light (2001), CRM evolved from business processes such as relationship marketing and the increased emphasis on improved customer retention through the effective management of customer relationships. Relationship marketing emphasizes that customer retention affects company’s profitability, in that it is more efficient to maintain an existing relationship with a customer than create a new one (Payne et al. , 1999; Reichheld, 1996). Christopher et al. (1991) also agreed that CRM has its roots in relationship marketing which is aimed at improving long run profitability by shifting from transaction-based marketing, with its emphasis on winning new customers, to customer retention through effective management of customer relationships. Sandoe et al. (2001) argued that advances in database technologies such as data warehousing and data mining, are crucial to the functionality and effectiveness of CRM systems. In later stage, relationship marketing emerged and had led others such as Newell (2000) to explore strategic methods for maintaining and improving customer loyalty. Furthermore, Peppard (2000) suggested that technological advances in global networks, convergence and improved interactivity, are key to explaining the growth of e-business and CRM. The increasing use of digital technologies by customers, particularly the Internet, is changing what is possible and what is expected in terms of customer management (Tamminga and O’Halloran, 2000). The appropriate use, for instance, of automation technologies, such as interactive voice response systems and Web-based frequently asked question pages, could be popular with customers and highly cost effective (Petrissans, 2000). Also for customers, CRM offers customization, simplicity, and convenience for completing transactions, regardless of the channel used for interaction (Gulati and Garino, 2000). CRM initiatives have resulted in increased competitiveness for many organizations as witnessed by higher revenues and lower operational cost. Managing customer relationships effectively and efficiently boosts customer satisfaction and retention rates (Reichheld, 1996a, b; Jackson, 1994; Levine, 1993). CRM applications help organizations assess customer loyalty nd profitability on measures such as repeat purchases, money spent, and longevity. In particular, customers benefit from the belief that they are saving time and money as well as receiving better information and special treatment (Kassanoff, 2000). Despite the diverging definitions, reality is that CRM is a complex combination of business and technological factors, and thus strategies should be formulated strategically and accordingly. 3. PC Industry The introduction of the first PC in the mid 1970s led to an industry that emerged as one of the largest and most dynamic sector. PC industry eventually became a multi-billion dollar worth of business that have gone through various growth phase. Today, the world’s PC industry is booming due to emerging demand for IT growth, which is parallel to explosive growth of world’s population. PC became the driving force for the whole computer industry. PC industry dynamics changed by the late-1990s when PCs became the means to get to the Internet. In the next decade a cellular-based packet communications network and broadband will further grow the Internet. Over the next 10 years the PC industry will prosper and thrive with two additional driving forces —consumer electronics devices built with computing platforms (information appliances) and mobile devices such as PDA and mobile phones. The PC industry is very competitive and has a good record of adapting to emerging technologies and market trends. This is likely to happen again and the PC industry will embrace information appliances and mobile devices. 3. 1PC Market Trends Trends in Table 1 showed that, the worldwide shipment for PC never stops growing from 1975 to 2005. In fact the industry volume had seen an increasing trend ever since the year 1990. However, the growth percentage began to slow down starting in late 1990s. This is the evidence that the PC industry is at the end of the growth stage, and soon will enter into the maturity stage. Apart from the effect due to the product life cycle maturity, other aspect of business such as globalization, economical and financial crisis, and presence of China market posed treat to the global PC industry. Table 1: Worldwide PC Market Growth (Source: eTForecasts, 2003) | |   | | | |Gender |Male: 31 (65%) |Female: 17 (35%) | |Occupation |Technical: 36 (75%) |Business: 12 (25%) | |Age Group |21 to 45 years old | |Income | < RM 2,000: Nil | | |RM 2,000 – 5,000: 29 (60%) | | |RM 5,000 – 8,000: 16 (33%) | | |> RM8,000: 3 (7%) | |PC Accessibility |100% | |Internet Accessibility |100% | From this survey, one important finding was all working group of people especially those who are from in dustrial organization, regardless of their income or position they hold, all of them some how able to access to PC either at home or workplace, as well as to Internet. This mainly because of current environment, which require PC and related electronics gadget to be a necessity items in day-to-day lifestyle. Furthermore the cost to purchase these devices is very much affordable, and for those who don’t own it, they are still able to access the Internet or Web-based services either at office during working hours or at Cybercafe at leisure hours. In this study, majority of the respondents is male and those who are working in technical areas, in fact both the gender and occupation background have some sort of relationship between them. Most of the male respondents are from technical background i. e. , technical or operations based managers, engineers or technicians. In contrast, most of the female respondents is working in the business related environment i. e. , sales or marketing, purchasing and finance executives. This indirectly relates to the way the understudy respond to the survey, basically, technical oriented person viewed this survey from product feature, functionality and technical superiority point of view. However, business people is more inclined to pricing, customization and human touch aspect i. e. , customer services. In this study also, majority of the respondents’ income falls in the range of RM 2,000 to RM 5,000, which indicating most of them are belongs to supervisory, executive and engineer category, with smaller group holding managerial and senior executive positions. Table 4, revealed the results based on the first section of the survey, which gave an overview of PC market trends and conditions among the understudy. The survey results shows that, educated and computer literate consumers are keeping abreast of current PC market trends in terms of product knowledge, service availability and PC manufacturers who is the trend setter. Today’s business society is more sensitive to changes surrounding them, they wouldn’t like to be left out in IT progress, and therefore they keep upgrading or changing the PC and its accessories within couple of years. Survey findings shows that, the understudy changed their PCs typically after 5 years and only 37% are changing within 3 to 5 years. This is due to majority of them are using the company’s PC or rather its costly for engineers or executives with reasonable income. Since the accessibility to Internet is possible, literally everywhere, today’s consumers are well informed and keep up with the changes in the PC market. There are consumers, who is still prefer to purchase PCs from computer shop, since they feel unsafe to do on-line transactions, however this trend will change in future as more consumers will be secured from spyware. Furthermore retailers will continue to loss their market share, mainly because of unavailability of after-sales support, and orders through mail became legacy. As for call-centers, business is expected to boom in future, since they have started to use some innovative IT solutions. Based on the findings of survey, it’s very obvious that desktop PCs are still the favorite product ype among the respondents, and those who are working in organization mainly use it. On top of that desktop PCs’ competitive price made it affordable by moderate-income group. As for mobile PCs i. e. , notebook and palmtop is common among managers and senior executives, and this product segment have bright future, since it is best suited for fast moving business environment. |Table 4: Part 1- PC Purchase Experience | |Survey Criteria |Results | |Frequency of changing PC hardware and accessories. < 3 years: Nil | | |3 to 5 years: 13 (27%) | | |> 5 years: 35 (73%) | |Purchasing Channel |Computer shop: 15 (31%) | | |Retailer: Nil | | |Internet: 29 (61%) | | |Toll Free Phone/ Call Centers: 4 (8%) | | |Mail Orders: Nil | |Product Type |Desk Top: 27 (56%) | | |Notebook: 14 (29%) | | |Palmtop: 6 (13%) | | |Others: 1 (2%) | |Brand |Acer: 5 (10%) | | |HP-Compaq: 6 (13%) | | |DELL: 18 (38%) | | IBM: 11 (23%) | | |Toshiba: 1 (2%) | | |Fujitsu: 2 (4%) | | |Clone: 5 (10%) | |Purchasing preference |Brand: 15% | | |Price: 31% | | |Service: 29% | | |Quality/ Reliability: 14% | | |Appearance: 1% | | |Functionality: 4% | | |Customization: 6% | As consumers become more knowledgeable, they tend to b e very intelligent in making decision, and selecting the right product, with excellent services from the competitive PC manufacturers. The PC market is volatile in the sense that superior product or service is expected at very competitive price, and only that manufacturer with efficient operations is able to survive. In today’s market, DELL emerged as the market leader, and this clearly reflected in the survey result, which revealed that 38% of the respondent had chosen DELL. The next contenders are IBM and HP-Compaq, however the pricing is still not as competitive as DELL. Whereas Toshiba and Fujitsu products such as notebooks are as considered as high-end products, and therefore it is serving only targeted market segments, i. e. , managers and senior executives with higher income. About 5% of the respondent preferred to purchase clone PCs, which is very low priced, and those consumer groups with lower income still can afford. In future, clone PC market will continue to deteriorate, as there will a price war. In this section also, assessment was made to study the respondents’ urchasing behavior, and what are the factors influencing the preferences that leads to the decision making of the purchasing process. Based on this study, there are two very important criteria that influence t he respondents, price and customer service factors. Basically, pricing was the main concern, due to majority of the group is moderate earners, and therefore they are looking for the best buy and next they expect are excellent services for worth of money. These factors is followed by branding and, product quality and reliability factors, which lately consumers are more sensitive of the brand, which is due to their vast exposure about the market trends, and the main contributing factor is the Internet and Web-based technology. Modern consumers have high expectations on PC performance in terms of quality and reliability. Other non-critical factors that influence the purchasing decision is high customization, product with more functionality and attractive and appealing appearances. Based on section two of the survey, only those respondents, who use DELL PC were assessed from various perspectives, such as consumers’ total experience with DELL, what are the customer touch points, DELL’s marketing and business strategies and, area that DELL can do better and how DELL can position itself as counteract from its competitors’ strategic move. Basically, findings from this section of survey were summarized into the SWOT analysis as shown in Table 5. A quick glance of SWOT analysis shows that internally DELL has tremendously improved and able to turnaround its weaknesses to further strengthen its position in the market. This was very obvious scenario couple of years ago, where DELL was competing with IBM, was then the PC market leader. However, DELL has aggressively worked on new strategies based on their identified weaknesses internally and market opportunities externally, and that made them capture the market leadership position. Without any hesitation, DELL continued on its strategic planning, with focus on key IT solutions, such as Web-based customer information portal, enhanced e-survey to capture voice of customers and other e-CRM strategies to monitor very closely on customer service performance metrics. Table 5: SWOT Analysis of DELL Product in PC Market | |Strength |Weakness | |1 |Build-to-Order approach |1 |No intermediary retailing channel | |2 |Value added customer service | | | |3 |Direct interface with end custome rs | | | |4 |Customer service specialist | | | |5 |Customer oriented business model | | | |6 |Good after sales support | | | |7 |On-Line purchasing | | | |8 |Product differentiation | | | |9 |Clear market segmentation | | | |10 |Comprehensive product information | | | |11 |Web based customer service portal | | | |Opportunity |Threat | |1 |Product leasing program |1 |Short product life cycle | |2 |Attractive payment scheme |2 |Competitive pricing | |3 |New potential market – Government agencies & higher learning|3 |No brand loyalty | | |institutions. |4 |Clone PCs | |4 |Completing the PC peripherals and accessories product range. | | Apart from that, SWOT analysis also revealed the market opportunities, which DELL should be focusing for future growth. The new opportunities are product leasing program and, emerging of new potential market segment, which is local government agencies and higher education centers. Most importantly, these are the untapped markets that DELL should c oncentrate its future efforts to maximize the return. Regarding the external threat, DELL came up with many effective counter strategies that the threats are no longer pose any risk. 5. 2 PC Market – DELL Competition Competition in the PC market remained fierce during the last few years as notebook adoption continued and consumers reacted to falling prices. Worldwide PC shipments were in line with forecasts, growing 15. 2% year-on-year to 44. 6 million units, according to IDC’s Worldwide Quarterly PC Tracker, Commercial demand showed some signs of recovery and consumers remained active during the holiday season. Strong growth in Europe and sustained notebook demand were key sources of growth, although limited supply of flat panel displays constrained shipments for some vendors. On an annual basis, shipment growth moved into double digits for the first time since 2000, boosting shipments to a record 152. 6 million on growth of 11. 4%. DELL’s underlying strengths are its abilities to penetrate into new markets with all the advantages under its belt. From the latest statistics, DELL’s server market is able to gain market share and grew by 31 percent during the last few quarters. This is contradicting to other PC vendors as they experienced declining server sales and market share and it shows that, DELL is able to strategize and implement very aggressive business and marketing plans to obtain success. 5. 3DELL e-CRM Strategies Being a giant PC maker and customer-oriented, DELL depends on sophisticated IT applications in carrying out their business processes ranging from line assembly across administration to customer relationship management. DELL has also invested substantially in building its IT infrastructure in order to create an advance and effective work place. Nonetheless, DELL also prepares its staffs to be IT oriented in performing their jobs, and this enables DELL to stay ahead of their competitors. As observed, DELL’s e-CRM strategies are closely in line with the model of CRM architecture frameworks, which was illustrated in Figure 2. The e-CRM strategy of DELL has begun with customer acquisition, value enhancement and customer relationship retention. In other words, DELL has fully utilized the IT edge in carrying out CRM operations and also use as their business analytical tools. DELL has prepared a very comprehensive web site and call centers to interact with its customers. Further enhancement of the web site and call centers, enable DELL to stand out as far as e-CRM is concerned. The Strategies In customer acquisition, DELL emphasize in direct interfacing with customers. In that sense, DELL eliminates the intermediaries in their distribution channel. All information of products can be obtained on-line and is assisted by well-trained e-CRM specialists. There are several creative features on the web that need to be highlighted. Among them are: 1. On-line configuration: Suitable for those who intend to purchase a customized system. 2. Automated order process: Once order is confirmed, the specification of goods will be informed to assembly floor to start the production and it is achieved via a fully automated process. 3. Payment on-line: The payment scheme prepared by DELL is user friendly. 4. Order status check: While waiting for PC system to be delivered, customer can check the good delivery status on-line. 5. Comprehensive technical support: DELL is well known for its technical support on-line and also call-center. DELL committed to reply their customers queries within 4 hours. 6. Information rich web site: Customers can easily access to detail information via on-line, such as E-value. DELL always emphasizes on the customer-centric approach, enhancing the customer value, thus creating sales opportunities. More importantly, DELL has managed to use strategically the innovative IT solutions in this process as following: 1. Value-add to customer: Customers are always delighted by the kind of service provided by DELL. 2. Customer database: To ensure customer have full accessibility of information they require, and should be maintained up-to-date. 3. Knowledge database: Product knowledge and experience is shared between customers and DELL employees for mutual benefits. More importantly DELL adds value to customer by creating opportunity of upgrading and cross selling of its product: 1. Continuous update of information: Educate customer awareness on DELL product update. 2. Voice of Customer: Using e-Survey to capture customer inputs and feedbacks regarding product and service performance. 3. Free software upgrades: DELL customers are entitled for selected operating and applications software through its website such as Windows XP and McAfee. 4. Customer Care: Providing additional product safety and security features in terms of quick on-line tips to combat spyware and adware. DELL continued to invest in keeping its infrastructure as one of the best IT platform. For instance, DELL staffs are able to access to internet or intranet through wireless broadband connection within the plant. This allows them to respond immediately to any issues pertaining to customer feedback and complaint. 6. 0Conclusions and Recommendations The customer expectations have risen in recent years and the firms have come up with a number of innovative ideas of serving customers. This has provided the customer with the flexibility and convenience. Similarly, various groups of customers would require different level of services and support. For first time buyer, they may require installation and training services while big corporations with internal computer specialist may expect more comprehensive CRM program coupled with other value added services. However, the important motto would be the exercise and implementations to keep the customers satisfied, and that would be the ultimate goal for each and every organization. DELL certainly has given their best to expand their customer horizon, and they are definitely on the right track towards creating profitable customer base. With that, we can expect more and more innovative business ideas from DELL in future, which will continue to delight the ever-demanding customers. We also would like to recommend that, DELL should explore further in areas concerning market opportunities, as mentioned in the SWOT analysis table. Carefully analyzing and turning each opportunity into their advantage would prepare DELL to scale at greater heights. DELL also needs to fine-tune continuously its e-CRM strategies to further strengthen their customer centric approach. REFERENCES [1]Agrawal, V. & Mittal, M. (2002). Customer Relationship Management: The e11 Way. White paper of Delhi Business Review, Vol. 3, No. 1, January –June 2002. [2]Boon, O. , Corbitt, B. & Parker, C. (2002). Conceptualising the Requirements of CRM from an Oraganizational Perspective: a Review of the Literature. AWRE 2002. [3]Bull, C. (2003). Strategic issues in customer relationship management (CRM) implementation. Business Process management Journal, Vol. 9 No. 5, 2003, pp 592-602. [4]Chen, IJ. & Popovich, K. (2003). Understanding customer relationship management: People, Process and technology Business Process Management. Journal, Vol. 9, No 5, 2003, pp672-688. [5]Christopher M. , Payne, A. and Ballantyne, D. (1991). Relationship Marketing. Butterworth-Heinemann, Oxford. [6]Day, G. (2000). Managing Market Relationships. Journal of the Academy Marketing Sciences, Vol. 28, No. 1. [7]Goodhue, D. , Wixon, B. nd Watson, H. (2002). Realising business benefits through CRM: hitting the right target in the right way. MIS Quarterly, Vol. 1, Issue 2, pp74-94. [8]Jenkinson, A. (1996). Valuing Your Customers: From quality information to quality relationships through database marketing. McGraw-Hill, London [9]Kalakota, R. and Robinson, M. (2000). e-Business Roadmap for Success. Addison-Wesley, United States. [10]Kassanoff, B. (2000). Build loyalty into your e-business. Proceedings of DCI Customer Relationship Management Conference. Boston, MA, 27-29 June [11]Light, B. (2001). A review of the issues associated with customer relationship management systems. Proceedings of the 9th European Conference on Information Systems, pp1232-1241 [12]Newell, F. (2000). Loyalty. com: Customer Relationship Management in the New Era of Internet Marketing. McGraw-Hill, New York, NY [13]Payne, A. , Christopher M. and Clark, M. (1999). Relationship Marketing for Competitive Advantage. Butterworth-Heinemann, Oxford. [14]Payne, A. A Strategic Framework for Customer Relationship Management. A BT CRM White Paper [15]Peppard, J. (2000). Customer relationship management (CRM) in financial services. European management Journal, Vol. 18, No. 3, pp 312-327 [16]Petrissans, A. (2000). Customer Relationship Management and the Challenge of the Internet. Cap Gemini Ernst and Young-IDC, Toronto. 17]Tamminga, P. & O’halloran, P. (2000). Finding the real value in CRM: leveraging IT solutions through the customer driven approach. Cutter IT Journal Vol. 13, No. 10, pp4-11 [18]Turban, E. et al. (2004). Information technology for management: transforming organizations in the digital economy. 4th Edition. John Wiley & Sons, Inc, USA [19]Winer, R. (2001). A Framework for Customer Relationship Management. California Management Review, Vol. 34, No. 4. [20]Xu, Y. et al. (2002). Adopting customer relationship management technology. Industrial Management & Data Systems 102/8 2002, pp 442-452. Appendix 1 PC Industry Research Questionnaire Respondent Particular | |Age: __ Gender: __ Male __ Female | | | |Occupation: __ Technical __ Business | | | |Income Group: __ Below RM2,000/= __ RM2,000/= to RM5,000/= | |(per month) __ RM5,000/= to RM8,000/= __ Above RM8,000/= | | | |Accessible to Internet: __ Yes __ No | Part I – PC Purchase Experience |1 |Have you ever own a PC (either at home or work place? __Yes |__ No | | | | | |2 |How many time have you bought a PC for the last 5 years? |Please state: __ | | | | | |3 |Through which channel the PC is purchased? |__ Computer shop | | | |__ Elect. Appliance Retailer | | | |__ Internet | | | |__ Toll free telephone | | | |__ Mail order | | | |Others: | | | | | | |4 |What type of PC do you purchase? |__ Desktop |__ Notebook | | | |__ Palmtop |Other: _____ | | | | | |5. |What is the PC brand have you purchased? __ Acer |__ HP-Compaq | | | |__ Dell |__ Toshiba | | | |__ IBM |__ Fujitsu | | | |__ Clone | | | | | |6. |What is sequence of criteria in purchasing a PC? __ Brand | | |(from top to bottom1 to 7) |__ Price | | | |__ Service | | | |__ Reliability/Quality | | | |__ Appearance | | | |__ Functionality | | | |__ Customization | Part II: Experience with Dell (For those who has bought Dell PC only) |1 |What are your experience using Dell products? __ Good |__ Fair | | | |__ Bad | | | | | | |2 |Have you ever visited Dell’s web site? |__ Yes |__ No | | | | | |3 |Have you called to Dell’s toll free call center? |__ Yes |__ No | | | | | |4 |Have you read through Dell advertisement on printed material? __ Yes |__ N o | | | | | |5 |What channel do you find the most effective to get information from Dell |__ Internet | | | |__ Toll Free Call | | | |__ Printed material | | | | | |6 |Do you find Dell web site user friendly? __ Yes |__ No | | | | | | |7 |Do you satisfy with Dell’s |Very Dissatisfied |Dissatisfied |Neutral |Satisfied |Very satisfied | | |i. service quality | | | | | | | |ii. product quality | | | | | | | |iii. technical support | | | | | | | |iv. rice | | | | | | | | | | |2 |Does Dell continuously provide information/promotion of its product to you? |__ Yes |__ No | | | | | |3 |Can Dell employee address you by name when you call them? |__ Yes |__ No | | | | | |4 |Can Dell identify you purchase immediately when you require after sale technical support? __ Yes |__ No | | | | | |5 |Does Dell employee friendly and helpful? |__ Yes |__ No | | | | | | |8 |Will you return to Dell for subsequent purchase? |__ Yes |__ No | | | | | |9 |Do you agree Dell has successfully created good relationship with you? __ Yes |__ No | | | | | | |10 |Do you have any suggestion for Dell to further improve its Customer Service | | |Please state: | | | | [pic] ———————– Receivable/ Payable Profitability Analysis Production Planning Inventory Mgm’t Shipping Personnel Planning Payroll Back Office Functions Front Office Functions Figure 1: CRM Architecture Framework Globally Dispersed Customers Customer Support Cross-Functional Processes Breaking Down Department Walls Complete Integrated Solution Integrated CRM Applications Enhance Partial Functional Solutions Retain Marketing Mgm’t Order Mgm’t Sales Mgm’t Sales Planning Pricing After Sales Service Sales Force Automation Figure 2: Integration of CRM with Business Application Tools Customer Support Traditional Touch Points Retail Store Front Service Departments Cross-sell & Upgrade Proactive Service Direct Marketing Electronic Touch Points Website/ Internet E-mail Call Centre Voice Response System Direct Marketing Customer Life Cycle Customer Touch Points Acquire CRM Technology ERP/ Data Warehouse

Kathryns Stocketts The Help and 1960s Feminism

The Help is set in Mississippi during the early 1960s, when the groundswell of feminisms second wave was still building. Kathryn Stocketts novel revolves around events in 1962-1963, before the womens liberation movement, before Betty Friedan and other feminist leaders founded the National Organization for Women, before the media invented the myth of bra-burning. Although The Help is an imperfect depiction of the 1960s and the author stifles the budding feminism of some of her characters, the novel does touch on many issues that were relevant to 1960s feminism.   Issues Worth Exploring Skeeters Rebelliousness/IndependenceA hint of feminism in The Help may be most evident in post-college Skeeter, the young woman who questions restrictions placed on her by societys traditions. Her Southern socialite best friends have conformed to expectations by marrying, having children (or trying to) and even questioning why Skeeter stayed four years at Ole Miss to finish her degree, while they were dropping out of school. Skeeter is still trapped and still trying to fit in, but her inability to do so is partly due to her discomfort with the myth of femininity she is expected to live. White Women and Women of ColorThe so-called second wave of feminism is often criticized for being too white. Betty Friedans classic The Feminine Mystique and other 1960s feminism accomplishments often came from a limited, white, middle-class point of view. Similar criticisms have been applied to The Help. This is partly because it is written by a white author who narrates in the black voices of Minny and Aibileen, and partly because of the way white voices in the U.S. continually tell the story of the Civil Rights Movement from a limited point of view. Many critics have questioned Kathryn Stocketts ability to speak for the help. Although the story is about white and black women working together, it is difficult and even dangerous for them to do so. The Help reminds readers that some 1960s feminists were perceived as busily organizing, protesting and advocating without bringing women from other races to the table. Women and Civil RightsWhich comes first for African-American women, civil rights as blacks or liberation as women? This theme was explored by many black feminist activists, with some theorists responding that it is clearly an unfair question. The either/or dichotomy is part of the problem. No woman should be asked to give up any part of her sense of self. SisterhoodThe term sisterhood became a theme and rallying cry of feminism in the 1960s and 1970s. Use of the word was criticized by some, in part because of the racist and classist assumptions ascribed to white womens liberation activists who used the word. The Help emphasizes the solidarity of women in many different situations, often crossing racial boundaries. MarriageDespite her independent streak, Skeeter feels the pressure to marry, and nearly does so even when both emotional and logical signs point toward no. The marriages of various characters in the book - Skeeters parents, her friends, Aibileen, Minny, Stuarts parents, Celia Foote - are nearly all presented with problems that are intertwined with gender power dynamics. Domestic ViolenceMinny faces abuse from her husband Leroy with some degree of resignation. However, author Kathryn Stockett does seem at times to approach it with an ironic awareness of the public attention that would soon come to the issue of domestic violence. Feminist organizations such as NOW addressed domestic violence as one of their priority issues. Women in PublishingElaine Stein, the editor from New York who helps Skeeter, freely states that she will help because she recognizes the need for a woman to have a mentor, a connection or some kind of in to the male-dominated publishing industry. Economics, Maids and the Pink-Collar GhettoAfrican-American women depicted in The Help had to earn a living as maids in white families homes. Few other opportunities were available to them - very few. Feminists of the 1960s are often remembered for getting women out of the home. The truth is, many women did work outside of the home already, but one of the chief concerns of feminists was that women were relegated to lower paying jobs of less prestige with less advancement opportunity and less satisfaction. The term pink-collar refers to the traditional, lower-paid womens jobs. Empowering the Help: How the Personal Is PoliticalThe books main plot is about women telling their stories in a society that has long refused to hear their voices. Whether or not the novel is flawed or the author can properly speak for African-American maids, the idea of women speaking their truth as a path to greater social enlightenment is considered the backbone of feminism.