International Association of Bloodstain Pattern Analysts Essay

Bloodstain pattern analysis is one technique of several in the discipline of forensic science. This technique of using bloodstains as evidences is not new; however, the application of modern science has made bloodstain analysis more and more reliable (Wikipedia). When current technologies and advances within DNA analysis become available to enforcement agencies, the apprehension of criminals and offenders become less problematic (Wikipedia). The forensic science of bloodstain pattern analysis applies scientific knowledge from other disciplines in order to solve a myriad of practical problems. Bloodstain pattern analysis can draw on biology, chemistry, math, and physics, among others (Wikipedia). When an analyst follows a strict scientific process, this applied science can produce strong, solid evidence (Wikipedia). This is an imperative tool when in the hands of law enforcement. An understanding of bloodstain analysis may allow first responders to a crime scene the know-how in currently collecting and preserving any bloodstain data (Wikipedia). Bloodstain analysts receive specialized training. The foundation course in bloodstain pattern analysis is the Basic Bloodstain Pattern Analysis Course. This is taught at many government and private institutions. The course criterion was developed by the International Association of Bloodstain Pattern Analysts (IABPA) with the following stated purpose: A course of instruction designed for investigators, crime scene technicians, forensic technicians, and others involved in criminal and medical-legal investigations and crime scene analysis. The course is intended to develop a fundamental knowledge of the discipline of bloodstain pattern analysis. The course should illustrate to the student basic principals of bloodstain pattern analysis and the practical application of the discipline to actual casework. The course syllabus is not intended to create an â€Å"instant† expert. There are three classifications of bloodstains: passive, projected, and transfer/contact. These classifications were developed by the IABPA. Passive stains are developed when the acting force creating it is gravity. A passive pattern is then divided into three sub-categories: passive drop, drip pattern, and flow pattern (IABPA). Passive drops are created by the force of gravity alone, and the drip pattern is created when blood drips into blood. The flow pattern is a change in shape or direction due to influence of gravity or movement of the object (IABPA). Projected blood patterns are the result of an energy source being transferred through blood. There are several types: low velocity impact spatter (LVIS), medium velocity impact spatter (MVIS), high velocity impact spatter (HVIS), and expiratory blood (IABPA). The three types of velocity impact patterns are caused when an impact at either a low, medium, or high velocity make contact with the blood source (i. e. medium impact = a battery; high impact = a gunshot). An expiratory pattern is blown out of the nose, mouth, or a wound as a result of air pressure and/or air flow which is the propelling force (IABPA). A transfer/contact stain is the result of a blood bearing object coming in contact with a non-blood bearing object – thus causing the transfer of blood. Two types of transfer/contact patterns are the wipe and swipe pattern. A wipe bloodstain pattern created when an object moves through an existing stain, removing and/or altering its appearance. A swipe pattern is the transfer of blood from a moving source onto an unstained surface (IABPA). Blood splatter flight characteristics show that blood tends to form a sphere in flight opposed to the artistic teardrop shape. This is the result in the surface tension that binds the molecules together. This spherical shape is important to the calculation angle of incidence of blood when it hits a surface. This angle is then used to determine the point of origin (PO) – the original area where the blood originated in (Wikipedia). In 1954, Marilyn Sheppard was bludgeoned to death in her home. Her husband, Dr. Sam Sheppard survived what he called an attack by an intruder. Dr. Sheppard reported that he had been knocked unconscious as he tried to defend his wife (Lyle). Their home was ransacked. Investigators would come to realize that Dr. Sheppard had no blood located on his body nor clothing, and he denied ever cleaning up before the police arrived (Lyle). This troubled the police. The attack was so brutal that the killer would have been covered in blood, and Dr. Shepard should have had blood transfers located on his body or clothes. Sheppard had no blood located on his hands, which would be impossible because he said he checked for a pulse of his wife’s neck, which was covered in blood. Furthermore, Sheppard claimed that his watch, wallet, ring and keys were missing. This was true. A bag with these items was found no too far from the house; however, they had to traces of blood. Moreover, Sheppard’s pants had no blood on them – impossible is the killer robbed him with bloody hands (Lyle). The watch, however, did have traces of blood. Theses blood splatters came from flying droplets, indicating that the watch must have been close when the victim was received the fatal blows. If the watch made contact with her neck – as he checked for a pulse – the watch would have blood smears and not droplets (Lyle). Police determined that Dr. Sheppard most likely bludgeoned his wife to death. Then he cleaned himself and trashed the items outside the house were police would find them and made the house look as if it was a burglary (Lyle). Based in large part on the blood evidence, or lack of it, Sheppard was convicted of murder. After spending ten years in prison, Sheppard was released when the U. S. Supreme Court overturned his conviction. A representative from the coroner’s office stated that the blood located on Sheppard’s watch represented a blood splatter. This means the watch must have present when the blows were struck (Lyle). A renowned criminalist, Dr. Paul Kirk testified that the blood on the watch was a result of Sheppard checking his wife’s pulse. If so, why was the watch found outside the house? This controversy still surrounds the case. In 2004, Nick Berg was horrifically murdered by insurgents in Iraq. His throat was cut and he was decapitated. His body was found by an Iraqi overpass. The tape was on review on May 11, 2004 for a type of bloodstain analysis. Laura Mansfield, certified in bloodstain analysis by the Laboratory of Forensic Science and is a member of the IABPA, begins her analysis of the footage (Crime Library). It’s reported: â€Å"The time displays 13:45:47 in the lower right corner, the victim is pushed onto his left side where his legs are bent at the knees and raised toward his chest and his arms still tied behind his back. At this point, the video becomes out of focus and essentially useless for the purposes of analysis from approximately 90 frames. As the video comes back into focus, the primary assailant is viewed using the knife to cut the throat of the victim, beginning at the area near his left carotid artery. Almost immediately, blood is seen â€Å"pouring† onto the floor (target surface) from the wound caused by the incision (Crime Library). † There appears to be an edit point. At this point the primary insurgent is no longer holding the knife. â€Å"The individual wearing the white hood and previously standing on the right side of the primary assailant is now using the knife in a saw-like manner, holding the knife in (his) right hand while holding the victims hair with (his) left hand. At 13:47:xx, the individual wearing the white hood ultimately detaches the victim’s head from his body and holds the head outward in (his) left hand, still holding the knife in (his) right (Crime Library). † The frames that follow appear to jump, at which time the victim’s head is completely detached and the primary object in the frame. Through out the video, time changes frequently from military time back to â€Å"regular† time and vice versa. â€Å"Interestingly, the time display on the video changes to 2:46:20 (regular time format) and then switches back to 13:48:45 (military format) while the victim’s head is shown detached from his body in a similar series of frames (Crime Library). † Bloodstain pattern analysis is an age-old technique, which with new technologies and advancements aid in the capture and prosecution of criminals. This analysis procedure is used in many different ways and draw upon a myriad of disciplines. In result of a strict process, bloodstain pattern analysis will prove solid, concrete evidence and is a useful tool in the hands of law enforcement. References IABPA (International Association of Bloodstain Pattern Analysts). Suggested IABPA Terminology List. Date visited 8 April 2006. http://www. iabpa. org/Terminology. pdf Lyle, D. P. , MD. Uncovering the Evidence: Those Messy Bloodstains. Forensics for Dummies. John Wiley & Sons Inc. p. 98 Nick Berg Tape. Crime Library. Court Tv. Date visited 8 April 2006. http://www. crimelibrary. com/about/authors/mansfield/ Wikipedia Online. Bloodstain Pattern Analysis. Date visited 9 April 2006. http://en. wikipedia. org/wiki/Bloodstain_pattern_analysis

Customer Satisfaction on Marketing Mix of Lux Soap Essay

1. Introduction 1.1 Background of the study The trade atmosphere today is changing more rapidly than ever before. It is characterized by increasing competition from both domestic and foreign companies, a brandish of mergers and acquisitions, and more sophisticated and demanding customers who have great expectations related to their consumption experiences. Since services are intangible, heterogeneous, and inseparable, it is difficult to measure service quality objectively. So the companies have focus to so many different aspects in order to make sure their sales. This report deals with meeting up the new challenges that LUX is facing to manage the selling environment. LUX has stared so many projects to get a better position in the market. The objective of the study is to see customer satisfaction about marketing mix of LUX soap. 1.2 Significance This report is a requirement of the program for MBA program. We have tried our level best to make it as an excellent one. We used all the latest data and information. The report can help as the indicator of the level of satisfaction of the customers of the LUX soap and its marketing mix. It provides the true practice taking place in the marketing industry, which plays an important role for every student to meet the extreme challenges of the job market. It helps us in gathering knowledge on the modern practices of the marketing programs of LUX and its way to serve its customers. Its data comparison is based on the published information and further analysis. 1.3 Scope of the study It illustrates a study on customer satisfaction about the marketing mix of LUX soap. This report will help us to acquire information about the beautification industry of Bangladesh and systematically investigate the satisfaction pattern of the LUX soap users. This information will improve our knowledge, which will positively impact our learning experience. This report provides us the opportunity to exchange ideas with our classmates and faculty and learn about different techniques. It is necessary to stay current with new processes, ideas, and methods. By doing this report we get the opportunity to explore the areas of research and bring the new  information into our report. 1.4 Objective of the study 1.4.1 General Objective: The main objective of this report is to study the customer satisfaction on marketing mix of LUX soap. 1.4.2 Specific Objective: * To study the marketing mix of LUX soap. * To find out the level of customer satisfaction about LUX. * To know about the beautification industry of Bangladesh. * To know about the competitor products of LUX. * To know the impact of those competitor products on the customers of LUX. 1.5 Methodology: 1.5.1 Type of research design: We have applied â€Å"descriptive research† to conduct the report. This includes the method of data collection and the sources of the data or information of the research. 1.5.2 Source of data: 1.5.2.1 Primary data: This type of data collected by doing survey and observes the behavior of the customer. 1.5.2.2 Secondary data: This type of data collected from official web site of LUX, and different articles. 1.5.3 Data collection procedure: We have used data both qualitative and quantitative method .We have collected data for this report in two ways: 1.5.3.1 Primary data: We collected primary data through survey and for doing survey we have prepared a questionnaire on LUX soap. We observe the behavior of customer. 1.5.3.2 Secondary data: In order to collect secondary data we used official website of Unilever Bangladesh, LUX and different articles related with this topic. 1.5.4 Research instruments: 1.5.4.1 Questionnaire: As a tool for collecting primary data a questionnaire was constructed to carry on the sample survey. 1.5.5 Sample plan: 1.5.5.1 Population: The entire customer group of LUX soap. 1.5.5.2 Sample elements: The sample element is the individual customer of LUX soap. 1.5.5.3 Sample frame: No structured sample frame was found. 1.5.5.4 Sample procedure: Non-probability convenience sampling procedure is used in the survey. 1.5.5.5 Sample size: The sample size is 30 customers. 1.6 Limitation: The present study was not out of limitations. Some constraints are given bellow— * The main constraint of the study is inadequate access to information, which has hampered the scope of analysis required for the study. It was unable to provide some formatted documents data for the study. * Due to time limitations, many of the aspects could not be discussed in the present report. * The customers were too busy to provide much time for interview. * The customers couldn’t provide proper information about some aspect due to their lack of knowledge. * Only few areas of Dhaka city have been considered for the study. * Samples were selected conveniently. * The sample size does not represent the total 2. Overview of the Product 3.1 Profile: LUX is a global brand developed by Unilever. The range of products includes beauty soaps, shower gels, bath additives, hair shampoos and conditioners. LUX started as â€Å"Sunlight Flakes† laundry soap in 1899.In 1924, it became the first mass market toilet soap in the world. It is noted as a brand that pioneered female celebrity endorsements. As of 2005, LUX revenue is estimated at â‚ ¬1 billion, with market shares spread out to more than 100 countries across the globe. Today, LUX is the market leader in several countries including Pakistan, Brazil, India, Thailand and South Africa. Developed by Unilever, LUX (soap) is now headquartered in Singapore. LUX launched the world’s first mass market beauty bar, â€Å"made like the costliest French soap†. Since then, LUX has been associated with over 400 of the  world’s most glamorous actresses from Hollywood legends like Elizabeth Taylor, Audrey Hepburn, and Grace Kelly, to Bollywood Royalties such as Aishwarya Rai and Katrina Kaif. Origins and history: The brand was founded by the Lever Brothers (today known as Unilever) in 1899. The name changed from â€Å"Sunlight Flakes† to â€Å"LUX† in 1900, a Latin word for â€Å"light† and suggestive of â€Å"luxury.† LUX toilet soap was launched in the United States in 1925 and in the United Kingdom in 1928. Subsequently, LUX soap has been marketed in several forms, including hand wash, shower gel and cream bath soap. Early beginnings: LUX’s early advertising campaigns aimed to educate users about its credentials as a laundry product and appeared in magazines such as Ladies Home Journal. By the early 1920s, it was a hugely successful brand and in 1924, the Lever Brothers conducted a contest that led them to a very interesting finding: women were using LUX as toilet soap. Building beauty soap credentials: Introduced in the United States in 1924, LUX became the world’s first mass market toilet soap with the tagline â€Å"made as fine as French Soap†. In the first 2 years of launch, LUX concentrated on building its beauty soap credentials. Advertisements offered consumers â€Å"beauty soap made in the French method† at an affordable price, with the promise of smooth skin. Made with fine-texture, rich in fragrance, and manufactured using a method created in France, the first LUX toilet soap was sold for 10 cents apiece. 1928–1940: 9 out of 10 stars: This era saw key launches of LUX in the UK, India, Argentina and Thailand. The brand concentrated on building its association with the increasingly popular movie world, focusing more on movie stars and their roles rather than on the product. In 1929, advertising featured 26 of the biggest female stars of the day, creating a huge impact among the movie-loving target  audience. This was followed by Hollywood Directors talking about the importance of smooth and youthful skin. This pioneered the trend of celebrity product endorsements. The series of print ads had stars talking about preserving youthful skin. LUX also launched campaigns featuring interviews with Stars and Close Ups of Stars, bringing to life the ‘9 out of 10’ idea. 40s & 50s: Romancing the consumer: Using movie star as role models, LUX’s strategy was to build relevance by looking at beauty through the consumer’s eyes. While still retaining the star element, the focus shifted to the consumer and the role of the brand in her life. Advertising commercials showed ordinary looking women with direct references to stars, such as Deanna Durbin. 60s: Romancing the brand: The 60’s saw a shift in advertising to product stories and the romanticizing of brand through its â€Å"sensorial & emotional† dimensions. This was the era of ‘the film star feeling’ and the ‘Golden LUX’, featuring stars such as Sandra Dee, Diana Rigg and Samantha Eggar. The bathing ritual, the ‘fantasy’ element that has been the imagery of LUX was created in this era. The brand also moved forward with launching LUX in the Middle East, entering a more conservative market. 70s: Dimensionalizing beauty: Reflecting the shift in beauty trends in the 70s, the LUX stars stepped down from their pedestals and were portrayed as multi-faceted women with natural, wholesome beauty that the ordinary consumer could relate and aspire to. The executions were more of ‘a day in the life’ of the stars with focus on their ‘natural beauty’. Stars included Brigitte Bardot and Natalie Wood. 80s: Owning the category space: Establishing itself as THE beauty soap for stars and beautiful women, the 80s emphasized the importance of skin care – the first step to beauty. LUX was launched in China at this time. Sophia Loren, Raquel Welch and Cheryl Ladd were some famous celebrities used during this time. In India actresses Hema Malini, Parveen Babi, Madhuri Dixit, endorsed LUX soap. 90s – Early 2000s: Advanced skin benefits: In the 90s, LUX moved from generic beauty benefits to focus on specific benefits and transformation. More emphasis on functionality and variant associations with different skin types as well as mention of ingredients. The communication was far more regional specific and localized, using stars like Malu Mader and Debora Bloch. This period launched product brand extensions Shower Cream and Gels and LUX Super Rich Shampoo in Japan and China. 2000s: Beyond movie stars: In early 2000, the focus shifted from specific skin benefits to a stronger emotional space. The brand provided the link between the aspirational role models and real life with the campaign, ‘LUX’ brings out the star in you’. The benefit was now more than just beauty, it was also about the confidence that comes from beautiful skin. In 2005, LUX encouraged women to celebrate and indulge their femininity with the â€Å"Play with Beauty† philosophy, with stars like Aishwarya Rai. The brand also connected with consumers to take a more ‘active’ stance on beauty. From 2008, building off the brand’s root strengths, focus has shifted to beauty (vs. femininity), appealing to consumers’ fantasies and aspirations. LUX believes that ‘beauty is a female instinct that shouldn’t be denied’ and showcases the pleasure that every woman enjoys from using her beauty, encapsulating that idea in a simple phrase: Declare your beauty. Today, LUX products are manufactured at 71 locations with more than 2000 suppliers and associates providing the raw materials. It has key markets in Pakistan, Brazil, China, Bangladesh and South Africa, and is a market leader in India (for soap bars), Pakistan, Brazil, Saudi Arabia (for soap bars), Bangladesh, Thailand and Vietnam. 3.2 Vision, mission, goals and objectives: LUX began its story in 1924 as the first mass marketed beauty soap. Now sold in over 100 countries, it is the most recognizable soap brand in the world – bringing a combination of fun, pleasure and comforts to women’s beauty routines the world over. Since its start in 1924 as the first mass marketed beauty soap, LUX has made its way to over 100 countries across the globe and  is now the most recognizable soap brand in the world. During this long journey, some of the world’s most talented and beautiful women have become a part of LUX’s history as brand ambassadors. LUX combines exquisite fragrances with the most exotic ingredients to give a truly unique bathing experience. VISION It is the vision of LUX to give women that million dollar feelings every time they use a LUX product, be it one of their fragrant beauty soaps or refreshing body washes. LUX believes beauty doesn’t have to be a chore and brings a combination of fun, pleasure and comfort to women’s beauty routines all over the world. MISSION The mission of LUX is to embrace consumers’ new expectation, to maintain good governance, product quality and long experience of working with communities. Their vitality mission will focus brands on meeting consumer needs arising from the biggest issues around the world today – ageing populations, urbanization, changing diets and lifestyles. They see growing consumer need for: * A healthy lifestyle * More variety, quality, taste and enjoyment * Time, as an increasingly precious commodity * Helping people to feel good, look good and get more out of life will enable us to meet these needs and expand our business. GOALS The goals of LUX are- * To maintain strong science capability. * Ensuring the quality of the raw materials and the ingredients needed to make products. * To manufacture high-standard products. * Promoting products to the highest extent. * Producing large volume to achieve production cost economies. * Enabling quality products to be sold out at obtainable product. * Maintaining healthy relationship with the customers. OBJECTIVES The objectives of LUX are- Always working with integrity: Conducting operations with integrity and with respect for the many people, organizations and environments. Positive impact: LUX aim to make a positive impact in many ways: through the brands, commercial operations and relationships, through voluntary contributions, and through the various other ways in which they engage with society. Continuous commitment: They’re also committed to continuously improving the way they manage the environmental impacts and are working towards the longer-term goal of developing a sustainable business. Setting out our aspirations: Their corporate objective sets out their aspirations in running business. It’s underpinned by the code of Business Principles which describes the operational standards that everyone at Unilever follows, wherever they are in the world. The code also supports their approach to governance and corporate responsibility. Working with others: They want to work with suppliers who have values similar to them and work to the same standards as they do. 3.3 LUX Range: LUX Peach & Cream blends juicy peach and moisturizing cream extracts to give you velvety, soft skin. LUX Fresh Splash is crafted with the icy freshness of cooling mint and the invigorating power of sea minerals to transform your skin from dull to vibrant in an instant. LUX Sandal & Cream uses extracts of alluring sandalwood and a unique consistency of moisturizing cream to give your skin a captivating and mesmerizing glow. LUX Purple Lotus & Cream is infused with fragrant moisturizing and beauty oils, leaving your skin silky smooth. 3.4 SWOT Analysis for LUX: The SWOT analysis for LUX helps identify the internal environment, its strengths and weaknesses as well as the external environment faced by it, and the opportunities and threats that it presents: Strengths: * LUX possesses a very strong network of market research. * LUX has a very wide range of products to offer. * The parent company of LUX has helped in establishing a strong supply and distribution network. Besides, it also has access to the resources of the parent company of Unilever. * LUX possesses a very strong brand image in the market. * The focus of LUX is going strong on beauty segment. * LUX is a dynamic brand and is undergoes changes as per the changes in demand and trend. * The brand has innovative sales promotions tactics that spread across different forms of media – print, electronic and social. * The brand is known to deliver value-for-money in the eyes of the consumers. * It has a broad market presence and mass appeal, being the market leader in so many countries. * As per the BCG matrix, developed by the Boston Consulting Group, LUX can be put into the STAR category for high market growth and high market share. Weaknesses: * LUX lacks a unisex appeal as it has essentially been portrayed as a women’s beauty soap and has a lot of feminine appeal. * The wear rate of the soap is very high. It gets dissolved pretty fast and gets mushy and soggy quickly. * Certain variants of the soap, like the Haute Pink, Sunscreen, etc did not do so well in the market as some of its other variants have. * The stock replenishment in semi-urban areas and rural areas is quite long, despite having such a wide distributor network. This leads to stock out in these areas. * Some of its advertisements have been quite controversial. * It includes too much base which makes the skin dry. Opportunities: * The industry today is growing at a rate of more than 10% per annum. * LUX can yield great benefits by reinforcing itself in the beauty segment. * Promotions strategies like trade fare, price offs, sample distributions, etc are essential with competitors. * The soap is in the maturity stage of its life cycle, so it is essential that a retentive strategy be adopted so that this can be sustained. * Ayurvedic variant of LUX could have a big scope in the market. So far, the only variant of LUX that has somewhat come close to Ayurveda, though not actually is the festive glow variant, which had the goodness of haldi and chandan ubatan. This could cater to a new segment in the market. * LUX Kids Special soap would also help the brand greatly, as this segment has been running dry for quite some time now. In this way, brand loyalty could be caught young. * The brand extension products of LUX – the body washes, with its new range launched recently, is in the growth stage of its life cycle. They can pick up fast pace is positioned and marketed properly. Active marketing of these body washes is going on in the social media. * It can also launch face wash range as it is in great demand to today’s women. Threats: * Number of competitors is rising – ITC, P&G, etc are fast catching up. * High internal competition also exists for the soap like Dove. * LUX seems overly relied on the beauty segment, so in case the consumer trends or preferences change, then LUX stands to be highly vulnerable. * More focus needs to be put on the newer technology. * If constant reinvention is not there, then LUX can slip down from the maturity stage it currently is in and get into a declining phase. 3.5 Marketing Mix of LUX: This chapter describes the way Unilever Bangladesh Ltd. use the tactical marketing tools for marketing LUX in Bangladesh. The chapter comprises of four sections. Section 2.5.1 discusses the product attributes of LUX. Section 2.5.2 visualizes the price of LUX according to different size. Section 2.5.3 conceptualizes the distribution channel of Unilever Bangladesh Ltd. This section includes a table that shows the location of the company’s  warehouses all around the country. Finally section 2.5.4 discusses the promotional activities that the company undertakes for LUX. 2.5.1 Product: LUX is an internationally renowned beauty soap brand of Unilever. Though manufactured in Bangladesh for the local market by Unilever Bangladesh Ltd, as an international brand, it maintains an international quality for the product. Formula given by Research and Development departments in foreign countries, LUX is produced in Bangladesh from imported raw materials like sodium soap, glycerol and different extracts according to flavors, coming from Unilever plants situated abroad. LUX is offered in Bangladesh in four different flavors which are: LUX Peach & Cream, LUX Fresh Splash, LUX Sandal and cream and LUX Purple Lotus & Cream. Taking into account the convenience of its customers, the company manufactures all flavors of LUX in three different sizes, 40gm, 80gm and 120gm. 2.5.2 Prize: Though Unilever Bangladesh gives its LUX customers a lot in terms of the product itself, it cannot provide a better pricing. This is due to some constraints in the beauty soap industry. Beauty soap is a product with a vulnerable demand in Bangladesh. A change in price has a high risk of creating price war among the rivals which will eventually cause a loss of profit. Its prices are almost equal to its competitor. Company carries out research on competitors’ price and brand loyalty when it feels extreme necessity of changing price. 2.5.3 Place: Unilever Bangladesh Ltd. has a huge distribution channel for LUX all over the country as its sales reach more than 10 million pieces a year. The company has six huge warehouses, one in each division of Bangladesh, where the product goes after they are manufactured at Kalurghat factory. The company does not use its own fleet of transport for distributing its product. However, it has outsourced its distribution process to various  third party distributors, exclusively dedicated to Unilever Bangladesh Ltd. These distributors then supply the product all over Bangladesh to a huge number of retailers. Even though LUX targets the urban and sub urban middle and upper middle class people they are distributing their products all over Bangladesh because of a recent increase in demand of its product to all segments of the population. 2.5.4 Promotion: Unilever Bangladesh undertakes huge promotional activities to promote LUX which has topped the beauty soap industry of Bangladesh. It spends almost 20% to 25% of its Net Proceeds from Sales (NPC) of LUX for promotional activities for LUX. It’s certain annual promotional campaigns like LUX Channel i Superstar and LUX Channel i Annual Cinema Awards has made the product a part of the glamour world. Since the 1930s, over 400 of the world’s most stunning and sensuous women have been proudly associated with LUX advertisements. They do not only promote LUX in Bangladesh for the beauty conscious females, it also promotes the brand for males and the company proved that, by including world famous male celebrity Shahrukh Khan for their advertising campaign. Unilever Bangladesh Ltd spends a huge amount of money for promoting LUX through TV commercials, newspaper advertisements and billboards. 3. Theoretical Aspect 3.1 Customer satisfaction: Customer satisfaction is a term frequently used in marketing, is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as â€Å"the number of customers or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals†. In a survey of nearly 200 senior marketing managers, 71 percent responded that they found a customer satisfaction metric very useful in managing and monitoring their businesses. The importance of measuring customer satisfaction is discussed below: * It is seen as a key performance indicator within business and is often part of a Balanced Scorecard. In a competitive marketplace where businesses compete  for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. * Within organizations, customer satisfaction ratings can have powerful effects. They focus employees on the importance of fulfilling customers’ expectations. Furthermore, when these ratings dip, they warn of problems that can affect sales and profitability. These metrics quantify an important dynamic. When a brand has loyal customers, it gains positive word-of-mouth marketing, which is both free and highly effective. Therefore, it is essential for businesses to effectively manage customer satisfaction. To be able do this, firms need reliable and representative measures of satisfaction. * In researching satisfaction, firms generally ask customers whether their product or service has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction. When customers have high expectations and the reality falls short, they will be disappointed and will likely rate their experience as less than satisfying. For this reason, a luxury resort, for example, might receive a lower satisfaction rating than a budget motel—even though its facilities and service would be deemed superior in ‘absolute’ terms. * Customer satisfaction provides a leading indicator of consumer purchase intentions and loyalty. Customer satisfaction data are among the most frequently collected indicators of market perceptions. * Within organizations, the collection, analysis and dissemination of these data send a message about the importance of tending to customers and ensuring that they have a positive experience with the company’s goods and services. * Although sales or market share can indicate how well a firm is performing currently, satisfaction is perhaps the best indicator of how likely it is that the firm’s customers will make further purchases in the future. Much research has focused on the relationship between customer satisfaction and retention. Different processes to measure Customer satisfaction are given below: 1. Theoretical Ground: In literature antecedents of satisfaction are studied from different aspects. The considerations extend from psychological to physical and from normative to positive aspects. However, in most of the cases the consideration is  focused on two basic constructs as customers’ expectations prior to purchase or use of a product and his relative perception of the performance of that product after using it. Expectations of a customer on a product tell us his anticipated performance for that product. As it is suggested in the literature consumers may have various â€Å"types† of expectations when forming opinions about a product’s anticipated performance. 2. The Disconfirmation Model: The Disconfirmation Model is based on the comparison of customers’ expectations and their perceived performance ratings. Specifically, an individual’s expectations are confirmed when a product performs as expected. It is negatively confirmed when a product performs more poorly than expected. The disconfirmation is positive when a product performs over the expectations. There are four constructs to describe the traditional disconfirmation paradigm mentioned as expectations, performance, disconfirmation and satisfaction. The usual measures of customer satisfaction involve a survey with a set of statements using a Likert Technique or scale. The customer is asked to evaluate each statement and in term of their perception and expectation of performance of the organization being measured. Their satisfaction is generally measured on a five-point scale. Customer satisfaction data can also be collected on a 10-point scale. Regardless of the scale used, the objective is to measure customers’ perceived satisfaction with their experience of a firm’s offerings. Good quality measures need to have high satisfaction loadings, good reliability, and low error variances. 3.2 Marketing mix: The marketing mix is a business tool used in marketing and by marketing professionals. The marketing mix is often crucial when determining a product or brand’s offering, and is often synonymous with the four Ps: price, product, promotion, and place; in service marketing, however, the four Ps have been expanded to the Seven Ps or eight Ps to address the  different nature of services. In recent times, the concept of four Cs has been introduced as a more customer-driven replacement of four Ps. And there are two four Cs theories today. One is Lauterborn’s four Cs (consumer, cost, communication, convenience), another is Shimizu’s four Cs (commodity, cost, communication, channel). ————————————————- 3.2.1 Producer-oriented model The marketer E. Jerome McCarthy proposed a four Ps classification in 1960, which has since been used by marketers throughout the world. Classification| Category| Definition| Product| A product is seen as an item that satisfies what a consumer demand. It is a tangible good or an intangible service. For example good will for intangible. 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The ‘reference value’ (where the consumer refers to the prices of competing products) and the ‘differential value’ (the consumer’s view of this product’s attributes versus the attributes of other products) must be taken into account. | Promotion| All of the methods of communication that a marketer may use to provide information to different parties about the product. Promotion comprises elements such as: advertising, public relations, personal selling and sales promotion. Advertising covers any communication that is paid for, from cinema commercials, radio and Internet advertisements through print media and billboards. Public relations is where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and events. Word-of-mouth is any apparently informal communication about the product by ordinary individuals, satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays an important role in word of mouth and public relations (see ‘product’ above). | Place| Refers to providing the product at a place which is convenient for consumers to access. Various strategies such as intensive distribution, selective distribution, exclusive distribution and franchising can be used by the marketer to complement the other aspects of the marketing mix. | ————————————————- ————————————————- 3.2.2 Consumer-oriented model Robert F. Lauterborn proposed a four Cs classification in 1993 which is a more consumer-oriented version of the four Ps that attempts to better fit the movement from mass marketing to niche marketing: â€Å"P† category| â€Å"C† category| â€Å"C† definition| Product| Consumer solution| Represents the actual product which meets up the consumer needs and wants.| Price| Cost| Reflecting the total cost of ownership. Many factors affect Cost, including but not limited to the customer’s cost to change or implement the new product or service and the customer’s cost for not selecting a competitor’s product or service.| Promotion| Communication| Represents a broader focus. Communications can include advertising, public relations, personal selling, viral advertising, and any form of communication between the organization and the consumer.| Distribution(Place)| Convenience| With the rise of Internet and hybrid models of purchasing, Place is becoming less relevant. Convenience takes into account the ease of buying the product, finding the product, finding information about the product, and several other factors.| 4. Analysis & Findings We have conducted our survey on â€Å"Customer Satisfaction about the Marketing mix of LUX soap†. We have design our sample with 30 respondents. Respondent Sample: Among 30 people, 25 were female and 5 people were male. Among 25 Female most respondents were students of Masters, Bachelors and colleges, some respondents were housewives (4 people). In case of Male respondents all were the students. Total Respondents| 30| Female Respondents| 25| Male Respondents| 5| Figure 1: Types of respondents Age of Respondents: We divided respondent’s age into four categories. The categories are 15-20 years, 21-30 years, 31-40 years and 41-50 years. Among 30 respondents 3 respondent’s age were in between of 15 to 20 years, one respondent was from the age category 41-50 years, 3 respondents were from 31-40 years and the others (23 respondents) were in between of 21 to 30 years. Age| No of Participants| Between 15 to 20| 3| Between 21 to 30| 23| Between 31 to 40| 3| Between 41 to 50| 1| Figure 2: Age of respondents 1. Are you Happy with this Brand? Options| No of Respondents| Yes| 29| No| 1| Figure 3: Level of satisfaction of respondents with the brand When we asked about this question, 29 people agree that they are happy with this Brand LUX. Only one person seems to be unhappy. Her only reason for disappointment was, in her opinion this soap should contain extra moisture. From the above graph it is seen that 97% people are happy with this brand and 3% is unhappy. 2. Which features do you like most? Options| No. Of respondents| Color| 5| Shape| 2| Price| 0| Fragrance| 23| Others| 0| Figure 4: Level of preferred feature of the soap by the respondents We have observed that 17% of people like the different color of LUX soap.7% people like the shape of LUX and among 30 people 23 people or 76% agree that among all the features, the fragrance of LUX soap is the best feature of LUX. 3. Do you like to add any other aroma? Options| No of Respondents| Neem| 7| Lemon| 3| Orange| 4| Strawberry| 6| Rose| 10| others| 0| Figure 5: Level of suggested new aroma to the soap by the respondents When we are conducting the survey, we observed that every people want to add other aromas like Rose, Neem, Strawberry, orange in LUX soap. It is seen that 34% people want the aroma of Rose, 23% like to add Neem, 20% want the fragrance of Strawberry, 13% orange and 10% want Lemon aroma in LUX soap. 4. According to quality, which brand is the strong Competitor of LUX? Options| No of Respondents| Dove| 20| Sandalina| 8| Tibet| 0| Meril| 0| Dettol| 2| Others| 0| Figure 6: Level of competitors of LUX According to quality, 67% respondents think that â€Å"Dove† is the strong competitor of LUX. Other 27% person thinks â€Å"Sandalina† as the strong competitor. Rest 6% feels â€Å"Dettol† is strong competitor of LUX. We have put Tibet and Meril as other options but no one thinks these are the strong competitor of LUX brand. Respondents also mentioned that â€Å"Dove† is very much expensive but in terms of quality this soap is excellent. On other hand the quality of â€Å"Sandalina† is good enough and less expensive. On other hand, â€Å"Dettol† is specially known as the bar soap which fights against the wide range of germs. 5. Are you satisfied with the quality of this soap? Options| No of respondents| Yes| 18| No| 12| Figure 7: Level of satisfaction with the quality of the soap by the respondents From the survey we get that, 60% of the respondents are satisfied with the quality of LUX soap. Remaining 40% are not satisfied. When we asked about the dissatisfaction of the participants, they show the cause of higher amount of alkali in the soap which makes the skin rough enough. 6. For how long you have been using LUX? Options| No of Respondents| Below 2 Years| 5| Between 5 to 10 years| 25| Over 10 years| 0| Figure 8: Level of time period of using LUX by the respondents During the time of survey we noticed that 83% of the people are using LUX for more than 5 to 10 years, rest amount of participants which means 17% are using LUX below than 2 years. 7. Which type of fragrance you have used in LUX? Options| No of respondents| Peach and cream| 3| Fresh splash| 7| Sandal and Cream| 12| Purple Lotus and cream| 8| Figure 9: Level of used fragrance of the soap by the respondents When we are conducting our survey, we find that 10 % people use peach and cream, 23% people use fresh splash, 40% use sandal and cream and 27% use purple lotus and cream. During the time to discussion with participants we noticed that people have used almost every fragrances of LUX time to time, finally they chose their favorite one and most of the people like sandal and cream because they feel that this fragrance may keep their skin more natural and healthy. 8. Which size of LUX soap you use? Options| No of respondents| Small| 0| Medium| 25| Large| 5| Figure 10: Level of size of the soap used by the respondents From the survey we found that 17% of the respondents use large size of the soap whether 83% of the respondents use medium size of the soap. When discussing the size of LUX being used by the people, many respondents told that not for regular use but during journey they use small size of LUX because it is easy to carry. 9. In your opinion which type of skin care you get from this soap? Options| No of respondents| Clean| 1| Glow| 0| Soft| 0| Perfumed| 29| All| 0| Figure 11: Level of skin care derived from LUX by the respondents 3% respondents said that in their opinion LUX soap keeps their skin clean and according to 97% people, LUX keeps the skin perfumed. Here we can see most of the people think that the perfume of LUX is the most popular skin care they have got from the soap. 10. Do you think LUX should introduce more products? Options| No of Respondents| Yes| 8| No| 22| Figure 12: Level of need for introducing new products of LUX of the respondents Here 27% people thinks that LUX should introduce more products like LUX face wash, LUX body powder because of its unique fragrance and rest of the people, 73% thinks that there is no need to introduce more products of LUX. 11. From which source you have got information about LUX soap? Options| No of respondents| TV advertisement| 14| Newspaper| 4| Promotional Events| 2| Bill board| 10| Friends and relatives| 0| Figure 13: Level of sources of information about LUX 47% people have got information about LUX soap via TV advertisement, 13% people got information by Newspaper, 7% people know about LUX from promotional events and remaining 33% got information by the huge billboards of LUX advertisement. 12. What do you think about the promotional activities of LUX? Options| No of respondents| Perfect| 8| Sufficient| 22| Not enough| 0| Figure 14: Level of opinions about promotional activities of LUX From the survey we found that 73% agree that the promotional activity of LUX is sufficient, they think LUX don’t need to give extra focus on their promotion activities and 27 % people voted that the promotional activity of LUX is perfect. 13. Do you think the price of LUX is affordable? Options| No of Respondents| Yes| 20| No| 10| Figure 15: Level of satisfaction about the price of LUX by the respondents 67% respondents think that the price of LUX is affordable and remaining 33% think that the price of LUX should be reduced. 14. Are you satisfied with the availability of this soap? Options| No of Respondents| Yes| 29| No| 1| Figure 16: Level of satisfaction about the availability of LUX by the respondents Almost all the respondents agree that the availability of LUX is up to the satisfaction level and only one respondent disagree with the availability of LUX. 15. Your overall satisfaction about using LUX†¦Ã¢â‚¬ ¦.. Options| No of respondents| Strongly satisfied| 2| Satisfied| 26| Less Satisfied| 2| Not Satisfied| 0| Figure 17: Level of overall satisfaction about the performance of LUX by the respondents The customer is asked to evaluate each statement and in term of their perception and expectation of performance of LUX. 87% people are satisfied with the overall performance of LUX, 7% people are strongly satisfied with this brand and 6% agree that they are less satisfied with the performance of this soap. The less satisfied respondents give cause about their less satisfaction is the proportion of Alkali in the soap makes skin rough and LUX should reduce their price as it is used by every level of classes. 5. Major Findings 1. They are more focused about their Promotional activities. 2. The proportion of Alkali is too much high and makes skin rough. 3. They are not so focused about the quality improvement. 4. Most of the people uses LUX because of its unique fragrance no one uses LUX for skin care. 5. Dove is the strongest internal competitor of LUX and Sandelina is the external strongest competitor in Bangladesh. 6. Some people expect that LUX will introduce more products of LUX like Face wash and body powder. 7. As every class of people use LUX, respondents think that the price of LUX should be reduced. 8. Sandal and Cream is the most used fragrance of LUX in Bangladesh. 9. Most people get information about LUX from TV advertisement. 10. People are satisfied with size of LUX Soap. 6. Conclusion LUX has been operates its business for many years in Bangladesh where each and every person knows brand quality and different product of it and consumers are also aware about the different strategies which are used to  attract more consumers to buy the product but still it has lacking to survive in the market. From the above analysis it’s been conclude that Bangladesh Unilever Limited facing competition from the other companies. Thus to keep its market share for the growth in their business it should focus on quality management and improvement to achieve its objective. However LUX soap should penetrate the market in order to survive in this competitive world and also introduce some new product with the reasonable range in order to increase its sale and which will have greater impact on their sale. However marketing activity should also be consider throughout which will result in gaining competitive advantage from its competitors. 7. Recommendation * Most of the respondents suggested that they would like to see more Fragrance of LUX Soap. * In order to increase more sales LUX should concentrate on appropriate reduction of cost which will directly lead to gain leadership in price. * By hiring famous stars LUX is investing huge amount to promote their products. Our suggestion will be now LUX should discontinue spending huge amount in promotional activities. * LUX Will also have to do product development for the product line extension. * As this soap makes skin rough enough; we think LUX should invest more to improve the quality of LUX soap rather than promotional activities. Or else it can lose its market at any time because there are many strong competitors in soap market. * LUX can introduce more products like- Face Wash; Body Powder etc as this product cover a huge and different market segment. 8. Bibliography www.google.com.bd www.unilever.com.bd www.unilever.com/brands-in-action www.lux.com www.hul.co.in www.luxnaturals.com en.wikipedia.org 9. Appendix Questionnaire A study on â€Å"Customer satisfaction about marketing mix of LUX Soap† Respondent Name: Age: Occupation Work Place: Income: around †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1. Are you happy with this Brand? a) Yes b) No If No please specify †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2. Which features do you like most? a) Color b) Shape c) Price d) Fragrance e) Others (please Specify) 3. Do you like to add any other aroma? a) Neem b) Lemon c) Orange d) Strawberry e) Rose f) Others (please Specify) 4. Which brand is the strong competitor of LUX (In your opinion)? a) Dove b) Sandelina c) Meril d) Tibet e) Dettol f) Others (please Specify) 5. Are you satisfied with the quality of this Soap? a) Yes b) No (explain†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.) 6. For how long you have been using LUX? a. Below 2 year b. Between 5 to 10 year c. Over 10 year 7. Which type of fragrance you have used in LUX? a. Peach and Cream b. Fresh Splash c. Sandal & Cream d. Purple Lotus & Cream 8. Which size of LUX soap you use? a) Large b) Medium c) Small 9. In your opinion which type of skin care you get from this soap? a) Clean b) Glow c) Soft d) Perfumed e) All 10. Do you think LUX should introduce more products? a) Yes (please specify†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..) b) No 11. From which source you have got information about LUX soap? a) TV advertisement b) Newspaper c) Promotional events d) Billboards e) Friends and relatives 12. What do you think these promotional activities of LUX? a) Perfect b) Sufficient c) Not enough 13. Do you think the price of LUX is affordable? a) Yes b) No 14. Are you satisfied with the availability of this soap? a) Yes b) No 15. Your overall satisfaction about using LUX †¦. a) Strongly satisfied b) Satisfied c) Less satisfied d) Not satisfied

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U.A.E United Arab Emirates - Essay Example There are very many cultural aspects that the UAE shares with other larger Arab cultures and their neighboring Arabic countries. The paper will review the history of United Arab Emirates based on cultures, traditions they celebrate, clothing, food and other historical aspects. In the early 19th century, the U.AE was inhabited by resourceful and proud nomadic Bedouin groups, date farms and fishing villages. Abu Dhabi had hundreds of Barasti huts commonly known as palm huts, several buildings and the famous Ruler’s Fort. Dubai, on the other hand, was the trading hub because it was geographically located along the creek. This ensured that it offered a safe haven against the Straits of Hormuz and others (Abdulla 58). The current UAE has very little resemblance to the Emirates that existed 40 years ago. Widespread changes have taken place across time and place, leading to rapid transformation of the country. Studies have shown that the UAE was in existence even in the 3rd millennium BC with its history being characterized by tribes that practiced fishing, herding, and nomadism. These constituted the primary economic activities in the region during the periods near the 3rd millennium. Bedouins were definitely the main building blocks and pillars of the UAE community. The term Bedouin refers to a desert dweller. Thus, Bedouins took the active part in the construction of the United Arab Emirates. These early desert dwellers moved between the desert, ocean and the oasis. The three environments were critical for their survival since they provided conducive conditions for their economic activities. When near the ocean they would concentrate on fishing and pearl diving when in the desert they would search for grazing areas for their herds and camels. When in the oasis the Bedouin tribe would irrigate and farm vegetables and dates. The luxuriant farms and terraced gardens found in the mountain Wadis and Al Ain are proof

Future of Tourism in Oman Essay Example | Topics and Well Written Essays - 1500 words

Future of Tourism in Oman - Essay Example There are many difficulties in the development of this industry, because the locals do not want to exceed the limits of a local tourism promotion and thus they are prevented from a global expansion. Tourism in Oman Oman has many different privileges. First of all, this country makes large investments in ecotourism and first class tourism and tourism in this country can be interested for both Western and Eastern tourists. Oman can assure tourists of the absence of corruption and there are many perspectives for business development in this country. Oman is opening its doors for tourists†¦ The spectators are so much attracted by the new territories and numerous sightseeing that the pleasure of exploring this country transfers the borders of traditional tourism. There is no doubt that Arab hospitality is legendary. People from those countries are full of hospitality and there is no doubt that the Westerners will be greatly impressed by a large number of attractions in this country. There are two million inhabitants in Oman and this is an independent state of the Arab world. Tourists are mainly attracted by â€Å"vast coastline, over a thousand miles long, stretching from the Strait of Hormuz in the Persian Gulf to the Yemeni border in the south† (The Seven Stars of the Gulf; Oman: Traditional Terraced Village Scubadiving off the Coast of Fujairah, 2009). Moreover, there are deep historic roots in this country. The Oman museum in Muscat is rather attractive for tourists and there is no doubt that people in this country are proud of their legendary heroes, such as Sindbad the Sailor, for example. There is an evident harmony between the ancient port of Muscat and modernization of this port nowadays. A feeling of cleanness and safety is everywhere. There are different perceptions of the northern and the southern frontiers of Oman. Thus, tourist from different countries can find the places to live and to visit with respect to their own interests (Martin, 200 5). Nevertheless, it should be noted that the most explored part of Oman, which is favorable for tourists is Salalah. Tourist agencies are attracting new tourists speculating on the following things: â€Å"waters are inviting, the sand the softest and silkiest, and the birdlife extraordinary, a visitor's guide cautions you against wandering away "while wearing a sea dress" (Beirman, 2003). Oman provides tourists with different opportunities of having rest. There is an essential technological impact exerted on Oman and the Western tourists can exert a serious negative impact on cultural, moral and social values in Oman (Richards, 1999). On the one hand, in the modern global world such issues as traditional clothes or color of hair can be different even among Omani people. In their hearts and souls these people are religious and they do not have any intention to change their religion or culture. There are many difficulties for Oman and its ability to adapt social and cultural changes with respect to the Western traditions and customs. With this respect, it can be claimed that countries around the world are interested in promotion and support of their interests. In case the residents of one country want to get acquainted with the values of people and nations from another country, there is no doubt that the former should be tolerant to another country and preserve historic uniqueness and dignity of another nation. There is a high cultural

Comparing Dostoevskys Essay Example for Free

Comparing Dostoevskys Essay Camus The Outsider and Dostoevskys Crime and Punishment have been compared extensively. These comparisons have been made mostly on the basis of the philosophies presented in the book. They are both so-called confessional novels, in which the central character goes through a change, which brings self-awareness or enlightenment. The existing comparisons have been focused on comparing philosophies, analysing the differences in them and the characters. It is thus logical to compare the books introduction to determine how well they present the book, what type of style is used and why, what foreshadowing is present. The beginning of The Outsider thrusts us directly into the plot, without any explanation, any description of any kind of surrounding. We are presented with facts: Mother died today. which are followed by the characters train of thought, which proceeds to take us through his discussion about the problems of loosing his mother, namely travelling fifty miles to Marengo, where the old-folks home is and having to take two days off work. The character whose thoughts we are presented with seems very detached from the emotional side of life. This can be reinforced with the representation of how he accepts his mothers death, in other words, he does not care very much, and he does not feel. His only concern is his personal comfort, such as the length of travel to Marengo, when Mersault is meant to be grieving his mother, he thinks that the old people sitting in silence were getting on [his] nerves. The character of Mersault is not presented to us in any way in the beginning of the book, so all the impressions that we receive originate from the characters own mind as it is that which we are actually reading. Such a way is an interesting approach to writing a book as it gives the reader some space in which to exercise his or her imagination. Dostoevsky, on the other hand, follows a slightly more conventional way of opening a book, he applies the third-person narration, but with one nuance which is important to the further development of the book: Dostoevsky intertwines Raskolnikovs internal monologue into the third person narration, providing aspects of events open to interpretation. Thus this book is fundamentally different from The Outsider, where we are provided with only one point of view on all that happens. The beginning does bear some introduction to The Outsider, though it is limited to the reader being thrust into the story, with the exception that it is not as abrupt. The type of narration facilitates the book in many ways, among them the description of the environments, which from the first page strike us as very descriptive, the heat was terrible, with humidity to make it worse; and the crowds of people, the slaked lime everywhere, the scaffolding, the bricks, the dust and the distinctive summer aroma familiar to every inhabitant of St.Petersburg . We do not have to think hard to imagine the character of Raskolnikov, as a very detailed description of his physical and psychological states and appearances are given by Dostoevsky himself in the first two pages of the book. he was remarkably handsome, with beautiful dark eyes and dark, chestnut-coloured hair . The hot, sad and loathsome environment of the summer in St. Petersburg are said to have had a shattering effect on the young mans already jangled nerves. These two books represent two very different approaches to the philosophy of existentialism, but as Crime and Punishment deals with other points such as the Napoleonic complex, an early form of Nietzsches i bermensch and religion, it seems to be more elaborate and complete. But as a purely existentialist book, The Outsider conveys its point very well. The beginnings of books can usually be used to judge whether a book is good at achieving its goals, and in this case the beginnings do give a clear indication of what is to be expected and it does not disappoint.

Needs Assessment of Public Sector Organisation

Needs Assessment of Public Sector Organisation Table of Contents Page 1. Introduction. 1 2. The needs assessment to be carried out. 1 3. The Context. 1 4. Why a needs assessment would be useful. 1 5. The Needs Assessment Plan. 1 a. Process Outline. 1 b. Data Collection. 2 c. Data Analysis. 2 6. Plan for Evaluation. 3 7. Ethical considerations. 3 Bibliography. 3 Appendices. 3 1.Introduction. A needs assessment is a systematic approach used to identify the gaps in the current position, the factors that affect the performance and the changes needed to get it to the desired position. To achieve this there needs to be a clear and thorough understanding of the people who will be involved with the system or product, the activities involved and the goal of the system. The people who are involved or the stakeholders may have differing needs and this along with any unforeseen requirements or gaps should be captured in the assessment. There are three phases to the needs assessment process, the first phase is to make a plan, second phase is to gather and analyse data, and third phase is identify solutions and report back. 2.The needs assessment to be carried out. To develop a suitable IT system to capture, track and trace all stages and aspects of projects, from proposal to completion. With clear indications of where and how these link into the strategic and workplans and ability to provide a clear audit trails of all stages, documents, sign offs and authorisations relating to the proposal. 3.The Context. This is for a public sector organisation with over 50% of its budget being spent on projects. The projects mainly consists of research work which are outsourced using tendering processes. The current process is very disjointed, with different software being used depending on the stage, department and personnel preferences. There appears to be incomplete document audit trails. The current system has been in operation for a long number of years. The system needs to be able to provide information to various stakeholders about the current state of play of the project. Relevant information needs to be captured from multiple sources including the financial system. The system needs to comply with statutory regulations, corporate governance, public sector and EU guidelines and directives, and have suitable constraints to protect confidentiality and commercially sensitive information. 4.Why a needs assessment would be useful. There appears to be gaps in the processing of information and possible lack of guidance on the steps or next steps to be followed. A needs assessment would collect information about the stakeholders, target group or groups. It would establish what needs are being met, resources that currently exist and determine what needs are not being met. Following analysis of this information a proposed system plan will be furnished within the agreed timeframe. 5.The Needs Assessment Plan. a.Process Outline. The first step is to study and become familiar with the agreed terms of reference as set out by management. This will define the objective, scope, and limitations of the needs assessment. It will establish the lead person and contacts within the organisation, the resource requirements, expected costs and time frame for completion. This along with familiarisation of the mission statement, strategic plan, organisation chart, workflow chart and infrastructure of the organisation will help develop an understanding or concept of the organisations needs. Assessing the capabilities of the current system and gaining a clear understanding of the future needs of the system requires a comprehensive analysis. This analysis will be both qualitative and quantitative. This data gathering process will consisting of workshops, focus groups, interviews, and system observation. These methods will be used to produce information to analyse options and design the best possible system given the available resources. The organisation is relatively small and is divided into six departments headed up by a Senior Manager. A stratified random sampling method will be used to focus on identifying stakeholder needs, and involve all stakeholder groups and get the views of all the right people. a.Data Collection. Workshop. Initially a workshop will be held with the objective of getting senior managers to articulate a vision of the ideal system. This exercise will be a half-day facilitated by a consultant. It will attempt to succinctly define the scope of the system, the long-term functionality that the system is expected to have, and the major issues that the existing or new system must address. Security requirements, risk assessments, online approval processes and reporting requirements will be identified. Focus Group. Following on from the workshop a focus group consisting of at least two section managers, two project managers and two clerical / administrative staff from each department will be convened. It is expected that this will take a half day but may require a full day. The focus group will be led by a trained facilitator. This group is selected to provide a representative group of users of the system. It will provide an opportunity to identify, difficulties, gaps, expectations and establish what is working with the current system and what they feel is needed to meet the objectives identified in the workshop. Whether the difficulties experienced are due to obsolete technology or ineffective policies and procedures. The focus group will also provide an opportunity for this group identify missing or needed functions. Interviews. A number of stakeholders will be interviewed as part of the process to gain further insight public sector tendering and procurement processes and thresholds. Board approval processes along with relevant EU guidelines and directives. These will be semi structured interviews with stakeholders who may not have direct or regular contact with the system such as the Audit committee chairman, Comptroller and Auditor Generals officer, IT and Finance Managers. System observation. In order to gain further insight into the context, tasks, goals and to fill in the gaps it may be necessary to observe directly how specific tasks are preformed currently. It will involve selecting random proposed projects and following all stages from start to finish taking samples and examples of reports produced, authorisation requirements, technology used, time taken for specific tasks, and difficulties encountered. This step may require the use of video and photography. c.Data Analysis The data will be analysed using a grounded theory approach. This will incorporate both the qualitative (e.g. themes, patterns, quotes, pictures, descriptions etc.) and quantitative data (e.g. number of projects, number of people involved in projects, budgets, time taken to perform tasks, number of software packages etc.) . The data will be extracted in a systematic way to develop a conceptual model of the system required. This will be an iterative process. The data extracted from the workshops will be transcribed first, read, coded using an axial coding system. This is a two-step hierarchically process that will divide the data into major categories and subcategories. This will identify the critical objectives, work flows, interactions and communications. This will form the basis for guiding the focus groups and interviews. Following further analysis of these in a similar fashion the data will be assimilated. Essential Use cases will be compiled to capture what the new system is expected to do. 6.Plan for evaluation. Once needs and requirements have been established the results from the data analysis will be presented in a report and charts summarizing the findings and an outline of a conceptual model of the system. Initially a low fidelity prototype will be produced. This will allow the stakeholders to evaluate the product and allow for redesign. It is expected that this will be an iterative process until a suitable product is. 7.Ethical Issues It is important that the rights and dignity of participant in the assessment are protected. Participant are to be fully informed about the assessment being conducted and the purpose of the assessment. It is important to encourage staff to participate in this assessment but they must do so willingly. All participants should be encouraged to speak freely without fear of being penalised. They may withdraw at any time or refuse to participate in any part. The confidentiality of all participants will be protected and they will not be identified in any reports or published documents. Bibliography. Cairns, P. Cox, A.L. (ed). (2008). Research methods for human-computer interaction. Cambridge, UK. Cambridge University Press. [Accessed online 20/1/2017] Preece, J., Rogers, Y., Sharp, H. 2016. Interaction design: beyond human-computer Interaction. 4th ed. Chichester: John Wiley Sons Ltd.

Push and Pull Factors in Business

Push and Pull Factors in Business Companies decide to go global and enter international markets for a variety of reasons, and these different objectives at the time of entry should produce different strategies, performance goals, and even forms of market participation. However, companies often follow a standard market entry and development strategy. The most common is sometimes referred to as the â€Å"increasing commitment† method of market development, in which market entry is done via an independent local partner. As business and confidence grows, a switch to a directly controlled subsidiary is often enacted. This internationalization approach results from a desire to build a business in the country-market as quickly as possible and by an initial desire to minimize risk coupled with the need to learn about the country and market from a low base of knowledge. International markets evolve rapidly and very often companies struggle to keep up in terms of their strategy. It is therefore reasonable to deduce that many companies’ international operations will consist of a collage of country market operations that pursue different objectives at any one time. This, in turn, suggests that most companies would adopt different entry modes for different markets. More commonly, however, is for companies to evolve a template that is followed in almost all markets. This usually starts with market entry via an indirect distribution channel, usually a local independent distributor or agent. Factors leading to wide acceptability of international business: The factors leading to the wide acceptability of international business are: Globalization of economics: The policy of liberalization was adopted which led to the globalization of various economics including the former communist countries and socialist pattern of the society. The globalization of economics has been instrumental in the growth of international business. Rapid technological advancement: Many firms have emerged up with innovated products or with improved process technology. With the demand for such products and technology being price-inelastic, these firms have moved abroad in order to reap large profits. The development of information technology has bought different countries closer and has encouraged firms to move abroad with the minimum of difficulties. Establishment of WTO: In today’s highly competitive globalized business environment, WTO is indispensable enables a country to attain the status of MFN clause which is required for scaling the international competitiveness and it implies that any concession given to any nation becomes available to all the member countries. Enlargement of European Union: Since 1991 the membership of EU has increased. It increased from 15 members to 27 members. This has also led to the promotion of internationalization of business. Increase in Competition: With increasing competition, firms have preferred not only to source raw material and intermediate goods from the least-cost country but also to set up their units in different countries, which minimises the cost of operation and reduces financial risk. The growing concept of cost minimization and risk reduction, with a view to surviving in a competitive environment, has led to rapid growth of the internationalization process. Higher growth rate of GDP in developing countries: Higher growth rate of GDP of China, India, South Korea, Singapore, Malaysia, Thailand, Brazil and Mexico and other developing countries has also been one of the significant factors for changing scenario of international business. Increase in business alliance In degree and variety: During last 15 years international business alliances, joint ventures, mergers, amalgamations and takeovers have occurred in the world by the companies of different countries. This has further led to widening of international business. Increase in educational and career orientation opportunities: These factors resulted in enhancement of opportunities for higher value addition in developing countries. The developing countries started attracting multinational companies to establish their businesses in their countries. Why companies engage in international business? There are several drivers of international business. The driving forces that motivate companies to go global can be classified into pull forces and push forces. The pull forces are proactive which pull the business to foreign markets. The push forces on the other hand are reactive forces which promote the companies to go international. Pull/ Proactive Forces- Attractiveness of the Foreign Markets: Profit advantage due to increase in volume: For companies, mostly in the developed countries, which have been operating below their capacities, the developing markets offer immense opportunities to increase their sales and profits. Low wage/ cheap labour attraction: Many multinational companies (MNCs) are locating their subsidiaries in low wage and low cost countries to take advantage of low cost production. Taking advantage of growth opportunities: MNCs are getting increasingly interested in a number of developing countries as the income and population are rapidly rising in these countries. Foreign markets, in both developed country and developing country, provide enormous growth opportunities for the developing country firms too. Growth of regional trading blocs: Regional trading blocs are adding to the pace of globalization. WTO, EU, NAFTA, MERCOSUR and FTAA are major alliances among the countries. Trading blocs seek to promote international business by removing trade and investment barriers. Integration among countries results in efficient allocation of resources throughout the trading area, promoting growth of some business and decline of others, development of new technologies and products, and elimination of old. Declining trade and investment barriers: Declining trade and investment barriers have vastly contributed to globalization. The free trade regime, business across the globe has grown considerably. Goods, services, capital and technology are moving across the nations significantly. Push/ Reactive Forces- Compulsion of the Domestic Market: Saturation of domestic demand: The market for a number of products tends to saturate or decline in the advanced countries. This often happens when the market potential has been almost fully tapped. For example, the fall in the birth rate implies contraction of market for several baby products. Businesses undertake international operations in order to expand sales, acquire resources from foreign countries, or diversify their activities to discover the lucrative opportunities in other countries. Scale economies and technological revolution: Economies of scale are reductions in unit production costs resulting from large-scale operations. The technological advances have increased the size of the optimum scale of operation substantially in many industries making it necessary to- have foreign market, in addition to the domestic market, to take advantage of scale economies. Technological revolution: Revolution is a right word which can best describe the pace at which technology has changed in the recent past and is continuing to change. Significant developments are being witnessed in communication, transportation and information processing, including the emergence of the internet and the World Wide Web. Domestic recession: Domestic recession often provokes companies to explore foreign markets. One of the factors which prompted the Hindustan Machine Ltd. (HMT) to take up exports very seriously was the recession in the home market in the late 1960s. Competition as driving force: Competition may become a driving force behind internationalization. There might be intense competition in the home market but little in certain foreign countries. A protected market does not normally motivate companies to seek business outside the home market. Government policies and regulations: Government policies and regulations may also motivate internationalization. There are both positive and negative factors which could cause internationalization. Many governments offer a number of incentives and other positive support to domestic companies to export and to invest in foreign investment. Improving image of the companies: International business has certain spin-offs too. It may help the company to improve its domestic business; international business helps to improve the image of the company. There may be the ‘white skin’ advantage associated with exporting- when domestic consumers get to know that the company is selling a significant portion of the production abroad, they will be more inclined to buy from such a company. Strategic vision: The systematic and growing internationalisation of many companies is essentially a part of their business policy or dtrategic management. The stimulus for internationalisation comes from the urge to grow, the need to become more competitive, the need to diversify and to gain strategic advantages of internationalisation. Importance of International Business: High living standards: Comparative cost theory indicates that the countries which have the advantage of raw materials, human resources, natural resources and climatic conditions in producing particular goods can produce the products at low cost and also of high quality. Increased Socio-Economic Welfare: International business enhances consumption level, and economic welfare of the people of the trading countries. For example, the people of China are now enjoying a variety of products of various countries than before as China has been actively involved in international business like Coca-Cola, McDonald’s range of products, electronic products of Japan and coffee from Brazil. Wider Market: International business widens the market and increase the market size. Therefore, the companies need not depend on the demand for the product in a single country or customer’s tastes and preferences of a single country. Reduced effect of Business Cycles: The stages of business cycles vary from country to country. Therefore, MNCs shift from the country, experiencing a recession to the country experiencing ‘boom’ conditions. Thus, international business firms can escape from the recessionary conditions. Reduced risks: Both commercial and political risks are reduced for the companies engaged in international business due to spread in different countries. Large scale economies: Multinational companies due to wider and larger markets produce larger quantities, which provide the benefit of large-scale economies like reduced cost of production, availability of expertise, quality, etc. Potential untapped markets: International business provides the chance of exploring and exploiting the potential markets which are untapped so far. These markets provide the opportunity of selling the product at a higher price than in domestic markets. Provides the opportunity for and challenge to domestic business: International business firms provide the opportunities to the domestic companies. These opportunities include technology, management expertise, market intelligence, product developments, etc. Division of labour and specialisation: International business leads to division of labour and specialisation. Brazil specializes in coffee, Kenya in tea, Japan in automobiles and electronics. India in textiles garments, etc. Economic growth of the World: Specialisation, division of labour, enhancement of productivity, posing challenges, development to meet them, innovations and creations to meet the competition lead to overall economic growth of the world nations. Optimum and proper utilisation of World Resources: International business provides for the flow of raw materials, natural resources and human resources from the countries where they are in excess supply to those countries which are in short supply or need most. Cultural Transformation: International business benefits are not purely economical or commercial; they are even social and cultural. It does not mean that the good cultural factors and values of the East are acquired by the West and vice versa. Thus, there is a close cultural transformation and integration. Knitting the World into a Closely Interactive Traditional Village: International business ultimately knits the global economies, societies and countries into a closely interactive and traditional village where one is for all and all are for one.