Part 3 of Health Campaign Essay Example | Topics and Well Written Essays - 1500 words

Part 3 of Health Campaign - Essay Example the target population by examining global implications, environmental factors, and disease prevention; and (4) to provide a summary of useful epidemiology or other data models managers may use to make decisions on the ground and to anticipate future trends on obesity. The issues that surround obesity threatening the health condition of the American population cannot be overemphasized. Healthy People 2010 proffered a comprehensive discourse on specific objectives, agencies involved in monitoring and directly addressing obesity related issues, the models and systems used for monitoring this chronic illness and epidemiologic surveillance systems and tools which guide community based health practitioners and ultimately, national agencies in recommending solutions to this dilemma. The scope of the health campaign to fight and prevent obesity on a wide scale level encompassed an evaluation of the target population, as well as the community based response to the issue. Starting from the grass root level of identifying the root causes and enumerating the specific strategies that communities plan to implement as a means of addressing and preventing obesity within their localities, the road to prevention is made more viable and feasible through coordinated efforts of both local and national agencies. The critical roles of leaders in communities and institutions, as well as funding and social marketing which contribute to the promotion of a healthy lifestyle and in enforcing strategies to ultimately prevent obesity were previously identified. In this regard, this paper is written with the objective of developing a health campaign on obesity as one of the national issues identified in Healthy People 2010, specifically focusing on the following: (1) to recommend the implementation of a campaign for obesity to improve population health addressing social, economic, and cultural factors; (2) to recommend approaches, such as programs, policies, laws, and environmental aspects,

Computerisation in a business like Craven Plc Essay Example for Free

Computerisation in a business like Craven Plc Essay Plotters: A device designed to produce charts, drawings, maps and other forms of graphical information on paper. The images can be produced by pens, electro-statically, or ink jets. Storage Methods There are two different forms of storage available these are main storage and backing storage. Main Storage: This consists of the Hard disk drive (HDD) and the floppy disk drive. These are storage facilities present within the computer. Information can be saved onto the HDD ready to be opened at some future date. Application software packages and programmes are also stored on the hard disk. The average PC will have an internal HDD of at least 6Gb. The floppy disk drive is another type of main storage. It uses floppy disks to store information in a similar way to a hard drive. Backing Storage: The performance of a computer system can be improved by the addition of more memory. If there is too little memory then more frequent access to the hard disk is required and this will slow down the overall system performance. Therefore many computer applications require quick, direct access to individual records within a file. For this reason, we need backing storage. Backing storage comes in various forms for example compact disks and floppy disks. Backing storage is a portable and convenient way of saving information. To reduce the risk of data loss it is wise to save information on the computers hard drive and make a copy onto a disk or another type of backing storage for insurance purposes. Types of backing storage:   Floppy disks: The most common storage device available, these provide extremely cheap storage and have a capacity of 1. 5 Mb.   Compact Disk (CD-ROM): These have been used for some years as storage devices for computer software. It only accesses information which is already stored on it and is able to store 650 Mb of information.   Zip Drives: A storage device that has become popular over the last few years because it offers the convenience and portability of a floppy disk, combined with a 100 Mb capacity. CD-R and CD-RW:The difference being that CD-R disks can only have data saved to them once, While CD-RW can be used in the same manner as other storage devices having data saved to them on a re-usable basis.   DVD (digital versatile disc) using the same basic principles as the CD, DVD packs the data more densely and can store 4. 7Gb compared with the CDs 650Mg, can hold 133 minutes of video, with Dolby surround sound. Data pens: A new storage device that plugs into the computers USP drive. These are small and compact and have a capacity of 80Mb. Magnetic Tape: Convenient and cheap medium for backing up hard disks onto computers. Mostly used for mainframe computers for storing information for a long duration. Magnetic tapes will not be suitable for a small company like Craven Plc. Data Protection: Craven Plc must comply with the data protection act in order to hold personal information of customers. The data protection act works in two ways. It gives you certain rights. It also says those who record and use personal information must be open about how the information is used and must follow the eight principles for good handling. The eight principles were put in place to make sure that your information is handled properly. They say that data must be: 1. Fairly and lawfully processed. 2. Processed for limited purposes. 3. Adequate, relevant and not excessive. 4. Accurate. 5. Not kept for longer than is necessary. 6. Processed in line with your rights. 7. Secure, and 8. Not transferred to countries without adequate protection. Micro computers: Micro computers include personal computers and laptop computers, they are usually equipped with hard disk, floppy disk drive, between 1 and 32 megabytes of memory, a keyboard and a VDU unit. Microcomputers will be suitable to fulfil the needs of Craven Plc. Mainframe Computers: These are large systems that can hold vast amounts of data. Mainframe computers occupy a whole floor of a fair sized building. These powerful mainframe computers are present in very large companies storing huge amounts of data on to disk. Mainframe computers cost tens of thousands of pounds, therefore they are not suitable for a small business like Craven Plc. File Server: This is a specially configured microcomputer to control the exchange of files between network users. A file server also has more memory and disk storage than normal microcomputers. These classifications of computers are usually based on physical size, speed, processing capabilities, memory size, disc storage, capacities and cost. Direct and Sequential Access: Direct access devices can go directly to the file or record. For example a CD can go directly to track number 10. Sequential access devices have to run through the file sequentially, for instance, if we want track 10 on a cassette, The cassette moves from the beginning from track 1 to 9 until it comes to track 10. 4) Proposed purchases and prices of equipment 2x Sony Intel 2. 6GHZ DVD CDRW Laptop   256Mb RAM, 40Gb Hard Drive   DVD/CDRW Drive   15 inch TPT screen i 899 each = i 1798 4x Packard Bell 6111 Intel Pentium 42. 8GHZ processor and 15 TFT monitor   Intel P4 2. 8 GHz processor 512 Mb RAM   160 GHb Hard Drive i 1199 each =i 4796 4x PacKard Bell 5050 and Xp2600+ PC and 17 CRT monitor   Athlon Xp 2600 processor   256Mb RAM. 60 Gb hard Drive i 549 each =i 2196 4x Hewlet Packard DJ 9300 A3 Desktop printer i 279 each =i 1116 3x Hewlet Packard scanner i 99 each =i 396 Network- Windows 2000 professional i 3449 Web Designer Approx 3000to4000 Training costs i 2000 Specialist soft ware Sage Accounts i 2000 Web Train Video Conferencing i 1000 Total cost i 22751 5) Proposed method of change over from manual to the new computerised systems Before the change over can take place an extensive training programme needs to take place. This may take several months to train the current workforce in the correct operating procedures of the new system. To ensure information will not be lost in transition the old manual method needs to be in place for the first 2 months along side the new computerised system. In the unlikely case of system collapse information and data will still be on hand. This change over will inevitably endure a small cost of training and staff development. 6) Procedure to transfer the payroll from the old to the new system Payroll is something Craven Plc cannot afford to get wrong. Therefore manual systems need to be in place for 3-4 months along side the new computerised sage accounts system. This will again ensure against loss of data.

Customers Satisfaction Services

Customers Satisfaction Services INTRODUCTION Organizations have been increasingly interested in retaining existing customers while targeting non-customers; measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organizations products. Because satisfaction is basically a psychological state, care should be taken in the effort of quantitative measurement, although a large quantity of research in this area has recently been developed. Work done by Berry, Brodeur between 1990 and 1998(1) defined ten Quality Values which influence satisfaction behavior, further expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment to the Customer and Innovation. These factors are emphasized for continuous improvement and organizational change measurement and are most often utilized to develop the architecture for satisfaction measurement as an integrated model. Work done by Parasuraman, Zeithaml and Berry between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the custom ers expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction gap which is objective and quantitative in nature. Work done by Cronin and Taylor propose the confirmation/disconfirmation theory of combining the gap described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation. According to Garbrand, customer satisfaction equals perception of performance divided by expectation of performance. The usual measures of customer satisfaction involve a survey (2) 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 the performance of the organisation being measured. To efficiently deal with customer satisfaction, coordination of all departments of a company, from the marketing to the human resources, operations and financial departments is not only critical, but they should also be involved in the process. The aim of this report is to reflect on the customer satisfaction in all the processes and operations at the NIKE, Inc. The focus will be on the numerous systems and activities set up by the company to meet overall customer satisfaction. However, it would be of great relevance to firstly investigate who is a customer in general and what is the nature of customer service. A literature review on customer satisfaction and an assessment of the business environment will then follow. Secondly, an analysis of customer satisfaction through the various processes and systems established at the NIKE, Inc. will be undertaken. In a third chapter, an evaluation of customer satisfaction at the BMW Group in relation to the theories will be carried out. Finally, a conclusion and recommendations will follow. Company Background Nikes Heritage NIKE, pronounced NI-KEY, is the winged goddess of victory according to Greek mythology. She sat at the side of Zeus, the ruler of the Olympic pantheon, in Olympus. A mystical presence, symbolizing victorious encounters, NIKE presided over historys earliest battlefields. A Greek would say, When we go to battle and win, we say it is NIKE. Synonymous with honored conquest, NIKE is the twentieth century footwear that lifts the worlds greatest athletes to new levels of mastery and achievement. The NIKE swoosh embodies the spirit of the winged goddess who inspired the most courageous and chivalrous warriors at the dawn of civilization. (from Nike Consumer Affairs packet, 1996) The Swoosh The SWOOSH logo is a graphic design created by Caroline Davidson in 1971. It represents the wing of the Greek Goddess NIKE. Caroline Davidson was a student at Portland State University in advertising. She met Phil Knight while he was teaching accounting classes and she started doing some freelance work for his company. Phil Knight asked Caroline to design a logo that could be placed on the side of a shoe. She handed him the SWOOSH, he handed her $35.00. In spring of 1972, the first shoe with the NIKE SWOOSH was introduced. (from Nike Consumer Affairs packet, 1996) History Nike was founded in the year of 1968 by Philip H. Knight, who is currently the Owner, Chairman, and CEO of the company.   Phil Knight completed his education from the University of Oregon and the Stanford Business School by 1962, (Moore, 128).   As an aspiring young business man, he decided to travel to Japan and speak to the president of Tiger shoes.   He presented himself as an American distributor of athletic equipment when he actually had nothing.   He was pretty sneaky, however, he got what he wanted and began selling running shoes under the name of Blue Ribbon Sports (BRS). Once he became bored with selling shoes at sporting events from the back of his truck, he began producing his own athletic apparel, (nike/history.htm).   He renamed his so-called company Nike and hoped for the best to happen.   Within the first year, he sold $8000.00 worth of shoes and only received a $250.00 profit, (nike/history.htm).   After some time, Knight turned to his old coach from sch ool, Bill Bowerman, for advice on what to do next.   Phil Knight wanted Nike to stand out above the rest.   Once Bill Bowerman came up with the idea for having traction on the bottom of shoes, Nike had finally made its mark, (nike/history.htm).   The Nike Waffle Trainer stood out and made Nike the most unique shoe company of the 1970s.    By the year of 1979, Nike was the most well-known shoe company in the world.   They no longer just sold shoes but sporting equipment as well.   However, the joy of being on top came crashing down when Reebok surpassed Nike with the aerobic phase in athletics.   In order to maintain the reputation of Nike, the worlds best shoe corporation, Nike struck back by diversifying their shoes for different kinds of sports activities.   Nike continued to rise in success throughout its prosperity by signing famous sports players ( ex. Michael Jordan) and using intelligent advertising tactics, (nike/history.htm).   Today, Nike is a four billio n dollar business that has had its ups and downs.   As of now, Nike is having difficulties with the publicity it is receiving about its labor practices in China, South Korea, Indonesia, and Vietnam. Chapter 1: Theoretical aspects of customer satisfaction 1. The concept of customer in general A customer refers to individuals or households that purchase goods and services generated within the economy. The word historically derives from custom, meaning habit; a customer was someone who frequented a particular shop, who made it a habit to purchase goods there, and with whom the shopkeeper had to maintain a relationship to keep his or her custom, meaning expected purchases in the future. Customer needs may be defined as the goods or services a customer requires to achieve specific goals. Different needs are of varying importance to the customer. Customer expectations are influenced by cultural values, advertising, marketing, and other communications, both with the supplier and with other sources. Both customer needs and expectations may be determined through interviews, surveys, conversations, data mining or other methods of collecting information. Customers at times do not have a clear understanding of their needs. Assisting in determining needs can be a valuable service to the customer. In the process, expectations may be set or adjusted to correspond to known product capabilities or service. 1.1 Customer Service Customers are the essential to the business. Basically, the business makes profit from the product sales, so it depends how many customers purchase the companys products. Recently, most of firms are not only to focus their products decoration and price, but also pay attention to the those customer whom buy the products. For instance: listen with understanding, ask questions, apologize, take fair and corrective action and remain courteous to the customers.The profit of a business increase markedly the more loyal, long-standing customers it has. Therefore, it is crucial to provide an excellent service to attract and keep the customer. To begin with, a customer who is a person or business buying goods or services from another. And the customer service is helping and supporting the customer before, during and after they purchase the product. Normally, the customers can be broken into to two types categories: external and internal. External customers are who buy goods or services that are not employed by or combined with the business selling the goods or providing the service. Internal customers which means the people within an organization to whom work is passed or to whim a service provided. The four basic aims for the customers are, what they want, when they want, where there want it and what price they willing to pay. Nowadays, the customers service is quite important to a firm, because of the following reasons. First one is to make the business profitable; of course, it is most important principle to a firm. The second reason, it is differentiation with other competitors. In a market, may be have many of firms produce the products almost the same style, same quality and same price. Hence, the customers might depends the which firms can be provided good service, and this can be helped them to make a decision to buy which brand of product. Beside that above two reasons, if the company provides the excellent services to the customer, who will come back. This is the key for a firm to live longer in a competition market. How many customers will do â€Å"repeat business† with company according to how better services they can obtain. Lastly, as the similar reason with second one, which is increasing competition in the market. Especially, currently most of Mutil-company joining into the domestic e conomic, therefore, the firms really needs to keep their good customer service that not going to be eliminated by the market. Customer services are so crucial to any company, hence, there have some ways that to provide an excellent customer service. First of all, responding any questions from customers. Whatever from the customer calls, E-mail and letters. Customers have higher requirement of response time. If the customer will not be answered quickly, they may think that they are not important and have been ignored; and start to move to other company. One example, like UGR company, we have three groups each week and many sales people to do the same job, which is responding the customers E-mails or letters. However, due to the improper manage, lots of letters and E-mails response to one customer too many times, in contrast, other customers have been ignored. As a result, the company will lose the business with those customers. Secondly, understanding the customers need, such as satisfy customers emotional satisfaction. There are 4 main points that the enterprise should achieve to satisfy customers emotional needs. Fist one is making the customers feel to be understood. This depends on the communication between the company and clients, like a good listener, it lets the customer feel nothing is hindering between their and the company. The second one is to feel welcome. They like to feel that you are happy to see them and that they are important to you. Welcome delivery the image about that the company is happy to see them to the customer. Then the customers need to feel to be important. Ensuring that every customer feels that they are attached importance. To feel important can increase the goods that are consumed by every customer, because they feel the company respects them. Finally, the company should supply a comfort environment to the customer, such as good decoration, a nice music, some soft seats to si t and cup of drinks. All of these images not only make the customers have a happy mood, but also give them a feeling of that the company can take care them properly. To be a great people is other point. For example, speak to people, smile, be friendly and helpful, call people by name, enjoy yourself, be genuine ,be considerate, be thoughtful, be willing and be generous. Sometimes, I do not want to buy something from shop, however, the staffs make me feel they are polite and have a beautiful smile. Therefore, I change my mind to buy something. The other point is listening and communication with your workers. A good leader who is always concerns their employees thinking. Workers to understand that their own well-being is affected by providing good customer service. For example, I had a part-time job before, which is selling the earrings and necklaces. In the first few weeks, my boss just told me try to sell them as much as you can, but she did not taught me how to do. Later, I told her I do not how to describe the feature about each style and she taught me how to say, at the end, I sold many products. Hence, the communication is quite important between the boss and work. Lastly, the enterprise attempts to reducing high product in order to reduce the loss in the business. The enterprise needs concern the household in the whole economy. Most of people cannot afford the high price. Therefore, for the firms might be lost some customers that affect the profit into the business. For instance, if I am going to buy a laptop, the first thing I see the price then its function. I think not too many people can afford high price whether it has high-tech. So, the company might be lost that kind of customer who really cares about the price. In conclusion, the keys of keep a high customer loyalty is to provide the service that could satisfy the customers wants, needs and use proper attitude. However, it is the most important to understand that to deliver the excellent service makes more profit to the business. 1.2. SWOT and PEST analyses of the business environment 1.2.1. SWOT Analysis SWOT analysis summarizes the key issues from an analysis of the business environment and the strategic capability of an organization. The main objectives of conducting SWOT analysis is to identify the extent to which the current strategy of an organization and its more specific strength and weaknesses are relevant to, and capable of, dealing with the changes taking place in the business environment. It also uses to assess whether there are opportunities to exploit further the unique resources or core competence of organization. SWOT stands for strengths, weaknesses, opportunities and threats. Strengths Strengths are internal characteristic that has the potential of improving the organizations competitive situation. Every organization has some strength. A strength could be: * A new product or service * New machinery or equipment. * Strong market share. * Strong financial. * Specialist Hardware and Software expertise. Weaknesses Weaknesses are an internal characteristics that leaves the organization potentially vulnerable to strategic moves by competitors. Every organization also has some weakness. A weakness could be: * Poor reputation. * Lack of marketing strategies. * Location of the business in respect of the market-place. * Poor after-sales service record. Opportunities Opportunities are an environment situation that offers significant prospects for improving an organizations situation relative to competitors. All organizations have some opportunities that they can gain from. These could range from diversification to sale of operations. An opportunity could be: * A new or developing market. * Possibility of purchasing an effective competitor. * Government grants offered for new market development. The possibility of cheaper raw materials. Threats Threats are an environment situation that offers significant prospects for undermining an organizations competitive situation. No organization is exceptional to threats. These could be internal, such as falling productivity. Or they could be external, such as lower priced international competition. A threat could be: * Competitors developing new products or services. * Extra competitors in the main market area. * High bargaining power of suppliers. * Taxation is introduced on the products or services 1.2.2. PEST Analysis A PEST analysis, as defined by David Lines et al is Political, Economical, Social and Technological analysis, a means of analysing the external factors that may present opportunities or threats to a business.'(David Lines et al, 2004:p212 ). It is also known as PESTEL analysis when Environmental and Legal factors are included. It is used to identify external factors which may affect a company. (http://www.marketing-intelligence.co.uk/help/QA/question24.htm) The political factors PEST looks at include government stability, taxation policy, foreign trade regulations and social welfare policies. Foreign trade regulations in particular are important for an organisation planning on opening up in a different country or trading with a different country as their laws may differ from those the organisation already employs. Economical factors include business cycles, interest rates, money supply, inflation, unemployment and disposable income. An organisation planning on breaking into a new market would be well advised to look at the economical factors that may affect their proposed business plans, such as market trends and consumer patterns. Sociocultural factors, such as population demographics, social mobility, lifestyle changes, consumerism and levels of education, should also be monitored closely, and example being the tobacco industry. With people becoming more health conscious and with social pressures on smokers growing in western countries the sales of tobacco have been adversely affected in this market. Anti smoking campaigns, restrictions on advertising and packaging and the banning of smoking in most public places, as well as heavy taxes and court cases, have led tobacco companies to concentrate their marketing efforts mainly on the developing world.(Gerry Johnson and Kevan Scholes, 2002) Technological factors include new discoveries, speed of technological transfer, government spending on research and rates of obsolescence. These are important factors to watch, especially for people in the hi-technology industry which changes constantly. For example in the mobile phones industry new models with bigger memory, new extras and applications and other technological advances have replaced the original mobile. A mobile phone is no longer just a mobile phone but a computer, diary, calendar, and in some cases office. With new models coming out almost every month it is important the mobile phone companies keep up with current trends to ensure their mobiles do not become obsolete. 1.3. Service/ Product quality In its broadest sense, quality is a degree of excellence: the extent to which something is fit for its purpose. In the narrow sense, product or service quality is defined as conformance with requirement, freedom from defects or contamination, or simply a degree of customer satisfaction. In quality management, quality is defined as the totality of characteristics of a product or service that bears on its ability to satisfy stated and implied needs. Quality is also rapidly embracing the nature or degree of impact an organisation has on its stakeholders, environment and society. Meeting requirements Specifications are an imprecise means of conveying subjective aspects not everything can be reduced to figures or measurable characteristics. For instance, the characteristics of friendliness or courtesy in a service industry are difficult to measure reliably and repeatedly. Therefore, conformance to requirements is not necessarily all there is to achieving quality. Quality is a result Quality is the result of a comparison between what was required and what was provided. It is judged not by the producer but by the receiver. The judgement can be made of an intention, as is the case when selecting suppliers, or an output, as is the case when purchasing a product or service. Customer satisfaction The only true measure of acceptable quality is customer satisfaction, which takes into account both objective and subjective interpretations of the needs and expectations of customers. If customers are satisfied with the products and services offered, the organisation has not only correctly interpreted customer needs and expectations but it is also providing products and services of acceptable quality. Changing customer perceptions Customer needs and expectations are constantly changing. Awareness of new technology, legislation, problems, competitor products or services creates new wants for customers. Wants turn into demands when these customers begin their next purchase. Therefore, it is vital for organisations to constantly improve quality so that satisfied customers are retained as well as created. Quality and value Value is not a price tag but a measure of the benefits derived from a product or service for what is given in return. A product may well meet physical and functional requirements but be overpriced when compared to others of the same class and grade. Alternatively, the same product may be on offer at another store for 50 per cent less, indicating exceedingly good value for money. In an effort to reduce costs, some organisations have forgotten that it is the quality of the complete transaction that counts. Getting product quality right while ignoring the human relationship between customer and supplier will not lead to satisfied customers. What quality is not? Quality is not perfection, a standard, a procedure, a measure or an adjective. No amount of inspection changes the quality of a product or service. Quality does not exist in isolation there has to be an entity, the quality of which is being discussed. Quality is not a specific characteristic of an entity but the extent to which that characteristic meets certain needs. The value of the characteristic is unimportant it is how its value compares with customer needs that signifies its quality. Why should an organisation be interested in quality? Every business exists not to make a profit, as many would have us believe, but to create and retain satisfied customers. A business would have no profits if it failed to create and retain satisfied customers. Providing products and services which meet customer needs and expectations creates satisfied customers. Anticipating future needs and expectations retains satisfied customers. Therefore, quality is vital to the survival of every enterprise. What does quality apply to? Every product, service, process, task, action, decision can either be acceptable or unacceptable. Hence, there is an intrinsic quality in everything that an organisation does. Everyone must pay attention to quality, from the chief executive to the shopfloor across all functions in an enterprise. It is as important for support staff to pay attention to quality as production staff. Who is responsible for quality? One can only be responsible for doing something relative to quality. Hence a person can be responsible for: specifying quality requirements achieving quality requirements determining the quality of something Assigning responsibility means giving a person the right to cause things to happen and with this right should be delegated the authority to control the processes which deliver the output the quality of which the person is responsible for. One manager cannot be made responsible for quality within an organisation unless that manager is the CEO. All a specialist manager such as a Quality Manager can do it is to enable others to achieve quality by providing encouragement, leadership, training, tools, techniques and performance data. However, it is important for someone in the business to give leadership and results on quality performance and this person needs special knowledge and skills. How can quality be achieved? Several methods have evolved to achieve, sustain and improve quality. They are known as quality control, quality improvement and quality assurance collectively known as quality management. Quality management is not the preserve of one manager but of all managers. Quality is achieved through a chain of processes, each of which has to be under control and subject to continual improvement. The chain starts with top management expressing a firm commitment to quality, then: establishing customer needs and expectations developing and maintaining a management system that will enable achievement of customer needs and expectations reliably, repeatedly and economically designing products and services with features which reflect customer needs building products and services so as to reproduce faithfully the design verifying before delivery that products and services possess the features required preventing the supply of products and services which possess features which dissatisfy customers discovering and eliminating undesirable features in products and services finding less expensive solutions to customer needs making operations more efficient and effective discovering what will delight customers and providing it most importantly, honouring commitments A variety of standards, philosophies, methodologies, tools, techniques and measures have been developed to help organisations meet these goals: management systems ISO 9000, ISO 14000, BS 8800, BS 7799 philosophies total quality management methodologies business process management, continual improvement tools and techniques process charts, failure mode and effects analysis, statistical process control, quality function deployment measures quality awards, best value, ISO 9000 and Investors in People All rights are reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording and/or otherwise without the prior written permission of the publishers. This publication may not be lent, re-sold, hired out or otherwise disposed of by way of trade in any form, binding or cover other than that in which it is published without the prior consent of the publishers. 3. Literature review on customer satisfaction 3.1. What is customer satisfaction? Customer satisfaction is the provision of goods or services which fulfil the customers expectations in terms of quality and service, in relation to price paid. Customer satisfaction can help the businesses achieve a sustainable competitive advantage. It is about understanding the way a customer feels after purchasing a product or service and, in particular, whether or not that product or service met the customers expectations. Customers primarily form their expectations through past purchasing experiences, word-of-mouth from family, friends and colleagues and information delivered through marketing activities, such as advertising or public relations. If the customers expectation is not met, they will be dissatisfied and it is very likely they will tell others about their experience. Why customer satisfaction is important? The organisations should not underestimate the value of customer satisfaction. It is becoming an important area of competition. A high level of satisfaction can deliver many benefits, including: -Loyalty: a highly satisfied customer is a loyal customer. -Repeat purchase: a highly satisfied customer buys more products. -Referrals: a highly satisfied customer tells their family and friends about the product or service. -Retention: a highly satisfied customer is less likely to switch brands. -Reduced costs: a highly satisfied customer costs less to serve than a new customer. -Premium prices: a highly satisfied customer is willing to pay more for the product or service. Not happy Jan Monitoring customer satisfaction is important because we are much more likely to tell our friends and family about a bad experience with a product or service than a good experience. The introduction of blogs and websites such as www.notgoodenough.com.au has provided customers with an excellent platform to spread the bad word about a product or service to thousands of people. And theres always the threat of negative publicity generated from current affairs programs or other media outlets. Dont learn the lesson about customer satisfaction the hard way! Customer satisfaction research Satisfaction surveys are an important method for collecting information about how the customers think and feel about the organisations brand, product or service. A satisfaction survey can help the organisations to understand the expectations of their customers, determine whether the customers believe they are meeting those expectations, identify new customer requirements or trends in the market and determine what areas of the organisations business need investment. A good customer satisfaction survey will also help the organisations to understand the causes of dissatisfaction among their customers. Once the organisations have identified these issues, they will be able to implement new practices to improve customer satisfaction. Many businesses systematically measure customer satisfaction through independent surveys, feedback forms, mystery shopping and focus groups. Some third party surveys also compare the customer satisfaction of major competitors, which allows companies to benchmark themselves in their relevant sector. Measuring customer satisfaction doesnt have to be expensive. It can be as simple as preparing a short feedback form or conducting a brief telephone interview that asks the customer to rate the product or service on a number of criteria. Indicators of customer satisfaction An important indicator of customer satisfaction is the customer retention rate. To calculate the customer retention rate, the organisations will need to capture data about the total number of customers and the number of customers switching brands. If they track this information ove

Analysis of The Threat of National ID :: William Safire

Threat of National ID In William Safire’s â€Å"The Threat of National ID†, he argues against a National ID card. Safire published an article in the New York Times to establish different context. Safire gives details about the use of National ID card at different places in different situations. He emphasizes that many Americans are willing to give up personal privacy in return for greater safety, but none of us have privacy regarding where we go and what we do all the time. Safire disputes that mandatory National ID become necessary for people to prevent fear of terror attack. Safire emphasizes his argument around a comparison of a lost dog with a newly developed chip fixed underneath their skin which would let animal shelter alert owner of their pets. He declares that using a chip to find a lost animal would be a good side of technology, whereas fear of terrorism has placed American in threat of trading our right to be let alone for the fake security.

Night World : Dark Angel Chapter 9

It was David, of course. Gillian turned around and stared at him, blinking. He was standing just inside the doorway, his jacket slung over one shoulder, the other hand in his pocket. His jaw was tight, his eyes dark. He was looking at Tanya. There was a silence. (How long? How long has he been there, Angel?) (Uhhh, I'd say since round about†¦ the beginning.) (Oh, my.) So that's why Gillian had been so low key and noble and let Tanya do all the yelling and threatening. They must have come off like Dorothy and the Wicked Witch. A sense of justice stirred inside Gillian. She made a hesitant move toward David. â€Å"David-you don't understand-â€Å" David shook his head. â€Å"I understand just fine. Don't try to cover for her. It's better for me to find out.† (Yeah, shut up, minibrain! Now look mildly distressed, slightly awkward. You guess they want to be alone now.) â€Å"Uh, I guess you guys want to be alone now.† (Anyway, you have to hurry to get your ride.) â€Å"Anyway, I have to hurry to get my ride.† (These aren't the droids you're looking for.) â€Å"These aren't-† (I'm going to kill you, Angel!) Flustered, Gillian made one last gesture of apology and almost ran for the door. Outside, she walked blindly. (Angel!) (Sorry, I couldn't resist. But look at you, kid! Do you know what you've done?) (I guess †¦ I got rid of Tanya.) As the adrenaline of battle faded, the truth of this was slowly beginning to dawn on her. It brought a hint of glorious warmth, a sparkling promise of future happiness. (Smart kid!) (And-I did it fairly. It was all true, wasn't it, Angel? She's really been messing around with Bruce?) (Everybody's been messing around with Bruce. Yes, it was all true.) (And what about Kim? Is she the one who spreads rumors about people?) (Like butter on Eggos.) (I just-she seemed so sweet. When we talked about rumors in the cafeteria she patted my hand.) (Sure, she's sweet-to your face. Turn left here.) Gillian found herself emerging from the school building. As she went down the steps she saw three or four cars parked casually in the roundabout. Macon's BMW convertible was one. He looked up at her and gave an inviting nod toward the car. Other people shouted. â€Å"Hey, Jill, need a ride?† â€Å"We wouldn't want you to get lost in the woods again!† Gillian stood, feeling like a southern belle. So many people wanting her-it made her giddy. Angel was grandly indifferent (Pick anybody!) and she could see Amy's Geo a little distance away. Amy and Eugene were standing by it, looking up at her. But getting in a car with Eugene Elfred would be disastrous to her new status. She picked Cory the Party Guy, and the ride home was filled with his nonstop talk about Macon's party on Saturday. She had trouble getting rid of him at the door. Once she did, she walked up to her bedroom and fell on her bed, arms out. She stared at the ceiling. (Phew!) It had been the most incredible day of her life. She lay and listened to the quiet house and tried to gather her thoughts. The warmth was still percolating inside her, although it was mixed with a certain amount of anxiety. She wanted to see David again. She wanted to know how things had turned out with Tanya. She couldn't let herself feel happy until she was sure†¦ â€Å"Relax, would you?† Gillian sat up. The voice wasn't in her ear, it was beside the bed. Angel was sitting there. The sight hit her like a physical blow. She hadn't seen him since that morning and she'd forgotten how beautiful he was. His hair was dark golden with paler gold lights shimmering in it. His face was-well-classic perfection. Absolutely pure, denned like a sculpture in marble. His eyes were a violet so glorious it actually hurt to look at it. His expression was rapt and uplifted†¦ until he winked. Then it dissolved into mischief. â€Å"Uh, hi,† Gillian whispered huskily. â€Å"Hi, kid. Tired?† â€Å"Yeah. I feel†¦ used up.† â€Å"Well, take a nap, why don't you? I've got places to go anyway.† Gillian blinked. Places? â€Å"Angel†¦ I never asked you. What's heaven like? I mean, with angels like you, it's got to be different from most people's idea. That meadow I saw-that wasn't it, was it?† â€Å"No, that wasn't it. Heaven-well, it's hard to explain. It's all in the oscillation of the spatial-temporal harmonics, you know-what you'd call the inherent vibration of the plane. At a higher vibration everything assumes a much more complicated harmonic theme. †¦Ã¢â‚¬  â€Å"You're making this up, aren't you?† â€Å"Yeah. Actually it's classified. Why don't you get some sleep?† Gillian already had her eyes shut. She was happy when she woke up to smell dinner. But when she got downstairs, she found only her mother. â€Å"Dad's not home?† â€Å"No. He called, honey, and left a message for you. He'll be out of town on business for a while.† â€Å"But he'll be back for Christmas. Won't he?† â€Å"I'm sure he will.† Gillian didn't say anything else. She ate the hamburger casserole her mother served-and noticed that her mother didn't eat. Afterward, she sat in the kitchen and played with a fork. (You okay?) The voice in her ear was a welcome relief. (Angel. Yeah, I'm all right. I was just thinking†¦ about how everything started with Mom. It wasn't always like this. She was a teacher at the junior college†¦) (I know.) (And then-I think it was about five years ago- things just started happening. She started acting crazy. And then she was seeing things-what did I know about drinking then? I just thought she was nuts. It wasn't until Dad started finding empty bottles†¦) (I know.) (I just wish†¦ that things could be different.) A pause. (Angel? Do you think maybe they could be?) Another pause. Then Angel's voice was quiet. (I'll work on it, kid. But, yeah, I think maybe they could be.) Gillian shut her eyes. After a moment she opened them again. (Angel-how can I thank you? The things you're doing for me †¦ I can't even start to tell you †¦) (Don't mention it. And don't cry. A cheery face is worth triple A bonds. Besides, you have to answer the phone.) (What phone?) The phone rang. (That phone.) Gillian blew her nose and said a practice â€Å"Hello† to make sure her voice wasn't shaky. Then she took a deep breath and picked up the receiver. â€Å"Gillian?† Her fingers clenched on the phone. â€Å"Hi, David.† â€Å"Look, I just wanted to make , sure you were okay. I didn't even ask you that when-you know, this afternoon.† â€Å"Sure, I'm okay.† Gillian didn't need Angel to tell her what to say to this. â€Å"I can handle myself, you know.† â€Å"Yeah. But Tanya can be pretty intense sometimes. After you left she was-well, forget that.† He doesn't want to say anything bad about her, Gillian thought. She said, â€Å"I'm fine.† â€Å"It's just-† She could almost feel the frustration building on the other side of the line. And then David burst out as if something had snapped, â€Å"I didn't know!† â€Å"What?† â€Å"I didn't know she was-like that! I mean, she runs the teen helpline and she's on the Centralia relief committee and the Food Cupboard project and .. . Anyway, I thought she was different. A good person.† Conscience twinged. â€Å"David, I think she is some of the things you thought. She's brave. When that window-â€Å" â€Å"Quit it, Gillian. You're those things. You're brave and funny and-well, too honorable for your own good. You tried to give Tanya another chance.† He let out a breath. â€Å"But, anyway; you might have guessed, we're finished. I told Tanya that. And now†¦Ã¢â‚¬  His voice changed. Suddenly he laughed, sounding as if some burden had fallen off him. â€Å"Well, would you like me to drive you to the party Saturday night?† Gillian laughed, too. â€Å"I'd like it. I'd love it.† (Oh, Angel-thank you!) She was very happy. The rest of the week was wonderful. Every day she wore something daring and flattering scavenged from the depths of her closet. Every day she seemed to get more popular. People looked up when she walked into a room, not just meeting her eyes, but trying to catch her eye. They waved to her from a distance. They said hello up and down the halls. Everyone seemed glad to talk to her, and pleased if she wanted to talk to them. It was like being on a skyrocket, going higher and higher. And, always, her guide and protector was with her. Angel had come to seem like a part of her, the most savvy and ingenious part. He provided quips, smoothed over awkward situations, gave advice about who to tolerate and who to snub. Gillian was developing an instinct for this, too. She was gaining confidence in herself, finding new skills every day. She was literally becoming a new person. She didn't see much of Amy now. But Amy had Eugene, after all. And Gillian was so busy that she never even got to see David alone. The day of the party she went to Houghton with Amanda the Cheerleader and Steffi the Singer. They laughed a lot, got whistled at everywhere, and shopped until they were dizzy. Gillian bought a dress and ankle boots-both approved by Angel. When David picked her up that night, he let out a soft whistle himself. â€Å"I look okay?† â€Å"You look†¦Ã¢â‚¬  He shook his head. â€Å"Illegal, but also sort of spiritual. How do you do that?† Gillian smiled. Macon the Wallet's house was the house of a rich guy. A fleet of artsy reindeer made out of some kind of white twigs and glowing with tiny lights graced the lawn. Inside, it was all high ceilings and track lighting, oriental rugs, old china, silver. Gillian was dazzled. (My first real party! I mean, my first Popular Party. And it's even kind of, sort of for me.) (Your first real party, and it's all for you. The world is your oyster, kid. Go out and crack it.) Macon was coming toward her. Other people were looking. Gillian paused in the doorway of the room for effect, aware that she was making an entrance-and loving it. Her outfit was designer casual. A black minidress with a pattern of purple flowers so dark it could hardly be distinguished. The soft, crepey material dung to her like a second skin. Matte black tights. And of course the ankle boots. Not much makeup; she'd decided on the fresh, soft look for her face. She'd darkened her lashes just enough to make the violet of her eyes a startling contrast. She looked stunning†¦ and effortless. And she knew it very well. Macon's hooded eyes roved over her with something like suppressed hunger. â€Å"How's it going? You're looking good.† â€Å"We feel good,† Gillian said, squeezing David's arm. Macon's eyes darkened. He looked at the intersection of Gillian's hand and David's arm as if it offended him. David looked back dispassionately, but a sort of wordless menace exuded from him. Macon actually took a step back. But all he said was, â€Å"Well, my parents are gone for the weekend, so make yourself at home. There should be food somewhere.† There was food everywhere. Every kind of munchy thing. Music blasted from the den, echoing all over the house. As they walked in, Cory greeted them with, â€Å"Hey, guys! Grab a glass, it's going fast.† When he'd said that he would round up a keg last week, Gillian had foolishly misheard it as â€Å"a cake.† Now she understood. It was a keg of beer and everybody was drinking. And not just beer. There were hard liquor bottles around. One guy was lying on a table with his mouth open while a girl poured something from a rectangular bottle into it. â€Å"Hey, Jill, this is for you.† Cory was trying to give her a plastic glass with foam overflowing the top. Gillian looked at him with open scorn. She didn't need Angel's help for this. â€Å"Thanks, but I happen to like my brain cells, Maybe if you had more respect for yours you wouldn't be flunking biology.† There was laughter. Even Cory laughed and winced. â€Å"Right on,† Daryl the Rich Girl said, raising a can of diet Barq's root beer to Gillian in salute. And David waved Cory away and reached for a Coke. Nobody tried to pressure them and the guy on the table even looked a little embarrassed. Gillian had learned that you could pull anything off if you were cool enough, composed enough, and if you didn't back down. The feeling of success was much more intoxicating than liquor could have been. (How about that? Pretty good, huh? Huh? Huh?) (Oh †¦ oh, yeah, fine.) Angel seemed to deliberate. (Of course, it does say, â€Å"Wine maketh the heart of man glad†¦Ã¢â‚¬ ) (Oh, Angel, you're so silly. You sound like Cory!) Gillian almost laughed out loud. Everything was exciting. The music, the huge house with its opulent Christmas decorations. The people. All the girls threw their arms around Gillian and kissed her as if they hadn't seen her in weeks. Some of the boys tried, but David warned them off with a look. That was exciting, too. Having everyone know she was together with David Blackburn, that he was hers. It put her status through the ceiling. â€Å"Want to look around?† David was saying. â€Å"I can show you the upstairs; Macon doesn't care.† Gillian looked at him. â€Å"Bored?† He grinned. â€Å"No. But I wouldn't mind seeing you alone for a few minutes.† They went up a long carpeted staircase lined with oil paintings. The rooms upstairs were just as beautiful as downstairs: palatial and almost awe inspiring. It put Gillian in a quiet mood. The music wasn't as loud up here, and the cool marble gave her the feeling of being in a museum. She looked out a window to see velvet darkness punctuated by little twinkling lights. â€Å"You know, I'm glad you didn't want to drink back there.† David's voice behind her was quiet. She turned, trying to read his face. â€Å"But†¦ you were surprised?† â€Å"Well-it's just sometimes now you seem so adult. Sort of worldly.† â€Å"Me? I mean-I mean you're the one who seems like that.† And that's what you like in girls, she thought. He looked away and laughed. â€Å"Oh, yeah. The tough guy. The wild guy. Tanya and I used to party pretty hard.† He shrugged. â€Å"I'm not tough. I'm just a small-town guy trying to get through life. I don't look for trouble. I try to run from it if I can.† Gillian had to laugh herself at that. But there was something serious in David's dark eyes. â€Å"I admit, it sort of had a way of finding me in the past,† he said slowly. â€Å"And I've done some things that I'm not proud of. But, you know †¦ I'd like to change that-if it's possible.† â€Å"Sort of like a whole new side of you that wants to come out.† He looked startled. Then he glanced up and down her and grinned. â€Å"Yeah. Sort of like that.† Gillian felt suddenly inspired, hopeful. â€Å"I think,† she said slowly, trying to put her ideas together, â€Å"that sometimes people need to-to express both sides of themselves. And then they can be †¦ well, whole.† â€Å"Yeah. If that's possible.† He hesitated. Gillian didn't say anything, because she had the feeling that he was trying to. That there was some reason he'd brought her up to talk to her alone. â€Å"Well. You know something weird?† he said after a moment. â€Å"I don't feel exactly whole. And the truth is-† He looked around the darkened room. Gillian could only see his profile. He shook his head, then took a deep breath. â€Å"Okay, this is going to sound even dumber than I thought, but I've got to say it. I can't help it.† He turned back, toward her and said with a mixture of determination and apology, â€Å"And since that day when I found you out there in the snow, I have this feeling that I won't be, without †¦Ã¢â‚¬  He trailed off and shrugged. â€Å"Well-you,† he said finally, helplessly. The universe was one enormous heartbeat. Gillian could feel her body echoing it. She said slowly, â€Å"I †¦Ã¢â‚¬  â€Å"I know. I know how it sounds. I'm sorry.† â€Å"No,† Gillian whispered. â€Å"That wasn't what I was going to say.† He'd turned sharply away to glare at the window. Now he turned halfway back and she saw the glimmer of hope in his face. â€Å"I was going to say, I understand.† He looked as if he were afraid to believe. â€Å"Yeah, but do you really?† â€Å"I think I do-really.† And then he was moving toward her and Gillian was holding up her arms. Literally as if drawn to do it-but not just by â€Å"physical attraction. It sounded crazy, Gillian thought, but it wasn't physical so much as †¦ well, spiritual. They seemed to belong together. David was holding her. It felt incredibly strange and at the same time perfectly natural. He was warm and solid and Gillian felt her eyes shutting, her head drifting to his shoulder. Such a simple embrace, but it seemed to mean everything. The feelings inside Gillian were like a wonderful discovery. And she had the sense that she was on the verge of some other discovery, that if she just opened her eyes and looked into David's at this moment, somehow it would mean a change in the world†¦ (Kid?) The voice in Gillian's ear was quiet. (I really hate to say it, but I have to break this up. You have to sidle down to the master bedroom.) Gillian scarcely heard and couldn't pay attention. (Gillian! I mean it, kid. There's something going on that you have to know about.) (Angel?) (Tell him you'll be back in a few minutes. This is important!) There was no way to ignore that tone of urgency. Gillian stirred. â€Å"David, I have to go for a sec. Be right back.† David just nodded. â€Å"Sure.† It was Gillian who had trouble letting go of his hand, and when she did she still seemed to feel his grip. (This had better be good, Angel.) She blinked in the light of the hallway. (Go down to the end of the hall. That's the master bedroom. Go on in. Don't turn on the light.) The master bedroom was cavernous and dark and filled with large dim shapes like sleeping elephants. Gillian walked in and immediately banged into a piece of heavy furniture. (Be careful! See that light over there?) Light was showing around the edges of double doors on the other side of the room. The doors were closed. (And locked. That's the bathroom. Now, here's what I want you to do. Walk carefully over to the right of the bathroom and you'll find another door. It's the closet. I want you to quietly open that door and get in it.) (What?) Angel's voice was elaborately patient. (Get in the closet and put your ear against the wall.) Gillian shut her eyes. Then, feeling exactly like a burglar, she slowly turned the handle of the closet door and slipped inside. It was a walk-in closet, very long but stuffy because of the clothes bristling from both sides. Gillian had a profound feeling of intrusion, of being an invader of privacy. She seemed to walk a long way in before Angel stopped her. (Okay. Here. Now put your ear against the left wall.) Eyes still shut-it seemed to make the absolute darkness more bearable-Gillian burrowed between something long sheathed in plastic and something heavy and velvety. With the clothes embracing her on either side, she leaned her head until her bare ear touched wood. (Angel, I can't believe I'm doing this. I feel really stupid, and I'm scared, and if anybody finds me-) (Just listen, will you?) At first Gillian's heart seemed to drown out all other sounds* But then, faint but clear, she heard two voices she recognized.

Cosmos Episode 8 Viewing Worksheet

Cosmos Episode 8 Viewing Worksheet Teachers looking for an excellent television show to help drive home various science information to your students should look no further than the Fox show Cosmos: A Spacetime Odyssey, hosted by Neil deGrasse Tyson. In Cosmos, Tyson delivers the often-complicated ideas related to understanding our  solar system and cosmos in a way that all levels of learners can comprehend and still be entertained by the stories and visual representations of scientific facts. Episodes of this show make great supplements in the science classroom and also can be used as  a reward or movie day, but whatever the reason you show Cosmos in your classroom, youll need a way to assess the students learning and the following questions can be copied and pasted into a worksheet to be used while showing Cosmos Episode 8.   This episode explores the Greek and Kiowa myths about the Pleiades, the astral discoveries of Annie Jump Cannon, the major star categories recognized by science, and the way stars are born, grow, and die. Worksheet for Episode 8 of Cosmos Feel free to copy and paste or tweak the below to use with your class as a guide to follow along with the episode. The questions are presented in the order their answers appear in the episode, so if you plan to use this worksheet as a quiz afterward, it may be beneficial to shuffle up the order of the questions.   Cosmos Episode 8 Worksheet ï » ¿Name:___________________ Directions: Answer the following questions as you watch episode 8 of Cosmos: A Spacetime Odyssey. 1.  What is the cost for having all of our electric lights? 2. How much brighter than the Sun are the Pleiades? 3. In the Kiowa myth about the Pleiades, what famous tourist attraction did the rock the women were on become? 4. In the Greek myth of the Pleiades, what was the name of the hunter that chased after Atlas’s daughters? 5. What did Edward Charles Pickering call the room full of women he employed? 6. How many stars did Annie Jump Cannon catalog? 7. How did Annie Jump Cannon lose her hearing? 8. What did Henrietta Swan Levitt discover? 9. How many major categories of stars are there? 10. What American University accepted Cecelia Payne? 11. What did Henry Norris Russell discover about the Earth and the Sun? 12. After listening to Russell’s speech, what did Payne figure out about Cannon’s data? 13. Why did Russell reject Payne’s thesis? 14. Which stars are considered â€Å"newborns†? 15. How old are most of the stars in the Big Dipper? 16. What kind of star will the Sun be after it becomes 100 times its original size? 17. What kind of star will the Sun be after it collapses like a â€Å"soufflà ©Ã¢â‚¬ ? 18. What is the name of the brightest star in our sky? 19. What is the fate of the star Rigel? 20. With a star as big as Alnilam in Orion’s belt, what will it eventually become after it implodes? 21. What pattern did the Aboriginal people of Australia see in between the stars? 22. How far away is the star in our galaxy that will hypernova? 23. When hydrogen fuses in the Sun, what does it make? 24. How long will it be before Orion finally catches up to the Pleiades?