Analysis of Service Quality Level

Analysis of Service Quality Level Introduction The success of organisations relies heavily on the management of quality (Zeithaml and Bitner, 2003 or 2006) Managing customer care and service quality are fundamental for the achievement of any organisation (Ko and Pastore, 2004). Service suppliers that deliver a high level of service quality and customer care are more likely to achieve higher levels of customer satisfaction (Saravanan and Rao, 2007). As a result satisfied customers will be more encouraged to re-use the services; this will usually impact on the financial success of the organisation (Howat, et al., 1999). General principles of quality The fundamentals of the word quality presented in the work of Deming in the late 1980s create a basis for further study into the area. As a result, a number of definitions of quality have been proposed by researchers. Mills, (1992, p.2) stated that quality was the totality of features and characteristics of a product or service that bear on its ability to satisfy or implied needs. Further research into quality has indicated that a more useful definition has been defined as meeting the agreed requirements of the customer (Kelly, 2004, p.33). Both definitions of quality are connected to both goods and services with emphasis on the features of the product or alternatively focus on the customers needs and expectations (Chang and Chelladurai, 2000). Goods are defined as tangible; these are physical products that offer benefits to consumers, in contrast services are defined as intangible, and represent non-physical products (Shank, 2009, p.16). Services have five main characteristics that are unique to service markets; these are intangibility; perishability; inseparability; heterogeneity and lack of ownership (Kotler, 2005). Heterogeneity indicates that each service experience is likely to be different as factors such as the time and location change, also the interaction phase with customers differs (Kotler, 2005). To reduce the impact of heterogeneity, management must focus on the operating systems, procedures and staff training in order to ensure consistency (Brassington and Pettitt, 2007, p.465). Furthermore, the quality of staff is becoming increasingly essential in the public service industry, with managers indicating their expectations of staff in terms of their attitudes and competencies when delivering the service to cust omers (Swarbrooke, 2002; Brassington and Pettitt, 2007) Managing the quality of goods and services primarily involves benchmarking, this is the measurement of an aspect of an organisations performance against an internal or external target (Beech and Chadwick, 2004, p.256). Two other key terms associated with quality include quality assurance and quality control, Mills, (1992, p.3) states quality assurance provides adequate confidence that a product or service will satisfy given requirements of quality. In contrast (Dale, 2000) suggests that quality control aims to achieve and monitor service quality, by identifying and addressing quality problems. Researchers have recognised that there are several issues with the conceptualization and measurement of quality in relation to sport services, for example (Tsitskari, et al., 2006) suggests that there is a degree of uncertainty and disagreement regarding parts of the criteria including the conceptual model of quality. Previous literature (such as Ko and Pastore, 2004; Tsitskari, et al., 2006) have focused on the concept of service quality and acknowledged that there are several definitions of service quality. However (Parasuraman, et al., 1988, p.2) defined service quality as an appropriate approach for assessing the quality of a firms service is to measure consumers perceptions of quality. In other words service quality is the comparison of consumer expectations with the actual service performance (Parasuraman, et al., 1988). The concept of service quality is based upon the customers perception of the characteristics and delivery of services (Ko and Pastore, 2004). Further research by Zeithaml and Bitner, (2006) suggests that the concept of service quality is a significant issue, as service quality perceptions are related to customer satisfaction and customer retention. Other researchers such as (Kim and Kim, 1995) have had varied perceptions on the measurement of service quality. However the main use of measuring service quality has been through the instrument, SERVQUAL, a 22 item scale founded by Parasuraman, et al., (1988). Recent research by (Tsitskari, et al., 2006) indicates that the majority of researchers accept that the 22 items in SERVQUAL are sufficient indictors for the overall measurement of service quality. However a study by Murray and Howat (2002) demonstrates that there is a lack of agreement on the exact nature of service quality dimensions. For example, (Parasuraman, et al., 1988) formed five dimensions of service quality: responsiveness, assurance, tangibles, empathy and reliability, through using the SERVQUAL scale, mainly focusing on the human aspects of service delivery. However (Chang and Chelladurai, 2000) suggest the variability in dimensional structure can be modified and tailored for specific industries. For example, Howat, et al., (1999), used only three dimensions for 17 service quality attributes in their study of 30 Australian sports and leisure centres. The three dimensions used in the study were (a) core service, which included a range of activities with programme information, (b) personnel service, which included the quality, knowledge and responsiveness of staff, (c) peripheral service including secondary services including services for food and drink. The observations suggest that a comprehensive conceptual model needs to be developed for a better understanding of the nature and meaning of service qual ity (Ko and Pastore, 2004). Robinson, (2004) identified three frameworks for managing quality, these are: total quality management (TQM), the EFQM Excellence Model and Quest, as all these frameworks emphasise performance management and continuous improvement. Firstly TQM is a framework for quality management and is a process from top to bottom, bottom to top, which involves every person in an organisation, in order to ensure customer satisfaction at every stage (Torkildsen, 2005, p.382). The three main principles of TQM are customer focus, continuous improvement and teamwork (De Knop, et al., 2004). The EFQM Excellence Model is the most widely used organisational framework in Europe while becoming increasingly popular in the sport industry as it created the basis for QUEST (Robinson, 2004). The key principles of the model include results orientation; customer focus; leadership and constancy of purpose; management by processes and facts; people development and involvement; continuous learning; innovation and improvement; partnership development; and corporate social responsibility (Beech and Chadwick, 2004, p.257). Quest is a sport and leisure specific quality framework, and is a tool for continuous improvement; Quest also defines industry standards and good practice and encourages high quality delivery to customers. (Quest, 2009) Two models are associated with Quest, one model focuses on the management of leisure facilities and the other focuses on sport development, (Quest, 2009). Quest is funded by a wide range of organisations with the majority of the support coming from the four home country Sports Councils (Torkildsen, 2005). The Quest scheme for facility management identifies four essential sections; these include facilities operation, customer relations, staffing and service development and improvement, all of which are examples of best practice in the leisure industry (Wood, 1997). Organisations have recognised the importance of the quality programme of ISO 9002. This quality programme ensures that the operations of the service are displayed through a consistent approach, recognising that customers can expect the service to be similar from day to day and between service deliverers (Robinson, 2004). Literature has demonstrated that there are many challenges and issues for managing quality in the public sector industry. For instance, Doherty, et al, (2002) suggests that that external issues for concern include, increasing complaints about the declining level of quality in areas such as transport, education and health. In contrast, (Doherty, et al, 2002) also recognises internal challenges for organisations, with the current growth of internal assessments, and issues around quality and value for money. Beech and Chadwick, (2004) identify specific challenges for managers managing quality in the public sector; these primarily include recognising and acknowledging their main customer groups and then managing these customers experiences by improving the service delivery through performance measures. However, managers who dont prioritise their customer groups will run the risk of delivering services that do not meet any expectations of quality (Robinson, 2004, p.141). Additionally it is important for managers in the sport industry to understand and identify participation motives and customers problems because this determines not only the level of service quality, but also the level of customer satisfaction (Ko and Pastore, 2004, p.162). An earlier study by Schvaneveldt, et al., (1991) indicated that three key factors affected the delivery of service quality in sport organisations. The three factors were associated to the core service, the physical context and most importantly the interpersonal interactions in the performance of the service. These observations have major implications on customer care as the quality of the encounter is an essential element in the overall impression of the quality of service experienced by the customer (Dale, 2000). In addition, Swarbrooke, (2002) suggested that observing quality in public services primarily focused on issues such as the cost of the service and perception on value for money from the service. There are a number of issues and challenges associated to managing quality in the public sport sector. For example MacVicar and Ogden, (2001) suggests that managers in the public sport sector are more inclined to use peripheral workers due to the competitive environment and budget pressures. Peripheral workers are primarily on non-standard contracts and carry out services and duties that are delivered to customers. The challenge managers face is that they have to develop strategies to motivate an insecure, low commitment workforce to ensure good customer care is provided. (MacVicar and Ogden, 2001, p.129) Another issue in managing quality in the public sport sector industry is that expectations are either so unrealistic that it is not possible to deliver services of such a high standard, or it is financially very costly to do so, given the levels of resource constraint (Robinson, 2004, p.178). Recent research by (Alexandris, 2008) demonstrated the importance of identifying performance indicators in order to test the success of the managers strategies, and goals and reflect on the quality delivered to customers. Research by (Lentell, 2000, p.2) has indicated that customer satisfaction in sport services can be affected by factors such as the robustness of the bookings system, the promptness of the service delivery, and the way customers are treated by staff, or by the cleanliness of the service outlet. However recent research by (Tsuji, et al., 2007) suggests that managers should continuously develop and adopt procedures to understand, evaluate, and improve on the quality of services provided to their consumers in-order to improve customer care. The current state of golf, is that it is a $60 billion industry, with 30,730 courses worldwide and over 57 million golfers.(Golf Research Group, 2009 ) The Royal Ancient (RA) is golfs governing body, it operates with 136 organisations from the amateur and professional game and on behalf of over thirty million golfers in 123 countries (R A, 2009). The R A identify that the implementation of best practice throughout a golf club can be demonstrated firstly through ensuring that the management structure is capable of setting policy objectives which maintain and improve the quality of the golfing facility (R A, 2009). In addition the RA, recognise the importance of monitoring and reviewing the policy objectives as well as focusing on the efficient and effectiveness of service delivery to customers (RA, 2009) The governing body of male amateur golf in England is the English Golf Union, looking after the interests of over 1,800 golf clubs and 740,000 club members (English Golf Union, 2009). The governing body specifically addresses the management of quality at golf clubs in England. Providing assistance and support, in specific areas such as club adminstration, golf course management, as well as assisting staff in the day-to-day operations of the golf club and course (English Golf Union, 2009). The majority of research on the management of quality in golf has come from the US golf industry. For example a US golf study on managing perceived quality has indicated that golf club managers that modify the price of green fees depending on the time of day, time of booking or condition of play may impact customer satisfaction (Kimes and Wirtz, 2003). A further American study investigated how golfers choose a golf course. The findings indicate that American golfers are most influenced by the cost of green fees, followed by the quality of course conditions, availability of tee times, and lastly the location of golf course (Richard and Fairclough, 1994). However recent research by (Won, et al., 2009) suggests that committed golfers care more about the core elements such as the quality of course conditions rather than the cost of green fees. The research suggests that golf club managers that are providing a quality service primarily need to improve the core elements such as course main tenance as well as operating the golf facility (Won, et al., 2009). Other research surrounding the management of quality in golf has come from Korea, and Australia. For example a Korean study based on service quality and customer satisfaction suggested that managers of private golf clubs that focus on providing and improving service quality to customers can impact the profitability of golf clubs (Kim and Lough, 2007). Furthermore a study from the Australian golf industry identified twenty one service attributes. These attributes measured the perceptions of the golf facilities performance against the golfers expectations of the facility. The study specifically researched into areas such as the appearance of the facilities, course quality, staff responsiveness, customer behaviour, etiquette and value for money (Crilley, et al, 2002, p.374) Further research into issues in managing quality in the context of golf, has reflected that an increasing number of American golf courses are being built annually, while the number of golfers in America remains stagnant (Petrick, et al., 2001). As a result it is important that golf club managers identify the factors which attract and retain golfers. The findings also recognise that by understanding golfers experiences, this will enhance the facility operations, leading to a higher quality of service delivery (Petrick, et al., 2001). According to a report by the golf research group, (2002) based on UK golf courses this found that since the beginning of 1990, 603 new golf facilities have been built. This increase was initiated by the report called The Demand for Golf created by the RA. However from 2000, the growth of new golf facilities has been limited and only 10 new golf facilities were opened from 2000 to 2002, due to financial constraints and the lack of demand in the golf industry. (Golf Research Report, year) The current recession has affected the golf industry, according to a report from the English Golf Union they have found that memberships are declining in many golf clubs in the UK. Also the majority of golf clubs in the UK are not implementing joining fees in-order to attract new golfers (Mintel, 2009). In the UK, in 2008 there were 1.225 million members of golf clubs, and there are 2,630 golf courses, 72% of these golf courses are located in England (Mintel, 2009). According to a study by Mort and Collins (2001) they highlighted that 11% of golf courses totalling 210 in England, are classified as municipal golf courses, and stated that the objective of municipal golf courses is to maintain low green fees and attract the local population. Mowsbury Golf Club in Bedfordshire is a municipal golf course and is run by the local authority. According to a report by the Golf Research Group, (year) on municipal golf courses in 2002, there has been a substantial decrease in the number of rounds played per year especially between the years of 1995-2001. For example in 1995 around 45,000 rounds were played, however by 2001 only 35,000 rounds were played on the municipal courses, reflecting a huge decrease of 10,000 rounds played. Over the 6 year period this was a 23% reduction in UK municipal rounds in the UK. (Golf Research Report, year) Literature has acknowledged that there are a limited number of UK studies that have focused on service quality and customer care at golf clubs. However one study focused on the management of quality at municipal golf courses and highlighted Best Value. Stevens and Green, (2002) indicate that Best Value primarily focuses on local authorities, ensuring that the quality and cost of services meet the needs of the local population, and that the efficiency and quality of services continually improve. The study indicated that the introduction of Best Value has contributed to an improvement in the operations of municipal golf courses, primarily through the process of benchmarking with the objective of improving service quality (Mort and Collins, 2001). The purpose of this study is to investigate the level of service quality and customer care as perceived by members and non-members at Mowsbury Golf Club, Bedfordshire. The rationale for the study recognises that previous research reflects that are a limited number of UK studies on the customer care and service quality at golf clubs. Also previous researchers such as (Tsitskari, et al., 2006) have reflected the importance of service quality to the mission of sport and emphasises that further research towards service quality should be a primary concern. References http://academic.mintel.com/sinatra/oxygen_academic/search_results/show/display/id=394687/display/id=448545?select_section=448543

Free Definition Essay - The Meaning of Courage :: Expository Definition Essays

The Meaning of Courage In life there are many terms that are relative to individual cultures. That means that the definition is different depending on the culture's location and its persons believe. The definition for one such term, courage, as defined by both Daniel Webster and Funk & Wagnalls is "That quality of mind or spirit enabling one to meet danger or difficulties/ opposition with firmness/fearlessness." The words that make courage a relative term are danger and opposition. The definitions of those words are what determine if a person or an act is considered to be foolhardy, courageous, or cowardice. Those labels change from society to society because people possess varying ideas as to what is danger and opposition means. For example, there are many types of people who encounter danger regularly like police, firefighters, cultural tribes, religious groups, teachers, advocates, doctors and nurses, criminals, and everyday people. Contrasting the difference in the type of danger encountered by each group shows what makes courage different. The difference between the danger for the police and the danger for the criminals is that one is done without a valid reason. The danger for the criminals is created by themselves and therefore even though they encounter danger it is not courageous. It on the other hand is either foolhardy or cowardice. Actions like killing sprees or random slashing are considered foolhardy because the persons responsible are taking unnecessary risk. These actions can also be considered to be cowardice because the people responsible are generally either unwilling to face the consequences for their actions or unwilling to face the underlying reasons for their bursts of violence. In my mind and most other westernized cultured people minds, I am correct because criminal acts are not generally accepted nor rewarded in our society. However, in the eyes of a criminal his/her acts are courageous and are accepted and rewarded with some exceptions such as rape. When we look at actions of some cultural tribes we generally judge their actions towards certain opposition as foolhardy. Actions like hunting styles or tribal initiations are judged to foolhardy because they are things that we as western civilized people do not do. We judge others ways of doing things and we completely ignore the fact that they are customs that have existed for many years and they are necessary for each cultures' survival. Free Definition Essay - The Meaning of Courage :: Expository Definition Essays The Meaning of Courage In life there are many terms that are relative to individual cultures. That means that the definition is different depending on the culture's location and its persons believe. The definition for one such term, courage, as defined by both Daniel Webster and Funk & Wagnalls is "That quality of mind or spirit enabling one to meet danger or difficulties/ opposition with firmness/fearlessness." The words that make courage a relative term are danger and opposition. The definitions of those words are what determine if a person or an act is considered to be foolhardy, courageous, or cowardice. Those labels change from society to society because people possess varying ideas as to what is danger and opposition means. For example, there are many types of people who encounter danger regularly like police, firefighters, cultural tribes, religious groups, teachers, advocates, doctors and nurses, criminals, and everyday people. Contrasting the difference in the type of danger encountered by each group shows what makes courage different. The difference between the danger for the police and the danger for the criminals is that one is done without a valid reason. The danger for the criminals is created by themselves and therefore even though they encounter danger it is not courageous. It on the other hand is either foolhardy or cowardice. Actions like killing sprees or random slashing are considered foolhardy because the persons responsible are taking unnecessary risk. These actions can also be considered to be cowardice because the people responsible are generally either unwilling to face the consequences for their actions or unwilling to face the underlying reasons for their bursts of violence. In my mind and most other westernized cultured people minds, I am correct because criminal acts are not generally accepted nor rewarded in our society. However, in the eyes of a criminal his/her acts are courageous and are accepted and rewarded with some exceptions such as rape. When we look at actions of some cultural tribes we generally judge their actions towards certain opposition as foolhardy. Actions like hunting styles or tribal initiations are judged to foolhardy because they are things that we as western civilized people do not do. We judge others ways of doing things and we completely ignore the fact that they are customs that have existed for many years and they are necessary for each cultures' survival.

Rappaccini’s Daughter - Perceptions, Impressions, and Interactions Ess

  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Writers often use the characters in a story to make a comment on people's actions.   In "Rappaccini's Daughter," by Nathaniel Hawthorne, the characters make a telling comment on the interaction of people within society.   Hawthorne, a "thinker and artist" (Delbanco 14+), creates characters that are much different from what they seem like initially, and this encourages the reader to look deeper into issues instead of judging things by first impressions, rumors, or appearance.   Cappello defines the judging of people as "how [people], in general, translate or read the world" (263).   Hawthorne probes how people look at one another through his portrayal of Baglioni, Rappaccini, Giovanni, and Beatrice and their reactions with and toward one another. Baglioni's character initially makes readers believe that he is a helpful doctor, and the text of the story constantly shows him wanting to aid Giovanni.   Baglioni begins the story by supposedly clearing up the mystery regarding Rappaccini and his daughter:   "You shall hear the truth in respect to the poisoner Rappaccini and his poisonous daughter, yes, poisonous as she is beautiful" (Hawthorne 271).   He even remarks to the misguided Giovanni that Rappaccini "cares more for science than for mankind" (Hawthorne 259).   The picture that Baglioni paints scares both Giovanni and the reader into believing that horrid things are going on at Rappaccini's mansion.   Cappello believes that Baglioni is obviously "aware of the power of his language" (266).   Baglioni's advice continues, and he even warns Giovanni through a historical fable that depicts a woman "nourished with poison from her birth upward " (Hawthorne 270).   All of these warnings achieve their goal of helping t o formulate Giovan... ...presentative Men.'" Diss.   University of Toledo, 1988.   DAI 50-02A (1989): 0443.   Moss, Sidney.   "A Reading of ÔRappaccini's Daughter.'" Studies in Short Fiction 2 (1965):   145-156. Nelson, Ronald.   "Two Potential Sources for Pierto Baglioni in Nathaniel Hawthorne's 'Rappaccini's Daughter.'"   Studies in Short Fiction 28.4 (1991):   557-564. Predmore, Richard.   "The Hero's Test in 'Rappaccini's Daughter.'"   English Language Notes 15 (1978):   284-291. Ross, Morton.   "What Happens in 'Rappaccini's Daughter.'"   American Literature:   A Journal of Literary History, Criticism, and Bibliography 43 (1971):   336-345. Stoehr, Taylor.   Hawthorne's Mad Scientists:   Pseudoscience and Social Science in Nineteenth Century Life and Letters.   Hamden:   Archon Books, 1978. Uroff, M.D.   "The Doctors in 'Rappaccini's Daughter.'"   Nineteenth-Century Fiction 27 (1973):   61-70.   

A Freudian Perspective of Shakespeares Macbeth Essay -- GCSE English

Macbeth:   A Freudian Perspective   Ã‚  Ã‚  Ã‚  Ã‚   Macbeth and Lady Macbeth   We may take as an example of a person who collapses on reaching success, after striving for it with single-minded energy, the figure of Shakespeare's Lady Macbeth. Beforehand there is no hesitation, no sign of any internal conflict in her, no endeavour but that of overcoming the scruples of her ambitious and yet tender-minded husband. She is ready to sacrifice even her womanliness to her murderous intention, without reflecting on the decisive part which this womanliness must play when the question afterwards arises of preserving the aim of her ambition, which has been attained through a crime.    Analytic work has no difficulty in showing us that it is forces of conscience which forbid the subject to gain the long-hoped-for advantage from the fortunate change in reality. It is a difficult task, however, to discover the essence and origin of these judging and punishing trends, which so often surprise us by their existence where we do not expect to find them. For the usual reasons I shall not discuss what we know or conjecture on the point in relation to cases of clinical observation, but in relation to figures which great writers have created from the wealth of their knowledge of the mind. We may take as an example of a person who collapses on reaching success, after striving for it with single-minded energy, the figure of Shakespeare's Lady Macbeth. Beforehand there is no hesitation, no sign of any internal conflict in her, no endeavour but that of overcoming the scruples of her ambitious and yet tender-minded husband. She is ready to sacrifice even her womanliness to her murderous intention, without reflecting on the decisive part which this womanl... ... Die Braut von Messina, III v. Strachey and Tyson (eds.).   Ã‚   Endnote 2 Cf. Macbeth, Act III, sc. I: Upon my head they placed a fruitless crown, And put a barren sceptre in my gripe, Thence to be wrenched with an unlineal hand, No son of mine succeeding ...   Ã‚   Endnote 3 As is Richard III's wooing of Anne beside the bier of the King whom he has murdered.   Ã‚   Endnote 4 Freud had already suggested this in the first edition of The Interpretation of Dreams (1900), Standard Edition, IV 266. Strachey and Tyson (eds.).   Ã‚   Endnote 5 This does not appear to have been published. In a later paper on Macbeth Jekels (1917) barely refers to this theory, apart from quoting the present paragraph. In a still later paper, on The Psychology of Comedy, Jekels (1926) returns to the subject, but again very briefly. Strachey and Tyson (eds.).     

Sports and the Business World Essay -- essays research papers

Sports and the Business World   Ã‚  Ã‚  Ã‚  Ã‚  In the wide world of sports, teams will try and find a way to better market themselves in the nation to make more revenue. There are many ways to market your team but in the newer generation teams have been taking a different approach. Most teams will advertise there big sports star in trying to have people buy there gear, buy tickets, or simply support their team. But the most effective way to market your team is getting to the kids first. In advertising for a younger generation, you will tie the kids in more at an earlier age and hopefully will stay with the team throughout the years.   Ã‚  Ã‚  Ã‚  Ã‚  Reaching tomorrow’s fans, teams seek long-term benefits from marketing to kids and teens. Youth Marketing is one of the most popular ways that sports are using to market their teams. Television has become the main source of marketing pro teams, as some teams have their own T.V show. The New York Jets launched â€Å"Generation Jets,† a weekly half-hour show for children that uses animated characters, Jets players and New York landmarks to teach life lessons. A few of the lessons featured in season one-preparation, patience, and faith- might also be the keys to success for pro teams that are marketing to kids and teenagers. In airing this show the Jets targeted kids six to eleven years old, in hoping that the kids would watch it before they realize what’s cool. â€Å"Generation Jets† is more than a TV show, it became the opening for a comprehensive kids marketing effort that has seen the team launch a dedicated Web site, create themed mer chandise, and re-brand its community relations activities and kids club. Case in point: Like many teams, the Arizona Cardinals have a kids club through which members receive specially created newsletters and team merchandise. Many marketers figure that kids clubs are a sort of necessary evil, a way to create some connection with children and teenagers who probably aren’t going to buy full-price tickets for years to come.   Ã‚  Ã‚  Ã‚  Ã‚  For pro teams, getting fans while they’re still young is probably the most important now than ever because of well-established competing forces like the Internet, video games and action sports. The way teams are going about it, varies from team to team. The range of tactics includes everything from scheduling ... ...g to attract four to five year olds. To attract those youngsters, Reebok markets kids-only for kids’ only styles, creates kid targeted retail displays and steals a few tricks from kid’s breakfast cereal. Reeboks main focus is it tries to mirror its kid targeted advertising with retail displays to help young kids make the connection from TV spots to the product in stores. Sales at stores with those displays consistently outstrip sales at merchants without them. On the other hand Nike which is a high profile athletic apparel and footwear company was having trouble positioning themselves successfully with youths. The youths have been more attracted to newer brands such as Volcom or old school with Adidas that is making a comeback because kids watch more and more TV and extreme sports are becoming more and more popular each day. In trying to get the kids back to supporting NIKE, NIKE came out with a contest that had a youths compete in skate and bike jumping. At this event the kids were video taped and the best ones moved on. Also, NIKE was giving out their branded materials in seeking to get the consumer back. This event was highly attended and NIKE was able to increase its brand.

Luxury Brand Engagement Research Write Up Essay

Brand Management is a function of marketing that uses techniques to increase the perceived value of a product line or brand over time. Effective brand management enables the price of products to go up and builds loyal customers through positive brand associations and images or a strong awareness of the brand. Developing a strategic plan to maintain brand equity or gain brand value requires a comprehensive understanding of the brand, its target market and the company’s overall vision. Brand engagement is a term loosely used to describe the process of forming an attachment (emotional and rational) between a person and a brand. It comprises one aspect of brand management. What makes the topic complex is that brand engagement is partly created by institutions and organizations, but is equally created by the perceptions, attitudes, beliefs, and behaviours of those with whom these institutions and organizations are communicating or engaging with. Brand engagement between a brand and its consumers/potential consumers is a key objective of a brand marketing effort. In general, the ways a brand connects to its consumer is via a range of â€Å"touch points† — that is, a sequence or list of potential ways the brand makes contact with the individual. Examples include retail environments, advertising, word of mouth, online, and the product/service itself. It can be broadly classified into two areas- Internal and external. Internal refers to the company’s employees, franchisees, etc while external refers to the end consumers. All the consumer behavioural factors like attitudes, beliefs, society, culture and trends are studied and form an interesting part of the study unlike many other areas of research. All these factors are psychological yet emotional and drive consumer behaviour towards brands ultimately leading to sales and higher revenues. Getting there requires convincing less conscious consumers that they can have their cake and eat it too (drive positive change and indulge their needs), and teaching them to choice-edit for the most personal, planetary and societal impact. Customer involvement starts from the personal basic perspectives of goals, values, and self-awareness. Depending on the relevance of these to individuals, they are reflected in decision-making behaviours. Different product attributes cause different degrees of involvement in consumer minds. These differences of involvement result in differences when consumers make purchase decisions. Therefore, when consumers perform consuming behaviours, the extent of their involvement affects purchase intention and this is only reflected when a deeper understanding of their psychological and emotional factors is attained. It relates at an emotional level and ensures long term sustainability, revenue and growth for the brand. One of the most significant sectors where brand management plays an even more important role is Luxury. Luxury as a concept is defined within the scope of socio-psychology as a result of its connection to a culture, state of being and lifestyle, whether it is personal or collective. When linked to brands, it is characterised by a recognisable style, strong identity, high awareness, and enhanced emotional and symbolic associations. It evokes uniqueness and exclusivity, and is interpreted in products through high quality, controlled distribution and premium pricing. These core factors have led to the development of a $180 billion global industry with an uninterrupted growth for over two decades. These elements have also led to the summarisation of luxury as a ‘dream’, leading to justifiable curiosity and interest. Luxury good manufacturers offer high quality products at higher prices. At times, the quality of the actual product may not actually be very different from the low cost one, however, the brand value attached to it is high. It is for this reason that the branded product still sells at a higher price. The customer, though buys the product, actually pays for the brand. He pays for the emotional/ psychological/ physiological need that he has been able to satiate through this purchase. Also, it is worth noting that building a luxury brand can be a very tough task. It has to have the right value of consumer behavioural/ attitudinal compatibility mix for it to achieve its purpose owing to the high costs. Brand Managers for luxury products cannot over advertise their product (devalues the image) and not under advertise their product (loss in enquiries/ revenue). This interesting amalgamation of business drivers and human behaviour forms a motivating and challenging topic for research studies. Brand value measures the economic asset value of a company or product brand. It details how much of the company’s operating income and free cash flow is derived from the brand, the influence of the brand within each consumer purchase decision driver, and the associated brand risks. By linking the brand to the economics of the business at a detailed level, brand value opens the door to a number of useful applications like proving that branding offers real value, justify a proposed marketing budget, align the commercial organization, evaluate acquisition opportunities, optimal royalty rate, optimize the brand relationship to best tell the brand story, focus investments, drive higher prices, leverage brand value to lower taxes, reduce turnover and quantify the damage. It is very intriguing when we look at the financial output of the brands, grouping the companies into two categories of highly and least engaged in brand engagement. The companies who were highly engaged grew on an average of 18% in revenues over the last 12 months, compared to the least engaged companies who on average saw a decline of 6% in revenue during the same period. The same holds true for two other financial metrics, gross margin and net profit. Interbrand was recently involved in brand valuation with respect to business and the approach used is as follows:Snapshots of couple of models or indexed used has by different organizations to measure brand engagement has given under the research design section. Consumer buying behavior has changed a tremendously over the last decade and below is the Worldwide Personal Luxury Goods Market Trend (this has been discussed in detail in the industry literature review at the end) to illustrate the fact:Third year in a row of double-digit growth for the personal luxury goods market: over the 200â‚ ¬B threshold! There are various challenges that brands face over the course of their engagement tactics. The brand’s core thought or value should be in sync with the target audience. If it’s not, then there is no engagement at an emotional level. For a consumer to be engaged with the brand, he has to continuously be bombarded with the brand’s advertising or communication through various mediums. This process is very costly to the organisation as it involves various media channels and every channel (print, digital, TV, etc) has its own rate structure. The competition in every industry has further caused problems for any brand to create its importance. The consumer mind space is cluttered with messages from different brands making it even more difficult for a particular brand to register itself. Even if a consumer gets engaged, there’s no specific tool to measure the impact of the engagement on the final sales/ profits of the brand. The huge costs therefore become difficult to justify. Competition is fierce in developed economies and consumers are bombarded with offers, many of which are very similar. In such a setting, differentiation is vital and academic research has revealed that brands can build sustainable competitive advantage by increasing customer loyalty and fostering personal recommendation. However, to achieve such a sustainable competitive advantage, brands need to go beyond their traditional focus on communication and advertising and become the key to integrated client experience management. In such a scenario, it becomes even more important to build a brand that is strong in its values. It involves designing campaigns to generate intention to purchase and top of the mind awareness, various metrics to measure the effectiveness of brand campaigns, retuning parameters, redesigning the campaign and measuring the metrics again till the time the campaign reaches its desired GRPs (gross rating points). A very interesting real life example of how a brand faces a situation when it’s present engagement measures don’t work and it has to continuously make new efforts to ensure engagement with consumers is illustrated in a research paper titled ‘Luxury Brand Exclusivity Strategies’ which can be visited through this link – URL: http://dx. oi. org/10. 5430/jbar. v1n1p106. It examines how luxury fashion brands renew themselves in order to balance the exclusivity that is associated with luxury goods and with profit maximization. Using consumers’ demand theory it is shown how luxury fashion brands go through different phases to renew the perce ption of exclusivity.

Characteristics of Orsino in Shakespeare’s Twelfth Knight

Characteristics of Orsino in Shakespeare’s Twelfth Knight Love is desirable, everyone is in search of it, but some take it too far. Some let it control you, and reveal characteristics that ought not to be revealed. Orsino, in the twelfth knight for example let’s love control him revealing aspects of his personality that reveal is obsession with love. Some Notable Characteristics of the Duke of Illyria are his moodiness, selfishness and how he is a fool for love. Orsino is a gentleman who is in search of love, and while eagerly searching; his moodiness and foolishness is revealed. Struggling to find love, Orsino’s temperamental moodiness is revealed. His moodiness is revealed early in the play when Orsino interrupts his own musicians while they are playing to satisfy his needs. Orsino has musicians playing around him in hopes that it will distract his thoughts from how bad he wants to find love. Orsino says, â€Å"Enough; no more: ‘Tis not so sweet now as it was before. (Act I, Scene I) This reveals Orsino’s moodiness because the musicians were only trying to cheer him up, and Orsino deliberately and rudely interrupts them because the music was doing no good in hopes of cheering up his lonely heart. Also, later in the play Feste even points out Orsino’s moodiness. Feste compares Orsino's erratic moods to a gemstone when he says the Duke's â€Å"mind is very opal. † (Scene II, act IV) An opal is a gemstone th at shimmers and shifts in colors. Although, this is not meant to be a compliment by Feste, Feste is rather implying that Orsino is temperamental and unstable, like an opal constantly shifting in colors. Although, for Orsino, unlike an opal constantly shifting in colors, what shifts constantly is his moods. Orsino is a man who is more fixated with the fantasy of love than the reality of love, which portrays his selfishness in just wanting to fulfill his own desires. Orsino seems to be a man who is in love with the idea of being in love. The play begins with Orsino saying, â€Å"If music be the food of love, play on; Give me excess of it, that, surfeiting, The appetite may sicken, and so die. That strain again! it had a dying fall: O, it came o'er my ear like the sweet sound, That breathes upon a bank of violets, Stealing and giving odour! † (Act I, Scene I) Orsino is very fixated with love, willing to do whatever it takes to satisfy his own needs. He is so willing he even attempts to find love in a woman in which he knows doesn’t feel the same about him. Orsino fights to have Olivia love him back, in fact the more Olivia rejects him the more it seems Orsino tries t pursue her. Orsino doesn’t care that she has no love for him back, he just wants to find love, and that’s the selfishness within him. Orsino is a man in search of love, so determined to find it he makes a fool of himself. Based upon the opening scene we know Orsino is a passionate man who is out in search of the love of Olivia. Orsino says he is in love for the countess, but Orsino doesn’t truly know her, he just knows of her. When Orsino describes one of his fantasies, you can determine from it that it has nothing to do with the countess. The first time Orsino saw Olivia he describes, â€Å"That instant was I turn'd into a hart; And my desires, like fell and cruel hounds, E'er since pursue me. †(Act I, Scene I) Orsino says he was turned into a â€Å"hart† (a male deer and also a play on the word â€Å"heart†) and that he was chased or hunted by his own desires, which were like â€Å"hounds. † So, Orsino doesn't imagine his pursuit of Olivia so much as he fixates on his pursuit of himself in a fantasy that is all about him. He is a fool for love, fixated so much around it that he tries to make himself believe he is in love with someone he truly doesn’t even know. Orsino’s moodiness, selfishness, and foolishness all revolve around what means the most to Orsino, love. His moodiness flares up when dealing with the problems he faces when trying to find love. Orsino’s selfishness is revealed in the way he pursues a countess that doesn’t love him back, yet doesn’t even know him. Foremost, his foolishness is revealed by the way he tries to find love in general. Revolving so much around trying to find love, that he goes to extreme measures that makes him look foolish. In fact, anyone trying to find love as hard as Orsino should be looked at as foolish too. You cannot force love upon anyone, and you should never force it upon yourself, or you will be compelled as selfish in the fact that you want love so bad you do extraordinarily selfish things to do so. Like trying to love a woman who doesn’t love you back. Love is something that cannot be forced, that Orsino apparently doesn’t know, causing him to be moody, look selfish, and be a fool for love.