Immigration is powerful Essay Example For Students

Migration is amazing Essay Migration is amazing. Migration is delightful. Movement is excruciating. Edwidge Danticat splendidly shows each of the three sides of this excursion in her journal Brother, Im Dying. Danticat recounts to her family’s story, one of battles and forfeits, for they can't. Her story, lamentably, isn't an unprecedented one. Families all around the world forsake their local nation and language, get together all that they own, and trust that some place over the ocean, they can make sure about a more secure, progressively ecstatic future for a long time into the future. In Danticat’s case, her family didn't have a very remarkable decision. Haiti was enduring an onslaught and they realized that they needed to either leave quickly or plan for the most noticeably awful. The choice to leave Haiti brought about an existence of torment, broken family ties, and estrangement for the Danticat family. Envision being a kid whose guardians live 2,000 miles away. You are not permitted to visit them, and they are not permitted to visit you. Envision being a parent whose youngster is over the sea, and you’re incapable to offer your adoration and care. Envision bidding farewell to the main life you’ve known, and going to a nation that treats you like a crook. For some workers, such difficult situations have been very genuine. Edwidge Danticat utilizes her straightforward narrating to depict the individual and political penances her family made because of their excursion to this nation. Joseph Dantica, Edwidge’s father, was a remarkable man who fell into an inappropriate hands. He was the author of a school and a congregation in Port-au-Prince. He endure throat malignant growth. He was an unwavering family man, a spouse, and a dad figure to his niece Edwidge all through her youth. Throughout everyday life and in death, Joseph Dantica was an exile with no genuine spot to call home. At the point when he started regurgitating and crumbled during his meeting, the surgeon on scene quickly said that he was faking, and never at any point trouble to investigate him. Had she not wouldn't look at and treat him, the malady that later murdered him could have been relieved. According to the country, he didn't be anything yet a number. Outsider 27041999. This makes one wonder: how could everything turn out badly in such a brief timeframe? Danticat can't remember the second she and her family left Haiti, rather, she just remembers â€Å"wishing as we took off into the mists that my uncle had cried a downpour of tears, had hurled himself on the ground and caused a ruckus, at the same time restricting us to go† (109). Danticat’s diary shows better than all else how the excursion of the individuals who emigrate starting with one nation then onto the next includes incredible misfortune, just as up and coming increase. Offspring of settlers have a hard youth, and are regularly dealt with by their grandparents or different family members. While Edwidge lived in New York and her dad lived in Haiti, they kept contact with one another through hang-composed letters. She figured out how to cherish her Uncle Joseph as a subsequent dad. They adored one another, however their local nation of Haiti, through various challenges: â€Å"T hen, as now, leaving frequently appeared the main answer, particularly on the off chance that one was wiped out like my uncle or poor like my dad, or frantic like both† (54). Numerous outsiders, such as myself, conquer the profound feeling of misfortune they experience when they leave their home and move to another region. You don’t know anybody, you don’t realize where to go, and you don’t realize how to speak with others. Every so often, you simply feel destitute. The main thing you do know is that you’re in a superior spot. Despite the fact that the procedure is troublesome, migration regularly advances the life of a family. Edwidge utilizes flashbacks to recount to her family’s story. Her flashbacks are not told in sequential request, yet rather in the request for which they were advised to her, and at times one memory triggers another. This one of a kind request of the flashbacks permits the peruser the increase knowledge between the past and the present. .u6a4791036dcbe6f318017afcdfa1af63 , .u6a4791036dcbe6f318017afcdfa1af63 .postImageUrl , .u6a4791036dcbe6f318017afcdfa1af63 .focused content region { min-tallness: 80px; position: relative; } .u6a4791036dcbe6f318017afcdfa1af63 , .u6a4791036dcbe6f318017afcdfa1af63:hover , .u6a4791036dcbe6f318017afcdfa1af63:visited , .u6a4791036dcbe6f318017afcdfa1af63:active { border:0!important; } .u6a4791036dcbe6f318017afcdfa1af63 .clearfix:after { content: ; show: table; clear: both; } .u6a4791036dcbe6f318017afcdfa1af63 { show: square; change: foundation shading 250ms; webkit-progress: foundation shading 250ms; width: 100%; obscurity: 1; progress: darkness 250ms; webkit-change: murkiness 250ms; foundation shading: #95A5A6; } .u6a4791036dcbe6f318017afcdfa1af63:active , .u6a4791036dcbe6f318017afcdfa1af63:hover { haziness: 1; progress: mistiness 250ms; webkit-change: darkness 250ms; foundation shading: #2C3E50; } .u6a4791036dcbe6f318017afcdfa1af63 .focused content zone { width: 100%; position: relative; } .u6a4791036dcbe6f318017afcdfa1af63 .ctaText { fringe base: 0 strong #fff; shading: #2980B9; text dimension: 16px; textual style weight: intense; edge: 0; cushioning: 0; content embellishment: underline; } .u6a4791036dcbe6f318017afcdfa1af63 .postTitle { shading: #FFFFFF; text dimension: 16px; text style weight: 600; edge: 0; cushioning: 0; width: 100%; } .u6a4791036dcbe6f318017afcdfa1af63 .ctaButton { foundation shading: #7F8C8D!important; shading: #2980B9; outskirt: none; outskirt range: 3px; box-shadow: none; text dimension: 14px; text style weight: striking; line-stature: 26px; moz-outskirt sweep: 3px; content adjust: focus; content enhancement: none; content shadow: none; width: 80px; min-tallness: 80px; foundation: url(https://artscolumbia.org/wp-content/modules/intelly-related-posts/resources/pictures/straightforward arrow.png)no-rehash; position: total; right: 0; top: 0; } .u6a4791036dcbe6f318017afcdfa1af63:hover .ctaButton { foundation shading: #34495E!important; } .u6a479 1036dcbe6f318017afcdfa1af63 .focused content { show: table; stature: 80px; cushioning left: 18px; top: 0; } .u6a4791036dcbe6f318017afcdfa1af63-content { show: table-cell; edge: 0; cushioning: 0; cushioning right: 108px; position: relative; vertical-adjust: center; width: 100%; } .u6a4791036dcbe6f318017afcdfa1af63:after { content: ; show: square; clear: both; } READ: Parenting Styles EssayImmigration is an amazing excursion. In Brother, I’m Dying, Edwidge Danticat exhibits not just the torment and distress that her family experienced, yet finished up with a message; a message of mental fortitude. Her journal illustrates, better than all else, how much foreigners penance en route. Edwidge will be everlastingly in the red for what her dad and her uncle relinquished and experienced for her prosperity. Their benevolence gives a deplorable feeling of that through such was lost, everything was picked up.

National Debt an Example of the Topic Economics Essays by

National Debt by Expert Prof J.F | 16 Dec 2016 National obligation is additionally called government obligation or Public obligation. National obligation can be portrayed as the cash an administration (focal, bureaucratic, metropolitan or nearby government) owes. Governments in ordinary conditions are upheld by citizens cash; the citizens contain individuals the legislature speaks to. In this manner any obligation any administration owes can be viewed as an aberrant obligation to the citizens. At the point when an administration spends more than it charges it runs a shortfall subsequently amassing obligation over the time since it powers the legislature to get from inside or outside. Need paper test on National Debt subject? We will compose a custom paper test explicitly for you Continue Government obligation can be separated into two: inside obligation and outer obligation. Interior obligation is cash owed to loan specialists that are inside the nation. Outside obligation then again is the obligation the administration owes remote banks. The legislatures regularly obtains by giving protections in type of government bonds or sovereign bonds and bills that structure what are called treasury protections or protections that the administration acquires from the national bank. Here and there deceptive and hard-squeezed governments may fall back on acquiring from business banks. Government obligation can likewise be grouped by the reimbursement time frame that the specific obligation takes. There is transient obligation, long haul obligation and medium term obligation. Transient obligation is typically one year and less, long haul obligation is 10 years and more while medium term obligation falls in the middle of the two. Cash creation The way toward delivering or giving cash is named as cash creation. Cash is regularly made in 2 different ways. Assembling of physical cash in a mint. This incorporates assembling of coins and notes (paper cash) Through crediting out the physical cash a few times by what is named as fragmentary hold loaning. Formation of cash by mint Printing of cash can be classified into serious or nationalized. At the point when the printing is serious it implies that contending makers are good to go of assembling coins. The mints initially need to buy billion from the billion markets. A billion is best portrayed as mass valuable metals that are utilized for coin produce. Virtue and mass are the basic parts of the billion instead of the assumed worth. When they purchase the billion the mints fabricate coins out of it, which they use to pay for their creation costs and hold some benefit. Then again, nationalized stamping is the place a specific government consumes coin producing. In this framework the administration possesses and works mint that have the duty of delivering coinage for the national framework. Nationalized stamping can either be printing with an option to trade or can be printing with no option to trade. Making of cash through pragmatic hold framework Cash multiplier is the most well-known cash producing system. This instrument for the most part quantifies the level by which a business banking framework builds the degree of cash gracefully. http://www.prosperityuk.com/success/articles/moneymake.html#3 Central banks assume the job of controlling the measure of cash that the framework makes. The national bank does this by putting save proportions on the business banks. These proportions set the essential stores extent the banks are required to hold as save qualifier. The hold proportion is a significant factor since it keeps banks from producing exorbitant measure of cash that would hurt the economy of the nation and furthermore it protects the banks from money deficiencies when enormous stores are pulled back. Worldwide Trade Worldwide Trade as the name proposes is the trading of merchandise and ventures between one nation and another. It can likewise be characterized as exchange across worldwide limits. Dealers in a global set up can be characterized either as exporters or merchants. The predecessor to global exchange was trade frameworks or exchanges where merchandise and other important things were traded The components that enormously energize global exchange incorporate lower creation costs on one nation instead of another, which implies merchandise and enterprises from one area are less expensive. Another factor is the accessibility of specific ventures in a specific district that isn't accessible in another, this implies a specific locale has the limit and ability to create certain merchandise and enterprises in a particular way in light of the accessibility of cutting edge innovation. Additionally need or overflow of regular assets assumes a significant job in worldwide exchange. Universal Trade is a significant part of financial matters and can be viewed as the Engine that runs most countries and contributes extraordinarily to GDP of most nations. Notwithstanding global exchange must nations would be constrained to the products and ventures that are just accessible inside the nation itself, this obviously would essentially make the development of numerous economies come to a standstill. Universal exchange has kept on developing and change particularly with the headway of innovation and maybe the most recent mechanical progression that has affected the exchange essentially is the Internet, which has transformed the world into a little worldwide town. Works Cited A Glossary of Political Economy Terms: http://www.auburn.edu/~johnspm/shine/national_debt: Retrieved on 28th February 2008 http://www.prosperityuk.com/flourishing/articles/moneymake.html#3: Retrieved on 28th February 2008 Reem Heakal : What Is International Trade? http://www.investopedia.com/articles/03/112503.asp: Retrieved on 28th February 2008

Kii

Kii INTRODUCTIONMartin: Hi. Today we are in San Mateo, in the Kii Office, with Masanari. Konnichiwa.Masanari: Konnichiwa.Martin: Who are you and what do you do, Masanari?Masanari: I’m the CEO of Kii Corporation.Martin: And what is it? What is Kii Corporation?Masanari: Kii Corporation is focusing on solution for the mobile. We are providing backend technology to mobile application developers. And also these days, one of the famous segments is IoT, Internet of Things, we are also providing backend for the IoT devices.Martin: What did you do before you started this company?Masanari: I was focusing in my entire career after the university on mobile. After I graduated in the university and got a master’s degree, I joined IBM. That was IBM-Japan. I was in ThinkPad group. When I joined IBM in 1984, and there was no notebook PC at that point. So IBM was working on a new notebook PC. ThinkPad was that PC, and I was the product manager for ThinkPad.Then, I spent 10 years in IBM. When I was doi ng product management for ThinkPad, I was travelling around Silicon Valley, meeting with a lot of innovative people and start-up companies. What I was looking for was the technology that would make ThinkPad more attractive. So we tried to partnership with many start-ups to acquire their technology into ThinkPad and to make ThinkPad more attractive for the people. Because I have spent so much time in Silicon Valley, I started to love Silicon Valley. So after 10 years in IBM, I decided, “Okay, maybe it’s time to quit at this big company.” I wanted to join a small, small start-up, so I joined the company called Intellisync. Intellisync was providing mobile software to synchronize mobile device to the backend system like Microsoft Outlook Exchange Notes, that kind of stuff. When I joined, the company had only five people. We really started from scratch at that point. From a 200,000 people company like IBM, I joined a five people company. I was one of the original members in Intell isync. Then, I spent more than 15 years in Intellisync. So whats happened, Intellisync was focusing on mobile solutions. I joined in 1995. Then, in Intellisync went to IPO in 1996. So that was a great experience because 1995 was the start of an internet bubble because that year Netscape went IPO. I had many experiences there. But in 2000 everything crashed. Then from that point, we started up again. In 2006, Nokia started talking to us because they wanted enterprise mobility solutions by using data synchronization technology. That was what Intellisync was focusing on and making Nokia devices for the enterprise grade device. Then Nokia started talking to us and finally decided to acquire us. So in 2006, Nokia acquired Intellisync. So that was what happened. At that time, I was the general manager Asia in Intellisync.At that point as Nokia was acquired, Nokia was not really doing well in two countriesâ€"Japan and Korea. They wanted to get a lot of knowledge about the Japanese market f rom me, and so I became country manager for Nokia Enterprise System. So I was working for Firewall, ECEs forms, and also in Intellisync Mobile Software Technology. So we were setting those things. Then in 2006-2007-2008 time frame, Nokia was fading out from Japanese Market. At that point, I proposed to MBO, originally Intellisync Japan business from Nokia. We got an agreement in 2008 and acquired a small portion or the original Intellisync software business back to us and that was the start of the company Kii. At that time, the company was named Synclore instead of Kii. So we got only 10 people and started all over again in 2008. What happened was, Intellisync originally started from Silicon Valley and became a worldwide company, but the portion we acquired back was just the Japanese portion. So I wanted to expand my business to the entire world again. Because I spent so much time in Silicon Valley, my nature became like a Silicon Valley guy. When I want to expand, usually Silicon V alley acquires companies. So we decided lets find a company to acquire. At that point, we looked for many companies but they were so expensive because that was another bubble in 2008. We spent one year in that phase, expanding in the Japanese business and tried to expand outside of Japan. However, in 2009, the Lehman show happened and everything was changed. EM became so high and all venture money in Silicon Valley stopped. As result, a lot of companies were in trouble and so we could acquire a company at that point. So we found a company who is providing mobile smart phone technology to Korea. We also provided the latest technology to Korea, so this was a very good synergy because that company has smart phone client technology and Intellisync spin-out had java side technology. So by combining cloud technology to moving the data around and smart phone client technology, that makes a new world. So we decided to merge the two companies together. The company name was called Servo. Actu ally, it was Christof, the German guy I think he came from Munich. So we merged together and then became Kii.Martin: Okay, great.Masanari: Sorry, long story.Martin: Okay. But how is it for a Japanese guy who is normally supposed to normally work in one company for 30, 40, 50 years to step out of a big company, join a small company, and justify that to his family?Masanari: What was happening inside of IBM was like it was having an internal battle and a lot of conflict inside. So ThinkPad was created like a PC company, but at that point, IBM was always pushing an IBM operating system for PCs. So they were fighting with Microsoft but from a PC viewpoint, we have to have to support both. However, they were always pushing too hard and so that makes the IBM PC business so hard and uncompetitive, because you have to support another operating system because of IBM. At that point, I was really, really frustrated about IBM strategy. As a part of a big company, I cannot make decisions quickly enough to move to the next step. At that point, Compaq, Gateway, so many PC companies were competing with each other. So three months is a really, really long time for the PC work. However, IBM wanted to spend one year to decide to do anything. At that point, I was so frustrated. Actually, I became sick. I had fever for two years because of the stress I got. So I just wanted to have freedom and make the decisions by myself quick and wanted to move ahead. So that came from the frustration of working in a large company.Martin: Masanari, how did you come up with the company name Kii?Masanari: We have two stories, which one do you want to hear?Martin: The true story.Masanari: Okay. So I mentioned the two companies merging together with almost the same size and kind of operation. If we would proceed with one name inside the company we would create a kind of perception that one company acquired the other company. I may start seeing peoples conflict. So, I didn’t want that to happen. So, this is a new company, we merge together, and we are creating a new company from now on so let’s work together. So that was the concept. I wanted to have a new company name to make that happen. Executive teams from both companies spent almost three months to decide the new company name. We had more than 200 candidates. Some people liked it, some people didn’t. We had a very long battle about the company name and we couldn’t decide. Then one guy went to godady.com, trading domain names, and we found that Kii.com is on sale and I thought this may be a great name for the company but I wanted to make sure that everybody was happy. At that point, we had employees in United States, Japan, China, Spain, and Germany. We asked everybody how Kii sounded. And everybody said “Wow, it sounds really good.” The US people said, “Kii is key”. We wanted to be key company. Japan said, “Wow, Kii is like a place, originally where the Japanese god came fromâ€"Kii Peninsula,” and the Ch inese people said, “Wow, that sounds really good, sending Kii, or Qi.” So everybody loved it, so we decided to have the company name Kii. So after a while, we talked about Kii came from the origin of the Japanese god, so this name was decided because we want to be the origin of that new business. But truth is that.Martin: First domain, then the story, and then the other way around.Masanari: Yes, yes. That’s right. Yes.BUSINESS MODEL OF KIIMartin: Masanari, how does the business model work right now?Masanari: So we are providing a platform to mobile application developers and also IoT device manufacturers. How this works. Basically, our company body proposition is when you want to develop a mobile application, you can develop everything by yourself. But typically, start-up people have frontend application, something they want to concentrate on, because they have idea around the application. But the backend side is really painful because you have to hire a server engineer, you h ave to operate the server, and you have to scale the server if you have a number of users. If you spend a lot of time on this, you cannot spend more time on this application side, that’s the most important thing. So our value is we take care of all the backend and you don’t have to do anything, so you just concentrate on the application side, so you come up with total scalable solutions. So we have a lot experience working with mobile carrier in the previous company, Intellisync, like Entity, Docomo, and SoftBank. We have about 50 million users in the Southeast and that kind of stuff. So we have a lot of experience and can provide a scalable backend. Basically, our business model is walking this application developer to kick-start their activity with providing free service at the beginning. Then, if those people start growing, we basically charge a fee based on the usage of the server for storage space, CPU power, and that kind of stuff.Also, we are working with device manufactu rers. When you come up with a webcam or a smart power, whatever, you usually want to have a companion mobile application and also want to understand how to manage the device. So we provide device management and device analytics so people can understand how to use the device and also mobile application development platform. So we provide those three key elements to make mobile IoT device successful and we basically charge them based on the number of device.Martin: So if I am a mobile developer, I can concentrate on my frontend, designing how the interaction with a customer will be, and then I will use your servers and get some analytics on how the user behaviour was without needing to develop all the kind of data sourcing and analytics stuff. And in addition, you will take care of all the hosting stuff?Masanari: Yes, yes.Martin: Okay.Masanari: The basic idea here is you don’t have to do any server side coding and you don’t have to do operate the server. Also, we provide a lot ele ments of functionality you need to develop mobile application. For example, I can user management, data management, push notification, analytics, and so on. So to prove our power, I asked our engineer to develop a copy of the Instagram and he finished it in one week. So that is the kind of power that we have.Martin: How do I connect the frontend with the backend provider by you then? Is this some kind of framework that you provide, or is it something else?Masanari: When you start developing applications then you can come to our developer portal, and that is developer.kii.com, then sign up, download the SDK, then just plug-in the SDK, then your application is just talking to the SDK, and then you can get all the functionality for the backend. For example, to do user management, such as issuing a user ID and the password, verify password, and manage the user ID and password, you can just add two or three lines of code into your mobile application, then that code will talk to SDK, and basically everything is done. If you do the coding for all those user management, you have to spend a lot of time, and you don’t have too.Martin: Okay, understood.CORPORATE STRATEGYMartin: So let’s talk about corporate strategy. What makes you unique in this market place? Are there any other players who are doing similar things?Masanari: Yes. Actually, we are not the first company doing this mobile backend, there are many companies that were established before. For example, a company called Parse was acquired by Facebook, StackMob was acquired by PayPal, and we have many competitors. But our uniqueness is maybe a couple of things. One is, we have started from Japan and have a big operation in China. So, we have a big strength in Asian market, not only focusing on U.S., but also on Japan, China, and all other Asian countries.Martin: Do you have some kind of cost-competitive advantage or not?Masanari: No, actually. The advantage is, for example, you are the developer, and you have to deal with English all the time, but because we have a big operations in Japan and China, we are providing Japanese and Chinese, including documentation support. Also, in Chinese market for example, if you want to publish your application into China market, there is no Google Play. In China, it’s really hard to access Google Play. As a result, you have to publish your application into China local app store, and most people don’t know how to do it. So we provide a program called Kii to China. By using Kii to China, you can publish applications very easily. Just give us the APK, and then we will publish the application on behalf of you to the Chinese local market. There are 200 different local markets. We select and partner with 20 China local app store and do the publishing. This is like a technology and language barrier because a lot of the people in China and Japan don’t want to deal with English documents, so we also support a Japanese and Chinese local community so that everybody understands the local situation in the technology program. Like I mentioned, we also help in distribution. Distributing mobile application to the Asian market is a mystery, right? You don’t know how to do it, so we are helping into appropriate distribution.Martin: On a success-base or is it included in your basic product?Masanari: Basically, we are always open. So if someone comes in and says, “Please help us to distribute,” we put them, for example, into the Kii to China program and everybody can use that service. And also, we start to see the growth and jump in to help those applications make better. For example, ASTRO File Manager, that’s one of the partner, that’s a famous file manager for Android. When we started working with them, they had only 15 million downloads, that’s pretty good, 15 million. After we helped, now they got around 75 million downloads and 25 million active users. That is huge, right? We helped them to make that happen. So sometimes we jump in and help the application developer.MARKET DEVELOPMENTMartin: In terms of market development, can you give us some kind of overview how you perceive the current development in the mobile market sphere worldwide, maybe some kind of subsequent trend?Masanari: You mean, like the mobile market in general?Martin: Yes.Masanari: Yes. Basically, what happened was, before smart phone, feature phone, everything was closed. When you wanted to create some innovative application for the feature phone, feature phone is so closed and cannot do so many things. Even the Symbian Operating System, that was a pretty open operating system, but for the developer, it’s not easy to use and easy develop something. However, when Apple opened, like the API, for any kind of hardware features, for example, a gyroscope or a touchscreen, everybody started thinking, “Maybe I can use this hardware feature to do something.” So everybody has thrown so many ideas. What happened was that so many interestin g applications people never thought about started evolving. For example, by using the iPhone now, you can check the golf scene.Martin: Yes, yes. You said that you were a golf fan.Masanari: Yes. How many people can imagine that service before opening access to the hardware features? That basically changed the whole thing. Now there are a lot of applications.First of all, there are so many smartphones now that are available in the market and everything is so open, so you can come up with many interesting applications. Basically, after the hardware opened, a lot of people could think about innovative things by using those hardware features.The second thing that happened was that Apple created a market, the app store. Before the app store happened, you always have think about how to distribute my application to the world. But now, by just publishing the application to the app store, you can now access all over the world in store-based. So, that’s a big change.Thats the smartphone, and then this entire application ecosystem has started to happen. My view is that it’s going to expand to the IoT devices also, like you have the iPhone, iOS and Android, now you have the webcam, the smart light bulb, and smartkey which you can open them from a mobile application whenever you want. So my view is that iOS, Android, and all those kinds of IoT devices are going to be open API to a third-party, and then many people will start thinking about very innovative applications. For example, like combining webcam, smartkey, iOS, and smart light bulb, you can come up with an interesting application, right? So, I think that kind of world is happening for the mobile these days. Then everybody can have the opportunity to monetize it.Martin: I mean, one cool application might be having Google Glasses, being on the golf court, and then seeing which angle and what kind of strength should I use to hit the ball.Masanari: If you play golf like me.Martin: And you don’t need that.Masanari: No, no, no. I think technology is still pretty much early. Golf is so sensitive and you really cannot control by just seeing the information on the grass. Yes, but in navigation devices, the application is pretty good for those golf courses, and you can just see how far you would like to hit and that kind of stuff.ADVICE TO ENTREPRENEURS FROM MASANARI ARAI In San Mateo (CA), we meet co-founder and CEO of Kii, Masanari Arai. He shares his story how he co-founded this startup and how the current business model works, as well as what the current plans for near future, and some advice for young entrepreneurs.The transcript of the interview is included below.INTRODUCTIONMartin: Hi. Today we are in San Mateo, in the Kii Office, with Masanari. Konnichiwa.Masanari: Konnichiwa.Martin: Who are you and what do you do, Masanari?Masanari: I’m the CEO of Kii Corporation.Martin: And what is it? What is Kii Corporation?Masanari: Kii Corporation is focusing on solution for the mobile. We are providing backend technology to mobile application developers. And also these days, one of the famous segments is IoT, Internet of Things, we are also providing backend for the IoT devices.Martin: What did you do before you started this company?Masanari: I was focusing in my entire career after the university on mobile. After I graduated in the university and got a master’s degree, I joined IBM. That was IBM-Japan. I was in ThinkPad group. When I joined IBM in 1984, and there was no notebook PC at that point. So IBM was working on a new notebook PC. ThinkPad was that PC, and I was the product manager for ThinkPad.Then, I spent 10 years in IBM. When I was doing product management for ThinkPad, I was travelling around Silicon Valley, meeting with a lot of innovative people and start-up companies. What I was looking for was the technology that would make ThinkPad more attractive. So we tried to partnership with many start-ups to acquire their technology into ThinkPad and to make ThinkPad more attractive for the people. Because I have spent so much time in Silicon Valley, I started to love Silicon Valley. So after 10 years in IBM, I decided, “Okay, maybe it’s time to quit at this big company.” I wanted to join a small, small start-up, so I joined the company called Intellisync. Intellisync was providing mobile software to synchronize mo bile device to the backend system like Microsoft Outlook Exchange Notes, that kind of stuff. When I joined, the company had only five people. We really started from scratch at that point. From a 200,000 people company like IBM, I joined a five people company. I was one of the original members in Intellisync. Then, I spent more than 15 years in Intellisync. So whats happened, Intellisync was focusing on mobile solutions. I joined in 1995. Then, in Intellisync went to IPO in 1996. So that was a great experience because 1995 was the start of an internet bubble because that year Netscape went IPO. I had many experiences there. But in 2000 everything crashed. Then from that point, we started up again. In 2006, Nokia started talking to us because they wanted enterprise mobility solutions by using data synchronization technology. That was what Intellisync was focusing on and making Nokia devices for the enterprise grade device. Then Nokia started talking to us and finally decided to acquir e us. So in 2006, Nokia acquired Intellisync. So that was what happened. At that time, I was the general manager Asia in Intellisync.At that point as Nokia was acquired, Nokia was not really doing well in two countriesâ€"Japan and Korea. They wanted to get a lot of knowledge about the Japanese market from me, and so I became country manager for Nokia Enterprise System. So I was working for Firewall, ECEs forms, and also in Intellisync Mobile Software Technology. So we were setting those things. Then in 2006-2007-2008 time frame, Nokia was fading out from Japanese Market. At that point, I proposed to MBO, originally Intellisync Japan business from Nokia. We got an agreement in 2008 and acquired a small portion or the original Intellisync software business back to us and that was the start of the company Kii. At that time, the company was named Synclore instead of Kii. So we got only 10 people and started all over again in 2008. What happened was, Intellisync originally started from S ilicon Valley and became a worldwide company, but the portion we acquired back was just the Japanese portion. So I wanted to expand my business to the entire world again. Because I spent so much time in Silicon Valley, my nature became like a Silicon Valley guy. When I want to expand, usually Silicon Valley acquires companies. So we decided lets find a company to acquire. At that point, we looked for many companies but they were so expensive because that was another bubble in 2008. We spent one year in that phase, expanding in the Japanese business and tried to expand outside of Japan. However, in 2009, the Lehman show happened and everything was changed. EM became so high and all venture money in Silicon Valley stopped. As result, a lot of companies were in trouble and so we could acquire a company at that point. So we found a company who is providing mobile smart phone technology to Korea. We also provided the latest technology to Korea, so this was a very good synergy because tha t company has smart phone client technology and Intellisync spin-out had java side technology. So by combining cloud technology to moving the data around and smart phone client technology, that makes a new world. So we decided to merge the two companies together. The company name was called Servo. Actually, it was Christof, the German guy I think he came from Munich. So we merged together and then became Kii.Martin: Okay, great.Masanari: Sorry, long story.Martin: Okay. But how is it for a Japanese guy who is normally supposed to normally work in one company for 30, 40, 50 years to step out of a big company, join a small company, and justify that to his family?Masanari: What was happening inside of IBM was like it was having an internal battle and a lot of conflict inside. So ThinkPad was created like a PC company, but at that point, IBM was always pushing an IBM operating system for PCs. So they were fighting with Microsoft but from a PC viewpoint, we have to have to support both. H owever, they were always pushing too hard and so that makes the IBM PC business so hard and uncompetitive, because you have to support another operating system because of IBM. At that point, I was really, really frustrated about IBM strategy. As a part of a big company, I cannot make decisions quickly enough to move to the next step. At that point, Compaq, Gateway, so many PC companies were competing with each other. So three months is a really, really long time for the PC work. However, IBM wanted to spend one year to decide to do anything. At that point, I was so frustrated. Actually, I became sick. I had fever for two years because of the stress I got. So I just wanted to have freedom and make the decisions by myself quick and wanted to move ahead. So that came from the frustration of working in a large company.Martin: Masanari, how did you come up with the company name Kii?Masanari: We have two stories, which one do you want to hear?Martin: The true story.Masanari: Okay. So I me ntioned the two companies merging together with almost the same size and kind of operation. If we would proceed with one name inside the company we would create a kind of perception that one company acquired the other company. I may start seeing peoples conflict. So, I didn’t want that to happen. So, this is a new company, we merge together, and we are creating a new company from now on so let’s work together. So that was the concept. I wanted to have a new company name to make that happen. Executive teams from both companies spent almost three months to decide the new company name. We had more than 200 candidates. Some people liked it, some people didn’t. We had a very long battle about the company name and we couldn’t decide. Then one guy went to godady.com, trading domain names, and we found that Kii.com is on sale and I thought this may be a great name for the company but I wanted to make sure that everybody was happy. At that point, we had employees in United States, Ja pan, China, Spain, and Germany. We asked everybody how Kii sounded. And everybody said “Wow, it sounds really good.” The US people said, “Kii is key”. We wanted to be key company. Japan said, “Wow, Kii is like a place, originally where the Japanese god came fromâ€"Kii Peninsula,” and the Chinese people said, “Wow, that sounds really good, sending Kii, or Qi.” So everybody loved it, so we decided to have the company name Kii. So after a while, we talked about Kii came from the origin of the Japanese god, so this name was decided because we want to be the origin of that new business. But truth is that.Martin: First domain, then the story, and then the other way around.Masanari: Yes, yes. That’s right. Yes.BUSINESS MODEL OF KIIMartin: Masanari, how does the business model work right now?Masanari: So we are providing a platform to mobile application developers and also IoT device manufacturers. How this works. Basically, our company body proposition is when you want to develop a mobile application, you can develop everything by yourself. But typically, start-up people have frontend application, something they want to concentrate on, because they have idea around the application. But the backend side is really painful because you have to hire a server engineer, you have to operate the server, and you have to scale the server if you have a number of users. If you spend a lot of time on this, you cannot spend more time on this application side, that’s the most important thing. So our value is we take care of all the backend and you don’t have to do anything, so you just concentrate on the application side, so you come up with total scalable solutions. So we have a lot experience working with mobile carrier in the previous company, Intellisync, like Entity, Docomo, and SoftBank. We have about 50 million users in the Southeast and that kind of stuff. So we have a lot of experience and can provide a scalable backend. Basically, our business model i s walking this application developer to kick-start their activity with providing free service at the beginning. Then, if those people start growing, we basically charge a fee based on the usage of the server for storage space, CPU power, and that kind of stuff.Also, we are working with device manufacturers. When you come up with a webcam or a smart power, whatever, you usually want to have a companion mobile application and also want to understand how to manage the device. So we provide device management and device analytics so people can understand how to use the device and also mobile application development platform. So we provide those three key elements to make mobile IoT device successful and we basically charge them based on the number of device.Martin: So if I am a mobile developer, I can concentrate on my frontend, designing how the interaction with a customer will be, and then I will use your servers and get some analytics on how the user behaviour was without needing to d evelop all the kind of data sourcing and analytics stuff. And in addition, you will take care of all the hosting stuff?Masanari: Yes, yes.Martin: Okay.Masanari: The basic idea here is you don’t have to do any server side coding and you don’t have to do operate the server. Also, we provide a lot elements of functionality you need to develop mobile application. For example, I can user management, data management, push notification, analytics, and so on. So to prove our power, I asked our engineer to develop a copy of the Instagram and he finished it in one week. So that is the kind of power that we have.Martin: How do I connect the frontend with the backend provider by you then? Is this some kind of framework that you provide, or is it something else?Masanari: When you start developing applications then you can come to our developer portal, and that is developer.kii.com, then sign up, download the SDK, then just plug-in the SDK, then your application is just talking to the SDK, an d then you can get all the functionality for the backend. For example, to do user management, such as issuing a user ID and the password, verify password, and manage the user ID and password, you can just add two or three lines of code into your mobile application, then that code will talk to SDK, and basically everything is done. If you do the coding for all those user management, you have to spend a lot of time, and you don’t have too.Martin: Okay, understood.CORPORATE STRATEGYMartin: So let’s talk about corporate strategy. What makes you unique in this market place? Are there any other players who are doing similar things?Masanari: Yes. Actually, we are not the first company doing this mobile backend, there are many companies that were established before. For example, a company called Parse was acquired by Facebook, StackMob was acquired by PayPal, and we have many competitors. But our uniqueness is maybe a couple of things. One is, we have started from Japan and have a big o peration in China. So, we have a big strength in Asian market, not only focusing on U.S., but also on Japan, China, and all other Asian countries.Martin: Do you have some kind of cost-competitive advantage or not?Masanari: No, actually. The advantage is, for example, you are the developer, and you have to deal with English all the time, but because we have a big operations in Japan and China, we are providing Japanese and Chinese, including documentation support. Also, in Chinese market for example, if you want to publish your application into China market, there is no Google Play. In China, it’s really hard to access Google Play. As a result, you have to publish your application into China local app store, and most people don’t know how to do it. So we provide a program called Kii to China. By using Kii to China, you can publish applications very easily. Just give us the APK, and then we will publish the application on behalf of you to the Chinese local market. There are 200 di fferent local markets. We select and partner with 20 China local app store and do the publishing. This is like a technology and language barrier because a lot of the people in China and Japan don’t want to deal with English documents, so we also support a Japanese and Chinese local community so that everybody understands the local situation in the technology program. Like I mentioned, we also help in distribution. Distributing mobile application to the Asian market is a mystery, right? You don’t know how to do it, so we are helping into appropriate distribution.Martin: On a success-base or is it included in your basic product?Masanari: Basically, we are always open. So if someone comes in and says, “Please help us to distribute,” we put them, for example, into the Kii to China program and everybody can use that service. And also, we start to see the growth and jump in to help those applications make better. For example, ASTRO File Manager, that’s one of the partner, that†™s a famous file manager for Android. When we started working with them, they had only 15 million downloads, that’s pretty good, 15 million. After we helped, now they got around 75 million downloads and 25 million active users. That is huge, right? We helped them to make that happen. So sometimes we jump in and help the application developer.MARKET DEVELOPMENTMartin: In terms of market development, can you give us some kind of overview how you perceive the current development in the mobile market sphere worldwide, maybe some kind of subsequent trend?Masanari: You mean, like the mobile market in general?Martin: Yes.Masanari: Yes. Basically, what happened was, before smart phone, feature phone, everything was closed. When you wanted to create some innovative application for the feature phone, feature phone is so closed and cannot do so many things. Even the Symbian Operating System, that was a pretty open operating system, but for the developer, it’s not easy to use and easy devel op something. However, when Apple opened, like the API, for any kind of hardware features, for example, a gyroscope or a touchscreen, everybody started thinking, “Maybe I can use this hardware feature to do something.” So everybody has thrown so many ideas. What happened was that so many interesting applications people never thought about started evolving. For example, by using the iPhone now, you can check the golf scene.Martin: Yes, yes. You said that you were a golf fan.Masanari: Yes. How many people can imagine that service before opening access to the hardware features? That basically changed the whole thing. Now there are a lot of applications.First of all, there are so many smartphones now that are available in the market and everything is so open, so you can come up with many interesting applications. Basically, after the hardware opened, a lot of people could think about innovative things by using those hardware features.The second thing that happened was that Apple cre ated a market, the app store. Before the app store happened, you always have think about how to distribute my application to the world. But now, by just publishing the application to the app store, you can now access all over the world in store-based. So, that’s a big change.Thats the smartphone, and then this entire application ecosystem has started to happen. My view is that it’s going to expand to the IoT devices also, like you have the iPhone, iOS and Android, now you have the webcam, the smart light bulb, and smartkey which you can open them from a mobile application whenever you want. So my view is that iOS, Android, and all those kinds of IoT devices are going to be open API to a third-party, and then many people will start thinking about very innovative applications. For example, like combining webcam, smartkey, iOS, and smart light bulb, you can come up with an interesting application, right? So, I think that kind of world is happening for the mobile these days. Then ev erybody can have the opportunity to monetize it.Martin: I mean, one cool application might be having Google Glasses, being on the golf court, and then seeing which angle and what kind of strength should I use to hit the ball.Masanari: If you play golf like me.Martin: And you don’t need that.Masanari: No, no, no. I think technology is still pretty much early. Golf is so sensitive and you really cannot control by just seeing the information on the grass. Yes, but in navigation devices, the application is pretty good for those golf courses, and you can just see how far you would like to hit and that kind of stuff.ADVICE TO ENTREPRENEURS FROM MASANARI ARAIMartin: Masanari, imagine you daughter comes to you and says, “Daddy, what advice can you give me for starting my own company? What should I do and what shouldn’t I do?” And maybe you have some other mistakes that you can share with us.Masanari: First of all, I think, some people like start-up, some people don’t like start-up . Even if you do like start-up, some people are not start-up people and some people are. If you want to start-up, I’ll basically say “Yes, that is really a great thing.” However, I think you have to understand that when you are in a big company, you learn a lot of good things because a large company has nice processes and also a way to organize people. But in start-up, you don’t have any kind of that. So, you don’t have enough skill to start a company. To fix that, you have to, first of all, create a team. It doesn’t have to be big. You may get one person with an opposite characteristic to you who can help you. Hopefully they will have more experience. Then make a team and think about the business. I always say, for Silicon Valley people this is kind of common sense, but for people in Japan, China, and sometimes in Europe, they want to start a business by spending more money. But I say, “Don’t spend your money even if you have a lot of money, don’t spend your money ,” because if you don’t spend your money, you will have to get money from someone else. To get the money from someone, you have to convince that person. So this process is very important to kick-start a start-up. You start seriously talking to the people and try to convince them to give you the money to start a business. If in that process, you have talked to 20 people and have failed, it’s okay. Every time you talk to those people, you get new stuff that adds to your knowledge. Sometimes, your business plan is pretty much as if dreaming of something that has never happened. Those people always talking to you will tell say, “You’re wrong and you have to fix this,” and If competitor come in, how do you compete? So all those information people are giving to you for free is like a process. So, don’t spend your own money, start talking to the people, get the money, and then start your business. I think that is a very important thing. There are many tips, important concepts like for example lean start-up But I think, in the beginning, having a good team and talking to people who have experienced and gone through building a company type of process is very important.Martin: Great. Masanari, thank you very much for your time.Masanari: Yes. Thank you very much for coming.Martin: Sure! And if next time you start a company, maybe you should create a very great team, and then think about how you can get in touch with investors to check your hypothesis and validate your business model.Masanari: Right.Martin: Thank you very much. Good.Masanari: Domo arigato gozai mas. Thank you very much!Martin: Okay.Masanari: Arigato.Martin: Arigato.Masanari: Yes.Martin: Good. Thank you very much.Masanari: Okay. Thank you very much.

Medias Influence On The Political World - 1041 Words

The media plays a considerable role in the political world. The media gives people access to be able to determine which political party they want to be a part of, develop outlooks on government parties and decisions, and manage their own personal interests. The newspaper, TV, radio, social media, and other online media, are one of the leading factors, if not thee leading factor in political communication and fund-raising. The media’s influence on the political world has shattered the mold in terms of the way politics are shown. Mass media has such a powerful structure that enables politicians to reach a large-scale audience (Croteau Hoynes 2014). The purpose of this essay is to look at how politicians use the media in order to influence their audience as they try to validate their credibility with the public. 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Lesson Plans Based On Piaget s Vygotsky s Theoretical...

Lesson Plans Based on Piaget’s and Vygotsky’s Theoretical Perspective The preschool is concerned with the child at different developmental stages (Berger, 2009). Teacher must ask herself two questions about the child at those stages. Firstly, how does the child think about and view his world? Secondly, what learning tasks should the child be given at this point in his development? To answer the questions, the teacher must orient herself to Piagetian developmental theory and sharpen her observational skills. However, in a classroom setting, the teacher is responsible for structuring interactions and developing instruction in small steps based on tasks the learner is already capable of performing independently. The teacher is also charged with providing support until the learner can move through all tasks independently. In order, for teachers, to guide learners through the tasks associated with learning a concept, they must understand Vygotsky’s perspective, that explain how cognitive tasks fit into the child’s cultural activities (Woolfolk, 2014). Piaget’s Lesson Plan Development area: Cognitive Development and General Knowledge Group size: 3 years. Objective: Children will be able to describe the differences and similarities of fruits and vegetables; they will talk about their length, weight, and color. Children will make observations, separate objects into groups based on similar attributes, compare lengths and mass, and develop questions based upon observations using theShow MoreRelatedBehaviourist Theory : Cognitive Developmental Theory, And Socio Cultural Theory2694 Words   |  11 PagesHowever the three theorists, most associated with behaviourism are: Ivan Pavlov, John Watson and B.F. Skinner. 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Sustainable Customer Relationships Free Essays

string(172) " reach a balance through stakeholder’s involvements at all levels in attempting to balance the interests and value of all the individuals, departments and organizations\." Running Head: PROBLEM SOLUTION: CLASSIC AIRLINES Problem Solution: Classic Airlines Cecily Cornish University of Phoenix MBA 570/Sustainable Customer Relationships December 8, 2008 Instructor Sandra Payne, MBA Problem Solution: Classic Airlines Classic Airlines (CA) is the world’s fifth largest airlines that must balance its marketing program while coping with a mandated across-the board cost reduction by the board of directors. This calls for a of 15% cost reduction over the next 18 months while negotiating labor costs through the airline’s union employees and improving customer service. Facing low employee morale, decreasing customer satisfaction, rising fuel costs, high union wages, a nonfunctional CRM system, negotiations with union officials and future airline alliances and partners, CA has elected to implement a new analytical Customer Service Management (aCRM) product development (University of Phoenix,2008,Classic Airlines,p. We will write a custom essay sample on Sustainable Customer Relationships or any similar topic only for you Order Now 1). The core problems stem around CA losing customer confidence in its Classic Rewards Program (CRP) and losing Wall Street and media confidence. CA must focus on a marketing program to connect it the customer’s needs and sustain and attract loyal customers. The current executive team values are divided, with CEO Amanda Miller and CFO Catherine Simpson valuing the financial numbers which is in sharp contrast to the values of the customer, employees and shareholders held by CMO Keith Bolye and VP Renee Epson over customer service. The union senior VP Doug Sheflin knows that without a compromise between union and airlines the status quo will not be able to meet the current and future wage costs. Senior VP John Hartman over human resources has trained the employees with the necessary skills and sees the employees as valuable assets in the customer and marketing effectiveness. Marketing in the form of environmental scanning can identify the factors of social, economic, technological and competitors that CA faces. Until CEO and the board establish a mission which will guide its organization, there may be organization resistance and delay in reaching its overall business strategies. Customer relationship management (CRM) is a broad term that involves people, processes, and technology to improve relationships and existing customers who will result in improved customer retention and profitability (Kerin, 2006, p. 8). Using environmental scanning, identifying the marketing strategy and establishing a marketing relationship will direct and guide CA in meeting customer needs , identify the resources needed, the competitors they face and future trends in the Customer Relationship Management system. Incorporating Enterprise Risk Management, profitability index with interactive marketing will allow the marketing program to address customer needs and sustain customer relationships to reflect the changing trends in customer purchasing behavior. Describe the Situation Issue and Opportunity Identification Classic Airlines is the fifth largest airlines in the world. In the business for 25 years, CA has 375 jets that service 240 cities with more than 2300 daily flights. Classic Airlines earned $8. 7 billion in sales. CA made $10 billion profit which means that most of the revenue went to operating the company. With 32,000 union employees CA retains their top salary that is above industry’s average. In addition the board has voted for a 15% reduction over the next 18 months. The company is threatening bankruptcy, decreasing value on Wall Street, unfavorable media, decreasing customer satisfaction and low employee morale. The current CRM system is not fully functional and the Classic Reward frequent flier program has been losing loyal customers. Other challenges include continual high fuel costs and high wages paid to the union employees. CA’s challenge is to find a way to improve customer satisfaction within their Classic Rewards Loyalty Program by identifying and meeting customer’s needs and, therefore, improve the return on investment (ROI) (University of Phoenix,2008,Scenario Two,2008). Several opportunities exist for Classic Airlines which includes a forecasting of sales, a marketing mix and a situation analysis to determine the feasibility of a new analytical Customer Relationship Management program. CA may need for the present to just update the current CRM to a functional capacity to meet customer’s needs. Establishing the short-term of finding the solutions to update the current CRM might save costs and establish a long-term aCRM portfolio as a long-term goal .According to Seget (2008), the aCRM model uses analytical models and databases to integrate information that will enhance the customer desire for functionality as well as provide time sensitive information for prompt decision making by pharmacists, managers and others that rely on the CRM processes. It will definitely allow CA to focus on negotiating with the high wages of its current union employees who are above the industry standards. The CMO Boyle can begin to devise marketing strategies on focusing on marketing segmentation, marketing-mix and focus on the needs of the customers who are loyal and attempt to retain them as well as attract new ones. To obtain customer feedback without alienating them CA may consider, online surveying, telephone surveying and other interactive marketing. Interactive marketing creates customer value, customer relationship and customer experience. Kerin (2006) agrees, â€Å"Interactive marketing creates customer value by providing time, place, form and possession utility for consumers† (p. 6). Interactive marketing, marketing segmentation marketing-mix and forecasting can help identify customer needs and increase customer relationships. Stakeholder Perspectives/Ethical Dilemmas The ethical dilemmas in the Classic Airlines scenario are the conflict interests and values of the CEO Miller and CFO Simpson versus the rest of the leadership team. A dilemma also exists between the values and interests of the CA management and leadership team and the stakeholders. While the CEO and CFO are driven by numbers and a â€Å"pragmatic approach† these interests conflict with the overall business strategies and that is to increase customer satisfaction by reducing costs (University of Phoenix, Scenario Two, 2008, p. 1). The company is trying to improve the return on investment (ROI) and at the same time improve the frequent flier program, pay the union employees high wages and implement a new aCRM product. In fact, according to Seget (2004), â€Å"Wisdom prevails in conducting project feasibility, forecasting and marketing-mix and marketing-mix research before considering a new aCRM product . implementation† (p. 25). Classic Airlines must reach a balance through stakeholder’s involvements at all levels in attempting to balance the interests and value of all the individuals, departments and organizations. You read "Sustainable Customer Relationships" in category "Papers" CA must focus on being a â€Å"best service† benchmarking company as a goal because providing the lowest price while utting costs and remaining competitive in the marketplace, is unrealistic thinking. â€Å"For example, it is not possible to simultaneously provide the lowest-priced and highest-quality products to customers and pay the highest prices to suppliers, highest wages to employees, and maximum dividends to shareholders† (Kerin,2006, p. 3). That is why an environmental scanning, a pro duct analysis or four p’s, and a situation analysis will clarify where the company product or service has been, its status and where it wants to be. The marketing program will identify where CA is, the competitor’s trends, and the customer current and prospective customers (Kerin, 2006, p. 12). Developing a marketing mix, an environmental scanning will identify the need of the stakeholders to be involved in every level of the decision making process and the development of an aCRM product implementation. The marketing program is a method of bringing an exchange between all the stakeholders to sustain valuable customer relationships. Frame the â€Å"Right† Problem Classic Airlines will remain competitive in its industry and expand its global influence and brand loyalty by including its stakeholder’s voice and valuing its customer voice. Other opportunities for CA to achieve its goals of restructuring and implementing new initiatives such as its upgrade of its current CRM and a new aCRM product development will help sustain customer loyalty, increase customer satisfaction and provide the employees with the skills and automated technology that can meet the customers’ needs. In order to meet the changing environmental factors such as regulatory and fierce competitors and reduce labor costs, CA will use marketing strategies such as environmental scanning, sales forecasting, segmentation are opportunities to increases return on investment (ROI) by identifying and meeting customer’s needs. According to Kerin (2006),: â€Å"The American Marketing Association, representing marketing professionals, states that ‘marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders† (p. 1). CA will ensure that the ROI will be accomplished through accountability and leadership of the CEO, board members and senior executives. Valuing the voices all stakeholders will ensure that the values, thics and interests are filtered through a corporate decision making and implementation process. CA will ensure that its new initiative will be defined in its corporate governance, mission statement, employee booklet, union booklet and risk management policies. CA will remain a leading worldwide airline organization that focuses on marketing strategies that include direct forecasting, linear trend extrapolation, market segmen tation, product differentiation, sales force surveys, survey of buyers intentions and usage rate strategies that will keep CA a leader among the airline industry. Identifying customer changing needs via profitability index, customer audits will allow CA remain profitable as well as efficient in delivering the best practices in airline services to it loyal customers and future one. Fuel hedging, smaller planes, business partnerships and alliances will be strategies that will be analyzed and implemented to allow costs to be transferred into customer value benefits. Describe the â€Å"End-State† Vision Classic Airlines(CA) will be restructured in its philosophy, mission and goals to be a cost-effective and efficient company by focusing on the â€Å" stakeholders voice† in implementing a new analytical Customer Relationship Management (aCRM ) and a Enterprise Relationship Management (ERM) ) product development. Customer and employees as well as top executives who ethics values the customers, the employee and the shareholders will be valued within all levels of the stakeholders communication. The core competencies includes values of the aCRM that will align with the overall organizational goals of valuing the customer’s voice , sustaining customer relationships, and providing utilities that will create efficient and effective services. Thus the goal of profitability will be achieved through the values of profitability and social accountability and responsibility of the CEO and board members of CA (University of Phoenix Scenario 2, 2008, p. ). Achieving US and globalization as a benchmarking organization stems from an aggressive and proactive marketing program that will operate through an updated CRM system and a future aCRM system that is designed to compensate future environmental changes and thus customer changing needs. An effective marketing program will benefit the customer and stakeholders by assessing the needs of the customer and satisfying those needs (Kerin, 2006, p. 5). Remaining a competitor in the airlines industry means continuing open negotiations and compromise with the airlines union to keep pilots and employees competitive wages with the industry, while reducing costs and retaining loyal customer, increasing customer service and retaining skilled employees and sustaining the Classic reward program that is both efficient and effective in customer service. Recommended measures to determine if the CRM and marketing strategies are effective include profitability index, customer value benefits, and the measurement of rate and customer satisfaction surveys. Identify the Alternatives and Benchmarking Validation Alaska Airlines began in 1932 in Anchorage, Alaska with 17 million passengers annually with flights to over 60 cities and 3 countries. Alaska Airlines is familiar with marketing strategies to remain competitive in the airline industry. Alaska Airlines faced a financial crisis similar to Classic Airlines who faces possible bankruptcy, a 10% decrease in stock market shares and negativity on Wall Street (University of Phoenix, 2008). In 1972 Alaska Airlines was in the then Ron Cosgrave and Bruce Kennedy came on board in 1972, the airlines was in a financial fight for its existence. Led by quality leadership, the management restructured the goal of the organization and began bringing people together to save the failing company (Alaska Airlines, 2008). Leadership conducted a â€Å"differentiating marketing† in providing superior customer service as the key. Using a differentiating marketing allowed Alaska Airlines to survive more tumultuous times during the deregulation of airline industry and the recent rising fuel costs. Kerin (2006) agrees that, â€Å"The existence of different market segments has caused firms to use a marketing strategy of product differentiation. The strategy involves a firm’s using differentiation mix and advertising to help consumers perceive activities such as product (service) activities as being better than the other competing products â€Å"(p2). Classic Airlines can begin improving its profits and market shares by focusing on marketing strategies such as â€Å"best services† in its industry by aligning a customer-centric focus and include the stakeholders in the new restructuring of the company. Classic Airlines can follow AKL’s lead in forming partnerships and alliances to expand its international market. Both parties view the partnership as a pairing of their expansive international networks and allowing ALK an opportunity to build a platform for international growth from the West (Global airlines, 2008, p. 2). This means double benefits for their customers allowing them the additional options offering by the two companies and a chance to redeem mileage points from either of the two airlines. The Disney logo and brand name was built in 1923 on the foundation of The Walt Disney Company. Disney was founded by Walter Elias Disney and cofounded by his brother Roy Disney. The Walt Disney Company has an estimated $35 million in annual revenues (Wikipedia, 2008,p. 1). Disney works includes his alter ego Mickey Mouse, Disneyland, records, movies and the Walt Disney World Resort. What is noteworthy of this entertainment, movie empire is the extent of its marketing strategies to communicate with their customers. Using a marketing mix, Disney’s business strategy encompasses the integrated marketing communications (IMC) that communicates a brand loyalty and consistent messages across all audiences. The IMC is used by Disney via its management team and its internet customers. Disney takes many types of promotional mix as a direct marketing tool to communicate in an exchange with brand loyal customers and with potential customers. This allowed Disney to combine advertising, direct marketing, personal sales, sales promotion and public relations to inform customers of their products, persuade them to use them and remind them of the benefits after they have used them(Kerin,2006,p. ). Having targeted their population segmentation, Disney’s IMC and direct- marketing techniques via large mass mailings, an internet websites and internet-linked kiosks allow loyal customers and potential customers to inquire about their products and services. The IMC, direct marketing, marketing-mix and promotional-mix allows Disney to exchange information with consumers and keep updated of consumers changing purchasing behaviors. As Classic Airlines works on updating the functionality of its current CRM and prepares for the aCRM product development, the company can benefit from a direct marketing approach. Therefore, Classic Airlines must streamline its operations in reducing staff, eliminating aircraft with high maintenance, negotiate wage salaries to match the industry market, focus on smaller planes and improve its rewards program. Once the costs have been reduce, investments can made towards the CRM system that will allow for targeting its marketing population segmentation. Kerin (2006) states, â€Å"Like personal selling, direct marketing often consists of interactive communication. It also has the advantage of being customized to match the needs of specific target markets. Messages can be developed and adapted quickly to facilitate one-to-one relationships with customers â€Å"(p. 7). With a well developed functional CRM and aCRM data warehouse, Classic Airlines can focus on communication exchanges through direct marketing and other forms of IMC to attract new customers and maintain loyal customers. Evaluate the Alternatives In Table 3, all the goals were ranked 5 because the aCRM is a software highly integrated system of providing massive information and data on a time-sensitive arena, there will take many stakeholders and business processes to make this new product development and implementation successful. The best features of the original alternatives were combined to create a short list of second –tier solutions because it was imperative that Classic Airlines created a change management by clearly defining its mission, objectives and align them with their aCRM objectives. Once this has been accomplished it was in the best interests of the stakeholders that a culture of change be established internally before commissioning the aid of external CRM consultants. Due to the amount of organizational resistance due to Classic Airlines original exclusion of the stakeholders in particular the employees, it was best to incorporate any outside help only after internal organizational change and a culture of customer-centric, product-centric and employee rewards for performance were in place. Identify and Assess Risks Many risks can be identified with the implementation of the new product development. Beginning with the risk of organizational resistance, CA will achieve more by including all the stakeholders, especially the customers in a buy-in or adoption of the new product initiative. If CEO and Board fail to incorporate a culture or organizational change by aligning the new aCRM product objective with the overall objectives of the company, the new product development and completion may be in jeopardy. As most benchmarking companies have found that an evaluation of product feasibility s the first research before adopting the new product initiative. The project feasibility will detail costs, risks, labor costs and other assessments needed to make an informed decision about proceeding with the idea. A more profound tangible risk is if enough skilled employees have. A more profound tangible risk is if enough skilled employees have the technical skills to make the new product development a success. Other risks include costs, going pass projected timeframes, and other external risks, such as the vendors failing to supply financial backing. Other risks include software compatibility risks, decrease in profitability and returns. Risks can be mitigated by planning a risk analysis and risk management to align with every department decision making in investments and other decisions that impact the overall value of the firm. According to Seget (2008), key findings includes a risk management WBS plan is needed for CA to implement risk management principles and incorporate them in their job functions. Risks can be tracked and contingency plans in place in case they fail. Implementing risk management in every phase of the aCRM process will ensure that â€Å"potential risks† are identified early on in the product development. A solid risk management plan can help CA face the â€Å"unknowns†; deal with â€Å"unfavorable outcomes† and â€Å"unexpected uncertainties. † Just as the profitability analysis makes good business sense in considering any aCRM and marketing-mix program, conducting a profitability index makes good business sense to determine if the business objectives have been met. Make the Decision The final decision is to develop and implement a new aCRM to remain competitive within the industry. However, to do that a project feasibility and project analysis will be conducted first. Both authors, Kerin (2004) and Segat (2006) agrees to results of a project analysis and market research be completed before any new CRM initiative. These finding will be placed into the new aCRM portfolio that will detail the labor costs, financial investments and workforce needed to complete the product. A management change and organizational culture will be adopted through the mission statements, governance policies, code of ethics and risk management policies. An internal marketing approach will allow an exchange between all stakeholders. Marketing segmentation will allow CA to indentify the customers who will increase the return of investments (ROI) by conducting marketing-mix programs to identify their needs. Customer surveys will allow CA to not only identify those needs but to satisfy unmet needs and identify changing consumer behavior. The challenge for CA is not measuring the ROI or measuring the effectiveness of its total business strategies but determining the effectiveness of the customer-focused strategies. Klenke (2003) suggests that, â€Å"It makes good business sense to bring the project to a final conclusion by determining if the projected results actually were delivered as suggested in the business plan that management approved†¦ A decision must be made whether or to return to the pre-project situation if that is still an option† (para. 139). Develop and Implement the Solution The biggest opposition to any CRM new initiative is organizational resistance to organizational change. The goals it to focus on the greatest resource of Classic Airlines and that is the employees, management and departments and divisions that will be equipped through communication, two-way feedback, employee communication surveys, and an organization culture that values the communication, feedback and decision making of the employees. CA will create an organizational culture within four weeks by communication, mentoring, modeling the new aCRM product project by allowing the employees to engage two way communication, decision making and two way feedback. CA will resolve its unclear objectives by clearly stating them in their employee handbook. Once a feasibility report is conducted and the return on investment (ROI), market ratios and profitability ratios are concluded, CA will proceed to forecasting, internal marketing and environmental scanning. Employee surveys as well as feedback surveys and employee questionnaire will be distributed. The employees, customers and stakeholders will be engaged throughout the product development and implementation. The senior management, change champion, financial officer and human resources departments will be responsible in gathering the research and reporting back to the CEO and board members. At that point information will be disseminated at all levels from the CEO and board through face to face meetings, employee internet, meetings, corporate magazine and other informational channels. Evaluate the Results The success of the current CRM and implementation of the new aCRM will be measured with ongoing forecasting and marketing-mix research. Since these approaches allow for prediction of future trends of customers and organizational buying behaviors it can also predict the possible increase of revenues and profits that a certain product might generate. Measures such as productivity increase, cost reduction and increase in revenues are more reliable metrics in measuring and evaluating the benefits of the CRM implementation. (University of Phoenix, 2008) Many benchmarking companies like PeopleSoft, according to Seget (2004), may fail in its first product CRM attempt. PeopleSoft adopted a PeopleSoft CRM that failed to deliver in terms of functionality for the end-user, the consumer. PeopleSoft developed another system called Peoplesoft8 that address the issues of functionality that their former system failed to deliver. Metrics such as productivity, increases in revenues were some of the measures used by PeopleSoft8. Like Classic Airlines they were facing criticisms of lack of functionality for their customers and had a problem with vendor, supplier and human resources staffing. They became successful in adopting a new â€Å"PeopleSoft 8 CRM† that focuses on employees, targeting customers, supplier relationships and vendor relationships. Seget (2004) agrees that the success of PeopleSoft 8 CRM (PS8) was due to the focus on human resources centric or –HR-centric. Functionality was also a major concern for PS until their adoption of the PS8-CRM. Although Classic Airlines’ new aCRM is not up and running, CA can learn from PS8 by acting quickly by fully integrating the PS8 CRM system and forming a business alliances and partnerships to maximize their aCRM efforts. PeopleSoft has been successful enough to use profits to acquire and merge with other companies and partners (Seget, 2004, p. 80). Other measures include SWOT analysis, gap analysis, and profitability index and churn rates to determine if the objective has been met. Evaluations and customer surveys must be ongoing to allow management to adjust and change their focus as customer behavior and trends change. Conclusion Classic Airlines like most industries are embarking on a fairly new concept, the CRM. Although CRM is a computer based software that provides integrated on demand information for customers, physicians, vendors and ther stakeholders, the system is only as useful if designed around the customer’s needs, wants and expectations. According to Seget (2004), the aCRM model uses analytical models and databases to integrate information that will enhance the customer desire for functionality as well as provide time sensitive information for prompt decision making by pharmacis ts, managers and others that rely on the CRM processes. While Classic Airlines is in its infancy, CEO Amanda Miller must present a project analysis and project feasibility before undertaking the new aCRM product development (Kerin, 2006). According to Kerin (2006) environment scanning and must be conducted not only on its customers but on its competitors as well. Marketing target segmentation, internal marketing, aCRM initiatives, customer surveys and customer audit all work together in reaching an overall business strategy, satisfying the needs of the customer. Classis needs to reduce costs, maximize ROI, match union pay with the industry and restructure the organization with a product-centric and customer-centric focus. Achieving US and globalization as a benchmarking organization stems from an aggressive and proactive marketing program that will operate through an updated CRM system and a future aCRM system that is designed to compensate future environmental changes and thus customer changing needs. An effective marketing program will benefit the customer and stakeholders by assessing the needs of the customer and satisfying those needs (Kerin, 2006, p. 5). Classic must remain competitive by promoting value for all vendors, supply chain and stakeholders. To measure the effectiveness of the aCRM project and current CRM and marketing program must use customer surveys, profitability index and customer audits to determine if the objectives of CRM and marketing strat4egies are being met. Measurements must be conducted on a continual basis to allow management to make adjustments and decisions to align the CRM with the business overall business strategies. References Alaska Airlines. (2008). Retrieved November 26, 2008 from the Web site: http://www. Alaskaair. com/ Band, J. (2003). The CRM Outlook: Maturing to the next level. Computer Wire. Retrieved November 9, 2008 from the University of Phoenix Library Business Insights Technology Web site: http://www. globalbusinessinsights. com. exproxy. |Global airlines face daunting challenges- more mergers and partnerships? (2008). Retrieved November 25,2008 from the University of | |Phoenix, Plunkett Research database. | |Kerin, R. A. , et. al. (2006). Marketing, 8e. Customer relationship and value through marketing. | |New York: McGraw- Hill. | |Klenke, M. , Reynolds, P. , Trickey, P. (2003). Leveraging Customer Relationships, 1e. Tactics to leverage customer relationship. Leyh | |Publishing Company. | Seget, S. (2004). The Pharmaceutical CRM Outlook. Optimizing returns from operational and analytical crm. Retrieved November 5, 2008 from the University of Phoenix Library Business Insights database. University of Phoenix. (2008). Automating a Support System. Retrieved November 16, 2008, from the University of Phoenix, resource, Simulation. MBA570-Sustainable Customer Relationships Course Web site. University of Phoenix. (2008). Classic Airlines, Scenario Two. Retrieved November 21, 2008, from the University of Phoenix, resource, Scenario. MBA570-Sustainable Customer Relationships Course Web site. Walt Disney. (2008). Retrieved November 26,2008 from the Website: http;//en. wikipedia. org/wiki/Walt Disney Table 1 Issues and Opportunities Identification | | | | | |Concept |Application of Concept in Scenario |Reference to Specific |Personal Experience at your| | |or Simulation |Course Concept Organization | | | |(Include citation) | | | | | | | |Classic Airlines has a lack of|To develop value added channels of |â€Å"Just as important is the communication |As a newly hired sheriff | |stakeholder alignment that |communication aligning key |between and within levels. Gone are the days |deputy, jail division I had| |will hinder their ability to |stakeholders under a common vision. |when departments could stand as silos, |grew so fast and the funds | |implement new products and |This is an opportunity to increase |isolated from the rest of the organization by |to run the new facility had| |services/solutions. |organizational comprehension and |impenetrable barriers. Intra-national and |ran over its budget. Rumors| | |employee involvement that results |international competition is now so fierce |were running rampant | | |in the garnering of trust and |that everyone (stakeholders) in the |throughout the organization| | |loyalty among stakeholders. |organization needs to collaborate closely on |that resulted in low | | | |solving organizational challenges and on |morale. The problem for the| | | |achieving agreed strategic objectives. † |Sheriff department was that| | | |(Wyatt,2008,para. 9) |they noticed a rise in | | | | |officer and inmate | | | | |conflicts. The officer’s | | | | |union began to disseminate | | | | |information via brochures, | | | | |newsletters and roll call | | | | |meetings. |Classic Airlines lacks |Classic Airlines has an opportunity|Classic Airlines can select a marketing |My company focuses on brand| |marketing mix and environment |to conduct a marketing mix to focus|strategy such as, best price, best service or |electronics and brand | |scanning strategies to |on the price, product, promotion |best product from conducting a marketing mix |appliances at the â€Å"best | |identify the internal and |and place. These are controllable |and environmental scanning. â€Å"Four elements in |price†. They also offer a | |external factors that will |factors. Environmental scanning are|a marketing program designed to satisfy |price match. Environmental | |meet customers changing needs |uncontrollable factors such as |customer needs are product, price, promotion, |scanning is conducted by | |and improve customer |social, economic, technological, |and place. Kerin,et. al,2006,para. 3) These five|physically going to each | |satisfaction. |competitive and regulatory factors |forces environmental)may serve as accelerators|competitor store and | | |that will impact CA’s overall |or brakes on marketing sometimes expanding or |retrieving information. | | |marketing strategies. |restricting. (Kerin,2006,p. 1) | | |Classic Airlines lacks |Classic Airlines has an opportunity|â€Å"If the objective is to increase customer |As a rehabilitation case | |measurable methods to |to develop and implemen t risk |loyalty, then measurement of churn rate |management, ongoing surveys| |determine if their aCRM, |analysis, gap analysis, and SWOT |(profitability index)and customer satisfaction|and targeted objectives and| |marketing segments, and |analysis and churn rate analysis |will be key in determining how well objectives|compares it to the achieved| |customer surveys to determine |and profitability index to |is being met†(Klenke,2003,para. ) |targets were completed by | |is their overall business |determine if the objectives of | |an automated computer case | |strategies are effective. |loyal customers focus are | |management program. | | |successful. | | | Table 2 Stakeholder Perspectives and Ethical Dilemmas | |Stakeholder Perspectives and Ethical Dilemmas | | | | | |Stakeholder Groups with Competing | | | |Values |The Interests, Rights, and |Course Concept | | |Values of Each Group | | |List: Group X | | | |versus Group Y | | | |CEO Amanda Miller and CFO Catherine|Inter ests include credibility on Wall Street, |â€Å"The American Marketing Association, representing | |Simpson vs. senior management team |stock prices and the media. Values remaining as a |marketing professionals, states that ‘marketing is an | | |viable competitor in the industry. Interests |organizational function and a set of processes for | | |include â€Å"operational excellence† and â€Å"driven by |creating, communicating, and delivering value to | | |numbers† Failing to look to the exchange and |customers and for managing customer relationships in | | |communications will not develop a marketing |ways that benefit the organization and its | | |program to include stakeholders and meet customer |stakeholders. †(Kerin,et. al,2006,p. 12 | | |needs. | |CMO Kevin Boyle, Senior VP of |Interests include the CRM program, â€Å"voice of the |The hallmark of developing and maintaining effective | |Customer Service Renee Epson Senior|customers† employee wage obligations, shareholders|customer relationships is today called relationship | |VP of General Counsel Ben Sutcliffe|and marketing and customer services functions. The|marketing, linking the organization to its individual | |and Senior VP of Human Resources |conflict is that there ne eds to be a decision |customers, employees, suppliers, and other partners for| |vs. CEO Miller and CFO Simpson |making process that includes all stakeholders. |their mutual long-term | | | |benefits. †(Kerin,et. al. ,2006,p. 5) | |Classic Airlines vs. Vendors, |Communities, media and competitors and other |â€Å"The process of (marketing) segmenting a market and | |Distributors, Suppliers, Contact |stakeholders expect that Classic Airlines |selecting specific segments as targets is the link | |Centers, Communities, Media, |management maintain accountability and social |between the various buyers’ needs and the | |Competitors, Investors. |responsibility in the new product development via |organization’s marketing | | |a market segmentation to meet customer needs. |program†(Kerin,2006,et. al,2006,p. | Table 3Analysis of Alternative Solutions[pic] Table 4 Risk Assessment and Mitigation |Risk Assessment and Mitigation | |Alternative |Risks and Probability |Consequence and Severity |Mitigation Techniques and Strategies | |Engaging stakeholders at all |Organizational resistance. |; Clash between middle management |Establish company culture that values | |levels of the new aCRM product |Increase costs |and employees . |employees and stakeholders. | |development. Delay in time projections |;Clash between different |Align marketing goals of aCRM with | | | |divisions. |overall business strategy. | | | | |Establish clear objectives, business | | | | |goals and mission statements. | |Business Alliance with Zurich |Organizational resistance. | ;Clash between external and |Establish company culture that values | |Airlines |Increase costs |internal teams |customers and products. | |Delay in time projections. |; Loss of skilled management and |Communicate, model and lead by example | | | |employees |from CEO, board and senior management. | | | |;Evaluation of team may result in |Establish clear objectives, business | | | |more costs to finance new aCRM |goals and mission statements. | | | |project. | | | | | | | | | | | |Environmental scanning and |Costly |;Research may find that current |Project scope and aCRM portfolio | |marketing-mix research and |Timely |aCRM product is not profitable. |Marketing- mix portfolio. | |profitability index, |More workforce | | | Table 5 Pros and Cons of Alternative Solutions |Alternative |Pros |Cons | |Engaging stakeholders in all levels of the new |Increase employee motivation and morale. Employees may feel over tasked vie new product,| |aCRM product development. |Increase productivity. |training new skills and training new hires. | | |Improve customer services |Increase resistance from some employees. | | | |Deliverables of goals require more time | |Develop business alliances with Zurich Airlines|Add to customer value and increase customer |Increase employee resistance. | |and form other partnerships to remain |benefits. |Time consuming. | |competitive. |Speed up production. Increase costs | | |May reduce overall cost |Organizational resistance | | | |Employees may see | | | |Jobs as being threatened | | | | | | | | | |Environmental scanning, marketing-mix research |May speed up production and implementation |Time consuming. | |and developing o ngoing customer audits, |Aid in developing an overall software synergy |Increase costs. | |profitability indexes to measure overall |fit. |Delay overall time projections. | |effectiveness of the aCRM. |Increase profitability ratios, and return on | | | |investment(ROI) ratios, | | Table 6 Optimal Solution Implementation Plan Action Item Deliverable |Timeline |Who is Responsible | |Initiate a CRM project feasibility, forecasting and | |CEO, Board of Directors and Senior | |marketing-mix before developing and implementing new|4 weeks |Management Team, Financial Manager | |CRM product. | | | | Align new aCRM product objectives with overall | 4 weeks |CEO, Board of Directors and Senior | |business objectives and provide update for current | |Management Team, Project Leadership Team| |CRM. | | |Analyze a profitability analysis, return on | 4 weeks |CEO, Board of Directors, Senior | |investments (ROI) and market ratios to determine | |Management, Marketing, research and | |competitors an d competitors prices. | |development and financial manager. | |Adopt marketing-mix strategies that will retain | |CEO, Board of directors, senior team, | |customer loyalty and identify value added incentives|Ongoing |champion leaders, cross functional team | |and rewards for loyal customers. |leaders, employees and customers. | |Train, mentor and lead the employees in the adoption| |Senior management, human resource | |of the aCRM product development by providing them | |management, champion leaders, | |with the highly technical skills, self- paced |20 weeks |cross-functional team leaders and | |training, | |technical skilled leaders, | |e-performance evaluation. | | |Attention to increase funding and workforce addition| |Senior managers, cross-functional team | |to the product support, administrative support, call|24 weeks |leaders, technical skilled leaders, call| |centers, e-business websites for customers and other| |center leaders, information technology | |product development customer enhancement support | |leaders and customer support leaders. | |systems. | | |Hiring new employees and training them with the | |Middle managers, team leaders, human | |needed KSA’s to provide excellent customer service. |24 weeks |resource manager and management team. | |Business alliances with Zurich Airlines and other | 48 weeks |CEO, Board of Directors and Senior | |business partners. | |Management Team, Financial Manager | |Conduct SWOT analysis, profitability index. | Quarterly/Annually |Team leaders and senior leaders. | Table 7 Evaluation of Results |End-State Goals |Metrics |Target | |Forecasting and marketing-mix will identify |Forecasting results from social economic and |Business customers and regular customers | |market synergies that will keep Classic |technical factors as well as market-mix results| | |Airlines a viable competitor and ahead in the |to identify trends and future trend of | | |CRM market industry. |consumers buying behaviors. | |Classic Airlines will adopt business |Using benchmarking examples from Microsoft, |Target is benchmarking and best practices CRM | |intelligence and align with business partners |PeopleSoft and other leading aCRM and eCRM |service providers. | |to enhance its new CRM product. |service providers, Classic will adopt the | | | |synergy fit for its CRM. | | |Classic Airlines will provide employees with |Providing skills assessments, skills training |Target is employees and stakeholders involve in| |the high technology skills to face a fast |and career advancement, Classic will retain and|customer relations and customer contact. | |changing technical environment. attract those with the technical skills to | | | |remain a viable contender in the CRM industry. | | |Classis Airlines will enhance the functionality|Providing internet and on line information so |Classic Airlines frequent flyer program, | |of the aCRM new product development by adopting|that feedback, information, and decision making|business customers, regular customers and | |personalized websites, target marketing via |can be conducted with more available |potential customers. | |e-business, customer email and other channels |information and time sensitive data. | |to market and sustain customer relations. | | | |Conduct SWOT analysis, profitability index and |Accomplished via multi-channeling, e-marketing,|All stakeholders | |customer surveys to measure the effectiveness |e-commerce and other web bases to measure and | | |of the CRM. |evaluate | | | |Customer loyalty retention. | | How to cite Sustainable Customer Relationships, Papers