Mcdonalds Company Facts Essay

  Explain the purpose of the business. * Does the company operate on a profit or non-profit basis? Explain your answer with details. * Does the company provide a service; manufacture a product, internet based or perhaps all? * Where is the business located and how many locations are there? McDonalds’s provides a service of fast food to people all over the world. The top 5 are America, Japan, Canada, United Kingdom, and Germany. According to 2007 statistics, McDonald’s serves more than 27 million individuals daily. Headquarters are located in Oak Brook, Illinois. It is both a profit and non-profit orientated business. Jim Skinner, the CEO, owns 33,000 restaurants in 119 countries. 59% of McDonald’s restaurants are owned by independent people. McDonalds also invests into the stock market, with shareholders that receive dividends and money when he or she sells the stock. McDonalds supports non-profit organizations like, The Ronald McDonald house fund provides free housing for families with children that are hospitalized far away from home and grants to charities in need. B. Explore the history of the business * Provide a chronological history of the business indicating significant events during that history. In 1940, Dick and Mac McDonald opened a Bar-B-Que drive-in. Eight years later; the drive-in was shut down and turned into a 9 item self-serve drive-in. By 1958, McDonald’s was already a sought out place to eat and sold their 100 millionth hamburger. In 1967, they went international and opened a McDonalds in Canada and Puerto Rico. A year later, McDonalds created and started serving their famous Big Mac’s. McDonalds celebrated their 50th anniversary in 2005 and continue to serve Big Macs, happy meals, cafe specialties, and dollar menu items to millions every day. Ray Kroc can be thanked for McDonald’s expansion. In 1955, he made McDonalds a corporation and 5 years later bought McDonalds rights. He was able to build McDonald’s in to a top franchise fast food restaurant. C. Discuss how the capitalism’s four basic rights are illustrated in the operations of this business. * What form of economic environment does this company operate (ex: monopolistic competition versus oligopoly, etc. ) McDonalds operates in a monopolistic competition. There are 2,400 McDonald’s franchises. With 80% of the businesses being franchised (McDonalds). This means that McDonalds does sell to private owners and are practicing this right. They are in competition with all fast food restaurants, like Wendy’s and Burger King. But McDonalds also has to compete against real restaurants and home-cooked meals. According to QRS magazine, McDonalds is the top fast-food business in America (QRS magazine) so they are having no problem competing or making profit’s. McDonalds uses the freedom of choice by adding specialty coffees and shakes to the menu, along with premium salads and a few other products. D. What role does the government play in the operations of the business? McDonalds has to follow all Occupational Safety and Health Administration (OSHA) regulations. This means that they have to make sure all floors and walkways are clean and free of clutter. McDonalds has to post all OSHA safety signs and allow breaks for employees. OSHA also has regulations on the minimum wage an employer can pay an employee. Currently, the wage is $7. 25 (OSHA). In 2011, a health law was passed that now requires McDonalds to post all data on calories in their food. This has caused McDonalds to rethink some of their items and make them healthy. An example of this would be with kid’s happy meals that can now substitute french fries or pop for apples or milk. Internationally, the United Kingdom has a Children’s Food Bill intended to highly regulate the advertising of happy meals and fast food aimed at children (Wikipedia). McDonalds has to be careful not to rope kids in to wanting unhealthy food. E. Describe the legal form of the business and indicate some of the advantages/disadvantages of the form. McDonalds is an S corporation. Most advantages of an S corporation are received by shareholders and employees that are shareholders. Some advantages of an S corporation are better legal protection and a reduction in payroll and employment taxes. Some disadvantages are accounting, tax preparation and payroll process can be a burden and it costs more than a partnership or proprietorship to start and stop (Nelson). F. How does this business exhibit corporate citizenship and responsibility of business in society? * Describe any â€Å"green† concepts the business might be using or plan on using in the future. McDonalds has a Ronald McDonald House Charity donation box in most of their restaurants. This makes it easy for customers to donate their spare change/money to a good cause. In July of 2011, the movie Smurf was released and McDonalds promoted it and themselves by teaming up with Keep America Beautiful (KAB) to invite kids to â€Å"Smurf the Earth† by choosing Apple Dippers in their Happy Meals. For each digital code featured on Apple Dipper packages and redeemed at HappyMeal. com, McDonald’s and KAB planted a tree in needed areas within national forests across the country. McDonald’s in Latin America also gave away a million sunflower packets so children could grow their own sunflowers. McDonald’s has been a national member of the U. S. Green Building Council (USGBC) since 2007. They have added more efficient lighting, plumbing, storm water management and even a garden in a McDonalds in Chicago, Illinois. McDonalds continues to strive to be greener. G. Discuss any career opportunities within the business. * What type of credentials are needed for a job with this company (example: type of degree/major), experience desired, and any current salary ranges. No experience is needed to work in McDonalds, but they do have a Hamburger University that teaches workers the key to achieving successful procedures, service, quality and cleanliness. The age of a person looking to work at McDonalds depends on the Child Labor Laws in the state. OSHA’s regulations are that no one under 16 can work with stoves, grills, or knifes. Wages vary from minimum wage to†¦ To become a manager at McDonalds, a worker must first complete the first level of the McDonald’s Management Development Program. Being a manager allows the worker to have flexible hours and gain long service awards.

Sullivan Ford Case Study

Introduction This case details the position of Carol Sullivan-Diaz, the 28-year-old daughter of Walter Sullivan who died at the age of 56. Walter had bought a Ford dealership in 1983 that eventually grew into what is now Sullivan Ford Auto World. The business sells cars but also services them. Carol is disappointed by current turnover in car sales and sees that the service revenues are below average for this size of dealership. Carol’s now has to decide what way to tackle the future. She can sell the business but will probably only return a value below what it might be worth if profitable or she can look at the operation and see if she can turn it around herself. While she has a bachelor’s degree in economics, an MBA degree and a background in health care management, she also served time working with her father so she appears to have the skills and experience to tackle the issue if she so desires. Characteristics of Services The car sales and car service are closely linked. Here, we look at the car service following on from the car sale and both these processes are happening with the same provider, Sullivan Ford Auto World. While we generally say that services are intangible, in this case the car sales service has a high goods content that is the car at the end of the process. The car service on the other hand, is intangible. The core business here can be looked at as the car sales and the supplementary service is the car servicing. Sullivan is trying to establish the service as a stand-alone service. Sullivan could have customers that have not bought a car but have their own car serviced at the garage. But Sullivan would hope that when they sell a car, this customer will come back regularly to have their car serviced. However, survey results suggest Sullivan is not getting repeats. Another difference here is that when a car is sold, ownership changes to the buyer but in services we say that ownership does not change. What happens is that the car service â€Å"process† changes the physical possession that is the car. As we know, services cannot be stored. The physical car can be stored and kept as stock or inventory but the car servicing cannot. Therefore, it is essential that the servicing is kept working in order to generate turnover. If the service department has capacity to service ten cars per day, it must try to meet that target because if it is idle at any stage, that time (and time is money) cannot be regained. In the sale of a car, the customer can be involved as they are making the purchase decisions. They will decide if they need or want the car and then seek information. They can view the car, test drive it, smell the â€Å"new car† smell and enjoy the experience. They can contact Sullivan and see what’s on offer in advance. With the car service, the customer is not really involved (except to deliver the car for appointment) as car service is specialised and the customer will not be present when the service is being carried out. They cannot see the â€Å"service† and may have to wait and drive for days to be sure the service was successful. When the customer is buying a new car, they will be fairly sure of what they are getting. Ford has a good reputation and is seen to be a reliable brand, so the customer can be confident. The service is not the same. It is harder for Sullivan to maintain consistency with the service. Sullivan will be depending on his own mechanics to provide the quality whereas the car purchase will depend on Ford. Also, if there is a problem with the service, it will be difficult to hide this from the customer. It will be essential for Sullivan to be aware of the customers expectation so as he will not be disappointed afterwards. I also feel that there is a feel-good factor to buying a car and the customer is often happy to be involved in the deal but with a service, it usually happens when there is a problem so the customer may not feel happy when availing of this service and needs to be made feel comfortable. Walt said this himself when talking about the front end; â€Å"everybody’s happy when someone is buying a new car† and also observed of the service side â€Å"customers always seem to be miserable back there†). Also, as it takes time to service the car and doing without the car may inconvenience the customer, they may have a negative perception before the process starts. There is need to be aware of the difference between the car service and the customer service. The service may be good but the customer service can be bad at the same time. Customer Behaviours ) A search quality is a characteristic that can be easily accessed before purchase. [1] In the case of the car, the customer will be able to research qualities like colour, performance. He can get a feel for the car by looking around the interior, the boot, see what the engine looks like and sounds like. These are qualities he can use his five senses to evaluate. They are tangible. Ford’s reputation should eliminate risk when purchasing. However, this is not the case for the service. He cannot have a pre-purchase experience. There is no tangibility. For this, his behaviour will change. He may seek testimonials from others and depend more on word of mouth. He will seek advice on the reputation of Sullivan’s service. From the case, we see that there are problems with the service. Delays at processing, inconvenient scheduling, availability of parts etc. There is a risk here as the service may not be satisfactory so Sullivan must reassure the customer. Sullivan must ensure that the mechanics are fully trained and that customers have confidence in them b) An experience quality is a characteristic that can only be assessed after use. [2] Generally, there is a feel good factor after someone buys a car. With a reliable brand like Ford, customers would feel little risk involved and would enjoy their new car. Providing that the car runs well, the buyer should be in a position to pass on this experience by word of mouth. This is not true of the car service. Firstly, the customer may not know if the service worked. There is a risk there even after the service. One could, for example, have left the car in for servicing because every now and then the car may lose power. I believe that the customer will still be wary for some time after. If the car then loses power, there will be that sense of let down. I have found I am often on edge after a service, almost waiting for something to go wrong. If the customer is unhappy with the delays, etc outlined earlier, that too will affect the experience quality. Sullivan’s customers do not seem to be enjoying the experience between delays, inconvenience and a grubby work entrance as well as the mechanics not explaining what is happening. c) A credence quality is a characteristic that consumer may have difficulty assessing even after purchase because they do not have the knowledge or experience. [3] This may not be an issue when buying the car. The buyer immediately knows how a new car is. One expects that the driver is experienced enough to know how the car feels and also would be aware of their expectations. When it comes to the car service, the customer may not know anything about car mechanics but will know how they feel after and if they are happy with the car. They do not need any expertise to know if the problem has been resolved. Sullivan’s people are not communicating with them well. d) There are different risks involved with the two services. Ideally, buying a new car should involve no risks but you can be unlucky. You could end with a car that has problems but this is reasonably rare. The car service is different. You have to trust the service provider that they can do the job. You may be depending on recommendations and unsure of the quality of the service. The customer will not be present so has to rely on the provider that they will do the job correctly (and will work first time, â€Å"was it fixed right†) and indeed must feel sure that they will actually do the job at all. This is an area open to fraud, as the customer will not see the process. The customer here may be worried about the risk of delays. It tells us that Sullivan is slow to write the orders, not convenient when it comes to scheduling, unsure of availability of parts and this all takes times. e) The decision making process for buying the car will be as follows. First, the customer recognised the â€Å"want† for the car. Next they will seek information. The information will come from research, word of mouth, specialist publications, etc. Step three will be the evaluation of alternatives. The alternatives are fairly limited and will be to decide if he wants to take public transport, get a bicycle, depend on lifts but if one ants to be independent, there are no alternatives. Next is the purchase and then after that, evaluate the product. Has it satisfied his needs? Was it of value? f) The car service will have a different 3-stage process. Firstly, at the pre-purchase stage, the customer will be aware of their need and that means that the car needs servicing. They will explore solutions and that may mean going to t he service provider or look for alternatives. They will talk to third parties and maybe the supplier themselves. This will help them identify risks and their desired service level. The zone of tolerance will be established at this time. An alternative will be to service the car at home or get a friend who is skilled to do this that they trust. If they decide to go ahead, they will then make that decision. Service will be delivered and payment made. After this step is the post-encounter stage. Here they will evaluate the performance and compare it to their expectations. Are they satisfied or not with the service? Interestingly, the survey shows that the customers are made aware of what they had to do if they needed a service but less than a third had been introduced to someone in that department Flower of Service Below is the Flower of Service and analysis of the problems facing Sullivan. The â€Å"core† is the car servicing and both the facilitating services and enhancing services surround it. [pic] Facilitating Services Information – This is the first step in the service where the customers get the information they need. In Sullivans, they are told what to do if they need a service but they are not being introduced to any of the team. Here they should find out about the scheduling, how long the service will take, the price, does the warranty cover it, etc. Order Taking – This is where the bookings are taken; the scheduling is put into place and so on. Sullivans seem to be falling down here. Their survey results show the worst ratings and things like promptness of orders, scheduling convenience, service hours convenience are all pointed out. The fact that all orders were hand-written slowed down processing and often the telephone ringing slowed it down even more much to the frustration of the customers. Another frustration was that if the job was not of routine nature, a price could not be given on the spot. The customer would be called later in the morning with an estimate. Billing – People expect clear and precise billing and there is nothing to suggest that there is a problem here and as all orders are handwritten and with carbon copies, it should be easy for the bills to be clear. Also, the customer is either given an instant quotation for routine work or will contacted with a quotation so this should make billing clear. Payment – As the cars are due to be collected by 6pm on the day of the service, it would be expected that payment be made then. The service writer would have all the paperwork in order when the customer would collect the car. Enhancing Services Consultation – This is more than just information. Information really consists of answering the questions of customers whereas consultation is deeper and probes the specific needs or requirements of the customer and then draw up an appropriate plan. This would be important in an area where the customer is unfamiliar with actual service. The mechanic should diagnose the problems and then take the customer step by step through the possible solutions and alternatives. Here in Sullivans, they explained what to do when a service was needed but after that not many were introduced to someone in the service department. This is where the expertise lies and therefore consultation should have followed. The survey also said that customers were offered poor explanations of the work done and found the staff rude and impolite. Hospitality – This is the welcome that customers should get on arrival and a sense of being a valued customer. This should be easy to deal with as a smile and a friendly face costs nothing. Feargal Quinn, of Superquin fame, says, â€Å"If somebody comes to us looking for a job, we make sure they know how to smile†. [4] It is the small things that make people feel welcome. Sullivans seem to be failing here too in the service department. When greeting the customer, there must be a smile, it must be sincere and there must be eye contact†. [5]In Walt’s time, he made everyone welcome in the front office and had little time for the service area. This showed. It was shabby and greasy. The customers were interrupted by ringing phones while waiting for their car re ports to be written. Rick Obert was â€Å"gruff and argumentative†. The service department people feel uncomfortable bringing people over to the service bays so that does not seem hospitable. There was a man in a confrontation over his service so that certainly lacks hospitality and should have been dealt with immediately. Safekeeping – People expect that their possessions would be safe while being kept by the service provider. The customer here would hope that their car is safe while on the premises for the service and when not being worked on by the service people, that it would be parked in a safe place and manner. A perception here could be that Sullivans is lacking here. While there is no direct evidence, the fact the building was â€Å"old and greasy† and the service writers’ room was â€Å"cramped with paint peeling† might lead customers to believe there is a lack of safekeeping in the department. Exceptions – These are services that fall outside the normal service. We are told that the scheduling is inconvenient and service hours are too. Here exceptions should be made. There does not seem to be an atmosphere of making the customer satisfied. It seems as if Walt’s idea of not bothering with the service department has grown. There does not seem to be an ethic of problem solving. I felt from reading the piece it was a case of take it or leave it. There also seems to be no way of handling complaints. The man who Was shouting at the end had issues of â€Å".. three visits†¦service stinks†¦who s in charge†. This should have been dealt with quickly in a hospitable manner. Advice On Marketing Mix Carol has a background that could be very useful in dealing with this. She has a bachelor’s degree in economics, an MBA degree and is involved in health care management. She worked with her father so she has the skills and experience to deal with this. The 7 Ps are; Product, Place, Promotion, Price, Physical Environment, Process & People. I will look at these individually and see how Carol can mix them to help improve her situation. Product – The product in this case is the actual car service. This is the core of their offering and it is essential that this is a safe, reliable product. The customer has to be satisfied that the service is of quality. They could give the customer some confidence by making sure that they are introduced to a member of service team who can answer any questions or worries they might have about the service. Customers did worry about the product. They worried about how much the service might cost, how long it took, how did the warranty sit, etc. These are basic parts to the product that must be addressed by Carol. Place – The â€Å"place† of Sullivan’s car sales appears to be of no concern. It is on an intersection of a busy urban highway, with many new developments near by. In 1996 he bought the current site and developed it into what it is now. The place seems to be known as the study says â€Å"everyone seemed to know Walt†. But the worry from Carol’s point of view for the service department is that this area cannot be seen from the road. So people looking for services and who may not be as familiar with Sullivan’s could easily pass by. On top of that the building looks â€Å"old and greasy†. Promotion – As far as I can see from the study, the only promotion that takes place is on site promotion. The garage is decked out with bunting, flags and banners that say â€Å"Lets Make A Deal†. This is an area that she could easily develop. She could offer a free service with a car sold. She could also make appointments in advance by working out the customers’ average mileage and schedule an appointment like a dentist would. She could manage supply and demand better by offering discounts for services on days she finds are quiet. She has the academic background for this as well as her medical and family business experience. Price – In this case study we are not told that the price is affecting the number of customers that avail of it. Price is often the most thing that will make customers decide where to buy so Carol could look at this. Where there is an issue is the explanation of the work, how much it will cost and will it work on first attempt and not be a recurring cost. Physical Environment – Judging from the description of the garage, the physical environment of the service area leaves a lot to be desired. Firstly, the service area is hidden behind the showroom. Even though the equipment is modern, the building is old and greasy. The service writers work in a cramped room with peeling paint and the customers have to stand and wait while orders are being written up. This seems like an old style office plan and not acceptable in modern day car dealing. The study has told how stressed and bothered customers are when in the building so the physical environment should be made pleasant to help calm the clients. Process – The process here needs an overhaul. Customers find the order taking slow and it can be interrupted easily by the phone ringing. She must computerise it immediately. The customer leaves the car and collects it later. This is fine but the service hours are inconvenient along with the scheduling so the whole process is a trauma for the customer. She needs to implement an evaluation system that she can monitor the quality of service and maybe get the staff to explain the nature of service. She needs to put a new process in place that will allows the car to be dropped off and have a convenient entrance, instead of a side door of a greasy building and then be met with a smiling service writer who will schedule a service that is convenient. People – This is a very weak area for Carol. The survey results show that the people served by Carol and her sister were much more satisfied. The customers reported that interpersonal variables were poor. For example, politeness and understanding customer problems rated badly. The service manager was said to be gruff and argumentative with customers. This has to be addressed. When people are dealing with a possession as personal as a car, the dealer has to be polite, patient and understanding. Larry Winters is vital here. He has been leading salesman and has shown strong management capabilities. She also needs to employ more mechanics to utilise the equipment and have the service department working to capacity. Conclusion I think Carol has the skills to turn her business around. She is educated and has experience in her own business. She has the turnover of people coming through the business so if she uses her know how, I believe she will succeed. ———————– [1] Essentials of Marketing, Charles W. Lamb, Joseph F. Hair, Carl McDaniel, 2011 [2] Essentials of Marketing, Charles W. Lamb, Joseph F. Hair, Carl McDaniel, 2011 [3] Essentials of Marketing, Charles W. Lamb, Joseph F. Hair, Carl McDaniel, 2011 [4] â€Å"Crowning The Customer, How To Become Customer Driven†, Feargal Quinn, O Brien Press, 1992 [5] Mechanization Takes Command, Organizations As Machines, Gareth Morgan â€Å"Images Of Organization†, Sage Publications, 1986.

Annotated Refernces list final

Organizational and media stress among professional football players: Testing an Achievement Goal Theory Model This article includes a study that was to investigate media and coach- athletes stress that would be experienced by the professional football players by examining or testing the goal theory model. The study was about 82 football players that had to complete some questionnaires. In conclusion the study shows that the coaches of the professional football players are advised to reduce the emphasis on performance that would reduce the stress.The information in this article is objective because it was all based on some issues that happened with professional football players. The goal of this article would be showing how much these players receive. Hint the article would be useful for me in writing the paper. The article relates very much to my topic which is about stress for athletes, so I will be able to write more about what causes these athletes to have stress. Stress-Related B reathing Problems: An Issue for Elite Swimmers The article talks about a problem that elite swimmers might have stress because of breathing problems.The article showed a study that number of swimmers who have this problem is increasing. The study in the article showed 24 elite swimmers in two different swim clubs in Norway. The study explains that swimmers Will have breathing problems when they have higher intensity in their workouts and going to school above that would cause more stress in their daily life. I believe that that information is all objective because the article showed a study that occurred to some swimmers.

Public Health and the Law Essay Example | Topics and Well Written Essays - 500 words - 1

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Is employment the solution to end child poverty Essay

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Strategic Planning for International Tourism (Identify a National Essay

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Case Study Example Oscar then graduated from a community college before he worked for a local jewelry shop. Despite the fact that he didn’t know much about diamonds, Oscar was still able to receive diamonds and a Diamond Grading Certificate thanks to his hard work. Rodriguez later opened a jewelry store of his own. After some of his customers told him there were better deals in the internet, Rodriguez decided to try selling on the internet too. After a while, he found a diamond dealer willing to give him diamonds which he started selling on the internet. After this his business grew enabling him to close the store he had opened and to become an entrepreneur who was savvy. In 2003, his company, Abazias.com went public. While it is true that Rodriguez was at the right place at the right time, there are also other factors that contributed to his success. His success can be attributed to the advice that was given to him by girlfriend to his roommate (Robbins & Judge, 2009). It is this advice given to him that sparked his curiosity leading him to start selling diamonds online. Mr. Rodriguez was worked very hard and this enabled him to open his own jewelry shop. Courtesy of his commitment, Oscar continued his education even receiving Diamonds and Diamonds Grading certification. Mr. Rodriquez had a vision. After he realized that his job as at the local jeweler would not help him achieve the goals he had set out to achieve, he started exploring other options that were available to him (Briggs Myers, McCaulley, Quenk, Hammer, & Mitchell, 2009). He even went ahead and started learning everything that there was to learn about diamonds. The other character that made Mr. Rodriquez successful was the fact that he was an ambitious man. He examined his situation and realized that his job, then, did not give him the opportunities for growth. He told himself that he would never become anything if he continued to work in his present job† (The Gainesville Sun,

Weight Loss and Triglyceride Level Essay Example | Topics and Well Written Essays - 1750 words

Weight Loss and Triglyceride Level - Essay Example A diet containing more energy than needed may lead to prolonged postprandial hyperlipidaemia and to deposition of triglycerides in adipose tissues resulting in obesity. From a practical point of view, all hypotheses regarding the genesis of obesity can be put down to over-nutrition, meaning a hyper-energy food intake. If at all a relationship exists, this could make a sound basis for preventive and therapeutic recommendations (Anderson, J.W. and Hoie, L.H., 2005). Elevation of serum cholesterol is one of the factors that carry an increased risk for the development of coronary heart disease. Today, there is a vast body of evidence demonstrating a triangular causal relationship between habitual diet, blood cholesterol-lipoprotein levels, and coronary heart disease. In a very large proportion of individuals with a raised cholesterol level, the blood concentration of the triglycerides is also markedly increased. It has been claimed that correlation between triglycerides and coronary heart disease is as good as that between serum cholesterol and coronary heart disease. Research work has suggested that triglyceride levels may act as significant independent risk factors for coronary heart disease. Both cholesterol and triglycerides are associated with specific proteins in the plasma to form lipoproteins (Van Gaal, L.C., Mertens, I.L., and Ballaux, D., 2005). Thus the significance of the risk factor has not been determined, and this case study aims at finding this relationship in a small sample size of 35 obese patients with the hypothesis that restricting the consumption of fatty acids and exercise in order to reduce the body weight of these patients will reduce the triglyceride levels and would reduce the risks of coronary heart disease in these patients in a predictable manner such that a generalization can be made as to how much weight needs to be reduced to achieve a goal serum triglyceride level, and this can be calculated with the formula in a given population that matches with the patients included in this study. Characteristics of the Patients: The patients were obese. By definition, obesity is abnormal growth of the adipose tissue due to an enlargement of the fat cell size or increase in the fact cell number or a combination of both. Obesity is often expressed in terms of body mass index. The composition of the diet and the amount of energy driven from it are relevant to the aetiology of obesity. Consequently, a diet containing more energy than needed may lead to prolonged post-prandial hyperlipidaemia and to deposition of triglycerides in adipose tissue resulting in obesity. This group of patients is obese as per the previous definition. In these patients, the obesity is presumed to be due to high energy intake in the diet as opposed to the energy expenditure in the form of work or exercise (Nordmann, A.J. et al., 2006). The most important determinant of triglyceride level is the activity of the enzyme lipoprotein lipase in the endothelial lining of the capillaries of a variety of tissues including heart. If dietary fat intake is high, then the capacity of this enzyme to remove triglycerides particularly from the very low density lipoproteins and converting them to lipoproteins of the higher density would be affected. The result would be deposition of triglycerides in the media of the small arteries leading to atherosclerosis and luminal compromise leading to decreased blood flow at the time of the need. Thus the only way to reduce this risk of coronary heart disease is to reduce body weight by means of reduced consumption of fatty acids and exercise. Concomitantly, drug therapy with statins would also reduce the trigly

Various kinds of fast food items that may cause cancer among regular Essay

Various kinds of fast food items that may cause cancer among regular consumers - Essay Example major restaurants along with fast-food chains such as McDonald’s and Burger King among others accusing these fast food giants to serve food items comprising carcinogens, resulting in augments risks of cancer (Anrig, â€Å"The Fast-Food Dilemma: Trans Fats and Cancer Risks†). In general, fast foods or junk foods represent empty calorie based food items. In this regard, empty calorie based foods are regarded as those items containing high proportion of calorie and have deficiency in micro-nutrients like minerals, vitamins, amino acids and fiber among others (Ashakiran and Deepthi 7-15). It can be apparently viewed that junk foods are normally featured as easily accessible, quick and economical substitutes, especially to home-cooked meals (Demand Media, Inc., â€Å"Definition of Fast Foods†). In precise, junk food items are quite easy to prepare as well as to consume and are also readily available in abundance as well as in wide range of varieties. They are typicall y observed to have lesser nutritional value along with comprising greater level of sugar, fat and salt. A few of the common junk foods comprise carbonated drinks, snack foods that are salted and fried food items. It is quite evident in this context that the consumption of fast foods has become one of the major problems for the individuals in today’s modern day context, as this particular social trend causes significant negative effects on the human health and also on the average mortality rate in the societal realm. In response it can be noted that there are certain nations, which have adopted effective actions in order to address and mitigate the aforesaid problem identifiable as a 21st century social lifestyle trend. It is in this context that higher amount of taxes are imposed by governments on fast food... Various kinds of fast food items that may cause cancer among regular consumers It can be apparently observed in this similar concern that fast foods or junk foods impose severe impacts upon its regular consumers’ health in terms of serious chronic diseases, such as cancer, tumor, ulcer and many others. As a consequence, regular intake of fast food items has also contributed towards the rising number of instances of diseases such as diabetes mellitus and coronary artery infection among others. By taking into concern the impact of fast or junk foods upon the health of the individuals, it can be affirmed that regular consumption of healthy or nutritious foods has been replaced by the latest food mantra served by many large brands around the globe. With this concern, the research paper intends to analyze the various kinds of fast food items and other food items that may cause cancer among regular consumers. Moreover, the average quantity consumption of fast food that can lead to cancer has also been researched in this paper. Accordingly, certain solutions or preventive measures have been suggested in the research paper that can be beneficial in mitigating the increasing number of cancer patients in the worldwide context. From the above analysis, it can be affirmed that there are different sorts of fast food products, which may cause high cancer risks among its regular consumers. This disease might appear in the form of liver, breast and prostate cancers.

Importance of Internal Communications Essay Example for Free

Importance of Internal Communications Essay Importance of Internal Communications for a company and two case studies. Internal communications is considered a vital tool for connecting people within the company. It does not refer only to those few â€Å"official† channels of communication in a company, it is also the strategic management of information flows to ensure the optima level of employee engagement. (Civicus, 2001) This business context of communication is a dual listening process. It is a top-down, bottom-up, side-to-side communication harnessed as a means of delivering messages, listening to concerns and motivating staff. Maintaining a good internal communications within a company could reinforce the vision, values and culture among employees, who can then communicate it to internal and external audiences. Internal communications aims to ensure that employees in the company work together towards the same goal, know what they should be doing and by when. Internal communication has evolved various ways of communicating internally. Traditionally, it started off with informal and formal one-to-one and one-to-many meetings where usually the ‘the boss’ would communicate in a highly one-way fashion with employees. Lee, 2006) In this case the message is mostly communicated in one way, it does not include feedback from the message recipients. When print materials were introduced, it was then involved for formal, top-down transmission, for instance, company annual report. Internal communication then evolved to the digital era where Internet was highly used as a communication tool. When email was in troduced into the business settings and with it the nature of communication has radically changed. Lee, 2006) As the digital technology advances, internal communication has evolved to the point where not only can employees and employers freely email each other, forward messages without any editing (showing the whole conversational trail), and forward those messages outside of the corporate walls, but also employees and employers can use these emails to bring about grievance procedures, litigation and dismissal. (Lee, 2006) It is seen that internal communication has undergone deliberately change and will continue growing. Today’s internal communication practitioner is focused on challenging and stimulating employees, managing change and gaining employee engagement and commitment. (Chalmers, 2008) The aim has moved from controlling and directing people, through providing information, making announcements and supporting industrial relations, to supporting the development of a flexible work environment which adapts to change, seeks improvement, shares knowledge and know-how, generates ideas and involves people in achieving strategic goals. Chalmers, 2008) Most of the people understand the significance of internal communication but very few could manage it efficiently. Many people think that internal communication is one of the functions that they think they can do well. In fact, when it comes to real situation on handling employees, certain strategies and techniques are needed to communicate and tackle. In talking to many individuals at very different levels in very disparate sectors, what has come across as crucial is the need for internal communication to be championed at the very top of the organization and also for senior management and the boardroom to respect the expertise of the specialist tasked to deliver, be they internally or externally placed. Smith, 2008) A large number of studies by both professional management groups and professional communications bodies consistently find that ‘communicating with employees’ is a useful and powerful way of engendering greater ‘engagement’ – the propensity of the employee to want to come to work and want to contribute to the success of the company. (Lee, 2006) Gauri Deshmukh, head of HR at SAS India states that internal communication is important for a company as it provides information and encourages sharing by driving and supporting the organisation’s short-term and long-term goals and objectiv es. In addition, Deshmukh also mentions that with effective internal communications, it ensures that knowledge-sharing and communication processes are part of the daily workflow across all functions of the business. By having good internal communication, a company ensures that in between employers and employees they are constantly updated with information. In fact, a good internal communications not only affects organizational and operational success, but it has a considerable impact on external functions such as marketing, community and government relations, nd investor relations. (Brown, 2002) Internal communication is significant in any company because it is the building block of the organisational culture. (Civicus, 2001) Furthermore, internal communication is important so that employees become advocates for company. It is important to create a ‘common purpose’ across the company – creating the sense of a team where everyone feels ownership in their roles and in a chieving the company’s goals. (WK, 2010) In this way employees feel accepted and being part of the company. Likewise, internal communication is one of the key ‘intangible’ factors leading to high performance. (WK, 2010) For instance, if communication in a company is managed well employees are more confident and clear with the company mission and vision thus makes excellent financial as well as business. Not only that, having good internal communication helps build out company’s brand internally as employees are the best ambassadors, and internal perceptions should mirror what the company is telling the world. Trout, 2012) When the company is communicating effectively with its internal stakeholders, be it employees, management or volunteers, programmes and departments share more resources and information resulting in less duplication of work and stronger impact as a whole company. (Civicus, 2001) Without an effective internal communications, a company allows others to determine what information (or disinformation) is communicated to employees about their company. Brown, 2002) Smart employers realize that in environments where employees are able to move from one employer to another with relative ease, it is in the company’s best interests to retain the smarter and more productive employees; doing all they can to communicate with them, inform them, influence them and enter into some sort of psychological contract with them is a wise move. Lee, 2006) Besides, without effective internal communications, the crisis of confidence in businesses and corporate leadership could hurt sincere efforts to build a positive corporate culture and to enhance employee morale and productivity, and devastate the overall image of an organization. (Brown, 2002) Case Study I: Nokia is one of the top mobile phone manufacturer favoured by many people. In order to compete with other mobile phone manufacturer Nokia is constantly improvising and upgrading their gadgets to serve people needs these days. The reason Nokia has been so successful is no doubt its creation on mobile phones, as well as the strong team in the company that has made where it stands today. In a technologically savvy company like Nokia, it’s no surprise that they’ve been successfully implementing social media into their internal communications. (Kass, 2012) Nokia’s motto is connecting people and exploring ways to enhance communication. (Kass, 2012) In order to realize that vision, Nokia uses a number of different vehicles for two-way and push or pull communications; social media plays a big part with fitting into that strategy. Nokia’s Social Media Communications team was established in early 2008, aimed to improve inter-company communications and engaging employees. The objective of the team is to: encourage the use of social media internally to bring out the company’s unique authentic voice and to engage in social media externally on behalf of Nokia, and contributing to product and service announcements by opening up a dialogue and driving online engagement. (Kass, 2012) Nokia has 125,000 employees around the world. It is the company’s utmost important task to engage all employees in order to achieve company business goal. There are a few platforms in Nokia allowing employees from global to connect as if they work in a small company together. According to Molly Schonthal who worked on the companys Social Media team in North America, the BlogHub is Nokia’s most powerful and effective social media tool that is used internally. It has been said that BlogHub lowers the barriers for employees to find conversations relevant to them. In terms of interaction, employees are allowed to communicate freely via BlogHub. They could make comment on posts, share ideas and knowledge on issues that have been mentioned. In addition, BlogHub serves as a useful search engine for employees to seek out information relevant to them. From a management point of view, through BlogHub feedback on various issues are gained quickly and track the conversations that are happening inside the company. Voting and ratings on posts are enabled as well for employees to be part of the decision team. Nokia has also introduced Nokia Conversations blog where latest Nokia product news would be posted. Through this blog employees could find a big overview of all the topics going on in Nokia. Similar to any other company that is engaged on social media, Nokia has its very own YouTube and Twitter account. Other than that, VideoHub has grown increasingly popular with employees allowing for postings to be updated on a daily basis. Besides, Nokia’s Infopedia wiki allows employees to share knowledge inside the company. If someone needs to quickly check a piece of information, Nokia’s effective internal communication channel, Instant Messaging (IM) is available for employees. It claims to remove the barrier of more formalized communication in between employees. For global company like Nokia, in order to save cost and time, Nokia has it’s own video conference channel where annual communication meetings and real time conversations could be held. Considering people do not check their mailboxes as much anymore Nokia has slowly cut down prints publications in an effort to become more environmentally aware. In fact Nokia in North America has completely eliminated print publications. Newsletters are now kept to an electronic HTML format, which is e-mail so it is more easily distributed. Similar to every other company Nokia uses intranet communications as well. It is the center of where people go to get information on benefits or organization charts. Furthermore, to reach more employees, Nokia regularly posts relevant company announcements on plasma screens around regional offices, usually in cafeterias and breakout rooms, with its promise on going environmental friendly. At North America, leadership also encourages employees to speak directly with their line managers to better understand organizational strategy and what role they can play in that strategy. For all of Nokia’s Web 2. 0 tools, Schonthal is quick to point out that â€Å"social media is never a replacement for high touch engagement. † (Kass, 2012) Instead, it can contribute to various company events and other in-person initiatives. â€Å"Social media complements these things but doesn’t take away from the ability to internally engage and share ideas,† she further explains. Nokia provides many platforms for employees to stay engaged, all for one clear identified goal – connect all the people in the company. For such global company I believe Nokia in different countries or branches could decide on which channel they prefer but I believe as a whole, all the employees in Nokia stay connected via BlogHub. After reviewing how Nokia strives to engage the employees I could see that the management team work hard on receiving feedback as well. They listen to their employees. They make changes. All these actions give employees feel accepted and belonged to the company. The end result is the employees are clear with the goals, mission and procedures of the company, which can result increase their work effort and efficiency and boost business. Case Study II: â€Å"We were driven to connect the organization with itself, and realized enterprise social networking was the solution. I can truly say after more than two years that we have achieved an official internal communications channel. Socialcast lifted the boundaries and made our organization transparent. We connect daily with people from India, China, the US, and Brazil. Without Socialcast it would not be possible,† says Dennis Agusi, Global Internal Communications Officer, Royal Philips Electronics. Royal Philips Electronics of the Netherlands is a diversified health and well-being company, focused on improving people’s lives through timely innovations. As a world leader in healthcare, lifestyle and lighting, Philips integrates technologies and design into people-centric solutions, based on fundamental customer insights and the brand promise of â€Å"sense and simplicity†. Philips Case Study 2012) In 2010, Philips began to explore how the company should help its employees spread around the globe to feel engaged, work like a small team driven by shared goals. On the way of researching, the Corporate Communications and IT department discovered that approximately 1,600 employees were actively using a free tool they had found on the Internet to communicate and collab orate. Knowing two platforms for collaboration would not be a great idea so the team took initiative to introduce a new platform to these early users. These early users provided positive and valuable feedback and recommendations on how to improve the enterprise social experience the best it could be. Then it led to a successful launch of an enterprise social network. The company adopted â€Å"Connect Us† and the network was launched with wide support. On launch day, Connect Us had 400 members. Within two months, 7,000 employees had joined the community. Through Connect Us they allow employee-to-employee exchanges as well as management-to-employee communications. Employees are allowed to post freely, share knowledge to make work easier. Connect Us helps to remove barriers between departments as well. Through Socialcast Reach, employees are allowed to share information and data in between departments resulting a more seamless flow of work. In addition, a new idea can be communicated more broadly, increasing sense of connectedness and engagement across the company. From management perspective, through Connect Us, the Communications and IT team could monitor what’s happening in the company, check trending topics or people, at real time. According to report, Connect Us has enabled new and sometimes unexpected forms of employee engagement. All Employee Jam† was a crowdsourcing project designed to bring to life the company’s new, refreshed Mission and Vision statement through dialogue, discussion and debate. This exercise has successfully drawn employees who had not yet joined the social community into Connect Us. According to feedback, employees who participated in this exercise were found to be far m ore aware of and aligned with the Philips Mission and Vision than those employees who did not participate. This resulted Philips truly believes that enterprise social networks help companies increase employee engagement and retention. I liked the idea of how Philips tries to maintain the communication channel as one, which is Connect Us. I believe there are other platforms available for instance intranet but Connect Us is actively used by people in the company. From not knowing employees are using free online tool to communicate to introducing socialcast network, Philips has come a long way into realizing the importance of internal communication. The All Employee Jam has definitely demonstrated the power of enterprised social networking. It encouraged the employees to share knowledge, to stay connected which resulted in a greater identity with the company. In this two case studies, both companies Nokia and Philips selected appropriate channels for communication according to its needs. Nokia has different communication platforms serving different purposes. For instance, BlogHub allows employees to find information they need and Instant Messaging is a tool for quick and easy communication. On the other hand, Philips focus mainly on Connect Us, from searching information to accelerating ideas to sharing data it is all done on Connect Us. However, on my opinion, Nokia has too many platforms it might be tough to engage all the employees in one platform, as the users are free to choose which platforms they get information from. Whereas Philips uses Connect Us, most of the employees are part of the community and anything they need require can be found on Connect Us. I think this is one of the advantages of having a focused channel. Likewise, the tools and tactics, both companies chose to be focus more on information technology. In terms of interactivity, both companies engage their employees as well as welcoming their feedbacks. The employees are encouraged to utilise these channels to feel more accepted and being part of the company. For instance, Philips Connect Us not only allows employees-to-employees exchange, as well as management-to-employees communication. In this case it removes barriers between management and employees so work can be done easier. As for Nokia, feedbacks are valued through voting and ratings on posts and comments, allowing management to understand the employees better. Besides, both case studies reviewed the importance of evaluation on internal communication. In order to improve, the management team has to constantly measure the effectiveness of the communication tools and find ways to improve. Nokia and Philips monitor their employees through these platforms to find out what is really happening in the company. This way they could make sure the employees are on par with company’s goals. In conclusion, internal communication has never been so important. Many people know what internal communication is and they think they know how to function this but they might not know the true meaning behind it. Effective internal communication does not mean to have a lot of communication platforms, spending big budget on this function but utilizing the appropriate communication tool for employees get involved. If you want to build brand for your company first you have to build your brand internally. After all employees are the representatives of your company, they are the brand. Internal communication comes a long way to build, it might need more time and effort to achieve the effective result as desired but the end result is always proven satisfaction, that I am sure. A combination of strong communication, teamwork and camaraderie framed within trusting relationships will help achieve remarkable results in times of large-scale change and uncertainty, writes University of Nottingham chief executive Peter Homa. And finally, in my own words, you cant communicate with your audience until your internal message is crystal clear.

Ethical issues in Monsters Inc.

Ethical issues in Monsters Inc. The movie Monsters Inc. tells us about the minor world that includes humans are living their life without any little knowledge about the other side of the world. This is the world where even a single child knows the exit and then the place is incorporates real monsters in the closet. The world of monsters is quite different from the human world. The first difference is related to the scary monsters have made the land dense with its population. Therefore, electricity which is generated through geothermal, solar, or fossil fuels etc. was produced by exploiting the power of children’s screams. The monster world is facing a severe energy crisis due to the fact that children are getting less sensitive to the scare tactics of monsters due to the productions demonstrated in games, video games, and television. Business Portrayal of Monster, Inc. The business world at Monsters Inc. is depicted basically in a positive light. The adversary in the film was not stretched out to incorporate Monsters Inc. in general however rather was depicted as character blemishes in the identities of two monsters. At Monsters Inc., representatives are reasonably joyful. This is portrayed throughout the morning get-together where representatives cheerfully welcome one another and also talks in an energized way about the other days work. There are sufficient precautions set up to ensure the wellbeing of the workers. For example, the Child Detection Agency (CDA) is a SWAT-like group that assembles at whatever point there is a reported locating of human world items like toys, attire, or real youngsters, spanning the dimensional crevice and entering the world of monsters. Human articles or kids are considered to a great degree lethal and perilous (Anderson, 2001). The CDA is in charge of catching all unworldly protests and detoxifying all beasts that have come into contact with such objects. Furthermore, due to the mechanical supplies used to bring kids doors to the monster world, employees are obliged to wear hard caps for assurance if there should be an occurrence of the malfunctioning of an equipment. The last case displayed to depict the business world as positive is that of the satisfactory break structure and work plan. Workers work throughout ordinary daytime business hours, are given time off for lunch breaks, and are left at their recreation to appreciate evening exercises, for example, participating in dates, going out to supper, or for the relaxation at home. Ethical considerations and policies Ethical Issue # 1 The first ethical issue that is observed in this particular film is related to the generation of energy at Monster, Inc. Just like humans, monster enjoy utilizing electricity at their houses for various uses like watching televisions and to power lights. But the only difference that is found in this scenario is that in the human world the generation of power is carried out through deforestation and coal mining where deforestation has dangerous and devastating after effects on species that live in that particular area. The monster world generates power through the after effects of screams of children. However, it can be said that this is one of the serious concerns for disturbing the emotional condition of children while being unethical to them. Many other ways of doing so can be discovered and the Research and Development team is the one to do so. Their motto, ‘’we scare because we care’’ can be seen as they really care for the audience but they are doing t hem for their own self-interest. This is what also witnessed in the human world as well. This is specifically related to the corporate social responsibility. The utilitarianism approach should be adopted here which states that there is a dire need to maximize usefulness and eradicate any sort of misuse that damages or expose an unethical behavior and attitude towards the public. According to me, the employees in the RD department should be encouraged to find out some new improved ways to generate power without being unfavorable to the children and public. The issue was resolved through the discovery that laughter generates more power than the current scream tactic. This was found when a human child named as Boo slips through the door opened up by the monster Sully. Sully has already brought Boo home and so, he is not in any sort of trouble due to the fact that the employers of Monster Inc. had created some sort of panic in the mind of employees that children are extremely toxic to t hem. When Boo laughs, there was a great surge of power at his home. So, this shows that employees can also be encouraged to discover new ways to continue the business in an appropriate and ethical manner. If the company promotes employee voice of concern then employees can voice their views in this regard Ethical Issue # 2 The culture of fear introduced by the head of the company, Mr. Waternoose by discovering the Child Detection Agency in order to remove toxicity caused by the children. However, this was not the case at all. The head of this particular company was preventing the employees from forming any sort of associatio (Cahill, 2010)ns with the children. The head of the company is not following the Teleological theory of ethics as he does not focus much on the consequences of his actions which are totally unethical . The employees are always in a state of fear and anxiety as soon as they learn about the children being close to them but they are not toxic at all because of the fact that when the child enters Mr. Waternoose’s sight, he picked him up. The culture of the company emulated by the attitude of the employees was getting disturbed by this particular scenario. Mr. Waternoose should have thought about its employees for not creating any sort of instability in the work environment throu gh the creation of this culture. It is always necessary to maintain the culture of any particular company in order to make an organization a great workplace for its employees. More than that, after watching this film, the employees should be trained to not act accordingly as long as they have not witnessed the same thing in general. Only then, they can persuade themselves to believe and act accordingly. In this case, the employees haven’t experienced any sort of toxicity until they found out themselves due to the floating toys from human world to the monster world. Ethical Issue # 3 Mr. Waternoose values company first which is a good thing to maximize profit but it should be done in an ethical manner. This is already proved by the excerpts that Mr. Waternoose comments on the well-being of his company by saying that this company has been in his family for three generations and that he would do anything to maintain the continuity of his business. However, the CEO was recorded to have said that he will kidnap a thousand children before letting his company die and that he will not tolerate anyone if anyone comes in his way. This gives us an unethical approach towards the adoption of scare tactics because it was sole responsibility of his company to generate electricity and it can also be considered as an act of self-interest as the CEO can use the same tactic for his personal home use. Other Ethical Issues The other more minor moral issues depicted incorporated the violation of business strategies in light of the fact that you were asked by a companion or sentimental interest as seen by the various workers that damage the approach in regards to the harmfulness of youngsters when asked by the loveable creature Sully. An alternate business moral issue introduced was the real trick of the inconvenient impacts of innovative research and developmental initiatives that led to the astray causing detrimental effects to research subjects. In the film, the two misguided creatures were the CEO and Randall. Together these workers occupied with exploration amazingly risky to youngsters, however felt their activities were supported due to the severity of energy crisis. Conclusion The film Monsters, Inc. is focused around an electric organization in the monstrous world. The organization, Monsters, Inc. produces power for their city through screams of youngsters and refining the shouts into clean vitality to run the city. Also like any organization in any sort of world, beast or human, things need to run easily. Numerous things need to fall into spot for an organization or business to get fruitful and acquire gainfulness. Certain assets need to be utilized, human assets need to be given careful consideration to, and an aggressive environment is required for an organization to run quick and proficient. The four separate elements of generation the shouts as common assets, the processing plant and refineries as capital, the scaring and different laborers as work, and Mr. Waternoose as the ambitious person who began the organization. Monster, Inc. transforms clean energy from the shouts of little kids for all of Monstropolis and its monsters. The treatment of any organizations human assets incredibly influences its benefit, which is the reason it is something that needs to be given careful consideration to. In the event that an organization disregards their laborers, the workers may feel ignored and rebel against the employers. An effective productivity of the organization enormously lessened reflecting the breach of human code of conduct and whole scare floors must be closed down, and in view of this the motivation and encourage to work in such an environment lessened due to the reduction in their morale. The most productive use of natural resource is laughter of children. At the point when boo got away through her wardrobe into Monstropolis Mike and Sully needed to conceal her from the CDA. To keep boo from hollering, Mike needed to make her laugh, however when she did giggle, the power would go haywire and things would short out. The thought of competition is communicated all through the film by staying informed of the amount of scare points handled by every monster, and each creature needed to have the highest scare points in light of the fact that they then would get prevalent around the monstrous world. References Anderson, D. K. (Producer), Doctor, P. (Director). (2001). Monstern, Inc [Motion Picture]. Cahill, L. S. (2010). TELEOLOGY AND UTILITARIANISM ETHICS. Retrieved from http://www.ts.mu.edu/readers/content/pdf/42/42.4/42.4.4.pdf

Customer Satisfaction with Self Service Checkout

Customer Satisfaction with Self Service Checkout Chapter 2 This chapter explains about the possible literature review about the self service checkout system and its operation in relation with customer satisfaction and retention. It will introduce you to some of the theories about the self service technology, customer satisfaction and retention. At the end, you will find the critical review of this literature review and possible arguments and recommendations. Literature Review As companies/supermarkets have race to introduced technology that enables the customers to get service on their own (Bitner, M. Amy, L. Ostrom and Matthew, L. 2002). Growing number of customers interacted with the technology to create service outcomes instead with a service firm employee (Matthew, L. Amy, L. Ostrom, Robert, I. And Bitner, M. July 2000). The overall affect model is based on the consumers feelings toward the use of technology (Pratibha A. and Dabholkar 1996). The Supermarkets which introduce self-service checkout systems wish to gain rapid acceptance and usage of these technologies by potential consumers. (Jungki, L. and Allaway, A. 2002) According to Merriam-Websters Dictionary (2008), Innovation is â€Å"a new idea, method or device, or the introduction of something new.†Drejer (2002) argues that innovation is more than just invention, that idea cannot be innovative as a pure, it must be put in practice and be commercialized; otherwise it is too earlier to speak of innovation. Blackmon (1996) provide us with the best summary for a context of this research: â€Å"†¦ technological change is used to describe changes in knowledge that increase the volume of output or allow a qualitatively superior output from a given amount of resources †¦ and thus in driving organizational evolution †¦Ã¢â‚¬  The sales profit is a simple conceptual framework chain to linking with the employee satisfaction as well as customer satisfaction and financial performance. This sales profit chain is the relationships between employee and customer satisfaction (Gary, W. and Loveman, 1998). The benefit of the customer reten tion and satisfaction has been characterized by using the repurchase intention or a factor score of quite a few measures repurchase goal, and price tolerance. So that the purpose to use the customers management strategy that is the based on managing both satisfaction and benefit of customer retention (Narayandas, D. 1998). Performance expectation and the actual performance have major significance in the Evaluation process, as we need to determine the dimension of product and service performance. Most customers do not switch from satisfied seller to their competitors, but, there are several factors that could affect customer behaviour to switch to different service provider such as mistake in core service failure, service encounter failures, variable prices, inconvenience, responsive to service failures, attraction by competitors, ethical behaviours and involuntary switching etc. (Hawkins, Best and Coney, 2004) Retailers need to analyze what makes a new product from the point of view by the customer if customers facing problems understanding the reason behind the introduction of new self-service checkout systems (SSC) they will not use the system. As we launch new self-service systems, we need to analyse the consumer behaviour as well. The consumer should be involved in some way or another at most stages in the introduction of self-service checkout system. Every retail or sales companies should take care of customer wants and needs (Wright, R. 2006). Consumers feel a sense of pleasure in understanding that they have found a unique store that they can, and do, frequent. This suggestion is suggested on the notion of value as a function of both worth (Oliver, 1999) and scarcity. People feel good when they find something of worth that is not easily available the feel good feeling from the ordinary and the mundane, is different from satisfaction in that it consists qualitative effects such as enjoyment and happiness. In contract, satisfaction is an evaluative judgment (Oliver, 1997) and more cognitive in nature (Howard and Sheth, 1969). Satisfaction can be defined as a cognitive evaluation resulting from the fulfilment expectations. Satisfaction is a judgment based on either a cognitive or emotional appraisal, made by the customer whether his or her expectations were met (Oliver, 1997). Positive affect is a pleasurable emotional response (Bogozzi, Gopinath, and Nyer, 1999). â€Å"If organizations want to consider total customer experience, satisfaction by itself is a weak measurement† (Barlow and Maul, 2000) As a result, when a consumer experiences more differentiation value in the store, consumer will be more likely to feel more positive responses toward the store (Holbrook and Hirschman, 1982) The literature in retailing and customer behaviour has identified commitment as ones â€Å"motivation† to keep a relationship with the retailer (Bendapudi and Berry, 1997 and Fournier, 1998).The self-service checkout system (SSC) into the service come across necessitates research to improved understand customers attitudes toward overhaul providers and technologies, and their intentions to employ technology-based facility delivery systems. In this research, the authors build up and experiment three structural models that include a pecking instruct of consumer attitudes toward together the psychological and the technological factors of the come across to better appreciate their intentions to utilize Self Service Technologies. The result indicates that intentions to exercise self-service technologies options are ambitious by manifold, hierarchical attitudes. In calculation to the direct belongings of attitudes toward exact self-service technologies and individual employees, the findings corroborate that higher direct worldwide attitudes toward service technologies pressure intentions to use self-service technologies. fascinatingly, the findings indicate that heavy self-service technologies users rely more on attitudes toward specific self-service technologies than do light self-service technologies users, who rely more heavily on universal attitudes toward self-service technologies when formative intention to utilize an self-service technologies. (James, M. Matthew, L. Meuter and Carol, F. 2003) Kano Model Analysis: The customer satisfaction model from professor Kano is a marketing and quality management approach that can be used for assessing and establishing customer satisfaction and happiness. Kano model has six categories of customer quality characteristics, but, only the first three specially relate to customer satisfaction. (Kano, 2007) These factors are: a) Basic factors b) Excitement factors c) Performance factors Basic factors The prerequisite factors that will cause dissatisfaction if they are not met, but, do not establish customer satisfaction. If they are fulfilled or cross expectations customer regard this as essential and basic factors contribute to market entrance ‘threshold Excitement factors These requirements if they are met can increase customer level satisfaction, but, if they do not meet the requirements, do not cause customer dissatisfaction. These factors come to customers as surprise and create satisfaction. A company can come out from crowd from competitors in a positive way using these factors. Performance factors These factors are concerned with the performance level. So, we can conclude that customer satisfaction is directly related to the performance level, if the performance level is high, then, customer satisfaction will be met, but, if the performance level is low, cause dissatisfaction. These factors are directly related to customer desires, wants and needs etc. So, company should try to be competitive in a market. Illustration of features or needs vs satisfaction (Adapted from Prof. Kano, 1994) Customer point of view in relation to Self Service Checkout System (SSC) Researcher forecasting about the adaptation of the self service checkout system have been gone against the past recommendation, instead, customers are using this technology more and embrace this technology with open arms. Reasons for Supermarket to adopt this technology: Customers do prefer to use their bank cards in privacy and anonymity. Queue awaiting time reduction; Need for self-service; Quick payment; Shoppers feel empowered; Retail market is shifting towards radio frequency identification which will replace the bar code. However this might be a foundation for increasing working hours, as supermarkets not depending on a cashier. Due it is not many research have been done in the UK practise might be relevant for this research and will be in future referred as a compare base. Theoretical Framework Porters competitive advantage theory is a classical and one of the foundational in business literature, however lately it was criticized by some authors (Day and Wensley, 1988 and Hunt and Morgan, 1995). Therefore some complementary concepts have been suggested. In order to reinforce research the Porters value-chain theory was complemented with the more current Value-Network model of Stabell and Fjeldstad (Stabell and Fjeldstad, 1998). Value-chain theory and the value network model are presenting the different activities of a company where value can be cond and added through SSC systems. This model allows the researchers to investigate the different activities of companies on which the implementation of technology-based self-service as an innovation can have an effect. Theoretical Framework Implication In order to fully understand the impact of introducing Self Service Checkout system (SSC) in ASDA supermarkets it is necessary to look into: role and importance of innovation in a business context, product life cycle connected to SSC; competitive advantage theory and complementary concepts, value chain theory, and finally the importance of customer relationship management in the ‘new self-service economy. Innovation Before we are going to analyze stage it is important to understand what innovation in business context is. The full understanding can be obtained through definition of the term. According to Merriam-Websters Dictionary (2008), Innovation is â€Å"a new idea, method or device, or the introduction of something new.† Drejer (2002) argues that â€Å"innovation is more than just invention, that idea cannot be innovative as a pure, it must be put in practice and be commercialized; otherwise it is too earlier to speak of innovation†. Blackmon (1996) provide us with the best summary for a context of this research: â€Å"†¦ technological change is used to describe changes in knowledge that increase the volume of output or allow a qualitatively superior output from a given amount of resources †¦ and thus in driving organizational evolution †¦Ã¢â‚¬  In the following relation, the innovation in a business context is a product, device, service, programme, service provider, or methods of services delivery that are new, unusual, or in other ways different from those previously used and positively reflects in overall output of the organization in form of added value directly to the organization or its customers. In the case of this research, innovation in form of SSC brings changes into service delivery. In order to understand the impact of the innovation it is necessary to understand to which area of service delivery it related. Dabholkar (2003) made a classification of technology in service delivery with three dimensions. †¢ â€Å"By whom the service is delivered and who operates the technology†. †¢ â€Å"Where the service is delivered (at the shop or in customers home); and how the service is delivered†. Depending on which category the service belongs to different factors will affect the customers evaluation of the service quality. This classification can be useful in guiding companies in the development of their marketing strategies when implementing SSC systems. Table At service site At customers place Direct contact Customer goes to service site and performs service using technology at service site. E.g. ATM, self-service at retail checkouts. Customer uses technology from home/office to perform service. E.g. internet shopping. Indirect contact Customer goes to service site and uses automated telephone system to perform service. E.g. automated wake-up calls at Hotels. Customer calls automated telephone service from home/office to perform service. E.g. automated ticket-ordering over telephone. Source: Dabholkar, 1994 in Anselmsson, 2001, page 13. Shadowed cell is the relevant technology for this research. Using this type of SSC, the customer goes to the service site and performs the service by using the technology provided at the service site. This implies a greater importance and wider range of quality issues in the interactive marketing function of the organisation. Product/service life Cycle In a business context everything is going through different level, stages of performance. It is similar to the any life development. From the cell of life to the maturity and death, the products are repeating same way from idea to implementation and ultimately death. Particularly in our case the service as well as product must be planned and introduce to employees, customers and eventually be accepted by them. It is crucial for the managers to adjust and control its performance while it goes through different stages. The effect respectively will be also different on different stages. Therefore, considering the life cycle of SSC systems is important when investigating the effects on company competitiveness. The product life cycle tend to go through the five stages of products: †¢ Service/product development; †¢ Market introduction; †¢ Growth stage; †¢ Mature stage; †¢ Stage of decline. Each stage is different in effectiveness of the product, expenses, revenue, etc. The first stage usually money intensive as there is no sales revenue and all expenses are covered by different organizations activities, in our case no effectiveness gain from reducing cost of operation. Stage two is quite expensive in our case as technological cost is very high. The purchase of the machineries and shops infrastructure adjustments to accommodate it are required. Moreover the staff and customers trainings and special promotions materials must be prepared. The third stage is continuous use of SSC by customers and therefore operational cost reduction becomes positive revenue, which might cover the marketing expenses. The fourth stage is characterised by very low costs of operation as number of customers who is using it increased. The final stage might come as soon as more efficient and productive technology will arrive and current become outdated. (Day, 1981) The progression of a product through these stages is not certain however. Some products may stay in the mature stage forever, for example commodities such as milk, others might not even rich stage of maturity. These products go through their life cycle as marketers â€Å"marketing mix† strategies change. For example, advertising is informative stage of the introduction, maturity stages, winning in the growth and in the decline stage reminder-oriented. In the early stages the promotional budget tends to be highest, and as the product gradually taper off matures and decline. Product characteristics, pricing, distribution also tend to change. (Day, 1981) The concept of product life cycle, applied to Self Service Checkout System (SSC) innovations, has also been introduced as an important concept that also contributes to affecting competitiveness. The Value-Chain Porters value chain framework today still is the ‘accepted language for representing and analyzing the logic of firm-level value creation, and is also a framework for analyzing firm-level competitive strengths and weaknesses. In value chain analysis â€Å"competitive advantage is understood by these discrete activities of the value creation process that contribute to the firms relation cost place and produce a basis for segregation. These activities are the ‘building blocks from which a product or process is created that is valuable to the firms customers. The different activities have different economics and thus contribute differently to the valuable characteristics of the product or process†. The value creating activities in Porters model are divided in two levels. â€Å"Primary activities consist of directly interact to create and bring value to the customer, while support activities facilitate and develop the performance of the primary activities†. The primary activity level consists of five actions: inbound logistics, operations, outbound logistics, promotion and sales and service. The maintain actions are procurement, technology growth, human supply management, and firm infrastructure. It is important to note that the different activity categories are not the same as organizational functions. Using the value chain for analysis, â€Å"costs and assets are assigned to the value activities as a first step, and are further analyzed as â€Å"structural drivers† related to the scale and scope of the firm, linkages across activities, and environmental factors. Cost and value drivers are usually analyzed separately. Moreover, drivers are partly related to internal relationships, partly to external factors, and partly to relationships between internal and external factors as well. The main drivers of value are policy decisions made by product and segment choices when the firm is established or repositioned†. (Stabell and Fjeldstad, 1998) According to Porter, â€Å"the value-creating logic of his value chain with its generic activity categories is valid for firms in all industries. However, he further states that the specific activities that are vital to a firms competitive advantage depend on which industry the firm operates†. (Porter, 1985, 1990) Stabell and Fjeldstad (1998) however have investigated the application of the value chain model to a variety of industries and have experienced problems in applying the value chain frame work to more than two-dozen firms. They have found that the value chain is suitable for describing and understanding the value creation logic of manufacturing firms, but that it proves problematic when analyzing activities in service industry firms. They argue that â€Å"problems arise from difficulty to assign and analyze activities in terms of the five generic primary value chain categories proposed by Porter, leading to unclear explanations of value creation†. Therefore, Stabell and Fjeldstad (1998) suggest that â€Å"the value chain can be considered as one of three generic value configurations to facilitate the understanding and analysis of firm-level value-creation logic for a broad range of industries and firms†. The additional two value models besides the value-chain are the value network and the value shop. The importance shop model applies to firms where price is created by â€Å"mobilizing income and performance to resolve an exacting customer difficulty†, for example professional service firms dealing with medicine, law, architecture and engineering. The value network model refers to firms that generate cost by â€Å"facilitating an organization relationship among their customers using a mediator technology†. Stabell and Fjeldstad (1998) also propose alternative presentation formats for both models that represent their unique value creation logic. For the purpose of this research both Porters value chain and Stabell and Fjeldstads value network is of importance. Although Stabell and Fjeldstad state that according to their findings the value chain is mostly useful for manufacturing firms, for our investigation of supermarkets ‘traditional operations, the value chain is most fitting, with one small alteration. However, in also considering the introduction of a new type of service offering through technology-based self-service checkouts, it is found necessary to complement the value chain model with the value network model in order to be able to capture the value adding activities of SSC. The combination of the different value-creating logics, as suggested for this research, has also been proposed by Norman and Ramirez (1993). Since the main purpose of the research is to investigate the effects of SSC in supermarkets, the value network is of central importance, which is discussed in further detail below. The Value Network â€Å"Value networks use a ‘mediating technology to link clients and customers who wish to be interdependent.† According to Stabell and Fjeldstad (1998), â€Å"the firm provides a networking service through the mediating technology and thus facilitates exchange relationships among customers distributed in space and time†. For the consideration of SSC, the value network idea is modified to mean that the firm is the network itself, linking its customers not to each other but to the firm itself, facilitating a more interdependent exchange relationship between the firm and its customers. Customer Satisfaction â€Å"To measure the customer satisfaction of how your organisation`s `total product` performs in relation to a set of customer requirements.† (Gower, 1999) If you like to measure the customer satisfaction of the customers and you need direction exactly what you are measuring. Understanding the concept of customer satisfaction is very easy and can be done by assuming yourself as a customer in a supermarket. Satisfaction is simple. If you get what you wanted and your requirements are met, you are satisfied. The starting point of a customer satisfaction management is to set the objectives. There are different customer satisfaction objectives that can be set. * Customers` requirements (important ratings) * Customer satisfaction (Satisfaction ratings) * Comparison with other organizations * PFIs (priorities for improvement) * Customer satisfaction index * A track able measure of satisfaction * The internal perspective Firstly, you should identify customers` requirements and there are many things customers want and need but we need to identify most relative of customer requirements. Secondly, you must measure customer satisfaction. Organisational performance is directly related to customer satisfaction and list of customers` requirements. Thirdly, if you could go a bit further to analyse the customers` requirements as compared to other same organisations. (In our example `supermarket`) This will give you the opportunity to get the benchmarking. By using benchmarking, you could analyse the requirements of your supermarket customers` as satisfied or not satisfied. Fourthly, after getting the customers` satisfaction measures, you can use these measures to produce some survey outcomes and the first of that step is to identify the PFIs (Priorities for improvement) Fifth, you will need to measure the overall customers` satisfaction. We call it a satisfaction index and it will indicate us to monitor progress from the one year to the next for the overall customers` satisfaction. Finally, customers` satisfaction survey has to be done inside the supermarket to know about the understanding of employees about their customers` requirements. It will help any supermarket to indentify that if their employees know about their customers` requirements and can indentify gaps. An internal survey can also be used to help the management to make the decision making process and strategic management. (Gower, 1999) Achieving Customer Satisfaction: â€Å"Customer satisfaction is measured frequently. Sampling is extensive. Surveys are quantitative as well as qualitative. The measures are taken very seriously. They are reviewed unfailingly by Top management: the development of such measures is taken very seriously as the development of budgetary measures or product reliability measures. Evaluation of people in all functions at all levels is significantly affected by the satisfaction measures†. (Tom Peter, a Passion for Excellence) Customer delight seems very credible people say things like: In today`s competitive markets customer satisfaction is no longer enough; you have to delight the customers, give them something they did not expect to keep their business. In customer satisfaction, the link between customer loyalty, customer retention and profitability can make get better customer satisfaction. It has been shown that customer retention can boost profit of the supermarket as it is very easy to keep the existing customers than getting new customers. After getting the trend data and established the satisfaction- loyalty ratio in your market for your organisation, you make some models. Some companies now have `business performance models` based on their customer satisfaction management survey results that have quantified the exact links between customer satisfaction, customer loyalty, sales and profit. They know that how much one percent improvement in customer satisfaction will improve loyalty how much that contributes to profits. Precisely, this is a very powerful forecasting tool. Customer Satisfaction and the Performance: Customer satisfaction can be defined as more loyal customer and it involves emotional and complicated process. Every customer has certain level of product or service expectation and desire. If customer expectation level increased as a result of using that product or service, then, customer experiences satisfaction. (Simon Homburg 1998, Page 44) However, â€Å"Satisfaction has also recently been described as the emotional reaction to this cognitively defined process of comparison†. (Homburg and Rudolph 1995, page 31) In this context, customer experiences that the outcome of the process of comparison will not always give the correct result about the expected satisfaction outcome and actual level of satisfaction outcome. Instead, direct effect of these outcomes or satisfaction levels also interacts with satisfaction. (Bolton et al. 1991 page 376) The customer satisfaction has been in research for long time, mostly research and investigation has been done on the customer satisfaction, but, not on the customer retention. It is the experience and attitude of the employee in closest contact with customers that customers are satisfied, loyal and customer retention has been achieved. The Satisfaction is an â€Å"a overall attitude of customer towards the service provider† (Levesque and McDougall, 1996) The companies are more successful, later research has showed if they adopt customer retention rather than customer satisfaction. (Knox, 1998) Customer satisfaction brings many benefits. Satisfied customers are fewer prices sensitive; they purchase more items, not go to competitors and stay longer. (Zineldin, 2000) Customer satisfaction is directly related with the customer complaint process management. If customer complains more, then, it increases more customer satisfaction. Customer complains about the product or service he/she receives, then, supermarket can achieve more customer satisfaction (Johnston, 2001) â€Å"The product innovations, staff service, price, convenience and business profile are all determinants of customer satisfaction†. (Athanassopoulos, 2000) Later, Bejou et al. (1998) propose that â€Å"customer satisfaction can be enhanced through relationships, provided they are developed and managed to the customer`s satisfaction† Customer retention is not directly related with the customer satisfaction. Sometime customer do not change service provider because of the alternative circumstances, but, customer satisfaction level remain the same. Sometime customers do not have any choice to change their service provider, so, they stick with their existing provider. Hallowell (1996) argues that customer satisfaction cannot produce life time customer loyalty even though customer satisfaction has been increased, but, retention can be related with customer satisfaction. Retention can be understandable as â€Å"to do business or exchange a commitment to continue with a particular company on an ongoing basis†. (Zineldin, 2000) Retaining old customers are easy and cheap to keep as compared to the new customers because they are more loyal and less price sensitive. They keep their loyalty to their existing service provider and do not change their loyalty to the new service provider. It increases customer retention, satisfaction, lower price sensitivity, higher market share, higher productivity and higher efficiencies. (Reichheld, 1995) The authors suggest that in order to retain customers, companies should always change and developing their product and services to meet the ever changing needs of customers. â€Å"The concept of acquiring, developing and retaining customers from a cognitive and affective perspective†, they provide examples of how cognitive and affects are used to increase retention. (Desai and Mahajan, 1998) â€Å"Customer satisfaction is a direct determining factor in customer loyalty, which, in turn, is a main presentation of customer retention†. (Gerpott et al., 2001) Customer satisfaction can be achieved by customer retention. Customer complaint process can boost the stage of customer satisfaction that result in customer retention. Employee perspective is also very important with relation of the customers. Individual relationship with the customer can boost the level of customer satisfaction. It is direct related with the mental theories of customer and employee perspectives. Managers should be aware of customer wants and needs as well as employee mental perspective. Different employees keep different level of relationship with the customers that could affect the customer satisfaction and retention level. Therefore, Managers must keep eye into employee/customer relationship and set realistic goals to achieve. (Spreng et al, 1995) Customer Retention Customer retention is directly linked with the customer satisfaction. The framework guide managers to decide which part of customer satisfaction has more collision, which part of customer satisfaction needs to be improve and make strategies to retain existing customers. An individual level model of loyalty and customer retention has been developed, that can be used to predict effects of service level improvement at supermarket. â€Å"Customer satisfaction has been changed recently from transactional marketing to relationship marketing†. (Grà ¶nroos, Sheth and Parvatiyar, 1994) â€Å"To all marketing activities directed toward establishing, developing, and maintaining successful relational exchanges† (Morgan and Hunt, 1994) â€Å"Customer satisfaction has been treated as essential instrument for the customer retention has gained significant importance in relational marketing approaches†. (Rust and Zahorik, 1993) Kotler sums this up when he states: â€Å"The key to customer retention is customer satisfaction† (Kotler, 1994) â€Å"The assumption that satisfaction/dissatisfaction meaningfully influences repurchase behaviour underlies most of the research in this area of inquiry†. (Bloemer and Poiesz, 1989) It is the continued repeat shopping with the supermarket, when c