If You Only Read One Social Media Article This Year…

If you only read one social media article this year??¦ let it be a strategic wellspring At present, it??™s fairly safe to say that almost everyone is at least aware of social media. Hopefully, most dealerships are aware of why it??™s important to have a strong presence on the internet, no matter which platform you use: The Pew Research Center itself has revealed the startling statistics of every age group as they flock to the internet instead of the traditional methods of television, newspaper and radio for information. Today, with the rise of inbound marketing, dealerships have a choice ??“ ???Budget vs. Brains,??? as HubSpot calls it. The genre of social media is almost defined by Facebook and Twitter, with over 750 million users between them ??“ and they??™re both free to use. That??™s not to say that these are the only platforms to be used; according to the Top 50 Brands in Social Media, what matters most is knowing how to best use the platform you choose. As previously mentioned, Facebook is wellknown as the ???biggest kid on the block??? when it comes to social networking platforms, but what isn??™t yet common knowledge is that Facebook has cleverly evolved into more than static pictures and status updates. It??™s now one of the most powerful inbound marketing tools, and if used correctly, it can literally expand your brand presence as a secondary website. In fact, many of the most expert marketers argue that a social media presence can, and in some cases should, come before a brand??™s own website. Why Because your customer base is now more likely to seek out information about your brand on Facebook, as they won??™t have to leave the platform to find what they want. With Facebook now equipped to provide you with calls to action, strong geo-targeting and exclusive deals for your customers, mobile marketing and even a paid-search platform that??™s showing a higher ROI and lower cost than Google??™s AdWords, it??™s time to call your Strategic Account Manager and start using brains instead of budget: One Minneapolis photographer touts his success, now as one of the busiest photographers in the Twin Cities: o ???With Google AdWords, it could cost about $8 per click to be listed on the top of the page??¦ But with Facebook, I can limit my ads exclusively to customers I want to target for about 70 to 90 cents per click.??? With Google AdWords, your competition can click on your ads, driving up your cost without delivering results. With Facebook Ads campaigns, you can target not only your geographic area, but more importantly the ?

demographics and lifestyles of your prospective customers more specifically than ever before. If you??™re not ready to start a paid campaign, there??™s more opportunity than ever in the basics: ? Your profile picture (aka ???avatar???) is actually 534×374 pixels of valuable real estate; don??™t just tell them who you are, include why they should be following you ? The photostrip at the top of your page is the perfect place to promote your most important products or marketing messages, as those thumbnail images are actually miniature landing pages that are SEOoptimizable with calls to action! ? Every status update is a chance to engage your audience; adhere to the 80/20 rule! o Overall, your Facebook page should be treated as a social gathering; if you walk in the room and speak of nothing but sales (???conversional??? messages), you??™ll soon find yourself alone. Statistically speaking, you can post twice as many ???conversional??? messages and get only ? the number of conversions than if you posted half as many updates that were mostly conversational. Aim for at least 80% of your posts to be conversation, not sales pitches or product information. ? Every piece of research at present shows that women not only spend more time online, they??™re making over 53% of automotive and electronic purchases; be sure your messages are engaging, not alienating, half of your target market: o Women are busier than ever, between career and family responsibilities ??“ grab their attention with tips on saving time and money, and they??™re more likely to view your product as a solution, not a sale o Get personal, tell a story, comment on or link to local newsworthy stories??¦ again, approaching your Facebook page as a social gathering captures everyone??™s attention ??“ and keeps it. Is it paying off Social media metrics were once a mystery; after evolving into a rough science, Facebook itself is offering a simple, direct method for ???insights??? ??“ Facebook??™s moniker for ???metrics.??? See who??™s following you and how they??™re interacting with you ??“ right down to their demographics and greatest points of interest. This is sometimes referred to as ???social sigma marketing;??? if you??™re not using the feedback to better your own interactions, you??™re wasting a golden opportunity. The beauty of it all Unless you opt for a well-targeted paid campaign, all of this prospective benefit won??™t take a cent from your marketing budget??¦ just some well-though action and a more strategic use of the time you??™re already spending.

Customer Service and Why Is It so Important

I would like to do my survey/project on the department for community based services and the whether or not the client has decent customer service while in the building. How does an actual customer to worker relationship work What are the dynamics behind customer service and why is it so important to meet the needs and wants of the individual/customer. How dose Kentucky??™s hands on approach differ from that of Florida which has a completely automated system for all of their community based services. The only automated service that Kentucky offers is unemployment and calling in your bi-weekly check. I would start the survey with some of the basic questions like asking the client their age, monthly income before taxes, house hold size composition, highest level of income, are they interested in furthering their education as well as their overall satisfaction of the offices customer service from the time they step in the door to the time they leave my office (all in brackets for easier statistics). The above basic questions would allow the researcher to best determine the different statistics that the office is dealing with on a normal basis. I know as a worker I personally all ages of life walk through the lobby and in to my office, ranging from single teenage mothers asking for help with their diapers and formula to the elderly who are looking to supplement their monthly social security check.
One of my main questions I would like to ask is; do you feel that your case is dealt with like a number or an individual Many time a day I over hear clients in the lobby talking to one another about how they do not like their case worker because he/she never returnes their calls or never takes care of case changes; or the worst of all they discontinue their case for little not know reason. What the clients do not know is the massive amount of training that is done in order to do just one program in the Department for Community Based Service (DCBS). Food stamp training alone is a five to six week training on just how to use the program that is not face to face contact with clients. Once out of training you must learn to ???sniff out LieBags as we call them??? some clients can tell when a worker is new and thinks they can take advantage of their stupidity.
Do you feel that your case is taken care of with compassion or for fear of losing a paycheck Many clients also feel like they are a number and or even cattle ready for auction. I have had many clients when I first started taking food stamp applications say that I did not care about them and/or had no compassion for them and their situation. Clients think that case workers make big money and have no clue what it is like to be on the other side of the desk and I do know how they are feeling. My husband and I were both fired at the same time and were stressing about how we were going to eat let alone pay bills. So until our unemployment kicked in we applied and received a month and a half of food stamps, when we called and activated our card and had over four hundred dollars to spend on food. I had no clue what to do/buy with that much money I had never budgeted that much a month for food, I was use to under a hundred and fifty dollars a month for food and drinks. I will tell my clients that I can relate to them and tell them that I too have been on food stamps and know what they are going through when previous workers lose their verifications or fail to keep their clients happy instead of just worring about how they are going to spend their next pay check. I want to know the statistics and whether or not our clients have decent customer service while they are in our office to apply for public assistance.

Community Based Services: Food Benefits http://chfs.ky.gov/dcbs/dfs/foodstampsebt.htm#stamps June 3, 2010
If customers are important to your organization??¦then ???Customer First??™ is for you.
http://www.callcentre-expo.co.uk/ExhibitorLibrary/169/IfCustomersare ImportanttoyourOrganisation2.pdf . June 1, 2010.
Philibert, B. (2007). Applied Project Custom Text. The McGraw-Hill Companies

If You Dont Know, Now You Know

Christopher George Latore Wallace, better known as the rapper the Notorious B.I.G, was born on May 21, 1972 in Brooklyn, New York. He was raised by a single parent, his mother Voletta Wallace, in Brooklyn??™s Bedford Stuyvesant. As he was growing up, he was distraught between two directions he could potentially take to steer his life the way he wanted. On one hand, he dreamed of being a graphic artist and was an honour student to fulfill those dreams. On the other hand, there was a lot of peer pressure from the neighbourhood he lived in, for young men from that area were known for being junior outlaws. As he grew up in this area of BedStuy, he became known as ???Big Chris??? and he found himself holding down the corner of his neighbourhoods block. However, he wasn??™t just known on the block for having a prolific dice game, he was also known for his rhyming abilities.

He recorded a mix tape in 1989 with a DJ called Mister Cee, who later submitted the tape to The Source Magazine for their ???Unsigned Hype??? competition. This competition was to see which up and coming rappers there were out in the streets, who actually had the talent and skill to become something in the rap industry. Big Chris??™ tape won the challenge and this is where his jumpstart to stardom would begin. After winning, the magazine forwarded his tape to the founder and CEO of Bad Boy Records, Sean ???P.Diddy??? Combs, who at the time, was looking for a new hardcore rapper that he could put as the face of the record company. Within weeks of signing Biggie, he was immediately put to work. He was put on re-mixes with R&B legend, Mary J. Blige, and other rappers such as Super Cat and Neneh Cherry. As the years went on Christopher Wallace had merely stirred a buzz with his rapping abilities, with his first album ???Ready to Die??? set to debut in 1994. The anticipation for this album was electric. Ready to Die had attributes that the hip hop world had not come across as of yet. It was a first person autobiographical narrative album that included superior writing styles, relentless delivery of the words and lines, with cinematic style that plain and simply, changed hip hop entirely.

The album was an overwhelming success as its first single, ???Juicy??? went gold within weekend and by the end of the year, the album went triple platinum. Ready to Die continued to gain popularity throughout 1995 as well, eventually selling over two million copies. With its clear cut success, Notorious B.I.G became the most visible icon in hip hop. He had the perfect mix of rap materialism as well as a realistic look to life on the streets that most people could relate to back in those days. Spreading love the Brooklyn way, Christopher brought in long time friends Lil??™ Kim and Lil??™ Cease into the spotlight, creating the group Junior M.A.F.I.A. The crew??™s debut album in 1995 ???Conspiracy??? went gold and Lil??™ Kim??™s follow up solo album, ???Hardcore??? released in 1996, went platinum. Biggie won three awards at the 1995 Source Music Awards ceremony, including Best New Artist. At that year??™s Billboard Music Awards, his single ???Big Poppa??? was named Single of the Year and in 1997 his second acclaimed album, Life After Death won Billboard??™s ???R and B Album of the Year???.

New York embraced him as if he were mayor and Brooklyn treated Biggie like an ambassador. His success reached beyond the tri-state area, bridging regional gaps and unifying hip hop audiences across the country. Biggie had been influenced by rappers such as Kool G Rap, NWA, Too Short and Slick Rick. This gave him national appeal and more importantly, his stores and literal guides to understanding his generation through his songs, were left unnoticed and almost universal. Biggies success changed his own life irreversibly, but it was not without a price. By the time he began work on his second landmark album, Life After Death, he had learned hard lessons about success, fame, notoriety, and greed. His second project was said to be the most important album of his career, the album in which he put the most heart and soul into. It was a 24-song double disc collection that was breathtaking in its entirety. It had a surplus amount of producers that ranged from legends such as P.Diddy, RZA (who was the producer and founder of the Wu-Tang Clan) and DJ Premier. The album established Biggie as one of the greatest MC??™s ever. The album was released mere weeks after his tragic death, but the album provided a way for his mourning fans to celebrate their beloved Biggie??™s life. Life After Death debuted at #1, breaking records for the first week sales and remained on the charts for months. Spin Magazine named him the Artist of the Year and he topped critics??™ lists worldwide for Album of the Year.

Early on the morning of March 9th, Notorious B.I.G was returning to his hotel in Los Angeles after a Soul Train Award party when another car pulled up beside his G.M.C Suburban in front of the Peterson Automobile Museum and opened four gunshot??™s through the side door where Biggie was seated and it left the world wide loved rapper unconscious and tragically dying as he was rushed to a near by hospital. Biggie??™s death was a vicious shock to the entire music industry and sent shock waves around the world. The Notorious B.I.G.??™s public funeral, however, was anything bus peaceful. Thousands flooded in his Brooklyn neighbourhood to catch a glimpse of his hearse, jumping on cars and clashing with the police; ten people were arrested. A private funeral held earlier was more cordial, with Queen Latifah and members of Public Enemy and Naughty by Nature in attendance. The casket was open from the waist up and the rapper had bee fitted into a double breasted white suit and matching hat.

Many people paid homage to the Notorious B.I.G. especially his own label mates who dedicated and released the mournful song ???I??™ll Be Missing You??? as their gratitude and respect??™s to Biggie??™s short but very prosperous life. The single itself went onto sell more then three million copies and funds from the single went to charities he left behind. When clubs and concert??™s feature Biggie, he always blew up the show with his lyrical tales of his life experiences and voyages into the realms of stardom and fame. Biggie said in an interview that his major role models while growing up in the streets of New York were the local drug dealers of the block and added that they gave him a view of what life was about on the streets.

Christopher Wallace was undoubtedly one of the greatest rappers of all time and is a legend in his own right. Still today, many want to learn more about the late great rapper as many remember what he accomplished as well as gained in his very young, bright, successful career. Notorious B.I.G might be physically gone but spiritually he will always be alive through his works that are still showcased today. The murder investigation of Christopher Wallace is still active to this day but there still have been no arrests in the murder case. Nevertheless he was larger than life itself, and will always be known as one of the greatest rappers to ever step foot on this planet.

Customer Satisfaction Surveys

Customer Satisfaction Surveys
The Impact of the Surveys on Business Profit & Operations
Debbie Jacinto
BUS 308
Laura Cella
February 27, 2011

Customer Satisfaction Surveys
The Impact of the Surveys on Business Profit & Operations
As a consumer, most of us have been exposed to a Customer Satisfaction Survey. We either receive a questionnaire in the mail, or receive a phone call as a result of a product that we have purchased or a service that we have utilized. What most of us do not realize; however, is exactly what data is compiled from this survey and what it means to the business entity that receives it. This essay will stress the importance of the data contained in these surveys and how various business and governmental entities utilize this data to improve performance and implement changes in their daily operations.
Imagine that you are the owner of a company. It is obvious that you would want to provide excellent service to your customers; after all, a happy customer is bound to return and tell their friends, family, and co-workers what a great place your company is. Just how do you go about determining if your business is meeting the needs of your customers One obvious determination factor would be the number of customer complaints that you receive. However, consider the possibility that dissatisfied customers may not contact you with their complaints and simply discontinue doing business with your company. The best way to determine if your business is achieving a high level of customer satisfaction is by conducting a survey.
Customer satisfaction levels have a direct influence on the profitability of a business. Repeat customer business, as well as ???word of mouth??? to increase your customer base are two important factors in any business entity??™s bottom line profit margin. In an article in the Journal of Marketing (2007), authors Xueming Luo and Christian Homburg explain one way that customer satisfaction can affect a company??™s profit. Their report states:
Hypotheses Development
Can Customer Satisfaction Affect Future Advertising and Promotion
We first address the suggested effects of customer satisfaction on advertising and promotion efficiency. We define the dependent variable, advertising and promotion efficiency, as the optimized conversion ration of a firm??™s marketing costs (advertising and promotion investments) to its sales performance, or the
firm??™s deployment ability to convert marketing communications costs into
results (Bucklin 1978; Luo and Donthu 2006; Vorhies and Morgan (2003). It
is a measure of a firm??™s marketing productivity (Rust et al. 2004) and an important marketing dashboard metric.
We expect that customer satisfaction induces behaviors (free advertising, loyalty, willingness to pay) that should help the firm become more efficient in its future communication activities. For example, better customer satisfaction can lead to positive word-of-mouth communication, which is free advertising for the firm (see Brown et al. 2005; Ranaweera and Prabhu 2003; Szymanski and Henard 2001), and free advertising reduces the necessity for the company to conduct expensive communication programs to attract new customers. (p. 135)

In essence, a high customer satisfaction level can promote repeat business and word-of-mouth advertising, thus reducing a company??™s advertising expense which results in an increased bottom line profit.. In this study by Luo and Homburg,, they utilized various existing statistical data to support their hypothesis that customer satisfaction
levels can affect future advertising and promotion efficiencies. Luo and Homburg state:
We measured advertising and promotion efficiency with the DEA approach. Developed by operations research scholars (Banker, Charnes, and Cooper 1984; Charnes Cooper, and Rhoses 1978), DEA is a mathematical programming technique that asses the efficiency of resource utilization. Luo (2004) provides a comprehensive review of DEA applications is consumer research, advertising, retailing, and personal selling, among other areas. (p. 138)
Because DEA-based advertising and promotion efficiency results are censored
with an upper bound of 1 and a lower bound of 0, the traditional ordinary least squares cannot parcel out this sample censoring bias. As a result, we employ the two-limit Tobit model (Heckman 1979). Datar and colleagues (1997) apply this type of Tobit modeling in their investigation of time-based new product development. (p. 141)

The following table is the result of Luo and Homburg??™s hypothesis test:

(p. 142)
They conclude that:

The impact of customer satisfaction on advertising and promotion efficiency. In H?, we predict that there is a positive impact of customer satisfaction on future advertising and promotion efficiency. As Table 3 reports, the Tobit modeling results indicate that customer satisfaction at Time 1 is positively and significantly related to advertising and promotion efficiency at Time 2 (b=.29, p ? .05). Therefore, the data support H? . (p. 142)

Luo and Homburg??™s study involved surveys of both product-based and service-based sales, and was representative of approximately 43 percent of the United States economy base.
The next section will cover the aspect of customer referrals and customer satisfaction. The Institute of Management and Administration (IOMA) is an organization that is an independent source of information for business professionals. They conducted a survey to entitled CPA Firm Client Satisfaction Report. (2009) In the introduction of this survey, the IOMA emphasizes the importance of recognizing and maintaining customer satisfaction. The report states:
If you have even one unhappy client, watch out. On average, one unhappy client will voice dissatisfaction to ten potential clients who, in turn, tell at least five other people. Thus, about 60 others eventually learn of the complaint. Eighty percent of all unhappy clients will never do business with the firm again. Only 4 percent of all dissatisfied clients bother to let the firm know about their displeasure. (p. 7)

Just as Luo and Homburg??™s study implied that word of mouth is a great advertiser, this report emphasizes that it can also be a company??™s worst enemy. Just imagine what sort of impact that would have on a company??™s bottom line. The entire survey is not available in its from the IOMA without purchasing it; however, a monthly newsletter provided some insightful information regarding this survey. The IOMA newsletter, Issue 09-12 in December of 2009, reports that one of the sections of their survey involved client referrals. The clients were asked if they had received referral requests from their CPA firms. They also asked if they would provide referrals if they were asked to. The compilation of the responses resulted in the fact that most CPA firms did not actively seek client referrals. In this issue of the IOMA newsletter, an article entitled Which Clients Are Being Asked for Referrals??”and What They Are Saying, the results of the survey reported only a dismal 22.4 percent of CPA firms actually request a referral from their clients. The article states:
???If you don??™t ask, you don??™t get??”or so an old saying goes. While this may not always be true when it comes to client referrals??”some clients may voluntarily send business to your firm without even a hint that you??™d appreciate this??”the odds of obtaining referrals are much higher when CPA firms ask outright from their clients.
The impact of a referral is undeniably strong: A happy client may be your firm??™s best marketing resource to obtain new clients. However, a lot of partners would
like to ask for a referral, but aren??™t quite sure how to raise the subject. (p. 1)

The article continues on to offer suggestions on the best way to ask for a referral from a current client. The study shows that a client who is confident in the CPA firm??™s knowledge and ability, is likely to refer new clients to the firm if they are asked to. The following tables are taken directly from the CPA Firm Client Satisfaction Survey:

The decline in the economy has been a major factor in the realization of most business entities that it is time to ???wake up and smell the coffee??? when it comes to customer satisfaction. Times are definitely tough, consumers are looking for a bargain, and competition in the retail business is brutal. If two competing companies are selling the same product, for the same price, the company that excels in customer satisfaction and service is more than likely to win the sale. That great ???advertiser??? mentioned before, ???word of mouth???, is going to spread the news that ???Company A??? bends over backwards for their customers, while ???Company B??? just rings the sale up in the register. Christopher Musico writes, ???According to statistics from a newly published study, organizations are realizing that ???customer satisfaction??? means far more than just ???happy customers??? (p. 1).
Musico discloses facts about a new study released by the Gantry Group, a Massachusetts-based strategic consulting firm that shows a definite movement towards focusing on customer satisfaction. He states, ???According to the study, 79 percent of respondents are searching for customer satisfaction solutions that can detect and pinpoint exactly where to focus efforts for greatest impact??? (p. 1).
Any business involved in selling a product or service for a fee is obviously concerned with keeping their present clientele as well as increasing their customer base. An interesting point to present is that even governmental agencies are concerned with customer satisfaction. The American Customer Satisfaction Index (ACSI) reports scores for federal, state, and local government agencies. In 1999, the federal government selected ACSI to be a standard metric for measuring satisfaction among ???we, the people.??? The ACSI explains their role and purpose on their website:
ACSI measures government agencies, companies, industries, and sectors annually, with new data replacing data from prior years. This allows government entities to track user satisfaction with the quality of their services over time and compare these results to other organizations in both the private and public spheres.
For both government and private-sector measurement, ACSI uses customer interviews as input to a multi-equation econometric model. Customers??™ responses about a government agency are aggregated to produce its ACSI score, thus results are specific to each individually measured organization. Because most agencies do not deal in economic transactions in a strict sense, the ACSI government model includes outcomes appropriate to the public sector in lieu of price-related measures. (p. 1)

The following is the latest report compiled by the ACSI:

(p. 2)
One government entity that conducts a monthly survey for customer satisfaction is the Bureau of Labor Statistics. Catherine M. Kazanowski (2008) produced a report entitled Measuring Customer Service At The Bureau of Labor Statistics. In this report, Kazanowski explains that the survey was constructed as a direct result of President??™s Executive Order No. 12862, which issued all federal agencies to implement definitive customer service standards. This report defines the design of the survey, the questions included in the survey, the ratings scales utilized, and the processes used to conduct the survey. The most important factor in this report is the conclusion:
The BLS Customer Service Survey, in conjunction with program specific surveys and dialogs with our customers, will provide us with the needed feedback to improve the products and services of the Bureau. Through the use of this information by employee-driven work improvement teams, the Bureau will continue to serve our customers well. (p. 7)

Even the Internal Revenue Service (IRS) is taking positive steps to improve customer satisfaction. The Statistical Information Services (SIS) office was established in 1989 in an effort to provide excellent customer support and technical guidance. The first customer satisfaction survey was implemented in 2003, and the survey has been modified and improved over the years. Ruth Schwartz and Beth Kilss (2006) published an IRS report entitled Customer Satisfaction Initiatives at IRS??™s Statistics of Income: Using Surveys To Improve Customer Service. In this report, Schwartz and Kilss conclude, ???As discussed, the Statistics of Income Division is using surveys to improve the methods of conducting business, with the emphasis on providing top-quality to its customers??? (p. 7).
There are numerous ways to measure the customer satisfaction levels of a business entity. However, I think the best way to describe customer satisfaction has been stated by some of the most successful and revered businessmen in the United States:
???Do what you do so well that they will want to see it again and bring their friends.???
Walt Disney
???Your most unhappy customers are your greatest source of learning.???
Bill Gates
Quotations taken from the introduction of the IOMA??™s CPA Firm Client Satisfaction Report (2009).

American Customer Satisfaction Index (2011). Retrieved February 27, 2011, from
Anonymous,. Which Clients Are Being Asked for Referrals-and What They Are Saying. (2009, December) Accounting Office Management & Administration Report, 09(12), 1,7,10,11. Retrieved February 27, 2011 from Accounting & Tax Periodicals
Institute of Management and Administration (2009). CPA Firm Client Satisfaction Report. 7. Retrieved February 27, 2011 from www.ioma.com/issues/SPCRPT/
Kazanowski, C.M. (2008). Measuring customer service at the Bureau of Labor Statistics.
Washington, DC: US Bureau of Labor Statistics.
Xueming Luo,? &? Christian Homburg.? (2007). Neglected Outcomes of Customer Satisfaction.? Journal of Marketing,? 71(2),? 133.?  Retrieved February 28, 2011, from ABI/INFORM Global.
Musico, Christopher. (2008). Customer satisfaction is just the beginning. Retrieved February 27, 2011 from http:www.destinationcrm.com/Articles
Schwartz, R. & Kilss, B. (2006). Customer satisfaction initiatives at IRS??™s statistics of
income: Using surveys to improve customer service. Internal Revenue Service,
Statistics of Income Division.

If We Must Die

If We Must Die
Writer Claude McKay immigrated to the United States from Jamaica in 1912. Through his ability to depict the struggle of black people in America, McKay established himself as one of the leading voices of the Harlem Renaissance, along with Langston Hughes. After he watched violent race riots which consumed American cities during the Summer of 1919, he wrote the poem ???If We Must Die.??? It was published in the July 1919 issue of the magazine Liberator (Ramesh and Nirupa Rani 5). ???If We Must Die??? was written to convince black people to take action against racial oppression and suppression. The poem ???If We Must Die??? is written in the style of English sonnets which use blank verse to mimic the way people speak. Blank verse is also known as iambic pentameter which alternates five soft and five hard syllables within each line. An example of iambic pentameter is found in the opening line: ???if WE must DIE, let IT not BE like HOGS.??? The rhyme scheme used a lot in English sonnets are ababcdcdefefgg, which McKay uses like this: the ???a??? words are ???hogs??? and ???dogs,??? the ???b??? words are ???spot??? and ???lot,??? and so forth until the poem ends with the ???g??? words ???pack??? and ???back.??? The poem consists of three quatrains of four lines each and finishes with a rhyming couplet (Tillery 28.) McKay used English-style sonnets to structure ???If We Must Die,??? not as a byproduct of his British structured schooling, but as a way to prove to white readers that a black poet can be just as literate and educated as any white writer (Keller).
Although this poem was written in response to racial violence, McKay never once uses the word race.??? McKay pointed out that the poem embraces all oppressed or challenged people with the revolutionary message to fight heroically back against those who seek to destroy or oppress them (Tillery 34).??? It was the universal reach of ???If We Must Die??? which initiated Sir Winston Churchill to recite this during World War Two (Ramesh and Nirupa Rani 70). To illustrate the poem??™s universality, McKay uses animal like imagery.
McKay says that ???the only way to effectively counter injustice is to stand up and fight back.??? However, McKay acknowledges that the fight against oppression may result in death by repeating the phrase ???if we must die??? in the first and fifth lines. But McKay warns against becoming like animals, to keep ones dignity as humans and to fight as humans do, not as beasts (Cooper 100). To illustrate the poem??™s universality, McKay uses animalistic imagery. The first quatrain shows the oppressors as animals, like in the phrase ???mad and hungry dogs??? in the third line. Not only are the oppressors characterized as animals, but oppressed people are urged not to act like animals, as in the simile ???let it not be like hogs.??? The word ???hogs??? is important because ???If We Must Die??? is a call to action, not just to accept oppression and injustice by remaining apathetic (Heglar). In other words, McKay suggest oppressed people not to act like apathetic animals, accepting horrible conditions and humiliation, as in the second line: ???Hunted and penned in an inglorious spot.??? McKay expands on the problem of oppressed people by saying they are commonly surrounded by oppressors, as in the third line: ???While round us bark the mad and hungry dogs.??? Not only are oppressed people out-numbered, they are humiliated by those who use unjust and destructive tactics to exert their power (Tillery 42,) as in the fourth line: ???Making their mock at our accursed lot.??? Here ???accursed lot??? has a double meaning. This phrase applies to poverty-stricken conditions that many oppressed people are forced into by oppressors. The phrase also applies to the oppressed people themselves who were cursed by oppressors through persecution and injustice. Tillery says not only are oppressed people forced into horrible conditions and cursed as a people, but, to make matters worse, they are attacked and treated with derision and contempt, as in the phrase ???making their mock.???
The second quatrain sums up the entire poem. McKay constantly expresses that oppressed people are to not give up. Although the odds may be against them, and the fight may seem hopeless, what is being fought for is worthwhile. This is a fight for the right to live with honor and self-respect, shown by the phrase ???O let us nobly die,??? which is reminiscent of the phrase ???let it not be like hogs??? in the first line. No matter how hard and painful the fight may be, oppressed people must never lower themselves to the bestial level of those they fight against and never become apathetic to their plight in life. Even though the struggle may end the lives of oppressed people who choose to resist, their deaths should not be pointless. Instead, the conduct of their sacrifice should be so heroic, it would impress the oppressors. The value of their sacrifice is indicated by the phrase ???our precious blood may not be shed in vain.??? The defiant struggle against oppression should be so exemplary and honorable that the oppressors, shown by the word ???monsters,??? would feel awe. This is the meaning of the phrase ???constrained to honor us.??? However strenuous the struggle may be, McKay again warns of the struggle??™s potential lethality, as in the words ???though dead.??? The third quatrain expounds on the struggle described in the preceding quatrains by heightening the poem??™s militant rhetoric (Tillery 44.) This shift towards militancy follows earlier cautions against apathy in the face of brutality, and focuses on fighting vigorously. McKay begins with a call to arms to his comrades with the phrase ???O kinsman we must meet the common foe.??? This phrase is a reminder of the ???St. Crispin??™s Day??? speech from Shakespeare??™s Henry V, and supports the idea that a black writer can be as literate and educated as any of his white contemporaries (Keller).
Tillery also says ???for the struggle to succeed, incredible odds must be overcome. In each struggle against oppression, those who oppress have far greater numbers than the oppressed. They are ???outnumbered.??™ However, if the oppressed move beyond their fear and be ???brave,??™ they will know that the struggle has been worthwhile. Even if their casualties are greater than the oppressor??™s casualties, the oppressed can draw strength from their courage. In other words, ???one deathblow ???will prevail over ???their thousand blows.??™???
No matter how hard the struggle may be, the oppressed have nothing more to lose than their lives. The ???open grave??? is preferred to living under oppression and in humiliating conditions. Here McKay expands on his earlier warning that no one should live as apathetic ???hogs,??? referring to the first and second lines, and the phrase ???accursed lot??? in the fourth line (keller.)
The last two lines of ???If We Must Die??? make a rhyming couplet which increases the poem??™s sense of urgency and desperation. In the struggle against injustice and oppression, sacrifices must be, and will be, made. It is with these sacrifices that the enemy will know that those who fight against them are deadly serious (Keller.) By conducting themselves in a manner which preserves their honor, the struggle against oppression becomes a morally correct struggle. McKay increases the virtuousness of the oppressed by contrasting them as ???men??? as opposed to the oppressors who are nothing more than a ???murderous, cowardly pack.??? This phrase expands on the accusation in line three that the oppressors are ???mad and hungry dogs.??? Oppressors are not humans who will die with their nobility intact, and are nothing more than timid animals driven insane by their own murderous, debased urges (Keller).
No matter how desperate the struggle becomes, the oppressed will never back down. Even if pushed to their absolute limit, in other words, ???pressed to the wall,??? the oppressed will never cease struggling and will never surrender. The oppressed are so committed to their cause that the threat of death will never deter them from fighting to gain justice, equality, and freedom from oppression (Cooper 99). This is what the phrase ???dying, but fighting back??? expresses.
Throughout ???If We Must Die,??? Claude McKay establishes a code of conduct for the struggle against tyranny, oppression, and injustice. It is this code which allows for a moral struggle against those who debase themselves through acts of oppression. Although inspired to speak out against racial hatred and violence, the poem??™s universal nature acknowledges the plight of oppressed people of all races, color, and creed. McKay urges that only commitment and militancy will overcome severe and lethal opposition.
On February 1, 1902, James Mercer Langston Hughes was born in Joplin, Missouri, and he became a prolific writer who devoted most of his energies to poetry. Hughes incorporated his personal experiences and Black America??™s experiences into his writing, developing an impressive body of poems, novels, memoirs, plays, and short stories and in his work, he puts forth images of African-Americans, jazz music, and many more topics that have been a part of his life. These elements are what influenced him, and shows it in the works that he has written. He uses jazz and blues styles for subjects and for structure in his pieces of literature. In Hughes poetry, he would try to bring out the sound, cadence, and rhythms from blues and jazz music. He would also use humor, loneliness, and despair, to imitate the sound of blues and jazz music with words.
Unlike Claude McKay, Hughes refused to differentiate between his personal experience and the common experience of black America. He wanted to tell the stories of his people in ways that reflected their actual culture, including both their suffering and their love of music, laughter, and language itself.
In conclusion, Langston Hughes and Claude McKay were both male African American poets who were highly productive during the period known today as the Harlem Renaissance. Both poets were pulled from elsewhere to Harlem, a section of New York City that by the early 1920s had been dubbed the ???mecca of the New Negro.??? Most of their obvious similarities end there, as their poems tend to be very different in terms of form and language. The form of Hughes??™ best known poetry can be characterized as free, whereas the form of McKay??™s best known poetry can be characterized as fixed. In other words, Hughes??™ poems tend to have lines of varying length and only occasional or irregular rhyming, whereas McKay??™s poems are often modeled very closely on the English and Italian sonnets, with measured lines, predetermined length, and fixed rhyme schemes. Similarly, but less certainly, the language of Hughes tends to be more familiar and informal than the language of McKay (Jones.)

Cooper, Wayne F. Claude McKay: Rebel Sojourner in the Harlem Renaissance: A Biography. Baton Rouge: Louisiana State University Press, 1987. Print.
Heglar, Charles J. “Claude McKays `If We Must Die, Home to Harlem, and the Hog Trope.” ANQ 8.3 (1995): 22. Academic Search Complete. EBSCO. Web. 30 Nov. 2009.
Keller, James R. “`A Chafing Savage, Down the Decent Street: The Politics of Compromise in Claude McKays Protest.” African American Review 28.3 (1994): 447. Academic Search Complete. EBSCO. Web. 30 Nov. 2009.
Listening to What the Ear Demands: Langston Hughes and His Critics
Meta DuEwa Jones
Ramesh, Kotti Sree, and Kandula Nirupa Rani. Claude McKay: The Literary Identity from Jamaica to Harlem and Beyond. Jefferson, North Carolina: McFarland and Company, Inc., 2006. Print.
Tillery, Tyrone. Claude McKay: A Black Poet??™s Struggle for Identity. Amherst: The University of Massachusetts Press, 1992. Print.
Callaloo , Vol. 25, No. 4 (Autumn, 2002), pp. 1144-1175
Published by: The Johns Hopkins University Press

Customer Relationship Management

Customer Relationship Management

Customer Relationship Management (CRM) is a strategy designed to maintain company??™s customers, clients and sales prospects. Chen and Popovich (p.3, 2003), states that,
??????Customer Relationship Management is a combination of people, processes and technology that seeks to understand a company??™s customer. It is an integrated approach to manage relationship by focusing on customer retention and relationship development??™??™.
The objective of this assignment is to evaluate an organisation using appropriate data identifying opportunities and ways of increasing company??™s revenues. The organisation chosen for this study is Tesco plc.
Tesco plc is one of the world??™s largest food and grocery retailers, with 2482 stores in United Kingdom and 953 stores in other European countries, employing 287,699 in the United Kingdom and 86,576 in other European Countries (Tesco PLC Annual Review and Summary Financial Statement 2010).
The reason Tesco plc has been chosen is because of its ability to maintain its numero uno status since mid 1990??™s and its ability to maintain its customer base. Tesco plc is considered to be the ??????Champions of Customer Relationship Management??™??™ (icmrindia.org).

Customer Relationship Management
In order to stay ahead and be competitive in the market, it is essential for the companies to offer ??????superior products and services??™??™ (Brown, 1999) to its customers, so that they keep coming back to the same company, whenever, they want to purchase. Further, Brown (1999) in his book states that, ??????in order to compete effectively in todays marketplace, organizations must change their strategy to become more customer focused, not product focused. Customer Relationship Management (CRM) is the best way to integrate this customer-facing approach throughout an organization. Aimed at understanding and anticipating the needs of an organizations current and potential customers, and the same time showing How Customer Relationship Management (CRM) links people, process, and technology to optimize an enterprises revenue and profits by first providing maximum customer satisfaction??™??™.
Customer Relationship Management overall is a marketing activity, for example, it involves activities such as, ??????market segmentation, customer acquisition, customer retention, customer development etc, apart from that CRM extends into selling and service functions??™??™ (Buttle, p.13, 2009). CRM can be used to integrate customer information with various other departments etc.

Tesco plc
Tesco plc was started in 1920 and is currently world third largest grocery and general merchandising retailer, with significant interest in telecoms, financial services etc, Tesco plc has business interest across all over the world with collective ??????4811 stores??™??™, employing around ??????472,000??™??™ people in countries such as, ??????Ireland, Hungary, Slovakia, Poland, Turkey, United States of America, Thailand, Malaysia, China ?????™etc and United Kingdom serving as it main base (Tesco PLC Annual Review and Summary Financial Statement 2010).
Tesco plc reported sales of ?42.3bn for its United Kingdom operation and ?19.4bn for its international sales for the year 2009- 10 (Tesco PLC Annual Review and Summary Financial Statement 2010). Tesco plc reported increase in its sales by 8.8% for its international business and 4.2% for it UK business, controlling 31.6% of United Kingdom??™s market.
Tesco plc??™s objectives are:
* To be a successful international retailer
* To grow the core UK business
* To be as strong in non-food as in food.
* To develop retailing services – such as Tesco Personal Finance, Telecoms and Tesco.com
* To put community at the heart of what we do.

Customer Relationship Management at Tesco plc – Strategies
In this section we will discuss the Customer Relationship Management (CRM) initiatives undertaken by the Tesco plc over the years. Tesco plc has been practising Customer Relationship Management (CRM) for over the last three decades. In 1979 Tesco plc launched a price cutting campaign called ??????Checkout at Tesco??™??™ (Wadekar, 2007). In 1985 Tesco plc launched a ??????Healthy Eating??™??™ campaign to educate its customers on nutritional value of their food (Wadekar, 2007).
In order to reach out and offer better service to all of its customers and prospect customers, Tesco plc launched three formats of stores in 1990. They were as follows:
1) Tesco Metro – to serve local community of region
2) Tesco Express ??“ combination of petrol pump and convenience stores
3) Tesco Extra ??“ Hypermarkets focussed equally on food and non food merchandise.
In 1993 Tesco plc launched a training initiative called a ??????First Class Service??™??™ to provide a better service to its customers, where store staff were completely committed to fulfil customers??™ needs (Tesco.com).
In 1994 Tesco plc launched another initiative called ??????One in front??™??™ scheme to help its customers reduce their time in checking out from the store (Wadekar, 2007; www.Tesco.com), ??????Where if there is more than one customer queuing at a single checkout we open another??™??™ (www.Tesco.com).
In 1994 Tesco plc tied up with Dunnhumby to introduce Club card Loyalty Scheme, for marketing purpose, by building up customer database collecting Name, Address, Date of Birth, Email address etc of the customers.
In 1995 Tesco launched Club card Loyalty Scheme, rewarding its customers for their loyalty, Club card not only rewards Tesco plc??™s customers, but it also provides Tesco plc, ??????an insight into changing shopping pattern of its customers??™??™, which helps the company to alter and respond to the changes.
Further, Tesco plc launched another initiative called ??????Every Comments Help??™??™, ??????where feedbacks are collected from the customers via email, phone or texts, to improve the offer and services??™??™ (Tesco.com).
In 2000, Tesco plc launched it online shopping web site Tesco.com, later rebranding it to Tesco Direct, for its busy customers, where customers could choose the product they wanted on a website or a catalogue and order for it via online, phone, or at Tesco Direct desks, customers had the option to get the goods delivered at their home or picked up in a local store.
Apart from this, Tesco plc runs a bank called Tesco Bank in joint venture with Royal Bank of Scotland, and Tesco telecom for which Tesco plc entered into an agreement with Cable and wireless in 2009, to provide wholesale broadband.
To ensure that a customer receives items of highest quality, which are fresh at the lowest price, Tesco plc should provide promotions at regular intervals to benefit the customer which will eventually help to enhance sales at its stores.
For any business to be successful it is important for the employees of the company to be its best behaviour, Tesco plc employee should follow a code of dealing with its customers, such as being nice and friendly to its customers, to greet its customers, to offer them help, always available to assist them, wishing them a good day

Customer Satisfaction, Customer Loyalty and Business Performance
The main purpose of Customer Relationship (CRM) is to ??????improve the business performance of the company, by enhancing customer satisfaction, their needs and driving customer loyalty??™??™ (Buttle, p.43, 2009). Apart, from that, Customer Relationship (CRM) helps to build customer database containing customer information, such as, Name, Address, email address etc, which helps the company to understand customers better and their buying behaviour, so company can make the necessary changes in its strategies.
Customer Satisfaction
Customer Satisfaction plays a crucial part in Customer Relationship Management (CRM), it helps to define and measure satisfaction of customer in many ways. Buttle (p.4, 2009), states that, ??????Customer Satisfaction is the customers fulfilment response to a customer??™s experience or some part thereof??™??™.
In order to measure its customers satisfaction, Tesco plc, launched an initiative called ??????Every Comments Help??™??™ (Tesco.com), where feedbacks are collected from the customers via emails, phone or texts to improve the offers and services. This initiative helped Tesco plc, to receive around 60,000 feedbacks from its customers to improve its services (Tesco PLC Annual Review and Summary Financial Statement 2010).
Further, to satisfy its customers??™ needs and to take their opinion on how to improve, Tesco plc conducts Customer Question Time every yearly. Apart, from that, every Tesco plc has Customer Comment Card (Tesco.com/Talking Tesco) where customers can comment on their shopping experiences at the Tesco stores.
Tesco plc should consider of using social networking sites such as Facebook, Twitter, and iPhone applications etc for its busy customers and to improve and provide better customer??™s services to its customers by receiving complaints, providing information, online shopping, answering queries of the customers etc. In order to make it a success, Tesco plc will have to train its staff in answering the customers contacting the company.
Apart from this, Tesco plc should publish free monthly magazines for its customers to educate its customers on various new trends, health, beauty, nutrition, good living, and many other things, this would help the company to fulfil its duty of Corporate Social Responsibility and the same promoting its products and items.
Tesco plc believes ??????Customers expect to be able to shop was where and when they want ??“ as well as having great stores??™??™ (Tesco PLC Annual Review and Summary Financial Statement 2010), to fulfil the needs of its customers Tesco plc has been making great efforts in increasing the number of its stores, Tesco plc had been making great efforts increasing the number of its worldwide, in 2010 Tesco plc had 4811 stores in comparison to 4331 stores in 2009.
Tesco plc as an organisation should be involved in practice of fair Corporate Social Responsibility, dealing in ethical manner with the suppliers, supplying high quality items, supporting various causes, to recycle waste stuff, paper, plastic etc could help to get the company to win loyalty of the customers, by winning their confidence.

Customer Loyalty
Like Customer Satisfaction, Customer Loyalty too, plays an important role in the Customer Relationship Management (CRM) of a company. Dick and Basu (Abstract, 2006), defines Customer Loyalty as,
??????Customer loyalty is viewed as the strength of the relationship between an individual??™s relative attitude and repeat patronage. The relationship is seen as mediated by social norms and situational factors. Cognitive, affective, and conative antecedents of relative attitude are identified as contributing to loyalty, along with motivational, perpetual and behavioural consequences. Implications for research and for the management of loyalty are derived??™??™.
Loyalty plays an important role in many of the businesses, where customer is lured to discounts and freebies on becoming a member of a scheme, for that, a customer has to fill up a form giving his details. The information gathered helps the company ??????to become more effective at customer communication and offer development??™??™ (Buttle, p.14, 2009), Overall Loyalty schemes help to develop customer data through which a company can make an acquisition of new customers, retain the old customers, develop new brands and customers etc to have them as part of their business.
In 1995 Tesco launched Club card Loyalty Scheme, rewarding its customers for their loyalty, Club card not only rewards Tesco plc??™s customers, but it also provides Tesco plc, ??????an insight into changing shopping pattern of its customers??™??™(Tesco PLC Annual Review and Summary Financial Statement 2010), which helps the company to alter and respond to the changes.
In order to maintain customer loyalty it is important for Tesco plc, to give freebies to its customers, offer more promotions at its stores etc, Dunn (2009), states that,
???Customers love getting freebies. They want more promotions; more offers and rewards ??” either money off or just money.???Such acts help to develop loyalty among the existing customers and attracting new customers as well form a strong customer base.
Further, Tesco plc, should direct more promotions towards certain section of society, to develop loyalty amongst them, for example, Tesco plc had launched an initiative called ??????Me Time??™??™ directed towards its ??????women customers, offering them free sessions at Spas, Luxury Gyms, and Beauty Salons etc??™??™ (Wadekar, 2007), Tesco plc should introduce special offers for students who are big customers for them.
Overall Tesco plc should invest more to understand its customers, via its ??????Customer Insight Skill Research??™??™ (Tesco PLC Annual Review and Summary Financial Statement 2010), to understand their shopping habits, to listen to them and to make the necessary changes and adapt to it as quickly as possible.

Business Opportunity
Non Food Retail
Tesco plc should concentrate on having more Hypermarkets store where they were offer ??????all in one store goods??™??™, this could help the company to increase its sales and at the same time help its customers to shop everything from the same store, satisfying the customer needs.
Health and Beauty
Tesco plc should develop its health and beauty sector, considering health and beauty to be the fastest growing sector in the world. It should seriously focus on developing pharmacies store and having opticians at its store, which could help its customers to have everything from the same store.
Home Living Range
Tesco plc has yet to organise its business in Home Living sector, Tesco has got enormous scope in developing its home living business, which could help the company to win more customers, satisfying their needs and offering all in one store shopping experience. This would help the company to win new customers and increase it revenue.
Another opportunity for Tesco plc is to develop its Insurance business, Tesco plc can take advantage of covering its shoppers shopping, by offering insurance for their goods, and this would help to tie the customers to the same company, making things easier for the shoppers and company to deal with each other.
Telecom and Banking
Tesco plc should concentrate on expanding its telecom and banking business, they should target its customers, making things easier for them, by offering everything in one store.

Every company that wants to expand its business has to maintain Customer Relationship Management within its company, to help retain old customers and to get new customers, by satisfying them with their needs.
Tesco plc, is truly ??????Champion of Customer Relationship Management??™??™, Tesco plc over the years have launched numerous Customer Relationship Management initiative, such as ???Every Little Helps??™, ???Healthy Eating??™, ???Every Comments Helps??™ ???Club Card Loyalty Scheme??™ to satisfy its customers and win their loyalties.
Even after launching all this initiatives, Tesco plc can still do better to offer better services to its customers, such as developing its Telecom and Banking, business, Non food retail business, Insurance, Home living range etc, this would help to attract customers to shop and deal everything from the same company, and would enable Tesco plc to have a loyal group of customers.
Further, Tesco plc should conduct more promotions; free give a ways etc at its store, so customer will feel pampered. Apart from that Tesco plc should introduce free magazines for its to educate them on new trends, life style, new products etc in the market.
Therefore, we can conclude that no matter How much company is perfect and has done to maintain its Customer Relationship Management, It has still to keep doing new things, bringing new innovative ideas to maintain its group of customers and at the same time to get new ones, so it helps the company to expand and see the growth in its revenues.

Brown, S., (1999), ??????Customer Relationship Management: A strategic Imperative in the world of E-Business??™??™, 1st? Edition, John Wiley & Sons, Inc.? New York, 1999, ISBN: 0471644099
Buttle, F., (2009), ??????Customer Relationship Management: Concepts and Technologies??™??™, Published by: Elsevier Ltd.
Chen, I. and Popovich, K., (2003), ??????Understanding Customer Relationship Management: People, Process and Technology??™??™.
Dick, A.S. and Basu, K (2006), ??????Customer Loyalty: Toward an Integrated Conceptual Framework??™??™, Journal of the Academy of Marketing Science.
Dunn (2009), Interview with The Times, http://business.timesonline.co.uk/tol/business/industry_sectors/retailing/article6859996.ece
www.Tesco.com/Talking Tesco
Tesco PLC Annual Review and Summary Financial Statement 2010. http://ar2010.tescoplc.com/~/media/Files/T/Tesco-Annual-Report-2009/Attachments/pdf/Full-Review.pdf.
Wadekar, (2007) http://www.scribd.com/doc/27870053/Tesco-the-CRM-Champions

If Partnership Working Has Been Centreal to H??? lth ??nd Soc??? l C? r?? Pol??cy for M? ny D??c? d??s, Why H? s ??t Not B????n Successfully Ach????v??d ??n Pr? ct??c??

If P? rtn??rsh??p Working Has B????n Central to H??? lth ? nd Soc??? l C? r?? Pol??cy for M? ny D??c? d??s, Why h? s ??t not b????n Successfully Ach????v??d ??n Pr? ct??c??

The notion of ???p? rtn??rsh??p??™ has become imbedded in the Labour government??™s rhetoric in relation to h??? lth and soc??? l c? r?? (Gl??nd??nn??ng, 2002). Resulting in partnership working becoming increasingly central to government initiatives and policies, and although difficult to define, many professionals would agree that partnerships involve an element of shared goals, trust and respect (ref). The title therefore may suggest that org? n??z? t??ons or occupations are to blame for the lack of partnerships or lack of effective partnerships within health and social care. It evokes a critical discussion into the success or lack of success of partnerships in practice. This paper will take the position that partnership working has been unsuccessfully achieved in practice for many decades, and that this pattern of failures will probably continue for some time to come. This position has been taken as it is clear, as will be demonstrated in this report that much progress is still to be made. In discussing the title further there is a clear relationship between policy and partnership working, as policys underpins the effective delivery and provision of services offered by health and social care partners on the operational level. It could be argued however that both political and professional pressures that aided the development of partnerships has also compromised its effectiveness

This report will critically discuss the factors that aid or hinder partnership working, by selecting and analysing theory??™s, professional codes and various practice issues to demonstrate success, failure and areas of improvement. An evaluation of legislation,
policy initiatives and organisational frameworks will be given, moreover the impact of the above on partnership working where service users are involved.
Finally a critical evaluation of the central concepts of partnership working will be offered and applied to practice.

Factors that aid or hinder
The historical differences between health and social care disciplines can be seen as a potential hindrance to partnership working as conflicting views about the service users??™ interests and roles can be a barrier to effective partnership working (Brechin et al, 2000). Health professionals are inclined to seek an explanation of emotional and behavioural problems using the medical model. However the model fails to take into account the impact of social and economic factors on people??™s lives. For example disabled people feel the bio-medical model is never enough as it leaves them in the role of passive, tragic individuals with no model of how to achieve change (Brechin et al, 2000). The medical model incorporates the view of the Wanless Report (2004) which emphasises that the individual is ultimately responsible for their own health. . There is tension between this notion of individual responsibility and the social model that takes into consideration the impact of environmental conditions and poverty on poor health. Social workers may be more inclined to use the social model, in consideration of the social context and the individual??™s life experience.

Differing values as a professional issue is cited by Balloch and Taylor (2001) as one of the complexities of partnership working. Professional codes of practice have many functions which help to promote partnership working such as, providing guidance around duties that protect the public through the setting of standards. Professional codes can be used as a tool of negotiation and can serve as the justification for taking a particular course of action (Hussey, 1996). However codes can hinder partnership working with service users as they can often be contradictory, for example the code may expect the practitioner to work with families, clients, patients as well as other professionals. However this is a complex undertaking as the interests of these differing groups may not be the same (Brechin et al, 2000).

Effective partnerships must be underpinned by a set of shared values. A team is described as a group that shares a common purpose and common goals (Hayes, 1997). Wilmot (1995) compared the 1992 UKCC statutory code of professional conduct for nurses with the (1986) code of ethics of the British Association of Social Workers. He found that although there were similarities the two codes differed in important aspects. The relationship between the state and society appeared as being a legitimate area for action by social workers but not by nurses. Social workers responsibilities were overtly political and challenging. The third area of difference was the notion of respect and uniqueness where it was found that a social worker would be more explicitly required to locate people in their collective and cultural context.

Schon (1991) suggests that the way we understand a situation and how we respond to it, depends very much on the frame in which we choose to see it. The concept of critical practice enables the practitioners??™ to become active participants in creating meanings, understandings and dialogue across difference and remaining open to alternative ideas, frameworks and belief systems, recognising and valuing different perspectives (Brechin et al, 2000). An ethical consideration of inter professional working is clarity about what particular values are held by your own profession and the shared values base by other agencies Where differences are acknowledged and there is confidence in that distinctiveness, but not to be used as a boundary or barrier (Beckett, 2006). The value of sharing knowledge and expertise are the positive aspects of interprofessional working (Leathard, 2003).
Another complexity of partnership working is budget differences between organizations. Ambrose points out that partnership working can be compromised when agencies are working to different financial agendas with different lines of accountability (1999). The previous government (New Labour ) moved a contract culture to a partnership culture driven by performance where resources may be made available but only for specific types of initiative (Balloch and Taylor, 2001) as a result different agencies have different jobs to do with some having limited resources whilst others have bottomless resources to perform their roles. For example, tensions that prevent the development of effective partnerships between health and social services arise from differences in charging policies, with the health service being free at the point of consumption while social services must be paid for in accordance with local policies (Henwood and Wistow, 1993). Within social services the phenomenon of cost shunting and the use of eligibility criteria to control entitlement to public services, have indeed inhibited effective joint working (Balloch and Taylor, 2001).

The Health and Social Care Act (2001) facilitated the development of combined partnership between health and social services. The previous government attempted to develop an integrated approach to the organisations and the delivery of services. Care trusts offer to promote partnership working by binding all partners into corporate shared responsibilities for commissioning and delivering services for older people. This allows for one party in the partnership to take a lead role as commissioner and managing pooled budgets. There remain conflicting views on whether pooled budgets promote or hinder partnership working. A study that assessed children with disabilities who attended a residential school demonstrates that the ability of social services and education to work effectively in partnership could be undermined by the inevitable pressures of individual budgets (Abbott et al, 2000). Additionally, the Means et al (2002) study of local authority services for older people found that joint finance became a source of conflict rather than a route to partnership working because the local authority were anxious about the ability to pick up the revenue costs once the period of short term funding ended. Interprofessional work itself may appear as a cost cutting exercise but little evaluation of the outcomes has been undertaken as the costs of health and social care are based upon a complex arena of increasing needs and changing structures (Leathard, 2003).

Therefore organisational budgets are susceptible to the changing nature of policy and government priorities, which may inadvertently result in either an overlap or gap in service provision this could lead to difficulties, particularly in a climate of budget constraints (Quinney, 2006).

Adkins et al (1999) note that partnership working between agencies is not seen as desirable by service users, particularly if the information is perceived to being one sided. Wilmot (1995) argues that differences in professional values could be treated as an advantage for service users as it offers alternatives and therefore options enhance autonomy. In recognition that in some instances the mere construction of a team may limit the choices available to the user. It may be doubly difficult for the service user to alter or challenge decisions of professionals who represent a collective front as the team. The team may not express their differing professional views in order to maintain good teamwork, which can reduce the options available to users and carers (Mackay, 1995). Collaborative working and information sharing increases their collective power therefore may enhance the feeling of powerlessness experienced by the service user. Clarity about boundaries around privacy and confidentiality are crucial in inter agency work and about the information that will be shared by other agencies (Beckett, 2006).

Partnership in action (DOH, 1998b) highlighted the importance of shared information. The death of Victoria Climbie in 2000 illustrates that despite clear guidance it is possible for the spirit of the guidance to not be followed by practitioners. Almost every inquiry into mental health tragedies called for better communication between professionals and agencies it is hard to argue against the idea of information sharing between professional agencies (Stanley and Manthorpe, 2001). Several writers have cited the importance of effective communication systems within agencies (Hardy et al, 1992; Rogers, 1999; Ovretveit, 1997). Firth-Cozens (1998) and molyneux (2001) described communication and the management of information as one of the indicators for effective partnership working. The development of reliable and user friendly information technology offers possibilities for rapid responses to enhance collaboration at any distance. The pace of computer systems slows down the exchange of information about clients (Balloch and Taylor, 2001). Yet given the variety of methods used to gather information it is extremely difficult for agencies to compare information with one another. As one user put it, information gets passed over and often it gets confused or muddled up (Stanley et al, 2001). In a review of 40 reports of serious incidents of child abuse undertaken by Bullock and Sinclair (2002) cited inadequate sharing of information as one out of the six most common practice shortcomings. Balloch and Taylor (2001) suggest the problem is compounded by the variations in which the different agencies update the information they collect, and
when agencies are protective of their own data sources. They also cite geographical boundaries as a factor that could hinder partnership working preventing the face to face communication on which a shared culture depends.

Policy REMEMBER DOH 2010
Legislation and policy initiatives are central in defining and promoting partnership working. Increasingly, social workers operate within trusts or inter agency teams, which promote different agencies working in partnership alongside other professionals. This government guidance demonstrates that despite professionals working within different value bases there is scope for partnership working. The formation of health and social care partnerships reduce the capacity for strategic disagreements by clarifying roles and areas of joint working (DOH, 1998; DOH, 1997). At the heart of the Modernising agenda are the convictions that what matters is the quality of service outcomes, not the structures in which the services are delivered. The changes being made are an attempt to provide a seamless service DOH (1998) issued guidance on strategic planning, service commissioning and service provision. As Cree states, the recommendation is for a third way, one that promotes independence, protection, equality and efficiency (2002). The intention was to break down the organisational barriers in order to put the needs of the patient and user at the centre of the care process. A model of inter professional working describing inclusive development from Barton (2003) states that there has been a marked shift from fragmented services, separated by rigid boundaries to services working together in a person centred joint approach.

Behind these policy proposals lies the assumption that there is a lack of understanding or misunderstandings and communication problems between different professions or different agencies (Beckett, 2006). It assumes an overarching common interest but can underplay the difficulties in bringing together different interests and cultures (Balloch and Taylor, 2001). In applying the values held by each profession, in particular the commitment to developing user-centred services and forms of empowering practice, there lies a genuine opportunity to place the user at the heart of decision making therefore lessening the scope for partnership working to be negatively affected. To provide the best services for the client professionals must face the challenges of working collaboratively. As Balloch and Taylor (2001) have argued, when partner agencies are not working effectively together, it is the user that suffers
Professionals are accountable to legislation and policy-makers as legislative frameworks define power and duties. A source of tension when working with service users is interpreting and applying legislation, especially when there are issues of civil liberties or involuntary service users. For example the framework for the assessment of children in need and their families (DOH, 2000) rightly places an emphasis in working in partnership with parents and children, but gives very little advice on situations in which social workers might feel that parent??™s views have to be overruled (Beckett, 2006).
The inequality of power relations within child protection has been explored (DOH/SSI 1995; Thoburn et al, 1995). The introduction of the Children Act (1989) presented important opportunities to incorporate research into practice and as a result, achieve working in partnership with children and their families yet this legislation and subsequent associated frameworks has struggled to achieve these opportunities. The absence of service users in the development, design and piloting of practice focused material has ensured that child protection remains a professionally dominated and determined framework of services (Adams et al 2002).

Central concepts
Service users are the most important participants in the collaborative process. Service users are pressing for more direct influence and involvement both in decisions about services and decisions that affect them personally (Beresford, 2002).
A factor limiting the effectiveness of partnership concerns the relationship between professional, users and carers (Balloch and Taylor, 2001). The achievement of inclusive partnerships is often compromised by a lack of appropriate skills (Balloch and Taylor, 2001). There are many ways in which social workers, their agencies and their professional collaborators can disempower the users of their services. Empowerment means working in a way that is aimed to increase people??™s sense of power and control over their own lives (Beckett, 2006). At the practice level users are more or less disempowered in their relationship with professionals unless shared decision making is actively embraced (Brechin et al, 2000). Patients may be asked to express their view, but often do not take part in the decision making process. For example in the traditional practice of a ward round, patients may be asked how they feel and whether they are ready to go home, but the clinical decision about when to discharge is left primarily to the expert professionals involved (Brechin et al, 2000).

The clearest instance of user control is the use of direct payments. Direct payments systems provide service users and in some cases carers with cash to purchase their own support. The direct payments system embodies the principles of choice and empowerment, particularly as local authorities have a duty to provide direct payments under the Community Care (Direct Payments) Act (1996). Empowering them to eliminate their dependence on professionals, relatives and carers.
There are benefits and constraints to direct payments, giving advice and appropriate support to service users worried about becoming employers. The involvement of groups and service users in planning services and involvement of service users in research is clearly the direction that policy is headed towards. In fact initiatives such as direct payments, demonstrates that the service user can be included at the strategic level and in terms of service delivery. This is consistent with the idea of empowerment and it will result in a more efficient service (Beckett, 2006).

Often the rhetoric of partnership fails to acknowledge the huge difference in capacity that exists among service users and carers. For example there would be limits to the concept of partnership for people who do not have the capacity to be able to make judgments about their long-term interests for instance people with profound learning disabilities, children or people with motor impairments which makes speech difficult. These people are harder to communicate with therefore require a higher level of skill, confidence and expertise from a practitioner. Specific communication skills are therefore important to ensure that some groups of service users are adequately involved in the delivery of their own services. This is where advocacy and the idea of empowerment are valuable. A clear commitment to Anti- oppressive practice offers the opportunity to understand the service user in relation to the broader circumstances that impact on life chances. Matched by an organisational culture of listening, involving users and carers, and developing a capacity for partnership, flexibility in order to maximise the opportunities for improving outcomes. An inclusive partnership would ensure that the practitioner demonstrates creative responses to meet the particular needs (Balloch and Taylor, 2001).

Clarity about the need to demonstrate respect to the service users is important in situations where conflict can occur (Balloch and Taylor, 2001). Inclusive partnerships are characterized by the active participation of all interested parties, including service users and carers, in decision-making and conflict resolution (Balloch and Taylor, 2001). An inclusive partnership would ensure that the service user and carer are listened to and facilitate clear expectations and explanations of any failure to meet particular needs or to respond to user??™s and carers expressed wishes. Empowerment depends on respect for users and carers views, and their involvement in decision making at all levels (Balloch and Taylor, 2001). The practitioner should facilitate and develop person centred plans to address specific needs (Horner, 2003).

Reference list
Abbot, A. (2008) The System of Professions, Chicago, University of Chicago Press.
Glendinning, C., Powell, M. and Rummery, K. (eds) (2002) Partnerships, New Labour and the Governance of Welfare, Bristol, Policy Press, pp. 134-145
Hudson, B. (2002), Integrated Care and Structural Change in England: the Case of Care Trusts policy Studies 23 (2) pp. 77-95
Lewis, M. (2001) ???Anatomy of a care manager??™, Work, Employment and Society, 17(1), pp. 121??“35.
Glendinning, C., Powell, M. and Rummery, K. (eds) (2002) Partnerships, New Labour and the Governance of Welfare, Bristol, Policy Press, pp. 134-145
Richardson, S & Asthana, S (2006) Inter-Agency Information Sharing in Health and Social Care Services: The Role of Professional Culture The British Journal of Social Work. 36 (4) pp. 657-669

Customer Relationship Management

Customer Relationship Management
Customer relationship management (CRM) is a widely-implemented strategy for managing a company??™s interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes??”principally sales activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. Customer relationship management describes a company-wide business strategy including customer-interface departments as well as other departments.

The three phases in which CRM support the relationship between a business and its customers are to:
??? Acquire: CRM can help a business acquire new customers through contact management, selling, and fulfillment.
??? Enhance: web-enabled CRM combined with customer service tools offers customers service from a team of sales and service specialists, which offers customers the convenience of one-stop shopping.
??? Retain: CRM software and databases enable a business to identify and reward its loyal customers and further develop its targeted marketing and relationship marketing initiatives.
Tools and workflows can be complex, especially for large businesses. Previously these tools were generally limited to contact management: monitoring and recording interactions and communications. Software solutions then expanded to embrace deal tracking, territories, opportunities, and at the sales pipeline, itself. Next came the advent of tools for other client-interface business functions, as described below. These tools have been, and still are, offered as on-premises software that companies purchase and run on their own IT infrastructure.
Often, implementations are fragmented??”isolated initiatives by individual departments to address their own needs. Systems that start disunited usually stay that way: soloed thinking and decision processes frequently lead to separate and incompatible systems, and dysfunctional processes.
Business reputation has become a growing challenge. The outcome of internal fragmentation that is observed and commented upon by customers is now visible to the rest of the world in the era of the social customer, where in the past, only employees or partners were aware of it. Addressing the fragmentation requires a shift in philosophy and mindset within an organization so that everyone considers the impact to the customer of policy, decisions and actions. Human response at all levels of the organization can affect the customer experience for good or ill. Even one unhappy customer can deliver a body blow to a business.

Types / Variations
Sales force automation
Sales force automation (SFA) involves using software to streamline all phases of the sales process, minimizing the time that sales representatives need to spend on each phase. This allows sales representatives to pursue more clients in a shorter amount of time than would otherwise be possible. At the heart of SFA is a contact management system for tracking and recording every stage in the sales process for each prospective client, from initial contact to final disposition. Many SFA applications also include insights into opportunities, territories, sales forecasts and workflow automation, quote generation, and product knowledge. Modules for Web 2.0 e-commerce and pricing are new, emerging interests in SFA.
CRM systems for marketing help the enterprise identify and target potential clients and generate leads for the sales team. A key marketing capability is tracking and measuring multichannel campaigns, including email, search, social media, telephone and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. This has been superseded by marketing automation and Prospect Relationship Management (PRM) solutions which track customer behavior and nurture them from first contact to sale, often cutting out the active sales process altogether.
Customer service and support
Recognizing that service is an important factor in attracting and retaining customers, organizations are increasingly turning to technology to help them improve their clients??™ experience while aiming to increase efficiency and minimize costs. Even so, a 2009 study revealed that only 39% of corporate executives believe their employees have the right tools and authority to solve client problems. ???. The core for these applications has been and still is comprehensive call center solutions, including such features as intelligent call routing, computer telephone integration (CTI), and escalation capabilities.
Relevant analytics capabilities are often interwoven into applications for sales, marketing, and service. These features can be complemented and augmented with links to separate, purpose-built applications for analytics and business intelligence. Sales analytics let companies monitor and understand client actions and preferences, through sales forecasting and data quality.
Marketing applications generally come with predictive analytics to improve segmentation and targeting, and features for measuring the effectiveness of online, offline, and search marketing campaign. Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on Web sites. By evaluating ???buy signals,??? marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance. Marketing and finance personnel also use analytics to assess the value of multi-faceted programs as a whole.
These types of analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other service and support channels in order to correct problems before they affect satisfaction levels. Support-focused applications typically include dashboards similar to those for sales, plus capabilities to measure and analyze response times, service quality, agent performance, and the frequency of various issues.
Departments within enterprises ??” especially large enterprises ??” tend to function with little collaboration. More recently, the development and adoption of these tools and services have fostered greater fluidity and cooperation among sales, service, and marketing. This finds expression in the concept of collaborative systems which uses technology to build bridges between departments. For example, feedback from a technical support center can enlighten marketers about specific services and product features clients are asking for. Reps, in their turn, want to be able to pursue these opportunities without the burden of re-entering records and contact data into a separate SFA system. Owing to these factors, many of the top-rated and most popular products come as integrated suites.
Small business
For small business, basic client service can be accomplished by a contact manager system: an integrated solution that lets organizations and individuals efficiently track and record interactions, including emails, documents, jobs, faxes, scheduling, and more. These tools usually focus on accounts rather than on individual contacts. They also generally include opportunity insight for tracking sales pipelines plus added functionality for marketing and service. As with larger enterprises, small businesses are finding value in online solutions, especially for mobile and telecommuting workers.
Social media
Social media sites like Twitter, LinkedIn and Face book are amplifying the voice of people in the marketplace and are having profound and far-reaching effects on the ways in which people buy. Customers can now research companies online and then ask for recommendations through social media channels, making their buying decision without contacting the company.
People also use social media to share opinions and experiences on companies, products and services. As social media is not as widely moderated or censored as mainstream media, individuals can say anything they want about a company or brand, positive or negative.
Increasingly, companies are looking to gain access to these conversations and take part in the dialogue. More than a few systems are now integrating to social networking sites. Social media promoters cite a number of business advantages, such as using online communities as a source of high-quality leads and a vehicle for crowd sourcing solutions to client-support problems. Companies can also leverage client stated habits and preferences to -target” their sales and marketing communications.
Some analysts take the view that business-to-business marketers should proceed cautiously when weaving social media into their business processes. These observers recommend careful market research to determine if and where the phenomenon can provide measurable benefits for client interactions, sales and support. It is stated that people feel their interactions are peer-to-peer between them and their contacts, and resent company involvement, sometimes responding with negatives about that company.
Non-profit and membership-based
Systems for non-profit and membership-based organizations help track constituents and their involvement in the organization. Capabilities typically include tracking the following: fund-raising, demographics, membership levels, membership directories, volunteering and communications with individuals.
Many include tools for identifying potential donors based on previous donations and participation. In light of the growth of social networking tools, there may be some overlap between social/community driven tools and non-profit/membership tools.

If I Were Mayer of Rio City….

Olympics will be held in Rio de Janeiro city four years later.
However, at present, they have many problems.
If there is a market, then I would continue to promote policies such as the following.

On a priority basis, I will carry out the war against crime, including corruption liquidation of bureaucracy.
Currently, a lot of bureaucracy, including the police are linked to organized crime. Officials involved in corruption in that amended the civil service anti-corruption law, was to improve the treatment of civil servants to cut off the connection and support aegis of bureaucracy of organized crime to be excluded from public office immediately. In addition, after you have increased the number of police and special recruitment of Special Forces from the military in order to wipe out the criminal organizations that are present in the favela of many, was granted the temple demolition recommendation period of six months – and during this period , to prepare a complete strategy execution of police – will continue to completely removed physically organized crime through a mopping-up operation overall police.

Second, in order to eliminate the gap between the rich and the poor, and improve the tax system, to receive the additional support of the central government. Redistribution of wealth is to be performed by the tax to put the difference greatly taxes based on income. Further, the present invention provides the progress of various policy by promoting the enactment of special law support the Olympic Games, to pull out the financial support of the central government of our city.

Third, to promote medium-and long-term policy for purifying the squalid outskirts.
Crime to spread in our time begins drug. This is required to provide education and employment opportunities systematic by converting the overall recognition of citizens.
The additional processing facilities and public relations to the public the dangers of drugs on a voluntary basis in our time, it corresponds to, and to ensure that suppress the drug abuse. In addition, by attracting the activities of volunteer organizations around the world, including the UN, to provide medical assistance, education opportunities. We are creating jobs by the time reconstruction plan as that “New Deal” more important than anything. If you promote a state in which the chosen model area the favela if one is improved at an early stage, the effect will spread to all other regions.

Fourth, to operate and to organize special teams to promote the holding of the Olympic Games,
It organized a great opening ceremony / closing ceremony for the stadium that require IOC, to build the infrastructure, to promote to the world the tradition of our city,
To to to prepare a nice event overall in to save the budget.

Through the efforts of an axis of four of these, corruption in our city are having problems due to gap between the rich and the poor and the crime is solved,
It is intended to be transformed into a city bright and lively,
City are confident thats going to be held at Olympic record.

Customer Profile

Project I: Customer Service Profile Final Paper |


As defined by ACA Group customer service is: ???excellent customer service is the ability of an organization to constantly and consistently exceed the customer??™s expectations??? (Douglas K. Howardell, 2004). It is a fact that we will not be able to give each customer everything they want. However as a customer service provider your goal should be to satisfy the customer needs and expectations. The way to do this is to establish good relations and rapport.
A company must acknowledge that every aspect, decision, and development affects the customer. Learning what the customers want and need by developing an action plan that implements customer friendly and processes that provide excellent customer services both face to face as well as behind the scenes. This is also a way to develop a rapport that can distinguish a company from its competition. Each company is judged by what they do not by what they say as consistency is a key.
Actions that will help to establish good customer relations and rapport includes answer the phone, not making promises unless they will be kept, listening to the customer, deal with complaints swiftly with purpose for resolutions, go the extra mile, show appreciation to customers with things such as give-a-ways, be helpful and train staff to always be helpful, courteous, and knowledgeable. Performing these actions a company will be able to satisfy the basic customer needs common to all customers. Applying these actions and others such like it combined with the basic customer needs; service, price, quality, actions and appreciation, a company will become known for its good customer service (Harris, 2010).

Company Profile
Con-way Inc. traces its history to Leland James, who, in 1929, founded a small regional trucking company in Portland, Oregon, named Consolidated Truck Lines. The company enjoyed great success through expansion and acquisition, and was later renamed Consolidated Freightways (CF).
During 1971 ??“ 1983 CF faced pressures from oil embargos and union labor costs, was thrust into deregulation. Consolidated Freightways took this opportunity to include air freight and trailer manufacturing. During 1983 ??“ 1985 Consolidated Freightways created Con-way a nonunion, regional short-haul service in markets where CF wasn??™t actively selling its services (Con-way Inc., 2008-2011). The regional companies Con-way Central Express (CCX), Con-way Western Express (CWX), and Con-way Eastern Express (CEX) were established as part of a strategy to expand (Con-way Inc., 2008-2011). In 1991 CF, Inc. launch Menlo Logistics to broaden its service portfolio beyond less-than-truckload (LTL) transportation, and to capitalize on the growing trend of bundled logistics services. Menlo was among the first of a new breed of integrated logistics companies (Con-way Inc., 2008-2011). The Truckload division was launched in 2005 to more efficiently manage Con-way??™s hub-to-hub freight network across its regional companies. This new subsidiary provided line-haul service on full loads of LTL shipments moving in transcontinental traffic lanes. Con-way, formerly CNF, Inc., underwent a corporate rebranding process, and the new name, Con-way Inc., was officially introduced on April 19, 2006.
On May 5, 2006, the new ticker symbol on the New York Stock Exchange became CNW. Menlo purchased Cougar Holdings Pte Ltd. and Chic Holdings Ltd. in 2007 (Con-way Inc., 2008-2011). Singapore-based Cougar expanded Menlo??™s operational scope in Southeast Asia, and Shanghai-based Chic gave Menlo a pan-China presence (Con-way Inc., 2008-2011). These two acquisitions vaulted Menlo into a major Asian logistics company (Con-way Inc., 2008-2011). The acquisition of CFI gives Con-way a major presence in truckload freight (Con-way Inc., 2008-2011). Today, the Truckload division operates more than 2,600 tractors and 7,000 trailers, with more than 3,000 employees, including 2,500 drivers (Con-way Inc., 2008-2011). Unlike most companies, Con-way Inc. not only have a mission statement, they also have a vision statement and value statement. These statements are as follow,
Mission Statement: Guided by our core values, we deliver quality services and innovative solutions to our partners everywhere. We transform vision into reality.
Vision Statement: At Con-way, our employees are our greatest competitive advantage. By focusing on our values, we will realize the vision of making Con-way our clients??™ greatest competitive advantage in global supply chain services.
Values Statement: The Con-way core values are INTEGRITY, COMMITMENT and EXCELLENCE. Everything we do at Con-way reflects these values, and we constantly strive to improve. INTEGRITY at Con-way means just that: Everything we do is done with fairness, compassion, respect, courage and much more. COMMITMENT is not fancy ??” it??™s either there or it??™s not. At Con-way, we keep our word and deliver what we promise. EXCELLENCE is what we strive for in all that we do. Our core values all combine to produce excellent people, excellent results and an excellent organization.???
Con-way??™s customer service is full of integrity and fairness. The policies reach internally to their employees out to their external customers. The site provides several ways for a customer to contact them. As a customer you are able to email, call, fax, and visit local terminals and hubs. Their network of more than 365 operating locations reach across the 50 United States, Canada, Mexico, Asia, Europe, the Caribbean and domestic offshore locations. In addition to world-class transportation performance, Con-way Freight offers exceptional customer service at every level, supported by industry professionals and state-of-the-art processes and technology that save time and ensure consistent exception-free shipping (Con-way Inc., 2008-2011). Their customer service policies are focused on the customer??™s needs. If the need of the customer is not met, they have policies in place to accommodate less then exceptional customer service that provides credit issuance. The also provide Account Executives to each account. Depending on the relationship of the customer will determine if they are appointed to a local AE or a National AE. However if a company is deemed to be a national account, Con-way does not fall short by locating a local AE meet the customers??™ demands within the company??™s policies holding high regards in keeping integrity and loyalty first.
The internal customer services it provides to its employee are recognized by industry magazines such as the Return on Performance magazine, March 2010 issue titled, ???Building a strong employee culture is key to Con-way??™s success???. Con-way promotes diversity and inclusion in the work force. Cross training allow the employees to handle customer concerns and issues with one call from a customer. The morale of the company is high. Cross training gives the employee the since of how much they are appreciated as well as opportunities of promotion and advancement within the company. The company also gives first choice to employees of available positions. Recently the announced the reinstatement of company matching of the 401k retirement plans. It is a fundamental business practice critical to their success (Con-way Inc., 2008-2011).
Every employee is empowered to handle to customers??™ needs. For example the drivers are titled Driver Sales Representative. The title was given to help empower them to up-sell on Con-way??™s services and handle situations with one stop. This builds relations and rapport with one on one service being rendered. This strategy works well in developing good communication with the customers. When a customer has a complaint they are able to contact their AE which will then issue necessary credits, and make or have corrections processed on billing account issues. If misfortunes such as loss or damaged freight occur, the customer is able to visit the web site to complete a claim form. The process generally takes 30 days. The customers are given their AE??™s direct contact numbers and emails and are able to contact them at any time. Even during the weekends. Because the customer is able to speak directly to their AE and receive follow ups also immediately. For example, a customer is able to email their AE with an issue of loss freight. The AE is then able to respond directly to the customer via email with tools such iPads, which indicates how important and how much their business is greatly appreciated. Other examples include being able to call into a service center and having the initial representative handle to customer??™s request as every employee is empowered.
In conclusion the strengths and weakness of the customer service environment at Con-way is very close. Their service, price, quality, action, and appreciation are certainly their strengths. However their weakness lies within the tools given to their customers. Although the company practices and promote cross training, the overwhelming calls into a location can cause late responses. Tracking the customers shipments are done online and can be accessed by the customer. However the notations in the tracking log is often misunderstood and a representative that did not personally make the notation can sometimes relay wrong or misleading information. I would recommend that the company reevaluates their automated exception logs so that it is more universal to have the same meaning across the board.
Because the company promotes a ???customer first??? attitude they do not mislead the customer about their policies. For example if the customer places a claim on freight that has been damaged during transportation, they are not automatically awarded the claim. There is an investigation completed which includes inspections of all paperwork and the actual goods shipped. If it is determined that do to the fault of Con-way, the claim is awarded immediately. However if it is due to improper packaging by the shipper/customer, then the claim is not awarded. In both scenarios a detailed script of the investigation is given to the customer, their AE and posted a network profile that is accessible by any employee. Each customer is afforded personal attention and must be contacted weekly or daily to ensure they have everything needed to ensure they are receiving the highest service provided by Con-way. This is priceless to Con-way, as a happy customer is a frequent customer that will continue to return for service.

Work Cited and References
Con-way Inc. (2008-2011, July 14). About Con-way: History. Retrieved July 17, 2011, from Con-way: http://www.con-way.com
Douglas K. Howardell, C. (2004). Retrieved June 30, 2011, from The ACA Group: www.theacagroup.com/customerservice.htm
Harris, E. K. (2010). Customer Service – A Practical Approach; 5e. In E. K. Harris, Customer Service – A Practical Approach; 5e (pp. 1-133). Bartlesville: Pearson Education, Inc., as Prentice Hall.