Organizational Assessment of Vanderbilt University Medical Center

Overview This is a healthcare facility whose main objective is to offer health care services, carry out health related research, as well as promote biomedical education. The facility offers health care in various areas such as heart and heart surgery, endocrinology, respiratory disorders, kidney complications, as well as gynaecology among others.Advertising We will write a custom assessment sample on Organizational Assessment of Vanderbilt University Medical Center specifically for you for only $16.05 $11/page Learn More Vanderbilt University Medical Center is a company that has several branches and a number of campuses that offer biomedical education. The headquarters of Vanderbilt University Medical Center are located in Nashville, Tennessee in the United States of America. Potential strengths and weaknesses Strengths The success of an organization is highly dependent on its strengths and opportunities available to it. Vanderbilt University Medical Cen ter has been one of the most successful companies in the industry. It has a number of strengths that have enabled it to achieve the kind of success it has today. One of the strengths that have been vital to the success of this company is the fact that it has staffs that are highly skilled and committed to the organizational duties (Duncan, Ginter Swayne, 2013). The staffs are always working to give the best services to the patients and their customers to ensure that anyone who gets the services is satisfied and will be willing to come back again. In addition to being committed to their duties, the staffs are also highly skilled. Therefore, the services they offer are top class and of high quality. It is important to note that most of the diseases that are handled in these hospitals need a high level of knowledge and skills, an attribute that the staffs already possess. The staffs are committed to ensuring the wellness of patients. As a result, patients are always willing to visit t he facility since they are assured of top quality services. One of the reasons that may have contributed to the company having highly skilled staffs is the fact that it has its own training facilities where it trains medical personnel. The research facilities available in the organization also help in boosting the knowledge and skills of the staff. It is, therefore, in order to say that the research institutions and the training institutions are also strengths to the company (Berkowitz, 2011).Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The other factor contributing to the company’s strength is its locations. As it has been mentioned earlier, Vanderbilt University Medical Center has several branches of hospitals that offer services to patients. The branches are located in strategic points where they can reach a large number of patients. The locations are easily accessible by road. The company is well connected within the country. It is also well equipped with technological facilities that are used in enhancing the level of services offered. Technology is a source of strength for any company that has it and utilizes it accordingly. Weaknesses One of the major weaknesses that affect the business of Vanderbilt University Medical Center is the weak communication system that exists. The organization is very large, thus communication becomes quite complicated. It is not easy to communicate effectively with all the staffs. It is important to note that communication in itself is a competitive advantage for any organization. Therefore, it is likely for the organization to lose its competitive advantage to rivals if it is not able to communicate effectively with its stakeholders. There are cases such as duplication of services that result from weak communication systems at Vanderbilt University Medical Center. Organizational differences One of the factors that c an facilitate the success of any organization is its differences. An organization that offers services that are differentiated is likely to gain a competitive advantage. It is imperative to note that the organizational differences distinguish the organization from its competitors. In addition, it is the differences that describe what the organization is all about, as well as its objectives and mission. According to Duncan, Ginter and Swayne (2013), organizational differences refer to the strategic resources of the organization and the measures that the organization has put in place to develop these strategies in order to differentiate it from competitors. Vanderbilt University Medical Center is different in that it has resources that are not available in many organizations in the same industry. For instance, it has training institutions where it trains its own staffs. This helps it offer quality training to its staff so that they can offer top quality services to patients, thereby m aking the organizational services differentiated. Another factor that makes the organization different is the fact that it has research facilities where its staff can carry out various researches.Advertising We will write a custom assessment sample on Organizational Assessment of Vanderbilt University Medical Center specifically for you for only $16.05 $11/page Learn More Research helps the organization improve on its services since it can make new discoveries and come up with new ways to deal with the various problems. In addition, research facilities and the technological equipment in those facilities are likely to support innovation, an attribute that is likely to give the organization competitive advantage to facilitate its objective of offering differentiated services (Berkowitz, 2011). ASSISTS Analysis This is an analysis that is used to determine the competitive relevance of the resources available in an organization, as well as the capabilities of the organization and its staff (Duncan, Ginter Swayne, 2013). One of the questions that have to be answered is the question of value. Vanderbilt University Medical Center has resources that have a lot of value to its customers. The resources are worth since they help the customers get the best services possible. For instance, the training facilities give the staffs knowledge and skills that help them offer quality services to the patients. The equipment is of high competence and is up to date in terms of technology. The other question relates to rareness. Not many competitor organizations have the resources that are possessed by Vanderbilt University Medical Center. For instance, it is not easy to find hospitals that have research centres and training facilities. Therefore, this is a point of strength to Vanderbilt University Medical Center and it gives it competitive advantage. The question of immitability should also be considered in determining the ASSIST analysis. It is impo rtant to note that most of the resources can be copied by the competitors in this industry. This is a weakness for Vanderbilt University Medical Center since its competitors are likely to copy and have means of duplicating the services and resources as long as they have enough finances. Finally, the question of sustainability should also be addressed. Vanderbilt University Medical Center has the ability to sustain its current competitive advantage for a long period. The value and the rareness can be maintained. However, the organization should take measures to improve on immitability of its resources and capabilities (Duncan, Ginter Swayne, 2013). ASSIST Analysis TableAdvertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Value Vanderbilt has high value resources e.g. training and research facilities. Has highly competent equipment and up to date technology. Rareness Competitors hardly have Vanderbilt’s resources such as training and research centres. Immitability Most of Vanderbilt’s resources can be copied by competitors. With enough finances, competitors can duplicate Vanderbilt’s services. Sustainability Vanderbilt can sustain its current competitive edge for long due to its unmatched, valuable and rare resources. Sources of competitive advantages An organization should be aware of the sources of its competitive advantage to be able to maintain them and find ways to improve on them. Competitive advantage is gained if an organization has the ability to add value to the services it offers to customers and in turn increase the level of customer satisfaction (Duncan, Ginter Swayne, 2013). There various ways through which an organization can add value to its services for customers. Among the ways through which an organization can add value include cost leadership, differentiation, as well as focus strategies. Cost leadership is where the organization has the ability to offer goods and services at a cost that is relatively lower compared to that of competitors. It is important for the organization to maintain the quality of its products, regardless of the costs involved. Therefore, the costs should be sustainable. The next method of gaining competitive advantage is through differentiation. This is the method used by Vanderbilt University Medical Center. The Center offers services that are differentiated from those of its competitors. Differentiation can, therefore, be described as the source of Vanderbilt University Medical Center’s competitive advantage (Schmidt, 2010). The research facilities available in the company help it develop ways of offering services that are of high quality. A research centre is a source of knowledge; therefore, employees of the company have access to knowledge that they apply in offering their services. In addition, the training offered also help in differentiating the company’s services. The health personnel are trained in a customized manner to offer special services to the organization’s patients (Berkowitz, 2011). Porter’s modified value chain for Vanderbilt University Medical Center Source: Schmidt (2010) Evaluating competitive analysis This is a stage that is very critical in determining the competitiveness of the organization since it is the stage that enables the organization in defining strategies that can improve on its current services and gain or sustain its competitiveness. A thorough analysis of the competitive advantage will help the organization improve on its marketing strategies, operations, infrastructure within the organization, as well as the technological development of the organization (Duncan, Ginter Swayne, 2013). Vanderbilt University Medic al Center is an organization that is highly competitive. It has resources that have helped it become one of the best in the USA, if not the best in the industry. Its capabilities are outstanding, thereby giving it an upper hand compared to its rivals. However, the company has some weaknesses that it should improve on in order avoid being overtaken by its rivals in terms of competition. For instance, communication is an issue that is likely to affect its operations. Despite the fact that the size of the company is an advantage, it makes it difficult for effective communication systems to be established. It is important to note that communication has the ability to improve the services offered. At the same time, communication can lead to poor services if it is not well established. Generally, Vanderbilt University Medical Center is competitive in the industry, but it should improve in communication to avoid losing its competitiveness. References Berkowitz, E. N. (2011). Essentials of health care marketing. Sudbury, MA: Jones Bartlett Learning. Ginter, P. M., Duncan, W. J., Swayne, L. E. (2013). Strategic management of healthcare organizations (7th ed). San Francisco, CA: Jossey-Bass. Schmidt, B. B. (2010). The dynamics of MA strategy: Mastering the outbound MA wave of Chinese banks. Frankfurt am Main: Lang. This assessment on Organizational Assessment of Vanderbilt University Medical Center was written and submitted by user Casey Carter to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Drug Punishment

For years the U.S. drug policy has taken the approach of imprisoning anyone connected with illegal drugs. During these years the drug use has increased, and the majority of drug offenders released from jail return. Also because of mandatory jail time for drug offenders the nation’s jails are extremely overcrowded. The U.S. is now the operator of the worlds largest prison system, and spends nearly $9 billion dollars a year to keep drug offenders in jail (55% of which are classified as low level offenders, or not dangerous.) It is time to re-evaluate our nations drug policy, and try a new drug prevention program. The 8th amendment states that punishment should be fair according to the crime committed. In Washington, a 68 year old man was imprisoned and lost his 3 bedroom house and the land it was on after he was found growing a couple marijuana plants to help ease his cluster headaches. In Utah, a 80 year old man lost his 160 acre ranch after someone found a handful of marijuana plants growing on a remote corner of his land, which he did not even know about. Billy Munnerlyn lost his privately owned air charter business, after he transported a man carrying illegal drugs. Munnerlyn had no connection or knowledge of the drugs. Now ask yourself, Does this seem fair? What I’m proposing is a program that focuses on rehabilitation rather than punishment. We need to get rid of mandated prison sentences for minor drug offenders. The best alternative to this solution is an intensive , supervised, rehabilitation system. This program should include community service, job training, and mandatory participation in proven drug treatment programs. As stated in the preamble of the constitution, our government strives towards the general welfare of our society. This program will give drug offenders a chance to turn their lives around and become productive, tax paying, law abiding citizens. Studies have shown that forcing drug users in... Free Essays on Drug Punishment Free Essays on Drug Punishment For years the U.S. drug policy has taken the approach of imprisoning anyone connected with illegal drugs. During these years the drug use has increased, and the majority of drug offenders released from jail return. Also because of mandatory jail time for drug offenders the nation’s jails are extremely overcrowded. The U.S. is now the operator of the worlds largest prison system, and spends nearly $9 billion dollars a year to keep drug offenders in jail (55% of which are classified as low level offenders, or not dangerous.) It is time to re-evaluate our nations drug policy, and try a new drug prevention program. The 8th amendment states that punishment should be fair according to the crime committed. In Washington, a 68 year old man was imprisoned and lost his 3 bedroom house and the land it was on after he was found growing a couple marijuana plants to help ease his cluster headaches. In Utah, a 80 year old man lost his 160 acre ranch after someone found a handful of marijuana plants growing on a remote corner of his land, which he did not even know about. Billy Munnerlyn lost his privately owned air charter business, after he transported a man carrying illegal drugs. Munnerlyn had no connection or knowledge of the drugs. Now ask yourself, Does this seem fair? What I’m proposing is a program that focuses on rehabilitation rather than punishment. We need to get rid of mandated prison sentences for minor drug offenders. The best alternative to this solution is an intensive , supervised, rehabilitation system. This program should include community service, job training, and mandatory participation in proven drug treatment programs. As stated in the preamble of the constitution, our government strives towards the general welfare of our society. This program will give drug offenders a chance to turn their lives around and become productive, tax paying, law abiding citizens. Studies have shown that forcing drug users in...

Black Working Poor vs. Black Middle Class

(Shawn A. Ginwright 2002) The black middle class experienced dramatic growth in the post civil-rights era. This growth raised questions about how social and cultural capital among the black middle class has helped the conditions of the black working poor. The author demonstrates through materialist and culturalist frames of the community how black middle class members of a small organization frame community failed to address the needs of the working poor. Materialist frames are rooted in day-to-day material conditions. They are informed by the lived reality of low wages, high rents, and or poor quality schools and focus on immediate change of concrete conditions. (Shawn A. Ginwright 2002) Culturalist frames challenge ideas and values, rather than power and people. Through a shared set of ideas and values, culturalist frames focus on symbolic meaning and abstract theories of the social world and attempt to change social meaning and personal identity. They promote specialized ideas about community and social issues and encourage expert-based social change through highly skilled, educated professionals. (Shawn A. Ginwright 2002) His argument is that the middle class use their skills, and other forms of human capitol to define community issues, while overlooking the interests of the working poor. Then Ginwright used a case study to affirm his theory. The case study was of a middle class community’s use Afrocentric ideology to ameliorate a working class neighborhood high school; the middle class misdiagnosed an obvious problem through culturalist framing resulting in no significant improvement in the high school. Afrocentric ideology is a modern concept in response to racist and attitudes about black people. It is a black inspired ideology that affirms blacks in a white dominated society. In the efforts to improve McClymonds High School in Oakland California a group of community advocates, The Black Front For Educational Reform (BUFFER), started coalition with working class parents and concerned citizens to transform the high school. Then BUFFER grew in size from roughly 30 local community individuals to 125 individuals from professors to attorneys. With the original BUFFERS the plan was simple, improve specific issues related to the day-to-day experiences of students, what the school lacked, but also what students at the school needed to survive. First, although many of its members shared the same ideology about the need to improve the conditions for black students at McClymonds High School, there was conflict about which strategy would best serve the needs of the students. (Shawn A. Ginwright 2002) The original working class members of BUFFER wanted to address the material issues such as textbook, facility structure, college prep courses, etc†¦ The new BUFFERS convinced that the problem was from lack of positive ethnic identity and racial pride. They wanted to address educational inequality by implementing an Afrocentric curriculum. This gave the idea of self-esteem issues. The Afrocentric curriculum did get approved and was implemented in the curriculum. For many students the new subject was not understood and Afrocentrism did not have any relevance to their day to day life experiences. The emphasis they placed on Afrocentric education diverted valuable resources to what could have been an effort to redress the pervasive inequality at the High. (Shawn A. Ginwright 2002) In reading the article it disclosed a serious gap in understanding of society needs between the middle class and the working poor class. Since the article was based on one case study, the results were skewed in favor of the author’s theory. The reading does not provide the benefits obtained by the high school from incorporating an Afrocentric curriculum or another case study that shows similar results. The author made an argument and used only one case study to verify his theory. The reading did provide some insight into the relationship between the two but it only provides inferred reasoning as to why there is a difference between the two. With two different social classes within the same organization, communication was really the necessity that was lacking to have a better outcome in the transformation of the high school. I would definitely recommend this read to a classmate

LAW OF BUSINESS LEASES Term Paper Example | Topics and Well Written Essays - 2250 words

LAW OF BUSINESS LEASES - Term Paper Example The landlords often have to deal with the tenants who default on the lease or sub lease agreements. It is important that Mr. Ash takes early actions to collect the rent it always follows a very predictable pattern that starts with a series of late payments, that proceeds to paying only part of the rent and finally leading to complete default of the payment of the rent. When the tenants delay in making rent payment just like in the case of XYZ Ltd, Miss Beech and Mr. Cherry, the first option is the person that guaranteed Mr. Cherry payment to be approached Law of (Property Act 1925). This is the best strategy to be used if Mr. Ash needs to preserve the lease and the tenant has sufficient goods in premises that can cover the cost of the rent arrears. The right to rent distress is only available to the owner of the immediate reversion of the lease agreement that will end immediately he or she assign sells or transfer the reversionary interest to another party. The rest distraint involves the landlord seizing the goods that was pledge against the unpaid rent. This is basically a self help remedy that enables the landlord to take the goods of the tenants that are found on the leased premises as some form of security so that the rent arrears can be paid in full. Distress is a right of the landlord that was created under the common law defining the relationship of the tenant and the landlord (commercial credit Corp Ltd v. Harry D. Shields Ltd. (1980), 122 D.L.R. (3rd). It is important to note that the right to distress is the only right under which a landlord is allow ed to hold the goods of his tenants and can be applied upon nonpayment of any amount. The landlord has a right to use the rent distress instruments in case of nonpayment of any amount. According to Wallace v. Fraser (1878), 2 S.C.R. 522, the right of distress can be taken way or limited by the courts in lease if the landlord has forfeited the lease. This is because

Role of Operations Management Paper Essay Example | Topics and Well Written Essays - 1000 words

Role of Operations Management Paper - Essay Example Here I will provide a detailed overview of the operations management and handling. Here I have chosen the Tata Motors for the overall research and analysis of the corporate operations management. The subject of the operations management spotlights on cautious running the procedures to construct as well as allocate services and products. Typically, small industries do not speak regarding area of operations management and its implementation; on the other hand they carry out the actions that management schools normally linked through the expression the operations management (McNamara, 2009). Organizations are by and large involved in operational management for the reason that it gives deep insight into how well and competently the activities and operations of an organization to renovate input into useful products for the operation of business are working (Fisher College of Business, 2008). This research will provide the detailed analysis of the TATA MOTORS and its associated operation management. Here I will elaborate the different areas those are executed under this paradigm in a business. This analysis will offer a deep insight into the overall working and operations in opera tions management. Most important and on the whole tasks of an organization frequently consist of manufacturing goods or production and their distribution. These tasks are as well linked by means of service and product management. However, product management is typically in view to one or additional directly linked goods that is, a manufactured goods line (McNamara, 2009). Operations management is in observation to the entire processes inside the business. Linked tasks and actions encompass organizing acquiring, record control, excellence control, logistics, storage as well as assessments. A huge deal of ideas is on competence as well as efficiency of procedures. Consequently, operations management frequently comprises considerable capacity assessment as well as investigation of interior

Middle-Class Homelessness in America Essay Example for Free

Middle-Class Homelessness in America Essay Can you imagine yourself standing in line in hope for a cot at a shelter to share with your family, or waiting for a warm meal in a soup kitchen? This is what many middle-class American citizens have succumbed to. Has the American dream been lost, has the middle-class lost its position in the American economy, and has the inequality of income cause the demise of the middle-class? By focusing on the health care reform and record low unemployment rate we overlook the underlying problem; the dwindling middle-class, the backbone of our country. Many studies have been conducted to define middle-class without much success. It has been attempted to relate it to annual income. One study states that yearly incomes between $32,900 and $64,000, another between $50,800 and $122,000, and the U. S. census bureau middle 60% of incomes is the largest range of all lies between$ 20600, and $102,000 as what defines middle-class. Dan Horn notes in the Cincinnati Enquirer â€Å"Psychologist Ken Eisold, a contributor to Psychology today, said, though, that the way people describe their social status has more to do with what’s going on in their heads than their wallets. † Eisold goes on to say that â€Å"it’s really more about identity†. Horn adds that Julie Heath, director of the University of Cincinnati’s Economics Center agrees with Eisold that saying, â€Å"We’re a middle-class family has more than a financial connotations to it, it has a salt-of the earth to it. That’s the bed rock. Essentially this shows that Americans do not base their social status on their income alone, but also on their personal accomplishments and views of where they have come from and where they are going. That being said, the bed rock of the middle-class comes from one of the most common descriptions what living in America is all about; the great American Dream. History tells us that this emotion connected with being middle-class started showing up in the 1830’s. In these times people came to America hoping for the best, and they clung to ideas of how they would make it. They believed that if those ideas and values were kept, that they were middle-class, even if they were not financially. This is how the idea of the Leave it to Beaver life style came into being. In the 1950’s men took white collar jobs while women stayed home and maintained their house and families. They bought homes in the suburbs, nice family cars, and made safe investments. This provided them a sense of stability and many believed this is what the American dream is all about. Today, in pursuit of the dream, to maintain their middle-class status many Americans have higher incomes than their parents did but both parents are working. Yet while doing the best that they that they can possibly do, many are watching their dreams shatter. Erin Currier, director of the Pew Economic Mobility Project, said â€Å"stability is one of the biggest threats to the middle class today. † She goes on to say, â€Å"Though born into middle-class, many fall out by adulthood. † This is due to inflation of basic needs such as health care, day care, college funding, and the rise of the inequality of income. One term often referred to when relating to the middle-class crisis is Income Gap. As defined on the internet by investapedia. om, the income gap is the unequal distribution of household and individual income across the various participants in an economy. A sociology and political science professor at the University of Arizona who studies income inequality and poverty, says that over the past three decades â€Å"is slow income growth compared to general economic growth†¦ a bigger and bigger portion of economic growth has occurred to the wealthiest 1 %, whether the measure is basic wages or total compensation,† says Lane Kenworthy. (CQ researcher 3) There is political risk involved with this shift that is greater than economics and family finances. A large middle class, especially one that is politically active, tends to be a kind of anchor that keeps our country from swinging back and forth. There are typical values that middle-class families acquire and pass on to their children and those values tend to be good for democracy,† states Teresa Sullivan, provost and executive vice president for academic affairs at the University of Michigan, and the co-author of The Fragile Middle Class: Americans in Debt. (CQ Researche r 2) The new millennium looked very hopeful for the war on poverty in America. The federal poverty rate was the lowest it had been since 1974 according to CQ Researcher. The next 4 years even better with Housing prices doubling in many cities and increase in home equity loans that brought the Home-ownership rate up to an all time high of 69 percent. In 2008 we would not only see the sand shift out from the false growth of the economy led by the banks and lending companies but our government bail the banks out with $700 billion rescue bill, They did not however bail out the borrower and many lost their homes. Leading to the current middle class crisis. These issues, the rise of the inequality of income and the shattering of the American dream, have led us to the downfall of the middle class. In more recent years the middle-class are finding themselves not only having a decrease in their income due to layoffs and downsizing, but while not able to maintain their dream are losing their homes due to foreclosures. They are now finding themselves sleeping in their cars, if fortunate to still have one. They are waiting in lines for food and shelter, and bathing in gas station rest rooms, standing on street corners and highway exit’s begging for money or work. I have a personal interest in this research because I consider myself a middleclass American who lived through these years of the housing crisis and recession, I have lost a business, I am dealing with the short sale of my home and a threat of foreclosure, I have suffered through divorce and currently I am a struggling single mother. In conclusion the decline of the middle-class has hit very close to home. Although the hope of the American dream dies a slow death in my own heart, because of the continual economic status and burden of the cost of living rising, many like me are losing hope.

Main Causes of The Great Depression :: history

Main Causes of The Great Depression The Great Depression was the worst economic slump ever in U.S. history, and one which spread to virtually all of the industrialized world. The depression began in late 1929 and lasted for about a decade. Many factors played a role in bringing about the depression; however, the main cause for the Great Depression was the combination of the greatly unequal distribution of wealth throughout the 1920's, and the extensive stock market speculation that took place during the latter part that same decade. The maldistribution of wealth in the 1920's existed on many levels. Money was distributed disparately between the rich and the middle-class, between industry and agriculture within the United States, and between the U.S. and Europe. This imbalance of wealth created an unstable economy. The excessive speculation in the late 1920's kept the stock market artificially high, but eventually lead to large market crashes. These market crashes, combined with the maldistribution of wealth, caused the American economy to capsize. The "roaring twenties" was an era when our country prospered tremendously. The nation's total realized income rose from $74.3 billion in 1923 to $89 billion in 1929(end note 1). However, the rewards of the "Coolidge Prosperity" of the 1920's were not shared evenly among all Americans. According to a study done by the Brookings Institute, in 1929 the top 0.1% of Americans had a combined income equal to the bottom 42%(end note 2). That same top 0.1% of Americans in 1929 controlled 34% of all savings, while 80% of Americans had no savings at all(end note 3). Automotive industry mogul Henry Ford provides a striking example of the unequal distribution of wealth between the rich and the middle-class. Henry Ford reported a personal income of $14 million(end note 4) in the same year that the average personal income was $750(end note 5). By present day standards, where the average yearly income in the U.S. is around $18,500(end note 6), Mr. Ford would be earning over $345 million a year! This maldistribution of income between the rich and the middle class grew throughout the 1920's. While the disposable income per capita rose 9% from 1920 to 1929, those with income within the top 1% enjoyed a stupendous 75% increase in per capita disposable income(end note 7). A major reason for this large and growing gap between the rich and the working-class people was the increased manufacturing output throughout this period. Main Causes of The Great Depression :: history Main Causes of The Great Depression The Great Depression was the worst economic slump ever in U.S. history, and one which spread to virtually all of the industrialized world. The depression began in late 1929 and lasted for about a decade. Many factors played a role in bringing about the depression; however, the main cause for the Great Depression was the combination of the greatly unequal distribution of wealth throughout the 1920's, and the extensive stock market speculation that took place during the latter part that same decade. The maldistribution of wealth in the 1920's existed on many levels. Money was distributed disparately between the rich and the middle-class, between industry and agriculture within the United States, and between the U.S. and Europe. This imbalance of wealth created an unstable economy. The excessive speculation in the late 1920's kept the stock market artificially high, but eventually lead to large market crashes. These market crashes, combined with the maldistribution of wealth, caused the American economy to capsize. The "roaring twenties" was an era when our country prospered tremendously. The nation's total realized income rose from $74.3 billion in 1923 to $89 billion in 1929(end note 1). However, the rewards of the "Coolidge Prosperity" of the 1920's were not shared evenly among all Americans. According to a study done by the Brookings Institute, in 1929 the top 0.1% of Americans had a combined income equal to the bottom 42%(end note 2). That same top 0.1% of Americans in 1929 controlled 34% of all savings, while 80% of Americans had no savings at all(end note 3). Automotive industry mogul Henry Ford provides a striking example of the unequal distribution of wealth between the rich and the middle-class. Henry Ford reported a personal income of $14 million(end note 4) in the same year that the average personal income was $750(end note 5). By present day standards, where the average yearly income in the U.S. is around $18,500(end note 6), Mr. Ford would be earning over $345 million a year! This maldistribution of income between the rich and the middle class grew throughout the 1920's. While the disposable income per capita rose 9% from 1920 to 1929, those with income within the top 1% enjoyed a stupendous 75% increase in per capita disposable income(end note 7). A major reason for this large and growing gap between the rich and the working-class people was the increased manufacturing output throughout this period.

The Accomplishments of the Greeks

THE ACCOMPLISHMENTS OF THE GREEKS The ancient Greeks had many accomplishments including philosophical beliefs, intellectual ideas and artistic developments. They used many forms of expression to express their philosophical, intellectual, and artistic achievements. These forms essentially made up their culture and defined their lifestyle. In document 1, the philosophy of Socrates stated that humans should analyze their lives. This is an accomplishment because it shows that Greek philosophy was the beginning of modern ideas.As stated in document 2, Aristotle believed that human reason is important in order to have a good life. Aristotle’s rational thought was an accomplishment because it questioned aspects of Greek society. This document was created at this time because it shows the teachings and beliefs of Aristotle that were conveyed to the people. As seen in document 3, the government in Greece around 430 B. C. E. , was set up similar to a republic. Document 3 describes the d emocratic form of government that was used to rule Greece.One of the reasons Greece was so successful was the system of government in place favored fairness and equal opportunity. Pericles was the greatest Athenian democratic ruler. This proved to be an intellectual achievement because it shows that the rulers of Greece at this time were able to form a system of government that was able to effectively rule the people. As seen in document 4, the Greeks had doctors and people specialized in the medical field. This is an intellectual accomplishment of the Greeks because it shows that they had job specialization within the culture.Job specialization is only possible in thriving societies, thus proving Greek was a prosperous civilization. Document 5, describes a geometrical theorem that is still used in mathematics today. This is an intellectual accomplishment because it was written around 300 B. C. E. , and still remains true today. In document 6, an excerpt from the play Antigone, comm on Greek beliefs are conveyed through the characters. As shown in document 7, the Parthenon is an example of Greek architecture, wealth, and religious beliefs. The culture and values of Greece at that time, is displayed through the art that was created.Sculptures, such as the one in Document 8 show the importance of athleticism and the Olympic Games in Greek society. Art was a way for the Greek to express their thinking and way of life in a creative format. An additional document that would be helpful in understanding the accomplishments of the Greeks, would a map of the trade routes throughout the Mediterranean and Black sea. This would show how the Greek culture was able to be spread throughout the Mediterranean Basin. It would also show how the Greeks were able to gain wealth and how it affected their culture.

Egg Supply Chain

In a few weeks you will start seeing quite a few sales on eggs. Why? Eggs are one of the main staples in the Easter holiday tradition. Everyone gets together the night before Easter and colors their eggs a wide range of colors to put in their Easter baskets for the Easter Bunny to hide. An egg seems like such a simple food item, very few people ever wonder what all had to happen in order for them to be able to buy their eggs from the grocery store. If there were suddenly no eggs to color for Easter I am sure everyone would then want to know. If it even possible to think that the grocery stores would have no eggs? The answer is yes! In order for that carton of eggs to be on the shelf of the store it must travel the supply chain. A supply chain is a system of organizations, people, technology, activities, information and resources involved in moving a product or service from supplier to customer. Supply chain activities transform natural resources, raw materials and components into a finished product that is delivered to the end customer. Egg would seem like such a simple product that there really couldn’t be that much to the supply chain given that the chicken lays the eggs, the farmers puts them in cartons and a truck delivers them to the store. Eggs don’t go through processing like most other food products but still there can be a lot to them depending on what type of eggs you buy and where from. Many people still get theirs from the grocery stores but a rising trend is to purchase them farmers markets or directly from the farmer. Going directly to the farmer for your eggs is becoming more popular because people want to know where their food is coming from and want to know that the animals are not being mistreated or given hormones. In order to discuss the supply chain for eggs one must first ask the questions,Which came first the egg or the chicken? When you attempt to do a supply chain for eggs this is without a doubt the first question you would need to ask. Did the farmer get the egg first and then hatch the chickens to lay more eggs to sell or did he get the chicken first who then laid the eggs? For this paper we are going to assume that the chicken came first. So the first step in the egg supply chain is the hatchery no matter where you get your eggs the process started in the hatchery. Due to the rising trend of going straight to farmer for goods, we are going to look at the supply chain for eggs purchased directly from the farmer. Also this is how I get my eggs so I thought it would be more interesting, of course the eggs I get come from my aunt so there is not much to them aside from the gas used to drive to her farm and pick them up. Her chicks came from a friend who raised chickens but for those farmers who do not have friends or neighbors who raise chickens they would go to a hatchery. Hatcheries are found all over. There are quite a few in Ohio alone, a major one is found in the Cincinnati area. Once the farmer gets his peeps from the hatchery they are placed in a chicken coup which has access to a pasture for the chickens to graze. Chickens eat a wide variety of things but mostly are fed corn or other vegetables already found on the farm. Chickens that are allowed to graze produce better quality eggs due to the fact that they get more nutrients from the ground than those chickens raised in cages. The next step in the supply chain once you have the chickens and they lay the eggs is to gather and package them for sale. Eggs are usually gathered on a plastic tray and then washed and sanitized then stored in a refrigerator. Many co-op farms that you buy from have you bring your own container for your eggs, this saves them money and also the environment if you reuse the same carton. Most people just bring a carton from store bought eggs. The egg carton was invented in 1911 to help keep a farmer’s eggs from breaking while delivering. Egg cartons come in a variety of forms from Styrofoam to molded pulp and paper. You can even buy plastic storage containers for eggs that can reused again and again. One of major suppliers of egg cartons to small farms is a company called Eggcartons. com. They do not produce the egg cartons themselves but rather buy them in large quantity then sell in smaller quantity to farmers. Once the eggs are packaged they are ready for sale whether to a local farmer market or directly to the customer who visits the farm. Farm raised eggs there seems to not be too much competition out there. Very few farms do this and the ones that do are spaced a good ways apart, also the fact that the small farms cannot produce as much as the bigger companies limits them on what they can sell anyhow. The only major issue that could impact the supply chain for a local farmer is to lose his chickens or for them to fall ill and not be able to produce enough eggs to meet demand. Some interesting facts on eggs are according to National Egg Producer Organization ( I am not making this up, the group exists) Ohio is the number 2 egg producer in the United States, second to only Iowa. In 2008, over 209. 1 million cases of eggs were produced in the United States and of that 209. 1 million 68 million cases (32. 2%) were further processed (for foodservice, manufacturing, retail and export); 121. 7 million cases (58. 2%) went on to retail; 18 million cases (9%) went for foodservices use; and 1. 4 million (0. 7%) were exported. (http://www. unitedegg. org/useggindustry_generalstats. aspx) The Supply Chain Diagram {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame}

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buy custom Multivariate Data Analysis essay Strategy is a term that originates from the Greek word stratigiki. It concerns the deployment of an armys resources in a unique manner in order to avoid the combination of threats and weaknesses and try to match opportunities with strengths (Thompson Gamble J., 2007). There is a history of battles where stronger armies (in terms of resources) lost in the battlefield when confronted a weaker army with charismatic leadership and strategy (Sanders Carpenter, 2007). Similarly, in the business world strategy aims to achieve better effectiveness and performance of resources by examining ways of matching strengths with opportunities and simultaneously avoiding the combination of weaknesses and threats (Hitt et al., 2008). As a result in the business there is a need both to know the firm and the business environment better. In this dissertation, the generic strategy of cost leadership will be analysed the Retail Supermarket business in regard to customer service quality, a second objective will be to compare the perceptions of quality across customers in different cultures. 2.1 Cost leadership strategy and customer service in Retail Industry There are three levels of strategy; Corporate, Business (or generic) and Functional level strategy (Lumpkin et al., 2009). Corporate strategy refers to the arenas and the staging in which companies compete with certain products / services (SBUs) on specific markets (Hitt et al., 2008). For example, SW (Southwest) Airlines begun to compete at the late seventies as both a parcel and passenger carrier (selection of certain SBUs) in small trips between the southwestern states of America (Arenas or markets). Business strategy refers to the achievement of sustainable competitive advantage for a certain Strategic Business Unit (Sanders Carpenter, 2007). Walmart for instance was the first international retailer to provide the best prices of its product categories by cutting off every unnecessary frill with slogan: Save money. Live better.. In contrast, Mercedes Benz manufactures luxury cars of high quality at the highest standards and status at premium prices. As for functional strategy, it deals with the alignment of a certain business function (HR, Finance, Operations, and Marketing) with the business strategy strengths (Thompson Gamble J., 2007). In this dissertation the focus will be on the alignment of aspects of marketing strategy with a generic business strategy. If the key factor of a company's productivity is the magnetism of the business in which it functions, an essential minor factor, is its status within that business. Although a business might have low rate prosperity, a company that is perfectly situated can produce bigger returns. A company situates itself by controlling its strong points. Michael Porter has coversed that a companys strong points eventually drop into one of two captions: cost advantage and differentiation. By implementing these strong points in either a wide or narrow range, three generic strategies are shaped: cost leadership, differentiation, and focus. These strategies are implemented at the business entity level (Gonzalez Suarez). They are termed generic strategies since they are not company or business reliant. The next table exemplifies Porter's generic stratagems: These three models are instances of "generic strategies", as they can be implemented to goods or services within all businesses, and to companies of all dimensions. They were initially established by Michael Porter in 1985 in his book Competitive Advantage: Creating and Sustaining Superior Performance. Porter termed the generic strategies, "Cost Leadership", "Differentiation" (creating exclusively attractive goods and services) and "Focus" (supplying a particular service in a niche marketplace). He later sub-segregated the Focus plan into two fractions: "Cost Focus" and "Differentiation Focus" (Porter, 1980). In general, cost leadership is on the subject of being the lowly cost creator in the business. For an association to achieve competitive lead, it should attain general cost leadership in a business it is contending in.For firms contending in a price-responsive market,cost leadershipis the strategic significance of the whole group. It is crucially vital for these firms to have a careful understanding of their costs and cost factors to chase a cost leadership strategy. They as well are required to completely recognize their aimed client groups meaning of quality, generally indicated in terms ofdesign requirements, contractual specifications, delivery and services at the acceptable likely cost. Achieving a cost level that is low in relation to its rivals, is deemed as a specific significance for the firm. For firms not contending on price,a cost leadership strategy is yet critically central. Companies competing in the business via good and service differentiation, will be necessitated to concentrate on cost efficiency and quality, to uphold or improve the worth viewed by their goal customers. Customers will choose products and providers that offer value which compares or surpasses the real and perceived price, both at the time of acquisition and over the products span.Price stays a variable of value, though not to the same level as for an undistinguished market. Consequently, cost control have to be a purpose of each firm, apart from their detailed market point of reference. Companies that acquire a cost leadership strategy, allow them to support market share, protect supply, build access walls, deteriorate threat of surrogates, defend market share against competitors, add to market share, venture new markets, and cut the cost of principal. As the industry setting become yet more vibrant, a strong cost leadership strategy inside the structure of corporate strategy, is fundamental to guarantee the accomplishment of the business. It must offer the course that the entire organization is able to chase in order to protect the firms future endurance and achievement (Porter, 1980). Differentiation strategy consists of a firms intention to achieve profitably by providing superior value to its customers. Thus, the basic implication is that the perceived value should by far exceed the cost (Hitt et al., 2008). Added value chain aims at providing the highest value and customer service without neglecting any cost control. Focus strategy deals with the adoption of either a cost leadership or a differentiation strategy for a specific target group. Porter (1985) was the first to suggest the need of firms to follow a single generic strategy and avoid any combination. Companies are capable of providing extended value to their customers either through differentiation or through low price comparing to the competitors. This study focuses on culture-related perceptions of customers about Retail Service Quality and the implications for applying the generic strategy of cost leadership. As a result the basic generic strategies will be analysed in view of Retailers. Differentiated retailers in specific, try to succeed higher profit margins at higher price by offering a product / service of the highest value (Sanders Carpenter, 2007). This also means that customers can offset superior value for premium prices. On the other flip of the coin, low cost retailers sell their products at the lowest possible prices and customer access costs, on a satisfactory product and service quality (Hitt et al., 2008). This is also reflected on the Customer Value Equation (see figure 2.1 below), developed by Walker et al. (2006). A higher value for money ratio may occur in both strategies; low cost leadership and differentiation as it was presented by Walker et al. (2006). Retailers that minimise customer access costs and provide the best results at the best customer service are able to develop their competitiveness. Alternatively, retailers should provide the best outcome (Results plus Process Quality) comparing to customer costs (Price plus Customer Access Costs) and proceed on benchmarking their ratio with their rivals (Sanders Carpenter, 2007). Porter (1985) revealed that firms cannot combine low cost and differentiation strategy and be competitive at the same time. He also named these firms as Stuck-In-The-Middle, because they were vulnerable to competitors that adopted either a Low cost or a differentiated strategy. IKEA and ALDI for instance have followed this advice, by selling at the lowest prices and minimising their customer services in order to be able to squeeze their prices (Uusitalo Rkman, 2007) (Johansson Thelander A, 2009). However, a research indicated that forty-five percent of customers stated they were completely dissatisfied to neutral and they wouldnt suggest these retailers because they dont offer basic services needed for a satisfactory product (Arnold, 2002). IKEA until 2009 didnt offer assembling of their furniture that was highly valued by a lot of customers (Johansson Thelander A, 2009). ALDI on the other hand has a very dissatisfactory complaints handling policy (mean average of 3.5 on a seven-p oint Likert scale) that makes customers dissatisfied and to develop brand switching behaviours (Uusitalo Rkman, 2007). As a result, the impact of customer service is very important even when retailers adopting the cost leadership strategy. Retailers consider that the best way to reduce costs is to avoid processes that entail customer service. The basic retailing services concern information, advice, order taking, hospitality, security, exceptions (customer care, complaints handling etc), billing and the provision of various means of payments (Yeap and Ramayah, 2011). The most frequent Retail Service complaints concern ineffective complaints handling, lack of information, poor customer care and billing services (long queues etc). The customers that complained declared that their experience was so poor that they wouldnt prefer the store in the future, despite the very competitive prices (Uusitalo Rkman, 2007). On the other hand, Hitt et al. (2008) considered price as a customer satisfaction indicator. Thus, despite the fact that customer satisfaction is impacted by price, retailers need to meet some minimum standards of quality to bolster customer satisfaction. Indeed, todays environment and technology has made customers even more demanding and they require augmented products at a very low cost (Lumpkin et al., 2009). When Porter developed generic strategy theory, the technology didnt offer the opportunity to firms to develop EPR and Flexible Manufacturing Systems (FMS). In addition, no internet and New Information and Communication Technologies were available (Sanders Carpenter, 2007). Firms today have the opportunity to squeeze their costs, for instance Amazon.com offers the best retailing services at a very low cost (Lumpkin et al., 2009). The notion of service quality is further analysed at the next section. Retail involves all activities that openly refer to the sale of products and services to the customer for individual, non-industry exploitation (Retail Glossary, 2005). The retail sector deeply and remarkably accentuates profit margin, and as the global rivalry is rising, prices are being reduced, economies of scale provide a hopeful competitive lead. This might be one of the essential factors for trends toward lesser and wider scope retailers. Three factors that contribute toward such trend, are augmented car possession, augmented rate of households with freezers and refrigerators, and the expansion in the number of working wives. (Jeannet and Hennessey, 1988). Meaning that the augmented vehicle ownership, rising buying power, and time limitations, guides customer from area and small stores, straight into the model of once-per-week shopping at big merchants. The chief strategic marketing judgment residing before a world retails competitor, is whether to implement normalized marketing campaigns throughout the intended countries, or whether it must be tailored to a specific market. This choice has to be supported by considerable comprehension in both the markets fiscal and cultural features. This noticeably holds true for Tesco in our present times. Tesco has attained 25% market share, nearly market diffusion in U.K. Food retailing. Tesco ventured abroad, since it was obliged to. The firm transferred into further regions, such as clothing business and online-shopping. However, that is improbable to provide it the type of development investors aspired for (Griffith, 2002). A retailer fabricates customer constancy through expanding a plain and characteristic representation of its retail offering and constantly strengthening that picture through its products and service. Positioning is the creation and execution of a retail blend to produce an image of the merchant in the consumer's intellect, proportionate to its rivals. A perceptual map is commonly employed to reveal the customer's reflection and fondness for retailers. Tesco and Asda have found their market share drop as the downturn has provoked an alteration in consumer performance, in accordance with numbers from research firm Kantar Worldpanel. When certified statistics revealed RPI price increases at 5pc, Kantar's figures set yearly sales growth amongst British grocers at merely 3.8pc during the 12 weeks into the 7th of August. According to the research group, grocery price increases were in succession at 5.2pc above the period. "It is obvious that consumers are attempting to direct their private inflation, by trading down. This can be executed via looking for cost-effective channels and less costly substitute goods," Kantar said. Sales enlargement of 24.4pc at Aldi provided the trader a 3.6pc market share, up 0.6% and a new high for the firm. In the interim, Lidl witnessed sales surge 13.8pc, as its market share soared 0.2 of a point to 2.6pc. "It's predictable that the markdowns have been remarkably driven forward this month," Kantar said. Therefore, The economic recession and British customers concern for a good buy, has urged record figures of consumers to price cut grocers Aldi and Lidl, to the detriment of the UK's prime superstores. The grocery market persists on generating firm expansion aided by prices increase. These transformations are at the edge, however demonstrate how consumers are rushing to deal with the augmenting pressures on their domestic funds. Shoppers are coping with their budget, by producing more shopping outings, yet purchasing smaller quantities of items. The Customer Satisfaction Model is a universal stage structure the associates the 2 comprehensive Ps (people and performance), and represents the influence of the traditional Ps (product, price, place, promotion). (a) Create customer contentment by meeting, or moreover, surpassing, customers' requirements and prospects, i.e. providing better-quality comparative perceived worth. (b) Accumulate contended (and profitable) consumers into a considerable share of the pertinent supplied market. (c) Influence the market allocations into superior productivity through scale economies (i.e. dispersion of fixed costs over a wide capacity foundation), experience outcomes (i.e. learning curve efficiencies), and market power (e.g. attaining higher contracts from dealers). Firms are encountering more concentrated customer service tensions than ever before. Whenever a service breakdown comes into light, the companys reaction has the prospective either to reinstate customer contentment and strengthen allegiance, or to worsen the situation and force the customer to a contending company. Service recuperation relates to the deeds an organization exert in return to a service breakdown (Gronroos 1988). Recovery organization is believed to have a major significance on customer assessments, because clients are habitually more expressively occupied in and perceptive of recovery service, than in custom or unparalleled service, and are frequently more displeased by an organizations unsuccessful recovery, than by the service breakdown itself (Berry and Parasuraman 1991; Bitner, Booms, and Tetreault 1990). 2.2 Service Quality Determinants and Implications for Managers Service comprises of a providers promise about an experience offering that is guided through interaction between customers and the firm. As a matter of fact, experience is provided to customers through facilities (buildings, vehicles, machinery etc), employees (front-stage and back-office personnel) and processes (Zeithaml, et al., 2008). Since facilities could be easily copied, sustainable competitive advantage in services is relied on HR practices (recruitment, reward schemes, development, job-appraisal, and training) organizational culture, and processes adopted to meet customers needs (Armistead Kiely, 2003). Besides, service providers should adopt practices and strategies that are connected with the unique features of services. The most important special service properties concern intangibility, inseparability and heterogeneity (Svensson, 2006). In modern economy, rarely one finds a service offering of only goods or only services. Instead, most of the offerings concern a mix of goods and services referred in bibliography as products (Wong Sohal, 2003). However, in terms of intangibility there are offerings incorporating more goods and some others are based on services. As a result, there are products characterised by 1) strong search quality, 2) strong experience quality and 3) strong credence quality (Rushton Carson, 1989). Strong search quality is the ability of customers to assess product quality prior to consumption based on obvious attributes (Walker et al., 2006). Clothing, furniture, houses and cars belong to this category, since customers find it easier to assess quality prior to consumption based on such features. On the other hand, products with a great deal of experience quality are the ones that customers are capable of assessing quality only after consumption occurs (Restaurant meals, vacations, haircuts, baby sitting services and telecommunications) (Douglas Connor, 2003). Last but not least, there are products based mostly on services rather than on goods (TV repairs, Legal services, car repair, medical services). These services are strong in credence quality, since customers are based on the providers credibility as well as on the quality of interaction (Gabbie ONeill, 1996). The basic strategy of retailers is to augment their offering using services and for service providers to increase their physical evidences (Armistead Kiely, 2003). As for inseparability, service delivery neither can be separated from the provider nor can be stored in a warehouse (Zeithaml et al., 2008). As a result, quality control cannot easily applied prior to service delivery and as a result, complaints are more easily occur in service-based offerings than in tangible offerings (Armistead Kiely, 2003). This implication suggests that managers should adopt flexible service failure procedures (McCollough et al., 2000). With regards to service heterogeneity, every actual service delivery performance may significantly differ to the standard one. This is attributed to the fact that either customers perceive performance differently or because contact personnel interacts differently with customers during the day (Zeithaml et al., 2008). As a result, employees should know how to react to customers response and requests during the moments of truth (Svensson, 2006). As already mentioned, HR practices are very important to minimise service heterogeneit y (recruitment, customer-centric training, development and effective job appraisal) (Walker et al., 2006). In order to measure service quality as it is perceived by customers, Parasuraman et al. (1988) revealed five dimensions of Service Quality (SERVQUAL MODEL), 1) Reliability, 2) Responsiveness, 3) Assurance, 4) Empathy and 5) Tangible aspects. Reliability is related to the aforementioned heterogeneity that providers should eliminate as possible as they can. Customers need a reliable and consistent service delivery comparing to their expectations, which are formulated by marketing communications (Kotler Keller, 2007). In case service delivery performance fails to meet customer expectations, customer satisfaction and experience become very poor and vise versa (Douglas Connor, 2003). Responsiveness is referred to the speed of problem solving processes as soon as customers make obvious requests (Zeithaml et al., 2008). As far as assurance is concerned, this dimension deals with the customers confidence that the providers service delivery system is capable of safely fulfilling companys pr omises (Benkenstein et al., 2004). Empathy is the emotional alignment of contact personnel to customers problems or requests (Holtz et al, 2008). Finally, the dimension of tangible aspects involves facilities, employees appearance etc. The SERVQUAL model is widely used in banking sector, hospitality and tourism sector as well as in telecommunications (Zeithaml et al., 2008). However, in retail settings this model does not fit properly. Services are also provided to customers in retailing business. The basic retailing services concern information, advice, order taking, hospitality, security, exceptions (customer care, complaints handling etc), billing and the provision of various means of payments (Yeap and Ramayah, 2011). At the next section an adjusted model for Retail Service Quality is developed. LIDL Cost Quality Lidl was established in Germany in the 1930s, but attained its current business as a discounter in the 1970s. Lidle is one of the biggest and well-know low-cost retail store in Germany and in the world. Lidl ventured the UK market in 1994, and now has about 450 UK stores. Nevertheless, the nation is not as absorbed in discounters as Germany, fairly as a result of the effective and efficient marketing of the big four retailers (Tesco, Asda, Sainsbury's and Morrisons) in persuding customers they supply rewarding retail experiences. Thus the control of large supermarket, chains in the UK, and Lidl's market share of just about 1.5% in 2007 (weighed against the market leader Tesco's 27.6% market share). Due to its diminished advertising expenditures, a central store presentation, and a narrow product selection involving namely private label goods, supported by operational effectiveness, Lidl has altered grocery retailing in Germany, where roughly 90% of the German consumers habitually shop at this low-cost retail outlet. Its achievement was an immense factor in Germany, reflecting amongst the lowest grocery prices in entire Europe. The headline retailers encounter in attaining low prices whilst preserving margins, is specifically applicable for Lidl, as it operates under a low-scope culture. Nonetheless, as Lidl is not a publicly-scheduled firm, and reveals trivial financial information, it is not exposed to the probably disturbing shareholder criticism at each and every quarter of the fiscal year results, and is not required to share dividends; therefore attaining a wider range to venture in development to ensure a long-term expansion. Quality is big and prices are small at Lidl, says Karl-Heinz Holland, CEO of Lidl. The keystone of Lidls values is simplicity: pure retail the firm just procures and vends entirely focused on one target to provide the customers, a daily superior quality goods at the greatest feasible prices. Within the supermarket stores, there is a fee for delivery service bags - at Lidl, the shoppers just pay for what they acquire. There are no unknown fees at Lidl, and all the prices are mainly competitive, day after day. They dont tender shopping baskets - at Lidl, they merely give trolleys. The shoppers are required to insert a pound coin as a deposit - that sets aside costs for the firm, where these reductions are allocated to the shoppers. Inside the stores, a number of goods are sold openly from containers or from pallets - at Lidl, they maintain the whole thing as simply as possible, and that is why customers save more money. Lidl has as well been able to set up strong UK development by repositioning the business to emphasize more on prime consumer trends of health and quality. These are significant traits for UK grocery retailers, not simply because they are rising consumer trends, however also as the primary four retailers have launched a model over what is anticipated of grocery stores in the nation. The shopping practice at Lidl is founded on straightforwardness for the consumer. They preserve company costs along, so that the reductions that Lidl apply on operational costs, can be passed on back to the shopper in cut-rate prices. A single factor for Lidl's lesser operational costs, is their narrow assortment of products. Lidl amasses stock around 1,800 lines, judged against roughly 30,000 amassed by the other huge stores. By maintaining their selection small, they have the opportunity to gain smaller-sized stores. Thus sparing on illumination, heating and repairs invoices. Some perceive this philosophy as a bright notion, regarding that study reveals that the majority of customers are likely to purchase only 400 or 500 distinct foodstuffs. Lidl maintains reduced fixed cost via using nominal numbers of store personnel and guiding them on all facets of the store level. Therefore, you will probably view only one affiliate on the till, and another piling the fruit and vegetables. Li ke numerous superstore, headquartered in Germany, Lidl charges shoppers for plastic bags, the rationale behind this is dual: to maintain operating costs to a bare minimum, and to be environment-friendly by urging shoppers to exploit their plastic bags multiple times. With LIDL, goods are chiefly sold from pallets and normalized shelves, resulting in cost savings and logistical benefits, while other huge retail store, such as Tesco, offer their markets an assortment of various shelves and arrangements of products. In brief, LIDL offers a limited selection, in addition to the basic advantage for their consumers the product. However, although LIDL comprises only profits vended per sold item, the firm is able to bring about high number of sales, and high returns, because of its high fixed proceeds of products for each day, calculated against their small variety of goods (Lidl, 2008). Low-cost retailers are discounter shops that are influenced by the discount-strategy, hence offering lower prices, however having a narrow product selection. The size of the shop does not control the approach and strategy of the retailer. Furthermore, a low-cost retailer is a discounter that provides a wide variety of products, limited service, and cut-rate prices. Discount stores offer both private labels, and state brands; however, these trade names are commonly less fashion-focused than brands in department stores. Although Lidl has been known for its low-cost merchandise, the company offers good quality too. Lidl is not overlooking quality, as it is sort of creating a balance between cost and quality, hence following an efficient and effective approach within its course of production. Lidl has been recently focused on generating higher quality that accompanies its low-priced goods. The entire group operates more than 80,000 workers. LIDL is tremendously hierarchically structured, and functions without much communication and publicity about their industry, thus concentrating on the common market strategy of all price-cut retailers. As illustrated above, with their product scope of more than 2000 products, they are supplying everyday goods and further exceptional goods every week on unique offers. Question: How do perceived quality/cost aspects, integrated into a nations distinct dimensions, whether demographic or financial, bring about the desired outcomes and possibilities? 2.3 Retail Service Quality Model Dabholkar et al. (1996) developed proposed a new adjusted model, known as Retail Service Quality Model, to suit to the retailing environments. They also validate it using Confirmatory Factor Analysis to reveal five possible determinants; Stores Physical Aspects, Stores Reliability, Personal Interaction with Stores Personnel, Stores Problem Solving and Stores Policy (for more information please refer to the methodological frameworks chapter). This model is very important for this project, since service is a promise of experience (Zeithaml et al., 2008). Retailers manage customer experience by augmenting their product assortment with retail services, policies and physical evidence (Kim and Jin, 2002). As a result, by measuring Retail Quality, author is able to measure customer experience for LIDL in three different cultures; Irish, German and Greek. The final objective is to make associations with cultural dimensions in order to propose cultural related experience management tactics. B esides, as Yeap and Ramayah (2011) indicated the significance of each retail experience indicator is country and market driven. The aforementioned authors developed different multiple regression models to prove that the importance of each experience dimension varies according to the expectations and preferences persist in each country. As Hair et al. (2006) reinforced, the importance of each independent variable could be examined by assessing both their significance and beta coefficient in a multiple regression model. 2.3.1 Physical Aspects Physical aspects are expected to be very important in retail sector, since they contribute over the decrease of customer risks (Bitner, 1992). A physically nice looking retail environment makes customers to feel safer and entices customers to stay for longer and positively influence their mood, which in turn moderates buying behaviour (frequency of visit, quantities, amount to be spent etc) (Zeithaml et al., 2008). Physical aspects incorporate a series of tangible enhancements like modern-looking equipment and features, physical facilities and shopping materials (handbags, catalogs etc) of high aesthetical value (Yeap Ramayah, 2011). In addition, convenient and clean areas influence both mood and customer satisfaction (Bitner, 1992). Physical aspects are also considered as a hygiene factor as Herzberg originally mentioned (Thompson Gamble, 2007). Convenient and clean facilities contribute to an environment that does not harm overall customer experience. However, dirty and messed ar eas dissatisfy customers, negatively affecting their behaviour and motivation both to buy in the future as well as to recommend the store to friends and colleagues (Theodoridis et al., 2009). The layout of the supermarket is also imperative to enhance customers experience, since it deals with the search effort and costs of customers. A layout that facilitates customers buying decisions significantly reduces physical and psychological risks associated to the time needed to find products (Zotos et al., 2010). It also makes it easier for consumers to move around in the store. 2.3.2 Reliability Reliability is the ability of a retailer to provide homogenous, consistent and error-free services and transactions comparing to the promises that are communicated by the Integrated Marketing Communications (Kotler Keller, 2007). Marketing communications deal with the delivery of messages and expectations from the retailer to customers connected to the positioning strategy and Unique Experience Proposition of a certain retailer (Theodoridis et al., 2009). For instance a message You find everything you want at the best price transfers a message that merchandise is available at the best price. As soon as retailers fail to meet the communicated experience, they simply dissatisfy customers due to their unreliability (Mehta et al., 2000). 2.3.3 Personal Interaction with Personnel Services are provided when customers and front-stage personnel interact (Zeithaml et al., 2008). This is also mentioned as service encounter and the time of interaction as the moment of truth (Walker et al., 2006). First line employees in super markets provide services, since they interact with customers. The basic services in retail concern information, advice, order taking, hospitality, security, exceptions (customer care, complaints handling etc), billing and the provision of various means of payments (Yeap and Ramayah, 2011). Mayer et al. (2003) proved that the interaction itself explains a great deal of performance variability in services. The most crucial constituents of personal interaction in retail involve employees ambience, effort, empathy and courtesy (Mayer et al., 2003). The ideal personal interaction of customers with employees include personnels knowledge and behaviour for responding accordingly to customers requests, honesty and safety in transactions, punctuality of services and individual attention (Walker et al., 2006). 2.3.4 Problem Solving Problem solving in Retail settings entails every process for responding to customers problems in order for the retailer to recover errors occurring in the service or product delivery (McCollough et al., 2000). Three are the most vital issues in supermarkets problem solving; 1) The successful handling of returns and exchanges, 2) The emphatic interest of the contact person to solve the problem and 3) The ability of the employee to handle customer complaints directly and immediately (Dabholkar et al., 1996). These strategies show a sincere interest to customers needs that consumers highly appreciate. A problem or a service error usually hampers customer satisfaction. However, a successful handling of customers complaint is a critical success factor of experience management, since customer experience and satisfaction gets better comparing to the prior-complaint time (service recovery paradox) (McCollough et al., 2000). This does not mean that retailers should repeat such errors. In case customers experience more than once there is no any effect of the service recovery paradox (Zeithaml et al., 2008). 2.3.5 Policy Companies policies influence customer experience (Yeap and Ramayah, 2011). The ideal store for the customer is the one that adopts flexible and customer oriented policies (Zeithaml et al., 2008). Product assortment and quality is the first policy that retailers should make their decisions upon (Theodoridis et al., 2009). Business strategy is a key question. Low cost retailers often adopt a merchandise of high value for money, which usually reflects an assortment of private labels (PLs) (Kim Jin, 2002). On the other hand Differentiated retail-chains usually follow a product assortment policy of less Private Labels and more SKUs (Stock Keeping Units) that actually increases stock keeping costs and other overhead costs (Dabholkar et al., 1996). The second policy deals with the stores ease of access that seriously affects physical and psychological effort (Mehta et al., 2000). Both the parking and the operating hours influence ease of access that retailers should influence (Mehta et al. , 2000). Last but not least, experience is also affected by the companys flexibility in terms of payment methods (Dabholkar et al., 1996). As a result, it is vital for retailers to accept most major cards. 3. METHODOLOGICAL FRAMEWORK 3.1 Introduction Methodological framework concerns the structure as well as the planning of a research project (Saunders Thornhill, 2003; pp 56). Methodological framework ensures the use of the best case to case data collection method (see section 3.2), providing researchers with the most reliable and proper data for both an efficient and an effective research (Parasuraman et al., 2007; pp 63). Furthermore, the methodological framework puts the research on the rail to collect a representative sample with regards to the total population (see paragraph 3.3) in order to minimise the sampling error (Malhotra, 2008; pp 85). Last but not least, the research framework represents every possible interaction between two or more variables by simultaneously helping readers to understand the hypotheses building. 3.2 Data Collection Method In general, there are two basic methods to collect primary data; Qualitative and Quantitative method (Parasuraman et al., 2007; pp 76). The former concerns the data collection through evoking emotions from persons of a certain population through questions / discussion axis in focus groups or in-depth interviews. In addition, the Delphi method is useful to collect data from experts about new product development (Malhotra, 2008; pp 91). Qualitative method requires a great deal of interpersonal skills and knowledge about psychology as well as various facilities to isolate participants from various types of noise (Saunders Thornhill, 2003; pp 79). One further barrier of using a qualitative method is that the researcher should carefully pick a small number of participants out of the population to represent the research. As a result, there is a peril to collect unreliable data (Parasuraman et al., 2007; pp 78). In addition, because of the interaction between researchers and participants, researchers should reassure objectivity and not to influence participants answers (Saunders Thornhill, 2003; pp 84). On the other hand, Quantitative method in social sciences is conducted through a SURVEY. The latter is based on a strict data collection tool that regards a QUESTIONNAIRE. The quantitative method is characterised by strong discipline and reliability using various statistical methods of inference (and significance) as long as the sample of the survey ensures normal distribution (Malhotra, 2008; pp 127). One further advantage of this method is that researchers can explore relationships between two or more variables or scales, without directly asking for obvious or sensitive answers (Parasuraman et al., 2007; pp 102). Besides, the research tool or construct is based on research of other authors that further ensures the validity and reliability of the research. In addition, attitudes, perceptions and behavioural aspects, could be further collected using quantitative scales (e.g. Likert) (Malhotra, 2008; pp 165). Since the purpose of this research entails the measurement of attitudes like customer satisfaction, perceptions (perceived quality) and behavioural aspects such as customer loyalty, the use of a SURVEY matched the needs of this research. 3.3 Data Collection Scale Goods incorporate services to enhance customers experience. Especially in retailing, where goods are sold, services are mandatory for the customer experience management. Besides, service augmentation is a basic tool of differentiation along with product assortment in the super market retailing business. A service consists of an experience promise about service quality. Parasuraman Zeithaml and Berry (1988) first referred to perceived quality and developed a respective construct named SERVQUAL model for collecting service quality data. Dabholkar et al. (1996) further developed a construct to measure the post-purchase perceived quality with regards to the service encounter. Parasuraman et al (1998) proposed four basic precursors of service quality that are Reliability, Responsiveness, Assurance and Empathy to be measured on a Likert scale. Dabholkar et al. (1996) first developed an instrument, known as Retail Service Quality Scale (RSQS), to suit to the retailing setting making adjustments to the SERVQUAL measure. They also validate it using Confirmatory Factor Analysis to reveal five precursors; Stores Physical Aspects, Stores Reliability, Personal Interaction with Stores Personnel, Stores Problem Solving and Stores Policy. The aforementioned construct incorporated twenty items on a five points Likert scale (1= I Strongly Disagree, 5= I Strongly Agree) that is presented in Questionnaires parts one to five (see appendix). Mehta et al. (2000) further proposed a construct validated using Reliability and factor analysis adjusted for Supermarkets and electronic goods retailers focusing on customer satisfaction, overall quality and customer Loyalty using a seven-point Likert scale (see Questionnaires part six in appendix). 3.4 Sampling Procedure and Sampling Plan The sampling procedures as well as the plan further ensure the reliability of the research in terms of sampling error and structure. Third parties also develop relationship of trust as long as they know the exact reasons of the projects decision making. In general there are five major decisions that have been made (Parasuraman et al., 2007; pp 111-132); 1) the definition of the population, 2) the definition of the sampling frame, 3) the definition of the sampling method, 4) the definition of the samples size and 5) the implementation of the sampling plan. The last process refers to 6) data coding and entry. As for the first decision it concerns adult customers of the retailing chain of Lidl in the capitals of 3 different countries; In Dublin (Ireland), Berlin (Germany) and Athens (Greece). Adult persons were selected, because of the fact they are the main decision makers. The countries were selected to represent different cultures and the capitals were decided, since they represent a high percentage of their total population. As far as the definition of the sampling frame is concerned, it deals with the access of data in various sampling units where sampling elements are reached. In this research, the sampling frame was the internet itself, in which two central stores of Lidl (sampling units) were chosen to receive fifty valid questionnaires from its customers (sampling elements). The third decision deals the way a sample is acquired that impacts the sampling error. The latter is minimised by using a Simple Random Sampling method. This method is both time and cost efficient per unit of sampling error and it also guaranties the existence of normal distribution necessary for statistical inference (Malhotra, 2008; pp 183). With regards to the samples size, as Parasuraman et al. stated (2007; pp 151) one rule of thumb to decrease the sampling error is to receive data out from three-hundred and twenty sampling elements in Business to Consumer research. As for the implementation of the sampling plan, it took place outside the LIDL stores from 18.00 to 21.00, local time, to ensure employees presence. In order to ensure simple random sampling there was a simple process designed. A number was chosen from one to five, in this case number three and as a result the third, the eighth, the thirteenth etc customers were requested to participate. As far as the last stage is concerned, answers were coded in SPSS application to execute descriptive and inferential analysis. 3.5 Research Framework This research was based on the following research questions: 1) What impacts customer experience in Ireland, Germany and Greece? The first research question entailed the exploration of the most influential factors of customer experience in Ireland, Germany and Greece. Using multiple regression analysis, the researcher revealed significant factors possibly connected to cultural differences. 2) Do different precursors related to cultural differences? Using Bivariate analysis and Pearsons significance tests, any such different experience precursors were examined in order to check the impact of cultural dimensions. Using the findings of GLOBE research project, the author crosschecked possible relationships between experience factors and cultural dimensions as mentioned in the Literature Review. The results indicate managers how marketing strategy should be adjusted according to cultural differences. 4. FINDINGS 4.1 Samples Statistics As far as the samples demographics it concerned, 55.83 percent were men and 44.17 percent women (see Figure 4.1 and Table 4.1). This reflects the reality. For instance in Greece, women are used to live with their parents until their marriage. As a result households with a single persons concern men mostly. One further reason for this in mmany western countries is because of the fact that women are more likely to be unemployed and thus they cannot afford to live alone. Table 4.1 Sample's Demographics - Gender Frequency Valid Percent Male 201 55.83 Female 159 44.17 Total 360 100.00 As for the composition of the participants age, 15 percent of them were up to forty-five years old. 28.61 percent of them were between forty-one and fifty-two, whereas a 22.22 percent of the sample aged between fifty-three and sixty five. Approximately one fifth of the total sample was between sixty-six and seventy-five years old. Finally, a 13.89 percent of the participants aged more than seventy-five years old. This fact indicates the ageing of the Europes population, especially in these three countries. For more information, please refer to Figure 4.2 and Table 4.2. Table 4.2 Sample's Demographics - Age Frequency Valid Percent 18-25 14 3.89 26-33 22 6.11 34-40 18 5.00 41-46 30 8.33 47-52 73 20.28 53-65 80 22.22 66-75 73 20.28 75+ 50 13.89 Total 360 100.00 With regards to the samples composition by its annual income, the majority (60.56%) of them earn up to twenty-two thousand Euros, indicating that Lidl targets on the poorest customers. However, a 14.72 percent earns between twenty-two and twenty-six thousand Euros, whereas 11.67 percent, between twenty-six and thirty thousand Euros. Lastly, only a 13.06 percent of the total sample earns more than thirty-thousand Euros (See Figure 4.3 and Table 4.3 below). Table 4.3 Sample's Demographics - Income Frequency Valid Percent Between 6 and 12.000 78 21.67 Between 12 and 18.000 71 19.72 Between 18 and 22.000 69 19.17 Between 22 and 26.000 53 14.72 Between 26 and 30.000 42 11.67 30.000 47 13.06 Total 360 100.00 As far as the samples educational status is concerned, a 10.28 and a 10.56 percent graduated Primary and Secondary School respectively. The majority of the respondents declared they graduated High school (55.83%). A 13.06 percent graduated a Technical School and only a 6.94% was in possess of a university degree. Finally, a small part of the sample replied they had a Masters Degree (2.22%) or a PhD/ Doctorate Degree. For more information please refer to the following Figure 4.4 and Table 4.4. Table 4.4 Sample's Demographics - Education Frequency Valid Percent Primary School 37 10.28 Secondary School 38 10.56 High School 201 55.83 Technical School graduate 47 13.06 University Graduate 25 6.94 Masters Degree 8 2.22 PhD - Doctorate 4 1.11 Total 360 100.00 Last but not least, the sample was equally distributed to include three distinct Nationalities (see Figure 4.5 and Table 4.5); the Irish (33.33%), the German (33.33%) and the Greek one (33.33%). Table 4.5 Sample's Demographics Country of Origin Frequency Valid Percent IRELAND 120 33.33 GERMANY 120 33.33 GREECE 120 33.33 Total 360 100.00 4.2 Retail Service Quality Scale Statistics Factor Analysis Approach Using factor analysis, the Author confirmed the existence of five different Service Quality precursors (1) Stores Physical Aspects, (2) Stores Reliability, (3) Personal Interaction with Stores Personnel, (4) Stores Problem Solving and (5)Stores Policy, as mentioned in the chapter of the methodological framework. Tables 4.6 to 4.10 present the factor analysis result from SPSS application. Table 4.6: The Physical Aspects' Scale(a) ITEMS Component (Raw) Component (Rescaled) This store has modern-looking equipment and fixtures 1.559 0.976 The physical facilities at this store are visually appealing 1.602 0.960 Materials associated with this store's service (such as shopping 1.577 0.977 This store has clean, attractive and convenient public areas 1.491 0.950 The store layout at this store makes it easy for customers to find 1.584 0.979 The store layout at this store makes it easy for customers to move around in the store 1.561 0.983 Extraction Method: Principal Component Analysis. (a) 1 component extracted. Table 4.7: The Reliability Scale(a) ITEMS Component (Raw) Component (Rescaled) When this store promises to do something by a certain time, it will do so 1.353 &n Buy custom Multivariate Data Analysis essay

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