Methodology Philosophy Epistemology

Methodology Philosophy Epistemology Chapter 3 Research Methodology 3.0 Introduction: This chapter on research methodology will focus on the research question that was presented in Chapter 2, and discuss how it is embraced into the research philosophy, design, methodology and methods used in this research project. 3.1 Research Philosophy: Research philosophy relates to the development of knowledge in a specific area and nature of that knowledge as applicable to the research project. In short, research philosophy could be assumed to embrace the personal beliefs and the way in which the researcher views the world. The importance of research philosophy within a research project has been highlighted by many researchers. Easterby smith et al. (2003), argues that it is unwise to conduct research without an awareness of the philosophical issues that lie in the background. According to Denzin and Lincoln (2000), the combination of personal belief, researchers experience and understanding of philosophy will underpin the formulation of strategy and selection of methods for the research project. Similarly Saunders et.al (2006) argues that research philosophy influences the researcher about the research process. Easterby-Smith et al (2003), Saunders et.al (2006) considers Ontology, Epistemology and Axiology as the three major par adigms of research philosophy applied in business and management research. Discussions will primarily focus on the ontological and epistemological perspectives of the research project. Whilst Ontology, is linked to the assumptions that a researcher makes on the nature of reality, Epistemology on the other hand is more concerned about the â€Å"general set of assumptions about the best ways of inquiring into the nature of the world (Easterby-Smith et al, 2003). According to Easterby-smith et al, (2003), ontology can be further classified into three perspectives: representationalism, relativism and nominalism. The table shows the details about different ontological perspectives. Epistemology can be further classified into two perspectives namely positivism and relativism. These two perspectives unite on a common assumption that the job of the researcher is the identification of â€Å"pre existing reality† (Easterby-smith et al, 2003). Whilst the positivists researcher approaches the task of understanding reality through design of experiments, on the other hand the relativist achieves it through combination of â€Å"triangulation† of methods and through surveying large samples (Easterby-smith et al, 2003). The two main approaches in management research namely deductive and inductive indicates the nature of the data to be collected and the direction of shift between data and theory during analysis (Yin, 2003). Marrying these research approaches to the research philosophies, Robson (2002), points out that representational ontology and positivist epistemology adopt inductive approach, whereas relativist ontology and epistemological approaches adopt deductive approach. To understand the philosophical approaches used in this research project, it becomes necessary to revisit and analyse the main research question presented in chapter 2: â€Å"Is the Toyota Production System (TPS) transferable to other automotive manufacturers?† Based on the literature presented in Chapter 2, this research begins with the basic ontological assumption that in reality TPS is transferable to other manufacturers given the fact that complete transferability is difficult to a greater extent. This is a relativist view since to establish the truth ‘consensus between different viewpoints must be established (Easterby-Smith et al, 2003). Furthermore, the facts are dependent on the position and viewpoint of the researcher. Therefore, as a result of the research question, a relativist ontological and epistemological approach has been adopted in this study. 3.2 Research Design 3.2.1 Selection of research design Research design is ‘the logic that links the data to be collected and the conclusions to be drawn to the initial questions of study (Yin, 2003). The possible research designs available to the researchers include case research, survey research, action research, experimental design, participant observation and ethnography (Easterby-Smith et al, 2003). According to Meredith (2002) the selection of appropriate research design should be followed after careful consideration of the nature of the research and the research questions that needs to be addressed. According to Meredith (2002), the key advantages of using a case study research are relevance and exploratory depth it offers to the area of study. On the other hand, the main critics of case research are that it is time consuming, needs skilled interviewers, needs more triangulation, its limitations to draw generalizable conclusions from limited cases and lack of familiarity of its procedures and rigor (Meredith (1998); Stuart et al (2002); Voss et al (2002); Yin (2003)). According to Voss et al (2002), case research despite its critics can help not only the theory but also to the researchers by developing new ideas and insights. According to Yin (2003) case study design can be classified into two main categories: ‘single case study and ‘multiple case study based on the number of cases researched to answer the research questions. These are further classified into ‘holistic and ‘embedded case studies based on the unit of analysis within the single or multiple case studies. For instance multiple case study (embedded) research represents study from a multiple cases with a more than a single unit of analysis. For the purpose of this research project, a single case study design was employed. To understand the interrelationship amongst the factors within the single case study, multiple component analysis ‘embedded (Yin, 2003) was done within this research design. Through the single case study, the production system in specific automotive firm was identified and thoroughly analysed for comparison with TPS to answer the research questions. The entire production system was subdivided into: Management, People, Production and Automation, Suppliers and Customers perspectives and each of these were considered as separate units of analysis in relation to answering the research question of transferability of TPS. 3.2.2 Possible Research Designs Although the case study approach is selected for this study, there are other possible approaches to research design and these include: Action research Surveys. It is quite important to understand the suitability of the individual approaches to address specific research questions before making a selection (Easterby smith et al, 2003). Table 1 explains the possible research designs for this research and justifies the selection for the most appropriate approach. Research Design Objective of design approach Status of Selection Justification Case Study Focus of case study is on a ‘contemporary phenomenon with in real life context. Covers research types such as exploratory, explanatory and descriptive. (Yin, 2003). Selected The research question is more exploratory in nature as it tries to identify the critical success factor in implementation of TPS in a specific firm i.e. attempting to understand a ‘live phenomenon. Usage of interviews and observations for data collection together with understanding of a ‘live phenomenon justifies the selection of case study approach as the most appropriate research design for this research. Action Research Implement change as a part of research process in the subject of study. (Easterby-Smith et al, 2003). Not selected This research aims to identify the critical success factor for implementation of TPS From the research questions it is quite clear that there are no intentions to implement any sort of change in the organisation of study. Hence Action research is not a suitable approach to be used for this research. Survey Research Attempts to collect large samples across large or small number of organizations over a period of time. (Easterby-Smith et al, 2003). Not selected Since in this research only one specific organisation will be analysed, response from survey questions could become inappropriate for analysis and answering the research questions. In addition, there is limitation of time in this research for administration of surveys and analysis. Hence survey research is not the most appropriate approach to be adopted. 3.2.4 Potential weakness: In selection of the case research design for the project, it was important to understand and mitigate the potential weakness within this method. The potential weaknesses of case study are: time, access and generalizability of the research findings (Meredith (1998); Stuart et al (2002); Voss et al (2002); Yin (2003)). The following discussions highlight how the potential weaknesses were addressed in this research project. Access: To address the issue of access to the case company, information about the key personnel was obtained and application for permission was sent out at early stage of project. The written consent was obtained from the case company for conducting the data collection through interviews, direct observations and archival documents in addition to the access of key personnel of various disciplines in the organisation. Time: To address the issue of time constraints in the case study research, the researcher had narrowed down the boundaries for the research. From the outset, the scope of project has been narrowed down from holistic approach of TPS towards its transferability perspective taking into consideration the available time for the project. Also time limitations were one of the main reasons for focusing on a single case organisation with embedded unit of analysis to provide an in depth analysis on topic of study. Generalizability of the research findings: Generalizability also known as ‘external validity is defined as the â€Å"extent to which it is possible to generalize from the data and context of the research study to broader populations and settings (Hedrick et al., 1993). Meredith (2002) points out that the opponents of case research argue that its â€Å"theoretic generalizability† is less because the results hold good only for particular situation, whereas the proponents of case research claim that theory developed from such studies becomes applicable to similar and non similar situations. Through the study of a single case organisation, the aim of this research project is to extend and generalize theories on transferability of TPS i.e. ‘analytic generalization, rather than a ‘statistical generalization (Meredith, 2002; Yin, 2003) since the single case organisation studied here does not represent a sample or population. From the above discussions, it is evident that single case study is realistic in terms of the nature of the study (exploratory), time limitations, gaining access and resource constraints. The arguments presented above justify the selection of case study design for this research project and supports both the research question and the research philosophy adopted in this research project. 3.3 Research Methodology Qualitative Case study design would be best suited to understand, the prevalence of a phenomenon in a real life context and implications of the data rather than just the measurement (Yin, 2003). Revisiting the research question mentioned in the earlier section, it is quite clear that the research objective is to map a production system of a specific firm with TPS i.e. understanding a phenomenon in real context. Furthermore, a greater degree of interpretive approach needs to be followed in order to identify the degree of closeness for implementation of TPS and sort out the transferability issues faced by manufacturing firms while emulating TPS. Thus the qualitative methodology for data collection and analysis for this research is justified. 3.4 Research Methods Data Collection Analysis 3.4.1 Source of Data: Data for case studies can be collected through six sources: documents, archival records, interviews, direct observation, participant observation and physical artifacts (Yin, 2003). According to Yin (2003), these individual techniques are complementary to a greater extent and in order to develop a good case study design, researcher should aim at including as much techniques to the extent possible. Similarly Voss et al. (2002), states that multiple source of evidence (‘triangulation) is the important principle for data collection in case research. Based on the above arguments the primary data collection for this research was carried out by semi structured interviews, direct observation, archival records and company documentation. According to Yin (2003), the validity and reliability of the evidence collected can be maximized by three principles: Triangulation, Creating a data base and maintaining a chain of evidence. Amongst these three principles, Triangulation has the most significant impact on the validity and reliability (Stuart et al, 2002) and hence discussions presented below will focus on the elements of triangulation adopted for this research project. 3.4.1.1 Triangulation: Yin (2003) defines ‘Triangulation as the use of multiple sources of evidence and points out that the any conclusion based on multiple source of evidence is likely to be more accurate, reliable and valid. According to Collis and Hussey (2003) and Yin (2003), triangulation can be classified into methodological triangulation (different methods), data triangulation (data sources) and investigator triangulation (different evaluators). In addition to the collection of qualitative data, Voss et al. (2002) argues that case research provides better opportunity to collect quantitative data with greater accuracy and reliability than survey research. The data collected through interviews were verified through direct observations to increase the validity and reliability. Hence by combined use of methods together with collection of qualitative and quantitative data ‘methodological triangulation was achieved in this research project. ‘Data triangulation refers to the collection of data from different sources to increase the reliability of results (Easterby-Smith et al, 2003; Yin, 2003). Based on these arguments, qualitative data collection for this research was primarily carried out by interviews, direct observation, archival records and company documentation. Finally ‘investigator triangulation refers to collection of data by different investigators so as to identify similarities and differences in the data collected (Yin, 2003). Since this research was carried out by a single researcher, investigator triangulation as suggested by Yin (2003) was not possible. 3.4.2 Data gathering: The data gathering in case based research are usually achieved through the written and taped records of the interviews, company information and researchers observation (Stuart et al, 2002; Yin, 2003). It is pertinent to mention here that only hand written notes were employed for this research project since permission for audio tapes were not granted by the case organisation. The answers to the questions in the form of hand written notes were detailed immediately after each interview so as to ensure that data collection was complete. Yin (2003) points out that researchers bias directly affects the data collection process and findings of the research. To protect against error and researchers bias, the key data gathered were double checked with participants themselves and through direct observations. 3.4.3 Data Analysis: According to Miles and Huberman (1994), the three main approaches to qualitative data analysis are interpretivism, social anthropology and collaborative social research. Social anthropology is associated with ethnographic studies whereas collaborative social research is more oriented towards action research. Since the research study was based on case research, interpretivism was the most appropriate approach to be used since it emphasizes on understanding the subject of study through social interactions (interviews and observations) and phenomenologies. â€Å"The most serious and central difficulty in the use of qualitative data is that methods of analysis are not well formulated† (Miles and Huberman, 1994) The above quote acknowledges the importance of data analysis process related to research as this project mainly focuses on the collection of qualitative data. According to Collis and Hussey (2003); Miles Huberman (1994), qualitative data for case study research design can be analysed either by ‘within case analysis (single case study) or ‘cross case analysis'(multiple case studies). Qualitative analysis for this research would be carried out by means of ‘within case analysis since this research would look for data collection from a single case study. By using multiple units of analysis (embedded) ‘within the same case study, the researcher was able to identify the production system in the case organisation and map it with TPS to identify and bring out the transferability of TPS. 3.5 Summary To conclude the section on research methodology, figure 3.2 presented below summarizes the main research approach used within this research project.

John Brown The Sword and the Word Essays -- essays papers

John Brown The Sword and the Word â€Å"I act from a principle,† and â€Å"I say, break the law† are not only the names of two out of the five parts in this book, but the words by which John Brown lived so passionately everyday. At earlier times in his life he lived by his sword as well. The Sword and the Word illustrates John Brown’s own ideas and intentions and how he lived by them. A main issue of this book is that truly a man of his word who believed that morals should outweigh the law of the land, John Brown lived and died for the abolition of slavery and did as much if not more for that cause than many other slaves or free men. You could say this book is a biography but it really focuses on certain aspects and parts of John Brown’s life. It uses a kind of story-telling format, but many of the information and facts of the stories are given to the reader in the form of notes that are to and from many people including John Brown. Stavis’s major thesis is Brown believing â€Å"that a man has a perfect right to interfere by force with the slaveholder, in order to rescue the slave,† and that Brown fought for the freedom of the slaves and believed it was better he break inhumane rules and obey and follow God than to obey the law and sin. He followed his own set of principles and morals. He believed that a man should be honest, God-fearing, and loyal. If a man commits a crime he must be punished. Once he had a man re-arrested for the crime of theft where the man pleaded poverty. The man was thrown in jail but John Brown believed that the man’s family should not suffer for his wrongdoing while he was in jail so John Brown regularly supplied his family with an abundance of provisions. Not only was John Brown honest and fair, but also he was courteous and generous towards others even outside his well-taken care of family. To prove his points, the author includes several stories of things John Brown did in his life that exemplify his unselfishness. Upon hearing that a family miles away was starving and living in poverty one winter John Brown went to the man with a business offer to help the man because he wouldn’t accept just donations. The offer gave the man food and clothing in exchange for his labor the next summer. When the summer time came around, John Brown didn’t even let the man work for him. This is showing the good nature of John Brown’s pers... ...thor also composed the plays, ‘Lamp at Midnight,’ ‘The Man Who Never Died,’ ‘Harpers Ferry,’ ‘Coat of Many Colors,’ and ‘Refuge,’ and wrote Home, Sweet Home! and The Chain of Command. The Sword and the Word is actually a companion volume to Stavis’s ‘Harpers Ferry’ play. Publisher Thomas Yoseloff believes that the book is useful for anyone preparing a production of this story and thinks that it is well put-together with primary sources from history in conjunction with Stavis’s own views and ideas. I agree. We have not yet covered this time period yet, but soon enough we will discuss those crucial years before the civil war in class. However this has still aided and enlightened my studies in American History. It gave me a more in-depth and closer look at the slavery issue and how absurd it was. It gave me a sense of the feelings of the people of the time that John Brown was alive. Enough was learned from this book that the time spent reading it can be justified. I enjoyed reading the book and would recommend it to some one who enjoys learning about that time period in history and the exciting actions and events of a good-hearted man devoting his life for a good cause. John Brown The Sword and the Word Essays -- essays papers John Brown The Sword and the Word â€Å"I act from a principle,† and â€Å"I say, break the law† are not only the names of two out of the five parts in this book, but the words by which John Brown lived so passionately everyday. At earlier times in his life he lived by his sword as well. The Sword and the Word illustrates John Brown’s own ideas and intentions and how he lived by them. A main issue of this book is that truly a man of his word who believed that morals should outweigh the law of the land, John Brown lived and died for the abolition of slavery and did as much if not more for that cause than many other slaves or free men. You could say this book is a biography but it really focuses on certain aspects and parts of John Brown’s life. It uses a kind of story-telling format, but many of the information and facts of the stories are given to the reader in the form of notes that are to and from many people including John Brown. Stavis’s major thesis is Brown believing â€Å"that a man has a perfect right to interfere by force with the slaveholder, in order to rescue the slave,† and that Brown fought for the freedom of the slaves and believed it was better he break inhumane rules and obey and follow God than to obey the law and sin. He followed his own set of principles and morals. He believed that a man should be honest, God-fearing, and loyal. If a man commits a crime he must be punished. Once he had a man re-arrested for the crime of theft where the man pleaded poverty. The man was thrown in jail but John Brown believed that the man’s family should not suffer for his wrongdoing while he was in jail so John Brown regularly supplied his family with an abundance of provisions. Not only was John Brown honest and fair, but also he was courteous and generous towards others even outside his well-taken care of family. To prove his points, the author includes several stories of things John Brown did in his life that exemplify his unselfishness. Upon hearing that a family miles away was starving and living in poverty one winter John Brown went to the man with a business offer to help the man because he wouldn’t accept just donations. The offer gave the man food and clothing in exchange for his labor the next summer. When the summer time came around, John Brown didn’t even let the man work for him. This is showing the good nature of John Brown’s pers... ...thor also composed the plays, ‘Lamp at Midnight,’ ‘The Man Who Never Died,’ ‘Harpers Ferry,’ ‘Coat of Many Colors,’ and ‘Refuge,’ and wrote Home, Sweet Home! and The Chain of Command. The Sword and the Word is actually a companion volume to Stavis’s ‘Harpers Ferry’ play. Publisher Thomas Yoseloff believes that the book is useful for anyone preparing a production of this story and thinks that it is well put-together with primary sources from history in conjunction with Stavis’s own views and ideas. I agree. We have not yet covered this time period yet, but soon enough we will discuss those crucial years before the civil war in class. However this has still aided and enlightened my studies in American History. It gave me a more in-depth and closer look at the slavery issue and how absurd it was. It gave me a sense of the feelings of the people of the time that John Brown was alive. Enough was learned from this book that the time spent reading it can be justified. I enjoyed reading the book and would recommend it to some one who enjoys learning about that time period in history and the exciting actions and events of a good-hearted man devoting his life for a good cause.

Marketing startegies of kfc Essay

Harland Sanders was born in 1890 and raised on a farm outside Henryville, Indiana. His father died when he was five years old, forcing his mother to work at a canning plant, and leaving her eldest son to care for his two younger siblings. After he reached seven years of age, his mother taught him how to cook. After leaving the family home at the age of 12, Sanders passed through several professions, with mixed success. In 1930, he took over a Shell filling station on U.S. Route 25 just outside North Corbin, a small city on the edge of the Appalachian Mountains. It was here that he first served to travelers the recipes that he had learned as a boy: fried chicken and other dishes such as steaks, country ham, and pancakes. Originally using his own dining room table, in 1934, he purchased the larger filling station on the other side of the road and expanded to six tables By 1936, this had proved successful enough for Sanders to be given the honorary title of Kentucky colonel by Governor Ruby Laffoon. The following year he expanded his restaurant to 142 seats, and added a motel he purchased across the street, naming it Sanders Court & Cafà ©. Sanders was dissatisfied with the 30-minute duration it took to prepare his chicken in an iron frying pan, but he refused to sacrifice quality by deep frying the product. If he pre-prepared the chicken in advance of an order, there was inevitably wastage. In 1939, the first commercial pressure cookers were released onto the market, predominantly designed for steaming vegetables. Sanders bought one, and modified it into a pressure fryer, which he then used to fry chicken. As well as reducing production time to be comparable with deep frying, the new method produced flakier, moister chicken. In 1940, Sanders finalized what came to be known as his Original Recipe of 11 herbs and spices. Although he never publicly revealed the recipe, he admitted to the use of salt and pepper, and claimed that the ingredients â€Å"stand on everybody’s shelf†. After being recommissioned as a Kentucky colonel in 1950 by Governor Lawrence Wetherby, Sanders began to dress the part, growing a goatee and wearing a black frock coat (later switched to a white suit), a string tie, and referring to himself as â€Å"Colonel†. His associates went along with the title change, â€Å"jokingly at first and then in earnest†, according to biographer Josh Ozersky. History KFC (Kentucky Fried Chicken) is a fast food restaurant chain which specializes in fried chicken and is headquartered in Louisville, Kentucky. It is the world’s second largest restaurant chain overall (as measured by sales) after McDonald’s, with over 18,000 outlets in 120 countries and territories as of December 2012. The company is a subsidiary of Yum! Brands, a restaurant company which also owns the Pizza Hut and Taco Bell restaurant chains. KFC was founded by Harland Sanders, a colorful figure who began selling fried chicken from his roadside restaurant in Corbin, Kentucky, during the Great Depression. Sanders identified the potential of the restaurant franchising concept, and the first â€Å"Kentucky Fried Chicken† franchise opened in Utah in 1952. KFC popularized chicken in the fast food industry, diversifying the market by challenging the established dominance of the hamburger. By branding himself as â€Å"Colonel Sanders†, Harland became a legendary figure of American cultural history, and his image remains prominent in KFC advertising. However, the company’s rapid expansion saw it grow too large for Sanders to manage, and in 1964 he sold the company to a group of investors led by John Y. Brown, Jr. and Jack C. Massey. KFC was one of the first fast food chains to expand internationally, opening outlets in England, Mexico and Jamaica by the mid-1960s. Throughout the 1970s and 1980s, KFC experienced mixed fortunes domestically, as it went through a series of changes in corporate ownership with little or no experience in the restaurant business. In the early 1970s, KFC was sold to the spirits distributor Heublein, who were taken over by the R.J. Reynolds food and tobacco conglomerate, who sold the chain to PepsiCo. The chain continued to expand overseas however, and in 1987 KFC became the first Western restaurant chain to open in China. The chain has since expanded rapidly in China, and the country is now the company’s most profitable market. PepsiCo spun off its restaurants division as Tricon Global Restaurants, which later changed its name to Yum! Brands. KFC primarily sells fried chicken pieces and variations such as chicken fillet burgers (chicken sandwiches [US]) and wraps, salads and side dishes such as French fries and coleslaw, desserts and soft drinks, often supplied by  PepsiCo. Its most famous product is pressure fried chicken pieces, seasoned with Sanders’ â€Å"Original Recipe† of 11 herbs and spices. The exact nature of these ingredients is unknown, and represents a notable trade secret. Larger portions of fried chicken are served in a distinctive cardboard â€Å"bucket†, which has become a signature product of the chain since being introduced by franchisee Pete Harman in 1957. KFC is known for the slogan â€Å"finger lickin’ good†, which has since been replaced by â€Å"Nobody does chicken like KFC† and â€Å"So good†. Marketing Marketing is the process of communicating the value of a product or service to customers, for the purpose of selling the product or service. It is a critical business function for attracting customers. From a societal point of view, marketing is the link between a society’s material requirements and its economic patterns of response. Marketing satisfies these needs and wants through exchange processes and building long term relationships. It is the process of communicating the value of a product or service through positioning to customers. Marketing can be looked at as an organizational function and a set of processes for creating, delivering and communicating value to customers, and managing customer relationships in ways that also benefit the organization and its shareholders. Marketing is the science of choosing target markets through market analysis and market segmentation, as well as understanding consumer buying behavior and providing superior customer value. There are five competing concepts under which organizations can choose to operate their business; the production concept, the product concept, the selling concept, the marketing concept, and the holistic marketing concept. The four components of holistic marketing are relationship marketing, internal marketing, integrated marketing, and socially responsive marketing. The set of engagements necessary for successful marketing management includes, capturing marketing insights, connecting with customers, building strong brands, shaping the market offerings, delivering and communicating value, creating long-term growth, and developing marketing strategies and plans. Marketing Strategies Marketing strategy is defined by David Aaker as a process that can allow an organization to concentrate its resources on the optimal opportunities with the goals of increasing sales and achieving a sustainable competitive advantage. Marketing strategy includes all basic and long-term activities in the field of marketing that deal with the analysis of the strategic initial situation of a company and the formulation, evaluation and selection of market-oriented strategies and therefore contribute to the goals of the company and its marketing objectives. Marketing Strategies of KFC KFC IS synonymous with chicken. It has to be because chicken is its flagship product. The latest they have on offer is the marinated hot and crispy chicken that is â€Å"crrrrisp and crunchy on the outside, and soft and juicy on the inside†. It gives you a regular Pepsi with this at nothing more than just Rs. 39. But make no mistake, while this is a rage across the world, and in our very own Bangalore, KFC has made sure one other thing: it doesn’t want to alienate the vegetarian community â€Å"that gave birth to the vegetarian menu†. It means you can be veg and yet be at KFC. KFC offers a wide range of vegetarian products such as the tangy, lip-smacking paneer tikka wrap ‘n’ roll, the veg de-lite burger, and the veg crispy burger. There are munchies such as the crisp golden veg fingers and crunchy golden fries served with tangy sauces. If you are veg and looking for a meal, you can combine the veg fingers with steaming, peppery rice and a spice curry. The mayonnaise and sauces don’t have egg in them. Sharanita Keswani, Director, KFC Marketing, says the vegetarian menu in India came about when KFC found the country had about 35 per cent vegetarians, and in metros such as Delhi and Mumbai, almost 50 per cent. The non-vegetarian is the obvious target customer because, as Ms. Sharanita points out, Bangalore and the rest of south India have over 70 per cent non-vegetarians. But she also observes that chicken is KFC’s strength. KFC’s vegetarian menu is almost exclusive to India and is the most extensive. Most countries either do not have a vegetarian menu, and some which do, have a burger at the most. â€Å"Contrary to affecting chicken sales, the presence of a vegetarian menu has made the brand more relevant to a wider cross-section of the consumer society. This is essential as we grow the brand across the country,† says Ms. Sharanita. The KFC menu strategy is to â€Å"balance standardisation and localisation†. The localisation works in two ways: to modify a standard chicken product with a different topping or sauce; and to have a vegetarian menu, where necessary, along with the flagship product, chicken. The localisation exercise is undertaken in every country. â€Å"The U.S. and European markets have a traditional KFC menu based on chicken burgers and wraps, while Asian markets like India have been more experimental and adventurous. Here, they have rice meals, wraps, and sides. The change is imperative as Asian tastes can be very different from Western ones,† Ms. Sharanita observes, adding that KFC learnt very early the high demand for vegetarian products in India. KFC has taken care to maintain safeguards on the production of its non-vegetarian products in response to observations by People For Ethical Treatment of Animals that chicken were not being treated humanely by suppliers. The debate has been on for years now and animal rights activists have prompted companies to adopt stringent measures. Pankaj Batra, Director, Marketing, Indian Sub-Continent, Yum! Restaurants International, observes: â€Å"KFC is committed to the well being and humane treatment of chickens. We require all our suppliers to follow welfare guidelines developed by Yum! Restaurants International, U.S.A., with leading experts on their Animal Welfare Advisory Council. In India, we source chicken from Venkateshwara Hatcheries Limited (Venky’s), which is one of the leading and respected organised players in the poultry farming business. They also supply chicken to several reputed hotel and restaurant chains in the country. We respect the Indian law and our guidelines completely adhere to them.† Ms. Sharanita points out that while KFC’s brand standard products are their strength throughout the world, KFC works around the core and gives consumers products with a familiar taste, especially â€Å"important in a country like India that is home to such distinct and different food habits†. All KFC outlets offer its customers with various forms of incentives to buy its Chicken. Using coupons that one can acquire after spending a particular amount over a period of fixed time, customers can enjoy the benefits of free meals or free add-ons. Additionally they provide meal vouchers and exciting offers in their print ads, which the customer must cut and bring along. KFC in India The first Indian KFC opened in Bangalore in June 1995.[198] Protests ensued from left wing, anti-globalisation and environmental campaigners, as well as local farmers, who objected to the chain bypassing local producers.[199] Many Indians were concerned about the onslaught of consumerism, the loss of national self-sufficiency, and the disruption of indigenous traditions.[200] The protests came to a head in August 1995, when the Bangalore outlet was repeatedly ransacked.[198] KFC Bangalore demanded, and received, a police van permanently parked outside for a year.[199] Rural activist M. D. Nanjundaswamy subsequently claimed KFC would adversely affect the health of the impoverished, by diverting grain from poor people to make the more profitable animal feed.[201] Former environment minister Maneka Gandhi joined the anti-KFC movement.[201] KFC was also accused of using illegally high amounts of monosodium glutamate (MSG) and frying its food in pork fat.[202] A second store opened in Delhi, but was closed by the authorities soon afterwards, purportedly for health reasons, but more likely to avoid a repetition of the Bangalore incident. The two stores only managed to attract a limited, affluent clientele, and KFC decided to abandon the Indian market. KFC returned to India in 1999, with a new Bangalore outlet. This was the sole KFC in India until 2004, when the chain began to expand, albeit with a makeover and a range of new vegetarian dishes. As of December 2012, there were 280 KFCs in the Indian market. As well as the standard KFC offerings, the chain sells a chickpea burger and hot wings with chilli lemon sprinkles.

Internal Services Marketing

SWP 59/91 â€Å"INTERNAL SERVICES MARKETING† PROFESSOR BRETT COLLINS School of Management Deaking University Victoria 3217 Australia (Tel: +6152 471277) and PROFESSOR ADRIAN PAYNE Marketing and Logistics Group Cranfield School of Management Cranfield Institute of Technology Cranfield Bedford MK43 OAL UK (Tel: 0234 751122) Submitted to European Management Journal Copyright: Collins and Payne 1991 INTERNAL SERVICES MARKETING INTRODUCTION Over the past few years the term internal marketing is increasingly being used to describe the application of marketing internally within the organisation. There are two dimensions relevant to our discussion of internal marketing. Firstly there is the notion that every department and every person within an organisation is both a supplier and a customer. The second aspect relates to the organisation’ staff and s involves ensuring they work together in a manner supporting the company strategy and goals. This has been recognised as being especially important in service firms where there is a close relationship between production and consumption of the service. It is thus concerned with both quality management and customer service and involves co-ordinated people and process improvement strategies. Internal marketing relates to all functions within the organisation, but it is vitally concerned with the management of human resources. However the traditional personnel department, and the more advanced human resources department, have frequently been oriented towards control and administrative activities rather than the alignment of human resources towards achieving strategic organisational purposes and goals. In this paper we explore the marketing of a particular internal service within the organisation – the human resource function. Our purpose is to illustrate how internal marketing concepts and methods used by marketing managers can provide the basis of a new perspective on meeting the opportunities and challenges faced by human resource managers. A market-oriented human resource manager is more likely to make an impact on the successof a company, through being more effective in both demonstrating the relevance of . human resource management (HRM) to all management team members, and helping other managers to increase their productivity. Our approach is to first consider the nature of the challenges and opportunities confronting human resource (HR) managers. A view of what is seen to be a central task for the HR management professional is then outlined. The congruence between marketing function activities and the HR management activities is then described. Finally, we consider how the HR manager can utilise the philosophy, ideas, and tools of the marketing function to make a more effective contribution toward the organisation’ objectives. s CHALLENGES FACING THE HR MANAGER The managers in a company who deal with the ‘ people’ issues are now recognised as having an increasingly strategic role in the success of many businesses. Regardless of whether the function these managers perform is called personnel, human resources, industrial relations, or training and development, it collectively now represents a business role similar in importance to the areas of finance, marketing and operations management. This trend has been driven by a more intensely competitive business environment, increased use of technology in some industries, and the shift in corporate philosophy from asset management to operations management. A focus on operations management has forced CEO’ to understand the need for s killed HR executives if they are to successfully cope with change. An organisation able to adapt to change is generally found to be more able to sustain competitive advantage in an environment of increasing uncertainty. The constant stress of corporate take-overs, new ventures, the restructuring of companies, rationalisation of existing operations, new technology introduction and staff lay-offs, means that the succes sof basic strategic decisions increasingly depends on â€Å"matching skills with jobs, keeping key personnel after a merger, and solving the human problems that arise from introducing new technology or closing a plant†. The dramatic turnaround of SAS by Jan Carlzon was driven through people rather than through an expensive investment in equipment and assets. 2 Increasing attention is being focused on the area of external customer retention and the enormous potential for improved profitability. 3 Top management should also seek to obtain improved organisational performance through effective HRM strategies aimed at improving personnel retention. The base-line benefits are cost savings on . etraining in a rapid turnover job market and cutting down the equally expensive knowledge drain. Companies able to manage this issue will reap the rewards which go with a team of committed, active individuals at a time when under-training is sapping productivity among competitors. Increased u sage of technology in some industries has led to the assumption that the quality of people performance will become a less important issue as technology becomes more pervasive. However the maintenance of reliable performance by competent employees is becoming more crucial. For example, we are now in an era where electronic banking means fewer face-to-face encounters between the bank and its customers. Consequently the importance of handling these interactions, and the ‘ costs’ of not making the most of opportunities are greater. In a relatively homogeneous industry such as banking, a key opportunity for banks to gain a competitive edge over competitors lies in the quality of its people. In an era of electronic fund transfer there is opportunity for a bank to position itself as one that has good people, not just good machines. Many of the key challenges facing retail banking involve the employee: the need to sell and cross-sell, unionisation, electronic banking, affirmative action, service quality management and technology management. It has been argued that HR professionals have failed in the past to reach their full potential within the corporate framework because they devoted themselves to the creation of ever more sophisticated programm es and forgot the whole purpose of the business. HR managers have had a role in organisations dealing with outside pressures such as government, unions, and safety, but their active involvement and collaboration is also needed with the production, marketing, and finance functions. They have been responsible for fending off interruptions, handling the reporting requirements of regulatory bodies, and dealing with social responsibility issues, but often are not involved in activities perceived by other managers to be fundamentally important to the business. Managing a corporation is complex, and CEOs find it necessary to simplify their task by concentrating on what appear to be the most important strategic issues. Because of resource limitations, it is necessary to focus senior management’ attention and s time on those aspects of the business process with the highest expected payoff. means that some areas with extremely high potential impact, but a very low perceived probability of delivering significant results, must get less attention than one might really wish. Strategic HRM requires a significant investment of organisational resources, which directly and immediately affects profits, and can thus make it unattractive to managers under pressure for short-term results. Further, any real understanding of what competent HRM could contribute to the success of a business has only been popularised fairly recently. 6 For these reasons senior management has often failed to grasp why HRM was relevant to business strategy, business performance, and the cost management function. Clearly the central task of HRM must be to gain the upport of senior management, secure the commitment of the CEO, and ensure HRM makes the most effective contribution possible to the organisation’ objectives. s This The HRM function in a company is never likely to be valued unless it convinces management it can provide significant payoffs, and is part of the key interactions between the organisation and environment. productivity. HRM will become established as an integr al part of a business through helping other managers to increase their Managers do not require more sophisticated programmes. They require someone who understands their problems, can actively contribute to the more effective and efficient management of human resources, and who has a good understanding of the business. We will now consider how the roles of marketing managers and HR managers are linked. THE MARKETING – HRM ANALOGY The HRM function has three distinct client groups, or markets, with which it must deal effectively; employees within the organisation, other managers involved with the senior management tasks including the CEO, and external groups such as prospective employees, government, unions, and regulatory bodies. Consideration of the challenges faced by HR managers indicates that they are similar to those challenges faced by other senior managers, and requirements for success correspond to those needed by good marketing managers. The use of marketing ideas does not need to be narrowly confined to products and markets. Marketing has been defined as â€Å"a social process by which individuals and groups obtain what they need and want through creating and exchanging products and value with others† , and implies two ‘ voluntary parties with unsatisfied needs, an expectation of mutual benefit, a means of communication, and a medium to complete the exchange. People who buy goods and services are involved in the same type of exchange process as people who seek employment that is satisfying, interesting, and more than a well-lit work space. The relationship between buyer and seller in a labour market is such that the employee must sell labour to earn an income. A company must create goods or services and exchange them in order to earn profits. Clearly there are times when one party to an exchange has much more bargaining power than the other party. The manager who seeks mutual benefit through working closely with the HRM department is involved in a similar exchange process to that which takes lace between consumers and companies everywhere. A source of interdepartmental conflict can be the need for a marketing manager to represent the interests of a customer against the needs of other managers. We do not lack examples of conflict between the marketing and accounting functions. For example, while the Sales department are properly concerned with maintaining a good relationship and undisrupted supply to the customer, the Accounts department is concerned with administering credit control. Accounts may seek the withholding of supply, because credit guidelines have been exceeded at a time when Sales is trying to service a sudden increase in demand, resulting in open conflict. 8 Similarly, an HR manager can become involved in interdepartmental conflict through a need to represent the interests of an employee against the needs of another manager. Like marketing, HRM is a function where success requires close co-operation with other functions, but there can be significant potential for conflict. The coalitions of power and politics at the core of fundamental conflicts such as this can be used to maximise business performance, or detract from it. The task for the HR manager is made more difficult because the quality of management performance is difficult to quantify – there is no bottom line responsibility. This can leave the HR manager without the defence available to managers of profitable business units who have tangible evidence of performance in their regular financial reports; bottom line results. Marketing performs a valuable role in that it creates utility, the capacity to satisfy needs. The HR manager is similarly concerned with the creation of utilities. The marketing philosophy or concept states that, in serving marketplace needs, the entire organisation should be guided by thinking that centres around the consumer. For our purposes the concept has three key elements: n The HR manager requires a thorough knowledge of the needs, wants, and problems of the CEO , other managers and employees. There are three customers for a training programme: the delegate (who is also the consumer), the delegate’ line manager; and top management. The needs of these three s ustomer groups vary and may need to be reconciled. Ideally the HR manager should start with a knowledge of client needs and work backwards to developing products and services to satisfy them. n The second element requires that the cost, design, implementation and follow up on HR projects should be carefully planned so all features are consistent with project goals, and the process co-ordinated with other functions in the organisation, w Finally, in our definition of marketing we recognise individuals or groups engaging in the marketing process have diverse goals and objectives. If the organisation itself does not gain utility from an exchange then this element of the philosophy is not met. Consequently we would expect that if an HR activity did not lead to organisational gain the activity would be discontinued. Quantification of performance plays a crucial role in the success of the marketing function, and the performance audit guides corrective action, while providing measurements essential to supporting access to resources for projects. HR managers have sometimes been characterised by a lack of willingness to work with performance measures. Marketing strongly depends on techniques developed in the behavioural sciences for quantification of the needs, wants, and perceptions of consumers. These tools can be readily adapted to requirements of the HR manager. While measures employed by marketing managers are not always of high precision, they are essential to the building of credibility through measurement, and performance against explicit goals. Management performance in functions other than marketing and HRM are generally more amenable to performance measurement. An HR manager with a market orientation would have good knowledge of the needs and wants of the client groups served, and develop a co-ordinated approach to servicing those requirements consistent with organisation goals, and with the expectation of achieving organisational gain from any exchange process. In contrast, a product-oriented HR manager would place primary emphasis on the products or services the HRM department offers, and how these are provided. It is instructive to consider the differences between these two opposing views. Consider training programmes for example; the difference between a product-oriented, and a marketoriented manager, is shown in Figure 1. This example is stereotypical in that the model represents two extreme positions. No one person would be expected to exhibit all of the characteristics presented for a specific orientation, but an HR practitioner would be expected to possessseveral if they were either market or product-oriented and the distinction between two very different management philosophies are illustrated. We have found it a useful exercise, in workshops with senior managers, to discuss the role of conflicting philosophies and how they affect achievement of a marketing orientation. This can be addressed in the context of both external customers10 and Although it has been accepted for many years that a market internal customers†. orientation is essential to the success of a business, it has not been proven in all b’ igure I: Stereotypical I)itfcrenccs Itetw~~~ hlarkrt-Oriented uncl I’ rotll,ct-Oriellletl IIH hlihn;rg:ers with Itesl~~ to Training Yrogr;rmmes 4’ lTITUDES Attitudes & PROCEDURES I’ ROI)IlCT ORIENTATION to cut costs and MARKET ORIENTATION Client needs determine training programmes. towards clients: They should be glad we exist. Trying bring out better programmes. Department interests. Focus Programme offering: provides courses that fit our skills & Schedule programmes we know the clients need. Interest in innovation: of costs: scheduled for is on technology and cost cutting. Focus on identifying A critical objective. new opportunities. Importance A number in the budget we cannot exceed. rcquircmcnts in mind. Number of programmes the year: Role of marketing Attendance Set with Ihc dclivcry Set with client needs and costs in mind. research: To determine client reaction if used at all. is good revision. To determine client needs and if they are being met. at programs: Fill all available places – repeating Select attendees according to their needs and coordinate this with other managers. Demonstrate clients. need satisfying benelits Promotion of programmes: Advise managers when their staff is to attend the next course. of course to contingent situations. Monopoly or regulated markets provide examples of nonmarket orientation. As the difference between a market orientation, and any one of many conflicting orientations possible, is accepted as the difference between unstable short-term success and stable long-term growth, it becomes of considerable importance to senior managers to push a market orientation within their company. Similarly, the importance of HRM has gradually gained credibility and importance, as managers have come to understand how it can contribute to the achievement of business success. There exists an increasing number of well known companies where superior HRM is believed to be a key factor in their success. We have seen the similarity in roles of the marketing and HR managers. The marketing and HRM processes both involve the creation and exchange of utilities. need to represent the interests of a client, against the narrow interests of another manager, may be conducive to the well being of the company but a source of open interdepartmental conflict. This conflict is difficult to manage and can detract from the effectiveness of the function and the organisation. Both functions require commitment and support from the CEO to succeed, and performance measurement is seen to be an important tool for building credibility within the company. The market orientation can be applied equally to either the marketing or HR functions when it is accepted that success is achieving organisational goals through delivering customer satisfaction. We will now consider how the HR manager can harness the ideas, and tools of the marketing function to more effectively contribute toward the organisation’ objectives. s THE HRM-MARKETING FUNCTION A We are concerned here with internal marketing – that form of marketing where both the â€Å"customer† and the â€Å"supplier† are inside the organisation. In this context we consider employees as customers or clients. These classifications are quite broad, and could be further divided into such groupings as the board, managers, supervisors, foremen, clerical staff, etc. The HRM-Marketing function can be described in terms of seeing managers and employees as in-house customers, viewing the tasks and activities performed by the HRM function as in-house products or services, and offering in-house or services that satisfy the needs and wants of managers and employees, while addressing the objectives of the organisation. 2 The reasons for believing marketing provides a useful framework for HRM depend largely on the congruences we have demonstrated between essential activities of the two functions. In addition to these congruences, there is a strong similarity in the constraints and difficulties facing either marketing or HR managers. Concepts and tools proven to be useful to the marketing function can also be applied to the benefit of HRM. The HRM function provides services or programmes to employees and management, which means it sells performances that directly influence business productivity. Internal marketing can help an HR manager to attract and hold the type of people a company wants, and get the best of in-house customers, the HR function can upgrade the capability of a company to satisfy the needs and wants of its external customers. Marketing management is the process of increasing the effectiveness and/or efficiency by which marketing activities are performed. Effectiveness refers to the degree to which organisational objectives are attained, while efficiency is concerned with the expenditure of resources to accomplish these objectives. This difference is eloquently expressed in the view that it is more important to do the right things (improve effectiveness) than to do things right (improve efficiency). 13 An organisation that is doing the right things wrong (effective but not efficient), can outperform organisations that are doing the wrong things right. Effectiveness and efficiency is also a concern of the HR manager seeking improved performance. MARKETING ACTIVITIES The marketing function in any organisation is concerned with a number of related activities which include: 8 Understanding of the market and competitive environment. Definition of the firm’ Mission. s Determination of the Target Market Segments to be emphasised. Developing integrated Marketing Mix strategies to accomplish this Mission in the selected segments. Implement Marketing Mix strategies and Control marketing activity. 8 8 8 8 This well known model of marketing function activities, which involves the above steps, is used as a basis for a discussion on internal HRM marketing. Market and Competitive Environment The starting point is for HR managers to gain a good knowledge of the needs and wants of the client groups served, the significant factors influencing the HR department’ operations, and identify the ‘ s publics’ which interact with the company. This process is market analysis and involves collecting information on the different client markets into a database. Market research should be used to identify internal client needs, wants and attitudes just as it can be used to identify the needs, wants and attitudes of external consumers or industrial buyers. For example, ‘ climate surveys’ concerning perceptions of remuneration packages, employment conditions and performance appraisal, and opinions of quality improvement programmes, provide direct benefits for the redesign and improvement of key policies, processesand programmes. There is also the positive effect on morale that flows from taking an interest in the views of employees. This channel of communication provides an early means for pin-pointing organisational breakdowns and problem areas. An important requirement before undertaking data collection is to adopt a commitment to face the issues uncovered, no matter how unpalatable. It is an on-going process requiring that issues be resolved in order to maintain credibility of the HR department at all levels within the company. To raise the expectations of client groups without delivering can generate strongly negative effects. Finally, market research can also provide a basis for monitoring the impact of programmes on employees, and check whether HR programmes are achieving what they were designed to achieve. This market research process sometimes suffers from a condition referred to as the â€Å"no-full-disclosure disease† 14. It manifests itself through people within the management hierarchy who fear the things threatening them may become known to others, and then used to their personal detriment. The extent of this problem depends on survey design and content. People interviewed tend to speak freely when given a chance to express their thoughts and opinions on HRM issues. However undertaking not to reveal the content of an interview under any circumstances, without prior approval from the person interviewed, is sometimes necessary in order to get at the real problems and issues. Whether use is made of questionnaires, personal interviews, informal meetings of managers, or group discussions, market research provides a clear means of identifying client needs and wants. It also provides the means for tracking performance. Mission The second step involves the development of a mission for the HR department. The corporate mission statement for an organisation is too broad to be meaningful for a specific business function, and consequently a mission statement should be specifically developed for the HRM function. It involves asking the questions â€Å"what is our role within the organisation ? and â€Å"what should our role be within the organisation? â€Å". Figure 2 provides an example of a HR mission statement based on one developed with a leading British service organisation. FiPure 2: Human Resource Mission Statement To develop and promote the highest quality human resource practices and initiatives in an ethical, cost effective and timely manner to support the current and future business objectives of the organisation and to enable line managers to maximise the calibre, effectiveness and development of their human resources. This will be achieved through working with managers and staff to: n Develop an integrated human resource policy and implement its consistent use throughout the organisation Enhance managers’efficient use ‘ human resources through the of provision of responsive and adaptable services Be the preferred source of core strategic HR services Provide high quality tailored HR consultancy Introduce methods to plan for the provision of required calibre and quantity of staff Ensure consistent line accountability throughout all areas within the organisation Assist the organisation in becoming more customer aware and responsive to changing needs Define and encourage implementation of an improved communications culture throughout the organisation Maintain an innovative and affordable profile for HRM n n n n n n n n At the HRM level the definition of mission does not have to be complex. It should provide a framework for explaining the HR department’ role and how it can help s he different levels and units of an organisation to co-ordinate their efforts to achieve the overall objectives of the organisation. Once the mission statement has been adopted objectives need to be formalised. Because objectives are not equally important, a hierarchy of potential services, programmes and projects should be put together. If possible these objectives should be operationalised – stated in terms that are specific, and which will lead to measurable end results. It is important to understand what needs to be accomplished, when the task should be completed, and how it will be decided that the task is completed. This process links very closely with the market research function which can be used to demonstrate performance against specific objectives. A function which provides a service, and deals predominantly in intangibles, requires tangible evidence of success in order to demonstrate competent performance, and help build credibility. Market Segmentation The third step is deciding which market groups should be emphasised. Market segmentation is a process by which we divide the total, heterogeneous group of clients into smaller, more homogeneous groups with similar needs and wants that the HR function can successfully satisfy. By developing specific services we can generally improve the effectiveness of our performance in satisfying clients. It may cost more to serve smaller groups, or handle problems requiring customised solutions. Because of this, there is sometimes a need to balance the level of customisation required to adequately solve a problem, against the benefits which might accrue to the organisation. This is very much a cost-benefit exercise. The characterisation shown in Figure 3 can be helpful for sorting problems into classes, each of which require different capabilities. At a high degree of customisation, there is increased demand for resources from the HR function. The HR cost to the organisation increases with an increase in the level of customisation. Programmes, or projects undertaken by HR typically involve longterm benefits with short-term costs, and given limited resources, this has direct impact on the HR department’ effectiveness. Quadrant 1 in Figure 3 represents the situation where there is need to fit a key programme to the specialised needs of a client group. A major company wishing to run an in-house strategic management seminar, enabling senior management to . Figure 3. CHARA CTERISING HR MARKETING PROBLEMS Programme l l oriented skills Client l l oriented skills standardised customising Importance of issue to organisation objectives I 3 s issue management skills needed 2 Buy-in-solution needs consultative skills 1 Fiexible approach skills 1 I l l control flows l l development project control skills needed need monitoring skills 31 LOW 4i HIGH required C Degree of customisation review and discuss current management thinking and practice, is an example. The CEO would perceive this to be of high value to the organisation, while requiring this process to fit closely with the business context. The programme-oriented task found in quadrant 2 is characterised by the opportunity for a high quality but standardised approach to be taken. For example, consider a betting agency involved in the conversion of operations from a manual to a computerised telephone betting system. There is a need to develop and implement a programme at low cost which will enable a smooth transition to the new system. Due to the large group of operators requiring new skills there is an opportunity to seek savings through standardisation. The importance of this issue means effective performance by the HR department is more critical. In quadrant 3 the degree of customisation required for a task is low – for example where factory staff are being given first-aid training. The content of a first-aid training programme will be fairly standard across a range of industries. Such a programme is not central to achievement of organisation objectives, and represents a situation where service delivery can readily be obtained from outside the organisation. Once the training programme was in place knowing who had attended the course, and monitoring the training process would be the key tasks. An increase in the degree of customisation required corresponds to an increase in the level of organisation-specific content, as shown in quadrant 4. Consider a retail tyre organisation which needs to train shop floor staff in the testing and servicing of car batteries. This more specialised course requires company-specific input, and an inhouse programme is the best solution. In this quadrant the need is for course development skills, a flexible approach, and the ability to manage the development process. Other examples are custom-designed employee retirement programmes, or surveys of work group satisfaction where there is a need here to design and implement a project with the specific needs of a client group in mind. Obviously most impact can be made by HRM focusing efforts in those quadrants involving problems of high importance to the organisation, but not involving significant short-term investment. This type of problem area, identified because the issues involved are considered central to the achievement of business objectives, will often be more able to attract support and adequate funding. Working in areas requiring a high level of customisation, which are also critical to business success, is the challenge facing HR. This is the direction in which HR requirements have moved due to the increased complexity of business, changing technology, and the shift from an asset management to operations management philosophy. Segmentation of employees on the basis of their needs and wants, as opposed to the segmentation of management clients, recognises the need to accommodate individual differences. This is the basis for concepts such as negotiable remuneration packages, employment contracts, flexible working hours, and job sharing. The techniques used for consumer segmentation by marketers can be applied directly here. It provides opportunity for companies to â€Å"lessen the influence of unions by placing greater emphasis on direct employee communication, in addition to, or instead of, industrial relations conducted in the traditional representative way†15. Developing and Implementing the Marketing Mix Once the tasks of determining the mission of the HR department and the target market segments to be emphasised have been undertaken, a marketing-oriented HR function will focus on the ‘ marketing mix’ The marketing programme is developed . ased upon a decision on marketing mix variables over which the HR manager has some control: designing the product or service, costing it, setting up a service delivery system, promotion of the product to clients, and gainin g commitment for proposals from management. Figure 4 illustrates the four elements of the marketing mix which need to be addressed. Whilst all elements need to be considered, two key variables – the design of the ‘ product’ (ie courses or services) and communications are especially important. These two key variables and their relevance for the HR manager are now reviewed. n Designing the ‘ Product’ . It has been pointed out that the process of a marketing department introducing a new product, and resolution of a complex long-standing problem by the HR function are very similar. Figure 5 illustrates this, and is based on Desatnick16 who argues that â€Å"as the contribution of HRM is less tangible and more difficult of end results, it is even more important to market it effectively. to measure in terms This implies taking the time to reflect, to position, to package, to merchandise, and to sell†. Thus the HR manager must get the maximum impact from each situation through careful Figure 4: The Four Elements of the Marketing Mix ELEMENTS OF THE MARKETING MIX FOR A COMPANY 1. PRODUCTS OR SERVICES 1. ‘ PRODUCTS (SERVICES, COURSES, ETC) 2. THE LOCATION AND DELIVERY MEANS OF SERVICES AND COURSES 3. COMMUNICATIONS WITH CLIENT GROUPS (PRIMARILY THROUGH DISCUSSION AND DOCUMENTATION) 4. TRANSFER PRICING AND EXPENSE ALLOCATION 2. PLACE (DISTRIBUTION) 3. PROMOTION (MAINLY THROUGH ADVERTISING AND PERSONAL SELLING) 4. PRICING FIGURE 5: COMPARING PRODUCT DEVELOPMENT COMPLEX HR ISSUE TO RESOLVING A Introducing the new produa (a 1 to 3 year cycle) DETER&MINE PRODUCT NEED FOR NEW I Resolving a complex HR issue (a 1 to 3 year cycle) DETERMINE NEED FOR NEW PROJECT, PROGRAM What is the cost of not resolving this nsue? What will be its impact on norms and vuua! What IS cost bcncrit value KOinrcmai diem! Eyk! lJlJTE POSSIBLE SOLUTIONS FOR 1 – Who wril buy it and why? How much will they spend on it? Whaf neeas will it sat&y? ISCREEN NEW PRODUCT ID&4 ( What impact will it have? Will it be profitable? Is it compauble existing produas? 1TEST MARKET THE PRODUCT [ What impact will it have on operauorr~! Who will manage and use the project! How does it iit with current proJects/ priorities? CONDUCT A PILOT PROJECT 1 Do internal clients find it useiui? Will they supponfpay! To what exrenr! Who mll oppose IL? Why? ;fEysNCE TO OTHER POTENTIAL How do prospeas vim the proaucr! What needs does it satisfy? Have we deslgncd the nght produa! / tiXAPsTO OTHER TEST .irc tkdings consistent! .tie there log8suc/quaiity problems! Did promotrons resuit in expccrea s3la! ( Is the project valid/reliable? Does it meet needs of ail company locations! Have the beneiits been property iommuxlLcarea? ASSESS OUTCO,ME IN ADVANCE ! Which funcuons are aifectco and how! Will it cause contusion! Have ttma. raourca dr costs been aeuuicd? .-NALYSE. ?IlEASURE. PROJECT T What tmpaa on other iuncuons! Detaucd buaga and plans. Have d impticauons been conslderca? /ESPA%D TO A NATIONAL LaIUNCH i : 1,MPLEMEM COMPANY WIDE i Does tne poremat ourwaqh nsics! . e promorlons ana follow-u! 3 ;iannea! .tie 10glsua ana supply lines rcaav? Have we mcxns ior ldcnufying scrwcc xooIcmr. ana dissausiacuons! Doa project add to HR’ crcntbtlitv! s Who wlii tram whom ‘ do wnat. snere. to when! Have system! we an eifecttve audit/evalUallOn Will the Issue really be resolved? management of those elements he can control. Developing a product or service for a client group is an activity over which the HR manager has a great deal of control, and consequently provides an area where management attention can be rewarded with maximum impact. H Communication. Communication represents promotional activity in the form of advertising, indirect publicity, and face-to-face selling which is employed by marketers to influence potential, or existing customers to behave in desired ways, such as to undertake the trial purchase of a product the firm has just launched onto the market. Promotion can also be used to influence employees to reconsider attitudes, to inform managers, or alter the way in which a particular programme is perceived by the clients to whom it is directed. The use of â€Å"publicity† through internal publications and other documentation can be used to provide feedback to employees on current issues, as well as enhance and reinforce the credibility of the research process. A well conceived internal promotional programme can have very positive effects on employees. It can motivate, educate, or help provide a sense of belonging. The famous Avis Rent-a-Car slogan suggesting that Avis employees â€Å"Try harder† was as effective for their employees as it was for the public image of Avis. This type of corporate advertisement primarily seeks to influence the perceptions of external publics, but management tends to forget these campaigns are also critically viewed by employees at all levels within the organisation. A campaign which lacks credibility with employees is not consistent with development of a positive organisational culture. Management should develop corporate communications which are consistent with the HRM objectives of the organisation. Simpler, less ambitious projects can also produce significant impact for the HR function. . Personal interaction with other functional areas can contribute significantly to HR marketing efforts. In situations where a service or programme is either partly, or fully dependent on the performance of employees for success, the communications and promotional activity should be concerned not only with encouraging clients to buy, but with encouraging employees to perform. commitment of both employees and management. The implementation and control processes represent the final step which involves the measuring of effectiveness and efficiency, taking corrective action, and iteration through the marketing planning processes. The well established marketing planning Success in business requires the literature† provides a framework to follow in undertaking this task. CONCLUSIONS The 1980s saw the start of a new emphasis on the HRM function. It has been pointed out that the reality is that a firm adopting ‘ HRM’ may simply involve a retitling of the old personnel department with no obvious change in its functional role, or it may be ‘ strategic HRM’ which represents a fundamental reconceptualisation and re-organisation of personnel roles and departments. 18 There are different models of HRM and this has importance for its evaluation. g The focus of strategic HRM encompassesall those decisions and actions which concern the management of employees at all levels within the organisation and which are directed towards creating and sustaining competitive advantage*O, but recent European research suggest that ‘ strategic HRM’ is still not widespread. Findings from the Price Waterhouse/Cranfield HR research project shows that in many European organisations HR strategies follow on behind corporate strategy rather than making a positive contribution to it; and although HR representation at board level is becoming more common, this does not necessarily bring with it involvement in key decisions. l Some firms have been able to integrate HR and strategy but to achieve this it usually requires a concentrated and multi-dimensional effort. ** The scope of marketing has traditionally been limited to the exchanges that take place between organisations and their customers. More recently this scope has been expanded to encompass the field of ‘ relationship marketing’ which suggests that 23 marketing principles can be applied to a number of ot her key markets, including internal markets within the firm. We argue that there exist compelling reasons for bringing the internal marketing concept to bear on problems faced by all HR managers, but the greatest value will be obtained in these firms adopting ‘ strategic HRM’ . The shift in organisational philosophy from asset management to operations management, the introduction of new technologies to some industries, and the increased strategic importance of managing people resources effectively and efficiently, has meant the role performed by HR managers demands a much higher level of competence and professional skills. Marketing provides an action framework, and a practical approach by which the HR manager can provide effective solutions to key corporate problems. This fresh perspective will bring marketoriented HR managers significant benefits. In spite of emphasis in this paper on the need for HR managers to deal effectively with the challenges they face, it must be recognised that much opportunity for the future status of HRM lies with the CEOs. Their task is to provide organisational vision, and many have still failed to recognise the value of strategic HRM in the present business environment. In spite of this, the HR manager must share the responsibility through not having convinced top management that HRM is strategically relevant to business success. Adopting a market orientation requires the HR manager to focus on the needs and wants of internal customer groups and to stimulate internal service. An investment in the marketing approach is an investment in people. REFERENCES 1. BUSINESS WEEK, â€Å"Human Resource Managers Aren’ Corporate Nobodies t Anymore†, 2 December 1985, p 58. 2. 3. CARLZON,J, Moments of Truth, Ballinger Publishing Company, 1987. REINCHELD,F F and SASSER, E Jr, â€Å"Zero Defections: Quality Comes to W Services†, Harvard Business Review, September-October 1990, pp105-111 and BUCHANAN, W J and GILLIES, C S, â€Å"Value Managed Relationships: The Key R to Customer Retention and Profitability†, European Management Journal, Vol 8, No 4, December 1990, pp 523-526. 4. BERRY, L L, â€Å"The Employee as Customer†, Journal of Retail Bunking, Vol 3, No 1, March 1981, pp 33-40. 5. BAIRD, L and MESHOULAM, â€Å"A Second Chance for HR to Make the Grade†, I, Personnel, Vol 63, No 4, April 1986, pp 45-48. 6. PETERS,T J and WATERMAN,R H JR, In Search of Excellence: Lessons form America’ Best Run Companies, Harper & Row, 1982. s 7. 8. KOTLER, P, Marketing Management, 5th edition, Prentice-Hall, 1984, p 4. COLLINS,B A, â€Å"The Friction Between Marketing and Finance†, The Australian Accountant, Vol 55, No 4, May 1985, p 45-48. 9. 10. MURPHY, P E and ENIS, B M, Marketing, Scott, Foresman & Co, 1985, p 16. PAYNE, A F T, â€Å"Developing a Marketing Oriented Organisation†, Business Horizons, Vol 31, No 3, May-June 1988, pp 46-53. 11. VANDERMERWE, and GILBERT, D, â€Å"Making Internal Service Market Driven†, S Business Horizons, Vol 32, No 6, November-December 1989, pp 83-89. 12. 13. Berry, ob tit DRUCKER,P F, Management: Tasks. Responsibilities, Practices, Harper & Row, 1974. 14. WEINSHALL, D, â€Å"Help for Chief Executives: The Outside Consultant†, T California Management Review, Summer 1982, Vol 24, No 4, p 47-58. 15. CUPPER,L G, â€Å"An Employer’ Viewpoint on the Use of Dialogue in Industrial s and Employee Relations†, Melbourne University Business School Association Journal, Vol 10, No 1, 1987. 16. DESATNICK,R L, â€Å"Marketing HRD: The Creditiability Gap That’ Got To Go†, s Training, June 1983, Vol 20, No 6, p 52. 17. MCDONALD, M, Marketing Plans: How to Prepare Them: How To Use Them, Heinemann, second edition, 1989. 18. See GUEST, D E, â€Å"Human Resource Management and Industrial Relations†, Journal of Management Studies, Vol 24, No 5, 1987, pp 503-521 and GUEST D, â€Å"Personnel and HRM: Can You Tell the Difference? â€Å", Personnel Management, Vol 13, No 1, January 1989, pp 48-51. 19. 20. TYSON, S V and FELL, A, Evaluating the Personnel Function, Hutchinson, 1986. MILLER P, â€Å"Strategic HRM: What It Is and What It Isn’ Personnel t†, Management, February 1989, ~~46-5 1. 21. BREWSTER, and SMITH C, † Corporate Strategy: A No-Go Area for C Personnel? â€Å", Personnel Management, July 1990, pp 36-40. For a US view also see: BURACK,E H, â€Å"Corporate Business and Human Resource Planning Practices: Strategic Issues and Concerns†, Organisational Dynamics, Vol 15, No 1, Summer 1986, pp 73-87. 22. BULLER, P F, â€Å"Successful Partnerships: HR and Strategic Planning at Eight Top Firms†, Organizational Dynamics, Vol 17, No 2, Autumn 1988, pp 27-43. 23. M, CHRISTOPHER, PAYNE, A F T and BALLANTYNE,D, Relationship Marketing. Bringing Quality, Customer Service and Marketing Together, Heinemann 1991 (forthcoming).

Free Essays on The New England Colonies

The New England Colonies Who settled the New England Colonies, and why: The people who settled in the New England Colonies were the Separatist Puritans called Pilgrims. They came over in 1620 and landed at Plymouth. Their ship was called The Mayflower. They settled in what is now Massachusetts.The Puritans came in the seventeenth century and wanted to gain religous freedom for themselves. They settled in New England because they wanted to gain religous freedom, but the religous freedom they sought for was not given to others. New Hampshire, Rhode Island, and Connecticut were founded later by other colonists. Industries in the New England Colonies: People in New England grew most of their own food. But their soil was too thin and rocky for them to grow cash crops. They made some of their clothing and produced many of their own supplies. But New Englanders had to buy cloth and tools and almost all of their luxury items from England. New England shiped lumber and furs in return. Later New England found another way to earn money. They started to catch fish. Fish and lumber were basically their main industries. They also sold slaves in the South. New England traders also made money by selling iron, pots, kettles, and tools in other colonies. About the New England People: Many people in New England belived in devils, witches, and evil forces. They belived that these things were everywhere. Devils and witches caused thunderstorms, strangling infants in their cradles, making people sick, sinking ships, and ruining crops. People believed that devils won people over and made them witches. Since the New England soil was too thin and rocky, they thought it was a sign from god for them to work harder. Their parents were stirct and they wanted their children to study the Bible. When they were born their parents belived that they were born as devils and it was their job to train them and make them pure. The church of Plymouth Rock was the main ... Free Essays on The New England Colonies Free Essays on The New England Colonies The New England Colonies Who settled the New England Colonies, and why: The people who settled in the New England Colonies were the Separatist Puritans called Pilgrims. They came over in 1620 and landed at Plymouth. Their ship was called The Mayflower. They settled in what is now Massachusetts.The Puritans came in the seventeenth century and wanted to gain religous freedom for themselves. They settled in New England because they wanted to gain religous freedom, but the religous freedom they sought for was not given to others. New Hampshire, Rhode Island, and Connecticut were founded later by other colonists. Industries in the New England Colonies: People in New England grew most of their own food. But their soil was too thin and rocky for them to grow cash crops. They made some of their clothing and produced many of their own supplies. But New Englanders had to buy cloth and tools and almost all of their luxury items from England. New England shiped lumber and furs in return. Later New England found another way to earn money. They started to catch fish. Fish and lumber were basically their main industries. They also sold slaves in the South. New England traders also made money by selling iron, pots, kettles, and tools in other colonies. About the New England People: Many people in New England belived in devils, witches, and evil forces. They belived that these things were everywhere. Devils and witches caused thunderstorms, strangling infants in their cradles, making people sick, sinking ships, and ruining crops. People believed that devils won people over and made them witches. Since the New England soil was too thin and rocky, they thought it was a sign from god for them to work harder. Their parents were stirct and they wanted their children to study the Bible. When they were born their parents belived that they were born as devils and it was their job to train them and make them pure. The church of Plymouth Rock was the main ...

Technology from print to pixel Essay Example | Topics and Well Written Essays - 250 words

Technology from print to pixel - Essay Example This reading from the screen and its effectiveness and visible results continues for the rest of the day until the time one will go to bed This new way of reading will definitely change the way people write. As the information flows and is streamed in the screens at a very quick speed, more people will start writing in prose and in other short forms as a way of saving time. This new form of writing will not be strange as translations of the words can be easily got from the same screens and because there is a lot of linking with the new technology in reading, it will not be strange at all. The writing unlike before will continue to increase and a faster pace for that matter as more and more people young and old engage in asking questions and getting written faster and even immediate response hence making them write even more as a way to gain faster knowledge and pass the same knowledge to others through the same

Critical Thinking and Ethics Essay Example | Topics and Well Written Essays - 750 words

Critical Thinking and Ethics - Essay Example However, personal ethics can change with a period of time and changing experiences though the morals and values forming the foundation of ethics may continue to be the same. Social responsibility is concerned with the behavior considering the society as well as variables surrounding the individual e.g. drinking or smoking decisions, decisions on bribery, decisions on city cleanliness etc. ("Personal Ethics and Life") Since, man is a social animal and cannot be divided from the society, it would be correct to say that the personal ethics need an evaluation as well as a serious thought for linking them with social responsibility. One needs to be very clear as to how personal ethical standards are related with the social background. It is necessary to analyze personal ethics as the actions of an individual in a wider context do have an indirect impact on the society at large. These are established in life's earlier stages from home, school, and church and later in life they influence the work place, city and nation too. Therefore, it is essential not to mistake personal opinions with universal principles in the light of thoughtful and socially accepted personal ethical standards. Here in this brief write up we would take an example that a project manager (PM) faces in his day to day life. Such an issue cannot be solved conveniently on the basis of theory or formal academic approach. It needs prudence, situational approach and morality to arrive at a solution which is ethically correct. Now, what is morality differs from person to person and is a debatable topic. Let us view the situation and the possible action as well as the basis for the action. Suppose the PM is uncomfortable as international project requirements contradict the domestic customs and laws, while they are well accepted in the foreign country. This leads to contradiction with the permissible practices in domestic environment. Here, the PM needs to decide what correct is ethically and what is not. Would the payment made to foreign officials be considered a bribe or "facilitation o0f business processes". Here is a way to solve the ethical dilemma. One can check himself on the ethics yardstick by setting out some standards to decide a right approach. Are the rules that are followed by you, usually understood as a part of the task Do you have sufficient comfort defending your action personally in front of public Would you be comfortable if your friends, relatives, and family are aware of your action Would you be ok if somebody does this same act with you or your loved ones Would the impact of a similar action be positive on the society, if everyone starts following the same practice Is the act not resulting in harm to any part, if not doing positive If the answers to all the above questions are yes, then the act can be considered ethically correct. (The manager and the negotiator) Conclusion The writings of "Critical Thinking and Ethics; From Theory to Application" give an insight on the ethical aspects of psychology. These writings highlight the importance of self evaluation and analysis of personal behavior with respect to the social circumstances making