Customer Satisfaction at The Plaza Crowne Hotel

Customer Satisfaction at The Plaza Crowne Hotel Chapter I Introduction 1.1 Introduction Tourism is frequently and justifiably described as a major phenomenon of modern times. Since 1950 the number of international tourist arrivals worldwide has increased spectacularly, from just 25 million to over 924 million in 2008. Representing an average annual growth of 7 % a year (Sharpley, R., 2004; and WTO – World Tourism Organisation, 2009). International tourism generated US$ 856 billion in 2007, representing 30% of the world’s exports of services for the related year. Under the influence of the recent global economic recession, tourism demand has significantly slowed down in the past few months. Notably in the second half of 2008 growth came to stagnation with the number of international arrivals declining slightly – a trend which is expected to continue in 2009 and probably beyond, if the economy does not show signal of reaction (WTO – World Tourism Organisation, 2009). Regardless of the current actual global recession, it is undeniable the importance of the tourism activity for the world economy, mutual understanding of nations, personal growth and development, just to mention a few benefits that tourism brings in. The hospitality industry, as a segment of the tourism industry, plays a major role in this economic activity (King, 1995). Being accommodation the biggest percentage in tourism expenditure, in average of 34% of the total expenditure per trip (Sharpley, R., 2004). The success of the hospitality industry, relies massively on the quality of the service delivered and customer satisfaction. The index of the measurement of both, quality service and customer satisfaction, will widely influence on occupancy rates, hence, on the profitability of the company (Holloway, JC, 1998; Solomon et al, 2006). Therefore, justifying the need for a reliable model of assessment of customer satisfaction and service quality that would better adapt to the hospitality field, which at present still have a lack of agreement. 1.2 Research Title The measurement of service quality and customer satisfaction in the hospitality industry: a case study of the Plaza Crowne Hotel. 1.3 Research Background For Cardozo (1965), cited by Williams and Uysal (2003), marketing researches in the consumer satisfaction field started in the early 60’s. The subject had a relevant increase in popularity by organisations and researchers only in the 80’s, when organisations, in an attempt to try to keep itselves in the marketplace, started paying substantial attention on customer’s expectations demands. 1.4 Research Aims The aim of this project is to analyse customer satisfaction and service quality measurement, using the SERVQUAL model, within The Plaza Crowne Hotel – Kansas City (USA), based upon the hotel’s own data against the highlighted gaps within the model. 1.5 Research Objectives In order to achieve the specified aim it will be necessary to: Conduct a review of service quality and customer satisfaction; Illustrate The Plaza Crowne Hotel’s current customer satisfaction and service quality measurement model to identify its positive and negative aspects; Conduct an initial diagnosis of the key issues presented in the Crown Plaza data, examining the hotel’s past assessments in order to identify areas of failure; Analyse the SERVQUAL model focusing on the hospitality industry; Identify and critically recommend suitable quality measurement practices to apply within The Plaza Crowne Hotel, if necessary; Chapter II Literature Review 2.1 Introduction To Kotler et al (1996), nowadays companies need to change their view and attitude in the marketplace and adopt a more customer centred philosophy, in order to keep competitive and profitable. Customers are changing their behaviour towards consumption, becoming more challenging to companies to attend their expectations, as they are increasingly aware of their rights, expect more than they used to, and know exactly what they want when purchasing a product or service. This increase in consumers expectation naturally leads to the need of a higher quality in costumer services delivery. Customer satisfaction and quality service became priority for companies worldwide. They are believed to generate repeated business, therefore increased profit margin. The hospitality industry is paying close attention to it. Hampton’s Inn, a well know resort in Florida, has developed a 100% satisfaction guarantee program that promises its customers no charge unless they are completely satisfied. Other companies such as Sheraton Hotels has implemented a employees’ reward system for superior services to guests, the Sheraton Guests Satisfaction System (SGSS). Hilton International has adopted as a primary goal its customers satisfaction with global diversity. Moreover, organisations are increasingly becoming adept of rewarding its employees with bonuses, incentives and salary rise, just to mention a few actions to improve service. (Oh, 1997). Therefore, marketing researchers are constantly developing and improving models of measuring customers satisfaction and quality service. Among many measurement models and theories, this dissertation will focus on the analysis of the 5 Gaps Model developed by Parasuraman, Berry and Zeithaml also called The Servqual Model. 2.2 Defining Service Service is any act or performance that one firm can offer to a costumer, its nature is essentially intangible and does not result in the ownership of anything. The service production may or may not be tied to a physical product (Kotler, P, 2003). Addittionaly, Gronroos (1990) cited by Hsu et al (2001, p.18) defines service as â€Å"an activity or series of activities of more or less intangible nature that normally, but not necessarily, takes place in interactions between the costumer and services employees and/or physical resources or goods and/or systems of the service provider, which are provided as solutions to customer’s problems†. From the consumer’s optic, service is nothing else than the experience lived in the whole process of this transaction (Hsu et al, 2001). Moreover, it was noted that services have four major characteristics that greatly affect the way it is delivered and its marketing programme. Which are: intangibility, inseparability, variability, and perishability (Kotler, 2003). Bellow the four charactecristics are briefly explained in the light of Kotler (2003) and Hsu et al (2001): Intangibility relates to the extent that services cannot be tried in anyway before they are actually purchased and delivered. The only thing that can be done to reduce uncertainty is to look for evidences of service quality; Inseparability is the relation that services are typically produced and consumed simultaneously. The person who provides the service, is actually part of the service purchased, therefore the importance of the interaction of providers and customers; Variability occurs because services depend on who provides, when and where, one experience is never exactly equal the other. As people are the means through service production, personal problems, mood, knowledge of the job and many other factors can interfer and widely vary the service; Perishability means that services cannot be stored as we can do with manufactured products, because services are produced and consumed simultaneously. As an example, in a hotel, a room that was not occupied yesterday, cannot be sold anymore as time does not goes backwards. For Cook (2002) the increased global competition has made many organisations realised that they cannot compete only in price. Therefore companies are developing their own strategy in providing superior customer care to differentiate their products and services. â€Å"Surveys suggest that service-driven companies can charge up to 9 per cent more for the products and services they provide. They grow twice as fast as the average company and have the potential to gain up to 6 per cent market share† (Cook, 2002, p.1). 2.3 Defining customer satisfaction and quality service Peter Drucker cited by Cook (2002, p.1), once said: â€Å"There is only one valid definition of business purpose: to create a customer () an organisation’s ability to remain in business is a function of its competitiveness and its ability to win customers from the competition. The customer is the foundation of the business and keeps it in existence†. Customer satisfaction relates to the personal opinion and result of customers’ assessment of a service based on a comparison of their expectations and actual perceptions of the service delivered (Clark, G.; and Johnston, R., 2005). According to Lancaster et al (2002) from the customer’s point of view, service is judged by the mix of customers’ previous experiences and their perception of the outcome of the service. The service experience is the customer’s direct experience of the service process and concerns the way the customer is dealt with by the service provider. The result for the customer of the service delivered is described by the term service outcome. (Lancaster, G. et al, 2002). â€Å"Service quality is more often used to mean different things. Some managers use the term to mean how the customer is treated. This is perhaps more accurately called quality of service, as opposed to service quality, which can mean the entirety of outcome and experience† (Clark, G.; and Johnston, R., 2005, p.108). Van Looy (et al, 2003) differentiates service quality and customer satisfaction stating that â€Å"service quality is a form of attitude representing a long-run, overall evaluation, whereas satisfaction represents a more short-term, transaction-specific judgement. The level of customer satisfaction is the result of a customer’s comparison of the service quality expected in a given service encounter with perceived service quality. This also means that satisfaction assessments require customer experience while quality does not â€Å"(p.124). 2.4 Benefits of service quality Kotler (1996) has listed many benefits that an organisation enjoys as a prize for delivering service quality. As listed bellow: Retaining customers – high quality builds loyal customers and creates positive word of mouth. Avoidance of price competition – â€Å"the PIMS data show that firms in the top third in quality could charge 5% to 6% higher than those in the bottom third. High quality can help to avoid price competition and help to maximise potential revenue† (p.363). Retention of good employees – employees appreciate working in operations that are well managed and produce quality services and products. When an organisation operates in high quality, it decreases turn over rates, hence, retaining good employees. Additionally, recruiting is easier and training costs are reduced. Reduction of costs – which are divided in three categories of costs: Internal costs are those associated with correcting problems discovered by the firm before the product reaches the costumers; External costs – are associated with errors that the costumers experience; Quality system costs – are costs viewed as investments in the future of the company to ensure that customers return. (Kotler, 1996) 2.5 Benefits of a customer-centred organisation An excellent service provides many benefits to an organisation, Cook (2002) has listed what some of the best-practice organisations have gain on focusing on the customer. â€Å"Differentiate itself from the competition; improve its image in the eyes of the customer; minimise price sensitivity; improve profitability; increase customer satisfaction and retention; achieve a maximum number of advocates for the company; enhance its reputation; ensure products and services are delivered ‘right first time’; improve staff morale; increase employee satisfaction and retention; increase productivity; reduce costs; encourage employee participation; create a reputation for being a caring, customer-oriented company; foster internal customer/supplier relationships; bring about continuous improvements to the operation of the company† ( p.24). 2.6 Importance of customer relationship management (CRM) Customers perceive service quality through everyday aspect of their contact with the company. In improving the quality of its service therefore an organisation needs to develop a strategy bearing in mind all aspects of the relationship with its clients. (Cook, 2002) Customers often do not perceive the service they receive from an organisation as a complete entity. Attention to detail is a key tool of the organisation’s relationship with the customer â€Å"such as an incorrectly addressed letter, a lengthy delay in receiving an e-mail response, a service which turns out to be different to how it was originally advertised, which forms customers’ impressions† (Cook, 2002, p.24). CRM involves managing the customer relationship across all its interfaces with the company as one entire process. A CRM system can help identify sales prospects from existing or potential customer databases. It also can assist with all aspects of the sale and service being provided, eg offering online access to order status and a single view of the customer status when the sale is complete. It can collect information about the customer and the queries that he or she made. It can also monitor customer-usage patterns, so abnormal patterns or a reduction in use can be identified. Hotels systems can store any peculiarity or requests made by guests, such as preferences for smoking or non-smoking rooms, higher or lower floors etc. (Cook, 2002 and Lancaster et al, 2002). Ernst and Young found elements that are essentially important for organisations to build a CRM framework. First basic step is to accumulate systematic knowledge of its markets and costumers. This could be made by complex IT systems, that are designed to store, manager and analyse informations about customer’s value. With this tool organisations can access business informations regard theier costumers, and also predict consumer’s behaviour. Enabling organisations to share informations across departments, and automatically update this informations by tracking loyalty cards costumers, any time they make a purchase or request the company’s service,for example (Cook, 2002). CRM systems helps companies to target theier segments, and also to analyse the information flow throughout the company. Making easier to identify its costumers needs, and more importantly, shows the best way to approach its most profitable clients. The more information a company holds about its costumer’s the best is the knowledge built, as it helps refines consumer segmentation and individual needs. In this particular case, data about costumers life-style is very helpful (Cook, 2002). Selling involves taking a proactive approach towards costumers, rather than a reactive. For instance, hotels can treat their most profitable business guests with special offers on their holidays. To finish the CRM framework, is essential to hold a service, providing an after-sales which should be measured to individual needs (Cook, 2002). 2.7 Importance of performance measurement and a programme development â€Å"You cannot manage what you can not measure† (Kelvin Anon, www.dti.gov.uk/quality/performance). According to Cook (2002) and Williams (2002) managers braves the way through customer satisfaction measurement. A measurement programme starts with a clear definition of objectives, budget and timeline. Moreover, for this task to be performed and achieve its highest level of success, it is necessary the full commitment and willingness of top management to act on the results founded. A starting point should be to decide which part of customer satisfaction the company is most concerned to measure. Is also important to be aware that expectations and satisfaction levels can widely vary between the costumers of a company, therefore, the need to identify market segments. For example, the different needs of a businesses and tourists guest of a hotel. (Cook, 2002; Laws, 2004; Williams, 2002) According to Clark and Johnston (2005) performance measurement is costly. Few organisations have calculated just how much time and energy they spend on measuring their performance and its value for money relation. Two useful tests of a performance measure are, first, what is its purpose and, second, what systems are in place to support or achieve that purpose. There are four main purposes or reasons to take measurement: communication, motivation, control and improvement within the company. In the endless improvement process, measuring performance is an important task in order to identify and track progress in harmony with the organisations’ goals; identify areas and opportunities for improvement; and compare performance with internal and external standards (www.dti.gov.uk/quality/performance). According to the Department of Trade and Industry (DTI) the main reasons of measuring performance is: †¢ â€Å"To ensure customer requirements have been met †¢ To be able to set sensible objectives and comply with them †¢ To provide standards for establishing comparisons †¢ To provide visibility and a â€Å"scoreboard† for people to monitor their own performance level †¢ To highlight quality problems and determine areas for priority attention †¢ To provide feedback for driving the improvement effort† (retrieved from ). 2.8 The SERVQUAL model The Servqual model was developed by Parasuraman, Zeithaml and Berry, and has been one of the most popular service quality measurement instrument since then. The model was designed to measure those components of service that generate satisfaction within five dimensions (Ryan and Saleh,1991; Lee et al, 2004; Johns et al, 2004). Originally the researchers conducted a focus group studies with service providers and costumers, and as a result they came up with a list of ten determinants or dimensions of service quality which are: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding/knowing the customer and tangibles, (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) which will be briefly explained bellow: Tangibles – the appearance of physical facilities, the personnel, the tools or equipment used to provide the service and communication material. Guests of a hotel look for details of the building, web sites and reservation systems for instance. Reliability – consistency of performance and dependability. This means that the firm performs the service correctly the first time and that the firm honours its promises. Responsiveness – the willingness to help the customers and to provide prompt service. Competence – knowledge, ability and possession of the right skills to perform the job. Access – degree of approachability of service providers. Courtesy – use of good manners, politeness, friendliness, smiling during the service. Communication – ability to successfully communicate with costumers, keep them informed. Understanding – degree of interest of employees to know the costumers needs and wants. Assurance – knowledge and courtesy of employees and their ability to inspire trust and confidence. Empathy – caring, individualized attention to customers. (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) Later on, in another attempt of improving their models they found a high degree of correlation between communication, competence, courtesy, credibility and security. They therefore, merged them into one dimension, which they called assurance. Similarly they found a high correlation between access and understanding which they merged into empathy. Thus compacting the dimensions of service quality in five which are: tangibles, reliability, responsiveness, assurance and empathy (Van Looy, B et al, 2003; Dabholkar et al 2000). The diagram bellow was originally made to suit the quality service measurement and customer satisfaction of a car repair garage. Which can be easily adapted to any other service organisation, surely including any hotels to be more precise. Source: http://www.emeraldinsight.com/fig/0240221006003.png The SERVQUAL identified gaps between clients and organisations perceptions of attributes of service perceived, and also between customers expectations and perceptions of the service actually delivered (Ryan and Saleh,1991; Landrigan, 1999). This has led to the well known and widely used 5 gaps of service quality: Gap 1: Consumer expectations versus management perception CEO’s and managers often fail to realise what consumers expect of a service and which features needs to be pursued to deliver a high-quality service. When management does not understand what their customers want, a gap 1 exists. Very often, organisations research to find out what are their markets needs and wants, but later can occur a divergence. When customer needs change but the product remains the same, gap 1 increases, as the service becomes less attractive (Parasuraman etal, 1991). Gap 2: Management perception versus service quality specifications A gap 2 situation occurs when managers know their customers needs, but do not deliver it, either for unwillingness or incapability. Reasons for gap 2 to happen could be inadequate commitment to service quality, absence of goal setting, lack of perception of feasibility, and lack of standardization. The pursuit to achieve short-term profits refrain companies to invest in equipments and people, causing service quality issues (Parasuraman etal, 1991). Gap3: Service quality specifications versus service delivery Gap 3 occurs when employees are unwilling or unable to deliver the appropriate service that was specified by management. In this case managers understand their customers needs, develop strategies and tasks to fulfil these needs, but in the moment of employee and costumer interaction it does not occur (Parasuraman etal, 1991). Gap 3 could be minimised through training and development, rewarding and internal marketing campaigns. Human resources department plays a major role in this task. Gap 4: Service delivery versus external communications A company creates gap 4 when it promises more than it can deliver, creating disappointments to its customers. Good sense and ethic when advertising should be primordial in any circumstances (Parasuraman etal, 1991). The image of a company that cheats or lies to its costumers leads to an extremely bad reputation and negative word of mouth. Gap 5: Expected service versus perceived service Last but not least, gap 5 is a function of the other gaps. It pictures the difference among expected quality and perceived quality. If any of the other 4 gaps increases or decreases, gap 5 will follow it (Parasuraman etal, 1991). The diagram below represents the 5 gaps model of quality service. Source: http://www.kmfadvance.com/mind_the_gap_files/image004.jpg 2.9 Criticisms and limitations of the SERVQUAL According to Oh (1997) the use of the difference of the scores contributes to discrepancies and errors, affecting the reliability and valididyt of the model. Such finding suggests that caution has to be taken when using the scores, and that additional work is essential to the development of measures of assessing the quality of services. In addition it is also noticeable that the SERVQUAL lacks in ties with statistics, economics and even psychology theories, therefore many arguments has formed a doubtful opinion regards its relaibility. 2.10 Other service quality and costumer satisfaction measurement models Obviously, the SERVQUAL is not the only model available to measure service quality and costumer satisfaction. Indeed, there is a range of variety of models out there. Some of them will be quickly explained in this study. 2.10.1 The expectancy-disconfirmation model (EDM) The principle of expectancy theory was early stated by Lewin (1938) who hypothesized that individuals make decisions on the most appropriate action to take based on their expectations of the outcomes of that action. After being reviewed by many researchers, the model developed to two processes: the formation of expectations and the disconfirmation/ confirmation of the expectations through performance evaluations (Oh, 1997; available at http://proquest.umi.com.newdc.oum.edu.my/pqdweb). Chapter III Research Methodology 3.1 Research Process This research will include several components of different character, promoting the approach to new problems, providing bibliographic survey, offering a selection of methodologies, as well as providing a critical analysis of results (Saunders, et al, 2003). In order for the aims of this research to be met it is necessary to gain an understanding of the practices of the service quality and customer satisfaction assessments applied within The Crowne Plaza Hotel (please see appendix II). This data will be given by one manager of the company, and will be adapted for a experimental application of the SERVQUAL model. The research and development will comprise creative work undertaken on a systematic basis in order to build knowledge accumulation, including not only the practices of the service quality and customer satisfaction assessments model researched but how would be applied within The Crowne Plaza Hotel in order to achieve competitive advantage and business success. The purpose of the literature review is theoretically discussing ideas that exist about the given topic. Data sources, such as library catalogues and indexes will be scanned for secondary data. This will produce a list of journals and newspaper articles, published books and internet sources (Saunders, et al, 2003). The secondary research will be complemented by primary research, through questionnaires and interviews with stakeholders of the organization in question. In case of interviews and questionnaires, the manager cooperating with this research will be fully informed about the, methods and intended possible uses of the research, what their participation in the project entails, the strict confidentiality, and academic purpose only (Bell, 1999). The project proposes to use analytical and theoretical framework, which extends descriptive research, making suggestions of why and how practices of the service quality and customer satisfaction assessments plays an important role in the competitive advantage, profitability and success of the firm (Yin, 2003). A method of both, quantitative and qualitative approach will be applied in order to examine values, attitudes and perceptions aspects of the research subject. (Flick, 2003) The departure point will be deductive, with the observation of the SERVQUAL model, fed by the organisation information’s collected where conclusions will be critically evaluated against facts. Moreover, a phenomenological philosophy will be implemented, applying a case study approach, since this kind of research methodology is ideally suited to investigate the insights into the service quality and customer satisfaction in theory and practice (Yin, 2003). The data collected for this research was taken between the months of January, February and March 2009, it consists of 380 customer satisfaction surveys, applied by the hotel. This surveys were answered by guests, either on the check-out or on the hotel web site, after their stay in the hotel. At the time of the data collection, was common practice of the hotel’s front desk manager to put the weekly result together and send to all hotel departments, so they could have a picture of the guest’s feedback. 3.2 Research Theories In order to achieve this reaserch objectives it will be necessary to apply many reaserch theories that reinforces the reliability of it. The theories used in this research will be briefly explained one by one. 3.2.1 Case study According to Robson (2002:178) cited by Saunders et al, 2003, p.93), a case study is â€Å"a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evedence†. A case study approach is recommended to those reasearchs that essentially aims to explain ‘why’, ‘how’ such phenomenon occurs, as well as in research that includes surveys (Saunders, 2003; Yin,2003). A case study is also a scientific way of explore an existing theory, which is one of the main objectives of this research, as is analysing the use of SERVQUAL (Saunders, 2003). 3.2.2 Descriptive studies In order to have a clear picture of the scenario studied is essentially important to describe with accuration every data collected. As cited by Saunders et al (2003, p.97), Robson, 2002:59 describes the objective of descriptive research as ‘ to portray an accurate profile of persons, events or situations’. 3.2.3 Deductive method Complementing the case study approach, a deductive method could be simply described as way of what we would think of a scientific research or theory, moving from theory to practice (Bailey, 2006; Cottrell, 2005; Saunders, 2003). â€Å"It involves the development of a theory that is subjected to a rigorous test† (Saunders, 2003, p. 86). The deductive method has many characteristics. â€Å"First, there is the search to explain casual relationships between variables† (Saunders, 2003, p. 86). Then, hypothesis development, followed by hypothesis testing, normally using quantitative data, but could also being backed up by qualitative data. 3.2.4 Quantitative data On the other hand quantitative research apply measurements and normally considered as better than qualitative research. Ghauri and Gronhaug (2005; p. 109) explains that â€Å"the difference between quantitative and qualitative methods and approach is not just a question of quantification, but also a reflection of different perspectives on knowledge and research objectives†. A method of qualitative approach will be applied in order to examine values, attitudes, and perceptions aspects of the research subject. 3.2.5 Qualitative data A narrative analysis process was implemented to interpret the data that were collected from the research portion of this project. Thomas (2003; p.1) argues that â€Å"Qualitative methods involves a researcher describing kinds of characteristics of people and events without comparing events in terms of measurements or amounts† 3.3 Research Design The survey consists of a questionnaire of 44 questions (picked by the hotel’s own customer satisfaction survey) related to the quality of the service provided by the hotel. The guests (sample = 380) will answer the questions according to their perception of the service received, whilst the managers (sample = 4) will answer the questions according to what they expect the overall of the guests to answer. The answers will range between score 1 to score 5. Being 1 the best degree of satisfaction and 5 the worst degree of dissatisfaction, (Saleh and Ryan, 1991) having some variations as follows: Score 1: very satisfied / definitely would / much more than you paid / much better / excellent / yes Score 2: somewhat satisfied / probably would / somewhat more than you paid / somewhat better / very good Score 3: neither / might or might not / about what you paid / about the same / good Score 4: somewhat dissatisfied / probably would not / somewhat lees than you Customer Satisfaction at The Plaza Crowne Hotel Customer Satisfaction at The Plaza Crowne Hotel Chapter I Introduction 1.1 Introduction Tourism is frequently and justifiably described as a major phenomenon of modern times. Since 1950 the number of international tourist arrivals worldwide has increased spectacularly, from just 25 million to over 924 million in 2008. Representing an average annual growth of 7 % a year (Sharpley, R., 2004; and WTO – World Tourism Organisation, 2009). International tourism generated US$ 856 billion in 2007, representing 30% of the world’s exports of services for the related year. Under the influence of the recent global economic recession, tourism demand has significantly slowed down in the past few months. Notably in the second half of 2008 growth came to stagnation with the number of international arrivals declining slightly – a trend which is expected to continue in 2009 and probably beyond, if the economy does not show signal of reaction (WTO – World Tourism Organisation, 2009). Regardless of the current actual global recession, it is undeniable the importance of the tourism activity for the world economy, mutual understanding of nations, personal growth and development, just to mention a few benefits that tourism brings in. The hospitality industry, as a segment of the tourism industry, plays a major role in this economic activity (King, 1995). Being accommodation the biggest percentage in tourism expenditure, in average of 34% of the total expenditure per trip (Sharpley, R., 2004). The success of the hospitality industry, relies massively on the quality of the service delivered and customer satisfaction. The index of the measurement of both, quality service and customer satisfaction, will widely influence on occupancy rates, hence, on the profitability of the company (Holloway, JC, 1998; Solomon et al, 2006). Therefore, justifying the need for a reliable model of assessment of customer satisfaction and service quality that would better adapt to the hospitality field, which at present still have a lack of agreement. 1.2 Research Title The measurement of service quality and customer satisfaction in the hospitality industry: a case study of the Plaza Crowne Hotel. 1.3 Research Background For Cardozo (1965), cited by Williams and Uysal (2003), marketing researches in the consumer satisfaction field started in the early 60’s. The subject had a relevant increase in popularity by organisations and researchers only in the 80’s, when organisations, in an attempt to try to keep itselves in the marketplace, started paying substantial attention on customer’s expectations demands. 1.4 Research Aims The aim of this project is to analyse customer satisfaction and service quality measurement, using the SERVQUAL model, within The Plaza Crowne Hotel – Kansas City (USA), based upon the hotel’s own data against the highlighted gaps within the model. 1.5 Research Objectives In order to achieve the specified aim it will be necessary to: Conduct a review of service quality and customer satisfaction; Illustrate The Plaza Crowne Hotel’s current customer satisfaction and service quality measurement model to identify its positive and negative aspects; Conduct an initial diagnosis of the key issues presented in the Crown Plaza data, examining the hotel’s past assessments in order to identify areas of failure; Analyse the SERVQUAL model focusing on the hospitality industry; Identify and critically recommend suitable quality measurement practices to apply within The Plaza Crowne Hotel, if necessary; Chapter II Literature Review 2.1 Introduction To Kotler et al (1996), nowadays companies need to change their view and attitude in the marketplace and adopt a more customer centred philosophy, in order to keep competitive and profitable. Customers are changing their behaviour towards consumption, becoming more challenging to companies to attend their expectations, as they are increasingly aware of their rights, expect more than they used to, and know exactly what they want when purchasing a product or service. This increase in consumers expectation naturally leads to the need of a higher quality in costumer services delivery. Customer satisfaction and quality service became priority for companies worldwide. They are believed to generate repeated business, therefore increased profit margin. The hospitality industry is paying close attention to it. Hampton’s Inn, a well know resort in Florida, has developed a 100% satisfaction guarantee program that promises its customers no charge unless they are completely satisfied. Other companies such as Sheraton Hotels has implemented a employees’ reward system for superior services to guests, the Sheraton Guests Satisfaction System (SGSS). Hilton International has adopted as a primary goal its customers satisfaction with global diversity. Moreover, organisations are increasingly becoming adept of rewarding its employees with bonuses, incentives and salary rise, just to mention a few actions to improve service. (Oh, 1997). Therefore, marketing researchers are constantly developing and improving models of measuring customers satisfaction and quality service. Among many measurement models and theories, this dissertation will focus on the analysis of the 5 Gaps Model developed by Parasuraman, Berry and Zeithaml also called The Servqual Model. 2.2 Defining Service Service is any act or performance that one firm can offer to a costumer, its nature is essentially intangible and does not result in the ownership of anything. The service production may or may not be tied to a physical product (Kotler, P, 2003). Addittionaly, Gronroos (1990) cited by Hsu et al (2001, p.18) defines service as â€Å"an activity or series of activities of more or less intangible nature that normally, but not necessarily, takes place in interactions between the costumer and services employees and/or physical resources or goods and/or systems of the service provider, which are provided as solutions to customer’s problems†. From the consumer’s optic, service is nothing else than the experience lived in the whole process of this transaction (Hsu et al, 2001). Moreover, it was noted that services have four major characteristics that greatly affect the way it is delivered and its marketing programme. Which are: intangibility, inseparability, variability, and perishability (Kotler, 2003). Bellow the four charactecristics are briefly explained in the light of Kotler (2003) and Hsu et al (2001): Intangibility relates to the extent that services cannot be tried in anyway before they are actually purchased and delivered. The only thing that can be done to reduce uncertainty is to look for evidences of service quality; Inseparability is the relation that services are typically produced and consumed simultaneously. The person who provides the service, is actually part of the service purchased, therefore the importance of the interaction of providers and customers; Variability occurs because services depend on who provides, when and where, one experience is never exactly equal the other. As people are the means through service production, personal problems, mood, knowledge of the job and many other factors can interfer and widely vary the service; Perishability means that services cannot be stored as we can do with manufactured products, because services are produced and consumed simultaneously. As an example, in a hotel, a room that was not occupied yesterday, cannot be sold anymore as time does not goes backwards. For Cook (2002) the increased global competition has made many organisations realised that they cannot compete only in price. Therefore companies are developing their own strategy in providing superior customer care to differentiate their products and services. â€Å"Surveys suggest that service-driven companies can charge up to 9 per cent more for the products and services they provide. They grow twice as fast as the average company and have the potential to gain up to 6 per cent market share† (Cook, 2002, p.1). 2.3 Defining customer satisfaction and quality service Peter Drucker cited by Cook (2002, p.1), once said: â€Å"There is only one valid definition of business purpose: to create a customer () an organisation’s ability to remain in business is a function of its competitiveness and its ability to win customers from the competition. The customer is the foundation of the business and keeps it in existence†. Customer satisfaction relates to the personal opinion and result of customers’ assessment of a service based on a comparison of their expectations and actual perceptions of the service delivered (Clark, G.; and Johnston, R., 2005). According to Lancaster et al (2002) from the customer’s point of view, service is judged by the mix of customers’ previous experiences and their perception of the outcome of the service. The service experience is the customer’s direct experience of the service process and concerns the way the customer is dealt with by the service provider. The result for the customer of the service delivered is described by the term service outcome. (Lancaster, G. et al, 2002). â€Å"Service quality is more often used to mean different things. Some managers use the term to mean how the customer is treated. This is perhaps more accurately called quality of service, as opposed to service quality, which can mean the entirety of outcome and experience† (Clark, G.; and Johnston, R., 2005, p.108). Van Looy (et al, 2003) differentiates service quality and customer satisfaction stating that â€Å"service quality is a form of attitude representing a long-run, overall evaluation, whereas satisfaction represents a more short-term, transaction-specific judgement. The level of customer satisfaction is the result of a customer’s comparison of the service quality expected in a given service encounter with perceived service quality. This also means that satisfaction assessments require customer experience while quality does not â€Å"(p.124). 2.4 Benefits of service quality Kotler (1996) has listed many benefits that an organisation enjoys as a prize for delivering service quality. As listed bellow: Retaining customers – high quality builds loyal customers and creates positive word of mouth. Avoidance of price competition – â€Å"the PIMS data show that firms in the top third in quality could charge 5% to 6% higher than those in the bottom third. High quality can help to avoid price competition and help to maximise potential revenue† (p.363). Retention of good employees – employees appreciate working in operations that are well managed and produce quality services and products. When an organisation operates in high quality, it decreases turn over rates, hence, retaining good employees. Additionally, recruiting is easier and training costs are reduced. Reduction of costs – which are divided in three categories of costs: Internal costs are those associated with correcting problems discovered by the firm before the product reaches the costumers; External costs – are associated with errors that the costumers experience; Quality system costs – are costs viewed as investments in the future of the company to ensure that customers return. (Kotler, 1996) 2.5 Benefits of a customer-centred organisation An excellent service provides many benefits to an organisation, Cook (2002) has listed what some of the best-practice organisations have gain on focusing on the customer. â€Å"Differentiate itself from the competition; improve its image in the eyes of the customer; minimise price sensitivity; improve profitability; increase customer satisfaction and retention; achieve a maximum number of advocates for the company; enhance its reputation; ensure products and services are delivered ‘right first time’; improve staff morale; increase employee satisfaction and retention; increase productivity; reduce costs; encourage employee participation; create a reputation for being a caring, customer-oriented company; foster internal customer/supplier relationships; bring about continuous improvements to the operation of the company† ( p.24). 2.6 Importance of customer relationship management (CRM) Customers perceive service quality through everyday aspect of their contact with the company. In improving the quality of its service therefore an organisation needs to develop a strategy bearing in mind all aspects of the relationship with its clients. (Cook, 2002) Customers often do not perceive the service they receive from an organisation as a complete entity. Attention to detail is a key tool of the organisation’s relationship with the customer â€Å"such as an incorrectly addressed letter, a lengthy delay in receiving an e-mail response, a service which turns out to be different to how it was originally advertised, which forms customers’ impressions† (Cook, 2002, p.24). CRM involves managing the customer relationship across all its interfaces with the company as one entire process. A CRM system can help identify sales prospects from existing or potential customer databases. It also can assist with all aspects of the sale and service being provided, eg offering online access to order status and a single view of the customer status when the sale is complete. It can collect information about the customer and the queries that he or she made. It can also monitor customer-usage patterns, so abnormal patterns or a reduction in use can be identified. Hotels systems can store any peculiarity or requests made by guests, such as preferences for smoking or non-smoking rooms, higher or lower floors etc. (Cook, 2002 and Lancaster et al, 2002). Ernst and Young found elements that are essentially important for organisations to build a CRM framework. First basic step is to accumulate systematic knowledge of its markets and costumers. This could be made by complex IT systems, that are designed to store, manager and analyse informations about customer’s value. With this tool organisations can access business informations regard theier costumers, and also predict consumer’s behaviour. Enabling organisations to share informations across departments, and automatically update this informations by tracking loyalty cards costumers, any time they make a purchase or request the company’s service,for example (Cook, 2002). CRM systems helps companies to target theier segments, and also to analyse the information flow throughout the company. Making easier to identify its costumers needs, and more importantly, shows the best way to approach its most profitable clients. The more information a company holds about its costumer’s the best is the knowledge built, as it helps refines consumer segmentation and individual needs. In this particular case, data about costumers life-style is very helpful (Cook, 2002). Selling involves taking a proactive approach towards costumers, rather than a reactive. For instance, hotels can treat their most profitable business guests with special offers on their holidays. To finish the CRM framework, is essential to hold a service, providing an after-sales which should be measured to individual needs (Cook, 2002). 2.7 Importance of performance measurement and a programme development â€Å"You cannot manage what you can not measure† (Kelvin Anon, www.dti.gov.uk/quality/performance). According to Cook (2002) and Williams (2002) managers braves the way through customer satisfaction measurement. A measurement programme starts with a clear definition of objectives, budget and timeline. Moreover, for this task to be performed and achieve its highest level of success, it is necessary the full commitment and willingness of top management to act on the results founded. A starting point should be to decide which part of customer satisfaction the company is most concerned to measure. Is also important to be aware that expectations and satisfaction levels can widely vary between the costumers of a company, therefore, the need to identify market segments. For example, the different needs of a businesses and tourists guest of a hotel. (Cook, 2002; Laws, 2004; Williams, 2002) According to Clark and Johnston (2005) performance measurement is costly. Few organisations have calculated just how much time and energy they spend on measuring their performance and its value for money relation. Two useful tests of a performance measure are, first, what is its purpose and, second, what systems are in place to support or achieve that purpose. There are four main purposes or reasons to take measurement: communication, motivation, control and improvement within the company. In the endless improvement process, measuring performance is an important task in order to identify and track progress in harmony with the organisations’ goals; identify areas and opportunities for improvement; and compare performance with internal and external standards (www.dti.gov.uk/quality/performance). According to the Department of Trade and Industry (DTI) the main reasons of measuring performance is: †¢ â€Å"To ensure customer requirements have been met †¢ To be able to set sensible objectives and comply with them †¢ To provide standards for establishing comparisons †¢ To provide visibility and a â€Å"scoreboard† for people to monitor their own performance level †¢ To highlight quality problems and determine areas for priority attention †¢ To provide feedback for driving the improvement effort† (retrieved from ). 2.8 The SERVQUAL model The Servqual model was developed by Parasuraman, Zeithaml and Berry, and has been one of the most popular service quality measurement instrument since then. The model was designed to measure those components of service that generate satisfaction within five dimensions (Ryan and Saleh,1991; Lee et al, 2004; Johns et al, 2004). Originally the researchers conducted a focus group studies with service providers and costumers, and as a result they came up with a list of ten determinants or dimensions of service quality which are: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding/knowing the customer and tangibles, (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) which will be briefly explained bellow: Tangibles – the appearance of physical facilities, the personnel, the tools or equipment used to provide the service and communication material. Guests of a hotel look for details of the building, web sites and reservation systems for instance. Reliability – consistency of performance and dependability. This means that the firm performs the service correctly the first time and that the firm honours its promises. Responsiveness – the willingness to help the customers and to provide prompt service. Competence – knowledge, ability and possession of the right skills to perform the job. Access – degree of approachability of service providers. Courtesy – use of good manners, politeness, friendliness, smiling during the service. Communication – ability to successfully communicate with costumers, keep them informed. Understanding – degree of interest of employees to know the costumers needs and wants. Assurance – knowledge and courtesy of employees and their ability to inspire trust and confidence. Empathy – caring, individualized attention to customers. (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) Later on, in another attempt of improving their models they found a high degree of correlation between communication, competence, courtesy, credibility and security. They therefore, merged them into one dimension, which they called assurance. Similarly they found a high correlation between access and understanding which they merged into empathy. Thus compacting the dimensions of service quality in five which are: tangibles, reliability, responsiveness, assurance and empathy (Van Looy, B et al, 2003; Dabholkar et al 2000). The diagram bellow was originally made to suit the quality service measurement and customer satisfaction of a car repair garage. Which can be easily adapted to any other service organisation, surely including any hotels to be more precise. Source: http://www.emeraldinsight.com/fig/0240221006003.png The SERVQUAL identified gaps between clients and organisations perceptions of attributes of service perceived, and also between customers expectations and perceptions of the service actually delivered (Ryan and Saleh,1991; Landrigan, 1999). This has led to the well known and widely used 5 gaps of service quality: Gap 1: Consumer expectations versus management perception CEO’s and managers often fail to realise what consumers expect of a service and which features needs to be pursued to deliver a high-quality service. When management does not understand what their customers want, a gap 1 exists. Very often, organisations research to find out what are their markets needs and wants, but later can occur a divergence. When customer needs change but the product remains the same, gap 1 increases, as the service becomes less attractive (Parasuraman etal, 1991). Gap 2: Management perception versus service quality specifications A gap 2 situation occurs when managers know their customers needs, but do not deliver it, either for unwillingness or incapability. Reasons for gap 2 to happen could be inadequate commitment to service quality, absence of goal setting, lack of perception of feasibility, and lack of standardization. The pursuit to achieve short-term profits refrain companies to invest in equipments and people, causing service quality issues (Parasuraman etal, 1991). Gap3: Service quality specifications versus service delivery Gap 3 occurs when employees are unwilling or unable to deliver the appropriate service that was specified by management. In this case managers understand their customers needs, develop strategies and tasks to fulfil these needs, but in the moment of employee and costumer interaction it does not occur (Parasuraman etal, 1991). Gap 3 could be minimised through training and development, rewarding and internal marketing campaigns. Human resources department plays a major role in this task. Gap 4: Service delivery versus external communications A company creates gap 4 when it promises more than it can deliver, creating disappointments to its customers. Good sense and ethic when advertising should be primordial in any circumstances (Parasuraman etal, 1991). The image of a company that cheats or lies to its costumers leads to an extremely bad reputation and negative word of mouth. Gap 5: Expected service versus perceived service Last but not least, gap 5 is a function of the other gaps. It pictures the difference among expected quality and perceived quality. If any of the other 4 gaps increases or decreases, gap 5 will follow it (Parasuraman etal, 1991). The diagram below represents the 5 gaps model of quality service. Source: http://www.kmfadvance.com/mind_the_gap_files/image004.jpg 2.9 Criticisms and limitations of the SERVQUAL According to Oh (1997) the use of the difference of the scores contributes to discrepancies and errors, affecting the reliability and valididyt of the model. Such finding suggests that caution has to be taken when using the scores, and that additional work is essential to the development of measures of assessing the quality of services. In addition it is also noticeable that the SERVQUAL lacks in ties with statistics, economics and even psychology theories, therefore many arguments has formed a doubtful opinion regards its relaibility. 2.10 Other service quality and costumer satisfaction measurement models Obviously, the SERVQUAL is not the only model available to measure service quality and costumer satisfaction. Indeed, there is a range of variety of models out there. Some of them will be quickly explained in this study. 2.10.1 The expectancy-disconfirmation model (EDM) The principle of expectancy theory was early stated by Lewin (1938) who hypothesized that individuals make decisions on the most appropriate action to take based on their expectations of the outcomes of that action. After being reviewed by many researchers, the model developed to two processes: the formation of expectations and the disconfirmation/ confirmation of the expectations through performance evaluations (Oh, 1997; available at http://proquest.umi.com.newdc.oum.edu.my/pqdweb). Chapter III Research Methodology 3.1 Research Process This research will include several components of different character, promoting the approach to new problems, providing bibliographic survey, offering a selection of methodologies, as well as providing a critical analysis of results (Saunders, et al, 2003). In order for the aims of this research to be met it is necessary to gain an understanding of the practices of the service quality and customer satisfaction assessments applied within The Crowne Plaza Hotel (please see appendix II). This data will be given by one manager of the company, and will be adapted for a experimental application of the SERVQUAL model. The research and development will comprise creative work undertaken on a systematic basis in order to build knowledge accumulation, including not only the practices of the service quality and customer satisfaction assessments model researched but how would be applied within The Crowne Plaza Hotel in order to achieve competitive advantage and business success. The purpose of the literature review is theoretically discussing ideas that exist about the given topic. Data sources, such as library catalogues and indexes will be scanned for secondary data. This will produce a list of journals and newspaper articles, published books and internet sources (Saunders, et al, 2003). The secondary research will be complemented by primary research, through questionnaires and interviews with stakeholders of the organization in question. In case of interviews and questionnaires, the manager cooperating with this research will be fully informed about the, methods and intended possible uses of the research, what their participation in the project entails, the strict confidentiality, and academic purpose only (Bell, 1999). The project proposes to use analytical and theoretical framework, which extends descriptive research, making suggestions of why and how practices of the service quality and customer satisfaction assessments plays an important role in the competitive advantage, profitability and success of the firm (Yin, 2003). A method of both, quantitative and qualitative approach will be applied in order to examine values, attitudes and perceptions aspects of the research subject. (Flick, 2003) The departure point will be deductive, with the observation of the SERVQUAL model, fed by the organisation information’s collected where conclusions will be critically evaluated against facts. Moreover, a phenomenological philosophy will be implemented, applying a case study approach, since this kind of research methodology is ideally suited to investigate the insights into the service quality and customer satisfaction in theory and practice (Yin, 2003). The data collected for this research was taken between the months of January, February and March 2009, it consists of 380 customer satisfaction surveys, applied by the hotel. This surveys were answered by guests, either on the check-out or on the hotel web site, after their stay in the hotel. At the time of the data collection, was common practice of the hotel’s front desk manager to put the weekly result together and send to all hotel departments, so they could have a picture of the guest’s feedback. 3.2 Research Theories In order to achieve this reaserch objectives it will be necessary to apply many reaserch theories that reinforces the reliability of it. The theories used in this research will be briefly explained one by one. 3.2.1 Case study According to Robson (2002:178) cited by Saunders et al, 2003, p.93), a case study is â€Å"a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evedence†. A case study approach is recommended to those reasearchs that essentially aims to explain ‘why’, ‘how’ such phenomenon occurs, as well as in research that includes surveys (Saunders, 2003; Yin,2003). A case study is also a scientific way of explore an existing theory, which is one of the main objectives of this research, as is analysing the use of SERVQUAL (Saunders, 2003). 3.2.2 Descriptive studies In order to have a clear picture of the scenario studied is essentially important to describe with accuration every data collected. As cited by Saunders et al (2003, p.97), Robson, 2002:59 describes the objective of descriptive research as ‘ to portray an accurate profile of persons, events or situations’. 3.2.3 Deductive method Complementing the case study approach, a deductive method could be simply described as way of what we would think of a scientific research or theory, moving from theory to practice (Bailey, 2006; Cottrell, 2005; Saunders, 2003). â€Å"It involves the development of a theory that is subjected to a rigorous test† (Saunders, 2003, p. 86). The deductive method has many characteristics. â€Å"First, there is the search to explain casual relationships between variables† (Saunders, 2003, p. 86). Then, hypothesis development, followed by hypothesis testing, normally using quantitative data, but could also being backed up by qualitative data. 3.2.4 Quantitative data On the other hand quantitative research apply measurements and normally considered as better than qualitative research. Ghauri and Gronhaug (2005; p. 109) explains that â€Å"the difference between quantitative and qualitative methods and approach is not just a question of quantification, but also a reflection of different perspectives on knowledge and research objectives†. A method of qualitative approach will be applied in order to examine values, attitudes, and perceptions aspects of the research subject. 3.2.5 Qualitative data A narrative analysis process was implemented to interpret the data that were collected from the research portion of this project. Thomas (2003; p.1) argues that â€Å"Qualitative methods involves a researcher describing kinds of characteristics of people and events without comparing events in terms of measurements or amounts† 3.3 Research Design The survey consists of a questionnaire of 44 questions (picked by the hotel’s own customer satisfaction survey) related to the quality of the service provided by the hotel. The guests (sample = 380) will answer the questions according to their perception of the service received, whilst the managers (sample = 4) will answer the questions according to what they expect the overall of the guests to answer. The answers will range between score 1 to score 5. Being 1 the best degree of satisfaction and 5 the worst degree of dissatisfaction, (Saleh and Ryan, 1991) having some variations as follows: Score 1: very satisfied / definitely would / much more than you paid / much better / excellent / yes Score 2: somewhat satisfied / probably would / somewhat more than you paid / somewhat better / very good Score 3: neither / might or might not / about what you paid / about the same / good Score 4: somewhat dissatisfied / probably would not / somewhat lees than you

Uses and Applications of Acid and Bases

Uses and Applications of Acid and Bases Rami Saadat Acid and bases in our life Acid and bases are very important in our everyday activity. Almost every liquid you find is acid or bases but it is not just liquid you can find it almost everywhere. Both are used in our usual activity especially in our body. They have a variety of uses like in medicine, food, cleaning, fertilization, industry and as I mentioned before they are used in our body so it allow it to function properly. Acid is a substance that produces hydrogen ions (H+) in water solution. (1) The ability to produce theses ions give acid their unique property that they have. (1) It is also a substance that have a PH less than 7 when it is seven that mean it is neutral .(2) A PH scale is a scale that show acidic or basic a solution is. (2) .The more a substance is acidic then that means the lower its PH is. (2) for example we have lemon juice that have citric acid and ascorbic acid which is vitamin C, lemon have a PH of two which mean it is acidic. (2) There is an organic substance that is called indicator that changes color when it touches an acid or a base. (1) An example of this organic substance is blue litmus paper that turns red in acid. (1) There are many types of acids like hydrochloric acid, nitric acid, phosphoric acid, sulfuric acid, etc. (3) When some acid is intact with metal it sometimes react strongly which eat it away as metallic compound and hydrogen gas form, acids also donate H+ and its solution can transfer/move electricity. (1) Also is have a sour taste and when it react with base it give us salt and water. (1) Give sharp stinging pain when put on a cut or wound. (4) Bases are a substance that produces hydroxide ions when it dissolves in water. (1) It is considered any substance that accepts (H+) from acids. (1) When acids donate H+ the one to take them is bases in other world both are complement to each other. (1) Of course that is not all; bases have a lot of property. For example it feel slippery this feeling is caused because when it touch your skin it to dissolve a little bit, taste bitter, react with oils and greases, and it is frequently solids.(5) When the PH is above seven that mean that it is a base.(5) It also cause red litmus indicator to turn blue and its solution can transfer electricity. (6)There are a lot of types of bases like aluminum hydroxide, calcium hydroxide, ammonia, etc. (1) As you know in the blood you have acid and bases and there are mechanisms in our body that control the balance between acid and bases. (7) The one in charge in controlling the blood PH are the lungs and the kidney. (7) The lungs can increase the blood PH by releasing higher amount of carbon dioxide than usually. (7) As you know carbon dioxide is mildly acidic which cause the acidity of the blood to increase in the lungs the things that affect the increase of PH in blood are depth and speed of breathing.(7) We also have the kidney that helps control the acids and bases by regulating their release but it take more time for it to regulate the PH than the lungs because it release bases and acid in minute amount. (7) In out body there is a place where you can find acid (HCl) which is found in the stomach. There is also the Buffer system that contain weak bases and the weak acids that form naturally in the body but once the balance is broke and incline toward one of them, the weaker one st art to excreting correspondingly and as a result of that it become balanced again there are two things that help the buffer system which are carbonic acid and bicarbonate ions. (7) Acid and bases can be found also at our houses. They can be found in food, cleaning fluid, etc. At home they are of a great use in mostly cleaning and food. In case of food we have these which are acids: vinegar, soda, beer, lemons, grapefruits, tomatoes, etc. (8) anything from a citric fruit contains citric acid which is weak, the vinegar contains acetic acid which is strong, in soda it contain carbonic acid which is weak. We also have batteries that contain sulfuric acid. (9) In case of household bases we have antacids, milk of magnesia, ammonia, drain openers, baking soda, soap, oven cleaners and detergents. (9) Baking soda contains sodium hydrogen carbonate which is base, ammonia (NH3) is found in some cleaners, soap have potassium hydroxide, oven cleaners contain sodium hydroxide. (7) We can also find acid and bases in agriculture which is used to grow plant. The effect of acid and base on plants varies, depending on the concentration they may improve the plant health or damage it. (7) Both of them have been used for centuries as fertilizer to give the plants nutrients they needed to grow. (7) You need a proper PH level for plans to grow and to ensure its health. (7) With and imbalanced level of PH the plant can become sick, refuse to grow and can die. (7) Some soils already contain a specific amount of acid and bases but that depend of where you live and with this you can determine what type of plant to grow and suited for this area and what are not.(7) in the case of fertilizers they are rated by their acidity or basicity. (7) Some contain a lot and some contain a little so you have to be careful with which one you use in your plant because some are very strong that they cause an unbalance and raise the PH of the plant and that may cause it to die, stop growing , etc. (7) there is Hydrangea which is one of the flowers that show different colors, and that depend on the acidity of the soil that it grow in. (6) If the top part is blue that mean it was planted in a slightly acidic soil and if the bottom part is pink that mean it was planted in more based soil. (6) What I want to say that the acidity and the basic of the soil I very important in the grow of plants and before planting you have to see if the soil have a balanced PH or not. Acid and bases can be also use in medicine to avoid getting your body pH-high. if in our body the PH level change it will damage us a lot because it will it affects our cell production and reproduction. (10) The PH level have to be balanced because if not the digestion won’t work properly in our stomachs.(10) if doesn’t go back to normal it will cause harm to our body.(10) To avoid having your PH level high you must avoid food that have acids in them. (10) If you have too much acid your organs your organs will stop neutralizing acid and then you need a doctor because if the PH level go over the normal level it can be very dangerous. (10) There are a lot of different disease that shut your neutralization like for example we have Heartburn which is a disease where the PH of your stomach acid decreases from its average level of PH which is 2, if you have this disease you will need medicine against the decrease of PH and the medicine which you take to cure you are produ ced from bases which can return the level of PH to its normal state which is 2. (10) If in the other hand you have an increase in the level of PH of acidity in your stomach you have to take a medicine like magnesium hydroxide to lower the level of PH to it normal state. Both acids and bases are also used in industries. Acid is often used to clean and remove rust in a process called pickling. (9) They use sulfuric acid as and electrolyte in wet cells battery for the car battery.(9) strong acids especially sulfuric acid is used in mineral processing for example we have phosphate mineral that react with sulfuric acid and produce phosphoric acid that can be used as phosphates fertilizers. (9) In chemical industries acids react in neutralization reaction that are used to produce salt for example we have nitric acid that react with ammonium and that produce ammonium nitrate which is salt. (9) Acids are added to food and to drinks to alter their taste and it serve as preservative for example we have phosphoric acid which is used as a component of cola drinks. (9) now we have bases that are used a lot in industries after all acids and bases are complement of each other. Bases are used to make soaps, also fertilizers, some others are used as explosive l ike in mining works, also it is used to make paper which is very important and an important resource in the removal of grease and they are needed for neutralizing acids they are needed. (9) Although there were big evolution in the chemical industry in the use of acid, bases, and other substance but these industry polluted the world to an unimaginable level they polluted the sea, lakes, the air, etc. it also caused a lot of diseases and the release of pollutant into the atmosphere caused acid rain which will destroy vegetation and will kill off fishes because it lower the level of PH in the water and that caused the fish to die. After doing this essay I learned a lot about acid and bases and their use in our daily life. Work cited http://www.industrialrecyclers.com/chemical-types/acids-and-bases.html http://www.ehow.com/facts_7228126_industrial-uses-acids-bases.html http://answers.yahoo.com/question/index?qid=20091018230435AAPbUVw http://www.pearsonhighered.com/hillkolb13einfo/assets/pdf/hill-kolb-ch07.pdf http://wiki.answers.com/Q/Does_a_base_or_acid_taste_sweet https://sites.google.com/site/dachemproject/uses-of-acids-and-bases-in-today-s-society/uses-of-acids-and-bases-in-modern-day-medicine http://www.scienceclarified.com/A-Al/Acids-and-Bases.html http://ph.answers.yahoo.com/question/index?qid=20100223020653AAEKPRW http://www.vernier.com/experiments/awv/2/acids_and_bases/ http://www.ehow.com/facts_6067063_do-bases-affect-green-plants_.html http://www.squidoo.com/household-acids-bases http://www.ehow.com/facts_6370805_common-household-acids-bases_.html http://www.elmhurst.edu/~chm/vchembook/180acidsbases.html http://fc.gedsb.net/~michael.antonowicz/FOV1-0012B568/FOV1-0012B56E/Chapter%205.pdf?FCItemID=S04DD852DPlugin=Loft http://answers.yahoo.com/question/index?qid=20090526032714AAUa3hP http://answers.yahoo.com/question/index?qid=20090831174939AA0I3j6 http://www.ehow.com/list_6824504_uses-acids-bases.html https://www.boundless.com/chemistry/acids-and-bases/acids-and-bases-1/nature-acids-and-bases/ http://www.elmhurst.edu/~chm/vchembook/180acidsbases.html http://www.ehow.com/about_6196553_acid-base-balance-body.html http://answers.yahoo.com/question/index?qid=20090525030618AAFf5kj http://www.ehow.com/list_6930749_acids-bases-found-homes.html#page=1 http://www.ehow.com/facts_5784621_household-acids-bases_.html http://www.factmonster.com/cig/chemistry/what-acids-bases.html http://www.syvum.com/cgi/online/serve.cgi/squizzes/chem/acids_bases_salts.html http://misterguch.brinkster.net/acidtutorial.html http://www.ehow.com/facts_5784621_household-acids-bases_.html Taken from text 5) Taken from brinkster 9) Taken from answer.yahoo Taken from gedsbgedsb 6) Taken from pearsonhighered 10) Taken from sites.google.site Taken from factmonster 7) Taken from ehow Taken from Elmhurst 8) Taken from suidoo

Essay --

In order to understand Bilingual education it must first be defined, as the compilation of multicultural views through which diversity is enriched and bilingualism becomes an ability to communicate with two or more languages with similar degree of proficiency language (Gallo, Pinuelas and Youngs 2008). Other perspectives state that the process of bilingual education is a process which educates students to be effective in a second language while maintaining and nurturing their first (Necochea and Cline 2000). In this process of educating students in a bilingual education many students do not completely acquire both languages. We would also have to consider the meaning of language acquisition, the process where children acquire their first language. Some children may attain one or more first languages depending on their environment children grow up in for example if a child grows up in an environment of only English they will only acquire that language, but a child that is exposed to both Vietnamese and English and are heard equally will acquire both languages. Other considerable research found that â€Å"young children do not learn another language effortlessly† that they do not learn faster with more exposure to the new language, that their oral fluency outstrips their academic competence, and that they require many years of grade level academic ability in the new language†(Berman, 1997.p17). It is important to understand the effectiveness of bilingual education in schools setting to better sever students in acquiring both languages and to smoothly transition to all English instruction. Since the passage of the Bilingual Education Act in 1968, it has been an extremely controversial and continuous topic among educators about the... ...at needed to become fluent in both languages is the six years which can positively affect the children in acquiring both languages. It can also vary on the effectiveness of the bilingual education program that is offered in many schools. In the research there were no significant findings that stated that bilingual education was ineffective, there was more evidence that showed that learning a primary language first and then transitioning to a second language had benefits because it has a positive effect in eventually becoming bilingual. There are still some implications that can be addressed about the effectiveness of bilingual education. Is there evidence that shows that these students have completely acquired both languages? How effective are bilingual programs in having students successfully transition to general English classes in middle school and high school.

Increase in Nontraditional College Students Essay -- Exploratory Essay

Increase in Nontraditional College Students Seven Works Cited A 1995 report from the National Center for Education Statistics reveals that 76 million American adults, 40 percent of the adult population, are enrolled in adult education classes, an 8 percent increase from 1991 ("Adults Thrive"). Nearly 50 percent of the 14.2 million college and university students in the United States are over twenty-four years of age, and the percentage is rising (Mathews w22). Enrollment in degree programs at the University of Phoenix, the University of Denver, and Regis University, schools catering to working adults, has almost doubled in the last five years (Scanlon 3A). Between the reporting years 1985-86 and 1996-97, nationwide enrollment increased 11 percent among students between the ages of 25-29, 5 percent among 30- to 34-year-olds, and a whopping 65 percent for those 35 years old and older (Hussar 4). What explains the increase in the enrollment of nontraditional1 college students? The causes are many and range from changes in the job market and the work environments to a desire for a more rewarding career and to an increasing U.S. population. One reason for the enrollment increase is job changes and company downsizing. As companies adjust to ever-changing economic conditions, many people find themselves unemployed and look to a college education to help them attain different or better jobs. And it is not only newly hired, younger employees who are the unfortunate casualties of corporate downsizing. Tonye Nelson had been an accounting clerk for twenty years. On March 2, 1996, she arrived at work only to be told she had been laid off because of company down... ...: w22. Online. Lexis-Nexis. 2 Nov. 1998. Pickard, Marilyn. Personal interview. 19 Nov.1998. Rich, Kim. "College Pays." Anchorage Daily News 4 Aug 1996: D.1. Online. Proquest. 19 Nov.1998. Scanlon, Bill. "Adult Education; Colorado Colleges Reach Out to the Grown-Up Crowd." Rocky Mountain News S Apr.1998: F.3A. Ouline. Lexis-Nexis. 2 Nov.1998. 1 Students between the ages of 14 and 24 are commonly considered traditional students, whale those aged 25 or older are considered nontraditional. 2 The baby-boom generation, those born between 1946 and 1964, comprises 76-77 million individuals, an average of 4.2 million births per year. The next generation of individuals, born between 1965 and 1978, sometimes called the baby-bust generation or Generation x, averaged only 3.4 million births per year.

Astromnomy Lab Questions Essay

1. Why do some scientists believe that there might have been life on Mars? Some scientists believe there was life on Mars due to a number of factors. For one we know there was at one point a substantial amount of liquid water when the planet was much younger. We also know Mars’s electromagnetic field has dampened, making it more susceptible to interstellar heat and radiation, thus eliminating the life that could have existed. There are also other several factors including volcanic activity and evidence of salt oceans. 2. Why are scientists interested in whether water was or is on Mars? What do their tests and observations suggest about the possibility of water on Mars? Scientists are interested in whether water was or is on mars because this is the most direct clue to the signature of life. Scientist’s tests indicate most if not all water is frozen on Mars, but it was not in the distant past during which life could have existed. 3. Why do some scientists believe that life may not have ever existed on Mars? Some scientists believe this because they say it is too far on back in the goldilocks zone. Others note the mineral composition and lack of a strong atmosphere containing proper gas elements. 4. What may have happened to the water on Mars? The atmosphere may have been blown away over time due to the damping of its magnetic fields and thus creating frigid surface conditions freezing all liquid water. 5. What do scientists believe may have happened to leave Mars vulnerable to the solar winds? Scientists hypothesize that the degradation of Mars’s inter core which produces its electromagnetic field that protects the planet from interstellar winds and storms. 6. Do you think life existed or exists on Mars? Why or why not? Use information from the video and unit to provide support for your reasoning. Mars Up Close

Database Technology Essay

Objectives of the course: †¢ This course aims to provide continuum to where the first course of databases left off. Design aspects of relational databases are covered. †¢ Complex data models like OO OR parallel and distributed are introduced. †¢ The course provides students a good overview of the ideas and the techniques, which are behind recent developments in the fields of data warehousing and Online Analytical Processing (OLAP). 1. Overview Review of relational database systems, ER diagram, SQL. 2. Integrity and Security Domain constraints; referential integrity, assertions; triggers; triggers and Assertions in SQL. Security and Authorization; Authorization in SQL. 3. Relational Database Design First Normal form; pitfalls in relational database design, functional dependencies; decomposition. Desirable properties of decomposition. Boyce – Code normal form; 3rd and 4th normal form. Mention of other normal forms. 4. The ER Model Revisited Motivation for complex data types, User Defined Abstract Data Types And Structured Types, Subclasses, Super classes, Inheritance, Specialization and Generalization, Relationship Types of Degree Higher Than Two. 5. Object-Oriented & Object relational databases Object Identity, Object Structure, and Type Constructors, Encapsulation of Operations, Methods, and Persistence, Type Hierarchies and Inheritance, Type extents and Queries, Database Design For An ORDBMS – Nested Relations and Collections; Storage And Access methods, Overview of SQL3. 6. Parallel and Distributed Databases Parallel Query Evaluation; Parallelizing Individual Operations, Sorting, Joins; Distributed Database Concepts, Data Fragmentation, Replication, and Allocation techniques for Distributed Database Design; Query Processing in Distributed Databases; Concurre ncy Control and Recovery in Distributed Databases. 7. Enhanced Data Models for Advanced Applications. (Overview and Design issues) Temporal Databases; Spatial Databases & Geographic Information Systems, Mobile Databases. 8. Data Warehousing and OLAP. a) Data Warehouse Basics: Data Warehouse (DW) Introduction & Overview; Data Marts, DW components; Data warehouse architecture; ETL Data Transformation – Extracting, Conditioning, cleansing, Scrubbing, Merging, etc., b) OLAP: Multi-dimensional modeling – Fact table, dimensions, measures, examples; Schema Design – Star and Snowflake; OLAP – OLAP Vs OLTP, ROLAP, MOLAP, HOLAP; tools. OLAP Operations – Rollup, Drill-down, Dice slice, pivot. Text Books: 1. Elmasri and Navathe, â€Å"Fundamentals of Database Systems†, Pearson Education 2. Raghu Ramakrishnan, Johannes Gerhke, â€Å"Database Management Systems† McGraw Hill 3. Kimball, Ralph; Reeves, Laura et al Data warehouse Lifecycle Toolkit: expert methods for designing, developing, and deploying data warehouses – Wiley publications. References: 1. Korth, Silberchatz, Sudarshan, â€Å"Database System Concepts† McGraw Hill 2. C.J.Date, Longman, â€Å"Introduction to Database Systems†, Pearson Education 3. Paulraj Ponnian, â€Å"Data Warehousing Fundamentals†, John Wiley. Term Work Term work shall consist of at least 10 assignments/programming assignments and one written test. Marks 1. Attendance (Theory and Practical) 05 Marks 2. Laboratory work (Experiments and Journal) 10 Marks 3. Test (at least one) 10 Marks The final certification and acceptance of TW ensures the satisfactory performance of laboratory Work and Minimum Passing in the term work. Suggested Experiment List 1. At least one or two review SQL assignments covering triggers, assertions and authorizations. 2. Object Oriented Queries 3. Case study assignments for OO and OR database. 4. Two mini projects in distributed and parallel databases. 5. Hands on any one good warehousing tool (Oracle/SQL server Analysis tool etc.) 6. A full fledged mini project in which a student will design and implement a data warehouse. The data warehouse must be populated and OLAP queries and operations to be demonstrated for the warehouse.

Marketing and Branding Coco Chanel

1.0 Introduction The survival of firms in the global market is related to their potential to identify brands that can respond to consumers’ needs. In this context, a successful brand is able to secure organisational growth even in periods of strong market turbulences (Doyle, 2009). However, the popularity of a brand in markets worldwide is not guaranteed; for example, it is possible for a brand to face low popularity in a market even if in most markets the response of consumers to the particular brand is impressive (Doyle, 2009). In other words, certain factors such as culture and social ethics can affect the performance of brands in the international market (Davis, 2010). This study focuses on the performance of a well-known brand: Coco Chanel. The specific brand appeared in early 1900s and was initially related to clothing accessories, such as hats (Siddiqui, 2014). Through the years the brand incorporated clothes and jewellery, becoming a symbol of high quality and unique style (Siddiqui, 2 014). The characteristics of the particular brand and its performance, as part of the fashion industry, are analysed below. Emphasis is given to the brand’s environment but also to the strategies through which the brand has secured its market position. It is revealed that the brand’s success resulted from the combination of a series of strategic approaches. The economic and social conditions in markets worldwide during the 20th century had also a key role in the brand’s rapid expansion internationally. Under these terms, the brand has contributed in the increase of attractiveness of the fashion industry and the transformation of luxury products to elements of daily life style. 2.0 Coco Chanel as a brand 2.1 Overview of Coco Chanel In order to identify the performance of the brand as part of the fashion industry it is necessary to refer primarily to the brand’s history, i.e. to the events that have led to the establishment of the brand and the strategies on which the management of the brand has been based through the decades. Coco Chanel is a brand closely related to the life of its creator: Gabrielle Chanel has been the child of a poor family; in her early years Gabrielle had to face the death of her mother, an event that led Gabrielle to work as ‘a singer in a cabaret in Paris’ (Siddiqui, 2014). There, Gabrielle, having become known with the name Coco, met her first husband who assisted her in opening in 1909 ‘a shop that specialised in hats’ (Siddiqui, 2014). In a few years, after the end of the World War 1, Coco Channel entered the fashion industry by developing clothes of high quality. These clothes were characterised by simple lines and persistence in colour: black and whi te were extensively used creating a unique identity for the particular brand (Siddiqui, 2014). Through the years, the brand was expanded incorporated jewellery and perfumes, such as the Chanel No5, the brand’s most successful product ever (Siddiqui, 2014). The success of the brand has been related to the ability of Coco Channel to pay attention to the needs of people and to understand the changes in social and cultural trends, as developed globally (Graj, 2013). In any case, the brand has been characterised by its strong dependency on the personal views and beliefs of Coco Chanel, a fact which is made clear through the brand’s logo: the initials of Coco Chanel have been combined for creating a logo that gives the sense of a signature of its creator (Figure 1, Appendices). 2.2 Key competitors of Coco Chanel As already noted, Coco Chanel is one of the most powerful competitors in the global fashion industry. The brand is part of the luxury fashion sector, a sector which is characterized by the dominance of 10 brands. Different views have been developed in regard to the position of these brands in the relevant hierarchy. In the table included in Figure 2 (Appendices) two of these views are presented: the first view refers to 12 dominant brands of the specific sector while the second view focuses on 10 of these brands as the most powerful ones. Particular emphasis should be made to the following fact: the first list, the one included 12 brands refers only to the luxury clothing sector while the second list presents the top 10 fashion brands worldwide. From this view, the brand under examination would be considered as more relevant to the first list. However, the second list is important for understanding the competitive environment in the fashion industry in general. In addition, the two l ists reveal an important fact: Chanel has managed to secure an important position not only as a fashion brand but also as a luxury clothing brand, being categorized at the fourth and the fifth position accordingly (Figure 2, Appendices). The lists presented in Figure 2 also reveal the significant power of certain brands that are included in both lists: brands such as Louis Vuitton, Prada, Dior and Gucci seem to be the most critical competitors for Coco Chanel since they have managed to be popular both as fashion brands and as luxury clothing brands (Figure 2, Appendices). According to a report published by the Luxury Institute Chanel is one of the top luxury brands worldwide. In fact, in the survey developed by the above Institute most participants seemed to prefer Chanel; in the particular survey Louis Vuitton ranked second while Prada ranked third (Carr, 2012). 2.3 Brand performance2.3.1 Applied marketing mix (4p’s)The performance of the brand in its industry could be made clear after reviewing the key elements of the marketing strategy employed for the promotion of the particular brand. In practice, emphasis is given to four of these elements, which as also known as 4Ps (Burrow, 2008). The particular elements constitute a quite known framework, the marketing mix (Burrow, 2008). The 4Ps included in the marketing mix refer to specific aspects of a marketing strategy. At the first level, reference is made to Product. The term Product, as part of the marketing mix, reflects not only an object, as a materialised element, but also the various characteristics of the object/ product, such as ‘value, packaging methods and materials and brand name’ (Lamb and McDaniel, 2011: 47). Place is the second element of marketing mix; the specific term denotes the geographical area in which the product is available or in which the product i s planned to entry (Lamb and McDaniel, 2011). The term Place also reflects the means used by a firm for distributing its products internationally or locally (Fifield, 2008). The success of a product in a particular market is depended on the Promotion strategy used, i.e. on the means and the approaches employed for making the target consumers aware of the specific product (Satit et al., 2012). Finally, the Price of a product has to be decided taking into consideration various factors, such as the GDP in the target market, the market’s demographic characteristics/ average income and the status of the local economy (Lee, Cheng and Chen, 2008). If the marketing mix used in regard to a product is not appropriately planned, then target consumers would not be expected to buy the product. The relationship between the marketing mix and the consumer preferences is presented in Figure 3 (Appendices). On the other hand, marketing mix should be structured in such way so that it can respon d to actual consumer needs, as these needs are reflected in the 4Cs framework; the relationship between the two frameworks is presented in Figure 4 (Appendices). The issues highlighted above should be used when describing the marketing mix of Coco Channel. At the first level, in terms of its Product, the particular brand is characterised by exceptional quality (Ma, 2014). In fact, quality involves in all aspects of the brand’s product, meaning not only the materials of the products but also the materials used in the products’ packaging (Ma, 2014). For example, in the case of Chanel No.5 the uniqueness of the product was secured by employing an innovative name and by using a unique synthesis of aromas (Sicard, 2013). Also, the specific brand is related to a country well known for the quality of its cosmetics and clothing: France (Ma, 2014). The potentials of the brand to be expanded worldwide have been limited because of the following need: many of the brand’s products had to be supported by appropriate customer services schemes. Therefore, the selling points of the brand’s products are selected on the basis whether they can have a direct and close reference to France, as the source of these products (Ma, 2014). In regard to its Promotion strategy the specific brand can be characterised as unique: common marketing options are combined with less popular marketing approaches for attracting the consumers’ interest. For example, in its initial phase the marketing of Chanel No.5 has been based mostly on ‘word of mouth marketing’ (Sicard, 2013: 159). In addition, the advertisements related to the specific brand are likely to be included in media and press that are quite popular in the fashion industry, as for example ‘Elite and Vogue’ (Ma, 2014: 48). However, the high quality of the brand’s product has been secured by adopting high Prices, an approach which is considered as expected by which has set limits to the increase of the brand’s popularity (Ma, 2014). 2.3.2 Segmentation, targeting and positioning (STP) For ensuring the effectiveness of a marketing strategy used for promoting a brand marketers need to develop three, key, activities: segmentation, targeting and positioning (STP). As part of marketing, Segmentation reflects the effort of marketers to divide a market into parts/ segments; each of these segments would refer to consumers with common characteristics, such as age, marital status and so on (Cant et al., 2009). By segmenting a market marketers are able to develop marketing strategies that would be welcomed by the target consumers (Cant et al., 2009). However, in order to respond to the expectations of marketers, segmentation needs to be following by targeting. In the context of marketing the term targeting is used for showing the identification of the market segments that will be addressed by a marketing strategy (Boone and Kurtz, 2013). For example, the decision to address only teenagers among the people living in the target market is an example of targeting. As for positio ning, the specific term is used for showing the effort of marketers ‘to place a product in the mind of consumers’ (Boone and Kurtz, 2013: 98). Different approaches are likely to be used by marketers to achieve positioning, as this activity can secure consumer loyalty (Boone and Kurtz, 2013). In the case of Chanel, STP could be achieved by using various approaches. For example, in regard to the particular brand market segmentation could be based on the views of consumers in regard to luxury products. This means that global market would be divided into parts based on the expected perceptions of consumers on luxury products; the evaluation of these perceptions could be based on luxury value as of its various dimensions (Figure 5, Appendices). The market segmentation for Coco Chanel could be also based, alternatively, on the frequency of use of luxury products (Ciornea, Pop and Bacila, 2012, Figure 6, Appendices). Targeting and positioning for the particular brand could be developed using similar criteria. More specifically, in regard to targeting the marketers of Coco Chanel should take into consideration the following fact: due to the high prices of its products the particular brand could not target all social groups, as could be developed using targeting. For example, tee nagers would not be an appropriate target group for the brand’s products. As of positioning also there are certain issues that should be addressed: so far the brand has become synonym of quality; also, since its appearance in the market the brand has been among the top brands in its industry. Therefore, the best approach for positioning this brand would emphasise on ‘product’s class and on price/ quality’ (Boone and Kurtz, 2013: 298). 2.3.3 Brand illustration When referring to brand illustration reference is made to the graphical elements used for presenting the brand to the public. For example, intensive colours could be used in a brand’s logo for attracting the attention of consumers (Shimp and Andrews, 2013). In addition, symbols that denote a particular characteristic of a brand could be employed for making the brand more attractive to the public (Kumar, 2009). In order for a brand’s illustration to be successful it should not follow common patterns, especially those related to the industry involved (Kumar, 2009). In any case, the logo of the brand has not necessarily to reflect the role of the brand in the industry but it needs to offer a view on the brand’s culture, as this culture would show to the public the values and ethics on which the creation of the brand has been based. The logo of Coco Channel is based entirely on the name of its creator. The design and the elements of the specific logo aim to show the close relationship between the brand and its creator’s values; simplicity is also another issue highlighted through the logo of the above brand (Figure 1, Appendices). From this point of view, it could be supported that the brand illustration used in the case of Coco Channel can be characterized as quite successful, promoting simplicity and showing the critical role of the brand’s creator in brand’s success. 2.3.4 Detail evaluation, critical perspective – SWOT analysis As with most business strategies the effectiveness of a firm’s branding decisions is usually decided after checking the characteristics of the brand involved; the performance of the brand in its market has also to be taken into consideration for deciding whether a brand has been successful or not (Davis, 2010). In the case of Coco Chanel the SWOT framework could be used for evaluating the brand’s performance. The Strengths of the particular brand are mostly related to its brand name and its relationship to quality (Carr, 2012). In fact, the specific brand has managed to establish a unique culture, a culture based on ‘the spirit of its creator’ (Kapferer, 2008: 252). In the context of this culture, high quality in clothing would be considered not as an exceptional condition but rather as part of daily life (Kapferer, 2008). The high expansion of the brand in the global market, as compared to other luxury brands, is another important strength of the brand (Ca rr, 2012). However, the brand has an important Weakness: the price of its product is quite high, not allowing a high percentage of consumers to buy the brand’s products (Carr, 2012). On the other hand, the particular brand meets all the requirements of a luxury brand (Figure 7, Figure 8, Appendices). This means that the specific brand has important Opportunities for future growth. Still, there is the problem of continuous recession. Economic turbulences in the global market could result to the limitation of profitability of luxury brands, a fact that would be a severe Threat for the particular brand (JWT, 2009). 2.4 Brand value The achievement of profit, at a pre-specified level, is the key target of a brand, at least for brands used in businesses (Larson, 2012). In this context, a business can significantly enhance its value using one or more brands (Larson, 2012). When having to estimate the value of the brand several issues can appear: the exact profit achieved by using a brand cannot be measured since the gain from employing a brand can result either in the short term or the long term. Also, this gain may not be always monetary; the improvement of a firm’s image in the market is an example (Davis, 2010). Therefore, for measuring the value of Coco Chanel, as a brand, a mixed model would be employed: the valuation framework used by ‘BrandFinance, an organisation based in UK’ (Davis, 2010: 44). The particular framework is based on the following method: a firm estimates the level of the sales it should achieve in the future, for securing profit; then ‘a royalty rate is set for achi eving the above target’ (Davis, 2010: 44). This royalty rate can be used for estimating the current value of the brand, which is the actual brand value (Davis, 2010). The measurement of the brand value using the BrandFinance framework is made clear through the diagram in Figure 9 (Appendices). 2.5 Importance of Coco Channel for the industry Since its introduction, the specific brand has achieved the following target: it has made luxury products more attractive to consumers. More specifically, in the 1920s, when the brand first appeared, women had to face the severe consequences of the World War I; widows were increased and the interest for high quality clothing was quite low (Siddiqui, 2014). The appearance in the market of the products of the particular brand, such as the ‘short black dress and the perfume Channel No.5’ (Siddiqui, 2014), introduced a new era for the relationship between consumers and the fashion industry. Since then, fashion products and luxury products have become quite attractive as this fact has been reflected to the radical expansion of luxury brands worldwide (Figure 2, Appendices). In addition, the particular brand managed to cover the gap between fashion and the other industries. Indeed, up to the appearance of the brand’s products in the market the hierarchy of importance as of the industrial activities worldwide had a standard format: manufacturing and transport industries were mostly valued, as of their potential to cover people’s needs (Kapferer, 2008). Since the introduction of the brand’s products in the market the perspectives for growth in regard to fashion and luxury products were made clear. Entrepreneurs worldwide were initiated to invest in the particular sectors, a fact that enhanced competition and kept quality standards high (Kapferer, 2008). 3.0 Conclusion The performance of Coco Chanel as a brand can be characterised as high. In fact, as proved through the analysis made above the particular brand is one of the most powerful in the global fashion industry. The position of the brand in the luxury sector is also significant, an achievement that denotes the brand’s potentials to achieve further growth. The establishment of a unique culture has been proved to be the approach through which the particular brand secured its success. Indeed, the creator of the brand, Coco Chanel, managed to convince the women in her era that style and quality should be parts of their life style. At the same time, through the particular brand the independency of style from complex forms was achieved: instead of emphasising on heavy and multi-coloured clothing Coco Chanel preferred to use simple lines and just two colours: white and black. This approach made the brand Coco Chanel to distinguish in consumers’ minds. A similar approach was followed i n regard to the other products of the brand: simplicity and innovation have been the key elements of the brand’s products up today. In this context, the success of the brand as revealed through the examination of all its aspects could be considered as expected. In the future, further growth could be achieved on the basis that brand’s culture would remain at the centre of the brand’s strategies. 4.0 References Boone, L. and Kurtz, D. (2013) Contemporary Marketing. Belmont: Cengage Learning. Burrow, J. (2008) Marketing. Belmont: Cengage Learning. Cant, M., Strydom, J., Jooste, C. and du Plessis, P. (2009) Marketing Management. Cape Town: Juta and Company Ltd. Carr, T. (2012) Chanel, Zegna top competitors for perceived brand experience: study. Luxury Daily. Available from http://www.luxurydaily.com/chanel-achieves-best-perceived-customer-experience-study/ [Accessed: 20 December 2014]. Chanel (2014) Organisational website. Available from http://www.chanel.com/en_US/ [Accessed: 20 December 2014]. Ciornea, R., Pop, M. and Bacila, M. (2012) Segmenting Luxury Market Based on the Type of the Luxury Consumed. Empirical Study on Young Female Luxury Consumers. International Journal of Economic Practices and Theories. 2 (3). P.143-153. Davis, J. (2010) Competitive Success, How Branding Adds Value. Hoboken: John Wiley & Sons. Doyle, P. (2009) Value-based Marketing: Marketing Strategies for Corporate Growth and Shareholder Value. Hoboken: John Wiley & Sons. Fifield, P. (2008) Marketing Strategy Masterclass. London: Routledge. Graj, S. (2013) Coco Chanel: Personal Branding Legend. Forbes. 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Siddiqui, H. (2014) What makes the House of Chanel a successful fashion brand. Dawn. Available from http://www.dawn.com/news/1127969 [Accessed: 20 December 2014]. So, S., Lui, E., Yau, V., Kan, R. and Li, T. (2013) Luxury Goods Industry Analysis. Available from http://www.slideshare.net/vy1230/luxury-goods-industry-analysis-2013 [Accessed: 20 December 2014].