Two African musical themes and their musical, social and cultural relations. Essay Example

Two African musical themes and their musical, social and cultural relations. Essay One of the predominant themes in African music is the close relationship between music and language. For instance, â€Å"African tone languages, with their inter-syllabic relational pitch structure, manifest a musical aspect that in turn constrains melodic contour. Second, the popular and popularizing phenomenon of talking drums, the idea that drums (and other speech surrogates) â€Å"speak† and are understood in the way that one understands spoken language–this phenomenon has at its core a configuration involving music and language. And third, the words that enable song, the poet’s emergent music that is eventually colonized by the composer’s music–these song words raise a host of interesting questions about how language is articulated in song, to what extent song displays autonomous structure, and ways in which meaning is transferred from text to music and vice versa.† (Agawu, 2001) We will write a custom essay sample on Two African musical themes and their musical, social and cultural relations. specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Two African musical themes and their musical, social and cultural relations. specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Two African musical themes and their musical, social and cultural relations. specifically for you FOR ONLY $16.38 $13.9/page Hire Writer But such an analysis is bound to lead to some difficult questions such as – Is music a form of language? What is the significance of this interrelationship?, etc. These questions will be answered in the following passages. Such aspects as â€Å"in-time performance†, reportorial and generic distinctions will also be scrutinized. The most substantive evidence for the relation between African music and language is to be found in the song lyrics. Let us take the example of Daniel Avorgbedor’s popular song â€Å"It’s a Great Song†. The song belongs to a unique African genre referred to as â€Å"war of insults and music†. Rival groups from different villages engage in a contest of wits and insult each other. Factuality is not as important as their artistic merit. Even if the verses contain falsehoods and unwarranted maledictions, they are overlooked. For a western student of music and culture, such a practice may seem odd or even base. But it is important to understand the role such a musical expression plays in the African cultural context. First of all, much innovation is required in composition to bring about the desired effect. The particular insults relating to irregular teeth, body topography, family ancestry, people’s personal sex lives, etc, may appear unseemly for someo ne not accustomed to such renditions. To truly appreciate such a style of music, one has to pay attention to the wide variety of literary devices used by the composers (who are also called Anlo-Ewe poets) (Agawu, 2001). Another musical style that manifests the same theme is the Tanure Ojaide. Also referred to as Udje Dance Song the lyrics exhibit satirical wit. The Urhobo tribes of Nigeria are the masters of this style and their cultural idiosyncrasies are reflected through this medium. For the Urhobo, a stringent adherence to their traditional societal pattern is paramount. Hence, many songs in this genre are written as a response to any threat to that tradition. The songs thus help reinforce orthodoxy and ridicule novelty, which is treated as ludicrous. The satiric tinge to the text adds entertainment value. Subjects that are commonly satirized include â€Å"idleness, cowardice, ugliness (including physical deformities), madness, greed, and miserliness. In addition, sex-related offenses are made fun of: impotence, sterility, adultery, and prostitution, incest, having sex in the bush, and being oversexed.† The influence of colonialism on the African continent has percolated down to their mus ical forms as well. Udje songs are no exception to this phenomenon. Such an infiltration adds a new dimension to this musical genre (Eyoh, 2001). The thematic similarity is seen also in Fela Nikulapo Kuti music form. This form is one of the newest entrants to African cultural life. The special qualities of this variety are the biographical nature of its lyrics which also inform listeners about African history and the problems confronting the contemporary society. In this way, this form has become a useful political device for politicians and reformers alike. This musical form is also a good example of the role that language plays in African music. Some analysts point out that some of the best African literary experience is to be found among its songs. Continuing on our thematic exploration of the link between music and language in Africa brings us to a more exotic genre in the form of Drum Speaking. The drum beat is the predominant medium of communication. It is interesting to note that usage of a musical instrument as a medium of depicting emotion and meaning is not a purely western phenomenon. In this genre, the drums do the talking. The proponents of this form emphasize the spiritual character of the music. The Drum Speaking genre is also used as a background for African tribal dance. (Agawu, 2001) In this context, the music style of J.P.clark-Bekederemo offers some freshness. His songs too follow the theme of giving importance to the lyrical aspect. In fact, Clark-Bekederemo has taken its application to a newer level. For example, his popular hit â€Å"Return of the Fishermen† contains lines that resemble written poetry. The other salient feature of this style is its adherence to a central rhythm. One can also find traces of African Oral Poetry in the verses that comprise a song. In this way, this particular style is as traditionally rooted as it is novel (Ojaide, 2001). At this juncture it is interesting to discuss a recent development in the African musical scene – the entry of English language texts. Perhaps, the idea of African music written for an English speaking audience may sound incongruent. But the success of this new genre goes on to prove that music speaks a universal language. At times, some of these compositions in the form of an opera or symphonic orchestra can sound second grade. Though the style is borrowed from Europe, its effectiveness as a channel of social discourse is a proven fact. For example, much before these improvisations were to become prevalent, the Christian community in Africa had been writing and singing religious hymns modeled on the European style. Given the political history of African continent, the infiltration of European and Christian music goes on to show that although language is an important component of a song, music also has the potential to transcend geographical and cultural barriers (Ojaide, 2001 ). Another common theme that runs through much of African music is its potential use as an instrument of progress and social change. While European classical music has always been an elitist recreation, much African music is directed toward the masses. African music stands for a â€Å"realm of experience that is beyond mere exchange, yet this incipient narrative remains a deceitful sleight of hand operated behind the back of every-hopeful listener who is ever ready to believe its promise of a transcendence of a cynical post-modernity†. The disadvantage of such a trend lies in the fact that it refuses to depict the darker realities of the African society. For example, the everyday violence in the alleys of urban shanty towns is hardly referred in the song texts. It also forces the deprived lot of society to conform to the dictates of those wielding power. Hence, the picture depicted to the audience is of an idealized utopian society that is detached from the compelling realities. In this way, the music becomes an instrument of coercion that is used to inculcate the desired ideology in the masses. Hence, the power offered by music has so far been usurped by the reactionaries in maintaining a favorable political situation. Yet, African music has great potential to reverse such a trend. All it requires is wide-spread awareness and a collective awakening in people’s political consciousness. Following the same thematic pattern, music has been the backbone of African nationalism, which is â€Å"a dramatic example of the dialectic of modernization and enlightenment that is the history of the African Independences and Decolonization† (Nesbitt, 2001). A prime example of this is Fodeba Keita’s Ballets Africains that was to play an important role in the national movement in Guinea during the 1950’s. ( Eyoh, 2001) Going further back in time, we learn that classical music of Africa has had influence on the society. A prime example in this category is the Mande music of the early twentieth century that has been at the forefront of movements for social change. The growth of the Mande music was spurred on by the increasing friction between capital and labor within Africa. It is in this historical context that the Sundiata Epic was composed, not by individual effort, but by a whole generation of working class artists dedicated to the cause of equality and justice. Given the paternalistic, male-dominated and hierarchical nature of traditional societies in Africa, Mande music tried to bring about a radical change to this traditional arrangement. How this genre eventually lost its edge is explicated in the following passage: â€Å"Mande music, a fundamentally political and historical music if ever there was one, was itself transformed by these changes in Guinean society. Monad-like, it maintained the image of its aesthetic interiority while simultaneously reflecting, in highly mediated form, the furtive movement of Guinean society towards an increasingly rationalized, bureaucratic society organized around an abstract exchange-model of human relations. With the creation of the Ballets Africains and their subsequent nationalization following independence in 1958, the historical transformation of Guinean society migrated within musical production itself, and the ambiguous dialectic of Guinean modernization played itself out on the world’s stages as Mande music became increasingly an administered, bureaucratic state production.† (Nesbitt, 2001) In general, African music was subject to â€Å"bureaucratization and rationalization†, which took away some of its sting. Hence from its origins as the most liberal form of artistic expression and a torchbearer for African progress, the present state of music in Africa is a much deteriorated one. Also, since the technical and artistic aspects of any performance art cannot be separated, the rationalization of these musical forms is bound to affect its subsequent evolution. For example, â€Å"rationalization of Mande music is itself dialectical, no mere loss of an imaginary traditional wholeness in the face of encroaching Westernization† (Nesbitt, 2001). Many genres in African music exhibit this dialectic in all its complexity. What we see in case after case is the initial promise and later diversion of many forms of African music as mediums of progress and enlightenment. During its early days, it promised a society where its subjects are treated equally. But very soon, this promise met with the challenge of larger and more powerful political interests and was overwhelmed. Though African music was caught between these opposing forces, it still manages to transcend this contradiction. And that, in the final analysis, is how this refreshing genre need be viewed. To its credit, the post-colonial phase of African history had seen a reversal in this trend, which must come as good news for all music lovers. There is much in common between the two themes we have seen. They go on to prove that music has the power to transcend language barriers and political censorship. In the first case, many genres of African music have demonstrated time and again that irrespective of the origin of any particular musical tradition, they can still appeal to diverse and world-wide audiences. This achievement is as much a result of the inherent qualities of music as it is to the innovative style of the performers. Some analysts even place this fact from a very long historical perspective, for Africa was the cradle of human civilization. Moving on to the second theme, the forces wielding political power can be overwhelming anywhere. It is to the merit of African culture that its music had retained some semblance of a democratizing medium. The recent African history is a scar on human history as a whole. The people had endured famines, military dictatorships, abject poverty and epidemics. Time and again, the communal tension gives way in the form of mass genocide. Amid all this chaos, music might be the last thing on people’s mind. The critics of African music should make their judgments from this point of view. The conclusions will then show how resilient the African movement for social change and how intelligent the artists at the forefront of this movement. References: Agawu, Kofi. (Summer 2001), â€Å"Introduction.(music and language)(Editorial).† Research in African Literatures 32.2 : 3. Eyoh, Luke. (Summer 2001), â€Å"African Musical Rhythm and Poetic Imagination: A Phono Stylistic Interpretation of Clark-Bekederemo’s â€Å"Return of the Fishermen†.(John Pepper Clark-Bekederemo).† Research in African Literatures 32.2 : 105. Nesbitt, Nick., (Summer 2001), â€Å"African Music, Ideology and Utopia.(Critical Essay).† Research in African Literatures 32.2 (Summer 2001): 175. Ojaide, Tanure., (Summer 2001), â€Å"Poetry, Performance, and Art: Udje Dance Songs of Nigeria’s Urhobo People.† Research in African Literatures 32.2 : 44. The major cultural challenges facing a global enterprise is understanding and adapting to local business customs and norms. In the Real World Case we saw how business in Africa tends to go on at a leisurely pace – a practice that undermines the principles of efficiency and expediency that multi-national enterprises thrive on. Understanding cultural sensibilities and adapting to them requires an open-mind and a flexible management approach. This can prove quite challenging if the top management is too engrained in their B-school trained approach. Often government bureaucracy or red tape can hinder expedient project execution. Red-tape can thus be considered both a cultural and political issue. Another political issue is the state of development. As emerging economies are mostly from the Third World, the available infrastructure can be quite rudimentary. This is a geo-economic challenge, for a majority of the population might be IT illiterate, as reflected in minimal usage of .

Peep vs. Peek

Peep vs. Peek Peep vs. Peek Peep vs. Peek By Maeve Maddox A reader asks, What exactly is the difference between peep and peek? The words are similar in meaning. In fact, peep may derive from peek. And peek may come from an earlier word that still exists in in Scots dialect and dialects spoken in northern England: keek. keek: to look secretly, as through a narrow aperture, or around a corner. peek: to look through a narrow opening; to look into or out of an enclosed or concealed space; (also) to glance or look furtively at, to pry. peep: to look through a narrow aperture, as through half-shut eyelids or through a crevice, chink, or small opening into a larger space; (hence) to look quickly or furtively from a vantage point; to steal a glance. Peep and peek are often used in connection with children, who â€Å"peek at Christmas presents† and â€Å"peep out from under furniture.† Shakespeare has Cassius use the verb peep to convey the idea that Romans had become as powerless as children compared to Caesar: Why, man, he doth bestride the narrow world Like a Colossus, and we petty men Walk under his huge legs and peep about To find ourselves dishonorable graves. –Julius Caesar, I,2, 136-139. Peep also means, â€Å"to emerge or protrude a very short distance into view; to begin to appear. For example: Just then the  sun began to  peep  over the eastern hills.   Another word that may be related to peep is the verb peer: peer: to look narrowly or closely, esp. in order to make out something indistinct or obscured; to look with difficulty or concentration at someone or something. Here are some examples of the use of peek, peep, and peer from the Web: She was  afraid  Arthur Kincaid  would peek  at the  will, learn of the contest, and try to destroy the clues. [The suspect] was arrested Monday after residents at a Gretna housing complex said they  saw him peeping  into several windows.  Ã‚   [The use of iPads in trendy restaurants] solves the issue of diners having to peer at the menu in the dim lighting. As for the reader’s question regarding the difference between peep and peek, I have to say that in most contexts they are probably interchangeable. One difference is that peep is the usual choice when someone is attempting to see another person in an act meant to be private. For example: A man working towards a PhD at Delaware University is in custody on suspicion of using spy cameras to peep [at] women going to the bathroom. Because this kind of peeping is so common, states have what are called â€Å"peeping Tom laws† to punish it. Note: The expression â€Å"peeping Tom† derives from the legend of Lady Godiva, the wife of Leofric, Earl of Mercia (d. 1057). The lady begged her husband to lift certain heavy taxes he had imposed on his tenants. He said he’d do so if she would ride naked through the streets of Coventry. With only her long hair to cover her nakedness, she rode through Coventry. The population respectfully stayed indoors and didn’t look, with one exception. A tailor named Tom peeped through his window. According to legend, he was immediately struck blind. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:36 Adjectives Describing LightEnglish Grammar 101: Verb MoodBail Out vs. Bale Out

How globalization benefits America's economy Essay

How globalization benefits America's economy - Essay Example The recent advancement in Asian economy is really transforming the world and the notion that globalization only makes the rich richer and the poor poorer is disputable according to Wolf. He supports international economic integration as the reason behind success of many countries. However, Wolf says that different countries success is not attributed to full adoption of the neo liberal policies rather by instituting their own policies intended to enter market economy. He further argues that growth weighting distribution amongst nations by population shows that the most important things is the people but not countries themselves thus making it important only to consider income distribution alone. Inequality changes amongst world individuals are contributed by changes in the relative wealth of countries such that if the performance is low, the decline in inequality also changes. However, it should be noted that most countries have not fully benefited from globalization especially in Afr ica, Asia and Latin America countries (Wolf, 2004). The rapid growth of economies brought about by globalization has immensely reduced the level of poverty especially in east of Asia but went up in Eastern Europe, central Asia and sub-Saharan Africa. There was also general increase of life expectancy in developing countries though the growth was challenged by the AIDS epidemic and malaria. Moreover, globalization has reduced infant mortality and boosted literacy level in developing countries and the world as a whole. There has also been recommendable increase in food production thus lowering undernourishment issues globally. Finally, Wolf has noted that child labor has tremendously reduced because most parents have opted to taking their children to school (Wolf, 2004). Concepts Central to the Argument One of the most important arguments that has dominated the text is that globalization has negatively affected economies of most countries. This is very wrong and I really concur with W olf that globalization has instead boosted the economy of a good number of countries especially in Asia. The author has noted India and China as some of the beneficiaries of globalization. However, their success is attributed to the policies of individual countries towards globalization (Wolf, 2004). Countries have worked hard by adopting policies that can see them succeed in the wider market that has been brought about by globalization. The effect of globalization is therefore very intense and has positively developed most of the world economies especially countries that were once considered poor. Living standards and income per capita has greatly increased in most of the countries that took advantage of globalization. Nevertheless, some countries have not experienced the benefits of globalization because they have not changed their policies to properly fit in the international market (Wolf, 2004). Moreover, criteria used in measuring economic progress by World Bank are clearly uns atisfactory. The method of measuring economic progress and income per capita as used by world ban is not the best. Wolf argued that population of a country does not reflect failure or difficulty in economic progress by highlighting India and China which are the most populated countries yet making positive economic progress. Average incomes of the world cannot be weighted by population and accurate results be found (Wolf, 2004). This is because even amongst the less and densely

Describe what means leadership to you Essay Example | Topics and Well Written Essays - 250 words

Describe what means leadership to you - Essay Example However, leadership is also teachable in life through various leadership expositions. These expositions perfect and instill leadership skills to interested parties. In addition, the young can also learn from their leaders how to lead. In most cases, we have seen children take after their fathers who were leaders in the society. Since leadership demands a lot of respect and many benefits, many people seek to become leaders. This leads to the aspect of competition in leadership where the society chooses its preferred leader among the willing many. Leaders have immense powers and authority rests with them. As such, they make important and binding decisions on behalf of the society. Leadership is present in almost all places. We have religious leaders, political leaders, Sports leaders, student leaders, administrators who are organizational leaders among other leaders. However, the political leaders who include Presidents and religious leaders who include Popes and Bishops are the most popular leaders. Any position of leadership follows a certain code of ethics that is different from one leadership setup to another. Leaders should therefore follow this code in offering leadership. However, in many cases we have seen leaders negating the code of ethics hence attracting disciplinary action from higher authorities like courts of law. Good leadership involves abiding by the law, intelligence, and humane

African American Literatury Essay Example for Free

African American Literatury Essay African-American literature can be defined as writings by people of African descent living in the United States of America. The African-American literary tradition began with the oral culture long before any of the materials in it were written on. Throughout their American history, African-Americans have used the oral culture as a natural part of black expressive culture. They are very powerful voices that give fuller meanings to words on a page. The America South is an important landscape in African-American literature. The South was a primary port of entry for slaving vessels. Most black slaves remained in the Southern states. The South was an important place for the African-American literature because the South was served as the site of hope and change for the black slaves but there were also horrors. The majority of African captives entered the New World from the Southern ports and remained in the Southern states. They relied heavily on the African cultural heritage and belief systems familiar to them. During their 300 years of slavery and servitude, black slaves and their descendants developed a complex relationship with the South. Amiri Baraka concluded that the South is a part of the scene of the crime, a land that is about the site of hope and the scene of the crime. For many African Americans, the South serves as the site of hope and change. The South has given birth to many African-American cultural practices, such as literature. This is the spiritual and ancestral home for African Americans and plays a dominant role in African-American literature. Before the American Civil War, African-American literature primarily focused on the issue of slavery, as indicated by the subgenre of slave narratives The most noted authors were all incited and inspired by the goings on in the south. Frederick Douglass was one of the most important African-American authors from the literary landscape in the South. He chronicled his life from bondage to freedom in his Narrative of the Life of Frederick Douglass, an American Slave, Written by Himself (1845), which helped the American public to know the truth about the institution of slavery and dismiss the myth that slaves were happy and treated well. He said, the South was not only a notorious site of slavery, it was also a landscape of racial terror and widespread violence. The biggest crime the South ever committed is the institution and perpetuation of slavery. But the Southern landscape is more than just the â€Å"scene of the crime† in African-American literature. It has multiple personalities that demand multiple treatments. Many 20th-century African-American writers, whether born and raised in the South or not, have used the southern landscape in their works to explore the complex relationships African-American communities have with the South. In her poem â€Å"Southern Song,† Margaret Walker (1915 – 1998) sings a praise song to the southern suns and southern land despite the â€Å"mobs† and â€Å"a nightmare full of oil and flame. Southern Song I want my body bathed again by southern suns, my soul reclaimed again from southern land. I want to rest again in southern fields, in grass and hay and clover bloom; to lay my hand again upon the clay baked by a southern sun, to touch the rain-soaked earth and smell the smell of soil. I want my rest unbroken in the fields of southern earth; freedom to watch the corn wave silver in the sun and mark the splashing of a brook, a pond with ducks and frogs and count the clouds. I want no mobs to wrench me from my southern rest; no forms to take me in the night and burn my shack and make for me a nightmare full of oil and flame. I want my careless song to strike no minor key; no fiend to stand between my bodys soutnern songthe fusion of the South, my bodys song and me. Margaret Walker’s poem characterizes the complex literary representations of the South in a great deal of African-American literature, for the speaker at once basks in the beauty of her homeland (â€Å"I want my body bathed again by southern suns†). Yet at the same time experiences a homecoming complicated by the threat of Southern violence (â€Å"I want no mobs to wrench me from my southern rest†). The theme of the southern home and its layered history is a prevalent one throughout the tradition of African-American literature. In conclusion, 90 percent of African-Americans lived in the South, it is no wonder that this landscape has taken on a great deal of cultural and historical significance. Literature from the South is complex and often absurd, as the region emerges repeatedly as a site of home.

Application Paper -- Essays Papers

Application Paper The social penetration theory is a theory composed by Altman and Taylor in which people are compared to onions. This may seem like an absurd comparison, but when explored more deeply it makes quite a bit of sense. The social penetration theory is a description of the multi-layered nature of people's personalities. As the outer skin of an onion is peeled away another layer is found beneath it, and if you remove that layer you will expose another layer, and so forth. The same holds true for people; as we get to know someone better we expose more layers of their personality and hence become closer to the core of the individual, or the private self The outer layers of our personality is the public self, or characteristics that are apparent to people we do not know very well. Some of these characteristics include a person's world view, studies, and tastes (Griffin, 1997, p. 145). Altman and Taylor proceed to say that in order for people to develop close and meaningful relationships penetr ation must occur; this process requires self-disclosure and vulnerability in order to be achieved. People are able to choose who they want to become closer to and to decide how much of their private self they want to expose. According to Sidney Jourard, author of Transparent Self (1980), "You cannot collaborate with another person toward some common end unless you know him. How can you know him, and he you, unless you have engaged in enough mutual disclosure of self to be able anticipate how he will react and what part he will play?" (p. 3). One main reason Jourard says people may be reluctant to self-disclose is that they dread the moral judgment of their friends, family. minister, or the law. This is the same as becoming vulne... ...e amount of penetration that occurs; in any case it would be very interesting to talk about in relation to the social penetration theory. I have definitely enjoyed learning about the social penetration theory and social exchange theory the most. They are very important theories that happen every day with people we know and people we don't know. I believe that they are among the most important theories that need to be used in order to achieve and maintain close, meaningful relationships throughout our lives. In analyzing my own level of penetration with a close friend, I have discovered a little bit more about myself and how prone I am to self-disclose for a potential relationship. Works Cited Griffin, E. (1997). A first look at communication theory. New York, NY: McGraw-Hill Companies, Inc. Jourard, S. (1980). The transparent self. New York, NY: Macmillan.

Sustainable Customer Relationships

Running Head: PROBLEM SOLUTION: CLASSIC AIRLINES Problem Solution: Classic Airlines Cecily Cornish University of Phoenix MBA 570/Sustainable Customer Relationships December 8, 2008 Instructor Sandra Payne, MBA Problem Solution: Classic Airlines Classic Airlines (CA) is the world’s fifth largest airlines that must balance its marketing program while coping with a mandated across-the board cost reduction by the board of directors. This calls for a of 15% cost reduction over the next 18 months while negotiating labor costs through the airline’s union employees and improving customer service. Facing low employee morale, decreasing customer satisfaction, rising fuel costs, high union wages, a nonfunctional CRM system, negotiations with union officials and future airline alliances and partners, CA has elected to implement a new analytical Customer Service Management (aCRM) product development (University of Phoenix,2008,Classic Airlines,p. 1). The core problems stem around CA losing customer confidence in its Classic Rewards Program (CRP) and losing Wall Street and media confidence. CA must focus on a marketing program to connect it the customer’s needs and sustain and attract loyal customers. The current executive team values are divided, with CEO Amanda Miller and CFO Catherine Simpson valuing the financial numbers which is in sharp contrast to the values of the customer, employees and shareholders held by CMO Keith Bolye and VP Renee Epson over customer service. The union senior VP Doug Sheflin knows that without a compromise between union and airlines the status quo will not be able to meet the current and future wage costs. Senior VP John Hartman over human resources has trained the employees with the necessary skills and sees the employees as valuable assets in the customer and marketing effectiveness. Marketing in the form of environmental scanning can identify the factors of social, economic, technological and competitors that CA faces. Until CEO and the board establish a mission which will guide its organization, there may be organization resistance and delay in reaching its overall business strategies. Customer relationship management (CRM) is a broad term that involves people, processes, and technology to improve relationships and existing customers who will result in improved customer retention and profitability (Kerin, 2006, p. 8). Using environmental scanning, identifying the marketing strategy and establishing a marketing relationship will direct and guide CA in meeting customer needs , identify the resources needed, the competitors they face and future trends in the Customer Relationship Management system. Incorporating Enterprise Risk Management, profitability index with interactive marketing will allow the marketing program to address customer needs and sustain customer relationships to reflect the changing trends in customer purchasing behavior. Describe the Situation Issue and Opportunity Identification Classic Airlines is the fifth largest airlines in the world. In the business for 25 years, CA has 375 jets that service 240 cities with more than 2300 daily flights. Classic Airlines earned $8. 7 billion in sales. CA made $10 billion profit which means that most of the revenue went to operating the company. With 32,000 union employees CA retains their top salary that is above industry’s average. In addition the board has voted for a 15% reduction over the next 18 months. The company is threatening bankruptcy, decreasing value on Wall Street, unfavorable media, decreasing customer satisfaction and low employee morale. The current CRM system is not fully functional and the Classic Reward frequent flier program has been losing loyal customers. Other challenges include continual high fuel costs and high wages paid to the union employees. CA’s challenge is to find a way to improve customer satisfaction within their Classic Rewards Loyalty Program by identifying and meeting customer’s needs and, therefore, improve the return on investment (ROI) (University of Phoenix,2008,Scenario Two,2008). Several opportunities exist for Classic Airlines which includes a forecasting of sales, a marketing mix and a situation analysis to determine the feasibility of a new analytical Customer Relationship Management program. CA may need for the present to just update the current CRM to a functional capacity to meet customer’s needs. Establishing the short-term of finding the solutions to update the current CRM might save costs and establish a long-term aCRM portfolio as a long-term goal .According to Seget (2008), the aCRM model uses analytical models and databases to integrate information that will enhance the customer desire for functionality as well as provide time sensitive information for prompt decision making by pharmacists, managers and others that rely on the CRM processes. It will definitely allow CA to focus on negotiating with the high wages of its current union employees who are above the industry standards. The CMO Boyle can begin to devise marketing strategies on focusing on marketing segmentation, marketing-mix and focus on the needs of the customers who are loyal and attempt to retain them as well as attract new ones. To obtain customer feedback without alienating them CA may consider, online surveying, telephone surveying and other interactive marketing. Interactive marketing creates customer value, customer relationship and customer experience. Kerin (2006) agrees, â€Å"Interactive marketing creates customer value by providing time, place, form and possession utility for consumers† (p. 6). Interactive marketing, marketing segmentation marketing-mix and forecasting can help identify customer needs and increase customer relationships. Stakeholder Perspectives/Ethical Dilemmas The ethical dilemmas in the Classic Airlines scenario are the conflict interests and values of the CEO Miller and CFO Simpson versus the rest of the leadership team. A dilemma also exists between the values and interests of the CA management and leadership team and the stakeholders. While the CEO and CFO are driven by numbers and a â€Å"pragmatic approach† these interests conflict with the overall business strategies and that is to increase customer satisfaction by reducing costs (University of Phoenix, Scenario Two, 2008, p. 1). The company is trying to improve the return on investment (ROI) and at the same time improve the frequent flier program, pay the union employees high wages and implement a new aCRM product. In fact, according to Seget (2004), â€Å"Wisdom prevails in conducting project feasibility, forecasting and marketing-mix and marketing-mix research before considering a new aCRM product . implementation† (p. 25). Classic Airlines must reach a balance through stakeholder’s involvements at all levels in attempting to balance the interests and value of all the individuals, departments and organizations. CA must focus on being a â€Å"best service† benchmarking company as a goal because providing the lowest price while utting costs and remaining competitive in the marketplace, is unrealistic thinking. â€Å"For example, it is not possible to simultaneously provide the lowest-priced and highest-quality products to customers and pay the highest prices to suppliers, highest wages to employees, and maximum dividends to shareholders† (Kerin,2006, p. 3). That is why an environmental scanning, a product analysis or four p's, and a situation analysis will clarify wh ere the company product or service has been, its status and where it wants to be. The marketing program will identify where CA is, the competitor’s trends, and the customer current and prospective customers (Kerin, 2006, p. 12). Developing a marketing mix, an environmental scanning will identify the need of the stakeholders to be involved in every level of the decision making process and the development of an aCRM product implementation. The marketing program is a method of bringing an exchange between all the stakeholders to sustain valuable customer relationships. Frame the â€Å"Right† Problem Classic Airlines will remain competitive in its industry and expand its global influence and brand loyalty by including its stakeholder’s voice and valuing its customer voice. Other opportunities for CA to achieve its goals of restructuring and implementing new initiatives such as its upgrade of its current CRM and a new aCRM product development will help sustain customer loyalty, increase customer satisfaction and provide the employees with the skills and automated technology that can meet the customers’ needs. In order to meet the changing environmental factors such as regulatory and fierce competitors and reduce labor costs, CA will use marketing strategies such as environmental scanning, sales forecasting, segmentation are opportunities to increases return on investment (ROI) by identifying and meeting customer’s needs. According to Kerin (2006),: â€Å"The American Marketing Association, representing marketing professionals, states that ‘marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders† (p. 1). CA will ensure that the ROI will be accomplished through accountability and leadership of the CEO, board members and senior executives. Valuing the voices all stakeholders will ensure that the values, thics and interests are filtered through a corporate decision making and implementation process. CA will ensure that its new initiative will be defined in its corporate governance, mission statement, employee booklet, union booklet and risk management policies. CA will remain a leading worldwide airline organization that focuses on marketing strategies that include direct forecasting, linear trend extrapolation, market segmen tation, product differentiation, sales force surveys, survey of buyers intentions and usage rate strategies that will keep CA a leader among the airline industry. Identifying customer changing needs via profitability index, customer audits will allow CA remain profitable as well as efficient in delivering the best practices in airline services to it loyal customers and future one. Fuel hedging, smaller planes, business partnerships and alliances will be strategies that will be analyzed and implemented to allow costs to be transferred into customer value benefits. Describe the â€Å"End-State† Vision Classic Airlines(CA) will be restructured in its philosophy, mission and goals to be a cost-effective and efficient company by focusing on the â€Å" stakeholders voice† in implementing a new analytical Customer Relationship Management (aCRM ) and a Enterprise Relationship Management (ERM) ) product development. Customer and employees as well as top executives who ethics values the customers, the employee and the shareholders will be valued within all levels of the stakeholders communication. The core competencies includes values of the aCRM that will align with the overall organizational goals of valuing the customer’s voice , sustaining customer relationships, and providing utilities that will create efficient and effective services. Thus the goal of profitability will be achieved through the values of profitability and social accountability and responsibility of the CEO and board members of CA (University of Phoenix Scenario 2, 2008, p. ). Achieving US and globalization as a benchmarking organization stems from an aggressive and proactive marketing program that will operate through an updated CRM system and a future aCRM system that is designed to compensate future environmental changes and thus customer changing needs. An effective marketing program will benefit the customer and stakeholders by assessing the needs of the customer and satisfying those needs (Kerin, 2006, p. 5). Remaining a competitor in the airlines industry means continuing open negotiations and compromise with the airlines union to keep pilots and employees competitive wages with the industry, while reducing costs and retaining loyal customer, increasing customer service and retaining skilled employees and sustaining the Classic reward program that is both efficient and effective in customer service. Recommended measures to determine if the CRM and marketing strategies are effective include profitability index, customer value benefits, and the measurement of rate and customer satisfaction surveys. Identify the Alternatives and Benchmarking Validation Alaska Airlines began in 1932 in Anchorage, Alaska with 17 million passengers annually with flights to over 60 cities and 3 countries. Alaska Airlines is familiar with marketing strategies to remain competitive in the airline industry. Alaska Airlines faced a financial crisis similar to Classic Airlines who faces possible bankruptcy, a 10% decrease in stock market shares and negativity on Wall Street (University of Phoenix, 2008). In 1972 Alaska Airlines was in the then Ron Cosgrave and Bruce Kennedy came on board in 1972, the airlines was in a financial fight for its existence. Led by quality leadership, the management restructured the goal of the organization and began bringing people together to save the failing company (Alaska Airlines, 2008). Leadership conducted a â€Å"differentiating marketing† in providing superior customer service as the key. Using a differentiating marketing allowed Alaska Airlines to survive more tumultuous times during the deregulation of airline industry and the recent rising fuel costs. Kerin (2006) agrees that, â€Å"The existence of different market segments has caused firms to use a marketing strategy of product differentiation. The strategy involves a firm’s using differentiation mix and advertising to help consumers perceive activities such as product (service) activities as being better than the other competing products â€Å"(p2). Classic Airlines can begin improving its profits and market shares by focusing on marketing strategies such as â€Å"best services† in its industry by aligning a customer-centric focus and include the stakeholders in the new restructuring of the company. Classic Airlines can follow AKL’s lead in forming partnerships and alliances to expand its international market. Both parties view the partnership as a pairing of their expansive international networks and allowing ALK an opportunity to build a platform for international growth from the West (Global airlines, 2008, p. 2). This means double benefits for their customers allowing them the additional options offering by the two companies and a chance to redeem mileage points from either of the two airlines. The Disney logo and brand name was built in 1923 on the foundation of The Walt Disney Company. Disney was founded by Walter Elias Disney and cofounded by his brother Roy Disney. The Walt Disney Company has an estimated $35 million in annual revenues (Wikipedia, 2008,p. 1). Disney works includes his alter ego Mickey Mouse, Disneyland, records, movies and the Walt Disney World Resort. What is noteworthy of this entertainment, movie empire is the extent of its marketing strategies to communicate with their customers. Using a marketing mix, Disney’s business strategy encompasses the integrated marketing communications (IMC) that communicates a brand loyalty and consistent messages across all audiences. The IMC is used by Disney via its management team and its internet customers. Disney takes many types of promotional mix as a direct marketing tool to communicate in an exchange with brand loyal customers and with potential customers. This allowed Disney to combine advertising, direct marketing, personal sales, sales promotion and public relations to inform customers of their products, persuade them to use them and remind them of the benefits after they have used them(Kerin,2006,p. ). Having targeted their population segmentation, Disney’s IMC and direct- marketing techniques via large mass mailings, an internet websites and internet-linked kiosks allow loyal customers and potential customers to inquire about their products and services. The IMC, direct marketing, marketing-mix and promotional-mix allows Disney to exchange information with consumers and keep updated of consumers changing purchasing behaviors. As Classic Airlines works on updating the functionality of its current CRM and prepares for the aCRM product development, the company can benefit from a direct marketing approach. Therefore, Classic Airlines must streamline its operations in reducing staff, eliminating aircraft with high maintenance, negotiate wage salaries to match the industry market, focus on smaller planes and improve its rewards program. Once the costs have been reduce, investments can made towards the CRM system that will allow for targeting its marketing population segmentation. Kerin (2006) states, â€Å"Like personal selling, direct marketing often consists of interactive communication. It also has the advantage of being customized to match the needs of specific target markets. Messages can be developed and adapted quickly to facilitate one-to-one relationships with customers â€Å"(p. 7). With a well developed functional CRM and aCRM data warehouse, Classic Airlines can focus on communication exchanges through direct marketing and other forms of IMC to attract new customers and maintain loyal customers. Evaluate the Alternatives In Table 3, all the goals were ranked 5 because the aCRM is a software highly integrated system of providing massive information and data on a time-sensitive arena, there will take many stakeholders and business processes to make this new product development and implementation successful. The best features of the original alternatives were combined to create a short list of second –tier solutions because it was imperative that Classic Airlines created a change management by clearly defining its mission, objectives and align them with their aCRM objectives. Once this has been accomplished it was in the best interests of the stakeholders that a culture of change be established internally before commissioning the aid of external CRM consultants. Due to the amount of organizational resistance due to Classic Airlines original exclusion of the stakeholders in particular the employees, it was best to incorporate any outside help only after internal organizational change and a culture of customer-centric, product-centric and employee rewards for performance were in place. Identify and Assess Risks Many risks can be identified with the implementation of the new product development. Beginning with the risk of organizational resistance, CA will achieve more by including all the stakeholders, especially the customers in a buy-in or adoption of the new product initiative. If CEO and Board fail to incorporate a culture or organizational change by aligning the new aCRM product objective with the overall objectives of the company, the new product development and completion may be in jeopardy. As most benchmarking companies have found that an evaluation of product feasibility s the first research before adopting the new product initiative. The project feasibility will detail costs, risks, labor costs and other assessments needed to make an informed decision about proceeding with the idea. A more profound tangible risk is if enough skilled employees have. A more profound tangible risk is if enough skilled employees have the technical skills to make the new product development a success. Other risks include costs, going pass projected timeframes, and other external risks, such as the vendors failing to supply financial backing. Other risks include software compatibility risks, decrease in profitability and returns. Risks can be mitigated by planning a risk analysis and risk management to align with every department decision making in investments and other decisions that impact the overall value of the firm. According to Seget (2008), key findings includes a risk management WBS plan is needed for CA to implement risk management principles and incorporate them in their job functions. Risks can be tracked and contingency plans in place in case they fail. Implementing risk management in every phase of the aCRM process will ensure that â€Å"potential risks† are identified early on in the product development. A solid risk management plan can help CA face the â€Å"unknowns†; deal with â€Å"unfavorable outcomes† and â€Å"unexpected uncertainties. † Just as the profitability analysis makes good business sense in considering any aCRM and marketing-mix program, conducting a profitability index makes good business sense to determine if the business objectives have been met. Make the Decision The final decision is to develop and implement a new aCRM to remain competitive within the industry. However, to do that a project feasibility and project analysis will be conducted first. Both authors, Kerin (2004) and Segat (2006) agrees to results of a project analysis and market research be completed before any new CRM initiative. These finding will be placed into the new aCRM portfolio that will detail the labor costs, financial investments and workforce needed to complete the product. A management change and organizational culture will be adopted through the mission statements, governance policies, code of ethics and risk management policies. An internal marketing approach will allow an exchange between all stakeholders. Marketing segmentation will allow CA to indentify the customers who will increase the return of investments (ROI) by conducting marketing-mix programs to identify their needs. Customer surveys will allow CA to not only identify those needs but to satisfy unmet needs and identify changing consumer behavior. The challenge for CA is not measuring the ROI or measuring the effectiveness of its total business strategies but determining the effectiveness of the customer-focused strategies. Klenke (2003) suggests that, â€Å"It makes good business sense to bring the project to a final conclusion by determining if the projected results actually were delivered as suggested in the business plan that management approved†¦ A decision must be made whether or to return to the pre-project situation if that is still an option† (para. 139). Develop and Implement the Solution The biggest opposition to any CRM new initiative is organizational resistance to organizational change. The goals it to focus on the greatest resource of Classic Airlines and that is the employees, management and departments and divisions that will be equipped through communication, two-way feedback, employee communication surveys, and an organization culture that values the communication, feedback and decision making of the employees. CA will create an organizational culture within four weeks by communication, mentoring, modeling the new aCRM product project by allowing the employees to engage two way communication, decision making and two way feedback. CA will resolve its unclear objectives by clearly stating them in their employee handbook. Once a feasibility report is conducted and the return on investment (ROI), market ratios and profitability ratios are concluded, CA will proceed to forecasting, internal marketing and environmental scanning. Employee surveys as well as feedback surveys and employee questionnaire will be distributed. The employees, customers and stakeholders will be engaged throughout the product development and implementation. The senior management, change champion, financial officer and human resources departments will be responsible in gathering the research and reporting back to the CEO and board members. At that point information will be disseminated at all levels from the CEO and board through face to face meetings, employee internet, meetings, corporate magazine and other informational channels. Evaluate the Results The success of the current CRM and implementation of the new aCRM will be measured with ongoing forecasting and marketing-mix research. Since these approaches allow for prediction of future trends of customers and organizational buying behaviors it can also predict the possible increase of revenues and profits that a certain product might generate. Measures such as productivity increase, cost reduction and increase in revenues are more reliable metrics in measuring and evaluating the benefits of the CRM implementation. (University of Phoenix, 2008) Many benchmarking companies like PeopleSoft, according to Seget (2004), may fail in its first product CRM attempt. PeopleSoft adopted a PeopleSoft CRM that failed to deliver in terms of functionality for the end-user, the consumer. PeopleSoft developed another system called Peoplesoft8 that address the issues of functionality that their former system failed to deliver. Metrics such as productivity, increases in revenues were some of the measures used by PeopleSoft8. Like Classic Airlines they were facing criticisms of lack of functionality for their customers and had a problem with vendor, supplier and human resources staffing. They became successful in adopting a new â€Å"PeopleSoft 8 CRM† that focuses on employees, targeting customers, supplier relationships and vendor relationships. Seget (2004) agrees that the success of PeopleSoft 8 CRM (PS8) was due to the focus on human resources centric or –HR-centric. Functionality was also a major concern for PS until their adoption of the PS8-CRM. Although Classic Airlines’ new aCRM is not up and running, CA can learn from PS8 by acting quickly by fully integrating the PS8 CRM system and forming a business alliances and partnerships to maximize their aCRM efforts. PeopleSoft has been successful enough to use profits to acquire and merge with other companies and partners (Seget, 2004, p. 80). Other measures include SWOT analysis, gap analysis, and profitability index and churn rates to determine if the objective has been met. Evaluations and customer surveys must be ongoing to allow management to adjust and change their focus as customer behavior and trends change. Conclusion Classic Airlines like most industries are embarking on a fairly new concept, the CRM. Although CRM is a computer based software that provides integrated on demand information for customers, physicians, vendors and ther stakeholders, the system is only as useful if designed around the customer’s needs, wants and expectations. According to Seget (2004), the aCRM model uses analytical models and databases to integrate information that will enhance the customer desire for functionality as well as provide time sensitive information for prompt decision making by pharmacis ts, managers and others that rely on the CRM processes. While Classic Airlines is in its infancy, CEO Amanda Miller must present a project analysis and project feasibility before undertaking the new aCRM product development (Kerin, 2006). According to Kerin (2006) environment scanning and must be conducted not only on its customers but on its competitors as well. Marketing target segmentation, internal marketing, aCRM initiatives, customer surveys and customer audit all work together in reaching an overall business strategy, satisfying the needs of the customer. Classis needs to reduce costs, maximize ROI, match union pay with the industry and restructure the organization with a product-centric and customer-centric focus. Achieving US and globalization as a benchmarking organization stems from an aggressive and proactive marketing program that will operate through an updated CRM system and a future aCRM system that is designed to compensate future environmental changes and thus customer changing needs. An effective marketing program will benefit the customer and stakeholders by assessing the needs of the customer and satisfying those needs (Kerin, 2006, p. 5). Classic must remain competitive by promoting value for all vendors, supply chain and stakeholders. To measure the effectiveness of the aCRM project and current CRM and marketing program must use customer surveys, profitability index and customer audits to determine if the objectives of CRM and marketing strat4egies are being met. Measurements must be conducted on a continual basis to allow management to make adjustments and decisions to align the CRM with the business overall business strategies. References Alaska Airlines. (2008). Retrieved November 26, 2008 from the Web site: http://www. Alaskaair. com/ Band, J. (2003). The CRM Outlook: Maturing to the next level. Computer Wire. Retrieved November 9, 2008 from the University of Phoenix Library Business Insights Technology Web site: http://www. globalbusinessinsights. com. exproxy. |Global airlines face daunting challenges- more mergers and partnerships? (2008). Retrieved November 25,2008 from the University of | |Phoenix, Plunkett Research database. | |Kerin, R. A. , et. al. (2006). Marketing, 8e. Customer relationship and value through marketing. | |New York: McGraw- Hill. | |Klenke, M. , Reynolds, P. , Trickey, P. (2003). Leveraging Customer Relationships, 1e. Tactics to leverage customer relationship. Leyh | |Publishing Company. | Seget, S. (2004). The Pharmaceutical CRM Outlook. Optimizing returns from operational and analytical crm. Retrieved November 5, 2008 from the University of Phoenix Library Business Insights database. University of Phoenix. (2008). Automating a Support System. Retrieved November 16, 2008, from the University of Phoenix, resource, Simulation. MBA570-Sustainable Customer Relationships Course Web site. University of Phoenix. (2008). Classic Airlines, Scenario Two. Retrieved November 21, 2008, from the University of Phoenix, resource, Scenario. MBA570-Sustainable Customer Relationships Course Web site. Walt Disney. (2008). Retrieved November 26,2008 from the Website: http;//en. wikipedia. org/wiki/Walt Disney Table 1 Issues and Opportunities Identification | | | | | |Concept |Application of Concept in Scenario |Reference to Specific |Personal Experience at your| | |or Simulation |Course Concept Organization | | | |(Include citation) | | | | | | | |Classic Airlines has a lack of|To develop value added channels of |â€Å"Just as important is the communication |As a newly hired sheriff | |stakeholder alignment that |communication aligning key |between and within levels. Gone are the days |deputy, jail division I had| |will hinder their ability to |stakeholders under a common vision. |when departments could stand as silos, |grew so fast and the funds | |implement new products and |This is an opportunity to increase |isolated from the rest of the organization by |to run the new facility had| |services/solutions. |organizational comprehension and |impenetrable barriers. Intra-national and |ran over its budget. Rumors| | |employee involvement that results |international competition is now so fierce |were running rampant | | |in the garnering of trust and |that everyone (stakeholders) in the |throughout the organization| | |loyalty among stakeholders. |organization needs to collaborate closely on |that resulted in low | | | |solving organizational challenges and on |morale. The problem for the| | | |achieving agreed strategic objectives. † |Sheriff department was that| | | |(Wyatt,2008,para. 9) |they noticed a rise in | | | | |officer and inmate | | | | |conflicts. The officer’s | | | | |union began to disseminate | | | | |information via brochures, | | | | |newsletters and roll call | | | | |meetings. |Classic Airlines lacks |Classic Airlines has an opportunity|Classic Airlines can select a marketing |My company focuses on brand| |marketing mix and environment |to conduct a marketing mix to focus|strategy such as, best price, best service or |electronics and brand | |scanning strategies to |on the price, product, promotion |best product from conducting a marketing mix |appliances at the â€Å"best | |identify the internal and |and place. These are controllable |and environmental scanning. â€Å"Four elements in |price†. They also offer a | |external factors that will |factors. Environmental scanning are|a marketing program designed to satisfy |price match. Environmental | |meet customers changing needs |uncontrollable factors such as |customer needs are product, price, promotion, |scanning is conducted by | |and improve customer |social, economic, technological, |and place. Kerin,et. al,2006,para. 3) These five|physically going to each | |satisfaction. |competitive and regulatory factors |forces environmental)may serve as accelerators|competitor store and | | |that will impact CA’s overall |or brakes on marketing sometimes expanding or |retrieving information. | | |marketing strategies. |restricting. (Kerin,2006,p. 1) | | |Classic Airlines lacks |Classic Airlines has an opportunity|â€Å"If the objective is to increase customer |As a rehabilitation case | |measurable methods to |to develop and implemen t risk |loyalty, then measurement of churn rate |management, ongoing surveys| |determine if their aCRM, |analysis, gap analysis, and SWOT |(profitability index)and customer satisfaction|and targeted objectives and| |marketing segments, and |analysis and churn rate analysis |will be key in determining how well objectives|compares it to the achieved| |customer surveys to determine |and profitability index to |is being met†(Klenke,2003,para. ) |targets were completed by | |is their overall business |determine if the objectives of | |an automated computer case | |strategies are effective. |loyal customers focus are | |management program. | | |successful. | | | Table 2 Stakeholder Perspectives and Ethical Dilemmas | |Stakeholder Perspectives and Ethical Dilemmas | | | | | |Stakeholder Groups with Competing | | | |Values |The Interests, Rights, and |Course Concept | | |Values of Each Group | | |List: Group X | | | |versus Group Y | | | |CEO Amanda Miller and CFO Catherine|Inter ests include credibility on Wall Street, |â€Å"The American Marketing Association, representing | |Simpson vs. senior management team |stock prices and the media. Values remaining as a |marketing professionals, states that ‘marketing is an | | |viable competitor in the industry. Interests |organizational function and a set of processes for | | |include â€Å"operational excellence† and â€Å"driven by |creating, communicating, and delivering value to | | |numbers† Failing to look to the exchange and |customers and for managing customer relationships in | | |communications will not develop a marketing |ways that benefit the organization and its | | |program to include stakeholders and meet customer |stakeholders. †(Kerin,et. al,2006,p. 12 | | |needs. | |CMO Kevin Boyle, Senior VP of |Interests include the CRM program, â€Å"voice of the |The hallmark of developing and maintaining effective | |Customer Service Renee Epson Senior|customers† employee wage obligations, shareholders|customer relationships is today called relationship | |VP of General Counsel Ben Sutcliffe|and marketing and customer services functions. The|marketing, linking the organization to its individual | |and Senior VP of Human Resources |conflict is that there ne eds to be a decision |customers, employees, suppliers, and other partners for| |vs. CEO Miller and CFO Simpson |making process that includes all stakeholders. |their mutual long-term | | | |benefits. †(Kerin,et. al. ,2006,p. 5) | |Classic Airlines vs. Vendors, |Communities, media and competitors and other |â€Å"The process of (marketing) segmenting a market and | |Distributors, Suppliers, Contact |stakeholders expect that Classic Airlines |selecting specific segments as targets is the link | |Centers, Communities, Media, |management maintain accountability and social |between the various buyers' needs and the | |Competitors, Investors. |responsibility in the new product development via |organization's marketing | | |a market segmentation to meet customer needs. |program†(Kerin,2006,et. al,2006,p. | Table 3Analysis of Alternative Solutions[pic] Table 4 Risk Assessment and Mitigation |Risk Assessment and Mitigation | |Alternative |Risks and Probability |Consequence and Severity |Mitigation Techniques and Strategies | |Engaging stakeholders at all |Organizational resistance. |; Clash between middle management |Establish company culture that values | |levels of the new aCRM product |Increase costs |and employees. |employees a nd stakeholders. | |development. Delay in time projections |;Clash between different |Align marketing goals of aCRM with | | | |divisions. |overall business strategy. | | | | |Establish clear objectives, business | | | | |goals and mission statements. | |Business Alliance with Zurich |Organizational resistance. | ;Clash between external and |Establish company culture that values | |Airlines |Increase costs |internal teams |customers and products. | |Delay in time projections. |; Loss of skilled management and |Communicate, model and lead by example | | | |employees |from CEO, board and senior management. | | | |;Evaluation of team may result in |Establish clear objectives, business | | | |more costs to finance new aCRM |goals and mission statements. | | | |project. | | | | | | | | | | | |Environmental scanning and |Costly |;Research may find that current |Project scope and aCRM portfolio | |marketing-mix research and |Timely |aCRM product is not profitable. |Marketing-mix portfolio. | |profitability index, |More workforce | | | Table 5 Pros and Cons of Alternative Solutions |Alternative |Pros |Cons | |Engaging stakeholders in all levels of the new |Increase employee motivation and morale. Employees may feel over tasked vie new product,| |aCRM product development. |Increase productivity. |training new skills and training new hires. | | |Improve customer services |Increase resistance from some employees. | | | |Deliverables of goals require more time | |Develop business alliances with Zurich Airlines|Add to customer value and increase customer |Increase employee resistance. | |and form other partnerships to remain |benefits. |Time consuming. | |competitive. |Speed up production. Increase costs | | |May reduce overall cost |Organizational resistance | | | |Employees may see | | | |Jobs as being threatened | | | | | | | | | |Environmental scanning, marketing-mix research |May speed up production and implementation |Time consuming. | |and developing ongoing custome r audits, |Aid in developing an overall software synergy |Increase costs. | |profitability indexes to measure overall |fit. |Delay overall time projections. | |effectiveness of the aCRM. |Increase profitability ratios, and return on | | | |investment(ROI) ratios, | | Table 6 Optimal Solution Implementation Plan Action Item Deliverable |Timeline |Who is Responsible | |Initiate a CRM project feasibility, forecasting and | |CEO, Board of Directors and Senior | |marketing-mix before developing and implementing new|4 weeks |Management Team, Financial Manager | |CRM product. | | | | Align new aCRM product objectives with overall | 4 weeks |CEO, Board of Directors and Senior | |business objectives and provide update for current | |Management Team, Project Leadership Team| |CRM. | | |Analyze a profitability analysis, return on | 4 weeks |CEO, Board of Directors, Senior | |investments (ROI) and market ratios to determine | |Management, Marketing, research and | |competitors and competitors prices. | |development and financial manager. | |Adopt marketing-mix strategies that will retain | |CEO, Board of directors, senior team, | |customer loyalty and identify value added incentives|Ongoing |champion leaders, cross functional team | |and rewards for loyal customers. |leaders, employees and customers. | |Train, mentor and lead the employees in the adoption| |Senior management, human resource | |of the aCRM product development by providing them | |management, champion leaders, | |with the highly technical skills, self- paced |20 weeks |cross-functional team leaders and | |training, | |technical skilled leaders, | |e-performance evaluation. | | |Attention to increase funding and workforce addition| |Senior managers, cross-functional team | |to the product support, administrative support, call|24 weeks |leaders, technical skilled leaders, call| |centers, e-business websites for customers and other| |center leaders, information technology | |product development customer enha ncement support | |leaders and customer support leaders. | |systems. | | |Hiring new employees and training them with the | |Middle managers, team leaders, human | |needed KSA’s to provide excellent customer service. |24 weeks |resource manager and management team. | |Business alliances with Zurich Airlines and other | 48 weeks |CEO, Board of Directors and Senior | |business partners. | |Management Team, Financial Manager | |Conduct SWOT analysis, profitability index. | Quarterly/Annually |Team leaders and senior leaders. | Table 7 Evaluation of Results |End-State Goals |Metrics |Target | |Forecasting and marketing-mix will identify |Forecasting results from social economic and |Business customers and regular customers | |market synergies that will keep Classic |technical factors as well as market-mix results| | |Airlines a viable competitor and ahead in the |to identify trends and future trend of | | |CRM market industry. |consumers buying behaviors. | |Classic Airlines will adopt business |Using benchmarking examples from Microsoft, |Target is benchmarking and best practices CRM | |intelligence and align with business partners |PeopleSoft and other leading aCRM and eCRM |service providers. | |to enhance its new CRM product. |service providers, Classic will adopt the | | | |synergy fit for its CRM. | | |Classic Airlines will provide employees with |Providing skills assessments, skills training |Target is employees and stakeholders involve in| |the high technology skills to face a fast |and career advancement, Classic will retain and|customer relations and customer contact. | |changing technical environment. attract those with the technical skills to | | | |remain a viable contender in the CRM industry. | | |Classis Airlines will enhance the functionality|Providing internet and on line information so |Classic Airlines frequent flyer program, | |of the aCRM new product development by adopting|that feedback, information, and decision making|business customers, regular customers and | |personalized websites, target marketing via |can be conducted with more available |potential customers. | |e-business, customer email and other channels |information and time sensitive data. | |to market and sustain customer relations. | | | |Conduct SWOT analysis, profitability index and |Accomplished via multi-channeling, e-marketing,|All stakeholders | |customer surveys to measure the effectiveness |e-commerce and other web bases to measure and | | |of the CRM. |evaluate | | | |Customer loyalty retention. | |