Abortions Essay Example | Topics and Well Written Essays - 500 words

Abortions - Essay Example These views have been termed as â€Å"pro-life† and â€Å"pro-choice†. Those who are against the abortion believe that there is something needs to be done to preserve life. They believe that the government has a duty of preserving all human life (Pro-choice Action Network 1). This view is typically held by the mainstream churches such as the Roman Catholic Church. On the other hand, those who support abortion believe that a person has a right to their own productive means (Pro-choice Action Network 1). People not affiliated to mainstream churches usually hold this view. These have been described as pro-choice. These people believe that all choices must remain valid. The stands have generated a serious conflict on the issue of abortion. Such believe on the issue of abortion are rooted on science and religion. Therefore, any view tries to prove its stance on the issue of abortion. A reflection on abortion helps in understanding pro-choice and pro-life position. There is d ifferent postmodern worldview based on pro-choice position on the issue of abortion. These views have been in support of abortion and have come to be known as prochoice. The worldview has made it possible for abortion to be viewed as a simple thing. In fact, most of the people in favor of abortion believes that abortion is as easy as taking of pill.

Success Guide to CRM From Information Technology Perspective

Success Guide to CRM From Information Technology Perspective Abstract The research work is majorly classified into seven different sections. The first section deals with a brief description of CRM, its rise in the industry, its importance in the organizations and its evolution. The next section deals with Electronic Customer Relationship Management, which is the web-version of Customer Relationship Management deployable in organizations. It is a collection of work put together between various Front-end systems, Data-handling technologies and Back-end systems. All these put together form the backbone of Customer Relationship Management. Third section deals with the approaches to Customer Relationship Management. Customer Service,Campaign ManagementandSales Force Automation(SFA) are core of the CRM system and they are discussed in detail. Apart from which other modules such as Operational CRM, Analytical CRM is also presented with a brief description. Fourth section deals with the modules of Customer Relationship Management which needs to be taken into c onsideration for developing a CRM software solution. Primarily the modules of importance in most of the organizations such as Marketing module, Service module, Sales module, and Call center module are dealt with. Each of the modules is in turn covered in detail encompassing the finer divisions in individual module. Fifth section focuses on the types of Customer Relationship Management. Business-to-Business CRM, Business to -Consumer CRM and other CRM related application areas, technical functionality and support required are presented with. Additionally each section is illustrated in detail so that a future organization/individual can have a quick understanding of their requirements and adapt a one which meets their requirements. Sixth, seventh sections provide the list of software vendors, their existing products and how one can select a software as per the needs and requirements of the user. This piece of research work mainly focuses on enabling an individual to understand ones re quirements and facilitates the person in adopting a module which meets all the desired needs. 1. Introduction: Information Technology has made a huge impact on how a business operates; thereby it is being seen as an important area of commerce which needs to be tapped. Despite the large scale investments in trying to automate a business entity, many businesses have failed to attract customers. The factors such as time frame of response, understanding customer needs and new ways to attract customers are making it difficult for the businesses to cope up with. Customers pose a key role in success of an e-business and it has called for extensive research in understanding the key areas of Customer Relationship Management (CRM) in the field of Information technology. Customer Relationship Management from the Information Technology perspective is called as Electronic Customer Relationship Management (ECRM). 1.1 What is CRM? In todays market trend, customers are more educated, better informed, more technology aware and hence demanding more in the service they buy. So, the task becomes more challenging for business managers in attracting the profitable customers. Hence, small as well as big Information technology companies are working hard for maintaining good customer relationships and reaching customer satisfaction. To improve business strategy and plans, firstly, companies need to emphasis more on customers needs and behaviors in order to develop stronger customer relationships. The very first approach comes in this methodology is CRM. CRM stands for the customer relationship management. It is the process or methodology used to interact with customers, which will help bring together lots of information about customers, sales, marketing effectiveness, and customer responses and market trends. It helps businesses use available technology and resources to gain behavior and value of the customer. It broadl y covers concepts used by companies to manage their customer relationships very effectively by capturing, storing and analyzing customer information. For example by having such database created with customers need, matching customer needs and product plans and offerings, knowing what other products customer had purchased, etc. can improve product quality, indirectly improving customer relationships. Thus, CRM is the one of the important aspect in the business industries. (Eric Williams 2006) 1.2 Evolution of CRM CRM must start with an industry business strategy, which will offer positive changes in organization and work processes, which are then enabled by Information technology. In 1960s, academic researchers found that the 4Ps marketing framework i.e. product, price, place and promotion was less valuable than ongoing business relationships. By 1980s, marketing teams used to describe his new focus on understanding customer segment and achieving high customer satisfaction. In 1990s, CRM became the umbrella term; computer systems were deployed to support sales and service processes. By late 1990s, the real impact of these systems was outside the corporate world. Explosive growth in the internet usage broadened the concept as e-CRM to manage online customers. Now, multi-channel systems are available to support direct, internet and partner channels to allow user to use whatever mode of communication, they pleased. (Digital Publishing Solutions May 2007) These systems could typically answer many of the questions such as: How can oneself improve sales activities to have better idea of business improvement. How one can improve capability for leading the generation, account management and opportunities. How to make meaningful decisions on measuring the results from marketing campaign. How to resolve customer service troubles, make queue time shorter, make customer happy by offerings. All in all, how one can improve customer relationship. To answer these questions, CRM was developed to provide best operating practices in sales, marketing and customer services. This is where, companies started using CRM to store customer history, real time activities accumulation, which each department could bring up a record and see all customer interactions. 1.3 Why is CRM important? Everyone faces with the products and services at every single turn. But in realty, many of the product and service providers do actually not know the persons those using them. Major corporations failed to realize that it is the customer who is their biggest ally. Several millions of dollars are lost yearly because they failed to make profit, beat their competitors and stay ahead in this race. They wasted their money in marketing and endeavoring to gain the customers. They all are prone to make same mistake at some point of time. The main reason behind this failure was the attitude of companies towards their customers. The customer is the real king, who makes decision on failure and success of any service or product company. Many of the companies are not open to customers suggestions and more often that they do not provide the customer with a proper avenue and expel their ideas. This often leads to customers unhappiness and eventually their loss. Here comes the real need of the CRM. ( Rick Cook, 2008) CRM take into consideration the customers need and behavior towards services and products provided by companies. Companies can define their business strategy that primarily focuses on the customer, their ideas and suggestions. Benefits of CRM are listed below as business perspective: Increased sales through better timing by analyzing needs based on historic databases. Identifying improvement areas by understanding specific customer requirements. Increasing business, by highlighting and suggesting alternatives or enhancements. Identifying profit making customers. Better marketing of products. Enhanced customer satisfaction and retention. Enhanced customer loyalty. Improved quality communication and networking. Increased overall efficiency with reduction of total cost of sales. Better stand against global competition. Once business starts to look after existing customers effectively, effort can be made to gain new customer thus expanding market value. 2. Electronic Customer Relationship Management: Electronic Customer Relationship Management (ECRM) is the current trend with most business organizations be it small or large. The companies are hesitant in using the traditional strategies for running its businesses. The customers are treated as the most important part of the implementing a business strategy. That is the reason why ECRM has gained a lot of importance in the past decade. Romano (2001) defined ECRM as, â€Å"ECRM is concerned with attracting and keeping economically valuable customers and eliminating less profitable ones†. This aspect of the CRM which deals with the customers over its online business portals helps to identify the key customers and by spending more resources on them to make the business run better. The solutions offered to these businesses are of wide range and they are often sold as a package at very high prices. The nature of a business plays a vital role as adopting these CRM packages is not only waste of money but also huge waste of time. This could even lead to loosing customer base which are absolutely essential for running business. It is highly important to retain customers for a business as a recent study by McKinsey Co. revealed that if there is gain of 10% repeat customers then it will add about a profit of 10% to the company (Sims, 2000). It is highly obvious that a successful business should try and retain customers even though it is at a cost of their own terms. It is important to understand the three requirements that a CRM must address to be successful from IT point of view. 2.1 Front-end Systems In 2.1 shown below, the front-end systems constitute the key aspects of the business such as sales force market automation, customer service automation and application software. In case of online business or retailer, sales force and market automation is totally dependent on how the website looks and what features does it provide in order to attract and retain customers. Tracking all the customers and identify the potential customers will help the managers to take important decisions and capture the market. Customer service automation is a must as it the only place for a customer to reach out if they need any help. It includes setting up of call centers, communication technology infrastructure and websites. As these represent the face of a business it is important to automate these technologies. (Boon et al. 2002) 2.2 Data-Handling technologies The number of customers who shop increase day by day and it is impossible to keep track of them. As a result it has become obvious that one has to employ software tools which can manage the customer information and also be able to provide a proper links between them to help serve the customers. The techniques of data warehousing, data mining and knowledge management helps by making the CRM a better choice. In 2.1 below, the important modules which are part of data-handling technologies are shown. Data warehousing manages the companys data which is stored on a backend system and maintains the records regarding the data such as extracting, loading data in the repository and also managing the metadata. Data warehouses consists of business intelligent tools, tools to retrieve and manage data. Alex (2000) defines Data mining as a tool that automates the detection of relevant patterns within a database. The term explains how much a tool like this would help a business prosper; it gives the business, time to focus on the long term customers of the company and address various other issues. It helps in building strategy close to how the patterns reflect. Knowledge management uses the data warehouse and works as an intelligence tool by trying to establish new links within the data. For example, if a person searches for an item and if it is not found on the database then a tool like this could help the business by recording the information and possibly the customer. This improves the ef ficiency of business and customer satisfaction. These technologies are evidently a mark of the high standards a business can establish in order to survive their competitors within the global market (Compton, 2004). 2.3 Back-end Systems It is the backbone of the business without which everything else goes in utter vain. The data integrity is often considered a major player in getting all the acts together i.e. by bringing together the front-end systems and data handling technologies. It is important to integrate technologies into CRM as it forms a good strategy to work along with all the applications within the system. (Boon et al. 2002) The hierarchy present at the back-end systems as shown in 2.1 depicts the non-sales departments such as application software, enterprise wide applications, and ERP and supply chain management. In first stage, organization starts to analyze the Information systems available in place to suit their needs. The application software is deployed across the platforms they feel necessary and then it is important to establish a link between these applications which are called Enterprise Wide Applications (EWA). These help in interchanging the data between the application software and the systems. This could help the business establish all important background work as it highly important to maintain synergy between them and also update them whenever necessary to increase the speed with which they work. ERP forms the next stage of hierarchy wherein it integrates the EWA with the supply chain management which is a part of the front end and also data handling technologies. (Boon et al. 2002) The technology is considered to be the key player for any organizational success as it can be seen from the above literature. ‘IT infrastructure generally has been described as a set of IT services, including communications management, standard management, security, IT education, service management, application management, data management and IT research and development (Hwang et. al., 2002). ECRM is in short, the customer relationship management which is implemented electronically across the organizations. As CRM is mostly implemented as web based applications, the systems mentioned above play a crucial role in the management of CRM from small and medium businesses to very large scale organizations. Proceeding further, we will see various approaches in the implementation of CRM or ECRM. 3) Approaches to CRM: There are different approaches to CRM implementation and it is presented in different packages focusing on different aspects. In generalCustomer Service,Sales Force Automation (SFA) and Campaign Management are considered as core aspects of the CRM system. Customer service: Customer service is the provision for the customers before, during and after the purchase. â€Å"Customer service is a series of activities designed to enhance the level of customer satisfaction that is, the feeling that a product or service has met the customer expectation. (Jamier L. Scott. 2006). Its importance depends on the product, industry and customer. Customer service provided by a person or by automated mean as self-service (for example, Internet service). In bookRules are to break and Laws are to Follow, Don Peppers and Martha Rogers, Ph.D. wrote that customers have memories. They will remember you, whether you remember them or not. Further, customer trust can be destroyed at once by a major service problem, or it can be undermined one day at a time, with a thousand small demonstrations of incompetence.† From the point of organization view, customer service plays important role in generation of income and revenue. From this perspective, customer service must be included as part of the overall approach to the systematic improvement. Campaign management: It may happen that company may not always require all the details pertaining to particular customers history. In such cases to avoid large sending of data and insecurity, many of the organizations prefer campaign management. Enterprise campaign management solutions allow customer to provide centralized databases to send one or multiple dialers. Rather than sending down all the record, part of the record will be send as and when required. This simplifies the management of the complex dialing campaigns. Sales Force Automation: These are the information systems, which automatically records all the stages in a sale process. Such systems keep track of the all contacts that has been made with the customer, purpose of the contact, and any follow up that might be required. This ensures that sales efforts will not be duplicated, reducing the business risks. It also lists potential customers of related products. It might happen that different department may contact same customer number of times for same purpose. To avoid such a risk, SFA must be fully integrated in all the departments that deal with customer service management. 3.1 Various approaches of CRM: Operational CRM Analytical CRM Sales Intelligence CRM Campaign management Collaborative CRM Consumer Relationship CRM (White PaperonArchitecture for CRM approachesin Financial Services) Operational CRM: Operational CRM provides support for front end business processes, which includes sales, marketing and services. Interactions with customers are generally stored in customers database history and company staff can retrieve information as and when required. So, the need for direct contact with customer for his requirement details will be eliminated and reaching to the customer at right time and right place will be more preferable. Operational CRM processes customers data for various purposes such as managing campaign, marketing automation, sales force automation, sales management system, etc. Few of the benefits of the operational CRM systems are as follows: It delivers personalized and effective sales, marketing and service through multiple channels. Enable 360 degree view of the customers details while interacting with them. Sales or service department can easily access history of the all customers interaction, without referring directly to customer. In sales source automation, company can automate their critical sales and sales force management tasks. Few of the examples include account management, contact management, forecasting, and sales administration keeping track of customer preferences as well as performance management. (Effective CRM Consulting 2009) In customer service and support, many companies automate some service requests, complaints, product returns and information requests. Key infrastructure requirements of CSS include volume processing capability and reliability, multiple channels support such as web, phone/fax, face-to-face, etc. In case of the Marketing Automation, information regarding business environment, industry trends macro-environment variables is stored. And then business strategy is defined. Predictive business model is defined. Analytical CRM: Analytical CRM includes the process of understanding the behaviors of customers, analyzing this data for marketing effectiveness and planning strategies of cross-selling, up-selling, etc. The process of analytical CRM starts with analyzing the customer profiles by targeting various categories of customers and evaluating their responses. These responses can be tracked using customer complaints or through transactional data or by direct customer contacts through satisfaction survey. This data of attitudinal and behavioral responses of customers is input for the next process which is nothing but customer behavior modeling. This includes building of predictive models according to the analysis data for various set of customers. The customer behavioral modeling helps to understand the homogenous customer segments. Also the methods like association discovery which is nothing but understanding the associations between the customer needs. Here only Operational CRM and Analytical CRM are discussed as they are different from the other approaches. The other approaches of CRM namely, Sales CRM, Campaign management, Consumer relationship CRM explanations are not furnished here as they are presented in very much details in the subsequent section, modules of CRM. 4) Modules of CRM: The key functionality of a CRM solution can be studied under 4 basic modules. They are Marketing, Service, Sales and Call centre. All these modules are Collaborative, Analytical and Operational. 4.1 Marketing Module The marketing module ofCRMcomprises of functionalities regarding short term execution of marketing related activities and long term planning within the company. It also helps in activities like planning, Campaign Management and lead management. Marketing module enables different communication channels to run marketing campaigns by the company, which targets potential buyers in using a product or a group of products as a message. One positive way to increase marketing effectiveness is to get better the way leads are captured and acted on. The old method is when an investigation is presented to the organizations web site; an email is generated and delivered to the department of marketing. Novel way is, a new prospect record is automatically formed in the master database which presents the lead source and campaign, assigns it to a sales representative, and emails the prospect with information or instructions scores the lead. Leads can be allocated upon product curiosity, region, or any additional defined criteria. Automated processing is defined by quicker routing and the facility to scrutinize the lead progress on a real time basis as leads are qualified and converted. The whole lot is processed and followed up in the CRM database, but more importantly such types of workflow improvements effects in greater conversion rates. (Kevin M. Turner, 2007) CRM marketing tools afford the infrastructure to prop up a huge variety of lead generation strategies which may be by email marketing, through advertising, direct mail, or trade shows. CRM also facilitates the marketer with metrics which validate financial plans and establishes the worth of marketing to management and sales. Target Marketing: Attaining the correct message at the correct time from the right people is vital. Wish to aim only the decision makers those with a practical role of engineering for technical illustration at trade fare? In order to win over, organizations need to elevate consciousness among their most accessible objectives, at the appropriate time with less cost and endeavor. CRM enables an institute to manipulate the valuable knowledge captured through accessible customer relations. As CRM is in place as infrastructure, setting up and maintaining an effective route for getting customer support CRM and sales customers to enter required knowledge into the database is simple. Have a glance at marketing, the sales and support business processes and workflows, and then categorize communication and marketing opportunities. Mixed with a focus on marketing targets and tactics, now have a map to yield the value in CRM by target marketing. (Kevin M. Turner, 2007) Campaign Management and Effectiveness Tracking: The CRM solutions have incorporated marketing tools to support complete campaign management to conduct the webinars, the marketing campaigns, seminars, trainings, events etc. Choose targets, give invitations, obtain registrations through the web, deliver automated replies and reminders, create attendee lists, and carry out satisfaction surveys. Each detail, offline and online, may be watched, measured, and administered as part of the operation. Every movement that has been made with each of the individual analysis and clientele is captured. Outcome is radically improved marketing administration effectiveness and efficiency, along with a current, shared, and a complete picture of every touch which is made with each client and viewpoint. Icing on the cake is that marketers can obtain benefit of the data obtained to observe real-time campaign metrics, and gauge the efficacy of individual campaigns by kind, time period or medium. Email Marketing and Communications: Email marketing plan is the core of marketing success today. Email marketing is timely, cheap, and when done exactly, effectual. Along with CRM, the sales and customer support staff capture and update email addresses in the main CRM repository during their usual tasks. Its vital to confine and keep up an updated email database of clientele and scenarios. Modules of CRM have complete email marketing facilities built in. A lot of of them do have the capability to send batch emails and trace the reads. However there is a big market of well-known on demand email marketing attributes which â€Å"plug in† to CRM functionality and offer considerably better features to make generating professional email interactions better and perk up the deliverability. In addition, email programs also help to tackle the intricacies of government regulations, tracing, and delivering. If used jointly with CRM, it will have a totally fledged email marketing solution which is professional, acquiescent and effectual. (Kevin M. Turner, 2007) Marketing Administration: CRM can supervise marketing administration activities, which in numerous cases are time intense, not possible, and pricey to administer devoid of automation. Newsletter List Management: Saving and continuing supporting the lists of subscribers for alerts and newsletters may be a full time activity, but the task may be automated by combining a web page to the CRM repository where lists are followed up. The integration allows the subscriber to check current preferences, modify and append to their subscriptions, the login, and authenticates requests and one can send the customer an email to corroborate and thank them. (Kevin M. Turner, 2007) Literature Fulfillment: CRM modules can track supplies and rearrange points and direct orders for dispensation. Moreover, the user wants the ability to follow up fulfillment requests and check their order records. In few cases, literature fulfillment requests are required to come from associates, prospects, or clients via web site, all of which can be contained. Event Management: Events managing require lots of dexterity. A site must be booked, salespersons contracted, presenters scheduled, fund-raisers signed, broadcasts sent, registrations noted, fee processed, and of course the affair must be held. By making the most of CRM for event management, marketing department can with no trouble and efficiently carry out far more events, whilst building a record of sources concerned that may be required in the prospect. Customer Surveys: CRM systems can carry survey administration and consecutively can get better end results for both the corporation and the consumer. Survey invitations may be sent by email from the CRM system, provoking the member to click on a link which guides them to a web survey on organization site. The email address or an approved identifier rooted in the link can combine the study to the members details in the CRM record, where it can get details and also reported about. The CRM workflow may also send announcements as soon as a survey is received. (Kevin M. Turner, 2007) 4.2 Service Module The service module of CRM focuses on how effectively the system is managing customer service which is either planned or unplanned. It helps in activities like Service Contract Management, Service Order Management, and Planned Services management, Installed Base (Equipment) Management, Warranty Management, Service Level Agreement Management, Scheduling, Resource Planning and Knowledge Management. Service contract management: Maintain a variety of service contracts, including labor contracts, standard parts and usage-based contracts. Administer service contracts, manage service-level agreements, automatically verify entitlement, and alert agents when a customers contract is about to expire. Claim and warranty management: Synchronize with third-party logistic providers to avoid unnecessary goodwill allowances and ensure timely customer credits. Handle the entire warranty and claims process, from RMA (return merchandise authorization) to receipt and inspection. Maintenance and Installation: Minimize downtime with planned protection service. Predict impact of new product installation for accurate and fast service. Track customers installed base of products and their pattern with graphical hierarchical demonstration. Customer support and service: Access data on the service histories, the service entitlements and contracts, the installed base, service levels, and the warranties by an easy-to-use communication center screen (SAP Customer Relationship Management on Environment 2006) 4.3 Sales Module This Module ofCRM Solutionsfocuses mainly on the sales team of the company to execute the pre-sales process and manage, making it more organized. The sales teams in most companies are responsible for capturing customer interaction, capturing any leads or opportunities, the CRM helps them to process this data and monitor it in the future. This helps in organizing all relevant data captured and received for a deal to be put into one place, it could hold data as expected budget, prospective customers, total spending, key players, important dates, products interested in and expected closing dates of a deal. Each of these can be stand only applications depending on organizational need. It is important that the right software is selected at the right time and more importantly implemented correctly for any CRM to be effective. Important key sales procedures includes Sales forecasting and planning: Anticipated sales volume over time and provide a total picture of predictable revenue. Augments the precision of sales forecasts and demand plans. Increase performance with coordinated planning and implementation of sales actions across all channels. Territory management: Gets better resource utilization with apparent visibility into accessibility and assignments. Consign the right sources at the correct time in the exact locations to optimize team performance. Maximize distribution of sales sources and account reporting across clearly defined areas. Accounts and contacts management: Present a single, inclusive view of all data required to supervise sales accounts. Capture, monitor and track all vital information about prospects, customers, and partners. Access key contacts, detailed customer profiles, critical relationships, critical relationships, and the position of all recent communications from any place and at any time. Activity management: Seamlessly synchronize e-mail, calendar entries, contacts, and tasks with important groupware solutions. Handle customer visits, account profiles and activity-driven sales activities. Focus on the combined energy of sales team events to proven to promote money-making b Success Guide to CRM From Information Technology Perspective Success Guide to CRM From Information Technology Perspective Abstract The research work is majorly classified into seven different sections. The first section deals with a brief description of CRM, its rise in the industry, its importance in the organizations and its evolution. The next section deals with Electronic Customer Relationship Management, which is the web-version of Customer Relationship Management deployable in organizations. It is a collection of work put together between various Front-end systems, Data-handling technologies and Back-end systems. All these put together form the backbone of Customer Relationship Management. Third section deals with the approaches to Customer Relationship Management. Customer Service,Campaign ManagementandSales Force Automation(SFA) are core of the CRM system and they are discussed in detail. Apart from which other modules such as Operational CRM, Analytical CRM is also presented with a brief description. Fourth section deals with the modules of Customer Relationship Management which needs to be taken into c onsideration for developing a CRM software solution. Primarily the modules of importance in most of the organizations such as Marketing module, Service module, Sales module, and Call center module are dealt with. Each of the modules is in turn covered in detail encompassing the finer divisions in individual module. Fifth section focuses on the types of Customer Relationship Management. Business-to-Business CRM, Business to -Consumer CRM and other CRM related application areas, technical functionality and support required are presented with. Additionally each section is illustrated in detail so that a future organization/individual can have a quick understanding of their requirements and adapt a one which meets their requirements. Sixth, seventh sections provide the list of software vendors, their existing products and how one can select a software as per the needs and requirements of the user. This piece of research work mainly focuses on enabling an individual to understand ones re quirements and facilitates the person in adopting a module which meets all the desired needs. 1. Introduction: Information Technology has made a huge impact on how a business operates; thereby it is being seen as an important area of commerce which needs to be tapped. Despite the large scale investments in trying to automate a business entity, many businesses have failed to attract customers. The factors such as time frame of response, understanding customer needs and new ways to attract customers are making it difficult for the businesses to cope up with. Customers pose a key role in success of an e-business and it has called for extensive research in understanding the key areas of Customer Relationship Management (CRM) in the field of Information technology. Customer Relationship Management from the Information Technology perspective is called as Electronic Customer Relationship Management (ECRM). 1.1 What is CRM? In todays market trend, customers are more educated, better informed, more technology aware and hence demanding more in the service they buy. So, the task becomes more challenging for business managers in attracting the profitable customers. Hence, small as well as big Information technology companies are working hard for maintaining good customer relationships and reaching customer satisfaction. To improve business strategy and plans, firstly, companies need to emphasis more on customers needs and behaviors in order to develop stronger customer relationships. The very first approach comes in this methodology is CRM. CRM stands for the customer relationship management. It is the process or methodology used to interact with customers, which will help bring together lots of information about customers, sales, marketing effectiveness, and customer responses and market trends. It helps businesses use available technology and resources to gain behavior and value of the customer. It broadl y covers concepts used by companies to manage their customer relationships very effectively by capturing, storing and analyzing customer information. For example by having such database created with customers need, matching customer needs and product plans and offerings, knowing what other products customer had purchased, etc. can improve product quality, indirectly improving customer relationships. Thus, CRM is the one of the important aspect in the business industries. (Eric Williams 2006) 1.2 Evolution of CRM CRM must start with an industry business strategy, which will offer positive changes in organization and work processes, which are then enabled by Information technology. In 1960s, academic researchers found that the 4Ps marketing framework i.e. product, price, place and promotion was less valuable than ongoing business relationships. By 1980s, marketing teams used to describe his new focus on understanding customer segment and achieving high customer satisfaction. In 1990s, CRM became the umbrella term; computer systems were deployed to support sales and service processes. By late 1990s, the real impact of these systems was outside the corporate world. Explosive growth in the internet usage broadened the concept as e-CRM to manage online customers. Now, multi-channel systems are available to support direct, internet and partner channels to allow user to use whatever mode of communication, they pleased. (Digital Publishing Solutions May 2007) These systems could typically answer many of the questions such as: How can oneself improve sales activities to have better idea of business improvement. How one can improve capability for leading the generation, account management and opportunities. How to make meaningful decisions on measuring the results from marketing campaign. How to resolve customer service troubles, make queue time shorter, make customer happy by offerings. All in all, how one can improve customer relationship. To answer these questions, CRM was developed to provide best operating practices in sales, marketing and customer services. This is where, companies started using CRM to store customer history, real time activities accumulation, which each department could bring up a record and see all customer interactions. 1.3 Why is CRM important? Everyone faces with the products and services at every single turn. But in realty, many of the product and service providers do actually not know the persons those using them. Major corporations failed to realize that it is the customer who is their biggest ally. Several millions of dollars are lost yearly because they failed to make profit, beat their competitors and stay ahead in this race. They wasted their money in marketing and endeavoring to gain the customers. They all are prone to make same mistake at some point of time. The main reason behind this failure was the attitude of companies towards their customers. The customer is the real king, who makes decision on failure and success of any service or product company. Many of the companies are not open to customers suggestions and more often that they do not provide the customer with a proper avenue and expel their ideas. This often leads to customers unhappiness and eventually their loss. Here comes the real need of the CRM. ( Rick Cook, 2008) CRM take into consideration the customers need and behavior towards services and products provided by companies. Companies can define their business strategy that primarily focuses on the customer, their ideas and suggestions. Benefits of CRM are listed below as business perspective: Increased sales through better timing by analyzing needs based on historic databases. Identifying improvement areas by understanding specific customer requirements. Increasing business, by highlighting and suggesting alternatives or enhancements. Identifying profit making customers. Better marketing of products. Enhanced customer satisfaction and retention. Enhanced customer loyalty. Improved quality communication and networking. Increased overall efficiency with reduction of total cost of sales. Better stand against global competition. Once business starts to look after existing customers effectively, effort can be made to gain new customer thus expanding market value. 2. Electronic Customer Relationship Management: Electronic Customer Relationship Management (ECRM) is the current trend with most business organizations be it small or large. The companies are hesitant in using the traditional strategies for running its businesses. The customers are treated as the most important part of the implementing a business strategy. That is the reason why ECRM has gained a lot of importance in the past decade. Romano (2001) defined ECRM as, â€Å"ECRM is concerned with attracting and keeping economically valuable customers and eliminating less profitable ones†. This aspect of the CRM which deals with the customers over its online business portals helps to identify the key customers and by spending more resources on them to make the business run better. The solutions offered to these businesses are of wide range and they are often sold as a package at very high prices. The nature of a business plays a vital role as adopting these CRM packages is not only waste of money but also huge waste of time. This could even lead to loosing customer base which are absolutely essential for running business. It is highly important to retain customers for a business as a recent study by McKinsey Co. revealed that if there is gain of 10% repeat customers then it will add about a profit of 10% to the company (Sims, 2000). It is highly obvious that a successful business should try and retain customers even though it is at a cost of their own terms. It is important to understand the three requirements that a CRM must address to be successful from IT point of view. 2.1 Front-end Systems In 2.1 shown below, the front-end systems constitute the key aspects of the business such as sales force market automation, customer service automation and application software. In case of online business or retailer, sales force and market automation is totally dependent on how the website looks and what features does it provide in order to attract and retain customers. Tracking all the customers and identify the potential customers will help the managers to take important decisions and capture the market. Customer service automation is a must as it the only place for a customer to reach out if they need any help. It includes setting up of call centers, communication technology infrastructure and websites. As these represent the face of a business it is important to automate these technologies. (Boon et al. 2002) 2.2 Data-Handling technologies The number of customers who shop increase day by day and it is impossible to keep track of them. As a result it has become obvious that one has to employ software tools which can manage the customer information and also be able to provide a proper links between them to help serve the customers. The techniques of data warehousing, data mining and knowledge management helps by making the CRM a better choice. In 2.1 below, the important modules which are part of data-handling technologies are shown. Data warehousing manages the companys data which is stored on a backend system and maintains the records regarding the data such as extracting, loading data in the repository and also managing the metadata. Data warehouses consists of business intelligent tools, tools to retrieve and manage data. Alex (2000) defines Data mining as a tool that automates the detection of relevant patterns within a database. The term explains how much a tool like this would help a business prosper; it gives the business, time to focus on the long term customers of the company and address various other issues. It helps in building strategy close to how the patterns reflect. Knowledge management uses the data warehouse and works as an intelligence tool by trying to establish new links within the data. For example, if a person searches for an item and if it is not found on the database then a tool like this could help the business by recording the information and possibly the customer. This improves the ef ficiency of business and customer satisfaction. These technologies are evidently a mark of the high standards a business can establish in order to survive their competitors within the global market (Compton, 2004). 2.3 Back-end Systems It is the backbone of the business without which everything else goes in utter vain. The data integrity is often considered a major player in getting all the acts together i.e. by bringing together the front-end systems and data handling technologies. It is important to integrate technologies into CRM as it forms a good strategy to work along with all the applications within the system. (Boon et al. 2002) The hierarchy present at the back-end systems as shown in 2.1 depicts the non-sales departments such as application software, enterprise wide applications, and ERP and supply chain management. In first stage, organization starts to analyze the Information systems available in place to suit their needs. The application software is deployed across the platforms they feel necessary and then it is important to establish a link between these applications which are called Enterprise Wide Applications (EWA). These help in interchanging the data between the application software and the systems. This could help the business establish all important background work as it highly important to maintain synergy between them and also update them whenever necessary to increase the speed with which they work. ERP forms the next stage of hierarchy wherein it integrates the EWA with the supply chain management which is a part of the front end and also data handling technologies. (Boon et al. 2002) The technology is considered to be the key player for any organizational success as it can be seen from the above literature. ‘IT infrastructure generally has been described as a set of IT services, including communications management, standard management, security, IT education, service management, application management, data management and IT research and development (Hwang et. al., 2002). ECRM is in short, the customer relationship management which is implemented electronically across the organizations. As CRM is mostly implemented as web based applications, the systems mentioned above play a crucial role in the management of CRM from small and medium businesses to very large scale organizations. Proceeding further, we will see various approaches in the implementation of CRM or ECRM. 3) Approaches to CRM: There are different approaches to CRM implementation and it is presented in different packages focusing on different aspects. In generalCustomer Service,Sales Force Automation (SFA) and Campaign Management are considered as core aspects of the CRM system. Customer service: Customer service is the provision for the customers before, during and after the purchase. â€Å"Customer service is a series of activities designed to enhance the level of customer satisfaction that is, the feeling that a product or service has met the customer expectation. (Jamier L. Scott. 2006). Its importance depends on the product, industry and customer. Customer service provided by a person or by automated mean as self-service (for example, Internet service). In bookRules are to break and Laws are to Follow, Don Peppers and Martha Rogers, Ph.D. wrote that customers have memories. They will remember you, whether you remember them or not. Further, customer trust can be destroyed at once by a major service problem, or it can be undermined one day at a time, with a thousand small demonstrations of incompetence.† From the point of organization view, customer service plays important role in generation of income and revenue. From this perspective, customer service must be included as part of the overall approach to the systematic improvement. Campaign management: It may happen that company may not always require all the details pertaining to particular customers history. In such cases to avoid large sending of data and insecurity, many of the organizations prefer campaign management. Enterprise campaign management solutions allow customer to provide centralized databases to send one or multiple dialers. Rather than sending down all the record, part of the record will be send as and when required. This simplifies the management of the complex dialing campaigns. Sales Force Automation: These are the information systems, which automatically records all the stages in a sale process. Such systems keep track of the all contacts that has been made with the customer, purpose of the contact, and any follow up that might be required. This ensures that sales efforts will not be duplicated, reducing the business risks. It also lists potential customers of related products. It might happen that different department may contact same customer number of times for same purpose. To avoid such a risk, SFA must be fully integrated in all the departments that deal with customer service management. 3.1 Various approaches of CRM: Operational CRM Analytical CRM Sales Intelligence CRM Campaign management Collaborative CRM Consumer Relationship CRM (White PaperonArchitecture for CRM approachesin Financial Services) Operational CRM: Operational CRM provides support for front end business processes, which includes sales, marketing and services. Interactions with customers are generally stored in customers database history and company staff can retrieve information as and when required. So, the need for direct contact with customer for his requirement details will be eliminated and reaching to the customer at right time and right place will be more preferable. Operational CRM processes customers data for various purposes such as managing campaign, marketing automation, sales force automation, sales management system, etc. Few of the benefits of the operational CRM systems are as follows: It delivers personalized and effective sales, marketing and service through multiple channels. Enable 360 degree view of the customers details while interacting with them. Sales or service department can easily access history of the all customers interaction, without referring directly to customer. In sales source automation, company can automate their critical sales and sales force management tasks. Few of the examples include account management, contact management, forecasting, and sales administration keeping track of customer preferences as well as performance management. (Effective CRM Consulting 2009) In customer service and support, many companies automate some service requests, complaints, product returns and information requests. Key infrastructure requirements of CSS include volume processing capability and reliability, multiple channels support such as web, phone/fax, face-to-face, etc. In case of the Marketing Automation, information regarding business environment, industry trends macro-environment variables is stored. And then business strategy is defined. Predictive business model is defined. Analytical CRM: Analytical CRM includes the process of understanding the behaviors of customers, analyzing this data for marketing effectiveness and planning strategies of cross-selling, up-selling, etc. The process of analytical CRM starts with analyzing the customer profiles by targeting various categories of customers and evaluating their responses. These responses can be tracked using customer complaints or through transactional data or by direct customer contacts through satisfaction survey. This data of attitudinal and behavioral responses of customers is input for the next process which is nothing but customer behavior modeling. This includes building of predictive models according to the analysis data for various set of customers. The customer behavioral modeling helps to understand the homogenous customer segments. Also the methods like association discovery which is nothing but understanding the associations between the customer needs. Here only Operational CRM and Analytical CRM are discussed as they are different from the other approaches. The other approaches of CRM namely, Sales CRM, Campaign management, Consumer relationship CRM explanations are not furnished here as they are presented in very much details in the subsequent section, modules of CRM. 4) Modules of CRM: The key functionality of a CRM solution can be studied under 4 basic modules. They are Marketing, Service, Sales and Call centre. All these modules are Collaborative, Analytical and Operational. 4.1 Marketing Module The marketing module ofCRMcomprises of functionalities regarding short term execution of marketing related activities and long term planning within the company. It also helps in activities like planning, Campaign Management and lead management. Marketing module enables different communication channels to run marketing campaigns by the company, which targets potential buyers in using a product or a group of products as a message. One positive way to increase marketing effectiveness is to get better the way leads are captured and acted on. The old method is when an investigation is presented to the organizations web site; an email is generated and delivered to the department of marketing. Novel way is, a new prospect record is automatically formed in the master database which presents the lead source and campaign, assigns it to a sales representative, and emails the prospect with information or instructions scores the lead. Leads can be allocated upon product curiosity, region, or any additional defined criteria. Automated processing is defined by quicker routing and the facility to scrutinize the lead progress on a real time basis as leads are qualified and converted. The whole lot is processed and followed up in the CRM database, but more importantly such types of workflow improvements effects in greater conversion rates. (Kevin M. Turner, 2007) CRM marketing tools afford the infrastructure to prop up a huge variety of lead generation strategies which may be by email marketing, through advertising, direct mail, or trade shows. CRM also facilitates the marketer with metrics which validate financial plans and establishes the worth of marketing to management and sales. Target Marketing: Attaining the correct message at the correct time from the right people is vital. Wish to aim only the decision makers those with a practical role of engineering for technical illustration at trade fare? In order to win over, organizations need to elevate consciousness among their most accessible objectives, at the appropriate time with less cost and endeavor. CRM enables an institute to manipulate the valuable knowledge captured through accessible customer relations. As CRM is in place as infrastructure, setting up and maintaining an effective route for getting customer support CRM and sales customers to enter required knowledge into the database is simple. Have a glance at marketing, the sales and support business processes and workflows, and then categorize communication and marketing opportunities. Mixed with a focus on marketing targets and tactics, now have a map to yield the value in CRM by target marketing. (Kevin M. Turner, 2007) Campaign Management and Effectiveness Tracking: The CRM solutions have incorporated marketing tools to support complete campaign management to conduct the webinars, the marketing campaigns, seminars, trainings, events etc. Choose targets, give invitations, obtain registrations through the web, deliver automated replies and reminders, create attendee lists, and carry out satisfaction surveys. Each detail, offline and online, may be watched, measured, and administered as part of the operation. Every movement that has been made with each of the individual analysis and clientele is captured. Outcome is radically improved marketing administration effectiveness and efficiency, along with a current, shared, and a complete picture of every touch which is made with each client and viewpoint. Icing on the cake is that marketers can obtain benefit of the data obtained to observe real-time campaign metrics, and gauge the efficacy of individual campaigns by kind, time period or medium. Email Marketing and Communications: Email marketing plan is the core of marketing success today. Email marketing is timely, cheap, and when done exactly, effectual. Along with CRM, the sales and customer support staff capture and update email addresses in the main CRM repository during their usual tasks. Its vital to confine and keep up an updated email database of clientele and scenarios. Modules of CRM have complete email marketing facilities built in. A lot of of them do have the capability to send batch emails and trace the reads. However there is a big market of well-known on demand email marketing attributes which â€Å"plug in† to CRM functionality and offer considerably better features to make generating professional email interactions better and perk up the deliverability. In addition, email programs also help to tackle the intricacies of government regulations, tracing, and delivering. If used jointly with CRM, it will have a totally fledged email marketing solution which is professional, acquiescent and effectual. (Kevin M. Turner, 2007) Marketing Administration: CRM can supervise marketing administration activities, which in numerous cases are time intense, not possible, and pricey to administer devoid of automation. Newsletter List Management: Saving and continuing supporting the lists of subscribers for alerts and newsletters may be a full time activity, but the task may be automated by combining a web page to the CRM repository where lists are followed up. The integration allows the subscriber to check current preferences, modify and append to their subscriptions, the login, and authenticates requests and one can send the customer an email to corroborate and thank them. (Kevin M. Turner, 2007) Literature Fulfillment: CRM modules can track supplies and rearrange points and direct orders for dispensation. Moreover, the user wants the ability to follow up fulfillment requests and check their order records. In few cases, literature fulfillment requests are required to come from associates, prospects, or clients via web site, all of which can be contained. Event Management: Events managing require lots of dexterity. A site must be booked, salespersons contracted, presenters scheduled, fund-raisers signed, broadcasts sent, registrations noted, fee processed, and of course the affair must be held. By making the most of CRM for event management, marketing department can with no trouble and efficiently carry out far more events, whilst building a record of sources concerned that may be required in the prospect. Customer Surveys: CRM systems can carry survey administration and consecutively can get better end results for both the corporation and the consumer. Survey invitations may be sent by email from the CRM system, provoking the member to click on a link which guides them to a web survey on organization site. The email address or an approved identifier rooted in the link can combine the study to the members details in the CRM record, where it can get details and also reported about. The CRM workflow may also send announcements as soon as a survey is received. (Kevin M. Turner, 2007) 4.2 Service Module The service module of CRM focuses on how effectively the system is managing customer service which is either planned or unplanned. It helps in activities like Service Contract Management, Service Order Management, and Planned Services management, Installed Base (Equipment) Management, Warranty Management, Service Level Agreement Management, Scheduling, Resource Planning and Knowledge Management. Service contract management: Maintain a variety of service contracts, including labor contracts, standard parts and usage-based contracts. Administer service contracts, manage service-level agreements, automatically verify entitlement, and alert agents when a customers contract is about to expire. Claim and warranty management: Synchronize with third-party logistic providers to avoid unnecessary goodwill allowances and ensure timely customer credits. Handle the entire warranty and claims process, from RMA (return merchandise authorization) to receipt and inspection. Maintenance and Installation: Minimize downtime with planned protection service. Predict impact of new product installation for accurate and fast service. Track customers installed base of products and their pattern with graphical hierarchical demonstration. Customer support and service: Access data on the service histories, the service entitlements and contracts, the installed base, service levels, and the warranties by an easy-to-use communication center screen (SAP Customer Relationship Management on Environment 2006) 4.3 Sales Module This Module ofCRM Solutionsfocuses mainly on the sales team of the company to execute the pre-sales process and manage, making it more organized. The sales teams in most companies are responsible for capturing customer interaction, capturing any leads or opportunities, the CRM helps them to process this data and monitor it in the future. This helps in organizing all relevant data captured and received for a deal to be put into one place, it could hold data as expected budget, prospective customers, total spending, key players, important dates, products interested in and expected closing dates of a deal. Each of these can be stand only applications depending on organizational need. It is important that the right software is selected at the right time and more importantly implemented correctly for any CRM to be effective. Important key sales procedures includes Sales forecasting and planning: Anticipated sales volume over time and provide a total picture of predictable revenue. Augments the precision of sales forecasts and demand plans. Increase performance with coordinated planning and implementation of sales actions across all channels. Territory management: Gets better resource utilization with apparent visibility into accessibility and assignments. Consign the right sources at the correct time in the exact locations to optimize team performance. Maximize distribution of sales sources and account reporting across clearly defined areas. Accounts and contacts management: Present a single, inclusive view of all data required to supervise sales accounts. Capture, monitor and track all vital information about prospects, customers, and partners. Access key contacts, detailed customer profiles, critical relationships, critical relationships, and the position of all recent communications from any place and at any time. Activity management: Seamlessly synchronize e-mail, calendar entries, contacts, and tasks with important groupware solutions. Handle customer visits, account profiles and activity-driven sales activities. Focus on the combined energy of sales team events to proven to promote money-making b

Library Essay -- Library Science

Recently, school library journals have been fraught with tales of gloom and despair – the libraries are closing. But dig a little deeper, scratch more than the surface, and perhaps we will find that not all school libraries are closing. In fact, the trend suggests that only libraries that are not meeting the updated needs of their students find themselves on the chopping block. Why? The traditional services offered by the traditional school library can no longer be supported under the weight of enormous financial constraints. Although traditional school libraries continue to service students’ basic needs, if libraries are not willing to diversify their services, budget cuts will force school libraries to close because they do not meet the needs of today’s student. Simply put, no one can afford to spend more and get less. According to a recent American Library Association report (2010), even as school enrollments are increasing, funding for information resources are decreasing, with fewer libraries serving more students. So how do some school libraries continue to flourish and gain importance? By creating progressive hubs for student engagement, ingenuity, diversity, and teamwork and transitioning into media centers, learning commons, information resource centers. But what is really in a name? What is at the heart of the school library? Books? Periodicals? Videos? Yes, yes, and yes. All these resources are housed in the school library, but the library is so much more than that. Alfaro (2009) defines the school library as â€Å"†¦a wealth of information in print and non-print formats categorized to support the knowledge the children will learn in their classrooms, at home, and through first-hand experiences† (p. 30). So how will the libr... ...effective results. They must utilize available technology, but provide depth and breadth, not just surface-level services. Abrams (2003) asserts that librarians can â€Å"†¦make a difference over the next five years by understanding what’s coming, learning how it works, seeking key benefits for our students, and becoming the resource in our schools that lifts our learners up to their full potential† (p. 6). It’s actually been almost 10 years since that article was written, and still, a new and challenging development is looming over the library: diversification. This diversity of the library’s workforce, collections, and services offered is beginning to travel outside its current comfortable boundaries and seek to balance actions and obstacles in order to change the way the library does business. The library should â€Å"look like† the multicultural world it’s representing.

Environmental Laws of Bangladesh

The current issue and full text archive of this journal is available at www. emeraldinsight. com/0959-6119. htm IJCHM 18,4 Hotels’ environmental management systems (ISO 14001): creative ? nancing strategy Wilco W. Chan and Kenny Ho School of Hotel and Tourism Management, Hong Kong Polytechnic University, Hung Hom, Hong Kong Abstract Purpose – Environmental concerns have been increasing in the travel industry. However, most hotels are unwilling to develop an international environmental management system (EMS) probably due to a lack of resources and knowledge.In order to encourage more organizations to take part in the EMS, three cases adopting international EMS are investigated to ascertain the ways to support the formation of EMS. Based on their experience, hoteliers are encouraged to team up with green members to apply for research funding for the investigation and implementation of EMS. Also, â€Å"energy performance contracting† methods to ? nance environmenta l improvement projects in hotels were also discussed.Design/methodology/approach – A single case study approach was adopted to illustrate the differences in the resources mobilization for setting EMS in these three hotels. A search of documentary evidence and interviews with hotel staff was the main instrument for data collection. Findings – The Shangri-la Hotel used its own resources to set up its EMS and strategically used its developed template for other hotels in the group to follow. The other two hotels, Nikko and Grandstanford, adopted a creative and â€Å"non-balance sheet† approach to mobilize resources for the formation of EMS.Both hotels have recourse to external resources including a university’s engineering department, hotel management school, green bodies, government funds and trade associations to develop and implement the EMS. The study further identi? ed energy performance contracting as another promising ? nancing tool for the implementat ion of the energy-related part of the EMS. Research limitations/implications – The representative and general nature of the ? ndings are limited to large hotels in metropolitan areas, as the three case hotels are located in the metropolis of Hong Kong.Practical implications – The ? ndings provide informative details on how to secure external resources to set up internationally recognized environmental management systems and the safe way for hotel operators to trial use energy-saving facilities. Originality/value – This study provides indications and details on some creative ? nancing techniques for setting up EMS in hotels. These ? nancial strategies are the ? rst of their kind in print and can serve as a useful reference for hotels to develop international EMS. Keywords Environmental management, Hotels, Financing Paper type Case study 302International Journal of Contemporary Hospitality Management Vol. 18 No. 4, 2006 pp. 302-316 q Emerald Group Publishing Limit ed 0959-6119 DOI 10. 1108/09596110610665311 Introduction Many efforts on environmental protection work in hotels in the 1990s were a continuation of some long-standing environmental concerns such as energy Support for the author from Mr Tamiyasu Okawa and Mr Jean-Marie Leclercq, the present general manager and ex-general manager of The Hotel Nikko Hongkong is gratefully acknowledged. The author would also like to thank The Hong Kong Hotel Association for the help in providing valuable information. onservation, sewage discharge, air and noise pollution that occurred over the past few decades (Stipanuk, 1996). Coupled with this development have been the growing concerns for a â€Å"green† hotel in the eyes of customers. A study indicated that 75 percent of interviewed customers claimed that they were environmentally-minded consumers and would choose hotels which showed concern for the environment (Feiertag, 1994). Also, Cook et al. (1992) pointed out that business in the travel industry was required to adapt to new environmental realities and to implement environmental policies and strategies.In 1995, a comprehensive environmental action checklist and action development guide for small and medium-sized hotels was jointly published by international hotel and environmental associations (International Hotel and Restaurant Association, 1995). This publication provided hotels with more detailed information to launch environmental management systems (EMS). Under these circumstances, EMS, as across the world, has recently become more recognized in the hotel industry. Almost all hotels have implemented their in-house EMS with varying degrees of intensity.Kirk’s survey found that the most signi? cant bene? t of environmental management was the improvement in public image and better relationships with the local community (Kirk, 1995). However, many hoteliers with written environmental policies saw the greatest bene? t in ? nancial management performance. Thu s, to implement the EMS, the ? rst step is to have a clear environmental policy, objectives, targets and good planning. To further enhance effectiveness, hoteliers should always monitor and review the system after the implementation.However, due to resource limitations, many hotels’ environmental efforts pause after they have taken some environmental actions such as implementation of water saving campaign, installation of energy-ef? cient lighting, reuse of waste paper and other initiatives. Recent ISO 14000 series provides an effective guideline on the content of EMS, auditing, environmental performance evaluation and so on, as shown in the appendix. Among them, ISO 14001 documents all essential elements in the EMS as shown in Table I. Most importantly, a successful EMS requires a lot of resources, including manpower, cost and time for planning (Sayre, 1996).The costs arising from the implementation of ISO 14001 include those associated with initial set-up, maintenance and i mprovement (Chin et al. , 1998). The cost of initial set-up refers to all costs associated with the provision of hardware and software facilities, plus tools for establishing the system in compliance with the ISO 14000 EMS standards. Speci? cally this category of cost involves the purchase of monitoring and measuring equipment, documentation processing and storage equipment/accessories, hiring specialist environmental assistance, initial staff training, computer software as well as staff recruitment.Added to the cost pool is the ? nancing of maintenance and improvements. This category of expenditure refers to the costs of maintaining and continually improving the EMS in the company so that optimum environmental performance can be achieved with the changing environmental conditions and requirements. It also includes the costs associated with ongoing staff training, environment equipment replacement and upgrading, periodic environmental auditing and third-party certi? cation and so fo rth. Environmental management systems 303 IJCHM 18,4 1. 2. 2. 1 2. 2 2. 3 2. 4 3. 3. 1 3. 2 3. 3. 4 3. 5 3. 6 3. 7 4. 4. 1 4. 2 4. 3 4. 4 5. Environmental policy Planning Environmental aspects Legal and other requirements Objectives and targets Environmental management program(s) Implementation and operation Structure and responsibility Training, awareness and competence Communication Environmental management system documentation Document control Operational control Emergency preparedness and response Checking and corrective action Monitoring and measurement Non-conformance and corrective and preventive action Records Environmental management system audit Management review 04 Table I. ISO 14001 environmental management system elementsSource: Fredericks and McCallum (1998) In addition, EMS certi? cation costs at least HK$100,000 (about US$13,000) should also be budgeted (Anon, 1996). The cost is paid to the certifying body, which would examine whether the hotel has ful? lled all the necessary conditions of international EMS standard ISO 14001. However, most organizations lack the knowledge, experience and expertise required to develop an EMS and many are unable or unwilling to commit the required staff and ? ancial resources to undertake this development (Chapman, 1997). Earlier studies also found that lodging customers in the US are not willing to pay extra to support environmental policies (Watkins, 1994; Jaffe, 1993). However, some hotels launched pilot schemes to encourage guests to contribute to local environmental schemes (Green, 1995). Though new international EMS standard ISO 14001 certi? cates in Hong Kong have recently been obtained by several hotels, the progress on industry-wide adoption is still slow. The phenomenon is not just con? ned to Hong Kong.Pryce (2001) highlighted, according to a Pricewaterhouse Coopers’ report, that only 40 percent of large hotel groups surveyed in Europe had a formal EMS and only one was externally veri? ed. Pryc e (2001) further quoted the results of a survey of small and medium-sized hotels in three UK countries and pointed out that none of these hotels had implemented a formal EMS. Thus, it is valuable to understand how environmental pioneers in the hotel sector, Shangri-la, Nikko and Grandstanford set up their EMS under resource constraints. Especially after the Asian ? ancial crisis, 9/11 event and SARS, the resources available to the hotel sector appear to be less than before. Therefore, the principal objective of the study is to identify and analyze the ways that these hotels mobilize resources to establish EMS up to ISO 14001, especially any creative and non-conventional ? nancing (that is neither debt or equity issues, nor borrowing or requesting funds from the hotel owners). Methodology The approach adopted in the study is close to action research, using case studies that aim to explore the rich background of the cases.As the purpose of this study is to explore the variations in en vironmental management systems and its associated ? nancing measures, the study adopted a non-traditional case selection criterion. Decisions are based on which case studies provide the most fruitful data for the research question (Doyle, 2003) or provide the most â€Å"opportunity to learn† (Stake, 2000). In addition, the investigating topic is new and falls into the â€Å"timing in the early stages of the ? eld†, studies of individual cases are particularly suitable (Eisenstadt, 1991).These single cases have been used to offer vivid, powerful and penetrative descriptions of events, relationships, and ways of working that are not captured by existing theories (Cunningham, 1997; Crane, 1998; Dyer and Wilkins, 1991). To analyze these cases strategically, a descriptive framework consisting of search of documentary evidence and interviews with hotel staff of the hotels studied was developed to organize case studies. The documentation encompasses hotel EMS manual, universi ty’s published reports, fund application documents, periodicals, and hotel reports.The total number of interviewees is 14 including one owner representative, two general managers, one resident manager, three chief engineers, four green managers or quality assurance managers and three departmental head’s assistants. Shangri-la case The island Shangri-la hotel is a ? ve-star hotel located at the top of a large shopping complex near Central Hong Kong, and with 565 rooms and seven catering outlets. In September 1996, it started the process of developing an EMS and soon became the ? rst hotel in Asia to obtain ISO 14001 certi? ation. Its prompt development of EMS up to international standards is based on its existing â€Å"best practice† in each department. The EMS brings signi? cant bene? ts – reputation and competitive edge – to the hotel and these bene? ts have always outweighed the cost (Tsai et al. , 2003). In general, the funding sources of most l arge business are mainly derived from equity and debt issues. For Shangri-la’s environment management system, it most likely came from internal resources of the group (Tan, 2004).A further investigation of the group’s annual reports indicate that, apart from funds originating from regular income, the group issued convertible bonds with the total principal amount of US$258 million with interest at the rate of 2. 875 percent per annum. This implies that ? nancing for environmental works should not just be limited to equity ? nancing, reserve and income fund. Funds available from debt ? nancing can also be considered as an alternative. The successful ISO 14001 certi? cation in Hong Kong’s Island Shangri-la hotel provides a model for the groups’ other hotels to set up environmental management systems and its certi? ation. An environmental management manual was also developed to address the immediate and long-term environmental impact of hotel Environmental ma nagement systems 305 IJCHM 18,4 306 operations. In addition, an environmental consultant was hired to inspect hotels to ensure not merely that the EMS is being maintained but that continual environmental improvement is achieved by setting new environmental goals (Shangri-la Hotels Group, 2005). Therefore, Shangri-la’s certi? cation in Hong Kong can be regard as a pilot practice and reusable resource for further development of EMS in the group’s other hotels that do not have a proper EMS.Nikko’s case Hotel Nikko Hongkong (Nikko) is a member of Nikko Hotels International, with headquarter in Tokyo, Japan. The hotel continues the tradition of Japanese hospitality, which is renowned throughout the world. Opened in April 1988, Hotel Nikko Hongkong is a ? ve-star deluxe hotel in Hong Kong, with 462 rooms. The hotel is located at Tsim Sha Tsui East overlooking Victoria Harbour in Hong Kong. Environmental protection has always been at the heart of the philosophy of Nikk o. Even as early as 1992, the hotel was pushing for environmental improvements by implementing energy and water conservation practices throughout the hotel.As soon as the green practices on water and energy were on track, the hotel started looking for ways to minimize waste production (Hotel Nikko Hongkong, 1999). Over the past years, the management and staff of Nikko have continued through different stages of improvement on the environment. Nikko is the leader in implementing EMS in the Hong Kong hotel industry. The environmental management system (based on the ISO 14001 standard) of Nikko was set up in April 1999 (Hotel Nikko Hongkong, 1999). However, before Nikko’s completion of EMS implementation, Nikko did face many dif? culties and had spent tremendous efforts on environmental protection.Among these, resources and ? nancial support are the main concerns in launching an EMS campaign. Operating budgets may not allow hoteliers the extravagance of calling in expert consulta nts to set up the environmental system. While operating budgets were tight, Nikko from 1992 sought help from community bodies such as academic institutions and government departments (Department of Building Services Engineering and Hotel Nikko Hongkong, 1996). Partnership with community bodies Over the past years, Nikko developed a cohesive partnership with outside bodies in implementing its EMS.The collaborating partners of Nikko are categorized as four types. These include educational establishments, green bodies, government’s departments as well as the industry council. Collaboration with community bodies is one way to reduce costs of research and enables hotels to acquire funds for ongoing environmental work. Figure 1 shows the relationship between Nikko and its partners, plus the contribution of these partners in supporting Nikko’s environmental endeavors. Nikko has gained support and recognition from partners such as the Hong Kong Hotel Association (HKHA), govern ment’sIndustry Department (ID), Friends of the Earth and other environmentally-friendly enterprises. With the help of those partners, Nikko has successfully solved resource-oriented problems in launching the hotel’s environmental activities and eventually obtained the ISO 14001 certi? cate. Environmental management systems 307 Figure 1. Relationship in partnership of Hotel Nikko Hongkong Educational establishments The major educational partner of Nikko is the Department of Building Services Engineering of The Hong Kong Polytechnic University.Table II shows various projects or publications conducted by the educational department in improving many aspects of Nikko’s EMS. As can be seen from Table II, most of the student-assisted research focused on evaluating the performance of environmental improvement that required a signi? cant resource. The ex-GM said that collaboration with universities was a program of mutual bene? ts. On the side of universities, students m ight have on-site working opportunity provided by Nikko whilst professors might use Nikko as a test case. For Nikko, the hotelier might save a huge amount of research costs, as most of the research work is unpaid.Besides, the University’s School of Hotel and Tourism Management and Hong Kong University of Science and Technology’s (HKUST) Institute for Environmental Studies also lend their effort in supporting the hotel’s environmental pursuits. The former assisted in the compilation of the energy and water conservation guide and the IJCHM 18,4 Student research project 1998-2000 308 Publications 1996 and 1998 Table II. Joint projects collaborated by Nikko and the Department of Building Services Engineering of the Hong Kong Polytechnic University 1. Indoor air quality study 2.Review of building labeling scheme – checking compliance with energy ef? ciency codes 3. Parameter setting for boiler and chiller data log – calibration of equipment 4. Air ? ow balance and distribution in hotel food and beverage outlets 5. Indoor air quality survey 6. Opportunities for energy ef? cient lighting retro? t 7. Study of power factor and distribution losses 1. Keeping Hong Kong’s Hotel Industry Competitive into the Twenty-? rst Century – Environmental Management Systems for Hotels. With overall objective helping the Hong Kong hotel industry to be more competitive and pro? able and, at the same time, reduce adverse environmental impacts 2. A Guide to Energy and Water Conservation in Hotels. Aimed to contribute to reduce energy and water consumption in all hotels, contributing to their pro? tability whilst helping to protect the environment for future generations. Based on a number of energy and water conservation projects carried out in hotel buildings in Hong Kong, but particularly the extensive range of projects at Hotel Nikko Hongkong Source: Hotel Nikko Hongkong (1999) latter was involved in bidding for a HK$1 million fund (arou nd US$130,000) for developing an EMS template for hotels.As such, the hotel’s environmental performance and operating ef? ciency would increase. This partnership creates a win-win situation. Environmental-supporting parties Nikko has set up a cohesive partnership with parties endorsing environment conservation. Friends of the Earth Association supports Nikko’s efforts in saving energy and improving environmental performance. The parties provided Nikko with the latest environmental information related to the hotel industry and shared their professional ideas or recommendations with Nikko. In this way, Nikko saved costs in information collection and expert consultancy.Furthermore, the environmental-supporting groups usually give recognition to environmental-friendly businesses, including Nikko, with outstanding performance. The award is not merely a simple recognition of effort in environment conservation, but also adds to their reputation and can become a strong stimulu s to push environmental conscious visitors choosing Nikko. Government departments In 1997, Nikko received the Energy Ef? cient Building Award 1997 from the Planning, Environment and Lands Bureau. In 1998, Nikko further joined with other partners and successfully obtained HK$1 million from the Industry Support Fund of the IndustryDepartment for a project entitled â€Å"Keeping Hong Kong’s hotel industry competitive into the twenty-? rst century – environmental management systems for hotels†. The project aimed to develop an EMS template for the local hotel sector. Apart from awards and funds, cohesive linkage with governments and bureaus also enable Nikko to have up-to-date environment-related legislation data more easily, and express its ideas more directly to government of? cials. Industry councils Hotel Nikko plays an active role in sharing experiences and participating in projects proposed by the local hotel association, the Hong Kong Hotel Association (HKHA). In return, Nikko receives relevant environmental information from other member hotels of the association. The association also assisted Nikko by assigning its Environmental Committee to take up an advisory role in the above-mentioned EMS template development. In addition, the association also helped in translating the Guide to Energy and Water Conservation in Hotels developed by Nikko into Chinese by introducing Zhengzhou Holiday Inn and Zhengzhou Crowne Plaza to aid the translation. Nikko’s endeavor and effort was further recognized by international industry councils.In 1995, the International Hotels and Restaurants Association granted Nikko the award â€Å"Corporate Green Hotelier of the Year 1995†. The award further identi? es Nikko as a successful leader in the global green hotel movement. Inter-continental Grand Stanford Grand Stanford is a waterfront ? ve-star hotel located in Tsim Sha Tsui East. It has 579 rooms and four food and beverage outlets. The hotel was managed by Holiday Inn in the 1980s and by the owner’s management company in the 1990s.The resources available to the development of ISO 14001 EMS in Inter-continental Grand Stanford mainly include Nikko’s experience, the government funded scheme of hotel environmental system, and university’s assistance (Chan, 2005). Thanks to Nikko generous sharing of ISO 14001 certi? cation experience and the data required for setting up an EMS, Grand Stanford’s senior management embarked on the development of EMS under ISO 14001 version in the early 2000s. Besides Nikko’s experience, Grand Stanford also bene? ts substantially from the government funded scheme bout the environmental assessment of the hotel buildings. The scheme includes the development of a number of environmental assessment manuals for different phases of hotels – project, new building and existing building. In addition, Grand Stanford also acted like Nikko in the past by co-operating wi th nearby university to conduct a number of measurements for environmental performance indicators. Apart from these external resources, Grand Stanford also progressively employed internal funds to install energy-saving facilities including heat pumps for the hot water system and solar-control ? m for windows.Implications Based on the investigation of these three cases, the study summarized the similarities and differences in their approaches. As shown in Table III, all these hotels have strong partnerships with green bodies and have been involved in sharing experience with trade association, other hotels and government. Two hotels were also found to have strong collaboration with a university’s engineering department and hotel school. The Environmental management systems 309 IJCHM 18,4 Collaborate with university’s: 1.Engineering department 2. Hotel school Nikko ? ? ? ? ? Shangri-la Grand Stanford ? ? 310 Partnership with environmental supporting parties Written suppor t to apply: 1. Government fund 2. Private fund Free EMS template Sharing experience from: 1. Trade association 2. Other hotels 3. Of? cial department Internal reserve or debt issue ? ? ? ? Table III. Similarities and differences in approaches ? ? ? ? ? ? ? ? ? ? ? former provides technical expertise and the latter provide operational knowledge in the environmental projects in hotels.In terms of monetary investment, one hotel placed a large amount on formation of EMS while the other purchased a number of energy saving facilities. In fact, the project funds secured by Nikko represent a small part of the funds available in the community. Further research indicated that there are other sources of funds available for quality environmental projects, as shown in Table IV. However if one wants to successfully secure the funds, a good and meaningful proposal for application of funds is required.This implies an experienced proposal writer and a team of related experts is a pre-requisite. Agai n, this type of caliber is not easily available in hotels. Thus, collaboration with educational institutes in writing up the proposal may enhance the likelihood of success. Energy performance contracting Besides applications for public or private funding for hotel’s environmental work, energy performance contracting can be considered as another alternative to ? nance environmental improvement.Performance contracting is a unique arrangement where contractors usually assume responsibility for purchasing and installing the equipment, as well as maintenance throughout the contract. Only when the installed equipment actually reduces expenses does the contractor get paid. This allows the hotel owners to make necessary improvements while investing very little money up front. Meanwhile, it is also a risk-sharing relationship between the host and the contractor that is sometimes called as the Energy Service Company (ESCO) (Woodruff and Turner, 1998).ESCO is a company that provides bot h the technical expertise to reduce energy costs and the ? nance for energy ef? ciency investments. In the UK, performance contracting is called contract energy management (The Chartered Institution of Building Services Engineers, 1991). In fact, the name is relatively new, but some of the companies in the industry have been in business for over 20 years. Name of environmental fund USa Richard King Mellon Foundation John D. and Catherine T. MacArthur Foundation The Pew Charitable Trusts The Ford Foundation W. K. Kellogg Foundation The Andrew W.Mellon Foundation Environment Wales The Environmental Action Fund The Environmental Know How Fund The Environmental Protection Research Program Environmental Conservation Fund and Woo Wheelock Green Fund Innovation and Technology Fund: Innovation and Technology Support Program Innovation and Technology Fund: University-Industry Collaboration Program Innovation and Technology Fund: General Support Fund Sustainable Development Fund Competitive E armarked Research Grant (CERG) University Internal Fund Departmental Research Fund in University National Natural Science Foundation (NSFC)Environmental management systems 311 Europeb Hong Kongc Source: a Stein (1993); b Forrester and Casson (1998); c www. itf. gov. hk/Default. asp Table IV. Fund available for quality environmental project According to Hansen and Weisman (1998), performance contracting is now poised on the threshold of even greater opportunities to work with government, utilities, institutions and commercial establishments. In the mid-late 1990s, performance contracting received more attention in the US.For example, the US federal government has used performance contracting to upgrade facilities, even when budgets were being dramatically cut. In essence, they â€Å"sold† some of their future energy savings to an ESCO (Woodruff and Turner, 1998). In the case of Canada, trade associations urged government to fund the set up of ESCO, as there was little prospect for setting up private sector ? rms in the short-term (Association of Energy Engineers, 1998). In Hong Kong, a research report also found that most interviewees considered that performance contracting for energy conservation may be suitable in the future (Chan, 1999).The key elements of applying performance contracting suggested by the interviewees were â€Å"management commitment, government support, technical and human factors†. Conclusions Environmental management systems are well-recognized in the hotel industry across the world. Unfortunately, many hoteliers are unable or unwilling to implement the system due to resources constraints. However, two cases studied reveal that resources for the formation of internationally recognized EMS 14001 can be drawn outside the balance sheet (that is equity and liabilities).In the mid-1990s, two professors’ suggestions that sound environmental management can reduce costs also occurred to IJCHM 18,4 312 Kirk (1995) who subseque ntly advised the hotel business to start with easy-to-achieve and low cost environmental projects. Moderate and high investment projects can be scheduled later when hoteliers had con? dence in and established bene? ts from earlier environmental actions (Iwanowski and Rushmore, 1994; Kirk, 1995). This approach is particularly suitable to hotels with tight resources or when the hotel sector experiences a business downturn.Nevertheless, hoteliers may learn from successful cases, particularly Nikko, and collaborate with various â€Å"green† partners – universities, government, trade associations and green bodies – to work on more complex environmental matters. Speci? cally, hotels can team up with these green members to apply for research funding for the investigation and implementation of EMS. This practice, in turn, accelerates the speed of environmental actions. Apart from EMS with ISO certi? cation, Green Globe 21 also offers a certi? cation to travel-related or ganizations that wished to demonstrate their commitment to environmental improvement.The Green Globe program provides travel and tourism companies with a framework for achieving year on year improvement in environmental performance (Rodgers, 2002). The framework contains ? ve sections, including environmental policy, regulatory framework, environmental performance; EMS as well as requirements for stakeholder consultation and communication. Other-related certi? ed programs may include Australia’s International Ecotourism Standard, Americas’ Sustainable Tourism Certi? cation Network and Europe’s Voluntary Initiatives for Sustainability in Tourism (Hammond, 2004).Similarly, obtaining these certi? cations also requires a signi? cant amount of resources and effort. The ? nancial tools – mainly collaboration between hotel and external parties including universities, governments, trade associations and green bodies – ascertained in these case studies can thus be applied when any organization plans to pursue these programs. Other than green certi? cation granted by ISO and Green Globe, the voluntary environment assessment scheme for hotels (Hong Kong Hotels Association, 2000) also receives a considerable amount of technical resources and research expertise.The scheme sets a scoring scheme in two areas. One is to consider actions by the hotels in endeavoring to reduce environmental impacts through more effective management and maintenance practice. The other is to assess the building facilities performance by referring to indoor environmental performance criteria, local codes of good practice and benchmarked energy and water consumption. As such, hotel’s collaboration with university staff in conducting research and applying for research funds as manifested in the studied cases may provide valuable and enormous assistance to attain a good scoring result.The lesson learnt from these cases reveal that trade association’s p articipation in environmental work cannot be neglected. The association in these cases not merely promoted the green activities by presenting environmental awards and organizing seminars but for instance also coordinated with enthusiastic hotels by arranging transport to ship all discarded bottles for recycling. Most importantly, the association also assisted in writing endorsement letters to apply for funds for creating a template for hotels to develop EMS according to ISO requirements.Thus, the association indeed provides a catalyst function to advance the function of EMS in the industry. Embedded in these supportive activities are enormous time and resources. On the other hand, the government also played an important role in the industry’s green environment, not just by creating environmental funds to assist the business. In fact, the government of? cials have always shared their experience on environmental work with the practitioners. In order to keep updating their envir onmental technology knowledge, the of? ials regularly liaise with manufacturers, professors and their colleagues in the environmental protection department as well as the engineering department. Without their endeavor in environmental improvement, the pace of environmental movement would de? nitely slow down. In the late 1990s, a survey conducted by the United Nations and the International Hotel Association identi? ed a lack of training resource as the major concern when introducing environmental matters in hotel management curricula.The French Ministry of Spatial Planning and Environment together with some hotels have sponsored the production of teaching tools for environmental issues in hospitality curricula (United Nations Environmental Program, 2001). The Hong Kong and French government’s funding in these two cases further indicate the importance of government support in pursuit of sustainable tourism by the industry. In fact, besides funding, the government of? cials hav e always shared their experience on environmental work with practitioners and listen to environmental problems encountered by practitioners. This two-way communication also implies a signi? ant amount of time devoted by both parties. Thus, government’s active participation may hasten the pace of environmental change. Other than the above-mentioned stakeholders in the hotel industry’s pursuit of sustainable tourism development, green groups are also another major contributor. They often complement the university’s environmental research, and green groups have also conducted some environmental research which may, to a certain extent, be applicable to the hotel environment. For instance, Friends of the Earth has investigated disappearing timber in tropical rain forests in relation to buildings.