Night8 essays

Night8 papers Wiesels Night is about what the Holocaust did, to the Jews, in any case, by augmentation, to mankind. The upsetting negligence for people, or the human body itself, still right up 'til today, fuels dread in the hearts of people. The carnal demonstration by the Nazis has scarred humanity unceasingly with detestation and segregation; accordingly, demonstrations of bias keep on swarming society into the 21st century. It appears to be unimaginable that the assessment of ones wellbeing, by a specialist, can bring about the passing of a person in the event that he seems undesirable. Elie, his dad, and a large number of different Jews experience this imposing determination. Its a procedure that is feared and dreaded by all Jews. No one realizes who will be chose, and how he will bite the dust, as they all line up and stand by to see who lives and who doesnt. Along these lines, various determinations exist in the public arena today. For example at Durfee High School, 3,000 understudies are partitioned into different gatherings. They are set in these different classes as a result of their attire, demeanor, knowledge, nationality, and athletic capacity. There are the prepares, the oddities, the criminals, the skaters, the athletes, the geeks, the Americans, the Portuguese, the Africans, the Cambodians, the Hispanics, the Puerto Ricans, the Japanese, and the Chinese. Everybody on the planet is a piece of some determination, regardless of whether its for political perspectives, riches, or deficiency in that department. The mercilessness of the Holocaust drives numerous to desert a relative or adored one. For instance, when the child of Rabbi Eliahou sees his dad losing ground, limping, and tumbling to the back of the segment, he keeps on running on, becoming inaccessible from his dad. The child feels as though his dad can no longer go on any longer. Elies sentiments are common, for his dad is underestimating him. He resembles a metal weight connected to Elies foot by a rope. At some point or another, Elie must ... <!

Travel Writing 101

Travel Writing 101 A ton of independent essayists fantasy about breaking into movement news coverage. Who doesn’t need to see the world and get paid for the benefit? The majority of us can be categorized as one of two camps. We either think travel reporting is simple and anybody can do it, or we think it’s an inconceivable dream. Reality lies some place in the center. Notwithstanding various expert touring publications and sites around the world, by far most of which use specialists to give content, most national papers and way of life distributions additionally have travel segments. By and large, this is a great deal of business sectors you could be composing for. Think about a point, with one eye on current patterns, clearly based around a particular goal (the more outside of what might be expected the better †there are just such a large number of articles about Paris or New York City a distribution needs) and pitch away until you get a commission. Remember editors will commonly be progressively open to full grown thoughts that hold fast to their contributor’s rules and fit their current organization. At that point, you can begin arranging. Review a point by point schedule posting everything from how you intend to arrive and where you are going to remain, to exercises and air terminal exchanges. Continuously check nearby occasions po stings and attempt to boost your time Presently the difficult work starts. Utilize your recently procured bonus as influence to move toward visit administrators, carriers, vehicle employ organizations, inns, neighborhood pleasantries, organizations and vacation destinations which could hypothetically opening into your timetable. Clarify that you would be glad to namecheck them in your article in return for a free ticket, a space for a night, or even a supper, contingent upon what administration the business gives. Be cautioned, the potential supplier will probably need to see subtleties of the distribution you are composing for (flow, readership, segment, and so forth.), verification of commission (a short-headed letter from a charging manager will do the trick) and will require you to clarify how their administration or item will be coordinated into your element. To put it plainly, they will need to know whether working with you will merit their venture. This progression requires a great deal of legwork, yet ideally, yo u ought to have the option to sponsor your outing, if not pay for the entire thing. Except if you are a staff member, in the present atmosphere not very many distributions are set up to pay contributor’s costs, yet it never damages to inquire. In the advanced age, most independent travel authors have an enormous online networking nearness and a blog. Some additionally have YouTube channels. Keeping up a blog and building an after requires some investment. Be that as it may, the familiar maxim ‘Sell it and they will come’ proves to be fruitful. In the event that you give an advantageous item and advance it well, perusers will discover you. How would you give a beneficial item? Make your posts important, reasonable, and guarantee every ha a gem, some covered up or little-known actuality or chunk of information. Mean to fill a specialty, for example, going on a tight spending plan or being an independent explorer. Keep in mind, your blog is your grandstand. At the point when it has increased some footing, arm yourself with the essential details, for example, your complete supporters and site hits (screen captures are increasingly amazing) and approach the ensuing strides as you would if you’d won a commiss ion from a national distribution. There are a couple of free stages you can use for blogging. I suggest WordPress or Wix. https://wordpress.com https://www.wix.com/ On the other hand, take a stab at reaching different organizations, for example, universal visitor sheets and other authority bodies. Present yourself and get some information about any limited time press trips. This is something nations do to help worldwide the travel industry. At that point you can pitch editors as per what’s accessible. Do your best, and you could be composing your next task from a sea shore cabin in Madagascar.

Fire Investigation (assessment) Example

Fire Investigation (assessment) Example Fire Investigation (assessment) â€" Assignment Example > IntroductionFire is a factor that causes disastrous consequences to the society, environment and economical sectors of a region. Numerous causes are associated with result of fire, which leads to outcomes that may be devastating. Thus, the aim of this paper is to analyses some factors and variables that can be confident and applicable for an individual investigating fire incidents. Individual factors that causes and outcomes of fireMost fires are associated with ignorance or errors that are based on individuals not ensuring that fire related incidents are managed effectively. Some factors that can be classified as relevant to individuals include (Ching Winkel, 2007): Electrical equipments and settings â€" in many houses there are electrical equipments including wall sockets that are vulnerable or points of weaknesses that can cause fires. Some of the electrical equipments may have some engineering complications while the wall sockets may be loose or inappropriately connected. Thu s, inappropriate use of electronic equipments and appliances, and plugs may cause fire. Smoking â€" Smoking is a major individual cause of fires. Millions of people smoke but they do not smoke appropriate putting aside safety measures. Most people who smoke do not put out completely the cigarette filters, and they may likely through them into inflammable materials. Moreover, other causes that are related to smoking of cigarettes are falling asleep while smoking and some times using improper ashtrays. Smoking cigarettes is a major cause of individual fires in which the outcomes is usually devastating. Candles â€" Candles usually have devastating and upsetting consequences. Draughts are a major issue that is associated with candles and the fire leads to catch burnable items. Additionally, tilting candles that are not placed appropriately in suitable holders can easily cause fires. Candles are associated with individuals and should be placed strategically and appropriate to reduces c hances of fire hazards. Stoves and heating appliances are associated with numerous fire incidents. Individuals who use wooden heating appliances and stoves for cooking likely may cause fires. Unattended stoves for during cooking, burner being left on accidentally or even unattended pots usually are the main causes of residential fires. Generally, most individual’s carelessness and ignorance contributes to upsetting consequences. Many individuals ignore safety measures and usually results in devastating outcomes. Most of the fires are residential and thus these people should be educated in appropriate measures that will prevent occurrences of fires. Groups and family member’s factors that contribute to firmsGroups and family members bring many individuals with different characteristics and views into a single setting. Fire consciousness is a secondary issue while other members may not put into consideration collective responsibility requirements. In the case of family gatherings , the gatherings bring different people with children, aged and persons with disability (Stationery Office, 2007). Matches â€" it is a common phenomenon for children to play with matches. Grandchildren and children who play with matches cause most of the fires in homes and residential areas. Burns that is associated with matches and burn injuries contributes to devastating consequences of fire. Lighters and matches within the hands of young and teenagers results in devastating effects that include fatalities and thus grandparents and parents should take into consideration measures to ensure that their children and grandchildren are safe. Combustible material â€" Family members and group of individuals come together bringing together many components and materials that can contribute causing of fires. Combustible materials that are left near heat and fires may result in spreading of the fire resulting in devastating consequences. Combustible materials should be placed in an environm ent that will not likely cause fatalities or spread of fires. Accumulation of easily ignitable paper and rubbish â€" Groups and family members bringing many people together and many people is associated with huge amounts of garbage. This means that accumulation of ignitable material contribute to devastating effects in cases that the materials are placed in environments that can increase chances of fires. Arsons and fire started intentionally â€" these fires are common in those buildings and residential houses that many people live. This means that it is important to ensure that there should be measures and techniques that will ensure prevention of fires. Generally, arson can be defined as wilful or deliberate act of starting or setting fire to an item of property, dwelling house or even a building.

Impact Of Age On Economic Growth - Free Essay Example

Sample details Pages: 12 Words: 3552 Downloads: 7 Date added: 2017/06/26 Category Statistics Essay Did you like this example? 1.0 LITERATURE REVIEW People today, live longer and often healthier lives owing to advances in various areas. It is a challenge to maintain and plan longer lives. Societal ageing hampers economic growth and issues such as sustainability of families, the states and communitiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ capacity to provide for older people. A quick look at the recent decline in fertility rates combined with increases in life expectancy and strong evolution from past fluctuations in birth and death rates depicts a really significant shift in the global age structure. So much so that by 2050, twenty two percent of the worldà ¢Ã¢â€š ¬Ã¢â€ž ¢s population will be over the age of 60 or a figure reaching almost 2 billion compared to expectations for year 2020 of 1 billion. As for citizens aged 80 or above, statistics predict an increase from 1 to 4 percent. Don’t waste time! Our writers will create an original "Impact Of Age On Economic Growth" essay for you Create order It is undeniable that a countryà ¢Ã¢â€š ¬Ã¢â€ž ¢s economic character will tend to change as its population ages since different age groups have different economic needs and productive capabilities. These changes can be measured by assuming a certain age-specific behaviour in relation to earnings, employment and savings and to assess the implications of modifications in the relative size of different age groups for these main contributors to the national income. However this tends to be misleading in the long run. Normally, changing expectations about life cycle and demographic shifts are likely to entail behavioural changes and thereby influencing economic consequences of ageing. One good example is an individual who expects to live longer than his ancestors who will continue to work for longer and therefore start benefiting his savings at a later age. 2.0 WORLD AGEING SITUATION Rapid reduction in infant mortality rates coupled with a dynamic fall in the death rate has resulted in a sharp rise in the proportion of older people in the population. This phenomenon of ageing population is fast becoming a worldwide problem. In 1950 there were about 200 million people above 60 years old in the world. This figure has risen some 616 million in the year 2000 and is expected to rise to 1.2 billion in 2025. A majority of them, about 72% of the total, will be living in developing countries. The projections indicate that the demographic transition will proceed much more rapidly in developing countries than it did previously in developed ones. The continuing fertility decline in many developing countries today is faster than the gradual decline experienced by the currently developed countries. In the developing countries, therefore, the pace of population ageing will exceed the pace in the developed countries. For example, it took France and Bel gium more than 100 years to double the rate of the population over 60 from 9% to 18%. In Mauritius, the same change will occur in only 25 years. 3.0 Mortality and Life Expectancy We are ageing not just as individuals or communities but as a world. There were almost 500 million People aged 65 and above across the world in 2006 and that number is likely to reach 1 billion by 2030. An increase in the ageing population is more significant in developing countries, which is expected to rise to 140 percent by 2030. For the first time in human history, children under age 5 will be outnumbered by people age 65 and over. Life expectancy is steadily rising and the number of oldest people aged 85 and over is increasing. Chronic non communicable diseases are now becoming the main cause of death among elderly in both developed and developing countries. Some populations are going to shrink in the next decades. In some countries, the total population is decreasing simultaneously with the increase of an ageing world population. The growth of a very old population can have the following implications: 1. Retirement money and pensions will have to cover a longer period of life. 2. Even if disability rates decrease, health care costs are going to rise. PROJECTED INCREASE IN GLOBAL POPULATION BETWEEN 2005 AND 2030, BY AGE 4.0 THE ECONOMIC AND FINANCIAL CONSEQUENCES OF POPULATION AGEING 4.1 The importance of age structure. Economic growth may be influenced by changes in population age structure. To analyse age structure, a life-cycle perspective is adopted, based on peopleà ¢Ã¢â€š ¬Ã¢â€ž ¢s economic needs and contributions during the various stages of life. The ratio of consumption to production is higher for the young and old people and lower for working adults. The key drivers of economic growth such as labour, productivity, consumption and savings vary according to where people fall in the life cycle. Labour and savings are higher among working adults than among those aged above 60. Declining fertility and mortality rates during the past four decades have significantly changed the age structure of the population. There will be a 23% increase in the proportion of the elderly population. The proportion of the population aged under 15 is expected to decline to 19% in the next four decades. The populat ion of the Republic of Mauritius will continue to age. Both past and projected ageing is illustrated in Table 2. Table 1 Age group 1962 1983 1999 2009 2019 2029 2039 thousands (% of total) Children 317 325 304 295 286 280 272 (Ages 0-14) (45) (33) (26) (23) (21) (20) (19) Working ages 345 604 768 855 880 871 861 (Ages 15-59) (49) (60) (65) (67) (64) (61) (59) Over pension age 38 70 103 133 206 285 332 (Ages 60 over) (5) (7) (9) (10) (15) (20) (23) All ages 700 1000 1,174 1,283 1,372 1,436 1,466 Pensioner support Ratio = (ii)/(iii) 9.2 8.6 7.5 6.4 4.3 3.1 2.6 Table 2 Assuming age of retirement to be 65 Working ages 364 630 799 901 952 955 952 (Ages 15-64) (52) (63) (68) (70) (69) (66) (65) Over pension age 22 45 71 87 134 201 241 (Ages 65 over) (3) (4) (6) (7) (10) (14) (16) Pensioner support Ratio = (vi)/(vii) 16.5 14.0 11.2 10.3 701 408 40. The elderly population will triple in the next four decades to attain 332,000 with more women (184,000) than men (148,000). Table 1 presents a summary of the projections and gives the evolution of the pensioner support ratio for two cases, i.e age of retirement is 60 and 65 years. Table 2 gives the evolution of the life expectancy. Life expectancy was quite low in 1950 compared to the present level. Life expectancy has significantly improved over the past fifty years and is expected to improve further in the future. 4.2Social Security Benefits Social Security benefits and public sector pensions are among the sectors that will certainly be affected by the ageing issue. Nowadays, the composition of social security benefits is two-fold, non contributory and contributory. Basic retirement pensions of the elderly and the elderly invalids irrespective of their economic status are non-contributory benefits wholly financed by government. The actuarial report on the National Pensions Fund has drawn attention to the fact that future increases in the number of pensioners will make the financing of basic retirement pensions an increasing burden on resources. The cost of basic retirement pensions rose sharply from about Rs 2.3 billion in 1999/2000 and is estimated to be Rs 3.5 billion in 2015 and Rs 6.4 billion in 2035. Examination of the implications of the projected strain on government resources is therefore becoming a high priority. Assuming that the rate of basic pension remains more or less the same, i t should be noted that an increase in pension age from 60 to 65 would lead to significant saving to the government in respect of basic pensions. Tax revenues may also increase as a result of employment continuing between ages 60 and 65 but there would be no financial impact on the NPF as a result of these changes. Welfare services such as long term care and any payment (other than from the NPF) to the elderly out of the state budget which are likely to increase faster than GDP in future are other examples of financial implications of ageing on state budgets. The ageing of the population will increase the financial strain on the state budget in future as follows: Basic pension expenditure (all of which is financed by general taxation) is projected to increase by 75% in some twenty years and to almost triple by 2040 if present pension rates are maintained. Expenditure from the NPF is projected to exceed contribution income by 2015. Part of the NPF expenditure will need to be met by investment income, most of which is derived from Government bonds or loans. In the absence of corrective measures, the investment income required to meet NPF expenditure would be derived largely from taxation. Expenditure on public service pensions is projected to increase by about 80% in real terms over the next 20 years, that is , from about 11/4% to 21/4% of GDP; Expenditure on healthcare and social services for the elderly can also be expected to increase substantially over the same period. To ensure that the state pension system remain financially sustainable in future, many countries are increasing the minimum state pension age. In Mauritius, the expectation of life at age 60 is significantly higher than when the current pension system was introduced. There has also been improvement in the health of the retired population aged 60 above, thereby enabling many of them to continue to work. Provided they have sufficient financial resources many people might decide to retire from their main occupation before the state pension age. In these cases it seems reasonable that the individuals or their employers finance the early retirement. 4.3 BUDGETARY MEASURES In his budget speech 2011, the Minister of Finance commented à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦all our elders deserve to live in dignity. The wealth we are creating today, the prosperity we are enjoying also bear the indelible footprints of their hard work. They must get their fair share.à ¢Ã¢â€š ¬? The government of Mauritius is preparing for the challenges of an ageing population and ramp up its support for our seniors. The Mauritian population is ageing .It is a new trend with new implications for economic and social policies. The government must provide for the changing needs such as new patterns of consumption and greater demand for health care. The government wants to make of Mauritius a society that can allow its elderly to live the high quality of life that they deserve. It is essential that Mauritius is on top of the issues of an ageing population and formulate effective policies. The second measure relates to health care for the elderly. A carersà ¢Ã¢â€š ¬Ã¢â€ž ¢ strategy and Action Plan will be prepared to address all issues relating to the need of our elderly population for carers Services. Third, the NEF will leverage on the high level of women seeking employment to train women in the skills and knowledge required to give care to elderly people. The training will provide certification and allow them to register as professional carers with the Ministry of Social Security and be given a certified carer ID. Fourth, the Cite des Metiers will open a section dedicated to facilitate our seniors in their search for carers and other services. Fifth, a new recreational centre for elderly, costing Rs 120 million and with a swimming pool, will soon be inaugurated at Belle Mare. Recreational centres are being constructed at Pointe aux Piments and at Riambel. Sixth, a get together Programme is being set up to give our elders who live alone and are on social aid the opportunity to socialize around a hot meal once weekly. Seventh, the government is extending the additional monthly allowance for persons suffering from incontinence to bed-ridden beneficiaries of Basic Retirement Pension aged 75 years and above. Eighth, to protect more the seniors from normal and regular flu outbreaks and from pandemics such as the HINI virus, free vaccinations against flu are being extended to our elders aged 60 years and above. Ninth, the government will invest in two low floor buses for senior citizens for outings from the recreation centres at Belle Mare and Pointe aux sables. Tenth, government is increasing the amount of income tax exemption for lump-sum on retirement and severance from Rs 1 million to Rs 1.5 million. For elders who have toiled hard in the sugar industry, the government is amending the Sugar Industry Pension Fund Act to allow payment of benefits to exceed two-thirds of final salary. 4.4 Accounting Effects If age-specific behavior in respect of labour supply and savings were fixed, labour supply and savings per capita would decrease with a rising elderly share of the population. Keeping all other factors such as productivity and migration equal, this would imply lower growth in income per capita. Peter Peterson (1999), argued that, à ¢Ã¢â€š ¬Ã…“global ageing could trigger a crisis that engulfs the world economy and may even threaten democracy itself.à ¢Ã¢â€š ¬? Alan Greenspan (2003), former U.S Federal Reserve Chairman has stated that ageing in the United States à ¢Ã¢â€š ¬Ã…“makes our social security and Medicare programs unsustainable in the long runà ¢Ã¢â€š ¬?. The European Unionà ¢Ã¢â€š ¬Ã¢â€ž ¢s Economic Policy Committee (2010) is more measured in its assessment of the threat: The ageing of the population is becoming a growing challenge to the sustainability of public finances in the EU Member States. The increase of the ratio between the number of retirees and the number of workers will gradually increase expenditure on public pensions and health and thus creates difficulties on maintaining a sound balance between future public expenditure and tax revenues. The retirement of baby boomers and the increase in the share of elderly in the population will create economic and fiscal stresses on the second decade of the 21st century. These demographic developments, if not offset by changes in household behavior and government fiscal policy, will reduce the number of workers in relation to the population needing support and lower the national saving rate. The result will be slower growth in national income and consumption after 2010. Aging-related expenditures are one of the fastest growing components of government expenditures. Over the next 40 years, the share of working adults will decline from 59 percent of the population to about 56 percent. The share of older adults (65 and over) will increase from just over 12 percent to almost 21 percent of the population. The higher costs of supporting these retirees will be offset partially by lower costs of supporting children, as the share of the population age 19 and under will drop from 29 percent to just over 23 percent 4.5 Future Labour supply After 2010 the population between ages 20 and 64 will decline and the percentage of people over age 65 will increase dramatically. These changes reflect the short run effect of the ageing of baby boomers while the long-run effect of reduced fertility and increased life expectancy. If labour force participation rates in each age group remain the same, the ratio of workers to retirees will decline sharply between 2010 and 2030. A decrease in the share of workers in the population means that, if all else remains the same, output per capita and living standards will be lower than they otherwise would have been if the share of workers had remained stable. The change in age composition of the population will reduce the share of workers and increase the share of dependent elderly. The increase in experience associated with an older workforce will raise average earnings and productivity per worker. With better health and increased life expectancies, one can expect individuals to work longer. As shown in Bloom, Canning, Mansfield and Moore (2007), the response to rising life expectancy is to increase the number of working years and the number of years in retirement proportionately, without changing period-specific saving behaviour. While a large set of factors such as increasing demand for leisure, general increases in wealth and difficult labour markets have contributed to low labour force participation among the elderly, social security systems have undoubtedly been a key reason for the continued low labour force participation among the elderly. Even if individuals decide not to work longer, increased life expectancies can be expected to induce increased savings over the working life in order to finance a continued high standard of life in retirement. As the elderly are healthier, they can work longer and more productively and place fewer demands on public resources. Businesse s can play a role in encouraging older workers to continue working, and they can in turn benefit from such workersà ¢Ã¢â€š ¬Ã¢â€ž ¢ experience and reliability. Allowing flexible schedules, offering ongoing training in new skills, providing wellness programmes, and re-allocating physically demanding tasks to younger workers are measures that can help retain the older segment of the workforce. 4.6 Consequences for Living Standards Labour supply adequacy is one factor influencing standard of living of the population. It refers to the ratio of the quality-adjusted workforce to the total consumption needs of the population. But not all people have equal consumption needs. For example, the government spends much more per capita on the over-65 population than it does on other age groups. Demographic trends will have adverse effects on economic growth after 2010, due in large part to the slowdown in the growth of the workforce and the increase in spending on age-related government transfers. But the effects do not appear to be catastrophic. The economy will continue to grow, even at a slower rate. Capital will increase considerably, even though lower national savings rate, as a smaller workforce requires less capital. Individual and population ageing are not gender neutral. Womenà ¢Ã¢â€š ¬Ã¢â€ž ¢s entitlement to goods and services over time is closely related to their work history, pension, property and inheritance rights. Old women generally occupy a precarious economic position, as they have accumulated fewer financial reserves than men, have fewer assets of their own and, more often than not, experience a weakening of their control over the family assets with the death of the husband. Poverty is a real threat to women as they get older. It is therefore imperative that any financial and social scheme developed to care for an ageing population should include targeted policies for the support of the elderly women. 4.7 Theories of Saving One of the most important theories of saving is the life-cycle model (LCM), which predicts that people will save in order to translate their fluctuating levels of income into smooth paths of consumption. Consumption implies that households borrow when young, save when middle-aged, and spend savings, or à ¢Ã¢â€š ¬Ã…“dissaveà ¢Ã¢â€š ¬?, when old. The life-cycle Model assumes that people by death would have consumed all their wealth and that people have unlimited access to capital markets at a single interest rate paid by borrowers or received by savers. Given these assumptions, the pure LCM implies pronounced differences in annual saving rates by age, with consumption fluctuating with changes in permanent income but not transitory income. The private sector of the economy will account for a larger share of the nationà ¢Ã¢â€š ¬Ã¢â€ž ¢s saving in the future. Maintaining private saving in the face of potentially increased public dissaving will be critical for continuing future economic prosperity. While changing demographic may increase private saving, the government should also create appropriate incentives for private saving. 4.8 Influences on Public Savings Public saving is what is left of taxes after subtracting transfers, interest paid on government debt, and government consumption. Public saving is also government investment minus the budget deficit. Future public saving will be affected by the ageing of the population because major government transfer programs-social security and the health programs (Medicare and Medicaid)- disproportionately benefit the elderly. Danziger et al. found that the elderly not only do not dissave to finance their consumption during retirement, they spend less on consumption goods and services than the young at all levels of income. Moreover, the oldest old save the most at a given levels of income. At the same time, while their human capital and private pension wealth is being depleted, especially at the most advanced ages, the elderly face a complex problem of uncertainty about their health, life expectancy, and ability to maintain independent households. In these circumstances, they reduce their consumption to maintain their wealth. The problem of population ageing, which is a consequence of fertility decline, has become the new à ¢Ã¢â€š ¬Ã…“bÃÆ' ªte noireà ¢Ã¢â€š ¬? of development, replacing rapid population growth, a consequence of high fertility. It is ironic that population ageing and rapid population growth are two faces of the same coin: fertility. Both population growth and ageing have an adverse effect on savings, it is argued, as the young and the old are more consumers than producers, and thus dependent on the working population. The orthodox debate not only ignores the positive contribution that the old could and do make to the economy, but also fails to recognize the fact that there are other sections of the population, such as the unemployed, who are also supported by the working population. From a long term point of view, however, it is the working age and not just the working population that matters. Keynes and others argued that population ageing would reduce growth via its adverse impact on aggregate demand and investment, and not because of a higher tax burden and government expenditure on social security and pensions. The relevance of this approach to the current debate on ageing in its integrated view of the demand and supply or consumption and production implications of population ageing, in contrast to the orthodox approach which is primarily concerned with the consumption effects of ageing. The economic implications of an ageing population are intricately intertwined with the macroeconomic performance of a society over time. At the macro level it is the current output that has to pay for the subsistence of the population, young or old, at working age or retired. The current output, however, depends in part on past savings and investment. In other words the work and savings of the present generation provide subsistence and employment for the present as well as for the future generation. The benefits of growing national income and increased productivity will not, however, be distributed equally among the old whose claim on the national income depends on their accumulated assets, including savings and pensions. An economy which distributes its assets and income unequally over its working age population carries such inequalities into old age, thus creating a differentiated group of old people. This has to be taken into account in the setting up of national pension plans in order to prevent hardship among those old people whose poverty when of working age prevented them from saving for their old age.

Ronald Reagan Ucla Medical Center - 1185 Words

Ronald Reagan UCLA Medical Center, Los Angeles, CA HSM 310 2012 Scarlett Vidaurre Professor Lee 8/5/2012 The mission of the Ronald Reagan UCLA Medical Center is to provide excellent patient care in support of the educational and scientific programs of the schools of the UCLA Center for the Health Sciences. Ronald Reagan UCLA Medical Center was built in response to the damage incurred by the old hospital structure during the 1994 Northridge earthquake. The new hospital, which replaces the 1955 facility, is one of the first hospitals in the state to meet the latest California seismic safety standards. This state-of-the-art building will serve as a pillar of strength to the local community, even during those times when acts of†¦show more content†¦Every floor harbors a number of ICU rooms. These are laid out so that the bed is in the center of the room allowing staff to treat a patient from all sides. In the event that a patient needs to be moved from an ICU room to surgery, the ceiling boom in an ICU room has an equipment arm and portable trolley with battery that detaches and ca n go with the patient, saving critical preparation-for-transport time. All of these features are built into each room to allow the rooms to function as needs develop. Unlike most hospitals, every floor here is dedicated to a particular specialty and all of the support equipment and supplies for those patients is located on the very same floor. Crisscrossing corridors in the nurses area make access to the supplies equal-distance from any of the patient rooms. Finally, every floor has its own satellite pharmacy, dialysis storage, respiratory therapy workrooms, and resident doctor sleep rooms, making every floor nearly self-sufficient. The latest wireless technology has been installed so that the hospital is paperless, that is, it uses advanced communication technologies that provide both medical professionals and patient’s better access to relevant medical records and research data. Clinical staff has access to electronic patient charts at every bedside. Patients and visitors h ave wireless Internet access throughout the building. And, wireless digital technology makes it possible to boast a film-less imaging environment. AtShow MoreRelatedThe Faces of Competition: A Comparative Analysis of Irvine Medical Center, Ronald Reagan UCLA Medical Center, and Cedars-Sinai Medical Center1544 Words   |  6 Pageslocation, (Zwanziger; Melnick; Bamezai, 1994) and such factors. The hospitals that are going to be compared are the Irvine Medical Center, Ronald Reagan UCLA Medical Center, and the Cedars-Sinai Medical Center. Hospital 1 Overview: University of California, Irvine Medical Center is situated at 101, The City Drive Orange, CA University of California, Irvine Medical Center, which is the key centre that is taken for analysis has been ranked 4th in Los Angeles. The analysis will be to see how thisRead MoreWhat Makes a Hospital a Top 100 Hospital Essay979 Words   |  4 PagesWhat Makes a Top 100 Hospital Ronald Regan UCLA Medical Center – What Makes a Top 100 Hospital Castellanos, Juan Manuel DeVry University What Makes a Top 100 Hospital? Since 1993, the Truven Health 100 Top Hospitals program has used both independent and objective research to guide hospital and health system performance. In this process, they analyze public data sources to compare hospitals to similar organizations. The 100 Top Hospitals program uses a balanced scorecard that incorporatesRead MoreThe Leading Killer Of Women And Men Essay1345 Words   |  6 Pagesreaching the heart. When blood to the heart is reduced this can trigger a myocardial infarction also known as a heart attack. The lack of blood to surrounding tissue in the heart can cause muscle death if not treated promptly and can be fatal (National Center for Biotechnology Information, U.S. National Library of Medicine, n.d.). The onset of Myocardial infarction (MI) is dependent on several factors and to the extent of which those factors are present. Factors such as physical inactivity, high bloodRead MoreA Brief Note On The World Of Healthcare1154 Words   |  5 Pagespatient’s experience. Not only does it add value personally, but in a marketing sense, it adds a lot of value to the hospital. As Porter explains, the recovery process that all patients go through is vital for the recovery of patients with any medical condition. Placing a focus on the amenities and making sure that patients are offered more than just standard care should be of the overall process of recovery for patients. Since patients are happier, they will recover faster, hence the recoveryRead MoreSymptoms And Treatment Of Medicine863 Words   |  4 Pagesof greatest need. Searching for a way to help others as my physicians did, I searched for service opportunities that would help my community. In my freshman year of college, I joined the volunteer organization Asian Pacific Health Corps (APHC) at UCLA. This student-run organization hosts health fairs every two months to promote healthy lifestyles among disadvantaged Asian and Pacific Islander communities nearby. Nearby physicians and health organizations are invited to provide their services whileRead MoreThe World Of Healthcare Has Been Revolutionized And Changed Ever Since The End Of World War1133 Words   |  5 Pagespatient’s experience. Not only does it add value personally, but in a marketing sense, it adds a lot of value to the hospital. As Porter explains, the recovery process that all patients go through is vital for the recovery of patients with any medical condition. Placing a focus on amenities and making sure that patients are offered more than just standard care should be of t he overall process of recovery for patients. Since patients are happier, they will recover faster, hence the recovery timeRead MoreEmergency Surgery Is Caused By Weak Blood Vessels That Balloon And Fill With Blood1485 Words   |  6 Pagesaspect taken into consideration when creating and prototyping this high impact medical device is its ease of delivery. This can be measured by the friction it creates when moving the coil through a catheter in a simulation. A description and reliability of the detachment mechanism are also very important when putting the device through pre-clinical testing. The Gugliemi detachable coil is used along with other medical devices such as stents. The technique used in the study of endovascular treatmentRead MoreThe Effect Of Bureaucracy On College Tuition Rates3074 Words   |  13 Pagesthose companies that had more of an ad hoc structure. By the early 1980s, both government and private sectors were trying to wage an all out war against the unintended, burdensome consequences of bureaucracy. Modern renowned politicians, such as Ronald Reagan and Margaret Thatcher, viewed bureaucracy as a burdensome structure that was hindering economic growth. In the business world, the newly installed CEO of General Electric Jack Welch was seeking to improve GE’s performance by eliminating overbearingRead MoreOn February 28, 1994, The Brady Handgun Violence Prevention1783 Words   |  8 PagesBrady Handgun Violence Prevention Act effective - an Act to require a background check of the firearms dealers before they could purchase. This Act was named after James Brady when he had been shot during an attempted assassination of President Ronald Reagan, he became disabled from this gunshot wound and had caused his death in 33 years later. The purpose of this Act is to prevent dangerous people from buying a gun. Today, the United States is the leader in most guns per-capita (â€Å"for each person†)

Hipster Free Essays

The word Hipster in the dictionary is described as a person who is Hip, I however think there is much more to the term than that. Hipsters are people who represent certain ideals and stand up for causes significant to them through their fashion. Their fashion allows them to make a statement on a particular issue. We will write a custom essay sample on Hipster or any similar topic only for you Order Now They also value independent thinking, politics, and art appreciation. Really, being a Hipster is more than being cool or popular; it is a state of mind. My definition of Hipster would be, someone who is able to stand up to society and defend what they think regardless of he discrimination they may receive as a result of their actions. A Hipster needs to be steadfast in their decisions and be a leader amongst his or her peers; standing up against their adversaries. The first example I have to prove my definition of the ‘Hipster’ is their sense of fashion. Fashion statements, which are symbols of subcultural lifestyles that are being discriminated by the higher classes, are a tool the Hipster utilizes to make his statement known. Their fashion sense consists of them wearing vintage and thrift store merchandise. As a result, their clothing choices are meant for attacking the ulturally-ignorant and mainstream consumers. They also enjoy expressing themselves through their hair styles. The haircuts used by Hipsters are considered edgy and effortlessly cool. These hair styles are a combination of messy shag cuts and asymmetric side-swept bangs; thus, giving these styles the Hipster feel. The combination of attire and hair doe’s exhibited by these folks leaves an impression on the viewer. To most of society, Hipsters seem as unintelligent hippies who are looking for trouble. They are the outcasts striving for attention. On the contrary, many Hipsters are well educated and very intelligent. Most Hipsters delve into the Liberal Arts world earning respected degrees in that field of study. Others have been known to earn degrees in mathematics and science. They are independent thinkers that value counter-culture, progressive politics, creativity intelligence, and witty banter. Being well educated also requires certain analytical thinking abilities. These abilities allow them to analyze their political surrounding and understand their rights from that view point. It goes to show that you cannot always Judge a book by its cover and you need to dig deeper to truly pass Judgment on another. As I stated previously, the word Hipster referrers to people who are so called hip or popular. Although, â€Å"hipsterism† is an actual state of mind, Hipsters have different political appeals than most people, but they are equally matched to any actual politics. Looking like a Hipster doesn’t mean you are necessarily a Hipster; once again don’t Judge a book by its cover. The true meaning of being a Hipster is the ability to understand the cultural, artistic, and political appreciations around the world. Although they like to express their feelings towards issues by their fashion, they mainly stick to their rights and stand by their beliefs. Sometimes being a Hipster is a mental state only intertwined with distinct fashion sensibilities. Either way one has to respect the ideology of these people and commend them on their tenacity to conform to traditional beliefs. To conclude, a Hipster is someone who expresses their problems through their clothing and through their actions. They will style and dress themselves to their liking as only a part of the cause they are supporting. Through their actions they are able to speak out for those who cant do it for themselves. They know how to start movements and how to keep them going until they receive the appreciation and ompensation they desire. How to cite Hipster, Papers

RACE RELATIONS IN 1960S AMERICA Essays - Geography Of Michigan

RACE RELATIONS IN 1960S AMERICA In the sweltering summer of 1967, Detroit's predominantly African-American neighborhood of Virginia Park was a simmering cauldron of racial tension. About 60,000 low-income residents were crammed into the neighborhood's 460 acres, living mostly in small, sub-divided apartments. The Detroit Police Department, which had only about 50 African American officers at the time, was viewed as a white occupying army. Accusations of racial profiling and police brutality were commonplace among Detroit's black residents. The only other whites in Virginia Park commuted in from the suburbs to run the businesses on 12th Street, then commuted home to affluent enclaves outside Detroit. The entire city was in a state of economic and social strife: As the Motor City's famed automobile industry shed jobs and moved out of the city center, freeways and suburban amenities beckoned middle-class residents away, which further gutted Detroit's vitality and left behind vacant storefronts, widespread unemployment and impoverished despair. A similar scenario played out in metropolitan areas across America, where "white flight" reduced the tax base in formerly prosperous cities, causing urban blight, poverty and racial discord. In mid-July, 1967, the city of Newark, New Jersey , erupted in violence as black residents battled police following the beating of a black taxi driver, leaving 26 people dead. THE 12TH STREET SCENE At night, 12th Street in Detroit was a hotspot of inner-city nightlife, both legal and illegal. At the corner of 12th St. and Clairmount, William Scott operated a "blind pig" (an illegal after-hours club) on weekends out of the office of the United Community League for Civic Action, a civil rights group. The police vice squad often raided establishments like this on 12th St., and at 3:35 a.m. on Sunday morning, July 23, they moved against Scott's club. On that warm, humid night, the establishment was hosting a party for several veterans, including two servicemen recently returned from the Vietnam War , and the bar's patrons were reluctant to leave the air-conditioned club. Out in the street, a crowd began to gather as police waited for vehicles to take the 85 patrons away. An hour passed before the last person was taken away, and by then about 200 onlookers lined the street. A bottle crashed into the street. The remaining police ignored it, but then more bottles were thrown, including one through the window of a patrol car. The police fled as a small riot erupted. Within an hour, thousands of people had spilled out onto the street from nearby buildings. Looting began on 12th Street, and closed shops and businesses were ransacked. Around 6:30 a.m., the first fire broke out, and soon much of the street was ablaze. By midmorning, every policeman and fireman in Detroit was called to duty. On 12th Street, officers fought to control the unruly mob. Firemen were attacked as they tried to battle the flames.

Free Essays on Employment Testing Case Study

Case Study #2 Bechtel Power Corporation’s Use of Objective Welding Tests Bechtel Power Corporation requires its welders to meet the standards established by the American Society of Mechanical engineers Codes. There are two categories in which welders must qualify in order to meet the standards as a general welder and to meet the standards of jobs requiring a more skilled welder. Because Ligons had passed the test placing him into the more qualified category prior to his arrival, Bechtel was within its right to test him, especially after Ligons was seen not performing certain aspects of the job adequately. The company used the concept of test-retest reliability to judge his skills at specific job functions. After failing the test, Ligons was given additional training, and was kept on as an employee. The initial lay off was with 58 other welders, all of them white, except Ligons, showing that there was not any racial discrimination when Ligons was selected as one of the employees to be laid off. Upon his rehire, Ligons was trained more and tested in order to recertify for the more difficult welding job. He failed the more difficult welding test, again. Four months later, Ligons was laid off again. The excerpt does not state what race the other welders were, nor does it state whether those welders had failed the more skilled welding examine. It also fails to state if Bechtel trained Ligons any more after failing the exam. Even without this information, the attempts made by Bechtel to train Ligons and to allow him the opportunity to retest shows the commitment the company had to provide its employees every opportunity to succeed. Using content-valid tests for the skills being measured and test-retest reliability, the company was able to conclude that Ligons was not accurately or adequately skilled for the more difficult welding jobs required. The test measures his skills at performing specific welding procedure... Free Essays on Employment Testing Case Study Free Essays on Employment Testing Case Study Case Study #2 Bechtel Power Corporation’s Use of Objective Welding Tests Bechtel Power Corporation requires its welders to meet the standards established by the American Society of Mechanical engineers Codes. There are two categories in which welders must qualify in order to meet the standards as a general welder and to meet the standards of jobs requiring a more skilled welder. Because Ligons had passed the test placing him into the more qualified category prior to his arrival, Bechtel was within its right to test him, especially after Ligons was seen not performing certain aspects of the job adequately. The company used the concept of test-retest reliability to judge his skills at specific job functions. After failing the test, Ligons was given additional training, and was kept on as an employee. The initial lay off was with 58 other welders, all of them white, except Ligons, showing that there was not any racial discrimination when Ligons was selected as one of the employees to be laid off. Upon his rehire, Ligons was trained more and tested in order to recertify for the more difficult welding job. He failed the more difficult welding test, again. Four months later, Ligons was laid off again. The excerpt does not state what race the other welders were, nor does it state whether those welders had failed the more skilled welding examine. It also fails to state if Bechtel trained Ligons any more after failing the exam. Even without this information, the attempts made by Bechtel to train Ligons and to allow him the opportunity to retest shows the commitment the company had to provide its employees every opportunity to succeed. Using content-valid tests for the skills being measured and test-retest reliability, the company was able to conclude that Ligons was not accurately or adequately skilled for the more difficult welding jobs required. The test measures his skills at performing specific welding procedure...

5 Words of Advice and 10 Wedding Toasts for the Groom

5 Words of Advice and 10 Wedding Toasts for the Groom At most weddings, it is the bride who takes the center stage. The groom often remains in the background. Most people forget that the wedding day belongs to the groom too. If you are one of the people who do remember this and want to raise a toast to the groom, these 5 tips should be of great help. The groom is as much a part of the wedding as the bride. He may also encounters the usual wedding jitters, last minute panic attacks, and even a small desire to make a dash out of the country. But men are expected to be stoic and gallant, as they wait for their beautiful bride to walk down the aisle, as he waits for her at the altar. In case you are the lucky groom who is ready to get married to the love of your life, here are some last minute wedding day advice for grooms: 1. Make Sure to Get Adequate Rest. Even If You Have Had a Wild Night of Bachelor Party. A cranky bride is bad enough. But a cranky groom is worse. Nobody wants to see you frown, or look grumpy on your big day. So get some rest. If your friends are throwing a bachelor party for you, make sure to not stay up too late, and get stone drunk. The last thing you want to do is draw disapproving glances from the in-laws. 2. Learn Your Wedding Vows Well. If you are reciting your own wedding vows, make sure that you have a copy handy, in case you fumble and flub your lines. Remember, the wedding is being caught on tape. And years from today, you will have to hear about your pathetic wedding vows, and how you sounded like a lunatic. 3. Have Your Best Man and Friends Help You Out. Leave the nitty gritty to your friends and folks. They should have to do some work for all the free booze and food, right? Make sure that the florist, the musicians and the cake artists are taken care of by your friends and relatives. Its your day, after all. 4. Dont Sweat the Small Stuff. Focus on the Moment. Your wedding tie is not in place? Who cares? Do you feel that you look a bit dull? Believe me, nobody will notice. All eyes are on the bride today. You just have to look happy. So do your part, and enjoy the day. 5. Dont Invite Your Exes to the Party. This does not need to be said, but the sooner you bury your past, the better for you. Your future wife is not going to look kindly on your generous act of inviting your exes. It is time to build a new life with a new wife. So let bygones be bygones. Here are some funny, interesting, and inspirational wedding toasts for the groom. Enjoy every moment of your wedding, and make the memory last forever. Marguerite De ValoisLove works in miracles every day: such as weakening the strong, and stretching the weak; making fools of the wise, and wise men of fools; favoring the passions, destroying reason, and in a word, turning everything topsy-turvy.AerosmithFalling in love is so hard on the knees.Albert EllisThe art of love is largely the art of persistence.Margaret MeadHaving someone wonder where you are when you dont come home at night is a very old human need.Oscar WildeWoman begins by resisting a mans advances and ends by blocking his retreat.King VidorMarriage is not a word; it is a sentence.Ann LandersIf you have love in your life it can make up for a great many things you lack. If you dont have it, no matter what else there is, its not enough.Kim AndersonYou love simply because you cannot help it.

Kuiper Leda Problem Solution and Defense Case Study

Kuiper Leda Problem Solution and Defense - Case Study Example For increasing profit company has to focus on sales figure. Kuiper Leda built a strong reputation with its clients / customer due to right quality, right quantity & right price. Kuiper's customers are having faith on kuiper's capability. Kuiper decide to launch a new product knows as Radio Frequency Identification Devices (RFID). Initially kuiper's started with a very small setup for this device. And Kuiper is facing a problem in managing inventory for this new setup. The inventory cost is on the higher side. So Kuiper decide to decrease in inventory cost using effective operation management. Decrease in inventory cost will definitely increase the revenue of the company and its share holder / stock holder. Increasing the revenue of the company, automatically ensure the future growth of the company. Kuiper Leda management team should need to focus on the adequate forecasting of inventory, so that the production process can be run smoothly, without increasing the inventory holding cost. This Effect the future growth of Kuiper Leda. For achieving decrease inventory cost Kuiper Leda instruct the operation Management team to keep track of the production process. During the inspection of production process, team was asked to keep track on inventory also. This team has to focus on the production process & inventory, & need to found how much inventory is required for a specific order. Kuiper Leda asked its team to decrease in over heads in various department like in production, in quality, in inventory, in transportation. Issue and Opportunity Identification Issue Opportunity Reference to Specific Course Concept (Include citation) Concept Kuiper Leda's main issues are the future growth of the company, & future growth of the company is depends on production, inventory, resources & order completion in time To keep the cost down proper inventory management & increased in production is required. This process include to make a raw material store near to the company to keep transportation cost low, & material is available at the time of production process. Removal of Extra production capacity means that only required material or process should be used in production. Capacity of Raw material store should be adequate to handle incoming raw material. Right forecasting of inventory for just-in-time to maintain effective inventory controls (Aquilano, Chase & Jacobs, 2005, ch 8, pp. 60) Inadequate inventory management Need to make a effective Inventory management program Forecasting of inventory for just-in-time to maintain effective inventory controls Aquilano, Chase & Jacobs, 2005, ch 8, pp. 60) Number of suppliers are too large Need to develop a distribution centre Increase communication with suppliers to prevent delays in product to increase production. (Chase, Jacob, and Aquilano, 2006, ch 8, pp. 25). Logistic Control Need to develop logistic Management System Logistic will keep track on cost of delivery of finished goods (Aquilano, Chase & Jacobs, 2006, ch 1, pp. 5) Timeliness delivery of product Need to develop a team who keep track on supply chain Management Team will check each & every process

European financial market Essay Example | Topics and Well Written Essays - 1750 words

European financial market - Essay Example In business parlance, pooling is the grouping credit transactions like bank loans( Brigham, 1985). An example is when loans and other long term liabilities with the same characteristics are pooled successfully into a new stock. Other examples of pooling applying for cash loans(Weston, 1993) with property, plant and equipment are used as collateral loan received is used to invest in several stocks and bonds. The company can also enter into a bond agreement where the bank intermediaries will give a $200,000 loan where the house and lot and another factory equipment will be pooled together to be used as collateral to put buy stocks in the stock exchange. Funds includes all available money, including cash and checks deposited in banks and cash on hand. Funds also include mutual funds(Gartner,1997) where money is invested in many stocks and bonds and not lumped on one stock or bond alone. Pension fund is one fund pooling where the employees contribute a small amount of money to a fund so that when such employee retires, he or she will be able to receive a pension benefit upon his or her retirement. Pension fund could be availed of upon retirement either by lump sum method or monthly method. The factors that affect the success(Thompson, 1999) or failure of a pension fund is based on the tables below. The Life expectancy table shows , in 2002, that in the United Kingdom women will generally live until the ripe old age of 80 years old as compared to only 73.7 years old in 1960. The men, meanwhile, will live up to the ripe age of 75.2 which is an increase from the 67.0 years old age in the year 1960. The elderly will increase to 47 percent in the year 2040 in the United Kingdom as compared to only 32 percent in the year 2020. The table below also shows that pension assets divided by Gross Domestic Product is 91 which lower than the amount accorded to Switzerland and Swed en. The pension assets of United Kingdom pension assets will reach US $1,403,000.000. The real returns divided by risk for United kingdom pension fund is 5.9 and its 50-50 bond equity is 4.4 while the pension plan's global portfolio 67.5 and lastly, The real average earnings of United Kingdom is 2.8. One popular pooling of fund transaction is to exchange cash on and cash in banks and to invest these funds in the stock market. The company then generates income both ways. The first way is to earn dividends that the invested company declares. The second way to gain income is to sell the stocks at a market price that at a much higher than the price when the company bought the stocks. THREE OTHER FUNCTIONS OF FINANCIAL SYSTEM Financial System (UK) . This is defined as the information system(Obrien,1992) shows us all MONEY transactions using applications such as word, excel, quickbooks, MYOB accounting software and many others for the gathering of business related data such as official receipts received from suppliers for purchases paid or officials receipts issued for items sold. Electricity, water and telephone bills are also documents evidencing data to be inputted in the

Essay --

Natural limits and man-made regulations make businessman to look for markets in a foreign country to expand and develop. Globalization is taking away all the barriers between countries offering more successful trading ways with both increased efficiency and decreased costs. Risk involved in doing business with unaffiliated parties puts the parties in unsecured position. Thus, they look for third parties to rely on and to act properly on their behalves in case of unexpected conditions. International Banking stands at the center of these processes by acting as a reliable third party. An International Bank with 6000 offices and many branches UzBank Group, having wide range of information about the global markets, is concerned to help local organizations to manage trading successfully. Trade is an exchange of goods or services while The International trade is when supplier of goods or services performs activities beyond her home country. Nowadays, corporations prefer to trade world wid ely instead of limiting their performance with local market. The reason is that International trade brings various benefits to both business firms and countries: First of all, International trade boosts development and generates growth by allowing exchanging knowledge, standards, and best practices of skills and techniques globally and using the best that fits well. Moreover, Country’s Shortage and high costs become avoidable. Scarcity in availability of raw materials or expensive labor force in local market is exempted. Obtaining the raw materials at relatively lower price than local market can reduce the cost of doing business. In case of illiquid Local markets clients can benefit by Easy access of acquiring financing by entering into highly li... ... terms and condition which may cause future disputes or Documentation risk †¢ Acknowledge the buyers culture and accept cultural differences to keep friendly based business partner. †¢ Foreign exchange risk can be mitigated as the same way as advised for the Buyers. UzBank overseas branch help by offering forward or option foreign exchange contracts to hedge against the risk. And do the business in one currency. †¢ Obtaining sufficient insurance coverage from the side of Uzbank branches can help clients to decrease the level of transit risk. A representative bank of the Uz Bank Group in buyers country help with insurance of accounts receivables in case of non-payment or non-acceptance †¢ If financing in needed for producing process, seller should use fixed interest rate loans or interest rate swaps in order not have interest rate problems even if hey fluctuate. 5 Essay -- Natural limits and man-made regulations make businessman to look for markets in a foreign country to expand and develop. Globalization is taking away all the barriers between countries offering more successful trading ways with both increased efficiency and decreased costs. Risk involved in doing business with unaffiliated parties puts the parties in unsecured position. Thus, they look for third parties to rely on and to act properly on their behalves in case of unexpected conditions. International Banking stands at the center of these processes by acting as a reliable third party. An International Bank with 6000 offices and many branches UzBank Group, having wide range of information about the global markets, is concerned to help local organizations to manage trading successfully. Trade is an exchange of goods or services while The International trade is when supplier of goods or services performs activities beyond her home country. Nowadays, corporations prefer to trade world wid ely instead of limiting their performance with local market. The reason is that International trade brings various benefits to both business firms and countries: First of all, International trade boosts development and generates growth by allowing exchanging knowledge, standards, and best practices of skills and techniques globally and using the best that fits well. Moreover, Country’s Shortage and high costs become avoidable. Scarcity in availability of raw materials or expensive labor force in local market is exempted. Obtaining the raw materials at relatively lower price than local market can reduce the cost of doing business. In case of illiquid Local markets clients can benefit by Easy access of acquiring financing by entering into highly li... ... terms and condition which may cause future disputes or Documentation risk †¢ Acknowledge the buyers culture and accept cultural differences to keep friendly based business partner. †¢ Foreign exchange risk can be mitigated as the same way as advised for the Buyers. UzBank overseas branch help by offering forward or option foreign exchange contracts to hedge against the risk. And do the business in one currency. †¢ Obtaining sufficient insurance coverage from the side of Uzbank branches can help clients to decrease the level of transit risk. A representative bank of the Uz Bank Group in buyers country help with insurance of accounts receivables in case of non-payment or non-acceptance †¢ If financing in needed for producing process, seller should use fixed interest rate loans or interest rate swaps in order not have interest rate problems even if hey fluctuate. 5

Developing Multichannel Strategy

Developing Multi-Channel Strategy Dr Stan Maklan and Dr Hugh Wilson Cranfield Customer Management Forum in collaboration with IBM Business Consulting Services Contents A strategic approach to channels †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Process overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Step 1 Identify problems and opportunities†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Cost reduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Improved customer experience †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Improved access †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Steps 2 and 3 Current and future state analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Define the marketing context †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . 6 Sales complexity matrix †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Product coverage map – current and future state †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Building alternate channel chains †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Step 4 Assess alternatives and choose†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 Channel curves – how customers value alternatives â₠¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Cost analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Prioritisation matrix †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 Step 5 Implementation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18 Metrics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 Testing new channel chains†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19 Customer research cannot predict outcomes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 Experimental design helps†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 19 Roll out†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 People must support new ways of working†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 Management, not technology, guides channel innovation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 21 Summary comments †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Step 1: Identify the nature of the problem or opportunity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 Step 2: Conduct a current state analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 Step 3: Create a future state Product Coverage Map †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 23 Step 4: Evaluate potential new channel chains †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 23 Step 5: Pilot priority new channel chains and roll out successful pilots. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Appe ndix 1 Directional policy matrix †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 24 1 Cranfield Customer Management Forum in collaboration with IBM Business Consulting Services Figures Figure 1: Process Overview †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Figure 2: Analysis and Generating Alternatives †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Figure 3: Sales Complexity Factors and Weightings †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Figure 4: Sales Complexity Score †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Figure 5: Current Coverage Map – IT Services Provider †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 Figure 6: Redrawn Coverage Map (Future)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Figure 7: Current Field Sales Led Combinations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Figure 8: Alternate Channel Chain †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Figure 9: Channel Curve †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Figure 10: Cost Comparison – Field Only versus Multi-Channel†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 14 Figure 11: Prioritisation Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Figure 12: Example of Prior itisation Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Figure 13: Directional Policy Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 24 2 Developing multi-channel strategy A strategic approach to channels Distribution and channel-to-market strategy used to be an afterthought for most marketers. Once the difficult judgements about product range, price and promotion were made, channel strategy was determined by objective economic and logistic factors, such as minimum order size and shipping costs.The internet, coupled with a proliferation of complex global supply chains, has elevated channel choice to the pantheon of critical marketing issues. Customers make channel choices alongside their product-service choices and expect suppliers to offer sales, marketing and service across multiple channels – online, telephone and physical presence. Offering all channel choices to all customers across all products and services is too costly for most companies. For many companies, channel strategy is now every bit as critical to their success, as are brand and product range policies.Companies must now determine how to serve different customers through a combination of channels that meets customer needs at a competitive cost. The strategic marketer wants to move the discussion of channel strategy beyond distribution costs and efficient order sizes by determining how channel strategy creates product-service innovations, reduces cost and improves customer loyalty. A successful channel strategy delivers differentiated solutions to different customer segments whilst meeting the marketing, sales and service requirements particular to each productservice.Balancing the needs of customers and the characteristics of individual products and services, identifying trade-offs, identifiable costs to be borne by each chan nel and creating customer value through channel innovation are the marketing challenges companies face. 1 Developing multi-channel strategy Process overview Channel strategy typically develops in an ad-hoc manner. Analysing a company’s channel policies is sometimes akin to an archaeological expedition: one digs through time discovering layers of historical decisions, sales partnerships and customer deals.We believe that there is great benefit for most companies in treating channel strategy development as a process. Just as strategic marketing planning revolutionised the way marketing plans were developed, a systematic approach to channels will improve companies’ chances of accomplishing their strategic channel objectives. We have developed a simple process framework to help marketers meet these channel challenges (Figure 1). Figure 1: Process Overview Step 1: Problem Opportunity Step 2: Current State Analysis Step 3: Future State Analysis Step 4: Choose Step 5: Impleme nt Cost Experience AccessMarketing Context Channel Coverage Maps Channel Chain Development Channel Curve Prioritisation Matrix Customer experience People Metrics Step 1 – Identify problems and opportunities: The process begins with the organisation identifying problems and or opportunities. We categorise these into three types: cost reduction, improvement of customer experience and improving customer access. Often companies are faced with a need to do a combination of these three. Steps 2 & 3 – Current and future state analysis: These stages make extensive use of tools developed by the Cranfield Customer Management Forum.Step 2 begins with traditional market place analysis; identification of customer segments and priority product (service) offers. These offers and customer segments are grouped in a channel coverage map – current and future. The map identifies logical bundles or groups of solutions and customers which form the basis for development of separate ch annel chains, combinations of channels that serve the customer at each point in the purchase and service process. Step 4 – Choose: Evaluates each channel chain for its cost and ability to generate customer value.The latter is estimated through channel curves, a research based technique that evaluates customer preference for each channel at each point in the purchase and service process. Finally, a prioritisation matrix is developed that identifies the most important channel investments to be made. 2 Developing multi-channel strategy Step 5 – Implement: Implementation is a critical element of channel marketing. Channel innovation is challenging for organisations because of the people issues involved – customers and sales people.This section of the report illustrates the importance of test marketing channel innovation, aligning compensation plans to desired behaviour and ensuring the new channel system is able to â€Å"learn† from customer experience, and a dapt as it is rolled out. 3 Developing multi-channel strategy Step 1 Identify problems and opportunities There are a limited number of famous examples of reinventing industries through channel innovation: E-Bay and Amazon spring to mind immediately. Those companies started from the â€Å"white sheet of paper† or the third process stage of the above model.The firms participating in our collaborative research project are all established players in their markets with existing channel structures. They may be responding to low cost, internet pure play competitors. For established companies embarking on channel strategy development, it is worthwhile to engage senior management in a discussion about the objectives of channel policies. Our experience suggests that it is useful to frame the discussion around a limited number of strategic objectives: cost reduction, improved customer experience and better customer access to the company (e. g. overage). Cost reduction Cost reduction is self explanatory. Many established firms face the twin challenges of customers expecting their traditional personal (expensive) sales and service whilst willing to pay only at prices charged by new competitors operating, for example, only via the internet. BT’s Major Business unit, dedicated to serving its largest customers, faced just such a challenge. Traditional telephony revenues were flat or declining as costs fell throughout the industry. Growth was generated through increased sales of IT related solutions such as routers and servers.Margins are lower in IT versus telephony and the channel â€Å"norm† was different indirect channels and self service over the internet. BT could not profitably compete in the new areas whilst retaining its channel structure and cost. By allocating sales tasks sensibly between field sales, desk based sales and the internet, BT reduced costs as a percentage of revenue through channel strategy – whilst increasing market coverage . Improved customer experience Improved customer experience is linked with customer retention and increased recommendation.Companies normally measure key indicators of their customer processes (e. g. telephone answering, complete orders on time, resolution of customer problem with first phone call) to illustrate the efficiency of their customer management but they measure their effectiveness with customer satisfaction scores. There are very few executives today that fail to espouse their need for improved customer satisfaction – this is rapidly becoming the motherhood and apple pie of boardroom conversation. But improving customer experience normally entails costs – better people, better systems, more capacity.Of course, every company wants improved customer experience at lower cost per customer, but this is rarely possible. Often the strategy is to â€Å"encourage† 4 Developing multi-channel strategy self ordering and service online and convincing oneself that customers really prefer this experience. This is not always true, nor is measuring customer satisfaction always instructive. Increased customer satisfaction does not necessarily change customers’ buying behaviour and customers defect to competitors for different reasons than they remain loyal. The message is clear.Customer experience is an essential part of marketing and customer retention, particularly in the services sectors. But companies cannot invest on the basis of â€Å"more is better†. Companies need to understand how customers value each element of the package of benefits they receive and how they make trade offs between them; how much experience would a customer sacrifice for lower prices online? How will improved customer experience lead to business outcomes? Land’s End, a successful mail order clothing retailer, embraced the internet early on.It understood selling clothes to people not able to try them on in a shop, so the addition of the online chan nel to its traditional telephone-catalogue one, was not too difficult. It uses the internet to extend and enhance its customer experience by providing complementary services. For example, one can design and dress up a virtual personal model to sample clothing virtually. Nonetheless, Land’s End displays prominently its toll free number so that online customers can immediately access helpful call centre staff.It also offers real time chat and personal assistance. Land’s End’s investment in the online channel was not justified by reduced call centre costs – it is there to provide a better customer experience. Improved access Finally, improving customers’ access to your products and services is a basic tenet of good business and a traditional channel strategy objective. With new technology, companies can offer unprecedented access to sales, service and customer data ubiquitously. Companies can now access customer segments hitherto unreachable or unprof itable to serve.BT’s Major Business Unit’s channel innovations not only reduced its costs, but allowed BT to increase account penetration. For example, a BT Account Director might negotiate the right to sell leased lines (typically low value items) to each branch of a national financial services company. Whilst the deal is negotiated with the customer’s head office, it is sold branch by branch with a desk-based telephone channel. Previously, the Account Director would have had to organise field sales people to call on each branch – uneconomical. Improved access increased sales.Many estate agents offer online services to improve customer access to their databases of properties and, more importantly, improve access to updates in property details. Whereas, previously, potential buyers would need to call agents regularly and receive posted updates of properties, changes in prices or competing bids, now they can be notified online or via SMS messages. 5 Develo ping multi-channel strategy Steps 2 and 3 Current and future state analysis Strategic alternatives can be developed through analysis of current channel combinations and generating imaginative new ones.See Figure 2. The tools used for analysing the current state and determining the future state are identical so these steps are discussed together. Figure 2: Analysis and Generating Alternatives Define the Market Context Define the market Determine customer segments Determine product-service priorities Generate Channel Strategy Alternatives Sales complexity Matrix -product complexity and customer value 2. Product coverage map -current state analysis 4. Generate alternative channel chains 3.Future coverage map – Create productcustomer combinations Define the marketing context Whilst the focus of this paper is channel strategy, the framework illustrates that channel strategy should be considered in the context of the company’s product (service) strategy. The salient aspects are: †¢ Agreeing the market definition as consumers or end customers would define it. Mapping the flow of goods and services through to the end customer to determine who buys what from whom. Segmenting the market into distinct, needs based customer segments.Setting appropriate investment strategies for each productservice market on the basis of your competitiveness in the market and the market’s inherent attractiveness. Normally, this is done with the Directional Policy Matrix, a strategic marketing planning tool described in Appendix 1. †¢ †¢ The market context illustrates the major market segments and the strength of existing distribution networks from suppliers through intermediaries (hereafter the channel chain). It also determines the priority productsservices for channel investment. It provides the necessary background 6Developing multi-channel strategy data for analysing current channel policy and generating alternatives for the future. Sales complexity matrix The first step in the analysis of the current state is to determine the sales complexity for each of the priority offers (combinations of product and or service) determined above. The more complex a product (service) is to sale and service, the more complex, personal and interactive the effort required by the company. Conversely, buying low cost, low risk, easy to configure products can often be done directly by customers online.Most often a sale, even for complex solutions, is made through a combination of channels, but one channel is designated as the lead or prime channel. Sales complexity is one of two prime determinants of the dominant channel: the other is how important the customer. Sales complexity can be estimated as a weighted average of scores for each of the key components of sales complexity. Let us take the case of an IT service provider. It provides three types of services: computer installation, configuration of sales and marketing software applications and ma rketing consulting.Under each of these three service headings there are three to five more specific service offers. For example, the software configuration services comprise the installation of complex front office solutions, databases, data mining tools, sales force automation systems and simple contact management systems. The company determines factors that comprise sales complexity and then determines a weighting for each factor to arrive at the following list and weightings (Figure 3): Figure 3: Sales Complexity Factors and Weightings Complexity FactorOrder size – the bigger the order, the more complex Limited customer knowledge of the product or service – less customer knowledge creates more complexity Length of the sales cycle – long sales cycles increase complexity Difficulty configuring – installing – the more difficult to configure, the more complex the sale Training – the greater the requirement to train customers in the use of the application/equipment, the more complex After sales service – the more service required, the more complex the sale Weighting .15 . 25 . 10 . 20 . 20 . 10Against each of the services offered, the company scores each of the complexity factors from one to ten in order to create a weighted average score for each line of service (Figure 4). 7 Developing multi-channel strategy Figure 4: Sales Complexity Score Order size Limited Customer knowledge Sales cycle Configuration Training Service Sales Complexity Score Weighting Application Configuration Front Office Database Data Mining Tools Sales Force Automation Contact Management Hardware Deployment Desktop Mobile phone PDA Laptop Consulting Service DB management Sales Network Customer strategy 0. 5 10 7 3 5 2 8 6 4 7 5 5 3 0. 25 7 6 9 5 2 2 5 7 3 5 7 10 0. 1 7 6 3 5 2 2 5 7 2 7 7 7 0. 2 7 9 5 7 2 3 6 7 3 8 8 6 0. 2 7 8 9 6 2 3 4 5 3 6 6 NA 0. 1 4 3 5 4 2 3 4 4 4 7 7 NA 7. 15 6. 85 6. 3 5. 5 2 3. 4 5. 05 5. 85 3. 6 6. 2 6. 7 7. 3 Pro duct coverage map – current and future state The product coverage map identifies how we wish to reach our customers as a function of the complexity of the product-services that we sell to them and the attractiveness of the customer. It determines the lead channel for combinations of customer segments and product-services from the perspective of the company’s strategy.The customer perspective is developed in the next phase (channel chains) and overlaid onto the coverage map to provide a balance between company and customer agendas. The coverage map is constructed sequentially from the following: †¢ Sales complexity scores on agreed dimensions to generate a continuum from simple to highly complex. The products and services considered in this phase are normally those identified as important from the Directional Policy Matrix. Major customer segments ideally defined in the first stage (Marketing Context). Developing ontiguous blocks of customer-complexity service spac e. †¢ †¢ The company in this example identifies its priority customer segments from the market context and they are listed below in reverse order: †¢ †¢ †¢ Owner managed businesses Mid sized retail financial services providers Large professional services companies Figure 5 illustrates two axes of the coverage map: (1) customer segments (prioritised) and (2) product-services ranked in order of complexity. 8 Developing multi-channel strategy The middle of the matrix describes how the company sells each productservice to each customer.These are, in order of INCREASING cost: customer self-service on the net (I), desk-based sales conducted by telephone (T), distribution partners (D)1, and field-based account managers (FS). Figure 5: Current Coverage Map – IT Services Provider High Complexity product-service Sales Force Automation Appl. Low Complexity product-service Consumer Strategy Owner Managed Businesses Medium Retail Financial Services Large Professio nal Services Front Office Application Database Application Sales Data Mining Network Mgt Tools Database Mgt PDA Deployment Laptop Deployment Desktop Deployment Contact Mgt Application FS FS T I I FS D FSD D T FS D FS I T I D FS T T I FS FS D D T T FS FS FS FS FS I = self service over the internet, T = Deskbased account managers D = Third party distribution partners FS = Field sales – account management There are obvious anomalies in the coverage map illustrated in Figure 5. Expensive field account managers sell some very simple products-services: perhaps there is a culture that an account manager handles 100% of the customer’s requirements. Distributors sell the company’s complex database applications and sales networks to very large companies for historical reasons; does the company lack sales expertise in these areas?However, the distributors may dis-intermediate the company and take control of key accounts, so is this a wise policy? To owner managed businesse s, some of these complex services are sold via the internet which has a low success probability. Even smaller, owner managed businesses need some help to understand these services. Figure 6 illustrates how the company assigned a â€Å"lead† channel for each product-service and customer segment combination to reflect the selling demands of the product-service and the size of the sales opportunity.These new contiguous blocks of customer-solution become the unit of analysis for the next stage of the process: building combinations of channels to serve each block (channel chains). Such distribution partners are often known in the IT industry as VARs or Value Added Resellers. They are often small to medium sized IT services firms that provide specialist industry or application expertise. 1 9 Developing multi-channel strategy Figure 6: Redrawn Coverage Map (Future) High Complexity product-service Low Complexity product-service Sales Force PDA Automation Laptop Desktop Contact Mgt De ployment Appl.Deployment Deployment Application Consumer Strategy Owner Managed Businesses Medium Retail Financial Services Large Professional Services Front Office Database Sales Data Mining Application Application Network Mgt Tools Database Mgt D D D D T T T T I I I FS FS FS D D D T T T T I FS FS FS FS FS FS T T T T I I = self service over the internet, T = Deskbased account managers D = Third party distribution partners FS = Field sales – account management The redrawn coverage map focuses vital field sales resources on selling large, complex solutions to the biggest, priority customer segment.Distributors sell large, complex solutions to smaller, lower priority segments. Desk-based sales teams handle the middle ground: modest complexity across customer segments. Self service over the internet is reserved for the simple products-services and lower priority customers who are considered to buy largely on price and for whom a lower cost sales model is needed in order to be co mpetitive. This exercise puts some structure on the channel strategy but it is not realistic in the modern world for one channel to manage an opportunity through the sales and service cycle.Whilst the company now has a lead channel for each opportunity, it needs to build secondary channels to reflect customer segment preferences and manage scarce resources optimally. Building alternate channel chains The channel chain maps out how we can reach the contiguous groups identified in the redrawn product coverage map. If the product coverage map allows the company to find a rationale for how it wishes to serve customers, the channel chain analysis encourages the company to think about creating customer value through channel innovation.Different customers have different needs for information, counselling and support at different stages of the sales, service and customer development cycle. For reasons of simplicity and accountability, many companies insist that one person (or team) take com plete responsibility for all communications with a customer at all stages of the cycle. This may be a luxury few firms can afford today. Additionally, many customers wish to supplement their traditional customer managers with immediate answers online whilst their account manager is otherwise occupied.Failure to provide a mix of channels can frustrate clients and drain valuable business development from account managers. Channel chains allow companies to think creatively about how to engage with a customer in the manner most 10 Developing multi-channel strategy valued by the customer whilst allocating customer management resources optimally. Figure 6 identifies four contiguous blocks of channel lead and productservice solution: field sales, distributor, desk-based and internet.Each of these blocks should be analysed further to create business rules for the management of opportunities through the sales, service and customer development cycle. Figure 7 illustrates the current channel c hain for the contiguous block of selling complex applications to large customers. There are a number of shortcomings with the current channel chain from the perspective of the company. The limited field sales resource is stretched by taking full responsibility at all stages of the customer engagement cycle.Whilst customers appreciate this simple and personal service, sales people do not have sufficient time to focus on developing big opportunities. During the early stages of a customer engagement, the channels operate in separate silos largely and respond to enquiries that come to them instead of operating to a set of business rules that determine where the opportunity is best handled. Figure 7: Current Field Sales Led Combinations Marketing activities Deskbased (telephone) Internet Distributor Field sales Operations Stage Lead generation Inquiry Qualify lead Proposal Follow up Close Implementation Assess new customer needs Customer developmentFigure 8 illustrates the result of the creative process that generated a framework for team based selling: integrating a number of channels that aligns the appropriate channel to the different tasks. Valuable field resources are focused upon the tasks for which they are uniquely and best suited: generating compelling sales proposals and closing the sale. Integrating the internet and desk-based channels into the process under the leadership of the field sales force, qualifies out poor leads quickly and therefore allows the company to pursue more sales leads.The teambased selling approach provides better response to customer queries 11 Developing multi-channel strategy throughout the selling engagement and reduces the cost of sale to the company. So the alternate channel chain increases the number of sales opportunities, reduces the cost of sale and increases the sales success rate. Figure 8: Alternate Channel Chain Marketing activities Internet Deskbased (telephone) Distributor Field sales Operations Stage Lead generation Inquiry Qualify lead Proposal Follow up Close Implementation Assess new customer needs Customer developmentSimilar channel chain reengineering is done for all four coverage map blocks identified in Figure 6 to generate strategies for improving sales effectiveness and increasing sales coverage. It remains to assess the impact of alternate channel chains on the target customer and develop a full costing for each to ensure that channel strategy maximises customer value as well as company efficiency. 12 Developing multi-channel strategy Step 4 Assess alternatives and choose The assessment of alternate channel chains is based upon two criteria: cost and customer value. Channel curves – how customers value alternativesCustomers have their own criteria for assessing how well a company manages the supplier-customer relationship. Channel curves assess how well different channel chains deliver against customers’ key criteria. Customer research generates a list of key criteria a nd the weighting of each criterion in the customers’ total assessment of a supplier. Judgement and research suggest how each chain delivers against each criterion on a one to ten scale. The result is a weighted average utility score for alternate chains. Figure 9 illustrates this for our case example: how large professional services firms assess IT suppliers’ channel chains.The new, mixed channel chain generates a slightly higher weighted average customer utility score but the difference is likely within the margin of error of the method. The extensive personal contact of the traditional channel chain generates small advantages for the most important customer criteria but this is offset by a mixed chain’s ability to respond very quickly to simple requests and greater access to technical resources 24/7 because field sales people do not have the deep technical know-how that is available via the desk and online channels. Figure 9: Channel Curve Weights 10 3 . 18 . 17 . 15 . 10 . 08 . 02 Traditional chain (Weighted Ave . 66) Alternate chain (Weighted Ave . 69) 5 1 le op pe of es ie y e er liit q qu na e so pll er Pe s sim tto se a al on o os sp o op re pr d id e ap at R ur cc ac e,, ett pl m se om tis C C er xp le s ca n ni m em c ch bl T Te ro pr off p h hi rs ce ic ne r rv wn s se O ed iis s om es st iin us us C bu y m m n nd U ds an s st er The channel curve analysis reassures the company that the mixed channel chain is no less preferred than its traditional approach and 13 Developing multi-channel strategy enerates a list of key issues that the mixed chain must address – intimate knowledge of the customer business for example. These can be translated into key metrics against which to assess the new chain. Cost analysis Cost reduction is always of interest to companies designing their channel policy and in this illustration, necessary for the company to remain competitive. Other companies might find that overall customer utility fall s with some new channel chains and they would expect a significant cost reduction in order to compensate for potential lost business.Conversely, some firms may design more expensive channel chains that are highly valued by customers and they need to know how much incremental cost will be generated. Costing channel chains is a matter of detailed estimation of the degree to which different customer groups will use different channels and each channel’s effectiveness at converting inquiries into sales. The exercise generates metrics for efficiency (cost) and effectiveness (conversion or attainment of other objectives) that will enable managers to assess channel policy continually.In this case, the IT services provider compared the cost of traditional field sales force against a team-based multi-channel approach as illustrated by Figure 7 and Figure 8. In this illustration, revenue increases 50% whilst costs decrease so that the cost per order falls by almost 3%. This results in s ales costs, as a percentage of total revenue falling from 23% to 15. 6%. Figure 10: Cost Comparison – Field Only versus Multi-Channel Field Only Sales process Inquiries Qualify Proposal Follow up Close Assess new opportunities Customer development Revenue Total cost Cost per order Cost ? 000 2000 3500 4000 2000 200 Cost per process ? 0000 50000 100000 200000 20000 Multi-Channel Cost ? 000 1200 3000 4000 3000 240 Cost per process ? 10000 30500 80000 200000 10600 Customers 100 100 70 40 10 10 Customers 120 120 85 50 15 15 10 50M 200 11900 20000 15 75M 240 11680 10600 1190 1160 14 Developing multi-channel strategy The sales processes above are taken directly from Figure 7 and Figure 8. Lead generation and implementation costs are not affected by the channel chain in this case example so they are excluded from the cost analysis. For purposes of presentation, we assume that the current channel chain generates sales of ? 0M through 100 orders. The new channel chain will allow more inquiries to be processed but there is no difference in the percentage of inquiries that pass through to proposal and are followed up. The closing success rate is slightly higher in the new channel chain because field sales people are focused on critical junctures of the sales process. The big difference is in the costs of qualifying each lead, generating a proposal and following it up. Prioritisation matrix The generation of alternate channel chains is both a rational and creative exercise.In the examples we present, some channel chain innovations are obvious – this is for presentation purposes. Some of the most exciting marketing developments over the past decade have resulted from very radical approaches to channels. The use of a comprehensive set of tools and frameworks should not diminish the creativity of managers in thinking about novel ways to meet customer needs. For example, online betting exchanges, such as Betfair (www. betfair. com), reduce customers’ cost , improve their access to betting occasions and for the first time, allow them to back and lay bets.The incumbent fixed odds, high street betting shops are responding but the online new entrants generated this innovation. Thinking creatively about channel chains for each contiguous block of customer-solutions will create a number of channel chain combinations that customers will value and may be cost effective. Few organisations, if any, can implement many channel chains simultaneously due to the complexity involved: implementation is discussed in the next section of this paper. A simple means of setting priorities amongst channel combinations is suggested – the prioritisation matrix illustrated in Figure 11.This matrix is defined by two axes: attractiveness of the channel chain to the organisation and attractiveness to the customer. It results in four solutions and attendant generic strategies for each. 15 Developing multi-channel strategy Figure 11: Prioritisation Matrix At tractiveness to organisation High Attractive to organisation †¢ †¢ †¢ †¢ †¢ †¢ Revenue potential Increased coverage Margin improvement Reduced complexity Fit to strategy Ease of implementation Selective trials with consumers Priority investments Attractive to customer †¢ †¢ †¢ †¢ †¢ †¢ Convenience Cost Speed of response Availability Product information Ease of useLow priority investments Partner Break into stages Gain experience Watch and prepare Low Low High Attractiveness to customer Much of the analysis required to complete the prioritisation matrix has already been done. Understanding the attractiveness to the customer and key dimensions of attractiveness are generated by the channel curve analysis. The attractiveness to the organisation is largely done; the prioritisation matrix adds some new dimensions, such as ease with which the company can implement the solution, fit to overall strategy and ability to reduce sales complexity in the organisation.The four generic strategies corresponding to the boxes of the matrix are: †¢ Invest: The channel chain is attractive to both customers and the organisation so it is a win:win. †¢ Selective trials: The channel chain is attractive to the organisation but not to the customer. Here judgement is needed. Is the potential gain, for example in cost, worth the loss of customer satisfaction? Will customers learn to accept the new channel chain? Will they defect if unhappy? Will competitors follow our lead so that this channel chain becomes the industry norm? Can some negatives with the new chain be overcome?Find â€Å"clever† solutions: These options are highly valued by customers but not by the organisation. Perhaps they are too costly, too difficult to implement or operate or do not fit with the overall strategy. Can you partner with another firm to reduce the cost and complexity? Can the new chain break the solution into smaller, more managea ble pieces or be implemented in stages? Perhaps you can trial the new chain and learn how to implement it at lower cost. At least, one needs to keep a watching brief on these channel combinations lest competitors implement them first and take valuable customers.Low priorities: These are valued neither by the organisation, nor its customers, so are generally not done. †¢ †¢ 16 Developing multi-channel strategy The organisation must agree a scale on which to grade high-low on the two axes and normally this is done on a scale between one and ten. The matrix itself is populated with channel chain investment options illustrated by circles and the size of each circle can be scaled to reflect the cost or potential revenue benefit. This is illustrated for our IT services company in Figure 12 below.Each channel chain investment is described by its chief characteristic; for example one says â€Å"field sales automation† and that is the channel chain that essentially enhances the productivity of the current field sales chain. The diameter of the circles represents the investment being made by the company in channel innovations. Figure 12: Example of Prioritisation Matrix Attractiveness to organisation †¢ †¢ †¢ †¢ †¢ †¢ Revenue potential Increased coverage Margin improvement Reduced complexity Fit to strategy Ease of implementation High Attractive to organisation Distributor extranet Field sales automation Desk based sales Customer portalAttractive to customer †¢ †¢ †¢ †¢ †¢ †¢ Convenience Cost Speed of response Availability Product information Ease of use Low Field sales Low High Attractiveness to customer In this example, we can see that the largest channel investments are in chains and solutions that are least attractive to customers. The channel investment most valued by customers (more field sales people) is unattractive to the company and not receiving a lot of investment. Perhaps this is t he most attractive to customers because they are not used to team based, multi channel selling from the company.Perhaps they are not convinced that the company can implement it effectively and are worried that service levels will fall. The two projects that are in the top right quadrant receive the smallest investment. The prioritisation matrix suggests that the company should increase investment in the portal and extranet. Field sales automation is not what customers value so that might be implemented selectively. Desk based sales might be critical to making team selling work but it seems to dominate the investment portfolio. Perhaps it could be introduced more slowly to allow funding to be redirected to projects of higher customer priority.Field sales investment is valued by customers but is not attractive to the company; can investment be more selective until other channels demonstrate their value to customers? 17 Developing multi-channel strategy Step 5 Implementation Developing new channel chains is a change programme and most managers have first hand experience of change. This white paper does not wish to summarise the vast literature and experience of change management in its final section. We will highlight some unique aspects of channel chain change programmes that merit attention.This section discusses: †¢ †¢ †¢ Design of metrics Piloting channel chains with customers Rolling out new channel chains and ongoing development thereof Metrics The prime metrics for assessing and managing the development of channel chains are illustrated by Figure 10, the cost and conversion analysis. Ultimately, the organisation wishes to sell more at lower cost per sale. Alternate chains are developed and their efficiency and effectiveness are measured. Achieving the targeted ROI for such investments is usually contingent upon a few key conversion and cost estimates.However the role of channels in marketing strategy goes beyond sales and most companies adop t a balanced scorecard type approach comprising: †¢ Financial measures such as costs per sale, sales costs as a percentage of revenue, number of sales, average order size, conversion from inquiry to sale and repeat purchase rates. Reputation measures the impact of alternate channel strategies on customers’ perception of the organisation – modernity, professionalism, value for money, value for time, knows-mybusiness, easy to do business with and other relevant measures.Relationship measures include the number of senior level contacts with a client per annum, the breadth of those contacts (in the case of the IT company it might measure marketing director contacts), frequency of customer interaction, customer satisfaction, customer willingness to recommend our company. Knowledge tries to measure how much we know about each customer’s behaviour, attitude and purchase process. People looks at the extent to which our own customer facing people are satisfied, enga ged, productive, supportive of the business’ overall goals, feeling confident about their customer management competencies. †¢ †¢ †¢ 18 Developing multi-channel strategy For a comprehensive review of metrics see the Customer Management Forum white paper ‘Measuring multi-channel effectiveness using the balanced scorecard’. Testing new channel chains Channel chain innovation represents two challenges: 1. Channel innovations are complex change programmes that require sales people to embrace new ways of working and are often accompanied by complex new technology. Unlike backoffice automation, channel chain mistakes impact customers and there are few â€Å"second chances† if customer service levels erode as new ways of working bed down in the organisation.The business case is normally â€Å"theoretical† and assumptive. We have described the stages of developing new channel chains and highlighted the need to seek customer research at key in tervals. Where the brief is cost reduction, savings can be forecasted. However, where the brief is to enhance customer experience and extend the offer, it is difficult to be sure to what extent improved customer experience leads to changes in customer behaviour. It is intuitively appealing to assume that a better experience improves customer satisfaction and that higher levels of satisfaction generate more purchases.Intuitive yes, but often wrong. Regrettably, proving empirically the relationship between customer satisfaction and behaviour is fraught and companies must test this in their own specific context. 2. Customer research cannot predict outcomes Whilst the process outlines some of the customer research activities that can be undertaken during the development of new channel chains, research experts have long realised that customers cannot predict how they will react to situations that they have yet to experience.So extensive surveys, observation of customer behaviour in resea rch laboratories and even examples from other industries do not predict behaviour. This is not to say that research is a wasted effort, only to suggest that research does not substitute for testing channel innovation on a small scale before proceeding to reorganise one’s entire channel strategy. Experimental design helps Given the difficulties identified above, companies need to prove channel innovation in the marketplace with real customers. However this process must be managed carefully in order not to damage vital customer relationships.We recommend that companies create an experiment where a small, but sufficient number of customers are exposed to the new channel chain. Key metrics, discussed above, are determined in advance of the experiment and they can be assessed in-market. 19 Developing multi-channel strategy On the basis of observed changes in customer behaviour, Sales ability to work in the new channel chains and the ability of the company’s processes to sup port the channel innovation, a company can invest with much greater confidence. Roll outSome of the case studies produced by the Cranfield Customer Management Forum illustrate how a successful pilot improves the chances for a successful roll out. With hard evidence of the benefit, people are more willing to support the changes required to scale the pilot into a full channel programme. People must support new ways of working The channel innovations we have seen at the Cranfield Customer Management Forum typically involve a company moving from a very dominant single channel (e. g. field sales) to a broad, team-based multichannel strategy.Case histories explored by the Forum illustrate a number of issues: †¢ Field sales forces feel threatened over their ability to control the customer experience (who is saying what to MY customers? ) and a potential reduction in status. There is often the unstated worry that senior management is evaluating critically individuals’ operationa l performance and ready to micro manage customers from head office. Finally, and perhaps most importantly, there are worries over compensation. Introducing team based selling with a view to reducing sales osts is often interpreted as a threat to sales peoples’ current compensation structure. How will sales incentives be shared between the channels? Managers of new channels, such as desk-based sales and the internet, do not know how to integrate with field sales operations. They are not sure how to measure success; what is their contribution to an overall sales target perhaps under the control of a field sales director? Their teams tend to be remote from the customer and field sales so personal relationships and trust are hard to develop.Companies do not know how to compensate each channel. During the introduction phase, management wishes to reassure the field that its compensation will not be reduced so that incentives for new channels represent added cost. This is not sustai nable. Team based selling often requires new technology and that entails risks of the technology not working, or people not operating the new technology properly. Customer facing technology is particularly risky as valuable customers experience your teething problems. †¢ †¢ †¢ 20 Developing multi-channel strategyThe Cranfield Customer Management Forum has documented successful channel innovation in such circumstances. The elements common in such cases are: †¢ The implementation of the channel innovation is not rushed. There is adequate time to consult with sales people, train people in ways of working, build teams between the old and new people and just get used to the idea of change. It is not uncommon for channel change programmes to last for three to four years. Of course, throughout that period, innovations are being introduced but at a pace that the organisation can manage.The customer relationship manager remains in control of the overall engagement with hi s or her customer. The relationship manager is fully aware of the activities of other channels with his or her account and can override the policies and recommendations of the â€Å"system†, retaining full control over the customer experience. Software is tried and tested thoroughly by live sales teams before large scale rollout. Support for changes in working practices are severely undermined when promised technology that makes â€Å"it all work† disappoints its users.People feel let down by the company and distrust the motives behind the changes. There is a frank and open discussion about compensation. Companies cannot be expected to fund double or triple compensation for the sake of harmony. However, the compensation system must encourage team selling. In the BT example of selling leased lines to bank branch offices, desk based sales people receive bonuses for each sale made. At the same time, the national account (field sales) manager for that bank is credited with the sales made by desk based sales against his or her overall target with the bank for the year.The relationship manager is therefore rewarded for the successful desk based sales campaign. In this way, there is alignment between the channels’ compensation plans. †¢ †¢ †¢ Management, not technology, guides channel innovation In all the cases of successful channel innovation reviewed by the Cranfield Customer Management Forum, we found that CRM technology played an essential role in enabling new ways of working to be managed at a large scale consistently. However, successful companies did not begin by picking an application and then building processes that embed the application in their organisation.They started with a clear view of what they were trying to accomplish and used approaches akin to channel mapping and channel chain development to achieve it. 21 Developing multi-channel strategy Once they understood the channel chains that they were trying to implem ent, they built a comprehensive set of business rules around each chain. This allowed the company to have rules for such events as major customers making enquiries online, telephone based sales campaigns to major customers and avoiding conflicts with distributors’ sales campaigns.These rules took time to develop and often were built with the help of outside consultants. The rules are managed by very senior sales managers as they represent the underlying logic of the channel strategy. For successful companies, the allocation of sales complexity scores to products and services is a top management issue as is the process by which various channels will work together. In order for the rules to be dynamically updated, there are important governance structures established for team based selling.Each company finds its own way to integrate the policies, investment, people development and compensation of its channels. However these policies are not developed in isolation of the overall customer relationship strategies. Resource owners are not free to do as they please; senior managers must live the team-based values that they espouse. 22 Developing multi-channel strategy Summary comments Traditionally, â€Å"channel† was a poor relation to other elements of the marketing mix.New technology and business models have changed this 180 degrees: scholarship and managerial practice are catching up to this new reality. We develop a systematic five step plan for companies to develop their channel strategy. Step 1: Identify the nature of the problem or opportunity Is the motivation for channel innovation cost, improving customer experience, increasing customer access or a mix of the above? Step 2: Conduct a current state analysis First look at the market context: define the market, determine and establish priorities between customer segments and inally determine and set priorities between product-service offers. Then determine the complexity of each priority product service offer and rank the offers in order of complexity. Using the Product Coverage Map, identify the lead channel for each priority customer segment along that ranked order of complexity. Identify anomalies. Step 3: Create a future state Product Coverage Map To address these anomalies, identify major groupings of offer-customer with lead channels. Draw channel chains for each grouping.Enter into a creative exercise to develop better channel chains for each grouping. Step 4: Evaluate potential new channel chains Evaluate in consideration of customer preference (Channel Curve analysis) and cost. Set priorities between alternatives. Step 5: Pilot priority new channel chains and roll out successful pilots. Consider that channel innovation is a major change process. Research and adoption of â€Å"best practice† alone will not provide the leadership necessary for successful channel innovation. Customers cannot evaluate that which they have not experienced.Best practice fails to account for the context-specific nature of each company’s customers, ways of working, established Sales practices and information technology expertise. In implementation it is important to ensure that customer-facing people support new ways of working, implementation is not rushed to meet artificial schedules, customer managers retain control of the process and act as guardians of the customer experience and there is effective feedback between those leading the change and those affected by it.Despite the difficulties in channel innovation, for many companies it is a must-do activity. Since best practice is very emergent, there are opportunities for companies to generate real competitive advantage through channel strategies. 23 Developing multi-channel strategy Appendix 1 Directional policy matrix The Directional Policy Matrix (DPM) is a strategic marketing planning tool that allows managers to make investment decisions across a portfolio of opportunities. Figure 13: Direction al Policy Matrix MARKET SEGMENT