How personal differences and preference can impact organizational ethics.

            According to Jon Elster (1989), all organizations ultimately act and decide through people,  it is the people who set the tone for organizational goals and behavior. This is especially true for the leaders who are often in a position to control multiple outcomes that affect employees (e.g., strategies, goal-setting, promotions, appraisals, resources). It is not surprising, then, that the differences and preference between the individuals causes many ethical questions or problems for the organization (Treviño, 1986).

            However, each individual has their own perception, and their own process to select, organize, interpret and respond to the information that is called perception process according to Hellriegel (2011). The perception process is influenced by several factors,  external factors such as the cultural issues and communication and internal factors such as personality, learning and motivation. For example Brown et al. (2005) suggests that individuals can learn standards of appropriate behavior by observing how role models (like teachers, parents, and leaders) behave. Accordingly, ethical leaders "teach" ethical conduct to employees through their own behavior, by treating others fairly, honestly, and considerately, leaders become worthy of emulation by others. Otherwise, followers might ignore a leader whose behavior is inconsistent with his/her ethical pronouncements or who fails to interact with followers or not respect their culture differences (Yussen & Levy, 1975).

            The way in which people come to understand the cause of their own and others behavior will determine the organizational ethics, by the ability of each one of the employees to incorporate values and principles to distinguish right from wrong and transform in right attitudes (Hellriegel, 2011). In other words, the attributions made by each employee in the company will result in behaviors, feelings and expectations that will affect and determine the organizational ethics.

Ethical issues are very important for companies, in some cases neglect can result in serious legal penalties for the company. Most companies recognize the value of ethical concepts to give directions for the whole company because of this most companies decide to make a guide of ethical procedures that employees should use to base their behavior and decision making.

            By using policies and procedures companies create organizational norms that provide an objective base for determining whether a behavior is right or wrong for the company. The policies and procedures will help the employees to learn the ethical practices and understand that rules should be followed because they are necessary in place for the effective functioning of the entire organization (Miles, 1978).

            For the organizational policies and procedures to impact positively on the company’s ethical behavior, the leaders must demonstrate their commitment to ethical behavior and decisions made by other managers and employees also it is very important to make sure that the code of ethics is very clear and has to be followed. The procedure must have a policy to protect retaliation against those who report wrong doing. Managers and employee alike should be involved in solving ethical problem and lastly the company should publicized all the efforts related to the ethical issues (Hellriegel, 2011).

            While the organizational policies and procedures are explicitly what the company believes what is right or wrong, the employees need to learn and practice the desired behavior. The learning process can be through reward or punishment, according to Hellriegel (2011) a reward must increase the frequency of the behavior it follows, on the other hand punishment stops undesirable employee behavior, however it will have a negative effect especially over long periods of time and the consequences can be even greater than the original undesirable behavior.

              Ethical decision making deals with moral issues, employers facing a dilemma between their interpersonal stage of moral and the universal moral stage (Hellriegel, 2011). Employer that knows that an important person in the company, has been unethical behavior. Based on universal ethical principles that are founded in justice the public welfare for the dignity of the individual this employer felt like should tell the truth so everybody else could solve the problem.

            In other hand most employers understands that if they are not doing anything wrong and is a “good person” approved by their family (sometimes). They knows the truth severely affected in their professional life. In this dilemma most people would to keep their own self interest preserved by being quiet and waiting for a better moment to come. It is interesting to look at the whole ethical decision-making process, recognizing ethical dilemmas and acting ethical. It seems that reward or a lack of reward impacts decisions also if the company had some instrument to facilitate for her to tell the truth without damage to herself, she probably would have done so already (Jex et al., 2003).

 References

Brown, M. E., Treviño, L. K., & Harrison, D. A. 2005. Ethical leadership: A social learning

perspective for construct development and testing. Organizational Behavior and

Human Decision Processes, 97: 117-34.

Elster, J. 1989. Nuts and Bolts for the Social Sciences. Cambridge: Cambridge University

Press.

Hellriegel, D., & Slocum, J. W., Jr. (2011). Organizational behavior: 2011 custom edition (13^th ed.). Mason, OH: South-Western Cengage Learning.

Jex, S., G. A. Adams, D. G. Bachrach and S. Sorenson: 2003, ‘The Impact of Situational Constraints, Role

Stressors, and Commitment on Employee Altruism’, Journal of Occupational Health Psychology 8(3), 171-180.

Miles. R.E. and Snow, C.C. (1978) Organizational Strategy, Structure, and Process. New York: McGraw-Hill.

Treviño, L. K. 1986. Ethical decision making in organizations: A person-situation

interactionist model. Academy of Management Review, 11: 601-17.

Yussen, S. R., & Levy Jr., V. M. 1975. Effects of warm and neutral models on the attention

of observational learners. Journal of Experimental Child Psychology, 20: 66-72.

“FREDERICK WINSLOW TAYLOR”

Who was Taylor?

            Taylor was born in Philadelphia, Pennsylvania, on March 20, 1856, into a wealthy Quaker family (Kanigel, 1997). His father was a Princeton-educated lawyer who had earned a great deal of money selling mortgages. His mother was an abolitionist with a strong personality based on deep-seated personal convictions (Kanigel, 1997). Taylor attended Philips Academy in Exeter, New Hampshire, and was accepted at Harvard, but he was unable to attend because of failing eyesight (Kanigel, 1996). In 1878, Taylor found a job at Midvale Steel Company as a machine shop laborer. Over the next 6 years, he was promoted repeatedly. While working at Midvale, Taylor introduced the concept of piece work to the production process (Papesh, n.d.). In 1883, Taylor received a degree in mechanical engineering through an unusual correspondence program at Stevens Institute of Technology while holding a full-time job. In 1890, Taylor became general manager of Manufacturing Investment Company. Then, in 1893, at the age of 37, Taylor became an independent consulting engineer. He focused on helping management find ways to cut costs while improving productivity (Papesh, n.d.).      

            Taylor eventually became a professor at the Tuck School of Business at Dartmouth College. In 1906, he became the president of the American Society of Mechanical Engineers. In 1911, he published his most famous monograph, The Principles of Scientific Management (Kanigel, 1996). Taylor contracted influenza while on a Midwest speaking tour in 1915.He died on March 21, 1915, one day after his 59th birthday (Papesh, n.d.).

Taylor’s principles of scientific management

            Taylor is commonly referred to as the “father of scientific management”, because of his development of principles of scientific management. Taylor meant that each element of each man’s work must be thoroughly examined and tested to find the “one best method” and to replace the old ‘rule of thumb’  method” (Taylor, 1911,p. 46). Next, he proposed that the employer spend time and money selecting and training each employee, rather than letting each man figure the job out for himself, which would potentially lead to inefficient choices. The third underlying principle called for the worker’s scientific education and development. By this, Taylor meant that the company should ensure that the employee continues to do the job in accordance with the principles that were established for him. Finally, Taylor called for cooperation between workers and management, his intention here is for a clear division of labor between the groups, with all of the planning and cognitive functions done by management.

            Taylor believed it was possible, through scientific study and analysis, to determine the best way to do each job to ensure maximize efficiency. Using a stopwatch he measured the time for each step of the production and then chose the quickest one, and then collect all the quickest and best movements, and implement them into one series (Taylor). However, in  industry at that time he found a very low level of supervisors that made him separate planning from execution, then staffed planning departments with engineers, and charged them with four tasks: First, develop scientific methods for doing work. Second, establish goals for worker productivity. Third, establish systems of rewards for workers when the goals are met. Finally, teach or train the personnel how to use the methods and thereby meet production goals (Taylor). For Taylor it was important that the work was planned in advance, not by the workman alone but by the engineers in order to specify not only what is to be done but how it is to be done and the exact time allowed for doing it.

            He was very criticized because the perception is that the worker has no chance to think or excel, in fact Taylor’s concept of human motivation was extremely limited (Blake, Anne and Moseley, 2010). He believed that the only way to motivate employees to work more efficiently was through monetary incentives, and sometimes he did expose an attitude that was often biased against workers. For example, he wrote “in the majority of cases . . . man deliberately plans to do as little as he safely can to turn out far less work than he is well able to do” (p. 6). However using the economic argument of increased demand due to decreased pricing he emphasized the idea of sharing gains with workers, addressing his concern by emphasizing justice for both parties. In essence, he believed that it is unethical to attempt to apply his techniques without also adopting the philosophy behind them to make the system fair for each part.

            Taylor`s scientific management settled in as a “stimulus to thinking about the function of organizations and a series of techniques for improving short-run economic performance” (Nelson, 1992, p. 27).  The influence of Taylor’s work extends far beyond business and industry. He was the original organizational theorist. During his lifetime, most small businesses were attached to homes and larger businesses comprised open workspaces, which facilitated communication and the flow of ideas. The entire field of organizational behavior developed around the study of Taylor’s theories and methods. The elements of scientific management that were most influential to the study of organizational behavior include: “the clear delineation of authority, responsibility, separation of planning from operations, incentive schemes for workers, management by exception and task specialization” (Accel-Team, 2007, para. 13).

            Taylor’s influence can be seen  all over the word in the way the industries focused on outcomes, using benchmark for measuring and improving typical performance levels. Also focus on producing competent performance in employees. Finally, managers start to believe that management is ultimately responsible for deficiencies in employees’ performance.

References

Accel-Team, Inc. (2007). Historical perspective on productivity improvement. Retrieved             July, 2010, from http://www.accel-team.com/scientific/scientific_02.html.

Blake, Anne M.; Moseley, James L.(2010).One hundred years after The Principles of Scientific    Management: Frederick Taylor's life and impact on the field of human performance        technology. Performance Improvement, Apr2010, Vol. 49 Issue 4, p27-34, 8p, 1 Chart; DOI:            10.1002/pfi.20141

Kanigel, R. (1996). Frederick Taylor’s apprenticeship. The Wilson Quarterly, 20(3), 44–51

Kanigel, R. (1997). The one best way: Frederick Winslow Taylorand the enigma of efficiency.     New York: Viking Penguin. International Society for Performance Improvement.       (2009). Retrieved July, 2010 from http://www.ispi.org/content.aspx?id=54.

Nelson, D. (1980). Frederick W. Taylor and the rise of scientific management. Madison:             University of Wisconsin Press.

Nelson, D. (1992). A mental revolution: Scientific management since Taylor. Columbus: Ohio    State University Press.

Papesh, M.E. (n.d.). Frederick Winslow Taylor. Retrieved July, 2010 from             http://stfrancis.edu/ba/ghkickul/stuwebs/bbios/biograph/fwtaylor.htm.

Taylor, F.W. (1911). The principles of scientific management. New York: Harper & Row.          

Marketing Project "Concierge Brazil": PRICING STRATEGY AND CHANNEL DISTRIBUTION

Price is an important factor in determining the profitability and long-term survival of every company, Lovelock (1996) has suggested that pricing is the only element of the marketing mix that produces revenues for the firm, while all the others are related to expenses. However, in the ever-changing electronic environment of the twenty-first century, price is one of the key strategic elements that is often overlooked by firms (Law, 2007). With the our new service “Concierge Brazil” , we have the opportunity to utilize price to build competitive advantage,  enhancing customer satisfaction and loyalty by meeting the demands of these specific segments which have the potential to improve the business profit position.

The cost to provide an exclusive service as a “concierge” will be higher, therefore it is necessary to use a pricing strategy that maintains good margins to get our objective to survive, not worrying about volume at this point. Therefore the skimming price strategy looks more suited for our objective instead of penetration price strategy which would provide lower prices, and lower unit profits to attract volume (Lacobucci, 2010). Actually, our product does not have competitors in the specific services which we will provide as we have previously stated, so again makes more sense to choose a skimming pricing approach to introduce our service to the marketplace.  Penetration pricing may be wise if the firm expects strong competition very soon after introduction. A low penetration price may discourage competitors from entering the market, once the product has secured a desired market share, its producers can then review business conditions and decide whether to gradually increase the price (McCarthy, 1990).

 “Concierge Brazil” is going to engage in skimming price strategy.The initial price for the product will be set quite high to support all the costs and reinvest in the business but only for a relatively short time and after introduction once the product's appeal broadens, the price can be reduced to appeal to a greater range of consumers. With the skimming strategy, even though sales will likely be modest, the profit margin will be larger. This pricing approach is most often used for high-prestige or otherwise unique products with significant cache. This is the type of demand that we are looking to cultivate for the services which we will offer. Penetration pricing can result in greater initial sales volume but we have chosen the skimming approach because of the type of service that we will provide will be exclusive and high quality therefore it is possible the  might have much slower acceptance, but we will probably have higher unit profits (Hilton, 1991).

For our service we could use a product line as a pricing tactic which offers a premium price for the high-price line travel or service and a medium-priced line for a lower tier service, with a lower-price for the lower service line. But we have chosen to work with value pricing as a tactic that offers our product at a fair and reasonable price which makes sense to the purchasing customer. As the name itself suggests, the price of the product/ service is set according to value perceived by the customer (Answer.com). We know that value is subjective but promoting a high level service for each one of the customers will provide a prestige associated with the image of such unique and exclusive service and that will add value for our target market.  This does not mean that we will offer differentiated pricing – where producers offer different prices to different customers on the basis of a number of criteria as cited in the Avlonitis and Indounas (2006), because a value price does not have criteria for the price, the price is just fair according to the costs and value of the product or service.

Our service would trade between two countries USA and Brazil. In international markets government regulations can affect prices indirectly through import duties and other import barriers that increase costs. In Brazil we have to be aware of legal constraints. The Brazilian government has installed tax regulations and monetary transfer policies, the objective of which is to defend consumers and/or preserve the local competition (BFTA).This will be very important to consider before formulating the final pricing structure.  In an international setting additional constraints have been formulated to limit tax evasion or keep cash, employment and economic activity within country boundaries. The international monetary policy of Brazil adds a significant challenge due to the fact that most of our customers will be in the USA and a large majority of our suppliers will be in Brazil, because of this there are significant payment issues. These issues can be overcome legally but there needs to be added infrastructure to navigate these issues and this adds cost to the business.

One of the issues within Brazil, especially in the north, is unethical employment practices in order to lower costs. “Concierge Brazil” will rigorously vet all suppliers to ensure that they fall in line with the United Nations Global Compact's ten principles with regards to human rights and labor practices. By doing this we will ensure that our prices are derived from an ethical price base.(UN Global Compact, 2011).

Marketing distribution channel analysis

We are going to use the e-commerce to access our customers and also to contact our suppliers, as you can see at figure1. In the supply chain management process, “Concierge Brazil” will contract the suppliers directly for hotels and restaurants, we are also the marketing provider and sell directly to the customer via either telesales and field sales and/or online via the Internet from our web site. The traditional workers also will be contracted directly by our company and they will provide the main services directly for the customers. In the direct distribution channel strategy, “Concierge Brazil” will be responsible for the transactional functions that involve contact with buyers, marketing communications, matching products to consumer’s needs, negotiating pricing, processing transactions and facilitating functions such as market research. 

Yelkur and Herbig describe the advances of technology and the growth of the internet as an electronic medium and this has led to the emergence of online travel distribution channels. Online distribution channels have gradually become a common way to make travel arrangements because of the lower costs and greater efficiency.  Concierge Brazil promotes exclusive, luxury and pleasure for people that can afford to pay and want an exuberant experience but they want the service with a practical and efficient delivery method.  Therefore the channel we have chosen to reach the consumer is via the internet and e-commerce. This will make it easier and faster for the client and for the company. Of course, we will keep the service available in more traditional mediums with some field sales and telesales in order to satisfy clients who prefer personal contact, but e-commerce will be the principal channel in part because we are new to the market and we have to avoid the expensive channels, therefore e-commerce seems to be the most reasonable and effective channel to reach our target market.

            Since we are new in the market, our main objective is survival  and keeping the value pricing structure in order to give enough profit to pay all costs and reinvest in the business. As a result we are going to build a process transaction with the supply channel also by e-commerce.

REFERENCES

Avlonitis, G.J., & Indounas,K.A. (2005). Pricing objectives and pricing methods in the  services sector. Journal of Services Marketing, 47–57.

Answer.com- wiki answer, http://wiki.answers.com/Q/What_is_Value_Pricing, May2011

BFTA “Brazilian Foreign Trade Association” – Legislação de Interesse.   http://www.aeb.org.br/LegisInter.htm

Gundlach, Gregory “Predatory Practices in Competitive Interaction: Legal Limits and   Antitrust Considerations” T.. Journal of Public Policy & Marketing, 1990, Vol. 9 Issue          1, p129-153, 25p, 3 Charts

Lacobucci, Dawn., “Marketing Management” 2010.

Law,R., Chan,I., & Goh,C. (2007). Where to find the lowest hotel room rates on the internet?   The case of Hong Kong. International Journal of Contemporary Hospitality   Management, 19(6), 495-506.

Lovelock, C.H. (1996). Managing services, marketing, operations and human resources. New   Jersey  : Prentice-Hall International.

McCarthy, E. Jerome, and William D. Perreault, Jr. Basic Marketing: A Managerial        approach. Irwin, 1990.

UNGC, 2011. United Nations Global Compact. “The UN Global Compact's ten principles”                Access: May 2011 www.unglobalcompact.org, and       http://www.unglobalcompact.org/AboutTheGC/TheTenPrinciples/index.html

Yelkur, R. & Herbig, P. (1997). Differential pricing for services. Journal of Marketing    Intelligence & Planning, 190–194

Marketing Project "Concierge Brazil" : The Integrated Marketing Communication (IMC) and Customer Satisfaction Strategy

As the company is a service provider, the advertising strategy for  Concierge Brazil will probably face unique challenges in developing effective advertising strategies because of their generally intangible nature of the product. Concierge Brazil proposes a new kind of service in Brazil for the American market with a specific target market where the people are very wealthy and judicious. Therefore, the advertising strategy is going to play a important role in facilitating customer awareness and providing information about the brand to our target customers, because of this is important to use Integrated Marketing Communications to maintain message's holistic nature across all media choices (Lacobucci, 2010). According to Lacobucci (2010) advertising has rich communication potential, but in order to decide on the best medium it is first is important to know the company’s marketing and advertising goals.

            Initially our goal is for advertising to increase awareness and knowledge of our service in the target market by the AIDA (attention, interest, desire, action) and then when the brand grows, we will enhance attitudes to encourage the costumers to buy and after that when we are have reached the maturity stage we are going to remind the customer and maintain a steady presence. Finally, at the stage of decline we will reduce the advertising (Lacobucci, 2010). Of course, we don’t want the business go into decline, therefore we will always have something new to advertize and will strive to keep the service fresh and innovative with the goal of persuading the costumer to make new purchases.

            Advertising strategically in the luxury target market, communication will be extremely closed, oriented specifically to the higher economic classes. Seeking to maintain brand awareness, placing it permanently among the most prestigious and elegant brands while reminding people of a more traditional culture by reviving the traditional concierge using an emotional message with an image appeal .

 (Lacobucci, 2010). Using the image of a traditional concierge with the Brazilian flag’s color we will advertise on very few and selective media online based on a variety of online behaviors such as recent online purchases, searches, and browsing history, as well as the contextual targeting related content a user is currently reading or browsing online. Based on the variety of online advertising available on the Webadvantage.net we will choose some of the options listed below to direct the potential consumer to our own web site where they can purchase or learn more about the service and increase awareness and knowledge of our service in the target market:

·         Display Ads, Graphical advertisements featured on specific websites that our target market uses;

·         Flash / DHTML Ads sophisticated ads that function similarly to pop-up ads but with much deeper integration into the overall design of the site.

·         Email Ads, Ads will be distributed through email blasts to the target market audiences;

·         Advertorials Advertisements in editorial form that appear to contain objectively-written opinions we will typically featured on specific websites and promote our services related to the website’s content;

·         Video advertising;

·         E-magazine

·         Mobile Ads;

·         Online Social Network.

How the effectiveness of the advertising will be measured.  

            Since the strategic goal of our ad campaign is cognitive, Lacobucci (2010) suggest that for cognitive test the primary consideration is memory to measured memory we might contract an agency with researchers that will call random samples of households using the DAR Research technique which is measuring the amount of audience recall one day after exposure to an advertisement or commercial. Results are usually gathered by telephone with respondents being given the name of a product or brand and then asked what they can remember. (Answers, 2011). The day-after recall test is one of the original forms of advertising research but few people still use it because the data and analysis is limited (Young, 2005). The research agency can also use tests of recognition, where they might ask if the costumers have seen the ad of our company last night or in the last month. The results can be applied to assess impact of banner ads and emails. Since our target market is a small group of very wealthy people we need to have a high percentage of successful brand recognition to create an effective awareness.

            Nowadays, conversions per click is a popular way to measure ads, however with integrated campaigns we cannot solely base our measurement on conversions per click because as Jeremy Stanley, Vice President of Analytics Collective has said “many of these clicks were unintentional” and also they do not accurately portray all that is happening (Figaro Digital, 2011). Therefore we are going to use a new measurement with an integrated platform developed by Nielsen Co. that will show audience reach multiple types of media online as the video ads, online social network, web sites even mobile commerce sites. The result will provide a single report that will allow a better understanding of our return on investment because it will show the percentage of  the targeted audience reached by gender and age groups and how often the target audience viewed each advertising (Internetretailer.com). Since our strategy is focused on the internet, one of the great advantages is that it allows us to measure the effectiveness in real time and if something is not working it is possible shift direction or tactic.

The promotional strategies

            As a new company with budget restrictions we have limited funds to spend in promotional campaigns, therefore, we will use direct marketing online with a variety of online advertising and some publicity to show our differentials but with no cost to the company. We want to start our strategy as soon as possible because we are looking forward the big opportunity for our business with the next World Cup in 2014 (FIFA) and the Olympics in 2016 (NY Times). This is when we believe our service it will achieve the growth. At this time, we intend to promote our product with event sponsorship to influence our target market to purchase our service for the both events. After these events it is our intention to remind the clients of our product and we are going to use a product placement strategy and also introduce some new and innovative products to influence continued purchase. Then we will schedule the promotion budget expenditure according to life cycle of our service. As you can see below:

FIGURE 1.:

The customer expectations 

            Identifying and measuring multiple dimensions of consumer satisfaction would provide our company personnel with a comprehensive and accurate view of consumer perceptions of the services they receive. The dynamic interaction between our customers and our company in the electronic Media offers opportunities for observing and understanding novel aspects of customer behavior. Using the objective measurements we will form the basis for our customer service, this can be addressed by prior qualitative research to help ensure that a service quality study captures relevant aspects of the service received (Hunt 1993).

            Ideally our market research should explicitly measure the effectiveness of the organizations’ selling channels on the internet and also customers’ evaluations of the service received in ordering, gaining and using the service. For example, our customer service quality study would incorporate measures for the purchasing the service, pre-flight service (check-in, baggage handling, lounge), the actual service itself (receiving on time, food service, special requests, restaurants, general presentation and hospitality of crew), post service (baggage, drivers etc) and any follow-up contact (eg. complaint handling). This information can then be modeled against data on customer behavior that is also collected. Behaviors such as repeat-buying, recommending, complaining, or the value price (Sharp & Page and Dawes, 2000). According to Sharp & Page and Dawes, 2000 this approach has been tremendously successful in providing managers with reliable information about variation in the quality of service provision, and showing what aspects of the service are associated with desirable buyer behavior. It provides actionable information by going to the heart of the issue – linking actual service provision to buyer behaviors which really matter.

            It is financially impossible and impractically to focus marketing efforts on all possible customer service elements. Discovering the elements that relate to subsequent buying behaviors gives managers a better handle on what they should manage in order to reduce customer defection (Sharp & Page and Dawes, 2000). After measuring the needs we will improve our understanding of how organizational decision making in the customer-service using the Customer Lifetime Value approach (CLV) in this manner our company utilize  complete customer data in the given context (e.g., the travel space), drawn from our customers’ data warehouse, rather than a partial view of the customer preferences and behavioral data that we might collect when transacting directly with the customer. By using complete customer data we can be more precise in our evaluation of the customer’s needs. In the CLV model we are going to fit a strategic initiative to better serve certain segments of customers and in their expectations and in identifying those segments it will make easy to address the efforts including special marketing programs target to the gaps in the customer expectations. (Brohman; Piccoli; Martin; Zulkernine; Parasuraman; Watson, 2009).

REFERENCES

Answers.com (2011) Day after recall. Source may, 2011: http://www.answers.com/topic/day-after-recall#ixzz1NCnLavtu

George, William R., and Leonard L. Berry (1981), "Guidelines for the Advertising of Services," Business Horizons. 24 (July/ August), 52-56.

Gregory, Gary D., and James M. Munch (1997), "Cultural Values in International Advertising: An Examination of Familial Norms and Roles in Mexico," Psychology and Marketing,14 (March), 99-H 9-

Hunt, Shelby D. (1993), "Objectivity in Marketing Theory and Research," Journal of Marketing, 57 (April), 76-91.

Lacobucci, Dawn., “Marketing Management” 2010.

Pan, S. and Lee, J. (2003). Using CRM for a unified view of the customer, Communications of the ACM, 46 (4), pp. 95-99.

Stafford, David C. (1982), "Banking on Advertising," y^raa/ of Advertising/lntemationaljoumal of Advertising, Pg: 1 (4), 297.

Romano, N. C., & Fjermestad, J. (2002). Electronic Commerce Customer Relationship Management: an assessment of research. International Journal of Electronic commerce 6(2), 61-113.

Shoniregun, C. A., Omoegun, A., Brown-West, D., & Logvynovskiy, O. (2004). Can eCRM and Trust improve eC customer base? Paper presented at the Proceedings of the IEEE International Conference on E-Commerce Technology.

Web Advantage.net. Types of Online Advertising. Source may, 2011: http://www.webadvantage.net/internet-marketing-services/online-media-buying-planning/types-of-online-advertising

FIFA.com . 2014 FIFA World Cup Brazil™. Source may, 2011: www.fifa.com/worldcup/index.html

NYTimes.com.  Rio de Janeiro Is Awarded 2016 Olympics. Source may, 2011: www.nytimes.com/2009/10/03/.../03olympics.html -

Young, Charles E. (2005). The Advertising Research Handbook. Ideas in Flight, Seattle, WA, April 2005 Source may, 2011: www.rohan.sdsu.edu/~renglish/370/notes/chapt18/index.htm

Figaro Digital (2011)  The Click: Brand Marketing's Most Misleading Measure. Source may, 2011: http://www.figarodigital.co.uk/editorial-article/the-click.aspx

Internetretailer Paul Demery,Managing Editor Nielsen introduces a new way to measure ad audiences across TV and online medi. Source may, 2011: http://www.internetretailer.com/2010/09/29/measuring-ad-audiences-across-tv-and-online-media

Sharp, Byron & Page, Narelle and Dawes, John , 2000. A New Approach to Customer Satisfaction, Service Quality and Relationship Quality Research. Marketing Science Centre University of South Australia. ANZMAC 2000 Visionary Marketing for the 21st Century: Facing the Challenge

Brohman, M. Kathryn; Piccoli, Gabriele; Martin, Patrick; Zulkernine, Farhana; Parasuraman, A.; Watson, Richard (2009). A Design Theory Approach to Building Strategic Network-Based Customer Service Systems. T.. Decision Sciences, Aug2009, Vol. 40 Issue 3, p403-430, 28p, 1 Diagram, 2 Charts; DOI: 10.1111/j.1540-5915.2009.00242.x

Assessing Your Personality Using the Big Five

The following questionnaire gives you a chance to gain insights into your Big Five personality

dimensions. Please answer the following 25 statements using the following scale:

5 = Strongly agree

4 = Agree

3 = Moderate

2 = Disagree

1 = Strongly disagree

STATEMENTS

_____ 1. I am the life of the party.

_____ 2. I sympathize with others’ feelings.

_____ 3. I get chores done right away.

_____ 4. I have frequent mood swings.

_____ 5. I have a vivid imagination.

_____ 6. I don’t talk a lot. (R)

_____ 7. I am not interested in other people’s problems. (R)

_____ 8. I often forget to put things back in their proper place. (R)

_____ 9. I am relaxed most of the time. (R)

_____ 10. I am not interested in abstract ideas. (R)

_____ 11. I talk to a lot of different people at parties.

_____ 12. I feel others’ emotions.

_____ 13. I like order.

_____ 14. I get upset easily.

_____ 15. I have difficulty understanding abstract ideas. (R)

_____ 16. I keep in the background. (R)

_____ 17. I am not really interested in others. (R)

_____ 18. I make a mess of things. (R)

_____ 19. I seldom feel blue. (R)

_____ 20. I do not have a good imagination. (R)

_____ 21. I don’t mind being the center of attention.

_____ 22. I make people feel at ease.

_____ 23. I pay attention to details.

_____ 24. I am easily disturbed. (R)

_____ 25. I am full of ideas.

SCORING

NOTE: If a statement has an “(R)” at the end of it, the scoring for that statement is reversed. That

is, strongly agree is worth 1 point, agree is worth 2 points, etc.

1. Add your score for statements 1, 6,11,16, and 21: _________. This is your score for extraversion.

The higher the score, the more likely you are to be energetic, outgoing, and gregarious.

2. Add your score for statements 2, 7,12,17, and 22: _________. This is your score for agreeableness.

The higher the score, the more warm, tactful, and considerate you are toward others.

3. Add your score for statements 3,8,13,18, and 23: _________. This is your score for conscientiousness.

The higher the score, the more careful, neat, and dependable you are likely to be.

4. Add your score for statements 4,9,14,19, and 24: _________. This is your score for emotional

stability. The higher the score, the more stable, confident, and effective you are likely to be.

5. Add your score for statements 5,10,15,20, and 25: _________. This is your score for openness.

The higher the score, the more imaginative, curious, and original you are likely to be.