Progress On E Commerce In Pakistan

Progress On E Commerce In Pakistan Electronic commerce e-commerce was often thought simply to refer to buying and selling using the Internet; people immediately think of consumer retail purchases from companies such as Amazon. But e-commerce involves much more than electronically mediated financial transactions between organizations and customers. Now it is broadally defined as all types of electronic transactions between organizations and stakeholders whether they are financial transactions or exchanges of informaion or other services. (Cheffey, 2009). The Internet is a force for change, creating new business economies (Lambert, 2002) and altering considerably the worlds economies (Rayport and Jaworski, 2001). The literature stresses the importance of such new technologies to the economy as a whole and to SMEs in particular. Although, Martin and Matlay (2003) contend that such wide-ranging beliefs over the Internet have yet to be supported by any empirical evidence. Tidd et al. (2001) consider the Internet to be one of the defining symbols of twenty-first century innovation that has transformed our conceptual notions of how we value knowledge to new economy. E-commerce has become well over 100 billion dollars market with a growth rate of almost seventy percent per year (Aamir Atta 2008). It is not very costly investment to do business on internet. It is estimated that in near future, almost 25% of the traditional business will be converted into internet business. The business and the corporate world, suitably supported by the IT industry, already stands shifted, which is estimated to exceed $400 billion this year (Dr. Mushtaq A. Sajid 2003). At the end of 2008 nearly 1,596 million people or 23.8 % of total populations of the world had access to the Internet. This represents an increase of 342.2% over the year 2000. Asian countries account for 474.9 % growth while rest of the world grew by nearly 280.7 % in the same period (The Internet Coaching Library, 2009). This is a departure from the post-industrial business age that is typified by physical goods, towards a knowledge led economy where service, information and intelligence are the main currencies (Rayport and Jaworski, 2001). There have always been new economies (Clayton, 2002). What makes this innovation different are four distinct characteristics: immediate access to world-wide markets of information; better speed to market; the transformation of business processes; and the shift in the balance of power between suppliers and customers as information becomes more widely available. It is suggested by most studies that e-commerce runs through four steps. The first step is to let the world know about your existence through building your own website. The website contains useful information about your company, the product/services you sell and other related information, which certainly increases the chance to of your success. The second step involves convincing customers to loose their pockets and buy your product/services online. Adoption of advance level of software capable of handling orders is required in this step. In the third step, the business is managed by improving inventory management and last but the most important step is to provide payments facility through online banking partnership between buyers and sellers, which is the most difficult and complex part of e-commerce (Nissanoff, Daniel 2006). The most widespread and admired forms of e-commerce are business-to-business (B2B) and business-to-consumers (B2C). Government-to-citizens (G2C) and Business-to-government (B2G) and are other forms, running on the internet but with low steam. However, the use of earlier two still dominates the internet (Chaudhury, Abijit; Jean-Pierre Kuilboer 2002). E-commerce in Pakistan In the underdeveloped societies only a few businesses have attempted e-commerce and most have failed to identify economic benefits considering it a waste of time and resources. There is no convincing and detailed study of e-commerce opportunities in poor societies. Most of the parameters, which have contributed to the growth of e-commerce in developed countries, are missing in these underdeveloped societies (Shahid Mahmood 2008). According to International Telecommunication Union (ITU), internet access has been available in Pakistan since the mid-1990s. PCTL started offering access via the nationwide local call network in 1995. By early 2006 Internet penetration remained low. There are 18.5 million internet users in Pakistan as of June 2009, which is 10.4% of total population. It was 0.1% in 2000 with total internet users of just 134,000 (Internet World Stat 2009). Since we are now promoting global e-commerce in Pakistan, it should be known to us that almost 78% of the e-commerce activity takes place in the USA. This is obviously not possible without the use of internet in that country (Attock News 2010). Pakistan can make good use of this opportunity with proper planning and execution. To begin with, let us focus on the domestic front before going all out for the global market. Currently the growth of c-commerce in Pakistan is vulnerable by various factors. The pace of growth is slow due to some barriers. It is therefore inevitable to remove these barriers for E-commerce to grow in the country (Business Recorder 2008). A survey about e-commerce in Pakistan was conducted by propakistani that found some hard realities about current status (Teabreak 2008). However, in contrary to my findings, Mr. Abdul Quayyum Khan Kundi, CEO of a US based firm get Pakistan.com in an interview says that he sees a lot of activities of e-commerce in the country these days. Committees are formed to discuss various issues and educational institutes are doing seminars. All this may look good on the surface but I still feel for successful adoption of e-commerce we need a greater commitment from regulators and private sector. The key is not identifying the need the key lies in the speed of execution. Unfortunately we are lagging behind other economies in the region in this regard (Getpakistan.com). Progress on E-commerce in Pakistan Pakistan is one of the fifteen members of Asia Pacific Council for the Facilitation of Procedures and Practices for Administration, Commerce and Transport aiming to support the United Nations Centre, a non-governmental organization that promotes trade facilitation, electronic business policies and activities in the Asia-Pacific region (Ecommerce Journal 2009). Global Technology Forum identifies some developments made so far made in this area by the government (Ebusinessforum 2006): Almost 4,000 bank branches are computerised, many of them offer online funds transfers from overseas. E-merchant accounts were permitted by State Bank of Pakistan in February 2001 but due to inadequate infrastructure and security concerns, only Citibank offered these accounts to a limited number of business sectors. In December 2005, the Central Board of Revenue (CBR), the tax authority, started online tax facilities including online tax returns. The Information Technology and Telecommunications Division was established in July 2000. The purpose was to provide various e-commerce related incentives to industry and the provision of resources for educational and infrastructure building. The National Information Technology Policy was launched by the Ministry of Science and Technology in August 2000. As per latest information, the total spending (by the government and private sector) on information, communications and technology in Pakistan was US$10bn during 2005/06. Various e-commerce projects and programs were started in both public and private sectors in August 2006. The government had planned new IT and e-commerce projects worth well over PKR 4.5bn up to 2007. The government further aimed to produce 100,000 graduates a year in IT studies from the seven new IT universities it has already set up (Global Technology Forum 2006). The Lahore Chamber of Commerce Industry (LCCI) has recently signed a Memorandum of Undersanding (MoU) with Punjab Information Technology Board (PITB) to improve productivity by providing tailor-made IT solutions to Small Medium Enterprises (SMEs) in the country. PITB will arrange IT Workshops for the staff of the companies in SME sector to develop human resource and businesses in accordance with global IT advancement. Both partners has further agreed to promote awareness about IT parks among business community to explore potential for joint ventures related to technology with foreign computer firms (Aamir Attaa 2010). They have further agreed to improve the strategy to integrate IT into businesses. This will no doubt pave the way of e-commerce for SMEs. The book entitled Secrets of Electronic Commerce (ITC 2009) addresses issues such as understanding of various technical terms, devising electronic commerce strategies, protecting consumer privacy and intellectual property, sending electronic signatures and generating traffic for small/new web sites. SMEs in Pakistan Martin and Matlay (2003) suggest SMEs are a heterogeneous and complex mix of economically active units. Most working definitions of SMEs emanate from the Bolton Committee report of 1971, which defines a small firm as independent, owner managed and with a small market share. The Bolton report offered a variety of statistical definitions, namely that the size of the firm was relevant to the sector it was in and that in certain sectors it was more suitable to classify the size of the firm by the number of employees. The use of so many definitions has its critics who argue that it impedes statistical analysis. Such criticism is often dismissed by claiming that these definitions all have their different uses (Beaver, 2002). Pakistan is more closed to Germany to define the limits of company to fit under SME; with maximum 250 employees, paid up capital of Rs.25 million (USD 0.3 million) and annual sales of up to Rs.250 million (USD 3 million). The Federal Government, in line with the econom ic development of Pakistan may, from time to time modify the eligibility criteria as it sees fit. All providers of services receiving funding from the Government may define more narrow scopes for specific targeting purposes. Moreover, different institutions have set their own criteria to define SME. In Pakistan, SMEDA (Small and Medium Enterprise Development Authority), established in October 1998, is a premier institution of the Govt. of Pakistan under Ministry of Industries and Production, to take on the challenge of developing Small Medium Enterprises (SMEs) in Pakistan. It thrives to provide an enabling environment and business development services to small and medium enterprises. SMEDA is not only an SME policy-advisory body for the government of Pakistan but also facilitates other stakeholders in addressing their SME development agendas (SMEDA 2009). In a survey report arranged by Asian Development Bank (ADB), it has been revealed that Pakistan has become the slowest-growing country in South Asia during the last decade. Large scale manufacturing has recovered significantly in the last couple of days, but there are still concern about its sustainability, spread and robustness. Small and medium scale industry has not made a corresponding recovery yet (Bari, Cheema, Haque 20 05). They have mentioned seven constraints in the growth of SME in the country but none of them covers e-commerce. SME growth in not inhibited by technological barriers to entry (Kemal 1993). E-commerce for SME Issues Challenges E-commerce is an issue-driven field. The issues that concern us are those with the potential to throw weighty spanners in the works of ecommerce players. They form aspects of a climate that affects all players equally. Open legal, technical, and cultural issues have the power to flex the architectures of the best-prepared ecommerce player (May P. 2000). The author in his book has identified some issues e.g. (1) Legal issues such as Intellectual Property, Responsibility Privacy, Regulation Taxation, (2) Technical issues such as Platform risk, Communication disconnect, Skills and (3) Market issues. In this context, we will therefore, try to find issues being faced by SME in Pakistan to adopt e-commerce. Numerous studies into the use of e-commerce in SMEs recently have been of an exploratory and qualitative nature (Drew 2002). While there is rapid growth and development of dot-coms and the new economy, SMEs in developing countries have been slower to adopt e-commerce than their developed countries (Intrapairot and Srivihok 2003). Moreover, there are several issues that have been raised in recent SME literatures, which include: Exploring the advantage and disadvantage of e-commerce in Thai SMEs (Intrapairot and Srivihok, 2003) The importance of e-commerce infrastructure in facilitating the e-commerce adoption initiatives for SMEs in developing countries (Jennex et al. 2004, Stylianou et al. 2003). The use of e-commerce by manufacturing sector of Italian SMEs (Santarelli and DAltri, 2003). Adoption attributes that may affect e-commerce use in Brunei SMEs (Seyal and Rahman 2003) Factors influencing e-commerce adoption decisions in small and medium enterprises (SMEs) in Thailand (Lertwongsatien and Wongpinunwatana 2003) The use of e-commerce in Australian SMEs (MacGregor et al. 1998). In addition, the business press and trade journals have also given coverage to many of the issues faced by SMEs in moving into e-commerce (Matlay and Addis 2003, Phillips 1998, Schlenker and Crocker 2003). However, there are some issues that have received very little attention in research to date, such as: Framework that helps SMEs evaluate the strategic use of e-commerce as well as guiding the adoption process. Assessment of e-commerce application and post adoption experiences in different sectors of Pakistans SMEs. There is limited research on how businesses have integrated e-commerce strategy into existing business strategy, although authors (such as Doherty and McAulay 2002) have suggested it is important that e-commerce investments be driven by corporate strategies. Strategy Developing an e-commerce strategy requires a fusion of existing approaches to business, marketing, supply chain management and information systems strategy development. In addition to traditional strategy approaches, commentators have exhorted companies to apply innovative techniques to achieve competitive advantage. Around the start of the new millennium, many articles, fuelled by the dot-com hype of the time, urged CEOs to innovate or die (Chaffey 2009). Strategy defines the future direction and actions of an organization or part of an organization. (Johnson and Scholes 2006) define corporate strategy as: the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a changing environment to meet the needs of markets and to fulfill stakeholder expectations. It can also be described as an organizations sense of purpose. However, he notes that purpose alone is not strategy; plans or actions are also needed (Lynch 2000). E-commerce strategy share much in common with corporate, business and marketing strategies. The organizations have different levels of strategy, particularly for larger or global organizations (Johnson and Scholes 2006). They have not expressly stated about strategy for SMEs but since they have mentioned that larger orgnizations do have different strategy, therefore, we can assume that strategy of SMEs must be different. However, the difference in strategies is not the core of our debate here. We should be familiar with the integeration of e-commerce strategy into existing strategy. One might question why the presence of e-commerce has expanded very rapidly in recent years. The answer is simply because of the opportunities and benefits that are evident from the current implementation by many organisations. The concept of strategic use e-commerce through the utilisation of Internet software and services also endeavours to link Internet use with opportunities it offers to the firm (Sadowski et al. 2002). It further recognises that the strategic potential Internet use allows exercising the control over the bounds of relationships and interfaces used in relationships between customers and the business, which are also related to the firms strategies. E-commerce has offered a variety of potential benefits both to SMEs and large business. Numerous studies claim their findings on the benefit and impact of e-commerce. Those findings are summarised into the following points (Chan 2001, Schneider 2002): E-commerce offers unmatched savings in terms of transaction costs The reduction of cost in advertising and promotion Speed communication between buyer and seller Companies can shorten their traditional supply chains, minimise transport obstacles, and reduce delivery costs. Physical limitations of time and space are removed. Despite the attractive benefits that SMEs may obtain from adopting e-commerce into their business, SMEs possess significant problems in identifying the appropriate application of e-commerce and its strategy due to the lack of knowledge and planning. Consequently, it is hardly surprising to witness that most of the SMEs owner/managers will finally develop their strategy through a trial-and-error method. An assessment of success factors for e-commerce strategy implementation in SMEs has been produced by Jeffcoate et al. (2002). They suggest 11 critical success factors, which can also be usefully applied to larger organizations: 1. Content: The effective presentation of a product or services 2. Convenience: The usability of the web site 3. Control: The extent to which organizations have defined processes that they can manage. 4. Interaction: The means of relationship building with individual customers. 5. Community: The means of relationship building with groups of like-minded individuals or organizations. 6. Price sensitivity: The sensitivity of a product or service to price competition on the Internet. 7. Brand image: The ability to build up a credible brand name for e-commerce 8. Commitment: A strong Motivation for using the Internet and the will to innovate 9. Partnership: The extent to which an e-commerce venture uses partnerships (value chain relationships) to leverage Internet presence and expand its business. 10. Process improvement: The extent to which companies can change and automate business processes. 11. Integration The provision of links between underlying iT systems in support of partnership and process improvement. Adoption E-commerce has introduced new opportunities for small and large organizations to compete in the global marketplace. Many experts have noted that one of the biggest changes introduced by electronic communications is how approaches to transmitting and transforming information can be used for competative advantage. The electronic commerce provides significatn opportunities for many businesses to build closer relationships with their existing customers and suppliers online to help achieve customer retntion. Its usage by stakeholders can significantly reduce costs while providing a new, convenient channel for purchase and customer service. Organizations can build lasting relationships with their stakeholders by providing high-quality online services. We should assess the impact of e-commere on our market place and organizations (Cheffey 2009). Business adoption of e-commerce and e-business is driven by benefits to different parts of their organization. First and foremost, they are concerned how the benefits of e-commerce will impact on profitbility or generating value to an organization. The two main ways in which this can be achieved are: Potential for increased revenue due to extended reach to a large number of customers, repeat transactions among existing customers and encouraging loyality. Reduction in cost achieved by delivering services electronically. This includes staff clost, transport and material cost such as stationery, etc (Cheffey 2009). Until a few years ago, the academic literature was giving very little information on why SMEs adopt e-commerce. However, now rather more information could be found on the broader aspects of information and communication technology (ICT) adoption and the use of the Internet in general. Thus, the reasons for ICT, Internet and e-commerce adoption by SMEs are complex and often interrelated. It is thought that much of this early adoption of the Internet was motivated by a mixture of management eagerness, the need for better communications and that for most businesses it presented an affordable admission price to world markets prior to establishing more important business relationships (Simpson and Docherty 2004). Although Dixon et al. (2002) found a lack of any empirical research on the effect of ICT on SMEs and of the modest amount that there was much of it involved cross-sectional studies rather than longitudinal comparisons. The comparative wealth of research in the area of ICT adoption (compared to e-commerce) suggests that an SMEs inherent qualities of size and flatter organisational structure make them more predisposed to facilitating innovation. According to Tidd et al. (2001) the major factors for successful innovation are a mixture of having a dedicated and motivated individual, usually the Chief Executive Officer (CEO) and paying attention to a multitude of good management activities and attitudes. This includes the ability to predict and respond to the business environment and industry changes. In part this concurs with Cragg et al.s (2001) view that SMEs with a CEO with a penchant for Information Technology (IT) and innovation would be more likely to adopt IT. Cragg et al. (2001) concluded that three issues that were likely to have an effect on the take up of the Internet by SMEs was the perceived benefits, organisational readiness and external pressures. However, Dongen et al. (2002) argue that much of the literature supposes that ICT adoption is for opportunistic reasons, based on cost, rather than for strategic reasons. Van Beveren and Thomson (2002) point out that the most cited reasons for e-commerce adoption tend to be those based upon the companys size and their perceived importance of e-commerce to their business purpose. While Daniel and Myers (2002) found that as a company grows in size it becomes more difficult to communicate with customers and this leads to the adoption of e-commerce. Although the work of Bodorick et al. (2002) did not focus specifically on SMEs they suggest that e-commerce readiness and adoption are likely to vary by industry sector. Martin and Matlay (2003) found that micro-businesses that focus on providing business services w ere more likely to adopt ICT than similar sized manufacturing firms while Daniel and Myers (2002) found that the older the SME the less likely they were to use e-commerce. Kalakota and Robinson (2001) see the adoption of e-commerce as more of an external pressure brought about by a new type of customer value proposition of what they want, when and how they want it and at the lowest cost. Daniel and Myers (2002) and Dongen et al. (2002) found that responding to competitors was also likely to be an important driver towards the adoption of e-commerce. Timmers (1999) uses Michael Porters five forces model to argue that e-commerce creates almost perfect competition as barriers to entry are reduced, transaction costs lowered, customers are able to obtain better access to information, customer driven pricing is possible and all with the minimum of legislation and regulation. In addition, low entry costs leading to an early return on investment whilst safeguarding such investment was seen as a major attraction of e-commerce (Timmers, 1999). Daniel and Myers (2002) found that the overall reason for the adoption of e-commerce by SMEs was to enhance c ustomer relationships either through improving customer services, developing the brand, seeking out new customers or to allow for discourse with customers. The notion was that these businesses better understand how competitive differentiation can be achieved by developing superior customer relationships. Kalakota and Robinson (2001) have similar views claiming that through the use of e-commerce companies can become the best, most recognisable and also the cheapest. That is, e-commerce can create opportunities for a combination of differentiation and cost leadership strategies to be employed (Campbell-Hunt, 2000). Cragg et al. (2001) found three types of perceived benefits namely, relative advantage, communication (over more traditional methods such as the telephone) and as a business tool i.e. something that is a part of everyday business. Cragg et al. (2001, p. 172) argue that: Those that have not adopted the Internet must seek a business benefit, for example they may pursue advant ages over traditional methods of advertising. More pragmatic advice can be found in the literature targeted at small businesses and which praises the benefits of e-commerce from both the business and customer perspectives (Bradshaw, 2001). For example, e-commerce allows businesses to trade and receive payments online non-stop and leaves customers satisfied because the business is always open. In addition, e-commerce has other benefits such as lowering the running costs of the business, allowing access to a wider market and saves time for the customer who will also feel in control (Bradshaw, 2001). It has been suggested that some small businesses only exist because of moving onto the Internet and the notion of the Internet as a salvation for some businesses appears to be a relatively new idea (Wroe, 2002). Barriers Cheffey (2009) explains about a DTI study conducted in 2002 evaluating some of the barriers to e-commerce, specially to B2B, which remain valid today. The reason of cost is the most important factor, following by some other factors, eighteen in total, which can cause hurdles in the growth of e-commerce in the industry. Adoption of e-business by established SMEs is generally less han that in larger businesses. This is principally a consequence of he negative attitude of managing directors and CEOs o the business benefits of information and communication technology. Our study will highlight the barriers to e-commerce, if there are any, in the country hurdling in the adoption by SMEs. Tunyo (2008) highlights some barriers to the e-commerce in the country. He says that the size of e-commerce in the country is small and also uncertain at the moment and the growth of e-commerce is hampered by a number of factors and it is inevitable to remove these hurdles for e-commerce to grow in the country. The major barriers are; Misconception about e-commerce Mistruct Traditional nature of society Literacy rate Access to internet services Lack of e-transportation services Poor distribution channels The study will conclude with an overall assessment of the current status of the adoption of e-commerce by SMEs and forecast of the future of e-commerce in this sector.

Blue Whales :: Biology Ecology Nature

Blue Whales The Blue whale is the largest creature of the sea, in fact, it is the largest creature known to man. Contrary to what most people think, even though Blue whales live in the sea, they are mammals. They breathe air, have their babies born alive and can live anywhere from 30 to 70 years. The Blue whale is a baleen whale, and instead of having teeth, Blue whales have around 300-400 baleen plates in their mouths. They fall under the category of the rorquals, which are the largest of the baleen family. The scientific name of the Blue whale is, Balsenoptera musculus. Introduction Whales are separated into two groups, the baleen and the toothed whales. The blue whale is the largest baleen whale and the largest animal that ever lived on Earth, including the largest dinosaurs. Baleen are rows of coarse, bristle-like fibers used to strain plankton from the water. Baleen is made of keratin, the same material as our fingernails. They live in pods, the have two blowholes. The blue whale has a 2-14 inch (5-30cm) thick layer of blubber. Blue whales (Balaenoptera musculus) are baleen whales (Suborder Mysticeti). They are one of 76 species and are marine mammals. Background The Blue whale is called a ^rorqual^, a Norwegian word for ^furrow^ referring to the pleated grooves running from its chin to its naval. The pleated throat grooves allow the Blue whale^s throat to expand during the huge intake of water during filter feeding; they can ^hold 1,000 tons or more of food and water when fully expanded^ (Small 1971). Blue whales have 50-70 throat grooves. Blue whales grow up to about 80 feet (25m) long on average, weighing about 120 tons. The females are generally larger than the males, this is the case for all baleen whales. ^The largest specimen found was a female 94 feet (29m) long weighing more than 174 tons^ (Satchell 1998). The head of the Blue whale forms up to a quarter of the total body length. Compared with other rorquals, the head is very broad. The blue whale heart is the size of a small car and can pump almost 10 tons of blood throughout the body. They have a very small, falcate (sickle-shaped) dorsal fin that is located near the fluke, or tail. Blue whales have long, thin flippers 8 feet (2.4m) long and flukes that are 25feet (7.6m) wide. The blue whale^s skin is usually blue-gray with white-gray spots. The underbelly has brown, yellow, or gray specks. Blue Whales :: Biology Ecology Nature Blue Whales The Blue whale is the largest creature of the sea, in fact, it is the largest creature known to man. Contrary to what most people think, even though Blue whales live in the sea, they are mammals. They breathe air, have their babies born alive and can live anywhere from 30 to 70 years. The Blue whale is a baleen whale, and instead of having teeth, Blue whales have around 300-400 baleen plates in their mouths. They fall under the category of the rorquals, which are the largest of the baleen family. The scientific name of the Blue whale is, Balsenoptera musculus. Introduction Whales are separated into two groups, the baleen and the toothed whales. The blue whale is the largest baleen whale and the largest animal that ever lived on Earth, including the largest dinosaurs. Baleen are rows of coarse, bristle-like fibers used to strain plankton from the water. Baleen is made of keratin, the same material as our fingernails. They live in pods, the have two blowholes. The blue whale has a 2-14 inch (5-30cm) thick layer of blubber. Blue whales (Balaenoptera musculus) are baleen whales (Suborder Mysticeti). They are one of 76 species and are marine mammals. Background The Blue whale is called a ^rorqual^, a Norwegian word for ^furrow^ referring to the pleated grooves running from its chin to its naval. The pleated throat grooves allow the Blue whale^s throat to expand during the huge intake of water during filter feeding; they can ^hold 1,000 tons or more of food and water when fully expanded^ (Small 1971). Blue whales have 50-70 throat grooves. Blue whales grow up to about 80 feet (25m) long on average, weighing about 120 tons. The females are generally larger than the males, this is the case for all baleen whales. ^The largest specimen found was a female 94 feet (29m) long weighing more than 174 tons^ (Satchell 1998). The head of the Blue whale forms up to a quarter of the total body length. Compared with other rorquals, the head is very broad. The blue whale heart is the size of a small car and can pump almost 10 tons of blood throughout the body. They have a very small, falcate (sickle-shaped) dorsal fin that is located near the fluke, or tail. Blue whales have long, thin flippers 8 feet (2.4m) long and flukes that are 25feet (7.6m) wide. The blue whale^s skin is usually blue-gray with white-gray spots. The underbelly has brown, yellow, or gray specks.

Learning in an Inclusive Classroom Community

This paper explores the benefits of the inclusive classroom over the concerns that this kind of learning is hindering academic growth. In The Other Side of Inclusion, Associate Professor Wade A. Carpenter presents a view of inclusion being ineffective because it overwhelms classroom teachers and causes mediocre instruction. Meanwhile, Professor Mara Sapon-Shevin believes that, if specific strategies are used, inclusion can help build a learning community that benefits all. We live in a diverse country; therefore understanding strategies to build a workable inclusive classroom is the goal.Going to school in the late 70’s to 80’s, students with special needs were placed on the other side of campus in separate buildings. This created a shroud of fear due to superstition and ignorance surrounding these students. Even though Sapon-Shevin states, â€Å"the primary justification for inclusion has traditionally resided in the belief that disabled children have a right to and c an benefit from inclusion in a regular educational environment,† I believe that the ‘regular’ classroom has the right to benefit from having a diverse learning experience as part of their education.â€Å"Research carried out by the Carnegie Institute of Technology shows that 85 percent of financial success is due to skills in ‘human engineering,’ personality, and ability to communicate, negotiate, and lead. Shockingly, only 15 percent is due to technical knowledge. † (Jensen, 2012) Knowing that success is driven by communication and the ability to understand, accept, and motivate people, having a diverse classroom is the best teacher. We as educators must first learn strategies to enable us to act as effective catalysis to initiate and sustain a diverse learning community.The first strategy addresses the teacher’s beliefs about inclusion and diversity. Sapon-Shevin (2008) explains that â€Å"in truly inclusive classrooms, teachers ackno wledge the myriad ways in which students differ from one another (class, gender, ethnicity, family background, sexual orientation, language, abilities, size, religion, and so on); value this diversity; and design and implement productive, sensitive responses. † Sapon-Shevin encourages the inclusive teacher to redefine educational tools to include more learners that fit that specific category.â€Å"For example, access can mean, Is there a ramp? But it can also mean, Will letters home to parents be written in a language they can understand? † (Sapon-Shevin 2008) Differentiated instruction includes tools that will help meet the instructional needs of different learning challenges. Having books on tape, lessons that are multi-sensory, and planning curriculum that meets the needs of different learner types is just better instruction for all students, not just ones with difficulty in a specific area.Teachers need training in positive behavior management for classrooms that pr ovide support for â€Å"community building, classroom meetings, cooperative games, and a culture of appreciation and celebration of all students† as well helping them coop with students who suffer with emotional problems. (Sapon-Shevin, 2008) Out of the many strategies Professor Sapon-Shevin provides, training teachers in facilitating discussions and handling bullying are the most needed.Students have the ability to build strong healthy learning communities if they are allowed to discuss and process the issues as they arise. Educators need to help tear down the walls that separate the many ways we differ by addressing the ways in open conversations instead of awkward silence and taboo topics. Three ways I agree with how Sapon-Shevin suggests we tackle these discussions are: teachers familiarizing themselves with the terminology, providing opportunities for class discussions of diversity, and address bullying in open discussions before it becomes an issue in the class or schoo l.First, educators need to familiarize themselves with the proper terminology to model appropriate language and to educate students to the proper terms to respectfully address people and topics. Secondly, since teachers spend the most amount of daily time with students they have the opportunity and responsibility to take the time to open up the class in honest respectful discussions to address diversity.Such discussions help educate students as they process new and diverse peoples while learning how to become effective communicators. Lastly, as educators we are bound by law to protect the rights and environment of the students under our care, which means addressing any and all teasing, bullying, or inappropriate language in our classrooms or on our campuses. The best offense is a good defense, so training the student body to be respectful in word and deed prevents the community disease of prejudice of any kind.If there should be any teasing or bullying the educator must address the subject and students involved and deal with the issue justly with the aim of atonement, restoration and healing. Using these strategies along with extensive teacher training in common core standards, we can help our students become successful adults that will be able to choose any field because they will have learned the key concepts they need, and the most important lesson of human engineering in a diverse world.

Customer Loyalty - 5157 Words

ABSTRACT Customer and customer loyalty have an increasing importance in today’s competitive world. The companies follow customer share intelligence instead of market share intelligence. The most used method for this is information technology based customer relationship management. In this paper it is examined the factors that affect this loyalty, the place of information technology based customer relationship management variables such as club cards, calling centers and web sites under KIPA and MIGROS examples. After a brief discussion of loyalty behavior and the variables which affect the customer loyalty in positive and negative ways were given in Chapter I, Chapter II explains the customer loyalty in retail†¦show more content†¦1.1.3. Secondary behavior: Customer suggestions, spreading their ideas etc. are very important forms of customer behavior. Spreading information is very important for gaining new customers. These kinds of loyalty indicators are generally forgotten. These are weaker measures of behavior and building the relationship with buying behavior is difficult. Also it is hard to understand what kind of experience builds this secondary behavior. Customer loyalty is an important element for the companies for being successful in the competitive world. Therefore, companies always try to increase the number of loyal customers and the degree of their customers’ loyalty. For obtaining this, the elements, which cause a decrease in customer loyalty, must be learned carefully. The reasons for the decrease in customer loyalty are: (Coroglu, 2002) †¢ Globalisation †¢ The increase of competition and alternatives with low prices †¢ The ease of reaching knowledge and knowledge sharing †¢ Message jam †¢ The improvement of Internet †¢ Technological improvements †¢ The products that are nearly the same 1. 2. The Variables Which Affect The Customer Loyalty The variables that form customer loyalty can change from sector to sector and from company to company. Also each customer or customer group may have different reasons for being loyal to a company, brand or service. In this section, basic variables, such as customer satisfaction, qualityShow MoreRelatedEssay on Customer Loyalty2188 Words   |  9 PagesThe Customer loyalty has been a major and unanimously acknowledged as a valuable asset in competitive markets according to Srivastava, Shervani, Fahey, 2000. As a result, it becomes more important to give power to in loyalty panel particularly when the consumers faces very low switching or moving cost to other product or service, because they are not locked in by a contract (Shapiro Vivian, 2000). It is also become important in competitive markets due to availability of more lucrative and easilyRead MoreDeveloping an Effective Customer Loyalty Program12157 Words   |  49 PagesDeveloping an Effective Customer Loyalty Program Barry Berman oyalty programs are offered by both retailers and manufacturers to stimulate continued patronage among consumers through discounts, cash, free goods, or special services (such as free magazines on specialized topics of interest to loyalty program members). While retail cooperatives pioneered loyalty programs through giving members allowances based on their annual purchases, the more modern use of loyalty programs began with RaleighRead MoreCustomer Loyalty : A Brand Image Essay1424 Words   |  6 Pagesexplains that â€Å"customer loyalty is the degree to which a customer will select a particular brand when a purchase from that product category is being considered,† (Levens, 2012, p. 72). This loyalty is present in the relationship that a brand has engaged with the customer, and the resulting attachment the brand has with a consumer (Levens, 2012, p. 72). It is the loyal customer that is most highly sought after by companies, in order to generate the most positive brand ima ge, retain the customer, for theRead MoreCustomer Loyalty in Retail Sector5092 Words   |  21 PagesRole of Customer Loyalty Programs in the Retailing Sector Executive Summary: Customer loyalty schemes (or programs) are explicit efforts by the retailers in different formats to gain the long term patronage from the customers. Loyalty schemes are designed and developed for variety of reasons: to reward the loyal customers, to generate more information about the customer behaviour, buying patterns. It also helps to influence consumer behaviour, and as defensive measure to combat a competing schemeRead MoreCustomer Loyalty For A Company1991 Words   |  8 PagesWith more and more suppliers in the market place, customers have more diversified options regarding products, prices and shopping places. Therefore, marketing departments gradually come up with ideas on retaining current customers which brings in the concept of customer loyalty. Customer loyalty is the ongoing process of customers buying products or services from a specific company (Gustavsson, 2005). For most companies, retaining customers costs less than attracting new ones and also reduces expenses Read MoreEffective Customer Relationship Management - Customer Loyalty Program4616 Words   |  19 PagesGroup Project Title: Effective Customer Relationship Management—Customer Loyalty Program Class Group: Thursday, SEM004 16:30—17:30 Group Member: Leung Mei Wun, May (10626919D) Ngan Ho Shan, Iris (10571756D) Poon Wing Lam, Yvonne (10627025D) Wan Wing Tung, Yuki (10542306D) Wu Kit Wing Ophelia (10504166D) Date of submission: Total no. of words: 2nd December, 2010 3,491 words 1 Content Introduction Background Objectives Importance of Effective Customer Relationship Management Why HiltonRead MoreCustomer Loyalty Programs For Supermarkets And Retailers Worldwide1659 Words   |  7 PagesSupermarket loyalty cards have been wildly used by supermarkets and retailers worldwide since it was introduced in Europe in 1990. Under the customer loyalty program, it was known as ‘The Marketing Information Revolution’ (Blattberg et al. (1994) cited in Mauri (2003)). However, unlike in the past loyalty cards today, they provide customers all types of rewards. Loyalty cards have been used for customer loyalty programs in order to retain customers especially for supermarkets and retailers, and toRead MoreThe Value Of Customer Loyalty2911 Words   |  12 PagesThe Value of Customer Loyalty Introduction The necessity of human is rapidly increasing, from fast food that can be served in less than 10 minutes to services like pet grooming and hotel that are now in demand with the animal lovers. These necessities of humans are allowing more and more business to be opened and would mean economy growth. Since there is a demand of these necessity, there is also demand on business and would mean competition. Marketing the product or services would be difficultRead MoreCustomer Loyalty Program For Hotel Industry1786 Words   |  8 Pages Individual Research Assignment Customer Loyalty By Ganna Kuzavova Professor: Janak Bhawnani Date: February 2nd, 2016 Table of Content: 1. What Is Customer Loyalty Program? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 2. Customer Loyalty Influence On Hospitality Industry ..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 2.1. Advantages of CLP †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 2.2. Disadvantages of CLP †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 3. Frequent Business Travelers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 4. Future Of Loyalty Programs In Hotel Industry †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreCustomer Loyalty Programs At The Rapid Changing Business World1484 Words   |  6 PagesIn the rapid changing business world, customer loyalty becomes very important (Dick Basu, 1994). Thus, lots of company use customer loyalty programmes to increase their customers loyalty. Customer loyalty programmes are utilized by companies to offer clients with incentives to purchase their services or goods (Bolton Kannan, 2000). When a client purchases services or goods, the entity provides the client with award credits or points. The client consequently redeems these points for rewards