Reaching Goals Through Helpdesk KPI

Helpdesk KPI or key performance indicators assist call centers in formulating and evaluating how far the organization is in terms of reaching its goals. In short, these indicators help the company measure its progress relative to its objectives.

To optimize the resources and manpower of a call center, effective performance management measures should be in place. According to the U.S. Office of Personnel Management, these measures should include formulation of objectives, continuous monitoring of agent performance, proper training of agents, evaluation of agent performance and recognition of those who have rendered excellent performance.

As part of performance management, most call centers have come up with key performance indicators (KPI) to help them prioritize and process the calls that they receive. KPIs, also called as critical success factors, are usually identified after a call center had already been able to set its mission and defined its goals. These success factors differ from one company to another depending on the nature of its operations and corporate goals.

Once KPIs have been identified, it is crucial that all members of the organization should be informed about them. These indicators give the employees a clear picture of what is considered important by the company. Once these are known, it will be easier for helpdesk staff, agents, and management personnel to set their priorities. Moreover, for KPIs to be effective, they have to be quantifiable. This implies that a call center should have the means or the technology to be able to define, measure and monitor these indicators or success factors.

Depending on the type of support required by a customer, a helpdesk staff should ensure the resolution of calls and the performance of agents based on identified success indicators. Other factors may also have to be considered such as the number of users affected by an incident and the impact of this incident to a business.

Most call centers identify the resolution of 80% of calls within 30 minutes as the first priority of helpdesks. In addition, other call center KPIs such as call cost, customer satisfaction, first call resolution, agent efficiency and overall call center performance have already been incorporated into the metrics that are used to evaluate the performance and productivity of call center employees.

Other commonly used performance measures are mean conversation time or average talk time (ATT), mean dialing time, average handling time (AHT), the number of calls handled by agent per hour or service level and the time delay while waiting for a call to be answered.

In line with the identification of crucial helpdesk KPIs, call centers now employ different technologies to ensure the productivity of all agents as well as the processing of all queued calls. These technologies include automatic call distribution (ACD), automated surveys, electronic performance support systems, customer interaction management solutions, chat and web collaboration, computer telephony integration and workforce management systems. With the effective utilization of these technologies, quality service can be provided to customers. Furthermore, these help managers identify areas for improvement to ensure the continuous provision of excellent service levels.

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The History of CRM — Moving Beyond the Customer Database

Customer Relationship Management (CRM) is one of those magnificent concepts

that swept the business world in the 1990′s with the promise of forever changing

the way businesses small and large interacted with their customer bases. In the

short term, however, it proved to be an unwieldy process that was better in

theory than in practice for a variety of reasons. First among these was that it

was simply so difficult and expensive to track and keep the high volume of

records needed accurately and constantly update them.

In the last several years, however, newer software systems and advanced

tracking features have vastly improved CRM capabilities and the real promise of

CRM is becoming a reality. As the price of newer, more customizable Internet

solutions have hit the marketplace; competition has driven the prices down so

that even relatively small businesses are reaping the benefits of some custom

CRM programs.

In the beginning…

The 1980′s saw the emergence of database marketing, which was simply a catch

phrase to define the practice of setting up customer service groups to speak

individually to all of a company’s customers.

In the case of larger, key clients it was a valuable tool for keeping the

lines of communication open and tailoring service to the clients needs. In the

case of smaller clients, however, it tended to provide repetitive, survey-like

information that cluttered databases and didn’t provide much insight. As

companies began tracking database information, they realized that the bare bones

were all that was needed in most cases: what they buy regularly, what they

spend, what they do.

Advances in the 1990′s

In the 1990′s companies began to improve on Customer Relationship Management

by making it more of a two-way street. Instead of simply gathering data for

their own use, they began giving back to their customers not only in terms of

the obvious goal of improved customer service, but in incentives, gifts and

other perks for customer loyalty.

This was the beginning of the now familiar frequent flyer programs, bonus

points on credit cards and a host of other resources that are based on CRM

tracking of customer activity and spending patterns. CRM was now being used as a

way to increase sales passively as well as through active improvement of

customer service.

True CRM comes of age

Real Customer Relationship Management as it’s thought of today really began

in earnest in the early years of this century. As software companies began

releasing newer, more advanced solutions that were customizable across

industries, it became feasible to really use the information in a dynamic way.

Instead of feeding information into a static database for future reference,

CRM became a way to continuously update understanding of customer needs and

behavior. Branching of information, sub-folders, and custom tailored features

enabled companies to break down information into smaller subsets so that they

could evaluate not only concrete statistics, but information on the motivation

and reactions of customers.

The Internet provided a huge boon to the development of these huge databases

by enabling offsite information storage. Where before companies had difficulty

supporting the enormous amounts of information, the Internet provided new

possibilities and CRM took off as providers began moving toward Internet

solutions.

With the increased fluidity of these programs came a less rigid relationship

between sales, customer service and marketing. CRM enabled the development of

new strategies for more cooperative work between these different divisions

through shared information and understanding, leading to increased customer
satisfaction from order to end product.

Today, CRM is still utilized most frequently by companies that rely heavily

on two distinct features: customer service or technology. The three sectors of

business that rely most heavily on CRM — and use it to great advantage — are

financial services, a variety of high tech corporations and the

telecommunications industry.

The financial services industry in particular tracks the level of client
satisfaction and what customers are looking for in terms of changes and

personalized features. They also track changes in investment habits and spending

patterns as the economy shifts. Software specific to the industry can give

financial service providers truly impressive feedback in these areas.

Who’s in the CRM game?

About 50% of the CRM market is currently divided between five major players

in the industry: PeopleSoft, Oracle, SAP, Siebel and relative newcomer

Telemation, based on Linux and developed by an old standard, Database Solutions,

Inc.

The other half of the market falls to a variety of other players, although

Microsoft’s new emergence in the CRM market may cause a shift soon. Whether

Microsoft can capture a share of the market remains to be seen. However, their

brand-name familiarity may give them an edge with small businesses considering a

first-time CRM package.

PeopleSoft was founded in the mid-1980′s by Ken Morris and Dave

Duffield as a client-server based human resources application. In 1998,

PeopleSoft had evolved into a purely Internet based system, PeopleSoft 8.

There’s no client software to maintain and it supports over 150 applications.

PeopleSoft 8 is the brainchild of over 2,000 dedicated developers and $500

million in research and development.

PeopleSoft branched out from their original human resources platform in the

1990′s and now supports everything from customer service to supply chain

management. Its user-friendly system required minimal training is relatively

inexpensive to deploy. .

One of PeopleSoft’s major contributions to CRM was their detailed analytic

program that identifies and ranks the importance of customers based on numerous

criteria, including amount of purchase, cost of supplying them, and frequency of

service.

Oracle built a solid base of high-end customers in the late 1980′s,

then burst into national attention around 1990 when, under Tom Siebel, the

company aggressively marketed a small-to-medium business CRM solution.

Unfortunately they couldn’t follow up themselves on the incredible sales they

garnered and ran into a few years of real problems.

Oracle landed on its feet after a restructuring and their own refocusing on

customer needs and by the mid-1990′s the company was once again a leader in CRM

technologies. They continue to be one of the leaders in the enterprise

marketplace with the Oracle Customer Data Management System.

Telemation’s CRM solution is flexible and user-friendly, with a

toolkit that makes changing features and settings relatively easy. The system

also provides a quick learning environment that newcomers will appreciate. Its

uniqueness lies in that, although compatible with Windows, it was developed as a

Linux program. Will Linux be the wave of the future? We don’t know, but if it

is, Telemation’s ahead of the game.

The last few years…

In 2002, Oracle released their Global CRM in 90 Days package that promised

quick implementation of CRM throughout company offices. Offered with the package

was a set fee service for set-up and training for core business needs. .

Also in 2002 (a stellar year for CRM), SAP America’s mySAP began using a

“middleware” hub that was capable of connecting SAP systems to externals and

front and back office systems for a unified operation that links partners,

employees, process and technologies in a closed-loop function.

Siebel

consistently based its business primarily on enterprise size businesses willing

to invest millions in CRM systems, which worked for them to the tune of $2.1

billion in 2001. However, in 2002 and 2003 revenues slipped as several smaller

CRM firms joined the fray as ASP’s (Application Service Providers). These

companies, including UpShot, NetSuite and SalesNet, offered businesses CRM-style

tracking and data management without the high cost of traditional CRM start-up.

In October of 2003, Siebel launched CRM OnDemand in collaboration with IBM.

Their entry into the hosted, monthly CRM solution niche hit the marketplace with

gale force. To some of the monthly ASP’s it was a call to arms, to others it was

a sign of Siebel’s increasing confusion over brand identity and increasing loss

of market share. In a stroke of genius, Siebel acquired UpShot a few months

later to get them started and smooth their transition into the ASP market. It

was a successful move.

With Microsoft now in the game, it’s too soon to tell

what the results will be, but it seems likely that they may get some share of

small businesses that tend to buy based on familiarity and usability. ASP’s will

continue to grow in popularity as well, especially with mid-sized businesses, so

companies like NetSuite, SalesNet and Siebel’s OnDemand will thrive. CRM on the

web has come of age!

This article on the “The History of CRM” reprinted with

permission.

Copyright © 2004-2005 Evaluseek Publishing.

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The 5 Best Cell Phones on the Market

There are literally hundreds of cell phones out there made by dozens of manufacturers. It is hard to determine which are the best of the group – or at least, which is best for you. The decision is a difficult one, and we hope the information below will help you make a wise choice. The five cell phones listed below are truly the best of the best in terms of quality design, dependability, and overall user satisfaction. Although there are a lot of great cell phones out there, we are sure that these are some of the very best.

Motorola i860 Video and Camera Mobile Phone

Manufacturers Description: The sleek Motorola i860 is packed with more than a dozen top-of-the-line features including 10-second video capture and playback and a 0.3-megapixel camera with 4X digital zoom. In addition, it allows users to easily exchange digital photos and contact information with others.

”The Motorola i860 handset is another example of how Motorola strives to meet our customers’ needs by offering one mobile device to streamline communications,” said Rey More, senior vice president and general manager, Motorola’s iDEN® Subscriber Group. “Its multimedia services enable users to easily capture the moment when it happens and share it with others, wherever they may be.”

The phone’s 10-second video capture capability includes a short-range LED spotlight to provide additional light for close-up pictures. The camera allows users to take pictures in a variety of sizes suitable for sharing, in-camera viewing, wallpaper designs, and picture caller ID. Users can get themselves in the picture using the self-timer.

With the Motorola i860, users can share their pictures and audio recordings by sending and receiving multimedia messages.1 The phone’s integrated Media Center allows users to conveniently manage all pictures, voice recordings, ring tones, videos, and wallpaper designs from a single area.

Other features of the Motorola i860 that are new to iDEN handsets include:

Picture Caller ID – allows a previously-assigned picture of a caller to appear in the external display when a phone call is incoming from that contact

Larger external color screen – displays up to 3 lines of text and pictures

Larger internal color screen – displays up to 11 lines of text in vibrant color

Push-to-Send My Info2 – allows users to send their contact information via the “push-to-talk” (PTT) button. Users can limit the amount of information sent or send a virtual business card to network more efficiently.

Push-to-Send Contacts2 – allows users to easily share another user’s contact information via the PTT button

Media Downloader application – available for download from the Internet, this free application allows users to transfer photos and videos from their phone to their PC via a USB cable (not included)

25 MB of memory available to end users – for ring tones, voice recordings, videos, pictures, messages, wallpaper designs, and Java™ applications

MP3 ring tones – including music and voice

Openwave 7.0 Internet microbrowser – lets users browse graphic-rich xHTML sites

Push-to-open button – offers convenient, one-handed operation of the flip-style phone by mechanically opening the flip when pressed

The phone also has many of the features associated with Motorola’s iDEN technology, including location-based services, integrated speakerphone, voice recorder3, voice dialing, downloadable applications, and a two-way radio for instant communication at the touch of a button.

The Motorola i860 handset weighs 4.77 ounces and measures 3.45 x 1.96 x 1.01 inches with the included high performance battery.

Overall Value Rating: 9.7 / 10 – Excellent

Price: $250 – $400

Nokia 6230 Cell Phone (Cingular)

Manufacturers Description: Offering the best and latest technology and features, the Nokia 6230 meets the requirements of the most demanding mobile phone users. The tri-band (GSM, GPRS, EDGE 900/1800/1900, GSM, GPRS, EDGE 850/1800/1900) mobile phone offers multiple connectivity options via EDGE and Bluetooth wireless technology, a removable multimedia memory card as well as an integrated VGA camera to capture pictures and videos. Sleek and compact, the Nokia 6230 is expected to start shipping in Europe, Africa, Asia Pacific and Americas in the first quarter of 2004.

“Traditionally, mobile professional are early adopters of mobile technology, demanding advanced functionality and higher data speeds to keep them informed, entertained and connected while on the move,” said Kai Öistämö,” Senior Vice President, Nokia Mobile Phones. “With EDGE, Bluetooth technology, an integrated camera, MMS functionality and even an integrated MP3 player, the Nokia 6230 addresses these needs with an impressive range of features to help balance a busy work schedule with after-work responsibilities.”

One of the key benefits of the Nokia 6230 is a compelling multimedia experience. With an integrated VGA camera and a display with 65,000 colors, pictures and videos taken with the Nokia 6230 appear sharp and bright. The video player adds the ability to record, send and receive video clips with audio, as well as receive streaming video content in 3GPP video streaming format. High quality video and images, voice, presentations, files and music can be stored on a removable multimedia memory card. Users can also create, send and receive multpicture, multimedia messages with Synchronized Multimedia Integration Language (SMIL) technology. SMIL technology allows users to compose multi-image messages that display text, sound and images in a pre-determined order.

For flexible and efficient wireless connectivity, the Nokia 6230 phone offers Bluetooth wireless technology and infrared connectivity as well as HSCSD and GPRS support. Bluetooth enables a wide range of new exciting enhancements for seamless connections and comfortable wearability, like the Nokia 610 car kit phone and the stylish Wireless Boom Headset also announced today. The complete list of Bluetooth enhancements compatible with the Nokia 6230 can be viewed at [http://www.nokia.com/products/Nokia6230].

Using the high-speed packet-based EDGE connectivity of the Nokia 6230, business professionals can enjoy faster browsing, messaging and downloading. With a downlink data speed of up to 236.6 kbps, downloading with the Nokia 6230 via EDGE enables downloads more than 4 times faster than with GPRS.

In addition, the Nokia 6230 has a mobile email client that lets users manage their email quickly over EDGE, GPRS and HSCSD networks. The advanced xHTML browser gives fast access to mobile services and information, and the integrated TCP/IP technology** enhances both the ease and speed of over-the-air file downloads. Data synchronization capability allows users of the Nokia 6230 to update personal data remotely over the network. Local synchronization of personal data can also be done via Bluetooth, IrDa, USB and the Nokia PC Suite.

With the presence-enhanced contacts service, users of the Nokia 6230 can share their availability, intentions and whereabouts with colleagues, family, friends and other contacts. For example, a business professional can change his phone profile to ‘Meeting’ and advise his colleagues to reach him by SMS or MMS. Exchanging instant text messages is another interesting possibility with the presence-enhanced Chat function, where users of the Nokia 6230 can create their own private chats and invite others to participate, or even join public chats of their interest.

The Nokia 6230 also includes a digital music player for AAC/MP3 music formats. In addition to enjoying high quality stereo music, music enthusiasts can set their favourite music as wake-up tones as well as alert and ring tones.

Key features include:

Active TFT color display – with up to 65.536 colours

Integrated digital VGA camera

High speed packet-based EDGE and GPRS connectivity

Bluetooth

Digital camcorder and video player

Video streaming including AMR audio

MMC Multimedia card support

Java MIDP 2.0

Presence-enhanced contacts and chat

MP3/AAC music player and built-in FM stereo radio

xHTML browser for enhanced mobile browsing experience

Advanced PIM functionality (calendar, phonebook, to-do list, notes)

OMA Digital Rights Management version 1.0

Mobile Wallet

Integrated hands-free speaker

Polyphonic ring tones (supporting up to 24 instruments)

Infrared, USB, PC Suite

76 cc, weighs 97 grams

Talk time of up to 5 hours and a standby time of up to 300 hours.

Overall Value Rating: 9.6 / 10 – Excellent

Price: $150 – $300

Motorola A630 Cell Phone (T-Mobile)

Manufacturers Description: Following in the footsteps of the game-changing Motorola StarTAC and the company’s revolutionary two-way pagers, the model A630 is yet another innovative new product from Motorola. Packaged in a unique, multi- functional design featuring a QWERTY keyboard hidden inside a sleek candy bar form, the Motorola A630 lets you call, text or email with style and ease.

From the outside, you see a fashionable, compact mobile handset. Once opened, the device reveals a full QWERTY keyboard that makes texting, email exchanges and Instant Messaging easy. The A630 does not stop there. For multi-media fun, the handset comes with an integrated camera with 4 x zoom, multi-media messaging for sending and sharing images, dedicated gaming keys and a vivid color display that offers portrait as well as landscape views. When its time to be productive, the A630 offers integrated Bluetooth® wireless technology, an office quality speakerphone and email support including POP3, SMTP and Imap4. The Motorola A630’s fusion of the mobile and messaging worlds without sacrificing weight, size or style makes it the ideal device for today’s text-savvy trendsetting consumer.

With the debut of the model A630, Motorola delivers a uniquely designed handset that stands apart from the pack, promising simplified voice and messaging communications supported by the latest technology,” said James Burke, Sr. Director of Product Operations for Motorola, Inc. “With its clever combination of fun and function, the model A630 is sure to please style-conscious movers and shakers.”

The Motorola A630 features include:

Full QWERTY keyboard with 5-way navigation for easy messaging, fun gaming and more

Integrated VGA camera with dedicated photo button for quick shoot and send power

220 x 176 pixel color landscape display capable of supporting up to 65,000 colors

Built-in Bluetooth wireless technology

Advanced messaging including Multi-Media Messaging Service (MMS), SMS, e-mail support (POP3, SMTP, Imap4) and multibranded IM (Instant Messaging)

GSM tri-band capabilities

J2ME™ downloading functionality

Integrated hands-free speakerphone

Polyphonic speaker for the ultimate sound and cool MP3 ringtones

Overall Value Rating: 9.3 / 10 – Very Good

Price: $150 – $350

Samsung p735 Cell Phone (T-Mobile)

Manufacturers Description: Featuring a package of design and multimedia features, the imaginative p735 is Samsung’s first GSM megapixel camera phone in the U.S. With options that entertain, enrich and enhance a consumer’s wireless experience, the p735 boasts an eye-catching twist and flip display and advanced multimedia technology, including a megapixel camera phone, video recorder, MP3 player and expandable memory.

The phone’s distinct feature is a swivel form factor that allows the consumer to twist the display so that the vibrant 262,000-color screen rotates to a horizontal position, giving the phone a more camcorder-like feel and making picture taking and video recording easier. And with a megapixel camera, film-quality pictures can be stored and printed at sizes up to 4×6.

For moments such as upcoming holiday gatherings that require more than a quick snapshot, the video recorder is practical and convenient, and video and pictures can be shared wirelessly via T-Mobile’s messaging services. While the phone’s 64MB of internal memory provides space for pictures and video, the p735 comes with an RS MMC media slot and additional 32MB multimedia card so no moment is ever missed. In addition, the expandable memory slot offers space for easy and quick access to supplementary applications and games.

For those that still have the gamer in them but are too busy to play at home, the p735 acts as a gaming device with access to 3D games, including Metalion and Zio Golf. For music download addicts, the p735 comes equipped with a personal MP3 player, so downloading, playing and sorting music wirelessly becomes a convenience, not a hassle. Sounds come in clear with T-Mobile’s HiFi Ringers and the device’s pre-packaged headset provides a heightened auditory experience.

The p735 will change the way consumers view their wireless phone” said Peter Skarzynski, senior vice president of Samsung’s wireless division. Whether using the phone to download and listen to music, or snapping pictures and video clips to send back to the office while on a business trip, the p735 will enhance consumers’ digital lifestyle.

This is a truly fun phone” said Todd Achilles, director of handset product management for T-Mobile USA. “From the bright screen, to cool swivel design, and MP3 player to the megapixel camera, there’s a lot to keep you entertained”

Features:

Integrated MegaPixel Digital Camera – Take pictures on the go. Enjoy one megapixel pictures plus digital zoom, multishot, and more.

RS MMC Media Slot – Add memory, applications, and store photos with a memory card.

MP3 Player – Download, play and sort your favorite tunes to listen to on your phone.

262 TFT Main Color Display – Makes everything come to life on your phone including photos, picture caller ID, and more.

Video Messaging – Record up to 15 second clips with sound and send them to other compatible phones.

Overall Value Rating: 9.0 / 10 – Very Cool

Price: $400 – $550

LG VX4600 Cell Phone (Verizon Wireless)

Manufacturers Description: The attractive VX4600 is the perfect mobile phone for consumers who are looking to express themselves with high-end quality, style and essential functionality. Its ultra-cool clamshell design, high-resolution internal color display, and innovative external OEL (Organic Electro-Luminescent) screen make an undeniable statement of style.

Basic Information:

Talk time: 200 minutes Standby time: 165 hours Size: 3.43H x 1.81W x 0.98D inches Weight: 3.38 oz

Basic Features:

1.9 Ghz PCS, 800 MHz CDMA (All Digital)

Enhanced Messaging Service (EMS) to send and receive text messages with graphics and sound

E911 Emergency Location-capable

2.5mm headset jack to accept universal hands-free headsets

65K TFD Main Color Display (120 x 160) 8 lines of Text

OEL Sub Display (96 x 38) 3 lines of Text

Blue Backlit Keypad

5-Way Navigation Key

CMX MIDI (musical instrument and games digital interface) for sounds and ringers

Large Phone Book: 499 contacts (each stores 5 numbers and 3 email addresses)

36 Embedded Ring Tones and download more

Vibrate and Silent Modes

Voice-Activated Dialing

Speed Dialing (99 Entries)

Bilingual (English and Spanish) capabilities

Personal Organizer: Calendar with Scheduler, Alarm Clock, Voice Memo, Notepad, EZ Tip Calculator, Calculator and World Clock

External USB Capable

1-Year limited warranty

Meets FCC SAR limit. Manufacturer’s highest FCC reported SAR 1.22 at ear, .74 on body. Actual SAR may vary.

Overall Value Rating: 8.8 / 10

Price: $100 – $200

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Reasons Why Women Love Big Penises!

Are you still one of the numerous guys out that is still looking for the answer to the question – “Does penis size matter to women?” Incase you do not know the answer to that question, it is YES!! If you asked your woman if penis size matters you would get a watered down response. Most women would not openly admit it to their lovers that they prefer a big penis to an average one. If you are unhappy with the size of your average or small manhood, don’t be there are methods that you can use to make your manhood bigger.

Let’s talk a little more on the preference of most ladies when it comes to penis size. In various penis size surveys it is usually revealed that women pay more importance to girth than length. Most women prefer thicker penises (6 inches in girth) and when balance with adequate length of about 8 inches, you can be sure that any woman that has sex with a man of this size would be screaming in ecstasy through the sex bout.

Since the average penile length is about 6 inches and the average penile girth is 4.75 inches, it is only normal for women to want to hide the truth that they love bigger penises from their lovers. Here a few reasons why women love big male sex organs:

1. A big penis looks much better than an average or small penis – It might surprise you to know that women are also visual creatures to a certain degree when it comes to sexual intercourse. An erect big manhood is a lot sexier and aesthetically pleasing than erect average or small penis. When it comes to sexual arousal and stimulation, sight also has its role to play for both men and women. The same way men love and get sexually aroused by women with big bottoms and big breasts, so it is with bigger penises and women. Most women regard big male sex organs as been superior to average or small penises and as such they also regard men with bigger penises as being more manlier than men with average or small male sex organs.

2. A big penis sets a woman in the right mood for sexual intercourse – this is also similar to the first reason. If a woman is sexually excited before she begins foreplay with her lover then she would likely have more orgasms than if she were not sexually excited. Just the sight of a big male sex organ can set a woman in the right mood to have sexual intercourse.

Just picture this – the moment a woman sees her lover’s erect big manhood, her vagina begins to get wet almost immediately. This is an indication that she is sexually aroused, now when her “big penis lover” decides to penetrate her, you can be sure that she would experience longer and more powerful orgasms than if she was having sex with a man with an average or small penis size.

3. A big penis creates more friction in a woman’s vagina – men and women experience pleasure during sexual intercourse because of the friction between the penis and the vaginal wall. There are sexual pleasure centers that are located around and deep into the walls of a woman’s vagina, when a man inserts his penis into his lover’s vagina and begins to thrust – he creates friction which is enjoyed by both him and his lover. A bigger penis can cover more areas in the vaginal canal than an average or small penis. A big male sex organ has the ability to stretch the vaginal lips and press a woman’s vagina from all sides and give her the exciting feeling of being completely “full” during penetration. Also it easier for a bigger penis to stimulate the clitoris which lies at the entrance of the vagina simultaneously during sex

Are you one of the numerous guys that were born with an average or small penis size? I guess you might be feeling a little worried that you are not one of the few lucky men that can actually boast of a big male sex organ. No need to worry! You can get a bigger penis by engaging in natural penile enlargement exercises. Theses exercises can add inches to both your penile length and girth. Combining these natural penile enlargement exercises with an herbal penile enlargement supplement would reduce the amount it takes for you to see gains.

Don’t let the fact that women love big penises bother you, just even up the odds and get a bigger penis using a combination of natural penile enlargement exercises and herbal penile enlargement pills.

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How A Channel Conflict With Partners Can Be Resolved To Improve ROI

Conflict is a common ingredient between enterprises and their channel partners. A web search of “Channel Conflict” generates many articles, most of which are generally related to pricing issues with, or between, channel partners. However, channel conflicts can occur in a much broader spectrum in the channel, and many manufacturers aren’t even aware of the conflicts. The consequences of ignoring “hidden” conflicts can rob a company of a significant portion of its ROI.

For instance, maybe you hear your partners say things like this:

“Why is it necessary to have so many websites, usernames, and passwords to get the information I’m looking for?”
“How can I get my new employees trained? Where can they go later when they need instant information?”
“We feel like we’re the only ones out here. How do we get in touch with other people – either an expert at the company or another dealer – who can help me?”

Or maybe, your people say things like this:

“Why do my partners let the good leads we give them go dry?”
“Even my own people are frustrated with our current partner systems.”
“Our partners don’t possess the brand loyalty we think they should have.”

If you’ve heard these questions or comments from your dealers or your own staff, then you know there is more than just price conflict in the channel, and you know there is a cost associated with this conflict. And if you haven’t heard them, maybe you should ask.

Research shows there is often a significant gap between how managers at the manufacturer level perceive how their partners feel about the level of support they receive and how the channel partners themselves perceive how they are being supported. In one study (Abistar Group, 2010), the gaps were shown to be significant. In a key area of Partner Management, Marketing and Communications, managers scored what they thought their partners’ satisfaction to be at 77% while the partners scored it well below that, at 59%. Similar gaps were noted for Training and Certification, Performance Management, and Collaboration.

These gaps produce friction between the enterprise and its partners. This conflict can eventually lead to reduced revenue, slower growth, and higher administrative costs. Likewise, resolving this kind of channel conflict can improve ROI.

PRM Systems Can Reduce Channel Conflict

Companies have reduced channel conflict by incorporating a Partner Relationship Management (PRM) system in the channel. PRM systems are web-based software solutions that unify all facets of managing a distribution channel into a single partner portal. In conjunction with continuous improvement programs and the application of best practices, companies have been able to increase channel productivity and lower costs using a PRM system. These initiatives, when combined, make it easier for partners to do business with the manufacturer. Let’s take a look at some specific ways ROI can be increased using the same four partner management activities assessed in the survey.

Marketing and Communications

Effective channel partner marketing is critical to the success of any company selling through an independent channel. Partners need to see clear, understandable communications coming from one source. They need alerts, reminders and announcements about product introductions sent on a timely basis. And they need to be able to quickly find past communications. A PRM system allows a company to successfully synchronize all business communication activity within a channel. If you communicate your products and brand effectively, your partners will be more informed and enthusiastic about your company, and more likely to effectively sell your product, increasing ROI.

Training and Certification

Today’s PRM technologies manage and deliver online training, classroom training, assessments, webinars and other e-learning activities. This provides employees and their managers the ability to create, manage, and view a defined learning plan and certifications for specific job roles. This kind of well-balanced, channel training can contribute significantly to reducing partner ramp-up time and costs, and increasing individual performance, delivering a positive impact on a business’s ROI.

Performance Management

Measurement is an important key to successful enterprise performance because it helps managers make more effective decisions. Today, most channel management technologies include a reporting dashboard for managers to access information about the people and organizations they manage. Having good information at your fingertips helps you make good decisions and increase ROI, particularly as an enterprise scales up and adds more partners.

Collaboration

Given today’s acceptance of social media, employees are “expecting” to be able to collaborate with others in their channel. A PRM system can provide a good forum for this to take place, where it can be overseen and managed to the benefit of the enterprise and its channel partners. This peer-to-peer communication can help resolve current issues by providing a repository for best practices. Companies who just a few years ago were trying to stifle this kind of communication today are embracing it because they know it produces more informed, more effective, and more brand-loyal channel employees. As the level of information shared by many people increases, so does ROI.

Channel Conflicts Can Be Resolved

Instituting a web-based PRM system can increase ROI. The most successful companies using PRM systems have combined them with a continuous improvement and measurement program, along with instituting business strategies based on the best practices found in channel management today. When all combined, this strategy can reduce the cost of managing and administering the channel, and eliminate many of the causes of the conflicts themselves, improving the company’s return on investment for the long term.

Omega Watches Starting Own Business

Risk Management Within an Organisation

Introduction

This manual is written to advise on an approach to managing risk, with regards to procedures to follow in conducting risk analyses and treatment.

Background of my Organisation

I will focus my attention on the management of risks for my company in general. My company is involved in the trading of steel products, mainly for construction purposes, as well as the sales and purchases of agricultural products such as beans, maize and rice. With regards to these products, letters of credit (LCs) have to be initiated regularly for such products to be sold overseas. As part of the accounting and finance function, my responsibilities are not only in the proper accounting treatment of such transactions, but also as part of the team involved in a new trade financing project to ensure the smooth flow of these transactions from the opening of LCs, the financing as well as the delivery of these products. Such a flow will involve the cooperation of both the operations and the accounting and finance departments.

Purpose of Risk Management

Business risk relates to exposure to certain events that will have a negative impact on the strategies and objectives of the company. Hence business risk is due to two factors: the probability of an event occurring as well as the seriousness of the consequences (Bowden, Lane and Martin, 2001). There are several risks that are more specific to my organization, and are shown as follows:

1. Strategic risk, such as poor marketing strategy and poor acquisition strategy, as a result of poor planning (Bowden et. al, 2001). Poor marketing and acquisition of different grades of steel and agricultural products can prove the downfall of the organization.

2. Financial risk, such as lack of credit assessment and poor receivables and inventory management, as a result of poor financial control (Bowden et. al, 2001). Inadequate credit assessment of potential trade and other debtors as well as low debtors’ turnover can be a poor reflection of the company’s strategy and objectives.

3. Operational risk, such as poor practices and routine actions, as a result of poor human actions (Bowden et. al, 2001). Non-conformity to the organization’s safe practices or even willful actions by employees can create potential operational and financial losses to the company.

4. Technical risk, such as equipment and infrastructure breakdown and fire destruction, as a result of failure of physical assets (Bowden et. al, 2001). Such risks can be prevalent in my organization if appropriate actions are not taken to prevent these technicalities. Unfortunately, many organizations tend to focus too much on the performance and cost dimensions of technical risk and manage them too heavily (Smith and Reinertsen, year unknown).

5. Market risk, such as inadequate market research, which is the risk of not meeting the needs of the market, assuming that the specification has been satisfied (Smith and Reinertsen, year unknown). This risk may be more important compared to others, however it is less manageable due to the risk being less objective and quantifiable compared to say technical risk

As a result of such risks mentioned above, coupled with the advancement in technology and competitive pressures, risk management has taken a more important role in the existence of businesses today (Bowden et. al, 2001). Risk management relates to the logical and systematic way of establishing context, identifying risks, analyzing risks, evaluating risks and lastly, treating risks. This approach also involves communicating and consulting the findings as well as monitoring and reviewing the treatment of risks. This approach to managing risks is known as the AS 4360 method (Bowden et. al, 2001).

Risk Management

Step 1: Definition of Context

This relates to the establishment of context in terms of strategic, organizational and risk management (Bowden et. al, 2001). The strategic context is concerned with the relationship between the organization and its parameters in terms of financial, operational, competitive and social context (Bowden et. al, 2001). In the case of my organization, we are concerned with our financial objectives (i.e. sales turnover of US$20 million with a profit margin of at least 12% annually), products with high quality and good customer satisfaction, as well as good market position (one of the top suppliers of steel in the regional construction industry). The strategic context also requires the organization to identify the stakeholders, which includes the owners, employees, customers, suppliers as well as the local community (Bowden et. al, 2001). In addition to that, my organization will have to be accountable to our shareholders and the media as well, since we are a local listed company.

The organizational context will be concerned with wider goals, objectives and strategies of the company as a whole (Bowden et. al, 2001). In this context, we have to establish and implement sufficient key performance indicators (KPIs) and critical success factors (CSFs) that are suitable to the different aspects of the business. There are a couple of KPIs that are commonly used in my organization:

1. Revenue and profit targets: These are mentioned above.

2. Customer satisfaction: Surveys are sent quarterly to our suppliers and customers to ensure at least 90% customer overall satisfaction.

3. Stocks update and on-time deliveries of goods: Sufficient stocks are maintained and retrieved from suppliers and deliveries have to be made on time to customers at least 98% of all sales orders.

4. Timely submission of monthly accounting and sales records to head office: The deadline of submission of such reports is usually the 5th of each month, which has to be strictly adhered to.

On a wider basis, such KPIs are also linked to CSFs in my organization, which includes the following:

1. Maintaining a healthy position in our markets: This is mentioned above.

2. Supportive top management open to marketing and financing ideas: The directors and senior management have a fortnightly meeting with lower management on possible ideas and brainstorming on ideas and possible financing from banks on certain products.

3. Sufficient funds and resources in place: Funds have to be in place for LCs, which are converted to trust receipts, which have to be settled within certain tenure, coupled with adequate manpower and technologies for proper functioning of the organization.

With these KPIs and CSFs in mind, the various activities of the can be further segregated into smaller teams and activities to provide a more logical flow for better analysis (Bowden et. al, 2001). In my organization, the sales teams are broken up into smaller groups in charge of various products for steel and agricultural aspects. This is also done likewise for the finance department, which has smaller teams in charge of receivables, payables and other administrative functions.

Step 2: Identification of Risks

This process aims to identify all events, which might affect the organization as a whole. In such a scenario, there is a need to identify all causes and potential situations (Bowden et. al, 2001). After which, we will proceed to link the risks, both threats and opportunities, with key criteria that will have a direct impact on the organization (Bowden et. al, 2001). There is also a requirement to approach these risks with proactive and reactive responses (Bowden et. al, 2001). There are several tools that can help with identifying risks, namely brainstorming, checklists and judgements based on experience.

In my organization, there are several tools used to identify risks. For the finance department, there is a quarterly checklist used on different risks involved, which can include the amount of tax incurred and tax credits agreed with the tax authorities, the amount of receivables and stock updates and how efficient their respective turnovers are. Provisions for such items are also raised based on prior experience. For the marketing and operations department, weekly meetings are conducted whereby brainstorming and systems analysis are used to identify possible risks with regards to competition, changes in prices and tastes of customers as well as the safe-guarding of stocks at our premises. It is further recommended that a product plan with a product manager be put in place, with rankings are given to the priority of such risks and the inputs, processes and outputs should be investigated in greater depth (Bowden et. al, 2001).

It is mentioned that a test market will be useful if there is a high degree of uncertainty about the eventual sales of the new product as the launch date approaches (Cooper, year unknown). My organization is currently looking at possible new sales of liquor and diesel for its overseas markets. However, these possible sales are not considered new products in the existing markets. With speed and the competitive environment being important facts, a test market may not be applicable in our scenario (Cooper, year unknown).

In addition to the launch of possible new products, there are several pitfalls in considerations for my organization:

1. Lack of market orientation. These are possible risks considering insufficient market analysis and not understanding customer needs and wants.

2. Poor quality of execution. With regards to my organization, the grades or quality of the flammable new products might be filled with deficiencies, hence not meeting customers’ needs.

3. Moving too quickly. A too hasty approach to launch these products might render too many mistakes in the process and compromise the quality and timing of the promotional activities (Cooper, year unknown).

Step 3: Risk Analysis

This step involves the estimation of the likelihood and consequence of possible risk events. These are often evaluated using the current controls in place (Bowden et. al, 2001). Such controls are needed to ensure effective operations, reliable reporting systems and proper compliance with rules and regulations (Bowden et. al, 2001). In my organization, controls in place will include past records, market analysis given by traders from different countries, published literature in the form of accounting and marketing magazines and internal and external auditors’ reports.

There are several techniques that are used to establish likelihood and consequence, namely structured interviews, multi-disciplinary groups of experts, assessments using questionnaires and computer modelling (Bowden et. al, 2001).

The decision tree technique can also be used whereby the expected net present value (NPV) of cash flows associated with each individual outcome is shown (Vlahos, 2001). This technique is useful for the following reasons:

1. It improves our understanding of each outcome and makes assumptions more forthcoming.

2. It is useful for documenting and communicating thoughts on uncertainty and also helps generate alternatives for better value enhancement.

3. Managers can monitor each stage of the project and make appropriate analysis with regards to decisions made at each point

4. The outputs in terms of expected NPVs generated can be used as potential inputs for projects selection (Vlahos, 2001).

This technique is highly recommended for my organization in two ways:

1. This can be used in decisions made by the marketing department in terms of which products to obtain for potential markets.

2. The finance department will also find it useful in terms of the different ways of financing (i.e. direct cash financing, using LCs or trust receipts) in consideration for the building of the trade finance project.

There are two types of risk analysis, mainly qualitative and quantitative (Bowden et. al, 2001).

Qualitative Technique

A qualitative method makes use of words or descriptive scale and comes in the form of a ranking structure, alternating between Rare and Almost Certain. Such a method is concerned with raking likelihoods and consequences (Bowden et. al, 2001). With regards to construction projects, which can be applicable to my organization, the consequences can range from insignificant (whereby there is no injuries and minimum financial loss), moderate (injuries with medical help required and moderate financial loss) to catastrophic (death with significant financial loss). Such a qualitative table with various likelihood and risk levels matrix can be useful in the following scenarios:

1. Initial screening guide to identify possible risks for further analysis.

2. Where the level of risk does not justify the time and effort required for more analysis.

3. Insufficient numerical data, which renders a quantitative analysis useless.

For the qualitative analysis, the management and staff with regards to the risk events at different levels must work through the risk-ranking matrix. Each likelihood and consequence criteria should be considered in order to put events in the appropriate category (Bowden et. al, 2001).

However, there are several disadvantages associated with this technique:

1. It may not be too accurate as events within the same category may have substantially different levels of risk.

2. There may not be a common basis for comparison of risk i.e. on dollar basis or number of deaths.

3. There is no clear justification with regards to the process of ‘weighing’ risks

4. There could be different interpretations with regards to the meaning of different consequences i.e. the word catastrophic can mean a great deal to some people, while others might take it more lightly.

5. It can be difficult to translate the findings from this technique to match that of a quantitative method (Bowden et. al, 2001).

With these pitfalls mentioned above in mind, I would think that it will be better to consider the qualitative technique as more of an initial screening exercise which should be used concurrently with the quantitative technique.

Quantitative Technique

This approach takes the product of likelihood and consequence, with the consequence expressed as an actual variable (Bowden et. al, 2001). Such a technique is more reliable as it relies on numerical values, with estimates of frequency being made in terms of event frequency (Bowden et. al, 2001).

There are several drivers of risks, namely, technology, people, systems, organizational factors and external factors (Bowden et. al, 2001). In my organization, some drivers of risk might include how updated my computer versions of accounting and sales systems, the competency and educational levels of the employees, the number of new ideas by lower management accepted by higher management and possibly the amount of pollution our products might cause to the environment.

The quantitative analysis is further broken down into likelihood and consequence criterias. For the likelihood criteria, it is expressed as a probability instead of frequency, thus ensuring that risks are compared on a similar basis (Bowden et. al, 2001). With similar small events likely to occur, the likelihood of them occurring can be considered as one event. With regards to my organization, examples of such similar events might include:

1. 20 deliveries which are not made on time (more than 30 minutes) to customers resulting in losses of $1,000 each for transportation costs

2. 5 deliveries of wrong grades of products to customers resulting in losses of $1,500 for transportation and bank charges.

For the consequence criteria, it can be considered in terms of an event leading to possible death or severe losses i.e. financial or reputation losses. In the case of the two examples for likelihood criteria given above, the related consequence criterias are as follows respectively:

1. Free deliveries made for the next trip.

2. Appropriate discounts given for these batches of products sold.

The consequence criteria can also be expressed quantitatively in terms of non-performance or failure to achieve certain KPIs, reflecting on the organisation’s priorities in accepting varying degrees of risks. In my organisation’s case, the free deliveries and discounts given could jeopardize not only the revenue and profit targets, but also in terms of customer satisfaction (which are important KPIs). As such the consequence criteria can be expressed as the mean or expected value (Bowden et. al, 2001). This is consistent with the Monte Carlo method, which can be used to obtain the distribution of the project or product value associated with trading operations (Vlahos, 2001).

Step 4: Risk Evaluation

Risk evaluation is concerned with identifying which risks must be treated and can be calculated using the product of likelihood and consequence (Bowden et. al, 2001). The risks can be compared with previously established criteria. Different softwares such as the Monte Carlo approach, the sensitivity analysis and the probability distribution can be used to show the effects of major risks for evaluation (Bowden et. al, 2001).

Step 5: Treating Risks

There are several methods of treating risks, namely avoidance, accepting, reduction and transfer of risks (Bowden et. al, 2001).

1. Avoiding risks. In my organization, avoiding such risks would involve possibly not importing highly flammable products such as liquor or diesel (which are part of the consideration for new products) as part of sales and speculating in foreign exchange fluctuations.

2. Accepting risks. Certain risks may be unavoidable. In my organisation’s case, we have huge sales transactions in Myanmar, which has just experience a major military and governmental coup. Hence sales in Myanmar may be volatile. These are potential risks, which are already factored in our business considerations.

3. Reducing risks. Currency fluctuations are imminent when trading with overseas counterparts for my organization. Hence LCs and hedging are done frequently in order to mitigate such risks for products purchased and sold to other countries.

4. Transfer risks. For my organization, this is done in terms of insurance coverage for stocks, which are housed in our premises.

Some other popular treatment of risks will include audit compliance programs, contractual obligations and conditions, preventive maintenance, quality assurance and contingency planning (Bowden et. al, 2001). Such treatments of risk are also maintained within my organization.

The different options for treatment of risks should be evaluated and risk treatment plans should be planned and prepared (Bowden et. al, 2001). Such a plan should consider detailed base implementations, risk assessment in terms of threats and opportunities in terms of priorities and recommended proactive and reactive contingency plans. (Bowden et. al, 2001).

The risk treatment schedule and action plan should include the following:

1. The different duties and responsibilities for implementation of plan. Preferably, the plan should involve a project leader and different members in charge of one aspect of the project reporting to the leader.

2. The resources to be utilized.

3. Work breakdown structure for the activities

4. Budget allocation

5. Schedule for implementation

6. Details of the mechanism and frequency for proper compliance to the treatment schedule (Bowden et. al, 2001).

Step 6: Communicating and Consulting

For this stage, stakeholders need to have a common understanding of the project or product situation. Consultation from stakeholders as well as experts is required for better opinions, with communication needed for better coordination (Bowden et. al, 2001).

Such an approach is required for several reasons:

1. To prove that the process is conducted in a systematic manner.

2. To provide records of risks and proper organizational records.

3. To provide relevant decision makers with a proper risk management and action plan for approval and implementation.

4. To provide accountability.

5. To facilitate further monitoring and review.

6. To provide audit trail.

7. To share information (Bowden et. al, 2001).

This report should include the following:

1. Executive summary

2. Scope of project

3. Methodology of study

4. Contextual issues of the project including the restraints

5. Success factors chosen

6. KPIs for each success factor chosen

7. Target and tolerance

8. Any assumptions

9. Top ten risks across all CSFs for the project or product plan

10. Vulnerabilities in phases of the project

11. Responsibilities for managing risks in phases

12. Primary and secondary drivers triggering each risk

13. Existing controls

14. Tables and figures (Bowden et. al, 2001)

Step 7: Monitoring and Reviewing

For the final step, there is a need to develop and apply mechanisms to ensure ongoing review of risks i.e. project leaders should provide a consistent update of the current situations (Bowden et. al, 2001). The effectiveness of the risk management process should be consistently monitored and reviewed (Bowden et. al, 2001).

Conclusion

Risk should be managed on an active basis. Risk management will involve identification of areas of high risks ahead of time, interpreted to the greatest degree possible, with the best technical or marketing talent allocated to the problem, have the problems solved as quickly as possible, and be provided with a contingency plan in case something cannot be resolved (Smith and Reinertsen, year unknown).

Reference List

Bowden, A., Lane, M. and Martin, J. (2001) Triple Bottom Line Risk Management. Wiley.

Cooper. (year unknown). New Products: Problems and Pitfalls. Pg 22-49.

Cooper. (year unknown). To test or Not to Test. Pg 123-129.

Smith, P. and Reinertsen, D. (year unknown). Managing Risk. Pg 207-21.

Vlahos, K. (2001). Tooling up for Risky Decisions. Pg 47-52.

Upright Vacuums Drug Rehab Mobile Batteries

Increasing Employee Retention Through Employee Engagement

You’ve seen it happen many times. An organization that provides top wages and benefits loses a great employee to a competitor for no apparent reason. Of course, some employee turnover is to be expected, but if your company is truly engaging your employees, there is no good reason for the unexpected loss of quality staff members. Many companies already know that wages and benefits are important to employees, but compensation alone is not enough to keep the highly skilled, motivated and experienced workforce your business needs to excel.

Defining Employee Engagement

What is employee engagement exactly? AlphaMeasure defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values.

The primary behaviors of engaged employees are speaking positively about the organization to coworkers, potential employees and customers, having a strong desire to be a member of the organization, and exerting extra effort to contribute to the organization’s success. Many smart organizations work to develop and nurture engagement. It is important to note, the employee engagement process does require a two-way relationship between employer and employee.

Why is Employment Engagement so important?

An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results.

Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. Engaged employees also normally perform better and are more motivated. There is a significant link between employee engagement and profitability. Employee engagement is critical to any organization that seeks not only to retain valued employees, but also increase its level of performance.

Factors of Engagement

Many organizational factors influence employee engagement and retention such as:

A culture of respect where outstanding work is valued
Availability of constructive feedback and mentoring
Opportunity for advancement and professional development
Fair and appropriate reward, recognition and incentive systems
Availability of effective leadership
Clear job expectations
Adequate tools to complete work responsibilities
High levels of motivation

Many other factors exist that might apply to your particular business and the importance of these factors will also vary within your organization.

Engagement Essentials

How will you know to what degree your employees are engaged? The first step is to determine the current level of employee engagement. The best tool to determine this base line is a comprehensive employee satisfaction survey. A well administered satisfaction survey will let you know at what level of engagement your employees are operating. Customizable employee surveys will provide you with a starting point towards your efforts to optimize employee engagement.

The key to successful employee satisfaction surveys is to pay close attention to the feedback from your staff. This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance.

Listening to employee ideas, acting on employee contributions and actively involving employees in decision making are essential to employee engagement.

Taking Action to Improve Employee Engagement

Nothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues. Even the smallest actions taken to address concerns will let your staff know that their input is valued. Feeling valued will boost morale, motivate and encourage future input.

Taking action starts with listening to employee feedback. Then the data needs to be analyzed. Next, a definitive action plan will need to be put in place and finally, change will be implemented. It is important that employee engagement is not viewed as a one time action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing.

What is the Alternative to Employee Engagement?

Conditions that prevent employee engagement seldom alleviate themselves. They should be assessed and addressed as soon as possible. Left to multiply, negative employee satisfaction issues can result in:

Higher employee turnover – Employees leave, taking their reservoir of knowledge and experience to another workplace

Diminished performance – Competency of the workforce is reduced, at least short term, until new employees are trained

Lost training dollars – Time and money invested in training and development programs for departing workers is wasted

Lower morale – Remaining employees can be overburdened with new duties, in addition the unresolved issues that already prevent their full engagement

How Can You Attain Employee Engagement?

Listen to your employees and remember that this is a continuous process. The information your employees supply will provide direction. Insist upon increased engagement at the managerial level, and create and deploy a customized employee satisfaction survey from AlphaMeasure to assess your current level of employee engagement. Identify problem areas, make a plan and take action towards improvement.

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This article may be reproduced provided it is published in its entirety, includes the author bio information, and all links remain active.

Proceed to AlphaMeasure for additional resources on employee satisfaction surveys and employee engagement surveys.

2004 © AlphaMeasure, Inc. – All Rights Reserved

Config Server Prenatal Monitoring

Advertising – Precious Information Or Vicious Manipulation?

Is advertising the ultimate means to inform and help us in our everyday decision-making or is it just an excessively powerful form of mass deception used by companies to persuade their prospects and customers to buy products and services they do not need? Consumers in the global village are exposed to increasing number of advertisement messages and spending for advertisements is increasing accordingly.

It will not be exaggerated if we conclude that we are ‘soaked in this cultural rain of marketing communications’ through TV, press, cinema, Internet, etc. (Hackley and Kitchen, 1999). But if thirty years ago the marketing communication tools were used mainly as a product-centered tactical means, now the promotional mix, and in particular the advertising is focused on signs and semiotics. Some argue that the marketers’ efforts eventually are “turning the economy into symbol so that it means something to the consumer” (Williamson, cited in Anonymous, Marketing Communications, 2006: 569). One critical consequence is that many of the contemporary advertisements “are selling us ourselves” (ibid.)

The abovementioned process is influenced by the commoditisation of products and blurring of consumer’s own perceptions of the companies’ offering. In order to differentiate and position their products and/or services today’s businesses employ advertising which is sometimes considered not only of bad taste, but also as deliberately intrusive and manipulative. The issue of bad advertising is topical to such extent that organisations like Adbusters have embraced the tactics of subvertising – revealing the real intend behind the modern advertising. The Adbusters magazine editor-in-chief Kalle Lason commented on the corporate image building communication activities of the big companies: “We know that oil companies aren’t really friendly to nature, and tobacco companies don’t really care about ethics” (Arnold, 2001). On the other hand, the “ethics and social responsibility are important determinants of such long-term gains as survival, long-term profitability, and competitiveness of the organization” (Singhapakdi, 1999). Without communications strategy that revolves around ethics and social responsibility the concepts of total quality and customer relationships building become elusive. However, there could be no easy clear-cut ethics formula of marketing communications.

ADVERTISING – PRESCIOUS INFORMATION OR VICIOUS MANIPULATION?

In order to get insights into the consumer perception about the role of advertising we have reviewed a number of articles and conducted four in-depth interviews. A number of research papers reach opposed conclusions. These vary from the ones stating that “the ethicality of a firm’s behavior is an important consideration during the purchase decision” and that consumers “will reward ethical behavior by a willingness to pay higher prices for that firm’s product” (Creyer and Ross Jr., 1997) to others stressing that “although consumers may express a desire to support ethical companies, and punish unethical companies, their actual purchase behaviour often remains unaffected by ethical concerns” and that “price, quality and value outweigh ethical criteria in consumer purchase behaviour” (Carrigan and Attalla, 2001). Focusing on the advertising as the most prominent marketing communication tool we have constructed and conducted an interview consisting of four themes and nine questions. The conceptual frame of this paper is built on these four themes.

THEME I. The Ethics in Advertising

The first theme comprises two introductory questions about the ethics in advertising in general.

I.A. How would you define the ethics in advertising?

The term ethics in business involves “morality, organisational ethics and professional deontology” (Isaac, cited in Bergadaa’, 2007). Every industry has its own guidelines for the ethical requirements. However, the principal four requirements for marketing communications are to be legal, decent, honest and truthful. Unfortunately, in a society where the course of action of the companies is determined by profit targets the use of marketing communications messages “may constitute a form of social pollution through the potentially damaging and unintended effects it may have on consumer decision making” (Hackley and Kitchen, 1999).

One of the interviewed respondents stated that “the most successful companies do no need ethics in their activities because they have built empires.” Another view is that “sooner or later whoever is not ethical will face the negative consequences.”

I.B. What is your perception of the importance of ethics in advertising?

The second question is about the importance of being moral when communicating with/to your target audiences and the way consumers/customers view it. In different research papers we have found quite opposing conclusions. Ethics of business seems to be evaluated either as very important in the decision making process or as not really a serious factor in this process. An example of rather extreme stance is that “disaster awaits any brand that acts cynically” (Odell, 2007).

It may seem obvious that the responsibility should be carried by the advertiser because “his is the key responsibility in keeping advertising clean and decent” (Bernstein, 1951). On the other hand the companies’ actions are defined by the “the canons of social responsibility and good taste” (ibid.). One of the interviewees said:

“The only responsible for giving decent advertising is the one who profits at the end. Company’s profits should not be at the expense of society.”

Another one stated that “our culture and the level of societal awareness determine the good and bad in advertising”.

The increased importance of marketing communications ethics is underscored by the need of applying more dialogical, two-way communications approaches. The “demassification technologies have the potential to facilitate dialogue”, but the “monologic” attitude is still the predominant one (Botan, 1997). Arnold (2001) points out the cases of Monsanto and Esso which had to pay “a price for its [theirs] one-way communications strategy”. In this train of thought we may review ethics in advertisements from two different perspectives as suggested by our respondents and different points of view in the reviewed papers. The first one is that it is imperative to have one common code of ethics imposed by the law. The other affirms the independence and responsibility of every industry for setting its own standards.

THEME II. Which type of regulation should be the leading one in the field of advertising?

The next theme directs the attention towards the regulation system which should be the primary one. Widely accepted opinion is that both self regulation and legal controls should work in synergy. In other words the codes of practice are meant to complement the laws. However, in certain countries there are stronger legal controls over the advertising, e.g. in Scandinavia. On the other hand the industry’s self regulation is preferred in the Anglo-Saxon world. Still, not everyone agrees with the laissez-faire concept.

One of our respondents said:

“I believe governments should impose stricter legal frame and harsher punishment for companies which do not comply with the law.”

Needless to say, the social acceptability varies from one culture/country to another. At the end of the day “good taste or bad is largely a matter of the time, the place, and the individual” (Bernstein, 1951). It would be also probably impossible to set clear-cut detailed rules in the era of Internet and interactive TV. Therefore, both types of regulation should be applied with the ultimate aim of reaching balance between the sacred right of freedom of choice and information and minimizing possible widespread offence. Put differently, the goal is synchronising the “different ethical frameworks” of marketers and “others in society” in order to fill the “ethics gap” (Hunt and Vitell, 2006).

THEME III. Content of Advertisements.

Probably the most controversial issue in the field of marketing communications is the content of advertisements. Nwachukwu et al. (1997) distinguish three areas of interest in terms of ethical judgment of ads: “individual autonomy, consumer sovereignty, and the nature of the product”. The individual autonomy is concerned with advertising to children. Consumer sovereignty deals with the level of knowledge and sophistication of the target audience whereas the ads for harmful products are in the centre of public opinion for a long time. We have added two more perspectives to arrive at five questions in the conducted interviews. The first one concerns the advertisement that imply sense of guilt and praise affluence that in the most cases cannot be achieved and the second one is about advertisements stimulating desire and satisfaction through acquisition of material goods.

III.A. What is your attitude towards the advertisement of harmful products?

A typical example is the advertisement of cigarettes. Nowadays we cannot see slogans like “Camel Agrees with Your Throat” (Chickenhead, accessed 25th September 2007) or “Chesterfield – Packs More Pleasure – Because It’s More Perfectly Packed!” (Chickenhead, accessed 25th September 2007). The general advertisement, sponsorship and other marketing communications means are already prohibited to be used by cigarette producers. Surprisingly, most of the answers of the respondents were not against the cigarettes advertisement. One of the respondents said:

“People are well informed about the consequences of smoking so it is a matter of personal choice.”

As with many other contemporary products the shift in communications messages for cigarettes is oriented towards symbol and image building. The same can be said for the alcohol ads. A well-known example of emotional advertising is the Absolut Vodka campaign. From Absolut Nectar, through Absolut Fantasy to Absolut World the Swedish drink actually aims to be Absolut… Everything.

Advertising of hazardous products is even more harshly criticised when it is aimed at audiences with low individual autonomy, i.e. children. Two main issues in this respect are the manipulation of cigarettes and alcohol as “the rite of passage into adulthood” and the fact that “sales of health-hazardous products (alcohol, cigarettes) develop freely without much disapproval” (Bergadaa, 2007).

III.B. What is your attitude towards the advertisement to children?

Children are not only customers, but also consumers, influencers and users in the family Decision-Making Unit (DMU). Additional difficulty is that they are too impressionable to be deciders in the DMU. At the same time it is not a secret that marketers apply “the same basic strategy of trying to sell the parent through the child’s insistence on the purchase” (Bernstein, 1951). It is not a surprise then that “spending on advertising for children has increased five-fold in the last ten years and two thirds of commercials during child television programs are for food products” (Bergadaa 2007). In the US alone children represent a direct purchases market of $24 billion worth (McNeal cited in Bergadaa, 2007) which certainly is on the top of the agendas of many companies. While exploiting children’s decision-making immaturity advertisers often go too far in dematerialising their products and “teleporting children out of the tangible and into the virtual world of brand names” (Bergadaa 2007). Teenage virtual worlds like Habbo where snack food brands run advertising campaigns are already a fact of life (Goldie, 2007). The imaginative worlds are popular not only online. Hugely successful for creating a fantasy world is Mc Donald’s. The company tops the European list of kids’ advertisers while more than half of the children’s adverts are for junk food.

In some countries there are harsher restrictions to the children advertising.

• “Sweden and Norway do not permit any television advertising to be directed towards children under 12 and no adverts at all are allowed during children’s programmes.

• Australia does not allow advertisements during programmes for pre-school children.

• Austria does not permit advertising during children’s programmes, and in the Flemish region of Belgium no advertising is permitted 5 minutes before or after programmes for children.

• Sponsorship of children’s programmes is not permitted in Denmark, Finland, Norway and Sweden while in Germany and the Netherlands, although it is allowed, it is not used in practice.” (McSpotlight, accessed 20th September 2007).

According to a research by Roberts and Pettigrew (2007) the most frequent themes in children advertising are “grazing, the denigration of core foods, exaggerated health claims, and the implied ability of certain foods to enhance popularity, performance and mood.” But the junk food is not the only reason for parents’ preoccupation. According to a study of Kaiser Family Foundation (Dolliver, 2007) parents are concerned about the amount of advertising of the following products (in order of importance): toys, video games, clothing, alcohol/beer, movies, etc.

The interviewed respondents were unanimous: “The advertising to children should be strictly monitored.” Similar results were obtained in surveys by Rasmussen Reports and Kaiser Family Foundation. Nevertheless, the legal means are just one part of the children’s protection. The other part involves “the decision-making responsibility of parents and teachers” which is “to assist their children in developing a skeptical attitude to the information in advertising” (Bergadaa 2007). The marketers themselves should also be involved in shaping the moral system of our future and “each brand should have its own deontology – a code of practice regarding children – rather than rely on industry codes” (Horgan, 2007).

III.C. Do you think there are many misleading, exaggerating and confusing advertisements. Are many ads promising things that are not possible to achieve?

It will not be exaggerated to state that advertising is in a sense “salesmanship addressed to masses of potential buyers rather than to one buyer at a time” (Bernstein, 1951). Since “salesmanship itself is persuasion” (ibid.) we cannot merely blame advertisers for pursuing their sales goals. However, in the last twenty years or so advertisers have increasingly applied semiotics in their messages and as a consequence ads have begun to function more and more as symbols. One extreme case in this stream of advertising is the creation of idealised image of a person who uses the advertised product. Bishop (2000) draws our attention to two “typical representatives of self-identity image ads” which entice consumers to project the respective images to themselves through use of the products:

- “The Beautiful Woman”;

- “The Sexy Teenagers.

Through setting of such stereotypes advertisers not only mislead the public and exaggerate the effects of products but also provoke low self-esteem in consumers. At the same time they promise results that in most cases are simply impossible to achieve. Instead of promoting “‘glamorous’ anorexic body images” communication messages should use “varied body types” and should drop the idea of the “impossible physical body images” (Bishop, 2000).

To question III.C one of the respondents commented:

“The customers of these products [the ones advertised through thin models] are mostly people who do not have the same physical characteristic. For me, this type of advertising is deliberately aimed at people to make them feel not complete, far from attractive social outsiders.”

However, another interviewed stated that: “every person has his own way of evaluating what is believable and what is misleading. Consumers are enough sophisticated to know what is exaggerated.”

Similarly, Bishop (2000) concludes that “image ads are not false or misleading”, and “whether or not they advocate false values is a matter for subjective reflection.” The author argues that image ads do not interfere with our internal autonomy and if people are misled, it is because they want it. It is all about our free choice of behaviour and no advertisement can modify our desires. Perhaps, the truth lies somewhere in-between the two extreme positions.

III.D. What is your attitude towards advertisement that imply sense of guilt, and praise affluence that in the most cases cannot be achieved?

A more specific case of controversial advertising is the one used to “promote not so much self indulgence as self doubt”; the one that “seeks to create needs, not to fulfill them: to generate new anxieties instead of allaying old ones” (Hackley and Kitchen, 1999). A response of our interviewee reads:

“It is not only a matter of advertising. It has to do with the social inequality and the desire to possess what you can not.”

Hackley and Kitchen (1999) refer to this discrepancy as to “when reality does not match the image of affluence and the result is a subjective feeling of dissonance”. The issue could be elaborated further through the next question.

III.E. Are advertisements stimulating desire and satisfaction through acquisition of material goods moral?

We live in a society which is more or less marked by materialism. Advertisements are often blamed to fuel consumption which is allegedly leading to happiness. The role of promoting satisfaction through acquisition of material goods has become so important that currently the “media products are characterised by relativism, irony, self referentiality and hedonism” (Hackley and Kitchen, 1999). Is the popular saying “those who die with most toys win” really a motivator in consumers’ behavior and could consumption be the cure of emotional dissonance? This seems to be the case provided a brand succeeds to enter in the evoked set of consumer choices. This new “kind of materialism” goes hand in hand with “the emergence of individualism via sheer hedonism along with narcissism and selfishness” (Bergadaa 2007).

THEME IV. Is the quantity of advertisements justified?

IV.A. Do you think there is too much advertising?

An audit of food advertising aimed at children in Australia by Roberts and Pettigrew (2007) revealed that “28.5 hours of children’s television programming sampled contained 950 advertisements.” Actually, we all are being bombarded by ads on TV, Internet, print media, etc. The amount and content of marketing communications messages puts the consumer’s information processing capacity to a test. The exposure to marketing data overload often leads to diluted consumer’s selective perception. Whether our responses are circumscribed by “confusion, existential despair, and loss of moral identity” or we “adapt constructively to the [communications] Leviathan and become intelligent, cynical, streetwise” (Hackley and Kitchen, 1999) is a question open to debate.

Two opposite streams of attitudes were produced in our research. One stance is concerned with the undue quantity of advertisement. The other stream proclaims that “If there is an advertisement, so it is justified by a need.” We agree that the communications overload may indeed have “pervasive effect on the social ecology of the developed world” (Hackley and Kitchen, 1999). If the increasing communication pollution is not managed properly by both legal and industry points of view yet again the advertising will manage “to hoist its foot to its own mouth and kick out a couple of its own front teeth” (Bernstein, 1951).

CONCLUSION

In preparation of this paper we have used qualitative depth interviews in order to get insights for what actual customers opine. We have also substantiated our presentation with references to a number of influential articles in the field of ethics in marketing communications. Generally, our respondents as well as various authors have taken two opposing stances. The first one affirms that ethics in marketing communications matters considerably, whereas the other one downsizes the importance of ethics, thereby stressing the role of other factors in consumer decision-making, i.e. price, brand loyalty, convenience, etc.

Marketers should understand their “responsibility for the emerging portrait of future society” (Bergadaa 2007). Not only there is a need of legal ethical frame but also professional ethical benchmarks and deontology should be in place. One of the main challenges is to avoid creating “a happy customer in the short term”, because “in the long run both consumer and society may suffer as a direct result of the marketer’s actions in ‘satisfying’ the consumer” (Carrigan and Attalla, 2001).

The strength of the advertisement influence exerted on consumers is only one part of the equation. On the other hand we may affirm that consumers are not morally subservient and according to the information process models there is a natural cognitive defense. The communications tools “offer us a theatre of our own imagination” (Hackley and Kitchen, 1999). Consequently, we accept the reality in terms of our own experiences. In this sense marketers do not create reality – they are simply a mirror of the society. We may argue that unfortunately this is not always the case.

Advertising is often deservedly seen as the embodiment of consumer freedom and choice. Notwithstanding this important role, when the choice is “between one candy bar and another, the latest savoury snack or sweetened breakfast cereal or fast food restaurant” (McSpotlight, accessed 20th September 2007) it represents anything else but not an alternative and certainly not a healthy one.

The words of Bernstein (1951), said fifty-six years ago are still very much a question of present interest: “It is not true that if we ‘save advertising, we save all,’ but it seems reasonable to assume that if we do not save advertising, we might lose all.”

Anonymous (2006). Module Book 6, Marketing Communications, University of Leicester.

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Bernstein, S. R. (1951). Good Taste in Advertising, Harvard Business Review, Vol. 29, No. 3, pp. 42-50.

Bishop, J. D. (2000). Is Self-Identity Image Advertising Ethical?, Business Ethics Quarterly, Vol. 10, No. 2, pp. 371-398.

Botan, C. (1997). Ethics in Strategic Communication Campaigns: The Case for a New Approach to Public Relations, Journal of Business Communication, Vol. 34, No. 2, pp. 188-202.

Carrigan, M. and Attalla, A. (2001). The Myth of the Ethical Consumer – Do Ethics Matter in Purchase Behaviour?, Journal of Consumer Marketing, Vol. 18, No. 7, pp. 560-577.

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Dolliver, M. (2007). A Parental Dim View of Advertising, Adweek, Vol. 48, No. 26, pp. 25.

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Horgan, S. (2007). Online Brands Need Their Own Ethical Guidelines, Marketing Week, Vol. 30, No. 26, p. 30.

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McSpotlight, ‘Advertising to children, UK the worst in Europe’ Online. Available at: mcspotlight.org/media/press/food_jan97.html, (accessed 20th September 2007).

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Leadership Through Accountability – The 5 Essentials

So many workplace issues, from employee job performance and engagement, to driving business results, customer loyalty, and profitability could be easily resolved if more managers engaged in holding themselves and their team accountable.  Accountability for some seems to be a bad word that leads to low worker morale. Some see it as a form of workplace bullying, but there is nothing further from the truth.

The word accountability is often inaccurately defined, and ineffectively applied. In the workplace, accountability is defined as the act of holding others responsible or answerable for their actions (good or bad), for exemplary job performance, and achieving business results. Accountability is not demoralizing staff members for the sake of making a point or an example of them. It is not directing staff members in a condescending manner, or by fear and intimidation.

Accountability is about setting the expectation, clearly communicating it, and then holding yourself and everyone within your sphere of influence responsible for consistently meeting the established expectations. Accountability is a process, with a beginning and an end. It is not about telling people what you expect them to do, then quickly moving on to the next thing.

As I travel the country sharing basics to build leadership effectiveness,  I consistently emphasize  the importance of leadership and employee accountability in creating a sustaining a culture of service, performance, and operational excellence. While many leaders strongly agree with me, few know what is necessary to ensure accountability in the workplace. There are five specific steps to holding employees accountable for excellence. Growing up as a young manager, my mentors demonstrated these five steps which such a high level of intensity, sincerity, and finesse that I had no option but to accept personal accountability for driving excellence.

Step 1 – Clearly define the expectation or standard – People cannot be held accountable for what they have not been informed of. Don’t assume employees know what a good job looks like. Paint the picture by clarifying, detailing, and outlining what you expect. Keep in mind, you don’t clarify expectations after something goes wrong, at that point you should be reinforcing them. Here’s an example of what I am speaking of: Excellence in an office setting at the reception desk means the workplace is immaculate, spotless; the telephone calls are answered within three rings (and with a smile); employees are appropriately attired, wearing their proper name tag; every visitor who enters the reception area immediately receives a warm and friendly greeting, using their name when and if possible.

Step #2 – Involve staff in efforts to raise the bar – Once the expectations have been defined, they should be shared with employees during departmental meetings. Then staff members should be given an opportunity to voice their opinions or concerns regarding the new standard. To ensure clarity and gain buy-in, ask questions like: Do you think that we can achieve this new standard? What do you believe might stand in the way? What potential barriers might we face? What do we need (i.e. tools, resources, training) to consistently meet the new standard or expectation? In the long run, giving employees an opportunity to voice their concerns will enhance their commitment and support of the new standard or expectation. It shows that you care, value their opinions, and demonstrates that you are committed to making them a part of the solution and are not just forcing the new standard down their throats.

Step #3 – Integrate the new standard – Now its time for all of the talking, brainstorming, and sharing of ideas and best practices to turn into action. To build accountability, the newly agreed upon standard or expectation must be fully integrated into every aspect of the work environment – to include the training and development process, performance review criteria, and all applicable systems and work processes. This shows that you are thorough, mean business, and have a sustainability strategy in mind. And guess what? Your team should be 100% involved in this process - to build teamwork, camaraderie, and to make them feel like valued contributors to the organization’s success.

Step 4 – Set up measurements to quantify success – Use internal, key indicators or measurements to assess how effective the team is at following and upholding the new standard or expectation. Key indicators might include customer and employee satisfaction survey results, productivity reports, or even labor turnover results. If your company doesn’t have a process in place to measure key indicators like these, then work with your team to create a simplistic scorecard that everyone can understand and support.

Step 5 – Recognize success, and coach for improved performance – Make it a priority to regularly acknowledge and reward employees who consistently exemplify the new standard or expectation. This not only encourages them to keep up the good work, but it also sets the standard by which everyone should be measured. And don’t overlook those employees who fall below the standard by not consistently meeting performance expectations. Commit to routine coaching and counseling, working with them on an improvement plan to help them achieve success.

Early in my career as a manager, often I realized that employees weren’t living up to my expectations in their job. At first, I thought just telling them what was expected was enough, but boy was I wrong. It wasn’t until I began modeling the actions and behaviors of my mentors that I was able to drive success and overall accountability within my team.

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Watch Satellite TV on PC, TV or Cable TV

Watch satellite TV on PC, TV or cable TV? This is a question of choice but not on equal grounds since each have its strengths and weaknesses. According to a national wide survey, an average American probably spends more than 16% of his time in an entire year watching TV. This translates to about two months in a year which is more than half the time we spend on sleeping. Another staggering fact is more than two-thirds of American homes own more than three TV sets. TV is part of American culture. Discover what the differences are to help you decide whether to watch satellite TV on PC, TV or cable TV.

What are some of the differences? Should you watch satellite TV on PC, TV or cable TV?

1. Locality and Accessibility

Cable TV tends to be well-received in built-up areas since it is not affected by terrains and weather. However, in places where cable technology has not reached, such as rural areas or some suburban districts, satellite TV is their choice. In fact, you can set up a satellite dish system to watch satellite TV on your TV from any part of the world so it has a worldwide appeal. Where you can have internet access, you can watch satellite TV on PC readily.

2. TV Reception

You should not have any problem to watch satellite TV channels with clarity as long as your satellite dish system is set up for clear line of sight with the satellites. High rise buildings are ideal places for such systems as the satellite has full view of the skies. Needless to say, cable TV is able to receive and display TV channel feeds with a certain degree of clarity. However, since the reception of satellite dish system depends on external conditions such as weather, it may be less reliable during different seasons of the year. Fortunately, you can overcome this if you watch satellite TV on PC. Watching PC satellite TV is not constrained by weather or nature elements since they receive their feeds via internet connections which is a highly reliable media portal.

3. Variety of TV Programs

Satellite TV is a clear winner in this. Since it is made to receive free-to-air broadcasts, you can practically watch any channel as long as your satellite dish system can cover it. Nowadays, you can even watch satellite TV on PC if you prefer not to touch a satellite dish. Even though cable TV has been working hard to secure more channels for their subscribers, it is still pretty self-limiting in the number of TV channels it can offer. With satellite TV, you get to watch worldwide TV channels from any country and in any language.

4. TV System Installation

When you watch satellite TV, there are in fact three options. Either you build your own satellite dish system to receive free-to-air broadcasts or you can take advantage of free equipment installation provided when you subscribe for monthly satellite TV program packages with the service providers. The third option which is a new one is to watch satellite TV on PC using software application and internet connection. This is simply the easiest way to watch satellite TV.

5. Pricing

Satellite TV has an unfair advantage over cable TV in this aspect. Cable TV providers have to pay heavier levies charged by the state governments since the infrastructural makeup is more complicated and intensive than satellite TV providers which are light in infrastructure. Capital costs for cable TV companies are higher and with the advent of digital TV becoming the next big thing, it is a matter of time when they have to upgrade those million miles of ground-embedded obsolete cables. This is why satellite TV providers are able to charge less for more. In fact, if you watch satellite TV on PC, you can do away with monthly subscriptions and expensive Do-It-Yourself (DIY) style dish systems since you only pay once for the PC satellite TV software.

So I certainly hope this article can help you in making a choice between satellite or cable TV. This article may be freely reprinted or distributed in its entirety in any ezine, newsletter, blog or website. The author’s name, bio and website links must remain intact and be included with every reproduction.

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