British Airways Essay

In 1987, British Airways was privatised, and over the next decade turned from a loss-making nationalised company into â€Å"The World’s Favourite Airline† – a market-leading and very profitable plc. The strategy that transformed the company into a marketing-led and efficient operation was conceived and implemented by Lord King as Chairman, aided by Sir Colin (subsequently Lord) Marshall: two tough businessmen who confronted staff inefficiencies and so improved service effectiveness that BA was rated international business travellers’ favourite airline for several years in the 1990’s. Lord King having retired, Lord Marshall became Chairman and was succeeded as Chief Executive by Bob Ayling, a long-time BA manager. Ayling set in train a strategy to turn BA into a â€Å"global† airline – transcending the â€Å"flag-carrier† status (the role of a nation’s leading airline) it shared with Air France, Lufthansa, Swissair, Alitalia, Iberia – into an airline with no â€Å"national home† operating throughout the world. The dropping of the overtly â€Å"British† heritage and associations was reflected in a changed brand strategy. Away went aeroplane liveries featuring the Union flag, to be replaced by tailfins bearing themed designs from around the world. This was to address the â€Å"global traveller† a savvy (mainly business) customer whose criteria for purchase were service levels, range of destinations, promptness – not price. But the re-branding became a debacle. Customers, staff, alliance partners, shareholders and retailers (travel agents) all liked the British heritage and imagery and rebelled against the turn to an anonymous, characterless new style. Ayling also focused on cost-reduction programmes which antagonised and demotivated BA’s staff – and customers noticed the deterioration in behaviour of staff whose commitment to customer service suddenly plummeted. The upshot was that Ayling was ousted in a boardroom coup in March 2000. During his reign, a loss of 244m in the year to March 31 2000 – the first since privatisation – was recorded and the group’s market value had fallen  by half. A New Face. In May 2000, Rod Eddington joined BA as Chief Executive. He was previously Managing Directory of Cathay Pacific and Executive Chairman of Ansett, an Australian airline. Eddington’s immediate actions were designed to restore profitability to BA’s operations – and to restore the Union Flag to BA’s planes! He set about reducing the fleet, moving to smaller aircraft, cutting clearly unprofitable routes. He also targeted â€Å"high-yield† customers, the traditional mainstay segment for BA. Matching supply with demand was the overall concern, to restore positive cash flow. Strategically, BA’s longtime search for a merger partner was resumed. A link with American Airlines, the first choice partner, was out of the question after US regulatory authorities squashed the idea. A proposed merger with KLM, the Dutch flag carrier, was discussed in some depth, but that foundered on doubts over the long-term financial benefits, and arguments over the relative shares each airline would have in the merged company. Low-Cost Airlines. Meanwhile, the airline industry was undergoing a seismic shift with the rise of low-cost â€Å"no frills† airlines. Ryanair and easyJet had, at first, demonstrated the existence of a new market for cheap airline travel which had not been tapped by traditional airlines. But then they began to expand and to compete for passengers that normally would have gone to BA – even business class customers couldn’t see the reason â€Å"to pay  £100 for breakfast† (the difference in price between BA and easyJet between London and Edinburgh.) BA’s response (under Bob Ayling) was to form GO as a direct response to the no-frills competitor. Operating out of Stansted airport, GO was operated entirely separately from BA, so none of the high-cost culture was inherited. Launched in the face of vociferous opposition from easyJet, GO nevertheless established itself in the market – though at what cost, no-one could guess. Rod Eddington soon decided that his focus on premium customers made GO’s operations inconsistent with that of BA as a whole. GO was sold in May 2001 for  £100m to 3i, a UK venture capital and private equity group. GO was subsequently sold on to easy Jet for 375m. However, the driving of aggressive strategies from budget airlines is still forcing flag-carriers to re-assess their business models. The Outcome. For the year ended March 2001, Eddington’s steps had yielded a quadrupling of operating profits. Market share on key routes had been lost as cuts in fleet and routes bit, but BA believed it had lost customers who paid deeply-discounted fares. BA continued its vigorous pursuit of high-yield passengers. September 11th. So, all seemed to be going well. The brand was being restored, financial performance was improving and the only real problem was lack of progress on forming a partnership with a US carrier, prevented by the regulators. Then came September 11th, and the airline market fell apart. The consequences were swift – passenger numbers fell 28%, US airports were closed for a week, Swissair, Sabena, US Airlines and nearly, Aer Lingus, went bust. Alitalia lost 570m, Lufthansa 400m. Altogether the industry lost 7bn and shed 120,000 jobs – 13,000 at BA – and passenger numbers are still running at 13% below normal on transatlantic routes. In contrast, passenger numbers and financial results at low-cost carriers – easyJet and Ryanair – were rising impressively. Then came Sars, the Iraq war and the continuing sluggishness of the world economy, all deeply damaging to passenger numbers. Strategy at BA was thrown into disarray. Current Strategy. With the travel market is still subject to â€Å"global economic and political uncertainty†, BA has repeated its forecasts for lower revenues. However, the â€Å"fundamentals of this business are stronger than they have been for four or five years† John Rishton, Finance Director, says BA is generating cash, and is conserving that cash. (FT and D.Tel. 6.11.02). The operational imperatives to cope with the turbulent environment are expressed in BA’s â€Å"Future Size and Shape† initiative which is intended to: – Achieve significant cost reductions. Originally targeted at 650m, the cost savings are now expected to save an annualised  £1.1bn over 3 years (FT 19.3.03). Simplified operations and minimal overheads is the aim. – Cut capacity, to match supply of aircraft and flights to the reduced demand. – Cut staffing levels. A further 3,000 job cuts planned for March 2004 have been brought forward to September 2003. – Change BA’s business model. Aware that no-frills competition is not going to go away, but that BA possesses a positive service heritage, BA wants to create an offering that combines the best bits of BA and the no-frills model. Martin George, BA’s director of marketing and commercial development, explains â€Å"our customers like the BA product – convenient airports, high frequency, good level of service – but want it at the right price, and that’s what we’ll give them. It’s about changing our business model to allow us to compete profitably† (Management Today, September 2000). – Rationalise BA’s internal UK and short-haul business – CitiExpress has been formed from the activities of subsidiaries Brymon, BRAL, Manx and BA Regional. To stem heavy losses on this short-haul network, some rationalisation has been done – it has pulled out of Cardiff and Leeds-Bradford airports, and will cut its current fleet from 82 to 50 all-jet planes by end-2005. However, it is expanding operations from Manchester, and from London City airport to Paris and Frankfurt. (FT 18.12.02). It is recognised that BA started to take the bitter medicine of cost cuts and restructuring earlier and in bigger doses than rivals in Europe and North America, and that Rod Eddington has pushed through changes that were long overdue. But is this enough? – can BA wrest back the short haul market from easyJet and Ryanair, while maintaining its position in the longhaul market†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Strike! In July 2003, just at the start of the busy holiday season, BA was hit by an unofficial strike by Heathrow check-in and sales staff who were objecting to a hasty introduction of a swipe-card automatic clocking system. 500 flights were cancelled, affecting 100,000 passengers. The damage to BA’s service reputation was enormous. Both management and union leaders were taken by surprise, and it brought to a head the existence of restrictive practices going back 40 or 50 years which both sides have to confront. Performance. Results for the year ending 31st March 2003 showed a pretax profit of 135 on turnover down 7.8% to  £7.69bn, up from a loss of 335 in the year to March 2002. The results included a charge of 84m for the planned ending of Concorde flights in October, and a fourth-quarter loss (January to March) of 200m. These positive results were entirely down to cost reduction. No  dividend was paid – a consequence of the need to conserve cash. Operating margin at 3.8% is way below Eddington’s target of 10%. (D.Tel, 20.5.03, FT, 21.5.03). In the first quarter of the 2003-04 year, a pretax loss of  £45m was incurred – the effect of the Heathrow strike was put at 30-40m. The business environment. However, Rod Eddington sees the furure business environment as very hard to read, but expects it to get tougher. 2003-04 was meant, according to analysts, to be BA’s year of recovery, but it is not now expected to happen. (DTel, 11.2.03) A critical development is the start of talks between the EU and the USA to dismantle the web of regulations that have controlled the development of international aviation since the mid-1940’s. Eddington, as chairman of the Association of European Airlines, insists that truly global airlines are impossible in the current regulatory environment. â€Å"If it were left to the market, international airlines would undoubtedly follow in the footsteps of other industries and would seek the benefits of scale and scope that are currently denied them. A truly global airline†¦..would be free to operate wherever its customers demanded, free to grow organically or through acquisition and free to charge whatever the market would bear.† These talks are likely to be very long. However, it potentially offers the opportunity for an opening of the two biggest airline markets and lead to substantial consolidation of participants. (FT, 29.9.03). The takeover of KLM, the Dutch flag carrier, by Air France, may be the precursor to the consolidation expected. BA sees no threat from what is now Europe’s largest airline. D.Tel, 1.01.03).

Patient Advocacy Analysis Essay

Introduction A patient advocate may be present for healthcare appointments and alert the healthcare provider about patient compliance issues. He or she may separately assist the healthcare provider and support staff with potential issues and communication challenges. The patient advocate is also responsible for maintaining communication with the patient and healthcare provider to ensure that patients understand the procedures. By reducing fear and increasing patient compliance, this can result in higher successful treatments. Generally, a patient advocacy contract that includes a release of medical information must be placed with each healthcare facility (Ad Hoc Committee on Advocacy, 1969). Some institutions may require a power of attorney for healthcare for a patient advocate to exchange confidential information. The patient advocate may provide medical literature and research services to the patient, family, or healthcare provider. The patient advocate may also assist with family communication on issues arising from illnesses and injuries . This may include further referral for care and support for both patients and families. The patient advocate has a responsibility for awareness of compliance, appropriateness, and coordination of care for the patient, such as oversight for potentially conflicting treatment modalities and medications. The patient advocate can ensure that questions about the appropriateness of treatment are promptly discussed with the patient’s care provider, and that all treatments and concerns are promptly entered into the patient’s healthcare record. The patient advocate is also responsible for reviewing the patient’s healthcare record for correctness and for explaining it to the patient. Another responsibility of the patient advocate is to create and maintain an electronic log for the patient that is available on disk to healthcare providers i This log may be of great benefit in subsequent urgent situations. The patient advocate can also assist in resolving disputes between patients and their healthcare provider, as well as engaging in communications on behalf of the patient in case of employment issues by approaching the employer to achieve a mutually beneficial solution for the employer and the individual employee. Where applicable compliance standards are not met, the patient advocate may conduct liaison with corporate oversight, government agencies, or legal professionals to further negotiate such issues on behalf of the patient and family. It is the duty of a patient advocate to maintain patient privacy according to local and national laws, treating all patient and family information as privileged and protected. This includes ensuring that healthcare providers’ communications are treated as highly confidential and privileged, whether or not those communications are specific to the patient, and that permissions to disclose information are negotiated carefully. It is also the duty of the patient advocate to follow any referrals for medical, financial, legal, administrative or other personnel to assure that the patient is always kept safe and well informed, never abandoned or misled during the process (Carlton, 1984) SWOT Analysis When developing a SWOT analysis for the Patient Advocate Organization, three primary purposes emerged: 1. Inspire continued trust and confidence in the nursing profession among patients, their families, and the American people; 2. Leverage nurses, the single largest health care workforce, together with patients, partners in their care, in accelerating performance improvement; and 3. Stimulate reform through shared perspectives, knowledge, and values among nurses and patients, their families, and consumer stakeholders. A SWOT analysis focuses on internal strengths and weaknesses and external opportunities and threats. In this instance, these concepts have been applied to a proposed alliance that serves these three proposed purposes. Typically, SWOT analyses are presented in tabular formats and entries are listed in one of four quadrants in the table (i.e., strengths, weaknesses, opportunities, threats). The SWOT analysis is presented in Table 1. Strengths Purpose 1. Inspire continued trust and confidence. a. Existing nurse workforce is the largest segment of the healthcare workforce b. Living up to nursing’s promise to represent the patient voice c. Expanding consumer recognized success (e.g., number of hospitals, evidence-based link to quality/safety). d. Expanding and maturing evidence-based that establishes nursing-quality-value linkages. e. Operating consumer advocacy groups is a well-known skill for several of the major groups with which we could partner f. Convener organizations have a proven track record in working together (e.g., areas of education, competency development, leadership) Purpose 2. Accelerate performance improvement a. Expanding and maturing evidence-based that establishes nursing-quality-value linkages b. Partnering to expand and accelerate current and future measurement sets (examples follow): b.1. Experience with, and advancement of, measure development and data collection (i.e. NDNQI, AWHONN EDGETM Database, etc) b. 2. Existing national, regional, and state nursing performance measures databases (e.g., NDNQI, CalNOC, Maine and Massachusetts) b.3 Existing national quality measurement and reporting infrastructure (e.g., Compare websites) Purpose 3. Stimulate reform a. Existing nurse leaders with strong organizational skills and credible backgrounds b. Threats by existing nursing and nurse faculty shortages are widely recognized by policy makers and health care stakeholders. c. Patients and nurses, each individually,†¨make strong advocates; together, their combined effectiveness will likely be transformative d. Reviewing the evidence suggests that nurses make effective policy advocates Weaknesses Purpose 1. Inspire continued trust and confidence. a. Existing, numerous professional nursing organizations and specialty groups result in fragmentation and diffusion of the expertise and resources among nursing as a whole. May be confusing/distracting to consumer groups who join an alliance b. Creating a new â€Å"fancy† alliance may not change nursing’s image from that of a profession that â€Å"takes orders.† We may remain unable to gain access to high levels of policy making and policy makers c. Funding source for sustained support is unknown d. Participation would be voluntary (e.g., What incentive†¨would organizations have to provide technical time and support for NPQA?) Purpose 2. Accelerate performance improvement a. Representation of VANOD, CalNOC, MilNOD is lacking in the convener group gathering under the planning grant b. Lacking sufficient nursing-sensitive outcome measures and resulting data to address all patients in all settings across an episode of care limits how comprehensively nursing care quality can be portrayed and might limit partnerships with certain consumer groups c. Developing standard language may be necessary prior to creating additional standard measures (e.g., birth date or date of birth) d. Adding/changing billing codes (e.g., G-codes, E-codes) to document nursing care is not in the realm of influence for nurses or consumers but together we may have more success. Purpose 3. Stimulate reform a. Nursing is not typically a ‘target’ of federal policies because of employee-employer relationship (rather than direct contractors with payers for services) b. Existing consumer and nursing organizations approach policy makers with multiple requests: lack of unity c. Nursing inclusion within existing alliances may be viewed as duplicative Opportunities Purpose 1. Inspire continued trust and confidence a. Build upon nursing social capital with consumers as the most trusted among health care professions b. Identify (empirically, anecdotally) and enhance the value-added of nursing with consumer participation and support c. Improve consumer understanding about the quality of nursing care d. Improve nursing’s knowledge of consumers’ experience of professional nursing Purpose 2. Accelerate performance improvement a. Continue quid pro quo to various alliances (i.e. HQA, KCA, QASC) providing entry into these policy discussions b. Dedicates significant, shared resources to improving quality, safety and value c. NPQA could serve as a neutral reporting entity to achieve economies of scale and scope by moving performance measurement reporting from various nursing organizations to a central source. d. NPQA sets agenda for measure adoption and collection Purpose 3. Stimulate reform a. Disseminate practice-based questions/issues to policy makers and thought leaders to guide funding of research or studies b. Recognize evidence that suggests that nurses, APRNs and consumer groups have opportunities to strengthen their policy voice c. Vision for proactive, toward thinking policy agenda that can push (e.g. What so we want decision makers know about nursing performance?), pull(e.g. What do decision makers already know about nursing performance ?) and/or Partner (e.g. What do decision makers want/need to know about nursing performance ?) Threats Purpose 1. Inspire continued trust and confidence a. Consumer partners may overwhelm nursing. Nursing may be subordinate to consumer leadership. b. Potential to be barraged or criticized by special†¨patient advocacy groups and specialty nursing groups who are not included in membership c. Partnership adds complexity to operational aspects of an alliance such as leadership, governance, membership dues, etc Purpose 2. Accelerate performance improvement a. Current national practice specialty organizations (AORN, AANA, ONS, AWOHNN, AACN, ACNM) have limited resources and will have to decide where to invest (e.g., choices will need to be made that could result in weakening NPQA) b. Data may portray low quality nursing performance with subsequent unintended consequences for nursing c. Established boards of both large nursing organizations and consumer organizations may refuse to support or may change support as leadership and resources fluctuate d. Alliances with whom nursing has a quid pro quo relationships have not universally welcomed nursing participation and have rationed our involvement (e.g., don’t recognize different nursing groups) e. Consumer group(s) may not recognize a need to measure nurse performance in the same manner in which nurses do. Conflict may result (e.g. consumers may think, â€Å"Did the nurse carry out the order?†) Purpose 3. Stimulate reform a. Absence and inattention to nursing issues/strengths in health care reform proposals b. Presence of a strong medical lobby and physician advocacy groups linked with consumers c. Established alliance landscape and inconsistent/ ‘unwelcoming’ nature among existing alliances to nursing d. Lack of awareness by policymakers of the necessity to engage nursing to realize dramatic and sustainable improvements in quality and safety Customer analysis Before implementing this process in South Florida, it is necessary to conduct the market research to check whether this process has market relevance to this area. In other words, it is important to find out whether customers want to use patient advocacy and then analyze if it is available for implementing it in this area via the drives of value. Basically, there are three interdependent drivers of value, including population health, patient experience and total cost per capital, to promote the development of patient advocacy. The data published by U.S. census government shows that the population in Florida is experiencing a huge change during recently year, no matter the change is characteristic by age or race. First, as illustrated in Figure 2, we can see that from 1960 to 2040, the actual and projected census population will rapidly grow from around 50,000 to over 25,000,000 in Florida. There are two main factors causing this phenomenon. On the one hand, there are the baby boomers. This accounts for the natural population increase. While births exceeded deaths during each of the two decades, less than half a million persons were added to Florida’s population each decade due to the natural increase. On average, 118 more Floridians were born than died each day during the decade of the nineties (Census Report, 2000). On the other hand, individuals’ life expectancy is rapidly extended. As populations of modern societies have begun to age, the older age cohorts have become disproportionately represented. Figure 3 show that the age group over 65 and up holds the largest percentage during 2010 to 2030. For example, in the area of Southeast Florida, its population of 6.2 million, is larger than 34 of the 50 states in 2008. About one in every three (31.2%) South Florida resident was born in the state of Florida. Meantime, in South Florida, the elderly are projected to reach almost one million (20.7% of the total) in 2030, up from 14.4% in 2010 (Ogburn, 2010). Compared to the Treasure Coast, the change is becoming more obviously as it is shown in Figure 4. The data described above figures out that even though the population growth slowed down in recent days, South Florida continue s to grow at a speed that is faster than the nation as a whole, with higher rates in the northern region. Apparently, the change population characteristic provides a huge market for the patient advocacy. A demographic trend often overlooked in discussions of healthcare is the changing structure of American families and households. There has been a decline in the proportion of the population that is married and a proportionate increase in the size of the single, divorced, and widowed population. The average household size has declined, and there has been a large increase in the proportion of the population that lives alone. Therefore, more and more households are involved in the health industry to some extent. This means that Floridians’ expectations for acquiring healthcare knowledge and learning about diseases is increasing. This will help them know how to make decisions when they face the healthcare problem and know whether the plan recommended by physicians and nurses are available to them. Secondly, as illustrated in Figure 5, it can be shown that the race/ethnic composition o f Southeast Florida was made up of 37% Hispanic or Latino. In 2000, the non-Hispanic White population represented 47% of the regional total, down from 57% in 1990. In other words, the non-Hispanic White population of Southeast Florida ceased to be the majority sometime in the 1990s, due mostly to the growth of the Hispanic population in Miami-Dade Country (Ogburn, 2010). Hence, it is very important to take the Spanish language into account when patient advocacy is established. Thirty-three percent of the South Florida population is over age 65, so for those elderly who do not know how to speak English, patient advocacy could help them understand what the medical staff tell them about their diseases or how to take those pills. It also helps to reduce the potential abuse error when patient advocacy staffs teach those patients via their own language. Thirdly, as acute illness has declined as the pervasive type of disorder, chronic conditions have emerged as the dominant type of health problem in developed countries. Chronic conditions generally do not contribute directly to mortality, but are often cited as underlying causes of death. They are more likely to interfere with the quality of life, since they often result in some form of disability. Chronic diseases always result in more cost and more time for recovery. Some maybe even cannot be treated. Thus, patients find themselves confused about the advantages and disadvantages of the treatment. Patient advocacy members listen to confused patients and help them collaborate with physicians and insurance companies. Patient advocacy will offer medical assistance, insurance assistance, home health assistance, elder and geriatric assistance and legal assistance. Those types of assistance will help patients with chronic illnesses to understand their healthcare conditions in detail. The Four Ps The four marketing Ps (product, price, place and promotion) are important in developing the entire marketing process for every company or organization. In other words, the heart of a marketing strategy is the development of a response to the marketplace. For every business, all they need to do first is to identify the customers’ needs, and then determine the price customers are willing to pay. Then, they need to identify what place is most convenient for customers to purchase the product or access the service and, finally, they need to promote the product to customers to let them know it is available (Berkowitz, 2011). Hence, when conducting the Four Ps analysis, there are some questions we need to figure out. Those questions are shown on Figure 6.1 (â€Å"4Ps Marketing,† n.d.): Product The important thing to remember when offering the service of patient advocacy to customers is that they have a choice. For example, for health care providers, they can rely on the customer service center in their own organization to deal with patients’ complains; for patients, they might turn to their doctors or friends who have those treatment experience for help when they need. Therefore, patient advocacy organizations should considerable emphasis on developing a list of help service which customers really want. For example, in South Florida, as we also mentioned earlier in this paper, a large proportion of people speak Spanish as their first language, so Spanish speaking can become a selling point and add into the service list in this area; especially in a situation of establishing commutation between a Hispanic or Latino patient and an English-speaking physician. What is more, for those existing services, the organization should also pay attention to the product life cycle as well. For example, with the implementation of Obama Care, the American healthcare system has become a complex system, and it has become increasingly difficult for patients to understand and adapt, so patients’ fears and frustrations have continued to grow since they may get confused by the new policies and become worried about how to get their reimbursements after the treatment. In other words, customers’ requirements change over time. What is important and useful today may be discarded tomorrow. Therefore, marketing should continuously monitor the external environment and other factors to modify the services in order to meet the customer’s need. Price Price focuses on what customers are willing to pay for a service (Berkowitz, 2011). And the customer’s perception of value is an important determinant of the price charged. Customers draw their own mental picture of what a service is worth. So the pricing decision is a major aspect of marketing strategy. In the healthcare industry, the issue of price is less likely to be a concern since pricing was based on predetermined reimbursement formulas. However, in order to sustain and develop and organization, whether public, non-profit organization, private, or for-profit, patient advocacy organizations still need to pay attention on how they establish the price. 1. The Types of Services and Complexity of Service. As customers’ needs are varied, there are perhaps dozens of services health advocates can provide, ranging from explaining treatment options to reviewing hospital bills, from uncovering clinical trials appropriate to customer’s need, to getting their insurance company to pay a claim they think should be covered. Each service should cost differently according to the time it takes to accomplish it. 2. The Background and Expertise of the Employee Just as would be true in any service business, the more credentials an advocate has achieved, the more it will cost. Further, some advocates have developed specific niches to their work that becomes a benefit to customers, who may be worth a higher salary. So obviously, a higher price should be made for these employees in order to sustain the organization. 3. Geographic Location. Just as there are variations in cost for almost anything we buy based on where we live, the same is true for health advocacy services. As shown in Figure A7 (â€Å"Miami Household,† 2011), in Florida, take Miami as an example, households with income under 15,000 reached 25% in 2010, which was twice as many household of the entire United States. Considering the low-income rate in this area, the price should not be too high when providing services. However, the danger of using low price as a marketing tool is that the customer may feel that quality is being compromised. It is important when deciding on price to be fully aware of the brand and its integrity. A further consequence of price reduction is that competitors match prices resulting in no extra demand. This means the profit margin has been reduced without increasing sales. Place All businesses must decide how many other organizations are needed to distribute their product or service, so does the patient advocacy organization (Berkowitz, 2011). In fact, the purpose of getting any intermediary organizations involved is to provide service to customers in a more accessible way. Therefore, not only big general hospital, but also small primary care clinic should be considered when providing services. Besides, â€Å"place’ in the marketing mix, is not just about the physical location or distribution points for services. Especially in the healthcare industry, it encompasses the management of a range of processes involved in bringing patient advocacy to the end consumer. Promotions Promotion is more than just advertising (O’Malley, 2001). The promotions aspect of the marketing mix covers all types of marketing communications such as advertising, personal selling, publicity, and sales promotion. However, advertising is an important part of promotion. Generally, advertising is conducted on TV, radio, cinema, online, poster sites and via the printed press (e.g., newspapers, magazines). Different advertising channels can be used to maximize the effectiveness of advertising. For example, TV advertising makes people aware of a help service and press advertising provides more detail. This may be supported by in clinic or hospital recommendation to get people to try the service. It is imperative that the messages communicated support each other and do not confuse customers. A thorough understanding of what the brand represents is the key to a consistent message. The purpose of most marketing communications is to move the target audience to some type of action. This may include purchasing the service, visiting or calling the organization, and recommending the choice to a friend or purchasing another service that he or she may also need. The key objectives of advertising are to make people aware of the service offered by the organization, which they cannot get from anywhere else, and to feel positive about it and remember it. Therefore, when promoting, messages should gain the customers’ attention and keep their interest. The next stage is to get them to want what is offered. Showing the benefits that they will obtain by taking action is usually sufficient. The right messages must be targeted at the right audience, using the right media. Take South Florida as an example, 33% of the population in this area is over age 65, so it is important to find an advertising channel to reaches this group of people. In this case, Internet advertising may not be such a good idea while newspaper and television may bring more customers to the organiza tion instead. Conclusion After analyzing the market in South Florida, we can easily reach the conclusion that there are great needs to have patient advocacy in South Florida. In fact, patient advocacy is an emerging practice, and it deserves more recognition when developing healthcare business. Whether you are in private practice, serve as a hospital patient advocate or are developing an advocacy program in a managed care company, having a clear marketing plan of patient advocacy in your business region is a key factor to successfully grow your practice in the future. References Agency for Healthcare Research and Quality. Healthcare costs and financing. Research Activities. 2011. Accessed at heep://www.ahrq.gov/research/jun11/0611RA11.htm. Ad Hoc Committee on Advocacy. (1969). The social worker as advocate: Champion of social victims. Social Work, April, 16–20. Berkowitz, E. N. (2011). Essentials of Health Care Marketing. 3rd Edition. Jones & Bartlett Learning, LLC. Carlton, T. O. (1984). Clinical social work in health settings. New York: Springer Publishing Company. Florida Population: Census Summary 1990 and 2000. Make a difference as a patient advocate. Retrieved from: http://allhealthcare.monster.com/benefits/articles/3210-make-a-difference-as-a-patient-advocate?page=2 Miami Household Income Statistics (2011). CLR Search.Retrieved from: http://www.clrsearch.com/Miami-Demographics/FL/Household-Income Ogburn R. F., 2010. Demographics and population growth in southeast Florida. South Florida Regional Planning Council. Retrieved from http://www.sfrpc.com/region/demographics.htm O’Malley, J. F. (2001). Healthcare marketing, sales, and service: An executive companion. Chicago: Health Administration Press, p. 101 4Ps Marketing Mix Example (n.d.). SmartDraw. Retrieved from http://www.smartdraw.com/examples/view/4ps+marketing+mix/

The Effect of RMB Revaluation in the Economy of China Dissertation

The Effect of RMB Revaluation in the Economy of China - Dissertation Example The Effect of RMB Revaluation in the Economy of China Table of Contents List of Tables 4 List of Figures 4 Chapter 1: Introduction 5 1.1Background of the research problem 5 1.2Statement of the research problem 5 1.3Research objectives 5 1.4Research questions 6 1.5Significance of the research problem 6 1.6Definition of terms 7 Chapter 2: Review of Related Literature 9 2.1 Chapter Overview 9 2.2 Currency revaluation and its effects 10 2.3 The fixed vs. ... The director also drew a plan of action if China did not withdraw the control of currency and permit the renminbi (RMB) to gain strength. The central bank of China known as the People’s Bank of China allowed for some relaxation. The bank announced that will abandon the two year old peg. The peg has kept the RMB with the dollar (Yu, 2010, p. 2). It allowed RMB to respond according to the forces of the market. China will now begin to move into the regime of floating exchange rate. The regime will be a tight one which was in practice in the period between 2005 and 2008. The value of RMB will be the base on a basket of currencies within a narrow range (Wharton University of Pennsylvania, 2010). China believed that the stable RMB policy is good for the country from the time of the financial crisis of Asia. The country turned away from the exporters who were reported for violating the standards of pollution. The strengthening of the RMB against the U.S. dollar has continued unabated since 2005. It will follow the stable rising path since the country is under intense inflationary pressure (Wang and Whalley, 2007, p. 3). 1.2 Statement of the research problem The problem this dissertation seeks to resolve is: What effects shall the revaluation of the renminbi have in China’s economy, as well as in the world economy? The principal goal of the dissertation is to identify the impacts of the revaluation of the RMB on the economy of China. 1.3 Research objectives In adopting the research problem specified above, the research undertakes to achieve the following objectives: (1) To examine the necessity of a currency revaluation in

Response paper regard of two article Essay Example | Topics and Well Written Essays - 500 words

Response paper regard of two article - Essay Example She is a bold woman that confronts challenging situations but is unable to avoid them. The snow on her path is a major impediment to her journey. However, she does not give it a chance to limit her efforts. In addition, he confronts hilly landscapes, thorny bushes, the creek, the cornfield, as well as the scarecrow. This reveals her as a resilient and persistent woman. She does not easily lose focus of where she is ended despite having many destructors. The author tries to paint an image of Jackson as a concerned but elderly and weary grandmother. She is passionate about getting the remedy (drugs) that will foresee her grandson get well. She goes all the way despite facing circumstances that could discourage her on the way. She is careful when crossing the creek among the rest of the obstacles. However, her image as depicted by the author reveals her as an elderly and sickly individual who commits herself to having the grandson continue to take the medications. â€Å"A Rose for family† by William Faulkner the aspect of tradition heavily features in the short story. The character Emily Grierson has been used to depict the implications of lack of conformity with change. The author has highlighted the struggles that are associated with the need to conserve. The character Jefferson finds themselves on the crossroads on whether they will have to adopt modernization or rely on the traditional view. Despite various changes in the community, Emily opts to remain the same. The reliance on the past presents both positives as well as negatives. Emily acts as a good representative of the historic aspect that pleases people. Due to this aspect, she is able to command much respect from the honor from the people. Despite Emily being a positive influence, she is neglected and cut off from the society and nobody seems to understand her. She is not conversant with reality having the threats of

Role of Venice in the 12th Century Essay Example | Topics and Well Written Essays - 750 words

Role of Venice in the 12th Century - Essay Example which in turn facilitated trade to Padua, Vicenza, Treviso, Belluno, Ferrara, Mantua, and Verona. These towns carried the city’s merchandise to the central and southern parts of the peninsula in caravans where there were sure and ready market (Wiel  82-83). Another source of income for Venice was rental of its boats and ships. Venice became famous throughout the known world because of its trade and textile industry. During this period Venice also traded spice, salt, grain and wine with Egypt, Syria, Southeast Asia, Iran and China. Due to the spice trade, the city was able to expand its textile manufacturing. This type of commerce proved to be beneficial to the city; not only was it able to learn new arts to improve ship-building, Venice was also able to obtain from the countries it traded with new ways to improve the city. The skills that the Venetian sailors earned were almost unparalleled and the voyages they undertook to trade and to discover new places and things were un matched (Wiel  85), while the wars that they engaged in (or at least their fleets) placed them in high esteem. During the 12th century Venice also constructed a large national shipyard, now known as the Venetian Arsenal. Through the construction of these new and powerful fleets they were finally able to take control of the eastern Mediterranean. Venice also knew how to take advantage of historical circumstances. Despite the fact that it belonged to Christendom, the city still managed to retain trade with the Muslims (even establishing an agreement with the Khalif of Bagdhad). The year 1096-1172 saw the city of Venice engagement in the â€Å"Holy Crusade† the rest of the Christian world had been partaking in. For two years the city has found various excuses not to take part in the crusade, but this time they were unable to refuse. The pope and various Christian leaders appealed to Venice to aid in the crusade by transporting the crusaders in their ships to Palestine (Wiel  85). A fleet of two hundred, or possibly more, warships were fitted for battle and sailed under the command of Giovanni (the son of the Doge) and Enrico Contarini (Bishop of Castello) (Wiel 86). During this period Venice met with a force that could rival her own. The republic of Pisa and Genoa, had steadily been gaining strength and now proved to be a threat to Venice. The first engagement between the rivals happened at Rhodes, with the city of Venice emerging as the victor (Wiel 86). The cities of Venice and Genoa both relied heavily on trade for economic growth. The two often engaged in competition over overseas trade routes (Fratianni and Spinelli  13). The war between these two cities lasted between 1256 and 1381 and occurred in four open war fares. After their last war which happened in 1378 to 1381, Venice dominated the trade routes to the east and left the west to the Genoese. Venice often demonstrated strength when Genoa and Pisa, often in alliance, challenged the rule ov er the trading route and emerged as the victor every time. Both cities have also developed extensive trade agreements in western Mediterranean. Venice has always been described to be the more politically and economically stronger city state between the two. Although both were known to be finance centers, traditional accounts on international trade gave more credit to Venice. Later on this is to

Comprehensive classroom management plan Essay Example | Topics and Well Written Essays - 1250 words

Comprehensive classroom management plan - Essay Example Philosophical Statement I believe that an effective classroom management puts into consideration the unique individual capability in need of a safe, supportive, and a motivating environment in which to improve socially, emotionally, and intellectually towards building a successful career. It is my wish as a professional educator to assist my students to reach their full potentials by providing the conducive and supportive environment, which encourage the sharing of various classroom and coursework ideas. I expect the students in my classroom to have diversified levels of learning desires in their preferred areas. I feel that a learning community is in a way that the students, teachers and parents, uncover an environment that encourages a positive student-teacher relationship and effective parent-teacher relations. It is my responsibility to ensure that there is no student isolated from accessing equal education in my classroom. Equally significant to students’ self-esteem and self-empowerment is have an opportunity to contribute towards relevant issues in classroom meetings. Scheduling regular classroom meetings helps identify individual student needs fostering confidence and support among students. Inviting students’ dialogue about what affects them and their contributions on the learning process contributes to learning directed towards the students’ needs and interests. I believe group work is a key to a supportive learning process in a classroom. My profession is engrossed to ensuring that individual students potential are nurtured efficiently and provide an environment that encourages talent growth for students academically, socially, and psychologically. I see my role as an educator as ensuring that course content knowledge is transferred to students. Moreover, I am committed cultivating the students’ critical thoughts capabilities by providing the relevant information and will strive towards instilling curiosity among students, which will create a challenging learning environment. Classroom Arrangement General classroom arrangement is as shown in the classroom map below, designed to ensure minimal distractions and a spacious student seating arrangement for ease of movement. On entering the classroom, the first thing the students see the bulletin placed direct situated directly to the entrance. This sets students mind on what to expect for the day such as lecture topic, assignments, and classroom meetings. On the entrance, a tray containing common commodities such as pencil sharpeners whereby students can pick one in case they left their sharpeners home. The carpet on the floor brings a sense of comfort to the students setting a comfortable learning environment (Fraser, 2012). The bags and other student belongings are packed at the back of the classroom to minimize distractions and ease movement. The desks are spacious and easily accessible to all students including those with physical disabilities (Hallah an et al, 2012). Several resources are strategically arranged in the classroom to facilitate studies and research carried by the students. The computers are placed on close to the walls to

Problems with the Channel Tunnel Project Essay Example | Topics and Well Written Essays - 3000 words

Problems with the Channel Tunnel Project - Essay Example This paper discusses that the Channel Tunnel project represents one of the greatest engineering feats executed in the twentieth century. The tunnel project connects England and France through a railway link that exists in the ground layer under water. This project effectively reduced the dependency on the English Channel as a means of transportation between England and France. Moreover, this project can be seen as laying the basis for larger and longer tunnel projects that might one day even connect the Atlantic. On the business front, the Channel Tunnel project represents one of the largest privately funded projects ever undertaken. The project relied on the cooperation between two governments, several bankers providing the funding and several contractors along with numerous regulatory agencies. As mentioned before, the engineering aspects of the tunnel and its railway traffic represented new unbroken ground. This in itself represented new challenges as the Channel Tunnel forced eng ineers to do what was previously seen as impossible. As the Channel Tunnel project proceeded, several major and myriad minor changes had to be undertaken to make the project a success. The Channel Tunnel project represented something that had never been done before so the challenges confronting all teams on all fronts were new and required innovation to be dealt with successfully. Later changes in the structure of the project also mandated some large changes. Finally, as the Channel Tunnel project was commissioned, it was found that the project was both over budget and late. A number of complex factors and situations were responsible for creating delays and overruns through the life of the project. This text will attempt to analyse the complex factors that were responsible for these delays and overruns while also suggesting solutions that could be implemented in the future to avoid similar problems. These factors will be looked at in detail from the perspective of the planning and i mplementation phases that represent the greatest project management problems. 2. Problems with the Channel Tunnel Project 2.1. Planning Issues The initial planning phase demarcated that the Channel Project was to provide a fixed transportation system that connected England and France. This new transportation connection was expected to spur economic growth and development. In addition, the Channel Project was expected to aid the integration of Britain with mainland Europe in order to improve European trade. Moreover, the tunnel between England and France was expected to provide cheaper alternatives to more expensive modes of transportation such as shipping and air transport. The railway system envisioned for the purpose was also better in that it was a high-speed system when compared to both shipping and air transport. Although working for the Channel Tunnel had been on going in the seventies but the real concrete measures came through in 1984. The British and French governments agre ed to common proposals for safety, security and environmental concerns before the project was opened up for bidding. Both governments in 1985 requested the first proposals for the Channel Project. A number of proposals were submitted for the Channel Project. After an evaluation from both the British and French sides, the proposal submitted by Channel Tunnel Group / FranceManche (later Eurotunnel) was accepted. The initial proposal delineated a 32-mile double rail tunnel that was to accommodate passenger trains as well as cargo trains and a special truck and car carrying shuttle service. The initial bid price was set at some $5.5 billion for the entire project. 2.2. Shortage of Time for Planning The initial proposals were submitted in a short period and this in turn led to many oversights that could have been avoided by detailed studies. When put in a project management perspective, it could be surmised that high-level design estimates along with rough order of magnitude estimates co uld have led to better estimates as to the total scope and cost of the project. The shortage of