Evaluation on Companies’ Social Accounting

Evaluation on companies’ social accounting Executive summary This report explains the concept of â€Å"social accounting† and analyzes the execution of social accounting in the two companies Corning incorporated and AM-PM Glass Company. The analysis is based on the â€Å"good† principles of social accounting and the accordance to the global standards.And the analysis shows that Corning’s sustainability has a better understanding and consideration about the requirement of social accounting and it makes its own evaluation system based on ISO 14001, and build up a series of standards, but the standards of EMS can not match with GRI on the completeness and concreteness. AM-PM begins well in the practicing of social accounting. But it is not that easy to do well in all aspects of the social accounting, so it has only considered four â€Å"good† principles.While AM-PM takes both AA1000 and GRI as the evaluation standards to assess its performance, and got clear and systematic report results and good reference to its development in the future. Contents Evaluation on companies’ social accounting1 1. Introduction3 2. Definition and explanation of the concept of Social Accounting3 2. 1 Definition and development of concept3 2. 2 Reasons for producing social accounting4 2. Principles of â€Å"Good† and global standards5 3. Critical evaluation on quality of social accounting of two glass companies5 3. 1 Corning Incorporated6 3. 2 AM-PM Glass & Mirror Company8 4. Conclusion10 Reference12 1. Introduction Social accounting is a voluntary process that organizations use to account for their environmental and social impacts. There are both pros and cons telling why organizations decide to engage with this concept of social accounting.The purpose of the report is to evaluate the two glass companies Corning and AM-PM’s social accounting according to the â€Å"good† principles and global standards of social accounting. 2. Definition and explanation of the concept of Social Accounting 2. 1 Definition and development of concept Social accounting refers to the process dealing with organizational assessment and communication of its impacts and activities on relevant issues related to ethics, society and the environment with their appropriate stakeholders (Yanovsky, 2006).It aims to address companies’ social and environmental impacts. Social accounting is also known as social and environmental accounting, corporate social responsibility reporting, or sustainability accounting, and different individual companies usually give different titles, like in Corning, it is called corporate social responsibility report, and in AM-PM Glass & Mirror, it is called sustainability report. The concept of social accounting has got more than 40 years’ development.Abt Associates is among the earliest social accounting practitioners, its social concerns included contribution to knowledge, environment and so on, but there is no specific definition for social accounting. In 1980s, the short book â€Å"Social Audit- A Management Tool for Co-operative Working† is the basis of the early private sector companies’ social responsibility reporting (Spreckley, 1981), and â€Å"Social responsibility reporting† is the early relative formal concept.And in this book, an internal organizational social accounting and audit model are designed to measure individual companies’ social and environmental performance. And with the development of economy and society, the concept of social accounting also gets to a broad and deep domain, which includes the evaluation about every aspect of companies’ social and environmental impacts (Rohinson, 2001; Schwartz and Carroll, 2003). 2. 2 Reasons for producing social accountingThe reasons that individual companies develop social accounting and related reports are as follows. On the negative aspect, employees’ internal pressur es in their urge of wanting to report the environmental and social impacts of the company (Crane and Matten, 2007) can make companies practice the social accounting; and external forces by government agencies, non-governmental organizations, consumers or investors as they seek the company to disclose its impacts of social accounting can also lead to the social accounting.On the positive aspect, social accounting can help individual companies identify and utilize opportunities for cost effectiveness, introduction of profitable eco-friendly products and services, energy saving and environmental protection (Defourny and Thorbecke, 1984). Also, both current and future concerns of stakeholders forewarn companies about any possible area of conflict. Yanovsky (2006) further claimed that companies become aware of the probable risk factors that are capable of affecting their business operations, which afford the chance for companies to prepare the coping mechanism. . 3 Principles of â€Å"G ood† and global standards â€Å"Good† accounts must accord a series of principles. In general, good principles of social accounting have to be inclusive, involving dialogue with stakeholders; to be complete, highlighting the key areas of the individual company’s activities; to be embedded within the organization; to be comparable, undergo external verification, and give room for continuous improvements.These principles should take both companies own management practices and the performance measurements comparison with other companies into consideration (Montgomery and Porter, 1991). Such principles have to be incorporated within the organizational structure, be verified by external auditors and be reviewed on regular basis in order in relation to the targets of its performance and cost effective business opportunities. There are some global standards that are available for companies’ social and environmental reports.For example, Social Accountability Inter national produced SA8000, and it provides workplace issues standards; AccountAblility developed the AA1000S Assurance Standard; The SAN framework, which is suitable for third-sector organisations; ISO1400, which are series of international standards that deal with issues related to environmental management (Porter, et. al. 2009) and Global Reporting Initiative (GRI), which is one of the most practiced standards across the globe and is in its third generation format (G3). 3.Critical evaluation on quality of social accounting of two glass companies This report provides a critical evaluation of two case studies of how the organizations have made use of social accounting concept. The Corning Glass and AM-PM Glass & Mirror Company will be used as examples of companies which have fully put into consideration the social accounting concept. It is a reflection of organizational values and evidence-based actions they undertake towards showing concern to their stakeholders in dealing with thes e issues.The evaluation about the two companies is mainly focus on analyzing the adoption of the â€Å"good† principles and their accordance to the global standards. 3. 1 Corning Incorporated Corning is a multinational company which has about 160 years’ history. Corning is among the best social responsibilities practitioners. The history practicing social responsibilities began before World War One. The chairman James Houghton laid out Corning’s seven Corporate Values: Quality, Integrity, Performance, Leadership, Independence, Innovation, and the Individual.Corning’s strategies are based on the attributes of collaboration, risk-taking, and long-term thinking and so on. According to Corning’s strategy and value system, the best form of corporate social responsibility is equal to â€Å"simple good business† or â€Å"enlightened self-interest† and the good business is constructed by a series of good behaviors including constant interacti on with customers, local communities and government. The social accounting in Corning is named sustainability report. 3. 1. 1 The adoption of â€Å"good† principlesFirst, Corning emphasizes the care and feeding of its major stakeholders, especially the care and feeding for its customers and employees, according to Houghton’s speech in 2004’s company strategy conference. Corning clearly obeys its seven values and takes a set of stakeholders into consideration. It puts attention to labor, women and minorities. Since 1970s, Corning began made efforts to employee women and minorities (Graham, 2010). Second, Corning has complete consideration on social accounting, and highlights impacts of the company’s producing activities to the society and environment.Corning put attention to working conditions, products safety and efficacy, and the environment. According to Corning’s sustainability report, the central elements of the companies’ operation exce llence are protection safety, health and environment (Graham, 2010). Specifically, in order to protect the air, Corning produces ceramic substrates for catalytic converters and tries to eliminating hazardous chemical materials. Third, Corning has a continuously improvement in practicing the social responsibility. Since 1970 to now, Corning consistently shows its care to its stakeholders and the environment.The recent sustainability report is also planed for a long period, and forms a completed environmental protection system, which is including mission, vision, strategy and specific action plans. In process of the energy management, Corning track and measure its greenhouse gas emission, and conducts its related inventory, also, corning launched a global energy management program to guarantee the energy productivity and environmental negative influence. Fourth, Corning has got verification from external organization.Corning reports its previous greenhouse gas emission and got the Reg istry from California Climate Action and the Registry can give a consistent supervision on the continuous execution of the environmental protection and energy management. Fifth, Corning emphasize find the potential improvement, especially those related to performance targets, cost-saving and profitable business opportunities. Corning commits to maintain a long period view of energy and the advanced view require its facilities to utilize energy in a cost-effective and environmentally responsible way.Sixth, corning has embedded professionals related to the social accounting in the process key to success. Corning’s approach embeds an environmental, health and safety professional in the designing group. This embedibility enhance the safety and facilitate the health management system in Corning. 3. 1. 2 Accordance to the global standards In the year of 2004, Corning developed and deployed an Environmental Management System, short for EMS, whose format and substance follows ISO 140 01(Corning Environmental Health & Saftey Brochure, 2007).ISO 14001 is a very series of recognized global standards, and it affords clear and specific requirement for the corporate environmental control group in Corning. Corning facilities have gained many benefits through instituting and adopting the management systems, and due to the rigorous execution, the bad influence to the environment has been reduced. Corning has a pyramid system about EMS, the ISO 14001 stands in the center of the pyramid. And the pyramid shows clear the social accounting procedures. 3. 2 AM-PM Glass & Mirror CompanyAM-PM Glass & Mirror is a residential and commercial glass company that provides exceptional craftsmanship, unsurpassed satisfaction to their customers and gives prompt service through their sustainable innovation and social accounting concept. The company recently outlined its values and objectives in the annual sustainability report, which encompass support to community trade of glass products and its internal judgments on environmental and social performance in relation to achieving its objectives (AM-PM, 2012). 3. 2. 1 The adoption of â€Å"good† principlesAM-PM Glass & Mirror Company follows the three principles of completeness, materiality and responsiveness. First, AM-PM’s sustainability report relates to complete contents of the social responsibilities. It has put attention to both inside and outside of the organization, for example the employee relationships, the sexual and racial ratio, the consideration of the disabled people inside of the organization; and the communication with communities, the campaigns to protect environment outside of the organization. Second, AM-PM’s emphasize the materiality of the action.It stresses that social responsibilities should not only be written in the sustainability report, it must be based on specific actions first, the real practice result and data of the protection, but not only the plans in the report. T hird, responsiveness is the main part that is stressed in the report, it means that AM-PM not only like to be the pioneer in the practice of environmental protection, but also would like follow other companies’ environmental steps. Forth, the values reported in the sustainability report have been externally verified by auditors and a panel of stakeholders.The customers, employees and the communities all give positive comments on the values and actions of AM-PM. 3. 1. 2 Accordance to the global standards AM-PM Glass & Mirror values follow the AA1000 standards of assurance. And its three principles are from these standards. Also, the company values are compliant with the Global Reporting Initiative (GRI) Level A guidelines. And the third generation version of GRI gives a series of very clear standards for AM-PM to evaluate its performance comprehensively, which is with respect to specific assessment according laws, codes, norms, and voluntary initiatives.Specifically speaking, the compilation of AM-PM Glass & Mirror Company report was based on covering all the company activities that is vital as far as environmental and social impacts are concerned (AM-PM, 2012). Its social accounting also responds to issues that arise out of its previous reports. The wholesomeness of this report is also realized in that it covers all the areas that the company operates on as required by global reporting initiative which covers the company management approaches, overall company profile, and the categories for measuring performance. . Conclusion In summary, it can be deduced that social accounting is a voluntary process that organizations use to account for their environmental and social impacts. Both pros and cons exist why organizations decide to engage with this concept of social accounting. The analysis of Corning Glass Company and AM-PM Glass & Mirror gives a specific evaluation about their execution of social responsibilities. The result shows that the two organizati ons both have embraced the concept of social accounting.Corning incorporated is a big multinational which has long history of practicing social responsibility, and it has enough experiences to evaluate what kinds of actions would do well to both the company and the environment, and afford benefits to all the shareholders. So in the adoption of â€Å"good† principles, Corning’s sustainability report shows that it has a better understanding and consideration about the requirement of social accounting. In the accordance to the global standards, Corning makes its own evaluation system based on ISO 14001, and build up a series of standards.Corning has not used GRI as its standards to evaluate performance. To some extent, the standards of EMS can not match with GRI on the completeness and concreteness. AM-PM is also a glass company that has short history. It enters the glass industry in a new age that stresses environmental protection and the full communication with sharehol ders. So, it begins well in the practicing of social accounting. But to a new company, it is not that easy to do well in all aspects of the social accounting, so it has only considered four â€Å"good† principles.While AM-PM did well in the accordance to the global standards, it takes both AA1000 and GRI as the evaluation standards to assess its performance, and got clear and systematic report results and good reference to its development in the future. Reference 1. Spreckley, F. (1981). Social Audit: A Management Tool for Co-operative Working. Wales: Beechwood College. 2. Rohinson, S. et al. (2001). â€Å"Updating and Estimating a Social Accounting Matrix Using Cross Entropy Methods†. Economic Systems Research. Vol. 13, No1:47-64. 3. Schwartz, M. S. , Carroll, A. B. (2003). Corporate Social Responsibility: A Three-Domain Approach†. Business Ethics Quarterly. Vol. 13, No. 4:503-530 4. Defourny, J. , and Thorbecke, E. (1984). â€Å"Structural Path Analysis and Mu ltiplier Decomposition within a Social Accounting Matrix Framework†. The Economic Journey. Vol. 94, No 373:111-136 5. Graham, M. B. W (2010). â€Å"Corporate Responsibility at Corning. Incorporated†. History of Corporate Responsibility Project. No. 7 6. Crane, A. , and Matten, D. (2009). Business Ethics. New York: Oxford University Press, p. 9-286. 7. Montgomery, C. A. , and Porter, M. A. 1991). Strategy: Seeking and Securing Competitive Advantage. New York: Harvard Business Press. 8. Porter, M. E. , Kramer, M. R. , and Zadek, S. (2009). Corporate Social Responsibility (HBR Article Collection). New York: Harvard Business Press. 9. Yanovsky, M. (2006). Accounting Systems. London: Transaction Publishers. 10. Corning Environmental Health & Saftey Brochure, 2007. Available at http://www. socialfunds. com/csr/reports/Corning_Incorporated_2007_EHS. pdf [Accessed 10th JUNE 2012]. 11. AM-PM. , 2012. Available at http://www. ampmglass. com/ [Accessed 10th March 2012].

Same Sex Marriage Should Not Be Legalized - 1562 Words

~ Busse Same-Sex Debate Essay ~ Ever since the time when America studied family values and focused on healthy and important influences, marriage was considered to be between man and woman holding a physical and spiritual bond between each other, not between man and man and woman and woman. Some may see marriage as between two people of the same gender, or what is known as same-sex marriage. This form of marriage became popular in the U.S. during the 1960’s and 1970’s due to the urge of legalization coming from many American citizens at the time. (â€Å"The Long Road to Marriage Equality†) The topic creates controversy due to the fact that many believe this subject disagrees with most religions and because it defies the morals that our†¦show more content†¦Nowadays, much of the world population is influenced by much of what same-sex marriage portrays. Judge Jeffrey Sutton wrote that, â€Å"Marriage has long been a social institution defined by relationsh ips between men and women. So long defined, the tradition is measured in millennia, not centuries or decades. So widely shared, the tradition until recently had been adopted by all governments and the major religions of the world. (â€Å"Should Gay Marriage Be Legal?†) This quote really goes along with what marriage should be seen as. Ever since same-sex marriage has been legalized, it has altered the true definition of marriage. To add on, the quote says that honest tradition has been recorded in large amounts of time, and now we are changing it to â€Å"change† our society, as a whole. This can show the next generation how normal this somewhat new transformation in our marriages and relationships looks like, leading them off of the course of supporting true marriage and teaching them to support a reversed, same-sex marriage. In this way, this influence can lure the next generation due to the wrong idea of same-sex marriages and relationships and turn their views to t he opposite stance. The thought of same-sex marriage poses an idea that some think is right and acceptable. Now, with our new generation sprouting, this can really show them what kind of marriage is right and what kind of marriage is wrong. With the big influence this subject can

Analysis Of Nineteen Eighty Four And V For Vendetta By...

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Analysis Of Nineteen Eighty Four And V For Vendetta By...

Respective authors of Nineteen Eighty-Four and V for Vendetta, George Orwell and James McTeigue mutually convey the consequences of life within a totalitarian society. Both authors establish these consequences by setting their texts within a profound society that is governing a totalitarian regime of which the populace possesses negligible societal influence and privacy. Orwell creates a dystopian society instilled with a perpetual state of hostility and paranoia whilst McTeigue’s governing party enforces a fascist jurisdiction which utilises significantly clearer regulations than the Party’s as lawbreakers are able to acknowledge their misconducts when they infringe the law. To enhance the reader’s perception of the societies, both authors explore the life and experiences of a main protagonist that eventually rebels against their society, consequently conveying a struggle of revolution. Symbolism is also subtly implemented into both texts to signify points of co ntrol and retribution within the dystopian societies. Both authors also effectively utilise the conclusion of their texts to reinforce their individual premise to the reader. Orwell creates a feeling of desolation in the reader as Winston fails to instigate any change to their society whereas McTeigue conveys triumph as the population successfully revolts against the Norsefire party. In addition to concluding with contrasting tones, as a consequence of one text being a novel and the other being a film, the authors

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Sustainable Customer Relationships Free Essays

string(172) " reach a balance through stakeholder’s involvements at all levels in attempting to balance the interests and value of all the individuals, departments and organizations\." Running Head: PROBLEM SOLUTION: CLASSIC AIRLINES Problem Solution: Classic Airlines Cecily Cornish University of Phoenix MBA 570/Sustainable Customer Relationships December 8, 2008 Instructor Sandra Payne, MBA Problem Solution: Classic Airlines Classic Airlines (CA) is the world’s fifth largest airlines that must balance its marketing program while coping with a mandated across-the board cost reduction by the board of directors. This calls for a of 15% cost reduction over the next 18 months while negotiating labor costs through the airline’s union employees and improving customer service. Facing low employee morale, decreasing customer satisfaction, rising fuel costs, high union wages, a nonfunctional CRM system, negotiations with union officials and future airline alliances and partners, CA has elected to implement a new analytical Customer Service Management (aCRM) product development (University of Phoenix,2008,Classic Airlines,p. We will write a custom essay sample on Sustainable Customer Relationships or any similar topic only for you Order Now 1). The core problems stem around CA losing customer confidence in its Classic Rewards Program (CRP) and losing Wall Street and media confidence. CA must focus on a marketing program to connect it the customer’s needs and sustain and attract loyal customers. The current executive team values are divided, with CEO Amanda Miller and CFO Catherine Simpson valuing the financial numbers which is in sharp contrast to the values of the customer, employees and shareholders held by CMO Keith Bolye and VP Renee Epson over customer service. The union senior VP Doug Sheflin knows that without a compromise between union and airlines the status quo will not be able to meet the current and future wage costs. Senior VP John Hartman over human resources has trained the employees with the necessary skills and sees the employees as valuable assets in the customer and marketing effectiveness. Marketing in the form of environmental scanning can identify the factors of social, economic, technological and competitors that CA faces. Until CEO and the board establish a mission which will guide its organization, there may be organization resistance and delay in reaching its overall business strategies. Customer relationship management (CRM) is a broad term that involves people, processes, and technology to improve relationships and existing customers who will result in improved customer retention and profitability (Kerin, 2006, p. 8). Using environmental scanning, identifying the marketing strategy and establishing a marketing relationship will direct and guide CA in meeting customer needs , identify the resources needed, the competitors they face and future trends in the Customer Relationship Management system. Incorporating Enterprise Risk Management, profitability index with interactive marketing will allow the marketing program to address customer needs and sustain customer relationships to reflect the changing trends in customer purchasing behavior. Describe the Situation Issue and Opportunity Identification Classic Airlines is the fifth largest airlines in the world. In the business for 25 years, CA has 375 jets that service 240 cities with more than 2300 daily flights. Classic Airlines earned $8. 7 billion in sales. CA made $10 billion profit which means that most of the revenue went to operating the company. With 32,000 union employees CA retains their top salary that is above industry’s average. In addition the board has voted for a 15% reduction over the next 18 months. The company is threatening bankruptcy, decreasing value on Wall Street, unfavorable media, decreasing customer satisfaction and low employee morale. The current CRM system is not fully functional and the Classic Reward frequent flier program has been losing loyal customers. Other challenges include continual high fuel costs and high wages paid to the union employees. CA’s challenge is to find a way to improve customer satisfaction within their Classic Rewards Loyalty Program by identifying and meeting customer’s needs and, therefore, improve the return on investment (ROI) (University of Phoenix,2008,Scenario Two,2008). Several opportunities exist for Classic Airlines which includes a forecasting of sales, a marketing mix and a situation analysis to determine the feasibility of a new analytical Customer Relationship Management program. CA may need for the present to just update the current CRM to a functional capacity to meet customer’s needs. Establishing the short-term of finding the solutions to update the current CRM might save costs and establish a long-term aCRM portfolio as a long-term goal .According to Seget (2008), the aCRM model uses analytical models and databases to integrate information that will enhance the customer desire for functionality as well as provide time sensitive information for prompt decision making by pharmacists, managers and others that rely on the CRM processes. It will definitely allow CA to focus on negotiating with the high wages of its current union employees who are above the industry standards. The CMO Boyle can begin to devise marketing strategies on focusing on marketing segmentation, marketing-mix and focus on the needs of the customers who are loyal and attempt to retain them as well as attract new ones. To obtain customer feedback without alienating them CA may consider, online surveying, telephone surveying and other interactive marketing. Interactive marketing creates customer value, customer relationship and customer experience. Kerin (2006) agrees, â€Å"Interactive marketing creates customer value by providing time, place, form and possession utility for consumers† (p. 6). Interactive marketing, marketing segmentation marketing-mix and forecasting can help identify customer needs and increase customer relationships. Stakeholder Perspectives/Ethical Dilemmas The ethical dilemmas in the Classic Airlines scenario are the conflict interests and values of the CEO Miller and CFO Simpson versus the rest of the leadership team. A dilemma also exists between the values and interests of the CA management and leadership team and the stakeholders. While the CEO and CFO are driven by numbers and a â€Å"pragmatic approach† these interests conflict with the overall business strategies and that is to increase customer satisfaction by reducing costs (University of Phoenix, Scenario Two, 2008, p. 1). The company is trying to improve the return on investment (ROI) and at the same time improve the frequent flier program, pay the union employees high wages and implement a new aCRM product. In fact, according to Seget (2004), â€Å"Wisdom prevails in conducting project feasibility, forecasting and marketing-mix and marketing-mix research before considering a new aCRM product . implementation† (p. 25). Classic Airlines must reach a balance through stakeholder’s involvements at all levels in attempting to balance the interests and value of all the individuals, departments and organizations. You read "Sustainable Customer Relationships" in category "Papers" CA must focus on being a â€Å"best service† benchmarking company as a goal because providing the lowest price while utting costs and remaining competitive in the marketplace, is unrealistic thinking. â€Å"For example, it is not possible to simultaneously provide the lowest-priced and highest-quality products to customers and pay the highest prices to suppliers, highest wages to employees, and maximum dividends to shareholders† (Kerin,2006, p. 3). That is why an environmental scanning, a pro duct analysis or four p’s, and a situation analysis will clarify where the company product or service has been, its status and where it wants to be. The marketing program will identify where CA is, the competitor’s trends, and the customer current and prospective customers (Kerin, 2006, p. 12). Developing a marketing mix, an environmental scanning will identify the need of the stakeholders to be involved in every level of the decision making process and the development of an aCRM product implementation. The marketing program is a method of bringing an exchange between all the stakeholders to sustain valuable customer relationships. Frame the â€Å"Right† Problem Classic Airlines will remain competitive in its industry and expand its global influence and brand loyalty by including its stakeholder’s voice and valuing its customer voice. Other opportunities for CA to achieve its goals of restructuring and implementing new initiatives such as its upgrade of its current CRM and a new aCRM product development will help sustain customer loyalty, increase customer satisfaction and provide the employees with the skills and automated technology that can meet the customers’ needs. In order to meet the changing environmental factors such as regulatory and fierce competitors and reduce labor costs, CA will use marketing strategies such as environmental scanning, sales forecasting, segmentation are opportunities to increases return on investment (ROI) by identifying and meeting customer’s needs. According to Kerin (2006),: â€Å"The American Marketing Association, representing marketing professionals, states that ‘marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders† (p. 1). CA will ensure that the ROI will be accomplished through accountability and leadership of the CEO, board members and senior executives. Valuing the voices all stakeholders will ensure that the values, thics and interests are filtered through a corporate decision making and implementation process. CA will ensure that its new initiative will be defined in its corporate governance, mission statement, employee booklet, union booklet and risk management policies. CA will remain a leading worldwide airline organization that focuses on marketing strategies that include direct forecasting, linear trend extrapolation, market segmen tation, product differentiation, sales force surveys, survey of buyers intentions and usage rate strategies that will keep CA a leader among the airline industry. Identifying customer changing needs via profitability index, customer audits will allow CA remain profitable as well as efficient in delivering the best practices in airline services to it loyal customers and future one. Fuel hedging, smaller planes, business partnerships and alliances will be strategies that will be analyzed and implemented to allow costs to be transferred into customer value benefits. Describe the â€Å"End-State† Vision Classic Airlines(CA) will be restructured in its philosophy, mission and goals to be a cost-effective and efficient company by focusing on the â€Å" stakeholders voice† in implementing a new analytical Customer Relationship Management (aCRM ) and a Enterprise Relationship Management (ERM) ) product development. Customer and employees as well as top executives who ethics values the customers, the employee and the shareholders will be valued within all levels of the stakeholders communication. The core competencies includes values of the aCRM that will align with the overall organizational goals of valuing the customer’s voice , sustaining customer relationships, and providing utilities that will create efficient and effective services. Thus the goal of profitability will be achieved through the values of profitability and social accountability and responsibility of the CEO and board members of CA (University of Phoenix Scenario 2, 2008, p. ). Achieving US and globalization as a benchmarking organization stems from an aggressive and proactive marketing program that will operate through an updated CRM system and a future aCRM system that is designed to compensate future environmental changes and thus customer changing needs. An effective marketing program will benefit the customer and stakeholders by assessing the needs of the customer and satisfying those needs (Kerin, 2006, p. 5). Remaining a competitor in the airlines industry means continuing open negotiations and compromise with the airlines union to keep pilots and employees competitive wages with the industry, while reducing costs and retaining loyal customer, increasing customer service and retaining skilled employees and sustaining the Classic reward program that is both efficient and effective in customer service. Recommended measures to determine if the CRM and marketing strategies are effective include profitability index, customer value benefits, and the measurement of rate and customer satisfaction surveys. Identify the Alternatives and Benchmarking Validation Alaska Airlines began in 1932 in Anchorage, Alaska with 17 million passengers annually with flights to over 60 cities and 3 countries. Alaska Airlines is familiar with marketing strategies to remain competitive in the airline industry. Alaska Airlines faced a financial crisis similar to Classic Airlines who faces possible bankruptcy, a 10% decrease in stock market shares and negativity on Wall Street (University of Phoenix, 2008). In 1972 Alaska Airlines was in the then Ron Cosgrave and Bruce Kennedy came on board in 1972, the airlines was in a financial fight for its existence. Led by quality leadership, the management restructured the goal of the organization and began bringing people together to save the failing company (Alaska Airlines, 2008). Leadership conducted a â€Å"differentiating marketing† in providing superior customer service as the key. Using a differentiating marketing allowed Alaska Airlines to survive more tumultuous times during the deregulation of airline industry and the recent rising fuel costs. Kerin (2006) agrees that, â€Å"The existence of different market segments has caused firms to use a marketing strategy of product differentiation. The strategy involves a firm’s using differentiation mix and advertising to help consumers perceive activities such as product (service) activities as being better than the other competing products â€Å"(p2). Classic Airlines can begin improving its profits and market shares by focusing on marketing strategies such as â€Å"best services† in its industry by aligning a customer-centric focus and include the stakeholders in the new restructuring of the company. Classic Airlines can follow AKL’s lead in forming partnerships and alliances to expand its international market. Both parties view the partnership as a pairing of their expansive international networks and allowing ALK an opportunity to build a platform for international growth from the West (Global airlines, 2008, p. 2). This means double benefits for their customers allowing them the additional options offering by the two companies and a chance to redeem mileage points from either of the two airlines. The Disney logo and brand name was built in 1923 on the foundation of The Walt Disney Company. Disney was founded by Walter Elias Disney and cofounded by his brother Roy Disney. The Walt Disney Company has an estimated $35 million in annual revenues (Wikipedia, 2008,p. 1). Disney works includes his alter ego Mickey Mouse, Disneyland, records, movies and the Walt Disney World Resort. What is noteworthy of this entertainment, movie empire is the extent of its marketing strategies to communicate with their customers. Using a marketing mix, Disney’s business strategy encompasses the integrated marketing communications (IMC) that communicates a brand loyalty and consistent messages across all audiences. The IMC is used by Disney via its management team and its internet customers. Disney takes many types of promotional mix as a direct marketing tool to communicate in an exchange with brand loyal customers and with potential customers. This allowed Disney to combine advertising, direct marketing, personal sales, sales promotion and public relations to inform customers of their products, persuade them to use them and remind them of the benefits after they have used them(Kerin,2006,p. ). Having targeted their population segmentation, Disney’s IMC and direct- marketing techniques via large mass mailings, an internet websites and internet-linked kiosks allow loyal customers and potential customers to inquire about their products and services. The IMC, direct marketing, marketing-mix and promotional-mix allows Disney to exchange information with consumers and keep updated of consumers changing purchasing behaviors. As Classic Airlines works on updating the functionality of its current CRM and prepares for the aCRM product development, the company can benefit from a direct marketing approach. Therefore, Classic Airlines must streamline its operations in reducing staff, eliminating aircraft with high maintenance, negotiate wage salaries to match the industry market, focus on smaller planes and improve its rewards program. Once the costs have been reduce, investments can made towards the CRM system that will allow for targeting its marketing population segmentation. Kerin (2006) states, â€Å"Like personal selling, direct marketing often consists of interactive communication. It also has the advantage of being customized to match the needs of specific target markets. Messages can be developed and adapted quickly to facilitate one-to-one relationships with customers â€Å"(p. 7). With a well developed functional CRM and aCRM data warehouse, Classic Airlines can focus on communication exchanges through direct marketing and other forms of IMC to attract new customers and maintain loyal customers. Evaluate the Alternatives In Table 3, all the goals were ranked 5 because the aCRM is a software highly integrated system of providing massive information and data on a time-sensitive arena, there will take many stakeholders and business processes to make this new product development and implementation successful. The best features of the original alternatives were combined to create a short list of second –tier solutions because it was imperative that Classic Airlines created a change management by clearly defining its mission, objectives and align them with their aCRM objectives. Once this has been accomplished it was in the best interests of the stakeholders that a culture of change be established internally before commissioning the aid of external CRM consultants. Due to the amount of organizational resistance due to Classic Airlines original exclusion of the stakeholders in particular the employees, it was best to incorporate any outside help only after internal organizational change and a culture of customer-centric, product-centric and employee rewards for performance were in place. Identify and Assess Risks Many risks can be identified with the implementation of the new product development. Beginning with the risk of organizational resistance, CA will achieve more by including all the stakeholders, especially the customers in a buy-in or adoption of the new product initiative. If CEO and Board fail to incorporate a culture or organizational change by aligning the new aCRM product objective with the overall objectives of the company, the new product development and completion may be in jeopardy. As most benchmarking companies have found that an evaluation of product feasibility s the first research before adopting the new product initiative. The project feasibility will detail costs, risks, labor costs and other assessments needed to make an informed decision about proceeding with the idea. A more profound tangible risk is if enough skilled employees have. A more profound tangible risk is if enough skilled employees have the technical skills to make the new product development a success. Other risks include costs, going pass projected timeframes, and other external risks, such as the vendors failing to supply financial backing. Other risks include software compatibility risks, decrease in profitability and returns. Risks can be mitigated by planning a risk analysis and risk management to align with every department decision making in investments and other decisions that impact the overall value of the firm. According to Seget (2008), key findings includes a risk management WBS plan is needed for CA to implement risk management principles and incorporate them in their job functions. Risks can be tracked and contingency plans in place in case they fail. Implementing risk management in every phase of the aCRM process will ensure that â€Å"potential risks† are identified early on in the product development. A solid risk management plan can help CA face the â€Å"unknowns†; deal with â€Å"unfavorable outcomes† and â€Å"unexpected uncertainties. † Just as the profitability analysis makes good business sense in considering any aCRM and marketing-mix program, conducting a profitability index makes good business sense to determine if the business objectives have been met. Make the Decision The final decision is to develop and implement a new aCRM to remain competitive within the industry. However, to do that a project feasibility and project analysis will be conducted first. Both authors, Kerin (2004) and Segat (2006) agrees to results of a project analysis and market research be completed before any new CRM initiative. These finding will be placed into the new aCRM portfolio that will detail the labor costs, financial investments and workforce needed to complete the product. A management change and organizational culture will be adopted through the mission statements, governance policies, code of ethics and risk management policies. An internal marketing approach will allow an exchange between all stakeholders. Marketing segmentation will allow CA to indentify the customers who will increase the return of investments (ROI) by conducting marketing-mix programs to identify their needs. Customer surveys will allow CA to not only identify those needs but to satisfy unmet needs and identify changing consumer behavior. The challenge for CA is not measuring the ROI or measuring the effectiveness of its total business strategies but determining the effectiveness of the customer-focused strategies. Klenke (2003) suggests that, â€Å"It makes good business sense to bring the project to a final conclusion by determining if the projected results actually were delivered as suggested in the business plan that management approved†¦ A decision must be made whether or to return to the pre-project situation if that is still an option† (para. 139). Develop and Implement the Solution The biggest opposition to any CRM new initiative is organizational resistance to organizational change. The goals it to focus on the greatest resource of Classic Airlines and that is the employees, management and departments and divisions that will be equipped through communication, two-way feedback, employee communication surveys, and an organization culture that values the communication, feedback and decision making of the employees. CA will create an organizational culture within four weeks by communication, mentoring, modeling the new aCRM product project by allowing the employees to engage two way communication, decision making and two way feedback. CA will resolve its unclear objectives by clearly stating them in their employee handbook. Once a feasibility report is conducted and the return on investment (ROI), market ratios and profitability ratios are concluded, CA will proceed to forecasting, internal marketing and environmental scanning. Employee surveys as well as feedback surveys and employee questionnaire will be distributed. The employees, customers and stakeholders will be engaged throughout the product development and implementation. The senior management, change champion, financial officer and human resources departments will be responsible in gathering the research and reporting back to the CEO and board members. At that point information will be disseminated at all levels from the CEO and board through face to face meetings, employee internet, meetings, corporate magazine and other informational channels. Evaluate the Results The success of the current CRM and implementation of the new aCRM will be measured with ongoing forecasting and marketing-mix research. Since these approaches allow for prediction of future trends of customers and organizational buying behaviors it can also predict the possible increase of revenues and profits that a certain product might generate. Measures such as productivity increase, cost reduction and increase in revenues are more reliable metrics in measuring and evaluating the benefits of the CRM implementation. (University of Phoenix, 2008) Many benchmarking companies like PeopleSoft, according to Seget (2004), may fail in its first product CRM attempt. PeopleSoft adopted a PeopleSoft CRM that failed to deliver in terms of functionality for the end-user, the consumer. PeopleSoft developed another system called Peoplesoft8 that address the issues of functionality that their former system failed to deliver. Metrics such as productivity, increases in revenues were some of the measures used by PeopleSoft8. Like Classic Airlines they were facing criticisms of lack of functionality for their customers and had a problem with vendor, supplier and human resources staffing. They became successful in adopting a new â€Å"PeopleSoft 8 CRM† that focuses on employees, targeting customers, supplier relationships and vendor relationships. Seget (2004) agrees that the success of PeopleSoft 8 CRM (PS8) was due to the focus on human resources centric or –HR-centric. Functionality was also a major concern for PS until their adoption of the PS8-CRM. Although Classic Airlines’ new aCRM is not up and running, CA can learn from PS8 by acting quickly by fully integrating the PS8 CRM system and forming a business alliances and partnerships to maximize their aCRM efforts. PeopleSoft has been successful enough to use profits to acquire and merge with other companies and partners (Seget, 2004, p. 80). Other measures include SWOT analysis, gap analysis, and profitability index and churn rates to determine if the objective has been met. Evaluations and customer surveys must be ongoing to allow management to adjust and change their focus as customer behavior and trends change. Conclusion Classic Airlines like most industries are embarking on a fairly new concept, the CRM. Although CRM is a computer based software that provides integrated on demand information for customers, physicians, vendors and ther stakeholders, the system is only as useful if designed around the customer’s needs, wants and expectations. According to Seget (2004), the aCRM model uses analytical models and databases to integrate information that will enhance the customer desire for functionality as well as provide time sensitive information for prompt decision making by pharmacis ts, managers and others that rely on the CRM processes. While Classic Airlines is in its infancy, CEO Amanda Miller must present a project analysis and project feasibility before undertaking the new aCRM product development (Kerin, 2006). According to Kerin (2006) environment scanning and must be conducted not only on its customers but on its competitors as well. Marketing target segmentation, internal marketing, aCRM initiatives, customer surveys and customer audit all work together in reaching an overall business strategy, satisfying the needs of the customer. Classis needs to reduce costs, maximize ROI, match union pay with the industry and restructure the organization with a product-centric and customer-centric focus. Achieving US and globalization as a benchmarking organization stems from an aggressive and proactive marketing program that will operate through an updated CRM system and a future aCRM system that is designed to compensate future environmental changes and thus customer changing needs. An effective marketing program will benefit the customer and stakeholders by assessing the needs of the customer and satisfying those needs (Kerin, 2006, p. 5). Classic must remain competitive by promoting value for all vendors, supply chain and stakeholders. To measure the effectiveness of the aCRM project and current CRM and marketing program must use customer surveys, profitability index and customer audits to determine if the objectives of CRM and marketing strat4egies are being met. Measurements must be conducted on a continual basis to allow management to make adjustments and decisions to align the CRM with the business overall business strategies. References Alaska Airlines. (2008). Retrieved November 26, 2008 from the Web site: http://www. Alaskaair. com/ Band, J. (2003). The CRM Outlook: Maturing to the next level. Computer Wire. Retrieved November 9, 2008 from the University of Phoenix Library Business Insights Technology Web site: http://www. globalbusinessinsights. com. exproxy. |Global airlines face daunting challenges- more mergers and partnerships? (2008). Retrieved November 25,2008 from the University of | |Phoenix, Plunkett Research database. | |Kerin, R. A. , et. al. (2006). Marketing, 8e. Customer relationship and value through marketing. | |New York: McGraw- Hill. | |Klenke, M. , Reynolds, P. , Trickey, P. (2003). Leveraging Customer Relationships, 1e. Tactics to leverage customer relationship. Leyh | |Publishing Company. | Seget, S. (2004). The Pharmaceutical CRM Outlook. Optimizing returns from operational and analytical crm. Retrieved November 5, 2008 from the University of Phoenix Library Business Insights database. University of Phoenix. (2008). Automating a Support System. Retrieved November 16, 2008, from the University of Phoenix, resource, Simulation. MBA570-Sustainable Customer Relationships Course Web site. University of Phoenix. (2008). Classic Airlines, Scenario Two. Retrieved November 21, 2008, from the University of Phoenix, resource, Scenario. MBA570-Sustainable Customer Relationships Course Web site. Walt Disney. (2008). Retrieved November 26,2008 from the Website: http;//en. wikipedia. org/wiki/Walt Disney Table 1 Issues and Opportunities Identification | | | | | |Concept |Application of Concept in Scenario |Reference to Specific |Personal Experience at your| | |or Simulation |Course Concept Organization | | | |(Include citation) | | | | | | | |Classic Airlines has a lack of|To develop value added channels of |â€Å"Just as important is the communication |As a newly hired sheriff | |stakeholder alignment that |communication aligning key |between and within levels. Gone are the days |deputy, jail division I had| |will hinder their ability to |stakeholders under a common vision. |when departments could stand as silos, |grew so fast and the funds | |implement new products and |This is an opportunity to increase |isolated from the rest of the organization by |to run the new facility had| |services/solutions. |organizational comprehension and |impenetrable barriers. Intra-national and |ran over its budget. Rumors| | |employee involvement that results |international competition is now so fierce |were running rampant | | |in the garnering of trust and |that everyone (stakeholders) in the |throughout the organization| | |loyalty among stakeholders. |organization needs to collaborate closely on |that resulted in low | | | |solving organizational challenges and on |morale. The problem for the| | | |achieving agreed strategic objectives. † |Sheriff department was that| | | |(Wyatt,2008,para. 9) |they noticed a rise in | | | | |officer and inmate | | | | |conflicts. The officer’s | | | | |union began to disseminate | | | | |information via brochures, | | | | |newsletters and roll call | | | | |meetings. |Classic Airlines lacks |Classic Airlines has an opportunity|Classic Airlines can select a marketing |My company focuses on brand| |marketing mix and environment |to conduct a marketing mix to focus|strategy such as, best price, best service or |electronics and brand | |scanning strategies to |on the price, product, promotion |best product from conducting a marketing mix |appliances at the â€Å"best | |identify the internal and |and place. These are controllable |and environmental scanning. â€Å"Four elements in |price†. They also offer a | |external factors that will |factors. Environmental scanning are|a marketing program designed to satisfy |price match. Environmental | |meet customers changing needs |uncontrollable factors such as |customer needs are product, price, promotion, |scanning is conducted by | |and improve customer |social, economic, technological, |and place. Kerin,et. al,2006,para. 3) These five|physically going to each | |satisfaction. |competitive and regulatory factors |forces environmental)may serve as accelerators|competitor store and | | |that will impact CA’s overall |or brakes on marketing sometimes expanding or |retrieving information. | | |marketing strategies. |restricting. (Kerin,2006,p. 1) | | |Classic Airlines lacks |Classic Airlines has an opportunity|â€Å"If the objective is to increase customer |As a rehabilitation case | |measurable methods to |to develop and implemen t risk |loyalty, then measurement of churn rate |management, ongoing surveys| |determine if their aCRM, |analysis, gap analysis, and SWOT |(profitability index)and customer satisfaction|and targeted objectives and| |marketing segments, and |analysis and churn rate analysis |will be key in determining how well objectives|compares it to the achieved| |customer surveys to determine |and profitability index to |is being met†(Klenke,2003,para. ) |targets were completed by | |is their overall business |determine if the objectives of | |an automated computer case | |strategies are effective. |loyal customers focus are | |management program. | | |successful. | | | Table 2 Stakeholder Perspectives and Ethical Dilemmas | |Stakeholder Perspectives and Ethical Dilemmas | | | | | |Stakeholder Groups with Competing | | | |Values |The Interests, Rights, and |Course Concept | | |Values of Each Group | | |List: Group X | | | |versus Group Y | | | |CEO Amanda Miller and CFO Catherine|Inter ests include credibility on Wall Street, |â€Å"The American Marketing Association, representing | |Simpson vs. senior management team |stock prices and the media. Values remaining as a |marketing professionals, states that ‘marketing is an | | |viable competitor in the industry. Interests |organizational function and a set of processes for | | |include â€Å"operational excellence† and â€Å"driven by |creating, communicating, and delivering value to | | |numbers† Failing to look to the exchange and |customers and for managing customer relationships in | | |communications will not develop a marketing |ways that benefit the organization and its | | |program to include stakeholders and meet customer |stakeholders. †(Kerin,et. al,2006,p. 12 | | |needs. | |CMO Kevin Boyle, Senior VP of |Interests include the CRM program, â€Å"voice of the |The hallmark of developing and maintaining effective | |Customer Service Renee Epson Senior|customers† employee wage obligations, shareholders|customer relationships is today called relationship | |VP of General Counsel Ben Sutcliffe|and marketing and customer services functions. The|marketing, linking the organization to its individual | |and Senior VP of Human Resources |conflict is that there ne eds to be a decision |customers, employees, suppliers, and other partners for| |vs. CEO Miller and CFO Simpson |making process that includes all stakeholders. |their mutual long-term | | | |benefits. †(Kerin,et. al. ,2006,p. 5) | |Classic Airlines vs. Vendors, |Communities, media and competitors and other |â€Å"The process of (marketing) segmenting a market and | |Distributors, Suppliers, Contact |stakeholders expect that Classic Airlines |selecting specific segments as targets is the link | |Centers, Communities, Media, |management maintain accountability and social |between the various buyers’ needs and the | |Competitors, Investors. |responsibility in the new product development via |organization’s marketing | | |a market segmentation to meet customer needs. |program†(Kerin,2006,et. al,2006,p. | Table 3Analysis of Alternative Solutions[pic] Table 4 Risk Assessment and Mitigation |Risk Assessment and Mitigation | |Alternative |Risks and Probability |Consequence and Severity |Mitigation Techniques and Strategies | |Engaging stakeholders at all |Organizational resistance. |; Clash between middle management |Establish company culture that values | |levels of the new aCRM product |Increase costs |and employees . |employees and stakeholders. | |development. Delay in time projections |;Clash between different |Align marketing goals of aCRM with | | | |divisions. |overall business strategy. | | | | |Establish clear objectives, business | | | | |goals and mission statements. | |Business Alliance with Zurich |Organizational resistance. | ;Clash between external and |Establish company culture that values | |Airlines |Increase costs |internal teams |customers and products. | |Delay in time projections. |; Loss of skilled management and |Communicate, model and lead by example | | | |employees |from CEO, board and senior management. | | | |;Evaluation of team may result in |Establish clear objectives, business | | | |more costs to finance new aCRM |goals and mission statements. | | | |project. | | | | | | | | | | | |Environmental scanning and |Costly |;Research may find that current |Project scope and aCRM portfolio | |marketing-mix research and |Timely |aCRM product is not profitable. |Marketing- mix portfolio. | |profitability index, |More workforce | | | Table 5 Pros and Cons of Alternative Solutions |Alternative |Pros |Cons | |Engaging stakeholders in all levels of the new |Increase employee motivation and morale. Employees may feel over tasked vie new product,| |aCRM product development. |Increase productivity. |training new skills and training new hires. | | |Improve customer services |Increase resistance from some employees. | | | |Deliverables of goals require more time | |Develop business alliances with Zurich Airlines|Add to customer value and increase customer |Increase employee resistance. | |and form other partnerships to remain |benefits. |Time consuming. | |competitive. |Speed up production. Increase costs | | |May reduce overall cost |Organizational resistance | | | |Employees may see | | | |Jobs as being threatened | | | | | | | | | |Environmental scanning, marketing-mix research |May speed up production and implementation |Time consuming. | |and developing o ngoing customer audits, |Aid in developing an overall software synergy |Increase costs. | |profitability indexes to measure overall |fit. |Delay overall time projections. | |effectiveness of the aCRM. |Increase profitability ratios, and return on | | | |investment(ROI) ratios, | | Table 6 Optimal Solution Implementation Plan Action Item Deliverable |Timeline |Who is Responsible | |Initiate a CRM project feasibility, forecasting and | |CEO, Board of Directors and Senior | |marketing-mix before developing and implementing new|4 weeks |Management Team, Financial Manager | |CRM product. | | | | Align new aCRM product objectives with overall | 4 weeks |CEO, Board of Directors and Senior | |business objectives and provide update for current | |Management Team, Project Leadership Team| |CRM. | | |Analyze a profitability analysis, return on | 4 weeks |CEO, Board of Directors, Senior | |investments (ROI) and market ratios to determine | |Management, Marketing, research and | |competitors an d competitors prices. | |development and financial manager. | |Adopt marketing-mix strategies that will retain | |CEO, Board of directors, senior team, | |customer loyalty and identify value added incentives|Ongoing |champion leaders, cross functional team | |and rewards for loyal customers. |leaders, employees and customers. | |Train, mentor and lead the employees in the adoption| |Senior management, human resource | |of the aCRM product development by providing them | |management, champion leaders, | |with the highly technical skills, self- paced |20 weeks |cross-functional team leaders and | |training, | |technical skilled leaders, | |e-performance evaluation. | | |Attention to increase funding and workforce addition| |Senior managers, cross-functional team | |to the product support, administrative support, call|24 weeks |leaders, technical skilled leaders, call| |centers, e-business websites for customers and other| |center leaders, information technology | |product development customer enhancement support | |leaders and customer support leaders. | |systems. | | |Hiring new employees and training them with the | |Middle managers, team leaders, human | |needed KSA’s to provide excellent customer service. |24 weeks |resource manager and management team. | |Business alliances with Zurich Airlines and other | 48 weeks |CEO, Board of Directors and Senior | |business partners. | |Management Team, Financial Manager | |Conduct SWOT analysis, profitability index. | Quarterly/Annually |Team leaders and senior leaders. | Table 7 Evaluation of Results |End-State Goals |Metrics |Target | |Forecasting and marketing-mix will identify |Forecasting results from social economic and |Business customers and regular customers | |market synergies that will keep Classic |technical factors as well as market-mix results| | |Airlines a viable competitor and ahead in the |to identify trends and future trend of | | |CRM market industry. |consumers buying behaviors. | |Classic Airlines will adopt business |Using benchmarking examples from Microsoft, |Target is benchmarking and best practices CRM | |intelligence and align with business partners |PeopleSoft and other leading aCRM and eCRM |service providers. | |to enhance its new CRM product. |service providers, Classic will adopt the | | | |synergy fit for its CRM. | | |Classic Airlines will provide employees with |Providing skills assessments, skills training |Target is employees and stakeholders involve in| |the high technology skills to face a fast |and career advancement, Classic will retain and|customer relations and customer contact. | |changing technical environment. attract those with the technical skills to | | | |remain a viable contender in the CRM industry. | | |Classis Airlines will enhance the functionality|Providing internet and on line information so |Classic Airlines frequent flyer program, | |of the aCRM new product development by adopting|that feedback, information, and decision making|business customers, regular customers and | |personalized websites, target marketing via |can be conducted with more available |potential customers. | |e-business, customer email and other channels |information and time sensitive data. | |to market and sustain customer relations. | | | |Conduct SWOT analysis, profitability index and |Accomplished via multi-channeling, e-marketing,|All stakeholders | |customer surveys to measure the effectiveness |e-commerce and other web bases to measure and | | |of the CRM. |evaluate | | | |Customer loyalty retention. | | How to cite Sustainable Customer Relationships, Papers

Why I Hate Britney free essay sample

Why I hate Britney was an article written by the, Nisey Williams at the time when she wrote this article, Nisey was a senior at the University of Austin. According to Miss Nisey Williams, Britney Spears in early 2000s were the most extremely or shockingly bad influence on the young girls as an icon or idol. More over Miss Nisey believes that in 2002 Britney Spears was the most famous and influential character or artist, however she accept this as a true fact that, Britney was famous because of her shabby, dirty, and vulgar clothes. Also in the article Miss Nisey compared Britney with another singer of that era Avril Lavigne.According to Miss Nisey Williams, Avril Lavigne was more appropriate and better role model or fashion icon for the young girls, because Avril lyrics of songs were more ethical and her clothes were also more conservative side. In fact Miss Williams believes that the young girls who idolize, Britney Spears and listen to her songs will have a very positive sign of getting involved in sexually activities in younger age. We will write a custom essay sample on Why I Hate Britney or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Miss Williams hoped in her article that one day, pop culture remove the sex influential artists, from the main screen and culture will stop following celebrities with similar morals to Britney Spears.Nisey Williams, refused to bring the child into the world, because of the vulgarity in the pop culture we have and the way pop portray the sex in front of teens. She is actually, confused how it is going to be in future after 15 years when her daughter will be reaching her womanhood. And all for this fear, Nisey blame Britney Spears for that. Although there are many artists and singers who could carry blame too but, in Miss Williams opinion Britney is on top of the list that damaged the ethical perception of pop culture in young teens.However most people also, criticize Britney on her claim of an Icon of good body and shape, this claim bring depression to the girls who do not have same kind of body basically those girls lose confidence in public. Miss Nisey also criticized the clothing stores, cause these stores also following the trends of the pop stars, which are somehow sex symbol for the young teens. People who don’t agree with Miss Nisey, often argue that, its parents responsibility to keep an eye on their children, what they are doing or following.But in order to defend Nisey argument, she gave the example of her friend One of m y co-workers said she had such a difficult time school shopping for her thirteen-year-old daughter that she ended up taking her to Academy for wind suits, free-flowing T-Shirts, and soccer shorts†. In contrast Miss Williams mention the Avril Lavigne achievements in pop industry with the ethical and less vulgar style of clothes and lyrics of songs both. I agree with Miss Nisey Williams, in fact she brought up the great argument.Of course Pop culture has great influence on the youth all over the world. Every teenage girl want to see her in Britney or some other artist body, not only body but act, clothes and etc. There is no doubt that pop artists show the great amount intensity of expression of body image. This is something many young and teenage girls struggle with and develops some dangerous diseases, such as anorexia or bulimia. Also I totally agreed with this fact too that parents can’t keep the hawk eye on their children, I think in my opinion we all should act responsibly and ethically.