Sunday, October 6, 2019
Expansion Joints Issues and Concepts PowerPoint Presentation
Expansion Joints Issues and Concepts - PowerPoint Presentation Example Some structures would not support ground movements such as earthquakes leading to destruction of buildings and bridges. This led to the idea of expansion joints that would later solve the problem (Rosignoli, 2002). Functions of expansion joints The main function of expansion joints is to safely absorb the high temperatures of various construction materials as a result of the constant expansion and contraction. As explained earlier the contraction and expansion is due to the changing weather conditions (Brown, 2001). The expansion joints therefore make structures to remain intact thereby they become safe for public use. There are many types of expansion joints and each is designed to solve a specific problem though the purpose or function still comes back to absorbing stress to avoid damage. Types of Expansion joints used in bridges in Australia Bridge expansion joints are joints that are designed to allow traffic to cross the bridge structure while at the same time permitting the mov ement of the bridge deck due to thermal effects, wind, traffic loading, seismic effects among others. The joints should provide a watertight connection for the lifetime of the bridge as the lack of it could reduce the durability of the main bridge structure that may result in the need for major remedial works. These kinds of joints are rather unique because of their relatively delicate construction and severe loading conditions and therefore need to be replaced several times during the life time of the bridge (Gottermoeller, 2004). Bridge expansion joints can be broadly classified into two types: open joints and closed joints. The open joints are not water proof. Water and debris are allowed to fall through the joints. The water erodes the soil under the structure, strains the bent cap and columns, is detrimental to adjacent steel girders, diaphragms, bearings and is a nuisance to any traffic under the structure. The closed joints on the other hand are water proof and have become an alternative to open joints due to the many advantages that they provide (Blockley, 2010). There are three most common types of open joints used in Australia. The butt joints provide an open space between adjacent edges of the deck. They are used where the movements are of a rotational nature or where the thermal movements are small. The edges are usually protected with metallic armor which is subject to corrosion (Lima, 2006). The open space frequently fills with debris making the joint less effective. Period maintenance is mandatory to clear up the joint and the debris. The second type is the plate joint which accommodate greater movements than the butt joints, usually between one and three inches. A sealant is placed in the joint that prevents some water from passing through. It also prevents the accumulation of debris that can make the joint ineffective. The third type of joint is the tooth joint or the finger joint (Gottermoeller, 2004). They are usually used on long bridges to accommodate large movements. They are usually placed in the span near the point of contra flexure. Drains are placed to prevent drainage across the joint if feasible. In some areas they are provided with a drainage system to collect the water passing through. These joints are used where water and debris passing through cannot damage anything below the bridge. The performance of these joints
Saturday, October 5, 2019
Critical Thinking Essay Example | Topics and Well Written Essays - 1000 words - 1
Critical Thinking - Essay Example When organizations use effective critical thinking skills and processes, they draw legitimate conclusions based on perfect evidence and well-supported claims. In an organization employees are expected to make good decisions. And these decisions need to be based on a methodical and careful examination of all existing information. In order to take a good decision it is important to ask relevant questions, listen to the each and every one, compile complex information, and involve others and make use of their expertise in critical decision making. Recently, I got promoted as the regional sales manager for a pharmaceutical company. This promotion came to me as a reward for helping my company achieve the set target and also by getting involved in the companies’ decision making that will determine the future growth of my company. Until the last year the sales target was only 3 crores but the company put forward a proposal to achieve 50 crores in the next 10 years. Though it looked challenging, I took up the challenge and initiated the planning process. I made a through market survey to find out if such a huge target could be achieved in the next 10 years. I also took the feed back from my subordinates and also suggestions my superiors. Before I put forth the final plan in front of my company, I had to make sure the all my team members were with me and supported my plan. Once I finished with my planning I presented it. I was confident about the success of my plan because each and every step to be taken was planned out critically.
Friday, October 4, 2019
Social Media as marketing, social and entertainment tool Research Paper
Social Media as marketing, social and entertainment tool - Research Paper Example A classic example is the use of Social Media by current United Sates President to reach millions of young voters (Kanter 28).A more recent even though grotesque example of Social Media power has been its use by Islamic radicals in the Middle East to post the beheading of people on social media. The act is ugly but the effect is instant and compelling. Non Profit organizations and their communities exist in the same environment that profit making one’s and politics do. The dilemma is should non profit organizations whose interest is not necessarily profit go the same way. Beth Kanter in her book The Networked Non Profit answers this question. Overcoming Fears The skepticism and concern of Help Worldwide Board and Staff members is quite understandable. However we will soon find out that the advantages of joining Social Media far outweigh the disadvantages. Social Media help to build social capital cheaply (Kanter 34) and keeping in touch with the Social Culture is vital. An example is given of the American Red Cross which lost touch with the public during Hurricane Katrina because it failed to hear criticism about it’s failure to respond quickly since it did not have the capacity to listen (Kanter 41).The organization reacted by creating a Social Media policy that was open and candid thereby embracing a new Social Culture. This signified a Culture shift (Kanter 56) that is required of all non profit organizations since Social media enables organizations to listen to millions in an easy way (Kanter 61). The saying goes that if we don’t change, change will change us.We cannot talk about change without mentioning generational change.
Thursday, October 3, 2019
Integrating health care systems Essay Example for Free
Integrating health care systems Essay Integrating health care systems Introduction            Integrated health systems deem to be component of the resolution to the general glitch of sustaining global healthcare structure. Various methodical literature reviews have been developed to funnel decision-makers and other stakeholders to strategize and execute integrated health schemes. The inefficiencies and inequality in health systems have persisted for long due to economic breakdown. The rationale of advancement of health systems is to improve efficiency and equity in health care provision (Boslaugh, 2013). The rationale of this paper is to compare, contrast and describe two articles related to integration of healthcare systems. â€Å"Integrated health care networks in Latin America: toward a conceptual a framework for analysis†is an article by ML Và ¡zquez, and â€Å"Ten key principles for successful health systems integration†by E Suter (Retrived from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3004930/).            Integrated health systems are considered as right step towards the challenge of sustainability (Lorenzi, 2005). The efforts to ensure that the state of health care system across countries include introduction of health care networks. This system is also known as integrated health care delivery system. Other efforts include guiding health professionals and other related stakeholders to strategize and execute integrated health care configuration (Kronenfeld, 2004). Integrated health care systems are generally believed to offer greater performance in terms of safety, quality as a result of standardized protocols and effective communication. However, these results have not been fully realized (Joumard , 2010).            These two articles were published in 2009. There is need to integrate health care systems since they are characterized by overrated expenses, sluggish public disbursement on health as part of gross domestic product, as well as gross inequalities (Mesa-Lago, 2007). In both articles the health care systems are integrated to meet patient needs, to ensure comprehensive services across the health care scheme, consistent care delivery between professional groups, information coordination, performance management, physician integration, organization leadership and culture, financial management, and governance construction (Retrieved from http://www.scielosp.org/scielo.php?pid=S1020-49892009001000012script=sci_arttext).            Suter descried the condition of health systems in Canada while Và ¡zquez elaborate about the state of health care condition in Latin America (Geyndt, 2001). Health care system in Latin America has been jeopardized by economic breakdown, gross inequalities, and overrated expenditure. On contrary, health care is greatly affected by service demand, gradual cost inflation, as well as staff shortages. In both articles endeavors to integrate health care structure face hindrances. In Canada, efforts for integration are affected by inadequate information related to executing and integration-linked initiatives (Rathwell, 1994). That is the information is isolated and not easily accessed. On the other hand, despite integration in health structure in health systems, the issues of inequalities still prevail in health services. Recent study reveals that health care integration in Canada is not sustainable in the modern form (Morrison, 2013).            In conclusion, calls for superior integration of health care service delivery, as an approach to attend to equity of efficiency and access, have been demonstrated in health reforms by multilateral institutions and national governments across the world. These efforts include proper planning to help the health care professionals to make superior decisions as well as the introduction of integrated health care networks. These efforts will strengthen the capacity of health care systems. The objective of these reforms is to improve overcoming inequalities as well as improving efficiency. The only remaining part is to ensure there are appropriate strategies to analyze the capability of the alterations being put into place to deliver integration plans. References Boslaugh, S. (2013). Health care systems around the world: a comparative guide. New York, NY: SAGE publishers. Geyndt, W. D. (2001). Improving the quality of health care in Latin America. International Journal for Quality in Health Care, 13(2), 85-87. Health care comes home the human factors. (2011). Washington, D.C.: National Academies Press. Integrating mental health into primary care: a global perspective.. (2008). Geneva, Switzerland: World Health Organization ;. Joumard, I., AndreÃÅ' , C., Nicq, C. (2010). Health Care Systems. Paris: OECD. Kronenfeld, J. J. (2004). Chronic care, health care systems, and services integration. Amsterdam: Elsevier JAI. Lorenzi, N. M. (2005). Transforming health care through information (2nd ed.). New York: Springer. Mesa-Lago, C. (2007). Social Security In Latin America: Pension And Health Care Reforms In The Last Quarter Century. Latin American Research Review, 42(2), 181-201. Morrison, J. (2013). CPhA and other health care professions: Working for a better health care system. Canadian Pharmacists Journal / Revue des Pharmaciens du Canada, 146(3), 171-172. Rathwell, T. (1994). Health Care In Canada: A System In Turmoil. Health Policy, 27(1), 5-17. SciELO Salud Publica. (n.d.). SciELO Salud Publica. Retrieved August 25, 2014, from http://www.scielosp.org/scielo.php?pid=S1020-49892009001000012script=sci_arttext Suter, E., Oelke, N., Adair, C., Armitage, G. (1930, March 6). Abstract. National Center for Biotechnology Information. Retrieved August 25, 2014, from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3004930/ Source document
Wednesday, October 2, 2019
Definition Of Motivation Business Essay
Definition Of Motivation Business Essay One of the oldest, and most difficult, areas in psychology is the fundamental problem of why people are motivated to do anything at all, and if they do something, why that and not something else. The issue is really two fold; the nature of the driving force (where it comes from: what are its properties) and the direction and maintenance of the drive (what affects does it have on individual behavior). For Westwood (1992:288), motivation, as a concept, has certain specific features: Motivation is an internal state experienced by the individual. Whilst external factors including other people, can affect a persons motivational state, it develops within the individual and is unique to that individual. The individual experiences a motivational state in a way that gives rise to a desire, intention and pressure to act. Motivation has an element of choice, intention or willingness. That is, the individual experiencing a state of arousal (externally or internally generated), responds by choosing to act in a way and at a level of intensity that they determine. Action and performance are a function, at least in part, of motivation. It is therefore important in our ability to predict and understand actions and performance. Motivation is multi-faceted. It is a complex process with several elements and the possibility of multiple determinants, options and outcomes. Individuals differ in terms of their motivational state and the factors that affect it. Furthermore, the motivational state of an individual is variable; it is different across time and across situations. (John Arnold et al, 1995) There are two types of motivation as originally identified by Hertzberg et al (1957): Intrinsic motivation-The self generated factors that influence people to behave in a particular direction. These factors include responsibility, autonomy (freedom to act), scope to use and develop skills and abilities, interesting and challenging work and opportunities for advancement. Extrinsic motivation-what is done to or for people to motivate them. This includes rewards, such as increased pay, praise, or promotion, and punishments, such as disciplinary action, withholding pay, or criticisms. 2.2 The process of motivation Motivating other people is about getting them to move in the direction you want them to go in order to achieve a result. Motivating yourself is about setting the direction independently and then taking a course of action, which will ensure that you get there. Motivation can be described as goal -directed behavior. People are motivated when they expect that a course of action is likely to lead to the attainment of a goal and a valued reward-one that satisfies their needs. But managers still have a major part to play in using their motivating skills to get people to give of their best, and to make good use of motivational processes provided by the organization. To do this it is necessary to understand the process of motivation-how it works and the different types of motivations that exist. A need -related model of the process of motivation is shown in the figure below. This suggests that motivation is initiated by the conscious or unconscious recognition of unsatisfied needs. These nee ds create wants, which are desires to achieve or obtain something. Goals are then established which is believed will satisfy these needs and wants and a behaviour pathway is selected which is expected will achieve the goal. If the goal is achieved, the need will be satisfied and the behaviour is likely to be repeated, the next time a similar need emerges. If the goal is not achieved, the action is less likely to be repeated. This process of repeating successful behaviour or actions is called reinforcement or the law of effect (Hull, 1951). It has, however, been criticized by Allport (1954) as ignoring the influence of expectations and therefore constituting hedonism of the past. (Michael Armstrong, 2001: 155). Attain Goal Need Take Action Establish Goal Figure2.1: The motivation process (Source: Michael Armstrong, 2001:155). 2.3 Approaches to motivation 2.3.1 Theory X and Theory Y Douglas Mc Gregor proposed two distinct views of human beings: one basically negative, labeled theory X, and the other basically positive, labeled theory Y. Under Theory X, the 4 assumptions held by managers are: Employees inherently dislike work, whenever possible, will attempt to avoid it. Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals. Employees will avoid responsibilities and seek formal direction whenever possible. Most workers place security above all other factors associated with work and display little ambitions. In contrast to these negative views the nature of human being, Mc Gregor listed 4 positive assumptions that he called Theory Y: Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives. The average person can learn to accept, even seek responsibility. The ability to make innovative decision is widely dispersed throughout the population and is not necessarily the sole province of those in management position. Mc Gregor himself held to the being that Theory Y assumptions were more valid than Theory X. Therefore, he proposed such idea as participate in decision making, responsible and challenging jobs, and good go up relation as approaches that would maximize an employees job motivation. Critics of the theory: Unfortunately, there is no evidence to confirm that either set of assumptions is valid or that accepting theory y assumptions and altering ones acknowledgment will lead to more motivated workers. (Stephen P. Robins, 1993: 208) 2. 3.2 Human Relation Approach The main emphasis of the classical approach was on structure and the formal organization as the basic for achieving high levels of work performance. But during the 1920s greater attention began to be given to the social factors at work and to the behaviour of people in the organization that is human relations. The major impetus to the human relations approach came with the famous Hawthorne studies at the Western Electric company in America (1924 1932). The Hawthorne Studies have been subject to criticize and to a number of different interpretation. But however, the results are regarded; the studies have important implications for organizational structures. They generated new ideas on social interaction, output restrictions and individuals within work groups. The human relations approach marked a change in emphasis away from the precision of scientific management and led to ideas on increasing productivity by humanizing the work organization with the human relations approach, recognition was given to the importance of the informal organization which will always be seen as individuals and members of a social group, with their behaviour and attitude as the key effectiveness. (Laurie J. Mullins, 1992:59) 2.3.3 Scientific Management Approach The scientific management movement was pioneered by the American, Frederic W. Taylor. He saw workers who do manual work to be motivated by money, the greedy robot, and to be too stupid to develop the one best way of doing the task. The role of management was to analyze scientifically all the tasks to be done and then to design jobs to eliminate wasted time and motion. The application of scientific management resulted in significant productivity increases. However, the emphasis on specialization was to become one of the targets of critics of scientific management. They argued, that specialization was ultimately inefficient but, more importantly; it did not allow people to achieve their full potential at work. (Henry L. Tosi et al, 1994:9) Scientific management is often referred to as a machine theory model. It adopts an instrumental view of human behaviour together with the application of specialization and standard procedures of work. Workers were viewed less as isolated individuals and more as units of production to handle in much the same way as machines. The scientific study of work can lead to jobs becoming repetitive, boring and requiring little skills. The ideas behind scientific management have been largely discredited by subsequent management writers. There has been strong criticism of scientific as representing close management control over workers. By removing decisions about their work is cairned out, by division of labour, and by dictating precise stages and methods for every aspect of work performance, management could gain control of the actual process of work. The rationalization of production processes and division of labour tends to result in de-skilling of work, and thus may be a main strategy of ma nagement. (Laurie J. Mullins, 1992:56) 2.4 The motivation theories 2.4.1 Content theory 2.4.1.1 Maslow theory Without doubt the best-known theory is of Maslow (1954). Maslow supposed that people have 5 types of needs that are activated in a hierarchical manner, and are then aroused in a specific order such that a lower order need must be satisfied before the next higher order- need is activated. Once need is met, the next highest need is the hierarchy is triggered and and so forth. Higher Order order of progression Self-actualisation needs Self-esteem needs Social needs Safety needs Psychological needs Lower Order Figure2.2: Maslows need hierarchy Source: A.H.Maslow, Motivation and Personality, 2nd edition, New York: Harper Row, 1976) Psychological needs Psychological needs are the lowest-order most basic needs and refer to satisfying fundamental biological drives such as the need for food, air, water and shelter. To satisfy these positive needs, organizations must provide employees with a salary that allows them to afford adequate living conditions e.g. food and shelter. Employees need sufficient rest breaks to allow them to meet their psychological needs. Organizations may provide exercise and physical fitness facilities for their employees, because providing such facilities may also be recognized as an attempt to help employees stay healthy by gratifying their psychological needs. Safety needs Safety needs are activated only after physiological needs are met. Safety need refer to needs for a secure, predictable, habitable, non-threatening environment free from threats of either physical or psychological harm. Organizations may provide employees with life and health insurance plans, opportunity for savings, pensions, and safety equipment and secure contracts that enable work to be performed without fear and harm. Social needs Social needs are activated after both physiological and safety needs. They refer to the need to be affiliative-to have friends, to be liked, included and accepted by other people. Friends, relations and work colleagues help meet social needs, and organizations may encourage participation in social events such as office parties, sports days, competitions which provide an opportunity for meeting these needs. Many organizations spend vast sums of money on facilitate for out-of-work hours activities for their staff so that people in the same organization, but different sections or departments, may meet, chat and affiliate. Esteem needs Esteem needs refer to a persons desire to develop self-respect and to gain the approval of others. The desires to achieve success have personal prestige and are recognized by others all fall into this category. Companies may have awards, prizes or banquets to recognize distinguished achievements. Printing articles in company newsletters describing an employees success, assigning private parking spaces, and posting signs identifying the employee of the month are all examples of things that can be done to satisfy esteem. The inflation of job titles could also be seen as an organizational attempt to boost employees self-esteem. Self-actualizations needs Self-actualization needs refer to the need for self-fulfillment-the desire to become all that one is capable of being, developing ones potential and fully realizing ones abilities. By working to their maximum creative potential, employees who are self-actualised can be an extremely valuable asset to their organizations. Individuals who have become self-actualised supposedly work at their peak, and represent the most effective use of an organizations human resources. Critics of the theory: The theory has enthusiascally applied to the world of work. However, few have been able to find evidence of the five-(or two-) their system (Mitchell Nowdgill 1976), and there is precious little evidence that needs are activated in the same order. Furthermore, it is not certain how, when or why the gratification of one stimulates or activates the next highest category (John Arnold et al, 1995). 2.4.1.2 Adelfers ERG theory Growth needs Existence needs Relate dress needs Least concrete Most concrete Figure 2.3: Adelfers continuum of ERG needs. (Paul M.Muchinsky, 1993) Adelfers ERG theory is much simpler than Maslows theory, in that Adelfer specifies that there are only 3 types of needs, but that they are not necessarily activated in any specific order. Further, according to this theory any need may be activated at any time. The 3 needs specified by ERG theory are existence, relatedness, and growth. Existence needs These are material and are satisfied by environmental factors such as food, water, pay, fringe benefits, and working conditions. Relatedness needs These involve relationship with significant others, such as co-workers, superiors, subordinates, family and friends. Growth needs These involve the desire for unique personal development. They are met by developing whatever abilities and capabilities are important to the individual. Critics of the theory: ERG theory suggests that, although basic categories of need do exist, they are not exactly as specified by Maslow. The theory has not attracted as much attention as Maslow theory, but seems a reasonable modification of it. However, like Maslow theory it is potentially rather difficult to test (Furnham, 1992). 2.4.1.3 Hertzbergs two-factor theory According to the two factors theory, people have two major types of needs. The first of these Hertzberg called hygiene needs, which are influenced by the physical and psychological conditions in which people work. Hertzberg called the second set of needs motivator needs, and described them as being very similar to the higher order needs in Maslows (1954) need hierarchy theory. Hertzberg at al. (1959) claimed that different types of outcomes or rewards satisfied these two types of needs. Hygiene needs were said to be satisfied by hygiene factors or dissatisfiers, such as supervision, interpersonal relation, physical working conditions, salary, company policies and administrative practices, benefits and job security. When these factors are unfavorable, the job dissatisfaction is the result. Conversely, when hygiene factors are positive, such as when worker perceive that their pay is fair and that their working conditions are good, than barriers to job satisfaction are removed. However, the fulfillment of hygiene needs cannot by itself result in job satisfaction. Unlike hygiene needs, motivation needs are fulfilled by what Hertzberg et al. (1959) called motivator factors or satisfiers such as achievement, recognition, work itself, responsibility and advancement. According to the theory, the factors that lead to job satisfaction are those that satisfy an individuals need for self-actualization (self-fulfillment) in their work, and it is only from the performance of their task that individuals can enjoy the reward that will reinforce their aspirations. Compared to hygiene factors, which results in a neutral state (neither satisfied nor dissatisfied) when present, positive motivator factors result in job satisfaction. Critics of the theory: Attractive though the theory is, it has little empirical support. There is no doubt attributable to the fact that various methodological errors were introduced in the early theory-testing work. These included the real possibility that all the results were the result of classic attribution errors, such that personal failure is attributed externally (to hygiene factors) and success internally (to motivator factors). Secondly, the theory testing work was nearly all done on white-collar workers (accountants and engineers) who are hardly representive of the working population. 2.4.1.4 McClellands Achievement Motivation Theory The need for achievement underlies the higher levels of Maslows hierarchy and also one of Hertzbergs motivating factors. The importance of achievement is emphasised by Mc Lellands, who has developed a theory of motivation which is noted in culture. The work of Mc Lelland is based on the concept of 3 main sets of needs and socially developed motives: The need for Affiliation The need for Power; and The need for Achievement People possess all 3 needs but the relative intensity of affiliation, power and achievement varies among individuals and different occupations. (Laurie J. Mullins, 1992: 206) Those most interested in power seeks positions of control and influence, those for whom affiliation is most important seek pleasant relationship and enjoy helping others; achievement seekers want success, fear failure, are task oriented and self-reliant. These 3 needs are not mutually exclusive. Many people are well motivated by all 3, but invariably one area is predominant. The implication of the theory in practice are that managers can identify employees who are self-motivated, those who rely more on internal incentives and those who could increase their achievement drive through training. (Shaun Tyson et al, 2000: 15) Critics of the theory: Mc Lellands theory implies an individualistic approach to the motivation of staff. The behaviour and performance of work group is as important as for individual motivation. (Laurie J. Mullins, 1992:207) 2.4.2 Process theories 2.4.2.1 Equity theory Equity theories, borrowed by psychologists from economics (Adams 1965), views motivation from the perspective of the comparisons people make among themselves. It proposes that employees are motivated to maintain fair, or equitable, relationships among themselves and to change those relationships that are unfair or inequitable. Equity theory suggests that people make social comparison between themselves and others with respect to two variables-outcomes (benefits, rewards) and inputs (effort, ability). Outcomes refer to the things workers believe they and others get out of their jobs, including pay, fringe benefits or prestige. Inputs refer to the contribution employees believe they and others make to their jobs, including the amount of time worked, the amount of effort expended, the number of units produced, or the qualifications brought to the job. Not surprisingly, therefore workers may disagree about constitutes equity and inequity in the job. Equity is therefore a subjective, not objective, experience, which makes it more susceptible to being influenced by personality factors (Furnham 1992:139). Equity theory states that people compare their outcomes and inputs to those of others in the form of ratio. Specifically, they compare the ratio of their own outcomes and inputs to the ratio of other peoples outcomes and inputs, which can result in any of the 3 states: overpayment, underpayment, or equitable payment. Implication for managers: The management implications are two-fold: firstly that comparative pay and benefits between different groups, sections and levels in an organization, are a major source of motivation and demotivation; secondly, employees need to feel they are fairly dealt with -that they and their colleagues are rewarded equitably for their efforts. Critics of the theory: As one might expect, equity theory has its problems: how to deal with the concept of negative inputs; the point at which equity becomes inequity, and the belief that people prefer and value equity equality. Moreover, the theory is too individualistic. (John Arnold et al, 1995). 2.4.2.2 Reinforcement theory These theories, for there are many, specify how a history of past benefits (or punishments), or reinforcements, modify behaviour so that future benefits will be secured. The direct application of behavioral modification principles to the work situation claims to provide procedures by which human performance can be shaped and altered. At the centre of behaviour modification is the concept of reinforcement contingency: the rate of performance will increase when valued outcomes (reinforcers) are made contingent on the performance. It makes no difference to the theory what the person needs, expects, values or wants, although these factors may impact on the differential power or effect of each reward (and punishment). Furthermore, people perform certain work-related acts that are subject to reinforcement (or punishment and extinction) contingencies. People work with a certain degree of effectiveness, and when a particular behavior result in a reward (there is reinforcement contingency bet ween, say, payment and work efficiency), performance improves. Learning theorists assert that all behaviour is shaped and sustained through the action of contingent reinforcement; work-related behaviours are simply special examples of this more universal phenomenon. (Furnham, 1992). Reinforcement and learning theories are among the oldest in psychology. There has long been a debate concerning the usefulness or otherwise of punishment as a strategy. Problems such as resentment and sabotage may accompany a managers use of punishment (negative reinforcement) is usually not effective, since it suppresses rather than eliminate undesirable responses. They also noted the more quickly reinforcement is given after the response, the more effective it becomes. Implication for managers: Jablonsky and De Vries (1972) have suggested the following guidelines for applying operant conditioning as a motivating technique: Avoid using punishment as a primary means of obtaining desired performance Positively reinforce desired behaviour and ignore undesired behaviour if possible. Minimize the time-lag between response and reinforcement Apply positive reinforcement frequently on a variable ratio schedule Determine environmental factors that are considered positive and negative by individual Critics of the theory: Being very practically oriented, it is very unclear what managers should do to motivate their staff if they are followers of learning theory. Sensitively, subtly and discretely applied, it works well, but sophisticated workforce is sometimes hostile to it. (John Arnold et al, 1995). 2.4.2.3 Expectancy theory Expectancy theory asserts that people are mostly motivated to work when they expect they will be able to achieve and obtain the things they want from their jobs. Expectancy theory characterizes people as rational, logical and cognitive beings, who think about what they have to do to be rewarded and how much the reward means to them before they perform their jobs. Expectancy theory specifies that motivation is the result of 3 different types of beliefs cognitions that people have. These are known as: Expectancy- The belief that ones effort will result in performance Instrumentality The belief that ones performance will be rewarded Valence- The perceived value of the rewards to the recipient Employee may believe that a great deal of efforts will result in getting much accomplished, whereas others believe there are other occasions in which hard work will have little effects on how much gets done. It is possible that even if an employee works hard and performs at a high level, motivation may falter if that performance is not suitably rewarded by the organization-that is if the performance was not perceived as instrumental in bringing about the rewards. If behaviour is not explicitly rewarded, people are unlikely to repeat it. Furthermore, even if employees receive rewards based on their performance, they may be poorly motivated if those so-called rewards have a low valence to them. Porter and Lawler Over the years, Porter and Lawler (1968) adapted and expanded the theory. According to this model, job performance is a multiple combination of abilities and skills, effort and role perceptions. If individuals have clear role perceptions, if they possess the necessary skills and abilities, and if they are motivated to exert sufficient effort, the model suggests that they will perform well. Abilities and skills refer to both physical and psychological characteristics. Role perceptions refer to the clarity of the job description and to whether individuals know how to direct their efforts towards effectively completing the task. Those who have clear perceptions of their role perceptions apply their efforts where they will count, and perform correct behaviours. Those who have incorrect role perceptions tend to spend much of their time in unproductive efforts that do not contribute to effective job performance. Expectancy Expectancy Instrumentality Extrinsic outcome / reward Outcome / Reward Satisfaction Performance Effort Intrinsic outcome / reward Perceived equity of outcomes / rewards Job design, Organizational policies and practice Ability and traits, Role clarity organizational supports, etc Figure 2.4: Porter and Lawlers expanded expectancy model Source: Adapted from Porter and Lawler (1968) Implication for managers: Arnold et al. (1991:176) argues that, if expectancy theory were correct it would have important implications for managers wishing to ensure that employees were motivated to perform their work duties: They would need to ensure that all 3 of the following conditions were satisfied: Employees perceived that they possessed the necessary skills to do their jobs at least adequately (expectancy) Employees perceived that if they performed their jobs well, or at least adequately, they would be rewarded (instrumentality). Employees found the rewards offered for successful job performance attractive (valence). Critics of the theory: Although some specific aspects of the Expectancy theory have been supported (particularly the impact of expectancy and instrumentality on motivation), others have not (such as the contribution of valence to motivation, and the assumption that expectancy, instrumentality and valence are multiplied.) Arnold et al. (1991) note how little attention the theory pays in explaining why an individual values or does not value particular outcomes: no concept of need is involved to address this question. The theory proposes that people should ask someone how much they value something, but not bother about why they value it. (John Arnold et al, 1995) 2.4.2.4 Goal Setting Theory This approach to motivation was pioneered by Ed Loche and his associate, starting in the 1960s and continuing with increasing strength and sophistication ever since. The above figure represents goal setting theory, and shows that the characteristics of a goal and attitudes towards it are thought to be influences by incentives, self-perceptions and the manner in which goals are set. In turn, those goals characteristics and attitudes are thought to determine behavioural strategies, which lead to performance within the constraints of ability knowledge of results (also called feedback) is thought to be essential to further refinement of behavioural strategies. Goal Setting Theory Participation in goal setting (Self-perceived) ability Financial incentive Goal commitment Goal acceptance Goal difficulty Goal specification Direction Intensity Persistence Strategies Knowledge of results Ability Performance Figure 2.5 Goal Setting Theory Source: Adapted from Psychology of work Behaviour by F. Landy. Copyright  © 1989, 1985, 1980, 1976. Brooks / Cole Publishing Company, a division of International Thomson Publishing Inc. By permission of the publisher. What does research say about goal setting? Some further comments can be made on the basis of research evidence first financial incentives can indeed enhance performance. Loche et al. (1981) report that this occurs either through raising goal level, or through increasing commitment to a goal. Second, and unsurprisingly, ability also affects performance. Third, research on goal setting has been carried out in a range of context and fourth, goal setting is magnificently deal about how managers can enhance the performance of their employees. Some other research has directly investigated specific potential limitations of goal setting. Earley et al. (1989) suggested that goal setting may be harmful where a task in novel and where a considerable numbers of possible strategies are available to tackle it. It seems that when people are tackling unfamiliar and complex tasks, goal setting can induce them to pay much attention to task strategy and not enough to task performance itself. Goal setting could be criticized in its early days for being a technology rather than a theory. It successfully described how goal focus behaviour, without really addressing why or through what process goals influenced behaviour. Furthermore, goal setting, suggests that people are most motivated by difficult tasks where success is (presumably) not certain. A continuing issue in goal setting concerns participation. Locke et al. (1981) concluded that there was no evidence from published research that participation in goal setting by the person attempting to achieve the goal produced better performance than if the goal was assigned to him or her by someone else. Kanfer et al. (1994) got students to attempt a simulated air traffic control task and repeated the findings that goal setting can harm performance of unfamiliar complex tasks. But they also found that giving people time to reflect on their performance between repeated attempts at similar tasks eliminate that effect. The breaks enabled them to devote intentional resources to their strategies without having simultaneously to tackle the task itself. (John Arnold et al, 1998) 2.5 Job satisfaction and motivation Locke (1976) defined job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. The concept generally ref
Knowledge and Poverty in The Lesson by Toni Cade Bambara Essay example
Toni Cade Bambara addresses how knowledge is the means by which one can escape out of poverty in her story The Lesson. In her story she identifies with race, economic inequality, and literary epiphany during the early 1970’s. In this story children of African American progeny come face to face with their own poverty and reality. This realism of society’s social standard was made known to them on a sunny afternoon field trip to a toy store on Fifth Avenue. Through the use of an African American protagonist Miss Moore and antagonist Sylvia who later becomes the sub protagonist and White society the antagonist â€Å"the lesson†was ironically taught. Bambara identifies with race through class and demographics in her story The Lesson. The African American children come to terms with their classed society while visiting a pricey, Manhattan toy store. Sylvia states â€Å"Then we checked out that we on Fifth Avenue and everybody dressed up in stockings. One lady in fur coat, hot as it is. White folks crazy†(643). Sylvia discovers that White people don’t dress like African Americans, even if they share the same type of weather condition. She recognizes that they have money and they have a tendency to give you an idea about how wealthy they are. â€Å"Must be rich people shop here, say Q.T.†(645). One of the children on the trip was able to identify with the demographic of the area. He acknowledged that people who had status and wealth were the one most likely to buy toys and things that expensive. Bambara give readers an insight about the 1970’s and what life was like for those of status in white society. How Whites could afford costly toys while those of African American society could not. Sylvia also recognized behavior patterns in a White atmos... ...he refused to let white society stand in her way. Sylvia made up her mind and would strive to get what she wanted. Throughout The Lesson Toni Cade Bambara illustrated how education is the means by which one can escape out of poverty. This was not done in a classroom structured environment it took place on a sunny afternoon field trip in which the children on the trip was confronted with their own deficiency. There was resistance but as each individual longed for a toy in the store the apparent realism displayed itself. The extremely high price for the toys was an amount that their families could live on for a while. Each child was put in a place where he/ she had to examine themselves, their social conditions and their future. Bambara used race through social status, economic inequality, and literary epiphany to identify the hidden realities in each child life.
Tuesday, October 1, 2019
Robi Intern Report
[pic] American International University-Bangladesh (AIUB) INTERNSHIP REPORT ON â€Å"A Research on the Classification of Sales Channel: Robi Axiata Limited†Supervised By: Kazi Ahmed Farhan Lecturer School of Business American International University-Bangladesh AIUB Submitted by: Gazi Fahd Hussain ID NO: 07. 01. 02. 085 Major in Marketing School of Business â€Å"A Research on the Classification of Sales Channel: Robi Axiata Limited†LETTER OF TRANSMITTAL 31 March 2011 Kazi Ahmed Farhan Lecturer School of Business AHSANULLAH UNIVERSITY OF SCIENCE & TECHNOLOGY Subject: Submission of Research on the Classification of Sales Channel: Robi Axiata Limited.Dear Sir, According to your advice to prepare a research on the classification of sales channel I have prepared my report on â€Å"Robi Axiata Limited†, on of the telecommunication company of Bangladesh. In this research i have explained point of sales activities of Robi Axiata Limited in detail. I gathered the infor mation as much as possible. Much of our information is collected from primary sources (visiting retailers of Robi Axiata Limited & talking with the management of Robi Axiata Limited) & some other information was collected from the internet. I enjoyed working on this report and hope you will find it innovative.Sincerely yours, Gazi Fahd Hussain ID No: 07. 01. 02. 085 ACKNOWLEDGEMENT All praises for the Almighty Allah, the most merciful and beneficent, for giving me sufficient opportunity to study in B. B. A. program (American International University-Bangladesh). I am indebted to many people for providing us encouragement and support during my learning and working while making this research and we want to show our gratefulness to these people. I am very much grateful to KAZI AHMED FARHAN, my respected course instructor, who provided me the opportunity to do this report.It was not possible for me to prepare this research without his sincere permission, constant support and inspiration . I express my gratefulness to him. Thanks to the authority of Robi Axiata Limited for helping me in every possible way. My cordial thanks to ANM KHALED (Specialist, Consumer Sales & Services, Market Operation Division) & SABBIR SHOAIB (Specialist, Consumer Sales & Services, Market Operation Division) in particular for their enormous help and assistance, for providing me the required information about point of sales classification of Robi Axiata Limited.I would also like to thank my friends and peers for their encouragement, support, and suggestions which helped us to make this report a successful one. Letter of Endorsement The Internship Report entitled â€Å"Classification of Sales Channel: Robi Axiata Limited†has been submitted to the Office of Placement & Alumni, in partial fulfillment of the requirements for the degree of Bachelor of Business Administration, Major in Marketing, Faculty of Business Administration on 31 March , 2011 by Gazi Fahd Hussain, Id No: 07-08740-2 The report has been accepted and may be presented to the Internship Defense Committee for evaluation. Any opinions, suggestions made in this report are entirely that of the author of the report. The University does not condone nor reject any of these opinions or suggestions). ______________________ â€Å"KAZI AHMED FARHAN†Internship Supervisor EXECUTIVE SUMMARY In this research paper, I have provided a quantitative and descriptive research on Classification of Sales Channel: Robi Axiata Limited, in Bangladesh. In this research paper, I have discussed & worked out with theoretical reviews of Point of sales (POS) classifications and alternation of decisions can make by the organization.More to say , that I have completed this research paper on long term broad objective and specific objectives to fulfill the information I have collected through primary & secondary data . Earlier, we have tried to review the company overviews and literature review on the purpose of the POS clas sification. At last, we have discussed & delivered some suggestions & recommendations to improve the conditions workout throughout the research for the respective organizations. The overall research is for the purpose of identifying point of sales classification and afterwards activities for the retailers in Mirpur areas, Dhaka city. ______TABLE OF CONTENTS_______ Title Pageâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€i Letter of Transmittalâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€ii Acknowledgementâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ iii Letter of Endorsementâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã ¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ iv Executive Summaryâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ v Table of Content â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€-vi 1. Introductionâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€ 1 1. Background of the reportâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ1 2. Objective of the studyâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã ¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€2 3. Scope of the reportâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€3 4. Limitationsâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€-3 5. Statement of the problemsâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€-3 6.Literature Reviewâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ4 2. 0 Methodolog yâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ6 2. 1 Sources of Informationâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€6 2. 2 Methods of Data Collection â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€6 2. 3 Data Analysisâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ7 2. 4 Timeline of Activitiesâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚ ¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€-7 3. Company Overviewâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€ 8 3. 1About Robiâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ8 3. 2 Background of the company â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- 9 3. 3 Journey of the Country â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ9 3. 4 Strategic Overview of Robi â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€ â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€-10 3. 5 Mission & Vision of Robi â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ 11 3. Division & Department of Robiâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€11 3. 7 Products & Services â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€-11 3. 8 Coverage â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- 13 3. 9 Organizational Structure â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬ â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ14 3. 10 Features of Robi â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€-14 4. 0 Finding & Analysis â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ 15 4. Key Findings of the Study â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ 31 5. 0 Recommendations â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€ 33 6. 0 Conclusionâ€â€Ã¢â‚¬â€ â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€-34 7. 0 Appendixâ€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€ 35 1. 0 Introduction Telecommunication is the transmission of information, over significant distances, for the purpose of communication. Today the globe is a village and telecommunication has become a necessity to people’s life.Moreover, telecommunication has started introducing some diversified areas with the help of its mobile network. Nowadays, people can not think without mobile phone. Many people depend on it for their ultimate connectivity. It has become a part of people’s day to day life. Mobile technology is pr esently providing various cheap solutions in people’s daily life. Information technology enables telecom companies to provide economic solutions with a very cheap and easily available access, which was costly earlier and not accessible to some extent.Using a mobile phone has become a common measure of communication in our country. From a rickshaw puller to a higher official, everyone owns a mobile phone. The number of mobile phone users is increasing day by day. So our country has become an attractive market for mobile operators. Robi Axiata Ltd. is one of the leading mobile operators in our country who have seen this great potential. 1. 1 Background of the Report For BBA (Bachelor of Business Administration) students of University of AIUB, internship program is mandatory for every student to complete the degree.Internships provide an opportunity for students to link theory with practice and further serve as a temporary labor pool for those organizations that have committed t o participate in the internship program. The internship program has following purposes: †¢ It provides a student with a practical real world experience in the public or nonprofit sector before entering into a job market. Such experience not only increases students’ job prospects, but also teaches what is expected in terms of professional behavior. †¢ It enables a student to develop important skills which cannot be taught in the classroom. It enables a student to compare theoretical ideas learned in the classroom within the world of work. †¢ It permits a student to apply the technical skills learned in the classroom to real world problems. I have prepared this report while working as an intern in Robi Axiata Ltd. This report is based on â€Å"Marketing of Robi Axiata Ltd†. I have also covered information regarding the organizational overview and what I did and learned everyday in Robi Axiata Ltd. 1. 2 Objectives of the Study There are two kinds of objecti ves of the report. They are: ? Broad Objective ? Specific ObjectiveBroad Objective: The main objective of the study is to know how Robi classify its business channels. From the study, I also want to acquire a sound knowledge of roles, activities and responsibilities of the Consumer Channel Development unit of an organization which I can apply in my future professional life. Specific Objectives: The specific objectives of this internship report are: ? To have a clear understanding of market dynamism. ? Categories as well as find out business opportunities and potential POS for sales penetration. ? To capitalize on market by increase trade loyalty. To find out POS wise sales and find out ways to penetrate sales in future which include KYC (Know Your Customer) as well. ? To capture the snapshot of market so that in future Robi can introduce POS wise campaign, channel loyalty program etc. ? Enhance the visibility of Robi at market level. ? Service at customer door steps through identify and expanding service point. 1. 3 Scope of the Study The organization chosen was a telecommunication; therefore, the focus of the report was mainly on the Point of Sales (POS) undertaken by the organization.I tried to focus on gathering knowledge about the POS classification activities & policies of Robi Axiata Limited in depth. As, the research was a combination of both field work & theoretical knowledge, I am able to understand from my research preparation in a much detailed & clear way. 1. 4 Limitations of the Study Three months of time for a research is really very low. It is really very difficult to find out every single issue within this limited period of time. Overall the limitations those I have faced are: ? Time Frame. It was difficult to access to more internal information. ? It was really difficult for me to accumulate confidential data. ? Some retailers didn’t give attention providing information. 1. 5 Statement of the Problem After completion of this study I can able to find out the perceptions of the company practicing POS classification about the retailers and the decisions which can be effective for that. 1. 6 Literature Review There are some strategies which a business organization always applies for achieving its objectives. Business classification is one of these strategies.In Bangladesh it is always seen that business organizations classified their products for generating some value in these. In telecommunication companies, it has seen the most. For example, grameenphone Ltd. classified their SIM cards in many classes: djuice, bondhu, apon, corporate etc. Robi Axiata Limited is also one of the leading telecommunication companies in Bangladesh. SIM card with a unique customer’s identity is its basic product. It also classified its products into many categories. But recently it has a plan to classify its business channels as well.Previously, in many times Robi used to classify its products in many ways. But it was the lack of m otivation of sales people; as a result Robi did not get the expected level of sales which it expected. So it is clear that, to get the expected sales level it is also important to motivate the sales people properly. Recently Robi takes the initiative to classify its Point of Sales (POS), from which basically the products spread to the customers. Robi basically plan to rearrange their POSs into three possible parts: Premium, Gold and Silver.As the part of this project Robi has done a detail questionnaire survey. By analyzing the survey report Robi has the plan to treat its POSs accordingly. Turning Of Aktel Into Robi And Their Market Challenge. Aktel, one of the country’s top mobile phone brands, took its new nameâ€â€Robiâ€â€meaning the sun, with effect from the dawn of Sunday when it also unveiled a new logo for the company at a colourful ceremony at the capital’s Suhrawardi Uddyan. Aktel will henceforth be known as Robi, underlining the rich, vibrant culture a nd heritage of Bangladesh, executives of the popular cellphone company said. Robi brings the first gleam of light that shows us the day†¦ a symbol of harvest that brings smile on the faces of farmers,’ said Michael Kuehner, the Managing Director and CEO of Axiata (Bangladesh) Ltd. , the Malaysia-based mobile operator. He went on to point out that the word Robi is also very familiar to Bangla speaking people as it is the name of their pride poet, Rabindranath Tagore. ‘We aim to develop an emotional link with the culture and roots of this nation†¦ Therefore, we chose the Bangla word Robi to be our identity,’ he said.The mobile phone operator has also taken the logo of the Axiata Group Berhad, the parent company. Axiata (Bangladesh) Limited, formerly known as TM International (BD) Limited, is a joint venture between Axiata Group Berhad (70 per cent) and Japanese NTT DoCoMo (30 percent). One of the six mobile companies in Bangladesh, Robi is the third large st mobile phone operator in terms of revenue, having some 10. 31 million subscribers across the country. Earlier, the largest mobile phone operator in the country, Grameen Phone Ltd. , had also changed its logo assuming that of Telenor Group, the major shareholders of the GP. By changing the name to a Bengali word, the company aims at aligning its services to local culture and tradition. The word has been chosen as it carries a range of dominant meanings of emotional and cultural bondage of the people of this land,’ Kuehner told a press briefing at Suhrawardi Uddyan. Robi’s head of corporate affairs Segufta Yesmin Samad and chief commercial†¦ 2. 0 Methodology of the Report 2. 1Sources of Information Robi is one the major telecom service provider in Bangladesh. Its Head Office is situated in Nafi Tower, Gulshan-1, and Dhaka.The study will primarily focus on the Consumer Channel Development unit of Consumer Sales and Service (CSS) Department of Robi where I am doing my internship. However, relevant and necessary analysis of other events and circumstances pertaining to the study will be made. The following sources have been used for the purpose of gathering and collecting data as required. A. Primary sources: ? Observation ? Personal interview ? Through personal acquaintance with the people at Marketing Division B. Secondary sources: ? Information from web. ? Brochures. ? Newspapers Clips. ? Journals, and ? HR BooksBoth primary and secondary data sources will be used to generate this report. Primary data sources are scheduled survey, informal discussion with professionals and observation while working in different desks. The secondary data sources are different published reports, manuals, price updates and different publications of â€Å"ROBI†. 2. 2 Methods of Data Collection Relevant documents and data will be obtained from CSS Department, Robi. Further material will come from previous reports, studies, articles, news published on Natio nal Dailies etc. Literature concerning explanation and theories will be collected from Internet.A questionnaire will be prepared including both open-ended and close-ended questions to get feedback from the POSs that will be used in measuring the effectiveness of the classification. Observation on the activities of the colleagues, in-depth discussion with organizational supervisor and my practical knowledge on job will be helpful to know activities, duties and responsibilities of the Consumer Channel Development Unit. 2. 3 Data Analysis After surveying, questionnaire will be reviewed and edited to ensure the completeness, consistency and reliability of data as well as to facilitate the coding process.Then, the open-ended responses will be coded and finally data will be computerized. If required, recoding will be done to facilitate analysis. Analysis of data and the preparation of the report will be done by the Microsoft Office Program (MS Word, MS Excel, and MS PowerPoint) in compute r. 2. 4 Timeline of Activities: The plan for this project is provided on the basis that it is a general guide to direction. Due to the nature of the research some information may be difficult to obtain on schedule and allowance for this needs to be made. This plan is also subject to change on re-evaluation.In every stage, strong communication with my supervisor will be maintained to get the best outcome of the report. Stage 1: Topic selection and proposal submission: 7th March, 2011. Stage 2: Gather information from secondary sources as well as obtain data from primary sources. Conduct and complete reviews of relevant literature within 24th March 2011. Stage 3: Make needed correction & Prepare draft report within 31st March 2011 and show my Internship Adviser. Stage 4: Make needed correction suggested my supervisor and prepare final report for final submission within 10th April 2011. 3. 0 Company Overview 3. 1 About Robi Axiata LimitedRobi Axiata Limited is a dynamic and leading cou ntrywide GSM communication solutions provider for Bangladesh, and is joint venture Company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. It was formerly known as Telekom Malaysia International (Bangladesh) which commenced operations in Bangladesh in 1997 with the brand name AKTEL. On 28th March 2010, the service name was rebranded as ‘Robi’ and the company came to be known as Robi Axiata Limited. Robi is truly a people-oriented brand of Bangladesh. Robi, the people's champion, is there for the people of Bangladesh, where they want and the way they want.Having the local tradition at its core, Robi marches ahead with innovation and creativity. To ensure leading-edge technology, Robi draws from the international expertise of Axiata and NTT DOCOMO INC. It supports 2G voice, CAMEL Phase II & III and GPRS/EDGE service with high speed internet connectivity. Its GSM service is based on a robust network architecture and cutting edge technology such as Intellig ent Network (IN), which provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network coverage and multiple global partners for international roaming.It has the widest International Roaming coverage in Bangladesh connecting 600 operators across more than 200 countries. Its customer centric solution includes value added services (VAS), quality customer care, easy access call centers, digital network security and flexible tariff rates. By leveraging on Axiata's extensive expertise in the international communications implementation, Robi became the first mobile operator to connect Tetulia and Teknaf, which is the northern and southern most points of Bangladesh, and first to provide seamless coverage along the Dhaka-Chittagong highway.With a network covering all 64 districts of Bangladesh, coupled with the first Intelligent Network (IN) Prepaid Platform in the country, Robi is geared to provide a wide range of products and services to customers all over Bangla desh. 3. 2 Background of the Company Axiata Bangladesh Ltd. (Robi) was found as a joint company of the Axiata Group Berhad from Malaysia and the NTT DoCoMo Inc. from Japan. It operates as a Limited Liability Company, where a founder and a majority shareholder, the AXB- member of the Axiata Group Berhad owns 70% shares, while the minority shares of 30 % are being controlled by the NTT DoCoMo. . 3 Journey of the Country Robi is the dynamic and leading end-to-end countrywide GSM mobile communication solutions of TM International (Bangladesh) Limited. With a vision to be the leading service provider in the ICT sector in Bangladesh, it has contributed considerably to the improvement of tele-density of the country. This fact is apparent through Robi's presence throughout the reaches of Teknaf to Tetulia and the seamless network established along the Dhaka-Chittagong highway.Robi's investment in Bangladesh to date stands at a significant amount, which has contributed significantly towards the growth of the economy of the country while creating multifarious employment opportunities in many active areas. Among many products, Robi has launched its dynamic new service called Robi International Roaming Service, which allows Robi users to access over 550 global operators across more than 205 countries. With this robust service, Robi boasts to be the widest roaming operator in the country, far outweighing the current roaming service provider's coverage. New service and features area to be added) Robi also prides itself as a technology driven company. It has invested heavily into upgrading the systems with state of the art equipment with cutting edge technologies available today in the telecom sector such as its Short Message Service (SMS) and Voice Message Service (VMS) systems, and migration of the Pre-Paid network platform to Intelligent Network (IN), which was successfully implemented for the first time in Bangladesh.A reflection of these processes are the highly competi tive product packages and first ever services that had been offered to all Robi Customers throughout the year. It is strongly believed that Robi will be the pioneer service provider to be able to realize the long-felt needs of the customers from all walks of life by offering innumerable innovative products and value-for-money services throughout the years to come. In concert with the theme of undeniable customer appreciation, Robi celebrates the end of a remarkable year. 3. 4 Strategic Overview of RobiPrinciples of Robi: Employees of this company hold themselves accountable to the following guiding Principles for the organization- Emotional: Passionate, Creative, Respectful, and Open. Functional: Simple, Ethical, Transparent, Ownership. Passionate: We're passionate – it's in all of us. Whether visible or hidden within for whatever reason. Creative: Everything we do we should do in a creative innovative manner. Respectful: We are truly respectful to each other. Our subordinate s, peers, partners and customers. Open: We have no hidden agendas. We share information freely.Simple: Everything we do and say should be simple and easy to understand Ethical: We are moral, upright, honest, righteous, virtuous, honorable, keeping our promises in all we say and do. Transparent: A few key words and phrases sums this up: Honesty. Openness. Frankness. No lies. No deceit. No games. Easily understood. Ownership: Whilst working individually or collectively, we clearly demonstrate individual and collective ownership. 3. 5 Mission & Vision of Robi Vision To be a leader as a Telecommunication Service Provider in Bangladesh MissionROBI aims to achieve its vision through being number ‘one’ not only in terms of market share, but also by being an employer of choice with up-to-date knowledge and products geared to address the ever changing needs of our budding nation 3. 6 Division & Department of Robi ROBI is operating with following Divisions / Departments having it s establishment in different locations at Dhaka, Chittagong and other regions of Bangladesh. ROBI has following divisions and departments: ? Finance Division ? Commercial Division ? Information Technology Division ? Technical Division Human Resources Division ? Revenue Assurance Department ? Regulatory Affairs Department ? Internal Audit Department ? Corporate Affairs Department ? Corporate Strategy Department ? Supply Chain Management Department ? Credit Control Department ? Legal & Compliance Department ? Security & Safety Department ? MD’s/CEO’s Office 3. 7 Products & Services Robi's GSM service is based on a robust network architecture and cutting edge technology such as intelligent network (IN). The intelligent network (IN) provides peace-of-mind solutions in terms of voice clarity, wider nationwide etwork coverage, numerous international roaming global partners, and popular value added services (VASs), quality easy-access customer care, round the clock call cente r operations, ironclad digital network security, competitive tariff rates and precise billing. Robi provides standard mobile connections with NWD and ISO facilities. They also provide mobile-to-mobile, Mobile with T&T incoming and outgoing facilities. TMIB has an integrated and fully computerized Customer Care Billing System (CCBS), which supports virtually all subscriber-related functions with its 24-hour customer care service. . 7. 1 Product Portfolio The product line of Robi is divided into two types based on the subscription category for general subscribers – Prepaid and Post paid. 3. 7. 2 Pre-paid Packages Robi Prepaid offers a single package that delivers simplicity and flexibility at the same time. Robi Prepaid is continuously adding new features and plans to provide absolute freedom to the customers. Tariff plans are as follows- †¢ Ek second Tariff †¢ Simple tariff †¢ Normal tariff †¢ Super simple †¢ Extra simple 3. 7. 3 Post-paid Packages Dat a Packages:Robi offers flexible internet usage packages currently. There are 5 internet options available in Robi's product portfolio. ? Volume Based Pack ? Daily Browsing Pack ? 20/20 Internet Pack ? Monthly Unlimited Internet ? Pay-per-use Services ? Basic Services: Telephony & Data ? Supplementary Services: ? Calling Line Identification Presentation (CLIP) ? Call Waiting and Call Holding ? Call Forwarding ? Call Conferencing ? National Roaming – Both way ? International Roaming ? Itemized Billing ? Dedicated Customer Services 3. 7. 4 Value Added Services: †¢ SMS: Local & |†¢ Voice Chat |†¢ Kid Zone | |international |†¢ Easy Menu |†¢ Cricket Zone | |†¢ Robi GoonGoon |†¢ Instant News |†¢ Robi Internet | |†¢ Voice Mail |†¢ Robi Directory |†¢ MMS | |†¢ Balance Transfer |†¢ Stock Information |†¢ Robi SMS Chat | |†¢ Friends & Family (FnF) |†¢ Call Block |†¢ Job Portal | |†¢ Robi Radio |â₠¬ ¢ Missed Call Alert |†¢ mPay | |†¢ Song Dedication |†¢ Push Mail |†¢ Robi Bazar | |†¢ Robi Zone |†¢ Phone Backup |†¢ Islamic Info | |†¢ Voice Portal |†¢ BBC Janala | | Robi has the widest roaming facility among Bangladeshi mobile phone operators, with 550 operators across more than 205 countries in the world. Many more products are in line to be added to the existing array of Robi products and service the days to come. 8. Coverage Robi now Bangladesh covering all 64 districts with a robust network. With the permission from Bangladesh Govt. o cover the 3 districts of Chittagong Hill Tracts, the company is aiming to invest heavily on network development in this region. The quality of voice and invulnerable and secured service are the key strengths of Robi to expand its business and subscriber base. 3. 9 Organizational Structure The organization is headed by its Chief Executive designated as the Managing Director entrusted with overall re sponsibilities of business direction of the organization and leading dynamically towards the attainment of its Vision, Mission and Goal. In attaining the above mission, Chief strategic officer, Chief Financial Officer, Chief Marketing officer, Chief Technical Officer, Chief Human Resource Officer assists the Md. The organization organogram is in appendix page. 3. 0 Features of Robi †¢ Cellular Phone Service: †¢ Country-wide Coverage with Supreme Quality Network: †¢ Better Customer Service: †¢ Better Billing: †¢ Better Switching: 3. 10. 1 SIM-Card Identity Number: †¢ Consistent and High Quality Voice: †¢ Security: 3. 10. 2 Exciting Robi Value Added Services: †¢ Robi Itemized Billing: †¢ International Roaming: †¢ Choice of Handset: †¢ Competent Human Resource: 3. 10. 3 Customer Service †¢ SIM Change †¢ Scheme Migration (Postpaid) †¢ Re-initialization (Prepaid) †¢ Itemized Bill (Postpaid) †¢ Reconnection (P ostpaid) †¢ Activation of Value Added Services †¢ Ownership Change (Postpaid) †¢ Easy Load †¢ Address Change (Postpaid)As of June, 2010 there are 20 full-fledged customer care centers across different areas of Bangladesh – 6 in Dhaka, 3 in Chittagong, 1 in Narayangonj, 1 in Comilla, 1 in Feni, 1 in Cox's Bazar, 1 in Mymensingh, 1 in Jessore, 1 in Barisal, 1 in Rajshahi, 1 in Sylhet, 1 in Kushtia and 1 in Khulna. 4. 0 Findings & Analysis From the research, I have made in Mirpur Street, I was successfully tried to locate the light box. From the above depicted pie chart, we can easily understand that, most of the Light Boxes are displayed with Robi; about 42% of the respondents are using Light boxes attached with the Robi Axiata Company. They are highly promoted as the focused on Light Box because it is attracted to the customer/ subscribers at first sight. On the other hand, 30% of the shops are Airtel, another mobile operator that has recently acquired by B harti Airtel. And the other operators use limited in Mirpur, Dhaka, Bangladesh.Shutter Branding is a common style in placing the small shops in the rural and urban From the above pie chart, we can see that, Most of the Shutter Branding is covered with the Banglalink Promotional Activities (71%). On the other hand, other operators do not focus much on the Shutter Branding as their activities. Painting in the shop reflects both outdoor and indoor outlook that brings out the lucrative presentation to be attracted by the subscriber. From the research in the location of Mirpur, we can see that, Banglalink, the 2nd Operator, leads the promotional activities by painting their retailer shops. In case of Robi, they are behind on this.From the pie diagram, we can understand that, maximum shops are in between 0-99 sqft space to operate their business as retailers. Because of lack of space, they are not able to keep more things in the shop. About 85% of the respondents make their shop within 10 0 sqft. As, it is a very narrow space, few of the retailers (about 15%) use their shop space about to 100-150 sqft. The Space of a shop is important in which the relevant variable is about the size of the customers / subscribers are coming for service at a time. Most of the shops are covered with the space for 1-3 persons at a time for receiving the services. It is relevant to the retailers, lack of capability of investing money for the comfortable shop space for the customers/ subscribers.The above depicted pie chart shows that, about 75% of the respondents are build a shop or rent a shop for 1-3 person service system at a time . On the other hands, few of the respondents have the capability to emerge the space of the space to 4-6 persons. From my survey, most of the retailers are involving in the mobile business (65%) because, it is the highest growth of business sectors now a day in our country. So, people are highly attracted to do business on this sector. Few of the respondent replied that they are doing business with Electronic shops (17%), few are computer shops (8%), and few are CDs shops (9%). They are considered as a second earning source in the business. [pic]From the research, I have found that, most of the people are investing about 5000-15000 taka / per day, as the business is the daily income process like Point of Sales of SIMs and other things that provided by the company. In which as the subject of the matter is about small medium enterprise, like mobile shop or other mobile accessories units, people are investing at their capability, about 58% respondents are doing business daily with the range of amount. About 39% are investing 15000 -30000 taka daily, for Point of Sales of different operators. From the graph, we can see that, Most of the Robi Retailers has the capability to invest 500-1000 Tk (75%) that placed in the inner city; others have the capability investing 1000- 3000 Tk placing their shops on the main road.Compare to Grameenphone c ustomers, retailers said that, they are not getting many customers of Robi in those areas, so they are providing low investment on Robi Easy Loads and SIMs. From the survey, I have found that, most of the retailers are able to sell all of the operators SIMs in an average amount of 25 SIMs in a week. On the other hand, and few retailers can sell more than 25 that range into 50 (32%). The amount of selling is very low because, the strictness of Government rules and regulation may be a constraint like – high price SIMs, SIM Tax, BTRC registration form to all operators. In this reason, customers are rarely encouraged to purchase a new SIM with connection.From the pie chart, we can see that, most of the weekly SIMs sales are Airtel Operators (78%) that represents the 1st position in the market in the current period. They are providing more facilities like ( Instant Bonus, Load Returns, New Sim Offers etc) that the other operators in the market. On the other hand, other operator li ke Robi (13%) is in 2nd position, because they are offering new packages in which those are attracted by the customers like the newly package â€Å"Robi Club†. From my Survey, I tried to identify, the market leader in Point of Sales as Daily Load Sales. From the chart, we can see that, Grameenphone is in 1st position in the market all over the country.Consequently, Banglalink is in 2nd Position. In some areas, Airtel & Robi are ahead in between of them. From the pie chart, most of the retailers are satisfied about the facilities of Robi provided to them (79%). Few of the respondent replied that they are getting more facilities as being a good seller (11%). Also their expectation can increase if they get proper services about retailers’ relationship. From the graph, most of the respondents are satisfied about Robi Distribution Commission System (83%). They have more expectation from Robi getting more amount of Commission as per sales of Easy Loads/SIMs. Few of them comp lained about the distribution system.From the pie chart, most of the retailers are not satisfied about the distribution of Robi SIMs that provided to them (89%) because they are not getting actual demand of SIMs in the market at the time. Sometimes they are delayed in reach to distribute there. They are getting very small amount of distribution of SIMs about to 5 -7 pieces. Few of the respondent replied that they are moderate about the facilities (8%). From my survey, most of the retailers are satisfied about the network status of Robi Axiata Limited. They are happy to see the network tower of Robi near to them . But some of them have complained about the network traffic in which the Easy Loads / SMS are not provided timely. It is really appreciated to the respondents, as they are highly satisfied about the sales representatives of Robi Axiata Limited.Because representatives are communicating with the retailer daily, as they are also happy to get anything what they want about the lo ads. 4. 1 Key Findings of the Study After evaluating the available data I got some findings. The data’s were totally related with each other . Every output I got has relation with the previous one or the next one. So the findings should be related with the created problem concern. ? As a promotional tools, Robi Axiata Limited more on Light Box in many retailers shop in Mirpur. Because , This is the first impression that attracted by the customers when they come for services in the retailers shop like – Easy Loads, Purchasing Sims, or come for knowing new packages and services.Light box is complied with LED Box which is transparent and bright. ? Robi is not concerned much as spotlighting Shutter Branding. Because, Robi doesn’t use this concept because of the peak hours time. Shutter is always open and the branding is not visible in the meantime. ? Most of the people are involved in the mobile business as their primary earning. Because it is the most high growth e conomic sectors in our country. So, people are eagerly interested involving in this business and gain profit. ? In this area, it has been a place of employment. Anyone can invest with a low capital and low risk. It doesn’t need to have very special skills to run the business. When a business is going to start for a retailer, the official processing is not much effective. Retailers often face hazardless. ? Low investment ability for Robi Axiata Limited by the retailer’s capability that severely depends on Sales results. Now –a –days, competitively, Robi is in 3rd place in customer subscriber in the market, so the retailers are investing more on others operators like Grameenphone & Banglalink. ? There is a huge demand of Robi SIMs, but there is much enough distribution system. There is a lack of distribution channel activities in Robi, it manages less SIMs distributions to the retailers, but in case of distribution, Robi is trying to increase the SIMs distr ibution, which is on process. Overall facilities are satisfactory to the retailer. The facilities are providing in case of Sales outcomes, which is given in Commission base to the retailers. In case Robi retailers, they are getting commission quickly than other operators. ? In this time, Robi network is satisfactory all over the areas. In this time, Robi spends a huge amount of money to set up more frequent network coverage all over the country. Comparing to the past situation, Robi hasn’t been faced problems in case of network facility. ? SIM distribution is very bad to the retailers for selling to the customers. This is a major problem in SIMs distribution for the retailers nd also the incompatible series of SIMs number which are chosen by the customers while purchasing. ? Retailers are not received satisfactory amount of SIMs distribution according to the demand in the market. ? Sales representatives are ought to be very active and is satisfactory to the retailers. Communi cation is utmost important increasing relationship level among retailers and customers. Robi has been managed it very successfully to them. ? Robi has no service desks compare to the other operators, which is hampering the effective service delivery to the customers. When customers are faced in any problem, they are not capable to come to share their problems to Robi Sheba because these are not nearly situated.Service desks in any retailers shop can solve this problem instantly. 5. 0 Recommendation Some of the recommendations we can deliver for the Robi Axiata Limited on Point –of – sales (POS) classification from preparing this research. Those are briefly written below in key points: ? Promotional Advertising in Branding Robi needs to be innovative and creative. ? Robi should focus on other advertising tools that have not been taken by the management. ? Robi should open a training center on POS to increase the knowledge and skills of the retailers. ? Robi should have a service desk in every retailer shops to increase the level of satisfaction of both retailers and customers. Robi should increase the SIMs sale availability to the respected high demand areas so that the retailers can sell the product of Robi to the customers easily. ? They should think about the highest sales retailers, and provide extra commission on their sales. ? To sustain in the market, Robi should focus on retailers needs and wants that need to identify. ? They must pay commission and provide facilities as much as quickly so that their expectations are fulfilled. ? They should think more in improvement of the relationship between the company and retailers. 6. 0 Conclusion Point of sales is a marketing tool to which has been in use to develop the business operation efficiency of companies. Robi from the year 2010 onwards is practicing Point of sales to increase the sales and revenue to gain profit.For Robi Axiata Limited to be profitable telecommunication company, there has t o an effective Point of Sales plan to be demonstrated clearly to the retailers A system of accountability and flow of information throughout the organization and also retailers need to be established so that the retailers have the trust to the company. All the decisions can be managed from the perspective of point of sales so that the company can classify the better retailers shop and provide good facilities to them. From this research the company can easily make decisions to them. 7. 0 Appendix Fig 01: Work plan of Robi Axiata Limited [pic] †¢ RSP= Robi Sheba Partner Figure 02 : Distribution Channel of Robi Axiata Limited Pos classification questionnaire survey Pos Name: ______________ Pos code: ________Pos address: ________________________________________________ Pos owner name: _______________________ Phone Number: _______ Visibility: 1. Light box: 2. Shutter branding: 3. Shop painting: 4. Space of the shop: a. 0-99 sqft b. 100-150 sqft c. 150-200 sqft d. 200-above 5. Custom er accommodation: a. 1-3 person b. 4-6 person c. 7-10 person d. 10 to above 6. Business type: a. Mobile phone b. Electronic c. Computer d. Cd e. Others 7. Investment ability in a day: (taka) a. 5000-15000 b. 15000-30000 c. 30000-50000 d. 50000 to above 8: Investment ability of Robi: (taka) a. 500-1000 b. 1000-3000 c. 000-5000 d. 5000 to above 9: weekly SIM sale all operators: a. 0-25 b. 25-50 c. 50-100 d. 1500 to above 10. Weekly SIM sale individual: GP BL ROBI AIR CT TELE 11. Daily load sale: GP Bl ROBI AIR CT TELE 12. The facilities of Robi a. Very good b. good c. moderate d. Bad. e. very bad 13. Distribution system of Robi: a. very good b. good c. moderate d. Bad. e. very bad 14. SIM distribution system of Robi: a.Very good b. good c. moderate d. Bad. e. very bad 15. Robi network status: a. very good b. good c. moderate d. Bad. e. very bad 16. Weekly SR visit: a. One tome b. two time c. three time d. four time e. daily 8. 0 Reference & Bibliograph ? Marketing RESEARCH: An Applied Orientation – Naresh K. Malhotra, 5 th EDITIONS, 2008, Prentice-HALL, USA. ? Anm Khaled (Specialist, Consumer Sales & Services, Market Operation Division ? Sabbir Shoaib (Specialist, Consumer Sales & Services, Market Operation Division) ? www. robi. com. bd ? www. google. com [pic] â€â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ BL GP
Subscribe to:
Posts (Atom)