Customer Satisfaction Towards Service Quality

Customer Satisfaction Towards Service Quality QUESTIONAIRE ABSTRACT In any business-to-customer (B2C) type ofenvironment, satisfying a customer is the ultimate goal and objective. More often than not, it can be quite an issue. This is perhaps due to the fact that organizations sometimes do not really understand of what actually goes on in a customers mind. As such, this predicament has provided as a challenging task to most business conglomerates that places strong emphasis on customer relations. Although many researches and studies were conducted on the actual working of the customers mind, till today it is a still a mystery. Therefore, this research focused on the measurement of customer satisfaction through delivery of service quality of Service Counter staff of Commercial Banks in Penang, Malaysia. A quantitative research was used to study the relationship between service quality dimensions and customer satisfaction. Assurance has positive relationship but it has no significant effect on customer satisfaction. Reliability has negative relationship but it has no significant effect on customer satisfaction. Tangibles have positive relationship and have significant impact on customer satisfaction. Empathy has positive relationship but it has no significant effect on customer satisfaction. Responsiveness has positive relationship but no significant impact on customer satisfaction. The study highlights implications for marketers in banking industry for improvement in delivery of service quality. CHAPTER 1- INTRODUCTION Service organizations play an important role for developing countries like Malaysia. Therefore, it must be good quality and competitive organization in maintaining customer satisfaction and further needs to improve the effectiveness and efficiency of the organization. At the same time, as we all know that the requirements and higher customer expectations, it is different from the past (Rogerio Zulema, 2002). This is a very great challenge to all sectors. Banking business is now driven with the introduction of new products / services and processes which are facilitated through ongoing technological advancements. In such a scenario the expectations of customers also shift to a higher platform and is usually perceived against the backdrop of the experiences gained while dealing with competitors. The gap in customer expectations many a times results in complaints and the same can be said to be inevitable, as in any service industry. To retain as also increase customer base it is absolutely essential that the bank instills confidence in its customers through satisfactory explanations and resolution of complaints and at the same time use complaints as a feed back mechanism for bringing about improvement in services. The banking sector at present has put a benchmark index that determines the performance of Customer Service in the organization. It is also consistent with the requirements of the Bank that all institutions must be able to respond positively to a more competitive among the financial liberalization and technological revolution by offering an innovative range of products that range and improve the quality of customer service on an ongoing basis. (Tan Sri Dato Dr Zeti Akhtar Azizi, 2005). The banking sector also needs quality personnel and competency. Having employees like them to provide high quality products and services is critical to build consumer confidence and good relationship, drive customer satisfaction and enhance the reputation of previous research studies, (Ndubisi Tam, 2005) has stated bind the customer is as important as when they lose will harm the institution. This will lead to a decline in revenue, increased costs to attract new customers, a bad reputation when the customer is not satisfied the problem will spread to other customers and a decline in employee retention (Colgate Norris, 2001). 1.1 PROBLEM STATEMENT The trend of world markets has changed noticeably from agricultural to service markets (Asian Development Outlook, 2007). All of the service businesses are trying their best to improve their service quality in order to make customers satisfied with their services. Banks now focus more on the quality standards in order to meet the basic needs and expectations of the customers. Once customers requirements are clearly identified and understood, banks are more likely to anticipate and fulfill their customers needs and wants (Juwaheer Ross, 2003). In the banking sector, the first place of destination by the customer is at the Customer Service Counter (Customer Service). Here, various questions, problems and complaints filed by customers. At the bank, customer service counter is the most important because this is where the Customer Relations Assistant job set to any direction so that customers, whether customers want to continue the operation of the counter, self-service terminals, counters open accounts, loans or financial adviser or directly to managers to make a complaint. Service quality was determined as the subjective comparison that customers make between their expectations about a service and the perception of the way the service has been run. Parasuraman (1985) defined service quality as ;a function of the differences between expectation and performance along ten major dimensions. In later research, Parasuraman (1988) revised and defined the service quality in terms of five dimensions: tangibility, reliability, responsiveness, assurance, and empathy. In the banking industry, most researchers are interested in maximizing customer Satisfaction. Hernon Whitwan (2001) defined customer satisfaction as a measure of how the customer perceives service delivery. Liu (2000) stated, for example, that customer satisfaction is a function of service performance relative to the customer expectation. For this reason, it is important to understand how customer expectation is formed in order to identify the factors of service satisfaction. As Reisig Chandek (2001) discussed the fact that different customers have different expectations, based on their knowledge of a product or service. This can be implied that a customer may estimate what the service performance will be or may think what the performance ought to be. If the service performance meets or exceeds customers expectation, the customers will be satisfied. On the other hand, customers are more likely to be dissatisfied if the service performance is less than what they have expected. A greater number of satisfied customers will make the bank business more successful and more profitable. Previous research explored customer satisfaction regarding the service quality of all areas in the bank so that the bank can assess the customer perception. This study identified five factors of service quality by focusing on the Service Counter staff (including Customer Service Counter), and explored the customers expectations and perception levels of these services at Commercial Banks in Penang, Malaysia. The results of this quantitative assessment of service quality might provide some insights into how customers rate the overall service quality and assessed customers satisfactions at Commercial Banks in Penang, Malaysia. Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. The study is intended to identify customer satisfaction and retention is critical for retail banks, and investigates the major determinants of customer satisfaction and future intentions in the retail bank sector. Identifies the determinants which include service quality dimensions (e.g. getting it right the first time), service features (e.g. competitive interest rates), service problems, service recovery and products used. Banks are increasingly interested in retaining existing customers while targeting non-customers; measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the bankss products. 1.2 OBJECTIVES OF THE STUDY To assess customers expectation and perception level towards service quality of the Service Counter staff of Commercial Banks in Penang, Malaysia; in five dimensions: tangibility, reliability, responsiveness, assurance and empathy (Parasuraman, 1988). To analyze the discrepancy gap between customers expectation and perception towards the service quality of the Service Counter staff of Commercial Banks in Penang, Malaysia. 1.3 RESEARCH QUESTIONS What is the level of customers expectation and perception towards service quality of the Service Counter staff? What is the discrepancy gap between customers expectation and perception towards service quality of the Service Counter staff? 1.4 SCOPE OF STUDY Customer satisfaction relied on customer expectation and customer perception towards 5 service quality dimensions of Service Counters of 10 Commercial Banks in Penang, Malaysia. The sampling group was 60 customers 6 customers from each bank. Definition of Terms Service quality means the difference between the customers expectation of service and their perceived service. In this study, the assessment standards of Zeithaml, Parasuraman Berry (1990) will be used, which consist of five dimensions: tangibility, reliability, responsiveness, assurance, and empathy. SERVQUAL is an instrument for measuring service quality, in terms of the discrepancy between customers expectation regarding service offered and the perception of the service received. Respondents are required to answer questions about both their expectation and their perception. Customer expectation means uncontrollable factors including past experience, personal needs, word of mouth, and external communication about the bank services. Customer perception means customers feelings of pleasure / displeasure or the reaction of the customers in relation to the performance of the bank staff in satisfying / dissatisfying the services. 1.5 SIGNIFICANCE OF THE STUDY This study will be as a practical guideline for the bank management to identify weaknessess and rooms for imrovement in their service quality. Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard. In a competitive marketplace where banks compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. The study is intended to identify customer satisfaction and retention is critical for retail banks, and investigates the major determinants of customer satisfaction and future intentions in the retail bank sector. Identifies the determinants which include service quality dimensions, service features, service problems, service recovery and products used. Finds, in particular, that service problems and the banks service recovery ability have a major impact on customer satisfaction and intentions to switch. This study investigates the relationship between perceived performance, satisfaction and behavioural intention, and the extent to which each is associated with actual performance, customers attributions for problems, experience and the level of performance which customers think is possible. Perceived performance and satisfaction are significantly associated with customer standards of the best possible performance, and satisfaction is also associated with the customers attribution of the cause of performance problems. While satisfaction was significantly associated with intention to re-purchase, a significant interaction was found between customer experience and satisfaction. Banks are increasingly interested in retaining existing customers while targeting non-customers; measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organizations products. CHAPTER 2 LITERATURE REVIEW Previous researchers have demonstrated the importance of increasing understanding of strategies to resolve customer complaints and more to study the behavior of customers, namely quality of life sex Ndubisi, 2005. Study customer behavior through the CM model to take the complaint as an opportunity to provide solutions, research studies and the Vos Huitema, 2008. As the study by Baptista, 2003 in which an organization should attempt to resolve complaints informally, taken orally and should make proper records and the complaint should be resolved as soon as possible so the problem does not persist. They have also emphasized differences in complaints against the Service Counter and self service terminals Vihtkari Snellman, 2003, is the notion that the use of self-service terminals in the bank to reduce customer complaints, but rather a circumstance where there is 40 per cent of users are not satisfied with the self-service. Researchers previously expressed understanding of customer dissatisfaction is the key to successful implementation of TQM and principals as well as the Puga Leal Pereira, 2002. Researchers say previous satisfaction is waiting to be served a major contributor to quality of service satisfaction Sulek Hensley, 2007. Researchers previously expressed satisfaction with the care, satisfaction, trust and satisfaction as a control, each dependent on each other that Beverland, 2005. Previous researchers to state that organizations need to keep employees as customers and keeping customers as employees of Bowers Martin, 2004. Researchers found that the quality of a product is dependent on the existing knowledge in the management of the Yang, 2006. Researchers say there is a strong relationship between the dimensions of service quality, performance and customer satisfaction. Previous studies have identified the benefits that customer retention delivers to an organisation (see Colgate et al., 1996; Reichheld and Sasser, 1990; Storbacka et al., 1994). For example, the longer a customer stays with an organisation the more utility the customer generates (Reichheld and Sasser, 1990). This is an outcome of a number of factors relating to the time the customer spends with the organisation. These include the higher initial costs of introducing and attracting a new customer, increases in both the value and number of purchases, the customers better understanding of the organisation, and positive word-of-mouth promotion. Customer satisfaction has been said one of the most widely used study in marketing. The previous research has tries to identify a number of variables of customer satisfaction. Because satisfaction is basically a psychological state, care should be taken in the effort of quantitative measurement, although a large quantity of research in this area has recently been developed. Work done by Berry (Bart Allen) and Brodeur between 1990 and 1998 defined ten Quality Values which influence satisfaction behavior, further expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment to the Customer and Innovation. These factors are emphasized for continuous improvement and organizational change measurement and are most often utilized to develop the architecture for satisfaction measurement as an integrated model. Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customers expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction gap which is objective and quantitative in nature. Work done by Cronin and Taylor propose the confirmation/disconfirmation theory of combining the gap described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation. According to Garbrand, customer satisfaction equals perception of performance divided by expectation of performance. The usual measures of customer satisfaction involve a study with a set of statements using a Likert scale. The customer is asked to evaluate each statement and in term of their perception and expectation of performance of the organization being measured. Based on their responses, customers can be categorized into one of three groups: Promoters, Passives, and Detractors. In the net promoter framework, Promoters are viewed as valuable assets that drive profitable growth because of their repeat/increased purchases, longevity and referrals, while Detractors are seen as liabilities that destroy profitable growth because of their complaints, reduced purchases/defection and negative word-of-mouth. Companies calculate their Net Promoter Score by subtracting their % Detractors from their % Promoters. The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some insight into the product attributes which are perceived to be important to customers. Kano also produced a methodology for mapping consumer responses to questionnaires onto his model. SERVQUAL or RATER is a service-quality framework that has been incorporated into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer) to indicate the gap between customer expectations and experience. J.D. Power and Associates provides another measure of customer satisfaction, known for its top-box approach and automotive industry rankings. J.D. Power and Associates marketing research consists primarily of consumer surveys and is publicly known for the value of its product awards. One of the newest and most innovative customer satisfaction measurement methodologies is called Gustometria. Gustometria is real time measurement of customer and employee satisfaction. Customers are invited to answer a short survey by touching the gustometer screen with their fingers. The responses are collected immediately by the Gustometria servers which tabulate the results in real time. Management can then log into their private website and use the sophisticated business intelligence reports which are built in to the Gustometria system. The rewards to firms that establish a loyal customer base have been well documented (Armstrong and Symonds, 1991; Heskett, 1994; Reichheld and Sasser, 1990). In general, increased loyalty leads to lower costs of servicing the firms customers, reduced marketing expenditures, increased business from the existing customer base and greater profits. These rewards are particularly true in the retail banking sector. By increasing loyalty, a retail bank: reduces its servicing costs (i.e. accounts do not have to be opened or closed, and credit ratings do not have to be established; gains knowledge of the financial affairs and needs of its customers (thereby allowing effective and efficient targeting); and has an opportunity to cross-sell existing and new products and services. In one case, a retail bank that increased its customer retention rates by 5 per cent increased its profits by 85 per cent (Reichheld and Sasser, 1990). Improving customer satisfaction, and thereby retention rates, can come from a variety of activities available to the firm. The existing evidence suggests that major gains in customer satisfaction are likely to come from improvements in: Service quality; Service features; and Customer complaint handling. Not surprisingly, there are strong linkages between service quality dimensions (e.g. courteous service providers) and overall customer satisfaction (Anderson and Sullivan, 1993). However, there has been considerable debate as to the basic dimensions of service quality (see Brown et al., 1993 and Cronin and Taylor, 1992, for reviews), the measurement of these dimensions (Brown et al., 1993; Parasuraman et al., 1993; Smith, 1995; Teas, 1993), and the components of customer satisfaction (Hausknecht, 1990; Yi, 1990). Surprisingly, little empirical research has examined the importance of service quality dimensions in determining customer satisfaction. CHAPTER 3: THEORICAL FRAMEWORK AND METHODOLOGY 3.1 THEORICAL FRAMEWORK Independent Variables Dependent Variable SOURCES OF DISSATISFACTION Some empirical studies of service satisfaction suggest that â€Å"the human interaction component of service delivery is essential to the determination of satisfaction and dissatisfaction† (Bitner, 1990). According to Anderson and Sullivan (1993), when consumers perceived service quality performance falls short of their expectation, they become dissatisfied. Lewis and Spyrakopoulos (2001), in their research conducted on UK retail banking, categorized the causes of dissatisfaction in banking sector into five groups i.e. 1) Banking Procedures: Bureaucracy and slow banking, and Failure to keep customers fully aware of their banking situation. 2) Mistakes (i.e. wrong statement) 3) Employee behavior and training: Employees ignorant of certain banking procedures and Employees unwilling or slow to help the customer 4) Functional or technical failures: Long and/or unorganized queues ATMs out of order Limited network or branches Incomprehensible statements of accounts, terms of loans, conversions etc. 5) Action or omission of the bank that are against the sense of fair trade. Yanamandram and White (2004), in their research mentioned nine factors as main reasons ofdissatisfaction. These are lack of branch locations, high interest rates on loans etc, low interest rates on savings, long waiting periods, number of accounts fees, high account fees, poor counter fees, poor counter service, e-banking confusing, poor telephone banking service and others. Furthermore Johnston (1995), in his research demonstrated that, for personal customer of banks, the main sources of satisfaction are attentiveness, responsiveness, care and friendliness whereas the main sources of dissatisfaction are lack of integrity, reliability, responsiveness, availability and functionality. Further he argued that, all the reasons of dissatisfaction are not necessarily the other face of the sources of satisfaction though responsiveness is key component in providing satisfaction and the lack of it is a major source of dissatisfaction. Gronroos, C. (1984), cited in Panther and Farquhar (2004), argued service industry is much prone to entail greater dissatisfaction than products because both technical and functional aspects have an impact on consumer evaluation of the services. In financial services, self-service technologies (SSTs) become more wining tool to deal with customers resulting in customer dissatisfaction. To illustrate banks have adopted internet banking as service delivery tool, with a view to providing better and lowering costs, and sometimes new services to their customers. Further, they explained that presently as a regular practice banks start offering self-service technologies without having carefully studied what the true outcomes will be when customers interact with technology without a human component in the service encounter. SSTs interact with customer in a pre-designed way, rather than understanding individual customers need. Bitner (1990), found several satisfactions and dissatisfaction drivers applying criticalincident techniques. They identified key actions such as employee response to customer needs and requests, failure of service recovery action, lack of prompt and spontaneous employee actions result in both satisfaction and dissatisfaction. Day and Bodur (1977) argued in their research that in most cases dissatisfaction is directly linked with quality of suppliers performance. In their research most frequently mentioned reason for dissatisfaction was, â€Å"The service was rendered in a careless, unprofessional manner.† Some researchers observe dissatisfaction drivers are determined at the time when customers directly interact with a service. Some aspects of a service may not be persuasive for customer satisfaction but can lead to strong dissatisfaction when they are under performed. On the other hand, some aspects of service lead to satisfaction if delivered properly, but may not necessarily emerge dissatisfaction if absent (Srijumpa , 2007). Furthermore, Bolfing (1989), argued that â€Å"Heterogeneity and intangible nature of services itself frequently produced situation in which customers needs are misjudged or mishandled resulting in customers dissatisfaction†. That is the nature of services itself is also a source of dissatisfaction. IMPROVEMENT OF CUSTOMER RELATIONSHIPS Gummesson (1999), finds three different options that a customer can choose between when he or she feels dissatisfied with something that involves their present supplier where the first one is to exit the customers leave for a competitor, or stop buying the goods or services temporarily or permanently. This option is also pointed out by Brandt (2003), who states that if a customer is not satisfied with the product or the salesperson, he or she simply does not purchase from the company again. The second choice is called voice the customers speak their mind and demand correction, and the third option is loyalty the customers remain loyal for lack of alternative suppliers or prohibitive switching costs, inertia, ideological reasons and others, at least within limits. All these options are used by customers according to Gummesson, who continues that the feeling behind them, however, is largely a black box to suppliers. Recovery is more than settling a claim, it is the restoration and strengthening of a long-term relationship and the course of action must be constructive, not just a mechanical routine. If the recovery is successful, continues Gummesson (1999) strengthened by Brandt (2003), then a well resolved customer complaint can create a solid relationship, sometimes better than before the incident. Another aspect that can be turned into something positive according to Arnerup and Edvardsson (1992) is that although many companies consider a customer complaint as something negative, they should instead use it as a possibility to learn more about the customers needs, improve the conditions to satisfy them and strengthen the relationship with them. Nyer (2000) states that customers who were encouraged to complain reported great increase in satisfaction. The author continues that the indirect benefits occurs when an unhappy customer complains, which leads the employee to respond in a way that makes the customer less dissatisfied in the future, and therefore benefits the company as well. Research has shown that excellent complaint management and service recovery can significantly influence customer satisfaction (Johnston, 2001). Furthermore the majority of highly satisfying experiences were the result of something that went wrong and the organization making the effort to compensate the customer: â€Å"The recovery of failures can provide a major opportunity for organizations to create very satisfied customers†. The critical issue is that it is not necessarily the failure itself that leads to customer dissatisfaction; many customers accept that things can go wrong; instead, it is more likely to be the organizations response (or lack of response) to a failure that causes satisfaction or dissatisfaction (Johnston, 2001). Kahn (1995, p. 97) has similar opinions, when emphasizing that it is beneficial to companies to encourage their customer to perform complaints when they are upset or dissatisfied, since these customers can become even more loyal and satisfied customers in the future. Halstead and Page (reported in Johnston, 2001) also find that complaint handling processes shows a clear relationship with loyalty and repurchases intentions. Furthermore, customers who have been successfully recovered not only remain loyal, but can become advocates for the organization, and as such be a source of referral business because word of mouth can be very persuasive in terms of influencing customers to use an organization and its services claims Spreng et al (reviewed in Johnston, 2001). Brandt (2003) follows the same track, describing that customers who experiences a good service recovery will spread more goodwill than even your otherwise best loyal customers do. Soderlund (1999), claims that even though a customer has shown dissatisfaction and directed complaints towards the company, he or she does not necessarily has to be â€Å"lost† to the company, a pleasing reaction and action can turn the annoyance to satisfaction. In many cases, a good recovery can turn upset customers into even more loyal customers and strengthen relationships. Customer retention has been shown to have a direct impact on revenue and profitability states Loveman (reported in Johnston, 2001). Loyal customers tend to buy more, and are willing to pay premium prices, and the company needs to spend less money on marketing activities, all of which increase revenue and profitability according to Johnston (2001). Companies need to understand that even though it is possible to retain dissatisfied customers, it can be difficult since not all customer complain to the company, out of 25 per cent dissatisfied customer, only 5 per cent finds making the effort of complaining worth. While according to Kotler (2003) and out of these 5 per cent, half of the customers report a satisfactory resolution. On average, continues the author, a dissatisfied customer gripes to 11 other persons whereas the satisfied customer only tells three other people, this is also commented by Soderlund, (1997) who finds that satisfied Customer Satisfaction Towards Service Quality Customer Satisfaction Towards Service Quality QUESTIONAIRE ABSTRACT In any business-to-customer (B2C) type ofenvironment, satisfying a customer is the ultimate goal and objective. More often than not, it can be quite an issue. This is perhaps due to the fact that organizations sometimes do not really understand of what actually goes on in a customers mind. As such, this predicament has provided as a challenging task to most business conglomerates that places strong emphasis on customer relations. Although many researches and studies were conducted on the actual working of the customers mind, till today it is a still a mystery. Therefore, this research focused on the measurement of customer satisfaction through delivery of service quality of Service Counter staff of Commercial Banks in Penang, Malaysia. A quantitative research was used to study the relationship between service quality dimensions and customer satisfaction. Assurance has positive relationship but it has no significant effect on customer satisfaction. Reliability has negative relationship but it has no significant effect on customer satisfaction. Tangibles have positive relationship and have significant impact on customer satisfaction. Empathy has positive relationship but it has no significant effect on customer satisfaction. Responsiveness has positive relationship but no significant impact on customer satisfaction. The study highlights implications for marketers in banking industry for improvement in delivery of service quality. CHAPTER 1- INTRODUCTION Service organizations play an important role for developing countries like Malaysia. Therefore, it must be good quality and competitive organization in maintaining customer satisfaction and further needs to improve the effectiveness and efficiency of the organization. At the same time, as we all know that the requirements and higher customer expectations, it is different from the past (Rogerio Zulema, 2002). This is a very great challenge to all sectors. Banking business is now driven with the introduction of new products / services and processes which are facilitated through ongoing technological advancements. In such a scenario the expectations of customers also shift to a higher platform and is usually perceived against the backdrop of the experiences gained while dealing with competitors. The gap in customer expectations many a times results in complaints and the same can be said to be inevitable, as in any service industry. To retain as also increase customer base it is absolutely essential that the bank instills confidence in its customers through satisfactory explanations and resolution of complaints and at the same time use complaints as a feed back mechanism for bringing about improvement in services. The banking sector at present has put a benchmark index that determines the performance of Customer Service in the organization. It is also consistent with the requirements of the Bank that all institutions must be able to respond positively to a more competitive among the financial liberalization and technological revolution by offering an innovative range of products that range and improve the quality of customer service on an ongoing basis. (Tan Sri Dato Dr Zeti Akhtar Azizi, 2005). The banking sector also needs quality personnel and competency. Having employees like them to provide high quality products and services is critical to build consumer confidence and good relationship, drive customer satisfaction and enhance the reputation of previous research studies, (Ndubisi Tam, 2005) has stated bind the customer is as important as when they lose will harm the institution. This will lead to a decline in revenue, increased costs to attract new customers, a bad reputation when the customer is not satisfied the problem will spread to other customers and a decline in employee retention (Colgate Norris, 2001). 1.1 PROBLEM STATEMENT The trend of world markets has changed noticeably from agricultural to service markets (Asian Development Outlook, 2007). All of the service businesses are trying their best to improve their service quality in order to make customers satisfied with their services. Banks now focus more on the quality standards in order to meet the basic needs and expectations of the customers. Once customers requirements are clearly identified and understood, banks are more likely to anticipate and fulfill their customers needs and wants (Juwaheer Ross, 2003). In the banking sector, the first place of destination by the customer is at the Customer Service Counter (Customer Service). Here, various questions, problems and complaints filed by customers. At the bank, customer service counter is the most important because this is where the Customer Relations Assistant job set to any direction so that customers, whether customers want to continue the operation of the counter, self-service terminals, counters open accounts, loans or financial adviser or directly to managers to make a complaint. Service quality was determined as the subjective comparison that customers make between their expectations about a service and the perception of the way the service has been run. Parasuraman (1985) defined service quality as ;a function of the differences between expectation and performance along ten major dimensions. In later research, Parasuraman (1988) revised and defined the service quality in terms of five dimensions: tangibility, reliability, responsiveness, assurance, and empathy. In the banking industry, most researchers are interested in maximizing customer Satisfaction. Hernon Whitwan (2001) defined customer satisfaction as a measure of how the customer perceives service delivery. Liu (2000) stated, for example, that customer satisfaction is a function of service performance relative to the customer expectation. For this reason, it is important to understand how customer expectation is formed in order to identify the factors of service satisfaction. As Reisig Chandek (2001) discussed the fact that different customers have different expectations, based on their knowledge of a product or service. This can be implied that a customer may estimate what the service performance will be or may think what the performance ought to be. If the service performance meets or exceeds customers expectation, the customers will be satisfied. On the other hand, customers are more likely to be dissatisfied if the service performance is less than what they have expected. A greater number of satisfied customers will make the bank business more successful and more profitable. Previous research explored customer satisfaction regarding the service quality of all areas in the bank so that the bank can assess the customer perception. This study identified five factors of service quality by focusing on the Service Counter staff (including Customer Service Counter), and explored the customers expectations and perception levels of these services at Commercial Banks in Penang, Malaysia. The results of this quantitative assessment of service quality might provide some insights into how customers rate the overall service quality and assessed customers satisfactions at Commercial Banks in Penang, Malaysia. Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. The study is intended to identify customer satisfaction and retention is critical for retail banks, and investigates the major determinants of customer satisfaction and future intentions in the retail bank sector. Identifies the determinants which include service quality dimensions (e.g. getting it right the first time), service features (e.g. competitive interest rates), service problems, service recovery and products used. Banks are increasingly interested in retaining existing customers while targeting non-customers; measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the bankss products. 1.2 OBJECTIVES OF THE STUDY To assess customers expectation and perception level towards service quality of the Service Counter staff of Commercial Banks in Penang, Malaysia; in five dimensions: tangibility, reliability, responsiveness, assurance and empathy (Parasuraman, 1988). To analyze the discrepancy gap between customers expectation and perception towards the service quality of the Service Counter staff of Commercial Banks in Penang, Malaysia. 1.3 RESEARCH QUESTIONS What is the level of customers expectation and perception towards service quality of the Service Counter staff? What is the discrepancy gap between customers expectation and perception towards service quality of the Service Counter staff? 1.4 SCOPE OF STUDY Customer satisfaction relied on customer expectation and customer perception towards 5 service quality dimensions of Service Counters of 10 Commercial Banks in Penang, Malaysia. The sampling group was 60 customers 6 customers from each bank. Definition of Terms Service quality means the difference between the customers expectation of service and their perceived service. In this study, the assessment standards of Zeithaml, Parasuraman Berry (1990) will be used, which consist of five dimensions: tangibility, reliability, responsiveness, assurance, and empathy. SERVQUAL is an instrument for measuring service quality, in terms of the discrepancy between customers expectation regarding service offered and the perception of the service received. Respondents are required to answer questions about both their expectation and their perception. Customer expectation means uncontrollable factors including past experience, personal needs, word of mouth, and external communication about the bank services. Customer perception means customers feelings of pleasure / displeasure or the reaction of the customers in relation to the performance of the bank staff in satisfying / dissatisfying the services. 1.5 SIGNIFICANCE OF THE STUDY This study will be as a practical guideline for the bank management to identify weaknessess and rooms for imrovement in their service quality. Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard. In a competitive marketplace where banks compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. The study is intended to identify customer satisfaction and retention is critical for retail banks, and investigates the major determinants of customer satisfaction and future intentions in the retail bank sector. Identifies the determinants which include service quality dimensions, service features, service problems, service recovery and products used. Finds, in particular, that service problems and the banks service recovery ability have a major impact on customer satisfaction and intentions to switch. This study investigates the relationship between perceived performance, satisfaction and behavioural intention, and the extent to which each is associated with actual performance, customers attributions for problems, experience and the level of performance which customers think is possible. Perceived performance and satisfaction are significantly associated with customer standards of the best possible performance, and satisfaction is also associated with the customers attribution of the cause of performance problems. While satisfaction was significantly associated with intention to re-purchase, a significant interaction was found between customer experience and satisfaction. Banks are increasingly interested in retaining existing customers while targeting non-customers; measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organizations products. CHAPTER 2 LITERATURE REVIEW Previous researchers have demonstrated the importance of increasing understanding of strategies to resolve customer complaints and more to study the behavior of customers, namely quality of life sex Ndubisi, 2005. Study customer behavior through the CM model to take the complaint as an opportunity to provide solutions, research studies and the Vos Huitema, 2008. As the study by Baptista, 2003 in which an organization should attempt to resolve complaints informally, taken orally and should make proper records and the complaint should be resolved as soon as possible so the problem does not persist. They have also emphasized differences in complaints against the Service Counter and self service terminals Vihtkari Snellman, 2003, is the notion that the use of self-service terminals in the bank to reduce customer complaints, but rather a circumstance where there is 40 per cent of users are not satisfied with the self-service. Researchers previously expressed understanding of customer dissatisfaction is the key to successful implementation of TQM and principals as well as the Puga Leal Pereira, 2002. Researchers say previous satisfaction is waiting to be served a major contributor to quality of service satisfaction Sulek Hensley, 2007. Researchers previously expressed satisfaction with the care, satisfaction, trust and satisfaction as a control, each dependent on each other that Beverland, 2005. Previous researchers to state that organizations need to keep employees as customers and keeping customers as employees of Bowers Martin, 2004. Researchers found that the quality of a product is dependent on the existing knowledge in the management of the Yang, 2006. Researchers say there is a strong relationship between the dimensions of service quality, performance and customer satisfaction. Previous studies have identified the benefits that customer retention delivers to an organisation (see Colgate et al., 1996; Reichheld and Sasser, 1990; Storbacka et al., 1994). For example, the longer a customer stays with an organisation the more utility the customer generates (Reichheld and Sasser, 1990). This is an outcome of a number of factors relating to the time the customer spends with the organisation. These include the higher initial costs of introducing and attracting a new customer, increases in both the value and number of purchases, the customers better understanding of the organisation, and positive word-of-mouth promotion. Customer satisfaction has been said one of the most widely used study in marketing. The previous research has tries to identify a number of variables of customer satisfaction. Because satisfaction is basically a psychological state, care should be taken in the effort of quantitative measurement, although a large quantity of research in this area has recently been developed. Work done by Berry (Bart Allen) and Brodeur between 1990 and 1998 defined ten Quality Values which influence satisfaction behavior, further expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment to the Customer and Innovation. These factors are emphasized for continuous improvement and organizational change measurement and are most often utilized to develop the architecture for satisfaction measurement as an integrated model. Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customers expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction gap which is objective and quantitative in nature. Work done by Cronin and Taylor propose the confirmation/disconfirmation theory of combining the gap described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation. According to Garbrand, customer satisfaction equals perception of performance divided by expectation of performance. The usual measures of customer satisfaction involve a study with a set of statements using a Likert scale. The customer is asked to evaluate each statement and in term of their perception and expectation of performance of the organization being measured. Based on their responses, customers can be categorized into one of three groups: Promoters, Passives, and Detractors. In the net promoter framework, Promoters are viewed as valuable assets that drive profitable growth because of their repeat/increased purchases, longevity and referrals, while Detractors are seen as liabilities that destroy profitable growth because of their complaints, reduced purchases/defection and negative word-of-mouth. Companies calculate their Net Promoter Score by subtracting their % Detractors from their % Promoters. The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some insight into the product attributes which are perceived to be important to customers. Kano also produced a methodology for mapping consumer responses to questionnaires onto his model. SERVQUAL or RATER is a service-quality framework that has been incorporated into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer) to indicate the gap between customer expectations and experience. J.D. Power and Associates provides another measure of customer satisfaction, known for its top-box approach and automotive industry rankings. J.D. Power and Associates marketing research consists primarily of consumer surveys and is publicly known for the value of its product awards. One of the newest and most innovative customer satisfaction measurement methodologies is called Gustometria. Gustometria is real time measurement of customer and employee satisfaction. Customers are invited to answer a short survey by touching the gustometer screen with their fingers. The responses are collected immediately by the Gustometria servers which tabulate the results in real time. Management can then log into their private website and use the sophisticated business intelligence reports which are built in to the Gustometria system. The rewards to firms that establish a loyal customer base have been well documented (Armstrong and Symonds, 1991; Heskett, 1994; Reichheld and Sasser, 1990). In general, increased loyalty leads to lower costs of servicing the firms customers, reduced marketing expenditures, increased business from the existing customer base and greater profits. These rewards are particularly true in the retail banking sector. By increasing loyalty, a retail bank: reduces its servicing costs (i.e. accounts do not have to be opened or closed, and credit ratings do not have to be established; gains knowledge of the financial affairs and needs of its customers (thereby allowing effective and efficient targeting); and has an opportunity to cross-sell existing and new products and services. In one case, a retail bank that increased its customer retention rates by 5 per cent increased its profits by 85 per cent (Reichheld and Sasser, 1990). Improving customer satisfaction, and thereby retention rates, can come from a variety of activities available to the firm. The existing evidence suggests that major gains in customer satisfaction are likely to come from improvements in: Service quality; Service features; and Customer complaint handling. Not surprisingly, there are strong linkages between service quality dimensions (e.g. courteous service providers) and overall customer satisfaction (Anderson and Sullivan, 1993). However, there has been considerable debate as to the basic dimensions of service quality (see Brown et al., 1993 and Cronin and Taylor, 1992, for reviews), the measurement of these dimensions (Brown et al., 1993; Parasuraman et al., 1993; Smith, 1995; Teas, 1993), and the components of customer satisfaction (Hausknecht, 1990; Yi, 1990). Surprisingly, little empirical research has examined the importance of service quality dimensions in determining customer satisfaction. CHAPTER 3: THEORICAL FRAMEWORK AND METHODOLOGY 3.1 THEORICAL FRAMEWORK Independent Variables Dependent Variable SOURCES OF DISSATISFACTION Some empirical studies of service satisfaction suggest that â€Å"the human interaction component of service delivery is essential to the determination of satisfaction and dissatisfaction† (Bitner, 1990). According to Anderson and Sullivan (1993), when consumers perceived service quality performance falls short of their expectation, they become dissatisfied. Lewis and Spyrakopoulos (2001), in their research conducted on UK retail banking, categorized the causes of dissatisfaction in banking sector into five groups i.e. 1) Banking Procedures: Bureaucracy and slow banking, and Failure to keep customers fully aware of their banking situation. 2) Mistakes (i.e. wrong statement) 3) Employee behavior and training: Employees ignorant of certain banking procedures and Employees unwilling or slow to help the customer 4) Functional or technical failures: Long and/or unorganized queues ATMs out of order Limited network or branches Incomprehensible statements of accounts, terms of loans, conversions etc. 5) Action or omission of the bank that are against the sense of fair trade. Yanamandram and White (2004), in their research mentioned nine factors as main reasons ofdissatisfaction. These are lack of branch locations, high interest rates on loans etc, low interest rates on savings, long waiting periods, number of accounts fees, high account fees, poor counter fees, poor counter service, e-banking confusing, poor telephone banking service and others. Furthermore Johnston (1995), in his research demonstrated that, for personal customer of banks, the main sources of satisfaction are attentiveness, responsiveness, care and friendliness whereas the main sources of dissatisfaction are lack of integrity, reliability, responsiveness, availability and functionality. Further he argued that, all the reasons of dissatisfaction are not necessarily the other face of the sources of satisfaction though responsiveness is key component in providing satisfaction and the lack of it is a major source of dissatisfaction. Gronroos, C. (1984), cited in Panther and Farquhar (2004), argued service industry is much prone to entail greater dissatisfaction than products because both technical and functional aspects have an impact on consumer evaluation of the services. In financial services, self-service technologies (SSTs) become more wining tool to deal with customers resulting in customer dissatisfaction. To illustrate banks have adopted internet banking as service delivery tool, with a view to providing better and lowering costs, and sometimes new services to their customers. Further, they explained that presently as a regular practice banks start offering self-service technologies without having carefully studied what the true outcomes will be when customers interact with technology without a human component in the service encounter. SSTs interact with customer in a pre-designed way, rather than understanding individual customers need. Bitner (1990), found several satisfactions and dissatisfaction drivers applying criticalincident techniques. They identified key actions such as employee response to customer needs and requests, failure of service recovery action, lack of prompt and spontaneous employee actions result in both satisfaction and dissatisfaction. Day and Bodur (1977) argued in their research that in most cases dissatisfaction is directly linked with quality of suppliers performance. In their research most frequently mentioned reason for dissatisfaction was, â€Å"The service was rendered in a careless, unprofessional manner.† Some researchers observe dissatisfaction drivers are determined at the time when customers directly interact with a service. Some aspects of a service may not be persuasive for customer satisfaction but can lead to strong dissatisfaction when they are under performed. On the other hand, some aspects of service lead to satisfaction if delivered properly, but may not necessarily emerge dissatisfaction if absent (Srijumpa , 2007). Furthermore, Bolfing (1989), argued that â€Å"Heterogeneity and intangible nature of services itself frequently produced situation in which customers needs are misjudged or mishandled resulting in customers dissatisfaction†. That is the nature of services itself is also a source of dissatisfaction. IMPROVEMENT OF CUSTOMER RELATIONSHIPS Gummesson (1999), finds three different options that a customer can choose between when he or she feels dissatisfied with something that involves their present supplier where the first one is to exit the customers leave for a competitor, or stop buying the goods or services temporarily or permanently. This option is also pointed out by Brandt (2003), who states that if a customer is not satisfied with the product or the salesperson, he or she simply does not purchase from the company again. The second choice is called voice the customers speak their mind and demand correction, and the third option is loyalty the customers remain loyal for lack of alternative suppliers or prohibitive switching costs, inertia, ideological reasons and others, at least within limits. All these options are used by customers according to Gummesson, who continues that the feeling behind them, however, is largely a black box to suppliers. Recovery is more than settling a claim, it is the restoration and strengthening of a long-term relationship and the course of action must be constructive, not just a mechanical routine. If the recovery is successful, continues Gummesson (1999) strengthened by Brandt (2003), then a well resolved customer complaint can create a solid relationship, sometimes better than before the incident. Another aspect that can be turned into something positive according to Arnerup and Edvardsson (1992) is that although many companies consider a customer complaint as something negative, they should instead use it as a possibility to learn more about the customers needs, improve the conditions to satisfy them and strengthen the relationship with them. Nyer (2000) states that customers who were encouraged to complain reported great increase in satisfaction. The author continues that the indirect benefits occurs when an unhappy customer complains, which leads the employee to respond in a way that makes the customer less dissatisfied in the future, and therefore benefits the company as well. Research has shown that excellent complaint management and service recovery can significantly influence customer satisfaction (Johnston, 2001). Furthermore the majority of highly satisfying experiences were the result of something that went wrong and the organization making the effort to compensate the customer: â€Å"The recovery of failures can provide a major opportunity for organizations to create very satisfied customers†. The critical issue is that it is not necessarily the failure itself that leads to customer dissatisfaction; many customers accept that things can go wrong; instead, it is more likely to be the organizations response (or lack of response) to a failure that causes satisfaction or dissatisfaction (Johnston, 2001). Kahn (1995, p. 97) has similar opinions, when emphasizing that it is beneficial to companies to encourage their customer to perform complaints when they are upset or dissatisfied, since these customers can become even more loyal and satisfied customers in the future. Halstead and Page (reported in Johnston, 2001) also find that complaint handling processes shows a clear relationship with loyalty and repurchases intentions. Furthermore, customers who have been successfully recovered not only remain loyal, but can become advocates for the organization, and as such be a source of referral business because word of mouth can be very persuasive in terms of influencing customers to use an organization and its services claims Spreng et al (reviewed in Johnston, 2001). Brandt (2003) follows the same track, describing that customers who experiences a good service recovery will spread more goodwill than even your otherwise best loyal customers do. Soderlund (1999), claims that even though a customer has shown dissatisfaction and directed complaints towards the company, he or she does not necessarily has to be â€Å"lost† to the company, a pleasing reaction and action can turn the annoyance to satisfaction. In many cases, a good recovery can turn upset customers into even more loyal customers and strengthen relationships. Customer retention has been shown to have a direct impact on revenue and profitability states Loveman (reported in Johnston, 2001). Loyal customers tend to buy more, and are willing to pay premium prices, and the company needs to spend less money on marketing activities, all of which increase revenue and profitability according to Johnston (2001). Companies need to understand that even though it is possible to retain dissatisfied customers, it can be difficult since not all customer complain to the company, out of 25 per cent dissatisfied customer, only 5 per cent finds making the effort of complaining worth. While according to Kotler (2003) and out of these 5 per cent, half of the customers report a satisfactory resolution. On average, continues the author, a dissatisfied customer gripes to 11 other persons whereas the satisfied customer only tells three other people, this is also commented by Soderlund, (1997) who finds that satisfied

Online Piracy

March 11, 2012 Twitter, Facebook, Google, Wikipedia and many other sites are some of the most common ways people communicate and use as a leg for viral services. Two laws that are being placed into effect will serve as a hinder to users of the internet and also to many of the websites. If they were to be censored or â€Å"taken away† people would be left dangling wondering what next. I will inform my audience about the laws (SOPA AND PIPA), how it will censor sites, which sites may be affected, what sites did to prevent it, and when were they introduced.Also how censorship may cause some sites to shut down completely. The two laws will cause them to lose their viral services, no longer being able to inform users with information. SOPA (stop online piracy) and PIPA (Protect IP Act) are two acts that are going to be used to censor the internet and sites affiliated with it. SOPA is a United States bill introduced to expand the ability of U. S law enforcement to fight online traff icking in copyrighted property and counterfeit goods as stated on local website Wikipedia.According to Wikipedia PIPA is a proposed law with the stated goal of giving the US government and copyright holders’ additional tools to curb access to â€Å"rogue websites dedicated to infringing or counterfeit goods†. These are both acts that are going to serve as a blockage to the internet. SOPA was first introduced on October 26, 2011 and PIPA introduced May 12, 2011 according to Jamal a local writer. Although they were both introduced recently they are both put on hold due to sites petitioning and finding ways to fight against the two.Sites that would be affected by the two acts were sites like Wikipedia, Google, and many other sites that may provide things like music downloads and other information. To fight against the acts some sites went as far as taking online petitions like having there users go as far signing their email addresses and states to help take a stance. Sit es also put a black bar against their logos to show dedication. When asked in a survey that I took â€Å"do you think that the internet should be censored? † 16 out of 20 students said that it shouldn’t the other 4 were undecided.This one question showed just how much students rely on the internet services because if the internet were to be censored they would have no usage of it. Internet sites will shut down due to them not abiding by the standards of the two acts. Sites that the law feel are using more media that is copyrighted and they don’t have permission will be terminated. Which because of this will of course wipe out a majority of the sites that we use. When asked in a survey â€Å"what social networks and websites do you use? And if they weren’t available what would you do? † I received answers like Google, Wikipedia, twitter, and Facebook.People also said that if they weren’t available for use they wouldn’t have a way to do work and maybe not a way to express themselves. Because this would cut into students work this would then become an academic problem which should make law makers think their decisions over. Throughout my paper I discussed what SOPA and PIPA are, what websites were affected and what they did to put a stop to it, and also just who it would affect. These two acts are not yet put into to effect but should be taken noticed to. If SOPA and PIPA were put into effect they may affect not only you but a whole nation.

Mergers and Acquisitions in Australia

A merger is one of the forms of business combination. A merger is the joining together of two or more companies for a common goal (Schencke, 2007). It can be in the form of vertical integration, Horizontal integration or diversification. Consider the case of manufactured food (bread) company: we have the flour  Ã‚   company, the bakery and a butter company.If the bread company acquires the flour company that would be vertical integration; this may be more comprehensive and risky . The management is highly involved because of the procedures involved and consequences too. This is a backward integration because it will be merging with the supply source. It might lead to restricted supply of raw materials hence inflexibility.If the bread company starts producing cakes that would be horizontal integration; this might be considered necessary in order to have a more product line whereby their consumers will now be able to enjoy more quality products from the same company. This will enable a particular bread company deal with its competitors because a variety of commodities will be available to them.The company will also command a more market share because most of its products will dominate the market. High market share determines profitability because the Total sales figure has a factor of units and sales are directly proportional to the profit margin. The particular bread company therefore becomes a market leader and enjoys all the economies of scale. High volumes can be produced at low costs and therefore the company becomes a market leader in the industry. The company can now have efficient pricing policies for the different commodities that it is offering in the market.If the bread company starts producing butter to match with its quality of bread then that would be market diversification; This results in increased market capitalization which is very healthy for a company in the industry. This kind of expanded production line may be risky and uncertain because v ery little is known about that particular product line. This may call for comprehensive research, which might be costly for the holding company. Demand and supply factors of that particular company need to be understood and analyzed keenly to determine the future of such an operation and how relevant it might because this is a complimentary commodity.Merger or an acquisition leads to lack of competitiveness and would have a high Herfindahl index. Industry concentration is also affected. In the case study above, one has reduced players in the industry due to mergers. Therefore we find that there’s no competition due to acquiring of a supply chain, producing related commodities or even engaging in the production of complementary goods. Market diversification results to company being able to control its prices for the different products it has with changing the profit.This shows that market forces do not determine prices and completion is at different levels. Some companies also become market leaders and may decide to lower its prices in the market at the expense of other companies. The fact that a company can acquire a supply chain is harmful because this may limit resources/raw materials to other companies with in the industry or supply at inflated cost. A prices control board should therefore establish to deal with this. Some companies may be forced to quit production and this may lead to monopolies in the industry, which may not be healthy.Motives for mergers include:Synergy; The expected synergy determines the purchase price for the acquiree. Synergy is the combined power of a group of companies when they are working together which is greater than the total power achieved by each working separately. Synergy can be operating synergy or financial synergy. Operating synergy includes economies of scale and economies of scope, by merging firms are able to receive huge discounts due to high volumes of production and this results in high profits, this means high price of shares and high market capitalization.Owning of supply channels means constant supply of raw materials without delays and control over the prices. This indicates low cost of production and increased profits. Being a market leader may result into a monopoly and this means enormous profits. Discounts can be offered to customers and result in high sales due to high volumes. All these work to the advantage of the acquirer. More shareholders due to improved earnings per share lead to more funding and adequate cash flows are available. Synergy can’t be compared to international expansion, which is slow. Merging is with firms already operating and with the required recourses so no lag periods experienced which might hinder the growth and development of a company, which negates the image to the shareholders and other interested parties.There might be need to expand to another geographical location. The acquiring firm will look for firms in operation at that location to merge with in order to fasten the catch period which normally due to lack of knowledge of business operations at that particular area and business smartness required. Horizontal integration in this case will be necessary. This might be after researching and identifying a possible business location. Suppliers will also be considered in this case. Financial synergy is however more questionable due to the uncertainty of business operations.Merging may be for the need to grow and develop. This can be internal or external.. Internal growth can be slow and uncertain because the company doesn’t have past business experience on a particular field. Outside expansion leads to diversification and market capitalization is improved. Growth of a company in the industry tracts more shareholders to the company and therefore funds for financing business operations are adequate. This leads to market leading and high volumes are sold bringing about high profit margin.Merging may be due to the p ride of the management team of the bidder company. The management may want to associated with all players in the country that are performing better. This will be a way for the management to market itself and therefore the same directors can be restored at the next annual general meeting. The management might have been watching the firm to be acquired and may have an idea of corrections to be made in order to increase perfection.They may w ant to acquire a firm that is just about due to liquidity issues, restore its operations and hence cash flows. They therefore be associated with the recovery of the dieing company and hence improve their employment opportunities with other companies. They may also look for promotions and being part of the recovery team may a good ground for such. They management may also want to part of the management of a market leader in the company and this calls for all necessary strategies possible including mergers and acquisitions(Schlossberg, 2007).Horizont al integration whereby a company starts producing related products leads to increased market share due to increased sales out of the high volumes of sales. This may result in very radical transactions, which might be risky. In business yield comes together with risk taking. Vertical integration in this case is considered most because its more risky but the gains might be more than the costs. Diversification into another line of production may be a motivating factor.The company may have identified another variety of related products, which might be profitable and may want to be part of that industry. Therefore the best way to go may be the merger in order to pump in capital into the other company, which is facing liquidity issues, and hence have a major share of the profits. Horizontal integration is always considered best because it involves dealing with the same kind of business, which has a better track record (Schlossberg, 2007).In Australia the following steps are necessary in m erging:Research should be first done to determine possible candidate. This needs the help of experts in the research work so that all necessary data and information is available to the management of the acquiring firmThe motive to merge should be first understood and the angle to be taken determined. Synergy should be well understood and illustrated.Evaluation should be done on the acquiring firm. The firms’ business strategy should be understood in order to determine the degree of compatibility and the other aspects of business mergers. This also helps in justifying the acquisition.Immediately after the merger, Profits go down first due to the expenses incurred in research and implementation costs. Diversifications are normally expensive and gains can’t be realized immediately. Profits are normally derived at by; Sales-cost of goods sold –expenses. The cost of goods sold=opening stock + purchases-closing stock. High cost of goods immediately after the merger ca n be due to high opening stock, high purchases and low closing stock. This will therefore result in low profits.In the long run profits are supposed to increase due to;Economies of scale and scope, due to merging with supply and distribution channels, discounts will be given to the entity and this results to low operational costs. Large volume sales enable customers to get discounts and volume of sales is increased. This other unnecessary costs are avoided leading to maximization of profits.Diversification to another line of business; this means exploring of virgin grounds and operation benefits are taken advantage of. This means that sources of gained are increased and the total volume of profits is increased.Increase in market value; High market value is due to being a market leader and commands a greater share of the demand in the market. High volumes are sold and the sales figure is high. Sales are considered to be directly related to the profit volumes.The risk taken at first y ields benefits; Diversification may be risky therefore benefits may not be realized fast. Benefits can only after recovery and it will be to the enforceable future.Geographical advantages are realized. The merged entity need time to get used to the business environment and therefore gains take time to be realized (Bruner, 2007).Merging is better than internal expansion. Merging may be a little bit fast to pick up because acquired firms have existing resources and personnel. This reduces time spend in staff professional development and growth.A troubled company needs to merge as near bankruptcy workout situation. This helps in maximizing the value of the company where such companies are considered to be damaged goods. Shareholders, Board of Directors and the managers leave for firms specializing in a workout that is salvaging the value that was assumed to be left in them.Liquidations can’t be left behind. The use of highly leveraged transactions (HLT) expanded the profile of f inancially troubled companies (Schlossberg, 2007). Financially troubled companies are businesses that were leveraged and unable meet their debt service burden but still separate acceptable or even optimal operating cash flows given their internal resources and market opportunities.PublicityA demerger is expected when competitors start taking advantage of slow growth and development and they may take advantage of opportunities created by merged entity. This is because the competitors have been having existing offices, management and resources supply. Diseconomies of scale and scope start occurring and therefore the operations may not be profitable and a demerger may be considered. The company may at times consider internal expansion to be worth while and may start investing in such hence the merger becomes irrelevant (Bruner, 2007).The expansion to another geographical areas may prove to be unprofitable and thus the firm may consider demerging and concentrating in its primary busines s operations. The external growth may start being costly and the acquiring company decides to sale its share of the acquired company. The pride of management may be at some cost to the company and the shareholders may decide to demerge. The diversification to another line of production may prove to be extremely costly to the company and a demerger may be asked for so that focus can be on the basic profit gaining activity/business.Both the acquirer and acquiree benefit. The acquiree is funded and its liquidity position is revised and merging is normally a workout for near bankruptcy situations (Gaughan, 2004). The acquirer is also in a position to enjoy; economies of scale and production, advantage of geographical expansion, this is an external growth that cant be compared to the slow internal growth with uncertainties, management pride is improved, market share is improved and they move into a business that they have clear track record. ACCC is an independent authority of the Govern ment of Australia established in 1995 with the amalgamation of the Australian Trade practices Commission and the Prices Surveillance authority to administer the trade practices Act 1974 (Cth)It’s meant to protect Consumer rights, business rights and obligations, perform Industry regulation and price monitoring and prevent illegal anti Competitive behavior (Schencke, 2007).The more of the following criteria a troubled company meets the more marketable it will be to the acquiring company:Is it a manufacturing rather than a distribution operation. Acquiring a manufacturing company will be horizontal integration and will be more profitable to the entity (Robinson, Tranter, Loughran 2007). This kind of synergy results to taking advantages of economies of scale, diversifying into other lines of production, increased market value, expanding to another geographical location and this will be better than internal expansion. Merging with a distribution company will be a vertical forward integration and may be very risky with uncertainties due to lack of a clean track record.Fills a unique product niche rather than produces a commodity item.Has a well-known brand or trademark that is undamaged by its current situation.Sustains a strong defensible market share. A company with a strong market share means that its quite stable and will be profitable to merge with. This will also improve the whole entity’s image and then the share price improves in the stock market.Has a well-maintained machinery and equipment. These are tools of production and this indicates indefinite operation of the company into the future. Such a company is not risky to deal with and may result into huge future losses. Hence the idea of merging may not be necessary.Ernest & Young (2006) pg20In conclusion, mergers and acquisitions should be considered in the company’s research and development. It involves a lot of research that collects data and information in order to evaluate worth candidates for merging. The long-term objectives should be increasing the company’s market share within the industry, making use of economies of scale available and being a market leader.Mergers resulting in long term losses should be avoided because this won’t lead to growth and development of the company. Mergers also determine the structure of an industry because they lead to a decreased number of market players in the industry. This leads to high concentration and competition is reduced. Monopolies may be formed and this may not be healthy to the industry as a whole. Price control bodies need to be in place to control the dominance of the market by a particular holding company.References:Ernest & Young, Ernest & Young LLP. (2007). Back to Basic Techniques onMergers & Acquisitions (Pg 19-23). Wiley PublicationsGuy M. Robinson, Pal. J. Tranter, Robert Loughran. (2007). Economy Society &Environment. Oxford University PressHans Schencke. (2007). Accounting for Mergers & Acquisitions in Europe. IBFDMichael A. Hit, Jeffrey J. Harrison. R Duane. (2007). A Guide to creating value forStakeholders. Oxford University PressPatrick A. Gaughan. (2004). Merger, Acquisitions and Corporate Restructuring.Wiley PublicationsRobert F.Bruner. (2007). Applied Mergers and Acquisitions. Wiley PublicationsRobert S. Schlossberg. (2007). Understanding the Antitrust Issues. American BarAssociation.

Why I Didn t Free And No Longer A Slave - 1649 Words

When Mary came to England she was legally free and no longer a slave. Having no friends and no means of procuring a living, she was forced to remain with her master, still working as a slave, though he repeatedly tried to kick her out on the street. Until she found a branch of the Moravian church which educated and married her in Antigua where she found kind people who took her in and cared for her when she was bed bound from rheumatism. They then introduced her to the Anti-Slavery Society who not only championed her cause for freedom from her master so she could return to her husband in Antigua, but also sometimes supported her financially when she couldn t find work. I would rather work for my living than get it for nothing. They were very good to give me a supply, but I felt shame at being obliged to apply for relief whilst I had strength to work. At last I went into the service of Mr. and Mrs. Pringle, where I have been ever since, and am as comfortable as I can be while separated from my dear husband, and away from my own country and all old friends and connections. At this time Mary was approximately 40 years old and despite the Pringle s support, Mary s master wouldn t grant her freedom even with many offerings of money. As she had no one to refer to for a character in this country except himself, he doubtless calculated securely on her being speedily driven back, as soon as the slender fund she had in her possession was expended, to throw herselfShow MoreRelatedThe Revolution Was A Huge Period Of Change From 1775-17831366 Words   |  6 Pagesreevolution didn t change anything. America would not be the America it is today if the revolution didn’t change the style of government. America would be a country ran by a king if it weren t for revolutionary change of government. On the other hand, the revolution did absolutely nothing for slaves and blacks. The laws that were set in the 1780’s against slavery were way too lenient and that allowed no change to occur. It is evident that the revolution was revolutionary and it wasn t at the sameRead MoreSummary Of Celia A Slave1416 Words   |  6 PagesCelia, a Slave was a factual interpretation of one isolated incident that depicted common slave fear during the antebellum period of the United States. Melton A. McLaurin, the author, used this account of a young slave woman s struggle through the undeserved hardships of rape and injustice to explain to today s naive society a better depiction of what slavery could have been like. The story of Celia illustrates the root of racial problems Americans still face in their society. Although not nearlyRead MoreAnalysis Of The Book Slave My True Story By Mende Nazer And Damien Lewis1294 Words   |  6 Pages Paper Two: Slave My True Story In Western culture we are born with the right of autonomy. It is believed that this right can never be taken away from us. We are born into this privilege of liberty and are given opportunities to grow and make our own choices without being oppressed or discouraged for them. We are free, or so we think we are. In the book Slave My True Story by Mende Nazer and Damien Lewis (2003), Mende a 12 year old girl, is stripped of her happiness, childhood and most of all, herRead MoreDouglass Example 31562 Words   |  7 Pagesï » ¿1.Slaves didn’t know their mothers or birthdays.  Ã‚  Assess the impact on their mental  Ã‚  well  being ?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The  growth of the child can’t leave his mother. Care of the mother for the child s future character formation, have a decisive role.  Ã‚  Slaves don‘t know their mother, so they don’t get good care, no  Ã‚  guideline, no direction. The slave don‘t know their birthday, so that they don’t have a sense of identity for self.  Ã‚  It is easy to hurt them as a person s sense of belonging.    2.  Ã‚  Slavery degradedRead MoreEssay on the Life of Frederick Douglass1702 Words   |  7 Pagesof cruelty towards slaves as he shows many reasons that could have been used to abolish slavery. Throughout the well-written narrative, Douglass uses examples from the severe whippings that took place constantly to a form of brainwashing by the slaveholders over the slaves describing the terrible conditions that the slaves were faced with in the south in the first half of the 1800#8217;s. The purpose of this narrative was most likely to give others not affiliated with slaves an explicit view ofRead MoreThes Benevolent Association, The Knights Of Labor And The Farmers Union1223 Words   |  5 Pagesissues transitioned to the Farmers Alliance. From the beginning of the Texas republic, agriculture dominated the lion share of the Texas economy. Early colonials ventured to the Texas landscape to acquire inexpensive land for farming and ranching. Free labor, supported by the legalized human enslavement led to a successful agricultural enterprise within the republic. While agricultural enterprise failed to support the hefty cost of the Texas republic, farming and ranching remained the primary industryRead MoreEquiano s Narrative Of The Captivity And Restoration Of Mrs. Mary Rowlandson1752 Words   |  8 PagesWhat would you do if you were taken by people you did know, and were held captive for ransom for 11 weeks or were sold into the slave trade at the age of 10? These events happened to two people from different countries, and at completely different points in time. Both narratives show journeys of hardship â€Å"A Narrative of the Captivity and Restoration of Mrs. Mary Rowlandson† and â€Å"The Narrative of the Life of Olaudah Equiano or Gustavus Vassa, the African†. Mary Rowlandson’s story is about her journeyRead MoreKindred by Olivia Butler - Rufus Evil and Inhumane Nature2090 Words   |  9 PagesRufus turns in to a stereotypical slave owner and abuser. With every trip that Dana makes back to Rufus, there is a clear distinction of changes in his personality. He becomes more evil, over-obsessive and cruel as he gets older. In fact, he becomes very much like his father Tom Weylin, which in his childhood he never wants to be. However, this does not excuse the horrible actions that he commits towards his black slaves. Although at his time some white men do have slaves as servants, not everybody doesRead MoreThe Adventures Of Huckleberry Finn By Mark Twain1685 Words   |  7 Pagesme; but it was rough living in the house all the time, considering how dismal regular and decent the Widow was in all her ways; and so when I couldn t stand it no longer I lit out. I got into my ol d rags and my sugar hogshead again, and was free and satisfied. But when Tom Sawyer hunted me and said he was going to start a band of robbers, and I might join if I go back to the Widow and be respectful. In this quote, it is seen that the Widow Douglas is very oppressive and always trying to sivilizeRead MoreBeloved By Tori Morrison : A Book Of Ghosts With Love, Compassion, And The Feeling Of Belonging2525 Words   |  11 Pagesloved one. 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