Exercise one Essay Example | Topics and Well Written Essays - 250 words

Exercise one - Essay Example The Appalachian Mountains is distributed in four major sections, these are the Appalachian plateau, ridge and valley, Blue Ridge and the Piedmont. Mount Mitchel is the uppermost summit point located along the low mountain range estimated approximately 6,684 feet. The ridges are evidently the hallmark of the Appalachian ridges. The Valley and Ridge and the Blue Ridge is made of rock formation that are narrow and differentiate the mountains from the neighboring valleys. The ridge tops extend to over a thousand feet above the neighboring valleys and are surrounded by serrated and rough sandstones. The top level of the valleys in the Appalachian Mountains are composed of shales and siltstones. Evidently, a great portion of the Appalachian Mountains is covered in thick forest tress that form a canopy all over the mountain range. On higher level of the mountain, it is engulfed in evergreen forests consistent with spruce and fir. On the other hand, the lower regions of the mountain is cover ed by trees with broad leaves like oaks and

Reflecting on Wisdom Essay Example for Free

Reflecting on Wisdom Essay Using the information presented in Ch. 10 of your text and other scholarly sources, describes the attributes that are commonly associated with wise people. Identify a person you have known in your life or someone you have never met. Write a 700- to 900-word paper addressing the following: †¢What characteristics of wisdom does this individual possess? †¢What makes him or her wise? †¢Which of these attributes do you believe you have developed most fully? †¢Which do you believe you need to develop more fully in the years to come? Explain. My friend Liz is probably the only person who I could really turn to for advice and her wisdom and knowledge has always helped me through the rough times and the good times. I remember meeting Liz one day at school and asked if I could borrow a pencil from her during math class. When I returned it back she said I could have it but to try not to lose it since it is an obvious writing instrument to have. Well, after a few days I noticed she would sit alone during lunch time so I asked her if she wanted to join my friends and I for lunch, ever since we have been best of friends. According to my reading in my Positive Psychology books in Ch. 10 Table 10.2 Classification of virtues and character strengths wisdom and knowledge is cognitive strengths that entail the acquisition and use of knowledge. The defining strengths describe her or what she possesses: creativity, curiosity, open-mindedness, love of learning, and perspective. She has always been creative since day one when I asked to borrow a pencil. During that time we were learning how to make a cube out of paper and Liz knew how to do the cube without even asking how to make it. She could make things to be productive. I could recall during a campout with a bunch of girls how to make things out of sticks with leaves and such. It was amazing on how much she knew without really knowing how to do it in the beginning. Her open-mindedness was well respected in our little group of friends that luckily for us we could always count on her to see all sides of an argument. Liz was the really the bookworm of the group, she always had some new book of something so she could learn something new. I remember her Astrology phase which lead into other similar aspects like numerology, love signs, birthday meanings. It was an interesting chapter in all of our lives. What makes Liz wise is that she has patience with everyone and everything. She will sit there and listen to you and give advice and a shoulder to lean on. I remember I was having boy trouble and by the third time the guy and I split he wanted me back the next day. I was so confused by him and his emotions that I went to Liz and ask for advice and what does she think. Being that she knew me and my relationship with the guy, she gave me some good comments and advice that still sticks to me today. She said about the pattern that the guy and I had is not a healthy for either of us. She said that he’s just playing with my emotions and using me for a doormat for something else that was really getting his attention. I was young and naà ¯ve to see what was really going on with him and I thought I was really in love with him. The attributes that I believe I developed most fully is the love of learning. I find everything as a challenge. Mastering skills, topics, and bodies of knowledge keeps me busy and absorbing and experiencing new obstacles. My latest mastering skill is calligraphy. At first it was quite difficult but after some time and practice I am able to make important announcements freehand and it makes me giddy and exhilarated that I created such beautiful work without the help or computers. I always did find calligraphy to be extremely hard but after hard work and patience I say I am a complete natural. The one defining strength I believe I need to develop more in the years is open-mindedness. I always thought I was open-minded for new things or even things I thought I was open-minded to. For example, my boyfriend and I are total opposites when it comes to alcoholic beverages. He prefers wines and hard liquor while I prefer fruity drinks and wine coolers. I told him one day I would try wine some time and when he ordered a case of wine from his catalog, without me knowing, that when the UPS dropped off the wine, my boyfriend had some wine glasses out and ready for me to try. At first I was really against it because I wasn’t in a â€Å"drinking mood† but really it was only because of the comments people would make and say about wine on how it’s bitter and sweet in the same time. After I refused the first glass, he said he thought I was open-minded to try some wine. After that it really got to me on how much I thought I was open-minded when in actuality I was closed-minded. Not only on wine was I not open-minded to but on other things and matters as well. After the comment my boyfriend made I made sure I try it before I â€Å"knocked it off† my list. I tried a few wines, red and whites, and noticed I have neutral taste for the both. I could only manage one glass and after that I am good. It is not because it m ade me spin or intoxicated but the aftertaste is what gets to me.

Essay --

In the early 1800’s the United States began to split, but as mid-century came around, the union started to separate drastically. During the period of 1850, until 1861 the union was clearly divided between the north and the sounth. Although the Constitution was not the only factor leading to sectional tension in America, there are many strong points in the North and South favoring the statement, â€Å"By the 1850’s the Constitution, originally framed as an instrument of national unity, had become a source of sectional discord and tension and ultimately contributed to the failure of the union it had created.† When the Constitution was framed in 1787, the founding fathers were concerned about leaving Britain and becoming a Union, as opposed to the issue of slavery that would later prevail. Henry Clay created the Compromise of 1850, which helped solve the problem of slavery in the new territories (Document A). This was not included in the Constitution. When the Missouri Compromise was ruled unconstitutional under the Dred Scott decision. It is evident that although the Constitution is t...

Fashion in 20 Years

Erika Annalisa Sagh 2MEI 20 years of change? The over abundance in brands, the constant development for new products and the continual demand for innovation in style, will certainly remain relevant in 20 years as much as it does today. Fashion will develop quickly in the fields of production development and undoubtedly work forward instead of reliving the passed. However, the most intriguing changes in the fashion world within the next 20 years will be noticeable in the domains of manufacturing and sustainable revitalization of products and how they will connect.In application of the current European crisis it is clear that people are becoming more conscious of where there money is being spent and how they can possibly save more wisely. The morality behind the importance of helping and supporting your own economy will forever remain, though whether it will be practiced may technically be but a theory. Western cultures will continue to seek cheap manufacturing alternatives in second a nd third world countries, because it offers the possibility to over-produce and support the fast fashion addiction.As the evolution in economy triggers a direct growth within the field of manufacturing, the everlasting demand for innovating and luxurious goods will incline as well. These points all aid in allowing actual consumption within the coming years to multiply from its current state. If the future predicts to experience a noticeable growth of consumers, rising to approximately 1. 8 billion, it would be of no surprise that more brands will emerge and companies will be looking into producing their garments and products more quickly to feed the demand.The demand will undoubtedly create an abundance of opportunities for the fashion industry, as developments in style, textile and processing will be forced to transpire. However, as a state for humanity these so called windows of opportunities will possibly not create revolutionary changes. Accounting China’s current regress ion in foreign manufacturing demand, a shift from this current fashion driven country to another developing country may occur.The demand from western-based countries to China is slowly diminishing based mainly upon the fact that quoted prices have elevated beyond comfort. Though China is beginning to manage their organizations better, it raises some issues of whether western demand will remain located or as previously mentioned, shift. China does expect their economy to grow within the upcoming years, however this growth may account solely for domestic demand. In order to continually be apart of the fashion realm, China may have to keep their prices low or have the government interfere.More of the Chinese population is gradually becoming less interested to work in factories, while more comfortable positions within a store or hotel are sought after. In short, as the country grows away from the communistic regime the people will desire a much more comfortable lifestyle away from poor conditions and factory work. Now it is not to say that the manufacturers in other upcoming worlds wont be categorized as sustainable. It’s a known fact that the fashion industry is classified as one of the most polluting industries in the world, and much more focus is now being spent on how to change this.From the amount of fertilizer used in cultivating cotton to the abundant quantity of chemicals exhausted in processing plants, it is evident that the creation of fashion is drastically aiding in the progression of global warming. Though due to the size of the industry, any small changes such as the conservation of fresh water or the protection of environmental status would help. Eva Kruse, Chairman of the Nordic Fashion Association has already begun gathering support from celebrities and international designers to discuss sustainable options.With already 1000 people aboard, their long-term goal is to eventually declare sustainability as a worldwide fashion value. Though they aspire to soon take part in united nation conferences and create a code of conduct for the industry, the possibility of eliminating cheap manufacturing is nearly impossible. It is not saying that if the sector reacts to aspects of this code that it will not create a great impact, but that redesign, reuse and recycle will take precedence over fair wages. Clothing will be designed using biodegradable materials such as bamboo, milk or recyclable plastics and polyester.Clothing will no longer be apart of landmass and the environment itself will be considered more green and clean. However as stated, the use of these materials is undoubtedly more expensive to produce and manufacture into garments. Sustainable machinery will become more expensive to buy and maintain, while health codes, which will be implied, will also account for a raised budget. Since it will be the big companies, which will drive the demand they will be able to influence the consumers to agree with sustainability but p erhaps not price.Prices can fluctuate gradually, however the public will never agree to pay ridiculously high amounts. As fast-fashion will not fade within the near future, people will still demand new seasons and more collection in order to satisfy their materialistic and trendy needs. Companies will have to agree in saving money through cheaper labour and not expect all products to be produced closer to home. Countries such as India, Bangladesh and Cambodia will most likely become visited terrain for production instead of China, whereas the likeliness of African labour is more questionable due to the unstable status of the government and disruption.In conclusion, there are many solutions available in creating a more sustainable fashion industry, however these solutions may be quicker to realize than the issue of fair trade itself. I believe that people are not ready to give up their addiction to buying, and fast fashion is not just a trend but also a new way of life. The idea of m inimalistic buying will have to develop slowly within society, it may visible in 50 years but 20 years seems too soon. The categorized second world countries such as China are progressively becoming first world and it is unsurprising that their production price quotes are higher than before.I believe that if the fashion industry takes a strong shift towards sustainability that affordable manufacturing in second and third world countries will be sought out, to balance and maintain â€Å"cheaper† ticketed prices. In the future, the world may look different because certain countries, which are currently related directly to fashion, may disappear or even change their status, while new countries will appear in order to realize this sustainable aspiration. First step, be kind and save the planet we live on. Second step, find a way to live in a fair trade world.

Measuring Customer Satisfaction at ImageStream Essay

ImageStream Internet Solutions, Inc. is a privately held company in its 9th year of operation. ImageStream engineers, manufactures, and distributes Linux-based routing products for network and Internet applications. ImageStream products are used by Internet service providers (ISPs), governments, schools, and businesses in more than 75 countries around the world. As ImageStream moves toward its next decade, market forces require it, like most high technology companies, to be fast and responsive. The company faces constant change in demands and needs along with the pressures of mission creep in the face of limited resources. It is against this backdrop that ImageStream started its ISO 9000:2000 certification process. This process requires not only the implementation of quality processes, but measurement of their efficacy as well. ImageStream conducts key manager meetings twice monthly, and a company-wide review on a semi-annual basis. During these managerial and company reviews, the senior executives identify key metrics driving the success of the company’s mission, including those metrics that would benefit most from significant improvement. This proposal outlines the use of a customer satisfaction survey and seeks to answer the management question: What is the current customer satisfaction with the level and type of customer service provided by ImageStream? The study will explore the conceptual framework of service quality, the positive and negative impacts of service quality on ImageStream, and the effect of favorable and unfavorable customer intentions on perceived quality using survey research. Armed with the statistical analyses outlined below, the operations management team will identify current trends in customer satisfaction in a proactive attempt to resolve to any issues. Background and Literature Review The study and development of customer service techniques and customer  retention management programs has blossomed into its own industry. This increasing focus on customer satisfaction is not surprising, given the positive correlation between happy customers and successful companies illustrated in countless marketing research studies. This study will outline the relationship between customer satisfaction with service and customer retention at ImageStream. To support the findings, we will conduct an empirical study focusing on the relationship between perceived service quality and customer intentions. Weinstein and Johnson (1999) recommend that companies like ImageStream should spend â€Å"75% of its marketing budget on customer retention strategies† and to strengthen these relationships. Once customers commit to a product platform, and the longer they use and deploy that platform, the more profit ImageStream can realize. Longstanding, satisfied customers will generally continue, or often increase, purchasing, require less operational and customer service support, and be more willing to pay price premiums to remain with the company–all without incurring new customer acquisition costs (Pine, Peppers, and Rogers, 1995). This paper will analyze how ImageStream’s service relationship with its customers produces customer behaviors indicating whether or not a customer will remain an ImageStream customer. The methodology used will follow Zeithaml, Berry and Parasuraman’s study on this topic (1996). Since replacing lost customers requires new customer acquisition costs, customer retention should be a fundamental performance measure for ImageStream’s executive staff and a key component of the company’s incentive programs (Zeithaml et al., 1996). According to the American Management Association, acquiring a new customer can require five times the investment needed to keep an existing customer (Weinstein et al., 1999). Literature Review Customer service, not surprisingly, has been researched extensively: from the conceptual framework of service quality, to the positive and negative impacts of service quality, to the effect of favorable and unfavorable  customer intentions on perceived quality. We review these concepts in recent literature, and investigate an empirical study focusing on the relationship between service quality and customer behavioral intentions (Zeithaml et al., 1996). Zeithaml, Berry and Parasuraman (1996) offer a conceptual model of service quality. The researchers postulate that the quality of customer service will determine whether a company retains its customers or loses them to defection. Zeithaml, Berry and Parasuraman (1996) highlight seven key points: 1.Customer defection has a negative relationship with an organization’s profitability. 2.Retaining current customers costs less than acquiring new ones. 3.Customer retention should be a fundamental component of incentive programs. 4.Companies must advertise not only to attract new customers, but to replace lost customers. 5.Advertising, promotion, and sales costs are required expenses when attracting new customers. 6.In general, at the beginning of a customer/vendor relationship, the customers do not generate a profit for the company. Zeithaml, Berry and Parasuraman estimate that acquisition cost recovery can take as long as four years. 7.Positive customer assessments of service quality lead to positive behavioral intentions, strengthening the relationship between the customer and the company. Negative assessments, on the other hand, create unfavorable customer behavioral intentions. The unfavorable conditions weaken the customer/vendor relationship. Based on their research and observations, Zeithaml, Berry and Parasuraman  (1996) believe that expressed or observed behavioral intentions can indicate whether or not customers will remain with an organization. Reinartz and Kumar (2000) challenge Zeithaml, Berry and Parasuraman’s assertions that customer retention always leads well-managed companies to profitability. Reinartz and Kumar (2000) argue that long-term customers are not always the most profitable customers, and dismiss research assuming that loyalty equates with profitability as a gross oversimplification. Reinartz and Kumar (2000) contend that managers should not automatically assume increased lifetime spending, decreased costs of service, and decreased price sensitivity for long-term retained customers. Reinartz and Kumar (2000) go further in also disputing the idea that long-term retained customers require lesser marketing investment by companies. Their research concluded that long-term customers often have inactive purchasing periods unrelated to their retention by an organization (Reinartz and Kumar, 2000). During these dormant periods, these customers are at best a break-even proposition for organizations, and often consume marketing and service resources resulting in net losses during periods of inactivity. Reinartz and Kumar (2000) found that short-term customers may be as significant to customers as longtime clients. Other research indicates that organizations struggling with a single approach to satisfy all customers can end up with â€Å"inefficient and inappropriate levels of service† (Cohen, Cull, Lee and Willen, 2000). Cohen, Cull, Lee and Willen (2000) conclude that organizations must customize their service to meet each customer’s individual needs. Superior service generates favorable behavioral intentions in customers, including increased future spending, acceptance of price premiums, â€Å"word of mouth† referrals, and, ultimately, customer retention (Zeithaml et al., 1996). Research suggests that most employees have a â€Å"true customer orientation† in that they understand their customers’ needs, and possess empathy and respect for their customers (Bitner, Booms and Mohr, 1994). Quality service builds customer faith in the organization, and â€Å"is essential for maintaining competitive advantage† (Berry, Parasuraman and Zeithaml, 1994). Since quality customer service can generate positive behavioral intentions, quality service strategies are effectively profit strategies for organizations. Research illustrates this link between service and profitability, as Keaveney (1995) found that customer defections can cost an organization future revenue stream. As customers’ intentions toward a company improve, the results include new customers, increased business with existing customers, fewer lost customers, and added pricing power (Berry et al., 1994). Berry and Parasuraman (1997) stress the creation of customer feedback channels as a component of quality service. Listening and responding to the customer’s needs in a quality way has a â€Å"direct effect on the quality of service provided† (Berry and Parasuraman, 1997). This focus on customer feedback drove the purpose of this series of papers. Evidence, such as Keaveney’s study, highlighting the role customer loyalty plays in making an organization more profitable makes it imperative that companies quickly and proactively address concerns, complaints and other unfavorable behavioral intentions among their customers (Tax, Brown and Chandrashekar, 1998). Tax, Brown and Chandrashekar’s point also applies in a comparative sense as well. Organizations can potentially provide satisfactory service that nonetheless lags other competitors’ service offerings. In these cases, customers may defect because of the attraction of comparatively superior service offerings from a competitor. Managers of service departments and service companies must recognize this comparative measure, and realize that some customers will defect even when they are satisfied with a former provider (Keaveney, 1995). Customers display favorable intentions such as praising the company, expressing a preference for the company to the company or to other consumers, continuing and/or increasing purchasing volumes, paying price premiums, and making recommendations to others based on their satisfaction with the company (Zeithaml et al., 1996). Satisfied customers stay loyal to an organization longer, pay less attention to competitive products, exhibit less price sensitivity, offer service improvement or expansion ideas to the organization and cost less to service over time than new customers (Weinstein et al., 1999). When dissatisfied, customers display unfavorable intentions such as expressing an eagerness to leave the organization, decreasing purchase patterns, voicing complaints to the vendor, complaining to others, or taking legal action against the organization (Zeithaml et al., 1996). When customers do leave an organization, many choose to do so quietly with the intention of â€Å"getting even by making negative comments† to others about the organization (Tax and Brown, 1998). Since defecting customers can impact current and future revenue streams, properly identifying dissatisfied customers and understanding why customers defect can be valuable tools in improving customer retention management programs. Companies must implement strategies to overcome potential customer defections. Retention efforts should begin as soon as organizations acquire new customers. The organization should proactively attempt to learn and address customer needs and resolve any complaints or concerns quickly (Weinstein et al., 1999). Weinstein et al. (1999) suggest several ways to build loyalty and increase favorable behavioral intentions in customers. They suggest that organizations could embed sales staff at the offices of their best customers, participate in their customer’s events or promotional efforts, interview their customer’s customers, conduct retreats with major customers to share best practices and to train customers on company products and services, develop a preferred customer pricing strategy, reward customers for referring new business, solicit feedback on product development roadmaps, and even partner with key accounts on industry research projects (Weinstein et al., 1999). SERVQUAL Among the most popular assessments tools of service quality is SERVQUAL, an instrument designed by Berry, Parasuraman, and Zeithaml (1994). Through numerous qualitative studies, they evolved a set of five dimensions ranked consistently by customers as central to service quality, regardless of the  service industry. Berry, Parasuraman, and Zeithaml (1994) defined these dimensions as: *Tangibles: the appearance of physical facilities, equipment, personnel, and communication materials; *Reliability: an ability to perform the promised service dependably and accurately; *Responsiveness: a willingness to help customers and provide prompt service; *Assurance: the knowledge and courtesy of employees and their ability to convey trust and confidence; and *Empathy: the caring, individualized attention the firm provides its customers. Based on the five SERVQUAL dimensions, the researchers also developed a survey instrument to measure the gap between customers’ expectation for excellence and their perception of actual service delivered. The SERVQUAL instrument helps service providers understand both customer expectations and perceptions of specific services, as well as quality improvements over time (Berry, Parasuraman, and Zeithaml, 1988). Analysis of customer responses to a SERVQUAL questionnaire presents numerous potential practical implications for companies and their customer service teams. Scope We will conduct a study of all ImageStream customers (the â€Å"population†) by e-mailing or mailing a questionnaire to companies listed in ImageStream’s internal records. The study will take less than one month to complete. We will contact all customers and direct them to the on-line survey, and follow up with customers who have not responded after two weeks. We will end the study after four weeks, and expect 25%-30% participation. We base this estimate on the response rate of similar studies mentioned above. A response  rate of at least 10% will yield a significant sample, enabling us to make conclusive findings and recommendations. Methodology We identify three determinants of customer satisfaction with ImageStream: service quality, solution quality, and price (through a measure of perceived value). Data on customer satisfaction, service quality, solution quality and price will be collected through the attached questionnaire survey. The questionnaire adapts the SERVQUAL instrument developed by Berry, Parasuraman and Zeithaml (1998) and uses a combination of Likert-scaled, dichotomous and unstructured questions. The use of both bipolar Likert/dichotomous and unstructured questions allows us to benefit from the strengths of both quantitative and qualitative research. The use of quantitative questions allows us to obtain a high degree of reliability and validity using the scientific method, and enables others to more easily repeat or replicate our study. The qualitative questions provide background for customer responses, and help to identify any underlying issues highlighted by the quantitative research. Triangulation, in this case the combination of qualitative and quantitative methods, allows us to overcome the weakness of using only one research technique. We do not assume that there is only one reality and believe that different research methods will reveal different perspectives. Using quantitative and qualitative triangulation allows us to use different sets of data, different types of analyses, different researchers, and/or different theoretical perspectives to study customer service. The quantitative question results will provide data that we can subject to complex statistical analyses. We will combine the quantitative question responses to determine central tendencies and dispersion of the data, including measures of mean, standard error, median, mode, standard deviation, variance, kurtosis, skewness, and range. We will analyze the  results of each question and of the study as a whole. Based on the results of the analysis above, we will develop regressions to identify potential relationships between past service experiences, perceived quality, future purchasing behavior, and loyalty. A possible research design for the regression analysis follows. H1: There is a positive correlation between the level of superior customer service and positive future customer behavior. H2: There is a negative or no correlation between the level of superior customer service and positive future customer behavior. H3: There is a positive correlation between the level of inferior customer service and negative future customer behavior. H4: There is a negative or no correlation between the level of inferior customer service and negative future customer behavior. Using these results, we can make conclusions about the management problem defined above. Development of these findings will include the use of anecdotal evidence from the qualitative questions in the survey. We will use the responses to the qualitative questions to support the quantitative findings, and to highlight key issues not covered by the quantitative portions of the survey. Possible Findings Following Zeithaml, Berry and Parasuraman (1996), we believe that a positive relationship exists between quality service and positive customer behavior as defined above. Additionally, we believe that our research will show that favorable customer behavioral intentions will be higher among customers experiencing no service problems. Customers who have experience problems, but received service to resolve them will show the next highest level. Customers with unresolved service problems will show the least favorable  behavioral intentions. Conclusion Customer service and its effect on customer retention in an organization is a growing area of research, and one that is vital to maintaining quality at ImageStream. This paper examined customer retention and defection from an organization in the context of customer service quality, exploring four areas: 1.A conceptual framework of how service quality affects particular customer behaviors and the consequences for ImageStream, establishing the purpose for this study, 2.Empirical studies that focused on the relationship between service quality and customer behavioral intentions, 3.A triangulated quantitative and qualitative survey to study perceived service levels among ImageStream customers, 4.Follow-on research based on the survey results and statistical analysis, including a summary of expected findings Customer retention branches off into many other significant areas such as value-added services, supply chain relationships, use of information systems to service customers better, and very importantly perceived and expected performance. Organizations have a chance to learn from their customers. The more customers teach the company the more effective it becomes at providing exactly what they want and the more difficult it is for competitors to lure them away from the organization (Pine II et al., 1995). Learning about customers is what this whole retention topic is about. The customers tell the organization what to do to keep them. The strategy is for the organization to learn how to listen and respond. References Anton, J. (1996). Customer Relationship Management: Making Hard Decisions with Soft Numbers. New York: Prentice Hall. Berry, L., Parasuraman, A. and Zeithaml, V. (1988). A Conceptual Model of Service Quality and its Implications for Future Research. The Academy of Management Executive, 8, 32-52. Berry, L. and Parasuraman, A. (1997). Listening to the Customer: The Concept of a Service-Quality Information System. Sloan Management Review, 38, 65-76. Berry, L., Parasuraman, A. and Zeithaml, V. (1994). Improving Service Quality in America: Lessons Learned. The Academy of Management Executive, 8, 32-52. Bitner, M., Booms, B. and Mohr, L. (1994). Critical Service Encounters: The Employee’s Viewpoint. Journal of Marketing, 58, 95-106. Chase, R. and Stewart, D. (1994). Make Your Service Failsafe. Sloan Management Review, 35, 35-44. Cohen, M., Cull, C., Lee, H. and Willen, D. (2000). Saturn’s Supply-Chain Cooper, D. and Schindler, P. (2002). Business Research Methods (6th ed.). Burr Ridge, IL: Irwin/McGraw-Hill. Cronin Jr., Joseph J. and Taylor, S. (1992). Measuring Service Quality: A Reexamination and Extension. Journal of Marketing, 56, 55-68. Heskett, J., Jones, T., Loveman, G., Sasser, W., and Schlesinger, L. (1994, March-April). Putting the Service-Profit Chain to Work. Harvard Business Review, 164-174. Innovation: High Value After-Sales. Sloan Management Review, 41, 93. Joppe, M. (n.d.). The Research Process. Retrieved January 12, 2004 from http://www.ryerson.ca/~mjoppe/rp.htm Keaveney, S. (1995). Customer Switching Behavior in Service Industries: An Exploratory Study. Journal of Marketing, 59, 71-82. Pine II, J., Peppers, D. and Rogers, M. (1995). Do You Want to Keep Your Customers Forever? Harvard Business Review, 73, 103-114. Pitt, L., Watson, R., Kavan, C. (1997). Measuring Information Systems Service Quality: Concerns for a complete canvas. MIS Quarterly, 21, 209-221. Reinartz, Werner J. and Kumar, V. (2000). On the Profitability of Long-Life Customers in a Noncontractual Setting: An Empirical Investigation and Implications for Marketing. Journal of Marketing, 64, 17. Tax, S. and Brown, S. (1998). Recovering and learning from service failures. Sloan Management Review, 40, 75-88. Tax, S., Brown, S.and Chandrashekar, M. (1998). Customer evaluations of service complaint experiences: implications for relationship marketing. Journal of Marketing, 62, 60-76. Van Dyke, T., Kappelman, L., and Prybutok, V. (1997, June). Measuring Information Systems Service Quality: Concerns on the use of the SERVQUAL questionnaire. MIS Quarterly, 21, 195-208. Weinstein, Art and Johnson, W. (1999). Designing and Delivering Superior Customer Value: Concepts, Cases, and Applications. Boca Raton: CRC Press. Whyte, G., Bytheway, A., and Edwards, C. (1997). Understanding User Perceptions of Information Systems Success. Journal of Strategic Information Systems, 6, 35-68. Zeithaml, V., Berry, L. and Parasuraman, A. (1996). The Behavioral Consequences of Service Quality. Journal of Marketing, 60, 31-46.

Lab Report on Respiratory Physiology Essays

Lab Report on Respiratory Physiology Essays Lab Report on Respiratory Physiology Paper Lab Report on Respiratory Physiology Paper Timer (with a second hand) Glass Urinary and Salivary pH (litmus) paper Drinking straw Procedures: 1. Measure 2 ounces of water in a glass. Obtain the pH of the water in the glass. Record the water pH prior to experiment. Have the subject blow air through the straw into the water and keep blowing into the water for 2 minutes inhaling between exhalations. The subject should be breath as normal as possible while doing this activity. Measure and record the pH of the water in the glass. 3. Empty the water from the glass and refill it with fresh water. Have the subject do vigorous exercise for 5 minutes. 4. Immediately after exercise have the subject blow into the water for 2 minutes (inhaling between exhalations). Measure and record the pH of the water in the glass. 5. Empty the water from the glass and refill it with fresh water. Have the subject rest for 5 minutes. 6. Have the subject blow in the water for 2 minutes (inhaling between exhalations). Measure and record the pH of the water in the glass. Analysis and Data: 1. The pH of the water measured is close to a 7 on the pH scale. 2. After the subject blew air into the straw, the pH of the water was about 5 on the pH scale at first, but then turned neutral again. The subject did vigorous exercise for 5 minutes. 4. The pH of the water after the subject was exercising was about 6-7. 5. After refilling a new glass of water, the pH of the fresh water was about 6.

The True Villian in Ethan Frome essays

The True Villian in Ethan Frome essays Edith Whartons Ethan Frome was a novel marred by tragic irony. Its main characters, Ethan, Mattie, and Zeena, are each consigned to a lifetime of misery and despair. They have no one else to blame but the evil villain of the story, which is a character that has drained the will of all who encounter it. This character is none other than the vile town of Starkfield itself. Starkfield is a fictitious town located in the state of Massachusetts. In the introductory chapter Harmon Gow, a village stalwart, remarks to the narrator: All the smart ones got away. Each year it is host to harsh winters and below average summers. Settings like these have been known to drive people to the brink. That is how it effects the main characters with Zenna in particular. After inhabiting Starkfield for a number of years she became a haggard woman whom Ethan disgusted. Ethan himself is affected by the morose scenery( although his despair stems mostly from Zeenas constant bickering ). Mattie, a young and vibrant character, isnt too much worse for wear when Zeena sends her away. She simply hadnt stayed long enough to experience the mental erosion caused by Starkfield. The solitary confinement is another aspect of Starkfield that has a withering affect upon the minds of our characters. The duration of a trip from the Frome household to town is many hours. The people you interact with are the ones you will see your whole life. On the rare occasion you happen to come across a newcomer, the reaction will usually be that of curious delight. That is the reaction Ethan has when he is forced to live with Mattie. Due to the extreme isolation he becomes afflicted with an obsession for Mattie. Zeena instantly becomes an inescapable object of revulsion for Ethan. The most critical toll Starkfeild exhumes from the main characters is one of imprisonment. In the final pages of the book is ousted by an enraged Zeena. Ethan, now...