Hotel Management

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Assignment One Table Of Contents Introduction HRM Defines Traditional Approach Contemporary approach to HR Change Management Murrindindi Shire Council Experience Back Ground Human Resource Roles Organisational HRM Conclusion Introduction Human Resource management (HRM) has been seen as either having a traditional or contemporary approach. This paper will define both approaches. The HR aproach undertaken by the Murrindindi Shire Council (MSC) which was my organisation up to three months ago will be reviewed in this context as well as identifiable costs or opportunities that exist. HRM Defined Human Resource Management is the management of an organisations staff/personnel to meet the needs and achieve the purpose of the business in an efficient and effective manner. HRM is defined by Kramer McGraw Shulder (17,p.10) as having having three purposes being ɨ To improve productivity ɨ To ensure quality of worklife and ɨ To ensure legal compliance It has been observed in particular that organisations tend to be very good at the legal compliance as it is legislated as it has some serious consequences if not adhered to. What is generally overlooked is the financial implications of dot points one and two. Effective human management can contribute to not only product output but also product quality. HRM managers are operating at three distinct levels as explained by Kramer McGraw Shulder (17,p.0) strategic, managerial and operational - Operational levels (short term) can be disseminated down to lower level management or team leaders as they involve straight forward and traditional levels of HR - Staff Recruitment - Monitoring Systems - Wages, benefits packages - Annual appraisal systems - Training etc. - Managerial Level (short term) This level and following tend to be the levels of strategic importance to the organisation - Recruitment marketing plans - Long term compensation plans - Validation systems - Management development programs - Strategic (long term) - to gain competitive advantage - link functions to organisational strategies Strategy as a process is defined by (Shaun Tyson 17 p. 78) is ‘a mechanism for achieving a desired objective'. It can then be said that the Human Resource Strategy needs to be aligned with the organisations ‘business strategies' or corporate objectives. In effect one of the mechanisms to be used is that of Human Resources. Miller defined strategic HRM as ‘those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage (Miller, 187 p.5). HRM will aid the organisation through the change (responsive) process via its long term and medium term HR strategies. The Change theory for Organisation Development (Robbins 14, p.81) defines Organisational Development as ‘a planned long-range improvement process, based on humanistic democratic values. It uses change interventions grounded in behaviour science knowledge, which seeks to improve organisational effectiveness and employee well being'. He is in effect advocating the same long-term objectives as Kramer McGraw & Shulder to ensure the organisations effectiveness, which will in turn effect the organisations bottom line. Traditional Approach Traditionally HRM departments have had limited opportunity to be involved in the strategic functions of the organisation. HRM was refereed to as ‘Personnel management' and is noted by Kramer McGraw Shulder (17,p.18) as dealing with activities such as recrement selection, compensation, and training. It could be said that traditionally HRM has revolved around process rather than strategy. With the growing knowledge in the field and recognition that effective management of this vital resource can effect the bottom line ‘human resource management' is now an important part of the total Organisations management. Contemporary approach to HR This has been explained by Kramer McGraw Shulder (17,p.7) as ‘.. Contemporary thinking on HRM tends to see it more broadly distributed organisational competence, including line managers, rather than just a group of specialists in an HR department.' In essence Kramer McGraw Shulder is arguing that HR is an organisational responsibility that should be filtered down through all levels of management. It is broader than simply compliant to process but should be strategic, evolving and responsive to change. I agree with this statement, as many operation functions are process driven in that providing the process is well defined the basic HR functions below can be very simply implemented either by line managers or general operational staff. The basic HR functions common to most organisations are as follows Kramer McGraw Shulder (17,p.7, 8) ɨ Planning for Human Resource needs ɨ Staffing the organisation's personnel needs ɨ Performance Management and review ɨ Improving Employees and their work environment ɨ Establishing and Maintaining effective working Relationships Change Management Change in simplistic terms is defined (Robbins 14,p.885) as ‘making things different'. Change management in the context of HR could therefor be defined as contributing to making things different through human resources. Changing the way people behave is the core of change management with the purpose of maximises the organisations efficiency. The goals of the organisation can be achieved through the link between the external environment, internal environment; organisations make up, culture, management and human resource policies. Buchannan & Boddy (1) explained three competencies in relation to change which are reinforced in Kramer McGraw Shulder (17,p.5). It is suggested that there is a Technical, Controlling (traditional) and a process agenda. The third competency is where the HR skills are required in communication, leadership, team building, negotiation and leadership. It is important to align the organisations strengths and internal capabilities to that of the external market (Kramer McGraw Shulder (17,p.5) ie strategies including that of Strategic Human Resource Management. A number of models are discussed by Kramer McGraw Shulder (17,p.56). The model most aligned with change at BMSC through the amalgamation of Councils process undertaken in 15 is that best described by Dunphy and Stace (1; 14). Their model suggests that the human resource strategies and policies used will determine to what degree an organisation will ‘change' to bring it back into align with the into strategic fit within its environment. The four approaches are defined, Kramer McGraw Shulder (17,p.6) as 1. Development transitions . Task-focused transitions . Charismatic Transformations and 4. Turnarounds Murrindindi Shire Council Experience Background MSC had a strong CEO who entered a very unstable environment. The State Government had a wide range of performance indicators and measures that were to be adhered to and thus the CEO in this instance was very task orientated which not only served to meet the high level of requirements set but also required staff to be rewarded appropriately and to have a lead part in a new system and way of delivering Local Government. Human Resource strategies were predominantly traditional with a major amount of effort put into position description development, performance appraisal etc. As the Council was required to adhere to strict business principles to meet the requirements of legislation the organisation was carved into a number of Business Units and put to open tender. As could be imagined the service delivery sectors are quite diverse ranging from statutory functions through to Road Maintenance and delivery of meals. The time lines were short and the human dynamics and emotions were extreme through this process. Personnel welfare was not therefor high on the agenda and the driver for process improvement was competitive costs. The fear of losing your job was extreme as there was no fall back position, you specialised in one delivery of service and the market was not big enough when you were relying on 100% of your market being with council. It is worth noting that Murrindindi Shire Council (Employment 10 people, Budget of $1 Million) did not have a HR department and won an award in 16 for HRM from the Australian Institute of human Resource Management). Human Resource Roles in Murrindindi Policy MSC employed a Director of Organisational Development which oversaw many of the HR initiatives developed by the senior executive of which policy development was a key role. Detailed staff satisfaction surveys were undertaken which resulted in policy formulation to address concerns or initiatives raised. By addressing staff satisfaction productivity was observed to increase. Initiatives that resulted were improved working conditions, staff newsletters and meeting to address communication problems. saving were made in regards to efficiency improvement, reduced re-work and a general overall productivity or output increase. In Murrindindi's case staff as well as management developed the initiatives and policy that was ultimately refined by management and approved by the Chief Executive. This is similar to the model as described Kramer McGraw Shulder (17,p.). The broad consultation in this case ensures ownership and commitment to the policy by staff. Provider Delegator Role As noted the HR function at MSC was coordinated by the senior executive therefore the functions as described by Kramer McGraw Shulder (17,p.) of selection, interviewing, training, evaluating, rewarding, counselling, promotion and firing were disseminated throughout the organisation. The chasing up of information and interpretation of information was therefore left up to the managers including organisation of appointments, preparation etc. In this case I believe money was wasted by paying up to $50 per hour for managers to undertake where one person could probably keep a tab on the total operations. Training is noted by Kramer McGraw Shulder (17,p.467) as having a positive impact for the individual, the organisation and the nation. He goes on to explain that it increases the earning and career development opportunities for individuals. MSC saw training as an important part of the change management process and the setting up of its staff for success. The senior executive developed a strategy/policy to skill up staff throughout the organisation in Total Quality Management, Strategic Planning and business planning to prepare them for open market. Directors, line managers and select staff were trained appropriately and were able to use their skills to achieve massive operational savings and still deliver the same outcomes. These were achieved through process improvement and work re-design. Savings were measured at up to 0% in the first six months after the training policy was introduced. Financial gains were also gained via linking salary increases to productivity improvement through enterprise bargaining agreements. Training in general is coordinated centrally to address computer skill needs, occupational health and safety or more generally organisation deficiencies. This does produce savings in course costs and more importantly staffing efficiencies. Auditing Role Payment and performance appraisal coordination is undertaken centrally with reporting through systems to senior management and the Chief Executive via structured reports and key indicators. Such things as absenteeism are monitored and reported. Staff surveys are undertaken annually and any change is measured against the systems/processes that were put in place top measure cause and effect. Savings to the organisation can be measured via staffing hours, budgets, casual labour required and in some cases outputs. Innovation Innovation is one of the most powerful ways in which an organisation can either get a competitive advantage. HR innovation was undertaken by senior management and although no new innovations were introduced many systems such as QA, process improvement, safety mapping system etc were introduced through the training strategy and then implemented through the workforce with significant savings. Adaptor Kramer McGraw Shulder (17,p.4) highlights the need for HR staff not to overburden line managers with paperwork and administration. It therefor must be lean and reduce costs themselves. MSC by not having a HR department is able to do this however there is a tendency to put off or not implement organisational policies in lieu of what is seen as more urgent works. This therefore has to be watched closely by directors in order not to ‘drop the ball' so to speak. Organisational HRM Although in Murrindindi's case the HR functional role is dispersed throughout the organisation the direct reporting of organisational HR is undertaken by the Organisation Development Director. This enables the Chief Executive to be fully informed and for the Director to take on a strategic approach to HR. The Director is also responsible for customer surveys and internal surveys which allows him to have a clear sense of whether the organisation is achieving is corporate objectives and community obligations. Positive and negative comments are then fed back to the executive team. It is also worth noting that as Local Government the driver for meeting the communities needs is not entirely the bottom line but is also the services we deliver and the way or quality in which we deliver them. HR initiatives and policies are therefore directed to words outputs and efficiencies within to reach those outputs ie delivering ‘value' to the community. Value of service = Quality + Cost Conclusion Kramer McGraw Shulder (17,p.5) notes that more and more human resource management is pushed down to line managers, it is suggested at least one fifth of time is spent of HR issues. In my position as Director Infrastructure Services at Murrindindi and now Bendigo at least 40% of my time would be spent on HR management. My role includes motivation, reinforcing, training and development of staff. The remainder of time is spent on organisational strategy development and implementation. Employees also play a role in HR through self-managing teams and decision making. The five roles as described being Policy, provider, auditor, innovator and adaptor were seen by Kramer McGraw Shulder as being needed to show the value of a HR department. I have explained that in MSC's case these functions are disseminated throughout the organisation with the exception of the duties of the Organisational Development Director. Human Resource management is a necessary function within an organisation both traditionally but more importantly strategically in being a key tool to the shaping of Human Resources into being able to deliver long term strategic goals. This is summed up quite nicely by Kramer McGraw Shulder (17,p.5) as ‘Human Resource planning by definition… is a derived function. That is, before an organisation can plan for its needs, it must know something about its organisational goals and strategy. Thus, Human resource planning takes on strategic importance because it requires that that human resource strategy and objectives be linked to organisation strategy objectives'. In other words they are saying that Human resource management and organisational management are intertwined and a systemic approach must be taken.

Im just starting my course after a long break and would apprieiate any help on the topic of hotel management.

Thanx............BenManagement

ByBen

E-mail benji1001@hotmail.com

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Marketing mix

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Report

The aim of this report is to analyse the current Marketing Mix of Sainsbury's, and to work out how it would be adjusted to satisfy the possibilities of financial services?development as well as the steps taken when considering the launch of the financial services products. This report is based on my own research by reading Sainsbury's annual report, its web site and the discussions among the experts and professors, along with physically going to Sainsbury's supermarket and getting some printed materials.

The mission of Sainsbury's Supermarkets is to be the consumer's first choice for food, delivering products of outstanding quality and great service at a competitive cost through working faster, simpler and together.

A, The Marketing Mix

Since early in 16, the City was criticizing Sainsbury's for allowing Tesco to get so far ahead of the game in terms of customer service, loyalty and perceived price competitiveness. Sainsbury's was also accused of not promoting itself sufficiently and while running many similar customer initiatives as Tesco, it has failed to take the lead or develop unique products or services. Further to this, it has showed itself to be "unresponsive?in a fast moving market. Therefore, Sainsbury's adjusted and developed its mission. In order to achieve its new mission, which is to rebuild its UK food retailing business. The company changed its marketing strategy and has successfully sold its Homebase DIY chain in the UK and its business in Egypt. This enables the company to focus the Group on food retailing and related activities. Apart from this, the current Marketing Mix ?product, price, promotion and place is being improved to meet its new mission. Let me talk about them in details.

A.1 Product

In order to become the UK consumer's first choice for food, Sainsbury's Supermarkets announced its new corporate identity in February 1, "Making life Taste Better?recognizes that food is at the heart of people's lives. "Making life Taste Better?is more than just a slogan or campaign, it is about a real cultural change at Sainsbury's. Sainsbury's takes action to focus on quality and innovation as well as enhancing the range of food and developing new products. They not only maintain the company's historic strength in fresh foods exotic fruits, ready meals, specialty breads and reducedfat milks, but also Sainsbury launched its new Taste the Difference range In November 000. It was the biggest food brand launch in the UK history. There are more than 50 foods in the range and each one has been grown or produced with the extra time, care and attention needed to bring out its full natural flavours. Apart from this, at the beginning of January 001, Sainsbury's Supermarkets first announced the introduction of biodegradable packaging made from potatoes, Sainsbury's own ?label organic fruit was sold in the biodegradable trays at all stores. Now, Sainsbury's has developed over 600 organic lines with the best sellers in the dairy and produce categories and major growth in grocery, frozen foods, bakery, fresh meat and delicatessen. Moreover, Sainsbury's Supermarkets launched Blue Parrot Caf?in March 001 ?a range of healthier food for children. The range addresses key nutritional concerns and provides comprehensive but clear labeling to all parents to make an informed choice about the products they buy for their children. So far 150 products are on shelf and a further 75 are under development. At present, Sainsbury has continued to develop its own one of most popular ranges?Be Good to Yourself range which food is lower in fat targeting those who want to take steps towards a healthier diet.

All the above ranges, Sainsbury's is committed to the continuous improvement and development of its products, as it understands quality is of paramount importance to customers. For example, The Food Centre plays a pivotal role in ensuring excellence and innovation in Sainsbury's Supermarkets own-label products. A highly experienced team with extensive knowledge of the food industry provides the company with specialist quality control, creative food development, sensory appraisal and supports Sainsbury's Supermarkets range, product quality and choice programme.

In practice, Sainsbury's Supermarkets launch new products every year in recent years. They exactly reflect a useful technique ?Boston Consulting Group Matrix. Taking Be Good to Yourself for example, when it entered into the market in May 1, it experienced the test marketing. However, shortly after, it was welcome by vast customers and became most popular range, which is called "cash cow? It is able to generate funds to support other products, as they are mature products with a stable market share. After that, the new biggest range Taste the Difference was launched in 000. So far, Taste the Difference still has its strong life force as it is continually developed and improved, while Be Good to Yourself was re-launched in January 00, focusing on cheap price and less fat in order to prevent its decline, which we call it "Dog? What's more? It is not denied that Sainsbury's Supermarkets had a poor performance during the late 180s and early 10s, and it was caught up with Tesco. Therefore, Sainsbury looked forward to the international market to stop the decline of the marketing share. It resulted Sainsbury announced the acquisition of Star Markets in the United States in November 18, and took a 5.1% share in Edge SAE, a chain of food retail outlets based in Cairo, Egypt.

Talking about product, we can't miss product positioning. This allows a business to assess not only its own portfolio, but that of its rivals as well. In turn, a business can then position its product into an appropriate segment. Let us look at the following product mapping diagram in Sainsbury's Supermarkets.

High Quality

? Taste the Difference

Be good to yourself Blue Parrot Cafe

Normal range Organic range

Economy range Italian range?

Low Price High Price

Low Quality

It is apparent that Economy range targets for price conscious customers, who might be semi-skilled and unskilled manual workers or state pensioners, widows, casual workers and lowest grade earners. Blue Parrot Caf?attracts the attention of family with children.

Sainsbury's Supermarkets always try to provide high-quality products, value of money. So far, a large Sainsbury's Supermarkets offers over ,000 products ?40% of these are Sainsbury's own brand. In addition to a wide range of quality food and grocery products, many stores offer bread braked on the premises, delicatessen, meat and fish counters, pharmacies, coffee shops, restaurants and petrol stations.

A. Price

Price is a sensitive component of the marketing mix in Sainsbury's. Nowadays, Sainsbury's aims to be the UK consumer's first choice for food shopping by reaffirming its lead in quality and offering outstanding value for money. In other words, Sainsbury's objectives to regain its leadership and to maintain and develop its market share. The key term of pricing strategy is "value for money? Also, the mission mentions a competitive cost. In the grocery market it would appear that you could compete on price or service but the two may be mutually exclusive. If a retailer utilizes low price to compete its rivals, the only way to win is by reducing the overall cost bases, not the profit margins. In 16, due to Sainsbury's poor profits performance, it consequently fell share price, since moving closer to a low price platform. The other downside is that consumers may become cynical or even smart. Once a price has been reduced it is less easy to return prices to their previous level without alienating customers. Furthermore, it will encourage consumers to become promiscuous, shopping at whichever store has the price promotion. This does not engender loyalty to the store. Therefore, there is a clear danger that price-cutting will be used for short-term share gain, even though its long-term effects would appear to be less positive. Sainsbury's realized its failure in a price war in 16, so it changed its mission and strategies and put forward "value for money? It means Sainsbury wishes to cultivate a "value for money?image through attraction and retention of customers, moving into the quality of products and services. Moreover, Sainsbury's strives to invest heavily in its distribution and IT systems to improve the quality of what it delivers and the effectiveness of its activity in order to reduce the overall cost. The purpose of the strategy is to gain the trust of customers and to rebuild its leadership. On the other hand, according to the product positioning, Sainsbury's set different price targeting on different groups.

A. Promotion

Sainsbury's always fully takes advantage of above the line and below the line promotion to build up its strong brand and to draw attention to products in order to gain more customers. Sainsbury's has learnt that its own brand identity has become more important than the products they sell and greater wealth can now be created by the communication of an overall retail brand identity. In order to achieve this aim, firstly, Sainsbury's announced its new identity "Making life Taste Better?indicating its mission to re-establish Sainsbury's Supermarkets as the customers?first choice. Sainsbury's uses media such as television, radio and cinema advertising its corporate image. For example, at present, Sainsbury's is advertising on national televisionChannel 5 to reach a vast audience. At the same time, it goes to national radio 4 to make a great impact on audience----Sainsbury's, making life taste better. Sainsbury's is one of top ten TV ad recall. This is about above the line promotion that Sainsbury's has been ultilising. Additionally, below the line promotion including direct mailing, sales promotions, merchandising and packaging is also essential for Sainsbury's. Here, a key weapon is that Sainsbury's launched its Reward Card nationally in June 16. With a Sainsbury's Reward Card, for every ? you spend instore you will earn Reward Points. When 500 points have been collected customers can either use them as an automatic ?.50 discount off their shopping bill or collect a Reward Voucher which can be used for a wide variety of third party offers which, in many cases, doubles their value. There are now over 16 million Reward Cards in issue. Reward Cards are as a longer term marketing tool since they enable retailers to learn more about their customers?situation and shopping habits and respond accordingly with tailored offers. Moreover, in June 17 the first anniversary of the Sainsbury's Reward Card, Sainsbury's launched the Sainsbury's Pet Club offering pet care hints, discounts on products and a regular Club magazine. The 0-5 Club was launched in January 18, and offers discounts to young families through their Sainsbury's Reward Card. It offers saving of over ?00 in the first year of membership and very quickly attracted over 50,000members. Due to Reward Card, Sainsbury's can develop its direct mailing to introduce some new promotion, such as 50 buy 1 get 1 free offers this week and over 000 prices chopped and we're still chopping and so on. It is also worth mentioning a sense of branding in Sainsbury's. It involves an emphasis being placed upon both the corporate and individual brand name such as Taste the Difference and Be Good to Yourself.

Last but not least, Sainsbury's also aims to fulfill its responsibilities to the communities and environments in which it operates in order to promotion its image in public. For instance, over the past six years, Sainsbury's Equipment for Schools programme has given away over ?8 million worth of free school equipment. This year, the scheme is running from 0 January to 4 April 00.

A.4 Place

Distribution is about one of the 4"ps?of the marketing mix ?place. A business must get the product to the right place, at the right time. As we already know, the mission of Sainsbury's is to be the customer's first choice for food shopping by providing high-quality products, value for money, excellent service and attention to detail at a competitive cost through working faster, simpler and together. Sainsbury's is the largest food retailers in the UK. It has 5 largest stores, 7 supermarkets, 11 town and city centres stores and 8 centrals as well as Sainsbury's locals. Different formats are developing to match store offer to specific customer shopping missions and locations. In order to meet the needs of vast customers, forty-five of its stores trade 4 hours a day and other larger ones overnight on Fridays. With regard to store closures, Sainsbury's always takes into consideration the impact on customers, its colleagues and on the centers in which it operates. Sainsbury's is on-track with its major supply chain renewal programme in which it is aiming to create a world-class grocery distribution network and to work together more effectively. It has already secured sites for new depots and begun construction. Sainsbury is investing heavily in its distribution and IT systems. Since 18, Sainsbury's established its home shopping delivery service, called Orderline, which customers could place order by phone or on the internet. Its e-commerce developed very quick, including a partnership agreement with LineOne. Its e-commerce service, Sainsbury's to you, has made rapid progress last year after a late start into the home delivery market. Sainsbury's has now achieved over 50 per cent national coverage with customers shopping three times per month on average It will be able to bring Sanisbury's with the first company in the world to develop food products on the internet.

In conclusion, Sainsbury's always fully uses the marketing mix to achieve its mission. Additionally, Sainsbury's constantly improves its strategies on the marketing mix to meet the needs of its customers. Ultimately, Sainsbury's never forgets doing marketing research that provides a wide variety of information about the people who may be interested in buying its products. Although we all know a supermarket targets vast customers, Sainsbury's still breaks down a market into sub-groups with similar characteristics, which is know as Market Segmentation. Sainsbury's uses the market segmentation to promote its products to the right people and to differentiate products towards different groups and to allow it to sell more products overall. Meanwhile, it will enable it to obtain vast customers?trust and build up customer loyalty. For example, as every new range with Sainsbury's own label is launched, Sainsbury's targets different segments. Economy range targets for price conscious customers who might belong to D and E in IPA. Blue Parrot Caf?attracts the attention of family with children. Be good to yourself interestes in those who have a healthy life style and the old people. Based on Sainsbury's marketing mix, it also demonstrates its excellent manner and customer service such as bringing a combination of products together in a convenient location, within a pleasant environment, open long hours as well as bag packing, credit/debit card payments and offering cash back and so on. In addition to this, Sainsbury's constantly provides opportunities to all employees to develop their abilities and sense of customer service and well reward their contribution to the success of the business.

B Marketing development

B1.1 the possibility of finance service

Sainsbury's has been trying hard utilizing the full range of marketing mix elements to build up a reputation for quality food and DIY products over many years, developed from the early Sainsbury's stores that offered customers highest quality at keenest prices. Sainsbury's has built on its high level of customer trust to transfer good value, without compromising quality, into new markets. In other words, having a loyal customer base, which trusts the Sainsbury's brand and values the range of services it offers, Sainsbury's can aim to serve customers in new markets and grow its business for shareholders. By applying skills and competencies learnt in one market it can improve its businesses in others. In particular, since it launched its loyalty card known as Reward Card, which millions of customers applied for, it could enable Sainsbury's to obtain and analyse its customers?details such as individual needs, shopping habits and address and so on. Apart from this, Sainsbury's frequently improves its information technology, online service and increases its form of formats that it is able to make Sainsbury's reach its vast customers. All of them eventually resulted in Sainsbury's launching its bank. It indicated Sainsbury's started its new market ?finance service. Sainsbury's Bank is the first bank to be opened by a British supermarket and has recently introduced a trial of manned in-store Personal Banking centers. Current products include, instant access savings accounts, fixed stepped-rate savings bonds, direct ISA. Mortgages (flexible options, fixed, variable, discounted and buy to let), three credit cards, personal loans, Drive, a car purchase scheme, home and contents insurance, travel insurance and PetCare insurance. Whatever the form of financial products is, they have much in common, which they provide competitive rates, little risk, and easy approach as well as extra benefits such as Rewards Points added for customers. Consequently, it has attracted millions people to join Sainsbury's Bank.

B . the steps taken and consideration

?On 1 February 17, Sainsbury's bank was announced with two savings accounts and two credit cards through direct 4-hour telephone banking.

Sainsbury's Bank is a joint venture with the Bank of Scotland, which owns a minority interest of 45%. This bank took advantage of the trust quality of Sainbury's, coupled with Bank of Scotland's experience and infrastructure. It developed new forms of remote organizations and service delivery, via call centers, and it operated for a fraction of the cost of conventional financial services organizations. In particular, the new banking jobs are in call centers, and require few of the traditional banking skills or qualifications. Sainsbury's therefore could offer more attractive rates to consumers to shop around. What's more? Sainsbury's could make use of the information about its customers that Sainsbury's obtained from Reward Card issued and sent application forms of its finance service to its customers.

?By March 18, Sainsbury's Bank had 700,000 customer accounts with ?

1.5 billion on deposit, so Sainsbury's could make the most use of the deposit to extend its range of financial products such as Personal loans and an Options Mortgage, which Sainsbury's targets the smaller group comparing savings accounts.

?Since Sainsbury's launched its general financial produces like its food products, Sainsbury's started to differentiate its products and approach to different segments. For example, after the launch of the Sainsbury's Pet Club offering pet care hints, discounts on products and a regular Club Magazine in June 17, Sainsbury's gained great opportunities to know the certain customers?lifestyle which they love pets and to predict how many customers?might be interested in Petcare Insurance so that Siansbury's was able to set up this new finance product. Apart from this, customers can apply for this insurance through the Internet. It improves the process efficiently and at the same time it can reduce the cost of operation.

B . Detailed description of financial products and customer portfolio

Sainsbury's financial products mainly comprise savings account, credit card, loan, mortgage and insurance. All compete heavily on price with cheaper loans and more attractive savings rate than the clearing banks. It utilities new technology and a greater willingness among consumers to shop around and changes the structure of banking. In particular, before every product is announced, Sainsbury's always analyses prospective customer portfolio so that it could reasonably evaluate a new financial product and could be succeed in every product launched. For example,

?Savings account

This is a basic financial product. In order to develop other products and ensure Sainsbury's Bank to be successful, Sainsbury's needs to accumulate funds depending on customer deposit. Savings account therefore targets customers as much as it can like Reward Card and it offers irresistible advantages to attract vast customers. Sainsbury's Bank instant access savings account is just like every other aspect its service ?straightforward, convenient and reassuring. It's also competitive, with an interest rate of up to 4.10% gross pa. It can start saving with as little as ? and withdraw up to ?50 per day. Furthermore, it has no penalties of withdrawals and provides 4-hour telephone banking service.

Mortgage

After launching savings account and credit card, Sainsbury's could develop its new financial products. Mortgage is one of new products. There are a few different mortgages running in Sainsbury's Bank such as discount mortgage, fixed rate mortgage and buytolet mortgage and so on. For example, regarding buy-to-let mortgage, it gives people chance to buy up to five properties for rental and repay over 5 to 5 years and choose between interest only or capital and interest repayments with a variable rate of 5.5%. Comparing savings account, mortgage targets at specific ?target groups?based on life-cycle stages. Sainsbury's is very interested in those who are young married couple without child or with youngest children. Here, it is worth mentioning about the 0-5 Club that offers discounts to young families through their Sainsbury's Reward Card. It enables Sainsbury's to appeal to this group and obtain their loyalty. It equally helps Sainsbury's to gain this group information to launch Mortgage.

Insurance

Insurance was launched after Sainsbury's has had savings account, credit cards, mortgage and loan, such as travel insurance, pet insurance and home insurance. For instance, per insurance is one of only a few insurers who cover the costs of longer term conditions such as diabetes, heart disease or arthritis for more than 1 months and 500 Reward Points of each pet covered. It very clearly shows that Sainsbury's concentrates on the certain groups according to their lifestyle. After launching Pet Club, it is easy to make Sainsbury's target the members of Sainsbury's Pet Club to launch pet insurance.

To sum up, Sainsbury's as one top of retailers in the UK makes the most use of a marketing mix to improve its performance. Sainsbury's set new mission to regain market share back from Tesco since 15 and to be the first choice of be the consumer's first choice for food, delivering products of outstanding quality and great service at a competitive cost through working faster, simpler and together. At the same time, Sainsbury's utilities its brand values excellent quality, range, service and value, competencies, knowledge and experience to leverage Sainsbury's Bank. It ensures the possibility of development of financial service that will continue to explore and develop growth opportunities. Additionally, Sainsbury's well designs every financial product with clear segmentation, advanced analysis, reasonable preparation and rational steps, especially its outstanding return and competitive rates as well as little risk. Last but not least, Sainsbury's continuously strengthens its information technology system and distribution network to make Sainsbury's products easy to reach customers. All engender the success of Sainsbury's finance service. Sainsbury's still endeavors to lead this field in the research and delivery of new products to meet the needs of its customers.

Bibliography

Steven Barnes Essential Business Studies

Second Edition, 1

Collins Education

Dave Hall, Rob Jones and Carlo Raffo

Edited by Ian Chambers and Dave Gray

Business Studies

Second Edition, 000

Causeway press Ltd

Michael Barratt, Andy Mottershead

Business Studies

First Published, 000

Pearson Education Limited

John Frain Introduction to Marketing

Third Edition

Longman Group UK Limited

Edited by Michael J. Baker

The Marketing Book

Fourth edition

Butterworth-Heinemann

A division of Reed Educational and Professional

Publishing Ltd

J Sainsbury plc Annual Review and Summary Financial Statement 001

J Sainsbury plc www.j-sainsbury.co.uk and a few leaflets

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Business Plan

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Executive Summary

Hot Chicks on the Beach is a business located in Bondi, Sydney that aims to sell high quality, gourmet chicken dishes in a clean, customer friendly environment. The company will hold high moral and ethical values toward the environment and its consumers. The sole trader, Cassie Jones, hopes to provide products that will benefit the businesses consumers, while remaining as an ecologically sustainable enterprise.

Business Name

The name of the business will be Hot Chicks on the Beach. This name was chosen as it is appropriate and memorable. The pun used is effective as it includes the location and the produce of the business, while being humorous as it is a slang term used frequently in the area. The name also successfully gives an indication to the casual, relaxed environment of the cafe.

Location

Hot Chicks on the Beach will be located on a major road in Bondi, Sydney.

The location of the business is very crucial in achieving the financial goals of the business, as the business would not be as successful if not in a ‘beachy', casual area.

Bondi was chosen as it is a popular destination for tourists, while maintaining a high population all year round. There are many surrounding hotels, and as Hot Chicks on the Beach is in close proximity to them this makes the caf convenient for the abundance of tourists. Although there are a high density of other chicken shops in the area, Hot Chicks on the Beach is a fresh new face serving unique chicken dishes that differ from other chicken stores.

The casual atmosphere of Bondi is ideal for a relaxed take-away caf with a small dine-in area, and as a popular Sydney beach, there is a guaranteed large number of potential customers.

There are also sufficient parking facilities in the area, and a high number of varying shops to attract customers.

Mission Statement

To provide customers with high quality, low fat food and beverages in a clean environment with friendly, attentive service. Our prices are to remain competitive, while we maintain high morals and values. We aim to keep customer satisfaction at the core of our operations.

Goals

Financial Goals

• To gain an additional 10% of market share within the first 18 months

• To make a substantial profit

• To repay 100% of the business loan within the first five years

Social Goals

• To manage an environmentally friendly caf

• To practice good ethical and moral values

• To have a safe and pleasant restaurant for the customers

• To support the local economy

• To provide hygienic and good quality foods

• To have good employment relations

Personal Goals

• To gain recognition within the community

• To have job satisfaction

• To have a good relationship with customers and employees alike

• To have control over the working environment

SWOT Analysis

Strengths

• Fast, efficient and friendly service

• A clean, pleasant environment

• Tasty, unique chicken dishes

• A wide variety in the chicken dishes we serve

• Nutritious dishes which are rare in the take-away chicken industry

• A convenient location

• Unique in that although mainly take-away, the business provides gourmet dishes

Weaknesses

• Constricted in our dishes as we only stock chicken

• Consumer trends flare with the seasons winter will be less productive

• Heavy competition who sell similar products

• No reputation our establishment phase is crucial in gaining a good reputation

• A very small dine-in area, which may cause the company to lose business

• Prices are high in comparison to surrounding ‘chicken and chip' stores

Opportunities

• Expand our dishes to incorporate other meats

• Open other stores in different locations

• Open a larger restaurant section as an expansion of the current business

• Provide a larger variety of chicken dishes

• Upon expansion, to become licensed

Threats

• Difficulty in differentiating products

• Surrounding stores as they propose competition

• Health regulations proposed by the government

• Public assumption that take-away food is unhealthy

Situational Analysis

The Target Market

Hot Chicks on the Beach's products shall be primarily directed towards families, tourists, and those concerned with good eating habits.

As the food the company provides is convenient and competitively priced, families in the Bondi area will be a target group in our advertising campaign.

Due to new-age opinions on healthy eating, the nutritional quality of the company's products will be a crucial element in addressing the healthy minded. The specific target market for this group will be within 0-45 years of age, living within close proximity to Bondi, with a relaxed yet refined sense of living who has a medium to high income. Selling healthy dishes is also providing the company with a competitive advantage, as the surrounding chicken stores do not sell such a large variety of these foods.

The casual atmosphere of Hot Chicks on the Beach is also an important part in addressing our other major target market tourists. Hot Chicks on the Beach will be a ‘funky' eye-catching store that will attract traveling customers. The company will pride itself on convenience and efficiency, which is often the criteria that is important for tourists. As Bondi is a popular destination for tourists, Hot Chicks on the Beach will be providing the tourists with dishes that can be eaten on the beach or back at one of the many surrounding hotels. Some of the dishes are also uniquely named with ‘Australian' words to appeal to this target market. There are also distinctly non-Australian dishes available if the tourist feels like a piece of home.

Competition

There are several chicken stores in the area of Bondi which provide a large and fierce competition. However, Hot Chicks on the Beach plan to target their foods to a different target market due to the unique qualities of their chicken dishes, gaining the highest possible market share.

Hot Chicks on the Beach will gain a competitive advantage by providing healthy, nutritious foods which are rare in the take-away chicken industry, specifically in Bondi. This will draw in a large market of potential health-conscience customers.

Also, by selling gourmet chicken dishes for take-away, Hot Chicks on the Beach are providing the many tourists and locals of Bondi with uniquely tasty food that they can eat right on the beach which is within walking distance unlike other take-away stores where the food is not as exciting.

The Marketing Mix

Product

Hot Chicks on the Beach will sell gourmet chicken dishes that are nutritious and unique. These dishes are shown in Appendix One.

The company will pride itself in only using fresh ingredients that meet with all Australian standards. As the major produce of Hot Chicks on the Beach is the chicken, the company providing the meat will be La Ionica Poultry which is processed chemically free.

All packaging for the take-away dishes will be environmentally friendly, and embossed with the company logo (see appendix two).

All the products are low in fat and high in essential ingredients, while remaining tasty and appealing. There is a family deal which consists of four dishes, and children's meals of smaller size and lower price.

Hot Chicks on the Beach hopes to build a reputation based upon the sale and consumption of their products, and gain a competitive advantage over other chicken stores in the area from repeat sales due to the quality of the products.

Promotion

Promotion will the key factor to the success of Hot Chicks on the Beach. The business will be advertised in the yellow pages (see appendix three) and local newspapers (see appendix four). Fliers will also be sent to homes in the surrounding areas as the business is takeaway, and most families would eat at home.

However, the major source of advertising will be in health and fitness centres. Due to recent and common concerns about the fat and carbohydrate content of many restaurant foods, Hot Chicks on the Beach will serve low fat, high fibre and protein dishes. This will appeal to potential customers who are dieting or simply health conscience. Fliers will be available in these centres that promote the nutritional value of the dishes served at Hot Chicks on the Beach. Photos will accompany food descriptions for visual appeal. Hot Chicks on the Beach hope to gain a reputation as a healthy, well-priced eating alternative.

Price

Price is most important to Hot Chicks on the Beach as they hope to provide competitively priced products in order to gain market share over the competition. Although Hot Chicks on the Beach's dishes are more expensive than local ‘chicken and chip' shops, the prices are very low in comparison to other gourmet chicken dishes sold in restaurants.

All main meals are priced at $1.50. This is due to the common belief that price is the first to be registered by the customer. If the customer sees that all dishes are priced the same, they immediately chose a dish that they find appealing, not that they find cheap. Therefore, they enjoy the meal more as they picked it based on appeal, and are more likely to return.

A family meal deal is available to appeal to families. With this alternative, the family can have a tasty, healthy and relatively inexpensive meal in a short time that they can have the comfort of eating at home.

Grilled chicken strips and steamed chips are also available at a higher price than other stores charge for chicken and chips, but are much healthier and visually appealing.

Place

The products of Hot Chicks on the Beach will currently only be available at the location in Bondi, Sydney. The chicken will be delivered daily by La Ionica Poultry directly to the store, as will the other food stuffs. The business owner hopes to expand to create other stores in locations around Sydney and Melbourne at a later date.

The store itself will be decorated in a beachy tone with light colours such as blue, white and yellow. This will be an enhancement of the casual, relaxed atmosphere of the shop.

Objectives

Strategic Objectives

• To produce and sell high quality foods

• To gain the highest possible market share

• To make a substantial profit

• To ensure that the workplace is safe and pleasant for consumers and employees

Tactical Objectives

• To launch a new advertising campaign directed at tourists in Sydney Airport

• To encourage good communication between consumers and employees

• To lesson the amount of stock wasted

• Improve quality control

Operational Objectives

• To reduce stock wastage by %

• To reduce complaints by 75%

• To increase return customers from 5% to 40%

• To conduct four training sessions for employees on customer service

To measure the success or failure of the objectives outlined above, the business will be closely monitored.

Projected budgets will be made on frequent sales reports to evaluate exactly how well the business is doing financially.

Market share analysis reports will be conducted quarterly to compare the business's sales performance to similar stores in surrounding areas.

Profitability analysis' will be implemented to evaluate the profitability of the products and to provide insight into the associated costs.

Through various evaluation techniques, the business will gain the ability to compare their actual performance to their planned performance and decide on any necessary action if needed.

Staffing Requirements

Hot Chicks on the Beach will consist of five employees. Cassie Jones, as the sole trader, will act as manager. A chef will be hired to prepare dishes, and a full time kitchen aid will also be in employ. Two part time employees will share the role of serving the customers, and an additional kitchen aide will be hired during the busier seasons.

Position Description of Position Qualifications

Manager • Rostering and scheduling

• Employee relations

• Stock Control

• Supervision of other employees in their roles

• Advertising • Business management degree

• TAFE qualifications

• Experience preferable

Chef • Preparing all dishes will help of aide

• Maintenance of cooking equipment • TAFE degree

• Minimum years experience in the hospitality industry

Kitchen aide • Aide the chef in preparing meals

• Maintenance of cooking equipment

• Cleaning kitchen area

• Prepares meals for take-away • Some experience required

• TAFE qualifications preferable

Part time employees • Serving customers

• Handling of cash

• Cleaning store

• Handling of complaints

• Shop presentation • Experience preferable

In addition to the above qualifications, all employees are expected to fill the following criteria in relation to personal attributes

• Good customer relations

• Pleasant, honest and friendly manner

• Good organisational skills

• Capability to work as a team member

• Appropriate communication skills

• Willingness to learn and teach others

Contents

Appendix One

- Menu

Appendix Two

- Company Logo

Appendix Three

- Yellow Pages Advertisement

Appendix Four

- Advertisement for Local Papers

Appendix Five

- Projected Establishment Costs

Appendix Six

- Projected Cash Flow Statement

Appendix Seven

- Summarised Cash Flow Statement

Appendix Eight

- Profit and Loss Statement

Appendix Nine

- Break Even Analysis

Appendix Ten - Balance Sheet

Appendix One - Menu

All Meals $1.50

Lemon, Lime and Chilli Chicken

Chicken Parmigana

Ocean Spray Lemon Chicken

Apricot Chicken

Chicken with Mushrooms and Creamy Sauce

Chicken Satay with Peanut Sauce

Outback Peppered Chicken

Tropical Chicken with Bacon and Coconut

Desert Chicken with Juniper

Zesty orange and Lemon Chicken

Cheesy Tarragon Chicken

Chicken Kiev

Leek and Pine Stuffed Chicken breast

Chicken Piri-piri

Chicken Creole

Chicken and Coconut Curry

Spiced Chicken with Peach Sauce

Pasta ring with Pesto Chicken

Avocado Chicken with Cheese

Potato Chips

Steamed potato slices

Small - $.50

Medium - $.00

Large - $4.00

Grilled Chicken Strips

Per strip - $.75

Three Strips - $7.5

Five Strips - $11.50

Salads

Chicken Caesar Salad - $1.50

Warm Chicken Greek Salad - $1.50

Chicken and Avocado Salad - $1.50

Garden Salad - $7.50

Greek Salad - $7.50

For the Kids all $8.50

All children's meals come with the choice of either Steamed Chips or Garden Salad

Chicken Burger

Grilled Chicken Strips

Cheesy Chicken Bites

Chicken and Pasta Bake

Family Meal -$5.00

Your choice of two main meals plus two kid's meals

Beverages

Mineral Water - $1.0

Water - $1.75

Juices - $1.75

Milks - $1.5

Iced Tea - $.0

Tea - $.0

Coffee - $.0

Appendix Two Company Logo

Appendix Three Yellow Pages Advertisement

Hot Chicks on the Beach

Healthy gourmet take-away chicken dishes

101 Addison Road Bondi, Sydney

Ph (0) 446778

Appendix Four Advertisement for Local Newspapers

Hot Chicks on the Beach

Healthy take-away gourmet chicken cafe

Located directly across from the beautiful Bondi Beach

101 Addison Road Bondi, Sydney

(0) 446778

Ring to order!

Appendix Five Projected Establishment Costs

EXPENSE COST ($)

Lease Deposit 5 000

Interior design 000

Initial stock 5 000

Advertising 000

Supplies 6 000

Equipment 11 000

Furniture 000

Exterior design 6 000

TOTAL ESTABLISHMENT COSTS 48 000

Financial Requirements

Owners Equity $ 40 000

Business Loan $ 000

TOTAL $ 6 000

Appendix Six - Projected Cash Flow Statement

INCOME October 00 November 00 December 00 Total

Net store sales 1 600 14 000 16 800 4 400

COGS 5 100 4 700 4 800 14 600

Gross profit 7 600 00 1 000 8 00

Gross profit 7 600 00 1 000 8 00

EXPENSES

Advertising 1 000 700 800 500

Wages 600 600 10 800 0 000

Rent 100 100 100 00

Water/Electricity/Gas/Phone 175 175 180 50

Loan Payments 76 76 76 08

Other 50 50 50 150

TOTAL EXPENSES 14 661 14 661 15 616 44 8

Net Operational Cash Flow

(7 061)

(5 61)

( 616)

(16 08)

Less Establishment Fees 48 000

Shareholder Capital 40 000 15 000

Borrowing 000

Cumulative Cash Flow 7 578 (1 08) (1 08)

Appendix Seven - Summarised Cash Flow Statement

Operational Activities $ $

Cash Inflows 8 00

Cash Outflows (44 8)

(16 08)

Financial Activities

Cash Inflows 6 000

Cash Outflows 48 000

15 000

Net Increase/Decrease in Cash (1 08)

Cash at Beginning of Oct '0 0

Cash at End of Dec '0 (1 08)

Appendix Eight Projected Profit and Loss Statement

For period starting October 00 and ending December 00

$ $

Sales 4 400

Less Cost of Goods Sold 14 500

Gross Profit 8 00

Less expenses 44 8

Net Profit (16 08)

Appendix Nine Break Even Analysis

Average sale amount - $1.00

Quantity =

Total fixed costs

Unit Price-Variable - Costs Per Unit

44 8

$1.00 - $6.40

Approx. - 8 05 units

Appendix Ten Projected Balance Sheet

ASSETS $ LIABILITIES $

Current Assets

Cash (1 08)

Stock 1 400

Non current Assets

Fixtures/Fittings/Furniture 5 0

Goodwill 8

Current Liabilities

Accounts Payable 0

Bank Overdraft 0

Non current Liabilities

Business Loan 000

TOTAL ASSETS 46 6

Total Liabilities

Owners Equity

Capital 40 000

Retained Profit (16 08)

Total Owners Equity 6

TOTAL L + OE 46 6

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How modern psychologyHas impacted American Literature,In the worksOfEdgar Allan Poe

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REASONS FOR OVER INTERPPUTATION

In the Webster's Desk Dictionary sanity is simply stated as soundness of mind or judgment. Now the real question here is what does this mean? To simply say that sanity is soundness of mind means that you have a knowledgeable idea of what a sound mind is suppose to be. Who are we to judge the soundness of another mind, and furthermore are we the insane one because we don't perceive things as an accused insane person. To state that a sound mind is based on judgment leads to the same question all over again. The real question with judgment should of course be what causes you to judge things in certain ways and at certain times?

Now, what this has to do with literature is this; do our definitions and analysis of what makes someone "insane" have a place in literature? Do the methods and ideas of modern psychology automatically enter our thoughts when we read? To understand why we question the notion of sanity we must see where we began to question it.

To understand why modern psychology affects us we must first see where our ideas come from. The most influential person, who really got the ball rolling, is of course Sigmund Freud. To give an idea of Freud's actual popularity in American culture, he was just named #14 on the VH1 top 00 pop culture icons of all time. It was his views on what he calls the "libido" that mostly concern us. Freud believes every human possess a "libido", and it is this energy within humans that is directed towards happiness. What this has to do with the works of Poe is this; "Many of the acts that bring pleasure, however, cause conflict as well". A main point that Freud brings up is revenge. People commit the act of revenge to relieve anger. Later on I will explain and give representations of this in Poe's work. Other ideas that concern Freud's literature are his art of questioning everything. The reason why this method of Freud is imperative to literature is how it negatively affects the way we read. We look for answers beyond what an author gives us. Just like in the movies and television, if it's not given to you then it will not be there. An author gives you all the information you need to know and understand the story.

Now, what does all this have to do with Poe? The fact of the matter is, this has everything to do with how people of this day and age except Poe's writings. People now have a problem with the fact that most of Poe's stories begin after the story has started. The revenge or anger one character has for another is already there. We jump in at a point where a character is already in the midst of there revenge, there pain, and there hatred for another. Poe, a man who was alive before the age of psycho analysis was completely justified for someone to just be "insane". In fact Poe plays with the reader by making you think as though a character is not insane. Maybe a character has a reason for why they do what they do. The tools Poe uses to trick us vary with every story. I will now show some of these tools and how they are represented in Poe's writings.

APPLICATIONS OF POE

The stories of Poe that I will be primarily focusing on are, "The Tell Tale Heart", "The Cask of Amontillado", "The Pit and the Pendulum", and "The Raven". I feel as though since these are arguably his most famous pieces that these would be the ones that are most likely to be analyzed for more then they are.

THE ANTI-HERO

The first of Poe's tools that I will be discussing is his use of the idea of the anti-hero. All of the ideas and interpretations are my own opinions. I will try to give them in the way of examples and possibilities and not as actuality.

In the story "The Tell Tale Heart", we are asked to accept that a gentlemen's sanity as been changed by the grotesque eye of an old man. The reason why this man maybe looked at as an anti-hero depends on interpretations. We the reader cannot except that this is the reason why this man wants to kill the old man. A possible way to look at this is to look at the old man. People will look at this story and come to conclusions that they are not present in the writings. The reader will have the old man become something he is not such as a father figure. Is it the ever watching eye of his father that drives the man insane? Does the man become a "hero" of sorts by getting revenge on a bad parent? Since Poe does not say he cannot be looked at as anything. The idea of the man being a parent comes straight from the ideas of psycho analysis that come later in history. The reader will use there own experiences and put themselves into the shoes of the character as if they were in this situation.

The next story that really, truly gives you the sense of an anti-hero is, "The Cask of Amontillado". Now here we have a story of a man walking another man to his eventual death. Throughout the story the reader is forced by Poe to feel detest for the eventual murderer. I mean all that Poe gives us is a man that for whatever reason has a want to kill Fortunato. The sense of the anti-hero comes from a part of there conversation while walking to Fortunato's eventual death. The conversation comes when Fortunato thinks that Montressors is a mason. The main line of this conversation that gives an impression that Fortunato is throwing it in Montresors face is that he is not a mason, which comes when Fortunato says, "You? Impossible! A Mason?" It's almost as if Montressors is an outcast, someone who is not expected by the regular crowd. Now all we know that in this day and age that people who are not of the "in" crowd will act out with great vengeance against those who they feel have wronged them. Another feeling the reader gets from the anti-hero approach comes from Fortunato's hobby he is a connoisseur of wine. He takes prides in this can also be attributed to his death. Since pride is one of the seven deadly sins it is completely acceptable for a man to be killed because of how proud he is, since it is not a desirable trait in the eyes of God.

The next story of use for the idea of the anti-hero comes in "The Pit and The Pendulum". Now this story does not start off giving the reader the sense that the character can be any kind of hero. In fact you get the idea that this man is being punished for crimes he has committed. The man is constantly referring to his captures as "Judges", he even states, "The condemned to death, I knew, usually perished at the auto-da-fe, and once had been held on the very night of the day of my trial". Now with all that said where does the idea of the anti-hero come into play? The answer is at the very end of the story when the man is rescued out of his dark hell. We find that this man is a soldier being held by his enemies, in the Taledo dungeon. Throughout the story the man randomly brings up Taledo but up until this point he is not exactly sure where he is. The reason why this helps in his being anti-hero is because he is a soldier, a soldier that is being held for his crimes against the other army. As bad as we are brought to feel for this man the idea that he is completely innocent is never brought up. His actions may have made him a hero to some of the people of the other army. Look at the acts of murder and torture to the people that have lost loved ones.

Now we find the anti-hero in "The Raven", it really takes some looking. This of course being Poe's most famous poem, and possibly his most famous writing. This poem is of a man who has suffered the loss of his precious Lenore. We never find out how he has lost her be it through death of her leaving him but, it's also not really important. What is important is how the man is dealing with his pain. He seems to imprison himself within his studies, to drown out his pain and despair. Now where does the anti-hero come into play? Well I believe the answer is the raven itself. Here you have a man that only wants to cry of his loss, and then comes this raven who seems to tell him there is no point in all this despair. The raven does this by simply stating "nevermore". It's as if the raven was sent to rub it in that Lenore is "nevermore". Since ravens are considered by some to be demon birds it is very easy to interpret the raven as a bringer of bad news. The anti-hero ness of the raven is the fact that the man is trying to hold onto his lost Lenore but, the raven won't let him.

These are of course just a few examples of possible anti-heroism in Poe's work. Since the reason for the characters anger, revenge, pain, despair, or what ever there problems are not addressed by Poe. The idea of the anti-hero can not exist. Yes, it is a possibility that a character is an anti-hero; but since the reasons for a character acting a particular way are not normally given in Poe's work it is the reader who creates this persona. The anti-hero is of course just one of Poe's possible tools he uses in his writings.

SYMBOLISM

The second important tool of Poe's that I am covering, is a tool used by all writers at some point in there works. It is the important tool of symbolism. Poe uses quite often throughout his stories. The following are examples of some symbols used in Poe's work.

The first symbol might be his famous; it is the "eye" in "the Tell Tale Heart". When the story begins we read the obsession that the narrator had with the eye. The eye seems to take on a life of its own throughout the beginning of the story. The description that most interested me the most is when the narrator said, "He had the eye of a vulture". Now when we think of the eye as being a vulture eye the eye starts to mean new things. It does not have to mean anything in literature. When we think of a vulture eye we think of an eye that can find death and comes to pick at it. This might be where the idea of the old man being a parent figure comes from. Also earlier in the story the man seems to change the characteristics of the eye. He changes it from a vulture eye to an evil eye. In society today the idea of an evil eye can mean many things. Usually it references to superstitions that people have an evil eye, in this story the evil eye tares into the soul of the narrator. It gets so bad that he must kill the old man. The interesting thought of this and what really makes the eye seem like a character is its own facts that if the eye is closed the narrator can not kill the old man. The symbolism of the eye is never really answered. Poe seems to tell us that whatever the eye means to the narrator is not imperative, what is imperative is that it is a trigger. It symbolizes whatever the narrator needs it to in order to become insane.

The next symbol is an obvious one that is given to the reader. It is the Montressors coat of arms. It is described as "A huge human foot d or, in a field azure the foot crushes a serpent rampant whose fangs are imbedded in the heel". This is pretty much a summary of the whole story. Montressors is of course the snake, and Fortunato is the foot. The reader does not know why Fortunato is the foot, or how he has stepped on Montressors, who takes on the form of the snake. From the little information we get from Fortunato we begin to jump to conclusions as to why Montressor wants to kill him. In this description of the shield we try to give Montressor the benefit of the doubt that he has been wrong. In actuality it is just Poe drawing a picture of the story and seems to use it more to symbolize Montressor, rather then accuse Fortunato.

The final symbol of importance is something that has already been discussed. It is the raven from Poe's most famous piece of poetry. It is modern day meanings of the raven that seem to make it just as important a character as the man, in the poem. The raven takes on this image of a demon bird. This is a very acceptable notion in today's society. Yes, the bird only seems to bring despair to the man, but its intentions are never mentioned. As stated earlier the bird can also be an anti-hero, bringing despair but, also bringing closure. Just like everything else through Poe gives no reason for the bird at all. Its true meaning is obviously not important to the poem.

Throughout all of literature symbolism is probably the most used analytical tool. What's interesting about Poe's use of symbolism in his stories is how it leads us to our own conclusions. We use our ideas and methods of psychology that we have learned to over analyze what we think certain symbols mean. We associate these symbols with our own experiences and try to apply them to the situations presented in various stories. Poe's symbolism seems to be a way for him to try and summarize a character or circumstance through clever metaphors, and to bring some color to his dark work.

USE OF THE SENSES

The third tool of Poe's that is important to how we understand his characters is his use of the senses. This is imperative because the perception of the various characters helps us in deciding if a character is sane or not. We can misread senses because of our own experiences and ideas of what certain senses have to do with certain situations.

In "The Tell Tale Heart", we are informed of the characters senses immediately. The narrator says this right away, "The disease had sharpened my senses not destroyed, not dulled them". The sense that is important to the reader for the story is his sense of hearing. It is this sense that in the long run finally gives us the impression that the man is actually insane the whole time. It is also what gets him caught by the police. This is important because up until the end when he hears the dead old mans heart beating, Poe does not make the man appear insane. It is the reader who uses there ideas pf sanity to judge the man up until the point Poe makes it obvious.

The other story that really exploits the senses for added feelings of despair is "The Pit and the Pendulum". Throughout the beginning of this story Poe takes away the mans sense of site and automatically we feel as though he is imprisoned and as humans we feel like no man should be kept in utter darkness. This already makes the man seem innocent, even though we do not know why he's there. My favorite lines that the man says are "the tumultuous motion of my heart and in my ears the sound of its beating". Then again sound, motion, and touch-a-tingling sensation pervaded my frame". To me these lines bring the characters pain onto the reader and we begin to feel bad and use this as a reason for his innocence. We associate despair with pain and then we use that to judge the character.

Poe's use of the senses in his stories and poems are amazing. He takes you and makes you feel the pain, despair, or torment of his characters. It is this that makes us read more into his stories then what is really there. We use these graphic descriptions of the senses to throw ourselves into the characters shoes. When this happens our experiences take over and we begin to view things in an altered state.

USE OF THE SOUL

The final tool of Poe's many tools that I will be covering is his use of the soul in his stories. This will be a general overview of his use of the soul since it is used but not harped upon throughout the story. It is mentioned in almost all his stories and that is what makes it important.

In Poe's stories the soul seems to take on a life of its own. In "The Tell Tale Heart", the narrators soul is being tormented by the old mans eye. In "The Pit and The Pendulum", the man speaks as if he loses his soul. He speaks of how motion and sound come back to his soul giving it some life again. In "The Raven", the man's soul is in the greatest despair possible because of his lost of Lenore.

In Poe's works the soul seems to be the equivalent to life. When the soul is felt to be attacked, the characters act as they see fit to repair it. We think of our interpretations of the soul and imaging how we would feel if our soul is tormented. It is almost an excuse for some of Poe's characters.

CONCLUSION

As a person involved with Television and Film I understand the importance of reading what is there. In society today it is hard not to apply all things you know to any topic especially when you have a topic as broad as psychology. It seems as though the best thing Poe had going for him was when he wrote the formal psychoanalysis did not exist.

Since Freud we assume that things mean more then what is in front of us. We see throughout time that madness is only what is in front of us and not that of the majority. I believe Emily Dickinson puts it best in her poem numbered 44 when she writes

"Much sense the Starkest Madness

‘Tis the Majority

In this, as All prevail"

As much as I hate Dickinson she has a good point. We apply what general society does and assume anything different is insane.

In this paper I feel I have given good representations of Poe's tools. The tools help to show how peoples views of psychology about certain subjects can affect the way we read. It makes us forget that only what's on the page is what's really there.

Bibliography

W.W. NORTON & COMPANY;

NY, NEW YORK;00

THE NORTON ANTHOLOGY OF AMERICAN LITERATURE

PLATT AND MUNK PUBLISHING;

NY, NEW YORK;167

THE GREAT WRITERS COLLECTION EDGAR ALLAN POE

THE HARCOURT PRESS; J.KAGAN & M.SEGAL

FORT WORTH, TEXAS;15

PSYCHOLOGY AN INTRODUCTION

PORTLAND HOUSE;

NY, NEW YORK;18

WEBSTER'S DESK DICTIONARY OF THE ENGLISH LANGUAGE

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Yarra Tram service

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This paper is set out to analyse the experiential aspects of service product and how these experiences affect my view of the product using the multi-segment model (MS model) (See Appendix). The chosen service is Yarra Trams ¨C Melbourne. In this paper I will examine and analyse the experiential factors of this service that is an ¡°intangible action directed at intangible assets¡±. I will also explain why these experiences affected my view of Yarra Tram service and its delivery.

The easiest way to understand Yarra Trams service from my ¨C the customer¡¯s perspective ¨C point of view is analysing it using the MS model. Starting in the product quadrant, the entities (E) are tram timetables and information, trams turn up at right time and right location, ability to carry passengers. The marketers activity (MA) is making sure all information about the trams, route and timetables is correct and available, ensuring the ability to carry passenger punctually and timely. The buyers activity (BA) is obtaining information, timetables, realising the needs for using trams service instead of driving, bus or train... Clearly, because of the characteristics of this service, the interaction (I) between marketer and buyer is low. It could be asking the driver some information out the route or way to go to some particular destination. The interaction could also be considered as buyer ¨C passenger ¨C reading information, brochures on the trams or announcements.

In the product delivery quadrant, E is the way the information being communicated to buyer ¨C either announcement, in person, brochures or on the internet ¡­ E is also the schedule of trams and drivers. In this quadrant, the MA consists of implementing the schedule and timetables, making sure the trams arrive safely and punctually. The BA consists of showing up at right time and location, checking information, timetable and schedule, getting on the right tram, buying ticket, getting out at the destination. The interaction between buyer and marketer is just obtaining more information or announcing any changing.

In the auxiliary services quadrant the E could be friendliness of drivers, cleanliness of the trams, convenience and safety at waiting areas. The MA is friendly, courteous and timely of all Yarra Trams staff (driver, inspectors, announcers¡­). Marketers activity will also be providing useful information of local areas, for example, Yarra Trams give away local maps for passengers. The BA consists of responding courteously to and taking advantage of services offered. Interaction occurs when I greeting or asking information any Yarra Trams staff.

In the additional marketing quadrant the E includes providing information through free telephone number (1800 800 166), e-mail and Yarra Trams homepage website (www.yarratrams.com.au). The MA is maintaining and updating the website with news and information (changing route, announcements, new projects¡­), answering the free telephone number. The BA could be browsing Yarra Trams website or calling info-number to get timetables, routes¡­ With this system I can even log my complaints or suggestions to Yarra Trams. Whenever I use these facilities, interaction between Yarra Trams and me ¨C the buyer ¨C occurs.

Now we will analyse in detail how those experiential aspects of Yarra Trams service affect my view. There are two types of trams, the old Yarra trams and the others that are newer with cutting edge design and aerodynamics looks. The new trams have more look of Japanese bullet train. The interiors are also very different between these trams. The old one has leather trim seats but not very spacious. While those new trams have the seats cushioned and they are big and pretty roomy. The seats organising on the new trams also make it more easily to access. Another problem with the old trams that really bother me is the seat vandalised and drawn that makes them so uncomfortable.

The ticket system inside the trams is fairly easy to operate. The good thing is those machines are always in service where the passengers can purchase the ticket for the trip. Pricing is also fair since it gives reasonable price to the public as seniors, low income and children under 1 can get concession tickets which are cheaper. The downside of ticket machines is it accepts coin only which is pretty inconvenience. So if someone doesn¡¯t have sufficient amount of coins to purchase the ticket, he/she better not try to cheat as the Yarra trams service also has inspectors where they go one to inspect for validate tickets. If one gets caught for travelling without a validate ticket, the penalty is quite high. For the doors of the trams are different ways in opening. The one type is manually down by the driver with the doors opened by pushing the button. While for the new type it has a safety appliance where it protects the door. The door can be opened by the driver and also by the passengers. But for the passenger the door can only be operated when the trams stop and the light indicators are on. For the driving operating of trams are different. The old one is much noisier and not very smooth, while the new one is much quieter and smoother and doesn¡¯t cause noise pollution. However, both have the same power and the driver controls the speed of the tram. In the driver area, the one is much open, it has a door and a plastic window from the driver to the passenger. But the new trams are all covered up and neither driver nor passenger can get close to another which is hard for me as passenger to get any information from the driver. However, I found that in both trams no matter open or close the driver are always friendly when asked for directions, they are quite useful when giving the passenger which route and tram to take to get to destination. Yarra trams allow passengers to bring in prams, bicycles, and pets but one thing is on certain time only. The trams have become the first choice of the public therefore sometimes normally during rush hour it is crowded and because of this passengers have to stand. Fortunately, all trams have bars and handles where passengers can hold on to it while standing. The trams run from morning till midnight. Both of these trams often give the public safe and punctual transportation. From this view, Yarra tram service is providing a good service and because of this they make sure they do their best to give themselves a good reputation to the eye of public.

Clearly, transportation becomes more and more important in this 1st century, this is because people today need to travel conveniently in a short time. Therefore, Yarra trams appears in Melbourne to fulfil people¡¯s wants and needs. However, to compete with other competitors like buses, taxi, trains¡­ they have to make sure that their services are on the satisfactory level. Yarra tram service consists of seven locations, including four depots, with a fleet of 01 trams carrying 60 million passengers and more than . kilometres per year. The differences between trams and other public transportations are trams are easier to take since they stop in every traffic lights while other transportations have to find the stop and also wait for a longer time.

Yarra tram service is successful because of the privilege of transportation in the area since it brings a lot of advantages and convenient to the public. First of all, the advantage of using trams is the trams can carry more people compare to buses and taxis. According to Yarra trams report their capacity is 60 million passengers per year with the fleet of 01 trams. The operation hours of tram service are normally between 5am to midnight Monday to Saturday and 8am to 11pm Sunday. This brings me as a passenger a lot of conveniences since I don¡¯t have to worry about my transportation for the whole day from early morning to late night.

Clearly, Yarra tram service has been keeping me away from driving because using the service I don¡¯t have to worry about traffic-jams, petrol, finding a parking lot and parking fees. The service also helps me avoid accidents if I have to drive early in the morning and come home tired. The fare of the trams is also cheaper compare to driving cars and using taxis. Once I know the timetable ¨C which I can easily obtain the information by asking the drivers, looking up at tram stops, calling the information line, checking in Yarra trams website ¨C then it is really just getting in and enjoying the trip with worry-free.

Every selling and purchase must involve the seller and also the customer only can consider as a business. Therefore, the degree of consumer involvement is the basis of satisfaction or dissatisfaction response. Lovelock et al (001) shown that empirical work that has examined low-involvement products indicates that the customers¡¯ expectation interact with the post-purchase experience to produce customers level of satisfaction. Again, Lovelock et al (001) said that for high-involvement products, pre-usage expectations might be a less important influence on the evaluation of the product than the actual product performance. In Yarra tram service, the things can be touched can categorise into low-involvement. The service is high-involvement because it is popular among the public, almost everyone had experienced it, it is cheap and the passengers use the tram service over and over again.

According to the SERVQUAL scale (Lovelock, 001), it used to measure and model perceived service quality. In this scale, responsiveness is part of the dimensions. Responsiveness means promptness and helpfulness. In Yarra trams service, the responsiveness of the tram are not very high since there is no any staff in this service tell the passenger exactly when the service will be performed. This brings the problem to the passengers who are the first time users. There is no staff to explain the guideline how to use all operating machine like ticket machine and bell. The passengers only learn to use these things by following other passengers or read the brochures that allocated next to the ticket machine. Such an excellent service will always help the passengers and will give explanation as well as other information face to face and this will get lose to the passengers and easy for the company to fulfill customer¡¯s wants and needs.

Another dimension in the SERVQUAL is assurance. Assurance means capability, politeness, credibility and security. This means that operating skill of the drivers must be safe and sound. The drivers can ensure the customers¡¯ confidence by showing them with an orderly uniform. By showing this image to the customer, it will give good impression and also show the professional image to customer. Other than that, the driver must be consistently being polite to the passengers. This is because the driver is the only one available on the tram to represent the Yarra tram service that can communicate and answer the question of passengers. For example, the drivers must courteously answer my request ¨C as a passenger ¨C and have enough knowledge to show me which tram and route should I take if I require for information.

Clearly, for any service, customers are the most important force to make a business successful or fail in the market. Among the marketers¡¯ activity, Yarra tram needs to fully understand the customers. They need to identify who are the passengers, how often they travel, how much they are willing to pay and how they choose between available transportation services. Marketers might opt to use segmentation to create a success in service market. The marketer has to divide the passenger into different distinctive groups that called market segmentation. Market segment is a group of passengers that are alike based on some characteristic.

When the Yarra tram service are used in various areas of the marketplace, it makes sense to use geography as a basic for market segmentation. Geographic dissimilarities between regions include climatic condition, location, surroundings, distance and terrain (Hanna & Wozniak, 001). In order to attract more people to use the service, Yarra trams should think of the comfort of the passengers. For example, is the tram stop easy to find? Since the tram is stoping at every traffic light so that the passenger will be able to catch a tram easily as their first choice of transportation. It is worth noting that passengers like me will only go to the place where is safe. I will not go to the stop that looks dangerous or dark and creepy. Therefore, the stop must be located at place that looks bright, crowded, clean and also safe to wait for the tram. The problem of distances is another important point why the passengers like to choose this service. This is because if I have to walk a long distance to be able to reach the stop, then I would rather go for other transportations. In the other hand, the stop also must be located near the place where it is solid cover up rather than full of mud collected from the holes after the rain or other condition that make it difficult to stand and wait for the tram to come by.

According to Hanna & Wozniak (001), demographics are the most basis for segmenting consumer markets. The variables such as age, gender, income, occupation, education, nationally and religion are commonly relate to consumer preferences, needs and usage rates. In this service, no matter how old the passengers are if they can sit in the tram, they will be sent to their destination. For the elder above 65 years old, they can use the service for free. While for the children under 15 years old, they can purchase the ticket by paying cheaper ticket ¨C concession fares.

Psychographic segmentation is partitioning of the market based on lifestyle and personality of the consumers (Hanna & Wozniak 001). Personally encompasses those relatively long-lasting personal qualities that allow the consumers themselves to respond to the world around them. Some of the passengers may be rude and never queue to get into the tram. There may also a part of passengers let the people who want to come down first then only they start moving. Each individual has a variety of personalities, some of these may be more desirable and some may even be undesirable.

Follow by the segmentation, consumers are divided into subgroups based on their attitude towards, usage of, commitment of, or reaction to the service. The actual product or service-related consumer behaviour, such as usage rate, benefits sought and brand loyalty is a suitable point for delineating market segment. Usage rate refers to the frequency or quantity in which consumers buy or use a particular product or service (Neal & Quester & Hawkins, 000). For the Yarra tram service the passengers like me should travel more than once if the trams provide a good service by sending the passengers from location to destination by just few minutes and also it is cheaper and convenient. Some of the passengers are loyal to the service or product once they find out the advantages. For this tram service, most of the passengers are loyal just because the tram can bring a lot of convenient to them.

Understanding wants and needs helps company to identify with how customers react to the service delivery experience. According to Bowen and Schneider and others argue that several fundamental needs include security and respect. Security is needs by passengers like me to feel secure and unthreatened. For example, who want to sit the tram that is speeding and dangerous? For that reason, the driver must make sure that drive slowly and realise the desire for protection and stability of passengers. For me the respect can be demonstrated by a) the waiting time; b) how pleasant the waiting experience is at the stop; c) the way of staff or drivers giving information to passengers; d) the convenience of operating hours and location. I found that Yarra trams have fairly excellent performance, which make me feel safe and respected by the service.

As a passenger of Yarra trams, I have my own demand for the service provided and my expectations are very important for the provider to improve quality of the service. However, every passenger has different expectation, background, attitude, motivation, emotion, personality and also lifestyle. If Yarra tram service wants to successfully develop their image in transportation industry, it is essential for them to analyse consumer behaviour to understand the attitudes that they drive it.

Attitudes are consistent inclinations ¨C whether favourable or unfavourable ¨C that passenger hold towards Yarra tram service. They can be formally defined as learned predispositions to respond in a consistent manner in respect to the services (Lovelock, 001). The attitude is characterised by consistency. This means that attitudes take time to develop and are stable and enduring. Therefore, Yarra tram must always keep the good image like reach on time, the seats and around are clean for the passengers and so on as long as making passenger feel comfortable. This is because once if I have negative attitude towards the service, it is very difficult to change.

Consumer attitudes are responsiveness. They judge the service by experience it (Lovelock, 001). For example, they would try the tram service at least once to judge how the trams provide their service and see whether it is safe and convenient to use the trams for transportation.

The cognitive component is what we think we know about an attitude object. The beliefs are based on knowledge (I experience documents that the tram will send me my destination within a short time), opinion (inconclusive beliefs based on travel by trams will cut down the percentage involve in accident) and values system (passengers should have heard government advice to cut down the traffic and pollution).

The affective component includes feeling of like and dislike, representing the reaction to the cognitive. For example, after experiencing the effective services from Yarra tram like avoid traffic-jam, save time, convenient, cheap and safe I begin to form positive feeling and start to use it all the time.

The behavioural of an attitude represents the tendency to respond to an attitude service. A series of decisions to use the tram or not, or to recommend it to friends, would be the behavioural components of an attitude towards Yarra tram service.

Attitude change is a shift in the valance of an attitude from positive to negative or vice versa. This is because people are easy influenced by the environment and by the way the world is keep changing. Firstly, changing in cognitive component. A common effective approach to change the attitudes is to focus on the cognitive component. For example, to attract more passengers, Yarra trams service has presented the advantages to the public like the pollution, avoid traffic-jam, save petrol and time. Secondly, changing in affective component. It is increasing common for Yarra tram to influence passenger¡¯s liking of its services without directly influencing either belief or behaviour. If Yarra tram can increase the liking it will tend to lead to more positive beliefs lead to a product category arise.

Clearly, emotion easily influences customers¡¯ perceptions and evaluations of their experience. Emotion includes anger, fear, disgust, interesting, shame, joy and surprise. For example, when I have to pack myself into the crowd on a tram I would feel frustrated and impatient to get out. This might cause a bad impression to me and I would not use the tram any more. That¡¯s why some of passengers consider taking a tram is very troublesome compare to driving and also don¡¯t have to spend time waiting at the stops. However, after trying to sit the tram for first time, they may surprise how convenient and enjoy their whole journey.

Although Yarra tram is one of the major transportations in Melbourne, I found that they always try to improve the services. Clearly, they just want to make sure that every passenger that uses their service feels comfortable and also reposition the tram service as a modern and appealing mode of transport.

In my opinion, the service experience could have been enhanced if Yarra tram had done these A) Yarra tram should provide a longer tram, which include more seats for the passengers. Normally, the seats only provide for about 40 passengers, while others have to stand and I found this can be dangerous and uncomfortable especially when the tram starts and stops. Other than that, Yarra tram should equip some seats for children, which are smaller. This is because it is difficult for children to keep balancing on those normal seats, so after providing this option, they can sit and also it is much safer for them and the family so they don¡¯t have to carry them all the way in the trip. B) Yarra trams service should design a footstep where it can help disable people to get into the tram in a more convenient way. I often saw how hard diable passengers get in the tram. C) Yarra tram service should put some entertainment on the tram such as music or small TV to provide information, news. Yarra tram service may send some staff to conduct in the tram in certain time to provide needed information. Yarra tram can also cut down the ticket price on off-peak time to attract more passengers.

In conclusion, I think Yarra tram is really providing an exceptional service. Their intangible actions that directed at intangible assets are their staff and driver uniform that make me feel safe and convenient. The intangible aspects also are the customer service, cleanliness, and friendliness of staff. There are a lot of competitors in the market, as a result the Yarra tram must differentiate itself from other by using those intangible aspects to attract passengers.

Yarra tram should understand that customer involvement is very important for the service since it shows customers¡¯ satisfaction or dissatisfaction. The easiest way to examine Yarra Trams service from my ¨C the customer¡¯s perspective ¨C point of view is analysing it using the MS model. The model is used to analyse Yarra tram service by four quadrants ¨C service, product delivery, auxiliary service and additional marketing. Each quadrants will study the service under four segments ¨C Entities (E), Marketer action (MA), Buyer action (BA), and interaction (I). The analysis shown that Yarra tram has been providing an exceptional service. Their service and product delivery quadrants shown that the service has interacted well with passengers and satisfied their wants and needs. The auxiliary service and additional marketing shown that Yarra tram has to improve to exceed passengers expectation.

REFERENCES

Hanna N. & Wozniak R., 001, Consumer Behaviour, an applied approach, Prentice Hall, New York.

Lovelock, C.H., Patterson, P.G. & Walker R.H., 001, Service Marketing, An Asia Pacific Perspective, Prentice Hall, Australia.

Neal, C. & Quester, P. & Hawkins D., 000, Consumer Behaviour, Implication for Marketing Strategy, McGraw-Hill, Australia.

Ward, Tony & Newby, Leonce. 00. MRKT 106 Marketing of service products Study Guide, winter edition, Division of teaching and learning service, CQU, Rockhampton

Please note that this sample paper on Yarra Tram service is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Yarra Tram service, we are here to assist you. Your paper on Yarra Tram service will be written from scratch, so you do not have to worry about its originality. Order your authentic assignment and you will be amazed at how easy it is to complete a quality custom paper within the shortest time possible!