Lightweight Directory Access Protocol free essay sample

Network directories on the other hand are specialized databases that store information about devices, applications, people and other aspects of a computer network. It is an Internet protocol that e mail and other programs use to look up information from a server. It is not limited to contact information or information about people. It is appropriate for any kind of directory like information where fast look-ups and less frequent updates exist. It was created in 1995 as an academic university project, and then commercialized by Netscape in the late 1990’s. t is finding much acceptance because of its status as an Internet standard. It can also be customized to store any type of text or binary data. It is important to note that it is not a directory but a protocol. However, it organizes information in a hierarchical manner using directories. And these directories can store a variety of information and can even be used like a Network Information Service (NIS). We will write a custom essay sample on Lightweight Directory Access Protocol or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Hence, enabling anyone to access their account from any machine on the LDAP enabled network. In many cases, it is used as a virtual phone directory, allowing users to easily access contact information of other users. But it is more flexible than a phone directory. This is because it is capable of referring a query to other LDAP servers throughout the world. Thus, providing an ad-hoc global repository of information. It is hoped that at the end of this discourse on LDAP even a layman would have a simple yet clear understanding of what LDAP is. To give its advantage over X500. To reveal the purpose, and use of LDAP generally. Protocol is it is pertinent to understand what a directory and protocol is. A directory is an organized set of records: e. g. , a telephone directory which is an alphabetical list of persons and organizations with an address and phone number in each record. A directory is also a way in which complex information is organized, making it easy to find. Directories list resources—for example, people, books in a library, or merchandise in a department store—and give details about each one. They can be either offline—for example, a telephone book or a department store catalog—or online. The word protocol is from the Greek word â€Å"protocollon† which was a leaf of paper glued to a manuscript volume, describing its contents. A protocol can be said to be a description of a set of procedures to be followed when communicating. Protocols are to communication what programming languages are to computations. They can also be used to describe what grammar is to language. In information technology, it is a set of rules that end points in a telecommunication connection use when they communicate. Protocols exist at various levels in a telecommunication connection. For example, there are protocols for the interchange of data at the hard ware devise level as well as at the application program level. In the Open Systems Interconnection (OSI), there are one or more protocols at each layer in the telecommunication exchange that both ends of the exchange must recognize and observe. On the internet, we have the TCP/IP protocols which comprise of: * Transmission Control Protocol (TCP), which is a set of rules to exchange messages with other internet points at the information packet level * Internet Protocol (IP), which makes use of a set of rules to send and receive messages at the Internet address level. * Other protocols that include the Hypertext Transfer Protocol (HTTP) and File Transfer Protocol (FTP), each being defined set of rules to use with corresponding programs elsewhere on the internet. With this in view we can now say in this context that a Light Weight Directory Access Protocol (LDAP) is a set of rules that enables us to read and edit organized set of records, resources or information. This is to put it in the simplest of terms for easy understanding. According to Donelly (2008) Strictly speaking, though, LDAP isn’t a database at all , but a protocol used to access information stored in an information directory (also known as an LDAP directory). A more precise formulation might look something like this: Using LDAP, data will be retrieved from (or stored in) the correct location within an information directory. LDAP is a standard, extensible Directory Access Protocol. It is a common language that LDAP clients and servers use to communicate. It requires a minimal amount of networking software on the client side, which makes it particularly attractive for Internet-based, thin client applications. LDAP (Lightweight Directory Access Protocol) is a simplified ver sion of the DAP (Directory Access Protocol) protocol, which is used to gain access to X. 500 directories. LDAP was designed at the University of Michigan to adapt a complex enterprise directory system (called X. 500) to the modern Internet. Unknown (2004). At this point you may be wondering what the X500 is. X. 500 Directory Service is a standard way to develop an electronic directory of people in an organization so that it can be part of a global directory available to anyone in the world with Internet access. X. 500 is an overall model for Directory Services in the OSI world. Such a directory is sometimes called a global White Pages directory. The idea is to be able to look up people in a user-friendly way by name, department, or organization. Many enterprises and institution have created an X500 directory. Because these directories are organized as part of a single global directory, you can search for hundreds of thousands of people from a single place on the World Wide Web. X. 500 is an international standard for directories and full-featured, but it is also complex, requiring a lot of computing resources and the full OSI stack. Thus making it difficult to run easily on a PC and over TCP/IP. The X500 is too heavy to support on desktops and over the internet, hence the need for a lightweight protocol. A lightweight protocol is any of a class of protocols designed for use on high speed inter-networks, e. g. LDAP is an open protocol, and applications are independent of the server platform hosting the directory. However, LDAP is like X500 in the sense that it is both an information model and a protocol for querying and manipulating it. LDAP’s data and name space model is essentially that of X500. The major difference is that the LDAP protocol is designed to run directly over the TCP/IP stack. The main thing about the X500 is that it defines a global directory structure. This means that anyone with an X500 or LDAP client may peruse the global directory just as they can use a web browser to peruse the global web. As a protocol, LDAP does not define how programs work on either the client or server side. It defines the language used for client programs to talk to servers (and servers to servers, too). It can be used to access a standalone directory service or a directory service that is back ended by X500. The LDAP protocol is both cross-platform and standards-based, so applications neednt worry about the type of server hosting the directory. In fact, LDAP is finding much wider industry acceptance because of its status as an Internet standard. Under them in the hierarchy might be entries for smaller organization and so on down. The hierarchy might end with people or resources. Each entry is identified by a Distinguished Name (DN). A Distinguished Name consists of a name that uniquely identifies the entry at that hierarchical level (e. g. Peter and Paul and Mary are different user ID’s that identify different entries at the same level) and a path of names that trace the entry back to the root of the tree. Where o represents the organization, and is the root of the tree ou refers to the organizational unit which is a unit within the organization uid refers to user ID of the entry. WHY USE LDAP? The main benefit of using LDAP is that information for an entire organization can be consolidated into a central repository. That is LDAP can be used as a central directory that is accessible from anywhere on the network. LDAP makes for ease of access across platforms. To buttress this, (Donelly, 2008) says â€Å"Perhaps the biggest plus for LDAP is that your company can access the LDAP directory from almost any computing platform, from any one of the increasing number of readily available, LDAP-aware applications. Its also easy to customize your companys internal applications to add LDAP support†. LDAP also supports a number of back-end databases in which to store directories. This allows administrators the flexibility to deploy the database best suited for the type of information the server is to disseminate. Hence, it has the ability to distribute servers to where they are needed. LDAP allows you locate organizations, individuals, and other resources such as files and devices in a network, whether on the Internet or on a corporate intranet, and whether or not you know the domain name, IP address, or geographic whereabouts. (Donelly, 2008).

Caroline Chisholm essays

Caroline Chisholm essays Her nickname: The immigrants friend Died: In her hometown of England in March 1877 Married: To Archibald Chisholm in 1832 Fame: She was the first person to set up, and employ the first set of women workers in a womens home in Australia. Rewards: Her picture was printed on a 5-dollar bill for more than 20 years, until being replaced by the queen of England Caroline Jones was brought up by a caring family in England, whose door was open to anyone who needed help, or a place to stay, no matter how rich or poor they were. In 1832, (When she was 22) she married a British army officer, Archibald Chisholm. Archibald was always 100% behind Caroline. Early on in their marriage they decided to move to Australia, to start up a family. When they arrived in Sydney, Caroline was repulsed with all of the used and abused women who were homeless and begging on the streets. After seeing this, Caroline mind was set to making a difference, and after a lot of persuading, Governor Gipps finally allowed her to use the old, disused immigration barracks as a womens home. This was established in 1835. The immigration was run down, dirty and in desperate need of repair. Archibald helped her repair it. Within 2 years of setting up the womens home Caroline had found jobs for 1000 women. Over the time she ran the womens home, she housed and found decent jobs for 11000 migrants of who were mainly women. A few years later Caroline got pregnant and gave birth to a beautiful son, witch was said to resemble her husband Archibald. Caroline Chisholm was the first person to set up a counseling service for the young girls and women, who came to Australia with high hopes for a better life, but their dreams was shattered when they ended up, begging on the streets for money. ...

China vs India Essay Example | Topics and Well Written Essays - 500 words

China vs India - Essay Example Although, China has long been into modernized security strategy, actually nuclear forces are not their priority, in order to protect the country from external forces.3 In addition, China’s transitional shift towards modern and professional military equipped with high-technology weaponry marked a better security strategy. Part II. US-China Relations According to De Castro, China has been the most like America’s major competitor for geostrategic dominance in the Asia Pacific.4 China in its sphere has developed their economy since early years--very rapid economic growth. It is a large and populous country; a communist and capitalist, reforming and resisting change, strong and weak. However, it is quite hard to understand China, because it’s complicated--the fact that it is changing rapidly.5 U.S is undeniably prominent because of its booming economy and large political dimension. China has risen and will â€Å"bring the United States unipolar moment to an end.†6 This is not to say that there would be a literal violent struggle, or overthrowing of the Western system.

American Constitution of 1787 and pluralism Essay

American Constitution of 1787 and pluralism - Essay Example The constitution took effect on March 4, 1789. The delegation intended to amend the Article of Confederation and set up a new scheme of government. Through intensive debates, the delegation came up with a brilliant federal organization that had a complicated system of checks and balances. They came up with a bicameral legislature that had equal representation in the upper house as well as a relative representation in the lower house. Thus, the main outcome of the convention was a federal government that worked through a constitution that ensured that freedom equality and order prevailed in the country. The American constitution of 1787 promotes the application of pluralism in the USA thus giving the citizen power to govern their nation. Pre constitution America In the 1970s USA did not exist but there were just thirteen colonies under the Great Britain. In the 1970s, not everyone in the United States of America had the same opportunities. Blacks, women, Native Americans, and poor men had no voting rights and could not hold any elective posts. The British colonies in North America adopted their form of governance even after independence. The early leaders of Americas believed that everyone had basic rights that they referred to as natural rights. The natural rights included the right to liberty, life, and property. The founding fathers believed that the only way to ensure that everyone got their basic rights was to form a government that operates under certain laws. The founding fathers studied governments in the history. Most of their interest was in the Roman Republic, a government that existed about 2000 years before the USA was founded. This must have really influenced the drafting of the American constitution of 1787 states (Guide and Reader for American Government and Politics in the New Millennium 187). Rights and freedoms The fact that the authors of the 1787 constitution valued freedom in regards to the pursuit of freedom to own property and contentment , represented 12 of 13 states, and knew the importance of order is an indication that they would create a pluralist democracy. All fifty-five states delegates who went to Philadelphia to make the constitution believed that the people had to have economic and religious freedom in which they can express their opinions to make the USA a better place to live. Moreover, they had the understanding that ownership of property was an individual right and neither the state government nor the federal governments could deny the people such rights. â€Å"Their vision was that individuals would be to define their interests in terms of the national government and strengthen it† (American Government and Politics in the New Millennium 56). The authors of the constitution â€Å"realized that without a strong national government, the U.S. would implode because of the failure of the state governments to cooperate and look beyond their parochial interests† (states Guide and Reader for Amer ican Government and Politics in the New Millennium 54) Branches of the government Federalism advocates that the constitution made a pluralist democracy by creating separate levels of government so that the laws made by the officials would represent many interests from diverse states. Separation of Powers and Checks and Balances create a pluralist democracy through purposely making four institutions of government that are chosen in a staggered selection so that they would not be loyal not only within themselves but certainly not to others. The constitution purposely separated the national government into three parts- executive, judicial, legislative- and provided them with shared powers. Madison realized that â€Å"Besides separating the government into t

Should abortion be allowed or not Research Paper

Should abortion be allowed or not - Research Paper Example Abortions are medical processes that actually improve the lives of the women who request for them; due to the brutal nature of this process, it is easy to understand that women who are not in desperate straits will not seek to procure an abortion. The reality is that, for a long time, women were seen as possessions of the men they were related to. The men had the right to do with their women as they wished; and this included denying them medical procedures for flippant reasons (Joachim 21). This standard still remains in many Middle Eastern nations. Refusing to legalize abortion basically amounts to preserving the outdated cultural practice of controlling the bodies of women on a massive scale. It is a fact that the majority of women who seek abortions are those with no financial security. Their partners, if involved in their lives in more ways than one, refuse to use birth control methods such as condoms but still demand sexual intimacy. The women may even be subjected to physical violence if they refuse to cooperate with their partners. For women in such circumstances, having an abortion is the only way they can prevent them from further sinking into poverty due to an extra mouth to feed. There are numerous cases that have been documented in media channels where expectant mothers died because hospitals either refused completely refused to terminate their pregnancies to save their lives or their spouses refused to give permission for the lives of their girlfriends and wives to be saved at the expense of the pregnancy (Flavin 18). The reality is that legalizing abortion is something that will consign such occurrences to the past; as the expectant mother is given the sole right to determine whether or not she wishes to keep the baby growing within her. Abortion, in many cases, actually saves the lives of the women who have it done in more ways than one. It saves them from having to contend with extreme financial

Customer Relationship Management in Banking

Customer Relationship Management in Banking ABSTRACT Today the world is globalized and customers are well educated and well informed. This has increased the competition among the firms and organisations. The competition elevates the customer bargaining power and switching power to choose the best product and service. Therefore customer relationship has become a focus of importance to all the companies in order to retain the customer as well as maximize revenues. Today marketing is no more developing, delivering and selling of goods and services, it is moving towards developing and maintaining long term relationship with customers. Therefore relationship marketing has making its important in all the business sectors so as in financial services. Customers Relationship Management creates the opportunity through which the banks can benefit by developing good relationships with their customers. The aim of the project is to gain a better understanding how the CRM has benefited both the bank as well as its customers. This research also aims to identify how critically CRM has been practiced in Lloyds Banking Group, analysis the data mining process of Lloyds Banking Group, to find out the customer segmentation procedure of the bank to analysis the customer retaining strategy of the bank, to find out how does the bank measure customer life time value and to verify the relationship between the customers and the Lloyds Banking Group. To validate the purpose of the project has addressed to set of questionnaires, one is for Lloyds Banking Groups employees and other is for customers of the bank. The literature review has also help to understand the answer for the research questions. Both the quantitative as well as qualitative data collection techniques have been adopted namely, survey questionnaire and semi-structure interviews. Some data has also collected through interview of Lloy ds employee and a group of their customers. Lloyds use CRM as an effective business strategy to classify the most profitable customers for bank. And accordingly bank gives priorities those customers through individualized marketing, reprising, flexible conclusion building and modify service-all delivered through a variety of sales channels that the bank use. Researcher has found that Lloyds is conducting a campaign management by using data mining task. This campaign helps to make crucial business decisions by exacting suitable, beforehand strange and ultimately logical and actionable awareness from huge databases. Researcher also has suggested suitable recommendations to the bank to improve the CRM practice in Lloyds Banking Group. 1.0 INTRODUCTION This chapter provides the brief introduction of research. Furthermore, it also discusses the aims, objectives of the research questions and scope of the study. 1.1 TOPIC OF THE RESEARCH Customer Relationship Management of Lloyds Banking Group PLC; A Critical Evaluation 1.2 INTRODUCTION TO RESEARCH Peter Drucker said, â€Å"The purpose of a business is to create customers†. Customer Relationship Management can be the single strongest weapon we have as manage to ensure that customers become and remain loyal. Customer Relationship Management (CRM), is an vital division of modern business organization. CRM concern the relation between the organisations along with its consumers. Consumers are the means of support of any business in a universal business with thousands of workforce and a multi-billion earnings, or a single broker with a handful of standard consumers. CRM is the same in principle for both examples. Globalization and technology improvements have pushed companies into hard competition. In this new era organisations are targeting on managing customer relationships, mainly customer satisfaction, in order to maximize revenues (Constantinos 2003). Today, marketing is not just developing, delivering and selling; it is shifting towards developing and maintaining equally long term relationships with customers (Buttle, 1996). This new business values is called relationship marketing (RM), which has involved significant interest both from marketing academics and practitioners (Gronroos, 1994). The Greek philosopher, Epictetus said that â€Å"what concern me is not the way things are, but rather the way people think things are† (Szwarch, 2005, p.3). The concepts of consumer satisfaction were depending on the thinking of consumer. Research suggests that customer satisfaction, basic concept of relationship marketing, is important in achieving and retaining competitive advantage. Research studies have discovered that retaining current customers is much less expensive than attracting new customers (Desatnick, 1988; Stone et al., 1996; Bitran and Mondschein, 1997; Chattopadhyay, 2001; Massey et al., 2001). The best way to retain customers is to keep them satisfied, a number of studies have shown that customer satisfaction can guide to brand loyalty, repurchases intention and repeat sales (Day, 1984; Swan and Oliver, 1989; Oliver, 1999). Customer retention, in turn, seems to be related to profitability (Oliver, 1999). Relationship marketing is becoming significant in financial services (Zineldin, 1995). If a bank develops and sustains a solid relationship with its customers, its competitors cannot easily replace them and so this relationship provides for a continued competitive advantage (Gilbert, 2003). Moriarty et al. (1983) has suggested relationship concept in the banking sector which states that banks can increase their profits by maximising the profitability of the total customer relationship over time, instead of looking for to get more profit from any single transaction. Perrien et al. (1992) observed severe competitive pressures that forces financial institution to restructure their marketing strategies by developing into long-term relationship with customers. And banking industry purely related to financial services, which needs to create the trust among the people. This research is exploratory in nature and design. The data which is collected is going to be mostly primary data collected from the relevant persons within the bank. The data has gathered from the face to face interviews with the help of structured and semi-structured questionnaire with those persons. The above describe interviews has last 40 (fourty) to 45 (fourty five) minutes (approx). On the other hand the researcher has decided to collect primary data from random interviews of Lloyds Banking Groups customers. Sample size is around 200 customers and of structured questionnaire. But of course this research paper has relied on reviewing the various secondary data available from various researches such as books, magazines, website, previous research and publication etc. The collected data has been analysed by graphs, table and pi chart drawn from Microsoft excel. 1.3 AIM OF THE RESEARCH The aim of the research is to study why CRM is important in bank, how the CRM works in banks and also the effectiveness of Lloyds Banking Group in obtaining long term customer relationship, customer loyalty, and customer satisfaction by the use of CRM. And also suggest feasible recommendations to Lloyds Banking Group to increase the customer satisfaction and market share by the effective use of CRM. 1.4 OBJECTIVES OF THE RESEARCH The followings are the objectives of this research; To study how critically practised in Lloyds Banking Group Analysis the data mining process of Lloyds Banking Group To find out how the bank segments their customers To analysis how the bank retaining their customers To find out how does the bank measure customer Life Time Value To verify the relationship between the customers and the Lloyds Banking Group 1.5 SCOPE OF THE STUDY The scope of the study and research work has limited to Lloyds Banking Group only. This chosen level of aspects has stayed at large in the study so that it can be studied well and analyzed thoroughly to get a deeper understanding. Trying to cover too much ground may lead to a very superficial and confused analysis and may involve long time duration to complete the project work or report. Therefore a specified and narrow down approach with Lloyds Banking Group and an evaluation of its success has comprised with the researchers scope of the study to avoid confused analysis and a weaker report. 1.6 OUTLINE OF THE SUBSEQUENT CHAPTERS Chapter 1; INTODUCTION This chapter provides the brief introduction of the research. Furthermore, it also discusses the aims, objectives of the research questions and scope of the learning. CHAPTER 2; LITERATURE REVIEW This chapter determines the theoretical issues relating to CRM which is relevant to the research. CHAPTER 3; METHODOLOGY This episode discusses about primary and secondary methods of research used by the researcher. CHAPTER 4; CONTEXT Chapter 4 deals with the information about Lloyds Banking Group. CHAPTER 5; FINDINGS This chapter deals with the result of primary data. CHAPTER 6; ANALYSIS Analysis part deals with findings in the context of literature review in chapter 2. CHAPTER 7; CONCLUSION This chapter includes the overall conclusion of the research. This chapter produce the conclusion compared and contrasted with the finding of the research and the literature review. It summarises the aims and key findings and acknowledges the limitation of the works. CHAPTER 8; RECOMMENDATIONS This chapter is the last chapter of the research. This chapter provide the recommendation for the managerial implication in the Lloyds Banking Group. At the end, chapter provide recommendation for the future research. CHAPTER 9; REFERENCES AND BIBLIOGRAPHY This chapter includes a systematic list of books, web site and other works such as journal, magazine etc which have been used as secondary data or as reference in this research. CHAPTER 10; APPENDICES This chapter contain all questionnaires and some graphs, chart and tables which have been made on the basis of customer survey. 2.0 LITERATURE REVIEW This chapter contains a review of literature relevant to the research. This literature review deals with, about CRM, the history and goals of an integrated banking CRM, the technological factor of CRM, the process cycle in banks, data warehouse technology, data mining process, how to analysis the data, customer segmentation process, communication strategies of bank to the customers etc. 2.1 CUSTOMER RELATIONSIP MANAGEMENT Existing research states that ‘relationships are the base to the successful development and edition of new business viewpoint, though business have taken care of relationships with their customers for many centuries (Gronroos, 1994). Sheth and Parvathiyar, (1995) said that relationships demand much more than mere transactions. Rather, they symbolize strategic and tactical issues based on a new philosophical move that geared in the direction of long-term organisation survival. According to Storbacka, (1994) relationship marketing got popular in 1990s but it has a long history under different names. In its starting, one-to-one marketing appeared in the mid 1990s, which transformed into Customer Relationship Management. Parvatiyar and Sheth gave a static definition of CRM. â€Å"Customer Relationship Management is widespread tactic and process of acquire, retaining and partnering with careful consumers to create better-quality value for the business and the consumer† (Parvatiyar and Sheth 2000, p.6) 2.2 THE HISTORY AND GOALS OF AN INTEGRATED BANKING CRM According to Puccinelli (1999) the financial services industry as entering a new era where personal attention is decreasing because the institutions are using technology to replace human contact in many application areas. Sherif, 2002 advocated that, now global changes brought new trends, directions and new ways of doing business, which also brought new challenges and opportunities to financial institutions. In order to complete with newly increasing competitive pressures, financial institutions must recognize the need of balancing their performance by achieving their strategic goals and meeting continues volatile customer needs requirements. Different ways must be analyzed to meet customer needs. Foss said that banks are highly focusing on CRM for the last five years that is expected to continue. According to Peter (1998) and Chablo (1999) the main goals of an effective integrated CRM solution in the banking sector are to enable financial institutes to; Widen customer relationship through acquiring new customers, identifying and targeting new segments and expanding in new markets. Lengthen the existing relationship developing longer term relationships, increasing perceived value of products and introducing new products and Deepen the relationship with customers initiating the cross selling and up selling opportunities, understanding the propensity of different customer segments to purchase and increase sales. The implementation if CRM system in a bank helps the business organisation to obtain a complete picture of their existing customers, design both customer-oriented and market-driven financial products and services, as well as implement extensive and reliable financial marketing research and efficient campaigns, to achieve and enhance customer loyalty and profitability. The above goals can be achieved through the seamless integration of information technology solutions and business objectives at every process of the bank business that affects the customer. 2.3 THE PHASES OF CRM The main phases of CRM are as follows; Customer selection or Segmentation According to Dave Chaffey (2009), customer selection is defining the types of customers that a company will market to. It means identifying different groups of customers for which to develop offerings and to target during acquisition, retention and extension. Different ways of segmenting customers by value and by their detailed lifecycle with the customer are reviewed. Many companies are now only proactively marketing to favoured customers. Seth Godin (1999), says â€Å"Focus on share of customer, not market share fire 70 per cent customers and watch your profits go up!† According to Efraim Turban (2008), the most sophisticated segmentation and targeting schemes for extension of customers are often used by banks, which have full customer information and acquire history data as they search for to boost Customer Lifetime Value (CLV) through encouraging increased use of products overtime. The segmentation approach used by banks is based on five main basics which in result are covered on top of each other. The amount of options used, and therefore the complexity of approach, will depend on resources obtainable, opportunities, capabilities and technology afforded by catalog. i. Identify customer lifecycle groups When guests use online services then they basically pass those seven or more stages. The organisations have clear these segments and establish the CRM infrastructure to categories customers in this manner; then they deliver focused messages, whichever by modified web messaging or by e-mails that are triggered routinely because of various rules. First-time guests recognized by a cookie placed on their PC. When guests registered, they are tracked through the residual stages. The customers who have purchased one or more products are one particular important group. The key challenge is for a company to encourage a customer to shift from the first product to the second and then go on. Explicit offers can be try to push customer for further products. In the same way, when customers turn into an inactive then the customer required follow-up. ii. Identify customer profit characteristics This is a conventional segmentation which is based on the nature of customer. For Business 2 Business Companies it includes sex, age and geography. It includes volume of the organisation and the type of sector or application, the organisation operates in. iii. Identify behaviour in response and purchase As shown in figure 2.2 through analysis of data base when customer progress through the lifecycle, company is capable to build up a detail reaction and buy history which judges the details of frequency, recency, group of product buy and monetary value. This approach is known as ‘RFM (Recency, Frequency, Monetary value) analysis. iv. Identify multi-channel behaviour In spite of of the eagerness of the company for online channels, various customers are chosen for using online channels and others customers are chosen conventional channels. This is an degree, be indicated by RFM and rejoinder examination since customers with a preference for an online channel is more reactive and make more use online. Customer who likes online channels is focused mostly by online communications such as e-mail, but when customer like conventional channels is focused by conventional communications such as direct mail or phone. This is known as ‘right-channelling. v. Tone and style preference In a same way to channel liking, customers are respond in their own way to various types of message. Some customers like rational application, in that time a detailed e-mail may work best. On the other hand some customers are preferred an emotional appeal. Companies are test for this in customers or conclude it using profit description and response performance and then expand various inventive treatments consequently. 2. Customer acquisition Processes used to add new customer. According to Turban (2008), customer acquisition refers to marketing activities intended to form relationship with new customers while reducing acquisition cost and targeting high-value customers. Service value and selecting the right path for various customers are essential at this stage and during the lifecycle. The conventional manner to customer acquisition include a marketing manager developing a blend of mass marketing (billboards, magazine advertisements etc.) and direct marketing (mail, telephone, etc.) campaigns based on their knowledge of the particular customer base that was being focussed. Marketing campaign trying to pressure new customers to buy a particular type of diapers, the mass marketing ads might be determined in parenting magazines. The advertisements could also be positioned in more conventional publications whose readership demographics were alike to those of new parents. Customer acquisition is comparatively similar to mass marketing. A marketing manager selects the demographics that they are involved in and after that works with a data vendor to obtain lists of buyers who meet those features. The data vendors have large database holding millions of eventual customers that can be segment based on explicit demographic criteria. The idea of â€Å"similar demographics† has conventionally been an art rather than a science. Usually there are not hard-and-fast systems about whether two groups of buyers share the similar features. Most of the segmentation that took place in conventional direct marketing involves hunches on the division of the marketing professional. 3. Customer retention Dafe Chaffey 2009 said that customer retention refers to the marketing actions taken by a company to keep its current customers. Identifying applicable offerings based on their personal needs and complete position in the customer lifecycle (e.g. purchase value or number) is key. Customer retention strategy aims to keep a high percentage of valuable customers and a customer development strategy aims to boost the value of those retained customer to the organisation. Customer retention is based on customer loyalty. And customer loyalty is the point to which a customer will continue with a specific brand or vendor. Customer acquisition to retain and extend create long-term customer relationship. We need to calculate customer satisfaction, as satisfaction drives loyalty and loyalty drives profitability. This relationship is exposed below; The marketers aim is to push customers up the curve towards the affection zone. But the majority are not in that zone. Marketers must understand to achieve retention,why customers defers or are indifferent. 4. Customer extension This technique is encouraging customers to increase their involvement with a company. According to Turban 2008, customer extension is increasing the range of products that a customer buys from an organisation. Sometime it is referred ‘customer development. Increasing the lifetime value (CLV) of a customer is the main objective of customer extension by encouraging cross-sell. For example a customer of Egg credit card may be offered the loan or a deposit account. There are many of customer extension technique for CRM as follows; Re-sell: same type of products to existing customers-particular vital in some Business 2 Business background as re-buys or modified re-buys. Cross-sell: sell extra products which may be closely related to the original buy. Up-sell: this is mean, selling more expensive products. Reactivation: Customers who have purchased for some time or have lapsed can be encouraged to buy again. Referrals: generating sells from recommendation from existing customers. 2.4 CUSTOMER LIFETIME VALUE MODELLING Customer Lifetime Value (CLV) is also an important theory and practise of CRM. But the calculation of CLV is not straightforward. There are so many company, they do not calculate it. According to Dave Chaffey (2009) â€Å"Lifetime value is the total net benefits that a customer or group of customers will provide a company over their total relationship with the company†. CLV is based on estimating the income and costs related with each customer over a phase of time and then calculating the net present value in present monetary terms using a discount rate value applied over the stage. Efraim Turban (2006) said there is various scale of complexity in calculating LTC. Those are exposed in figure 2.6. Option 1 is a realistic way or estimated proxy for future LTV, but the true LTV is the future value of the customer at individual level. CLV modelling at a segment level 4 is crucial within marketing since it answers the question; How much can I afford to invest in acquiring a new customer? Lifetime value analysis helps marketers to: Create the true value of a companys customer base Recognize and compare crucial target segment Calculate the effectiveness of another customer retention strategy Plan and calculate investment in customer acquisition programmes Make decisions about product and offers Figure 2.7 gives an example of how LTV can be used to develop a CRM strategy for different customer groups. There are 4 (four) main types of customers are indicated by their present and future value as bronze, silver, gold and platinum. Separate customers groupings (circles) are recognized according to their current value (as indicated by current profitability) and future value as indicated by CLV calculation. Every group will have a customer segmentation based on their demographics. Therefore this is used for customer selection. Within the four main value groupings, there are various strategies are developed for various customer groups. Few bronze customers such as group A and B practically do not have development potential and are usually unprofitable, therefore the objective is to reduce costs in communications and if they do not stay as customers this is acceptable. Some bronze customers like group C may have potential for growth; therefore for group C the strategy is to extend their purchases. Silver customers are focused with customer extension offer and gold customers are extended. Platinum customers are the best customers; therefore the communication is very important with these customers. 2.5 THE TECHNOLOGICAL FACTORS OF CRM According to Davenport and Short, (1990); Porter, (1987) ‘information technology is an enabler to thoroughly redesign business process to achieve improvements in organisational performance. ‘Information Technology help helps a business process by facilitating changes to job practices and establishing new techniques to link a customer with organisations, suppliers and stakeholders (Hammer and Champy, 1993). Eckerson and Watson (2000) advocated that ‘CRM take full advantage of technology to collect and analyze data on customer patters, expand predictive models, interpret customer behaviour, proper respond with communications, and deliver product and service to individual customers. By using technology a business can generate a 360 degree view of consumers to find out from past interactions to optimize future ones. Peppard (2000) said that ‘the leading factors in CRM development are improvement in set of connections communications, client/server compute, and business cleverness application. CRM collect, store, maintain and distribute customer knowledge all over the organisation. The effectual management of information has a vital role to play in CRM. In the case of scheming customer duration importance, consolidated view, product tailoring and facility improvement, the information is essential. Along with data warehouses, enterprise resource planning (ERP) organization and the internet are the vital infrastructures to CRM application. Fickel (1999) said ‘CRM application links front office (e.g. marketing, sales and customer service) and back office (e.g. financial, logistics, operations and human resources) functions with the businesses customer contact point. A companys touch point is â€Å"all of the communication, human and physical interactions your customers experience during their relationship lifecycle with your organisation. Whether an commercial, Web-site, sales individual, store or office, finger points are vital because customers from perceptions of your organisation and brand based on their cumulative experiences† (Source; http://www.imediaconnection.com/content/4508.imc at 16/10/2009 on 15:25) According to Eckerson and Watson (2000), ‘CRM integrated touch points is something like a common view of the customer. A separate information systems controlled these touch points. Figure 2.8 demonstrates the correlation between customer touch point with back and front office operations Peppers and Rogres, (1999) said ‘In many companies, CRM is just a technology solution that extends divide databases and sales force automation tools to link sales and marketing functions in order to develop targeting efforts. On the other hand some organisations consider CRM as a tool that is exclusively designed for one-to-one relationship. According to Goldenberg (2000) ‘CRM is not just a tools application for sales, marketing and service, but when CRM completely and successfully implemented, customer-driven, a cross-functional, technology-integrated commerce process management scheme that improves relationships and encompasses the whole organisation. 2.6 DATA WAREHOUSE TECHNOLOGY According to Watson (2000) ‘data warehouse is a tools of information technology management that helps business decision makers to instant access of information of customer data throughout the organisation by combining all database and operational systems like sales and transaction, human resource, inventory, purchasing, financial and marketing system. Data warehouse pull out, clean, convert and manage large volumes of data from various systems and creating a historical record of all customer. Data warehousing technology is the most crucial part of CRM because it makes CRM possible. Shepard et al. (1998) said ‘a better understanding of customer behaviour is possible because data warehousing technology consolidates correlates and convert customer data into customer intelligence. Thoughts of customers and their buying pattern can improve information relating to customer service interactions, bill and account status, back orders, product returns, product delivery, and internal operating cost. The capacity of a data storehouse to store hundreds and thousands of gigabytes of data compose an analysis feasible as well as immediate. Organisational benefits with a data warehouse are as follows; exact and faster access of information bad and duplicate data eliminate by quality data and filtering customer profiling and retention modelling it compute total present importance and approximate future value of every customer it gives detail report 2.7 DATA MINING TECHNOLOGY Peppers and Rogres, (1999) said that ‘the first analytical step of data mining is to describe the data. Data mining summarize its statistical attributes like standard deviations and means, visually review it by use of charts and graphs and distributes the value of the field in our data. But alone data description can not provide an action plan. We have to build a analytical model based on pattern determined from known output and after that we have to test the model on result outside the original sample. An ideal model must never be puzzled with reality, but it is useful guide to understanding our businesses. According to Eckerson and Watson (2000) ‘we can use data mining for both classification and regression problems. In first problem we can predict what type something will fall into. In second problems we are predicting a number like prospect that a person will react to an recommend. In CRM process, data mining is often used to allocate a score to a particular customer. Data mining is also often using to recognize a set of characteristics, which is called profile. Data mining segments customers in to groups with similar behaviour like purchasing a particular product. 2.8 THE CRM PROCESS CYCLE IN BANKS Pound (2000) said that exploration and alteration process should be done by the banks on basis of customer information captured; this shows the full value of CRM initiatives. Banks set up a closed CRM cycle with the help of an integrated CRM solution, which composed of a set of continuous iterative process. It manages the whole customer related process for bank, analysing customer profile, customer data and life time value, which is helping to making marketing decision and optimizing the execution of marketing campaigns, customer service strategies and sales strategies across various channels during the bank. According to Professor Constantin Zopounidis (2002) CRM process cycle is based on a generic business view. It presents a continuous improvement of value between customers and banks across touch points. Pound 2000 said that ‘recent banking data sources are extremely heterogeneous. Geographic information is dispersed due to continual acquisitions, mergers and reorganizations. For example a bank might use web site, ATMs, e-mail, sales, call centres and marketing automation applications that must be integrated in a unified environment of CRM banking. An effective multi-channels customer interface will not be possible without a centrally integrated warehouse driving the entire CRM process cycle. This should be update real time. The historical data should be recorded by it, which is used to create propensity models and customer life time value models to recognize past behaviour and action in order to take future marketing strategy. 2.9 CUSTOMER DATA COLLECTION Kristin Anderson Carol Kerr (2002), said that in banki Customer Relationship Management in Banking Customer Relationship Management in Banking ABSTRACT Today the world is globalized and customers are well educated and well informed. This has increased the competition among the firms and organisations. The competition elevates the customer bargaining power and switching power to choose the best product and service. Therefore customer relationship has become a focus of importance to all the companies in order to retain the customer as well as maximize revenues. Today marketing is no more developing, delivering and selling of goods and services, it is moving towards developing and maintaining long term relationship with customers. Therefore relationship marketing has making its important in all the business sectors so as in financial services. Customers Relationship Management creates the opportunity through which the banks can benefit by developing good relationships with their customers. The aim of the project is to gain a better understanding how the CRM has benefited both the bank as well as its customers. This research also aims to identify how critically CRM has been practiced in Lloyds Banking Group, analysis the data mining process of Lloyds Banking Group, to find out the customer segmentation procedure of the bank to analysis the customer retaining strategy of the bank, to find out how does the bank measure customer life time value and to verify the relationship between the customers and the Lloyds Banking Group. To validate the purpose of the project has addressed to set of questionnaires, one is for Lloyds Banking Groups employees and other is for customers of the bank. The literature review has also help to understand the answer for the research questions. Both the quantitative as well as qualitative data collection techniques have been adopted namely, survey questionnaire and semi-structure interviews. Some data has also collected through interview of Lloy ds employee and a group of their customers. Lloyds use CRM as an effective business strategy to classify the most profitable customers for bank. And accordingly bank gives priorities those customers through individualized marketing, reprising, flexible conclusion building and modify service-all delivered through a variety of sales channels that the bank use. Researcher has found that Lloyds is conducting a campaign management by using data mining task. This campaign helps to make crucial business decisions by exacting suitable, beforehand strange and ultimately logical and actionable awareness from huge databases. Researcher also has suggested suitable recommendations to the bank to improve the CRM practice in Lloyds Banking Group. 1.0 INTRODUCTION This chapter provides the brief introduction of research. Furthermore, it also discusses the aims, objectives of the research questions and scope of the study. 1.1 TOPIC OF THE RESEARCH Customer Relationship Management of Lloyds Banking Group PLC; A Critical Evaluation 1.2 INTRODUCTION TO RESEARCH Peter Drucker said, â€Å"The purpose of a business is to create customers†. Customer Relationship Management can be the single strongest weapon we have as manage to ensure that customers become and remain loyal. Customer Relationship Management (CRM), is an vital division of modern business organization. CRM concern the relation between the organisations along with its consumers. Consumers are the means of support of any business in a universal business with thousands of workforce and a multi-billion earnings, or a single broker with a handful of standard consumers. CRM is the same in principle for both examples. Globalization and technology improvements have pushed companies into hard competition. In this new era organisations are targeting on managing customer relationships, mainly customer satisfaction, in order to maximize revenues (Constantinos 2003). Today, marketing is not just developing, delivering and selling; it is shifting towards developing and maintaining equally long term relationships with customers (Buttle, 1996). This new business values is called relationship marketing (RM), which has involved significant interest both from marketing academics and practitioners (Gronroos, 1994). The Greek philosopher, Epictetus said that â€Å"what concern me is not the way things are, but rather the way people think things are† (Szwarch, 2005, p.3). The concepts of consumer satisfaction were depending on the thinking of consumer. Research suggests that customer satisfaction, basic concept of relationship marketing, is important in achieving and retaining competitive advantage. Research studies have discovered that retaining current customers is much less expensive than attracting new customers (Desatnick, 1988; Stone et al., 1996; Bitran and Mondschein, 1997; Chattopadhyay, 2001; Massey et al., 2001). The best way to retain customers is to keep them satisfied, a number of studies have shown that customer satisfaction can guide to brand loyalty, repurchases intention and repeat sales (Day, 1984; Swan and Oliver, 1989; Oliver, 1999). Customer retention, in turn, seems to be related to profitability (Oliver, 1999). Relationship marketing is becoming significant in financial services (Zineldin, 1995). If a bank develops and sustains a solid relationship with its customers, its competitors cannot easily replace them and so this relationship provides for a continued competitive advantage (Gilbert, 2003). Moriarty et al. (1983) has suggested relationship concept in the banking sector which states that banks can increase their profits by maximising the profitability of the total customer relationship over time, instead of looking for to get more profit from any single transaction. Perrien et al. (1992) observed severe competitive pressures that forces financial institution to restructure their marketing strategies by developing into long-term relationship with customers. And banking industry purely related to financial services, which needs to create the trust among the people. This research is exploratory in nature and design. The data which is collected is going to be mostly primary data collected from the relevant persons within the bank. The data has gathered from the face to face interviews with the help of structured and semi-structured questionnaire with those persons. The above describe interviews has last 40 (fourty) to 45 (fourty five) minutes (approx). On the other hand the researcher has decided to collect primary data from random interviews of Lloyds Banking Groups customers. Sample size is around 200 customers and of structured questionnaire. But of course this research paper has relied on reviewing the various secondary data available from various researches such as books, magazines, website, previous research and publication etc. The collected data has been analysed by graphs, table and pi chart drawn from Microsoft excel. 1.3 AIM OF THE RESEARCH The aim of the research is to study why CRM is important in bank, how the CRM works in banks and also the effectiveness of Lloyds Banking Group in obtaining long term customer relationship, customer loyalty, and customer satisfaction by the use of CRM. And also suggest feasible recommendations to Lloyds Banking Group to increase the customer satisfaction and market share by the effective use of CRM. 1.4 OBJECTIVES OF THE RESEARCH The followings are the objectives of this research; To study how critically practised in Lloyds Banking Group Analysis the data mining process of Lloyds Banking Group To find out how the bank segments their customers To analysis how the bank retaining their customers To find out how does the bank measure customer Life Time Value To verify the relationship between the customers and the Lloyds Banking Group 1.5 SCOPE OF THE STUDY The scope of the study and research work has limited to Lloyds Banking Group only. This chosen level of aspects has stayed at large in the study so that it can be studied well and analyzed thoroughly to get a deeper understanding. Trying to cover too much ground may lead to a very superficial and confused analysis and may involve long time duration to complete the project work or report. Therefore a specified and narrow down approach with Lloyds Banking Group and an evaluation of its success has comprised with the researchers scope of the study to avoid confused analysis and a weaker report. 1.6 OUTLINE OF THE SUBSEQUENT CHAPTERS Chapter 1; INTODUCTION This chapter provides the brief introduction of the research. Furthermore, it also discusses the aims, objectives of the research questions and scope of the learning. CHAPTER 2; LITERATURE REVIEW This chapter determines the theoretical issues relating to CRM which is relevant to the research. CHAPTER 3; METHODOLOGY This episode discusses about primary and secondary methods of research used by the researcher. CHAPTER 4; CONTEXT Chapter 4 deals with the information about Lloyds Banking Group. CHAPTER 5; FINDINGS This chapter deals with the result of primary data. CHAPTER 6; ANALYSIS Analysis part deals with findings in the context of literature review in chapter 2. CHAPTER 7; CONCLUSION This chapter includes the overall conclusion of the research. This chapter produce the conclusion compared and contrasted with the finding of the research and the literature review. It summarises the aims and key findings and acknowledges the limitation of the works. CHAPTER 8; RECOMMENDATIONS This chapter is the last chapter of the research. This chapter provide the recommendation for the managerial implication in the Lloyds Banking Group. At the end, chapter provide recommendation for the future research. CHAPTER 9; REFERENCES AND BIBLIOGRAPHY This chapter includes a systematic list of books, web site and other works such as journal, magazine etc which have been used as secondary data or as reference in this research. CHAPTER 10; APPENDICES This chapter contain all questionnaires and some graphs, chart and tables which have been made on the basis of customer survey. 2.0 LITERATURE REVIEW This chapter contains a review of literature relevant to the research. This literature review deals with, about CRM, the history and goals of an integrated banking CRM, the technological factor of CRM, the process cycle in banks, data warehouse technology, data mining process, how to analysis the data, customer segmentation process, communication strategies of bank to the customers etc. 2.1 CUSTOMER RELATIONSIP MANAGEMENT Existing research states that ‘relationships are the base to the successful development and edition of new business viewpoint, though business have taken care of relationships with their customers for many centuries (Gronroos, 1994). Sheth and Parvathiyar, (1995) said that relationships demand much more than mere transactions. Rather, they symbolize strategic and tactical issues based on a new philosophical move that geared in the direction of long-term organisation survival. According to Storbacka, (1994) relationship marketing got popular in 1990s but it has a long history under different names. In its starting, one-to-one marketing appeared in the mid 1990s, which transformed into Customer Relationship Management. Parvatiyar and Sheth gave a static definition of CRM. â€Å"Customer Relationship Management is widespread tactic and process of acquire, retaining and partnering with careful consumers to create better-quality value for the business and the consumer† (Parvatiyar and Sheth 2000, p.6) 2.2 THE HISTORY AND GOALS OF AN INTEGRATED BANKING CRM According to Puccinelli (1999) the financial services industry as entering a new era where personal attention is decreasing because the institutions are using technology to replace human contact in many application areas. Sherif, 2002 advocated that, now global changes brought new trends, directions and new ways of doing business, which also brought new challenges and opportunities to financial institutions. In order to complete with newly increasing competitive pressures, financial institutions must recognize the need of balancing their performance by achieving their strategic goals and meeting continues volatile customer needs requirements. Different ways must be analyzed to meet customer needs. Foss said that banks are highly focusing on CRM for the last five years that is expected to continue. According to Peter (1998) and Chablo (1999) the main goals of an effective integrated CRM solution in the banking sector are to enable financial institutes to; Widen customer relationship through acquiring new customers, identifying and targeting new segments and expanding in new markets. Lengthen the existing relationship developing longer term relationships, increasing perceived value of products and introducing new products and Deepen the relationship with customers initiating the cross selling and up selling opportunities, understanding the propensity of different customer segments to purchase and increase sales. The implementation if CRM system in a bank helps the business organisation to obtain a complete picture of their existing customers, design both customer-oriented and market-driven financial products and services, as well as implement extensive and reliable financial marketing research and efficient campaigns, to achieve and enhance customer loyalty and profitability. The above goals can be achieved through the seamless integration of information technology solutions and business objectives at every process of the bank business that affects the customer. 2.3 THE PHASES OF CRM The main phases of CRM are as follows; Customer selection or Segmentation According to Dave Chaffey (2009), customer selection is defining the types of customers that a company will market to. It means identifying different groups of customers for which to develop offerings and to target during acquisition, retention and extension. Different ways of segmenting customers by value and by their detailed lifecycle with the customer are reviewed. Many companies are now only proactively marketing to favoured customers. Seth Godin (1999), says â€Å"Focus on share of customer, not market share fire 70 per cent customers and watch your profits go up!† According to Efraim Turban (2008), the most sophisticated segmentation and targeting schemes for extension of customers are often used by banks, which have full customer information and acquire history data as they search for to boost Customer Lifetime Value (CLV) through encouraging increased use of products overtime. The segmentation approach used by banks is based on five main basics which in result are covered on top of each other. The amount of options used, and therefore the complexity of approach, will depend on resources obtainable, opportunities, capabilities and technology afforded by catalog. i. Identify customer lifecycle groups When guests use online services then they basically pass those seven or more stages. The organisations have clear these segments and establish the CRM infrastructure to categories customers in this manner; then they deliver focused messages, whichever by modified web messaging or by e-mails that are triggered routinely because of various rules. First-time guests recognized by a cookie placed on their PC. When guests registered, they are tracked through the residual stages. The customers who have purchased one or more products are one particular important group. The key challenge is for a company to encourage a customer to shift from the first product to the second and then go on. Explicit offers can be try to push customer for further products. In the same way, when customers turn into an inactive then the customer required follow-up. ii. Identify customer profit characteristics This is a conventional segmentation which is based on the nature of customer. For Business 2 Business Companies it includes sex, age and geography. It includes volume of the organisation and the type of sector or application, the organisation operates in. iii. Identify behaviour in response and purchase As shown in figure 2.2 through analysis of data base when customer progress through the lifecycle, company is capable to build up a detail reaction and buy history which judges the details of frequency, recency, group of product buy and monetary value. This approach is known as ‘RFM (Recency, Frequency, Monetary value) analysis. iv. Identify multi-channel behaviour In spite of of the eagerness of the company for online channels, various customers are chosen for using online channels and others customers are chosen conventional channels. This is an degree, be indicated by RFM and rejoinder examination since customers with a preference for an online channel is more reactive and make more use online. Customer who likes online channels is focused mostly by online communications such as e-mail, but when customer like conventional channels is focused by conventional communications such as direct mail or phone. This is known as ‘right-channelling. v. Tone and style preference In a same way to channel liking, customers are respond in their own way to various types of message. Some customers like rational application, in that time a detailed e-mail may work best. On the other hand some customers are preferred an emotional appeal. Companies are test for this in customers or conclude it using profit description and response performance and then expand various inventive treatments consequently. 2. Customer acquisition Processes used to add new customer. According to Turban (2008), customer acquisition refers to marketing activities intended to form relationship with new customers while reducing acquisition cost and targeting high-value customers. Service value and selecting the right path for various customers are essential at this stage and during the lifecycle. The conventional manner to customer acquisition include a marketing manager developing a blend of mass marketing (billboards, magazine advertisements etc.) and direct marketing (mail, telephone, etc.) campaigns based on their knowledge of the particular customer base that was being focussed. Marketing campaign trying to pressure new customers to buy a particular type of diapers, the mass marketing ads might be determined in parenting magazines. The advertisements could also be positioned in more conventional publications whose readership demographics were alike to those of new parents. Customer acquisition is comparatively similar to mass marketing. A marketing manager selects the demographics that they are involved in and after that works with a data vendor to obtain lists of buyers who meet those features. The data vendors have large database holding millions of eventual customers that can be segment based on explicit demographic criteria. The idea of â€Å"similar demographics† has conventionally been an art rather than a science. Usually there are not hard-and-fast systems about whether two groups of buyers share the similar features. Most of the segmentation that took place in conventional direct marketing involves hunches on the division of the marketing professional. 3. Customer retention Dafe Chaffey 2009 said that customer retention refers to the marketing actions taken by a company to keep its current customers. Identifying applicable offerings based on their personal needs and complete position in the customer lifecycle (e.g. purchase value or number) is key. Customer retention strategy aims to keep a high percentage of valuable customers and a customer development strategy aims to boost the value of those retained customer to the organisation. Customer retention is based on customer loyalty. And customer loyalty is the point to which a customer will continue with a specific brand or vendor. Customer acquisition to retain and extend create long-term customer relationship. We need to calculate customer satisfaction, as satisfaction drives loyalty and loyalty drives profitability. This relationship is exposed below; The marketers aim is to push customers up the curve towards the affection zone. But the majority are not in that zone. Marketers must understand to achieve retention,why customers defers or are indifferent. 4. Customer extension This technique is encouraging customers to increase their involvement with a company. According to Turban 2008, customer extension is increasing the range of products that a customer buys from an organisation. Sometime it is referred ‘customer development. Increasing the lifetime value (CLV) of a customer is the main objective of customer extension by encouraging cross-sell. For example a customer of Egg credit card may be offered the loan or a deposit account. There are many of customer extension technique for CRM as follows; Re-sell: same type of products to existing customers-particular vital in some Business 2 Business background as re-buys or modified re-buys. Cross-sell: sell extra products which may be closely related to the original buy. Up-sell: this is mean, selling more expensive products. Reactivation: Customers who have purchased for some time or have lapsed can be encouraged to buy again. Referrals: generating sells from recommendation from existing customers. 2.4 CUSTOMER LIFETIME VALUE MODELLING Customer Lifetime Value (CLV) is also an important theory and practise of CRM. But the calculation of CLV is not straightforward. There are so many company, they do not calculate it. According to Dave Chaffey (2009) â€Å"Lifetime value is the total net benefits that a customer or group of customers will provide a company over their total relationship with the company†. CLV is based on estimating the income and costs related with each customer over a phase of time and then calculating the net present value in present monetary terms using a discount rate value applied over the stage. Efraim Turban (2006) said there is various scale of complexity in calculating LTC. Those are exposed in figure 2.6. Option 1 is a realistic way or estimated proxy for future LTV, but the true LTV is the future value of the customer at individual level. CLV modelling at a segment level 4 is crucial within marketing since it answers the question; How much can I afford to invest in acquiring a new customer? Lifetime value analysis helps marketers to: Create the true value of a companys customer base Recognize and compare crucial target segment Calculate the effectiveness of another customer retention strategy Plan and calculate investment in customer acquisition programmes Make decisions about product and offers Figure 2.7 gives an example of how LTV can be used to develop a CRM strategy for different customer groups. There are 4 (four) main types of customers are indicated by their present and future value as bronze, silver, gold and platinum. Separate customers groupings (circles) are recognized according to their current value (as indicated by current profitability) and future value as indicated by CLV calculation. Every group will have a customer segmentation based on their demographics. Therefore this is used for customer selection. Within the four main value groupings, there are various strategies are developed for various customer groups. Few bronze customers such as group A and B practically do not have development potential and are usually unprofitable, therefore the objective is to reduce costs in communications and if they do not stay as customers this is acceptable. Some bronze customers like group C may have potential for growth; therefore for group C the strategy is to extend their purchases. Silver customers are focused with customer extension offer and gold customers are extended. Platinum customers are the best customers; therefore the communication is very important with these customers. 2.5 THE TECHNOLOGICAL FACTORS OF CRM According to Davenport and Short, (1990); Porter, (1987) ‘information technology is an enabler to thoroughly redesign business process to achieve improvements in organisational performance. ‘Information Technology help helps a business process by facilitating changes to job practices and establishing new techniques to link a customer with organisations, suppliers and stakeholders (Hammer and Champy, 1993). Eckerson and Watson (2000) advocated that ‘CRM take full advantage of technology to collect and analyze data on customer patters, expand predictive models, interpret customer behaviour, proper respond with communications, and deliver product and service to individual customers. By using technology a business can generate a 360 degree view of consumers to find out from past interactions to optimize future ones. Peppard (2000) said that ‘the leading factors in CRM development are improvement in set of connections communications, client/server compute, and business cleverness application. CRM collect, store, maintain and distribute customer knowledge all over the organisation. The effectual management of information has a vital role to play in CRM. In the case of scheming customer duration importance, consolidated view, product tailoring and facility improvement, the information is essential. Along with data warehouses, enterprise resource planning (ERP) organization and the internet are the vital infrastructures to CRM application. Fickel (1999) said ‘CRM application links front office (e.g. marketing, sales and customer service) and back office (e.g. financial, logistics, operations and human resources) functions with the businesses customer contact point. A companys touch point is â€Å"all of the communication, human and physical interactions your customers experience during their relationship lifecycle with your organisation. Whether an commercial, Web-site, sales individual, store or office, finger points are vital because customers from perceptions of your organisation and brand based on their cumulative experiences† (Source; http://www.imediaconnection.com/content/4508.imc at 16/10/2009 on 15:25) According to Eckerson and Watson (2000), ‘CRM integrated touch points is something like a common view of the customer. A separate information systems controlled these touch points. Figure 2.8 demonstrates the correlation between customer touch point with back and front office operations Peppers and Rogres, (1999) said ‘In many companies, CRM is just a technology solution that extends divide databases and sales force automation tools to link sales and marketing functions in order to develop targeting efforts. On the other hand some organisations consider CRM as a tool that is exclusively designed for one-to-one relationship. According to Goldenberg (2000) ‘CRM is not just a tools application for sales, marketing and service, but when CRM completely and successfully implemented, customer-driven, a cross-functional, technology-integrated commerce process management scheme that improves relationships and encompasses the whole organisation. 2.6 DATA WAREHOUSE TECHNOLOGY According to Watson (2000) ‘data warehouse is a tools of information technology management that helps business decision makers to instant access of information of customer data throughout the organisation by combining all database and operational systems like sales and transaction, human resource, inventory, purchasing, financial and marketing system. Data warehouse pull out, clean, convert and manage large volumes of data from various systems and creating a historical record of all customer. Data warehousing technology is the most crucial part of CRM because it makes CRM possible. Shepard et al. (1998) said ‘a better understanding of customer behaviour is possible because data warehousing technology consolidates correlates and convert customer data into customer intelligence. Thoughts of customers and their buying pattern can improve information relating to customer service interactions, bill and account status, back orders, product returns, product delivery, and internal operating cost. The capacity of a data storehouse to store hundreds and thousands of gigabytes of data compose an analysis feasible as well as immediate. Organisational benefits with a data warehouse are as follows; exact and faster access of information bad and duplicate data eliminate by quality data and filtering customer profiling and retention modelling it compute total present importance and approximate future value of every customer it gives detail report 2.7 DATA MINING TECHNOLOGY Peppers and Rogres, (1999) said that ‘the first analytical step of data mining is to describe the data. Data mining summarize its statistical attributes like standard deviations and means, visually review it by use of charts and graphs and distributes the value of the field in our data. But alone data description can not provide an action plan. We have to build a analytical model based on pattern determined from known output and after that we have to test the model on result outside the original sample. An ideal model must never be puzzled with reality, but it is useful guide to understanding our businesses. According to Eckerson and Watson (2000) ‘we can use data mining for both classification and regression problems. In first problem we can predict what type something will fall into. In second problems we are predicting a number like prospect that a person will react to an recommend. In CRM process, data mining is often used to allocate a score to a particular customer. Data mining is also often using to recognize a set of characteristics, which is called profile. Data mining segments customers in to groups with similar behaviour like purchasing a particular product. 2.8 THE CRM PROCESS CYCLE IN BANKS Pound (2000) said that exploration and alteration process should be done by the banks on basis of customer information captured; this shows the full value of CRM initiatives. Banks set up a closed CRM cycle with the help of an integrated CRM solution, which composed of a set of continuous iterative process. It manages the whole customer related process for bank, analysing customer profile, customer data and life time value, which is helping to making marketing decision and optimizing the execution of marketing campaigns, customer service strategies and sales strategies across various channels during the bank. According to Professor Constantin Zopounidis (2002) CRM process cycle is based on a generic business view. It presents a continuous improvement of value between customers and banks across touch points. Pound 2000 said that ‘recent banking data sources are extremely heterogeneous. Geographic information is dispersed due to continual acquisitions, mergers and reorganizations. For example a bank might use web site, ATMs, e-mail, sales, call centres and marketing automation applications that must be integrated in a unified environment of CRM banking. An effective multi-channels customer interface will not be possible without a centrally integrated warehouse driving the entire CRM process cycle. This should be update real time. The historical data should be recorded by it, which is used to create propensity models and customer life time value models to recognize past behaviour and action in order to take future marketing strategy. 2.9 CUSTOMER DATA COLLECTION Kristin Anderson Carol Kerr (2002), said that in banki

Symbols and Symbolism - Light and Dark in Hemingways Indian Camp Essay

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Importance of Qualifications from an Aviation Manager’s Perspective Essay

Aviation is described as aircraft operation with the objective of providing air transportation. Air transportation can further be defined as all the civil flying which is performed by air carriers which are certificated and also the general aviation. The industry of air transport can be credited for its vital role it plays in the today’s global world. Management of the aviation industry is complex and thus it requires one to be competent so as to be able to deal with the challenges that face this industry in our modern world. In addition, the organizational and industrial overview of the air line business is also a complex task and can not be managed by a person who does not have qualifications in aviation management. One needs to have qualification in aviation management so as to make the organization to excel in the job market as well as to manage the other employees so as to improve performance of the organization (Yilmaz, 2008). To be able to manage the organization effectively, one need to understand on the quality of services that the company should produce so as to attract more customers and also he should have leadership traits which can enable him or her to control the behavior of the employees toward achievement of the organization. He should also be able to control conflicts that may be arising in the organization to make sure that workers are satisfied and thus they are working in a conducive environ Aviation industry need a management personnel who is competent so that he or she can be able evaluate the quantitative methods and applications in the organization. The personnel should be able to use the scientific management theories so as to support the situations of decision making by giving sound decisions which can help the organization to grow and even run profitably (Yilmaz, 2008). He or she should be able to use and apply various concepts in the organization such as the techniques of linear programming, the simulation methods, and the models of inventory control as well as the decision theory to ensure the organization is running efficiently. Furthermore, there is need for management personnel in the field of aviation to have knowledge about managerial accounting since it is a necessity in management. This will enable him or her to identify, accumulate, report and interpret the information about cost so as to make decision and control the general operation context (Yilmaz, 2008). It will also enable him to utilize and evaluate information supplied to him or her from accounting department. Having knowledge on managerial accounting can enable the management personnel to be able to have accounting tool which can enable him or her in determining on the performance of the organization. Aviation management personnel should be also qualified in the non profit and governmental accounting to enable him or her to be able to investigate the environment for decision making from a perspective of non-profit entity or public sector. This will enable the personnel to be able to analyze the consequences and also the regulation impact and the established pronouncements by governmental Accounting standards board, which is the comptroller of US and also the office of the general accounting for the federal. Aviation management personnel should also have knowledge on the financial management so that he can be able to have financial analysis, have measurement on the capital costs, capital management, capital budgeting, valuation and also in determining the analysis of the capital structures. A manager in the aviation industry should be competent and should be aware on the impact of the government as well as the current issues concerning aviation industry. He should be aware of this issue not particularly in the country but at a perspective of the world or globe. Aviation management personnel should be able to identify the market segment, to identify the trends that the organization must follow to achieve performance of the organization as well as identifying the developments that need to be introduced in the organization depending on the change in technological know how (Yilmaz, 2008). He should also be aware of the international standards required in the air transport industry so as to be competitive the market. Also being qualified will enable one to understand on the regulations and rules that govern air transport industry and make decisions on how to manage the operation of the organization according to such rules. The personnel should be able to forecast on the future trends and challenges using the present and the past trends of the industry so as to make the organization to be competitive in the market. There is also need of management aviation personnel to be competent so as to be able to identify the output and demand determinants in the organization as well as the labor relations. All in all, it is important for one to be qualified in aviation so as to be competent in the field of management in aviation industry. This is because one will be able to control all activities necessary in such industry so as to make it run efficiently and effectively for the growth or profitability of the organization.

A Dirty Job Chapter 2

2 A FINE EDGE There's a fine edge to new grief, it severs nerves, disconnects reality – there's mercy in a sharp blade. Only with time, as the edge wears, does the real ache begin. So Charlie was barely even aware of his own shrieks in Rachel's hospital room, of being sedated, of the filmy electric hysteria that netted everything he did for that first day. After that, it was a memory out of a sleepwalk, scenes filmed from a zombie's eye socket, as he ambled undead through explanations, accusations, preparations, and ceremony. â€Å"It's called a cerebral thromboembolism,† the doctor had said. â€Å"A blood clot forms in the legs or pelvis during labor, then moves to the brain, cutting off the blood supply. It's very rare, but it happens. There was nothing we could do. Even if the crash team had been able to revive her, she'd have had massive brain damage. There was no pain. She probably just felt sleepy and passed.† Charlie whispered to keep from screaming, â€Å"The man in mint green! He did something to her. He injected her with something. He was there and he knew that she was dying. I saw him when I brought her CD back.† They showed him the security tapes – the nurse, the doctor, the hospital's administrators and lawyers – they all watched the black-and-white images of him leaving Rachel's room, of the empty hallway, of his returning to her room. No tall black man dressed in mint green. They didn't even find the CD. Sleep deprivation, they said. Hallucination brought on by exhaustion. Trauma. They gave him drugs to sleep, drugs for anxiety, drugs for depression, and they sent him home with his baby daughter. Charlie's older sister, Jane, held baby Sophie as they spoke over Rachel and buried her on the second day. He didn't remember picking out a casket or making arrangements. It was more of the somnambulant dream: his in-laws moving to and fro in black, like tottering specters, spouting the inadequate clichs of condolence: We're so sorry. She was so young. What a tragedy. If there's anything we can do†¦ Rachel's father and mother held him, their heads pressed together in the apex of a tripod. The slate floor in the funeral-home foyer spotted with their tears. Every time Charlie felt the shoulders of the older man heave with a sob, he felt his own heart break again. Saul took Charlie's face in his hands and said, â€Å"You can't imagine, because I can't imagine.† But Charlie could imagine, because he was a Beta Male, and imagination was his curse; and he could imagine because he had lost Rachel and now he had a daughter, that tiny stranger sleeping in his sister's arms. He could imagine the man in mint green taking her. Charlie looked at the tear-spotted floor and said, â€Å"That's why most funeral homes are carpeted. Someone could slip.† â€Å"Poor boy,† said Rachel's mother. â€Å"We'll sit shivah with you, of course.† Charlie made his way across the room to his sister, Jane, who wore a man's double-breasted suit in charcoal pinstripe gabardine, that along with her severe eighties pop-star hairstyle and the infant in the pink blanket that she held, made her appear not so much androgynous as confused. Charlie thought the suit actually looked better on her than it did on him, but she should have asked him for permission to wear it nonetheless. â€Å"I can't do this,† he said. He let himself fall forward until the receded peninsula of dark hair touched her gelled Flock of Seagulls platinum flip. It seemed like the best posture for sharing grief, this forehead lean, and it reminded him of standing drunkenly at a urinal and falling forward until his head hit the wall. Despair. â€Å"You're doing fine,† Jane said. â€Å"Nobody's good at this.† â€Å"What the fuck's a shivah?† â€Å"I think it's that Hindu god with all the arms.† â€Å"That can't be right. The Goldsteins are going to sit on it with me.† â€Å"Didn't Rachel teach you anything about being Jewish?† â€Å"I wasn't paying attention. I thought we had time.† Jane adjusted baby Sophie into a half-back, one-armed carry and put her free hand on the back of Charlie's neck. â€Å"You'll be okay, kid.† Seven,† said Mrs. Goldstein. â€Å"Shivah means ‘seven.' We used to sit for seven days, grieving for the dead, praying. That's Orthodox, now most people just sit for three.† They sat shivah in Charlie and Rachel's apartment that overlooked the cable-car line at the corner of Mason and Vallejo Streets. The building was a four-story brick Edwardian (architecturally, not quite the grand courtesan couture of the Victorians, but enough tarty trim and trash to toss off a sailor down a side street) built after the earthquake and fire of 1906 had leveled the whole area of what was now North Beach, Russian Hill, and Chinatown. Charlie and Jane had inherited the building, along with the thrift shop that occupied the ground floor, when their father died four years before. Charlie got the business, the large, double apartment they'd grown up in, and the upkeep on the old building, while Jane got half the rental income and one of the apartments on the top floor with a Bay Bridge view. At the instruction of Mrs. Goldstein, all the mirrors in the house were draped with black fabric and a large candle was placed on the coffee table in the center of the living room. They were supposed to sit on low benches or cushions, neither of which Charlie had in the house, so, for the first time since Rachel's death, he went downstairs into the thrift shop looking for something they could use. The back stairs descended from a pantry behind the kitchen into the stockroom, where Charlie kept his office among boxes of merchandise waiting to be sorted, priced, and placed in the store. The shop was dark except for the light that filtered in the front window from the streetlights out on Mason Street. Charlie stood there at the foot of the stairs, his hand on the light switch, just staring. Amid the shelves of knickknacks and books, the piles of old radios, the racks of clothes, all of them dark, just lumpy shapes in the dark, he could see objects glowing a dull red, nearly pulsing, like beating hearts. A sweater in the racks, a porcelain figure of a frog in a curio case, out by the front window an old Coca-Cola tray, a pair of shoes – all glowing red. Charlie flipped the switch, fluorescent tubes fired to life across the ceiling, flickering at first, and the shop lit up. The red glow disappeared. â€Å"Okaaaaaaay,† he said to himself, calmly, like everything was just fine now. He flipped off the lights. Glowing red stuff. On the counter, close to where he stood, there was a brass business-card holder cast in the shape of a whooping crane, glowing dull red. He took a second to study it, just to make sure there wasn't some red light source from outside refracting around the room and making him uneasy for no reason. He stepped into the dark shop, took a closer look, got an angle on the brass cranes. Nope, the brass was definitely pulsing red. He turned and ran back up the steps as fast as he could. He nearly ran over Jane, who stood in the kitchen, rocking Sophie gently in her arms, talking baby talk under her breath. â€Å"What?† Jane said. â€Å"I know you have some big cushions down in the shop somewhere.† â€Å"I can't,† Charlie said. â€Å"I'm on drugs.† He backed against the refrigerator, like he was holding it hostage. â€Å"I'll go get them. Here, hold the baby.† â€Å"I can't, I'm on drugs. I'm hallucinating.† Jane cradled the baby in the crook of her right arm and put a free arm around her younger brother. â€Å"Charlie, you are on antidepressants and antianxiety drugs, not acid. Look around this apartment, there's not a person here that's not on something.† Charlie looked through the kitchen pass-through: women in black, most of them middle-aged or older, shaking their heads, men looking stoic, standing around the perimeter of the living room, each holding a stout tumbler of liquor and staring into space. â€Å"See, they're all fucked up.† â€Å"What about Mom?† Charlie nodded to their mother, who stood out among the other gray-haired women in black because she was draped in silver Navaho jewelry and was so darkly tanned that she appeared to be melting into her old-fashioned when she took a sip. â€Å"Especially Mom,† Jane said. â€Å"I'll go look for something to sit shivah on. I don't know why you can't just use the couches. Now take your daughter.† â€Å"I can't. I can't be trusted with her.† â€Å"Take her, bitch!† Jane barked in Charlie's ear – sort of a whisper bark. It had long ago been determined who was the Alpha Male between them and it was not Charlie. She handed off the baby and cut to the stairs. â€Å"Jane,† Charlie called after her. â€Å"Look around before you turn on the lights. See if you see anything weird, okay?† â€Å"Right. Weird.† She left him standing there in the kitchen, studying his daughter, thinking that her head might be a little oblong, but despite that, she looked a little like Rachel. â€Å"Your mommy loved Aunt Jane,† he said. â€Å"They used to gang up on me in Risk – and Monopoly – and arguments – and cooking.† He slid down the fridge door, sat splayed-legged on the floor, and buried his face in Sophie's blanket. In the dark, Jane barked her shin on a wooden box full of old telephones. â€Å"Well, this is just stupid,† she said to herself, and flipped on the lights. Nothing weird. Then, because Charlie was many things, but one of them was not crazy, she turned off the lights again, just to be sure that she hadn't missed something. â€Å"Right. Weird.† There was nothing weird about the store except that she was standing there in the dark rubbing her shin. But then, right before she turned on the light again, she saw someone peering in the front window, making a cup around his eyes to see through the reflection of the streetlights. A homeless guy or drunken tourist, she thought. She moved through the dark shop, between columns of comic books stacked on the floor, to a spot behind a rack of jackets where she could get a clear view of the window, which was filled with cheap cameras, vases, belt buckles, and all manner of objects that Charlie had judged worthy of interest, but obviously not worthy of a smash-and-grab. The guy looked tall, and not homeless, nicely dressed, but all in a single light color, she thought it might be yellow, but it was hard to tell under the streetlights. Could be light green. â€Å"We're closed,† Jane said, loud enough to be heard through the glass. The man outside peered around the shop, but couldn't spot her. He stepped back from the window and she could see that he was, indeed, tall. Very tall. The streetlight caught the line of his cheek as he turned. He was also very thin and very black. â€Å"I was looking for the owner,† the tall man said. â€Å"I have something I need to show him.† â€Å"There's been a death in the family,† Jane said. â€Å"We'll be closed for the week. Can you come back in a week?† The tall man nodded, looking up and down the street as he did. He rocked on one foot like he was about to bolt, but kept stopping himself, like a sprinter straining against the starting blocks. Jane didn't move. There were always people out on the street, and it wasn't even late yet, but this guy was too anxious for the situation. â€Å"Look, if you need to get something appraised – â€Å" â€Å"No,† he cut her off. â€Å"No. Just tell him she's, no – tell him to look for a package in the mail. I'm not sure when.† Jane smiled to herself. This guy had something – a brooch, a coin, a book – something that he thought was worth some money, maybe something he'd found in his grandmother's closet. She'd seen it a dozen times. They acted like they've found the lost city of Eldorado – they'd come in with it tucked in their coats, or wrapped in a thousand layers of tissue paper and tape. (The more tape, generally, the more worthless the item would turn out to be – there was an equation there somewhere.) Nine times out of ten it was crap. She'd watched her father try to finesse their ego and gently lower the owners into disappointment, convince them that the sentimental value made it priceless, and that he, a lowly secondhand-store owner, couldn't presume to put a value on it. Charlie, on the other hand, would just tell them that he didn't know about brooches, or coins, or whatever they had and let someone else bear the bad news. â€Å"Okay, I'll tell him,† Jane said from her cover behind the coats. With that, the tall man was away, taking great praying-mantis strides up the street and out of view. Jane shrugged, went back and turned on the lights, then proceeded to search for cushions among the piles. It was a big store, taking up nearly the whole bottom floor of the building, and not particularly well organized, as each system that Charlie adopted seemed to collapse after a few weeks under its own weight, and the result was not so much a patchwork of organizational systems, but a garden of mismatched piles. Lily, the maroon-haired Goth girl who worked for Charlie three afternoons a week, said that the fact that they ever found anything at all was proof of the chaos theory at work, then she would walk away muttering and go out in the alley to smoke clove cigarettes and stare into the Abyss. (Although Charlie noted that the Abyss looked an awful lot like a Dumpster.) It took Jane ten minutes to navigate the aisles and find three cushions that looked wide enough and thick enough that they might work for sitting shivah, and when she returned to Charlie's apartment she found her brother curled into the fetal position around baby Sophie, asleep on the kitchen floor. The other mourners had completely forgotten about him. â€Å"Hey, doofus.† She nudged his shoulder with her toe and he rolled onto his back, the baby still in his arms. â€Å"These okay?† â€Å"Did you see anything glowing?† Jane dropped the stack of cushions on the floor. â€Å"What?† â€Å"Glowing red. Did you see things in the shop glowing, like pulsating red?† â€Å"No. Did you?† â€Å"Kind of.† â€Å"Give 'em up.† â€Å"What?† â€Å"The drugs. Hand them over. They're obviously much better than you led me to believe.† â€Å"But you said they were just antianxiety.† â€Å"Give up the drugs. I'll watch the kid while you shivah.† â€Å"You can't watch my daughter if you're on drugs.† â€Å"Fine. Surrender the crumb snatcher and go sit.† Charlie handed the baby up to Jane. â€Å"You have to keep Mom out of the way, too.† â€Å"Oh no, not without drugs.† â€Å"They're in the medicine cabinet in the master bath. Bottom shelf.† He was sitting on the floor now, rubbing his forehead as if to stretch the skin out over his pain. She kneed him in the shoulder. â€Å"Hey, kid, I'm sorry, you know that, right? Goes without saying, right?† â€Å"Yeah.† A weak smile. She held the baby up by her face, then looked down in adoration, Mother of Jesus style. â€Å"What do you think? I should get one of these, huh?† â€Å"You can borrow mine whenever you need to.† â€Å"Nah, I should get my own. I already feel bad about borrowing your wife.† â€Å"Jane!† â€Å"Kidding! Jeez. You're such a wuss sometimes. Go sit shivah. Go. Go. Go.† Charlie gathered the cushions and went to the living room to grieve with his in-laws, nervous because the only prayer he knew was â€Å"Now I Lay Me Down to Sleep,† and he wasn't sure that was going to cut it for three full days. Jane forgot to mention the tall guy from the shop.