Wednesday, October 30, 2019
Willingness to Pay Essay Example | Topics and Well Written Essays - 250 words - 1
Willingness to Pay - Essay Example The contingent valuation methodology was adopted in drafting the questionnaires that were used in collecting the data to be used in the analysis. An approximate 72% of all the participants who responded to the questionnaires indicated willingness to pay for the conservation though at varying levels. This therefore pointed out that the public in many instances are willing to contribute towards the improvement of the quality of the environment. The study employed use of logistic regression procedures in comparison of the persons who were willing and not willing to contribute actively in improving the environmental quality. Through the contingent valuation analysis, the use value as well as non-use value of natural resources and environmental quality can be established. This method therefore involves a hypothetical scene to establish the willingness to pay of individuals on such natural resources and quality of environment. Hypothetical case studies are often used in such a situation where after describing such a case to the respondent, he/she is then expected to quote the amount of money he/she would be willing to pay for the environmental quality. Reasons expressed for willingness to pay would therefore form the basis of policymaking especially as regards to legislation on environmental conservation and management. In often cases such as was revealed through the case study, non-use values like existence value were cited most as reasons why many people would be willing to pay for conserving natural environment or such a natural park. This study therefore shows that valuation of gains from natural reso urces and environment would contribute greatly towards efforts and willingness of people to pay for such conservations. Han, F., Yang, Z., Wang, H., & Xu, X. (2011). Estimating willingness to pay for environment conservation: A contingent valuation study of kanas nature reserve, xinjiang, china. Environmental Monitoring and Assessment,
Monday, October 28, 2019
The relationship marketing
The relationship marketing Introduction Relationship marketing has become a widely applied and recognised way in which the hotel industry has been able to sell itself to guests. Prior to the start of the essay, the definition of relationship marketing must be addressed. Kotler et al. (2007) defines relationship marketing as the process in which the construction, cultivation and strengthening of strong value laden relationships with customers and other stakeholders occur. Another way relationship marketing can be defined is as with Dwyer et al. (1987, p. 12) both business marketing and consumer marketing benefit from attention to conditions that foster relational bonds leading to reliable repeat purchase. With this in mind, the idea that relationship marketing is a marketing strategy used in the context of the hotel industry for increased benefits both financial and otherwise via repeated purchases will be applied to within the scope of this essay. Recent shifts from the traditional side of transactional marketing to the inception of relationship marketing in recent times has seen a softer approach rather than a dominant approach to making sales transactions, and thus increases the relevance of the application of relationship marketing to the hotel industry. (Gummesson, 1999) While there are many perceptions as well as views to the notion of relationship marketing, this essay intends to focus on the advantages as well as the drawbacks of relationship marketing within the hotel industry, recommendations as well as propositions with regards its future directions will too be discussed with relevance to the question. Pros of Relationship Marketing Customer Loyalty A significant benefit that can be derived from successful relationship marketing (RM) in a business is the development of loyalty in customers. Hennig-Thurau, Gwinner Gremler (2002) mentioned that customer loyalty and positive word-of-mouth recommendations are usually the two outcomes of effective RM. Furthermore, it is further emphasised by Reynold Beatty (1999) that RM can provide exclusive benefits for customers, consequently reducing competition from other businesses that offer the same product which can thus assist in the achievement of consumer loyalty. Oliver (1997) defines loyalty as a close bonding between the consumer and the seller which results in frequent purchase of a certain product or service from the same supplier, despite the influence from other competitors which has the potential to evoke switching behaviour in consumers. The concept of customer loyalty has long been regarded as an important aspect of the integral operations occurring in organisations nowadays, as companies are becoming increasingly aware of the rewards to be reaped in the form of superior financial performance in the long run. This is further supported by Dowling Uncles (1997) purporting that loyal customers are more likely to spend additionally and often make favourable recommendations to other potential customers. In addition, McMullan Gilmore (2008) noted that greater knowledge and understanding of customer loyalty may allow companies to align their management strategies to meet the different needs of its customers in a more effective manner and hence, resulting in a more profitable business. Therefore, many hotels in todays world have implemented their own customer relationship management (CRM) system in order to offer their customers a unique and satisfying experience by accurately identifying the various needs of customers. Lo, Stalcup Lee (2010) stated that the concept of CRM has evolved over the past decades into a strategy employed by many organisations to integrate the different aspects present in the company, so that a greater understanding of their customers can be attained and ultimately, resulting in a long-term profitable relationship between the customers and themselves. However, it is crucial for hotels not to overlook other areas that are closely related to the concept of customer loyalty, instead of just merely focusing on the establishment of an effective CRM system. Customer loyalty is often linked to other service management concepts such as customer satisfaction and customer centricity. Businesses including the hotel industry should be mindful and take into consideration these other concepts that might affect the development of customer loyalty the ultimate aim of successful RM. It is also critical for hotels to recognise the obstacles impeding them from instilling loyalty in customers. One of the more noteworthy obstacles includes unresolved areas of dissatisfaction in consumers which, if left unattended, can result in dropping sales and profitability (McMullan Gilmore 2008). Therefore, a two-way communication becomes all the more essential for businesses to understand what customers want and knowing how to deal with dissatisfaction Lastly, managers should always assess the pros and cons of a loyalty program before implementing them, so that resources get measured and managed. Focus on Customer Retention Another advantage derived from relationship marketing is the increased profitability that stems from the retention as opposed to capturing new customers. Firstly, customer retention can be defined as the ability of a firms offer for a customer to purchase or patronage its product over a specific time period. (Shajahan, S, 2004. p.109) This occurs when, in the context of this essay, a hotel adopts a customer management orientation where it seeks to apply RM to retain its customers. Customer retention reduces marketing costs and as such benefits the hotel financially. This means that hotels need to spend potentially less money to attract customers they have lost as a result of the defection of its existing ones. This was exemplified in a study showing increase in profit by 25% to 125% in a company when it retained 5% more of its customers. (Reichheld, F Sasser, WE, 1990) This can be done by the hotel developing a customer retention strategy and thus focussing its energies on particular customers in which they would like to retain. This is as not all customers are worth the additional effort as well as cost to retain, certain customers are with more important with regards to their perceived value to the company as well as potential for development in the future (Buttle F, 2009). In the context of a hotel for example, a hotel might want to centre its attention on the higher spending, more affluent members of its clientele, as they represent more profits for the c ompany as compared to the ordinary spending customer that patronises the hotel. With these measures and understanding of customer retention in place, hotels can reap increased profits as an advantage of relationship marketing. Word-of-mouth (WOM) Advertising As mentioned earlier in this paper, one of the desired outcomes of successful RM is the positive word-of-mouth recommendations by satisfied customers. WOM has been regarded as a powerful tool of communication which can influence consumers purchasing behaviour and judgements (John 1994). Sweeney, Soutar Mazzarol (2008) further elaborated that WOM behaviour plays an influential role in promotion and it is very important especially in businesses that provide services such as hotels. Zeithaml (1981) reinstated that WOM creates significant impacts in service organisations because the intangibility of service made it impossible for consumers to pre-trial the product before purchasing it. Hence, it is paramount that hotel operators are aware that WOM behaviour can affect them to a large extent. Though significant repercussions may prove to be an issue if negative words about the company were to spread around, operators of hotels should be forewarned of the positives that WOM marketing can provide for them. For instance, WOM can reduce geographical boundaries that used to exist in traditional marketing, especially true with the increased affluence of internet in our modern society today. This is supported by Trusov, Bucklin Pauwels (2009) stating that the use of Internet can provide many various platforms and avenues for users to share their views and opinions with one another. In addition, it also serves as an advertising channel which can lower costs and ensure that consumers receive the message in the shortest possible time. Costs Savings for Businesses As most organisations face difficulties in nurturing and maintaining long-term relationships with their customers (1999), the advancement of information technology (IT) has significantly improved efficiency and decreased the costs associated with RM. For customers, RM through the use of IT will ensure a better understanding and better fit for marketing efforts (Xu, Yen, Lin Chou 2002). For hotels, RM through the use of IT means moving from general market segmentation to a more definitive segmentation while enhancing the level of intimacy between the hotel and her guests (Gummesson 1994). Barlow (1992) concurs that generally, guests desires to be communicated with on a one-on-one basis. Based on past data collected through the use of information systems and property management systems, hotels are able to utilise sequential data in RM (Grà ¶nroos 1995). Berry (1995) perceives that the use of IT in customer RM will facilitate information exchange, allow possible tracking of buying patterns, and the personalisation of service experience. This translates into cost-savings for the hotel for their marketing efforts. Understanding the Market Relationship marketing can be taken advantage to narrow the demand gap for accommodation rooms caused by seasonality of tourism demand. As mentioned by Butler (2001), seasonality in tourism exacerbates problems relating to capital access, retention of skilled labour and the under-utilisation of resources such as hotel rooms. Generally, the two main causes of seasonality in tourism has been identified as natural causes and institutionalised causes (Hartmann 1986). Weather conditions can often lead to the seasonality of demand in tourism (Kozak Rimmington 2000). As such, the ski industry has a large turnover rate of employees and often, ski resorts are vacant during the summer (Ismert Petrick 2004). Based on the geographical environment that it is in, hotels can actually sell nature tourism to potential guests during the off peak seasons. By having leisure activities at the destination, it creates a compelling justification for travellers to stay over. This form of marketing would be best communicated via the use of relationship marketing as hotels will have a better understand of guests preferences. Similarly, hotels can utilise existing guest records to target those that do not have work obligations for instance, and those that they deem as potential guests. During the low-peak seasons, hotels can make use of that as a selling advantage. A different group of guests may be attracted as a result of marketing the hotel to be quiet and peaceful. For example, by creating special packages that addresses accessibility issues, and includes a wide variety of leisure options and accommodation standards for the elderly, the hotel is able to tap on the retired greying population and boost room occupancy rates even during these periods. Cons of Relationship Marketing Importance of Recognising Cultural Differences One of the disadvantages of RM, and especially so for global hotel businesses, is that cultural differences are not being recognized when a single approach is being implemented for different societies. Culture must be first defined in this essay as an integrated system of learned behaviour patterns that are distinguishing characteristics of the members of any given society (Czinkota, MR Ronkainen, IA, 2007 p.54) This would mean that different cultures adopt different mindsets on various issues, attitudes and feelings. In the context of this essay this means various cultures respond differently with respect to RM in hotels. For example, Chinese tourists attach great significance to ritualistic behaviour such as a smile, greeting or a hand-shake as part of a service orientated experience which represents respect and importance of the guests. In the UK, however, ritual greetings by hotel employees are rare; furthermore interactions with guests from Chinese cultures are inclined to be h indered by language barriers. (Wang,Y. Vela,MR. Tyler, K.2008) This means that tourists from a Chinese culture would be affected in ways that guests from for example, a western culture would not be. Hotels therefore are faced with the constant challenge of providing a positive service experience for a variety of visitors with different expectations and needs. It is also noted that RM in the Chinese cultural setting is approached in a different manner than how it is done in western cultures. In the former, it is custom to establish kuan-hsi (networking/relationship) first followed by the business dealing. However in western cultures, a closer relationship is fostered only after the business dealing, with the view of acquiring further business opportunities. (Gilbert, DTsao, J,2000) In the hotels context this would mean that international hotel chains such as Starwood would have to deal with local suppliers or partners in different ways with regards to business dealings. A deal in China would not be approached in the same way as a deal in New York, lest offending or putting off potential suppliers. Hence the challenges faced by global hotel brands in RM with regards to different cultures. Involvement of High Costs for Training and Software Because of the different approaches to RM and a need to recognise these different cultural elements, hotel employees are required to undergo a stringent training process. As Zelkowitz (2005) advocates, the high costs related to relationship marketing generally spawns from the recruitment and training of staff. Thus, it contributes to the additional costs of the hotel. Furthermore, managing relationships have now been rarely limited to just the customer and the business, but also relationships with other stakeholders such as agencies and other suppliers which have different levels of integration and ways of operating. As a result of these complexities identified, many hotels are utilising integrated RM software to simplify their business operations process and effectively manage these multiple relationships. As such, this technology acquisition contributes to ongoing operating costs for the hotel and can be viewed as a form of maintenance (Little Marandi 2003). Counter Productivity of Relationship Marketing While trying to meet the needs of existing loyal guests, RM may have an adverse impact on customer loyalty. Sending unsolicited promotional materials such as mass customised emails to guests may risk jeopardising the relationship the hotel has with the guest (Brown Muchira 2004; Prasad, Ramamurthy Naidu 2001). At the same time, RM can result in guests being bombarded with promotional messages from various hotels that they have previously lived in. Bowie and Buttle (2004) believe that customer loyalty can only be dedicated to a small number of brands. Thus, overloading of information via marketing might be counterproductive and will eventually result in less benefits for both the hotel and the customers (Jayachandran, Sharma, Kaufman Raman 2005). Although RM might be able to anticipate guests needs and wants by accessing sequential records in the information system, it is important to remember that individual guests may not always desire for the same product and service even when b eing at the same property (Bowie Buttle 2004). Negligence of Existing Customers RM can be detrimental to any business if used in an improper manner. For instance, certain hotels may tend to use RM or tailor their strategies toward acquiring new markets whilst at the same time, lesser emphasis is placed on managing existing guest relationships. As previously established, the cost of attaining a new customer is five to six times more than retaining a loyal guest (Ndubisi, Malhotra Wah 2009), meaning some hotels suffer from the leaky bucket syndrome as they seem more interested in attracting new customers rather than retaining existing ones (Dowling Uncles 1997; Gummesson 1994). Limitations and Recommendations It has been widely accepted that the main objectives of relationship marketing and management is to establish long lasting relationships between the hotel and its guests through the increase in consumer knowledge and also establishing a two way relationship which is mutual and beneficial for both parties (Llamas-Alonso, Jimenez-Zarco, Martinez-Ruiz Dawson, 2009). The aforementioned points suggest that sound relationship management can lead to several benefits that increase the value of the hotel, provide competitive advantages, and enhance its competitive market positioning, which is then translated to the improvement in the hotels financial performance (Ryals, 2005; Boulding, Staelin, Ehret, Johnston, 2005). However, evidence also points out that effective relationship marketing requires heavy investment in information and communication technologies (ICTs) and also much effort in order to maintain these long-term relationships (Little Marandi 2003). Henceforth, this section aims t o explore existing limitations pertinent in the implementation of a relationship marketing strategy in hotels and subsequently, propose recommendations to address some of these issues identified. A plethora of research have been done in the area of CRM and they all seem to concur that the CRM framework no longer refers to just relationships between the business and the consumer, but also other organisations and parties interconnected within the framework, one where Gummesson (2004) has termed as a complex network of relationships. Several authors continue to expound on this, stating that these relationships frequently involve different mechanisms of governance, instruments of authority and control, levels of integration, and purposes which thus contributes to this complexity (Achrol Kotler, 1999; Rindfleisch Moorman, 2001), making CRM difficult to implement successfully. According to the Gartner Group ( 2002) and authors Srinivasan Moorman (2005), this complexity also mean certain aspects have not been addressed and thus constitutes to one of the reasons why a high percentage of CRM projects have failed and not liven up to the expectations of it. Hence, it is now understoo d that while these challenges are difficult to address, overcoming the complexity is integral for relationship marketing strategies to be successful within any hotel business. The multidimensional nature of relationship marketing entails proper foundations be established by the hotel management before the implementation of any CRM strategies. It is therefore recommended that the strategic objectives to be achieved by implementing CRM be defined clearly in the early in the planning stages. This ensures that it is clearly aligned to the overall hotel objectives and will thus be able to contribute strongly to hotel operations. As managing multiple relationships become more complex, it is also recommended that a performance management tool specifically catered toward CRM should be established in order to evaluate the success of the CRM strategy. This proposal builds upon the works of Sin, Tse Yim (2005), which proposes a potential tool for measuring performances in relationship marketing, defining the concept as a multidimensional construct consisting of four broad areas strategy, people, technology and processes. Therefore, this approach of recognising other dimensions will enable the hotel to take on a more holistic approach toward relationship marketing and CRM. Furthermore, with technology being increasingly relied on in managing these relationships, these evaluative tools will be able to measure the success of these information systems to ensure it delivers its intended outcomes. As mentioned earlier in this paper, relationship marketing not only refer to creating strong and long-lasting relationships with hotel guests, but also extends to other stakeholders such as suppliers and potential and existing employees (Christopher, Payne Ballatyne, 1991). Employees play a decisive role in managing relationships with guests since they become partners and co-producers in the customer experience (Llamas-Alonso et al., 2009). While most CRM strategies have tended to focus on guest satisfaction, guest loyalty and other areas relation to customer attitudes toward the hotel brand, it is then recommended that equal emphasis be placed on managing employee relationships and suppliers alike in order to increase the probability of successfully delivering the intended outcomes of the overall relationship marketing strategy. Benefits of Recommendations The development of measurement systems will allow hotel managers to anticipate how CRM will work and determine the way CRM will influence the achievement of the hotels strategic objectives. By designing and implementing a balanced, complex, and multi-dimensional measurement system, hotels will then be able to anticipate the future ability of CRM to achieve its objectives through a predictive performance measurement system or establish the level of real success achieved by CRM through an evaluative performance measurement system (Llamas-Alonso et al., 2009). Additionally, the implementation of evaluative measures in hotels will be able to provide important information to key decision-makers, allowing them to determine whether their efforts are on track with the overall relationship marketing strategy. Also, it will help managers to understand whether their programs are succeeding or failing by signalling potential managerial problems when the performance indicators are not able to track in the desired function (Llamas-Alonso et al., 2009). Above all, these measures will encourage hotel managers to take initiative and be accountable, at the same time, clarifying the process for the expectations and requirements of policy makers. The implementation of Performance Management and Control Systems (PMCS) with a predictive orientation will essentially help to minimise the risks of decision making and pave the way for hotel strategies to be executed, consequently improving the return on investments associated with the implementation of relationship marketing programs (Argyres, 1999). Furthermore, as Llamas-Alonso et al. (2009) purports, comparing the predictive and achieved objectives in the hotel will be able to establish the divergences between the expected results and the achieved results, thus improving efficiency and efficacy of the relationship marketing strategy as well. Conclusion After a thorough analysis of the relationship marketing concept within the of hotel industry, it is evident that relationship marketing if utilised appropriately, can lead to significant potential benefits for the hotel business. Such benefits include positive word of mouth recommendations to future customers as a direct result of customer loyalty, greater cost savings for business, increasing occupancy rate during off-seasons and also, customer retention all of which translates into higher profits and improving the overall functionality of the hotel. Despite the benefits gained, relationship marketing can also present several drawbacks to hotel operators. In todays world, globalisation has allowed the interactions between people of different ethnicity and cultural practice to take place more frequently. This means that understanding different cultures and learning to deal with different people becomes all the more relevant and could potentially sap large amount of time and effort. In addition to this, the costs required to establish a CRM system and training employees to be proficient in it can be exorbitant. It should be noted however, that these are investments that need to be made in order for relationship marketing to be implemented successfully and thus entail proper planning and objectives setting. Furthermore, the multidimensional nature of relationship marketing means hotels face much complexity. Hence, it is imperative that performance measures with an evaluative focus should be utilised in order to ensure the success of a relationship marketing strategy. It was also noted in this paper that relationships with suppliers and especially employees need to be managed as well, since the latter contribute to delivering the overall guest satisfaction. The adoption of a relationship marketing approach involves a great challenge for the firm, since it means a different way of understanding the marketing strategy, the market and the approach to the guest. Above all, hotel businesses need to be able to communicate this strategy to its staff, and ensure that the relationship marketing strategy is fully embraced and the organisation fully aligned to it in order for the business to face the multitude of challenges for the future. List of References Achrol, R. S. Kotler, P. 1999, Marketing in the network economy [special issue], Journal of Marketing, vol. 63, pp. 146-163. Argyres, N. S. 1999, The impact of information technology on coordination: Evidence from the b-stealth bomber, Organisation Science, vol. 10, no. 2, pp. 162. Barlow, R 1992, Relationship Marketing The Ultimate in Cstomer Services, Retail Control, vol. 60, no. 3, pp. 29-37. Berry, L 1995, Relationship Marketing of Services Growing Interest, Emerging Perspectives, Journal of the Academy of marketing science, vol. 23, no. 4, pp. 236-45. Boulding, W., Staelin, R. Ehret, M., Johnston, W. J. 2005, A customer relationship management roadmap: What is know, potential pitfalls, and where to go, Journal of Marketing, vol. 69, pp. 155-166. Bowie, D Buttle, F 2004, Hospitality Marketing: An Introduction, Butterworth-Heinemann, Oxford. Brown, M Muchira, R 2004, Investigating the Relationship Between Internet Privacy Concerns and Online Purchase Behaviour, Journal of Electronic Commerce Research, vol. 5, no. 1, pp. 62-70. Butler, R 2001, Seasonality in tourism: issues and implications, Seasonality in tourism, pp. 5-21. Buttle, F 2008, Customer relationship management: concepts and technologies, 2nd edn, Elsevier, Amsterdam. Christopher, M., Payne, A., Ballantyne, D. 1991, Relationship marketing. Oxford, UK: Butterworth-Heinneman. Czinkota, M Ronkainen, I 2007, International Marketing, 8th edn, Thomson, Mason. Dowling, G Uncles, M 1997, Do Customer Loyalty Programs Really Work?, Sloan management review, vol. 38, pp. 71-82. Dwyer, F.R., Schurr, P.H. and Oh, S. (1987), Developing buyer-seller relationships, Journal of Marketing, Vol. 51 No. 2, pp. 11-27 Gartner Group 2002, Use the balanced scorecard to executive CRM strategy, Stamford, CT: Author. Gilbert, D Tsao, J 2000, Exploring Chinese cultural influences and hospitality marketing relationships, International Journal of Contemporary Hospitality Management, vol. 12, no. 1, pp. 45-54. Grà ¶nroos, C 1995, Relationship Marketing: The Strategy Continuum, Journal of the Academy of marketing science, vol. 23, no. 4, pp. 252-4. Gummesson, E 1994, Making relationship marketing operational, International Journal of Service Industry Management, vol. 5, no. 5, pp. 5-20. Gummesson, E. (1999), Total Relationship Marketing, Butterworth Heinemann, Oxford. Gummesson, E. 2004, From one-to-one to many-to-many marketing, Plenary Session Presentation at QUIS 9, Karlstad, Sweden: Karlstad University. Hartmann, R 1986, Tourism, seasonality and social change, Leisure Studies, vol. 5, no. 1, pp. 25-33. Hennig-Thurau, T, Gwinner, KP, Gremler, DD 2002, Understanding relationship marketing outcomes: An integration of Relational Benefits and Relationship Quality, Journal of Service Research, vol. 4, issue 3, pp. 230-247. Ismert, M Petrick, J 2004, Indicators and standards of quality related to seasonal employment in the ski industry, Journal of Travel Research, vol. 43, no. 1, p. 46. Jayachandran, S, Sharma, S, Kaufman, P Raman, P 2005, The Role of Relational Information Processes and Technology Use in Customer Relationship Management, Journal of Marketing, vol. 69, no. 4, pp. 177-92. John, J 1994, Referent Opinion and Health Care Satisfaction, Journal of Health Care Marketing, vol. 14 (Summer), pp. 24-30. Kandampully, J Duddy, R 1999, Relationship marketing: a concept beyond the primary relationship, Marketing Intelligence Planning, vol. 17, no. 7, pp. 315-23. Kotler, P., Brown, L., Adam, S., Burton, S., Armstrong, G. (2007) Marketing, Pearson Education Australia, NSW. Kozak, M Rimmington, M 2000, Tourist satisfaction with Mallorca, Spain, as an off-season holiday destination, Journal of Travel Research, vol. 38, no. 3, p. 260. Llamas-Alonso, M. R., Jimenez-Zarco, A. I., Martinez-Ruiz, M. P. Dawson, J. 2009. Designing a predictive performace measurement and control system to maximise customer relationship management success, Journal of Marketing Channels, vol. 16, no. 1, pp. 1-41. Little, E Marandi, E 2003, Relationship Marketing Management, Thomson Learning, London. Lo, AS, Stalcup, LD, Lee, A 2010, Customer relationship management for hotels in Hong Kong, International Journal of Contemporary Hospitality Management, vol. 22, no. 2, pp. 139-159. McMullan, R Gilmore, A 2008, Customer loyalty: an empirical study, European Journal of Marketing, vol. 42, no. 9/10, pp. 1084-1094. Ndubisi, N, Malhotra, N Wah, C 2009, Relationship Marketing, Customer Satisfaction and Loyalty: A Theoretical and Empirical Analysis From an Asian Perspective, Journal of International Consumer Marketing, vol. 21, no. 1, pp. 5-16. Oliver, RL 1997, Satisfaction: A Behaviourial Perspective on the Consumer, McGraw-Hill, New York. Prasad, V, Ramamurthy, K Naidu, G 2001, The Influence of Internet-Marketing Integration on Marketing Competencies and Export Performance, Journal of International Marketing, pp. 82-110. Reichheld, F Sasser, WE 1990, Zero defections: quality comes to services, Harvard Business Review, vol. 68, pp.105-111. Reynolds, KE Beatty, SE (1999), Customer benefits and company consequences of customer-salesperson relationships in retailing, Journal of Retailing, vol. 75, no. 1, pp. 11-32. Rindfleisch, A. Moorman, C. 2001, The acquisition and utilisation of information in new product alliances: A strength-of-Ties perspective, Journal of Marketing, vol. 65, pp. 1-18. Ryals, L. 2005, Making customer relationship management work: The measurement and profitable management of customer relationships, Journal of Marketing, vol. 69, pp. 252-261. Sin, L. M., Tse, A. C. B., Yim, F. H. K. 2005, CRM:Conceptualisation and scale development, European Journal of Marketing, vol. 39, no. 11/12, pp. 1264-1290. Srinivasan, R. Moorman, C. 2005, Strategic firm commitments and rewards for customer relationship management in online retailing, Journal of Marketing, vol. 69, pp. 193-200. Shajahan, S 2006, Relationship marketing: text and cases, Tata McGraw-Hill, New Delhi. Sweeney, JC, Soutar, GN Mazzarol, T 2008, Factors influencing word of mouth effectiveness: receiver perspectives, European Journal of Marketing, vol. 42, issue à ¾, pp. 344-
Friday, October 25, 2019
Comparing the Three Statues of David Essay -- Donatello Michelangelo
Comparing the Three Statues of David The pieces of art I will be comparing and contrasting are the three statues of David, by Donatello (Donato di Niccolà ² di Betto Bardi), Michelangelo (Michelangelo di Lodovico Buonarroti Simoni), and Bernini (Gian Lorenzo Bernini). The statues are modeled after the biblical David, who was destined to become the second king of Israel. Also most famously known as the slayer of the Philistine giant Goliath with a stone and a sling. The sculptures are all based on the same biblical hero, but differ from one another. Each David is unique in its own certain way. A good deal is known about Donatello's life and career, but little is known about his character. Donatello was born in Florence, Italy in 1386 and died in 1466; he was never married and had no children. He was a master of sculpture in bronze and marble and is considered to be one of the greatest Italian Renaissance artists of his time. The first sculpture is of Donatello?s David, 1425-1430. Its material is bronze and stands 5? 2 à ¼? and is currently located at Museo Nazionale del Bargello, Florence. The sculpture is a nude and is contrapposto. The scene being depicted is after the clash with Goliath. Donatello?s statue of David was the first large scale, free-standing nude statue of the Renaissance. The sculpture helps to strike a balance between classicism and the realism by presenting a very real image of a boy in the form of a classical nude figure. Although Donatello was inspir...
Thursday, October 24, 2019
Transport of Karachi
Karachi is the economic and financial hub of Pakistan generating approximately 53. 38% of the total national revenues. Approximately 75% of the population falls in category of poor or low income groups while the rest constitute middle or high income groups. Urban transportation system of Karachi has no mass transit system and people rely mainly on bus services. The people on average take 13. 5 million mechanized trips per day, of which 52% is made by public transport. Urban Bus Scheme and Karachi Circular Railway are major project deemed to relieve the congestions on the roads of the city. Only Urban Bus Scheme, however, has yet shown considerable activity on part of public transport planning and implementation. This system lacks inter-modal integration and sustainability due to which this system has failed to cater to the growing commutation demands of masses. This research study aims to investigate the demand and supply gap of the sector in light of institutional capacity to develop and maintain. Also, this study attempts to compare public transportation system of Karachi with comparable metropolis like Mumbai, Delhi and Beijing. In last, the study attempts to explore socio-economic reasons behind delay of Karachi Circular Railway. The study has adopted descriptive and thematic analysis approach to achieve the objectives. All the analysis, hereon, are done on secondary data gathered for the purpose. This study concludes that an integrated, multi-modal and sustainable public transportation system can only be achieved by giving a holistic approach to planning, execution and capacity building of the sector. 1. 1Population Overview During the last 50 years, Pakistanââ¬â¢s population has increased from 33 million to 152. 3 million in FY 2005, thus, making Pakistan the s1- LITERATURE REVIEWeventh most populous country in the world (Karachi Mega Cities Preparation Project, 2005). According to the 1998 Census Report, Karachi had a population of 9. 2 million in 1998 compared with 5. 2 million in 1981, a growth rate of 4. 5% per annum. In 1998 the National population was 130. 5 million, and that of the Sindh province 30. 4 million. Growth rates since 1981 were 2. 61% and 2. 80% respectively, indicating rapid urbanization in Karachi, which was also much higher than the national average growth for urban areas of 3. 5% and also for that of Sindh at 3. 52%. On this basis population in 2015 for Karachi would reach 20. 7 million and 26. 4 million in 2020. (Karachi Mega Cities Preparation Project, page 4, 2005) Karachi, the capital of Sindh is the commercial hub and the gateway of Pakistan. It generates approximately 53. 38% of the total collections of the Federal Board of Revenue (FBR Report, 06-07). The city handles 95% of Pakistanââ¬â¢s foreign trade; contributes 30% to Pakistanââ¬â¢s manufacturing sector; and almost 90% of the head offices of the banks, finan cial institutions and multinational companies operate in Karachi. The countryââ¬â¢s largest stock exchange is Karachi-based, making it the financial and commercial center of the country. It also comprises about 40% of the total banking and insurance sector of the country. Karachi contributes 20% of GDP, adds 45% of the national value added, retains 40% of the total national employment in large scale manufacturing, holds 50% of bank deposits and contributes 25% of national revenues and 40% of provincial revenues. Karachi Mega Cities Preparation Project, page 3, 2005) The CDG (City District Government) of Karachi is divided into 18 zones or towns. These towns are governed by the town municipal administration. Each town administration is responsible for infrastructure and spatial planning, development facilitation, and municipal services (water, sanitation, solid waste, repairing roads, parks, street lights, and traffic engineering) in a town, except those functions which are retained within the CDG. Intra-city transport now falls under the Local Government. Karachi Mass Transit Cell, City District Government, 2006). Apart from in-migrants from Pakistanââ¬â¢s provinces, a large number of migrants from Afghanistan, Bangladesh and other South Asian countries have settled in the city. With an average monthly household income of Rs. 15000, there is considerable variation in income distribution. Roughly 75 percent of the households fall in the category of poor and low income groups, and 25 percent constitute the middle and high income groups (Karachi Strategic Plan 2020, 2007). It is no longer possible to overlook the urban decay in Pakistan. Streets are littered with waste, drains are overflowing with sewage, low-lying communities are inundated after rainfall, traffic congestion is ubiquitous, and the violent crime in urban centers is on the rise. The State either has divested from, or is no longer able to offer, reliable mass transit, good quality and affordable primary education, and healthcare. This has given the opportunity to the private sector to take up ome of these roles (Vision 2030, 2006) 1. 2Transportation ââ¬â Facts And Figures The population of Karachi City District relies almost entirely on the road network for urban transportation. There is currently no mass transit system per se, although many commute using the network of bus routes. There are nearly 13. 5 million mechanized trips made each day within the CDGK area, of which 52 percent are made by public and 48 percent by private transport. There are 1. million registered vehicles in Karachi (almost 50 percent of the national total) and private vehicles ââ¬â mainly motorcycles and cars ââ¬â now constitute 83 percent of total registered vehicles while buses and min-buses constitute only 1. 5 percent (Karachi Mega Cities Preparation Project, page 14, 2005). In 2002 the total registered vehicles and cars were growing at twice the growth rate of the population while the vehicle fleet is dominated by cars and motorcycles, which account for 92% of the vehicles as compared to 6% for para-transit vehicles and 2% for public transport vehicles. The buses/minibuses are the most important mode of public transport in Karachi and better transport management strategies, service, accessibility, and affordability can help reduce the use of private vehicles (Urban Transport and Sustainable Transport Strategies, 2007). The intra-city road network has a radial pattern, consisting of a series of arterials, a few circumferential roads with inconsistent links and a disproportionately large number of local and collector roads. In terms of connectivity, the network is deficient in secondary roads that provide feeder service to major thoroughfares. The weakness has basically arisen from the piece-meal development focused on residential schemes in the past (Karachi Strategic Plan 2020, 2007). The availability of public transport has not grown at the same rate as the population in Pakistani cities (Sohail et al. 2006). With growth rates for private vehicles at over 9 percent, there are now over 280 new vehicles added to the streets of Karachi each day (Karachi Mega Cities Preparation Project, page 14, 2005).
Wednesday, October 23, 2019
Every Child Is Special
Inà thisà world,à childrenà existà withà exceptionalà behaviors.à Theirà behaviorà isà hardà toà acceptà forà theà society.à Teachersà playà aà veryà vitalà roleà inà makingà themà educated.à Firstà ofà allà teacherà shouldà beà trainedà toà workà inà the à schoolà whereà thereà areà childrenà withà exceptionalities.à Sometimesà ità becomesà veryà hardà forà theà teacherà toà reactà inà aà rightà mannerà whenà theyà teach.à Theà studentsà withà behavioralà issuesà needsà extraà ofà teachingà andà attention. Theà smallà classesà wouldà helpà aà lotà inà teachingà themà effectively.à Alsoà thereà mustà beà aà roomà forà visitingà facultyà toà comeà andà takeà extraà sessions.à Thisà notà onlyà comesà outà toà beà beneficialà forà childrenà butà alsoà isà aà helpà toà theà teachers.à Thereà couldà beà aà newà techniqueà ofà teachingà orà handlingà theà studentsà andà couldà beà advantageous.à Theà visitingà facultyà provesà outà toà beà changeà forà theà students. Theà goodà teacherà is,à whoà emphasizeà onà child'sà abilityà notà disability.à Theà disabilityà mustà beà removedà butà withoutà depressingà aà child.à Aà childà mustà knowà aboutà hisà disabilities,à butà heà mustà alsoà thatà heà hasà abilitiesà whichà areà moreà inà numberà thanà hisà disabilities.à Aà teacherà mustà teachà withà aà mentalityà thatà everyà childà hasà someà incapacities.à Teacherà shouldà helpà aà childà inà bringingà upà hisà abilitiesà andà shouldà curbà theà disabilitiesà silently.à Expectationsà shouldà beà high,à becauseà everyà childà canà achieveà someà positionà inà aà societyà accordingà toà hisà potential,à butà thisà needsà assistance. Environmentà ofà classà shouldà beà positiveà andà à friendly.à Thisà dependsà onà aà teacherà thatà howà sheà maintainà theà environment.à Becauseà theà positiveà environmentà boostà theà learningà capabilitiesà ofà aà child.à Alsoà theà behaviorà ofà aà childà dependsà onà hisà surroundings.à Ifà aà childà feelsà threatenedà byà somethingà thenà ità isà obviousà thatà hisà behaviorà would à change.à Sometimesà ità becomeà veryà importantà forà aà teacherà toà knowà aboutà child'sà likesà andà dislikes. Everyà childà hasà anà individualà goal,à soà fromà timeà toà timeà teachersà shouldà keepà themselvesà updatedà thatà howà farà heà hasà progressed.à Theà gradeà doesà notà tellà everythingà aboutà whatà theà childà hasà learnedà soà far.à Theà emphasisà onà gradeà shouldà beà low.à Teacherà shouldà knowà whatà heà hasà learnedà soà farà orà inà whichà fieldà isà heà lackingà behind. Thisà alsoà boostsà upà theà confidenceà of aà child. Theà wholeà learningà processà makesà aà childà tired.à Thisà notà onlyà effectsà theirà learningà abilitiesà butà alsoà distractsà them.à Thereforeà aà teacherà shouldà employà properà techniquesà forà relaxingà inà aà class.à Aà childà withà attentionà disorderà getsà mentallyà tiredà soon.à Thereà shouldà beà properà relaxingà techniquesà likeà listeningà toà softà musicà orà playingà games.à Playingà gamesà notà onlyà easeà aà childà butà alsoà keepsà themà healthy. Theà firstà thingà aà childà shouldà à learnà isà toà takeà careà ofà himself.à Theyà shouldà beà madeà selfà dependent.à Taking,à basicà exampleà aà childà mustà learnà toà tieà hisà shoeà laces.à Theà dependentà childà alwaysà hasà aà lowà confidenceà level.à Thereà mustà beà shortà extraà sessionsà toà teachà theà students,à howà toà takeà careà ofà themselves,à orà howà toà beà moreà organized. Thereà shouldà beà alsoà beà sessionsà toà preventà behaviorà issues.à Sometimesà teacherà takesà aà childà asà aà normalà child,à sheà doesà notà layà stressà onà theà behaviorà problems.à Butà sheà doesà notà knowà thatà theà lackà ofà attentionà byà aà teacherà encouragesà theà problemà inà aà child. Butà sometimesà theseà sessionà provesà outà toà beà futileà asà studentsà continuesà toà misbehave,à thenà ità isà necessaryà toà knowà thatà theyà areà misbehavingà becauseà ofà theseà sessions.à Becauseà theà sessionsà doesà notà fità toà theirà needsà every time,à andà theyà waità forà someoneà whoà canà helpà themà inà personal. Inà caseà ofà higherà educationà thereà areà manyà facultiesà whoà areà takingà aà singleà class.à Theà coordinationà betweenà theseà facultiesà isà aà mustà soà thatà theà studentsà doesà notà getà confusedà between à allà theà faculties.à Aà teacherà hasà itsà ownà styleà ofà teachingà andà ifà anotherà teacherà comesà andà teachesà themà inà totallyà differentà styleà ità becomesà hardà forà theà studentsà toà know,à whichà oneà theyà shouldà follow.à Thereforeà all à theà facultiesà teachingà aà particularà classà shouldà knowà aboutà eachà otherà teachingà styles,à ità becomesà easyà forà aà studentà toà learn. Teacherà shouldà makeà sureà theà behavioralà improvementsà andà achievementsà generalizeà toà otherà situations.à Theyà shouldà makeà sureà thatà whatà theyà teachà shouldà applyà inà mostà ofà theà realà worldà situations.à Theà generalizedà teachingsà provesà outà toà beà moreà beneficialà toà theà students,à as theyà comeà toà knowà theà particularà thing à thatà theyà haveà learnedà canà applyà inà theà mostà ofà theà problems.à Thisà typeà ofà teachingà methodà provesà outà toà beà veryà beneficialà becauseà studentsà canà learnà moreà thingsà withà lessà stressà onà theirà brains. Studentsà shouldà learnà toà socializeà withà otherà studentsà whoà mayà orà mayà notà beà disableà likeà them.à Theà interactionà withà otherà studentsà shouldà beà startedà atà theà beginningà ofà theirà year.à Theirà shouldà beà learningà centersà thatà promoteà socialà interactionà forà theseà childrenââ¬â¢s.à Necessaryà socialà skillsà shouldà beà taughtà inà theà learningà centers.à Ifà theà schoolà isà findingà ità difficultà toà startà learningà centersà thenà skillsà shouldà beà taughtà inà theà lunchà timeà orà inà theà freeà period. Literatureà Review:- Teachingà strategiesà forà attentionà deficità hyperactivityà disorder:ââ¬â Unableà toà payà attention,à hyperactivity,à impulsiveà areà theà signsà ofà ADHD.à Thereà areà aboutà threeà toà fiveà percentà ofà theà students à inà Unitedà Statesà whoà areà sufferingà fromà ADHDà (à American Psychiatric Association, 1994à ).à Theà studentsà sufferingà fromà ADHDà failà toà finishà theirà homeworkà andà areà careless.à Olderà studentsà withà ADHDà areà lessà communicativeà andà reactà spontaneously.à Theà mainà symptomsà are:ââ¬â 1)à Restlessness 2)à Unableà toà concentrate 3)à Difficultyà inà followingà instructions 4)à Losingà things 5)à Doingà littleà mistakes 6)à Greatà dealà ofà moodà swings Teacherà shouldà startà withà evaluatingà theà child'sà needsà andà strengths.à Theà assessmentà shouldà beà doneà onà theà behaviorà andà academicà needs.à Afterà evaluatingà allà theirà needsà appropriateà practiceà shouldà beà chose.à Theà selectedà practiceà shouldà gainà theà attentionà ofà theà childà andà isà appropriateà toà theirà age.à Ità shouldà beà keptà inà mindà thatà theà practiceà thatà isà selectedà shouldà beà aà additionalà benefità toà theà studentsà whoà doà notà haveà ADHD.à Afterà selectingà allà theà practicesà theyà mustà beà wrappedà upà inà aà singleà program. Afterà theà conclusionà ofà eachà à lessonà theà selectedà practiceà shouldà achieveà itsà goal.à Theà lessonsà mustà beà presentedà inà aà differentà manner.à Teacherà shouldà prepareà theà lessonà andà theà activitiesà plannedà inà advance.à Theà reviewà ofà theà previousà lessonsà alsoà provesà outà toà beà beneficialà forà theà students.à Teacherà mustà identifyà allà theà materialsà neededà inà theà classroom,à becauseà sometimesà ità becomesà veryà difficultà forà theà childrenà toà identifyà theà materialsà onà theirà own. Ità isà veryà hardà forà theà studentsà withà ADHDà toà changeà fromà oneà topicà toà another.à Thereforeà revisionà ofà theà previousà lectureà isà aà must.à Theà useà ofà audiovisualà materialsà helpsà theà studentsà aà lot. Describeà howà studentsà can identifyà andà correctà theirà ownà mistakes.à Forà example,à remindà studentsà thatà theyà shouldà checkà theirà calculationsà in mathà problemsà andà reiterate howà theyà canà check theirà calculations;à remindà studentsà ofà particularlyà difficultà à spelling rulesà andà howà studentsà canà watchà outà forà easy- to ââ¬â makeà errors. Ifà theà teacherà triesà toà lowerà theà noiseà levelà inà theà classroomà ità helpsà aà childà inà maintainingà hisà focus. Teachingà strategiesà forà studentsà withà emotionalà behavioralà disorder:- Forà teachingà theà studentsà withà EBDà teacherà shouldà encourageà theà positiveà learningà techniques.à Theà objectivesà ofà theà lessonà shouldà beà presentedà beforeà whichà helpsà inà predictability.à Theà presentationà shouldà beà exciting,à andà ifà theà studentsà performsà wellà heà shouldà beà given rewards.à Thisà helpsà aà lotà inà dealingà withà theà studentsà withà EBD.à Theà vocabularyà usedà inà theà presentationà shouldà beà lucidà andà theà feedbackà shouldà beà givenà immediately. Theà lessonsà shouldà beà startedà withà theà interestingà itemsà orà questions.à Ità shouldà beà keptà inà mindà thatà ifà aà teacherà wants aà childà toà beà excitedà aboutà learningà thenà teacherà shouldà beà excitedà aboutà teaching.à Whileà takingà upà theà lessonsà studentsà shouldà knowà thatà theyà areà learningà andà makingà progress.à Afterà completing,à theà lessonà mustà beà revisedà andà theà studentsà shouldà beà preparedà toà moveà toà nextà lesson.à Theà longà presentationsà mustà beà cutà intoà shortà presentations,à soà asà inà caseà ofà longà assignments.à Extraà timeà shouldà beà givenà toà studentsà forà completingà theirà work. Theà environmentà ofà aà classà shouldà beà healthy.à Rules andà regulationsà shouldà beà madeà andà teachà themà toà actà inà accordanceà withà theà rules.à Theà environmentà ofà aà classà shouldà beà quietà asà wellà active.à Adequateà materialsà shouldà beà provided à toà themà soà thatà theyà doà notà feelà shortageà ofà resourcesà inà betweenà theà lecture.à There shouldà be enough roomà forà theà studentsà toà moveà inà theà classroomà withoutà disturbingà each otherà andà adequateà spaceà mustà beà providedà toà themà forà theirà personalà belongings.à Theà classroomà rules shouldà beà lessà andà positive.à Theyà shouldà emphasizeà moreà onà likeà whatà studentsà mustà doà inà class. Teacherà shouldà communicateà withà aà childà inà aà nonà threateningà mannerà andà shouldà showà theà personalà interestà inà aà child.à Thisà makesà aà childà feelà goodà andà boostà upà hisà confidenceà level.à Properà gesturesà andà bodyà languageà isà veryà importantà inà communication.à Theà gestureà givenà shouldà beà holding à longerà thanà normal.à Speakingà slowlyà andà clearlyà areà alsoà veryà important.à Properà waità timeà shouldà beà includedà becauseà someà studentsà areà slowà learners. Managingà behaviorà isà veryà importantà inà dealingà withà theà EBDà students.à Sometimesà ità provesà outà toà beà veryà beneficialà toà ignoreà theà negativeà behaviors,à becauseà sometimesà aà childà behavesà negativelyà inà orderà toà grabà theà attention.à Punishmentà shouldà onlyà beà usedà inà aà caseà whenà theà behaviorà ofà aà childà isà harmfulà forà otherà students. Thereà mustà beà aà socialà problemà technique,à whichà effectivelyà identifiesà theà problemsà andà providesà theà bestà solutionà forà it.à Angerà managementà isà theà mainà problemà withà theà childà sufferingà fromà EBD.à Angerà isà naturalà soà ità usefulà toà teachà angerà controlà techniquesà ratherà angerà eliminationà techniques.à Theà firstà stepà inà angerà managementà isà toà convinceà aà childà thatà heà shouldà change,à teachingà relaxationà techniquesà helpsà aà lot. Teachingà strategiesà forà theà studentsà havingà learningà disabilities:- Learningà disabilitiesà isà aà problemà inà whichà aà childà findsà difficultyà inà organizingà receivedà information,à rememberingà them,à manipulatingà them.à Butà withà theà effectiveà learningà strategiesà theyà canà beà taughtà effectively.à Theà commonà symptomsà areà difficultyà inà learning,à poorà memory,à difficultyà inà rememberingà facts,à confusionà amongà theà basicà words,à spellingà andà readingà errors,à impulsiveà behaviorà etc. à · à à Theà courseà loadà shouldà beà low,à because theà courseà loadà à willà makeà themà evenà moreà poorà learners. à · à Questions shouldà beà askedà inà aà clarifyingà manner,à theà languageà usedà mustà beà easyà toà digest. à · à à Theà keyà pointsà ofà theà chapterà mustà beà toldà beforeà theà beginningà ofà theà chapter. à · à à Whileà writingà onà theà boardà verbalizeà whatà isà beingà written,à theà audioà andà videoà effectsà inà teachingà boostà upà theà learningà capabilities. à · à à Theà environmentà ofà theà classà mustà beà peacefulà soà thatà theà studentsà doà notà feelà diverted. à · à à Theà assignmentsà shouldà beà givenà inà oralà formà asà wellà asà inà writtenà form. à · à à Theyà shouldà beà givenà moreà timeà toà completeà difficultà assignments. à · à à Theà paceà ofà teachingà shouldà beà keptà inà accordanceà withà theirà learningà abilities. à · à à Usingà plentyà ofà examplesà inà theà presentationà makesà theirà understandingà levelà high. à · à à Encourageà themà toà borrowà theà classmateââ¬â¢sà notesà ifà required. à · à à Coloredà apparatusà mustà beà usedà forà highà visualà recognition. Groupà discussionà helpsà aà lotà forà theà studentsà havingà learningà disabilities,à forà themà groupà discussionà isà funà asà wellà asà isà beneficialà inà learning.à Encourageà themà toà askà questionsà duringà orà afterà theà lectureà toà makeà sureà thatà theyà haveà understoodà completely.à Teacherà mustà payà individualà attentionà towardsà everyà child.à Frequentà sessionsà withà a à childà forà properà assessmentà shouldà beà conducted.à Usingà largeà fontsà makeà theirà processingà fast. Giveà individualà conferencesà toà guideà studentsà with learningà disabilitiesà toà monitorà progressà andà understandingà ofà theà assignmentà andà ofà theà courseà content. Examplesà ofà scienceà roleà modelsà withà disabilitiesà shouldà beà givenà toà themà frequentlyà soà thatà theyà doà notà feelà depressed.à Encourageà themà toà askà forà helpà wheneverà needed. Ità wouldà beà wrongà toà assessà theà potentialà ofà aà childà onà theà basisà ofà testà scores.à Everyà childà hasà itsà ownà strengthà andà weaknesses. Summary:- Theà mainà aimà ofà teachingà is to educateà individualsà whoà areà activeà membersà inà theà societyà atà itââ¬â¢sà variousà levels. Teachersà areà veryà importantà inà ourà societyà becauseà weà needà themà toà provideà ourà youthà withà theà knowledgeà and socialà experiencesà theyà willà needà toà improveà their à futureà andà theà futureà ofà theà entireà planet. Whileà teachingà studentsà withà exceptionalitiesà teacherà shouldà keepà inà mindà thatà everyà childà isà special.à Teacherà shouldà notà runà fromà à theirà responsibilities,à theyà canà changeà theà lifeà ofà theseà childrenââ¬â¢s.à Everyà childà likesà differentà environment,à soà ità betterà forà aà teacherà toà tryà toà educateà themà keepingà inà mindà theirà likesà andà dislikes. Teachersà canà apologiesà toà theà governmentà toà issueà theà policiesà whichà areà inà pureà favorà ofà theseà childrenââ¬â¢s.à Likeà inà maximumà countriesà reservationsà areà madeà forà theseà children. Theà teachers shouldà motivateà theà societyà aroundà themà toà takeà careà ofà theseà children.à Weà shouldà all believeà thatà thereà areà hopesà forà thoseà childrenââ¬â¢sà andà we à canà doà somethingà forà them.à Theseà childrenà haveà theirà ownà qualitiesà likeà othersà andà theyà canà helpà ourà societyà uprising.à Noà oneà shouldà takeà ità asà takenà forà grantedà becauseà thisà canà happenà toà anyà body,à whatà ifà à theyà gotà sufferedà withà à theà à same.à Theà societyà willà surelyà à à turnà theirà faceà aroundà fromà thoseà children.à Butà ifà weà allà togetherà workà forà themà thenà changesà canà beà there. Questions:ââ¬â 1)à Didà youà everà feltà frustratedà inà teachingà studentsà withà exceptionalities? 2)à Whatà areà theà importantà strategiesà adoptedà byà you? 3)à Howà youà willà handleà à theà disputesà betweenà theà students? 4)à Anyà specialà apparatusà isà requiredà forà teachingà them? 5)à Whatà areà theà methodsà youà haveà implementedà toà provideà socialà exposure? 6) Accordingà toà youà whatà kindà ofà environmentà doà youà thinkà isà bestà suitedà forà them? References Adelizzi,à Jane U. à & à Goss,à Diane B., à (2001),à Parenting à childrenà with à learning disabilities,à Greenwood Publishingà à Group,à ISBN: 0897897722 Dockrell, Julie,à & McShane, Johnà (1993), Children'sà learningà difficulties:à Aà cognitiveà à approach,à Blackwell Publishing,à ISBN: 0631170170
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