Portarait Painting

Picture painting. Horatio once stated: An image is a sonnet without words . Extremely, a canvas can express loudlyâ than thousand words. A composition is the best show of one’sâ idea about a specific idea or material. An extraordinary artistic creation enhances our experience of life, similarly as an incredible sonnet does, since incredible painters make us see and think significantly more than the items before us, they instruct us to take a gander at a scene through their eyes, their creative mind. Itâ can clarify a story which will take a few pages in the event that it is clarified inâ words. Today I’d like to cause you to notice picture painting.At first, I’m to introduce the meaning of this classification of painting, than I’m to talk on three specialists William Hogarth, Mary Cassat and Valentin Serov as the agents of three distinct developments in representation painting. As Britannica says Portrait paintingâ is aâ genreâ ofâ painting, where the expectation is to delineate the visual appearance of the subject. Close to people, creatures, pets and even lifeless things can be picked as the subject for a representation. Portraitists make their work by bonus, or are propelled by profound respect or warmth for the subject.Historically, representation artistic creations have fundamentally memorialized the rich and amazing. Today, the representation painting is as yet dispatched by governments, enterprises, gatherings, clubs, and people. As you can know there are a ton of developments in painting when all is said in done and in picture painting specifically. They go from authenticity to pop-workmanship, yet I’m to single out authenticity, impressionism and innovation. The development of authenticity depends on the specific impression of human face and body. Clear and precise lines, practical hues are regular of it. The delegate of this development is William Hogarth.He is considered even one of the organizers of sensibl e development in Britain. Hogarth rose as an importantâ portraitist, creating a few noteworthy little scope casual gathering representations of individuals from a family or companions and various delicate pictures of individual sitters. The case of reasonable style is communicated in the painting The Shrimp Girl. It was painted around 1740â€45. The artistic creation, a generally late work by Hogarth, is one of a few in which he explored different avenues regarding a free, almostâ impressionistic style, all things considered even in this picture the painter attempted to discover the excellence, in actuality, and its reflection.The painting portrays a lady selling shellfish in the city of London, regularly a vocation for the spouses and girls of fishmongers. Probably the most brilliant development of representation painting is impressionism, described by free and general terms, diffused lines and even the mutilation of human body. The great agent is Mary Cassatt. She was an aweso me American painter and her place throughout the entire existence of American workmanship is one of a kind, since she reacted in an unmistakable route to the order to depict current life.Cassatt made an individual language out of the syntax of Impressionism. Regularly, she depicted ladies such as herself, e. g. Miss Mary Ellison is the second of two representations of Mary Ellison, which was made in 1880. Cassatt there focuses on Miss Ellison's insightful mind-set. In this canvas, Cassatt’s brushwork is open and scrappy, hues are delicate and even union. The mirror behind Ellison is a gadget the craftsman utilized regularly; its quality permits the extension of the piece's inferred space to incorporate zones that the watcher couldn't in any case see.The last development I’d like to make reference to is innovation. It showed up based on impressionism, and regardless of whether strokes are wide and solid, lines are clear and human face and body are reflected precisely. A ll in all, innovators adorn () the picture. Valentin Serov is a popular agent if the development. Truth be told, in his style of painting there was his traditional method when one exact stroke of brush was applied moving forward without any more revamping. Serov is viewed as the primary Russian pioneer, and his arrangement Girl with Peaches(1887) started the style of Russia.In the artistic creation Serov sorts out pieces of the inside scene and still-life. The light pours in through the window and disintegrates the forms of the articles. Serov utilizes warm tones for the young lady which somehow or another diverges from the colder tones of the space. The young lady is painted precisely in clear lines and great extents. To finish up the point I’d like to state that various developments in picture painting are the consequence of painters’ sees on craftsmanship, painting. Their style consistently mirrors their age and overwhelming developments in different circles. Be tha t as it may, works of art in any type energize and dazzle.

Reflective Log on Safeguarding

During your acceptance we talked about the significance of reflection, and manners by which this should be possible. The following are some key inquiries you ought to consider subsequent to undertaking an instructional meeting You are relied upon to finish an intelligent log following every one of the workshops you join in. This will be utilized as proof towards your capability so the more detail you incorporate the more measures you will cover. Key inquiries to consider? For what reason did you decide to go to the workshop? Protecting is one of the most fundamental and the most significant thing that impacts the working of any setting.This course was an eye opener to me in different perspectives and I Lana to go to a greater amount of these to finish up on what I have realized. What did you would like to gain from going to the workshop? To pick up knowledge into the rules, arrangements, strategies for protecting chiders and youngsters. To realize how to react to proof of concerns wh ere a kid or youngster might be manhandled. Did the workshop live up to your desires? Indeed. It was enlightening and addressed bunches of Issues. Was there anything that you didn't comprehend or require further direction with? Very little. Top to bottom or increasingly point by point will help. Yet, this was Just a one day workshop.What have you gained from going to the workshop? Step by step instructions to react if there should be an occurrence of misuse or hurtful proof encompassing youngsters, The different arrangements , methodology and rules on shielding. Comprehended the significance of working In Ana condition where correspondence must be exceptionally successful. What's more, to work In association with different associations which respect to youngsters security. How have you fell your figuring out how to your group? Truly. How has the workshop Impacted on your training? I am progressively cautious and I am increasingly sure as I comprehend what to do and what should be po ssible. How has your learning profited your setting?Being a volunteer I didn't have a lot of information on fundamentals. I am currently progressively certain and I realize I can depend in my group to help me at whatever point need emerge.. Where will you go straightaway? Do you need additional Information/preparing? A normal finish up on the course would be valuable. It would be ideal if you give models any place conceivable to help your appearance. I currently think about the LESS. The setting of quiet organization working. The signs/structures and impacts of misuse. WHat to pay special mind to. Reimbursing the delftware sorts of misuse mental, enthusiastic, physiochemical and monetary. Intelligent Log on Safeguarding By vaudevillian's Yes.It was instructive and addressed loads of issues. Was there anything that How to react if there should arise an occurrence of misuse or hurtful proof encompassing kids, The significance of working in Ana condition where correspondence must be vi able. What's more, to work in association with different associations which respect to How has the workshop affected on your training? You go straightaway? Do you need additional data/preparing? An ordinary finish up on The setting of quiet office working. The signs/structures and impacts of misuse. WHat to pay special mind to. Reimbursing the various types of misuse mental, enthusiastic, physiochemical and budgetary.

Should You and Your Spouse Keep Your Finances Separate

Should You and Your Spouse Keep Your Finances Separate Should You and Your Spouse Keep Your Finances Separate? Should You and Your Spouse Keep Your Finances Separate?Theres no one-size-fits-all approach to managing money in a marriage, but there are some best practices you can follow no matter what.Even the best marriages are going to have disagreements. Unless you’re planning to marry yourselfâ€"and we don’t yet have the technology capable of doing thatâ€"there are going to be some conflicts that will have to be navigated.And any conflict becomes more difficult to manage when there’s money on the line. And there’s almost always money on the line in some way.“First and foremost, note that opposites attract, and this also applies to money,” financial coach and author  Karen Ford told us. “If you’re a saver, then most likely your mate is a spender. If you’re a spender, then they are more than likely a saver. Being opposites in this is ok, as long as you recognize the difference and the challenges.”But recognizing the differences is the easy part. The challenge is overcoming them. And one of the most fundamental finance questions you’ll have to decide with your spouse is whether you’re going to keep those aforementioned finances separate.Unfortunately, theres no right Different experts have different opinions for different couples about whether and how you should keep your finances separate. Let’s see what they have to say! Consider imposing dollar limits.You probably spend a large portion of your time, if not most of it, with your spouse. That means you’re going to be making a lot of purchases together. Even when you aren’t together, your spouse probably has a pretty good sense of what you’re spending money onâ€"minus the surprise party you’re planning. Don’t worry, we won’t tell!So it certainly makes sense on some level, at least, to merge your finances.“For some couples, combining everything into one account will work well,” advised Derek Hagen, founder of  Hagen Financial. “Its easier to have just one account and they are abl e to jointly manage their finances.To help manage their joint finances, they may implement a dollar limit on purchases. For example, if its $100, then they can spend whatever they want, with no explanation necessary, if the transaction is less than $100. The flip side is that all transactions over $100 require a conversation.”Symbolism matters.Beyond the convenience, other contributors highlighted how joining your finances can be seen as a symbolic move echoing how your lives are being joined together.“The best case with married couples is to put your money together,” Ford suggested. “You entered into marriage knowing you want to go through life together and this applies to finances. Discuss your spending and savings goals. Prepare for vacations, big purchases, investments etc.”Raffi Bilek, a  couples counselor and the director of the  Baltimore Therapy Center (@ThingsCanBeDiff), offered his own take on the value of merging finances:“Joining finances with your spouse is an important part of building a life together. A marriage is not a business arrangement in which both parties are trying to maximize their own benefit. It is a relationship built on trust and mutuality.Coming together as a team is what its all about, whether in finances, parenting, or any other aspect of life. Sharing expenses, instead of counting whos paying for what, is a meaningful part of that. Its hard to feel like youre on the same team when you feel like there is ‘my money’ and ‘your money.’”In order to coordinate, you must communicate.Of course, there are financial decisions to make beyond spending. It’s a good idea to be on the same page about your long-term, overall finance goals.“It’s perfectly OK for couples to have different risk tolerances and investment portfolios, such as one spouse being an aggressive investor while the other is moderate,” assured Larry Solomon, client advisor at Mercer Advisors (@MercerAdvisors).“However, for planning purposes f or big picture goals, like retirement, college planning for kids, buying a house,  insurance decisions, etc. it’s important that both spouses embrace a coordinated and holistic approach and evaluate their combined finances in establishing and prioritizing major goals.“In retirement, for example, we can assume they will also be living together and sharing common lifestyle expenses even if one of them is still working and this would be impossible if they have completely separate plans and pools of resources to draw on. Having totally separate plans and retirement assets would be a recipe for discord, disaster, and probably divorce.Furthermore, when it comes to retirement planning for couples, one spouses decisions often have a dramatic impact on the other spouse’s financial choices.For example, to maximize cumulative Social Security benefits over both spouses’ lifetimes, the best approaches might involve one spouse starting Social Security at normal retirement age while the o ther one delays it to allow their benefits to grow.These Social Security claiming strategies, which can achieve thousands of additional benefit dollars for married couples, cannot be implemented without cooperation and joint planning.“Other decisions, like whether a couple will hold assets in a trust or how to save for each child’s college, also requires planning and consent from both partners.I can go on with many more examples and insights, but the bottom line is that like most other things for couples, successful financial planning involves collaboration, cooperation, and compromise from both partners. Couples can have different portfolios and investment profiles, but need to share common goals and have a coordinated plan to achieve them.”So are joint finances definitely the way to go? As the opening paragraphs of this very article made clear, that is not necessarily the case!Spare yourself from money fights.Some of the experts we talked to were much less enthusiastic about the idea of merging finances completely.“When a couple admits to keeping their finances separate, even if its partially, theyre usually met with quizzical or worried looks,” explained Marie Oates, a partner at The Hive Law, Atlanta Divorce Attorneys. “Some people immediately assume that theres something wrong with the marriage; however, this can be one of the best ways to save your marriage.“Money-related fights are one of the biggest reasons we have divorce clients. Since people are uncomfortable talking about money and they already know that money can cause disputes, they think that not talking about it will fix their issues.“Instead, keep your money separate. Its not some sign that you two dont trust one another; instead, its more of a show of respect. My husband and I keep our money mostly separated so that neither of us feels ashamed or guilty for spending money on something we want.When he wants new woodworking equipment, it comes from his account. That is money I d o not see, so I do not miss it. Its also money that he worked for. And when I wanted a new Garmin watch, it was taken from my own, separate account.“As for a shared account, most people make that the default ‘bills’ account. The things that keep the household running: mortgage, electricity, car payments. The fun stuff. Each of us fund this account, but in proportion to what we make. Since I make more money than my husband, I put more money into the joint account than he does.”Open a joint account for joint expenses.Money Elevation Coach Roslyn Lash (@RosLash) felt similarly: “Each spouse should have their personal accounts. This money is theirs to save or spend however they choose. There should also be a ‘household’ account. This account will be used solely for household expenses.“The decision then becomes ‘how much should each person contribute?.’ This becomes especially difficult if one partner makes significantly more than the other. Splitting the bills 50/50 would be disproportionate and unfair.The only fair way to divide the bills is based on each partners percentage of income. The total household income and the amount of the total household bills would be used to determine each persons contribution.For example, lets say that one person (A) earns $4,500 monthly, and their partner (B) earns $3,500, for a total household income of $8,000. Their total household bills are $5,000 monthly.Therefore, you would calculate Person As percentage by dividing the individuals income by the total income ($4,500/$8,000) which will result in 56 percent.  Person B would be responsible for the difference of 44 percent (100 percent 56 percent). Person A would pay $2,800 ($5,000 x .5), and Person B would pay $2,200 ($5,000 x .44).”Different strokes.Most of the experts who offered reasons and methods to merge your finances in the previous section also acknowledged that separate finances might be a better arrangement for some couples.“For others, keepin g two sets of accounts works,” Hagen told us, expanding on his earlier suggestions. “Each persons paycheck goes into his or her account and all personal expenses come out of the respective account. They may even have a joint account set up for joint expenses, like bills, and each transfers half of each bill into the joint account.”But there’s no reason to assume there’s going to be a one-size-fits-all (or even a two-size-fits-all) approach to managing married finances.The one thing all of our experts agreed on is that no two married couples are the same, and therefore there isn’t any single method guaranteed to lead to a marriage as perfect as [INSERT CELEBRITY COUPLE WHO WILL PROBABLY BE BROKEN UP BY THE TIME THIS ARTICLE IS PUBLISHED].Why not try both?As you probably noticed, even the experts who lean more towards one side or the other still tend to recommend some sort of mix. Those who suggest blending finances often advise still having some money each spouse controls at their discretion. Those who suggest keeping finances separate still recommend having a joint account to use for shared bills and similar expenses.“In the middle of those two, is a third method,” offered Hagen. “With this, most everything is handled in joint accounts, but there are two individual spending accounts. Similar to having a transaction limit, the couple decides how much will get transferred from the joint account into the individual accounts. For example, if its $100 per month into each account, then each partner gets to use that account however he or she wants.”Making a marriage work isn’t always easy. But if you’re open and willing to talk about issues like finances, your relationship will be stronger for it.  To learn more about managing your finances, check out these related posts and articles from OppLoans:The (Comprehensive) Couple’s Guide To Budgeting8 Good Habits to Get Your Financesâ€"and Your Lifeâ€"on TrackFrom Budget to Baller: 6 Tips to Grow Your Money8 Ways To Save Money Today, Tomorrow and Every Day AfterDo you have a personal finance question youd like us to answer?  Let us know! You can find us  on  Facebook  and  Twitter.  |  InstagramContributorsRaffi Bilek is a couple’s counselor and director of the  Baltimore Therapy Center (@ThingsCanBeDiff).Karen Ford is a Master Financial Coach, Public Speaker, Entrepreneur, and Best- Selling Author. Her #1 Amazon Best Selling Book “Money Matters” is a discovery for many.  In “Money Matters” she provides keys to demolishing debt, shares how to budget correctly, and gives principles in wealth building.Derek Hagen  is the founder of  Hagen Financial, LLC, a financial coaching and counseling firm that helps clients develop a healthy relationship with money and find the motivation to change their behavior. He is the founder of the Money Health blog which  helps readers increase their financial health. Derek holds the Certified Financial Planner and Chartered Financial Analyst designations. In his free time, he enjoys all things outdoors, especially camping, hiking, and running.Roslyn Lash  (@RosLash), the  Money Elevation Coach, is an Accredited Financial Counselor?, Real Estate Investor, and the Author of The 7 Fruits of Budgeting. She works virtually with single women helping them to gain clarity around their finances, reduce debt, and increase their net worth so that they can live a more abundant life. Her advice has been featured in national publications such as USA Today, Forbes, TIME, Huffington Post, Los Angeles Times, and a host of other media outlets.Marie Oates is a partner at  The Hive Law where she focuses on Atlanta divorce cases and estate planning. She prides herself on making legal assistance affordable, accessible, and all around less scary. And in her free time, shes chasing her toddlers and cuddling with her cats.Larry Solomon is a Client Advisor for  Mercer Advisors (@MercerAdvisors) in Washington DC. He passionate about inves ting, financial planning, and delivering integrated financial, tax, legal, and risk management advice to make client’s lives better.  Prior to Mercer, he worked as the Director of Financial Planning and Investments at OptiFour Integrated Wealth Management, where he led the firm’s financial planning and investment analysis efforts. Larry is a published author and frequently contributes to articles on financial planning and investing topics in publications such as The Wall Street Journal, Financial Times, US News, The Street.com, Bankrate.com, and others. For more information, contact him at  lawrence.solomon@merceradvisors.com.

An Enterprise Corruption Tyco International Ltd

Brian Mowery Research Paper April 19, 2015 An Enterprise Corruption Tyco International Ltd. is a security systems company founded in 1960 by Arthur J. Rosenberg. The company is incorporated in Switzerland with U.S. headquarters in Princeton, New Jersey. It is currently composed of two major business segments: Secu-rity Solutions and Fire Protection. For fiscal year 2001, the company had revenue of $36 billion and roughly 240,000 employees worldwide. Tyco shares closed at a high of $59.76 on the New York Stock Exchange in December 2001. After the corporate fraud scandal of 2002, the company stood $28 billion in debt and its shareholders had lost over $90 billion, more than 80% of Tyco’s peak market value. After being founded in 1960, Tyco Laboratories did mostly experimental work for the U.S. government and had two segments: Tyco Semiconductors and the Materials Research Laboratory. In 1964, the company went public and began expanding (mostly by acquisitions), acquiring 16 other businesses over four years. Tyco expanded even fur-ther in the 1970’s. They became listed on the New York Stock exchange in 1974 and by 1979 had a net worth of approximately $140 million. In 1975, future CEO Dennis Kozlowski joined Tyco as an assistant controller. Kozlowski rose through the ranks as an â€Å"exceptionally enterprising and effective manager† , eventually being promoted to President and Chief Operating Officer (COO) in 1989, CEO in 1992, and chairman of the board in 1993.Show MoreRelatedTyco1465 Words   |  6 PagesNHBR: 30 years and counting: Tyco scandal and its aftermath By  Kenny, Jack Publication:  New Hampshire Business Review   Date:  Friday, October 10 2008   No petty thieves, Tyco International Ltd. chief executive Dennis Kozlowski and chief financial officer Mark Swartz took over $170 millions in loans from the company without the shareholders knowledge. 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Our methods have helped Owens Corning, InterContinental Hotels Group (IHG) and others realizeRead MoreFundamentals of Hrm263904 Words   |  1056 PagesWorkforce Diversity 10 The Workforce Today 10 DID YOU KNOW?: Chief Diversity Officer 11 How Diversity Affects HRM 11 WORKPLACE ISSUES: Diversity Awareness 12 What Is a Work/Life Balance? 12 DID YOU KNOW?: Looking at the Future of HRM 13 DID YOU KNOW?: International Diversity 14 The Labor Supply 14 Do We Have a Shortage of Skilled Labor? 14 Why Do Organizations Lay Off Employees during Shortages? 15 How Do Organizations Balance Labor Supply? 15 Issues Contingent Workers Create for HRM 16 Continuous ImprovementRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  157 3 Pagesx CONTENTS Values 144 The Importance of Values 144 †¢ Terminal versus Instrumental Values 144 †¢ Generational Values 145 Linking an Individual’s Personality and Values to the Workplace 148 Person–Job Fit 148 †¢ Person–Organization Fit 150 International Values 150 Summary and Implications for Managers 154 S A L Self-Assessment Library Am I a Narcissist? 132 Myth or Science? Personality Predicts the Performance of Entrepreneurs 142 glOBalization! The Right Personality for a Global Workplace

The Shot Boundary And Classification Of Digital Video Essay

Shot boundary and classification of digital video is most important step for effective management and retrieval of video data. Shot transitions include abrupt changes and gradual changes. Recent automated techniques for detecting transitions between shots are highly effective on abrupt transitions. But finding gradual transition is major challenge in the presence of camera and object motion. In this paper, different shot boundary detection technique has studied. The main focused on to differentiated motion from various video effects noise, illumination changes, gradual transition, and abrupt transition. Specially, the paper focuses on dissolve detection in the presence of camera and object motion Keywords: Shot boundary, Gradual transition, Abrupt Transition, Video Retrieval I.INTRODUCTION: The advances in the data capturing, storage, and communication technologies have made vast amounts of video data available to consumer and enterprise applications [1]. However, interacting with multimedia data, and video in particular, requires more than connecting with data banks and delivering data via networks to customers, homes or offices. We still have limited tools and applications to describe, organize, and manage video data. The fundamental approach is to index video data and make it a structured media. Manually generating video content description is time consuming and thus more costly to the point that it’s almost impossible. 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Shopping Behaviour Bangladesh Free Essays

string(32) " pay every month or every week\." 2006 EABR ETLC Siena, Italy Determinants Of Grocery Store Loyalty Of Consumers In Bangladesh Plato Ranjan Datta, London College of Management Studies, United Kingdom Bonya Rani Chakraborty, London College of Management Studies, United Kingdom Abstract Due to the belief that customer retention is a much cost-effective strategy than attracting new customers, the customer loyalty subject has become of increased interest to most businesses over the last few years. Loyal customers always bring more profit for the organisation as they are more likely to recommend their friends and family, ready to pay premium prices and have increased repurchase intention. This study sets out to examine the degree of consumer’s loyalty in Bangladesh among consumers who shop from various superstores. We will write a custom essay sample on Shopping Behaviour: Bangladesh or any similar topic only for you Order Now The main objective is to empirically investigate the strength of loyalty of Bangladeshi food consumers on the basis of their shopping behaviour and store-level service provision, and thus provide evidence which demonstrates a model of consumer loyalty based on these factors. In order to understand consumer loyalty in Bangladesh Oliver’s four stage of loyalty model were adopted. A total sample of 150 food shopping consumers from three leading stores in Bangladesh were selected randomly and interviewed in March by trained interviewers. The survey results indicate that Bangladeshi food consumers are conscious of the cost and benefit (Cognitive loyalty), are conscious with satisfaction (Affective loyalty), satisfied consumers are likely to recommend their primary super store to their family and friends (Co-native Loyalty) and also they have frequencies of visit (Action Loyalty). The findings of research can be used to offer a sound basis for retailers to improve their operations in all the areas, so increasing their profits and to provide the first such survey in this particular (and extremely important) field in the Bangladeshi context and thus offer a foundation and direction for future research. INTRODUCTION The retail industry is dynamic, huge and change is a constant phenomenon. Over the last few decades in both Europe and North America one as seen the emergence of supermarkets as the dominant retail form. This is due to the fact that consumers’ behaviour has changed and shifted towards convenience, high quality produce, provision for customer care, flexible payment methods and sophisticated channels of distribution. To cope with consumer demands retailers are constantly shaping their business strategies and striving to offer the right products and services. Determinants of store choice, customer loyalty and patronage behaviour have been widely studied across the globe. Therefore, a sheer volume of literature exists regarding food retailing. However, there is still vast scope for research in this field as the environment of retailing is in a constant phase of change and the emergence of new store formats in USA and Europe have led to dramatic changes in consumer behaviour. This is particularly true and has significant effect on middleclass consumers in Bangladesh with the newly introduced ‘so-called’ supermarkets which are providing a completely new experience for those consumers offering sophisticated customer service, a wide and assorted variety of goods, pleasant ambience, spacious layout, quality imported and branded products and provision for other western life style facilities. Although there is some research on retailing in other Asian counterparts, there has been very little research in Bangladesh. The retailing industry in Bangladesh is very fragmented and underdeveloped. The so called European 1 2006 EABR ETLC Siena, Italy style new superstore format has emerged in this sector only in the last few years so this sector of retailing is in an early phase. Therefore, it is of paramount importance for retailers in Bangladesh to know the attributes that appeal to their customers in order to satisfy them. Thus, this study sets out to examine the degree of consumer’s loyalty in Bangladesh among consumers. RETAILING IN BANGLADESH Bangladesh is predominantly a traditional, poor society, where about 90% of the population is Muslim; other groups represented are Hindu, Christian, Buddhist, and other minorities. Per-capita income is about US$ 380 (Gain Report, 2004). The population has grown from 42 million in 1941 to133 million in 2002 (Bangladesh Bureau of Statistics, 2003) making it the 9th most populous country in the world (Bangladesh Bureau of Statistics, Dec. 2002). Retailing industry in Bangladesh is fragmented and undeveloped. Even compared to its South Asian counterparts, Bangladesh is behind in terms of development, structure and organisation. However, the last several years has witnessed dramatic changes, especially in food retailing industry. This is due to the effects of globalisation, economic and trade liberalisation, changing patterns of consumers’ shopping behaviour, substantial increase of middle class consumers and the government’s liberal attitude towards foreign imported food products and growth of organised superstores. Bangladeshi food retail sector is dominated by traditional shops, and this traditional food distribution system is through so called `wet markets` which sell fruits, vegetables, meat and fish together with small food stores which sell dry foods. The traditional retailing has been established for some centuries. But its expansion is keeping pace with rapid growth of economy, intense competition, population growth and changing consumption patterns. All these changes led to dramatic changes in the structure of the food retailing sector. Thus modern superstores, supermarkets, convenient stores, one stop stores and multi-store complexes developed to service the growing middle class with their demand for more sophisticated food stores and greater varieties of products, many of which were imported, especially in major cities. Thus organised retail sectors are facing competition from traditional unorganised huge retail outlets. This is due to their distinctive characteristics which are not quality related but rather price related. Most of the traditional shops are unorganised, do not have proper employee structure (normally â€Å"mom and popâ€Å" shops run by family members), have negligible real estate, no external or underpaid labour costs and no or little taxes to pay. Consumer’s familiarities run from generation to generation and thus they have a strong relationship with most of the customers who are normally local. Therefore customers may have the opportunity to buy any products on credit and pay every month or every week. You read "Shopping Behaviour: Bangladesh" in category "Papers" Thus prices are always less, although quality is not guaranteed and no or few imported products are available. This is again due to the socio-economic group of the middle and lower class which is more sensitive to price rather than quality. On the other hand the organised retail sector is incurring higher costs due to various cost pressures. A substantial proportion of their products are imported and good quality, they employ high calibre employees with consequently high labour costs, have bigger premises and so offer more comfort and value for the customer. However, this growth and expansion was not structurally organised due to lack of attention from government and public. The retail industry in Bangladesh was never before perceived positively as a sector until recently. Therefore there is no or very limited market data available on this sector, but various secondary sources indicate that the turnover of the food retail sector in Bangladesh could be US $ 12-14 billion and the number of retail grocery shops could be around 1 million (Gain Report, 2004). According to the same report, Retail is one of the biggest sources of employment (12%) and it contributed 13% to Bangladesh’s GDP in 2001 / 2002. The organised retail sector (i. e. arge supermarkets) is new in Bangladesh and started to appear less than 5 years ago. Within this short time period it has attracted investors, developed positive perceptions among the public and created government attention. Now it is growing dramatically. The share in terms of volume and value in the organised retail sector of Bangladesh is 49. 60% and 18. 5% in 2003 (post market survey, 2003). To date there are 2 2006 EABR ETLC Siena, Italy about 30 stores of this kind operating in the country, the majority of which are located in Dhaka and this sector makes up 1% of the total retail sector in Bangladesh. Ownership of all major superstores is private and limited, owned by local retailers except one which is a joint venture and another in Australian ownership. However, the concept of international retailing is at a very early stage in Bangladesh. According to Alexander (1997) â€Å"international retailing is commonly assumed to concern retail operations, owned by a single company in more than one countryâ€Å". There is no evidence of the physical presence of international large retailers in Bangladesh except one or two of medium size. Traditional shops like small roadside shops accounted for 75% of the retail sector and these shops are visible throughout the country (Gain Report, 2004). They are very small and no foreign or imported products are available except in some shops located in urban or suburban areas where consumers can buy relatively high quality products from neighbouring countries (i. e. India and Burma). These products are imported through mainly unauthorised channels. As these types of small shops are mainly family owned and run, they do not incur huge costs and also are not high quality. Shop sizes are normally 30-100 sq. feet. They open for long hours and consumers can bargain with the sellers in order to lower the price. Other types are typified as Municipal Corporation Mini-Market and mainly found in semi-urban or urban areas and these are under Municipal Corporation ownership. Shops are generally arranged by product or service categories such as fish market, meat market, vegetable market, groceries etc. This category represents 20% of the retail market (Gain Report, 2004). Most of the shops sell imported and quality products although their appeal is limited to only the middle-class or high class consumer market due to the cost factor. Products are acquired by wholesalers and importers. The third category of shops is convenience or departmental stores. These stores are relatively large and offer good quality domestic and imported products. Normally visible in urban areas they represent 5% of the retail sector (Gain report, 2004). Due to their quality and brand name these stores are always expensive and a large proportion of the population cannot afford their products. They are therefore strictly limited to upper-middle or upper class Bangladeshis and foreigners residing in major cities, especially Dhaka. Their products are acquired from importers and distributors with adequate storage facilities and sometimes topped-up by local suppliers. Finally, over the last few years another sophisticated retail format has appeared in the retail sector in Bangladesh; these are organised, developed and more structured which are supermarkets or the organised retail sector which at the moment represent less than 1% (Gain report, 2004). This sector is very young and is in its early stage of development, mainly visible in major cities (i. e. Dhaka, Chittogong). These are large retailers and sell very high quality products, mainly imported goods. Less than 5% of total food consumption comes from this outlet. There are at the moment around 30 superstores and most of them have only 1 outlet except AGORA and PQS with 2 outlets. GROCERY STORE LOYALTY: A LITERATURE REVIEW In today’s competitive environment to compete with competitors and sustain in business all organisations are investing resources to create loyal customers by offering superior products, superior services to increase customers repurchase intentions, their commitment towards the organisations and satisfy customers needs and wants. A satisfied customer has positive post-purchase behaviour which leads to him/her positive attitude and commitment towards the organisation. A committed customer is always remaining with the company for longer term. An unsatisfied, non-committed customer defect from the company. This is more paramount case in retailing scenario where organisations are making paper thin profit. As Huddleston et al (2003) pointed out that â€Å"to survive in today’s competitive markets food retailers must create and maintain a loyal customer base. Omar (1999) has emphasised that store loyalty is the single most important factor in retail marketing success and store longevity. A review of literature by Jacoby Chestnut (1978) indicates that much of the initial research emphasizes the behavioural aspect of loyalty, after a period when the majority of researchers measured loyalty as a pattern of repeat purchasing (Oliver, 1997). However, Cunningham (1956) in early stage of behavioural aspect of loyalty stated that store loyalty concept derived from brand loyalty with respect to tangible 3 006 EABR ETLC Siena, Italy goods. Current loyalty literature indicates that there are two dimension of store loyalty: Attitudinal and behavioural dimension. Behavioural dimension is measured by proportion of purchase of a specific brand, while attitudinal loyalty dimension is measured by psychological commitment to the target object (Caruana, 2002). There are various advantages for retailers to have loyal customers. As stated by Huddleston et a l (2003) customers loyalty can yield favourable operating cost advantage for retailers. Further they have stressed that obtaining new customer costs five to six times as much as retaining current customers. Loyal customer can increase their purchase spending, low costs for retailers for obtaining new customers, price premiums and customer longevity. Dick and Basu (1994) proposed that brand plays a special role in generating repeat purchase. Food Business News defined customer loyalty more concisely as `creating the strongest possible relationship between the retailer and customer, so that people feel they will miss something if they go to another store. However, Sivadas and Baker-Prwewitt defined loyalty as â€Å"to get customers to recommend a store to othersâ€Å". Odekerken-Schroder et el (2001) defined store loyalty as â€Å" the conscious buying behaviour of a consumer expressed over time with respect to one store out of a set of stores and which is driven by commitment to this store. Huddleston et el (2003) have conducted a study in mid-western US city with six focus group in order to define store loyalty by respondents and also they have investigated respondents likes and dislikes of a preferred food store. Respondent’s likes and dislikes relate to identify factors associated with repeat and loyal purchase behaviour. The conceptual framework of this study was based on Dick and Basu (1994) which conceptualises loyalty as the relationship between relative attitude towards a brand and patronage behaviour. The study identified preferred convenience attributes such as store location, familiarity with store layout, one-stop shopping and being able to get in and out in a hurry. Product related attributes are: product variety, good store brand, fresh produce and meats, making bulk item available and carrying general merchandise. The study also identified environmental attributes such as cleanliness, aisle width, layout and friendly clientele. Noise from announcements and music, small or narrow aisles, too hot or too cold temperatures, bad odours from bottle returns, big size of store, too busy and crowded and layout changes been selected by respondents as negative attributes. Huddleston et al (2003) pointed out that store commitment as a necessary condition for a store loyalty. Without commitment customers are spuriously loyal. Another study conducted by Koo (2003) among Korea Discount retail patrons to examine the interrelationships among store Images, Satisfaction and Store loyalty. How store images can influence consumers satisfaction and how consumers satisfaction can influence store loyalty. The conceptual model developed by Koo (2003) indicates that various discount retail characteristics have positive influences on attitude towards a discount retail store which leads to store satisfaction and this leads to store loyalty. Also it stresses that Discount retail store (DRS) attributes have a positive impact on store satisfaction. Thus create store loyalty. He developed six hypothesis based on his conceptual model. The research identified four store images such as Store atmosphere, employee service, merchandising and after sales service have significant impact on attitude, while location, convenient facilities and value have no impact on attitude. The research findings support Bloemer Ruyter (1998), but it is contradictory to You et al (1998) who in their study showed that only location has a significant effect on attitude. Findings also partially support that store images (i. e. tore atmosphere and value) have a positive impact on store satisfaction, while location, convenient, after sales service and merchandising have not significant impact on store satisfaction. This support Bloemer Ruyeter (1998), Kumar Karande (2000), Thang Tan (2003). Study further have identified Location, after sales service and merchandising have significant impact on store loyalty which contradict Bloemer Ruyeter (1998) who ide ntified that there is no direct relationship between store image and store loyalty, but an indirect impact on store loyalty through satisfaction. Koo 92003) concluded that the overall attitude towards discount retail has the greatest impact on store loyalty, followed by location, after sales service and merchandising. In Korean discount retail store environment his study indicates that store image and location are important factors in attracting patrons to the store. Furthermore, it indicates that satisfaction has an insignificant positive effect on store loyalty. 4 2006 EABR ETLC Siena, Italy Jacoby and Chestnut (1978) defined store loyalty as â€Å"the biased (I. e. non random) behavioural response (I. . revisit) expressed overtime, by some decision making unit with respect to one store out of a set of store, which is a function of psychological (decision making and evaluation) processes resulting in brand commitment. However critical part of store loyalty is seen by Bloemer et al (1998) is store commitment which is a necessary condition for store loyalty to occur. They further stresses that a loyal customer is committed a nd that commitment arises from sharing explicit and extensive decision making as well as evaluative processes. Limited and non explicit decision making and evaluation process can leads to consumers not become committed to the store. Therefore they are not loyal. Based on store commitment they have defined a degree of store loyalty as true store loyalty and spurious store loyalty. CUSTOMER SATISFACTION TO CUSTOMER LOYALTY Customer satisfaction can be defined in many ways, one of which is â€Å" a person’s feeling of pleasure or disappointment from comparing a product’s perceived performance (or outcome) in relation to his or her expectations (Kotler, 2000). Bloemer et al (1998) also support this definition which states that satisfaction is occur through a matching pf expectation and perceived performance. Bloemer et al (1998) have identified two different types of satisfaction: manifest and latent satisfaction. Manifest satisfaction is the result of an evaluation which is well elaborated on where as latent satisfaction is the result of an implicit evaluation which is not elaborated on (Bloemer et al, 1998). Customer satisfaction positively influences customer retention, and increasing repeat sales (Anderson, Claes Lehman, 1958). Moreover, `satisfaction level is a function of the difference between perceived performance and expectations` (Kotler, 1994). If the performance falls short of expectations the customer is dissatisfied. If the performance is exceeds expectations, the customer is highly satisfied. `High satisfaction may create an emotional affinity with the brand, not just a rational preference and this creates high brand loyalty (Kotler, 1994). Even if the customer is not highly satisfied, still from behavioural aspect of brand loyalty, the customer can be brand loyal. This can occur if no other alternative is available or may be alternatives are of a higher price which the consumers can not afford or if the customer’s purchase power is limited. Bloemer et al (1998) were conducted an empirical study in major Swiss city in the German-speaking part of Switzerland to establish relationship between Image, satisfaction and loyalty by developing three hypothesis. Hypothesis 1 examine whether positive relationship between manifest satisfaction and store loyalty is stronger than the positive relationship between latent satisfaction and store loyalty. Hypothesis 2: store image has a direct positive effect on store loyalty and hypothesis 3 examines the indirect positive effect of store image on store loyalty through store satisfaction. Their findings indicated that the relationship between store satisfaction and store loyalty depend on the type of satisfaction and tested all three hypotheses positively. However, the study conducted by Huddleston et al (2003) indicates that satisfaction does not imply commitment to a store either; many respondents stated that they could be persuaded to shop elsewhere. However, Heskett (2002) suggests that customer satisfaction is the lowest level from the five levelhierarchies of customer behaviours. Others customer behaviours are: mere loyalty (repeat purchase), commitment (willingness to refer others to a product or service), apostle-like behaviour (willingness to convince others to use a product or service) and ownership. Nevertheless, Sivdas and Baker-Prewitt (2000) pointed out that satisfaction influences relative attitude, repurchase and recommendation but has no direct effect on store loyalty. According to Sivdas and Baker-Prewitt (2000), service quality directly affects both relative attitude and satisfaction and that satisfaction affects relative attitude. Both relative attitude and satisfaction influence the likelihood of recommending but only satisfaction plays a part in influencing repurchase. Study further indicates that there is no direct relationship between relative attitude and repurchase and both relative attitude and satisfaction have no direct impact on royalty. Thus, it appears that relative attitude and satisfaction which is influenced by service quality can influence customer recommendation which leads to both customers repurchase and loyalty. Sivadas and baker-Prewitt (2000) study support Oliver’s model of loyalty in a store loyalty context. 5 2006 EABR ETLC STORE IMAGE AND CUSTOMER LOYALTY Siena, Italy Existing literature indicates that store images have critical impact on store loyalty (Bloemer Ruyter, 1998). Theoretical foundations of store images are found in theories of brand images (Koo, 2003). Store image or store attributes have significant influence on satisfaction. Store image is defined as the complex of a consumer’s perceptions of a store on different (salient) attributes (Bloemer and Ruyter, 1998), or a given consumer’s or target market’s perception of all of the attributes associated with a retail outlet to create and maintain a level of storeservice provision or quality for the store loyalty (Keaveny and Hunt, 1992; Lascu and Giese, 1995). The competition and increasing customer expectations have created a climate where â€Å"quality is concerned to be a major strategic variable for improving customer satisfaction (Smith, 1990). Lucas, Bush and Gresham (1994) said that decision to visit a particular store can be influenced by many factors, understanding such factors and building them into store operations can increase the profitability of gaining customer loyalty. They had identified the nine basic motives for the store selection includes: general store characteristics, physical characteristics of the store, convenience, merchandise, prices, store personnel, in-store effects, customer service and advertising. They had also identified the five motives for patronising ervices which include: quality of service provided, appointments, reasonable fees, waiting areas, attitude of service provider. Early studies of store images are closely related to the multiattribute model. Lindquist (1974) defines store images as a â€Å"structure of some sort that is tying together the dimensions that are at workâ€Å" and conceptualises store images as nine key attribute categories: merchandise, service, clientele, physical facilities, transaction satisfaction, promotion, store ambience, institutional factors and post transaction satisfaction. By combining retail marketing mix elements Ghosh (1990) identified eight elements of store image. These are location, merchandise, store atmosphere, customer service, price, advertising, personal selling and sales incentives programs. Customers may have different perception for different stores and different store may apply different attributes to attract different types of customers in different times and in different locations. Store images may differ between smaller and larger stores. A study conducted by Mitchell and Kiral (1998) found that there are differences between primary store loyal customers perception of their store and secondary store loyal customer perception of that store. This view is support to Hansen and Deutscher (1978) proposition that store attributes vary by store types. Mitchell and Kiral (1998) in their study they have asked 30 shoppers to identify which store attributes they use in Manchester at two grocery stores (e. g. Tesco and Kwick-save). They have identified three factors associated with customer perception and these are: Quality, Time and convenience, value. Tesco customer perceived quality, convenience and value factors in that order of importance while kwick-save customer perceived quality, value and convenience when considering Tesco. Theoretical base for modelling the grocery store loyalty After behavioural perspective on loyalty majority researchers measured loyalty as a pattern of repeat purchasing. The most relevant of the models for measurement the grocery store loyalty is Oliver’s four-stage loyalty model (Oliver, 1997). Oliver’s four-stag loyalty model produced in 1997 in a simplified form and suggests that customer loyalty progresses in four phases, with each phase representing a greater degree of loyalty. Four stages are: cognitive loyalty, affective loyalty, conative loyalty and action loyalty. Figure: The Oliver’s four stages of loyalty model COGNITIVE Cost and benefits AFFECTIVE CONATIVE ACTION *Frequency of shopping Relative attitude *Recommendation *satisfaction *Repurchase intentions Cognitive Loyalty: At this stage consumers are more concerned about quality and prices of the products and services and this is why they patronise the store rather than other stores. However, at this stage loyalty may not be that strong because consumers can defect from that store and move to another store if they perceive it as a better 6 2006 EABR ETLC Siena, Ital y option. So, service quality evaluation can be taken as a good indicator of their cognitive loyalty. To understand Bangladeshi consumers’ cognitive loyalty three questions were selected to measure this category of loyalty. Affective Loyalty: At this stage consumers’ loyalty is based on relative attitude towards the store and satisfaction gained. The relative attitude is the result of their previous loyalty based on cognitive loyalty. Therefore relative attitude and satisfaction were used as independent variables to measures consumers’ affective loyalty towards the store. There are 26 question in nine categories selected to measure affective loyalty. Categories are: convenience of store location, convenience of service provisions, congestion, cleanliness and store atmosphere, variety of ranges, shopping difficulties, travel difficulties, unfamiliarity and degree of customer service from sales personnel. Co-native Loyalty: Having a relative attitude towards the store and being satisfied with the store a consumer will hold a commitment to buy there, so repurchase intentions will be increased and consumers are willing to recommend to others. Two questions were selected to measure a consumer’s co-native loyalty towards the store. Action loyalty: This is the final stage of a consumer’s loyalty. With this loyalty a consumer will be retained with the store thus leading to frequency of shopping there. Therefore, one simple question was asked to consumer to measure this loyalty. RESEARCH METHODOLOGY The research was based on selecting three (3) leading grocery retailers from Bangladesh. Stores were selected based on market share and length of operation. In order to understand consumer loyalty in Bangladesh Oliver’s four stage of loyalty model (Cognitive loyalty: consumers consciousness with cost and benefits; Affective loyalty: Consumer conscious with satisfaction; Co-native loyalty: consumers recommendation to other people and repurchase behaviour and Action loyalty: consumers’ frequencies of store visits) were adopted. Data were colleted using a random sample of consumers. The data and information were collected from selected grocery stores in Bangladesh. Consumers who have significant knowledge of the topic were identified and selected at random for questioning. Interviews were conducted face to face on exit from three selected superstores to capture the attitude and experience of consumers who had just purchased grocery items. The choice of face to face interview was in order to get high response rate and reduce the response bias. A low response rate is a common problem with self-completion questionnaires and can be subject to response bias, especially in that people with reading and writing difficulties are less likely to respond (Robson, 2002). Furthermore, the refusal rate for face to face interviews is very lower than the non-response rate for postal questionnaires. A sample of 50 consumers in each store (3*50) making a total of 150 food shopping consumers from the three (3) selected stores in Bangladesh were selected. However, 10 subjects were not included due to incomplete answers. It is logical that the larger the size of the sample, the greater is the precision or reliability when research is replicated (Saunders et al, 1997). But constraints on time, manpower and costs influenced decisions on sample size in this study. The sample size was found to be representative for the store population. A study conducted by Bloemer and Ruyter (1998) in a major Swiss city in the German-speaking part of Switzerland used only 153. The current market leaders in grocery retailing in Bangladesh include-Agora, Nandan, and Value Plus were selected as samples for investigation. DATA COLLECTION AND ANALYSIS Data were collected in early March 2005 by trained interviewers throughout the week. In order to reduce possible shopping patterns biases all interviewers used stratifying interviews across the time of the day (morning, early afternoon, and late afternoon) (Odekerken-Schroder et al, 2001) and weekend (Thursday and Friday). As a Muslim populated country Friday is the official holiday and Thursday normally half-day off. But special consideration were placed on weekend and evening when most of the people are going for shopping and this time always busy. All interviews were last for maximum of 12 minutes. 7 2006 EABR ETLC Siena, Italy After collecting data from the field data were coded and analysed by using SPSS version 11 software programmes. Quantitative analysis was used to understand the degree of store loyalty. RESULTS The main findings were: Cognitive Loyalty Cognitive loyalty factors are associated with cost and benefits and three statements were asked to consumers concerning cost and benefits. The mean average of consumers was 3. 94 and SD was 0. 929. These refer to the grocery consumers in Bangladesh conscious with cost and benefit when they were shopping (on a scale rating from one to five). In this category, the first question was ‘If a store provides a better price, I am going to buy from the store’, the mean averages and SD of the consumers replies was 3. 77 and 0. 876. The second question was `If any store provides better quality, I am going to buy from that store`. The mean average and SD was 3. 92 and . 953. The third question to understand the degree of consciousness towards cost and benefits was `I am always concerned about price and quality`, the mean and SD for this was: 4. 13 and 0. 958. Table: Cognitive loyalty Cognitive loyalty factors If a store provides a better price, I am going to buy If any store provides better quality, I am going to buy I am always concerned about price and quality Total Mean 3. 77 3. 92 4. 13 3. 94 Std. Deviation . 876 . 953 . 958 0. 929 Affective loyalty The mean average was 3. 98 and SD was 0. 892 . These results indicate that consumers in Bangladesh conscious with satisfaction when they did shopping. In this category total 25 statements were asked to consumers with nine specific factors. These factors were: convenience of store location, convenience of service provisions, congestion, cleanness and store atmosphere, variety of ranges, shopping difficulty, travel difficulty, unfamiliarity and customer service by sales personnel. These factors were chosen to understand consumer’s relative attitudes the store and satisfaction 8 2006 EABR ETLC Table: Affective loyalty Affective loyalty factors Parking facilities Convenient location Inside the store temperature Good place for shopping with children Credit card payment Opening and closing times Visually appealing interior Good customer service Duration of checking out time Convenient to move around Atmosphere of the store is good Cleanliness of the store Pleasantness of the place Variety of items Variety of branded items Quality variety of imported products Overcrowded in the store Long waiting time at the checkout Transportation is inconvenient Much time effort for parking a car I am familiar with store layout Familiar with the store since I used to shop here Has presentable sales personnel Has sales personnel who show a sincere interest Has sales personnel who are willing to help Total Mean 3. 89 4. 06 4. 21 3. 86 3. 66 3. 86 4. 02 4. 46 3. 46 3. 89 4. 46 4. 60 4. 59 4. 51 4. 49 4. 37 3. 12 3. 8 3. 21 3. 29 3. 32 3. 49 4. 37 4. 37 4. 37 3. 98 Std. Deviation . 874 1. 098 . 747 . 878 . 845 . 878 . 809 . 723 . 932 . 972 . 661 . 644 . 710 . 735 . 791 . 924 1. 042 . 916 . 956 . 834 . 984 1. 083 . 733 . 743 . 752 0. 892 Siena, Italy Co-native loyalty Two questions were selected to measure consumers’ co-native loyalty towards the store. At this stage consumers must have a positive attitude and commitment towards the store and thus create repurchase intention. Based on customer’s satisfaction they tend to recommend their friends and relatives. Findings indicate that satisfied consumers are likely to recommend their friends and repurchase. The first question was `how likely would you be to recommend`, where the mean average and SD were: 4. 35 and 0. 709. The second question was `how likely would you be to purchase at this store`, giving a mean average and SD of: 4. 17 and . 831 respectively. Table: Co-native loyalty Co native Loyalty factors How likely would you be to recommend How likely would you be to purchase at this store Total Mean 4. 35 4. 17 4. 26 Std. Deviation . 709 . 831 . 776 Action loyalty This is the final criteria of Oliver’s loyalty model which indicates that having fulfilled all previous stages at this stage consumers tend to retain their connection with the store so leading to continued frequencies of shopping. Only one simple question was asked to measure consumers retention and that was `how often do you purchase at this store`. The mean average and SD were 3. 47 and 1. 305 9 2006 EABR ETLC Table: Action loyalty Action Loyalty factor How often do you purchase at this store Total Mean 3. 47 Std. Deviation 1. 305 Siena, Italy DISCUSSIONS The survey results indicate that Bangladeshi food consumers are conscious of the cost and benefit (Cognitive loyalty), are conscious with satisfaction (Affective loyalty), satisfied consumers are likely to recommend their primary super store to their family and friends (Co-native Loyalty) and also they have frequencies of visit (Action Loyalty). Table: Level of food consumer loyalty in Bangladesh Stages of loyalty Cognitive Affective Co-native Action Store loyalty Conscious with cost and benefits Conscious with satisfaction Likely to recommend to their family and friends Have frequencies of visit Consumers respond differently in every country (Child, Heywood and Kliger, 2002), as international retailing has become an important feature of global distribution systems. This has been brought about through changing socio economic patterns, favourable political and cultural environments and a shift from manufacturing to service based economies (Quinn and Alexander, 2002). Although in Bangladesh the retailing environment is totally different from its counterparts the results indicate that Oliver’s four stages of consumer store loyalty model is still applicable. Consumers’ loyalty can be measured through cognitive, affective, co-native and action behavioural patterns. From the findings it is clear that consumers are very conscious with cost and benefits (cognitive loyalty). This is the basis to create a favourable attitude towards the store and through the process of providing store and service attributes consumers will be satisfied, thus indicating that consumers are conscious with satisfaction (affective loyalty). A satisfied consumer will tend to recommend to their friends and family the product and service they tend to buy from (Co-native loyalty) and at the same time their repurchase intention tends to increase (Action loyalty). CONCLUSIONS Store loyalty is a very important phenomenon for retailers to understand the underlying principles and antecedents in order to retain and acquire more customers. Loyal customers spend more money and at the same time recommend the store to their family and friends, thus bringing more customers and profit for the retailers. It is of paramount important for managers to identify the specific characteristics which can influence consumers to shop from their store. As characteristics of retailing environments are changing, along with consumer’s behaviour, patterns of choice and mode of shopping, retailers must respond quickly to those changes in order to sustain and achieve competitive advantage. The study looked at the degree of store loyalty by applying Oliver’s four stages of store loyalty model. The implications for management and retailers are that they must look closely at the kind of price and quality they are offering, as customers are more conscious with cost and benefits. Although this cognitive stage of consumers’ loyalty will not create a strong association with their commitment or favourable attitude, it does have positive impact on their next stage of loyalty behaviour which is the affective stage. To create a favourable attitude amongst consumers’ towards the store retailers must use specific service or product attributes. The research indicates that convenient location, good customer service, atmosphere of the store, 10 2006 EABR ETLC Siena, Italy cleanliness, quality and variety of imported products and good sales personnel are the major attributes to satisfy customers. Thus, to create consumers relative attitude and satisfaction which leads to co-native loyalty of consumers, where consumers tend to recommend to their family and friend and increase repurchase intention. If these three previous stages can be implemented appropriately, consumer’s frequency of shopping will increase. Organised retailing in Bangladesh is in the introductory phase of development. Competition is virtually non-existent. However, growing health awareness is making consumers more quality conscious and imported food items are considered good quality, also a growing number of middle class consumers, due to their high income capacity can afford to purchase good quality imported products. Therefore, our results thus provide strategic justification for major retailers for continued investment in store image and targeting specific consumer groups with the right demographic variables. REFERENCES 1. 2. 3. 4. 5. 6. 7. 8. 9. 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Human Resource Management in Wordsmith

Question: Describe the issue in detail using relevant theories and frameworks. Explain why the issue needs improving in the organisation, make a case for change. You could include in your analysis a comparison of practice in your own organisation with industry best practice or with practice in another organisation? Answer: Introduction: The report aims at highlighting upon an organization named Wordsmith in Australia. It provides us with information about human resource management in general and that of in the mentioned organizational context. In the report, it has been discussed about an issue related to human resource management that the organization has been on the process of combating. The human resource challenge that is discussed and said to be faced by Wordsmith is that of lack of effectiveness in training and development of organizational workforce. It lays brief information about the organization and related human resource management issues. The information has been backed by relevant theories as well as frameworks. Suitable comparisons have also been drawn with that of other organizations in the same functional department. The report finally ends with a vivid conclusion and a suitable recommendation that state what strategies the mentioned organization along with its management must undertake and adopt to ensure effective training practices within the organization. Company Profile: Wordsmith organization is engaged in making products for human-driven analysis of real world data. It aims at creating the best user experience of the world to allow working with raw data, that which empowers individuals to ask as well as answer critical questions without the need to excel querying languages, command line, or statistical modeling (Sheehan, Fenwick Dowling, 2010). For achieving such objective, the organization builds platform to integrate, manage, and secure data. The company has been successfully performing in the competitive environment with increased effectiveness as well as efficiency. The human resource management has been quite efficient in its operations. Human Resource Management in Wordsmith: Professional engaged in human resource management at Wordsmith take up the usual functionalities of human resource management in general. They undertake important personnel decisions within organizational scope(Nery Kjerfve McLean, 2012). They are responsible to conduct ongoing training of members in different functional areas. Since human resource managers are meant to manage individuals from different backgrounds or qualifications, various challenging issues emerge out from time to time and these must be dealt with. Such issues may vary based upon its size, industrial concentration and urgency of situation. An effective strategy for organizational training is a key to bring about success in an organization. It often serves as an approach for developing organizational workforce, including that of an essential tool for successful recruitment as well as retention of workforce. One of the key challenges that a human resource department face is usually about the need to hire skilled and competent employees. Wordsmith being a large international company and has been growing quite well in Australia, is recently faced with this key personnel issue. Although it is a large Company, its employees seek for better opportunities outside the organization due to various motives (Mumford, 2000). Because of lack of adequate opportunities in the organization for its employees to grow and achieve excellence, employees have been leaving the organization in search of better opportunities. On research it has been identified that the key problem lies in the training aspects of employees. The managers at the respective department undertake various responsibilities to enhance employee loyalty as well as productivity. However, some issues exist that do not allow the organization to excel in the human resource management. It has been a normal practice within the organization after recruitment and selection, employees are not trained adequately. They lack enough skills and competencies in undertaking their respective jobs. This tends to decrease their motivation to take up challenging tasks and lead to organizational sustainability (Armstrong Stassen Templer, 2005). Lack of training sessions lead to waste of energy and resources allocated in the hiring process. Often it has been observed that within the organization, the low-performing employees spread a feeling of negativity about the firm. This potentially infects others as well as leads to overall downfall of potentials of the entire work culture. Due to the lack of effective performance management, the workforce fail to meet the objectives in due time. Role of Human Resource Management in Firms: The department is responsible for suggesting the management regarding the ways to manage strategically the employees as business resources. It includes management of recruitment of employees, coordinating their benefits, and also recommending employee training as well as development plans. Hence, the human resource professionals act as consultants in a way. They usually advise managers regarding several issues associated with employees and achievement of goals. Human resource management is greatly responsible for functions like collaboration, building commitment, and building capacity (Agarwal Kapoor(Kohli), 2013). The mangers collaborate with different professionals at organization to get various tasks performed in a planned and effective manner. Collaboration helps in quick deliverances of organizational functions. Human resource management plays the key role in building commitment among organizational employees. The department enables creation of capacity among the employees to m aintain effective inventory of organizational assets(Zafar, 2013). All strategic decisions undertaken by firms may possess important effects upon the organizational staffs as new recruits, retrenchment, and increased training may be needed. The senior human resource experts are placed at a position whereby they are required to several important decisions about managing human resources in an organization. In case of Wordsmith, it has been observed that the human resource department is engaged with several essential functionalities associated with human resources. However, the Company suffers from few drawbacks due to lack of effective planning and implementation of strategies. The key area of deficiency is training and development of employees (Adkins, 2005). The leaders, specially human resource managers must formulate and assess various strategies to adopt effective training and development strategies in order to counteract the difficult and crisis situation of Wordsmith related to aspects of training needs of the organizational workforce. Concept of Training in Organizations: All newly hired employees of an organization may or may not possess the essentially required skills and competencies related to particular tasks within an organizational culture. Once an organization hires employees for conducting business functions, the main aim must be vested in the need to provide these employees with increased quality of training and developmental sessions whereby employees would be thoroughly trained about the tasks they are meant to undertake at the organization (Baruch, 2006). Training provides the employees with the tool to conduct deliver their roles and responsibilities in the best possible manner. Organization must arrange for training sessions at regular intervals so that the employees are updated with the latest knowledge and skills. This is helpful for the organization to operate competitively and stay ahead of all its business competitors. Often, retraining becomes essential for restoring forgotten skills, or even to enhance present skills, or to acqui re more (Boon, Van der Klink Janssen, 2013). Training is considered to be one of the commonest issues which every human resource department is prone to facing, and also regarded as an essential requisite for employee development. Major Challenges: During the times of economic crisis, the human resource development department of Wordsmith faced some key challenges regarding the training and development of the workforce, beginning ensuring stability of increased performance of employees that helps in driving the firm till coaxing of success from untapped capable employees as well as underachievers(Tourigny Pulich, 2006). Development of Employee Potential This refers to the help that is provided to organizational employees in their capabilities to benefit the overall abilities of the firm tio perform effectively. The organization Wordsmith has been becoming stagnated and thereby constantly losing its ability to part itself from other rival or competitive companies (Westerman, 2001). The employees of the firm are unprepared to move upward direction within the company. This often leads the workforce to fail at promotions due to lack of improve career advancement. Managing Performance This is something more than providing encouragement to high performers. Often it has been observed that within the organization, the low-performing employees spread a feeling of negativity about the firm (De Cieri, Holmes, Abbott Pettit, 2005). This potentially infects others as well as leads to overall downfall of potentials of the entire work culture. Due to the lack of effective performance management, the workforce fail to meet the objectives in due time. This results in slowing down of wide progress. This often resulted in increased terminations and high training costs. Identification of High Potential Higher potential workforce are those who reflect the ability to perform most efficiently and contribute to a great level (Subramony, 2006). The organization as mentioned here lacks efficiency in identifying increased potential of employees. The human resource management department fails to adopt suitable strategies to identify potential workforce. Engaging Workforce Disengaged workforce exhibit a key challenge to productivity of workforce that may prove costly for several firms. This has been a key issue at Wordsmith(Frock, 2015). The managers fail to keep their employees engaged within jobs and this result in dissatisfaction among employees at their positions. The workforce is not encouraged thoroughly to deliver their best performances by staying engaged in organizational activities. Standard Effective Training Strategies: An effective strategy for organizational training is a key to bring about success in an organization. It often serves as an approach for developing organizational workforce, including that of an essential tool for successful recruitment as well as retention of workforce. Development of training strategies provides an organization a competitive advantage that would enable it to survive through the competitive future (Hardr Reeve, 2009). Such a plan needs to be precise, comprehensive, and that every organizational member needs to clearly understand it to ensure proper training facility at the right time. In case of Wordsmith, the higher authority needs to ensure proper planning and execution of a desirable training strategy as depicted below: Strategy: Step 1 The very first stage ensures that the organizational leaders including that of higher management must determine business strategies as well as mission statement. The goals as well as objectives of the organization are to be discussed thoroughly including that of needs of human resource. The management must meet with the head of the human resource management and its managers to discuss various needs of employee development. All previous files in the department are to be reviewed. Those identified human resource needs are to be discussed with operational managers as well. Step 2 The next step is to identify and analyze all training needs by contrasting with overall goals and needs of human resource within an organization. The gaps between organizational goals as well as employee development needs are to be discussed. Creation of training goals for meeting performance goals would be followed (Howell, Kirk-Brown Cooper, 2012). Then it is important to formulate particular learning strategies for overcoming performance gaps. Step 3 the next step demands developing training plan for narrowing of performance gaps. It is important to establish learning goals for individual training program. Programs are to be identified and that all members must attend to it. It is to be ensured that training is conducted in evaluation of every employee. A management system needs to be created which would allow administration, registration, and tracking of all programs related to employee training. Step 4 Management support is necessary to agree to implement such plans. Plans must be reviewed along with organizational leaders to achieve success. Every raising question is to be answered and all issues need to be resolves that are related to training needs. All material are planned as well as plans are finalized (Lai Wan, 2007). Step 5 The plan that is finalized needs to be scheduled as well as implemented. Resources for training must be identified, along with selection of training instructors and facilities. The training schedule must be distributed and reviewed with concerned managers as well as leaders. Conclusion: Thus from the elaborate study about the organization, it may be concluded that the organization Wordsmith along with its topmost management must act in good faith so that the employers may adequately consult with the employees and team members about various organizational changes that may impact the organizational workforce (Manoharan, Muralidharan Deshmukh, 2012). This has been deemed true in the issue of employee training and development process within the organization. The strategies need to be reviewed and revived in order to fetch the maximum benefits in favor of the employees of Wordsmith. The organization also needs to ensure that implementation of these strategies has effective positive impacts upon the workforce. One of the key challenges that a human resource department face is usually about the need to hire skilled and competent employees. Wordsmith being a large international company and has been growing quite well in Australia, is recently faced with this key personnel issue. Although it is a large Company, its employees seek for better opportunities outside the organization due to various motives. Because of lack of adequate opportunities in the organization for its employees to grow and achieve excellence, employees have been leaving the organization in search of better opportunities. Recommendations: Human resource management department may encourage growth by placing employees under a mentor with respect to their target position or move out of the comfort zone with increasing base of knowledge as well as experiences with sustainable growth. The department at Wordsmith must build a clear understanding of workforce, determining definite goals, maintaining timely reviews for creating effective communication that is essential (Liakhovitski, Stone-Romero Jaccard, 2008). Managers at Wordsmith must utilize effective assessment tools like maintaining topmost level of organizational competence, with consistent tangible outcomes which exceed expectations as well as leading to achievement of organizational goals for identifying highly potential employees. It must be bored in the mind of the organizational managers that ensuring constant engagement of employees in their jobs refers to increasing their comfort at their specific positions, and also engage the in further achievement of goals. It must be noticed by the managers that employees who are contented and happily engaged into tasks are more likely to progress at a faster rate. They in fact lead to increased production as well as effectiveness of organizations. The strategies need to be reviewed and revived in order to fetch the maximum benefits in favor of the employees of Wordsmith. The organization also needs to ensure that implementation of these strategies has effective positive impacts upon the workforce. References Adkins, C. (2005). Staffing organizations: A comprehensive applied exercise.Human Resource Management Review,15(3), 226-237. doi:10.1016/j.hrmr.2005.11.005 Agarwal, B., Kapoor(Kohli), N. (2013). Impact of HRM Practices on Employees Efficacy and Engagement.Trai. And Deve. Jrnl.,4(2), 169. doi:10.5958/j.2231-069x.4.2.018 Armstrong Stassen, M., Templer, A. (2005). Adapting training for older employees.Journal Of Mgmt Development,24(1), 57-67. doi:10.1108/02621710510572353 Baruch, Y. (2006). Career development in organizations and beyond: Balancing traditional and contemporary viewpoints.Human Resource Management Review,16(2), 125-138. doi:10.1016/j.hrmr.2006.03.002 Boon, J., Van der Klink, M., Janssen, J. (2013). 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Managing Creative People: Strategies and Tactics for Innovation.Human Resource Management Review,10(3), 313-351. doi:10.1016/s1053-4822(99)00043-1 Nery Kjerfve, T., McLean, G. (2012). Repatriation of expatriate employees, knowledge transfer, and organizational learning.Euro J Of Training And Dev,36(6), 614-629. doi:10.1108/03090591211245512 Sheehan, C., Fenwick, M., Dowling, P. (2010). An investigation of paradigm choice in Australian international human resource management research.The International Journal Of Human Resource Management,21(11), 1816-1836. doi:10.1080/09585192.2010.505081 Subramony, M. (2006). Why organizations adopt some human resource management practices and reject others: An exploration of rationales.Human Resource Management,45(2), 195-210. doi:10.1002/hrm.20104 Tourigny, L., Pulich, M. (2006). Improving Retention of Older Employees Through Training and Development.The Health Care Manager,25(1), 43-52. doi:10.1097/00126450-200601000-00007 Westerman, A. (2001). The Relation Between Corporate Training and Development Expenditures and the Use of Temporary Employees.Ethics Behavior,11(1), 67-86. doi:10.1207/s15327019eb1101_6 Zafar, H. (2013). Human resource information systems: Information security concerns for organizations.Human Resource Management Review,23(1), 105-113. doi:10.1016/j.hrmr.2012.06.01