Pvsyst Tutorial

PV-SYST Tutorials All the tutorials in this series will teach you how to use the basic functions of PV-SYST to design a PV system. This set of tutorials works through how to use the software in both preliminary and project design modes. The basis for this tutorial will be to design a PV system that fits on the area defined by the LDK roof of the model used in the Ecotect_Tutorial. A 30 day full functioning demo version of the program can be downloaded from the PV-SYST website.Figure 1 presents the opening screen for PV-SYST upon starting the program. From this initial window you can choose whether to undertake an analysis via â€Å"Preliminary design† or â€Å"Project design† mode. Figure 1: Opening screen for PV-SYST1. Start PV-SYST from Start>>All Programs>>PV-SYST. The icon for PV-SYST is presented to the right.2. Select â€Å"Preliminary Design† from the available options. This will bring up a new panel called â€Å"System†.3. Select â€Å"Grid-Connec ted† in the System panel. Then select OK to continue.4.A new pop-up window titled â€Å"Grid system presizing project† will appear, as presented in Figure 2. Click on the â€Å"Location† button to continue.5. A 2nd pop-up window will appear called project’s location. In the Project name call the file â€Å"PV-SYST tutorial location Melbourne†6. Under the â€Å"Location† heading change the â€Å"Site† entry to â€Å"Melbourne Meteonorm†.7. Leave the other default parameters, and click OK to continue. Note: In this preliminary design we are going to assume that there is no near or far shading on our designed PV system.8.In the â€Å"Grid system presizing project† window select the â€Å"System† button.9. This opens another pop-up window titled â€Å"System Specifications† Note: In preliminary design mode you have three options to design the system.System size can be set by 1) Active area; 2) Nominal Power or 3 ) Annual yield.Figure 2: Pop-up window Grid system presizing project 10. 11. 12. 13. Select Active area (m2) as the method to determine the system size. This will bring up a field titled â€Å"Area† enter the area 54m2. This is the area of the LDK roof. Enter 3 ° for tilt and 180 for Azimuth, i. e. ndicating that the roof is sloping towards south. Click the â€Å"Next† button to continue. Note: Within the â€Å"System Specification† window you can quickly view how your system causes losses in comparison to a system with optimum tilt and orientation.In this scenario the loss with respect to the optimum is 12. 2%. 14. In the next window of the â€Å"System Specification† wizard select the module type and specifications. For this tutorial select: a. Module Type: Standard b. Technology: Polycrystalline c. Mounting disposition: Facade or tilt roof d. Ventilation property: Ventilation . Click OK to continue. This will take you back to the â€Å"Grid system p resizing project window† 15. Select â€Å"Results† in the â€Å"Grid system presizing project window†. A new pop-up window titled results will appear. 16. The default results page appears as presented in Figure 3. From this window you can see the nominal power and annual yield from the system. 17. Click on the third graphical icon button (which looks like a table) located down the left hand side of the results page, as highlighted by the blue circle in Figure 3. This will bring up the results in table format. 18.The results page should now display the results on a monthly basis, for the level of insolation falling on a horizontal plane and on the tilted plane that you designed your system on (i. e. 3 ° sloping facing south). 19. The results also present on a monthly basis the output of the PV system. Note: the results for a PV system designed on 54m2 area at 3 ° sloping facing south achieves annual output of 6835 kWh. However an optimally designed system at 3 0 degrees tilt facing north can achieve an annual output of 7787 kWh for the same array area. Therefore our system has a loss of 12. % compared to optimal tilt and orientated system. Figure 3: Results page for â€Å"Preliminary Design† mode Project Design 1. Upon opening PV-SYST select the â€Å"Project Design† option under the â€Å"Option† heading. Note: If you are continuing from the following tutorial, close all the open windows to return to the main PV-SYST window that was presented in Figure 1. 2. Select â€Å"Grid-Connected† under the â€Å"System† heading and click â€Å"OK† to continue. This will bring up a new pop-up window pictured as presented in Figure 4. 3. If you wish to save a copy of your file, click on the â€Å"Project† button and fill in the respective details.For this tutorial we will not worry about saving any details. 4. Click on the Project Button then click on the â€Å"Site and Meteo† button. This will bring up a pop-up window titled â€Å"Project: Situation and Meteo†. Make the following adjustments: a. Country: Australia b. Site: Melbourne Meteonorm c. Meteo File: Melbourne_syn. met: Melbourne, Synthetic Hourly data. d. Click â€Å"Next† to continue. Then click â€Å"Ok† in the new pop-up window that appears e. Finally click â€Å"Back (Calculation)† to return to the main window. Figure 4: Project window for â€Å"Project Design† mode. 5. Click on the â€Å"Orientation† button 6.Within the Orientation pop-up window change the following parameters a. Plane tilt: 3 degrees b. Azimuth: 180 degrees c. Field Type: Fixed Tilted Plane. d. Leave the other parameters at default settings and click OK to continue Note: The horizon tool is used to designate shading elements that appear off in the horizon that will block out access to the sun. For example a hill or mountain may block out all the afternoon sun. For this tutorial there is no Horizon s hading. 7. Click on â€Å"Near Shading†. This element defines elements that are close to the PV array which can cause shading on the system. 8.In this tutorial we will construct a 3D scene to indicate the shading surrounding the PV system we want to put on the LDK roof of the Ecotect tutorial house. 9. Click on the â€Å"Construction/Perspective† button. This will bring up a drawing window as presented in Figure 5. 10. First we will draw a rough version of the LDK zone to place the PV plane. Select Object>>New>>Elementary Shading Object from the main toolbar menu. 11. Under the Parameters heading change the following elements: e. Shape type: Select â€Å"House, asymmetric roof† from the drop down box f. Width (DX): 8. 1m g. Length (DY): 7m h. Height at top: 2. 9m i.Roof 1 tilt angle: 3 degrees j. Roof 2 tilt angle: 3 degrees k. Roof 1 ratio: 0 m l. Click Ok to continue. This will put the building we just dimensioned in the modelling window. Figure 5: Constructio n/Perspective drawing window Note: You always need to check the orientation of any plane or building you draw. The building you just drew will have the slope pointing in the west direction. Click on the element you want to adjust, then select Object>>Position in scene from the main toolbar menu. This will make an object positioning toolbar active in the top right hand corner of the modelling window as presented in Figure 6.Figure 6: Building object in modelling window with object positioning toolbar active. 12. Within the â€Å"Object Positioning† toolbar change the Azimuth entry from zero to 90 degrees. 13. Next we will include the tree that causes shading. Select â€Å"Object>>New>>Elementary shading object† from the main toolbar. 14. Under the Parameters heading change the following elements: m. Shape type: Tree n. Medium-point height: 2. 7m o. Medium height: 2. 7m p. Low part height: 2m q. Trunk height: 2m r. Medium diameter: 4m s. Trunk diameter: 0. 5m t. Click OK to continue u. Move the tree position 11. 5m in the north direction and 3. m in the east direction 15. Next we will include the Neighbouring buildings that may cause shading. Select â€Å"Object>>New>>Elementary shading object† from the main toolbar. 16. Under the Parameters heading change the following elements: v. Shape type: Parallelepipede w. Width (DX): 11. 3m x. Length (DY): 11. 5m y. Height: 5m 17. 18. 19. 20. 21. z. Click OK to continue aa. Move the neighbouring building 12. 8 m east and 3. 4m south Repeat and create a second neighbour building 3m high, 10. 2m wide, 14. 1m long and offset 26. 77m west and 12. 3m south. Next we will draw in the PV Surface plane.Select â€Å"Object>>New>> Rectangular PV Plane† Under the collector plane heading change the following elements: bb. Nb. Of rectangles: 1 cc. Plane Tilt: 3 degrees dd. Width: 8. 1m ee. Length: 7 ff. Click OK to continue Adjust the Positioning of the PV plane to: gg. Tilt: 3 degrees hh. Azimuth: 180 degr ees ii. West: 7m jj. Height: 2. 5m Now you have detailed the plane the PV is located on and the elements that can possibly cause shading. Your drawing window should appear as presented in Figure 7. Figure 7: Shading scene for PV located on 3 degree sloping facing south 22. Select File>>Close.This will return you to the near shading window Note: If you already have a built shading file you can load it directly into the â€Å"Near Shading† window by clicking the â€Å"Open† button under the model library heading, and selecting the near shading scene. Only files that are located in the file location C:Program DataPV systDataShadings can be opened. 23. Select the â€Å"Table† button to generate the shading factors calculated from the model just built. Once generated close the window. 24. You can view the effects of the shading on an Iso-shading curve by selecting the â€Å"Graph† button located under the â€Å"Linear (rough) Shading Factor† heading.Fig ure 8 presents the results. 25. In the Near shading pop-up window select Ok to continue. Figure 8: Iso shading diagram from PV-SYST for the shading model built 26. In the Project window now select the â€Å"System† button. This will open up the â€Å"Grid system definition window† 27. In the â€Å"Grid system definition window† select â€Å"†¦or available area† as the method to define the system size. Type in 54m2. 28. In the â€Å"Project Design† mode you have the ability to select the actual brand, type and size of module you want in your system. 29. For this tutorial select â€Å"Sort Modules† by â€Å"Power†.The PV Modules are then ordered by Watt peak output and voltage. You can choose which ever module you would like to test for your system. For this tutorial, let’s select the SunPower 200Wp 34V Si-mono Modules. 30. The next step is to select the inverter. Sort the inverter list via Manufacturer and scroll down to th e top of the available Sun Power inverters. Note: PV-SYST can automatically determine the number of modules in series and the number of strings per inverter, and the number of inverters required, based on your module and inverter selection.It should be noted however, that the majority of combinations are not compatible. PV- SYST has a grey indicator box, as highlighted by the green square in Figure 9 that provides detail about your chosen combination. For example, if a message in red text is displayed, the combination chosen is not viable, i. e. The Sun Power models we chose in combination with 30kW 420-800V Sunways inverter achieve a message that reads â€Å"The inverter power is strongly oversized†. If a message in orange text is displayed, the combination is potentially viable, but there are likely to be better combinations. . e. The SunPower models we chose in combination with the 3. 3kW 195 550V SunPower inverter achieves a message that reads â€Å"The inverter power is slightly oversized† or with the 5. 2kW 240-450V Sun Power inverter achieves an orange message that reads â€Å"The array Vmpp at 60 °C is lower than the inverter minimum operating voltage†. The best combinations of PV modules and inverters occur when no message is received. For example the combination of the Sun Power modules we chose with the 4kW 195-550V Sun Power inverter. 31.Choose the Sun Power inverter that is rated at 4kW 195-550V SPR-4000x 32. This combination of PV modules and inverter results in a system that requires two inverters, with 7 modules in series and six strings. 33. Select OK to continue 34. In the Project window select the â€Å"Simulation† button. This will open the Simulation pop-up window. 35. Accept the default parameters and click on the â€Å"Simulation† button to begin the calculation process. 36. Click the OK button once the simulation calculation process is complete. This will bring up the Results window

The Early 1800’s, The Dawn of a New Era Had Begun

By the early 1800†³s, the dawn of a new era had begun. Family and home life was changing as well as the communities around them. There was a fast growing need to produce products like clothing, quickly and efficiently. This new era brought about the mechanical industry that created factories, which could meet this need. But who would work in these factories if the men were moving west? By the 1840†³s the necessity to find workers for these factories had produced major social changes-changes which carry on until today. Before this time, most all clothing was spun and woven in the home by women. But by the 1840†³s, most was produced in factories set up in what were referred to as mill towns. Lowell Massachusetts was one such town. This change created a whole new idea of what women†s duties were, domestic or money earning laborers? Women had previously only been seen as domestic and having one goal, that of being a housewife. Their move into town to provide a workforce for the clothing factories sparked controversy in many eyes. Some people branded them â€Å"mill girls† who were doomed and unmarriable. Others thought of them as adventurers, with the fancy of bringing new fashions, books and ideas home with them. But the statistics show the average working life at a Lowell factory was only three years. Many of the women who returned home were sick and never married, because they were characterized by â€Å"she has worked in a factory†. In the factories, women were looked down upon–seen only as people who flowed in to the factory day in and day out earning their keep, spinning and weaving for the rest of their lives. They were not worthy of earning an education, and were considered socially and intellectually inept. As time went by, the bigotry began to wear away. The factories flourished with women who had wisdom and potential. One man who visited one of the mills was noted to have bowed to all the women in the mill, This sign of respect was usually reserved for ladies whom society regarded as upper class. As time wore on, â€Å"mill girls† were eventually heeded as ladies, women worth of respect. Eventually, people started noticing that the â€Å"mill girls† were spending their free time bettering themselves. Many had circles of natural selection that allowed them to cultivate and stimulate their minds. They filled the churches, libraries and lecture halls. Many of the women were highly respected by clergyman and lecturers. They testified that the women†s spirits were high along with their intellect. Inevitably, women were encouraged to finish school and reach for goals. This shows a change in how women were perceived. They were no longer lone mill workers without anything to offer society; each was an individual with purpose and worth. Though this was happening, the conditions of the factories were not changing. The Lowell factories provided boarding houses for the women, each housing up to sixty girls. To onlookers, the houses were so charming that many came to visit just to see how the women lived. The perceptions of outsiders were that the women worked and lived in great conditions. They enjoyed their jobs and were hearty and content, but this was not the case. The women often worked twelve or more hours a day and were only allowed up to an hour and forty-five minutes for meals, depending on the time of year. The factories were not properly ventilated and poorly lit. Eliza R. Hemmingway recalls that at any given time six or more women were out due to illnesses. . Miss Sarah G. Bagley submitted the first petition to the Lowell Corporation that was signed by Mr. John Quincey Adams Thayer, and eight hundred and fifty others. This petition called for improvements in the overall working conditions within the factories. These demands for better conditions lit a spark that was the beginning of what is a modern day OSHA, a systematic law for all employers and employees. The corporation acknowledged that their demands were reasonable and considerable, but believed they were not the source for solving the problems the mill workers faced. They felt that the workers in a capitalistic system had their own bargaining power and were equal to management. As a result, the Massachusetts Legislature did not pass into law the provisions outlined in the petition. Around this same time poor immigrants started pouring into the United States by the thousands. They became willing workers, not complaining about conditions as the native workers did. Could this be why the corporation did not meet the women†s needs? The immigrants would be happy to take over the jobs for less money and in the same conditions. What does this say for the corporation? Were they steering away from caring the women working in their factories, or was it just easier to use immigrants? Or maybe, they feared the switching of women†s class and roles in society? They were not ready for women of independence and means. Regardless, society now had to deal with a more independent, self-assured working class woman. No longer needed to fill the entry level, low-paying jobs in the mills, and no longer interested in going back home to be homemakers, women entered society as productive members of the workforce. This transition is still taking place today.

Big Band Jazz

Across the world there are thousands of languages that we as people use to communicate with one another. Many of these languages have been developed out of others, therefore sharing similar dialects, accents, and in some cases even some words are very similar. Yet of all the languages that are spoken across the world, there is only one that is fluently spoken and understood on every continent, and that is the language of Music.Yet because this language is spoken in so many different parts of the world, in many cases the way it is spoken has a direct relation to when, ND where It Is spoken as well. This country has yielded many different types of music that have In turn, yielded different types of music. For example; from Bluegrass came modern country music, from Soul came RB and Neo-Soul, from Rock and Roll came alternative and punk rock. All of these different types of music are products of their surroundings at conception, but no other than Jazz could yield as dynamic and brilliant of a sound as Big Band Jazz.Following the rise of Dixieland Jazz in the sass was a new style performed by a large ensemble usually consisting of 10 or more players. These bands, called big bands, relied increasingly on saxophones instead of clarinets, and emphasized sectional playing. The overall Instrumentation was broken down Into three groups of instruments: brass which included trumpets and trombones, reed which included saxophones with players sometimes doubling on clarinet, and rhythm section which included the piano, bass, drums, guitar, and in later years, the vibes .Generally big band arrangements followed a standard form; the melody was played by the entire band In unison or harmony then the soloists would Improvise based on the songs elodea, style, and chord progression, and then the melody would be restated, sometimes in a varied or more elaborate way. The music performed by big bands was called swing, a type of music that people could dance to easily. It was performed in a triplet swing rhythm style. This energetic dance music was very popular for almost two decades, with the swing era extending through the mid sass. During this ti me, thousands of big bands played across the united States. They performed written arrangements of popular and Jazz songs, sometimes with a vocalist. Radio broadcasts spread Interest In big band music by bringing it into peoples homes. Ballrooms such as the Savoy and the Roseland in New York were extremely popular venues for hearing the latest big band sounds. Although often times they arent given credit, clarinetist Benny Goodman, trombonist Tommy Dorset, clarinetist and saxophonist Jimmy Dorset, trombonist and arranger Glenn Miller, clarinetist and saxophonist Woody Herman, pianist and composer Duke Elongating, were some of the pioneers of the Big Band sound.Although the emphasis in this style of music is mainly on instrumentalist, vocalist such as Billie Holiday, Ella Fitzgerald, Frank Sinatra, and Being Crosby often sung with many of these bands. Of these pioneers, none are as revered for contributing to the genre as William 1 OFF where he learned and became proficient at playing the piano. He began playing with professionals and ended up on a tour that had to go through Kansas City. It was there that Basis, and the rest of the musicians were stranded, and disbanded.After becoming acclimated to the Kansas City style, and play for with, and at different places and people, he started his own group. Count Basiss group became very popular for their rhythm section which was so tight that the soloist became known for their riffs. A riff is a short melody usually at a break, rest, or pause in the music. They are used to elaborate and fancy up the given melody of the piece. Inflections in the music such as his riffs shaped Basses sounds, and style. Another one of Big Bands pioneers who contributed greatly to the music, and especially to his times was Duke Elongating. Born Edward Kennedy Elongating and then later nicknamed Duke by one of his piano teachers, he like many other musicians darted learning and perfecting their craft at a young age. At the young age of seventeen he had dropped out of High School to completely dedicate himself to his music. After playing with and for people and musicians at different venues, he would eventually put together what seemed to him like the perfect group of players, and they called themselves the Washingtons (after Dukes birthplace; Washington D. C. Contrary to his recent failures at sustaining a sound the people liked with a group, the Washingtons were a hit, and became very popular. They had developed a Tyler all their own that had been labeled by the press as Jungle sound . From there he went on to form his orchestra which would end up playing regularly at the famous Cotton Club in New York City. Throughout his musical career he would compose, arrange, and rearrange literally thousands of works; some for solo instruments, some for bands and orchestras, and some for himself on the piano.He would be known for his style of writing for soloists inside of his groups, knowing their capabilities and strong points. He is also known for being able to adapt to the changing times unlike any of his contemporaries. Some of his most popular works include Dont get around much anymore, and the song that defined the era It dont mean a thing if it anti got that swing. Duke Elongating was the perfect example of how musicians then were Just as popular to the media and society as artists are today.He was kind, polite, and polished, and that added to his incredible musicianship made Duke Elongating one of the greatest and most favored musicians of his and all time. Although the Big Band/Swing era was dominated largely by instrumental Jazz, vocal Jazz would usher in new concepts as well. As early as 1926 the famous Louis Armstrong would drop the lyrics to one of his songs, and try out a new way of singing . This new way was a mixture of creating sounds and syllables and improvisational singing.This style would be called scat. Though Louis Armstrong invented this style, it is usually more closely associated, and didnt become popular until Ella Fitzgerald would begin to use it. Ella seemed to add dazzle to scatting and clearly defined it as a vocal improvisation using phonetic sounds similar to the instrumental sounds of Jazz . Other singers added to the early ideas of scat such as Sara Vaughn who was also key in bringing Jazz, and scat into the American home, with a number of radio and TV programs .Scatting would, like many other forms of jazz, become a favorite amongst musicians audiences, and helped shape Jazz into Through people like Count Basis and his riffs, Duke Elongating and his Jungle music, and Ella Fitzgerald and her scatting was Jazz defined during an era of turbulence in the country on many fronts. The Big Band Swing style was the dialect of language that Americans used to communicate with one another when we couldnt seem to use he English language efficiently.

Samsung's International Business Research Paper

Samsung's International Business - Research Paper Example Samsung is one of the largest manufacturers that are semiconductors. In South Korea, Samsung is the largest electronics company that dominates the electronic market in the country and its neighbors. The ability to dominate in the area was as a result of the high quality products that the company produced. The products were of great quality hence their increased demand (Davis and Guy 67). Being able to evenly dominate the electronic markets in the locality, the company has gained the loyalty from the customers thus being much easier for it to earn more profit that has propelled its extension to the rest of the world. Dominance of the company’s electronics especially the mobile phones bring about the growth and the development of the company’s brand name (Hill and Karen 89). Through the creation of an adverse environment for its products the company can now efficiently undertake its product manufacture without worries of whom; to be the consumers as they already has an existing market. In promoting the international business, the company has established various marketing strategies that have made it much more effective to operate in the foreign countries. The company’s ability to set several subsidiary companies is one of the greatest achievements in promoting international business. The subsidiaries found in most of the countries where they find it conducive to manufacture and assemble their products. The availability of skilled labor, raw materials and market are the major criteria used in selecting the suitable geographical location to set up their branch. The branches help in the satisfaction of customers in the different localities all over the world. Through the branches, the customer satisfaction is  usually attained. This is because; the clients can easily and efficiently get the products of their choice hence enhancing their loyalty through the

Current Assessment Practices for Evaluating Clinical Students Research Paper

Current Assessment Practices for Evaluating Clinical Students - Research Paper Example There are three types of assessment these include, student, program and system assessment. The student assessment is important as helps the assessor to find out what the students know. Assessors use assessment to find out what the student know to determine their knowledge on the field. This helps in determining the quality of skills and level of performance of the student. Student assessment also help to determine how the students carryout their work. Assessors also test the students’ level of motivation and effort towards their area of study. Program assessment is the form of assessment that determines the competency of a system in an institution. Program assessment improves the program and keeps helps the program to achieve its goal. Program assessment helps in determining areas that require extra instructional emphasizing. The assessment also helps the teachers to identify unsuccessful and successful teachings and methods. Instructions use analysis of students’ resul ts, observers, self-administration questionnaire, community survey and interviews of students and teachers to carry out program assessment. System assessment is a form of program assessment that is large scare based. One carry out program assessment, for example, in is a classroom but system assessment takes place in a whole school district or a large area of organization. In most cases, system assessment uses the third party constants. An excellent example of system assessment is the improving of curriculum that involves completely organizational area. An excellent example of assessment studies that many countries carry out is the assessment of clinical students. Overview and Critical Analysis of the Current Assessment Clinical students’ assessment is an assessment that teachers carry out to determine the competence of the students in the clinical field. Clinical students are important students in the society as they handle the sick. The education of the clinical students is , requiring right form of assessment as they deal directly with people’s lives. The form of assessment in the clinical field used to assess clinical students is strict. Clinical examination takes place at the end of placement consist of two clinical sessions. In these two sessions, the students engage with unseen and seen client. The examiners examine the clinical students using oral exams. The students engage with two examiners in each of the two sessions. The seen client is one whom the clinical student has an access for in 40 days of assignment. The unseen clients in clinics such as community clinic are those clients who visit the clinic for the first time. The unseen clients can also be those clients hospitalized for a long period or clients may be attending the clinic for a long period but seeing another therapist. The unseen session of the clinical student is a session that involves client’s first appointment at the clinic. In all occasions, there is informing of clients about the session, and agreement with student examination (McCarthy, 2011). The previous day to the examination, there is giving of some details on the unseen client to the clinical students. The information passed to the clinical student help them to reflect the initial life consultations in the language and speech therapy practice. The information on the unseen cli

Care of Toddlers Essay Example | Topics and Well Written Essays - 1750 words

Care of Toddlers - Essay Example It accounts for significant morbidity and mortality, especially in those with underlying cardiac or pulmonary disease. The etiologic agent is respiratory syncytial virus (RSV), an RNA virus whose growth appears to be primarily in the respiratory tract epithelium. Other viruses, such as influenza virus, adenovirus, and parainfluenza virus, can produce similar clinical states. Almost all children have been infected by RSV by the age of 3 years. The peak rate of hospitalization occurs at before 6 months of age. Both the diseases affect children below 1 year. In this paper, we have made a study of two toddlers, one affected by acute Epiglottitis and the other by acute Bronchiolitis both under the age of 6, for the similarities in their symptoms, diagnosis, and treatment and care requirements. Epiglottitis is an acute swelling of the glottic structures caused by bacterial infection. It is a true medical emergency and requires rapid, accurate diagnosis and treatment to avoid airway obstruction. Epiglottitis involves infection of the supraglottic structures, usually with Haemophilus influenzae type b (HIB). On rare occasions other pathogens are involved, including Streptococcus pneumoniae, staphylococcus aureus, -hemolytic streptococcus, and H. influenzae type a. Epiglottitis is has virtually disappeared in North America as a result of widespread immunization. The disease may rarely be caused by group A streptococci. Epiglottitis occurs throughout the year but is more common in the winter months. Eighty percent of infected children are younger than 5 years of age, with the peak incidence between 2 and 6 years of age. Since the institution of the HIB vaccine, the incidence appears to be declining, and epiglottitis currently accounts for only 1 to 10 of every 10,000 pediatric admissions. Older children may be affected by supraglottitis that is more indolent and is caused by group A streptococcus. There may be genetic and immunogenic factors which predispose individuals to invasive HIB disease. On the other hand, Bronchiolitis is an inflammation of the small airways that results in expiratory obstruction and wheezing. The term "bronchiolitis" is usually applied to an illness of young infants and children, characterized by respiratory distress and hypoxemia. Older children may also have wheezing with viral infections. Bronchiolitis is typically caused by respiratory syncytial virus (RSV). Other agents that have been associated with bronchiolitis include adenoviruses, parainfluenza viruses, rhinoviruses, and Mycoplasma pneumoniae. Transmission occurs primarily by direct contact with infected secretions. Viral shedding typically lasts 6 to 10 days. Attack rates among family members are 45 per cent, and transmission in daycare centers approaches 100 per cent among infants previously uninfected. Symptoms In the case of the toddler with acute epiglottitis, the symptoms might include acute illness with high temperature (often 39.5C+) and associated toxic state for less than 2 days, acute onset of severe inspiratory and expiratory stridor which is rapidly progressive. The child appears anxious, still, swallowing is painful and so there often is drooling of saliva. The child with epiglottitis presents with an abrupt onset of fever, sore

Constitutional Law Article Example | Topics and Well Written Essays - 3500 words

Constitutional Law - Article Example Parliamentary sovereignty has three elements: (1) Parliament can make any law whatsoever and no body or any court can question any Act of Parliament; (2) no Parliament can bind either itself or any of its successors; and (3) no limit can be placed on the territorial extent on any of the Acts of Parliament. The first of the elements is known as the Enrolled Bill doctrine. It states that the duty of the judiciary with regard to the statutes of Parliament is to analyze through the Parliamentary Roll and nothing more in addition to it and that the judiciary must give fundamental respect and conclusiveness over whatever acts of Parliament, especially if it is with regard to the statutes passed therein. The second main element is known as the implied repeal rule which states that subsequent Parliaments can expressly or impliedly repeal any previous passed statutes made by the present and past Parliaments for the reason that subsequent parliaments possess the same powers and authority to all prior parliaments that ever existed. Further stating that the implied repeal rule also shows that the past Parliaments cannot hinder future parliaments from exercising their legislative authority. The last main element is known as the territorial extent doctrine which emphasizes that parliament can enact statutes that are outside its territorial jurisdiction of the United Kingdom, such as the High-jacking Act of 1982, it states that high-jacking is punishable even if the crime is committed outside the territorial jurisdiction and sovereignty of the United Kingdom. Some limitations to this provision exists, such as that when the law requires that a certain procedure must be done in order that previously enacted statutes may be amended. An example is the requirement of a referendum among the people of Northern Ireland with regard to the concern of some of its territories. In the Manner and Form thesis it clearly defines the limits where the courts may intervene and even to point of invalidating an act of legislature such as with regard to those procedures and compositions but not on the area of its exercise of power. Therefore implying that it's power to change the law includes the power to subsequently change the law which will affect itself because the legal sovereign may impose on itself some legal restriction upon its acts. This is a contentious issues as long as the enrolled doctrine bill is in effect and recognizing both Parliament and the courts of law. Another big challenge to the Supremacy of the Parliament are the legal effects of the European Community which is incorporated in the UK legal system through the European Communities Act of 1972 and was asserted in the case law Mccarthys v Smith Jackson 3 (1979) 3 All ER 325 which states that specific Treaty as not only in aid of legislation and legal implementation but as having the force and effect of law which must be given priority over and above other national laws. Taking into consideration the Factortame cases which give the distinction as what kinds of repeals parliament can make with regard to treaties are concerned. This is shown in pertinent cases that parliament just cannot just impliedly repeal acts which have conflicts with the international treaties signed by the UK but may do so if there is an express repeal. As evidenced by a statute that was

Ben Bernanke - Federal Reserve Chairman Assignment

Ben Bernanke - Federal Reserve Chairman - Assignment Example Ben found himself being an American since his paternal grandfather immigrated to Ellis Island on January 23, 1891. They shifted from New York to Dillon in the 1940s (Snowdown, 2002). This paper will seek to discuss Ben Bernanke’s history, education, background, and policy at the Federal Reserve. When Ben was a young adult or teenager, he worked construction and as a waiter at a nearby restaurant within the surroundings of his hometown of Dillon prior joining college. In order to afford upkeep for himself while he was at school, he worked during summers along the South of the Border. Ben was a religious person who used to assist with rolling the Torah scrolls in Dillon’s local synagogue. Despite the fact that Ben keeps his religious beliefs private, a close friend Mark asserted that, Ben embedded in who he is. This factor had his family concerned as they worried about him losing his Jewish identity (Snowdown, 2002). Education Ben Bernanke received his elementary educatio n at East Elementary, joined Martin Junior High, and then Dillon High School. Additionally, he played saxophone in the school’s marching band. Following the fact that Dillon High School did not offer calculus at that time, Ben resolved to teach it to himself. Surprisingly, he happened to achieve a SAT score reading 1590 over 1600. Given his tremendous performance, he joined Harvard University where he resided under the same roof with Lloyd Blankfein who would become the Chief Executive officer of Golden Sachs in the future. Bernanke graduated with a Bachelor of Arts in economics in 1975. From there, he went to study at the Massachusetts Institute of Technology where graduated in 1979 and received a doctorate philosophical degree in economics. This took place upon completing and defending his so-called dissertation long-term commitments, the business cycle, and dynamic optimization (Singleton, 2010). Bernanke had a thesis advisor named Stanley Fischer who would later become th e governor of the Bank of Israel in the future. Still on education, Ben Bernanke also taught at the Stanford Graduate School of Business beginning 1979 to 1985. Besides visiting the University of New York partly as a professor, he also went ahead to assume a part time professorate at the Princeton University in the Economics Department. Matters of education or academics revolved around his life as he chaired the Princeton University Department of Economics from 1996 to September 2002. However, his long-term related life around schools ceased when he left for a public service leave where he resigned his outstanding position at Princeton University on the first day of July in 2005 (Singleton, 2010). Background Ben Bernanke used to serve among members of the Board of Governors of the Federal Reserve System as from 2002 until 2005. Ensuring his essence within the board, he delivered his first speech entitled Deflation that outlined what contemporary econometrics today refers to as the B ernanke Doctrine. As a Reserve System Reserve board member, he stipulated, on 20 February 2004, that the world is experiencing new era that he termed as the Great Moderation. He expounded that this is a situation where modern macroeconomic policies are decreasing the business cycle’s volatility to a particular point that it should no longer be a central concern in economics (Singleton, 2010).

What's the difference between Financial Accounting and Management Essay

What's the difference between Financial Accounting and Management Accounting - Essay Example While management accounting is largely implemented for individuals working within the organization, financial accounting generally functions for external entities. In terms of financial accounting there are a number of specific considerations. Although law does not require management accounting, financial accounting is a necessity for organizations. The requirements for corporations to keep financial accounting records is a large consideration, as recent Dodd-Frank regulation has necessitated that expensive accounting measures be kept to ensure that accurate records are established. Within this spectrum of understanding financial accounting is further distinguished, as it requires an external review by a certified public accountant (CPA). It follows that external stakeholders use financial accounting. Generally these external stakeholders implement financial accounting reports as a means of making investment decisions, as the financials of a company are the primary determinant of equ ity value. In addition to management accounting being for individuals within the organization and financial accounting being for external stakeholders, there are a number of further differentiating factors between these forms of accounting. While financial accounting necessarily involves the entire organization, oftentimes management accounting is implemented for significant sectors of the business or corporation. This division is such that it creates significant structural divisions between these forms of accounting. While the structure of financial accounting is regulated by the Internal Revenue Service and accounting regulations, managerial accounting is contingent only on the strategic initiatives within the organization. For instance, management accounting records may occur on a daily, weekly, or monthly basis. Additionally, management accounting oftentimes has a strategic angle, as it allows internal officers examine the

Stock Market and Brand Portfolio Essay Example for Free

Stock Market and Brand Portfolio Essay 1. Brand Portfolio a. What is your 5 year plan regarding the brand portfolio across the two markets. Give justification Our Period 2 results have swept the industry and we have become number one team in our industry. We are the leaders in value market shares (23%) and unit market shares (29%) in Squazols market. Our 5 year plan will focus on maintaining the brand equity in the Squazols market as we can see the 5-year anticipatory growth in manufacturing and construction sector and we have products strategically placed in Squazols market. Although we have invested in RD of new product in Trigols market on anticipation of new segment in Utility, but as Trigols market is capital intensive and we don’t have market statistics to support new products in that market, we do not see requirement to diversify into Trigols market. Our plan will be to slowly diversify in the new market based on Ansoff’s grid platform, if we anticipate the need. Eg: based on profitability and market growth and share, we will position our products as Stars (with RD expenditure) or if it does not perform well, we can withdraw the product, and diversify into Trigols market. a. How much do you think will be your stock price index after 5 years As per our actual SPI rise from Period 1 to Period 2, it has increased by (1266-1061)/1061 = 19.3 %. Now, as we have been number two player in the Buffalo industry in period 1, and have become market leader in period 2, we anticipate similar growth pattern in future with an average 20% growth year on year. As such, our 5 year conservative estimate for SPI will be ((1.2)^4)*1266= 2625.17 assuming 20 % year on year growth due to our strategies and brand portfolio as described above. [emailprotected] Verify your industry team on the marketing plan doc Identify the same in the subject in the email

Importance Of CRM For HDFC Bank

Importance Of CRM For HDFC Bank The aim of this dissertation was to examine the importance of CRM for HDFC Bank. To achieve this aim, following objectives were set: To analyze the effectiveness and efficiency of CRM services provided by the HDFC Bank, to examine the effects of CRM on business performance and operational effectiveness and to evaluate the improvements in customer service due to it, to assess the awareness of the bank employees to the concept of CRM and its benefits for the organization, to determine the extent of customer satisfaction level by conducting interviews, distributing questionnaire and carrying out a survey in HDFC Bank, to gather relevant data and critically analyzing it using a vast variety of sources and research tools. The chapter encompass the analysis and evaluation of the data collected via different research methods and includes both quantitative and qualitative measures taken into account and discussed upon. The researcher presented much of the quantitative data into graphs so tha t it could easily be understood. As discussed in the last chapter, interviews were conducted from branch manager and two of the middle line managers. Survey was conducted from randomly selected 80 (+3 later) customers to gain their views; along with it, short questionnaires were also distributed to randomly chosen 30 bank employees to take into account their perspectives about the adaption and use of CRM in the bank. Interviews were purposely kept informal and qualitative data was collected about the banks strategy, plan, objectives and actions taken regarding the adaption and use of CRM system and applications. In the interviews, the researcher inquired about many other things which are discussed in the qualitative analysis below. The survey from employees was mainly concerning the effects of CRM on their performance and how it affected their day to day bank functions and operations. Questionnaires from customers included their perceptions about the bank services and whether those improved. The data gathered by interviews provided helpful information about the bank strategic plans and policies and gave insight into the banking operations. It also provided information on customer relation management systems, infrastructure of information and technology, and its effects on the employee performance, customer satisfaction, increased sales targeting, and over all culture of the organization, etc. The objective of the interviews was to have the complete picture of what the aims of the management were and to evaluate the efficiency and effectiveness of the CRM systems. The researcher analysed the current situation of the CRM and how effective it was and in line with the IT services and if it supported the business strategy keeping in view the future developments and enhancements in IT. The rate of response from employees and customers was 100% though some customers and employees left very few questions unanswered. The researcher realized the weakness of research validity because it was hard to grasp real feeling of respondents in terms of such contrasts as satisfied/dissatisfied, agree/disagree, etc. Nonetheless, an effort was made to ensure the questions appear to be measuring all important aspects of the construct and results of questionnaires are consistent with results of established measures. In order to gather more reliable and valid data, the researcher also conducted short interviews from some of the employees and customers. These were not pre-planned but helped a lot in explaining the answers in details. The researcher also ensured that interviews and questionnaires follow a specific pattern. The findings are reported below and separate analysis is provided for managers interviews, employees questionnaire and customers questionnaire. Appendix is provided on a separate sheet which contains copies of employees questionnaire, customers questionnaire, and the copy of questions that were asked during the interviews with the manager. It is very important to mention here that the researcher undertook pilot study before the actual commencement of the research. It was a feasibly a very small experiment to test logistics and collect data prior to the greater research in order to improve the quality and efficiency of the questions asked in the interviews and questionnaires. It was important to test the questions designed in the questionnaires before they are actually used in the research in order to determine whether they are conducive towards the research and would pose no problems for the respondent and experts should be consulted to comment on the suitability of the questions and this is regarded as pilot study. The branch manager was approached and informal meeting was held. The researcher asked few short questions (similar to the questions asked in later study but in details). The manager also helped me ask few simple questions from 5 of the employees to test my questionnaire and reveal any deficiency in the desi gn of the proposed experiment. Although it provided limited information but it proved vital for the severity of the proposed procedures. All the information gathered in addition to review of banks own research questions were incorporated into the main study design. However pilot study did not lead to modification of any pre-planned research process. The differences of results from main research were discussed in summary in following sections. 4.2. Qualitative Research Discussion The researcher conducted one pilot interview with branch manager first. After finalising the questions, another formal interview was taken. There were almost same responses in both occasions. Two of the middle line managers were asked for their time for interviews and luckily single interview was taken from both managers. Interview 1 is from branch manager and interview 2 is from line/operational managers. Senior manager was asked questions about overall bank performance and importance of CRM while managers at mid-level were enquired on matters regarding operational functions. Questions asked from senior managers include: How does CRM impact companys performance both directly and indirectly? What is the evidence that CRM improves customer services? What type of CRM software and applications does the bank use? Do you have any CRM implementation policy? How important is CRM requirement in strategic planning? What is your opinion about the use of CRM in the bank? What role does manageme nt and employees play in successful implementation of CRM? Please discuss on future CRM plans? Questions put forward to operational managers include: What are the factors influencing and encouraging the use of CRM? What are the benefits and limitations of CRM for the company? What are the problems encountered by the company in adapting and implementing CRM systems? How do employees respond to CRM? How do customers respond to CRM? What are the operational planning activities CRM provide the bank? How do CRM systems add value on financial packages and services? How CRM does contribute to customer satisfaction and retention? Is CRM proven way of managing customer information? Does CRM assure customer responses? In what ways do CRM contribute to customers loyalty? Does the implementation of CRM affect the company-customer relationship? What are the most important factors influencing CRM in company? Are you satisfied with the adaption and use of CRM? Interview 1: The bank manager in his interview explained that the changing banking environment has affected the way Indian banks used to operate and function. Intense competition, environmental factors such as legal and social, and the ever updating norms of the financial institutions has and impact on the banks to adapt and adjust accordingly and to amend their policies and procedures. He believes that marketing and technology play crucial role for banks as they are the institutions that provide direct services to its clients, therefore HDFC Bank recognises this as stated by branchs managers own words, à ¢Ã¢â€š ¬Ã…“The Bank understands the significance of the role of technology and marketing for improving customer relations and services especially in the intensely competitive and changing Indian banking sectorà ¢Ã¢â€š ¬?. When enquired about the need for CRM, the manager responded that à ¢Ã¢â€š ¬Ã…“The bank needs to maintain data and information about its clients, and must have a system t hat could help the bank improve its customer services; therefore it must have basic CRM technology to track and serve the customersà ¢Ã¢â€š ¬?. This led to adaption of latest CRM technologies and processes. Bank manager, in the interview explained that à ¢Ã¢â€š ¬Ã…“The bank needed to adapt CRM in order to increase profitability by reducing operational costs in serving the customersà ¢Ã¢â€š ¬?. According to his belief, à ¢Ã¢â€š ¬Ã…“HDFC Bank had been facing traditional problems of lack of modern delivery and marketing techniques in current fast emerging digital economyà ¢Ã¢â€š ¬?. The Bank constantly searched for means to improve their service and to increase customer base. CRM provided the opportunity for the bank as it brought together relationship of IT and marketing strategies to create profitable and long term relationships with clients. When further questioned about why the bank adapted the CRM policy and procedures, the managers replied, à ¢Ã¢â€š ¬Ã…“Satisfying our clients needs was our major focus and was an important factor in implementing our CRM initiative. Some customers demanded the improvement in our approach to managing customer relationships which assisted us deciding to adopt and implement CRM programs capabilitiesà ¢Ã¢â€š ¬?. To meet the needs of the customers, HDFC Bank timely started to focus on developing a customer relationship management (CRM) system. Realizing the significance of customer information availability, the project was undertaken by the bank with the spirit that has characterized the whole CRM development. The project has promoted a massive involvement of suggestions from clients, employees and other stakeholders. Strategic plan was developed and targets were set. The management developed the CRM infrastructure and adapted latest CRM procedures. When asked if the bank has any CRM implementation policy, the management answered that à ¢Ã¢â€š ¬Ã…“HDFC Bank has a central policy of using CRM within all its branches which controls all the CRM procedures. The Bank has incorporated the CRM policies into its strategic vision and mission statementsà ¢Ã¢â€š ¬?. Although the manager didnt give exact figures on how the bank specifically the main branch has spent on CRM implementation and introduction of new systems but they agree that the bank devote considerable amount of resources to manage CRM. The bank realizes that it is vital that its CRM applications and systems are supported and controlled by qualified and experienced managers. For this reason, all the managers are trained and experienced to bring together professional staff, encouraging communication and coordination among them, promoting team work and instructing ways in quality service and ensure that CRM systems work efficiently. When enquired whether the bank has any evaluation and appraisal in place, the manager responded that à ¢Ã¢â€š ¬Ã…“The bank has developed a mechanism to check whether CRM is effectively in good useà ¢Ã¢â€š ¬?. The managers ensure that regular feedback system to consider perspective of the management, employee participation perspective and customer experience perspective. According to the branch manager, à ¢Ã¢â€š ¬Ã…“The bank generated better than expected outcomes. CRM has positively influenced every banking function and operationà ¢Ã¢â€š ¬?. The manager believes that the bank now provides better and improved banking services. Its operating efficiently and management and employees work more effectively. The speed of the work has improved due to CRM adaption. CRM has helped the bank to target the strategies for better customer services. It has also assisted in facilitating customer service which resulted in satisfied customers and profitable business. The adaption and implementation of CRM by the bank has resulted in improved performance and profitability. Interview 2: Both the middle line managers were questioned about the operational activities of the bank and how the adaption of CRM technology and implementation of CRM processes and procedures has influenced the banking activities. The managers were in charge of the implementation after the senior manager set the strategic plan. They were very much aware of the involvement of bank staff if the CRM adaption was to be successful. One of the managers during the interview discussed that à ¢Ã¢â€š ¬Ã…“The major decision they tool to successfully adapt the CRM within the bank environment was to empower its employees in decision makingà ¢Ã¢â€š ¬?. The management realized that CRM adaption requires the well trained, educated and experienced staff to work on it. They are theoretically and practically trained on how to utilize latest CRM system and applications. The managers explained that à ¢Ã¢â€š ¬Ã…“The Employees are given access to customer database so that they can make on the spot and efficien t decisions. They are also empowered to resolve small customer issues themselves, though major complaints are still dealt centrally by the senior management. Employees are also involved in searching, adapting and evaluating CRM needs for the bank. The management emphasises greatly on availability of latest and advanced information and communication technology to its staff and takes extra measures to ensure this happensà ¢Ã¢â€š ¬? The managers were also responsible for planning, sorting, reviewing and monitoring work of the employees. The managers believe that the bank now provides better and improved banking services. According to their belief, employees work more enthusiastically, are well motivated and are satisfied with their roles and responsibilities. The managers think that bank processes such as sales and marketing works more efficiently. Due to CRM, the bank can access a wide variety of sources for required information, ideas and experiences. Employees work more effectively by reducing repetitive tasks, decreasing costs, and minimizing risks. They can deal with customer enquiries without any difficulty and resolve many issues on the spot. Another benefit that the bank has received is increase in speed and reliability of banking functions/transactions. CRM has helped the bank to target the strategies for better customer services. It has also assisted in facilitating customer service which resulted in satisfied customers and profitable business. The adaption and implementation of CRM by the bank has resulted in improved performance and profitability. The managers also stated that operational inefficiencies have reduced and few resources are being wasted. CRM also helped developed new incentives for clients by searching their data and records which are collected by latest systems and applications. The most important impact of CRM on bank as felt by managers is the creation of climate of trust that helped in customer loyalty and retention. The management is completely satisfied with the results of CRM use in the bank. Their future plan is simple and that is continuing with the current policy. They understand that CRM technologies rapidly change. It is hard to forecast where CRM technology will be in the next few years. According to the words of the Branch manager, à ¢Ã¢â€š ¬Ã…“We are often one of the first in our industry to detect technological developments that may potentially affect our business. We generally respond very quickly to technological changes in our environmentà ¢Ã¢â€š ¬?. The management ensure that staff maintains close relations with bank clients. The managers recognise the basic value of the bank and that includes learning as a key to improvement. They believe that they have common language to deal with CRM issues and have a clear division of roles and responsibilities to implement or update CRM. They also think that they have necessary skills and technical competence to absorb the new CRM systems processes, tools and applications. The management agrees unanimously that bank uses CRM to drives profitability, cut costs, reduces risks and improves customer service. The management finds it challenging to ensure clients prefer their services over that of others. The managers believe that the key to develop a close customer relationship and nurture it is to appreciate the needs and cater the requirements of the customers. The bank uses CRM technology to analyze the customer needs and to ensure customer satisfaction. The use of CRM in the bank has become crucial with aggressive strategies employed to gain and retain customers, which has resulted in the adoption of various CRM initiatives to enable the bank to achieve its objectives. The management realized to build a close relationship between IT and marketing aspects of CRM to develop lasting client retention. In summary by introducing and adapting the latest CRM methods, techniques, applications and systems, banks can provide be tter customer service, increase customer revenues, discover new customers, sell products more effectively, help sales staff close deals faster, make call centres more efficient, simplify marketing and sales processes. 4.3.1. Quantitative Findings (Employees) What is your opinion about the use of CRM in the bank? Strongly Agree Agree Neutral Disagree Enables cost reduction 7% 28% 48% 17% Improves efficiency 22% 29% 26% 23% Reduces time 43% 25% 22% 10% Improves communication 65% 16% 16% 3% Avoids redundancy 62% 24% 10% 4% Better customer relationship 81% 15% 3% 1% Enables market research 38% 33% 20% 9% Provides customer information 89% 7% 4% 0% A huge majority (89%) agree that by using CRM, employees can have access to customer information. Majority of the employees (71%) believe that CRM system and applications help in carrying out market research easily. Almost all (96%) of employees agree that CRM help in improving and maintaining better customer relationship management. 81% of them agree that communication among employees and with customers improve due to use of CRM. 86% agree to the notion that it reduces the work to be repeated and minimizes mistakes. Half of the employees (51%) said that CRM improves bank efficiency and only 38% answered positively that it enables in cost reduction. Half of the employees stayed neutral to this question. Please comment on the importance of CRM for employees? 64% of the employees strongly believe that adaption and use of CRM for bank is very important. Other 27% also agree and consider it important while only 9% consider its importance average. None responded negatively. Are you satisfied with the use of CRM in the bank? 60% of the respondents stated that they are satisfied with the use of CRM in their bank, 21% are on the view that they are neither satisfied nor dissatisfied while 19% showed their dissatisfaction. Please express your views on the reliability of CRM software and applications? Only 41% of the employees consider the CRM system and applications used in the bank as reliable. 50% are neutral and remaining 9% consider CRM unreliable. 4.3.2. Quantitative Findings (Customers) Please tell if you are you satisfied with the service quality? 87% of the customers are satisfied with the bank services and approved the quality of services provided by the bank. Only a small minority of 3% noted their dissatisfaction. Do you agree that there is sufficient staff-customer communication? 36% of customers believe that there is sufficient communication between employees and customers, 46% are neutral and remaining 18% hinted their disagreement. How do you find the communication between bank staff and customers? 3/4th of the customers asked find the communication good and better and only 12% think that it still can be improved. The other 12% stated the poor communication between bank and them. How do you find friendliness and helpfulness of the staff service? Majority (79%) of the customers consider the staff friendliness and helpfulness as good and excellent. 10% rated it as average and 11% rated it as poor. Please rate your satisfaction level in regards to steps taken by the bank in delivering the services? Third fourth (76%) of the surveyed customers responded positively to this question and agree that bank has improved its services very well. On a scale of 1 (dissatisfied) to 5 (satisfied), how would you rate your level of satisfaction in regards to service value? Only 14% of the customers are placed in the dissatisfaction zone 2/3rd are satisfied with the value of the bank service they receive. Are you satisfied with the banks response to your queries? 1/3rd of the customers pointed out their dissatisfaction with the bank response to their issues and 60% answered their satisfaction to this matter. How do you view timeliness and quality of response? 71% of the customers positively view the timeliness and quality of steps taken by bank to resolve their queries. 1/4th consider it as lacking in quality. Do you agree that customer service has improved? 100% Agree How would you rate the overall quality of your relationship with bank, considering all of your experiences with them? 76% responses are positive and only 6% answers are negative on rating the overall quality of their relationship with the bank. 4.4.1. Employees Questionnaire Discussion Adaption and use of CRM by HDFC could have been effective only with the support and cooperation of bank staff. Management recognised this and took the appropriate steps as explained in the interview analysis. Even the bank employees realized that their support was crucial if the new system and application had to work because they are the persons that interact with customers directly and this interaction greatly influences the relationship of the bank with customers. Successful adaption was only possible in HDFC Bank if employees were motivated and enthusiastic to cooperate with the CRM processes. The employees were properly trained to use the system and CRM tools to improve the bank services. It was very important for the researcher to take employees views in this dissertation, because their perceptions, perspectives morale, skills, experience and satisfaction all influence the work performance and consequently bank performance. These factors are affected by sudden change in the organization specifically if it is technology related. In the survey results, bank employees in general showed satisfaction towards the CRM use within the bank environment. Majority of them agree that new ICT tools for CRM system and applications have helped improve their communication within the bank with colleagues and managers, and externally with customers. When asked by the researcher about the problem of repeating tasks, they collectively replied that this issue has been reduced to minimum due to CRM in bank. Employees can access the database where all the information of specific client is provided, just enter the reference or other details, and the information comes in front of them. This h as helped a lot in risk reduction, quality work in less time and effective performance. Employees believe that customers feel satisfied with the service they provide. Two third of the surveyed employees believe that CRM utilities are very important for their performance and they are completely satisfied with the use of CRM technology and procedures. However many employees have concerns for its reliability and they feel that they have to constantly update their knowledge of its use as the technology changes rapidly. Overall the employees responses were positive as they expect more benefits with little or no limitations in the use of CRM to improve bank performance and services. They have used the new technology, process, procedures, tools and systems related to CRM and they believe that CRM is essential for Bank for current and future use as it directly and/or indirectly affects their performance that in turn improves bank performance as employees provide quality services. 4.4.2. Customers Questionnaire Discussion Banks understand that customer satisfaction is an important variable in order to retain the existing clients or gain the new ones. Poor customer satisfaction leads to a decline in customer loyalty, and given the extended offerings from the competitors, customers easily switch banks. HDFC understands the importance of customer satisfaction and value the customer relationships. CRM was introduced to improve customer services and relationships with customers. The information gathered by the bank management reveals that customers are generally satisfied with the services provided by the bank. The following analysis is the assessment and measurement by the researcher. This research is directed to find the perceptions of the customers towards services provided by HDFC bank and whether these are improved. The researcher tried to describe the research motives behind the findings through this questionnaire. The main aim was to gain the customers impression and assess the efficiency of the CRM system, technology, processes and applications applied by the bank. The researcher attempted to gauge how well CRM influenced the services. Vast majority of the customers disclosed their satisfaction on the bank services. Although the figure remained the same if compared with the survey conducted by the bank few months ago but almost all the customers agreed that the bank service has improved ever since. When asked about the communication process between them and the bank, the reply was not encouraging as many customers feel that this area still needs to be improved. Most customers want face to face interaction and require the bank to provide services for longer hours. If compared with the previous data collected, this survey suggests that communication has improved mainly due to telephone service for minor complaints and information. Although it is good but cannot be considered sufficient. When enquired about the friendliness and helpfulness of the bank staff, many customers respo nded that employees provide good service with better attitude than before. They tend to their issues with sympathy and try to resolve the queries professionally and effectively. They admire that the bank is working hard to train its employees in skills for improved customer service. They also appreciate the introduction of CRM processes that led to improvement in all areas. 4.5. Importance of CRM for Bank in Summary The results generated from the interviews and surveys conclude that CRM has had a very positive effect on the bank performance. It not only helped employees learn and improve but also influenced their morale and motivation. This has an indirect effect on the way bank serve its customers. By adapting CRM processes, the bank has provided its customers with satisfactory services which increased customer loyalty and helped build better relations. CRM has an impact on every bank operation and function. CRM has guided bank to induct latest technological system and application to collect, analyse and use customer information effectively and efficiently run the day to day operations of the bank. CRM has provided a means to better communication and coordination of employees with customers. Other benefits that have been gained include reduction in cost, speedy transactions, reliable flow of information. The bank has achieved the overall objectives of using technology to organize, automate, and synchronize business processes with the implementation of CRM and has been successful in finding, attracting, and wining new clients, and reducing the costs of marketing and client service. The bank realizes the importance of CRM todays competitive environment that it considers it as an integral part of its strategic business plan. CRM integrated approach makes all the difference to satisfying customers, retaining their loyalty, providing added value and generating growth. In fact, CRM might be the difference between the bank to flourish and failure to survive. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 5: Conclusion Recommendations 5.1. Research Summary Customer Relationship Management (CRM) is an organizational strategy that can assist a bank to build lasting relationship with its clients and improve its performance by increasing revenue and productivity. CRM in the banking industry is of great importance. Today, banking is more customer-centric, unlike the yester when it was transaction-centric. CRM is essential and vital function of customer oriented marketing. However there is more to CRM than just client management. CRM is a broad approach to create, maintain, and expand relationship with customers. It is a strategic plan that aims in understanding, anticipating, managing and personalizing the organizational needs of current as well as potential customers. The idea behind this is that it would help the bank to effectively utilize technology and other resources to gain insight into the clients behaviour and customers values. If adapted and implemented successfully, CRM can help banks provide better customer service, make banking operations more efficient and simplify selling and marketing processes. CRM is a comprehensive approach to cater, maintain and expand customer relationships. It is important for banks to use CRM strategy that aims to understand, anticipate, manage and personalize the needs of banks current and potential customers. CRM applications deliver many benefits across organizational processes and functions. It reshapes the workplace environment and influences the ways business being carried. Successful integration or adaption of CRM system in the banks may not be as easy as it looks. Every concept has limitations such as limitation of finance, resistance to change, government regulations, etc.; so does the CRM in banks. Banks can overcome many of the limitations by efficiency managing CRM and adapting some comprehensive CRM model along with effective CRM software. Managers play an important role to minimize risks. CRM manager is a key factor who can effectively manage the issues related to CRM. It is vital for banks that their CRM applications and systems are supported and controlled by qualified and experienced manager. Bringing together trained and professional staff, encouraging communication and coordination among them, promoting team working and instructing ways in quality service, are some of the duties managers have to perform in order for CRM to work efficiently and harvest benefits. The banks need CRM to survive as it is impossible nowadays not to focus upon the customer expectations. CRM is needed because of ever changing technology and highly competitive banking sector in India. The importance of CRM can be assessed by evaluating CRM that provides enhanced opportunities to use data and information to both understand customers and create value. The ultimate purpose of the CRM is to improve performance and to assess how well the bank needs are met by CRM adaption and implementation. 5.2. Conclusion The aim of this dissertation was to examine the importance of CRM for HDFC Bank. To achieve this aim, following objectives were set: To analyze the effectiveness and efficiency of CRM services provided by the HDFC Bank, to examine the effects of CRM on business performance and operational effectiveness and to evaluate the improvements in customer service due to Importance Of CRM For HDFC Bank Importance Of CRM For HDFC Bank The aim of this dissertation was to examine the importance of CRM for HDFC Bank. To achieve this aim, following objectives were set: To analyze the effectiveness and efficiency of CRM services provided by the HDFC Bank, to examine the effects of CRM on business performance and operational effectiveness and to evaluate the improvements in customer service due to it, to assess the awareness of the bank employees to the concept of CRM and its benefits for the organization, to determine the extent of customer satisfaction level by conducting interviews, distributing questionnaire and carrying out a survey in HDFC Bank, to gather relevant data and critically analyzing it using a vast variety of sources and research tools. The chapter encompass the analysis and evaluation of the data collected via different research methods and includes both quantitative and qualitative measures taken into account and discussed upon. The researcher presented much of the quantitative data into graphs so tha t it could easily be understood. As discussed in the last chapter, interviews were conducted from branch manager and two of the middle line managers. Survey was conducted from randomly selected 80 (+3 later) customers to gain their views; along with it, short questionnaires were also distributed to randomly chosen 30 bank employees to take into account their perspectives about the adaption and use of CRM in the bank. Interviews were purposely kept informal and qualitative data was collected about the banks strategy, plan, objectives and actions taken regarding the adaption and use of CRM system and applications. In the interviews, the researcher inquired about many other things which are discussed in the qualitative analysis below. The survey from employees was mainly concerning the effects of CRM on their performance and how it affected their day to day bank functions and operations. Questionnaires from customers included their perceptions about the bank services and whether those improved. The data gathered by interviews provided helpful information about the bank strategic plans and policies and gave insight into the banking operations. It also provided information on customer relation management systems, infrastructure of information and technology, and its effects on the employee performance, customer satisfaction, increased sales targeting, and over all culture of the organization, etc. The objective of the interviews was to have the complete picture of what the aims of the management were and to evaluate the efficiency and effectiveness of the CRM systems. The researcher analysed the current situation of the CRM and how effective it was and in line with the IT services and if it supported the business strategy keeping in view the future developments and enhancements in IT. The rate of response from employees and customers was 100% though some customers and employees left very few questions unanswered. The researcher realized the weakness of research validity because it was hard to grasp real feeling of respondents in terms of such contrasts as satisfied/dissatisfied, agree/disagree, etc. Nonetheless, an effort was made to ensure the questions appear to be measuring all important aspects of the construct and results of questionnaires are consistent with results of established measures. In order to gather more reliable and valid data, the researcher also conducted short interviews from some of the employees and customers. These were not pre-planned but helped a lot in explaining the answers in details. The researcher also ensured that interviews and questionnaires follow a specific pattern. The findings are reported below and separate analysis is provided for managers interviews, employees questionnaire and customers questionnaire. Appendix is provided on a separate sheet which contains copies of employees questionnaire, customers questionnaire, and the copy of questions that were asked during the interviews with the manager. It is very important to mention here that the researcher undertook pilot study before the actual commencement of the research. It was a feasibly a very small experiment to test logistics and collect data prior to the greater research in order to improve the quality and efficiency of the questions asked in the interviews and questionnaires. It was important to test the questions designed in the questionnaires before they are actually used in the research in order to determine whether they are conducive towards the research and would pose no problems for the respondent and experts should be consulted to comment on the suitability of the questions and this is regarded as pilot study. The branch manager was approached and informal meeting was held. The researcher asked few short questions (similar to the questions asked in later study but in details). The manager also helped me ask few simple questions from 5 of the employees to test my questionnaire and reveal any deficiency in the desi gn of the proposed experiment. Although it provided limited information but it proved vital for the severity of the proposed procedures. All the information gathered in addition to review of banks own research questions were incorporated into the main study design. However pilot study did not lead to modification of any pre-planned research process. The differences of results from main research were discussed in summary in following sections. 4.2. Qualitative Research Discussion The researcher conducted one pilot interview with branch manager first. After finalising the questions, another formal interview was taken. There were almost same responses in both occasions. Two of the middle line managers were asked for their time for interviews and luckily single interview was taken from both managers. Interview 1 is from branch manager and interview 2 is from line/operational managers. Senior manager was asked questions about overall bank performance and importance of CRM while managers at mid-level were enquired on matters regarding operational functions. Questions asked from senior managers include: How does CRM impact companys performance both directly and indirectly? What is the evidence that CRM improves customer services? What type of CRM software and applications does the bank use? Do you have any CRM implementation policy? How important is CRM requirement in strategic planning? What is your opinion about the use of CRM in the bank? What role does manageme nt and employees play in successful implementation of CRM? Please discuss on future CRM plans? Questions put forward to operational managers include: What are the factors influencing and encouraging the use of CRM? What are the benefits and limitations of CRM for the company? What are the problems encountered by the company in adapting and implementing CRM systems? How do employees respond to CRM? How do customers respond to CRM? What are the operational planning activities CRM provide the bank? How do CRM systems add value on financial packages and services? How CRM does contribute to customer satisfaction and retention? Is CRM proven way of managing customer information? Does CRM assure customer responses? In what ways do CRM contribute to customers loyalty? Does the implementation of CRM affect the company-customer relationship? What are the most important factors influencing CRM in company? Are you satisfied with the adaption and use of CRM? Interview 1: The bank manager in his interview explained that the changing banking environment has affected the way Indian banks used to operate and function. Intense competition, environmental factors such as legal and social, and the ever updating norms of the financial institutions has and impact on the banks to adapt and adjust accordingly and to amend their policies and procedures. He believes that marketing and technology play crucial role for banks as they are the institutions that provide direct services to its clients, therefore HDFC Bank recognises this as stated by branchs managers own words, à ¢Ã¢â€š ¬Ã…“The Bank understands the significance of the role of technology and marketing for improving customer relations and services especially in the intensely competitive and changing Indian banking sectorà ¢Ã¢â€š ¬?. When enquired about the need for CRM, the manager responded that à ¢Ã¢â€š ¬Ã…“The bank needs to maintain data and information about its clients, and must have a system t hat could help the bank improve its customer services; therefore it must have basic CRM technology to track and serve the customersà ¢Ã¢â€š ¬?. This led to adaption of latest CRM technologies and processes. Bank manager, in the interview explained that à ¢Ã¢â€š ¬Ã…“The bank needed to adapt CRM in order to increase profitability by reducing operational costs in serving the customersà ¢Ã¢â€š ¬?. According to his belief, à ¢Ã¢â€š ¬Ã…“HDFC Bank had been facing traditional problems of lack of modern delivery and marketing techniques in current fast emerging digital economyà ¢Ã¢â€š ¬?. The Bank constantly searched for means to improve their service and to increase customer base. CRM provided the opportunity for the bank as it brought together relationship of IT and marketing strategies to create profitable and long term relationships with clients. When further questioned about why the bank adapted the CRM policy and procedures, the managers replied, à ¢Ã¢â€š ¬Ã…“Satisfying our clients needs was our major focus and was an important factor in implementing our CRM initiative. Some customers demanded the improvement in our approach to managing customer relationships which assisted us deciding to adopt and implement CRM programs capabilitiesà ¢Ã¢â€š ¬?. To meet the needs of the customers, HDFC Bank timely started to focus on developing a customer relationship management (CRM) system. Realizing the significance of customer information availability, the project was undertaken by the bank with the spirit that has characterized the whole CRM development. The project has promoted a massive involvement of suggestions from clients, employees and other stakeholders. Strategic plan was developed and targets were set. The management developed the CRM infrastructure and adapted latest CRM procedures. When asked if the bank has any CRM implementation policy, the management answered that à ¢Ã¢â€š ¬Ã…“HDFC Bank has a central policy of using CRM within all its branches which controls all the CRM procedures. The Bank has incorporated the CRM policies into its strategic vision and mission statementsà ¢Ã¢â€š ¬?. Although the manager didnt give exact figures on how the bank specifically the main branch has spent on CRM implementation and introduction of new systems but they agree that the bank devote considerable amount of resources to manage CRM. The bank realizes that it is vital that its CRM applications and systems are supported and controlled by qualified and experienced managers. For this reason, all the managers are trained and experienced to bring together professional staff, encouraging communication and coordination among them, promoting team work and instructing ways in quality service and ensure that CRM systems work efficiently. When enquired whether the bank has any evaluation and appraisal in place, the manager responded that à ¢Ã¢â€š ¬Ã…“The bank has developed a mechanism to check whether CRM is effectively in good useà ¢Ã¢â€š ¬?. The managers ensure that regular feedback system to consider perspective of the management, employee participation perspective and customer experience perspective. According to the branch manager, à ¢Ã¢â€š ¬Ã…“The bank generated better than expected outcomes. CRM has positively influenced every banking function and operationà ¢Ã¢â€š ¬?. The manager believes that the bank now provides better and improved banking services. Its operating efficiently and management and employees work more effectively. The speed of the work has improved due to CRM adaption. CRM has helped the bank to target the strategies for better customer services. It has also assisted in facilitating customer service which resulted in satisfied customers and profitable business. The adaption and implementation of CRM by the bank has resulted in improved performance and profitability. Interview 2: Both the middle line managers were questioned about the operational activities of the bank and how the adaption of CRM technology and implementation of CRM processes and procedures has influenced the banking activities. The managers were in charge of the implementation after the senior manager set the strategic plan. They were very much aware of the involvement of bank staff if the CRM adaption was to be successful. One of the managers during the interview discussed that à ¢Ã¢â€š ¬Ã…“The major decision they tool to successfully adapt the CRM within the bank environment was to empower its employees in decision makingà ¢Ã¢â€š ¬?. The management realized that CRM adaption requires the well trained, educated and experienced staff to work on it. They are theoretically and practically trained on how to utilize latest CRM system and applications. The managers explained that à ¢Ã¢â€š ¬Ã…“The Employees are given access to customer database so that they can make on the spot and efficien t decisions. They are also empowered to resolve small customer issues themselves, though major complaints are still dealt centrally by the senior management. Employees are also involved in searching, adapting and evaluating CRM needs for the bank. The management emphasises greatly on availability of latest and advanced information and communication technology to its staff and takes extra measures to ensure this happensà ¢Ã¢â€š ¬? The managers were also responsible for planning, sorting, reviewing and monitoring work of the employees. The managers believe that the bank now provides better and improved banking services. According to their belief, employees work more enthusiastically, are well motivated and are satisfied with their roles and responsibilities. The managers think that bank processes such as sales and marketing works more efficiently. Due to CRM, the bank can access a wide variety of sources for required information, ideas and experiences. Employees work more effectively by reducing repetitive tasks, decreasing costs, and minimizing risks. They can deal with customer enquiries without any difficulty and resolve many issues on the spot. Another benefit that the bank has received is increase in speed and reliability of banking functions/transactions. CRM has helped the bank to target the strategies for better customer services. It has also assisted in facilitating customer service which resulted in satisfied customers and profitable business. The adaption and implementation of CRM by the bank has resulted in improved performance and profitability. The managers also stated that operational inefficiencies have reduced and few resources are being wasted. CRM also helped developed new incentives for clients by searching their data and records which are collected by latest systems and applications. The most important impact of CRM on bank as felt by managers is the creation of climate of trust that helped in customer loyalty and retention. The management is completely satisfied with the results of CRM use in the bank. Their future plan is simple and that is continuing with the current policy. They understand that CRM technologies rapidly change. It is hard to forecast where CRM technology will be in the next few years. According to the words of the Branch manager, à ¢Ã¢â€š ¬Ã…“We are often one of the first in our industry to detect technological developments that may potentially affect our business. We generally respond very quickly to technological changes in our environmentà ¢Ã¢â€š ¬?. The management ensure that staff maintains close relations with bank clients. The managers recognise the basic value of the bank and that includes learning as a key to improvement. They believe that they have common language to deal with CRM issues and have a clear division of roles and responsibilities to implement or update CRM. They also think that they have necessary skills and technical competence to absorb the new CRM systems processes, tools and applications. The management agrees unanimously that bank uses CRM to drives profitability, cut costs, reduces risks and improves customer service. The management finds it challenging to ensure clients prefer their services over that of others. The managers believe that the key to develop a close customer relationship and nurture it is to appreciate the needs and cater the requirements of the customers. The bank uses CRM technology to analyze the customer needs and to ensure customer satisfaction. The use of CRM in the bank has become crucial with aggressive strategies employed to gain and retain customers, which has resulted in the adoption of various CRM initiatives to enable the bank to achieve its objectives. The management realized to build a close relationship between IT and marketing aspects of CRM to develop lasting client retention. In summary by introducing and adapting the latest CRM methods, techniques, applications and systems, banks can provide be tter customer service, increase customer revenues, discover new customers, sell products more effectively, help sales staff close deals faster, make call centres more efficient, simplify marketing and sales processes. 4.3.1. Quantitative Findings (Employees) What is your opinion about the use of CRM in the bank? Strongly Agree Agree Neutral Disagree Enables cost reduction 7% 28% 48% 17% Improves efficiency 22% 29% 26% 23% Reduces time 43% 25% 22% 10% Improves communication 65% 16% 16% 3% Avoids redundancy 62% 24% 10% 4% Better customer relationship 81% 15% 3% 1% Enables market research 38% 33% 20% 9% Provides customer information 89% 7% 4% 0% A huge majority (89%) agree that by using CRM, employees can have access to customer information. Majority of the employees (71%) believe that CRM system and applications help in carrying out market research easily. Almost all (96%) of employees agree that CRM help in improving and maintaining better customer relationship management. 81% of them agree that communication among employees and with customers improve due to use of CRM. 86% agree to the notion that it reduces the work to be repeated and minimizes mistakes. Half of the employees (51%) said that CRM improves bank efficiency and only 38% answered positively that it enables in cost reduction. Half of the employees stayed neutral to this question. Please comment on the importance of CRM for employees? 64% of the employees strongly believe that adaption and use of CRM for bank is very important. Other 27% also agree and consider it important while only 9% consider its importance average. None responded negatively. Are you satisfied with the use of CRM in the bank? 60% of the respondents stated that they are satisfied with the use of CRM in their bank, 21% are on the view that they are neither satisfied nor dissatisfied while 19% showed their dissatisfaction. Please express your views on the reliability of CRM software and applications? Only 41% of the employees consider the CRM system and applications used in the bank as reliable. 50% are neutral and remaining 9% consider CRM unreliable. 4.3.2. Quantitative Findings (Customers) Please tell if you are you satisfied with the service quality? 87% of the customers are satisfied with the bank services and approved the quality of services provided by the bank. Only a small minority of 3% noted their dissatisfaction. Do you agree that there is sufficient staff-customer communication? 36% of customers believe that there is sufficient communication between employees and customers, 46% are neutral and remaining 18% hinted their disagreement. How do you find the communication between bank staff and customers? 3/4th of the customers asked find the communication good and better and only 12% think that it still can be improved. The other 12% stated the poor communication between bank and them. How do you find friendliness and helpfulness of the staff service? Majority (79%) of the customers consider the staff friendliness and helpfulness as good and excellent. 10% rated it as average and 11% rated it as poor. Please rate your satisfaction level in regards to steps taken by the bank in delivering the services? Third fourth (76%) of the surveyed customers responded positively to this question and agree that bank has improved its services very well. On a scale of 1 (dissatisfied) to 5 (satisfied), how would you rate your level of satisfaction in regards to service value? Only 14% of the customers are placed in the dissatisfaction zone 2/3rd are satisfied with the value of the bank service they receive. Are you satisfied with the banks response to your queries? 1/3rd of the customers pointed out their dissatisfaction with the bank response to their issues and 60% answered their satisfaction to this matter. How do you view timeliness and quality of response? 71% of the customers positively view the timeliness and quality of steps taken by bank to resolve their queries. 1/4th consider it as lacking in quality. Do you agree that customer service has improved? 100% Agree How would you rate the overall quality of your relationship with bank, considering all of your experiences with them? 76% responses are positive and only 6% answers are negative on rating the overall quality of their relationship with the bank. 4.4.1. Employees Questionnaire Discussion Adaption and use of CRM by HDFC could have been effective only with the support and cooperation of bank staff. Management recognised this and took the appropriate steps as explained in the interview analysis. Even the bank employees realized that their support was crucial if the new system and application had to work because they are the persons that interact with customers directly and this interaction greatly influences the relationship of the bank with customers. Successful adaption was only possible in HDFC Bank if employees were motivated and enthusiastic to cooperate with the CRM processes. The employees were properly trained to use the system and CRM tools to improve the bank services. It was very important for the researcher to take employees views in this dissertation, because their perceptions, perspectives morale, skills, experience and satisfaction all influence the work performance and consequently bank performance. These factors are affected by sudden change in the organization specifically if it is technology related. In the survey results, bank employees in general showed satisfaction towards the CRM use within the bank environment. Majority of them agree that new ICT tools for CRM system and applications have helped improve their communication within the bank with colleagues and managers, and externally with customers. When asked by the researcher about the problem of repeating tasks, they collectively replied that this issue has been reduced to minimum due to CRM in bank. Employees can access the database where all the information of specific client is provided, just enter the reference or other details, and the information comes in front of them. This h as helped a lot in risk reduction, quality work in less time and effective performance. Employees believe that customers feel satisfied with the service they provide. Two third of the surveyed employees believe that CRM utilities are very important for their performance and they are completely satisfied with the use of CRM technology and procedures. However many employees have concerns for its reliability and they feel that they have to constantly update their knowledge of its use as the technology changes rapidly. Overall the employees responses were positive as they expect more benefits with little or no limitations in the use of CRM to improve bank performance and services. They have used the new technology, process, procedures, tools and systems related to CRM and they believe that CRM is essential for Bank for current and future use as it directly and/or indirectly affects their performance that in turn improves bank performance as employees provide quality services. 4.4.2. Customers Questionnaire Discussion Banks understand that customer satisfaction is an important variable in order to retain the existing clients or gain the new ones. Poor customer satisfaction leads to a decline in customer loyalty, and given the extended offerings from the competitors, customers easily switch banks. HDFC understands the importance of customer satisfaction and value the customer relationships. CRM was introduced to improve customer services and relationships with customers. The information gathered by the bank management reveals that customers are generally satisfied with the services provided by the bank. The following analysis is the assessment and measurement by the researcher. This research is directed to find the perceptions of the customers towards services provided by HDFC bank and whether these are improved. The researcher tried to describe the research motives behind the findings through this questionnaire. The main aim was to gain the customers impression and assess the efficiency of the CRM system, technology, processes and applications applied by the bank. The researcher attempted to gauge how well CRM influenced the services. Vast majority of the customers disclosed their satisfaction on the bank services. Although the figure remained the same if compared with the survey conducted by the bank few months ago but almost all the customers agreed that the bank service has improved ever since. When asked about the communication process between them and the bank, the reply was not encouraging as many customers feel that this area still needs to be improved. Most customers want face to face interaction and require the bank to provide services for longer hours. If compared with the previous data collected, this survey suggests that communication has improved mainly due to telephone service for minor complaints and information. Although it is good but cannot be considered sufficient. When enquired about the friendliness and helpfulness of the bank staff, many customers respo nded that employees provide good service with better attitude than before. They tend to their issues with sympathy and try to resolve the queries professionally and effectively. They admire that the bank is working hard to train its employees in skills for improved customer service. They also appreciate the introduction of CRM processes that led to improvement in all areas. 4.5. Importance of CRM for Bank in Summary The results generated from the interviews and surveys conclude that CRM has had a very positive effect on the bank performance. It not only helped employees learn and improve but also influenced their morale and motivation. This has an indirect effect on the way bank serve its customers. By adapting CRM processes, the bank has provided its customers with satisfactory services which increased customer loyalty and helped build better relations. CRM has an impact on every bank operation and function. CRM has guided bank to induct latest technological system and application to collect, analyse and use customer information effectively and efficiently run the day to day operations of the bank. CRM has provided a means to better communication and coordination of employees with customers. Other benefits that have been gained include reduction in cost, speedy transactions, reliable flow of information. The bank has achieved the overall objectives of using technology to organize, automate, and synchronize business processes with the implementation of CRM and has been successful in finding, attracting, and wining new clients, and reducing the costs of marketing and client service. The bank realizes the importance of CRM todays competitive environment that it considers it as an integral part of its strategic business plan. CRM integrated approach makes all the difference to satisfying customers, retaining their loyalty, providing added value and generating growth. In fact, CRM might be the difference between the bank to flourish and failure to survive. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 5: Conclusion Recommendations 5.1. Research Summary Customer Relationship Management (CRM) is an organizational strategy that can assist a bank to build lasting relationship with its clients and improve its performance by increasing revenue and productivity. CRM in the banking industry is of great importance. Today, banking is more customer-centric, unlike the yester when it was transaction-centric. CRM is essential and vital function of customer oriented marketing. However there is more to CRM than just client management. CRM is a broad approach to create, maintain, and expand relationship with customers. It is a strategic plan that aims in understanding, anticipating, managing and personalizing the organizational needs of current as well as potential customers. The idea behind this is that it would help the bank to effectively utilize technology and other resources to gain insight into the clients behaviour and customers values. If adapted and implemented successfully, CRM can help banks provide better customer service, make banking operations more efficient and simplify selling and marketing processes. CRM is a comprehensive approach to cater, maintain and expand customer relationships. It is important for banks to use CRM strategy that aims to understand, anticipate, manage and personalize the needs of banks current and potential customers. CRM applications deliver many benefits across organizational processes and functions. It reshapes the workplace environment and influences the ways business being carried. Successful integration or adaption of CRM system in the banks may not be as easy as it looks. Every concept has limitations such as limitation of finance, resistance to change, government regulations, etc.; so does the CRM in banks. Banks can overcome many of the limitations by efficiency managing CRM and adapting some comprehensive CRM model along with effective CRM software. Managers play an important role to minimize risks. CRM manager is a key factor who can effectively manage the issues related to CRM. It is vital for banks that their CRM applications and systems are supported and controlled by qualified and experienced manager. Bringing together trained and professional staff, encouraging communication and coordination among them, promoting team working and instructing ways in quality service, are some of the duties managers have to perform in order for CRM to work efficiently and harvest benefits. The banks need CRM to survive as it is impossible nowadays not to focus upon the customer expectations. CRM is needed because of ever changing technology and highly competitive banking sector in India. The importance of CRM can be assessed by evaluating CRM that provides enhanced opportunities to use data and information to both understand customers and create value. The ultimate purpose of the CRM is to improve performance and to assess how well the bank needs are met by CRM adaption and implementation. 5.2. Conclusion The aim of this dissertation was to examine the importance of CRM for HDFC Bank. To achieve this aim, following objectives were set: To analyze the effectiveness and efficiency of CRM services provided by the HDFC Bank, to examine the effects of CRM on business performance and operational effectiveness and to evaluate the improvements in customer service due to