A thesis Proposal on
Online Banking Customers: Attitudes and Activities
Contents
Marks
Marks Obtained
Introduction:
Background
1
1
Problem Statement
1
1
Objectives
1
1
Significance
1
0
Literature Review
4
0
Theoretical Framework
4
0
Hypothesis
2
0
Research Methodology
4
3
Research design
Data collection methods
Instrument(s) of data collection
Fieldwork/data collection
Analysis
References
2
Total
20
6
Table of contents
1. Introduction of student--------------------------------------------------------01
2. Table of contents----------------------------------------------------------------02
3. Background of the study ------------------------------------------------------03
4. Introduction --------------------------------------------------------------------05
5. Objectives & significance-----------------------------------------------------05
6. Methodology---------------------------------------------------------------------06
5.1 Data Collection Sources-----------------------------------06
5.2 Data Collection Tools--------------------------------------06
5.3 Data Processing---------------------------------------------06
1 Background of the study
The Global Diffusion of the Internet Project was initiated in 1997 to study the diffusion and absorption of the Internet to, and within, many diverse countries
The first international Internet service in Pakistan was launched by Digicom in 1995. The licensing of commercial Internet service providers began in 1996. By mid-1999 licenses to provide Internet services had been issued to approximately 100 organizations, of which approximately 40 were offering service. By mid-2000, the number of Pakistani users had grown to 500,000–700,000, or nearly 0.5 percent of the population.
It doesn't matter that the Internet, and banking sites in particular, are in reality safer than the news portrays, banks must dispel the perception that a customer's personal financial information is not safe online.
One of the major forces behind the changes happening to business today is technology, which is creating new product, services market opportunities and developing more information and system oriented business and management process. According to Yudkin, there are as many definitions of the internet as there are researchers. Chaffy explain it is as a physical network that links computers across the globe.
Banking is the one of the most information incentive sectors and is an ideal domain for the successful development of E-commerce. Internet banking refer to use of internet as a remote delivery channel for banking services. For customer it is the understanding of their anywhere, anytime, anyway banking dream. This ahs promoted the banks to embrace technology to meet the increasing customer expectation and face the tough competition.
Internet banking would help banks present a potentially low cost alternative to brick and mortar branch banking. Internet banking services are crucial for the long term survival of the banks in the world of electronic commerce. The market for the internet banking is forecasted to grow sharply in the next few years, affecting the competitive advantage enjoyed by traditional branch banks. Indeed, it is also was estimated that financial institutions that failed to respond to the need for the internet banking services would likely lose more than 10% of their customers base by the year.
The Online Banking report explores the contradictory dynamics driving and impeding the growth of online banking: service convenience and security concerns.
A website play very significant and key role in internet banking. Websites should be able to convey all the information for both current customers and potential new customers via the internet. If the content of the site fails to pass sufficient information on account capabilities, then the site is not fulfilling its objectives.
According to Caffey, the banks website provides a better way for communication. When assessing the success of a website the role of the internet in communication with customers, other partners can be consider from the two prospective. First bank to customer direction: how does the internet complement other channels in the communication proposition for the company’s product and services to new and existing customers with a view to generating new leads and retaining existing customers?. Second, customer to Bank: how can the internet complement other channels to deliver customer services to these customers?
Customer’s perception of service quality and their satisfaction are profoundly influenced by their service encounters. The term service encounter can be defined as:
“ A period of time during which a consumer directly interact with a service”
Today, Internet security issues are less about viruses or denial-of-service attacks, and more about spyware, malware, phishing and social engineering—all designed to extract personal information from unwary users to provide financial gain for increasingly sophisticated e-predators
When banking customers see headlines about identity theft and hackers raiding Web servers for personal information such as Social Security and credit card numbers, their apprehension over conducting financial transactions online increases. As a result, Internet banking must still deal with customer concerns that Internet commerce has overcome. The Online Banking Customers report examines why after so many online commerce barriers have fallen many customers are still reluctant to bank online.
Banks are experimenting with mobile banking and other Web 2.0 services, such as social networks and blogs, video and even interactive games. They are also looking at interactive tools and applications to encourage consumers to opt in to various offers, sign up for more information, enroll in new services and take quizzes or qualify for product promotions.
Expanded broadband penetration, familiarity with the Internet and the increasing number of younger and minority households are boosting the growth of online banking. By 2010, the number of online banking households in the Pakistan will grow to 62% of total online households in the Pakistan.
There fore online banking and customers attitudes and activities are important so that banks can start the online services and have to survive in the global world customer loyalty toward online banking increase by properly handling their complains and prevent them from different hacking and thefts cases. Similarly the other spyware viruses and bugs can be controlled. The main problem security while in an online system and in banking online also have security problems. If these problem are solved then the online banking may grow more rapidly through the whole globe
2. Introduction of the project
This project begins with the a background covering the internet, e- commerce and specially internet banking. My proposal aims to provide a better understanding of how internet is prevailing and what are the customers attitudes and activities in Pakistan. The purpose is to achieved via to research question which focus on how the bank’s online environment can be describes as well as customers services within this online environment can be described. I will visit the different banks and their environment. Data will be collected via interviews, mail questionnaires, field work and interaction with the websites, focusing on feed back from customers using the banking websites. In using these websites for their banking, the findings will show the entire results. Websites should have clear and concise information in order to build trust with the customers, and multimedia, graphic elements should be avoided, as this distract customers why they came to the site. In term of customer service, loan information, language option, and a menu of multiple services all found to be important. The main problem was found to be lack of trust in the new banking channel by customers. However effective complaint management can increase customers loyalty and trust of internet banking.
3. Objectives & Significance
This report is helpful to identified the different problem regarding the online banking and its benefits how it is beneficial this report is for the society and for the customers this is helpful for the banks that they will follow the things and start online banking so that they survive in the market. This report is helpful for the banks those are already online they become familiar with the internet problems and their solutions. This report have the following objectives.
Ø To identified problems regarding online banking
Ø To identified the customer activities regarding online banking
Ø To identified the customer’s problems which they face while interacting with internet
Ø To identified the customer attitude which they show about online banking
Ø This project begins with the a background covering the internet, e- commerce and specially internet banking
Ø To show the future of the online banking
Ø To show how the bank’s online environment can be describes as well as customers services within this online.
4. Methodology
4.1 Data Collection Sources
Data collection sources are I will be visit one or two banks and collect the data from them
Other source includes internet, business books and website of banks etc
4.2 Data Collection Tools
Ø Personal interviewing,
Ø Mail questionnaire,
Ø This is a field research
Ø And telephone interviewing
Ø Questionnaire
Ø Direct observations
Ø Participant observation
4.3 Data Processing (methods you will use to extract and process the information
you will gather)
I shall be use the world processing for data processing and use the
Ø tables and
Ø charts
my data will be qualitative and were collected by direct observation and focus personal interview. And collected data will analyzed on the basis of the frame of reference of this study.
2009/03/13
Topics For HR VU project
HR topics for vu project
1.T&D
2.Performance Management System
3.Employee Welfare Measure
4.360 degree Appraisal
5.Quality of Wotk life
6.HRD Preactices
7.Factors determinig Job Satisafaction of Employees
8.Stress Management
9.Employee retention Techniques
10.Settlement of Grieveance(Do it in Manufacturing concern)
11.Workers Participation in Management.
12.Effectiveness of Training(Do it as Research Project)
1.T&D
2.Performance Management System
3.Employee Welfare Measure
4.360 degree Appraisal
5.Quality of Wotk life
6.HRD Preactices
7.Factors determinig Job Satisafaction of Employees
8.Stress Management
9.Employee retention Techniques
10.Settlement of Grieveance(Do it in Manufacturing concern)
11.Workers Participation in Management.
12.Effectiveness of Training(Do it as Research Project)
Urdu Campus Introduction
“Urdu Campus” is a special series of “Beyond the Head Lines or Kabron Se Aage” of VOA Urdu Service, focusing on Campus life of students in America especially with respect to students who are outside of America and want to know about the life on American campuses. We will talk right from application to visa
JOBS IN TELENOR-TELENOR-Islamabad
ARE YOU READY FOR AN EXHILARATING CAREER RIDE?The Telenor Group is an international provider of high quality telecommunications, data and media communications services. Telenor ranks as one of the biggest GSM Service providers in the world with over 133 million subscribers. Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations an Asia together with Thailand. Malaysia and Bangladesh. We are looking for candidates in the following areas for our operations in Pakistan. * TRANSMISSION PERFORMANCE SPECIALIST - ISLAMABAD* VAS PERFORMANCE SPECIALIST - ISLAMABAD* MANAGER CORPORATE COMMUNICATION – ISLAMABAD * SALES & CUSTOMER SERVICE OFFICER – MUZAFFARABAD & QUETTA* EXECUTIVE PROJECT OFFICE - ISLAMABAD* MARKETING EXECUTIVE (BUDGETING & REPORTING) - ISLAMABAD* GPRS O&M ENGINEER - ISLAMABAD* OPERATIONS OFFICER (PL) - SUKKUR* UNIX ADMINISTRATOR - ISLAMABAD* NETWORK O&M ENGINEER - ISLAMABAD* IT BSS ARCHITECT - ISLAMABAD* IT BSS DEVELOPER - ISLAMABAD* IT DATA WAREHOUSE EXECUTIVE - ISLAMABAD* BUDGET & PROCESS EXECUTIVE - ISLAMABAD* DESIGN & OPERATIONS EXECUTIVE - ISLAMABAD* DESIGN & OPERATIONS EXECUTIVE (CIVIL WORKS AND POWER) - ISLAMABADInterested candidates should submit their CVs to our online application system at www.telenor.com.pk/careers latest by December 01, 2007. The website has more details on these and many other positions
Criticism to Telenor
Criticism to Telenor
Norwegian Internet Exchange
In June 2007 Telenor announced that it would withdraw from the Norwegian Internet Exchange(NIX). It would allow other internet service providers to connect to Telenor's own exchange point, but wants to be able to charge content providers, like NRK or Schibsted, for prioritised access to their network. The Norwegian Post and Telecommunications Authority stated they would look at the legality of this move, but concluded that the withdrawal from NIX would not negatively affect the Norwegian Internet infrastructure. This raised demands that the network division be demerged from Telenor and made a separate company. Critics feel that this move compromises the network neutrality of Norway,especially since Telenor has a 57% market share domestically. Telenor chose not to fulfill their threats, and continue to connect to NIX through a ten gigabit ethernetconnection.
Grameen Bank gentlemen's agreement
After Muhammad Yunus was awarded the Nobel Peace Prize in 2006, he claimed during his visit in Norway to receive the prize that Grameen Bank had a gentlemen's agreement with Telenor where Telenor was to sell part of GrameenPhone to the bank. Telenor was not interested in fulfilling this agreement, arguing it was not juridically binding.
Illegal VoIP Operations
Telenor's subsidiary Grameenphone was fined multiple times and later sued because they participated in illegal VOIP operations. VOIP operations went against the BTRC's (Bangladesh Telecommunication Regulatory Commission ) rules and as a result Grameenphone's offices were also raided in the process. BTRC claimed that the regulator and government was denied large revenue which Telenor/Grameenphone earned through these activities. Shortly after, Grameenphone's profits fell 32% when BTRC forced Grameenphone to cease VOIP operations.
Use of child labor and hazardous working conditions
A Danish TV documentary has revealed miserable working conditions and environmental violations at companies in Bangladesh that act as suppliers to GrameenPhone. Employees were shown working with hazardous chemicals and heavy metals virtually without protection. Workers were as young as 13 years, a clear violation of child labour laws. The firms were caught allowing polluted waste water to spill into nearby rice fields. And in one case, a worker was killed when he fell into an unsecured pool of acid.
Telenor, believing that the best defense is a good offense, opted to reveal some of the findings of the documentary even before it was aired.
Muhammad Yunus is considering taking legal action against Telenor
Nobel Peace Prize recipient and co-owner of Grameenphone, Muhammad Yunus, is currently considering taking legal action against Telenor, for the company's failure to stamp out the use of child labour by its subcontractors in Bangladesh.In a press release published on September 4th, 2008, Yunus wrote that:
-Neither I nor Grameenphone can accept this conduct. Twice the authorities in Bangladesh have found the company not to be in compliance with the current legislation of the country.
Telenor's CEO, Jon Fredrik Baksaas, has promised to look into the matter.
Norwegian Internet Exchange
In June 2007 Telenor announced that it would withdraw from the Norwegian Internet Exchange(NIX). It would allow other internet service providers to connect to Telenor's own exchange point, but wants to be able to charge content providers, like NRK or Schibsted, for prioritised access to their network. The Norwegian Post and Telecommunications Authority stated they would look at the legality of this move, but concluded that the withdrawal from NIX would not negatively affect the Norwegian Internet infrastructure. This raised demands that the network division be demerged from Telenor and made a separate company. Critics feel that this move compromises the network neutrality of Norway,especially since Telenor has a 57% market share domestically. Telenor chose not to fulfill their threats, and continue to connect to NIX through a ten gigabit ethernetconnection.
Grameen Bank gentlemen's agreement
After Muhammad Yunus was awarded the Nobel Peace Prize in 2006, he claimed during his visit in Norway to receive the prize that Grameen Bank had a gentlemen's agreement with Telenor where Telenor was to sell part of GrameenPhone to the bank. Telenor was not interested in fulfilling this agreement, arguing it was not juridically binding.
Illegal VoIP Operations
Telenor's subsidiary Grameenphone was fined multiple times and later sued because they participated in illegal VOIP operations. VOIP operations went against the BTRC's (Bangladesh Telecommunication Regulatory Commission ) rules and as a result Grameenphone's offices were also raided in the process. BTRC claimed that the regulator and government was denied large revenue which Telenor/Grameenphone earned through these activities. Shortly after, Grameenphone's profits fell 32% when BTRC forced Grameenphone to cease VOIP operations.
Use of child labor and hazardous working conditions
A Danish TV documentary has revealed miserable working conditions and environmental violations at companies in Bangladesh that act as suppliers to GrameenPhone. Employees were shown working with hazardous chemicals and heavy metals virtually without protection. Workers were as young as 13 years, a clear violation of child labour laws. The firms were caught allowing polluted waste water to spill into nearby rice fields. And in one case, a worker was killed when he fell into an unsecured pool of acid.
Telenor, believing that the best defense is a good offense, opted to reveal some of the findings of the documentary even before it was aired.
Muhammad Yunus is considering taking legal action against Telenor
Nobel Peace Prize recipient and co-owner of Grameenphone, Muhammad Yunus, is currently considering taking legal action against Telenor, for the company's failure to stamp out the use of child labour by its subcontractors in Bangladesh.In a press release published on September 4th, 2008, Yunus wrote that:
-Neither I nor Grameenphone can accept this conduct. Twice the authorities in Bangladesh have found the company not to be in compliance with the current legislation of the country.
Telenor's CEO, Jon Fredrik Baksaas, has promised to look into the matter.
Muhammad Yunus is considering taking legal action against Telenor
Nobel Peace Prize recipient and co-owner of Grameenphone, Muhammad Yunus, is currently considering taking legal action against Telenor, for the company's failure to stamp out the use of child labour by its subcontractors in Bangladesh.In a press release published on September 4th, 2008, Yunus wrote that:
-Neither I nor Grameenphone can accept this conduct. Twice the authorities in Bangladesh have found the company not to be in compliance with the current legislation of the country.
Telenor's CEO, Jon Fredrik Baksaas, has promised to look into the matter.
-Neither I nor Grameenphone can accept this conduct. Twice the authorities in Bangladesh have found the company not to be in compliance with the current legislation of the country.
Telenor's CEO, Jon Fredrik Baksaas, has promised to look into the matter.
Telenor Pakistan
Telenor Pakistan is a wholly owned subsidiary that started operations on the 15th of March 2005 and holds one of six mobile licences in Pakistan. It's also the fastest growing cellular network of Pakistan - this may be attributed to their aggressive marketing and advertising campaign. Currently, Telenor holds the second largest GSM and the largest GPRS and EDGE coverage in Pakistan with the recent launch of its nationwide EDGE-enabled network. It has achieved the second largest retailer network in Pakistan within the 2 years span of its operations and has started operations in northern areas of Pakistan and in Pakistani administered Kashmir. Telenor had reached its breakeven in the first quarter of 2007. Telenor proactively participated in the earthquake disaster relief, and carried out a campaign for the welfare of flood victims in Balochistan. The current CEO of Telenor Pakistan is Jon Eddy Abdullah.
Telenor International activities and markets
Telenor world locations
Approximately half of Telenor's employees work outside Norway.
Bangladesh
Telenor owns 62% of GrameenPhone, Bangladesh's largest mobile telephone company followed by Banglalink. As of June 2008[update], GrameenPhone has more than 20 million subscribers
Denmark
In Denmark Telenor owns the following companies: Sonofon which is Denmark's second largest provider of mobile telephony with 1.8 million subscribers. Cybercity which provides IP telephony and broadband and has 280.000 customers. Tele2 which provides telephony and internet. CBB Mobil which provides low cost prepaid mobile telephony.
In 2009 Sonofon, Cybercity and Tele2 will be unified under one international brand - Telenor.
Furthermore the digital distributor of TV-channels Canal Digital owned by Telenor is also present in Denmark.
Finland
Telenor's operations in Finland are fixed datacom and Canal Digital.
Hungary
Pannon is Telenor's fully owned subsidiary in Hungary. The company offers mobile telephony, has 3 million subscribers and a marked share of 33%.
Malaysia
DiGi is Malaysia's third largest mobile telephony company, and Telenor owns 49% of the company.
Montenegro
ProMonte is Telenor's subsidiary in Montenegro and offers mobile telephony.
Telenor Pakistan
Telenor Pakistan is a wholly owned subsidiary that started operations on the 15th of March 2005 and holds one of six mobile licences in Pakistan. It's also the fastest growing cellular network of Pakistan - this may be attributed to their aggressive marketing and advertising campaign. Currently, Telenor holds the second largest GSM and the largest GPRS and EDGE coverage in Pakistan with the recent launch of its nationwide EDGE-enabled network. It has achieved the second largest retailer network in Pakistan within the 2 years span of its operations and has started operations in northern areas of Pakistan and in Pakistani administered Kashmir. Telenor had reached its breakeven in the first quarter of 2007. Telenor proactively participated in the earthquake disaster relief, and carried out a campaign for the welfare of flood victims in Balochistan. The current CEO of Telenor Pakistan is Jon Eddy Abdullah.
Russia and CIS
Russia's second largest mobile telephone company is VimpelCom, which Telenor owns about a third of VimpelCom also operates in Kazakhstan, Tajikistan, Ukraine, Uzbekistanand Georgia. The company is listed on New York Stock Exchange
Serbia
Telenor owns 100% of Telenor Serbia, one of the three mobile vendors in Serbia and has a customer base of around 2.99 million. It is second mobile operator in the Serbian market.
Sweden
Telenor owns a number of different companies in Sweden. Telenor Sverige AB is the result of Telenor's purchase of Vodafone Sweden in 2005, offering mobile telephone services with a market share of approximately 15%. Telenor also owns Bredbandsbolaget, Sweden's second largest provider of broadband and the largest provider of IP telephony. Canal Digital offers TV distribution as well.
Thailand
Telenor holds an indirect position in DTAC, a mobile telephony company in Thailand. DTAC currently has about 14 million users which put DTAC as the second-largest mobile operator in the Thai market.
India
Telenor has accquired 60% equity stake in Unitech Wireless, which has the requisite government approvals/licenses to provide mobile services pan-India & is currently in the process of rolling out its network nation-wide (by end of 2009).
Probable strategy
The company started commercial operations in Pakistan on 14 March 2005. It will continue its focus on mobile operations in Scandinavia, Eastern Europe and Asia, become the largest provider of TV and Broadband to customers in Scandinavia, and sell non-core assets outside this scope.
Generally, the company's strong growth has derived from focusing on mobile communication in low-income, but fast-growing markets. These potentials being fulfilled, new incomes could come from either new market entries, or increased revenues from more services in existing emerging markets, from both mobile and broadband services.
Telenor is currently taking part in a race to acquire a sixth mobile operator in Vietnam in competition with other global telco's, among them Vimpelcom Telenor announced to the business newsparer Dagens Naeringsliv last winter that they are looking at possible prospects for mobile operations in Africa
Telenor International activities and markets
Approximately half of Telenor's employees work outside Norway.
Bangladesh
Telenor owns 62% of GrameenPhone, Bangladesh's largest mobile telephone company followed by Banglalink. As of June 2008[update], GrameenPhone has more than 20 million subscribers
Denmark
In Denmark Telenor owns the following companies: Sonofon which is Denmark's second largest provider of mobile telephony with 1.8 million subscribers. Cybercity which provides IP telephony and broadband and has 280.000 customers. Tele2 which provides telephony and internet. CBB Mobil which provides low cost prepaid mobile telephony.
In 2009 Sonofon, Cybercity and Tele2 will be unified under one international brand - Telenor.
Furthermore the digital distributor of TV-channels Canal Digital owned by Telenor is also present in Denmark.
Finland
Telenor's operations in Finland are fixed datacom and Canal Digital.
Hungary
Pannon is Telenor's fully owned subsidiary in Hungary. The company offers mobile telephony, has 3 million subscribers and a marked share of 33%.
Malaysia
DiGi is Malaysia's third largest mobile telephony company, and Telenor owns 49% of the company.
Montenegro
ProMonte is Telenor's subsidiary in Montenegro and offers mobile telephony.
Telenor Pakistan
Telenor Pakistan is a wholly owned subsidiary that started operations on the 15th of March 2005 and holds one of six mobile licences in Pakistan. It's also the fastest growing cellular network of Pakistan - this may be attributed to their aggressive marketing and advertising campaign. Currently, Telenor holds the second largest GSM and the largest GPRS and EDGE coverage in Pakistan with the recent launch of its nationwide EDGE-enabled network. It has achieved the second largest retailer network in Pakistan within the 2 years span of its operations and has started operations in northern areas of Pakistan and in Pakistani administered Kashmir. Telenor had reached its breakeven in the first quarter of 2007. Telenor proactively participated in the earthquake disaster relief, and carried out a campaign for the welfare of flood victims in Balochistan. The current CEO of Telenor Pakistan is Jon Eddy Abdullah.
Russia and CIS
Russia's second largest mobile telephone company is VimpelCom, which Telenor owns about a third of VimpelCom also operates in Kazakhstan, Tajikistan, Ukraine, Uzbekistanand Georgia. The company is listed on New York Stock Exchange
Serbia
Telenor owns 100% of Telenor Serbia, one of the three mobile vendors in Serbia and has a customer base of around 2.99 million. It is second mobile operator in the Serbian market.
Sweden
Telenor owns a number of different companies in Sweden. Telenor Sverige AB is the result of Telenor's purchase of Vodafone Sweden in 2005, offering mobile telephone services with a market share of approximately 15%. Telenor also owns Bredbandsbolaget, Sweden's second largest provider of broadband and the largest provider of IP telephony. Canal Digital offers TV distribution as well.
Thailand
Telenor holds an indirect position in DTAC, a mobile telephony company in Thailand. DTAC currently has about 14 million users which put DTAC as the second-largest mobile operator in the Thai market.
India
Telenor has accquired 60% equity stake in Unitech Wireless, which has the requisite government approvals/licenses to provide mobile services pan-India & is currently in the process of rolling out its network nation-wide (by end of 2009).
Probable strategy
The company started commercial operations in Pakistan on 14 March 2005. It will continue its focus on mobile operations in Scandinavia, Eastern Europe and Asia, become the largest provider of TV and Broadband to customers in Scandinavia, and sell non-core assets outside this scope.
Generally, the company's strong growth has derived from focusing on mobile communication in low-income, but fast-growing markets. These potentials being fulfilled, new incomes could come from either new market entries, or increased revenues from more services in existing emerging markets, from both mobile and broadband services.
Telenor is currently taking part in a race to acquire a sixth mobile operator in Vietnam in competition with other global telco's, among them Vimpelcom Telenor announced to the business newsparer Dagens Naeringsliv last winter that they are looking at possible prospects for mobile operations in Africa
Telenor International activities and markets
Telenor Introduction
Telenor is the incumbent telecommunications company in Norway, with headquarters located at Fornebu, close to Oslo. Today, Telenor is mostly an international wireless carrier with operations in Scandinavia, Eastern Europe and Asia. It is currently ranked as the seventh largest carrier in the world, with 143 million subscribers. In addition, it has extensive broadband and TV distribution operations in four Nordic Countries
History
Telegrafverket
Telenor started off in 1855 as a state-operated monopoly, named Telegrafverket as a provider of telegraph services. The first ideas for a telegraph were launched within the Royal Norwegian Navy in 1848, but by 1852 the plans were public and the Parliament of Norway decided on a plan for constructing the telegraph throughout the country. Televerket began by building from Christiania (now Oslo) to Sweden (Norway was at that time in a union with Sweden as well as between Christiania and Drammen. By 1857 the telegraph had reached Bergen (west coast) via Sørlandet (south coast) and by 1871 it had reached Kirkenes (north coast). Cable connections were opened to Denmark in 1867 and to Great Britain in 1869. The telegraph was most important for the merchant marine who now could use the electric telegraph to instantly communicate between different locations, and get a whole new advantage within logistics
Technology
The first telephone service in Norway was offered in 1878 between Arendal and Tvedestrand, while the first international telephone service between Christiania and Stockholm was offered in 1893. Automation of the telephone system was started in 1920 and completed in 1985. In 1946 the first Telex service was offered, and in 1976 satellite telephone connections to oil platforms in the North Sea were installed. In 1980 the first steps to digitalise the telephone network were taken
Televerket opened its first manual mobile telephone system in 1966, being replaced with the automatic NMT system in 1981 and the enhanced NMT-900 in 1986. Norway was the first country in Europe to get an automatic mobile telephone system. The digital GSM system came into use in 1993; the GSM standard was developed in Norway by the Norwegian University of Science and Technology (NTNU), but no mobile phone manufacturers emerged in the country. The third generation of mobile technology with UMTS system began full operation 2004. The Opera web browser was created in 1994 by Jon Stephenson von Tetzchner and Geir Ivarsøy during their tenure at Telenor. Opera Software was established in 1995 after the pair went on to continue development of their browser.
Deregulation and internationalisation
The corporation changed its name to Televerket in 1969. In 1994, the then Norwegian Telecom was established as a public corporation. The authorities wanted to deregulate the telecom sector in Norway, and sector by sector was deregulated between 1994 to 1998. An attempt to merge Telenor with its counterpart in Sweden, Telia, failed in 1999, while both still were owned by their respective governments. On December 4, 2000 the company was partially privatised and listed on Oslo Stock Exchange and NASDAQ. The privatisation gave the company NOK 15,6 billion in new capital, the Government of Norway owning 77.7% of the company after the privatisation. By 2006 the governments ownership has been reduced to 53%.
In the second half of the 1990s, Telenor became involved in mobile operations in a number of countries: Russia (1994), Bangladesh, Greece, Ireland, Germany and Austria (1997), Ukraine (1998), Malaysia (1999), Denmark and Thailand (2000), Hungary (2002), Montenegro (2004), Pakistan (2004), Slovakia, Czech Republic, Serbia (2006). Operations in Greece, Ireland and Germany were sold in 1999/2000 and profits were re-invested in the emerging markets. In October 2005 Telenor acquired Vodafone Sweden, changing the name to Telenor in April 2006. On 31 July 2006, Telenor acquired 100 per cent share of mobile operator Mobi 63, one of two mobile operations existing in that moment in Serbia for Euro 1.513 billion.
Operations
Telenor offers a full range of telecommunication services in Norway, including mobile and fixed telephony as well as Internet access and content. Telenor still dominates the market place in Norway. However, competition has at times been intense in the mobile market and ADSL market, but Telenor remains the largest company in both sectors.
Telenor holds a prominent position in the Scandinavian Broadband and TV market, both with regard to the number of subscribers and to the extent of coverage. The TV distribution is branded Canal Digital.
Telenor used to provide a range of services related to satellite communication, including voice, television and data before its Telenor Satellite Services devision was purchased by Vizada in 2007.
Telenor Maritime Radio is responsible for the infrastructure for maritime radio communication in Norway, and also includes five manned coast radio stations whose primary purpose is to monitor the maritime radio traffic and to assist marine vessels in distress.
Telenor Cinclus develops and sells products related to Automatic Meter Reading and other technologies related to machine to machine communication.
Telenor Research and Innovation (Telenor R&I, prior to September 1st 2006 known as Telenor R&D) is Norway's largest research establishment within Information and Communications Technology (ICT). Telenor R&I has research facilities in Fornebu, Trondheim and Tromsø.
Telenor also owns 51,8% of EDB Business Partner that offers a wide range of IT-services. The company is listed on Oslo Stock Exchange.
Telenor has sold a number of divisions after its privatisation, including Bravida, the former installation division and Findexa, now part of Eniro that is responsible for telephone directorys.
Mobile
Telenor Mobile SIM
At year-end 2005, Telenor held controlling interests in mobile operations in Norway, Denmark, Sweden, Ukraine, Hungary, Montenegro, Thailand, Malaysia, Bangladesh and Pakistan. Telenor also holds minority interests in mobile operations in Russia, having recently sold a minority share in Austria.
In accordance with Telenor's strategy of consolidating its position in international mobile by obtaining control of selected international mobile operations, and in order to maximize the benefit of cross-border synergies and increase overall profitability, Telenor also made new acquisitions in 2005.
In October 2006, Telenor entered into an agreement with Vodafone Group for the acquisition of subsidiary Vodafone Sweden for a consideration of NOK 8,170 million, including assumption of debt.
Effective from 26 October 2005, Telenor increased its economic stake in Total Access Communication in Thailand to 56.9 per cent. Following further transactions based on mandatory tender offers, Telenor's economic stake was raised to 69.3 per cent by year-end 2005.
Telenor's mobile commitments in Asia and Eastern and Central Europe are becoming increasingly important and to ensure optimal follow-up, Telenor has appointed dedicated Executive Vice Presidents for these regions. Telenor has also strengthened the co-ordination of operational and human resources across all the countries in which the group has operations through the appointment of two new Executive Vice Presidents to the Group Executive Management.
During 2005, Telenor successfully extracted a number of cross-border synergies across the group. Common technologies for optimal spectrum and network utilisation have been successfully implemented at each of the group's operations, and Telenor maintains its focus on adopting new technologies to improve service quality and reduce costs.
In order to harmonise the group's customer orientation across all markets, Telenor has developed a common segmentation model that enables more effective targeting, while also providing greater insight into the global markets. Telenor has developed a framework that provides affiliates with a proven concept of developing target segmented offerings and optimised go-to-market strategies.
Revenues from voice services include traffic charges, interconnection fees, and roaming charges. All of Telenor's mobile operations derive the greatest share of their total revenues from voice services, and Telenor continues to focus on developing new products, services and initiatives to increase Telenor's customer base and encourage higher usage.
Fixed-line
In Norway, Telenor provides communications solutions on a retail basis to both residential and business customers. Offers include analogue and digital (ISDN) fixed-line telephony, as well as broadband voice services over Internet Protocol (VoIP), Internet access via PSTN/ISDN and digital subscriber lines (xDSL), value-added services and leased lines. Norway now has one of the highest numbers of DSL lines per capita, currently at over 80% of households and steadily growing.
Through the acquisitions of Bredbandsbolaget and Cybercity, made in July 2005 for NOK 4.5 billion and NOK 1.3 billion, respectively, Telenor has gained a strong position in the fast-growing broadband markets in Sweden and Denmark. Bredbandsbolaget is Sweden's second largest provider of broadband services, offering full with high-speed Internet, VoIP and Internet Protocol (IP) television services on an all-IP fibre and xDSL network. Cybercity is Denmark's third largest broadband supplier, providing xDSL-based Internet access and voice services to both residential and business customers.
On 8 February 2006, Telenor increased its shareholding in the Swedish residential voice and broadband provider Glocalnet AB by 13.5 per cent, for a consideration of SEK 136 million (NOK 118 million), to secure a 50.1 per cent ownership interest. The acquisition triggered a mandatory offer for all outstanding shares in Glocalnet AB. This offer is valid until 21 April 2006. As at 28 March 2006, Telenor holds a 96.6 per cent ownership interest in Glocalnet.
In the fourth quarter of 2005, Telenor disposed of its operations in the Czech Republic and Slovakia with a loss of NOK 63 million.
History
Telegrafverket
Telenor started off in 1855 as a state-operated monopoly, named Telegrafverket as a provider of telegraph services. The first ideas for a telegraph were launched within the Royal Norwegian Navy in 1848, but by 1852 the plans were public and the Parliament of Norway decided on a plan for constructing the telegraph throughout the country. Televerket began by building from Christiania (now Oslo) to Sweden (Norway was at that time in a union with Sweden as well as between Christiania and Drammen. By 1857 the telegraph had reached Bergen (west coast) via Sørlandet (south coast) and by 1871 it had reached Kirkenes (north coast). Cable connections were opened to Denmark in 1867 and to Great Britain in 1869. The telegraph was most important for the merchant marine who now could use the electric telegraph to instantly communicate between different locations, and get a whole new advantage within logistics
Technology
The first telephone service in Norway was offered in 1878 between Arendal and Tvedestrand, while the first international telephone service between Christiania and Stockholm was offered in 1893. Automation of the telephone system was started in 1920 and completed in 1985. In 1946 the first Telex service was offered, and in 1976 satellite telephone connections to oil platforms in the North Sea were installed. In 1980 the first steps to digitalise the telephone network were taken
Televerket opened its first manual mobile telephone system in 1966, being replaced with the automatic NMT system in 1981 and the enhanced NMT-900 in 1986. Norway was the first country in Europe to get an automatic mobile telephone system. The digital GSM system came into use in 1993; the GSM standard was developed in Norway by the Norwegian University of Science and Technology (NTNU), but no mobile phone manufacturers emerged in the country. The third generation of mobile technology with UMTS system began full operation 2004. The Opera web browser was created in 1994 by Jon Stephenson von Tetzchner and Geir Ivarsøy during their tenure at Telenor. Opera Software was established in 1995 after the pair went on to continue development of their browser.
Deregulation and internationalisation
The corporation changed its name to Televerket in 1969. In 1994, the then Norwegian Telecom was established as a public corporation. The authorities wanted to deregulate the telecom sector in Norway, and sector by sector was deregulated between 1994 to 1998. An attempt to merge Telenor with its counterpart in Sweden, Telia, failed in 1999, while both still were owned by their respective governments. On December 4, 2000 the company was partially privatised and listed on Oslo Stock Exchange and NASDAQ. The privatisation gave the company NOK 15,6 billion in new capital, the Government of Norway owning 77.7% of the company after the privatisation. By 2006 the governments ownership has been reduced to 53%.
In the second half of the 1990s, Telenor became involved in mobile operations in a number of countries: Russia (1994), Bangladesh, Greece, Ireland, Germany and Austria (1997), Ukraine (1998), Malaysia (1999), Denmark and Thailand (2000), Hungary (2002), Montenegro (2004), Pakistan (2004), Slovakia, Czech Republic, Serbia (2006). Operations in Greece, Ireland and Germany were sold in 1999/2000 and profits were re-invested in the emerging markets. In October 2005 Telenor acquired Vodafone Sweden, changing the name to Telenor in April 2006. On 31 July 2006, Telenor acquired 100 per cent share of mobile operator Mobi 63, one of two mobile operations existing in that moment in Serbia for Euro 1.513 billion.
Operations
Telenor offers a full range of telecommunication services in Norway, including mobile and fixed telephony as well as Internet access and content. Telenor still dominates the market place in Norway. However, competition has at times been intense in the mobile market and ADSL market, but Telenor remains the largest company in both sectors.
Telenor holds a prominent position in the Scandinavian Broadband and TV market, both with regard to the number of subscribers and to the extent of coverage. The TV distribution is branded Canal Digital.
Telenor used to provide a range of services related to satellite communication, including voice, television and data before its Telenor Satellite Services devision was purchased by Vizada in 2007.
Telenor Maritime Radio is responsible for the infrastructure for maritime radio communication in Norway, and also includes five manned coast radio stations whose primary purpose is to monitor the maritime radio traffic and to assist marine vessels in distress.
Telenor Cinclus develops and sells products related to Automatic Meter Reading and other technologies related to machine to machine communication.
Telenor Research and Innovation (Telenor R&I, prior to September 1st 2006 known as Telenor R&D) is Norway's largest research establishment within Information and Communications Technology (ICT). Telenor R&I has research facilities in Fornebu, Trondheim and Tromsø.
Telenor also owns 51,8% of EDB Business Partner that offers a wide range of IT-services. The company is listed on Oslo Stock Exchange.
Telenor has sold a number of divisions after its privatisation, including Bravida, the former installation division and Findexa, now part of Eniro that is responsible for telephone directorys.
Mobile
Telenor Mobile SIM
At year-end 2005, Telenor held controlling interests in mobile operations in Norway, Denmark, Sweden, Ukraine, Hungary, Montenegro, Thailand, Malaysia, Bangladesh and Pakistan. Telenor also holds minority interests in mobile operations in Russia, having recently sold a minority share in Austria.
In accordance with Telenor's strategy of consolidating its position in international mobile by obtaining control of selected international mobile operations, and in order to maximize the benefit of cross-border synergies and increase overall profitability, Telenor also made new acquisitions in 2005.
In October 2006, Telenor entered into an agreement with Vodafone Group for the acquisition of subsidiary Vodafone Sweden for a consideration of NOK 8,170 million, including assumption of debt.
Effective from 26 October 2005, Telenor increased its economic stake in Total Access Communication in Thailand to 56.9 per cent. Following further transactions based on mandatory tender offers, Telenor's economic stake was raised to 69.3 per cent by year-end 2005.
Telenor's mobile commitments in Asia and Eastern and Central Europe are becoming increasingly important and to ensure optimal follow-up, Telenor has appointed dedicated Executive Vice Presidents for these regions. Telenor has also strengthened the co-ordination of operational and human resources across all the countries in which the group has operations through the appointment of two new Executive Vice Presidents to the Group Executive Management.
During 2005, Telenor successfully extracted a number of cross-border synergies across the group. Common technologies for optimal spectrum and network utilisation have been successfully implemented at each of the group's operations, and Telenor maintains its focus on adopting new technologies to improve service quality and reduce costs.
In order to harmonise the group's customer orientation across all markets, Telenor has developed a common segmentation model that enables more effective targeting, while also providing greater insight into the global markets. Telenor has developed a framework that provides affiliates with a proven concept of developing target segmented offerings and optimised go-to-market strategies.
Revenues from voice services include traffic charges, interconnection fees, and roaming charges. All of Telenor's mobile operations derive the greatest share of their total revenues from voice services, and Telenor continues to focus on developing new products, services and initiatives to increase Telenor's customer base and encourage higher usage.
Fixed-line
In Norway, Telenor provides communications solutions on a retail basis to both residential and business customers. Offers include analogue and digital (ISDN) fixed-line telephony, as well as broadband voice services over Internet Protocol (VoIP), Internet access via PSTN/ISDN and digital subscriber lines (xDSL), value-added services and leased lines. Norway now has one of the highest numbers of DSL lines per capita, currently at over 80% of households and steadily growing.
Through the acquisitions of Bredbandsbolaget and Cybercity, made in July 2005 for NOK 4.5 billion and NOK 1.3 billion, respectively, Telenor has gained a strong position in the fast-growing broadband markets in Sweden and Denmark. Bredbandsbolaget is Sweden's second largest provider of broadband services, offering full with high-speed Internet, VoIP and Internet Protocol (IP) television services on an all-IP fibre and xDSL network. Cybercity is Denmark's third largest broadband supplier, providing xDSL-based Internet access and voice services to both residential and business customers.
On 8 February 2006, Telenor increased its shareholding in the Swedish residential voice and broadband provider Glocalnet AB by 13.5 per cent, for a consideration of SEK 136 million (NOK 118 million), to secure a 50.1 per cent ownership interest. The acquisition triggered a mandatory offer for all outstanding shares in Glocalnet AB. This offer is valid until 21 April 2006. As at 28 March 2006, Telenor holds a 96.6 per cent ownership interest in Glocalnet.
In the fourth quarter of 2005, Telenor disposed of its operations in the Czech Republic and Slovakia with a loss of NOK 63 million.
2009/03/11
Loyalty marketing
Loyalty marketing is an approach to marketing, based on strategic management, in which a company focuses on growing and retaining existing customers through incentives. Branding, product marketing and loyalty marketing all form part of the customer proposition – the subjective assessment by the customer of whether to purchase a brand or not based on the integrated combination of the value they receive from each of these marketing disciplines.
The discipline of customer loyalty marketing has been around for many years, but expansions from it merely being a model for conducting business to becoming a vehicle for marketing and advertising have made it omnipresent in consumer marketing organizations since the mid- to late-1990s. Some of the newer loyalty marketing industry insiders, such as Fred Reichheld, have claimed a strong link between customer loyalty marketing and customer referral. In recent years, a new marketing discipline called "customer advocacy marketing" has been combined with or replaced "customer loyalty marketing." To the general public, many airline miles programs, hotel frequent guest programs and credit card incentive programs are the most visible customer loyalty marketing programs
History of loyalty marketing
In 1929, Betty Crocker issued coupons that could be used to redeem for items like free flatware. In 1937 the coupons were printed on the outside of packages, and later the Betty Crocker points program produced a popular reward catalog from which customers could pick rewards using their points. In 2006, it was announced that the Betty Crocker Catalog was going out of business and that all points needed to be redeemed by December 15, 2006. With it, one of the earliest loyalty programs ends a 77 year tradition.
On May 1, 1981 American Airlines launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer program. This revolutionary program was the first to reward "frequent fliers" with reward miles that could be accumulated and later redeemed for free travel. Many airlines and travel providers saw the incredible value in providing customers with an incentive to use a company exclusively and be rewarded for their loyalty. Within a few years, dozens of travel industry companies launched similar programs. The AAdvantage program now boasts over 50 million active members.
American Airlines' AAdvantage program can trace some of its roots to S&H Green Stamps, which were a popular retail reward coupon issued very commonly from the 1930s through the 1980s. Typically, as a consumer shopped at various grocery and dry good stores, they would receive a set number of Green Stamps that could be pasted into booklets and redeemed for prizes.
Loyalty marketing impact
Many loyalty programs have changed the way consumers interact with the companies from which they purchase products or services from and how much consumers spend. Many consumers in the US and Europe have become quite accustomed to the rewards and incentives they receive by being a "card carrying" member of an airline, hotel or car rental program. In addition, research from Chris X. Moloney shows that nearly 1/2 of all credit card users in the US utilize a points-based rewards program.
In recent years, the competition for high income customers has led many of these loyalty marketing program providers to provide significant perks that deliver value well beyond reward points or miles. Both American's AAdvantage program and Starwood Hotels' Preferred Guest program have received industry awards, called "Freddie Awards" by Inside Flyer Magazine and its publisher Randy Petersen for providing perks that customers value highly. These perks have become as important to many travelers as their reward miles according to research.
In his book, Loyalty Rules!, Fred Reichheld details the value to customer referral on the growth and financial performance of dozens of leading US firms. Reichheld purports that the measurement of company advocates, or promoters, is the strongest single measurable correlation between customers and corporate performance. Similarly, Chris X. Moloney has presented new findings ((Loyalty World London 2006)) that showed a magnetic value to a company to promote and measure customer referrals and advocacy via research and marketing.
Loyalty marketing and the loyalty business model
The loyalty business model relies on training of employees to achieve a specific paradigm: quality of product or service leads to customer satisfaction, which leads to customer loyalty, which leads to profitability. Loyalty marketing is an extension of that effort, relying upon word-of-mouth and advertising to draw upon the positive experiences of those exposed to loyalty business model inspired ventures to attract new customers. Fred Reichheld makes the point in his books that one can leverage the "power of extension" to draw new customers.
The rapid expansion of frequent-flyer programs is due to the fact that loyalty marketing relies on the earned loyalty of current customers to attract new loyalty from future customers. Incentive programs that are exclusive must strike a balance between increasing benefits for new customers over any existing loyalty plan they are currently in and keeping existing customers from moving to new plans. Hallmark did this through devising a program that directly rewarded customers not only for buying merchandise and utilizing Hallmark.com, but gaining additional benefits through referring their friends.
The most recent loyalty marketing programs rely on viral marketing techniques to spread word of incentive and inducement programs through word of mouth.
The discipline of customer loyalty marketing has been around for many years, but expansions from it merely being a model for conducting business to becoming a vehicle for marketing and advertising have made it omnipresent in consumer marketing organizations since the mid- to late-1990s. Some of the newer loyalty marketing industry insiders, such as Fred Reichheld, have claimed a strong link between customer loyalty marketing and customer referral. In recent years, a new marketing discipline called "customer advocacy marketing" has been combined with or replaced "customer loyalty marketing." To the general public, many airline miles programs, hotel frequent guest programs and credit card incentive programs are the most visible customer loyalty marketing programs
History of loyalty marketing
In 1929, Betty Crocker issued coupons that could be used to redeem for items like free flatware. In 1937 the coupons were printed on the outside of packages, and later the Betty Crocker points program produced a popular reward catalog from which customers could pick rewards using their points. In 2006, it was announced that the Betty Crocker Catalog was going out of business and that all points needed to be redeemed by December 15, 2006. With it, one of the earliest loyalty programs ends a 77 year tradition.
On May 1, 1981 American Airlines launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer program. This revolutionary program was the first to reward "frequent fliers" with reward miles that could be accumulated and later redeemed for free travel. Many airlines and travel providers saw the incredible value in providing customers with an incentive to use a company exclusively and be rewarded for their loyalty. Within a few years, dozens of travel industry companies launched similar programs. The AAdvantage program now boasts over 50 million active members.
American Airlines' AAdvantage program can trace some of its roots to S&H Green Stamps, which were a popular retail reward coupon issued very commonly from the 1930s through the 1980s. Typically, as a consumer shopped at various grocery and dry good stores, they would receive a set number of Green Stamps that could be pasted into booklets and redeemed for prizes.
Loyalty marketing impact
Many loyalty programs have changed the way consumers interact with the companies from which they purchase products or services from and how much consumers spend. Many consumers in the US and Europe have become quite accustomed to the rewards and incentives they receive by being a "card carrying" member of an airline, hotel or car rental program. In addition, research from Chris X. Moloney shows that nearly 1/2 of all credit card users in the US utilize a points-based rewards program.
In recent years, the competition for high income customers has led many of these loyalty marketing program providers to provide significant perks that deliver value well beyond reward points or miles. Both American's AAdvantage program and Starwood Hotels' Preferred Guest program have received industry awards, called "Freddie Awards" by Inside Flyer Magazine and its publisher Randy Petersen for providing perks that customers value highly. These perks have become as important to many travelers as their reward miles according to research.
In his book, Loyalty Rules!, Fred Reichheld details the value to customer referral on the growth and financial performance of dozens of leading US firms. Reichheld purports that the measurement of company advocates, or promoters, is the strongest single measurable correlation between customers and corporate performance. Similarly, Chris X. Moloney has presented new findings ((Loyalty World London 2006)) that showed a magnetic value to a company to promote and measure customer referrals and advocacy via research and marketing.
Loyalty marketing and the loyalty business model
The loyalty business model relies on training of employees to achieve a specific paradigm: quality of product or service leads to customer satisfaction, which leads to customer loyalty, which leads to profitability. Loyalty marketing is an extension of that effort, relying upon word-of-mouth and advertising to draw upon the positive experiences of those exposed to loyalty business model inspired ventures to attract new customers. Fred Reichheld makes the point in his books that one can leverage the "power of extension" to draw new customers.
The rapid expansion of frequent-flyer programs is due to the fact that loyalty marketing relies on the earned loyalty of current customers to attract new loyalty from future customers. Incentive programs that are exclusive must strike a balance between increasing benefits for new customers over any existing loyalty plan they are currently in and keeping existing customers from moving to new plans. Hallmark did this through devising a program that directly rewarded customers not only for buying merchandise and utilizing Hallmark.com, but gaining additional benefits through referring their friends.
The most recent loyalty marketing programs rely on viral marketing techniques to spread word of incentive and inducement programs through word of mouth.
Integrated Campaigns
For many marketers, a comprehensive direct marketing campaign employs a mix of channels. It is not unusual for a large campaign to combine direct mail, telemarketing, radio and broadcast TV, as well as online channels such as email, search marketing, social networking and video. In a report conducted by the Direct Marketing Association, it was found that 57% of the campaigns studied were employing integrated strategies. Of those, almost half (47%) launched with a direct mail campaign, typically followed by e-mail and then telemarketing.
Direct response television marketing
Direct marketing on TV (commonly referred to as DRTV) has two basic forms: long form (usually half-hour or hour-long segments that explain a product in detail and are commonly referred to as infomercials) and short form which refers to typical 0:30 second or 0:60 second commercials that ask viewers for an immediate response (typically to call a phone number on screen or go to a website).
TV-response marketing—i.e. infomercials—can be considered a form of direct marketing, since responses are in the form of calls to telephone numbers given on-air. This both allows marketers to reasonably conclude that the calls are due to a particular campaign, and allows the marketers to obtain customers' phone numbers as targets for telemarketing. Under the Federal Do-Not-Call List rules in the US, if the caller buys anything, the marketer would be exempt from Do-Not-Call List restrictions for a period of time due to having a prior business relationship with the caller. Major players are firms like QVC, Thane Direct, and Interwood Marketing Group then cross-sell, and up-sell to these respondents.
One of the most famous DRTV commercials was for Ginsu Knives by Ginsu Products, Inc. of RI. Several aspects of ad, such as it's use of adding items to the offer and the guarantee of satisfaction were much copied and came to be considered part of the formula for success with short form direct response TV ads (DRTV)
TV-response marketing—i.e. infomercials—can be considered a form of direct marketing, since responses are in the form of calls to telephone numbers given on-air. This both allows marketers to reasonably conclude that the calls are due to a particular campaign, and allows the marketers to obtain customers' phone numbers as targets for telemarketing. Under the Federal Do-Not-Call List rules in the US, if the caller buys anything, the marketer would be exempt from Do-Not-Call List restrictions for a period of time due to having a prior business relationship with the caller. Major players are firms like QVC, Thane Direct, and Interwood Marketing Group then cross-sell, and up-sell to these respondents.
One of the most famous DRTV commercials was for Ginsu Knives by Ginsu Products, Inc. of RI. Several aspects of ad, such as it's use of adding items to the offer and the guarantee of satisfaction were much copied and came to be considered part of the formula for success with short form direct response TV ads (DRTV)
Couponing
Couponing is used in print media to elicit a response from the reader. An example is a coupon which the reader cuts out and presents to a super-store check-out counter to avail of a discount. Coupons in newspapers and magazines cannot be considered direct marketing, since the marketer incurs the cost of supporting a third-party medium (the newspaper or magazine); direct marketing aims to circumvent that balance, paring the costs down to solely delivering their unsolicited sales message to the consumer, without supporting the newspaper that the consumer seeks and welcomes.
Voicemail Marketing
A fifth type of direct marketing has emerged out of the market prevalence of personal voice mailboxes, and business voicemail systems. Due to the ubiquity of email marketing, and the expense of direct mail and telemarketing, voicemail marketing presented a cost effective means by which to reach people with the warmth of a human voice.
Abuse of consumer marketing applications of voicemail marketing resulted in an abundance of "voice-spam", and prompted many jurisdictions to pass laws regulating consumer voicemail marketing.
More recently, businesses have utilized guided voicemail (an application where pre-recorded voicemails are guided by live callers) to accomplish personalized business-to-business marketing formerly reserved for telemarketing. Because guided voicemail is used to contact only businesses, it is exempt from Do Not Call regulations in place for other forms of voicemail marketing.
Abuse of consumer marketing applications of voicemail marketing resulted in an abundance of "voice-spam", and prompted many jurisdictions to pass laws regulating consumer voicemail marketing.
More recently, businesses have utilized guided voicemail (an application where pre-recorded voicemails are guided by live callers) to accomplish personalized business-to-business marketing formerly reserved for telemarketing. Because guided voicemail is used to contact only businesses, it is exempt from Do Not Call regulations in place for other forms of voicemail marketing.
Broadcast faxing
A fourth type of direct marketing, broadcast faxing, is now less common than the other forms. This is partly due to laws in the United States and elsewhere which make it illegal.
Door to Door Leaflet Marketing
Leaflet Distribution services are used extensively by the fast food industries, and many other business focussing on a local catchment Business to consumer business model, similar to direct mail marketing, this method is targeted purely by area, and costs a fraction of the amount of a mailshot due to not having to purchase stamps, envelopes or having to buy address lists and the names of home occupants.
Email Marketing
Email Marketing may have passed telemarketing in frequency at this point, and is a third type of direct marketing. A major concern is spam, which actually predates legitimate email marketing. As a result of the proliferation of mass spamming, ISPs and email service providers have developed increasingly effective E-Mail Filtering programs. These filters can interfere with the delivery of email marketing campaigns, even if the person has subscribed to receive them, as legitimate email marketing can possess the same hallmarks as spam.
Tiens offices in UK
TIANSHI UK PLC Tel: 0044-20-8200-7788Fax: 0044-20-8200-7711Email: tiensliaj@tiens.com.cn Add: Ground Floor Unit 4 Colindale Business Centre, 126/128 Colindale Avenue NW9 5HU London, UK. Independent Agent OfficeLondon
Canada WaterUnit 39-40 Business Centre 35 Evelyn StreetLondon SE8 5RTContact: Elliott OmoseOpening Time: Mon-Fri: 11:00am-7:00pm Sat: 12:00pm-7:00pmTel: 07957120275Tel: 02072325075Deptford202, Astra House, 23-25 Arklow RoadDeptford SE14 6EBContact: GinaOpening time: Sun - Thu: 12:00pm - 7:00pm Fri: 12:00p-5:00pmTel: 07939735704Tel: 02086919991
Finsbury Park 1st Floor 3A, Stroud Green Rd Finsbury Park StationLondon N4 2DQContact: Frank RobertOpening time: Mon-Wed: 10:00am-5:00pm Thu-Fri: 10:00am-6:00pmSat: 1:00pm-6:00pmTel: 07956397133Tel: 02072630449Tel: 0795719318
StratfordSuite 103 queens way house275-285 high street StratfordLondon E15 2TFOffice number 0208 5349638(Nart) 079 46553139(Ibrahim) 07903271367Email info@besignifiiant.orgOpening Times 11am to 7.30pm Monday to Friday, and Saturday 12pm to 5pm
Seven SistersTudorleaf Business Centre 2nd Floor, Room 203 2-8 Fountayne RdTottenham London N15 4QLContact: Theresa A Boakye or Comfort AppiahTel: 07944837498KilburnG9, Argo House Business CentreKilburn Park Road, London NW 6 5LFContact: Svetlana ZhelenaTel: 07872078751Tel: 02082914088ManchesterManchester40 Princess StreetManchester M1 6DETel: 07903271367(Ibrahim)
Canada WaterUnit 39-40 Business Centre 35 Evelyn StreetLondon SE8 5RTContact: Elliott OmoseOpening Time: Mon-Fri: 11:00am-7:00pm Sat: 12:00pm-7:00pmTel: 07957120275Tel: 02072325075Deptford202, Astra House, 23-25 Arklow RoadDeptford SE14 6EBContact: GinaOpening time: Sun - Thu: 12:00pm - 7:00pm Fri: 12:00p-5:00pmTel: 07939735704Tel: 02086919991
Finsbury Park 1st Floor 3A, Stroud Green Rd Finsbury Park StationLondon N4 2DQContact: Frank RobertOpening time: Mon-Wed: 10:00am-5:00pm Thu-Fri: 10:00am-6:00pmSat: 1:00pm-6:00pmTel: 07956397133Tel: 02072630449Tel: 0795719318
StratfordSuite 103 queens way house275-285 high street StratfordLondon E15 2TFOffice number 0208 5349638(Nart) 079 46553139(Ibrahim) 07903271367Email info@besignifiiant.orgOpening Times 11am to 7.30pm Monday to Friday, and Saturday 12pm to 5pm
Seven SistersTudorleaf Business Centre 2nd Floor, Room 203 2-8 Fountayne RdTottenham London N15 4QLContact: Theresa A Boakye or Comfort AppiahTel: 07944837498KilburnG9, Argo House Business CentreKilburn Park Road, London NW 6 5LFContact: Svetlana ZhelenaTel: 07872078751Tel: 02082914088ManchesterManchester40 Princess StreetManchester M1 6DETel: 07903271367(Ibrahim)
2009/03/09
Telemarketing
Telemarketing
The second most common form of direct marketing is telemarketing, in which marketers contact consumers by phone. The unpopularity of cold call telemarketing (in which the consumer does not expect or invite the sales call) has led some US states and the US federal government to create "no-call lists" and legislation including heavy fines. This process may be outsourced to specialist call centres.
In the US, a national do-not-call list went into effect on October 1, 2003. Under the law, it is illegal for telemarketers to call anyone who has registered themselves on the list. After the list had operated for one year, over 62 million people had signed up The telemarketing industry opposed the creation of the list, but most telemarketers have complied with the law and refrained from calling people who are on the list.
Canada has passed legislation to create a similar Do Not Call List. In other countries it is voluntary, such as the New Zealand Name Removal Service.
The second most common form of direct marketing is telemarketing, in which marketers contact consumers by phone. The unpopularity of cold call telemarketing (in which the consumer does not expect or invite the sales call) has led some US states and the US federal government to create "no-call lists" and legislation including heavy fines. This process may be outsourced to specialist call centres.
In the US, a national do-not-call list went into effect on October 1, 2003. Under the law, it is illegal for telemarketers to call anyone who has registered themselves on the list. After the list had operated for one year, over 62 million people had signed up The telemarketing industry opposed the creation of the list, but most telemarketers have complied with the law and refrained from calling people who are on the list.
Canada has passed legislation to create a similar Do Not Call List. In other countries it is voluntary, such as the New Zealand Name Removal Service.
Guerrilla Marketing
Guerrilla marketing is an unconventional system of promotions that relies on time, energy and imagination rather than a big marketing budget. Typically, guerrilla marketing tactics are unexpected and unconventional; consumers are targeted in unexpected places, which can make the idea that's being marketed memorable, generate buzz, and even spread virally. The term was coined and defined by Jay Conrad Levinson in his 1984 book Guerrilla Marketing. The term has since entered the popular vocabulary and marketing textbooks.
Guerilla Marketing involves unusual approaches such as intercept encounters in public places, street giveaways of products, pr stunts, any unconventional marketing intended to get maximum results from minimal resources. More innovative approaches to Guerilla marketing now utilize cutting edge mobile digital technologies to really engage the consumer and create a memorable brand experience. Great examples of this type of marketing include products such as T-Shirt TV T-shirttv.com, the mobile media chariot or video segway, and ice cream truck advertising, created by Guerrilla Marketing companies like Brand Marketers Brand Marketers
Introduction
Levinson's books include hundreds of "guerrilla marketing weapons," but they also encourage guerrilla marketeers to be creative and devise their own unconventional methods of promotion. A guerrilla marketeer uses all of his or her contacts, both professional and personal, and examines his company and its products, looking for sources of publicity. Many forms of publicity can be very inexpensive, others are free.
Levinson says that when implementing guerrilla marketing tactics, small size is actually an advantage instead of a disadvantage. Small organizations and entrepreneurs are able to obtain publicity more easily than large companies as they are closer to their customers and considerably more agile.
Yet ultimately, according to Levinson, the Guerrilla Marketeer must "deliver the goods". In The Guerrilla Marketing Handbook, he states: "In order to sell a product or a service, a company must establish a relationship with the customer. It must build trust and support. It must understand the customer's needs, and it must provide a product that delivers the promised benefits."
Levinson identifies the following principles as the foundation of guerrilla marketing:
Guerrilla Marketing is specifically geared for the small business and entrepreneur.
It should be based on human psychology instead of experience, judgment, and guesswork.
Instead of money, the primary investments of marketing should be time, energy, and imagination.
The primary statistic to measure your business is the amount of profits, not sales.
The marketer should also concentrate on how many new relationships are made each month.
Create a standard of excellence with an acute focus instead of trying to diversify by offering too many diverse products and services.
Instead of concentrating on getting new customers, aim for more referrals, more transactions with existing customers, and larger transactions.
Forget about the competition and concentrate more on cooperating with other businesses.
Guerrilla Marketers should always use a combination of marketing methods for a campaign.
Use current technology as a tool to empower your business.
Associated marketing trends
The term Guerrilla Marketing is now often used more loosely as a descriptor for non-traditional media, such as:
Viral marketing -- through social networks
Ambient marketing
Presence marketing
Grassroots marketing
Wild Posting Campaigns
Alternative marketing
Buzz marketing -- word of mouth marketing
Undercover marketing -- subtle product placement
Astroturfing -- releasing company news to imitate grassroots popularity
Experiential marketing -- interaction with product
Tissue-pack marketing
Guerrilla marketing was initially used by small and medium size (SMEs) businesses, but it is now increasingly adopted by large businesses. Excessive use and abuse, expecially from great companies, generated a progressive loss of effectiveness. In some cases the result has been opposite to that one hoped.
Controversy
Aqua Teen Hunger Force
On 31 January 2007, several magnetic light displays in and around the city were mistaken for possible explosive devices. Several subway stations, bridges, and a portion of Interstate 93 were closed as police examined, removed, and in some cases, destroyed the devices. The suspicious objects were revealed to be ads depicting the Ignignokt and Err, characters from the Cartoon Networks latenight Adult Swim animated television series Aqua Teen Hunger Force
Messages On Hold
In December 2007, a staff member of on hold advertising company, took a life-size placard of cricket legend Shane Warne wearing a branded t-shirt and the company’s tell-tale ‘giant hand’ outside the West Australian Cricket Ground at the 3rd Ashes Test. The act of ambush marketing was noticed and the staff member issued a fine for ‘displaying a sign without a permit’, sparking a nationwide debate over wearing clothing with brand name
See also
Marketing
Customer experience management
Marketing strategies
Publicity
Small business
Viral marketing
Undercover marketing
Forehead advertising
Techniques
Guerrilla marketing warfare strategies
Street art
Flyposting
Wheatpasting
Graffiti
Guerilla Marketing involves unusual approaches such as intercept encounters in public places, street giveaways of products, pr stunts, any unconventional marketing intended to get maximum results from minimal resources. More innovative approaches to Guerilla marketing now utilize cutting edge mobile digital technologies to really engage the consumer and create a memorable brand experience. Great examples of this type of marketing include products such as T-Shirt TV T-shirttv.com, the mobile media chariot or video segway, and ice cream truck advertising, created by Guerrilla Marketing companies like Brand Marketers Brand Marketers
Introduction
Levinson's books include hundreds of "guerrilla marketing weapons," but they also encourage guerrilla marketeers to be creative and devise their own unconventional methods of promotion. A guerrilla marketeer uses all of his or her contacts, both professional and personal, and examines his company and its products, looking for sources of publicity. Many forms of publicity can be very inexpensive, others are free.
Levinson says that when implementing guerrilla marketing tactics, small size is actually an advantage instead of a disadvantage. Small organizations and entrepreneurs are able to obtain publicity more easily than large companies as they are closer to their customers and considerably more agile.
Yet ultimately, according to Levinson, the Guerrilla Marketeer must "deliver the goods". In The Guerrilla Marketing Handbook, he states: "In order to sell a product or a service, a company must establish a relationship with the customer. It must build trust and support. It must understand the customer's needs, and it must provide a product that delivers the promised benefits."
Levinson identifies the following principles as the foundation of guerrilla marketing:
Guerrilla Marketing is specifically geared for the small business and entrepreneur.
It should be based on human psychology instead of experience, judgment, and guesswork.
Instead of money, the primary investments of marketing should be time, energy, and imagination.
The primary statistic to measure your business is the amount of profits, not sales.
The marketer should also concentrate on how many new relationships are made each month.
Create a standard of excellence with an acute focus instead of trying to diversify by offering too many diverse products and services.
Instead of concentrating on getting new customers, aim for more referrals, more transactions with existing customers, and larger transactions.
Forget about the competition and concentrate more on cooperating with other businesses.
Guerrilla Marketers should always use a combination of marketing methods for a campaign.
Use current technology as a tool to empower your business.
Associated marketing trends
The term Guerrilla Marketing is now often used more loosely as a descriptor for non-traditional media, such as:
Viral marketing -- through social networks
Ambient marketing
Presence marketing
Grassroots marketing
Wild Posting Campaigns
Alternative marketing
Buzz marketing -- word of mouth marketing
Undercover marketing -- subtle product placement
Astroturfing -- releasing company news to imitate grassroots popularity
Experiential marketing -- interaction with product
Tissue-pack marketing
Guerrilla marketing was initially used by small and medium size (SMEs) businesses, but it is now increasingly adopted by large businesses. Excessive use and abuse, expecially from great companies, generated a progressive loss of effectiveness. In some cases the result has been opposite to that one hoped.
Controversy
Aqua Teen Hunger Force
On 31 January 2007, several magnetic light displays in and around the city were mistaken for possible explosive devices. Several subway stations, bridges, and a portion of Interstate 93 were closed as police examined, removed, and in some cases, destroyed the devices. The suspicious objects were revealed to be ads depicting the Ignignokt and Err, characters from the Cartoon Networks latenight Adult Swim animated television series Aqua Teen Hunger Force
Messages On Hold
In December 2007, a staff member of on hold advertising company, took a life-size placard of cricket legend Shane Warne wearing a branded t-shirt and the company’s tell-tale ‘giant hand’ outside the West Australian Cricket Ground at the 3rd Ashes Test. The act of ambush marketing was noticed and the staff member issued a fine for ‘displaying a sign without a permit’, sparking a nationwide debate over wearing clothing with brand name
See also
Marketing
Customer experience management
Marketing strategies
Publicity
Small business
Viral marketing
Undercover marketing
Forehead advertising
Techniques
Guerrilla marketing warfare strategies
Street art
Flyposting
Wheatpasting
Graffiti
Multi-level marketing (MLM),
Multi-level marketing (MLM), also known as Network Marketing, is a marketing strategy that compensates promoters of direct selling companies not only for product sales they personally generate, but also for the sales of others they introduced to the company. The products and company are usually marketed directly to consumers and potential business partners by means of relationship referrals and word of mouth marketing
Independent, unsalaried salespeople of multi-level marketing, referred to as distributors (or associates, independent business owners, dealers, franchise owners, sales consultants, consultants, independent agents, etc.), represent the parent company and are awarded a commission based upon the volume of product sold through each of their independent businesses (organizations).
Independent distributors develop their organizations by either building an active customer base, who buy direct from the parent company, or by recruiting a downline of independent distributors who also build a customer base, thereby expanding the overall organization. Additionally, distributors can also earn a profit by retailing products they purchased from the parent company at wholesale price.
Distributors earn a commission based on the sales efforts of their organization, which includes their independent sale efforts as well as the leveraged sales efforts of their downline. This arrangement is similar to franchise arrangements where royalties are paid from the sales of individual franchise operations to the franchisor as well as to an area or region manager. Commissions are paid to multi-level marketing distributors according to the company’s compensation plan. There can be multiple levels of people receiving royalties from one person's sales.
Legitimacy
It is sometimes difficult to distinguish legal and reputable MLMs from illegal pyramid or Ponzi schemes. MLM businesses operate in the United States in all 50 states and in more than 100 other countries, and new businesses may use terms like "affiliate marketing" or "home-based business franchising". However, many pyramid schemes try to present themselves as legitimate MLM businesses.
In the most legitimate MLM companies, commissions are earned only on sales of the company's products or services. No money may be earned from recruiting alone ("sign-up fees"), though money earned from the sales of members recruited is one attraction of MLM arrangements. If participants are paid primarily from money received from new recruits, or if they are required to buy more product than they are likely to sell, then the company may be a pyramid or Ponzi scheme, which is illegal in most countries.
New salespeople may be asked to pay for their own training and marketing materials, or to buy a significant amount of inventory. A commonly adopted test of legality is that MLMs follow the so-called 70% rule which prevents members "inventory loading" in order to qualify for additional bonuses. The 70% rule requires participants to sell 70% of previously purchased inventory before placing new orders with the company. There are however variations in interpretations of this rule. Some attorneys insist that 70% of purchased inventory should be sold to people who are not participants in the business, while many MLM companies allow for self-consumption to be a significant part of the sales of a participant
The European Union's Unfair Commercial Practices Directive explicitly includes self-consumption as legitimate
In a 2004 Federal Trade Commission (FTC) Staff Advisory letter to the Direct Selling Association states:
Much has been made of the personal, or internal, consumption issue in recent years. In fact, the amount of internal consumption in any multi-level compensation business does not determine whether or not the FTC will consider the plan a pyramid scheme. The critical question for the FTC is whether the revenues that primarily support the commissions paid to all participants are generated from purchases of goods and services that are not simply incidental to the purchase of the right to participate in a money-making venture
In a 2007 Wall Street Journal interview, FTC economist Peter Vander Nat stated, "If people are buying because they want to use a company’s products, those sales can count as retail.
The FTC offers advice for potential MLM members to help them identify those which are likely to be pyramid schemes
Compensation plans
Companies have devised a variety of MLM compensation plans over the decades.
Stairstep Breakaway plans This type of plan is characterized as having representatives who are responsible for both personal and group sales volumes. Volume is created by recruiting and by retailing product. Various discounts or rebates may be paid to group leaders and a group leader can be any representative with one or more downline recruits. Once predefined personal and/or group volumes are achieved, a representative moves up a commission level. This continues until the representative's sales volume reaches the top commission level and "breaks away" from their upline. From that point on, the new group is no longer considered part of his upline's group and the multi-level compensation aspect ceases. The original upline usually continues to be compensated through override commissions and other incentives.
Unilevel plans This type of plan is often considered the simplest of compensation plans. Uni-Level plans pay commissions primarily based on the number of levels a recipient is from the original representative who is purchasing the product. Commissions are not based on title or rank achieved. By qualifying with a minimum sales requirement, representatives earn unlimited commissions on a limited number of levels of downline recruited representatives.
Matrix plans This type of plan is similar to a Uni-Level plan, except there is a also limited number of representatives who can be placed on the first level. Recruits beyond the maximum number of first level positions allowed are automatically placed in other downline (lower level) positions. Matrix plans often have a maximum width and depth. When all positions in a representative's downline matrix are filled (maximum width and depth is reached for all participants in a matrix), a new matrix may be started. Like Uni-Level plans, representatives in a matrix earn unlimited commissions on limited levels of volume with minimal sales quotas.
Binary plans: A binary plan is a multilevel marketing compensation plan which allows distributors to have only two front-line distributors. If a distributor sponsors more than two distributors, the excess are placed at levels below the sponsoring distributor's front-line. This "spillover" is one of the most attractive features to new distributors since they need only sponsor two distributors to participate in the compensation plan. The primary limitation is that distributors must "balance" their two downline legs to receive commissions. Balancing legs typically requires that the number of sales from one downline leg constitute no more than a specified percentage of the distributor's total sales.
Hybrid plans are compensation plans that are constructed using elements of more than one type of compensation plan.
Criticism of MLM
The Federal Trade Commission (FTC) issued a decision, In re Amway Corp., in 1979 in which it indicated that multi-level marketing was not illegal per se in the United States. However, Amway was found guilty of price fixing (by requiring "independent" distributors to sell at the low price) and making exaggerated income claims.
The FTC advises that multi-level marketing organizations with greater incentives for recruitment than product sales are to be viewed skeptically. The FTC also warns that the practice of getting commissions from recruiting new members is outlawed in most states as "pyramiding". In April 2006, it proposed a Business Opportunity Rule intended to require all sellers of business opportunities—including MLMs—to provide enough information to enable prospective buyers to make an informed decision about their probability of earning money.
In March 2008, the FTC removed Network Marketing (MLM) companies from the proposed Business Opportunity Rule:
The revised proposal, however, would not reach multi-level marketing companies or certain companies that may have been swept inadvertently into scope of the April 2006 proposal.
Independent, unsalaried salespeople of multi-level marketing, referred to as distributors (or associates, independent business owners, dealers, franchise owners, sales consultants, consultants, independent agents, etc.), represent the parent company and are awarded a commission based upon the volume of product sold through each of their independent businesses (organizations).
Independent distributors develop their organizations by either building an active customer base, who buy direct from the parent company, or by recruiting a downline of independent distributors who also build a customer base, thereby expanding the overall organization. Additionally, distributors can also earn a profit by retailing products they purchased from the parent company at wholesale price.
Distributors earn a commission based on the sales efforts of their organization, which includes their independent sale efforts as well as the leveraged sales efforts of their downline. This arrangement is similar to franchise arrangements where royalties are paid from the sales of individual franchise operations to the franchisor as well as to an area or region manager. Commissions are paid to multi-level marketing distributors according to the company’s compensation plan. There can be multiple levels of people receiving royalties from one person's sales.
Legitimacy
It is sometimes difficult to distinguish legal and reputable MLMs from illegal pyramid or Ponzi schemes. MLM businesses operate in the United States in all 50 states and in more than 100 other countries, and new businesses may use terms like "affiliate marketing" or "home-based business franchising". However, many pyramid schemes try to present themselves as legitimate MLM businesses.
In the most legitimate MLM companies, commissions are earned only on sales of the company's products or services. No money may be earned from recruiting alone ("sign-up fees"), though money earned from the sales of members recruited is one attraction of MLM arrangements. If participants are paid primarily from money received from new recruits, or if they are required to buy more product than they are likely to sell, then the company may be a pyramid or Ponzi scheme, which is illegal in most countries.
New salespeople may be asked to pay for their own training and marketing materials, or to buy a significant amount of inventory. A commonly adopted test of legality is that MLMs follow the so-called 70% rule which prevents members "inventory loading" in order to qualify for additional bonuses. The 70% rule requires participants to sell 70% of previously purchased inventory before placing new orders with the company. There are however variations in interpretations of this rule. Some attorneys insist that 70% of purchased inventory should be sold to people who are not participants in the business, while many MLM companies allow for self-consumption to be a significant part of the sales of a participant
The European Union's Unfair Commercial Practices Directive explicitly includes self-consumption as legitimate
In a 2004 Federal Trade Commission (FTC) Staff Advisory letter to the Direct Selling Association states:
Much has been made of the personal, or internal, consumption issue in recent years. In fact, the amount of internal consumption in any multi-level compensation business does not determine whether or not the FTC will consider the plan a pyramid scheme. The critical question for the FTC is whether the revenues that primarily support the commissions paid to all participants are generated from purchases of goods and services that are not simply incidental to the purchase of the right to participate in a money-making venture
In a 2007 Wall Street Journal interview, FTC economist Peter Vander Nat stated, "If people are buying because they want to use a company’s products, those sales can count as retail.
The FTC offers advice for potential MLM members to help them identify those which are likely to be pyramid schemes
Compensation plans
Companies have devised a variety of MLM compensation plans over the decades.
Stairstep Breakaway plans This type of plan is characterized as having representatives who are responsible for both personal and group sales volumes. Volume is created by recruiting and by retailing product. Various discounts or rebates may be paid to group leaders and a group leader can be any representative with one or more downline recruits. Once predefined personal and/or group volumes are achieved, a representative moves up a commission level. This continues until the representative's sales volume reaches the top commission level and "breaks away" from their upline. From that point on, the new group is no longer considered part of his upline's group and the multi-level compensation aspect ceases. The original upline usually continues to be compensated through override commissions and other incentives.
Unilevel plans This type of plan is often considered the simplest of compensation plans. Uni-Level plans pay commissions primarily based on the number of levels a recipient is from the original representative who is purchasing the product. Commissions are not based on title or rank achieved. By qualifying with a minimum sales requirement, representatives earn unlimited commissions on a limited number of levels of downline recruited representatives.
Matrix plans This type of plan is similar to a Uni-Level plan, except there is a also limited number of representatives who can be placed on the first level. Recruits beyond the maximum number of first level positions allowed are automatically placed in other downline (lower level) positions. Matrix plans often have a maximum width and depth. When all positions in a representative's downline matrix are filled (maximum width and depth is reached for all participants in a matrix), a new matrix may be started. Like Uni-Level plans, representatives in a matrix earn unlimited commissions on limited levels of volume with minimal sales quotas.
Binary plans: A binary plan is a multilevel marketing compensation plan which allows distributors to have only two front-line distributors. If a distributor sponsors more than two distributors, the excess are placed at levels below the sponsoring distributor's front-line. This "spillover" is one of the most attractive features to new distributors since they need only sponsor two distributors to participate in the compensation plan. The primary limitation is that distributors must "balance" their two downline legs to receive commissions. Balancing legs typically requires that the number of sales from one downline leg constitute no more than a specified percentage of the distributor's total sales.
Hybrid plans are compensation plans that are constructed using elements of more than one type of compensation plan.
Criticism of MLM
The Federal Trade Commission (FTC) issued a decision, In re Amway Corp., in 1979 in which it indicated that multi-level marketing was not illegal per se in the United States. However, Amway was found guilty of price fixing (by requiring "independent" distributors to sell at the low price) and making exaggerated income claims.
The FTC advises that multi-level marketing organizations with greater incentives for recruitment than product sales are to be viewed skeptically. The FTC also warns that the practice of getting commissions from recruiting new members is outlawed in most states as "pyramiding". In April 2006, it proposed a Business Opportunity Rule intended to require all sellers of business opportunities—including MLMs—to provide enough information to enable prospective buyers to make an informed decision about their probability of earning money.
In March 2008, the FTC removed Network Marketing (MLM) companies from the proposed Business Opportunity Rule:
The revised proposal, however, would not reach multi-level marketing companies or certain companies that may have been swept inadvertently into scope of the April 2006 proposal.
2009/03/08
International Woman's Day in Pakistan
International Woman's Day (IWD) is marked on March 8 every year. It is a major day of global celebration for the economic, political and social achievements of women.
Started as a political event, the holiday blended in the culture of many countries (primarily Russia and the countries of former Soviet bloc). In some celebrations, the day lost its political flavour, and became simply an occasion for men to express their love to the women around them in a way somewhat similar to Mother's Day and St Valentine's Day mixed together. In others, however, the political and human rights theme as designated by the United Nations runs strong, and political and social awareness of the struggles of women worldwide are brought out and examined in a hopeful manner.
The IWD is also celebrated as the first spring holiday, as in the listed countries the first day of March is considered the first day of the spring season
History
Female members of the Australian Builders Labourers Federation march on International Women's Day 1975 in Sydney
The first IWD was observed on 28 February 1909 in the United States following a declaration by the Socialist Party of America. Among other relevant historic events, it came to commemorate the 1911 Triangle Shirtwaist Factory fire. The idea of having an international women's day was first put forward at the turn of the 20th century amid rapid world industrialization and economic expansion that led to protests over working conditions. By urban legend,[1][2] women from clothing and textile factories staged one such protest on 8 March 1857 in New York City.[3] The garment workers were protesting against very poor working conditions and low wages. The protesters were attacked and dispersed by police. These women established their first labor union in the same month two years later.
More protests followed on 8 March in subsequent years, most notably in 1908 when 15,000 women marched through New York City demanding shorter hours, better pay and voting rights[citation needed]. In 1910 the first international women's conference was held in Copenhagen (in the labour-movement building located at Jagtvej 69, which until recently housed Ungdomshuset) by the Second International and an 'International Women's Day' was established, which was submitted by the important German Socialist Clara Zetkin, although no date was specified.[4] The following year, 1911, IWD was marked by over a million people in Austria, Denmark, Germany and Switzerland, on March 19.[5] However, soon thereafter, on March 25, the Triangle Shirtwaist Factory fire in New York City killed over 140 garment workers. A lack of safety measures was blamed for the high death toll. Furthermore, on the eve of World War I, women across Europe held peace rallies on 8 March 1913. In the West, International Women's Day was commemorated during the 1910s and 1920s, but dwindled. It was revived by the rise of feminism in the 1960s.
Demonstrations marking International Women's Day in Russia proved to be the first stage of the Russian Revolution of 1917.
Following the October Revolution, the Bolshevik feminist Alexandra Kollontai persuaded Lenin to make it an official holiday in the Soviet Union, and it was established, but was a working day until 1965. On May 8, 1965 by the decree of the USSR Presidium of the Supreme Soviet International Women's Day was declared as a non working day in the USSR "in commemoration of outstanding merits of the Soviet women in communistic construction, in the defense of their Motherland during the Great Patriotic War, their heroism and selflessness at the front and in rear, and also marking the big contribution of women to strengthening friendship between peoples and struggle for the peace. But still women's day must be celebrated as many other days." Ommak Women's day yw nawar!!
Women's Day in modern culture
The 1932 Soviet poster dedicated to the 8th of March holiday. The text reads: "8th of March is the day of the rebellion of the working women against the kitchen slavery" and "Down with the oppression and narrow-mindedness of the household work!". Originally in the USSR the holiday had a clear political character, emphasizing the role of the Soviet state in liberation of women from the second-class citizens' position.
However, with time the meaning of the Holiday evolved to an apolitical celebration of women with an emphasis on their beauty and motherhood. Most late Soviet 8th of March postcards carried no political meaning.
The day is an official holiday in Albania, Algeria, Armenia, Azerbaijan, Belarus, Bosnia and Herzegovina, Brazil, Burkina Faso, Cameroon, China, Cuba, Georgia, Italy, Israel, Laos, Kazakhstan, Kyrgyzstan, Macedonia, Moldova, Mongolia, Montenegro, Poland, Romania, Russia, Serbia, Tajikistan, Turkmenistan, Ukraine, Uzbekistan, Vietnam, and Zambia, and is observed by men giving the women in their lives - mothers, wives, girlfriends, daughters, colleagues, etc., flowers and small gifts. In some countries (such as Romania) it is also observed as an equivalent of Mother's Day, where children also give small presents to their mothers and grandmothers.
After the collapse of the Soviet Union celebrations of IWD were abandoned in Armenia. Instead April 7 was introduced as state holiday of ‘Beauty and Motherhood.’ The new holiday immediately got popular among Armenians, as it commemorates one of the main holidays of Armenian Church, Annunciation. However, people still kept celebrating IWD on March 8 as well. Public discussion held on the topic of two ‘Women’s Days’ in Armenia resulted in the recognition of the so called ‘Women’s Month’ which is the period between March 8 and April 7.
In Italy, to celebrate the day, men give yellow mimosas to women.[7][8] Yellow mimosas and chocolate are also one of the most common March 8 presents in Russia.
In Bosnia and Herzegovina, Brazil, Croatia, Hungary, Romania, Moldova, Macedonia, Montenegro, Poland, Bulgaria, Slovenia and Serbia the custom of giving women flowers still prevails. Women sometimes get gifts from their employers too. School children often bring gifts for their teachers as well.
In countries like Portugal and Romania, it is usual, at the night of 8 March, groups of women celebrate in "women-only" dinners and parties.
In India, IWD holds a lot of significance. Many celebrations are held during the day. This portrays the power of women in the modern era and how vital their role is in the society.[citation needed]
In Pakistan working women in formal and informal sectors celebrate International Women's Day every year to commemorate their ongoing struggle for due rights, despite facing many cultural and religious restrictions. Some women working for change in society use IWM to help the movement for women's rights.
In 1975, which had been designated as International Women’s Year, the United Nations gave official sanction to and began sponsoring International Women's Day.
The 2005 Congress (conference) of the British Trades Union Congress overwhelmingly approved a resolution calling for IWD to be designated a public holiday in the United Kingdom.
International Women's Day encountered violence in Tehran, Iran on March 4, 2007, when police beat hundreds of men and women who were planning a rally. Police arrested dozens of women and some were released after several days of solitary confinement and interrogation.[9] Shadi Sadr and Mahbubeh Abbasgholizadeh, and several more community activists, were released on March 19th 2007, ending a fifteen day hunger strike.[10]
Today many events are held by women's groups around the world. The global women's organization Aurora hosts a free worldwide register of IWD local events (http://www.internationalwomensday.com/) so that women and the media can locate local activity. Many governments and organizations around the world support IWD. For example, HSBC hosts a range of IWD activity including co-hosting of the United Kingdom's flagship IWD event with women's group Aurora. Global interest in IWD shows a steady increase.
Started as a political event, the holiday blended in the culture of many countries (primarily Russia and the countries of former Soviet bloc). In some celebrations, the day lost its political flavour, and became simply an occasion for men to express their love to the women around them in a way somewhat similar to Mother's Day and St Valentine's Day mixed together. In others, however, the political and human rights theme as designated by the United Nations runs strong, and political and social awareness of the struggles of women worldwide are brought out and examined in a hopeful manner.
The IWD is also celebrated as the first spring holiday, as in the listed countries the first day of March is considered the first day of the spring season
History
Female members of the Australian Builders Labourers Federation march on International Women's Day 1975 in Sydney
The first IWD was observed on 28 February 1909 in the United States following a declaration by the Socialist Party of America. Among other relevant historic events, it came to commemorate the 1911 Triangle Shirtwaist Factory fire. The idea of having an international women's day was first put forward at the turn of the 20th century amid rapid world industrialization and economic expansion that led to protests over working conditions. By urban legend,[1][2] women from clothing and textile factories staged one such protest on 8 March 1857 in New York City.[3] The garment workers were protesting against very poor working conditions and low wages. The protesters were attacked and dispersed by police. These women established their first labor union in the same month two years later.
More protests followed on 8 March in subsequent years, most notably in 1908 when 15,000 women marched through New York City demanding shorter hours, better pay and voting rights[citation needed]. In 1910 the first international women's conference was held in Copenhagen (in the labour-movement building located at Jagtvej 69, which until recently housed Ungdomshuset) by the Second International and an 'International Women's Day' was established, which was submitted by the important German Socialist Clara Zetkin, although no date was specified.[4] The following year, 1911, IWD was marked by over a million people in Austria, Denmark, Germany and Switzerland, on March 19.[5] However, soon thereafter, on March 25, the Triangle Shirtwaist Factory fire in New York City killed over 140 garment workers. A lack of safety measures was blamed for the high death toll. Furthermore, on the eve of World War I, women across Europe held peace rallies on 8 March 1913. In the West, International Women's Day was commemorated during the 1910s and 1920s, but dwindled. It was revived by the rise of feminism in the 1960s.
Demonstrations marking International Women's Day in Russia proved to be the first stage of the Russian Revolution of 1917.
Following the October Revolution, the Bolshevik feminist Alexandra Kollontai persuaded Lenin to make it an official holiday in the Soviet Union, and it was established, but was a working day until 1965. On May 8, 1965 by the decree of the USSR Presidium of the Supreme Soviet International Women's Day was declared as a non working day in the USSR "in commemoration of outstanding merits of the Soviet women in communistic construction, in the defense of their Motherland during the Great Patriotic War, their heroism and selflessness at the front and in rear, and also marking the big contribution of women to strengthening friendship between peoples and struggle for the peace. But still women's day must be celebrated as many other days." Ommak Women's day yw nawar!!
Women's Day in modern culture
The 1932 Soviet poster dedicated to the 8th of March holiday. The text reads: "8th of March is the day of the rebellion of the working women against the kitchen slavery" and "Down with the oppression and narrow-mindedness of the household work!". Originally in the USSR the holiday had a clear political character, emphasizing the role of the Soviet state in liberation of women from the second-class citizens' position.
However, with time the meaning of the Holiday evolved to an apolitical celebration of women with an emphasis on their beauty and motherhood. Most late Soviet 8th of March postcards carried no political meaning.
The day is an official holiday in Albania, Algeria, Armenia, Azerbaijan, Belarus, Bosnia and Herzegovina, Brazil, Burkina Faso, Cameroon, China, Cuba, Georgia, Italy, Israel, Laos, Kazakhstan, Kyrgyzstan, Macedonia, Moldova, Mongolia, Montenegro, Poland, Romania, Russia, Serbia, Tajikistan, Turkmenistan, Ukraine, Uzbekistan, Vietnam, and Zambia, and is observed by men giving the women in their lives - mothers, wives, girlfriends, daughters, colleagues, etc., flowers and small gifts. In some countries (such as Romania) it is also observed as an equivalent of Mother's Day, where children also give small presents to their mothers and grandmothers.
After the collapse of the Soviet Union celebrations of IWD were abandoned in Armenia. Instead April 7 was introduced as state holiday of ‘Beauty and Motherhood.’ The new holiday immediately got popular among Armenians, as it commemorates one of the main holidays of Armenian Church, Annunciation. However, people still kept celebrating IWD on March 8 as well. Public discussion held on the topic of two ‘Women’s Days’ in Armenia resulted in the recognition of the so called ‘Women’s Month’ which is the period between March 8 and April 7.
In Italy, to celebrate the day, men give yellow mimosas to women.[7][8] Yellow mimosas and chocolate are also one of the most common March 8 presents in Russia.
In Bosnia and Herzegovina, Brazil, Croatia, Hungary, Romania, Moldova, Macedonia, Montenegro, Poland, Bulgaria, Slovenia and Serbia the custom of giving women flowers still prevails. Women sometimes get gifts from their employers too. School children often bring gifts for their teachers as well.
In countries like Portugal and Romania, it is usual, at the night of 8 March, groups of women celebrate in "women-only" dinners and parties.
In India, IWD holds a lot of significance. Many celebrations are held during the day. This portrays the power of women in the modern era and how vital their role is in the society.[citation needed]
In Pakistan working women in formal and informal sectors celebrate International Women's Day every year to commemorate their ongoing struggle for due rights, despite facing many cultural and religious restrictions. Some women working for change in society use IWM to help the movement for women's rights.
In 1975, which had been designated as International Women’s Year, the United Nations gave official sanction to and began sponsoring International Women's Day.
The 2005 Congress (conference) of the British Trades Union Congress overwhelmingly approved a resolution calling for IWD to be designated a public holiday in the United Kingdom.
International Women's Day encountered violence in Tehran, Iran on March 4, 2007, when police beat hundreds of men and women who were planning a rally. Police arrested dozens of women and some were released after several days of solitary confinement and interrogation.[9] Shadi Sadr and Mahbubeh Abbasgholizadeh, and several more community activists, were released on March 19th 2007, ending a fifteen day hunger strike.[10]
Today many events are held by women's groups around the world. The global women's organization Aurora hosts a free worldwide register of IWD local events (http://www.internationalwomensday.com/) so that women and the media can locate local activity. Many governments and organizations around the world support IWD. For example, HSBC hosts a range of IWD activity including co-hosting of the United Kingdom's flagship IWD event with women's group Aurora. Global interest in IWD shows a steady increase.
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