Narodnaya Volya (The Peoples Will, Russia)

Narodnaya Volya or The Peoples Will was a radical organization that sought to overturn the autocratic regime of the Tsars in Russia. Founded in:  1878 Home Base:  St. Petersburg, Russia (formerly Leningrad) Historical Context Narodnaya Volyas roots can be found in the revolutionary impulse that swept Europe in the late 18th and 19th century. Some Russians were deeply impressed by the American and French  revolutions and began seeking ways to encourage  ideals  of the French Enlightenment in Russia as well. The ideals of political liberation were intermixed with socialism—the idea that there should be some equitable distribution of property among societys members. By the time that Narodnaya Volya was created, there had been revolutionary stirrings in Russia for nearly a century. These crystallized in the late 19th century into a plan of action among the Land and Liberty group, who began to take concrete steps toward encouraging a popular revolution. This was also the goal of Narodnaya Volya. At that time, Russia was a feudal society in which peasants called serfs worked the land of wealthy notables. Serfs were semi-slaves with no resources nor rights of their  own and were subject to the despotic rule of their rulers for their livelihood. Origins Narodnaya Volya grew out of an earlier organization called Zemlya Volya (Land and Liberty). Land and Liberty was a secret revolutionary group organized to encourage revolutionary impulses among Russian peasants. This position stood in contrast to the other view of the time, in Russia, that the urban working class would be the primary force behind a revolution. Land and Liberty also used terrorist tactics to achieve its goals, from time to time. Objectives They sought democratic and socialistic reforms of Russian political structure, including the creation of a constitution, the introduction of universal suffrage, freedom of expression and the transfer of land and factories to the peasants and laborers who worked in them. They saw terrorism as an important tactic in achieving their political  objectives and identified themselves as terrorists. Leadership and Organization The Peoples Will was run by a Central Committee that was tasked with planting revolutionary seeds among peasants, students, and workers through propaganda and to bring that revolution into effect through targeted violence against government family members. Notable Attacks 1881: Tsar Alexander II is assassinated by a Narodnaya Volya bomb in St. Petersburg, following several earlier attempts to kill him.1880: A bomb is set off below the dining room of the Tsars Winter Palace, in one of the efforts to kill Alexander. He was unharmed, reportedly because he was late for dinner, but nearly 70 others were injured.Other government officials in Russia, selected for their symbolic significance.

Financial Bubbles Example

Essays on Financial Bubbles Assignment ï » ¿ The success of any phenomenon needs to be under control, if a positive over grows in size it becomes an abnormality. A financial bubble is a financial abnormality; a situation that has over grown the advantage of its positivity and is become a burden for the market producing negative vibes and consequences is referred to as financial bubble. â€Å"There is no simple definition of financial bubble but one dynamic is clear: they become a financial black hole that attracts huge amounts of investment money. An investor who recognizes a bubble and its cause can make a lifetime of profit in a short time.† (Augen 258) Let us discuss some of the important bubbles in the financial history: Tulip Bubble (Dutch Tulip bubble) In the late 15th century tulips were introduced in the Dutch market from turkey. The increase in demand pushed the price of this flower to the sky, leading to market maneuvers of artificial scarcity and artificial price hike. As they say, a bubble bursts when the investors start minting money out of it. Soon when people realized this situation they started selling their stocks and the large contractor started dishonoring their contracts thus resulting in the crash of the bulb market and the bubble burst/ Tech Bubble – 1999 This bubble is also known as the Dot.Com bubble. It happened when the technology market boomed and the internet business was thought to be the star of future profit. NASDAQ soared and so did these internet companies. But then in the late 1999 and the beginning of 2000 saw a crash of this internet bubble when the companies themselves could not take the over burden of these demands and showed losses that very high and pushed the index to a shocking low level, thus resulting in a bubble burst. US Housing Bubble Housing prices in the US started increasing in the later part of the 1990 decade and the bubble busted at the end of 2006 and the start of 2007. The people were investing in the housing business and new houses in the US were selling like hot cakes. The mortgage financing was also in a boom with more and more people availing this profit making opportunity. But as the supply saturated the demand and no buyers were found for the new houses this bubble also busted like the other financial bubbles. This financial upset not only affected the housing sector but did a huge damage to the banks that were extending the mortgage contracts. Dubai Housing Bubble Dubai – the connection between the East and the west, experienced major construction boom in the early 2000. The foreign investors took the dreamland Dubai as an opportunity to invest and huge amounts of investments started following in with high rises seen being built everywhere in Dubai. People were ready to pay tons for that accommodation and companies borrowed more and more to supple people with lavish accommodation. Until 2008, when the supple clustered the demand and the decrease in demand and rising loans led to the burst of this major financial bubble. This downfall caused Dubai to call for help with Abu Dhabi pitching in to save its member state. China Tech Bubble This bubble is yet to take its toll on the financial market. It is the repeat of the Dot.Com bubble and analysts fear it will be bigger in terms of losses as compared to the US dotcom bubble. The Chinese technology sector is taking the NYSE by storm. Due to the Chinese regulation of the ban of facebook, twitter and other similar sites, the Chinese alternatives to these names are doubling their prices on the New York Stock Exchange currently. Analysts foresee this as a crash while other investors argue this to be a technological upsurge for Chinese market. Whether this bubble will burst or not only time will tell. However, our discussion above and the financial market history have shown that such remarkable rise in price is followed by an upsetting figure of decline and losses. Reference Cited Augen, Jeff. Trading Realities: The Truth, the lies the Hype in-Between. New Jersey: Pearson Education, Inc., 2001. 258. Print.

Gap Model in Services Marketing Free Essays

The GAP MODEL in SERVICES MARKETING GAP 1 The gap between the customer expected service and company perception of customer expectation. |Inadequate market research. |Design, conduct and implement appropriate market research. We will write a custom essay sample on Gap Model in Services Marketing or any similar topic only for you Order Now | |Poor communication between customers and management and between|Design and implement an upward communications programme. | |front line employees and managers. | | |Lack of, or poor marker segmentation. Build customer relationships through market segmentation | | |techniques and customer retention strategies | |Focus on transactions rather than relationships. | | | | | |Focus on new customers rather than existing customers. | | GAP 2 The gap between company perception of customer expectations and development of customer driven service designs and standards. |Lack of standardization of Service behavior |Reengineering | |actions. | | | | | |Lack of formal process for setting service |Establish the Service Encounter sequence | |quality goals. | | | | |Lack of customer defined standards. |Identify existing or desired service encounter sequence. | | | | | |Translate customer expectations into behaviors and actions. | | | | |Select behavior and actions for standards | | | | | |Select appropriate ‘Hard’ and ‘Soft’ standards | | | | | |Enable feedback mechanisms for measurement to standards | | | | | |Establish measures and target levels | | | | | |Track measures vs. tandards | | | | | |Give performance to employees | | | | |Inadequate service Leadership |Synthesizing, articulating, promoting commitment and implementing the service | | |vision. (The leadership model). | | | |Lack of understanding that that quality |PIMS research. | |service is indeed a profit strategy | | | | | |Incomplete performance appraisal system |In addition to financial measures include, the customer perspective, the | | |operational perspective and the innovative perspective to performance appraisal. | GAP 3 The Gap between Customer driven service designs and standards and service delivery. The Employees’ roles in service delivery |Human Resources Strategies | | | | |Ineffective recruitment |Hire the right people | |Role ambiguity and role conflict | | |Poor employee-technology-job fit |Develop people to deliver service quality | |Inappropriate evaluation and compensation systems| | |Lack of empowerment and teamwork |Provide needed support systems | | | | | |Retain the best people | | | | | |(Details in the human resource strategies wheel pg 312 Zeithaml) | |Key factors related to Intermediaries |Strategies for effective service delivery through intermediaries | | | |Channel conflict over objectives and performance |Develop and implement: | |Channel conflict over costs and rewards |Control strategies | |Difficulty controlling quality and consistency |Empowerment strategies | |across outlets |Partnering Strategies | |Tension between empowerment and control | | |Channel ambiguity | | |Key factors related to Customers |Strategies for enhancing customer participation | | | | |Customers lack understanding of their roles |Define customers job | |Customers unwilling or unable to perform their |Recruit, Educate and reward customers | |roles |Manage the customer mix | |Customers are not rewarded for good performance | | |Other customers interfere | | |Market segments are incomplete | | |Key factors related to demand and capacity |Strategies for matching supply and demand | | | | |Failure to smooth peaks and valleys of demand |Match supply and demand through (i) shifting demand to match capacity or | |Overuse of capacity |(ii) flexing capacity to meet demand | |Attracting inappropriate customer segments to |Demonstrate the benefits and risks of yield management strategies in | |build demand |establishing balances mong the service variables | |Relying too much on price to smooth demand |Manage waiting lines for time when capacity and demand cannot be aligned | |Legal and Cultural barriers in International |Opportunities in International services | |marketing |Adapting the service | | |Adapting promotion and distribution | | |Adapting entry modes | | |Adapting communications | | |Adapting workforce management | | |Adapting service employees incentives | | |Adapting service standards | | |Adapting market research internationally | GAP 4 The Gap between Service Delivery and External communications to Customers Factors relating to communications |Strategies to match service promise with delivery | | | | |Inadequate management of service promises |Manage service promises | |Over promising in advertising and personal selling|Reset custome r expectations | |Insufficient customer education |Improve customer education | |Inadequate horizontal communication |Manage horizontal communications | |Differences in policies and procedures across | | departments | | |Key factors relating to pricing |Pricing Strategies | | | | |Assuming customers have reference price for | | |services |Match customer perception of value with appropriate pricing strategy that | |Narrowly defining price as monetary cost |match each customer definition | |Signaling wrong quality level with inappropriate |Cost based | |price |Demand based | |Not understanding customer value definitions |Competition based | |Not matching price strategy to customer value |Value based | |definitions | | |Key factors related to Physical Evidence |Physical evidence strategy | | | | |Incompatible or inconsistent physical evidence | | |Over promising through physical evidence |Recognize the strategic impact of physical evidence | |Lack of physical evidence strateg y |Map the physical evidence of services | | |Clarify roles of the services cape | | |Assess and identify physical evidence opportunities | | |Be ready to update and modernize the evidence | | |Work cross-functionally | How to cite Gap Model in Services Marketing, Essays

Gap Model in Services Marketing Free Essays

The GAP MODEL in SERVICES MARKETING GAP 1 The gap between the customer expected service and company perception of customer expectation. |Inadequate market research. |Design, conduct and implement appropriate market research. We will write a custom essay sample on Gap Model in Services Marketing or any similar topic only for you Order Now | |Poor communication between customers and management and between|Design and implement an upward communications programme. | |front line employees and managers. | | |Lack of, or poor marker segmentation. Build customer relationships through market segmentation | | |techniques and customer retention strategies | |Focus on transactions rather than relationships. | | | | | |Focus on new customers rather than existing customers. | | GAP 2 The gap between company perception of customer expectations and development of customer driven service designs and standards. |Lack of standardization of Service behavior |Reengineering | |actions. | | | | | |Lack of formal process for setting service |Establish the Service Encounter sequence | |quality goals. | | | | |Lack of customer defined standards. |Identify existing or desired service encounter sequence. | | | | | |Translate customer expectations into behaviors and actions. | | | | |Select behavior and actions for standards | | | | | |Select appropriate ‘Hard’ and ‘Soft’ standards | | | | | |Enable feedback mechanisms for measurement to standards | | | | | |Establish measures and target levels | | | | | |Track measures vs. tandards | | | | | |Give performance to employees | | | | |Inadequate service Leadership |Synthesizing, articulating, promoting commitment and implementing the service | | |vision. (The leadership model). | | | |Lack of understanding that that quality |PIMS research. | |service is indeed a profit strategy | | | | | |Incomplete performance appraisal system |In addition to financial measures include, the customer perspective, the | | |operational perspective and the innovative perspective to performance appraisal. | GAP 3 The Gap between Customer driven service designs and standards and service delivery. The Employees’ roles in service delivery |Human Resources Strategies | | | | |Ineffective recruitment |Hire the right people | |Role ambiguity and role conflict | | |Poor employee-technology-job fit |Develop people to deliver service quality | |Inappropriate evaluation and compensation systems| | |Lack of empowerment and teamwork |Provide needed support systems | | | | | |Retain the best people | | | | | |(Details in the human resource strategies wheel pg 312 Zeithaml) | |Key factors related to Intermediaries |Strategies for effective service delivery through intermediaries | | | |Channel conflict over objectives and performance |Develop and implement: | |Channel conflict over costs and rewards |Control strategies | |Difficulty controlling quality and consistency |Empowerment strategies | |across outlets |Partnering Strategies | |Tension between empowerment and control | | |Channel ambiguity | | |Key factors related to Customers |Strategies for enhancing customer participation | | | | |Customers lack understanding of their roles |Define customers job | |Customers unwilling or unable to perform their |Recruit, Educate and reward customers | |roles |Manage the customer mix | |Customers are not rewarded for good performance | | |Other customers interfere | | |Market segments are incomplete | | |Key factors related to demand and capacity |Strategies for matching supply and demand | | | | |Failure to smooth peaks and valleys of demand |Match supply and demand through (i) shifting demand to match capacity or | |Overuse of capacity |(ii) flexing capacity to meet demand | |Attracting inappropriate customer segments to |Demonstrate the benefits and risks of yield management strategies in | |build demand |establishing balances mong the service variables | |Relying too much on price to smooth demand |Manage waiting lines for time when capacity and demand cannot be aligned | |Legal and Cultural barriers in International |Opportunities in International services | |marketing |Adapting the service | | |Adapting promotion and distribution | | |Adapting entry modes | | |Adapting communications | | |Adapting workforce management | | |Adapting service employees incentives | | |Adapting service standards | | |Adapting market research internationally | GAP 4 The Gap between Service Delivery and External communications to Customers Factors relating to communications |Strategies to match service promise with delivery | | | | |Inadequate management of service promises |Manage service promises | |Over promising in advertising and personal selling|Reset custome r expectations | |Insufficient customer education |Improve customer education | |Inadequate horizontal communication |Manage horizontal communications | |Differences in policies and procedures across | | departments | | |Key factors relating to pricing |Pricing Strategies | | | | |Assuming customers have reference price for | | |services |Match customer perception of value with appropriate pricing strategy that | |Narrowly defining price as monetary cost |match each customer definition | |Signaling wrong quality level with inappropriate |Cost based | |price |Demand based | |Not understanding customer value definitions |Competition based | |Not matching price strategy to customer value |Value based | |definitions | | |Key factors related to Physical Evidence |Physical evidence strategy | | | | |Incompatible or inconsistent physical evidence | | |Over promising through physical evidence |Recognize the strategic impact of physical evidence | |Lack of physical evidence strateg y |Map the physical evidence of services | | |Clarify roles of the services cape | | |Assess and identify physical evidence opportunities | | |Be ready to update and modernize the evidence | | |Work cross-functionally | How to cite Gap Model in Services Marketing, Essays