Importance Of CRM For HDFC Bank

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

Goal, time and communication Essay

What is a successful student? Many people tend to regard them as people who are successful in academic area only. However, this is the age of change, our society, which includes the economic and political surroundings as well as the natural environment, rapidly change. Not only should a successful student excel at academic sphere, but they also need to equip themselves for adopting with the changing world. Therefore, three qualities are needed urgently: goal setting ability, efficient time management, and effective communication ability. First, goal setting ability is vital for a student to be successful. Goal setting provides students meaning to learn and knowing what they wish to get in the future. People without goal do not know what they should work hard for, as well as why they should concentrate their attention and time to study. As a result, they will tend to waste their time and money in their college, making them sigh and regret for these when they come to the society and lo ok for their job in a flummoxed way. In root, they do not know how to set a goal for their future development. Knowing how to set a goal, student’s life will be different. They will work hard and attentive in class, participate in activities positively, finding their life meaningful. Meanwhile, This ability help students adopt to work as well. When they set up their goal, everything comes clear and meaningful. With goal, they will learn initiatively. In such a enormously changing world, goal is important for student to adopt to the world. Second, time management is essential for a student to be successful. Time management is a process that controlling over the amount of time spent on specific activities to increase effectiveness, efficiency or productivity. Students not knowing time management usually act causally, sometime even are not punctual when they have a meeting. As a consequence, they waste a lot of time looking for what they have ever arranged before. Moreover, they may not do the homework well even since they cannot handle well a big project by dividing it into different par ts and finish it well on time, not to mention their work. When they manage their time well, they will  be more confident to learn and work in an effective way. In such a rapidly changing world, time management is of vital importance for student to adopt to the world by manage their time well. Third, communication ability is significant for a student to be successful. Communication ability include language skill and ability to detect other’s meaning. Student without good communication skill usually tend to be distracted in the class, not to mention listening to the instructions clearly and making notes. Actually, people’s knowledge come from communication, student not handling communication skill must be not knowledgeable and making decision in a poor way. Now is the age of information, the third industry contributes to the economic a lot. People always corporate with people and communicate with others to get something in the society. If students may not handle communication ability, how can them get adopt to others and the quickly changing world? Goal setting ability, efficient time management, and effective communication ability, these all integrate into one is planning. Good planning always makes people get satisfying result with less effort in an effective way. These will not only help them improve academic result, but also prepare for our future life. To conclude, a successful student is not necessarily genius, but he should manage himself well to release his talent completely and cultivate himself to be adoptive to the society, as well as contribute to the society. In such a changing world, we are facing lots of problems caused by rapid economic growth in the past such as environment deterioration like climate change and resources depletion, widening gap between rich and poor and so on. These abilities will eventually help us save us from the social problems when we take action.

Euthanasia Outline

Euthanasia:  the intentional killing by act or omission of a dependent human being for his or her alleged benefit. (The key word here is â€Å"intentional†. If death is not intended, it is not an act of euthanasia)   †¢ Voluntary euthanasia:  When the person who is killed has requested to be killed. †¢ Non-voluntary:  When the person who is killed made no request and gave no consent. †¢ Involuntary euthanasia:  When the person who is killed made an expressed wish to the contrary. Assisted suicide:  Someone provides an individual with the information, guidance, and means to take his or her own life with the intention that they will be used for this purpose. When it is a doctor who helps another person to kill themselves it is called â€Å"physician assisted suicide. †Ã‚   †¢ Euthanasia By Action:  Intentionally causing a person's death by performing an action such as by giving a lethal injection. †¢ Euthanasia By Omission:  Intent ionally causing death by not providing necessary and ordinary (usual and customary) care or food and water. 1. Unbearable pain as the reason for euthanasiaProbably the major argument in favor of euthanasia is that the person involved is in great pain. Today, advances are constantly being made in the treatment of pain and, as they advance, the case for euthanasia/assisted-suicide is proportionally weakened. Euthanasia advocates stress the cases of unbearable pain as reasons for euthanasia,  but then they soon include a  Ã¢â‚¬Å"drugged† state. I guess that is in case virtually no uncontrolled pain cases can be found – then they can say those people are drugged into a no-pain state but they need to be euthanasiaed from such a state because it is not dignified.See the opening for the slippery slope? How do you measure â€Å"dignity†? No – it will be euthanasia â€Å"on demand†. The pro-euthanasia folks have already started down the slope. They are e ven now not stoping with â€Å"unbearable pain† – they are alrady including this â€Å"drugged state† and other circumstances. Nearly all pain can be eliminated and – in those rare cases where it can't be eliminated – it can still be reduced significantly if proper treatment is provided. It is a national and international scandal that so many people do not get adequate pain control. But killing is not the answer to that scandal.The solution is to mandate better education of health care professionals on these crucial issues, to expand access to health care, and to inform patients about their rights as consumers. Everyone – whether it be a person with a life-threatening illness or a chronic condition – has the right to pain relief. With modern advances in pain control, no patient should ever be in excruciating pain. However, most doctors have never had a course in pain management so they're unaware of what to do. If a patient who is und er a doctor's care is in excruciating pain, there's definitely a need to find a different doctor.But that doctor should be one who will control the pain, not one who will kill the patient. There are board certified specialists in pain management who will not only help alleviate physical pain but are skilled in providing necessary support to deal with emotional suffering and depression that often accompanies physical pain. 2. Demanding a â€Å"right to commit suicide†Ã‚  Probably the second most common point pro-euthanasia people bring up is this so-called â€Å"right. † But what we are talking about is not giving a right to the person who is killed, but to the person who does the killing. In other words, euthanasia is  not about the right to die.It's about the right to kill. Euthanasia is not about giving rights to the person who dies but, instead, is about changing the law and public policy so that doctors, relatives and others can directly and intentionally end ano ther person's life. People do have the power to commit suicide. Suicide and attempted suicide are not criminalized. Suicide is a tragic, individual act. Euthanasia is not about a private act. It's about letting one person facilitate the death of another. That is a matter of very public concern since it can lead to tremendous abuse, exploitation and erosion of care for the most vulnerable people among us. . Should people be forced to stay alive? No. And neither the law nor medical ethics requires that â€Å"everything be done† to keep a person alive. Insistence, against the patient's wishes, that death be postponed by every means available is contrary to law and practice. It would also be cruel and inhumane. There comes a time when continued attempts to cure are not compassionate, wise, or medically sound. That's where hospice, including in-home hospice care, can be of such help. That is the time when all efforts should be placed on making the patient's remaining time comforta ble.Then, all interventions should be directed to alleviating pain and other symptoms as well as to the provision of emotional and spiritual support for both the patient and the patient's loved ones. 14th through 20th Century English Common Law (Excerpt is from the U. S. Supreme Court ruling in the 1997 Washington v. Glucksberg – opinion written by Chief Justice Rehnquist. ) â€Å"More specifically, for over 700 years, the Anglo American common law tradition has punished or otherwise disapproved of both suicide and assisting suicide. † [pic] 19th Century United States (Excerpt is from the U. S. Supreme Court ruling in the 1997 Washington v.Glucksberg – opinion written by Chief Justice Rehnquist. ) That suicide remained a grievous, though nonfelonious, wrong is confirmed by the fact that colonial and early state legislatures and courts did not retreat from prohibiting assisting suicide. Swift, in his early 19th century treatise on the laws of Connecticut, stated that â€Å"[i]f one counsels another to commit suicide, and the other by reason of the advice kills himself, the advisor is guilty of murder as principal. † 2 Z. Swift, A Digest of the Laws of the State of Connecticut 270 (1823). This was the well established common law view, see In re Joseph G. 34 Cal. 3d 429, 434-435, 667 P. 2d 1176, 1179 (1983); Commonwealth v. Mink, 123 Mass. 422, 428 (1877) (â€Å"`Now if the murder of one's self is felony, the accessory is equally guilty as if he had aided and abetted in the murder'†) (quoting Chief Justice Parker's charge to the jury in Commonwealth v. Bowen, 13 Mass. 356 (1816)), as was the similar principle that the consent of a homicide victim is â€Å"wholly immaterial to the guilt of the person who cause[d] [his death],† 3 J. Stephen, A History of the Criminal Law of England 16 (1883); see 1 F. Wharton, Criminal Law  §Ã‚ §451-452 (9th ed. 1885); Martin v.Commonwealth, 184 Va. 1009, 1018-1019, 37 S. E. 2d 43, 47 (19 46) († `The right to life and to personal security is not only sacred in the estimation of the common law, but it is inalienable' â€Å"). And the prohibitions against assisting suicide never contained exceptions for those who were near death. Rather, â€Å"[t]he life of those to whom life ha[d] become a burden–of those who [were] hopelessly diseased or fatally wounded–nay, even the lives of criminals condemned to death, [were] under the protection of law, equally as the lives of those who [were] in the full tide of life's enjoyment, and anxious to continue to live. Blackburn v. State, 23 Ohio St. 146, 163 (1872); see Bowen, supra, at 360 (prisoner who persuaded another to commit suicide could be tried for murder, even though victim was scheduled shortly to be executed). [pic] 1828 – Earliest American statute explicitly to outlaw assisting suicide (Excerpt is from the U. S. Supreme Court ruling in the 1997 Washington v. Glucksberg – opinion writte n by Chief Justice Rehnquist. ) The earliest American statute explicitly to outlaw assisting suicide was enacted in New York in 1828, Act of Dec. 10, 1828, ch. 20,  §4, 1828 N.Y. Laws 19 (codified at 2 N. Y. Rev. Stat. pt. 4, ch. 1, tit. 2, art. 1,  §7, p. 661 (1829)), and many of the new States and Territories followed New York's example. Marzen 73-74. Between 1857 and 1865, a New York commission led by Dudley Field drafted a criminal code that prohibited â€Å"aiding† a suicide and, specifically, â€Å"furnish[ing] another person with any deadly weapon or poisonous drug, knowing that such person intends to use such weapon or drug in taking his own life. † Id. , at 76-77. [pic] 20th Century United States (Excerpt is from the U.S. Supreme Court ruling in the 1997 Washington v. Glucksberg – opinion written by Chief Justice Rehnquist. ) Though deeply rooted, the States' assisted suicide bans have in recent years been reexamined and, generally, reaffirmed. Beca use of advances in medicine and technology, Americans today are increasingly likely to die in institutions, from chronic illnesses. President's Comm'n for the Study of Ethical Problems in Medicine and Biomedical and Behavioral Research, Deciding to Forego Life Sustaining Treatment 16-18 (1983).Public concern and democratic action are therefore sharply focused on how best to protect dignity and independence at the end of life, with the result that there have been many significant changes in state laws and in the attitudes these laws reflect. Many States, for example, now permit â€Å"living wills,† surrogate health care decisionmaking, and the withdrawal or refusal of life sustaining medical treatment. See Vacco v. Quill, post, at 9-11; 79 F. 3d, at 818-820; People v. Kevorkian, 447 Mich. 436, 478-480, and nn. 53-56, 527 N. W. 2d 714, 731-732, and nn. 53-56 (1994).At the same time, however, voters and legislators continue for the most part to reaffirm their States' prohibition s on assisting suicide. [pic] 1920 The book â€Å"Permitting the Destruction of Life not Worthy of Life† was published. In this book, authors Alfred Hoche, M. D. , a professor of psychiatry at the University of Freiburg, and Karl Binding, a professor of law from the University of Leipzig, argued that patients who ask for â€Å"death assistance† should, under very carefully controlled conditions, be able to obtain it from a physician. This book helped support involuntary euthanasia by Nazi Germany. [pic] 935 The Euthanasia Society of England was formed to promote euthanasia. [pic]1939 Nazi Germany (From â€Å"The History Place† web site) â€Å"In October of 1939 amid the turmoil of the outbreak of war Hitler ordered widespread â€Å"mercy killing† of the sick and disabled. Code named â€Å"Aktion T 4,† the Nazi euthanasia program to eliminate â€Å"life unworthy of life† at first focused on newborns and very young children. Midwives and doct ors were required to register children up to age three who showed symptoms of mental retardation, physical deformity, or other symptoms included on a questionnaire from the Reich Health Ministry. â€Å"The Nazi euthanasia program quickly expanded to include older disabled children and adults. Hitler's decree of October, 1939, typed on his personal stationery and back dated to Sept. 1, enlarged ‘the authority of certain physicians to be designated by name in such manner that persons who, according to human judgment, are incurable can, upon a most careful diagnosis of their condition of sickness, be accorded a mercy death. ‘† [pic]1995 Australia's Northern Territory approved a euthanasia bill It went into effect in 1996 and was overturned by the Australian Parliament in 1997. [pic] 1998 U. S. tate of Oregon legalizes assisted suicide [pic] 1999 Dr. Jack Kevorkian sentenced to a 10-25 year prison term for giving a lethal injection to Thomas Youk whose death was shown on the â€Å"60 Minutes† television program. [pic] 2000 The Netherlands legalizes euthanasia. [pic] 2002 Belgium legalizes euthanasia. [pic] 2008 U. S. state of Washington legalizes assisted suicide Arguments For Euthanasia: †¢ It provides a way to relieve extreme pain †¢ It provides a way of relief when a person's quality of life is low †¢ Frees up medical funds to help other people †¢ It is another case of freedom of choiceArguments Against Euthanasia: †¢ Euthanasia devalues human life †¢ Euthanasia can become a means of health care cost containment †¢ Physicians and other medical care people should not be involved in directly causing death †¢ There is a â€Å"slippery slope† effect that has occurred where euthanasia has been first been legalized for only   the terminally ill and later laws are changed to allow it for other people or to be done non-voluntarily. Places in the World Where Euthanasia or Assisted Suicide are Leg al Netherlands, Belgium, Luxembourg , Oregon and Washington ORGANIZATIONS AGAINST EUTHANASIA Canada Compassionate Healthcare Network (BC, Canada)†¢ Euthanasia Prevention Coalition (Ontario, Canada) †¢ First International Symposium on Euthanasia and Assisted Suicide (2007) US †¢ International Task Force on Euthanasia and Assisted Suicide †¢ ADAPT (People with disabilities) (Illinois, USA) †¢ Nightingale Alliance †¢ The Robert Powell Center for Medical Ethics †¢ List of Disability Groups Opposing Assisted Suicide †¢ The Disability Rights Education and Defense Fund †¢ True Compassion Advocates †¢ Californians Against Assisted Suicide (2007) †¢ CURE (Citizens United Resisting Euthanasia) †¢ Views on Euthanasia (Sponsored by CURE) Pro-life Movement Increasingly Takes on Assisted Suicide †¢ Black Americans for Life †¢ Wisconsin Right to Life Assisted Suicide/Euthanasia Page †¢ Pro-Life Colleges and Seminaries †¢ Disability Rights Education and Defense Fund †¢ TASH's Resolution Opposing the Legalization of Assisted Suicide †¢ Disability Groups Opposing Physician Assisted Suicide †¢ List of Some Groups Opposing Physician Assisted Suicide †¢ Largest U. S. Organization of Latin Americans Opposes Assisted Suicide (2006) †¢ Symposium on Opposing Assisted Suicide and Euthanasia (2007) †¢ Lifeissues. net's Euthanasia Articles (2008) †¢ Life TreeUK †¢ Care Not Killing †¢ First Do No Harm (By Doctors in the UK) †¢ ALERT (UK) †¢ British Section of the World Federation of Doctors Who Respect Human Life World †¢ World Youth Alliance supports the Duke of Luxembourg’s Decision to Veto Euthanasia Legislation (2008)   †¢ International Euthanasia Symposium Held in Virginia, USA (2009) †¢ Second International Symposium on Euthanasia and Assisted Suicide, Virginia, USA (2009) †¢ First International Symposium on Euthanasia an d Assisted Suicide, Toronto, Canada (2007) World Federation of Doctors Who Respect Human Life †¢ ORGANIZATIONS FOR EUTHANASIA-Right To Die Organizations †¢

William Shakespeare s King Lear - 1470 Words

Shakespeare’s tragedies accentuate the qualities of human behavior and interactions with others when faced with adversity where the emotions of greed, ambition and madness are strongly expressed. Insight into the character’s psyche and moral values is explored to give understanding of the logic and reasoning behind the ways humans act. Harboring a universal and timeless quality, Shakespeare’s plays have the ability to exceed the restraints of the cultural values during the Elizabethan era, making it relatable to all audiences, especially the modern audience, leaving room for multiple perspectives and understanding of the play. Shakespeare’s play ‘King Lear’, depicts the main protagonist’s ‘gradual descent into madness’ as a result of the forces of evil acting in the play for Lear has, to an extent, have sinned though it can’t outweigh that he has been sinned against. This is confirmed through Lear’s injudiciou sness to see through his two eldest daughter’s internal desires and ambitions as a result of his egotistical nature. It is the result of the severity and depth of human emotions which empower individuals to go great lengths to satisfy their own ambitions and interests as in the case of Gonerill and Regan. Lear’s blindness acts as the catalyst in the progression of the forces of evil that draws Lear into a circumstance of no return, the evidence of betrayal and mistreatment further contributes to the destruction of the natural order. Although Lear’s downfall was theShow MoreRelatedWilliam Shakespeare s King Lear1564 Words   |  7 PagesWilliam Shakespeare is universally known for his literary output both in poetry and drama. Whether through his laugh-invoking comedies or his heart-wrenching tragedies, Shakespeare’s plays have changed the course of literature. Many of his plays about love are widely praised by all, but Shakespeare s King Lear differs from the rest due to its definition of love. King Lear serves as an battleground between deception and compassion, between flattery and honesty. Rather than focusing on romantic loveRead MoreWilliam Shakespeare s King Lear1550 Words   |  7 PagesINTRODUCTION: By facilitating the growth of evil within William Shakespeare’s King Lear, it is evident that the tragedy’s protagonist, King Lear can be held accountable for his own victimization and ultimate downfall. The most notable aspects of this self-induced victimization include Lear’s own lack of practical wisdom and divergence from the natural order, combined with the neglect of kingship, that enables Lear as a tragic hero to create the conceptual framework in which the ulterior motives ofRead MoreWilliam Shakespeare s King Lear3086 Words   |  13 PagesJerion Young Ms. Woods English IV 4 March 2015 King Lear William Shakespeare uses several literary elements in his writing, elements which are especially apparent in his play, King Lear. Shakespeare uses excellent creativity and description when writing this tragedy. â€Å"Neither has Shakespeare placed in the mouth of any other character in this play such fatalistic expressions as may be found in King Lear and occasionally elsewhere†(A.C. 2003). The way King Lear talks in this play is very evil compared toRead MoreWilliam Shakespeare s King Lear1611 Words   |  7 Pagesexperience life-changing events that jeopardize our sense of identity and make us question how we value ourselves. Our perception of our worth can change with what we learn through our existence, much like the characters in the play King Lear by William Shakespeare. Adversity and hardship are inevitable when characters are unable to connect themselves within their own identity or find a loss of self at some point in their role. The self-awareness, an essential a spect of their role, of many ofRead MoreWilliam Shakespeare s King Lear1320 Words   |  6 Pagesothers. Having strong communication skills allows one to better understand the situation at hand. Proper communication is essential to working out problems because of this reason. In the play King Lear by William Shakespeare, Lear communicating with his daughters, Gloucester communicating with his sons, and Lear communicating with Kent are all examples of failure of communication, which later lead to consequences and hardships that the characters must face. Without proper communication, people willRead MoreBlindness By William Shakespeare s King Lear2212 Words   |  9 PagesMaysoun Deeb Mr. A. T. Lebar EN4UN-04 13 July 2015 King Lear Blindness by definition, according to dictionaries, is â€Å"unable to see and lacking the sense of sight† by which King Lear, the classic tragic play written by William Shakespeare, illustrated the concept of blindness amongst his characters as the leading theme. King Lear and Gloucester were the characters that have been conflicted by this â€Å"blindness† that may or may not change their personalities in the very end of the play. Gloucester becomesRead MoreWilliam Shakespeare s King Lear1546 Words   |  7 PagesTwo Sides to Every Person There are two sides to every story; that of the protagonist and that of the antagonist. As shown in the Shakespearean play King Lear, there is very little difference between the two. Edmund, who appears to be a villain, is more than meets the eye. His evil is a rebellion against the social order that denies him legitimacy. His villainy does not come from innate cruelty but from misdirected desire for familial love. His remorse in the end displays his humanity and blindnessRead MoreWilliam Shakespeare s King Lear1510 Words   |  7 PagesShakespeare’s King Lear deals with tragic human relationship like the other tragedies of the author, but this story was written in social aspect and raises the doubtful point on legitimacy of some political systems. In this play, various characters form multi-layered kconflict relations. Thus, the story is being propelled towards tragedy due to numerous inner and outer conflicts of each character. However, as it is brought into being a charact er, Edgar in the end of the story, it implies new beginningRead MoreWilliam Shakespeare s King Lear 1306 Words   |  6 Pagesâ€Å"All...shall taste the wages of their virtue...the cup of their deservings. (5.3.317-320)† King Lear is frequently regarded as one of Shakespeare’s masterpieces, and its tragic scope touches almost all facets of the human condition: from the familial tensions between parents and children to the immoral desires of power, from the follies of pride to the false projections of glory. However, one theme rings true throughout the play, and that very theme is boundless suffering, accentuated by the gruesomeRead MoreWilliam Shakespeare s King Lear858 Words   |  4 PagesEvery good story has a hero and a villain. The villain is usually considered to be evil and have evil intentions, but often has good hidden somewhere deep inside them. This is definitely the case for the character of Edmund in Shakespeare’s play â€Å"King Lear.† Edmund betrays and deceives both his brother Edgar and his father Gloucester in order to achieve wealth and power. While his actions are corrupt and wrong, he should not be considered as entirely evil. His personality and his social status are