Market Share Essays and Research Papers

Instructions for Market Share College Essay Examples

Title: Maximising market share shareholder a critical decision management long run Do agree disagree statement Be specific reply I essay questions exam Managerial Economics Use case study materials

  • Total Pages: 3
  • Words: 1020
  • Works Cited:5
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: ?Maximising market share rather than shareholder value may be a critical decision for management, but the right one in the long run?. Do you agree or disagree with this statement? Be specific in reply.

I need an essay on this questions (for the exam of Managerial Economics). Use case study materials where appropriate. Ensure that your answer is well structured. State and defend any assumptions clearly. I am looking for a robustly defended answer.
Provide critical evaluation / assessment in the answer
Provide both academic and industry evidence
Use original and relevant examples.
Use charts and graph as required

Do refer the book "Economics of Strategy - Fifth Edition" by David Besanko / David Dranove ?Mark Shanley / Scott Schaefer. Also Refer "Game Embedded Strategy" by Patrick A.McNutt

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Title: Develop strategic objectives business format a balanced scorecard Review information Balanced Scorecard Materials Forum texrbooks The strategic objectives measures attaining vision mission As develop vision mission values business outcomes SWOTT analysis

  • Total Pages: 2
  • Words: 479
  • Bibliography:2
  • Citation Style: MLA
  • Document Type: Research Paper
Essay Instructions: Develop the strategic objectives for your business in the format of a balanced scorecard. Review information on Balanced Scorecard in the Materials Forum and in the course texrbooks. The strategic objectives are measures of attaining your vision and mission. As you develop them consider the vision, mission, and values for your business and the outcomes of your SWOTT analysis. Consider the following four quadrants of the balanced scorecard when developing your strategic objectives:

? Shareholder Value or Financial Perspective, includes strategic objectives in areas such as:

o Market share
o Revenues and costs
o Profitability
o Competitive position

? Customer Value Perspective, includes strategic objectives in areas such as:

o Customer retention or turnover
o Customer satisfaction
o Customer value

? Process or Internal Operations Perspective, includes strategic objectives in areas such as:

o Measure of process performance
o Productivity or productivity improvement
o Operations metrics

? Learning and Growth (Employee) Perspective, includes strategic objectives in areas such as:

o Employee satisfaction
o Employee turnover or retention
o Level of organizational capability
o Nature of organizational culture or climate
o Technological innovation

Develop at least three strategic objectives for each of the following four balanced scorecard areas identified above (Financial, Customer, Process, Learning and Growth). Your objectives should be selected, in part, based on an evaluation of a number of potential alternatives to the issues and/or opportunities identified in the SWOTT Analysis paper and table you completed in Week Three. Base your solutions on a ranking of alternative solutions that includes an identification of potential risks and mitigation plans, and a stakeholder analysis that includes mitigation and contingency strategies. You should also incorporate the ethical implications of your solutions into your selection.

? For each strategic objective, develop a metric and target using a balanced scorecard format. (For example, a strategic objective in the shareholder or Financial Perspective is to increase market share. A metric to actually measure this strategic objective of market share increase is, "The percentage of increase in market share." The target is the specific number to be achieved in a particular time period. The target for the metric of "Increase market share" could be "Increase market share by 2% for each of the next 3 years" of an increase of 2% per year for 3 years.)

Write a 700- to 1,050-word summary that explains your critical thinking on how you derived your objectives from your vision, mission, values, and SWOTT analysis.

Format paper consistent with APA guidelines.
SWOTT Analysis
Legal and regulatory:
S-pro-small business regulations, regulatory crackdowns on large competitors.
W-still a number of hurdles for a new business (inspections, double taxation for the corporate structure).
O-regulations weakening large business in this field.
T-other small competitors.
T-new small business taking over for Starbucks and other large retailers.

Global:
S-opportunities to expand, growing global demand for Americanized coffee products
(Frappuccino?s, and etc.).
W-difficult for small business to sustain international-related cost.
O-Filling niche in European cities such as London or Prague.
T-global competition, foreign coffee shops.
T-Americanized companies and products popping up everywhere.

Economic:
S-people shopping more at small businesses recently.
W-product price shill relatively high.
O-?buy local? and small business buying movements.
T-other small business competitors.
T-more small businesses entering marketplace.
Technological:
S-new gift cards, espresso machines, Frappuccino makers.
W-new technology available to upstarts.
O-demand for new products created with new technology.
T-other competitors with the same technology.
T-technology more important to the business.

Innovation:
S-small business can afford to innovate.
W-no blockbuster innovations.
O-relatively new business.
T-other competitors innovating faster.
T-more innovation.

Social:
S-more demand for coffee and local coffee businesses.
W-Considerable amount of competition.
O-always demand for local businesses.
T-lost revenue from other small coffee shops.
T-coffee shops will grow smaller and more local.

Environmental:
S-more demand for sustainability and green tech.
W-higher costs.
O-small businesses can cater to these environmental needs.
T-customer will not want to pay for any of it.
T-greener coffee shops.

Comparative analysis:
S-better labor, lower costs because of supply chain.
W-volume and consistency.
O-a small, community-based coffee shop, which does hospitality better that competitors.
T-unresponsive public.
T-smaller coffee shops with higher prices.

Strategies:
S-based off logic, statistics, analysis of key factors.
W-mostly newcomers in the business.
O-a comprehensive, metric-based strategy.
T-professional strategies.
T-more local and metric-based strategies.

Structure:
S-simplicity.
W-lack capacity for change.
O-a simple business structure.
T-more efficient structure.
T-simpler structure.

Processes:
S-tested as efficient using time-and motion study.
W-little experience.
O-a simple, results-based process.
T-more experience-based processes.
T-simpler processes.

Resources:
S-direct, grower-to-retailer resource relationships.
W-expensive.
O-people support direct relationship for resources.
T-innovation to lower prices.
T-more sustainable resources.

Goals:
S-modest, mostly short-term.
W-few long-term goals.
O-more effective for coordinating business plans.
T-more sophisticated goal-setters.
T-more short-term.
Capabilities:
S-appealing expertly to the local area.
W-not enough capital to go far beyond the local area.
O-becoming a dominant player in the local market.
T-competition.
T-more small, region or city-based businesses.

Culture:
S-pro-coffee shop culture.
W-culture can easily change.
O-culture can be supportive of local coffee shops almost no matter what.
T-competition also taking advantage of this culture.
T-culture not changing.

Intellectual Property:
S-relatively unimportant problem; coffee has already been invented.
W-hard to utilize.
O-a great new idea.
T-other companies coming up with that idea.
T-more minor ideas.

Leadership:
S-local leadership.
W-cannot have substitutes without hiring or promoting.
O-a strong local leader to coordinate concepts.
T-well experienced leadership.
T-new, direct leaders.

The SWOTT analysis is important for the development of this business and the different factors, which should be kept in mind when founding this business. However, if the company tries to focus on all of them equally it will not be productive in the short term or the long term. It must focus on the seven areas of economic trends; environmental trends; laws; regulations; society; culture, and leadership.
Perhaps the greatest strength of this business lies in one of the strongest economic trends of the past few years. The question to focus on here is how does the economic crisis affect the development of small coffee business? As the effects of the economic crisis began to take hold in the late 2000s, there was a new focus on the size and practices of businesses where customers shopped. Price was no longer the most important thing and people began to frequent small businesses, which may have charged higher prices, but higher prices, but hired local workers and sourced their food in a sustainable way (Gilligan, 2009).
The retail coffee business was one of these businesses which was affected by the small business trend. Starbucks has begun to decline, and it has closed many locations in recent years. That has given an opportunity for some local businesses to fill the void and cover the still-growing demand for coffee among the public. This strength and opportunity is balanced against the negative of high wages and expensive products which the public demands from such a location.
There is, of course a threat here when concerning a new businesses entering the market. This is not an incredibly difficult market to enter. If a company can meet rent, supply, and labor costs, it usually can offer coffee, espresso, pastries, and other breakfast-type foods, which will cater to the kind of people who want to eat at such establishments. Therefore, there are almost no barriers to new entrants and new competition, which can drive down prices and carve up an already limited pie for business owners. Even the few barriers, which exist now are being torn down by coffee shops carried by bicycles and in food trucks. Such economic trends and threats must be taken into consideration by any coffee business that wants to start up anytime soon. Businesses such as mine must make it a point to coordinate the most efficient supply chains possible. The company does not want to needlessly waste money developing inefficiencies in such a chain.
Rather, the company should craft relationships with individual suppliers and producers so that they can cut out the middleman and keep costs to a minimum. Having a contract with a family in Colombia or a baker 10 miles away may be difficult to arrange. It may take a number of trips and calls to find the right partner. However, once that partner is found eliminating wholesale costs and possible quality problems with a large supplier will mean that my company can offer product at a much lower price level, but with all the perks that the public is looking for out of a local coffee shop.
Another important concept to consider is: what is the impact of the recent notion of environmental trends and how can these trends aid small coffee businesses in particular? Environmental trends are increasingly leaning toward sustainably raised coffee beans, which are sold in green stores that use less energy and water than other stores. This is both a strength and a weakness for relatively small businesses. Although small coffee shop business is able to make changes and decisions much faster than a massive franchise such as Starbucks, larger companies are better able absorb the extra costs associated with them (Schultz, 2011).
Such sustainable business requires a sophisticated supply chain which does not simply work through the cheapest and most economical wholesalers on the market. However, the trend of consumers frequenting environmentally friendly businesses is one, which is continuing to grow and will continue to grow over the new few years. Therefore, there is a serious opportunity for companies, which want to undergo the somewhat costly changes that will result in greater customer numbers in the future (Sherman, 2013).
These concepts are all important concerning this research question: What is the impact of laws and regulations in the coffee business? The coffee business will be supported that the regulatory environment has been increasingly favorable to small businesses in recent years. There has been a recognition that small businesses create a considerable number of jobs that they should be supported by government policies. This is one of the few notions that policymakers could agree upon in recent years (Gilligan, 2009).
As a result, they gave been able to pass laws that provide for small business loans, tax credits, and optimistic polices against large corporations. Such laws give all kinds of businesses including coffee businesses, such as mine a strength against the entrenched coffee giants such as Caribou Coffee, and Starbucks. However, the major weakness and threat is that it eases the barriers for new companies to enter the market in a way that will reduce prices. It still creates an opportunity for companies such as mine. Because the economy is still somewhat troubled, and the government is still interested in policies that will combat the weak economy, it is clear that there will still be a trend of more investments in small businesses.
Another question to consider is: how does society and culture influence the future of this business in ways, which are not directly controlled by economics? Social and cultural trends both support purchases from local coffee shops such as mine. There is the continued social trend of long work hours and pressure to perform in the workplace and other areas of life. Such trends help fuel the national caffeine addiction.
People are continuing to need caffeine, and they keep the demand for caffeinated beverages high. While coffee is not the only caffeinated beverage, worries about the health of products such as soda kept it as the most popular source of caffeine. At the same time, cultural trends have resulted in people continuing to frequent coffee shops and businesses such as mine. The culture of the coffee shop with its couches and fashionable interiors have resulted in the proliferation of such shops. People will come into a coffee shop to study, work, or pursue recreational interest in ways that they will not frequent other establishments.
The coffee shop has become a place where people with class come together for meetings or pursue other interests. As a result, people are much more willing to pay more money for a cup of coffee that they would pay at either their house or a gas station. People are willing to pay for the numerous trappings that go along with the local coffee shop in ways that they would not be willing to pay in other areas. Because this is cultural concept it cannot be relied on (Schultz, 2011). The prestige of coffee shops ebbs and flows with the passage of time. Companies such as mine should not rely on such concepts but should try to take advantage of them whenever they can.
Finally, leadership can never be ignored when concerning small business such as this one. The question is: how can leadership be helpful in such a business? I believe that having the creative brains behind starting the business will be important in running the business. The hands-on approach of a small business will make it so the business can react to trends and changes in the workplace (Taylor, 2009). However, there are of course possible problems with having one group of owners run the business as well, because if those owners, or managers cannot come into work for some reason the company will not be effectively ran.
It is clear that these different fields will lead to the company?s success. Since they sell a millennia-old product, coffee shops can easily change, but it is possible for them to change too much. They can change as a result of such factors as I have described, but they should not change any concepts vital to their brand. When it comes to concerning both changes and the adaption of a business plan, there should be somewhat of a holistic approach. The company should not ignore concepts such as goals and resources. Rather, it should focus on these seven while taking them all of them into consideration when formulating a comprehensive business plan.
Scoreboard:

FINANCIAL
To succeed financially, how should we appear to our shareholders?


CUSTOMER
To achieve our vision, how should we appear to our customers?
LEARNING & GROWTH
To achieve our vision, how will we sustain our ability to change and improve?
INTERNAL BUSINESS PROCESSES
To satisfy our shareholders and customers, at which business process must we excel?
Balanced

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Title: Task Case Analysis Scope Group collaboration individual written report The case study assessment Bancolombia posted class website In case role review historical information evaluate performance Did management make decisions Your recommendations build strength analysis information insights contemporary management theories practices

  • Total Pages: 11
  • Words: 3390
  • Sources:1
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: Task: Case Analysis
Scope: Group collaboration for an individual written report
The case study for this assessment is Bancolombia and will be posted on the class website.
In this case, your role is to review the historical information and evaluate performance. Did management make all the right decisions?
Your recommendations should build on the strength of your analysis of information available and insights about contemporary management theories/practices. In short, what would you have done if you were the ?boss??
Weighting: 30%
Assessment Criteria:
? Insightful identification of the management issues evident in/from the case study.
? Depth of analysis in turning information into insights addressing the core issue/s.
? Appropriateness of critique addressing the issues involved in the case study.
? Quality of memorandum/report presentation including clarity of expression, professionalism of layout and formatting, grammar and spelling.
What is a Case Study?
A case study is a description of an actual administrative situation involving a decision to be made or a problem to be solved. It can be a real situation that actually happened just as described, or portions have been disguised for reasons of privacy. Most case studies are written in such a way that the reader takes the place of the manager whose responsibility is to make decisions to help solve the problem. In almost all case studies, a decision must be made, although that decision might be to leave the situation as it is and do nothing.
How to Analyze a Case Study
While there is no one definitive "Case Method" or approach, there are common steps that most approaches recommend be followed in tackling a case study. It is inevitable that different Instructors will tell you to do things differently; this is part of life and will also be part of working for others. This variety is beneficial since it will show you different ways of approaching decision making. What follows is intended to be a rather general approach.
Preparing a Case Study
It helps to have a system when sitting down to prepare a case study as the amount of information and issues to be resolved can initially seem quite overwhelming. The following is a good way to start.
To start, quickly read the case. You should then be able to answer the following questions:
? Who is the decision maker in this case, and what is their position and responsibilities?
? What appears to be the issue (of concern, problem, challenge, or opportunity) and its significance for the organization?
? Why has the issue arisen and why is the decision maker involved now?
? When does the decision maker have to decide, resolve, act or dispose of the issue? What is the urgency to the situation?
Then, take a look at the Exhibits to see what numbers have been provided.
Next, review the case subtitles in detail to see what areas are covered in more depth.
Finally, review the case questions if they have been provided. This may give you some clues are what the main issues are to be resolved.
You should now be familiar with what the case study is about, and are ready to begin the process of analyzing it.
Analyzing the case should take the following steps:
? Defining the issue(s)
? Analyzing the case data
? Generating alternatives
? Selecting decision criteria
? Analyzing and evaluating alternatives
? Selecting the preferred alternative
? Developing an action/implementation plan
Defining the Issue(s)/Problem Statement
The problem statement should be a clear, concise statement of exactly what needs to be addressed. This is not easy to write! The work that you did in the short cycle process answered the basic questions. Now it is time to decide what the main issues to be addressed are going to be in much more detail. Asking yourself the following questions may help:
? What appears to be the problem(s) here?
? How do I know that this is a problem? Note that by asking this question, you will be helping to differentiate the symptoms of the problem from the problem itself. Example: while declining sales or unhappy employees are a problem to most companies, they are in fact, symptoms of underlying problems which need to be addressed.
? What are the immediate issues that need to be addressed? This helps to differentiate between issues that can be resolved within the context of the case, and those that are bigger issues that needed to addressed at another time (preferably by someone else!).
Differentiate between importance and urgency for the issues identified. Some issues may appear to be urgent, but upon closer examination are relatively unimportant, while others may be far more important (relative to solving our problem) than urgent. You want to deal with important issues in order of urgency to keep focused on your objective. Important issues are those that have a significant effect on:
? profitability,
? strategic direction of the company,
? source of competitive advantage,
? morale of the company's employees, and/or
? customer satisfaction.
The problem statement may be framed as a question, e.g.: What should Joe do? or How can Mr. Smith improve market share? Usually the problem statement has to be re-written several times during the analysis of a case, as you peel back the layers of symptoms or causation.
Analyzing Case Data
In analyzing the case data, you are trying to answer the following:
? Why or how did these issues arise? You are trying to determine cause and effect for the problems identified. You cannot solve a problem that you cannot determine the cause of! It may be helpful to think of the organization in question as consisting of the following components:
? resources, such as materials, equipment, or supplies, and
? people who transform these resources using
? processes, which creates something of greater value.
? Now, where are the problems being caused within this framework, and why?
? Who is affected most by this issues? You are trying to identify who are the relevant stakeholders to the situation, and who will be affected by the decisions to be made.
? What are the constraints and opportunities implicit to this situation? It is very rare that resources are not a constraint, and allocations must be made on the assumption that not enough will be available to please everyone.
? What do the numbers tell you? You need to take a look at the numbers given in the case study and make a judgment as to their relevance to the problem identified. Not all numbers will be immediately useful or relevant, but you need to be careful not to overlook anything. When deciding to analyze numbers, keep in mind why you are doing it, and what you intend to do with the result. Use common sense and comparisons to industry standards when making judgments as to the meaning of your answers to avoid jumping to conclusions.
Generating Alternatives
This section deals with different ways in which the problem can be resolved. Typically, there are many (the joke is at least three), and being creative at this stage helps. Things to remember at this stage are:
? Be realistic! While you might be able to find a dozen alternatives, keep in mind that they should be realistic and fit within the constraints of the situation.
? The alternatives should be mutually exclusive, that is, they cannot happen at the same time.
? Not making a decision pending further investigation is not an acceptable decision for any case study that you will analyze. A manager can always delay making a decision to gather more information, which is not managing at all! The whole point to this exercise is to learn how to make good decisions, and having imperfect information is normal for most business decisions, not the exception.
? Doing nothing as in not changing your strategy can be a viable alternative; provided it is being recommended for the correct reasons, as will be discussed below.
? Avoid the meat sandwich method of providing only two other clearly undesirable alternatives to make one reasonable alternative look better by comparison. This will be painfully obvious to the reader, and just shows laziness on your part in not being able to come up with more than one decent alternative.
? Keep in mind that any alternative chosen will need to be implemented at some point, and if serious obstacles exist to successfully doing this, then you are the one who will look bad for suggesting it.
Once the alternatives have been identified, a method of evaluating them and selecting the most appropriate one needs to be used to arrive at a decision.
Key Decision Criteria
A very important concept to understand, they answer the question of how you are going to decide which alternative is the best one to choose. Other than choosing randomly, we will always employ some criteria in making any decision. Think about the last time that you make a purchase decision for an article of clothing. Why did you choose the article that you did? The criteria that you may have used could have been:
? fit
? price
? fashion
? color
? approval of friend/family
? availability
Note that any one of these criteria could appropriately finish the sentence; the brand/style that I choose to purchase must.... These criteria are also how you will define or determine that a successful purchase decision has been made. For a business situation, the key decision criteria are those things that are important to the organization making the decision, and they will be used to evaluate the suitability of each alternative recommended.
Key decision criteria should be:
? Brief, preferably in point form, such as
? improve (or at least maintain) profitability,
? increase sales, market share, or return on investment,
? maintain customer satisfaction, corporate image,
? be consistent with the corporate mission or strategy,
? within our present (or future) resources and capabilities,
? within acceptable risk parameters,
? ease or speed of implementation,
? employee morale, safety, or turnover,
? retain flexibility, and/or
? minimize environmental impact.
? Measurable, at least to the point of comparison, such as alternative A will improve profitability more that alternative B.
? Be related to your problem statement, and alternatives. If you find that you are talking about something else, that is a sign of a missing alternative or key decision criteria, or a poorly formed problem statement.
Students tend to find the concept of key decision criteria very confusing, so you will probably find that you re-write them several times as you analyze the case. They are similar to constraints or limitations, but are used to evaluate alternatives.
Evaluation of Alternatives
If you have done the above properly, this should be straightforward. You measure the alternatives against each key decision criteria. Often you can set up a simple table with key decision criteria as columns and alternatives as rows, and write this section based on the table. Each alternative must be compared to each criteria and its suitability ranked in some way, such as met/not met, or in relation to the other alternatives, such as better than, or highest. This will be important to selecting an alternative. Another method that can be used is to list the advantages and disadvantages (pros/cons) of each alternative, and then discussing the short and long term implications of choosing each. Note that this implies that you have already predicted
the most likely outcome of each of the alternatives. Some students find it helpful to consider three different levels of outcome, such as best, worst, and most likely, as another way of evaluating alternatives.
Recommendation
You must have one! Business people are decision-makers; this is your opportunity to practice making decisions. Give a justification for your decision (use the KDC's). Check to make sure that it is one (and only one) of your Alternatives and that it does resolve what you defined as the Problem.
Structure of the Written Report
Different Instructors will require different formats for case reports, but they should all have roughly the same general content. For example, the report may have the following sections in this order:
? Title Page
? Executive Summary
? Problem (Issue/Opportunity) Statement
? Supporting Evidence / Data Analysis
? Key Decision Criteria
? Alternatives Analysis
? Recommendations
? Action And Implementation Plan
? Exhibits
Notes on Written Reports:
? Always remember that you will be judged by the quality of your work, which includes your written work such as case study reports. To ensure the quality of your written work, keep the following in mind when writing your report:
? Proof-read your work! Not just on the screen while you write it, but the final copy after it is completed. Fix the errors before submitting.
? Use spell checker to eliminate spelling errors.
? Use grammar checking to avoid common grammatical errors such as run on sentences.
? Note that restating of case facts is not included in the format of the case report, nor is it considered part of analysis. Anyone reading your report will be familiar with the case, and you need only to mention facts that are relevant to (and support) your analysis or recommendation as you need them.
? If you are going to include exhibits (particularly numbers) in your report, you will need to refer to them within the body of your report, not just tack them on at the end! This reference should be in the form of supporting conclusions that you are making in your analysis. The reader should not have to guess why particular exhibits have been included, nor what they mean. If you do not plan to refer to them, then leave them out.
? Write in a formal manner suitable for scholarly work, rather than a letter to a friend.
? Proof-read your work! Have someone else read it too! This second pair of eyes will give you an objective opinion of how well your report holds together.
What is required for this exercise?
First of all, analyze the case to fully familiarize yourself with all key elements.
Next, collaborate with your group, analyze and then discuss the case in the context of classic case analysis methodology above. As a group, you should be able to identify a number of key strategic issues/opportunities.
Collectively, allocate issues as you choose. Each group member should address one issue and develop an appropriate recommendation. Basically, your individual report should follow an abbreviated structure such as:
? Executive Summary
? Problem (Issue/Opportunity) Statement
? Supporting Evidence
? Key Decision Criteria
? Recommendation/s
Your audience is the CEO (or equivalent).
As a group consulting team, collectively your recommendations/reports should be somewhat aligned. Negotiate a shared vision of anticipated outcomes and craft your report toward relatively common aims. Your individual report should reflect your views, but your collective vision should reflect similar aims for the client.
Please be sure to identify the group participants in each individual report.

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Title: Customer Loyalty Programs Are They affecting Profit and Market Share

  • Total Pages: 7
  • Words: 2377
  • References:16
  • Citation Style: Harvard
  • Document Type: Research Paper
Essay Instructions: Research Proposal OUTLINE

1-Introduction:
· Start with Brief background of the Topic.
· Why is the Topic of Interest?
· What is the Value of the chosen topic?
· What are the theoretical and practical justifications for choosing it?

2-Literature Review:
· It has to be 3 pages.

3-Problem Definition.
· The purpose of the Study and has to be a formal statement not more than 3 Objectives.

4-Research Methodology. (Broken into 3 subheadings)
· Type of investigation. (You have to give reason(s) for the classification of the study.
· Sampling design. ( if it collected from Secondary sources discuss the kind of data needed)
· Data collection method. (if it is secondary data provide references)(How the data are going to be used and what is the nature of analysis might be used).

5-Contribution of the study.

· What are the expected contributions of the study?

· How do you thing the study can contribute to existing knowledge and help managers, policy maker or academics to improve current work?

6-Bibliography. (Harvard referencing system).
---------------------------------------------------------
See what is relevant to the Topic and Use it from the following Articles and Books for references and literature review part. ( Also, Provide More and Better than these which I could easy access to them OR send me copy of them please)

1-Articles, Journals
Rewards That Reward By Meyer-Warrden, Lars-Benavent, Christophe

Customer Loyalty Programs: Are They Profitable? By Singh, Siddharth S., Jain, Dipak C., Krishnan, Trichy V.

Customer Loyalty that's Built to Last By Boardman, Jon

Tesco Knows Loyalty like no Other By Phillips, Tim

Loyalty Programs Boost Retention, Profits By Steers, Sharon

How Effective Are Loyalty Reward Programs in Driving Share of Wallet? By Wirtz, Jochen; Mattila, Anna S.; Lwin, May Oo

Do Customer Loyalty Programs Really Work? By Grahame R. Dowling, Mark Uncles

The Loyal Effect By Fredrick F. Reichheld, Thomas Teal

Competing Loyalty Programs: Impact of Market Saturation, Market Share,and Category Expandability By Yuping Liu, Rong Yang

2-Books
Scoring Points: How Tesco Continues to Win Customer Loyalty By Humby, Clive

Customer Loyalty Programmes and Clubs By Butscher, Stephan A.

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