Literature Review of Data, Information, Knowledge and Wisdom

Literature Review of Data, Information, Knowledge and Wisdom 2.5 Why Knowledge management is so important? Knowledge as a resource causes huge misunderstanding for economists, because unlike the physical commodities, it is the only resource which increased returns as it is used rather than reduced or diminished over time (Clarke, T. 2001). Knowledge may be costly to generate but there is modest cost to diffusion. Massa, S. Testa, S. (2008) believed that the determinants of success of organizations, and nationwide economies as a total, is ever more dependent upon their efficiency in assembling and utilizing knowledge. Accordingly to Malhotra, Y. (2000) knowledge has turn into a key production factor; though the monetary accounts are still leading by conventional factors of production, including buildings and machinery. The idea of knowledge flowing to where it is most needed is the critical point and it should not flow only from the top down, but flow in all ways in an organization, (Davenport, T. Prusak, L. 2000). Davidson, C. Voss, P. (2004), Lin, L. Kwok, L. (2006) claimed that know ledge is no longer a source of power; it is knowledge sharing that counts in the knowledge economy but author like Kakabadse, N. et al., (2003), viewed knowledge itself is power. Creation and codification of knowledge do not necessarily lead to performance improvement or value creation. Value is generated only when knowledge is allocated all the way through in an organization and linked where it is needed (Chena, C Huang, J. 2007). It is not sufficient to have smart people in the organization. Instead, the key is to create systems that tap into the knowledge, experiences, and creativity of your staff, your customers, your suppliers, and even your competitors. Knowledge strategy needs to be concerned with the quality of information, not the quantity; and with the timeliness of information delivery, not its speed. Smart systems are excellent but smart people are superior. Despres, C. Chauvel, D. (1999) identified that knowledge management occurs on three ends: the individual, the team and the organizational. 2.6 Framework for knowledge approaches Knowledge management is linked to diverse business fields and it has always been entrenched in the individual behavior. It is not all about creating an index or register that detains the whole thing that anyone ever knew. Collison, C. Parcell, G. (2004) suggested that it is about maintaining track of those who know the procedure, techniques and fostering the culture and technology that will get them talking. It is challenging to understand the nature of knowledge and the way it is managed. Also the management approaches towards knowledge management is varied. Knowledge can be created from re-describing and re-labeling the past knowledge, it also created from connecting people (the relationships) and connecting technologies (networks). This might be flexible social or stiff technical networks. These discussions vibrate with the managerial paradox of developing organizational performance via rigid or free control systems and this was interpreted in the following model adopted from Arm istead, C. Meakins, M. (2002) for describing four approaches to knowledge management stand on whether it is in an organizational or an individual context, and whether knowledge management is imposed or empowered by managerial approaches. Armistead, C. Meakins, M. (2002) Figure No: 2.3 Framework for knowledge approaches Imposition is linked with bureaucracy, structured and controlled systems and attempts to codify all aspects of knowledge. It might expect such perceptions to be more inclined to explicit rather than tacit knowledge. In contrast, Empowerment recognized the potential in the social and individual for knowledge creation and sharing, in which the tacit as much as the explicit aspect of knowledge is engaged. The authors considered that managers are likely to be concerned with knowledge at an individual and organization level and with particular approaches to managing knowledge. Consequently they proposed a managerial framework which uses the constructs of imposed and empowered as one axis and the individual and the organization as the other. Prescribed recommends a official approach to knowledge and its management at an  organizational level. It might see technology set up widely to detain, store up and  guard knowledge. Compliance means individual engage in knowledge activities through contract and  regulation. Resources are distributed via prescribed performance management  processes. Adaptive engages with the informal within the social fabric of the organization in  the logic of communities of practice and the self-management of teams. Self-determination supports individuals to get responsibility for their part to  learning in the knowledge creation and sharing processes. From the above management paradox of how the knowledge is manage at an organizational and individual context. There is another well known model, called SECI or knowledge spiral model. The model did not only described that how the knowledge is managed but it also explained the overall knowledge creation process. 2.7 SECI Model In 1995, (Nonaka, I. Takeuchi, H. 1995) introduced their SECI model, which stands for Socialization, Externalization, Combination and Internalization. The purpose of this model is to offer an understanding of how organizations create knowledge and formalize organization processes which are mostly tacit in nature. It further provides an understanding of knowledge sharing, its management and application at an organizational level. According to Nonaka, I. Takeuchi, H. (1995) knowledge is formed from the interaction between tacit and explicit knowledge. These four knowledge conversion processes interconnected by moving from tacit to explicit knowledge as it moves from socialization to internalization then return to socialization to shape a spiral model of knowledge creation. Hiscock, J. (2004) stated that the first generation earlier to 1995, completely dependent on technologies in their daily task often known technocratic, but this is the second generation of knowledge management, whe re knowledge exchange is illustrated as a spiral a thing to be managed and something which can be made explicit. As the purpose of this research it is to look at the barriers to knowledge management thus the only focal point from this model is to observe overall knowledge creation process. Nonaka, I. Takeuchi, H. (1995) discussed that how tacit and explicit knowledge interrelate to successfully create knowledge in an organization via four conversion processes: 2.7.1 Socialization tacit to tacit Socialization is the process through which tacit knowledge is passed to others; it is directly related to the group processes and organizational culture. Tacit knowledge is often attained through sharing experiences, observations and the processes that arises without formal discussions and using language for instance face to face interaction. Interviewing and focus groups techniques are also creating tacit knowledge amongst people. 2.7.2 Externalization tacit to explicit Externalization of tacit knowledge is the conversion of tacit knowledge to explicit. As tacit knowledge is embedded in the peoples mind and that is externalize or express by sharing of paradigms, metaphors and concepts through formal discussions. Nonaka, I Takeuchi, H. (1995) declared that we have conceptualized an image; we generally tend to express it in language. Externalization is developing notions which facilitate tacit knowledge to communicate. Redesign of existing information can escort to new knowledge in the shape of written statements. Wakefield, R. (2006) argued that when knowledge is externalized and turn into explicit it is in fact converted back into information or data. Both have values, but this cannot be out until the data and information is internalized again to form knowledge that is used for some productive purposes. 2.7.3 Combination explicit to explicit Combination is a process of systemizing concept into a knowledge system, at this level explicit knowledge merged with written reports and other strategic documents through formal discussions (i.e. meetings, documents etc.). This process includes gathering significant knowledge then sorting, editing and distributing it, which allows knowledge sharing within organization. Formal education and training are also comprise in this type of knowledge conversion. 2.7.4 Internalization explicit to tacit Internalization is a mechanism of altering explicit knowledge into tacit knowledge. It is achieved through individual expression and learning by doing. Once the explicit knowledge shared with individuals to internalize what they have experienced and then their understanding becomes tacit knowledge in the form of shared intellectual models or technological know-how which further become a valuable asset for the organization. For example: customer complaint are recorded and then read by other team members. 2.8 key components and its related barriers to Knowledge Management DuPlessis, M. (2008) point out that knowledge management is a holistic solution integrating mixture of perspectives: people, process, technology and culture perspectives and every single one should hold equal influence. According to Gillingham, H. Roberts, B. (2006), people, process and technology (soft and hard aspects) reveals the most essential features engaged in capturing, disseminating and sharing knowledge. These elements require to be balanced to guarantee that the complete benefits of knowledge sharing are exploited. Of course, people, process, and technology (PPT) are intertwined and no organizations get very far benefits without having a basic competency in all. But the tougher challenge in knowledge management is how to built PPT into an organization. Collison, C. Parcell, G. (2004) suggested that involving people who knows, and the behaviors to ask, listen and share, some processes to make things easier for sharing, validation, distillation, and a familiar, reliable te chnology infrastructure to facilitate sharing. Knowledge management is all concerning the integration of people, process, technology but strategy and structure too (Armistead, C. Meakins, M. 2002). According to Quinn, F. (2008) the development of knowledge managements exposes many issues that firms claim to have solved completely. The issues for example related to business benefits, people and culture, technology and process. These issues reflect all the main areas of concern in a knowledge environment and can be produce the barriers or road block to achieving the corporate success that most of would wish to inhabit. 2.8.1 People The biggest misunderstanding that the Information Technology (IT) leaders composed is that the knowledge management is all about technology. Gillingham, H. Robert, B. (2006) confirmed that people are the most central and complex element in knowledge management. It is a people who create and share knowledge, Since, (tacit) knowledge is set aside in the individuals the most essential thing for knowledge management is the system to allow the conceal knowledge within an individual be spread to others in order for them to share, exploit, and then alter it into (explicit) knowledge within an organization (Yeh, Y. et al., 2006). Knowledge management helps us do what we do better and its connect information and people, and people and people. Call, D. (2005) suggested that people are not being able to gain knowledge in a minutes and hours but they learn over days or weeks and one of challenge is to detained knowledge from what people said and did as part of their everyday job and to build it reachable to rest in an organization. According to Gundry, J. Metes, G. (1996) people behaviors is often manipulated by their beliefs, values, attitudes, and the organization culture. Influencing what people believe should direct to changes in values, attitudes and behavior in which knowledge is shared behavior. Gillingham H. Robert, B. (2006) stated that it is complicated to get people to do things in a different way because people can simply fall back on defensive routines. A state of willingness require from individuals to get people to modify the way that they do things, it is central to manage those who are willing to create and share their knowledge (Yeh, Y. et al., 2006). According to the Abell, A. and Oxbrow, N. (2001) people ask numbers of question in organization towards knowledge management for example: What is in knowledge for me? How does it make my job easier? What appreciation will I get for sharing my knowledge? Etc. It is important to identify what knowledge peo ple need and what knowledge people already possess and how to link people and knowledge process. In any system where information or knowledge is accessible, there must be adequate security to ensure that only appropriate people are able to see what knowledge is held and by whom, in that case confidentiality is the barrier to crafting a knowledge sharing culture in the organization (DuPlessis, M. 2008). But from the organizational point of view, one can comprehend that it is in national interest that the particular knowledge stays confidential. In other word the right information and knowledge should distributed to the right people at the right time and right place. For example in defense sectors and utilities provider such as countries like South Africa where they have one and only major energy provider, their key knowledge and information would be exceptionally secret hence it should be strongly managed (Sutton, S. Leech, S. 2002). Employee often does not know what is the concept of knowledge management their perception about knowledge as resources in not clear as capital assets resources. In the view of McCann, J. Buckner, M. (2004) people do not include knowledge into their work process to make final products and services and even do not feel responsible for sharing their own knowledge with colleagues. Kols, A. (2004) submitted that people do not even realize that they have knowledge worth sharing. Employees viewed knowledge management as an additional job, processes and formal channel of communications which is not incorporated into their daily working environment (DuPlessis, M. 2008). Another potential factor; employed turnover, where experienced employees transferred, promoted, retired, or fired from the organization, both their tacit and explicit knowledge may be lost unless the organization makes a concerted effort to assure that it is shared. Knowledge management setup and implementations requires sufficient time which is often claimed constraint. Time can be a difficult area or barrier, where employees are considered on the hourly basis, for example; accountants, lawyers, solicitors and engineers. For them, time is wealth and it is hard to modify the view that knowledge management be able to make them work smarter and quicker, even if they do expend some time on it upfront (DuPlessis, M. 2008). When the organization was steady and developing smoothly, it would be feasible for people to take extra time and effort to get involved in such knowledge management activities. Once the circumstances changed, these practices would be easily gone down because they were peripheral to business operations (Lin, L. Kwok, L. 2006). 2.8.2 Process Armistead, C. Meakins, M. (2002) declared that knowledge management is a process rather than an asset, and hence to facilitate maximize its value an organization must have to form an environment that facilitates the flow of knowledge. The argument between technology and people is about the ways of managing knowledge processes. Barnes, P. (2007), Probst et al., (2000) categorizes knowledge management in six core processes; knowledge identification, knowledge acquisition, knowledge expansion, knowledge sharing or distribution, knowledge exploitation and knowledge preservation. In order to share knowledge, one requires tools or processes: Expert locater systems, communities of practice (formal and informal), distance learning information-sharing tools, emergent expertise, storytelling, knowledge repositories, conferences/workshops/ seminars, e-learning applications and virtual communities are some of the methods organizations can use to disseminate knowledge. Abell, A. Oxbrow, N. (200 1) believed that people make process work, often through informal steps- how can these be formalized and how to build communities around business processes. Process must learn how to achieve the commitment of people to the learning process and how to integrate knowledge creation and utilization into business process. Processes need technology support- how to integrate business benefits and technology capability, it also require formal and informal communication between employees. Lack of communication, non-standardized processes and information systems and not knowing where to get knowledge. Gillingham, H. Roberts, B. (2006) stated that location and distance (geographical, legal, cultural and lingual) to access of vast organization knowledge can be a bottleneck Informal communication outlook as just chitchat or chatty activity, managers do not see the advantage of (tacit) knowledge process or transfer from one employee to another hence often employees are restricted to engage in discussing projects or ideas at meeting places such as near to water coolers or coffee machines (Webb, S. 1998). However organization confusion over the focus of the initiative often creates barriers to knowledge management: information or knowledge management; knowledge management or learning organization; which should lead human resources (HR) or information technology (IT). However there is danger in attempting to identify and collect everything available. According to Giannetto, K. Wheeler, A. (2000) if too much detail is gathered, it is impossible to distinguish what might be of value to employees and it will become a huge unmanageable, bureaucratic nightmare Organizations focus on collection not connection and attempt to capture all organization knowledge in repositories, often creating electronic bucket in place of physical filing cabinets also misunderstand the difference between tacit and explicit knowledge and treat it in the same way. 2.8.3 Technology The role of technology is significant; it is ultimately a facilitator of human knowledge in the organization. Technology or IS does not hold tacit knowledge, as it is held in the human brain (Rock, S. 1998), although it is transfer medium of tacit into explicit knowledge to some extend because tacit knowledge alters with each new experience and technology should be updated frequently. Armistead, C. Meakins, M. (2002) affirmed that information technology can enable speedy search, access and retrieval of information, and can support collaboration and communication between organizational members. In real meaning, it can undoubtedly play a variety of roles to support an organizations knowledge management processes. Technologies and knowledge management are strongly tied, because both assist the circulation of structured knowledge vertically and horizontally in the organization. (Yeh, Y. et al., 2006) argued that technology plays following roles in knowledge management: acquiring knowledge; classify, store, index, and tie knowledge related digital items; search and identify related content; and flexibly communicate the content based on the different utilization backgrounds. Knowledge management classifications are broadly defined technologies which improve and enable knowledge generation, codification and transfer. Peoples experiences and interpretations that add value, transforms into knowledge by using technologies. Knowledge management (technology) tools for instance: e-mail, document systems, groupware, the internet, intranet and video conferencing are all knowledge collaboration tools which can be use for gathering, organizing and sharing knowledge in the organizations (Gillingham, H. Roberts, B. 2006). Not everyone is computer literate and that sort of illiteracy become a cause which brake knowledge management processes also people finds that working with complex systems is not easy (DuPlessis, M. 2006). Sometimes it is more challenging for the organization to get people trained to using the KM tools (technologies) to facilitate knowledge sharing and retention. Holland, J. Johanson, U. 2003) recognized that organization consideration towards technological costs sometimes restrain in respect of installing knowledge management softwares and hardwares. Perhaps both are very expensive in terms of getting licenses for every member in a large organization. Since knowledge is an intangible asset, it is more complex for organization to calculate return on investment in hard form (cash), therefore step back from any initiative; however Collison, C Parcell, G. (2001) believed that knowledge benefits can be defined in qualitative and quantitative measures. Another barriers occur when technology is not up to date with the business processes as well as with the improvements in the technological world then knowledge and information might become rapidly old-fashioned and if maintenance and back-ups is not done regularly, knowledge can be vanished in a catastrophe situation, which is not only costly but also irretrievable. The advance type of communications for example; intranet if organizations only rely on this then it will be a huge barrier to the exchange of tacit knowledge. Davenport, T Prusak, L. (2000) suggest that knowledge sharing events happen when people connect via communities of practice and in person meetings. 2.8.4 Culture Chen, C. Huang, J. (2007) described organizational culture as shared value, beliefs, and work atmospheres that could have considerable impacts on the behaviors of employees. According to Yeh, Y. et al., (2006) culture is the combination of value, core belief, behavior model, and emblem. Culture is normally reflected in the form of organizations corporate structure, management and leadership style, learning from experience, norms, and practices, trust, rewards and recognition, networks and community of practices etc (DeLong, DW. Fahey, L. 2004, Al-Hawamdeh, S. 2003). Culture can play a role for organizational learning and every organizations culture is an independent entity different than any other organization. Alavi, M. Leidner, D. (2001) suggested that it is significant to comprehend that knowledge management is not as much of technical problem, but it is more of cultural problem. Culture is not only intangible and illusive, but it can also be observed at multiple levels in an o rganization. Trust and honesty are elements of culture sometime not clearly visible, Davenport, T. Prusak, L. (2000) confirmed that without these elements knowledge management would not function properly between individuals. Employees ask many questions themselves for instance; if I share knowledge will others misuse it, can I belief the knowledge that others created (Abell, A. Oxbrow, N. 2001). Another familiar barrier point out by Kols, A. (2004) knowledge as a source of power or authority and therefore hoarding it, similarly organizations are naturally unwilling to share their skills and know-how with rivals. Employees possibly will not willing to share their knowledge because they might lose control/power, they spotlight on continued existence in the organization rather than willingness to share knowledge (Clegg, S. Palmer, G. 1996). The following Chinese sayings depicting this philosophy with influences from such widespread beliefs, knowledge sharing becomes more complex. A good mastery of a single skill ensures a lifetime employment (Lin, L. Kwok, L. 2006). Internal divisions are general obstacle. Each department, field office, service delivery site, or project team tends to focus on its own problems, have limited contact with outsiders, and unaware of what other subdivisions are doing. Davenport, T. Prusak, L. (2000) stated that employee often assumes that the people in top of organizational hierarchy have greater knowledge and expertise and this difference amongst individual may be seen as a barrier. Employees on different hierarchical or designations frequently struggle to share knowledge between these levels, as they feel they may have much or more knowledge on a particular subject but not consulted or totally ignored because of their position in organization. Furthermore Webb, S. (1998) revealed that managers often try to avoid consult subordinates because they might fear for losing face. If skills are greatly diverse within professional areas and/or within ranks, it might obstruct the tools and practice through the knowledge is s hared between levels. Organization consists of multiple genders and seeking assistance from same gender whether the person is helpful or not is normal cause and may be a barrier. Bartram, S. (2005) stated that women in managerial position often seen as one of the cultural barrier. Also assorted age makes a differentiation at the point of exchanging knowledge. Webb S. (1998) believed that employees are unwilling to share knowledge if the future economic growth of organization is unstable and they strive to secure their position by retention of tacit knowledge as power. The overall organization instability may spoil social networks and reduce flow of knowledge from one corner to another in an organization (Lesser, E. Prusak, L. 2001). Management emphasis on individual rather than team, disincentive to knowledge sharing, competition between employees, motivational limitations, lack of acknowledging for the supplier of knowledge, sub-standard physical layout of work space, and fewer management commitments could be a constraint for knowledge sharing environment (Chase, R. 1997). 2.9 How the barriers of knowledge management can be managed? Knowledge management is a lengthy and iterative process and its related benefits realized over a period of time. There are no rapid fix solutions to counter these barriers. However to overcome these barriers an organizations require to undertake essential approaches and actions. According to Du Plessis, M. (2008) knowledge management barriers directly line up with organizational, national and personnel culture. Top and senior managements can play a significant role for instance by raising the awareness of knowledge management activities and its benefits into work place (Birkinshaw, J. 2001). At any level of knowledge management it is compulsory to make sure that employees trained on the basis of knowledge management, once the knew the insights of knowledge management they are enough able to see how its adds value into their routine jobs and how organization can create social and intangible capital. However if employees ignore or do not understand the notion of knowledge management th en they will not be capable to leverage it completely, even though organizations have elegant knowledge management plans and systems. Flexibilities between departments could span knowledge sharing boundaries. Employees should not reserve by position in a hierarchy and retain by resources. Davenport, T. Prusak, L. (2000) stated that the components of knowledge management: people, process and technology must be uniformly supplied in terms of time and money. The most powerful force in knowledge management is people because they can able to change their environment so trust in people is an extraordinary phenomenon in managing people and their knowledge. Milton, N. (nd) described two other ways to manage knowledge called connect and collect, however these terms are vastly similar to the Nonaka, I. Takeuchi, H. SECI model (see section 2.7). The S mean Socialization and it begins through the connecting people into social networks where they can able to talk, to share dialogues with other people where the other three boxes named Externalization, Combination and Internalization is all about revolving tacit knowledge into explicit into tacit knowledge. For example knowledge is documented, recorded into knowledge system or knowledge repository in an organized way thus the othe rs can access it. Organizational culture should abide for mistakes by recognizing and gratifying innovative errors, also there should be no fear of losing position from not knowing the entire thing (Gillingham, H. Robert, B. 2006). In the view of Barnes, P. (2007), decentralize structure gives opportunities to know where the decisive knowledge is located and able to make more accurate decisions. Incentive and reward systems not only influence members to support knowledge management activities but it also encourage their willingness to take part in the creation and sharing knowledge (Yeh, Y. et al., 2006). Lack of trust alters into culture of trust and confidence get by face to face interactions; its not only the way of transferring tacit knowledge between individuals but it allows to evaluating the trustworthiness of both the giver and the receiver. Use of technology in knowledge management stipulates user training and members should have skills available other than technical ones such as interpersonal skills. According to the Abell, A. Oxbrow, N. (2001) technologies should not be the driver and substitute of social interactions; neither should it be a barrier. 2.10 Summary Every organizations is a knowledge based and they possesses particular knowledge in various forms such as in human capital, structure capital, intellectual capital etc. and the issue of knowledge management is essential because organization lives in uncertain world. The above literature has been identified potential barriers to knowledge management which was categorized into organizational culture, people perceptions, ineffective processes and obsolete technologies. There is no cause to believe that those barriers will not impact on knowledge sharing to a more or fewer extent within an organization and between personnel. However the rationale of this study was not to classify an extensive organizational barrier profile but the principle was merely to recognize a set of commonly studied barriers in knowledge management which can be apparent in various means across an organization. When organizations managed and implement knowledge in a logical and structure way it can add value to bot h the employees and organizations effectiveness. The literature review also fascinated that knowledge management is a social activity or relies on social models, even though sharing of knowledge can be possible from technologies but recipient and sender of knowledge are still humans. Organizational culture, employees perceptions and their characteristics, sources of knowledge creation and the context in which knowledge is shared are key consideration in knowledge management.

Behaviour and perception

Chapter 1Background StudyI have decided to make a research on the consumer behavior and perceptual experience on their purchasing form. A displacement has been observed amongst the young person today from shopping from sole branded shops and promenades to street markets and flea markets. Flea markets are markets where cheap goods are available. It may be indoors, such as in a warehouse or a store or it may be out-of-doorss, such as in a compound or under a collapsible shelter. Harmonizing to an article Flea Markets in India ; people in India love to dress up for any juncture, even if it means traveling to the school to pick up their child. One can happen the hippest and the most traditional garbs being worn in the same age group. The current coevals is trade name witting yet values money. The solution to this lies in the flea markets. These popular flea markets in India sell the most fashionable and comfy apparels and casuals that are preferred by the people. Childs can easy be spotted in these flea markets, striking a good trade with the sales representatives. The merchandises found in these markets are as per the outlook of the young person in footings of monetary value, invention, assortment, comfort, styling, trade name image. The merchandises besides have the added benefit of belonging to international trade names, where some of them have the exclusivity of non being available in India. The 1s with the endowment of dickering accomplishments can acquir e a really good trade every bit low as 20-30 % lower than the quoted cost. Delhi flea markets are every bit popular as Goa or Mumbai or Kolkata, etc. flea markets. ( Beginning: Text retrieved from hypertext transfer protocol: //www.bharatonline.com/travel-tips/flea-markets.html )Flea Markets in DelhiConnaught Place, Janpath and Palika BazaarSarojini NagarGreater KailashLajpat NagarVasant ViharNehru Topographic pointKarol BaghExclusive stores for export excess in topographic points like Gurgaon shopping promenade, Patel Nagar, Greater KailashThese topographic points are full of branded garments and are offered at really low monetary values. Trade names like H & A ; M, ZARA, Mother Care, Polo and many more are available in majority with the latest of manners and tendencies incorporated in them and are really popular amongst all age groups particularly the young person.Factors Influencing Band SwitchingThere are many factors which influence the clients to exchange trade names like monetary value distinction, publicity schemes, in shop shows, friend ‘s recommendation or equal force per unit area, packaging, famous person indorsements, new man ners, advertizements, etc. There are many more but in the instance of exchanging from a trade name to a flea market the major factors which influence are:Monetary valuePeer force per unit areaNew styles/ Latest trend/ Change in FashionThe first two are easy to understand but the 3rd is the most of import factor. In a flea market particularly Sarojini Nagar or sole export excess shops all the exported ware is sold and hence that topographic point is the first topographic point where childs can happen fashionable garments before or about at the same clip they reach the shops at assorted parts of the universe.Chapter 2This chapter examines the literature relevant to the two defined aims. There are three major subdivisions: The first includes an overview of the demographics of the Indian young person and its growing. It besides includes why the young person is an of import section to aim on when it comes to selling of goods. The 2nd negotiations about the current consumer behaviour and penchants which includes their life style, their likes and disfavors, etc. Besides the factors which result in switching from trade names are explained in brief. Last, the 3rd subdivision explains the consumer behaviour towards flea markets after which the consequence of the flea markets on different factors is explained.Indian Demographic OverviewIndia ‘s part to the Earth ‘s human population is 17.5 % with 1.17 billion people in the state. Harmonizing to the NCAER study on National Readership Survey ( NYRS ) , India ‘s young person population grew at over 2 % to 459 million in 2009 from 390 million in 2001 nose count. Three out of every four young person is literate and every one in three literate young person in India is a pupil. The tabular array below justifies the growing of young person in India from 2001 to 2009 i.e. 2.05 % and the growing of literate young person as good which is 2.49 % . Harmonizing to the saloon graph below which shows the young person involvement in selected issue/topics all over India, 28.9 % literate young person is interested in manner. The young person today involves itself into a batch of leisure activities. The graph below shows the leisure activities preferred by the literate young person in India. Television remains as the most popular beginning of information with 78 % .Why Target Youth as Important Consumers?Many sellers consider immature grownups aged between 18 and 24 as a distinguishable consumer section that boasts considerable buying power. In the UK, such consumers spend around ?10 billion each twelvemonth while it has been projected that immature grownups will shoot more into the US economic system than babe boomers by 2010.The Young Adult SegmentThe importance of these consumers is besides widely acknowledged. Their impact on household purchase determinations is turning and they are recognized as tendency compositors that influence ingestion alteration within other market sections. Sellers besides remain cognizant that procuring the backing of immature grownups may be of import given their capacity fo r future disbursement. Like other consumers, the image, life style and buying behavior of immature grownups is shaped to some grade by assorted external factors. The challenge to research workers is to place which factors hold sway. Previous probes have indicated facets that include household values, peer influence and ego perceptual experience to act upon consumer behaviors aboard such as age, gender and life style. Some analysts believe, nevertheless, that sellers have deficient cognition about what motivates this market section. Some selling directors continue to avoid the immature grownup section on the premiss that such consumers are non trade name loyal. Evidence for this is, nevertheless, slightly inconclusive. On the one manus, research workers suggest that the purchase behavior of immature grownups is frequently determined by pecuniary restraints. An purpose to salvage money means that exchanging to inexpensive trade names becomes a natural response.Consumer Buying Behaviour and PreferencesIndia has the youngest population in the universe. There are a batch of immature people in different locations and income groups who influence their parents disbursement and their ain disbursement every bit good. Indian market is altering quickly and an foreigner who visits India one time or twice a twelvemonth can easy do out the difference. Amongst assorted consumer behavior groups there is a immature emerging consumer behavior group which is immature and ungratified, who start gaining at an early age and proudly pass money which does non belong to their parents. This group consists of adolescents who love eating out, ticker films and travel on occasion for clubbing and all these activities have become an built-in portion of their life style. Their dressing is constantly modern and they believe in altering their garb often. If the latest manner and voguish apparels are non available in the shops at the right monetary value they switch to either Sarojini Nagar in Delhi or Fashion Street in Mumbai. The consumer defines value with quality. If a merchandise has good quality, sustainability, length of service, significance, etc. it is considered as valuable. Adolescents are more adventuresome than their seniors and they care less for tradition and faith. They adopt the latest manner tendencies that emerge with clip as they are the 1s who are more receptive towards alterations and want to obtain a new expression every clip. They believe in disbursement money at present and non salvage much for the hereafter. They can non be influenced with other people ‘s perceptual experience but they can easy be motivated at the same clip. They non merely take determinations for the merchandises they need and have to purchase but besides help their grownups in taking determinations. Harmonizing to a survey ; Rs.500 crore a twelvemonth is the sum of money given to kids as pocket money which justifies them being an of import section to be targeted on. ( Understanding the â€Å" in-between category † Urban Teenagers as Consumer, n.d ) The increasing competition makes distinguishing new merchandises and services offered by a company hard from the older 1s. The companies try to vie with their challengers by cut downing the monetary value of the merchandises as they feel that monetary value is the chief factor. Customer behavior has become intercrossed. On one manus they are monetary value sensitive and they search for deals and store from discounted mercantile establishments and on the other manus they enjoy branded and luxury goods. It ‘s non that they do n't wish passing but they want to obtain value for their money spent. Customers today are really much aware about the latest manner and merchandises and besides their importance to a company and hence have high outlooks from companies and take a company which provides them with the best merchandises and services. Price, quality and functionality are non the lone factors to do a client loyal towards a company, but now it is the clients experience and interactions every bit good. Any sort of bad experience can damage the attitude of a client towards a company. Consumer purchasing behavior is a procedure of doing determinations to purchase and utilizing a merchandise. It is therefore of import to understand why and how they make a purchase determination with altering factors in our society. Different companies have assorted selling schemes to pull the clients. They take aid of different client relationship direction package to prolong their clients to do them loyal. When the clients make their purchasing determination they evaluate the benefits which can be perceived from a peculiar merchandise and compare them with the costs. They associate themselves with a merchandise emotionally and take it as a position symbol. With altering fortunes, the client ‘s demands and perceptual experience besides alterations. Positive consequence of client perceptual experience on trade names is that their trade name value increases with increasing clients and the value of the merchandise offered by them besides additions popularity. The negative consequence of client perceptual experience is that increasing popularity of luxury and premium merchandises can take to loss of exclusivity and therefore can be perceived as less valuable merchandises. Besides the quality and services may differ in some merchandise classs if consumed by a big figure of people.( Recklies, 2006 )Factors which influence Consumer Behaviour and Brand SwitchingFactors which influence consumer behavior are cultural, societal, psychological and personal ( age, demand, etc. ) . Personal factors means single wants and needs which makes the client comfortable and satisfied. Social factors consist of household influence, sentiments of friends or other groups, civilization, etc. Culture affects the purchasing behavior of a consumer as they b elong to different households and civilizations that have their ain perceptual experiences and every person has its ain purchasing form with regard to their existing civilization. Psychological besides refers to motivations of purchasing for a peculiar event like birthday ‘s, or for a friend, etc. As per a research assortment seeking behavior is non ever a factor for trade name shift. Consumers need assortment in their lives but trade name shift is non straight caused because of the demand for assortment factor. This factor varies from merchandise to merchandise.Consumer Behaviour and Perception towards Flea MarketsFlea markets are great retail market topographic points. Customers who visit these markets have a preset purchasing determination. Unlike people in promenades and people walking in the streets, flea market clients are more than merely browsers. They are serious clients who have a trip to the flea market to purchase merchandises but at the same clip it is of import to maintain on pulling them and do them purchase and non do them lose their involvement. ( Lowy, n. vitamin D ) In the US Flea markets are a multibillion-dollar concern. There are different booth sizes and rents vary depending on factors such as location, equipment ( tabular arraies included, etc. ) , and hours of operation, but by and large are in the scope of $ 3 to $ 10 per square pes per twenty-four hours. When the engagements are done for the sellers the organisers try booking for a broad assortment of merchandises that will be offered like sale ‘antiques, electronics, kitchenware, nutrient points, vesture, tools, playthings, art and featuring goods. Making so will guarantee wide entreaty to a big mark audience of flea market shoppers. ( Flea Market Organizer, n. vitamin D ) A research was conducted on Informal Retailing: An Analysis of Merchandises, Attitudes and Expectations. The writers concluded that flea markets are considered to be an gratifying topographic point to shop. Flea market is a portion of the belowground economic system which means which is immeasurable, tax-exempt or both. Flea markets are rather popular amongst the consumers and therefore increase gross revenues and do better than formal retail merchants. Consumers shop more with friends and household instead than shopping entirely. The flea market is considered a topographic point to socialise as it is a topographic point to ease the informal exchange of goods. Flea markets are favorable amongst consumers because it is fun to shop for merchandises for deals ; they have friendlier and personal services and a broad assortment of merchandises to take from. But flea markets have some disadvantages excessively like hapless quality, deficiency of warrants, policies like no return and exchan ge in some and its is non a to the full authorized market. Harmonizing to this research 93 % of the consumers bought apparels, playthings and jewelry and 20 % bought place contraptions. ( Sherman, McCrohan, Smith, 1985 ) Flea markets are everyplace these yearss and can be full clip or merely on weekdays. One can follow his/her avocation and gain a batch of money through flea markets even if particular techniques are non used to do the merchandise. Seasonal points are a hit in the flea markets like tapers and candle bases at the clip of Diwali or bars, Christmas gifts at the clip of Christmas. ( Wright, n. vitamin D )Consequence of Flea Markets on conveying extra footsteps in the nearby market countryIn an interview, Mr. Rajiv Duggal, CEO, Select CITYWALK said that flea market is non a new construct and is the most preferable by Indian clients and tourers. Every major metropolis has its ain popular flea markets which attract a batch of people. The construct of the flea market introduced every Wednesday is to advance touristry and to show new sort of merchandises to the clients in an organized manner. He believes that consumers attracted to the promenade are fixed who buy branded merchandises and to pr olong them and pull new clients it is of import to supply the clients with advanced merchandises. For this he tries to give them non commercial or non branded merchandises through this medium. Flea market is a selling scheme as it helps in pulling clients i.e. clients who come to the flea market are by and large observed in the promenade as good which helps in increasing footsteps to the promenades. It non merely attracts the adult females and shoppers from South Delhi but besides a big figure of them come from North and West Delhi and NCR parts. ( Shah, n.d ) After seeing footsteps increasing in the Select Citywalk promenade in Saket because of the flea markets, The Great India Place, Noida and Pacific Mall, Ghaziabad besides adopted the thought and started with the similar constructs which lead to fringy addition in footsteps. This flea market had a assortment of merchandises like books, nutrient, metal merchandises and apparels. The construct of flea market is ask foring big figure footsteps in Spice World, Noida excessively and in add-on they have a batch of activities and distribute film tickets as awards. ( Sinha, 2009 )

Hamburger Hill Essay

The entire mountain is a rugged, uninviting wilderness blanketed in double- and triple-canopy jungle, dense thickets of bamboo, and waist-high elephant grass. Local Montagnard tribesmen called Ap Bia â€Å"the mountain of the crouching beast. † LTC Weldon Honeycutt, commander of the 3d Battalion, 187th Infantry (the â€Å"Rakkasans†), called it â€Å"Hill 937. † The Soldiers who fought there dubbed it â€Å"Hamburger Hill. † The ? ght on Hamburger Hill occurred during Operation Apache Snow, the second part of a three-phased campaign intended to destroy North Vietnam Army (NVA) bases in the treacherous A Shau Valley. The American and South Vietnamese units participating in Apache Snow knew, based on existing intelligence and previous experiences in the A Shau, that they were in for a tough ? ght. Beyond that, however, they had little evidence as to the enemy’s actual strength and dispositions. Masters of camou? age, the NVA completely concealed their bases from aerial surveillance. When the NVA moved, they did so at night along trails covered by triple-canopy jungle, again confounding observation from above. They effected their command and control mainly by runner and wire, leaving no electronic signature for the Americans to monitor or trace. Technology, therefore, provided scant assistance to the American battalion commander trying to â€Å"see the enemy† during Apache Snow. He had to generate his own tacticalintelligence. Patrols, captured equipment, installations, documents, and occasionally prisoners provided combat commanders with the raw data from which to draw their assessment of the enemy order of battle and dispositions. Gathering this information took time, though. Moreover, intelligence about the enemy’s strength and dispositions did not necessarily illuminate his commander’s intent. It took days to ascertain this, and the learning experience proved decidedly unpleasant for the Americans. On 11 May, Honeycutt dispersed his Rakkasans and scoured the vicinity to the north and northwest of Ap Bia Mountain. When Bravo Company made heavy contact with some NVA late in the day, Honeycutt adjusted his estimate of the enemy’s strength from â€Å"a few trail watchers† to a reinforced platoon or even a company. The Rakkasans could still deal with a force that size, but they would have to concentrate to do so. For the next three days, Honeycutt fought the mountain and the NVA to bring his scattered companies together for a coordinated battalion attack. Despite the fact that, since the initial assault, no company was more than about 1,500 meters from the crest of the mountain, it took two days to consolidate the battalion for a three-company assault. Time and again, the American infantrymen found themselves hampered as much by the topography as by the enemy. The rugged terrain slowed dismounted movement to a crawl. Between 12 and 14 May, for example, Delta Company was virtually immobilized when it went down a steep ravine and was caught there by the enemy. In one grueling ? ve-hour period, the company labored to advance a total of only 500 meters. The steep, mud-covered slopes, more than the enemy, kept this company from ful? lling Honeycutt’s intent. In the end, the troops had to abandon their attack and withdraw the way they had come. These three days were a period of intensely unpleasant â€Å"discovery learning† for Honeycutt and his men. Map reconnaissance and helicopter over-? ights did not indicate that his initial scheme of maneuver was impractical. It took Delta Company’s three-day ordeal to do so. Though Honeycutt had a long and distinguished record as a combat commander in both Vietnam and Korea, he underestimated Ap Bia Mountain and the NVA facing him. Although his estimate of the enemy strength was incorrect, his miscalculation was not immediately apparent to him or to any of the American leadership. It took three days of assaults by Bravo and Charlie Companies, each bloodily repulsed, before the situation became clearer. The enemy was stronger than anticipated, much stronger than company strength, and he grew more powerful every night as he received reinforcements from Laos. The NVA commander’s demonstrated tenacity and willingness to replace heavy losses indicated he intended to put up a stiff ? ght for Hill 937 (Scalard).

African Americans in the American Civil War Essay examples

In the history of the United States, African Americans have always been discriminated against. When Africans first came to America, they were taken against their will and forced to work as laborers. They became slaves to the rich, greedy, lazy Americans. They were given no pay and often badly whipped and beaten. African Americans fought for their freedom, and up until the Civil War it was never given to them. When the Civil War began, they wanted to take part in fighting to free all slaves. Their opportunity to be soldiers and fight along side white men equally did not come easily, but eventually African Americans proved themselves able to withstand the heat of battle and fight as true American heroes. The road to freedom from†¦show more content†¦Finally, in the summer of 1862, with the realization that the war would not be won without the end of slavery, Lincoln drew up the Emancipation Proclamation (Fincher). This document freed slaves in all areas who rebelled against th e Union. This began a rippling effect to many other aspects of the war and led to the enlistment of African Americans in the Union Army and Navy. On July 17, 1862, Congress repealed an act of 1792 barring black men from serving in state militia; (Smith 308). A new Militia Act permitted the enlistment of free black men and ex-slaves. Now after the long hard fight to be allowed to serve in the Union Army, African Americans would finally have their chance to prove themselves as worthy soldiers. They would serve America proudly and fight to free their fellow brothers who were still enslaved. Enrollment began in September of 1862 (Allen 225). Thousands of black men enlisted. They would be commanded, led, and trained by all white officers. There were not to be any black officers commissioned and all African American soldiers were to be regarded as laborers. They would receive less pay than a white soldier. Instead of $13 plus clothing expenses, they would only receive $10 without clothing expenses (The American Civil War: A Multicultural Encyclopedia 55). When word of African Americans enlisting in the Union Army got out, the Confederate Army lashed out many threats. They †¦warned that Union officers recruitingShow MoreRelatedAfrican Americans And The Civil War1076 Words   |  5 Pages Throughout history African Americans have had is bad in the United States. First they went through slavery which lasted about two hundred year and was ended around the Civil War which was in the 1860s-1870s. Next after they went through slavery they went through the law of Jim Crow that started after the Civil War which stated, â€Å"Separate but Equal†, and that was not the case because African Americans were still treated as second class citizens. After about ninety years around the 1960s Dr. MartinRead MoreAfrican Americans And The Civil War1309 Words   |  6 PagesIn the summer of 1619, the first Africans were brought to Jamestown, Virginia not to live as free settlers but as subordinate slaves. They worked strenuously for Whites, who considered themselves superior to Africans, without much benefit. Racism is not just the belief that one race is supe rior to others, but the act of negatively identifying individuals based on the color of their skin. Attributing race to individual character has proven to have negative implications that are difficult to mend.Read MoreAfrican Americans and the Civil War774 Words   |  4 PagesEssay African Americans and the Civil War Slavery affected many of the political reasons that contributed to causing the Civil War in 1961. Most in the Northern states including President Lincoln were more concerned with preserving the Union rather than fighting for the freedom of all. 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They got jobs and their kids go to school, but more notice that it wasn t rightRead MoreAfrican American And The Civil War876 Words   |  4 PagesIn 1865, when the civil war ended in America and slavery was abolished, the African American population in the South faced many challenges related to their new found freedom. Following the post-Civil War Reconstruction period, white supremacy resurfaced in the South (AE Television, 2015). Beginning in the early 1900s through 1970 there was a mass exodus of African American s from South to North America. Although some African American s were known to have moved from the South as early as 1850Read MoreThe Civil War On African Americans Essay1421 Words   |  6 PagesThe years preceding the Civil War were monstrous for African Americans located in the South of the country. Northerners and Southerners would argue that their visions of how society is structured is the right way and should be expanded throughout the nation. Southerners claimed that slavery is okay, and it’s a positive labor system. On the contrary, Northerners claim that laborers should be paid by wage, men should have equal opportunities, and slaves should gain freedom. The four most significantRead MoreThe Civil War Of African Americans1010 Words   |  5 Pagescentury. For an African American, the word â€Å"life† evolved from a word that meant absolutely nothing, to a word that stood for an individual’s highest commodity. After the civil war, emancipation for slaves transformed from a dream to a reality. Although the civil war finally ended in 1865 after four years of fighting, certain citizens and groups across the nation still remained in a state if disagreement with the freedom granted to African Americans. The years after the civil war revolutionizedRead MoreAfrican Americans And The Civil War1540 Words   |  7 Pageshistorical backdrop of the Uni ted States, African Americans have dependable been victimized. When Africans first came to America, they had no choice but to be slaves. The progressed toward becoming slaves to the rich, covetous, lethargic Americans. African Americans had given no compensation and regularly whipped and beaten. They battled for their opportunity, yet when the Civil War came African Americans had this logic that if they were to join the Civil War they could liberate all slaves. HoweverRead MoreAfrican Americans And The Civil War859 Words   |  4 Pagesslavery, predominately in the American South, African-Americans were finally set free from bondage. The fourteenth and fifteenth amendments quickly followed, granting citizenship to â€Å"all persons born or naturalized in the United States† and granting African American men the right to vote, respectively. Naturally, Americans denoted these momentous legislative feats, collectively packaged as the Reconstruction Amendments, as a means of c elebration for African-Americans. However, in order to rectifyRead MoreAfrican Americans in the Civil War1971 Words   |  8 PagesAnderson HIST 3060 February 25, 13 African Americans and the Civil War The role African Americans played in the outcome, and the road to the outcome of the Civil War was immense. The fact that the south had slaves and the north did not played an enormous role in the issues. The north wanted to abolish slavery, and the south did not and after the war started this became one of the main reasons for the Civil War. Since most African Americans could not read or write, this made them an easy