Maximizing Quality in Supermarkets through Effective Strategy

by Herman Bailey | Jan 27, 2023 | Essays | 0 comments

*Introduction*

The strategy can be described as an action plan made by management specifically for running a business as well as conducting operations (Thompson et al 2014, p.6). According to Segal & Giacobbe (1994, p. 14), the current business environment is experiencing a circular leap of change, dynamic technology that rapidly keeps changing in addition to immense entries of new competitors. Due to this factors, firms are pushed to adapt to essential changes within the business environment which is more chaotic and radical in nature. For a business to survive today’s environment it has to continuously be able to renew its competitive advantage in the market (Mathews 2003, p. 9).
The UK grocery supermarket is dominated by a few firms which are Tesco, ASDA and Sainsbury. The UK supermarket sector is oligopolistic and the strategy. According to a study by Katar world panel, it is the sales in the UK supermarket have been on the rise for the 25 consecutive periods and now its 2.1% high as compared to last year in 2017. The only decline that was recorded was in the year in June 2016 (Uk.kantar.com. 2018, p.1).
According to Economicsonline.co.uk. (2018, p.1) from 2011 to 2015 among the leading grocery retailers in the UK. Tesco had the largest share with 25% in 2011 which was a decrease of 6 percentage point to a 19% share of the grocery retail market by the year 2015. Economicsonline.co.uk. (2018, p.1) further states that previous to the reputation of the discounters, the retail market was dominated by the top four supermarkets which are Tesco, Asda, Sainsbury and Morrisons. It is, however, important to note that the consumer’s behaviour has shifted tremendously as a result of the economic recession as well as an increase in inflation.
Consumers in the United Kingdom are now more attracted to cheaper goods and discounts in the supermarket, this has brought a pricing war-making supermarkets to lower the prices of the goods and also record the highest volumes of sales on food due to the promotion and discount set by the competitors to gain an edge over each other (Seth & Randall 2011, p.12). Khan & Korac (2014,p.17) reiterated that this environment has resulted into an increase in volatility in the grocery market retail and as the consequence of this Aldi in 2017 surpassed Co-operative and emerged as the fifth largest supermarket in the United Kingdom according to Kantar World Panel ( Uk.kantar.com. 2018, p.1).
On the other hand, the supermarket industry in China has been on an annual growth rate of 5.6% and has now reached $196.4 million over the last five years (Kunzmann & Schmid 2009, p.31). The growth has been credited to the government program that established a strong bond with the consumers as well as a national rural retail network in February 2005, this program covers about 70% of all the villages in China in a span of five years. In addition to establishing a rural retail network, the government of China has developed good infrastructure together with the support of local government has played a key part in allowing the supermarket to expand more in the rural areas (Parker 2006, p.51).
However, when the online market Alibaba made a mark in the China market, the entire market players shifted their focus more on internet marketing and this also included the supermarkets. According to Ezrachi & Bernitz (2009, p.48), the stiff competition on the online platform has ensured that only supermarket with adaptable business pattern can survive.
The current situation in China is that supermarket are experiencing hardship due to the increase in stores closure as well as the decrease in the total sales revenue (Economicsonline.co.uk. 2018, p.1). The total sales revenue in 2013 for both the hypermarkets and supermarkets amounted to 473.4 billion RMB and 288.9 RMB respectively. For instance, Wu mart recorded a 12% increase in revenue in half 2015 to 11.7 billion RMB, while there was a drop in the net profit by 19% to 0.25 million RMB. According to Collins et al (2016,p.27), this situation was created by various factors among them being the slow pace of the economic growth, aggressive competition from online platforms as well as a feeble consumer sentiment. On the other hand, many unprofitable stores were forced to be closed to reduce the operation cost (Collins et al (2016,p.28). It is estimated that a total of 178 supermarkets were closed in 2014 and the majority of them being as a result of slim profit, high lease expires as well as poor management.
It is important also to note that one of the major hindrances to the growth of supermarkets in China is high labour cost (Ezrachi & Bernitz 2009, p.54). According to a survey conducted on the same, the labour cost in China amount to more than half of the total operating cost. Considering that the employees in China according to the studies usually bring less profit due to inefficiency, the precise labour expenditure figure as of 2013 accounted for 55.9% of the total cost.

*Qualities of a good supermarket*

· *Navigable Aisles: *the supermarket with more navigable aisles are usually more interesting and pleasant for the customers (Kriel 2015,p. 37). The best view of this is whereby the market isle allows adequate room for the shoppers to buy goods at the stall at the same time there is sufficient room for others to pass without any distraction.
· *Broad Selection of Goods: *in the exclusion of markets that deals with specific dedicated or one item (for example fish) supermarkets offer an incredible variety of commodities as well as variation of goods.it offers a vast collection of vegetables and fruits displayed, other vendors selling clothes others school supplies and other sell furniture. According to Mathews (2003, p.39), this variety is vital as it makes the supermarket be a one-stop shop as it provides the consumer with various options in one roof making giving the supermarket a competitive stature.
· *Multi-Level Vending: *When the supermarket is placed alongside other vendors that engage in a varying level of formalization. The vendors are often grouped alongside each other and this creates an incredible shopping experience for the shoppers giving those more options in regards to the price of good and variety of the products (Ezrachi & Bernitz 2009, p.47).
· *High standard of food safety*: This factor is paramount mostly when it comes to retaining customers. High food standard builds consumer confidence, increases demand for food products both perishable and non-perishable and hence increases the revenue of the business. According to research conducted in Australia 0n 14 million groceries on which supermarket they shop at 58.8% chose the one with the highest standard of food safety (Roy 2018, p.1).
· *Accessibility*: according to Haedicke (2008, p.60). Many consumers prefer the stores that are close to their home, to avoid long drive when they want to short. The closer the supermarket the more convenient the consumer will be and the frequency of going shopping would also increase. The research conducted by Roy (2018, p.1) affirms this as 55.5% of the responded picked close to the home as one of the factors that mattered to them most when selecting a supermarket for shopping
· *Prices:* Due to the slow economic growth rate and the inflation that has been experienced in recent time. The supermarket with the lowest prices attracts more customers. This has resulted in pricing war amongst the competitors in the industry. 52.3 % of the grocery shoppers chose low prices as a factor that mattered to them when opting for a supermarket for shopping (Roy 2018, p.1).
· *Convenient trading hours*: according to Haedicke (2008, p.60) the working hours for supermarket should be customer driven. Most of the supermarket operate 24 hours to ensure all their customers are served regardless of the time they come to the store.
· *Good inventory management: *According to Hitt (2017, p.104), this is a key quality as it plays a core role in ensuring the shelves don’t run out of stocks as it would inconvenient the customers. Good inventory management also contributes to the quality of products and services that are offered to the consumers, it promotes efficiency, minimizes waste of resources and it’s also a key in retaining the customers as everything would be available regardless of the quantity that they wish to purchase (Mathews 2003, p. 67).

*Waitrose Strategy*

According to O’Keeffe & Fearne (2002, p.9), Waitrose Supermarket was established in 1904 and owned by the John Lewis partnership. It runs over137 stores with most of the stores located in the southeast of the United Kingdom with approximately 27,000 staff. The stores are conveniently located and they range from small to medium size. In the year 2002, the turnover rate amounted to £2.17bn (+9.7%) and registered a pretax profit that amounted to £60.1 million.
Segal, & Giacobbe (1994, p.48)stated that the supermarket has employed a differentiation strategy by targeting the high social class with a high quality and unique products of their own. The business has specialized in the sales of fresh food, high-quality wine and delicatessen which are often bought from the special counter and in return giving the company a high-profit margin. Their main agenda is to provide the convenience of a supermarket together with a combined service of the specialist food shop. The typical Waitrose customer has always a description of being wealthy, loves travelling, enjoy fine meals and wine, is more interested in culture and listens to BBC.
With the increasing demand of readymade food, Waitrose has a variety of ready-made meal to the extent coming up with an agreement with Indian meal service provider to supply meal which is ready made to the customers to save the client time and effort (Ebsco 1900, p.15). With the company working so hard to ensure they deliver quality food products to the customers this was a way of building the brand as well as their motive which is to provide food to product customers at a reasonable price. To remain competitively and ensure it sustains its growth in the dynamic UK market Waitrose employs the following strategy:

*Bargaining power of the suppliers:*

This force is a representation of how suppliers can be inclined by major stores because of their power in the market and also the fear of losing out to a larger business like Tesco, (Grant & Birtwistle 2006, p.83). The UK based suppliers are also in threat by the fact that large retailers have got a capability of sourcing for products abroad at cheaper deal therefore to survive the UK market and act at the same level as the key players Waitrose have ensured that they have a good relationship with the supplier and their muscle in the market share has enabled them to be in a position of negotiating with the suppliers ensuring that they get a better deal than their rivals which is vital when it comes to pricing of their products (Hackney et al, 2006, p.63).

*Bargaining power of customers*

The power of the consumer is one of the core factors that enable a business to design and implement new methods and process for the purposes of maximizing their sales. Waitrose has taken note of the fact that price regulation and quality check are among the core features that their customers are usually attracted to.
Waitrose strategy in regard to the consumer buying power is to ensure they stock quality food materials for their clients According to Porter theory the more the goods are standardized the lower the swapping cost and therefore more power is generated to the buyers (Ezrachi & Bernitz 2009, p.71).

*Bargaining power of the competitors*

The grocery environment has led to the significant growth in the market share of large players due to the fact that they have greater size for storage, a better retailer concentration and the application of a wide range of formats which are now part of the major features of the sector (Ezrachi & Bernitz 2009, p.72).
According to Hackney et al (2006, p.63), The retail sector in the UK is at the optimum level, and the market is flat which is difficult to register growth as many businesses are now diversifying into nonfood areas as well as consumers are progressively demanding superior large chain as Tesco. Waitrose has recognized the key to have an edge over competitors is by analyzing the client data and get to know their patterns as well as their needs after which they will strive to meet the client’s need.

*Cost leadership strategy*

This is part of the vital strategy employed by Waitrose. Waitrose usually keeps its prices lower in the market with the aim of attracting more customers and enhancing their buying prowess by making them buy more. According to (Hackney et al, 2006, p.63) the strong relationship that the company has also build with the suppliers enable them to buy in bulk at a lower price making their pricing be more flexible and thus maintaining a low price with a reasonable profit margin. In addition to this Waitrose a special niche (middle-class) they have identified and they put more attention to the quality of the products just as their specific target demands.

*Differentiation strategy*

Waitrose has employed a differentiation strategy by ensuring their customers are entitled to the highest qualities of the product which is usually a bit expensive even though their customers are usually prepared to pay for it. The company has “high quality” to be their major agenda and their clients are usually happy because they have a feeling of paying for the best and that’s why Waitrose target a specific class of customers.

*Focus strategy*

This is intended for a specific segment of the market for the services as well as the products rather than the whole market or many markets. As a result of focus strategy Waitrose has introduced many small outlets at different places throughout the UK (Grant & Birtwistle 2006, p.83).

*Chinese Supermarket Strategy*

The Chinese market is different from the United Kingdom, however the same strategies employed by Waitrose can be replicated by the Chinese supermarket .first strategy that a Chinese supermarket can use is to identify a special niche (Kriel 2015,p. 19). The supermarket should target a middle-class citizen to enable them to design a proper marketing strategy that is customized for the customers. This strategy would ensure the supermarket open small to medium size store in the area populated by the middle class to make their product be easily accessible by their target customers.
Secondly, the supermarket should guarantee their clients the best quality product. Their strife to offer quality product should override the price. The quality should also be cascaded down from the products to the employees who are professional and efficient together with (Kunzmann & Schmid 2009, p.22).
The supermarket should also have a good business relationship with the suppliers. This will enable the business to negotiate further with the suppliers and getting a quality product at a cheaper price and this will enable them to offer their customer’s incentives like discounts as well as lower prices of goods. A good relationship with the supplier will also ensure their profit margin does not grow thin (Kunzmann & Schmid 2009, p.22).
One of the reasons why Waitrose have been in the industry for long and still stand competition is the fact that they often have enough stock, and proactive approach that ensures the stores does not run out of stock. The Chinese company should study their customers, know there buying the pattern and come up with an effective way of managing stocks. This will be a key to the customer’s retention as they will prove to be reliable and a one-stop market that meets all their customers need (Grant & Birtwistle 2006, p.81).

*Competitors Strategies*

The grocery industry in the UK has its major dominating competitors; apart from Waitrose, there are ASDA, Tesco, M&S, chains of Somerfield, as well as Sainsbury’s. These competing stores present great barriers for the new and beginners companies attempting to make an entry into the grocery market; all as a result of the economies of scale together with the cost of leadership.

*Suppliers Bargaining Power *

This particular force refers to the supplier’s powers which could substantially face influenced by the key grocery chains; together with the fears of eventually losing a business to the larger businesses. Moreover, the UK based suppliers also face the threat of the growing capabilities of the large retailers eventually sources their firm’s products in from abroad rated at deals which are cheaper. The great stores have the advantage to make negotiations with the suppliers to benefit from better prices in comparison to the smaller food chains. The competitive rivalry creates a force which reduces the profit margin range of the specific supermarket chains suppliers as well as stores.

*Threats of Substitutes*

According to Hitt (2017, p.8) the higher the number of products which are standardized and undifferentiated, the switching cost is lower, and therefore, the higher amount of power is yielded towards the consumers. Nevertheless meeting the consumers’ needs, ensuring lower prices, customizing service, bettering choices, making constant flows within the in-store promotions grows the ability of the large brands such as Tesco to grasp substantial control as well as retain the customer base (Hitt 2017, p.9).

*Bargaining Power of the Competitors*

The environment of the grocery industry has experienced substantial growth in its size as well as market dominance level for the greater players; in terms of store size, rise in retailer concentration, as well as the use in the vast format range that are currently prominent features of the sector in question (Hitt 2017, p.9). Therefore having a significant amount of the customer’s information the key competitors use the information in communicating with their consumers.

*Conclusion *

In conclusion, the market is nowadays extremely dynamic, that internet marketing has been incorporated into strategies to ensure the supermarkets remain competitive and a preferred place to shop. The current market is extremely concentrated, the new entrants might find it hard to compete with the big players because besides having the financial power, they also have done research and understand the market needs, therefore, they employ a perfect strategy that suits their customers.

*Reference List*

COLLINS, E., KEARINS, K., TREGIDGA, H., & BOWDEN, S. (2016). Selling all good: how small new entrants can compete. *The CASE Journal. *12, 374-398.
EBSCO PUBLISHING (FIRM). (1900). *Barnes reports Worldwide Grocery Stores Industry Report*. search.ebscohost.com/direct.asp?db=bth&jid=ESPH&scope=site.
Economicsonline.co.uk. (2018). *Analysis of supermarkets*. [online] Available at www.economicsonline.co.uk/Business_economics/Supermarkets.html [Accessed 30 Jul. 2018].
EZRACHI, A., & BERNITZ, U. (2009). *Private labels, brands, and competition policy: the changing landscape of retail competition*. Oxford, Oxford University Press.
HACKNEY, R., GRANT, K., & BIRTWISTLE, G. (2006). The UK grocery business: towards a sustainable model for virtual markets. *International Journal of Retail & Distribution Management. *34, 354-368.
HAEDICKE, M. A. (2008). *Adapting to a contradiction: competing models of organization in the United States organic foods industry*. [La Jolla], University of California, San Diego. escholarship.org/uc/item/0w7153nr.
HITT, M. A. (2017). *Strategic management: Competitiveness & globalization: concepts and cases*. New York, Cengage Learning.
KHAN, N., & KORAC KAKABADSE, N. (2014). CSR: the co-evolution of grocery multiples in the UK (2005-2010). *Social Responsibility Journal. *10, 137-160.
KRIEL, G. (2015). Convenience now drives retail choices : business – retail supermarkets. *Www.W3.Org/1999/Xhtml>” Xml:Lang=”En”>Farmer’S Weekly. *2015, 40-41.
KUNZMANN, K., & SCHMID, W. A. (2009). *China and Europe: the Implications of the Rise of *China* as a Global Economic Power for Europe*. Taylor & Francis. www.myilibrary.com?id=273348.
MATHEWS, C. (2003). *The grocery industry*.
O’KEEFFE, M., & FEARNE, A. (2002). From commodity marketing to category management: insights from the Waitrose category leadership program in fresh produce. *Supply Chain Management: An International Journal. *7, 296-301.
PARKER, P. M. (2006). *The 2007-2012 world outlook for supermarkets and grocery stores excluding convenience stores*. San Diego, CA, ICON Group. search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=181978 .
PARKER, PHILIP M. (2006). *The 2007-2012 World Outlook for Grocery Stores*. ICON Group. www.myilibrary.com?id=167322.
Roy Morgan. (2018). *What makes a supermarket super?*. [online] Available at www.roymorgan.com/findings/6168-what-makes-a-supermarket-super-201504122309 [Accessed 30 Jul. 2018].
SEGAL, M. N., & GIACOBBE, R. W. (1994). Market Segmentation and Competitive Analysis for Supermarket Retailing. *International Journal of Retail & Distribution Management. *22, 38-48.
SETH, A., & RANDALL, G. (2011). *The grocers: the rise and rise of the supermarket chains*. London, Kogan Page.
THOMPSON, A. A., GAMBLE, J., PETERAF, M. A., & STRICKLAND, A. J. (2014). *Crafting and executing strategy: concepts and readings*.
Uk.kantar.com. (2018). *Kantar – UK grocery market reaches two-year growth milestone*. [online] Available at uk.kantar.com/consumer/shoppers/2018/late-june-grocery-market-share-uk/ [Accessed 30 Jul. 2018].

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

One Love Manchester Concert: Spreading Love and Unity Through Music

by Herman Bailey | Jan 27, 2023 | Essays | 0 comments

Introduction
The live listening event that I experienced was in June 2017 in Manchester London. The performing artists were The Black Eyed which had reunited that very night and had been joined by the famous pop singer Arianna Grande. This concert was mainly for the benefit of One Love Manchester (Susanne, 2017). The main purpose of this concert was to show the people of Manchester that despite the bombing they had experienced the previous month, they were together and it was all about love. It was purposefully to raise money to support those people who had been affected by the bomb. The music that was played in this concert was; where is the Love?

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The significance of this particular song in what was going on in Manchester during this time was that; it was all about love and unity. The lyrics of the song have lines that say, we are really trying to stop terrorism and discrimination only brings about hate. This message was very important at this particular time in Manchester. It is well related to what was happening there and it tried to preach to them about loving one another and doing away with terrorism was all that was needed. The most memorable thing about this performance was the striking melodies from the singers. We the crowd sang along with them and it was one memorable performance. This event was very effective to Manchester and London as a whole. It showed they had a lot of support and love from other countries and it assured them that no matter what was happening they were not alone. The money that was given in order to support those who were affected showed a lot of love from the United States and all over the world. One of the singers Will.i.am to be precise gave a very impassioned speech that informed Manchester that they were there for them and they were all together in what was happening; he further concluded that they were one.

The participants had a great connection with the audience. This was seen when Will.i.am took his microphone and took a lead on the crowd by singing we only have one love. This made every person in the crowd to hold one finger up in the air as an indication of solidarity. The crowd sang along the lyrics as they were performing and this is a great sign of connection between the performing group and the crowd. Unfortunately I was not lucky enough to get an opportunity to speak with the participants. If it was possible to speak with them, first I would thank them for the support they gave Manchester at the moment they needed it the most. Their performance was very meaningful as the lyrics had very informative information that was relevant at the time. After thanking them for the work well done, I would ask them to show support to other countries as well that were having the same bombing problem as Manchester. I would also encourage them to use the platform they have to support and show love to those who are going through the same thing.
Conclusion
This was one of the best experiences in my life. I was very grateful for the opportunity of being a part of a performance that was very helpful and life changing to those who were having it rough in their lives. This concert encouraged other artists to do the same and support these kinds of people. It was an educative and influential experience.
*References*
Susanne A., (2017). *Black Eyed Peas joined by Arianna Grande for ‘Where Is The Love?’* Ariana filled in for Fergie. Digital Spy.

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

Effective Tennis Training Program for Kenyatta University Athletes

by Herman Bailey | Jan 27, 2023 | Essays | 0 comments

DECRIPTION OF THE SPORT AND THE ATHLETE

Tennis is an outdoor sport in Kenyatta University that has many competitions yearly. The program is designed for an athlete who is in the university team. The program is designed for the end year championships that include inter universities, national and regional championships.

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Joseph is a 20 year old Kenyatta University student who has been doing cardiovascular training since the age of 16 years, in addition to strength or flexibility training. He is healthy since he has no medical problems and he is not under any medication. He also has appropriate composition of the body and is highly motivated. The designed program will be helpful in his tennis championship sport.

The total training period of the program will be the macrocycle and it will have training phases. The training phases or the mesocycles of this program will be divided into a period of four weeks or one month. The microcycles within the months will be one week each. The athlete’s individual training workout or session will represent one cycle smaller than the microcyle. From the above description, the training program of Joseph will be like the table below

THE PREPARATORY PHASE (PRE-SEASON)

Objectives

1. To acquire and improve general physical training capacity
2. To improve the athletes biomotor abilities required for tennis (agility,coordination,balance,flexibility,endurance,power,mobility,strength and speed)
3. To master skills

The preparatory phase will be characterized with bulk of training volume for the athlete to adapt. The phase will be divided into two phases; the General and The Specific Preparation. The main objective of the general preparatory phase of the program will be to establish high level of physical conditioning and to promote further training. The General Physical Preparedness (GPP) will be emphasized through general exercises that are unique to the tennis (aerobic endurance/general strength).

The specific preparatory sub phase will be devoted to specific movements and exercises of the tennis patterns. The training will become more specific with the training volume still high. This stage will also represent the transitional shift to the competitive season. Mastery of skills will be the focal point of the specific sub phase.

General preparation

Conditioning- this phase will be to develop the required physical qualities for the high level competition. The interval work will be increasing gradually from 25-60 minutes, 3 days per week averagely. The volume and intensity patterns will be varied

Strength training-resistance training that is tennis specific will be done 2-3 days per week. Interval training will be incorporated with varying patterns across the week.

Specific preparation

Conditioning: it will begin by incorporating high speed intervals to train the body to adapt to the buildup of the waste products and the high energy use patterns that are associated with situation of the game

Interval runs will be performed with the athlete (forward, backward, and side to side) for 3 days per week. The duration will start at 5 minutes and progress up to 20 minutes by the end of the 3 days per week\additionally, the work: recovery duty cycles will start at 1:3 and then progress to 2:1. For instance, 10s work: 30s recovery and this will progress to 10s work: 5s recovery

Plyometric and speed drills will be added in aerobically based intervals

Strength training- will be continued twice per week, concentrating on the sport-specific higher velocity lifts

Sport specific- during this phase the play will include competitive matches

COMPETITIVE PHASE (SEASON)

Objectives

1. To perfect techniques to enable athletes performance at the highest level
2. To extend improvement of the biomotor abilities
3. To maintain the General Physical Preparedness

This phase will focus on skill perfection of the athlete, strategic planning and tactical maneuvers. General physical preparedness and conditioning will be maintained. The competitive phase will also be divided into two; the precompetitive sub phase and the main competition sub phase. The pre competitive sub phase will have the unofficial competitions and exhibitions to evaluate the skills of the athlete.

The main competitor phase will be to maximize the potential of the athlete and facilitate exceptional performances during competitions.

Pre –competition

Conditioning-this phase will feature agility and speed drills that are specific to on court performance.

Strength training-resistance training will decline from 2-1 per week and will be explosive in nature. Rubber tubing and medicine ball will be used for the biomedically specific resistance/speed work

Sport specific-the on court work will concentrate on execution and strategy in addition to playing at more competitive level

Taper –recovery periods will be slowly be increased and the volume of work decreased across the duration cycle

Competition

Conditioning-agility, speed and quickness drills will be applied and will last 15-20 minutes per day

Strength training- resistance training will be decline continuously dropping light weight a single day, explosive lifts. The on court points will concentrate on high-intensity points with limited formal play

Taper –all resistance trainings will be ended at this point. Light on court work only and limited points for honing the skills will be used.

THE TRANSITION PHASE (OFF SEASON)

Objectives

1. To restore the central nervous system
2. To analyze the past program of training with the results
3. To map the coming annual plan

This phase will not mean a period of detraining but it will be a period of active rest. The training volume and intensity will be reduced gradually. Total passive rest will be allowed if the athlete will have an injury. This phase will take a maximum of 5 weeks

The table of the training program is below

Key

T1-Transition phase for two weeks

T2-Transition phase 4-5 weeks long

PC-pre competition, or matches, exhibition games and competitions

U-Unloading or tapering for the major competitions of the year

M-Maintenance of 40-50% of the previous training load

The distribution of the training load of each of training will be as follows

TRAINING SCHEDULE

ACTIVE REST OR TRANSITIION

Duration- 2 to 4 weeks from mid January to February

Purpose- to recover psychologically and physically from the in season competitive phase. These include a tennis related injuries like muscle fatigue and psychological fatigue

Flexibility- this will be done several times daily and will include warm-up, and cool down

Aerobic conditioning– will utilize cross training that emphasize physical activity in other sports

Strength training- will be done 2 times per week

Other- the athlete will train 2-5 times per week to maintain the desired abilities, develop new goals for the next season and review past season

EARLY OFF-SEASON

Duration- 8 weeks from mid February to mid April

Purpose- to develop aerobic base and strength

Flexibility-many times daily and will include warm ups and cool downs

Aerobic conditioning- continuous activity at 70-85% MAX HR, 3-5 times per week for 30 minutes

Strength conditioning- 3 times per week

Other- set future goals and master the seasons calendar, begin learning new tennis skills, increase nutrition knowledge

LATE OFF SEASON

Duration– 8 weeks from mid April to mid June

Purpose-to increase strength, power and aerobic conditioning, and also begins anaerobic training

Flexibility- several per day, warms and cool downs

Aerobic conditioning-1-2 times per week at 70-85% MAX HR for 30 minutes

Anaerobic conditioning- 2-3 times per week at 85-95% MAX HR

Strength training- 2 to 3 times per week

Plyometrics- 2 times per week

Other-further develop and perfect the tennis skills, continue tennis practice, incorporate skills and sports psychology in the practice sessions

PRE SEASON

Duration-12 weeks from mid June to mid September

Purpose- peak levels in skills training, emphasis on sport specific training, power, strength and endurance conditioning

Flexibility- many times daily, warm ups and cool downs

Aerobic conditioning- 1 time per week

Anaerobic conditioning-3 to 5 times per week at 95% MAX HR

Strength training- 1 to 2 times per week

Plyometrics- 1 to 2 times per week

Other- refine the tennis skills, choose the best tennis equipments, begin to run through the complete program, apply skills and sport psychology

IN SEASON

Duration-12 to 18 weeks from mid September- the inter university, national, and regional championships

Purpose-to maintain power, strength, anaerobic and aerobic conditioning throughout the season

Flexibility-many times per day, warm ups and cools down

Aerobic conditioning-none

Anaerobic conditioning-3 to 4 times per week at 95% MAX HR

Strength training- 2 times per week

Plyometrics- 1 time per week

Other-refines and improves the tennis skills constantly, develop knowledge of nutrition for meals while travelling and the pre- competition, and improve skills of sports psychology for the performance of the program.

References

Bompa, T. O. (1999). Periodization training for sports. Champaign, IL: Human Kinetics.

Brughelli, M., Cronin, J., Levin, G., & Chaouachi, A. (January 01, 2008). Understanding Change of Direction Ability in Sport: A Review of Resistance Training Studies. Sports Medicine, 38, 12, 1045-1063.

Crossley, J. (2012). Personal training: Theory and practice. London: Hodder Education.

Kraemer, W., Ratamess, N., Fry, A., Triplett-McBride, T., Koziris, L., Bauer, J., Lynch, J., … Fleck, S. (January 01, 2000). Influence of Resistance Training Volume and Periodization on Physiological and Performance Adaptations in Collegiate Women Tennis Players. The American Journal of Sports Medicine, 28, 5, 626-633.

Waggoner, R. C., & Army War College (U.S.). (1999). Simultaneous strength and endurance training. Carlisle Barracks, Pa: U.S. Army War College.

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

Effective Strategies for Conducting a Literature Search and Company Comparative Analysis

by Herman Bailey | Jan 24, 2023 | Essays | 0 comments

Section I: Literature search

2.1 Research on how improved customer service affects company profitability

Güngör (2007, p. 21) in his study enumerates many key benefits of improved customer services for a firm. Generally, high satisfaction of the customers should show increased loyalty amongst the firm’s current customers, insulation of their current customers from the external competitive efforts, reduced price elasticity, lower costs to attract new customers, reduced failure costs and an enhanced farm’s reputation. Increased current customers’ loyalty implies that more customers will be retained and will repurchase in the future. Decker & Crisp Learning, Inc. (2001) stated that if a company has a strong loyalty of customers, it should make a reflection in the economic returns of the firm because it ensures a steady cash flow in future.

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According to Allen & Rao (2000, p. 116), the more the customers services are improved, the longer they are likely to continue purchasing from the same supplier. A loyal customer’s cumulative value to a company can be quite high. Increasing satisfaction of the customer increases the firms’ customer assets value and future profitability.

Improved customer services should also reduce the current customers’ price elasticity (Mohammadhossein et al, 2014, p.11-31). Mafini (2014, p. 116-135) also pointed out that customers who get improved services and are satisfied are more likely to be tolerant of price increase and are more willing to pay for the benefits they receive, which implies customer loyalty and high margins. On the other hand, low customer services translates to low satisfaction of the customers, and this results into higher replacement costs, higher turnover of the customer base, and because of the difficulty satisfied customers to do business with rival, higher costs of customer acquisition. Price elasticies that reduce to increased profits for a company providing superior satisfaction for the customer.

Rajagopal (2010, p.88) also observed that improved customer services should reduce transaction costs in future. If a company has a higher retention of customers, it does not need to expend much on acquiring new customers each period. Customers who get improved services and are satisfied are likely to buy frequently more and in greater amounts, as well as purchase other products offered by the company.

Providing goods and services consistently that satisfy customers increased a firm’s profitability and reduce failure costs. A firm that provides high customer satisfaction consistently have fewer resources that are devoted to reworking defective items, handling returns, and handling and managing complaints (Güngör, 2007; Decker & Crisp Learning, Inc, 2001; Allen & Rao, 2000).

According to Mohammadhossein et al (2014, p. 11-31), the cost of attracting new customers by a company should be lower for companies that have improved customer services. For instance, customers who get good services and are satisfied have a reputation of more likely engaging in a positive word of mouth, and have a lesser likelihood of engaging in damaging word of mouth that is negative (Mafini, 2014; Rajagopal, 2010; Güngör, 2007; Decker, 2001). Furthermore, media sources convey positive information to the prospective buyers. Higher customer satisfaction through improved services may make the media advertising more effective, and this may allow the company to offer more warranties that are attractive.

Improved customer services also enhances the overall reputation of a company. A reputation that is enhanced can aid in the new products introduction by providing awareness instantly and lowering the risk trial of a buyer (Allen & Rao, 2000; Mohammadhossein et al, 2014). Reputation can also be beneficial in establishment and maintenance of relationships with key distributors, suppliers and potential allies (Mafini, 2014; Rajagopal, 2010). Additionally, reputation provides a halo effect for the company that influences customer evaluations positively and provide insulation from environmental short-term shocks. Güngör (2007, p. 229) also stated that improved customer services plays an important role in building other significant company assets such as brand equity.

2.2 Improved customer services and the market share

Improved customer services and the market share go hand in hand. Reidenbach (2010, p. 11-31) found out relative quality, and market share related positively to the companies in the PIMS database. The same relationship has also been shown to customer satisfaction, for instance, improved customer services and higher customer satisfaction helps in attracting and retaining customers. However, it is unclear where there is compatibility in high market share and improved customer services. Schieffer (2005, p. 116-135) and Denove & Power (2006) discussed in their studies the possibilities of negative relationship between market share and improved customer services. They argue that whereas a company with small market share may serve well a niche market, a large market share company must serve a more heterogeneous and diverse set of customers. There is a minimum of two principal forces at play in determining whether the relationship between market share and improved customer services is negative or positive. First, increasing the market share up to a point, can result in the economies of scale. This, for instance, may permit the company to charge lower prices, hence increasing the value of the offering of the company and consequently increase the satisfaction of the customer. On the other hand, there can be a dilution of efforts which goes with the attempt of serving an increasing number of customers or even market segments. The dilution may lead to low-quality services, and this has a higher likelihood of occurring in industries where preferences of the customer are heterogeneous, or even personal service is significant. However, in industries that are undifferentiated and has homogenous customer preferences, there is a higher likelihood that market share and improved customer services are related positively, especially in the long run (Allen & Wilburn (2002, p.65).

Because of no studies, it is significant to examine the arguments for companies that pursue different generic strategies such as low-cost leadership, niche and differentiation as suggested and categorised originally by Newell (2000). The companies that follow pure niche strategies have a higher likelihood of being successful in improved customer services compared to those that pursue other strategies. Despite the fact that it is true companies can differentiate their products and services offerings to meet their multiple segment’s needs, it may become costly or difficult to do so without diluting the quality of the products and services provided such as personal services. As a company grows bringing in further customers with preferences away from the target market of the company, the overall level of improved customer services is likely to fall (Thakur, 2005).

In summary, the relationship between market share and improved customer services is an issue emerging that needs greater understanding. Being successful in one way may reduce the performance of the other. Gaining of the market share can be realized by attracting customers with a preference that are distant from the target market of a company. Service capabilities can also be overextended as the volume expands. Moreover, alluding to the study by Szymanski, Reidenbach (2010), effects of market share on profitability are equally problematic. Evidently, there can be scenario where increasing one or the other cannot be yield profit to a company. Conversely, a “one size fits all” or a high market share strategy can only be profitable if enough customers possess similar preferences. Similarly, there is a possibility that differentiation may also fail in providing improved customer services because of the difficulty in serving several customers within each segment. Therefore, a company that manages both provision of improved customer services by customizing it, is offering to every customer and maintaining a large share of the market would definitely enjoy very high economies of scale and scope (Schieffer, 2005).

Section II Comparative company analysis

In this section, the paper will analyze two major competitors of Wal-Mart, that is Amazon Inc. and Target Corporation (TGT) which are in the same industry and experience the same problems of getting profitable and expanding its market share. Moreover, it will examine the solutions implemented by Amazon and Target Corporation (TGT) on improving its customer services to create a large loyal customer base since it is viable and applicable to the problem facing Wal-Mart.

(1) Amazon Company

Amazon is the largest online store in the world that sells lots of merchandise like Walmart. Founded in 1994, Amazon first publicly traded in 1997 and made the first profit in 2001 (Stone, 2013, p. 10). The company started as the major internet retailers solely on online books. Because of the success, the company diversified into other services and product lines until today where it is the largest online retailer in the world.

According to Goldfayn (2011, p.332), Amazon invested a lot of money and lost a staggering amount in a bid to grasp market share and build its brand to the position where it was dominating Amazon Company lost several billion dollars of money in its early years. The problem of expanding its market share and gaining profits are similar to the problems that face Wal-Mart. However, by improving its customer service, Amazon Company has been able to gain profits in the past decade. The company cares about their customers, and it seems the customers also like it. According to Rossman (2014, p. 171), Amazon has a history of taking to extreme length its customer service policies and, therefore, it was not a surprise that it surpassed Apple Inc. As he most trusted company in United States.

However, being the most trusted company should not be confused with the profitability of a company. As much as Amazon ousted Apple, Apple still gets 46 times more profit compared to Amazons (Yahoo, 2015). Landau (2013, p. 81) observed that the difference is that Amazon Company is never intending or is waiting to cash on its success by continually ploughing back their profits into the company and focusing on long-term growth. This implies that no or little profits but an astounding large size of the market and a large base of loyal customers. In this comparative analysis, the paper will examine how self-investment by Amazon is helping it dominate the market of e-commerce and how they offer their obsessive services to customers.

1. Building warehouses in different regions

Few giant warehouses according to Stone (2013, p. 36) would have worked well for Amazon since housing everything under one roof saves on inventory costs, salary, renting and building. However, Amazon built over 50 warehouses which spread across 19 states in the United States with more plans for constructing more. The large number of warehouses in United States allows them to provide cheaper and faster delivery to a huge number of customers. More locations of the warehouses also imply more locations and an extended holiday season for buyers to pick up their purchased products.

2. Getting more personal to the customers

Amazon is constantly perfecting a genuinely personalized shopping experience by suggesting relevant and interesting products to every customer. These include site zones, personalized emails and even shipping items closer to the customers before they make an order. Depending on how long or the number of times you view an item, Amazon may choose to bring the product to the warehouses in your area so that the customer and get them much faster when they order (Goldfayn, 2011, p.16).

3. Prime Air

In a bid to continue offering better customer service, Amazon announced their plan for “Prime Air,” which will be the company’s unmanned aerial vehicles service which will be able to drop ordered packages within 30 minutes. The announced futuristic service is the most convenient delivery method. While this may be true, Amazon created the right blend of futuristic to captivate its customers (Amazon 2015).

4. Offering orders that recur

For the items that are often repeatedly ordered such as foodstuffs, toiletries, diapers among others, Amazon offers the easiest subscription. This easy subscription, when combined with one-click ordering, makes it more convenient and easy for the customers to get their essentials (Rossman, 2014, p. 22).

5. The policy of Lax Return

If a customer is not satisfied with the one-click ordering, the Amazon clients cannot worry because it is very easy to change mind before shipping and its simple as placing an order. Moreover, if the product is shipped, the return policy is flexible and easy. The willingness of the company to put first their customers in disputes is what has helped in developing the loyalty of the customers. Miller & Clifford (2012) indicated that this is why Amazon in the e-commerce searches are more frequent compared to Google.

6. Incredible and everywhere customer service

The customer service center of Amazon is everywhere digitally. Landau (2013) observed that the customer service team at Amazon Company are found everywhere troubleshooting in chat rooms, blogs and everywhere there is a problem. Moreover, it is just not available, but the team has the ability to solve problems

7. Using technology to offer customer services

Amazon also used a battery of strategies to turn its Iron customers into Gold clients. Initially, Amazon Company focused to being to get any book virtually that their customers needed. However, after establishing its ability, it started developing individual customer’s profiles as a winning strategy. After a customer had bought an item from Amazon, the company would build their information databases on the preferences of the customer. Whenever a customer ordered a book, the Amazon database produced a list of books on similar topics and also from the same author that could expand purchase. The suggestions according to Zeithaml, Rust & Lemon (2001, p. 118-142) were welcomed by customers who might not be aware of the existence of other books. Before, the company expanded its product lines to CDs and movies after discovering their preferences. Additionally, the company asked their clients if they wanted to receive news and information of the new products through their emails. This way, Amazon created an ongoing communication with their clients on their personal interest (Zeithaml, Rust & Lemon, 2001, p. 118-142).

(2) Target Corporation (TGT)

Target Corporation (TGT) is a discount retailer in United States. This means that the corporation generates revenue by offering consumer goods that are priced competitively. Target Corporation is one of the major competitors to Wal-Mart apart from Amazon and Costco. Opening its first store in Minneapolis in1962, the focus of Target Corporation was for convenient shopping with prices that are discount competitive. Currently, the corporation remains steadfast to providing for its guests a one-stop shop experience for delivering outstanding value and differentiated merchandise with its “Expects More, Pay Less” brand. Its website is ranked as one of the retail websites most visited apart from being the second largest retailer f general merchandise (Pressroom, 2015).

Target Corporation (TGT) deals in hardliners, household essentials. Home furnishings and décor, apparel and accessories, groceries and pet supplies among others. Moreover, it offers several services including a pharmacy, Target Optical, Walk-in clinic, portrait studio, photo center, in-store pickup and Target REDcard among others (Target, 2015). However, just like other major retailers in United States, Target Corporation (TGT) faces the problem of profitability and market share. However, the corporation has recorded robust financial profitability compared due to its marketing strategies and improved customer services (n.a, 2004). Some of the improved customer services that has led to the success of Target Corporation (TGT) and are viable and applicable to Wal-Mart include the following:

1. High-end atmosphere

Target Corporation (TGT) offers high-end atmosphere to their clients since customers prefer shopping in environments where they feel good about the store and are treated well. The results of those are the willingness of the customers to pay more for the goods and services and individuals who are not very sensitive to prices (Rowley, 2003, p. 254).

2. Larger inventory

Target Corporation (TGT) is regarded as an upscale discount store in United States because it has major designers designing product lines just for their corporation. They see their upscale discounter images focus on enhancing and building their brand personality, with the ability of better targeting key groups of customers (Gilbert, 2015, p. 139).

3. Gaining customer loyalty

Maritz Research conducted a study and found out that 20% of the shoppers of Target Corporation (TGT) are highly loyal and shop regularly at TGT. Moreover, 80% are under the age of 40 years and also have a college education and are in the middle of upper range of income. There are more females compared to men. Similarly, Target Corporation (TGT) customers prefer shopping in places where their families and friends are likely to shop, and they are not sensitive to prices (Target Corporation, 2000, p. 19).

4. Online customer services

For the customers who are unable to go physically go shopping at the TGT stores, they have an option of shopping online. Moreover, these tech-savvy buyers have the ability of searching and reviewing products online. The online platform for Target Corporation (TGT) allows the customers to see where TGT contributes their money such as charities, donations and corporate social responsibilities.

Moreover, they have Mobile app which notifies their customers on updates, latest news, sales, deals, coupons and many more. They also active in the social media such as Twitter and Facebook for marketing their products and also for customer services (Datamonitor, 2000)

5. Great guest service

Target Corporation ensures that whenever a customer shop with them, their Target shopping trip is exciting and enjoyable. They perform this through their friendly services from their team members who are willing and ready to assist with the customer’s shopping list. Moreover, their shelves are fully stocked, and they also have speedy checkout processes (n.a, 2004).

Other customer services provided by Target Corporation include:
6. Gift Registry
7. Credit card services to their customers through their “Target Card” which offers discounts and savings
8. Large shopping carts for their clients with built in baby seat
9. Price checkers found in all their stores
10. No solicitation policy to provide shopping distraction free
11. Savings programs like Cartwheel and REDcard (Rowley, 2003, p.87).

Section III: Summary

In summary, chapter 2 majorly dealt with literature search and company comparative analysis. The literature search of section one detailed key theoretical concepts on the relationships between company profitability and improved customer service, and also the relationship between market shares of a company with improved customer care.

On the comparative company analysis, the paper examined two major competitors of Wal-Mart, that is Amazon Inc. and Target Corporation (TGT) since thy all experience the same problem of market share expansion and need to profitability of their companies. The paper then examined the viable solutions applied by both Amazon and Target Corporation (TGT) of improving their customer services. These solutions are also applicable in the case of Wal-Mart’s problem of profitability and market share.

References

Allen, D. R., & Rao, T. R. (2000). Analysis of customer satisfaction data: A comprehensive guide to multivariate statistical analysis in customer satisfaction, loyalty, and service quality research. Milwaukee, Wis: ASQ Quality Press.

Allen, D. R., & Wilburn, M. (2002). Linking customer and employee satisfaction to the bottom line: A comprehensive guide to establishing the impact of customer and employee satisfaction on critical business outcomes. Milwaukee, Wis: ASQ Quality Press.

Amazon,. (2015). Amazon Prime Air. Amazon.com. Retrieved 4 June 2015, from http://www.Amazon.com/b?node=8037720011

Datamonitor (Firm). (2000). Target Corporation. New York, NY: Datamonitor.

Decker, D. S., & Crisp Learning, Inc. (2001). Customer satisfaction. Menlo Park, CA: Crisp Learning.

Denove, C., & Power, J. D. (2006). Satisfaction: How every great company listens to the voice of the customer. New York: Portfolio.

Gilbert, S. (2015). The story of Target. Mankato, MN: Creative Education.

Goldfayn, A. L. (2011). Evangelist marketing: What Apple, Amazon, and Netflix understand about their customers (that your company probably doesn’t). Dallas: BenBella Books.

Güngör, H. (2007). Observing and registering emotional satisfaction of customer contacts: For customer satisfaction & loyalty. Amsterdam: Amsterdam Univ. Press.

Landau, J. (2013). Jeff Bezos and Amazon. New York: Rosen Pub.

Mafini, C. (January 01, 2014). Factors influencing job satisfaction among public sector employees : an empirical exploration. South African Journal of Labour Relations, 38, 1, 116-135.

Miller, C., & Clifford, S. (2012). Google Charges Retailers to Appear on Shopping Site. Nytimes.com. Retrieved 4 June 2015, from http://www.nytimes.com/2012/09/10/technology/google-shopping-competition-Amazon-charging-retailers.html?_r=0

Mohammadhossein, N., Ahmad, M. N., Zakaria, N. H., & Goudarzi, S. H. (January 01, 2014). A Study towards the Relation of Customer Relationship Management Customer Benefits and Customer Satisfaction. International Journal of Enterprise Information Systems (ijeis), 10, 1, 11-31.

Newell, F. (2000). Loyalty.com: Customer relationship management in the new era of Internet marketing. New York: McGraw-Hill.

Pressroom, T. (2015). Fact Sheet: Quick Facts About Target. Target Pressroom. Retrieved 4 June 2015, from http://pressroom.target.com/corporate

Rajagopal, . (January 01, 2010). Customer Value and New Product Retailing Dynamics

Reidenbach, R. E. (2010). Listening to the voice of the market: How to increase market share and satisfy current customers. Boca Raton: CRC Press.

Rossman, J. (2014). The Amazon way: 14 leadership principles behind the world’s most disruptive company.

Rowley, L. (2003). On Target: How the world’s hottest retailer hit a bullseye. Hoboken, N.J: J. Wiley.

Schieffer, R. (2005). Ten key customer insights: Unlocking the mind of the market. Mason, OH: Thomson.

Stiff, D. (2006). Sell the brand first: How to sell your brand and create lasting customer loyalty. New York: McGraw-Hill.

Stone, B. (2013). The everything store: Jeff Bezos and the age of Amazon.

Target Corporation. (2000). We are Target Corporation: Annual report 1999. Minneapolis, Minn: Target Corp.

Target,. (2015). The Shopping Experience at Target Stores | Target Corporate. Target Corporate. Retrieved 4 June 2015, from https://corporate.target.com/about/shopping-experience

Thakur, R. (2005). Customer satisfaction, behavior intention, attitude, and knowledge: Focus on the antecedents of relationship share in the context of customer relationship management (CRM).

White Book – Target Corporation: Mervyn’s & Marshall Field’s – Time to Let Go?. (2004). S.l: Sanford C. Bernstein & Co., LLC.

Yahoo,. (2015). Amazon.com Inc.. Yahoo! Finance. Retrieved 4 June 2015, from http://finance.yahoo.com/q?s=AMZN

Zeithaml, V., Rust, R., & Lemon, K. (2001). The Customer Pyramid: Creating and Serving Profitable Customers. California Management Review, 43(4), 118-142. doi:10.2307/41166104

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

Understanding the Importance of MRI Exams

by Herman Bailey | Jan 24, 2023 | Essays | 0 comments

Pregnant patients

It is advisable to avoid doing examination by MRI in the first trimester unless you have justification by the benefit balance risk.However, it is not prudent clinically.

Lactating mothers

Excretion of even one Gadolinium-based agent into breast milk is always minimal, and therefore they are always avoided on the prudence grounds. Therefore, the gadolium is not indicated totally, and breast milk doesn’t need to be discarded. After gadolinium injection, ceasing of breast feeding should be temporary as an added minimal value precaution.

A discussion should be done with the patient about the matter for her to make a choice that is informed. It is advisable to have a record of it in an informed consent document which is formal.

Warning of patient

IMMEDIATELY warn the patient to make a report of any warmth sensation.

K.2 Precautions of Cable

• Remove all conductors that are unnecessary from the bore

• Check lead condition before scan
• Keep cable off the patient where possible the fiber optic cables pads
• In necessary conductors, avoid loops especially large, with no leads that are crossing or diagonal.
• Check conductors or cables lying on unconscious patients regularly for heating evidence.

K.3 Padding and positioning for patient

• Instruction must be given to the patients not to cross their legs or to clasp their hands in the bore of the magnet
• Pads lying between patients arms and body, thighs and the ankles, and between other tissues that can potentially fold the skin (appose) may decrease the risk of burn
• Pads lying between magnet bore and the body may particularly be of great importance at fields of high. (Look at the recommendations of the manufacturer).
• Conductors that are necessary should be possibly be padded, and coiled (wet cloth);they must lie centrally in magnetic bore and parallel to the z axis
• Patients, particularly the unconscious ones must be under monitoring for any signs of more heat around the conductors around.

K.4 Metal Skin Precautions

Possible staples of the skin heating, eye shadow and also some tattoos containing iron oxide warning should be given to the patient. If needed, pads for cooling can be used in the areas relevant.

• Anecdotal reports exist of bleeding of tattoo dye linked to performed scans within a period of 48 hours of injection of ink of tattoo.

K.5 Internal metal precautions

• All patient reported of internal metals, specifically imaging by clinicians must be identified (where relevant the serial no/model/make).
• If conductive inserts, risk benefit assessments are required to be placed on the RF field(some Foley catheters, Swan-Ganz catheters with electrical leads etc)
• Non ferromagnetic prostheses that are large may undergo heating
• Before marketing, testing of endo-coils should be done.

K.6 RF Delivery Patches for Heating- Drug

health to ensure the safety of prescribed drugs. This paper discuss the recall of tetrazepam Drug delivery patches put cutaneously and has metal mesh that is conductive. It is appropriate clinically those patches that contain metals during the scan should be removed, after consulting a doctor who prescribed it, and replacement of the patches done following the scan.

K.7 RF Heating-SAR

At low field it is less likelihood of becoming an issue.

K.7 (a) Environmental Conditions Influence

The criteria for regulation make an assumption of 24^oC room temperature and <60% humidity monitor system of SAR may not make a correction for the differences from those values (look the instruction of the manufacturer).

K.7 (b) Greater Risks Patients

Make a consideration of monitoring the temperature, heat rate and blood pressure, and restricting operations of system of MRI to uncontrolled/normal conditions, or temperatures restricted rises to less than 0.5^oC. Those who are at a greater risk of thermo- stress are:

• The patients on medications such as calcium blockers, beta blockers, diuretics and vasodilators
• The patients with retained wires and others with large implants of non-ferromagnetic.

Hearing protection

The fetus potential risk in utero hearing, thus it is a recommendation that exposure to noise to be minimized to the pregnant patients.

Kidney disease risk factors

All the patients whom an application of MRI contrast agent that is gadolinium based is being considered should be screened for the kidney disease presence. The screening includes available records reviewing and questioning the patient. (Acquaintances or relatives in cases where the patient is unable to appropriately respond).the indicators to be sought that are relevant include:

• Previous laboratory tests (eGFR, serum creatinine, GFR)
• Known kidney disease or dialysis history
• Known history of the family in renal disease
• Age above 60 years
• Torres Strait Islander or Aboriginal (ATSI) ethnicity
• Diabetes history
• Vascular disease history- previous stroke or AMI
• Hypertension
• Smoking history
• BMI>30

 Reliability of eGFR Measurements

In scenarios where eGFR is a marker of GFR that is unreliable include AKI (Acute Kidney Injury) (Note that the serum creatinine cannot become stable up to 7-10 days following an insult that is acute). Peri-operative liver transplant patients,  hepato-renal syndrome patients, and chronic liver disease patients where eGFR may sometimes overestimate the true GFR. The patients are at high NSF risk, but the risk size remain quantified poorly at the moment

Contrast agent safety

The ACR approves the material that is contrasted injection or radiopharmaceuticals diagnostic level by licensed or the radiologic technologists that is certified and certified nurse under the instruction of a radiologist or a designee physician of him or her, who is immediately or personally available, if the practice complies with the state or regulations of the institution. There must also be an approval which is written before by the director of the medical radiology services or the department of such kind of individuals.

H.4 Sedation

• Groups at risk (Main diseases of the organs, children, the previous adverse reaction, allergies, medications, diabetes, liver diseases, cardiac and respirator) need special considerations and may need supervision of an anesthetic.
• Preparation of the patient-provide information that is appropriate
• Patient to have fasted for 6 hours from solid and from liquid 2 hours.
• The sites should give definition to the standard sedative regime of doses agents that are appropriate
• Administration of sedation supervision, and sequential monitoring of the patient sedated must be done by personnel appropriately and well trained (observe RANZCR Standards section T.6.1, ref. 5)

H.5 Anesthesia Generally

Look at RANZCR Accreditation Standard T.6.2 (ref.5). Area of preparation should if possible out of zone 3. There must be some precautions, if not, to minimize objects being taken inadvertently into zone 4.

ACR sedation and monitoring issues

The guidelines need the following provisions:

1. Pre procedural each patient examination and medical history
2. Fating guidelines that are suitable for age
3. Training uniformly and sedation providers with credentials
4. Post procedural and an intra procedural monitors that has appropriate sized adaptors for the children (compatibility with the magnetic field).
5. Method of observing the patient (Camera, window)
6. Equipment for resuscitation, including oxygen suction and delivery
7. Uniform charting system and record keeping (With assessment that is continuous and vital signs recordings.)
8. Protocol and location for discharge and recovery
9. Program of quality assurance that follows morbidity and complications

F.1 documentation of presence of foreign body/implant

In situations where history portrays any presence doubt as to the potential significant foreign body or an implant, these are recommended:

• Look for a documentation that is written (product ID form, notes of operation) of implant nature and any performed pre plant testing at the site of implanting.
• If any documentation that is written cannot be gotten, former imaging of implant made after will at least make a confirmation or make an exclusion of the metallic implant presence (to identify it specificallyis unlikely).
• If the entire above are not available, limited radiography that is appropriate (sometimes CT) of anatomical sites that are relevant should be asked. However, this will rarely identify specifically any detected implant

F.2 documentation of MR compatibility status of foreign body/implant

MR safe: Has no hazard that is known in all the environments of MR

MR conditional: its demonstration shows to no hazard known in the MR environment specified with conditions of use. Conditions of the field that give a definition to the MR environment that is specified include spatial gradient, , dB/dt(change of the magnetic field time rate) radio frequency (RF) fields, field strength and specific absorption rate (SAR).Other added conditions including the items configurations that is specific, may be needed.

MR unsafe: Has no hazards in all the environments of MR

NB.

Status of compatibility on conditions tested is contingent, including shielding, strength of field, and relative position to the magnetic bore, slew rate and gradient strength. May require re-test if modification is done in any of these. High fields strengths may be linked forms of hazards (e.g. moving conductors displacement because of the Lenz effect), that at fields up to 1.5 T are not appreciable. Thus, for the implant to undergo scanning at the high strength of the fields, must have been tested formerly at such strengths of the fields. Status of compatibility should be written down.

Information of the product: the requirements of US FDA is that all marketed implants for use in the US by human use to have available information for MR safety. There exists a possibility of the same requirements in future in Australia medium term.

Objects lacking written documentation on their MR status of compatibility in terms of the definitions that are current of ASTM should be unsafe by presumption, particularly if it has a metallic component that is obvious.

1. handheld screening magnet >(0.1T) for testing metal objects

• Optional
• Make sure that the objects will not be rendered/damaged broken down by magnet, for instance pacemakers.
• Use only as adjunct, known of low sensitivity

2. The Metal Detector

• It is optional
• Application that is limited as supplementary pacemakers screens, and other gross metals
• Be aware, if used, of the adverse potential effects of detector of electronic implants
• Device low sensitivity for small but significant foreign bodies that are metallic (e.g. clips of aneurysm)
• Being unable to distinguish between paramagnetic and ferromagnetic objects, resulting to false positive screens of high level.

F.Time-Varying Magnetic Field Gradient Induced Voltages Related Issues

Patients’ types that need more caution:

Patients possessing retained or implanted wires within functionally or anatomically areas that are sensitive such as the epicedium or myocardium, electrodes implanted in the brain should be given a consideration as of risks that are higher, from sequences that are faster of MRI, like the imaging of echo-planar (that may be used in such sequences like weighted diffusion imaging, perfusion-weighted imaging, functional imaging, and imaging of MR angiographic among others).

The decision of limiting the dB/dt (change rate of magnetic field) and the magnetic maximum gradient strength subsystems when imaging such should be reviewed by MR personnel of level 2 designated and in attendance, a supervising radiologist of the patient or case.

Implant

The final decision of whether to do or not scanning on any patient with implant or foreign body, is decided by designated MR personnel of level 2 and in attendance MR radiologist, and the medical director of the MR, or specifically designated MR personnel of level 2 after criteria of acceptability that has been predetermined by the director of medical.

Pre-screening of the patients

• It is a requirement of the referrers to make a confirmation that no major contraindications of the MRI are present, ether by the specific use of request form of MRI, or by a generic form direct statement on of request.
• A specific request form of MRI listing the contra indications that are major will assist in facilitation of this
• All previous imaging is highly desirable to be available prior to examination

Structure

It is recommended that 3 safety screening to be done, with a minimum of two occurring at the site

• using referral form on booking acceptance-clerical
• On patient arrival using screening sheet -MR personnel,
• Immediately before patient enters the room for examination, MR personnel. Appropriate emphasis on the verbal to the understanding level of the patient should be put on the correct responses to the questions importance

Other people apart from the patients

• Companions of the patients
• Service person on the site including cleaners, security, policemen, fire
• Research subjects/volunteers

Any person with an intention of going to zone IV must be fully screened by personnel of MR. If there is the necessity of orbit radiography for a person apart from the patient, informed consent may be required for this. Anyone with an intention of going into zone III must be thoroughly screened at least for cardiac pacemaker. If the person is not thoroughly screened for any foreign bodies that are metallic, precautions should be laid to make sure the person does not go towards level of zone IV/ the controlled entrance areas of second level.

The staff of MRI should be screened annually t minimum with their records filed and retained Personnel of MRI must report any event or procedure where electronically activated device or ferromagnetic object must have been implanted within them soon as is practicable.

Screening information sought

• Verification of the ID of the patient, check weight
• Checklist:pacemakers ad clips, foreign bodies and metallic implants: the list now items more than thirty; (Examples can be found from ref 2and MRIsafety.com) renal disease,hypertension,diabetes,asthma,allergies,medication,seizures,breast feeding, pregnancy
• Preparation of the checklist should be done with comprehensiveness and on possibility of decreased compliance with extra long questionnaires
• Checklists to be reviewed with the patient by senior personnel of MR

Recommended procedure

• Utilize information from the carers/guardians, breast cancer. Ann has been a staunch Christian since childhood just like the rest of her family
• Perform physical examination that targets the implants
• Obtain SXR,CXR (or CT chest/head) if not already available
• Obtain other radiographs or examinations of CT that are appropriate to the clinical history and the findings of physical examination.

3. Personnel of Non-MR and patient screening

• All personnel that are non-MR desiring to go into zone III must first pass the process of safety screening of MR. Only personnel of MR are given authority to perform MR safety screening before allowing personnel that are non-MR into zone III
• The forms for screening forms and process of screening patients, personnel for MR and personnel for non-MR should be identical essentially. Particularly, one should make an assumption that non-MR personnel, MR personnel and practitioners of health care may enter MR imager bore during the process of MR imaging

NSF

Nephrogenic systemic fibrosis (NSF) is uncommon condition relatively in which plaques that are fibrous often grow in the dermis, especially in connective tissues that are deeper. Cases that are reported have almost occurred to patients exclusively with severe disease of the renal, almost all have been linked to with prior gadolium-containing agents for contrast of MRI use. The disease is always disabling, with no existing proven treatments, and may contribute to the demise of the patient.

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.