Adoption Of Medical Innovations An International Review

Wooding, S., Cochrane, G., Taylor, J., Kamenetzky, A., Sousa, S., Parks, S. (2015). Insights on earlier adoption of medical innovations: An international review of emerging and effective practice in improving access to medicines and medical technologies. RAND Europe Summary of Study The UK Government launched the Accelerated Access Review in November 2014 to evaluate the channels for the advancement, assessment, and adoption of innovative medicines and medical technology. In order to support the Accelerated Access Review, RAND Europe collaborated with the Policy Institute at King’s College London by â€Å"conducting a short study to investigate international instances of accelerating the use of new drugs, devices, and diagnostics† (Wooding et al, 2015). During the first phase of this study, the authors focused on understanding the hypothetical foundations that establish the adoption of creative medicines and medical technologies. The researchers conducted 20 key informant interviews with various stakeholders, including industry, academia, and practitioners. To help examine the issues that surround the process of medical innovation, the researchers grouped the examples of health care system intervention into four categories: â€Å"process improveme nt, risk sharing, process linkage, and addressing market failure or pricing† (Wooding et al, 2015). The lack of comparative empirical data on international adoption rates of medical innovations is seen as an important issue in theShow MoreRelatedEmr Concerns Are Plaguing The Health Care Industry Today1416 Words   |  6 PagesHealthcare professionals, such as nurses, are on the front lines in the defense against medical errors. Closing the gap between current clinical and hospital practices and the various approaches to improving patient safety requires changes that are cultural and systemic in nature. The greatest challenge to hospitals using an EMR system is the expense of the new system, and the challenge nurses face with technology adoption in usage of EMR and protection of records. Even though spending depends on both theRead MoreHealth Wearable Technology1693 Words   |  7 PagesAbstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 Review of the Literature†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 Findings†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..9 Summary, Conclusion and Recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..11 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..12 Appendix A†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦14 Health Wearable Technology !3 Abstract Innovations in technology paved way for a new category of digital devices aimedRead MoreIbm And The Tabulating Machine Company1512 Words   |  7 Pagesâ€Å"International Business Machines commonly called as IBM is a merger of three nineteenth century companies called as the Tabulating Machine Company, the International Time Recording Company and the Computing Scale Company of America which creates Computing-Tabulating-Recording Company (CTR) on June 16, 1911. IBM was formerly known as CTR. In 1914 Thomas J. Watson Sr. joined CTR and over the next two decades transformed it into a growing leader of innovation and technology. The company’s name got changedRead MoreOutline Leadership Practice Issue1336 Words   |  5 PagesIts dedication to clients makes it viable for information delivery, which can bring positive change in the leadership of ophthalmology practice (American Journal of Ophthalmology, 2012). Steps for developing literature review For a clear understanding of the literature review on my topic of choice, which is management of ophthalmic wards, I would start by defining the meaning of ophthalmology. This would be followed by a short history regarding its development and importance in the field of healthRead MoreCleveland Clinic : A Non Profit Academic Medical Center1211 Words   |  5 PagesCleveland Clinic is a non-profit academic medical center, founded in 1921, and located in Cleveland, Ohio. It employs over 42,000 staff members throughout their various national and international campuses (US, CANADA and the United Arab Emirates). It is regarded as the fourth best hospital in the United States according to US News World Report and was even recognized by president Barak Obama in 2012 as â€Å"one of the best health care systems in the world and a model to follow in the delivery of care†Read MoreDigi Marketing Analysis2398 Words   |  10 Pagesprovide appropriate returns to their shareholders and th ey have played am important in improving Malaysians lifestyle by providing up to date telecommunications services. In the long term, DIGI will try their best to increase share values by giving innovations and best telecommunication services to the Malaysians market. RECOMMENDED MARKETING STRATEGIES AND PROGRAMS DIGI telecommunication competitors are MAXIS telecommunication. In order to be successfully within a market, it is also important to studyRead MoreBenchmarking Is A Part Of Total Quality Management1483 Words   |  6 Pagescombination of both. Internal benchmarking involves comparing processes and operations within an organization. Competitive benchmarking is the comparison of processes, products, and services to competitors. Functional benchmarking allows the comparison and adoption of processes and practices from different industries as long as the functions are similar. Generic benchmarking is quite similar to functional benchmarking however, it focuses on the need for drastic process improvement regardless of the industryRead MoreRole And Responsibilities As A Dnp Practice Scholar1704 Words   |  7 Pagestheory and meta-theory, less research methodology content, but a focus on evaluation and use of research rather than conducting a research. According to Marion et al., 2003; A ACN, 2004, the DNP â€Å"emphasis on scholarly practice, practice improvement, innovation and testing of interventions and care delivery models, evaluation of health care outcomes, and expertise to inform heath care policy and leadership in establishing clinical excellence† . Within the long-term care facility, dementia patients demonstrateRead MoreInformation Security Risk Management2820 Words   |  12 PagesDiscussion As observed at the 4th International Conference on Global e-Security in London in June 2008, Information Security Risk Management (ISRM) is a major concern of organizations worldwide. Although the number of existing ISRM methodologies is enormous, in practice a lot of resources are invested by organizations in creating new ISRM methodologies in order to capture more accurately the risks of their complex information systems. This is a crucial knowledge-intensive process for organizationsRead MoreHealth5831 Words   |  24 PagesTerry Campbell Abstract This paper describes the approach taken by the Canadian Institutes of Health Research (CIHR) to develop a framework and indicators to measure the impact of health research. The development process included national and international consultations. Key methodology challenges and measurement requirements were identified. The framework that has resulted from this process includes definitions of key concepts, methodology guidelines, identification of the different stakeholders

Lucent Technologies Deferred Taxation Free Essays

Executive Summary This memorandum is intended to communicate the deferred tax issues of Lucent Technologies Inc. on the basis of analysis of the veracity of the situation according to the reporting framework’s guidelines to anticipate unfavorable implications that had been resulted due to poor performance of the company over the past years. The Financial Accounting Standards Board (FASB) is the recognized body for making pronouncements as Generally Accepted Accounting Principles (GAAPs) in the United States. We will write a custom essay sample on Lucent Technologies Deferred Taxation or any similar topic only for you Order Now The FASB has promulgated Statement of Financial Accounting Standard # 103 â€Å"Accounting for Income Taxes† which specifically prescribes the treatment of income taxes of corporate entities and guidance for how deferred taxes should be recorded either an asset or a liability in the financial statements. It also provides assistance in certain cases requiring a valuation allowance to be used to reduce the carrying value of any deferred tax asset for which it was â€Å" more likely than not† that the asset would not be realized. The main reason behind the issue is the impact of cut-throat competition in the telecom industry and downturn in the economic conditions which had adversely affected the company’s overall financial performance as a result deferred taxes amounting to $ 7. 6 billion as of September 30, 2011 have been recognized against deductible temporary differences, operating losses and tax credit carry forwards. However, under the prevailing circumstances, it is apparent that the company will not be able to generate positive taxable income in the future periods to offset the losses. Accordingly, as per FAS # 109 the valuation allowance has to be reviewed against potential tax assets and for any items in which it is more probable through persuasive and reliable evidence that the asset will not reduce future taxable income Analysis Since after the inception of its operations in November 1995, the quality production and innovation were key business success factors. However, eventually with the passage of time the entry of new firms in the telecom industry such as Alcatel, Ciena, Cisco, Ericsson, and Motorola Inc. , have intensified the level of competition. As a result of this most industry participant opted to strengthen their relationships with large service providers, as they represented over 70% of global carrier spending. The collapse of competitive local exchange carriers and other competitors of incumbent carriers had resulted in fewer customers. In addition the large service providers, has been consolidating, thus giving the remaining service providers additional buying power. Furthermore, as service providers continued to reduce their capital spending, fewer sales opportunities existed. Moreover, a number of its existing competitors were very large companies with substantial technical, engineering, and financial resources, brand recognition and established relationships with global service providers. These competitors were able to offer low prices, additional products or services, or other incentives. These potential competitors were also in a stronger position to respond quickly to new or emerging technologies and to undertake more extensive marketing campaigns, adopt more aggressive pricing policies, and make more attractive offers to potential customers, employees, and third-party agents. During the company’s financial year ending September 30, 2001, Lucent had lost $16 billion placing its retained earnings into a net deficit. Subsequently, in the first and seconds quarters of fiscal 2002, the trend continued with losses of $423 million and $495 million respectively. As of September 30, 2001, Lucent had tax credit carry forwards of $898 and federal, state and local, and non-U. S. net operating loss carry forwards of $ 1,640 (tax effected), most of which expire primarily after the year 2019. As of September 30, 2001, Lucent has recorded valuation allowances totaling $ 742 against these carry forwards, primarily in certain states and foreign jurisdictions in which Lucent has concluded it is ‘more likely than not’ that these carry forwards will not be recognized. The components of deferred income tax assets and liabilities are as follows; Year Ended September 30, | 2001| 2000| |   | $ in ‘000’| $ in ‘000’| Deferred Income Tax Assets|   |   | | Bad Debt and customer financing reserves| $ 1,004| $ 2|   | Inventory reserves| 685| 314| | Business restructuring reserves| 632| -|   | Other operating reserves| 536| 407|   | Postretirement and other benefits| 2,386| 2,352|   | Net operating loss/ credit carry forwards| 2,538| 240|   | Other | 636| 364| | Valuation allowance| (742)| (197)| Total deferred tax assets| 7,675| 3,562| |   | | | Deferred Income Tax liabilities| | | | Pension| 1,971| 2,480| | Property, plant and equipment| 5| 417|   | Other| 521| 734| Total deferred tax liabilities| $ 2,497| $ 3,631| Keeping in view the above figures, it turned out that the company’s remaining deferred tax assets amount to $ 5. 2 billion and since it is a substantial amount the company’s management may however believe that it would be realized based on forecasted taxable income. However, as per FAS # 109, paragraph 17, issued February 1992, whereby it stipulates that a valuation is required when it is ‘more likely than not’ that all or a portion of a deferred tax asset will not be recognized. Therefore, forming a conclusion that a valuation allowance is not needed is difficult when there is negative evidence such as cumulative losses in past recent years as mentioned above. Hence, cumulative losses weigh heavily in the overall assessment. During the fiscal 2002 third quarter end review, the company should need to consider several significant developments in determining the need for a full valuation allowance including; * The continuity and recently more severe market decline * Uncertainty and lack of visibility in the telecommunication market as a whole * A significant decrease in sequential quarterly revenue levels * A decrease in sequential earnings after several quarters of sequential improvements The necessity for further restructuring and cost reduction actions to attain profitability As a result of this assessment, the company has established a full valuation allowance for its remaining net deferred tax assets as at June 30, 2002. Lucent recorded a non-cash charge of $ 5. 83 billion, or $ 1. 70 per share, to provide a full valuation allowance on its remaining deferred tax assets as June 30, 2002. This charge was partially offset by a third quarter income tax benefit of $282 million on a pro forma basis, and $ 50 5 million on as-reported basis. In order for the company’s management to determine whether a valuation allowance is required, managers should consider all available evidence. FAS # 109 divides this evidence into negative (that is, the asset is unlikely to be realized) and positive evidence. Negative evidence includes items such as cumulative losses in recent years; a history of operating loss carries forwards expiring unused, losses expected in early future years, or assets expected to reverse in a single year in a cyclical business. The statement declares that forming a conclusion that a valuation allowance is not needed is difficult when there is negative evidence. In contrast, positive includes a strong earnings history (exclusive of any current loss), existing contracts that will produce taxable income in the period of the asset turnaround, or a large excess of appreciated asset value over a tax basis and tax planning strategies. Accordingly, based on the two types of evidences mentioned above, the views of the SEC staff with respect to valuation allowances on deferred tax assets and the types of questions that they might ask if they reviewed the Lucent’s financial reports are as follows; * With respect to valuation allowances the SEC is likely to look at the basics for having or not having a valuation allowance, the timing of recording changes, or consistency with other forward-looking information * Comments relating to the adequacy of disclosures, the actual descriptions of rate reconciliation items, deferred tax assets and liabilities, uncertain ax positions, timing of reversals, or expiration of net operating losses in various jurisdictions. * The SEC may also ask questions relating to contractual obligations * The SEC may also ask for clarification related to management’s material estimates and/or judgments. It is important that changes in estimates be well documented. * Disclose the amount of pretax income that the company needs to generate to realize the deferred tax assets. The SEC staff may ask to include an explanation of the anticipated future trends included in the company’s projections of future taxable income. Confirmation to them that the anticipated future trends included in the company’s assessment of the realizability of its deferred tax assets are the same anticipated future trends used in estimating the fair value of your reporting units for purposes of testing goodwill for impairment and any other assessment of your tangible and intangible assets for impairment. Disclose that the deferred tax liabilities that the company is relying on in its assessment of the realizability of its deferred tax assets will reverse in the same period and jurisdiction and are of the same character as the temporary differences giving rise to the deferred tax assets. * Indicate the nature of the uncertainty and the nature of each event that could occur in the n ext twelve months that would cause the change for each significant tax position. Conclusion It has been evident from the above analysis that Lucent has been facing poor performance and as many of its assets have very long lives but it’s still not indicative of future viability of these assets. Until an appropriate level of profitability is reached, Lucent should not expect to recognize any significant tax benefits in future results of its operations. The company must use judgment in considering the relative impact of negative and positive evidence. The weight given to the potential effect of negative and positive evidence should be commensurate with the extent to which it can be objectively verified. The more negative evidence that exist (a) the more positive evidence is necessary and (b) the more difficult is to support a conclusion that a valuation is not needed for some portion or the entire deferred tax asset. How to cite Lucent Technologies Deferred Taxation, Papers

Factor Contributing to Customer Relationship-Samples for Students

Question: Anayse the Factor Contributing to Customer relationship Management. Research Title Analyzing factors contributing to customer relationship management Introduction The study examines and evaluates the factors that contribute to customer relationship management structure. In addition, the research conceptual framework focus mainly on factors that affect customer relationship management practices was developed by assessing the CRM strategies (Trainor et al. 2014). Establishing strong relationships with customers is significant for attainment of future success rates in any business enterprise. Business organization understand that customers are the real asset and viewed as maintaining customer relations as profitable transactions as well as opportunities that need in administration. Customer Relationship Management is one of the business strategies that attracts retains as well as elevates the clientele. It needs proper accomplishment of the strategy that will help business enterprise for performing the three tasks with lower costs. The current research segment uses mixed methods that include qualitative and quantitative approaches that come under research methodology section. In this study, data was collected by using interview and survey method with the staff members, clientele and administrators. Analysis will be done by using Pearsons correlation coefficient, multiple regression examination and factor investigation (ebjan, Bobek and Tominc 2014). Research Questions What are factors that contribute to customer relationship management? How to find out or what is parameter to understand whether customer is satisfied or dissatisfied? Research Objectives To find out the current services given To find out if customer is satisfied or dissatisfied To find out how information technology is linked with Customer Relationship Management (Peppers and Rogers 2016) To highlight facts on how commitment of management links with Customer Relationship Management (ebjan, Bobek and Tominc 2014) To elucidate facts about knowledge of human resources and how it links with Customer Relationship Management To understand how knowledge of Customer Relationship Management links with CRM activities Research Hypothesis H1: Information technology is association with Customer Relationship Management H2: Managements commitment is associated with Customer Relationship Management H3: Human resource knowledge is associated with Customer Relationship Management H4: Knowledge of Customer Relationship Management is associated with CRM Literature Review and theoretical framework As rightly forward by Tseng (2016), Customer Relationship Management is one of the philosophies of clientele as well as marketing that had been derived from the advertising for creating association. In addition, Customer Relationship Management in marketing defines as the communicating process between customers as well as service of organization for attracting and maintaining the clientele who will become true customers of association and uses services. Furthermore, consumers will pay for the services that are provided by the association at a higher level (ebjan, Bobek and Tominc 2014). As opined by Peppard and Ward (2016), the factors for Customer Relationship Management that include people, technology and procedure. Furthermore, it is important to drive for other plan as well that include technology-driven process, customer-centric business process as well as cross-functional integration. Customer Relationship Management is composed of people, technology as well as culture and leadership (Peppers and Rogers 2016). Research Conceptual Model According to Lusch and Vargo (2014), the conceptual model of the research help in providing a general vision of the relations between management commitment, human resource knowledge as well as management commitment as well as knowledge of CRM and organizational culture. Figure: Conceptual Framework proposed by the researcher (Source: ebjan, Bobek and Tominc 2014) Information Technology In recent times, information technology as well as communication is used as a tool for knowledge administration, strategies and organizational communication (Ho et al. 2015). In addition, Customer Relationship Management Technology is one of the essential strategic tools of business for attaining success in Customer Relationship Management application that owns basic arrangement of information technology as well as information from the customer databases. At first place, Customer Relationship Management strategies are used as a center to store all types of customer news as well as information. Furthermore, the center will get access to competent information technology architecture that is adaptable in accordance to the changing work surroundings. It is all about the value of information that is sent to the consumers that deals with maintaining good relationship with the customers (Armstrong et al. 2015). Management commitment According to Bavarsad and Hosseinipour (2013), management commitment means to support implementation of Customer Relationship Management in a work environment that acknowledges Customer Relationship Management as an essential element of business strategy. In addition, when top management communicates strategy where Customer Relationship Management indicate strategic orientation of the company that leads to leveraging the effectiveness of organizational implementation Human resources As opined by Davand and Hozouri (2013), employers are central to an effective to an effective Customer Relationship Management where business firms manage its relationships with their employees. The company gives employees all they need to be happy and satisfied so that they it can generate revenue for the business. If the customers are not happy, the company will not be satisfied customers in the near future. Knowledge of Customer Relationship Management The above factor deals with people or group that administers who is involved in drafting policies as well as driving Customer Relationship Management into success (Han and Hyun 2015). In addition, it is needed for administrators to have supervision capacity that they should know about Customer Relationship Management. It is expected to start visions that lead the business through use of Customer Relationship Management in an effective way for taking accountability for the growth of Customer Relationship Management plan and implementing some securities that support Customer Relationship Management that include resources, time, working environment and technology. Organizational Culture As rightly put forward by Demo and Rozzett (2013), organizational culture originates as well as accumulated from attitudes, beliefs, common values and expectations. Some of the aspects are involved in cooperative learning as well as implementing ways for attaining organizational aims and transferred to one generation to other. Research Methodology Research Philosophy Researcher will be using realism research philosophy that includes Positivism and Interpretivism. Positivism means collecting scientific data by the researcher as they have conducted survey techniques for the current research study. Interpretivism means understanding the emotional side of human beings as the researcher conduct interview techniques for the present research study. Therefore, realism is the combination of Positivism and Interpretivism that are used by the researcher that aligns with the research topic on Analyzing factors contributing to customer relationship management (Peppers and Rogers 2016). Research Approach There are two types of research design that need to be evaluated by the researcher namely inductive approach and deductive approach. Deductive approach will be used by researcher as existing theories and techniques will be taken into study and then drawn conclusions at the end. Sampling methodology The researcher will be using both quantitative and qualitative method for analyzing the research topic. In case of quantitative research design, the researcher will be distributing survey questions to 150 people on matters relating to analyzing the factors that govern customer relationship management. In case of qualitative research design, the researcher will be conducting interview session from 5 managers and ask them about the factors that leads to customer relationship management. Expected Outcomes It is suggested that implementation of Customer Relationship Management is done in other domestic as well as foreign firms that uses cost and benefit analysis methods (ebjan, Bobek and Tominc 2014). In order to become economically viable, it is recommended to further investigate by use of cost and benefit analysis by conducting human resource training as well as application of information technology. Reference List Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015.Marketing: an introduction. Pearson Education. Bavarsad, B. and Hosseinipour, G., 2013. Studying the Factors Affecting the Customer Relations Management (CRM) in Marun Petrochemical Company.Interdisciplinary Journal of Contemporary Research in Business,4(11), pp.845-857. Davand, Z. and Hozouri, S., 2013. An exploration study to detect important factors influencing customer relationship management on reducing unhappy clients.Management Science Letters,3(12), pp.3059-3064. Demo, G. and Rozzett, K., 2013. Customer relationship management scale for the business-to-consumer market: exploratory and confirmatory validation and models comparison.International Business Research,6(11), p.29. Han, H. and Hyun, S.S., 2015. Customer retention in the medical tourism industry: Impact of quality, satisfaction, trust, and price reasonableness.Tourism Management,46, pp.20-29. Ho, C.T.B., Yang, J.M.D. and Hung, C.S.V., 2015. The Factors of Information System Success: An Example of Customer Relationship Management Implementation in Food Beverage Industry.International Journal of e-Education, e-Business, e-Management and e-Learning,5(3), p.114. Ho, C.T.B., Yang, J.M.D. and Hung, C.S.V., 2015. The Factors of Information System Success: An Example of Customer Relationship Management Implementation in Food Beverage Industry.International Journal of e-Education, e-Business, e-Management and e-Learning,5(3), p.114. Lusch, R.F. and Vargo, S.L., 2014.The service-dominant logic of marketing: Dialog, debate, and directions. Routledge. Pedron, C.D. and Saccol, A.Z., 2009. What lies behind the concept of customer relationship management? Discussing the essence of CRM through a phenomenological approach.BAR-Brazilian Administration Review,6(1), pp.34-49. Peppard, J. and Ward, J., 2016.The strategic management of information systems: Building a digital strategy. John Wiley Sons. Peppers, D. and Rogers, M., 2016.Managing Customer Experience and Relationships: A Strategic Framework. John Wiley Sons. Peppers, D. and Rogers, M., 2016.Managing Customer Experience and Relationships: A Strategic Framework. John Wiley Sons. ebjan, U., Bobek, S. and Tominc, P., 2014. Organizational factors influencing effective use of CRM solutions.Procedia Technology,16, pp.459-470. Trainor, K.J., Andzulis, J.M., Rapp, A. and Agnihotri, R., 2014. Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM.Journal of Business Research,67(6), pp.1201-1208. Tseng, S.M., 2016. Knowledge management capability, customer relationship management, and service quality.Journal of enterprise information management,29(2), pp.202-221