Pepsi Entry into india A lesson In globilization Case Study

Pepsi Entry into india A lesson In globilization - Case Study Example Haunting challenges in the political, public, economic and social front where there in store aplenty for Pepsi, but the paramount task was to appease the politicians, i.e., the government first, which would automatically reduce the burden in all other front to a great extent. Peter Druker had long back said about the future globe that reciprocity will be the central principle of international economic integration. Thus Pepsi knew that for it to enter India, it has to reciprocate by some deeds that would facilitate the The promises that Pepsi made to deliver if it were allowed access to Indian Market was aplenty. A few noteworthy ones are focussing on food and agro processing generating job opportunities for the people of Punjab, boosting the image of Indian products in foreign markets, etc. Given all these promises, If a question is asked whether the company materialized all that, the answer would be no. It did make an attempt to bring about a green revolution in the state of Punjab; there was a drastic increase in the production of tomatoes, farmers were given free farming equipments and agro based research centres were opened in Karnataka and Punjab. Corporate Social Responsibility is an often heard word now, but the colossal part that it plays is corroborated by Pepsi's entry into India. It was only through its social perks that it got access to the Indian Market.The cat was out of the bag in 1991, around two years after Pepsi's entry into India that it was conspicuous that Pepsi failed in mos t of its obligations. This was a double whammy for the same George Fernandez who blasted the Rajiv Gandhi run Government at the parliament. His accusations where that, pepsi was indulging in under invoicing and by consecutively preparing bogus receipts and hiding transactions to a great extent. That is a different case in itself. A foreign company should be polycentric- meaning, it should consider that each and every host country where they set there shop has got a different set of culture and habits and especially problems with which they wouldn't be in a position to appreciate any endeavour by a foreign company. Thus Pepsi was aware of it and Knew that winning public opinion is the only solution for there entry and especially the farmers of Punjab.There motto was "performance with purpose" which did sell well among the people of India and the politicians. Under this tagline, apart from engaging the farmers' pepsi did quiet a number of social activities like replenishing waste water, waste to wealth initiative, collaboration with farmers through contract farming etc. This only tells that for a multinational company to explore a new customer base, it has to deal with ordinary people of the host country first who may not be their customers in the first place. But still their good will is always necessary for the company to survive.

Niketown as an Experience Essay Example | Topics and Well Written Essays - 6750 words

Niketown as an Experience - Essay Example As part of this swing toward making everything an aspect of the brand, companies were beginning to recognize the power of the building to promote the brand itself. One of the companies to key into this idea early was The Body Shop, which expanded by as many as 50 stores per year beginning in 1988, even during the years of the recession. â€Å"Most baffling of all to Wall Street, it pulled off the expansion without spending a dime on advertising. Who needed billboards and magazine ads when retail outlets were three-dimensional advertisements for an ethical and ecological approach to cosmetics? The Body Shop was all brand.†2 Another company to quickly realize the potential of focusing completely on developing the idea of brand was Nike. Despite the potential for long-term payoffs, there has often been difficulty in getting business executives typically focused on the current ‘bottom line’ to understand the significant assets architecture and design can be in developing the corporate brand, which, in turn, works to establish the company’s ultimate success. â€Å"While statistical analysis and econometric techniques have been used to evaluate the trade-offs between alternatives, features and prices for products, there has not been a tool to inform the design process of architecture, environmental graphic design and the built environment. However, the ‘fixed assets’ of built environments, especially those of retail and consumer service sectors, are integrally linked to brand identity and equity.†3 The executives at Nike, though, did their homework and revolutionized the architecture/design/brand connection to such an extent that it becomes difficult to draw the line between reta il outlet, entertainment venue and museum.   

Why I want to work in the Maritime Industry Essay - 2

Why I want to work in the Maritime Industry - Essay Example Therefore, skilled and experienced professionals are required to handle and operate these vessels. I am fond of travelling, hence want to build my career as a Seaman or a Seafarer in the Maritime industry. I enjoy meeting new people of different cultures. I have an interest in the field of electronics, art and mechanics and want to build a career in electronics. I have the excitement and eagerness to learn various types of trades and incorporate it in career. I have full dedication towards my work and do not fear hard work. The work of a Seafarers is to operate and manage the ships and deliver transportation services from one country to another country. Thus, if any problem arises in electronics and mechanical sections regarding repair and maintenance, I will be able to resolve it through my skills and experience. Therefore, I want to work in the maritime industry and make my presence felt, through my hard work, dedication and knowledge. Furthermore, Seaman is an essential body of maritime industry as well as the Navy. It provides engineering base support towards the seagoing elements. I will feel proud to be an eminent member of this industry as it supports the national security by building and repairing the ships of defense manufacturing base. Well-built maritime infrastructures such as shipyards, suppliers and seafarers are among the crucial aspect for a country to fulfil the requirements of navy with regards to protection. I have a strong working experience, which will assist me in developing my career in maritime industry. I have worked in the field of electronics and warehouse and have adequate knowledge in the given field. I want to utilize my knowledge, zeal and experience in the maritime industry as a seaman. This job will be a boost in my career path and help me in achieving my desired goal. There are career prospects in this industry as it provides training and education support to

Pepsi Entry into india A lesson In globilization Case Study

Pepsi Entry into india A lesson In globilization - Case Study Example Haunting challenges in the political, public, economic and social front where there in store aplenty for Pepsi, but the paramount task was to appease the politicians, i.e., the government first, which would automatically reduce the burden in all other front to a great extent. Peter Druker had long back said about the future globe that reciprocity will be the central principle of international economic integration. Thus Pepsi knew that for it to enter India, it has to reciprocate by some deeds that would facilitate the The promises that Pepsi made to deliver if it were allowed access to Indian Market was aplenty. A few noteworthy ones are focussing on food and agro processing generating job opportunities for the people of Punjab, boosting the image of Indian products in foreign markets, etc. Given all these promises, If a question is asked whether the company materialized all that, the answer would be no. It did make an attempt to bring about a green revolution in the state of Punjab; there was a drastic increase in the production of tomatoes, farmers were given free farming equipments and agro based research centres were opened in Karnataka and Punjab. Corporate Social Responsibility is an often heard word now, but the colossal part that it plays is corroborated by Pepsi's entry into India. It was only through its social perks that it got access to the Indian Market.The cat was out of the bag in 1991, around two years after Pepsi's entry into India that it was conspicuous that Pepsi failed in mos t of its obligations. This was a double whammy for the same George Fernandez who blasted the Rajiv Gandhi run Government at the parliament. His accusations where that, pepsi was indulging in under invoicing and by consecutively preparing bogus receipts and hiding transactions to a great extent. That is a different case in itself. A foreign company should be polycentric- meaning, it should consider that each and every host country where they set there shop has got a different set of culture and habits and especially problems with which they wouldn't be in a position to appreciate any endeavour by a foreign company. Thus Pepsi was aware of it and Knew that winning public opinion is the only solution for there entry and especially the farmers of Punjab.There motto was "performance with purpose" which did sell well among the people of India and the politicians. Under this tagline, apart from engaging the farmers' pepsi did quiet a number of social activities like replenishing waste water, waste to wealth initiative, collaboration with farmers through contract farming etc. This only tells that for a multinational company to explore a new customer base, it has to deal with ordinary people of the host country first who may not be their customers in the first place. But still their good will is always necessary for the company to survive.

Why I want to work in the Maritime Industry Essay - 2

Why I want to work in the Maritime Industry - Essay Example Therefore, skilled and experienced professionals are required to handle and operate these vessels. I am fond of travelling, hence want to build my career as a Seaman or a Seafarer in the Maritime industry. I enjoy meeting new people of different cultures. I have an interest in the field of electronics, art and mechanics and want to build a career in electronics. I have the excitement and eagerness to learn various types of trades and incorporate it in career. I have full dedication towards my work and do not fear hard work. The work of a Seafarers is to operate and manage the ships and deliver transportation services from one country to another country. Thus, if any problem arises in electronics and mechanical sections regarding repair and maintenance, I will be able to resolve it through my skills and experience. Therefore, I want to work in the maritime industry and make my presence felt, through my hard work, dedication and knowledge. Furthermore, Seaman is an essential body of maritime industry as well as the Navy. It provides engineering base support towards the seagoing elements. I will feel proud to be an eminent member of this industry as it supports the national security by building and repairing the ships of defense manufacturing base. Well-built maritime infrastructures such as shipyards, suppliers and seafarers are among the crucial aspect for a country to fulfil the requirements of navy with regards to protection. I have a strong working experience, which will assist me in developing my career in maritime industry. I have worked in the field of electronics and warehouse and have adequate knowledge in the given field. I want to utilize my knowledge, zeal and experience in the maritime industry as a seaman. This job will be a boost in my career path and help me in achieving my desired goal. There are career prospects in this industry as it provides training and education support to

Importance of Teamwork in Nursing Essay Example for Free

Importance of Teamwork in Nursing Essay Teamwork involves the merging of members of the same or different professions or domains to work towards a common goal. This group compliments the skills of each member who are consequently committed to one purpose. Teamwork is therefore challenging and at the same time rewarding. It is coupled with a lot of enthusiasm, hope and a share of its own setbacks. Teamwork is initially formed in any particular group with an aim of dividing the effort of accomplishing a particular task while at the same instance multiplying the effect. Any positive work experience usually has an aspect of teamwork in it. Nurses make up the largest care-provider in a hospital setting thus nursing is a job that requires a lot of teamwork. This involves a nurse to nurse or a nurse to physician teamwork. In most cases, the nursing workforce is neglected by the administration involved due to the anticipation of the patients’ recuperation and recovery, thus nurturing a form of autonomy among the workforce. This serves in downsizing the emphasis on teamwork and this happens at the very expense of the same patients. Service delivery is paramount in the field of nursing and teamwork is one of the core determiners of good service delivery. Teamwork among any group, on the other hand, is determined by various factors. These include openness, responsibility, honesty, accountability, reliability, dialogue and understanding. All this factors have to be put to consideration while putting together a coherent team. A slight disregard of any would see to the failure of the team to deliver as expected. Teamwork does come with its own set of challenges that inhibit the delivery of good service by the team. These mainly occur as a result of conflict among the members of the team which is in turn rooted on differences pertaining distribution of duty, sharing, priority and unnecessary competition. Poor handling of such issues often leads to the occurrence of many mistakes, mistrust among the team members, confusion, wastage of resources, lack of motivation, time wastage and lots of arguments that hold no water. More often than not, it is the patients who bear the yoke of such disagreements as the service rendered to them is henceforth substandard and this plunges their lives into jeopardy. Fallouts are common at this stage since the restructuring of these nursing teams would mean loss of time and complete loss of motivation among the team members. Precautions are therefore very necessary to avoid such grave situations as they do put the lives of others at stake. Adjustments should be made at the slightest sign of unrest among the team members. Sharing responsibility equally is usually the first major leap by any group. Matters pertaining age, seniority and level of experience should not be used to condescend against some members. On the contrary, the members should maximize on the potential that comes with these various facets of diversity and others like gender, socio-cultural and economic backgrounds. Put together, all this facets can give rise to a whole new of teamwork with a lot of diversity which would lead to the conception of new ideas. The approach of issues proactively rather than reactively is also a worthwhile measure to counter these challenges. Prevention has always worked better than cure and this is also the same convention with proactive action. The team members are charged with the task of ensuring that any prevailing or looming predicaments are brought to the light before they turn ugly and cause rifts within the team. This serves in ensuring that little or no time is lost in the process of solving problems. Letting the issues accrue and the procrastination of dealing with them ends up in the wastage of time and patients bearing the lion’s share of these problems due to the poor service delivery. Cultivating a culture of dialogue is another way of avoiding conflict in the course of teamwork. When a team embraces dialogue, prevalent issues are addressed and solved amicably. Positive criticism ensures that everyone can correct each other without any hard feelings. When criticism is directed towards a person positively, he or she is bound to make the amends wherever the error occurs. Gradual technological enhancement and restructuring the team every now and then is necessary in order to avoid monotony. This reignites the team with zeal thus ensuring a rise in quality service delivery. Clarity on the roles of each team member would also do some good. This would help in avoiding the confusion especially if the team has numerous members. Morale on the side of the administration would also improve the team’s service delivery. This could be done through the formation of some form of healthy inter-teams competitions that would see the appreciation of the team that is best at service delivery. Incentives can also be brought to the picture. This would actually ensure that the teams work hard to outdo each other and thus better their teamwork in this process. An improvement in the teamwork among the nurses would have some major effects in service to the patients. There would be definitely be an improved client-service delivery, improved relationships between team members and consequently with the administration. These healthcare institutions would also unveil a wider range of services due to the time efficient system. In conclusion, teamwork in nursing is sacrosanct since it is a profession that deals with lives of people. An improvement in service delivery therefore means that the clients are in safer hands. Reference: Institute for Innovation and Improvement, (March, 2007): Developing and sustaining effective teams. ISBN 9781904114482, Royal College of Nursing, Retrieved on 3rd April 2009 from: http://www. rcn. org. uk/__data/assets/pdf_file/0003/78735/003115. pdf,

The Museum And Art Gallery Kelvingrove Tourism Essay

The Museum And Art Gallery Kelvingrove Tourism Essay The current study analyzes the visitor operations and experience in a detailed manner for Kelvingrove Art Gallery and Museum. The visitor operations and experience is handled in the current study in four different perspectives namely: Marketing Perspective, Management Perspective, Operations perspective and Quality Perspective. Marketing perspective starts with the approach of marketing strategies using 4 Ps technique for understanding the prevailing strategies for the organizations. Then, using the mentioned strategies the study shifts to the Kelvingrove museum art and gallery analysis for marketing strategies. Management perspective follows the marketing perspective analysis specific to Kelvingrove with the factors that influence the management success or failure. Then, it analyses the key functions that are implemented by the management of Kelvingrove in the art gallery with respect to the staff and the visitors experience. Third perspective that deals with the visitors attraction s and the operational activities that are performed in general is operational perspective. The second part of this deals with the analysis of how Kelvingrove manages the operations effectively that made them successful. The next part is to concentrate on the quality perspective which is being carried out in all the organizations but which is the key factor that needs to be taken utter care for performing in higher levels of standard. This is analyzed for Kelvingrove using the famous technique of SERVQUAL method. The current study then highlights the recommendations which though minor needs to be followed up by the museum organizations to be in a better position. Then, the study ends with the limitations to the current study which can be further studied if those were not restricted. INTRODUCTION The Museum and Art Gallery, Kelvingrove is run by the Culture and Leisure Services Department of Glasgow City Council. The Museum is housed in an impressive Category A listed building which was first opened in 1901 as part of the International Exhibition and is one of Glasgows landmarks. Kelvingrove is the most visited museum outside London, receiving over one million visitors a year in the last five years (Scottish Tourist Board). Kelvingrove Art Gallery and Museum is an excellent place to visit with a vast collection of masterpieces of various people (Top-ten-Glasgow-guide, 2009).   Marketing Perspective Philip Kotler (2008:17) defines marketing as satisfying needs and wants through an exchange process. Marketing is an integrated process through which companies create value for customers and build strong customer relationships in order to capture value from customers in return. Marketing is not just about selling. Peter Drucker (2004:34) explained, The aim of marketing is to make selling superfluous. [It] is to know and understand the customer so well that the product or service fits him and sells itself. Ideally, marketing should result in a customer who is ready to buy. In addition the marketing management should be innovative while product development and calculating the added value. This would also ensure that the short run needs and long run requirements are balanced to meet the customer requirements and yield profits (Swarbroke, 1999:218). In the current study, we focus on marketing visitor attractions. A visitor attraction can be defined as somewhere worth leaving home for and this is as relevant to a single museum or cathedral as it is to a town or place. In a successful visitor attraction, the product on offer is the experience itself, spending money on that experience must be worthwhile. In the experience economy, the visitor attractions must continuously reinvent itself to have repeat visits and survive. This economy of experience is about quality, service and choice it is not about size. Successful visitor attractions of whatever size sells memories, experiences and expectations to individual customers. Hence it is important to have the right marketing mix for the product you are trying to sell. The term marketing mix refers to the primary elements that must be attended to in order to properly market a product or service. Also known as The 4 Ps of Marketing, the marketing mix is a very useful, if a bit general, guideline for understanding the fundamentals of what makes a good marketing campaign. (Hooley, 2008: 45-60). Four Ps Strategies: Product: A visitor attraction will have many different products on offer namely the permanent collection, temporary exhibitions, special events and educational resources for schools, colleges and universities. In addition to this, there are products such as the membership schemes, gift shops, cafes and corporate hire facilities. Place: Place is the location where the products or the customers output is ready for use. There are two key factors that a museum or a visitor attraction promotes with regards to its location: Excellent transport links by bus and train. Easy ticket booking facilities available onsite or online. Price: Price impacts strongly on how businesses fare competitively (Diamantopoulos et al., 1995). Hence price is considered as the key element in the marketing mix. There are different factors that affect pricing decisions for marketers namely organizational and marketing objectives; pricing objectives; costs; remaining marketing mix variables; channel member expectations; buyers perceptions; competition; legal and regulatory issues and perceived value. The following three aspects need to cover while determining price: standard admission fee, discounts on admission fee (discount percentage and conditions) and concessions provided mainly in public sector attractions to disadvantaged people. Promotion: This aspect of the marketing mix represents the possible tools used to communicate with and attract the target audiences. These can include: Advertising paying for adverts in newspapers, magazines and radio, and on poster sites Print producing banners, posters, leaflets and other items, and arranging distribution. Leaflets are sent to places such as libraries, tourist information offices, cafes and other places likely to be visited by the campaigns target audience. Direct mail sending leaflets or other print with a letter to named individuals, using in-house data bases or external lists of names which are either researched or bought. Sales promotion and brand partnerships promotions include offering prizes or discounts on tickets in collaboration with other parties, from newspapers and magazines to rail networks and coffee shops. Partnerships could involve window displays in shops, or branded giveaways. New media e-newsletters and website features Public relations (Kevin, 1994: 20) In this context, Kelvingrove has done a fantastic job in being the most popular museum in U.K outside London through its effective marketing plan. For the management, the key the primary challenge has been to encourage repeat visits and Kelvingrove has successful done so with new advanced features or quality improvements. Kelvingrove successfully underwent a re-development of its displays and visitor facilities. At Kelvingrove there are 200,000 objects with only 20,000 on display at any time within the gallery. After the refurbishment 50% more items are on display to the public. Lot of efforts have gone to ensure that Kelvingrove meets all the requirements pertaining to security, humidity control and lighting to attract major tours to Glasgow. Working on feedback from researchers who identified that a very large number of visitors to the gallery never left the ground floor, marketing experts have ensured that public gets more back space and have all the information to find way around the gallery. A Formal Educational Space for children and Childrens Discovery Centers and developments like these will be a major boost to schools, colleges and universities in and around Glasgow. The acquisition of knowledge is supported at various levels and the gallery is geared up for those who wish to explore subjects in more detail with support from staff with the availability of quiet self-study areas. At Kelvingrove there is now an Object Cinema and 22 themed galleries focusing on 100 different stories. These wonderful features are supported by an effective promotional campaign through vibrant brochures and hand-outs. Since, its an icon by itself, not much is spent on advertising through media. The museum sponsors for many events including sports and cultural activities. Kelvingrove uses the approach of newspapers and posters which is a modest way for marketing. The museum sponsors many events including sports and cultural activities and hosts various exhibitions. It has als o maintained its reach to the public through its website which is always providing updated and relevant information to potential visitors. These are the marketing strategies that Kelvingrove marketers follow. Figure: Goma Family Festival, 2009 (Source: Glasgow museums, whats on for families?) Management Perspective: The management has indirect impact on the visitors experience at the attractions. It directly impacts the employee attitudes and job satisfaction. The visitor management is the key aspect for the management to handle in different scenarios namely during the visit and before the visit. Museum and art galleries are defined by International Council of Museums as a non-profit institution, permanent institution in the service of society and its development, open to the public, which acquires, conserves, researches, communicates and exhibits the tangible and intangible heritage of humanity and its environment for the purposes of education, entertainment and study (ICOM Statutes art.3 para.1, 2007) . One of the major causes of dissatisfaction is connected with the process of management. Many of the staff members (employees) feel that their managers do not know how to manage because of the conflicting agenda or cause of stress and frustration. Better management skills and training would be valuable for overcoming these problems. Museums have a potential valuable resource where many managers appear to enjoy the creative aspects of their work. Here development and implementation of the required skills is an important issue. (Swarbroke, 1999: 50). MANAGEMENT STYLE: Management in all business areas and human organization activity is the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. This is very much the case in places of visitor attractions as well. Good management may not be the measure of a good museum, butà ¢Ã¢â€š ¬Ã‚ ¦would most certainly appear to be one of its critical prerequisites (Weil and Cheit, 1994: 289). A well-managed museum is one in which: à ¢Ã¢â€š ¬Ã‚ ¢ Everyone has a clear idea of the purpose of his or her work and its value to the museum; à ¢Ã¢â€š ¬Ã‚ ¢ Staff works to a plan which has been devised for their area; à ¢Ã¢â€š ¬Ã‚ ¢ Clear procedures are followed for the activities which they undertake; and à ¢Ã¢â€š ¬Ã‚ ¢ Each section of the museum is involved in, and is responsible for, the efficient operation of its area. (Shostack, 1985: 25). Museum management can have different emphasis regarding service delivery depending on the prevailing management styles. The two different management styles are the custodial management and the market focused management. A successful museum management may require the right balance of the two styles. Recognition of the multi-dimensional nature of the museum experience and consideration of the values of both the roles is vital for the effective management of a museum. (Leask Yeoman, 1999: 38-42) At Kelvingrove the management has done an excellent job in utilizing the resources and capabilities at their disposal to make Kelvingrove Art Gallery and Museum Scotlands busiest visitor attraction last year according to VisitScotland. It excels in a number of areas a few of which are discussed below: Aesthetically displayed exhibits: Kelvingrove Museum has always enjoyed a unique position of its own in the world of heritage museums and recently with its imaginative and empathetic redesigning it has become more appealing to art lovers. Be it the gallant and fragile Spitfire hanging by a thread to show how desperately perilous those wartime raids must have been, the 40-foot dinosaur of the Rennie Mackintosh rooms or the story of the Scots POWs who painted icons on sacks: each of them keep you hooked with odd life-art juxtapositions and the credit goes to none other than the management team who has done a fantastic job in their maintenance. And with the recent reinvention, the museum has become much more organized than before. The doors now open in the basement. Thats the first of the changes. One enters through chic white vaults glowing with red and blue landing light and ascends by stairways fluttering with fabulous birds. The restaurant is a glass pavilion. The clutter of corridors has been rationalized. Light da nces more brightly round the vast halls now that the grime of a century has been scoured away to reveal brilliant blond sandstone. And a third more space has been created in which to display stunningly lit, in jewel-colored rooms nearly twice as many objects. Thus we see that quality has been the foremost focus of the management of Kelvingrove museum and the aim has always been to provide its visitors a life changing experience (Policy Strategic Planning, Glasgow Museums). Organizational Structure: A flat organizational structure ensures that communication is fast across levels and resolutions of operational and management issues take place at a quicker pace. It is a three tier structure with the deputy director heading the management. Furthermore the Culture and Sport Glasgow, which is responsible for museums in Glasgow, reports to a Board of 11 Directors, which comprises six elected members, four independent Directors and the Chief Executive of Culture and Sport Glasgow. Cross Functional Efficiencies: Functional units within the museum instead of working independently interacts and co-ordinates with each other to promote the museum and help the management to achieve their objectives. For instance the marketing department works along with the IT department to reach out to potential and incumbent visitors. Through various online and print publications and also through the website, relevant information about the museum and events surrounding it is made available to the general public. Supporting Activities: The management has also taken significant steps in providing various activities to the general public apart from the viewing of the museum. These range from general facilities like parking, cafe/restaurant, shops, guide assistance dogs to facilities for hosting corporate, and private events. There is also a Centre of New Enlightenment (TCoNE)  designed for young people aged from 10 to 14 years. It uses state-of-the-art equipment and dramatic presentations to explore the museum and its collections and help young people discover their potential. It has an Object Cinema located on the first floor. It is a multi-media centre using video, sound and lighting to tell the story behind a single object or a group of objects. The content will change on a regular basis. Thus we see that the management has taken utmost care of providing the most pleasant experience to visitors at Kelvingrove Art gallery and Museum and continuously tries to improve their service. Operations perspective: In visitors attractions operations management can be defined as a day to day management of the site. Although it appears to be a simple task of managing the site it involves many internal processes, which will help to manage the attraction more efficiently and effectively (Swarbrooke, 2002). According to Rogers Slinn (1993) cited in (Swarbrooke, 2002), operations management is concerned with the design, operation and control of the system that matches the organisations resources to customer service needs. According to Slack, Chambers et al. (1995) cited in Leask Yeoman (1999), resources can be classified into transformed resources which can be transformed or converted and transforming resources which will act upon the transformed resources. Transformed resources include materials, information and customers where as the transforming resources include facilities and staff. Operations management mainly concentrates more on using the available transforming resources like staff and mach inery to provide an efficient service for the customers. In visitor attractions effective management of operations will help in smooth and efficient operation of the site. Every one working within the site will be directly or indirectly involved in operation management (Swarbrooke, 2002). Generally operations management deals with real people and real issues within a practical environment. In visitors attractions operations management deals with many tasks like Design of the site. Management of visitors and capacity management. Staff training. Monitoring quality issues. The operations within an attraction site vary depending upon the organisation or its customer point of view (Leask Yeoman, 1999). From an organisation perspective operations management generally concentrates on increasing the visitors opportunities in the site, staff and visitors safety, low operational costs, looking after visitors with special needs within the available resources, ensuring to maintain high quality standards, compliance with the law and effective problem solving. However customers perspective of the operations might vary in different areas as the customers are not concerned about the operating costs, they generally look for minimized delays and queues and safety of visitors, high quality service and optimized visitor enjoyment regardless of costs, complaints should be dealt in a positive manner without any time delay. Many skills and attributes are required for effective operations management within a site like good knowledge of the site its staff and its usage by the visitors, paying attention in detail about the site, planning systems, procedures in advance and flexibility to change them in different circumstances, effective crises management, financial management, being firm but tactical, confidence on own abilities and judgement, seeing things from customers and staff perspective and looking for constant improvement. Operations management within an attraction site is to enhance the quality of visitors experience. Generally the areas which have a great impact might include the way the queues are managed, handling complaints in an effective and efficient way, solving problems quickly, steps to increase visitors enjoyment and their safety to make them feel positive to visit the site. There are constraints on operations management with in an attraction site which depends on: Operation manager attitude, experience, abilities. The attractions organisations structure, culture and beliefs. Availability of resources like skills of the staff and their freedom in order to solve the problems. Availability of financial resources. Legislation, regulations and social acceptability (Swarbrooke, 2002). Financial resources are funded by Glasgow City Council and are ahead of many national names like British Library and Tate Liverpool. The attractions include the opening of the Doctor with exhibition at the end of the month where Kelvingrove will be the centre of scientific universe. Bailie Liz Cameron, chairwoman of Culture and Sport Glasgow manages the museums and galleries said that These (as stated above) figures prove once again that Glasgows collections are of both national and international significance. We will continue to invest in our museums and art galleries, bringing new exhibitions to some of Scotlands most cherished attractions(Cameron, Glasgow News). The operations management should consider handling the operations such as minimize the risks associated with the display of art gallery and museum articles. They (Kelvingrove operations team) focus on the spending of visitors at various occasions. This is handled by museum by placing all the facilities and amenities which all aged people feel to spend money such as cafeteria, restaurant and some books related to history, some articles which can easily attract young generation which are stylish. They (operations team) not only considers these aspects of entertainment of making maximum profits from visitors but also the management should spend appropriately on labour, power sources etc. To handle the cost-in and cost-out schemes equally. They should also need to take care of providing special access to the disabled people or old people who are challenged but would like to visit the museum. All these activities are handled complying the laws and regulations in Scotland. The next aspect is about the Kelvingrove handles several minute things also in a big picture like: facility for car parking, toilets and elevators to be provided. And for the safety guidance, there are many fire exit points where the staff is trained to guide the visitors to the fire exit in case of fire. For addressing difficulties the visitors are facing or challenges they face during the visit or suggestions they would like management to keep an eye and improve better: All certain feedback can be submitted in a separate department for efficient handling of all the concerns. So, The operations management is either successful for Kevin grove as it follows and perfectly implements the functions namely problem-solving, resource management, risk management, visitor attractions, customer satisfaction and last but not the least: quality. Quality perspective: Generally in product related manufacturing industries quality is a product-led concept which concentrates on features and attributes of the product. The extent to which a product or service can satisfy wants and needs of a customer can be seen as a quality. According to Swarbrooke (2002) quality can be defined as the totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs. Quality is not only about the outcome of the product or service but also the whole processes that involves getting the outcomes. Quality in visitors attractions is all about offering a good service to the visitors. Quality at visitor attractions can be viewed in two ways as a set of outcomes visitors receive or the processes how the attraction operates. For example set of outcomes might include the physical appearance; the price the customer pays, service offered, safety, reliability and the number of complaints about the attractions. The process es include human resource management, hierarchy, culture style of management, and marketing style of the visitor attraction. When designing quality management systems there are three important questions that should be considered for attractions they are (i) definition of the quality the management will use (ii) performance standards and measurement system to be used (iii) the management systems they need to adopt for achieving quality. So attraction operators should pay attention to both process and outcomes in their quality management systems. The quality management system should include every aspect of management of attraction like tangible elements of the attraction which include buildings and structures, maintenance levels, comfort and security of visitors. Quality management within a visitor attraction can be viewed from both internal and external perspective. For example internal perspective includes the views of attraction managers for whom quality is smooth operation of attr action site and minimum customer complaints, attraction staff who sees quality as their terms and conditions of employment and few complaints to handle. The external perspective includes the views of customers who tend to see the quality in terms of how easy, safe and secure to use the site and the value for their money (Swarbrooke, 2002). Measuring Quality: In order to maintain quality service it is important to measure quality. Among the techniques available for service quality measurement SERVQUAL method developed by Parasuraman et al. in 1985 is the most popular. It is a technique that can be used to perform a gap analysis between an organizations service quality performance and the customers service quality needs. It is an empirically derived method that can be used by a service organization to improve its service quality. It takes into account the perceptions of the customers of the relative importance of service attributes. This allows an organization to prioritize and use its resources to improve the most critical service attributes. The methodology is based on 5 key dimensions: Reliability: This is an ability to deliver the service accurately and as promised. According to Zeithaml and Bitner (2000) it is the most important determinant. Responsiveness: to provide prompt service and willingness to help customers. Assurance: the trust and confidence customers will have on staff. Empathy: it covers care and individualized attention to customers. Tangibles: this includes physical facilities, equipment, machinery, personnel and infrastructure (Fitzsimmons, 1994). Quality is subjective and has different meanings to customers and service providers. From the staffs point of view quality is measured by the number of complaints registered from the customers, the fewer the number the higher is the quality of the service. However for the customer it is the environment and experience of the place with respect to the money spent which defines quality. The aim of the management is always to minimize the gap between these two and hence in order to measure quality Servqual is an effective tool under such conditions. In the following section we will try to use the tool to measure quality of the Kelvingrove Art gallery and Museum using the personal experience of the author. ASSESSMENT OF THE KELVINGROVE MUSEUM FOR QUALITY The author paid a visit to the museum recently to have a firsthand experience of the museum and its facilities. During the course of the visit he interacted with visitors to get their feedback on their experiences. In most of the cases the feedback varied from good to excellent, a number of them were thrilled with the experience the museum offered after the restoration. They were happy that the things were better organized, displays were in order, lighting was improved and overall the museum had improved aesthetically. On the five dimensions of Servqual, museum performed as follows: Reliability: After the restoration work, out of 20000 objects that were made for display, there were 50% of the objects being displayed with a number of nearly 8000 objects as promised. More back space has been provided to the public. Responsiveness: Staffs have been highly customer focussed and responsiveness level to customer discomfort has been very high. This is seen in the visitors rating who have rated Kelvingrove art gallery and museum as the best and rated 5 out of 5(Info and Reviews, Kelvingrove). Assurance: The organisation is particular with the awareness of the social inclusion. I observed during the visit to Kelvingrove that there are many educational activities like: training, volunteers, providing knowledge to the children about the history. Moreover all the staffs are knowledgeable about the exhibits and were courteous in explaining them to the visitors. These are as discussed above suit the role of assurance in the SERVQUAL approach for the museums. Empathy: Staffs are presentable and courteous and are always at the disposal of the customers. Tangibles: All the facilities and art works are neatly maintained From the above analysis, it is evident that Kelvingrove ranks high up in the list of places of attraction in Scotland. It is a cultural heritage and pride of Scotland. Recommendations: In spite of the fact the management of Kelvingrove is continuously trying to improve the service to the visitors there are still some areas where considerable improvement can be done. These are as follows: 1. Continuous training needs to be provided to staffs about the artefacts and exhibits at the museum so that they can provide the correct information when asked for by the visitors. A couple of times the author faced this issue during the visit 2. A few artefacts in the Italian Art Gallery do not have any description about them. Visitors may feel a sense of incompleteness when they dont get a descriptive narration of art works. 3. The day of visit of the author collided with a national holiday which drew a large number of visitors to the museum. However, to manage this large crowd customer assistance staffs were not sufficient. Management should look into this matter and probably fill this gap through part time staffs if not by full time to handle large crowds 4. Management should look into rationalizing the food price at the restaurant which appeared to be too costly. 5. Management should take adequate precaution and strictness when allowing children inside the museum as they were touching art work and might damage them. 6. Some of the artworks and other objects were hung in a manner which was crowded and distracting, for instance, the Vuillard. Moreover every painting in the Impressionist room had a horrid flip chart attachment projecting from the wall. 7. Titians Christ and The Adulteress and the Bellini Madonna could not be contemplated in silence because of the nearby narration concerning Botticellis Annunciation These recommendations should be addressed as soon as possible to wipe off any kind of blemishes on the otherwise extraordinary place of attraction in the heart of Glasgow. LIMITATIONS OF THE STUDY: 1. The annual reports for the museum are very limited that are published in the website which are not sufficient to analyze the position of the museum in the current market. 2. Few of the managers were providing only certain amount of information and are not ready to give detailed information.