Induction Motor China

　　A common and reoccurring theme of Modeist poetry is reflecting on the past as a period in time that was full of prosper and potential; to Modeists, the past was seen as the Air Purifier Motors Manufacturers “Golden” age of time. A reflection of the past in the Beat’s present day is evident in Allen Ginsberg’s poem, “Memory Gardens”. Ginsberg’s “Memory Gardens” also serves to look into the future – however bleak it may be – and to comment on issues, such as writing, war, and industrialization, that were relevant during the Beat generation; these issues were also very common – most notably, industrialization – during the Modeist period. Allen Ginsberg’s “Memory Gardens” serves to connect the past with the present: Modeism with Post-Modeism.

The writings from the Beat generation comment on issues that were relevant during the generation: post-war relief, pre-Cold War paranoia, as well as the attitude of the people living in the generation. In Allen Ginsberg’s “Memory Gardens”, Ginsberg Idea on the heyday of the Beat generation and its movements influential members: Can I go back in time & lay my head on a teenage / belly upstairs on 100th Street? / or step off the iron car with Jack / at the blue-tiled Columbia sign? (ll. 71-74). Furthermore, Ginsberg utilizes the heyday of the Beat generation and its influential members to comment on the death of one of the generation’s more influential members, Jack Kerouac: “Kerouac’s obituary conserves Time’s / Front Paragraphs—“ (ll. 79-80).

Ginsberg also uses the death of Jack Kerouac to delve into the past – before the influential Beats became well-known for their works and ideologies: “Jack no more’ll step off at Penn Station / anonymous erranded, eat sandwich / & drink beer near New Yorker Hotel” (ll. 57-59). Moreover, Ginsberg’s emphasis of Jack Kerouac’s death allows for him to comment on issues of industrialization and general beliefs of the Beats. The issue of industrialization reoccurs throughout Ginsberg’s “Memory Gardens”: “Glass buildings rising higher / transparent / aluminium—“ (ll. 46-48) and “artificial trees, robot sofas, Ignorant cars—“ (ll. 49-50). Ginsberg’s thoughts and imagery of industrialization in “Memory Gardens” is commentary on the continuous over-industrialization of the world and its destruction towards natural resources; this issue and conce was also shared by the Modeists, and is evident in their poetry.

Ginsberg also Idea on the sexual liberation that the Beats were known for promoting during their generation: “Sexual cocked & hoy bodied young” (l. 63), as well as the treatment experienced by authoritative figures: “and the rednecked sheriff beat the longhaired / boy on the ass” (ll. 67-68). Ultimately, Ginsberg’s “Memory Gardens” places emphasis on what is important and what is seen as being important: to Ginsberg, the death of Jack Kerouac and the heyday of the Beat generation are events that are quintessential to our history, although in reality the world continues, and events that are less important become priority: “… & Time has a ten-page spread on / Homosexual Fairies” (ll. 114-115).

　　By now, a disciplined focus on the customer has evolved from being "nice to have" to being mission critical. History and business literature are full of companies AC Motor For Medical Device punished with ultimate failure for developing and deploying products and offerings in a vacuum of customer input or for ignoring customer trends within their markets until it was too late to change course. Many companies now regularly incorporate customer feedback in product development, though surprisingly, it's still not all of them. In more recent years, customer insight was a way of triaging customer problems to stem the tide of defecting customers at rates approaching the same as those newly acquired. And even today, an increased customer focus is still being used by some companies to diminish the alarming frequency and severity of customer lawsuits pursued by hugely dissatisfied customers whose business is severely impacted by underperforming and sometimes even misrepresented products and services.

In other words, although it has increased, customer focus has increased for the wrong reasons; it has been reactive, not proactive. As a way of measuring and driving this increased customer focus, customer satisfaction surveys were bo and customers were bombarded with survey after survey at the end of every transaction: online, via phone, at the register. Companies were horrified to lea that so--called "satisfied" customers were defecting to competitors at the same rate as those who were dissatisfied. Enter the Loyalty movement; where satisfaction is but a precursor to loyalty. A loyal customer has an emotional connection to a company that drives repurchase and may forgive minor mistakes that would otherwise damage customer relationships. A major manufacturer of fire prevention systems found that six years of investment had produced strongly improved satisfaction and loyalty scores. Yet, executives were vexed as to why, despite increased investment, scores hadn't improved during recent years. Like this manufacturer, many companies are finding that despite their best efforts, loyalty scores have plateaued. Continued investments in loyalty initiatives are not preventing customers from defecting. Profits are still under pressure.

Competitors are still a constant threat. Loyalty cannot overcome the possibility that your customers may be the wrong ones, or that you simply don't have a viable product/service strategy, and even worse, that some customers will remain fickle and price conscious--and even unprofitable, no matter how much money is invested in changing their behavior. Peter Drucker said in 1954: "The purpose of a business is to create and keep a customer." It's not revenue. It's not profits. It's not shareholder value. It's not logistics. It's not operational excellence. All of these things are ancillary. If you create and keep the right customers, the rest follow. A customer strategy will help you profitably acquire, serve, and retain your most valuable customers. Properly defined, a customer strategy is the process by which you align yourself with your most profitable customer segments and maximize the value you deliver to and derive from each customer.

The customer strategy identifies the most valuable customers that must be attracted and retained at all costs, uncovers their most critical purchase drivers, and helps make sure the company is uniquely positioned to deliver products and services against these value drivers more effectively and profitably than competitors. As well, this strategy orchestrates every facet of the customer's experience with the company, ensuring the experience across all channels including marketing, sales, service, support, etc. is consistently reinforcing the value being provided the customer and the value of the customer to the company, creating loyal and profitable customers.