Symptoms And Treatment Of Mental Health Disorders

Unit 9 Assignment Ms. A is a 28-year-old married, executive who sees the clinician for symptoms over the last three months. Ms. A experiences trouble sleeping and nervousness. Ms. A states she is in good health and used to use substances, but has not used any substances in the last five years. She has had a 15-pound weight loss and fatigue. She has worrisome thoughts that her husband will leave her after his last business trip. She is irritable and restless, and states that even when she is in a relationship, she has feelings of emptiness. (The case study, n.d.). Mental Health Disorders Ms. A’s diagnosis is most likely Borderline Personality Disorder. Ms. A meets the criteria for real or imagines abandonment as she is afraid her husband will leave her. She has a pattern of unstable and intense personal relationships and states that her past relationships are intense. Ms. A meets the criteria for impulsivity since she used to take substances in the past. She has also shown the criteria for affective instability due to marked reactivity of mood with her feelings of irritability. She also experiences chronic feelings of emptiness. Ms. A also seems to have depression. She has experienced weight loss, sleep disturbance with insomnia, fatigue, and states she feels empty (DSM 5, 2013). Pharmacotherapy Early research with medications for Borderline Personality Disorder was first generation antipsychotics. Different medications were compared: alprazolam, carbamazepine,Show MoreRelatedSymptoms And Treatment Of Mental Health Disorders2023 Words   |  9 PagesIntroduction Depression, schizophrenia and anxiety disorders are common major mental health disorders which occasionally consist of a combination of affective, behavioural, cognitive and perceptual components.1,2 The history of treatment of mental health disorders consists in a development through years in using pharmacological interventions or psychological therapies. 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Scheduling Manufacturing Operations Free Essays

string(73) " important to understand the distinction between planning and execution\." ABSTRACT Without true finite capacity scheduling, any implementation for manufacturing execution, whether it is ERP, SCM, or MES, cannot realize the goal of enterprise efficiency and agility. All aspects of OM for manufacturing execution fall behind the lead of FCS, which is the bridge between planning and execution. Real tangible return on assets rests with FCS. We will write a custom essay sample on Scheduling Manufacturing Operations or any similar topic only for you Order Now INTRODUCTION Integrating a diverse collection of resources to accomplish a goal is an issue that has faced humankind since the first city arose and food and services needed to be provided to the populace. The modern challenge for operations management (OM) is the speed and volume that data is presented to OM systems. This explosion of data holds the promise of efficiency and agility unrealized in the past, but it forces the attention of analysts and engineers to convert the flood of data into a useable form to move from planning to action. All the systems such as MES, SCM, and ERP are information hungry beasts that must be fed with the right information at the right time to direct enterprise resources. OM requires a well-coordinated dispatch of its resources to realize efficiency and agility. This paper addresses the need to look at OM from an information-centric perspective as a necessary complement to emerging process-centric views. This discussion moves to the execution systems, also treated from an information-centric perspective, and concludes with a discussion as to why finite capacity scheduling (FCS) is the key to OM for manufacturing execution. WHEN DATA BECOMES INFORMATION Despite the advances in information technology, notably object-oriented software, systems continue to be defined by functional decomposition. Functional decomposition creates complex definitions with fragile coupling and cohesion that are on one side of a great chasm from the reality of the methods that are used to build modern information systems. Information itself is an under designed component of modern systems. Information is a series of objects made from atoms of data. Data becomes information only through context and inferences derived from context. A good example is the use of spreadsheets to attempt to understand data rather than the use of application software designed to with the operational context in mind. Figure 1: Hierarchy of Data Fusion Inferences Figure 1 shows the hierarchy of inferences through a process called data fusion. Data fusion simulates the cognitive processes used by humans to continuously integrate data from their senses to make inferences about the external world. Information systems collect data though sensors and other assets, and in the hierarchy of data processing, multiple data sources are combined to approximate or estimate the condition of some aspect of the enterprise operation. This is the first translation of data to a level of inference. Parametric data is processed to begin specific identification of a situation. As more parametric data are collected, different aspects of the situation come together to allow a contextual analysis of an increasingly complex set of conditions. Once integrated, the situation can be compared to the goals or desired state of the system. Parallel to the types of data processing are the types of inference. With raw data an inference can be made of the general condition. While this level of inference rarely points to a specific correction action, it does begin to isolate what subsystems require attention. The next level of inference will reveal a specific characteristic behavior of the system. With more integrated data, the identity of an operational system or process is revealed. The next inference is the behavior of a process, which then leads to an assessment of a situation. At the highest levels of inference, the performance is assessed to determine the deviation from the performance goals, acceptable risks, or desired state. Data fusion is not a new concept, having its origins in simple scouting, but has come into its own since WWII. The use of data fusion systems as an information springboard for systems design places execution aspects of OM firmly into a modern framework of information systems engineering. WHAT WAS OLD IS NEW AGAIN As mentioned in the introduction, operations management has been, and remains, one of the greatest organizational challenges throughout history. OM arises from the need to coordinate diverse resources to meet the needs of a complex system. The concept of the plan-execute-control model, a â€Å"discovery† made by analysts in the late 1990’s, appears in the historical records of systems management, one of the earliest mentions circa 4th century BC in China. One of the more versatile models in modern systems management appeared in 1977 as a result of a joint effort between Dr J. S. Lawson of the Naval Electronic Systems Command and Dr. Paul Moore of the Naval Postgraduate School. Figure 2 shows the Lawson-Moore model, adapted by the author for general resource management. SENSE is the collection of raw data or other collateral information about the observed environment. PROCESS takes the data through the inference hierarchy, integrating data within the context of the tasks required of the managed resources. The situation as best can be determined with the resources is then compared to the DESIRED STATE. The DESIRED STATE is the result of planning, which drives the allocation of resources to tasks. The plan exists in generalities, except for enterprises where goals are achieved with simple tasks assigned to few or uncomplicated resources. DECIDE is the point where the comparison of the situation to the goals will dictate what corrective actions are needed to bring the performance of the enterprise in line with the plan. ACT is the direct management of resources to alter enterprise performance to close the gap between the current state and the DESIRED STATE. The Lawson-Moore model is a closed-loop execution model, continuously integrating data, making inferences about the environment, and managing resources to meet goals of the plan. The Lawson-Moore model does not address planning, but it does unite planning and execution. To develop an execution system, it is important to understand the distinction between planning and execution. You read "Scheduling Manufacturing Operations" in category "Papers" Figure 2: Lawson-Moore Model (aka Lawson Model) PLANNING AND EXECUTION Planning and execution are related, but not one and the same. Planning does not occur during execution; the plan should be formulated to allow for variations and alternate execution strategies. Business (or manufacturing or service) processes are set in place, serving as doctrine that unites actions within the enterprise. Processes should be compiled for all resource management, and serve as a set of procedures designed to achieve the best results from a united enterprise, while allowing for inspired actions and initiatives. The enterprise doctrine exists so that laborious planning for each individual operation need not repeated with every new plan. The more complex or unstable composition of enterprise resource, the greater the need for standardized procedures. This becomes the foundation of repeatable performance, reducing human variations to the least contributor of performance variations. Planning cannot deviate greatly from doctrine, and execution will fail without doctrine. It is possible that execution will look so different from the plan that the uninitiated will see no similarity, but if the goals of the plan are achieved, then the execution is successful. The next section will unite the inference model with the Lawson-Moore model to develop an information-centric execution model. DATA FUSION AS OPERATIONS MANAGEMENT SYSTEM Figure 3 shows the execution system that arises from merging inference and the Lawson-Moore model. For main components exist in this system: information collection, execution environment, human-machine interface (HMI), and evaluation. Information collection includes sensors and all other information gathering, and is a critical component to the resources managed by the OM system. The HMI is the primary means by which operators interact with the OM system. Evaluation is the component that applies performance measurements and other measures of effectiveness to determine the degree to which the execution system is meeting the goals of the plan. The execution system performs the data fusion, situation definition, and resource management. Figure 3: Data Fusion as Execution Environment Data flows from sensors contained in resources through data filtering to begin building inferences. Filtered data enters three levels of information processing. Level 1 processing aligns data in time, insures consistent units of measure, and accounts for any other physical aspects of the data. Data from different sources are aligned or correlated in order to develop meaningful inferences (e. g the color of the box has little to do with its volume, but its height, length, and width has a direct bearing on computing volume). The final function of Level 1 is identifying the situation for further processing in Levels 2 and 3. Level 2 assesses the situation within the context of the fusion process in use and available information from Level 1. Level 2 may require algorithms to augment sparse or missing data. Level 3 evaluates the situation and may direct actions to modify the use of resources to minimize deviations from plan goals. The communications between the three processing levels is continuous, forming an information loop within the execution environment to adapt to changes in the external environment. Short term and long term (historical) databases form the decision support system for the OM system. Corrective action can be automatic or require operator intervention as dictated by operation procedures. THE COMMON DENOMINATOR The integrated systems view for the enterprise is emerging as analysts focus on process-centric models and away from product- and information-centric models. Evidence is the REPAC model from AMR, shown in Figure 4. Recognizing the shortcomings of the functions intense MES and SCOR models, AMR developed a model that is focused on the business processes while supporting component assembly. Comparing that process-centric model with the information-centric model, common elements emerge. The main theme in REPAC COORDINATE is the need to schedule detailed activities from PLAN, utilizing feedbacks from EXECUTE and ANALYZE. These are the same themes addressed by the Lawson-Moore model. In both models, the key element is the ability to manage resources at the individual operations to achieve the goals set by the plan. This level of resource management is achieved by dynamic capacitated scheduling, supported by the real-time data from the environment and comparisons to the desired state established by the plan. Figure 4: AMR REPAC Model FCS: THE KEY TO OPERATIONS MANAGEMENT Whether OM is approached from a process- or information-centric model, finite capacity scheduling drives how resources are deployed to perform the tasks required to achieve the goals of the plan. The sequence of operations, the materials and labor required for operations, and the output of the operations all require supporting resources to act in sync with the business of implementing the plan. Finite capacity scheduling with the ability to account for multiple resource constraints and complex scheduling goals will be scalable to schedule both the lowest level of operation and the supporting resources. Planning is at best an approximation of the resource needs because planning cannot develop a precise quantification of labor, material, or time to meet the goals. Execution cannot begin until the set of actions, well matched to the available resources, is developed to load the operations and develop a timeline for the actions. Execution cannot continue unless the scheduling component can receive the feedback from the resources and develop alternative sets of actions that will best meet the goals of the plan. Only true finite capacity scheduling, design for real-time use, can integrate the planning and execution together to meet the enterprise objectives. CONCLUSION For manufacturing OM to achieve the goals of efficiency and agility, all aspect of planning, execution, and control are necessary to create an effective system. The bridge from the plan to the actions of the organization is dynamic resource management. For an organization with any degree of complexity, procedures need to be in place to establish the general guidelines of operations. In this imperfect world, the plan and procedures must be flexible enough to adapt. The control side provides data and accepts corrective action, but a dynamic element must exist in the OM system that allows for accepting a situation assessment and rapid response to degrading performance. The planning side requires feedback from the OM layer to create future plans. The baseline provided by planning drives the selection of enterprise operations, but the synchronization of these operations, and the alternative actions needed when the exceptions arise, comes from the power of true finite capacity scheduling. FCS is the means by which OM for manufacturing execution becomes a reality. How to cite Scheduling Manufacturing Operations, Papers

Consumer Behaviour Assessment-Free-Samples-Myassignmenthelp.com

Question: Discuss about the Consumer Behaviour. Answer: Introduction Consumer behaviour is a discipline of management through which marketers try to assess the consumer buying decisions(Ammi, 2013). Consumer behaviour assessment assists in judging customer needs so that organisations can fulfil them accurately. Background of the task Overall purchase behaviour of a consumer differs depending upon the involvement level of the products that consumer purchases(Blythe, 2013). An assessment of the consumer buyer behaviour helps organisations in devising marketing strategies to target consumers based on their decision making process(Armstrong, 2012) Therefore, analysis of buyer behaviour is very important to business organisations. Study of consumer behaviour classifies products as high and low involvement products (Close, 2012). Low involvement products are generally less expensive and frequently purchased products. The time spent on decision making of purchase of such products is low(East Wright, 2013). However, high involvement products are expensive and seldom bought products. The time and attention spent on such products is high(Hoyer, 2012). Therefore, consumer purchase decision and behaviour varies depending on involvement level of the product. Purpose of the report The purpose of this report is to assess the overall decision making process of high and low involvement products purchased by a customer during a particular week. This report also intends to assess the process involved in purchase decision of a high involvement product. Furthermore, the report will try to compare and contrast the difference in purchase decision of high and low involvement products. Format of the report The Report follows business format. A single customer is described through this report The report then discusses the low and high involvement purchase decisions of this single customer. In continuation, the purchase decision of high and low involvement products is compared. Further, insights gathered from the discussion are listed. Finally conclusions are drawn based on the findings. Description of the consumer Understanding of consumer behaviour is based on understanding of consumers traits and background(Kardes, 2014). Consumers are affected by their pear group, personal habits and other personal traits(Lantos, 2012). Therefore, it is important to understand the customer to understand further purchase decisions(Lantos, 2012) Following is the description of the consumer whose purchase decision analysis has been conducted in this report. The consumers age, habits and traits have an important role to play in consumer decision making process. Description of the customer Age 29 Gender Female Marital Status Single Family Living with Parent Education Level MBA Generational Cohort Adults born between 1961 and 1981) GEN Y Value segment Real Conservatism Conventional Family Life Psychographics Concerned with health and appearance Wants and enjoys a healthy lifestyle but is limited by time Finds fulfilment in family and career Prefers the radio over the TV Loves spending any time available with her daughter Does not enjoy shopping activities without a purpose Prefers to save than spend Personality Traits Loves people and society, altruistic, supports and cares Tidy and willing to help No problem to adapt to the majority, avoids controversy Respects authority Seeks contact with other people Likes control over environment Strongly oriented to reality and presence Looks for meaningful activities Table-1 Source: Made by Author (2016( Adapted from (Armstrong, 2012) The above description shows that consumer is a female belonging to the young generation. Hence, her purchase decisions may be youth centric. She may buy products that appeal to youth like fast food, fitness services and smartphones. Consumer is traditional by nature and believes in family values. Therefore, family oriented and traditional products may also appeal to her. Consumer behaviour insight Consumer insight mapping is required by business organisations to understand the exact nature of consumer demand and the purchasing pattern of the consumer(O'Shaughnessy, 2012). Consumer insight helps in creating a proper marketing message. Through consumer insight, the marketers can communicate in a way that can be understood by the people(Samli, 2012). Consumer insight involves understanding the customer needs and aspirations so that those products can be made available to them which they desire. The consumer matrix shows that the chosen consumer purchases grocery, food and health and fitness related items on a weekly basis. The customer is a young, single, female, student who purchases food and grocery items on a daily or weekly basis. Pear group is a major influencing factor for the customer. Additionally, items are also purchased based on past experience. The consumer believes in family values and has great concerns for health. The consumer goals include spending more time with family, live a healthy lifestyle and purchase value for money products so that money can be saved. Spending more than needed is a major fear of the customer while shopping. Therefore, priority areas of the customer are value for money shopping and healthy lifestyle. Analysis of decision making process of weekly purchases Weekly purchases are generally repeat purchases which satisfy basic and daily needs(Schmitt, 2010). These are also known as low involvement purchases. The customers weekly shopping items consists of food, grocery and health and fitness related products. Bread is a weekly purchased item as per the consumer matrix. Customer also purchases fruit , vegetable and chicken once a week. Customer spends on yoga and health supplements once a week. Most of these products like fruits, bread, burger, car petrol etc. are repeat purchases and low involvement products. Low involvement products are the products which are purchased without much time given to decision making process(Schiffman, 2013). During the purchase of low involvement products, customer purchases as per convenience and habit. Mostly these purchases occur due to influence from peers, parents or personal choices and same choices are repeated multiple time. Customer has purchased most of these items based on own experience and some li ke coffee on a colleagues suggestion. A few items on the consumers weekly shopping list can also be termed as moderate involvement. Moderate involvement products are those which are not extremely frequent but they are also not so expensive that consumer will spend a very long time deciding about them(Wells, 2012). Mostly moderate involvement products are purchased after a brief search and simple decision making(Baines, 2013). Peer group is the major influencing factor in moderate involvement products(Kotler, et al., 2015). Products like Yoga closes and Airline tickets were purchased by consumer after brief search and discussion with friends and family. However, too much time was not spent on information search and the products were purchased through a simple decision making process. Following chart throws light on low and medium involvement products. Low and Moderate Involvement Products Figure1: Source: Made by Author (2017) Based on (Kotler, et al., 2015) On analysis of the customers purchase matrix for the week, it can be observed that the weekly purchases involves basic needs fulfilling products like bread, noodles and coffee. These products are not very expensive; therefore, consumer does not pay too much attention to the nature of the product. The products are bought through convenient mediums like nearby caf and fast food restaurants. Additionally, there is not much analysis of the product after consumption. Therefore, the customer may continuously keep buying from the same place due to habit and convenience. For an organisation to bring about a change in this type of buying pattern, there is a need for extensive and dedicated marketing communication, so that the organisation can break through the habitual buying pattern of the consumer(Baker, 2012) .These are low involvement products; therefore, the customer does not spend time on deciding and does not actively look for product features. Therefore, marketing communication needs to be frequent and interesting to catch the consumers attention(Blakeman, 2014). Following chart shows the decision making process followed during purchase decision of low and moderate involvement products Purchase Decision process Low involvement Products Figure 2: Source: Made by Author(2017) Based on (Szmigin, 2014) The above process is followed by customer during every purchase(Armstrong, 2012). However, for small purchases and basic needs the problem identification is a continuous and frequent process(Sethna Blythe, 2016). According to the customer purchase matrix, a need was identified by the customer for certain basis need products like bread, burger, fruits and vegetables. Additionally, need was also identified for certain moderate involvement products like airline tickets. The customer did not do much information search for low involvement products and purchased them from the nearest market. There was not much evaluation of alternatives and customer purchased the bread and other basic needs items based on convenience and time saving. Customer was also aware of the quality of these items from previous purchases. As the customer was habitual of purchasing these products, not much post-purchase evaluation was done. Therefore, daily low involvement products were bought by the customer based on habit, convenience, less time criteria and low attention span(Blythe, 2013). Major influencers in purchase decision of customer in case of low involvement products were peer group and parents along with own past purchase experience. The consumer purchase matrix also has certain moderate involvement products like Yoga classes and airline tickets. These items were bought after limited information search and discussion with peer group. However, the consumer was not overly involved in the purchase and made a decision after a short search. Post purchase evaluation was not too extensive and very strong opinion was not formed about the product. Therefore, less attention span and less information search are the features of low and moderate involvement products Analysis of purchase of high involvement product In contrast to low involvement products, high involvement products are more expensive; therefore, more time is spent on searching about such products(Armstrong, 2012). Additionally, the need for such products is an advanced need. Such needs arise from need for comfort or luxury(Ammi, 2013). High involvement product which the customer recently purchased is IPhone 7 Plus. This is a high end smartphone for heavy users(Ammi, 2013). Customer was looking for a brand switch as she was not satisfies with the earlier smart phone, Samsung Note. Customer had issues with android operating system as well. Therefore, past purchase was not satisfactory. Hence, customer felt a need for replacement of the phone. As the customer was not satisfied with android operating system, the next available option of IOS was opted for by her. The customer asked friends and also searched on the internet regarding good IOS phones. IPhone 7 plus appealed to the customer due to its good reviews, colour and shape. Additionally, a friend also influenced the customers choice. After information search and getting convinced about this new phone the customer made the purchase decision. It can be deduced from the above that IPhone 7 Plus was purchased after an extensive information search. As this was an expensive high involvement product, there was an extensive evaluation of the product and the customer found the product satisfactory. Therefore, in case of high involvement products, more attention is given to the product and customer is highly involved in the purchase decision. Comparison between the purchase decision of high and low involvement products Consumer purchase decision is dependent on many varying factors(Armstrong, 2012). Some consumers are able to make quicker decisions based on their knowledge and experience(Armstrong, 2012). However, decision making can be divided into two broad categories; High involvement decision making and low involvement decision making. Following chart makes a comparison between low and high involvement decision making. High involvement Vs Low Involvement purchase decesion Figure 3: Source: Made by Author (2017) Adapted from (Armstrong, 2012) Consumer purchased daily need products like food, health and fitness services throughout the week. These were low to moderate involvement products as they were relatively cheaper, were a part of habitual baying and did not feature on high attention span list of the customer. Consumer made the decision of purchasing these products based on past purchase experience, experience of a friend and parents. Convenience and easy availably were also factors which influenced this decision making. Low involvement purchases are purchased frequently. For example, the purchase of bread and burger which the customer purchased in this week may get repeated next week as well. following is the process followed during low involvement product purchase Low Involvement Products Purchase Decision Process Figure 4: Source: Made by Author (2017) Adapted from (Ammi, 2013) Therefore, in case of low involvement products, decision making is simple and based on fast satisfaction of needs and convenience. In the case of the customer being analysed, the purchase was based on low involvement, quick decision making based on past purchase and advice from peer group. For example, the customer bought bread from the shop that had supplied the bread in the past to the customer. Customer did not do much information search. Additionally, not much past purchase evaluation was done. Adjustment was made based on experience and repeat purchase was made based on habit or adjustments made as per past purchase. Even if the customer gets dissatisfied ,she would just shift to another product without giving too much attention to the dissatisfaction. On the other hand, in case of high involvement products, decision making process is longer. Customer is greatly impacted by the decision because the products are expensive. In the case of this customer, there was dissonance with proviso product hence, there was even more caution in purchase decision. The customer did extensive information search and then chose the product which suited the requirements in the best possible manner. The basic difference between the process of high and low involvement products is that the information search is more intensive in these products. The reason is that these products are very expensive and are purchased once in a while. Following is the process followed by the customer to make the purchase decision. High Involvement Products- Purchase Decision Process Figure 5: Source: Made by Author, Adapted from (Ammi, 2013) As propounded by this process, the customer identified a need for a new high end smart phone. Additionally, as the customer was not satisfied with past purchase experience, she was even more cautious in making the new decision. Unlike the low involvement products, customer indulged in extensive information search. Information was gathered from internet, friends and product reviews in magazines and newspapers. Ultimately, based on the dissonance of the past purchase, the customer decided not to buy android devices and buy Iphone7 plus instead, which is an IOS operated device. A lot of time was given to the decision making process and many different aspects regarding the product was debated upon by the customer. Unlike low involvement purchase, the decision was not quick or based on convenience and availably. Lot of evaluation was done post purchase and strong opinions about the product were formed by the customer based on purchase experience. Therefore, a lot of difference exists in approach towards purchase of high and low involvement products. Key Insights as observed from the purchase behaviour of the customer Following are the key insights which came out of the analysis of the customer buying decision- Low involvement purchases are the weekly purchases which the customer makes for satisfaction of basic needs, Customer does not spend too much time on these purchases and makes decisions which are based on convenience or easy availability. Influence of friends, parents or past purchases have a great role to play in such purchases. The justification for low involvement in basic needs products is that they are inexpensive and purchased frequently. Hence, any mistake in purchase can be rectified in the next purchase. Strong opinions about the products are not made and the customer cans easily shift to other products in case of dissatisfaction. The reason for this type of behaviour is inexpensive and frequently bought product. Therefore, customer does not spend too much time to look out for information on these products. Such products need frequent and repetitive advertisement to make a place in the customers mind On the other hand, high involvement products are expensive and are brought once in a while. A mistake in the purchase cannot be rectified. Therefore, customers spend a large amount of time to look for such products and follow extensive information search. They learn from experience of friend, family and their own past experience. As a lot of money is involved, customers make the decision after taking into account all features of the product. Additionally, post purchase evaluation is also extensive and the customer makes strong opinion about the product. The reason for this behaviour is expensive and seldom bought products. Conclusion Consumer behaviour is a complicated process which involves understanding of buyer behaviour. Customers show different buyer behaviour for different types of products. Therefore, marketers need to understand involvement level of customers to properly understand their needs and wants. References Ammi, C., (2013) Global Consumer Behavior. New Jersey: John Wiley Sons. Armstrong, G., (2012) Marketing: An Introduction. New Delhi: Pearson Education. Baines, P., (2013) Essentials of Marketing. Oxford: Oxford University Press . Baker, M., (2012) The Marketing Book. New Jersy: Routledge. Blakeman, R., (2014) Integrated Marketing Communication: Creative Strategy from Idea to Implementation. Plymoth: Rowman Littlefield. Blythe, J., (2013) Consumer Behaviour. London: SAGE. Boone, L., (2011) Contemporary Marketing. New York: Cengage Learning. Close, A., (2012) Online Consumer Behavior: Theory and Research in Social Media, Advertising, and E-tail. New York: Routledge. East, R. Wright, M., (2013) Consumer Behaviour: Applications in Marketing. London: SAGE. Hoyer, W. D., (2012) Consumer Behavior. New York: Cengage Learning. Kardes, F., (2014) Consumer Behavior. New York: Cengage Learning. Kotler, P. et al., (2015) Marketing. Melbourne: Pearson Higher Education AU,. Lantos, G. P., (2012) Consumer Behavior in Action. New York: M.E. Sharpe,. O'Shaughnessy, J., (2012) Consumer Behaviour: Perspectives, Findings and Explanations. London: Palgrave Macmillan. Samli, A. C., (2012) International Consumer Behavior in the 21st Century: Impact on Marketing Strategy Development. humburg: Springer Science Business Media. Schiffman, L., (2013) Consumer Behaviour. Melbourne: Pearson Higher Education AU. Schmitt, B. H., (2010) Customer Experience Management: A Revolutionary Approach to Connecting with Your Customers. Melbourne: John Wiley Sons. Sethna, Z. Blythe, J., (2016) Consumer Behaviour. London: Sage. Szmigin, I., (2014) Consumer Behaviour. Oxford: Oxford University Press. Wells, V., (2012) Handbook of Developments in Consumer Behaviour. Cheltenham: Edward Elgar Publishing.