Customer Relationship Management Dimensions

Customer Relationship Management Dimensions Purpose The primary objective of this paper is to develop a conceptual framework that depicts the impact of customer relationship management (CRM) dimensions on employee job satisfaction within the customer contact center industry. Design/methodology/approach This paper uses a qualitative methodology that comprises of a comprehensive literature review of both academic researches and industry reports. Findings Evidences from the extant literatures have suggested that effective implementations of the four dimensions of CRM (Customer Orientation, CRM Organization, Knowledge Management and Technology Based CRM) will positively effect employee job satisfaction within the customer contact center industry. Research limitations/implications Given that this paper is based on qualitative approach, there is need to embark on empirical data gathering to validate the conceptual model presented. Practical implications The paper suggest that to achieve operational efficiency together with employee job satisfaction, there is need for customer contact centers to integrate CRM dimensions into its operations and measurement practices. Originality/value This paper primarily conceptualize a measurement model that would assist in determining the impacts of CRM on employee job satisfaction and performance within the contact centers. It generally provides contact center Executives with CRM focus, by complementing recent works that have been conducted on the role of CRM constructs in improving employee job satisfactions and organizational performances. It concluded by proposing a model for future testing. Keywords Customer Relationship Management (CRM), contact centers, call centers, employee job satisfaction, caller/customer satisfaction, service quality Paper type Conceptual paper Introduction Customer Relationship Management (CRM) as referred is a concept that derives its popularity since 1990s. It is said to offer a long term changes and benefits to businesses that chose to adopt it. CRM has been argued to enable companies to successfully interact with their customers in a dynamic and profitable manner (Aihie and Bennani, 2007; Adam and Michael, 2005; Gummesson, 2004; Sin et al, 2005). However, many scholars still debate over what should exactly constitute CRM; some says CRM are nothing more than mere software, while others says it is a modern means of satisfying customers requirement at profit (Soon 2007; Nguyen et al, 2007; and Eric et al, 2006). CRM was also defined by Nguyen et al (2007) as information system that allows organizations to track customers interactions with their firms and allows employees to instantly pull up information about the customers such as past sales, service records, outstanding records and unresolved problem calls. Customer Relationship Management (CRM) is a unit of a bigger Marketing Management which is the art and science of choosing target markets and building profitable relationships with them by delivering superior customer value and satisfaction (Dean, 2007, Eid, 2007; Adam and Michael, 2005; Gummesson, 2004; and Fox and Stead, 2001). McNally (2007) defines CRM as a system which allows both internal and external customers of an organization to critical information through the integration of companys telephone system, Chat groups, Interactive voice response, facsimile transmission, electronic data interchange, Voice over internet, Web sites and e-mail touch points that will result in satisfying customer self services for new product purchases, assist in up-selling and cross selling and creating customer loyalty, value and profitability. While different researchers believed that there is no one correct definition of CRM, this research would like to define CRM as Organizations ability to efficiently integrate people, process, and technology in maximizing positive relationships with both current and potential customers. Authors such as Sin et al (2005) argued that CRM is a strategic business process that involves an efficient management of detailed information about current and potential customers channeled through a carefully arranged customer touch points that assist in maximizing customer loyalty and minimizing costs. Other scholarly arguments have also established that the cost implications in CRM implementations are double sided, from one from the company and the other from the customers (McNally, 2007; Wang et al., 2006; Sin et al., 2005, Yim et al., 2005). On one hand, the customer is able to reduce the cost of traveling to the respective companies to get what they need, while the companies are able to save cost on both their human resources, processes and promotions (Wang et al., 2006; Sin et al., 2005). To strengthen their arguments, Sin et al (2005) explained that whatever orientation that an organization might have put in place, the primary role of marketing management is to create a positive relationship with customers. Exploring CRM literatures Findings from recent researches have been indicating the enormous opportunities CRM is availing employees of several organizations in getting detailed customer information to make quick and intelligent business decisions that will resolve issues and provide efficient service to the customers (Soon, 2007; Rajshekhar et al., 2006; Yim et al., 2005; Adam and Michael, 2005). Similarly are arguments from both academic literatures and industry reports which have established the importance of customer relationship management in marketing activities, specifically in the customer contact centers where it has helped in digitalizing staffs knowledge about organizations customers through computer telephony integration, fax, email, web chatting etc (Dean, 2009; 2007; Sin et al., 2005; Yim et al., 2005; Roland and Werner, 2005). While this current study cannot disconfirm the available arguments in favor of CRM applications on employee job satisfactions and performance, there are reliable data that shows a range of major issues that is globally affecting contact centers such as shortage of skilled employees, high abandonment rate, high average speed of answer, employee job dissatisfaction, high attrition rate, high cost of operations, and customer dissatisfaction (Chen eta l., 2010; Callcentre.net, 2008; 2003; McNally, 2007; Adam and Michael, 2005). The model that is created from the literature review From the findings in the extant literature reviews, below is the proposed conceptual model. Relevant literatures in support of each constructs are detailed under the elements of each variable. + + + + Figure 1: CRM Dimensions and Employee Job Satisfaction Model Independent Variables: CRM Dimensions Based on the review of past related literatures on CRM and detail interview with some selected CRM managers, Sin et al (2005) hypothesized that the concept of CRM is a multi dimensional construct which consist of four broad behavioral components in every implementing organizations: key customer focus, CRM organization, knowledge management, and technology based CRM (Sin et al, 2005). They argued that their findings is in accordance with the general notion that a successful CRM is primarily designed to address four key areas in the implementing organization: corporate strategy; people; technology; and processes (Sin et al, 2005; Fox and Stead 2001), and that it is only when all these four components works according to target that a company will experience a superior customer related capability. It was equally argued that for a company to be able to maximize its long term performance in metrics such as customer satisfaction, employees trust, satisfaction and commitment, and return on investment, such a company must build, maintain, and do everything possible to establish the four dimensions of CRM (McNally, 2007; Bang, 2006; Wang et al., 2006; Sin et al, 2005; Yim et al., 2005). Customer Orientations Evidences from marketing literatures, IT literatures and Industry practices agreed to the fact that customer centric focus is a pre-requisite to any successful CRM Projects, particularly in shaping the minds and actions of the employees in becoming customer oriented (Dean, 2007; McNally, 2007; SQM, 2007; Roland and Werner, 2005; Callcenter.net, 2003). Looking at it from the contact center perspective, Dean (2002) defined customer Orientation as the degree to which an organization emphasizes on meeting customer needs and expectations for service quality. Dean (2004) went further to argue that customer orientation should incorporate commitment to customer needs and utilizing the available resources in gathering and efficiently managing customer feedback for effective decision making by the employees. Over the last twenty years, the concept of customer orientation have started to be very critical in the field of marketing management practices and theories, with apparent conclusions in support of the statement that any organization that adopts customer orientation approach are more likely to establish the required customer quality, increase its employee and customer satisfactions, and able to achieve the desired organizational objectives more efficiently than its competitors (Chen et al., 2010; Dean, 2007; Roland and Werner, 2005; Sin et al., 2005; Yim et al., 2005; Brady and Cronin, 2001; Lukas and Ferrell, 2000; Narver and Slater, 1990). To Sin et al (2005), they argued that although it is observed that most empirical studies have been concentrating on the degree and measurements of the concepts, but the extant literatures have long neglected the variations in the customer orientation dimensions or the features of the concepts as exhibited by each organizations (Sin et al., 2005). Therefore the general literatures on customer orientation could be argued as not been widely practiced specifically by the contact center professionals in the manner advocated by Sin et al (2005) and supported in other literatures such as Roland and Werner (2005) and Dean (2007) were they all have empirically established a positive linkages between customer orientation, perceived service quality, employee job satisfaction and customer satisfaction. Similarly are previous researches such as Kohli et al (1993) and Berry (1995) that cites several empirical studies that have suggest a linkage between the customer orientation and customer satisf action. Sources from other extant literatures have suggested that customer orientation (CO) is positively related to CRM adoption and customer relationships outcomes (Dean, 2007 and 2002; Eid 2007; James 2004). Customer orientation is said to reflect a companys culture on customers focus, needs and feedbacks (Dean 2007). In a very developed customer oriented approach, it is argued that there should be a continuous ongoing information collection and dissemination about customer and competitor for better decision making process by the employees (Kohli and Jaworski, 1993). The culture of customer orientation in a firm is considered to be very significant in the successful adoption, implementation and acceptance of CRM technology by its employees (Nguyen et al, 2007; Dean, 2007; and Eid 2007). Several other studies have also emphasized that there exist a stronger relationship between customer orientation and employee satisfaction, especially in the service industries where employees are the firs t contact with the customers and taking into consideration the length of time employees spend with customers in the contact center industry (Bhimrao and Janardan., 2008; McNally, 2007; Soon, 2007; Wang et al., 2006; Bang, 2006; Sarah and Meredith., 2006; Roland and Werner., 2005; Feinberg et al, 2002). Given the aforementioned evidences and many more empirical findings that have establish customer orientation as an important antecedent of competitive advantage and business profitability (Brady and Cronin, 2001; Narver and Slater, 1990), probing and measuring the impact of this orientation on employee job satisfaction is said to have captured the attentions of researchers (Wang et al., 2006; Sin et al, 2005; Yim et al., 2006). This research postulates that: H1: Customer Orientation of the customer contact center is positively related to Employee Job Satisfaction. CRM Organizations CRM organization has been argued as an essential means through which fundamental changes in terms of how firms organized and conduct its business processes around employees and customers can be actualized (Wang et al., 2006; Sin et al., 2005; Yim et al., 2005). Implementing firms are encouraged to pay necessary attentions to the inherent organizational challenges in the CRM initiatives (Rajshekhar et al., 2006; Adam and Michael, 2005). Both Wang et al (2006), Sin et al (2005) and Yim et al (2005) have all empirically tested and established that there exist a positive relationship between CRM organization and customer satisfaction, with serious emphasis on the positive roles of the employees. They argued further that the key considerations for any successful CRM to be implemented within the whole firm are organizational structures, the organization wide commitment of available resources, human resource management policies and employee job satisfaction that positively worked together t o influence customer satisfaction (Wang et al., 2006; Sin et al., 2005., Yim et al., 2005). By organizational structure means that CRM applications requires that the entire strategic business units in such firms be design to jointly work together towards achieving a common goal in terms of building a strong long-term customer relationships (Sin et al., 2005; Yim et al., 2005). For better efficiency of such organizational structure, it was advised that firms should incorporate productive process teams, cross discipline segment groups and customer focused departments (Aihie and Bennani, 2007; Sin et al., 2005; Yim et al., 2005). All the aforementioned structural designs are said to require a strong inter-functional coordination between the different departments, a statement that further confirms the existence of a positive relationship between CRM organization and employee job satisfaction and performance (Rajshekhar et al., 2006). Due to the high cost involvement of CRM applications, Sin et al (2005) and Yim et al (2005) conceptualized and established the importance of organizations wide commitment of resources to the intended design of CRM structures as having a positive relationship with employee satisfaction, performance and customer satisfaction. Also very important in their findings are the argument in favor of CRM organization as the established link between the human resources and the marketing interface (McNally, 2007; Sin et al., 2005). Also relevant in this area of studies are literatures such as Dean (2007) and Roland and Werner (2005) that empirically established that there exist a positive relationships between CRM dimensions (specifically customer orientation), employee job satisfaction, perceived service quality and customer satisfactions. Dean (2007), Roland and Werner (2005), Sin et al (2005) and Yim et al (2005) all empirically argued that this is a stage where firms need to logically instill in its customer service representatives the utmost importance of the CRM dimensions in order to positively influence employee job satisfaction, first call resolution, customer satisfaction and organization overall performance. In their concluding remarks they emphasized on four significant firms internal marketing processes, which includes employee empowerment, effective internal communications, standard reward systems, and employee involvement as efficient means of actualizing CRM organizations on employee job satisfaction and performance (Sin et al., 2005). In view of this, this research Hypothesize that: H2: CRM Organization of the customer contact is positively related to Employee Job Satisfaction Knowledge Management With reference to the knowledge based view theory of the firm, it states and I quote that the primary reason for any companys existence is to possess the ability to create, transfer, and efficiently utilize its available knowledge (Acedo et al, 2006; Meso and Smith, 2000; Miller and Shamsie, 1996). Whereas, looking at this from the angle of CRM concept in Marketing, knowledge can be describe as whatever a company or individual has learnt from experience/practice or any empirical study of consumer data (Nguyen et al., 2007; Sin et al., 2005). This will bring us to the key facets of knowledge management dimension which includes a companys knowledge learning and generation, its knowledge dissemination and sharing, and finally knowledge responsiveness (Wang et al., 2006; Sin et al., 2005; Yim et al., 2005). As previously discussed that Knowledge about key customers in a company is important for a successful CRM application (Rajshekhar et al., 2006), because it could be use as a master plan to developing a learning relationship between the employees and companys current and potential customers (Nguyen et al., 2007) and thereby availing each organization the opportunity to a successful establishment of a stronger competitive strength in the market through employee job satisfaction and customer satisfaction (Roland and Werner, 2005; Dean, 2004). It is premised on these arguments that both Sin et al (2005) and Yim et al (2005) have conceptualized and empirically established a positive relationship between employee knowledge acquisition and usage, employee satisfaction and customer satisfaction. Also very important under this heading is Customer information, such as customers needs and preferences which may be captured by both directly or indirectly, via a two way communications in the compa nys interactive feedback system (Sin et al., 2005). As argued that the primary reason of knowledge generation is for affording a 360 degree customer view, through an appropriate business intelligence tools such as data mining, data warehouse, and data mart all which could assist a company to incorporate a customer information into its strategic business intelligence (Rajshekhar et al., 2006; Sin et al., 2005). Therefore, it became very important for organizations to develop a sound mechanism for sharing the existing customer knowledge that will facilitate the concerted actions that could positively influence employee knowledge, satisfaction and performance in all the strategic business units of every organization (Sin et al., 2005). Finally it is arguable that marketing is now more concerned with better means of responding to customer demand, with the general believes that actions taken in a prompt manner not only enhance service quality, but also foster positive long-term relationships with both employees and the customers (Dean, 2007; Roland Werner, 2005; Antonio et al., 2005; and Sin et al., 2005; Yim et al., 2005). This leads to the following Hypothesis: H3: Knowledge management of the customer contact center is positively related to Employee Job Satisfaction. Technology Based CRM Although it has been established that consumers do complained about the time and efforts that is required in getting their individual questions or problems solved whenever they interact with contact centers (SQM, 2007; Call Centre.net, 2003), but equally important are arguments in favor of careful implementations of CRM Screen Pop-Up as an effective means of improving customer service representative satisfaction and performance, first call resolution, and caller satisfactions while simultaneously reducing the contact center processing costs (SQM, 2007; Yim et al., 2005; Call Centre.net, 2003). This is because most of the findings in the existing literatures and industry reports aptly depict that the major cost of running a call centre is the labor cost (Levin, 2007a), a strong need why every organizations must efficiently link is technological applications to its employee acceptance, satisfaction and performance (McNally, 2007). Meanwhile, not only within the contact centers that CRM technologies and systems are beneficial (McNally, 2007), there are enormous evidence in support of CRM systems as complements to other systems such as enterprise research planning systems etc (Nguyen et al, 2007; Dean, 2007; and Eid 2007). Evidence from existing contact center literatures shows that several authors have argued in favor of FCR technology enablers through intelligent skill based routing as a good means of achieving FCR, employee job satisfaction and caller satisfaction (SQM, 2007; Callcentre.net, 2003). This is because through the application of CRM technologies such as first call resolution enablers, contact centers can match their customers and/or their call types with the appropriate customer service representatives knowledge and skills (SQM, 2007). Equally observed in the extant literatures is the suggestion that there are two aspects of CRM systems integration that are pertinent to the adoption of this technology. Eid (2007) describes the first part as integration into the existing organizational systems and applications, while the second integration is done across other functional customer contact touch points. Part of the available evidence as identified by this research is that it is widely possible for researchers and practitioners to determine if an organization has put in place CRM technologies, but the major issues starts from measuring the effectiveness of CRM technology utilization in terms of user acceptance, and the desired operational performance which is argued to have since been neglected and has been confirmed as very vital to the success of the implementing firm (Sin et al., 2005; Yim et al., 2005; Ravipa and Mark, 2004). The existing academic and practitioner literatures on CRM are mostly in the areas of cust omer database, contact centers, online chatting systems, e-mails, Internets and some organizational group support systems, further creating a vacuum for future research in determining the impact of CRM technology on employee job satisfaction (McNally, 2007; Nguyen et al, 2007; Adam and Michael, 2005; Sin et al., 2005; James, 2004). Furthermore, some literatures contend that a companys ability to link the CRM system to different strategic business units such as marketing, finance, distribution, operations, and human resources will provide additional value to both internal and external users, and more importantly to the achievement of both employee and customers satisfactions (Aihie and Az-Eddine, 2007; Coltman, 2007; Nguyen et al 2007; Roland and Werner, 2005; Yim et al., 2005). If efficiently managed, CRM system is argued as having the capacity to assist organizations in handling customer queries and complaints more professionally with both accurate and timely information that would assist in reducing employee role stress, attrition rate and subsequently increasing employee job satisfaction, first call resolution and customer satisfaction (McNally, 2007; SQM, 2007; 2005). Also very important in this area of research is the a benefit inherent in the integration of every unit of the customer contact centers whether inbound, outbound or web enabled via CRM technology that provides a great opportunity for seamless and transparent services in customer touch points (Yim et al., 2005). In relation to the above, the extent of a companys CRM integration will strengthen its ability to resolving customers request in the first call resolution, and also give opportunity for achieving both employee and customer satisfactions (Dean, 2007; SQM, 2007; Sin et al., 2005; Yim et al., 2005). The above has led this research into hypothesizing that: H4: Technology based CRM of the customer contact center is positively related to Employee Job Satisfaction. Dependent Variable: Employee Job Satisfaction Issues on employee satisfaction are very much available in several studies, in which the majority postulates a positive relationship between employee satisfaction and customer satisfaction (Florian et al, 2007; Dean, 2007; Bernard and Stephen, 2004; Gummesson, 2004). These are so because employee and customer satisfaction are often measured in different ways by marketing researchers, where the majority has stated that employee job satisfaction has a clear effect on customer satisfaction (Eric et al, 2006; Coltman, 2007; Christian, 2005; Gummesson, 2004). Evidences from other recent researches have also confirmed that the relationship between employee satisfaction and performance could be strengthened if there is a high frequency of customer interaction with the employees (Dean, 2007; Florian et al, 2007; Christian, 2005; and Kode et al 2001). Whereas two major existing literatures in the contact center industry by Roland and Werner (2005) and McNally (2007) have empirically established that there exist a positive relationship between customer orientation, employee job satisfaction and customer satisfaction. In Roland and Werner (2005), they argued, tested and established that employee job satisfaction positively mediate the link between customer orientation and customer satisfaction of the contact center industry. A critical look at the foregoing information shows that all the above conditions currently exist in the customer contact centers. Because customer contact center employees enjoys a high level of customer interaction and the existing services within the contact centers shows that there is integration between external factors and the service delivery processes. A review of the reasons behind the relationship between employee satisfaction and customer satisfaction is often argued on the premise that the positive effects on every customer satisfaction are mediated by an existing positive effect on working performance (Florian et al, 2007). Importantly, the service marketing literatures have shown that there exist a positive effect of employee satisfaction on employees working performance and perceived service quality (Sarah and Meredith, 2006; Rodoula, 2005; Zeithaml et al, 1985). With evidences from the above extant literatures, this research supposes that employee job satisfaction positively goes along with the psychological state of organization customer orientation, CRM organization, knowledge management and technology based CRM. Conclusion, limitations and directions for future research Despite increasing acknowledgement of CRM importance, disappointedly very little studies have focused on the impacts of CRM dimensions on customer contact center performances (Soon, 2007; Bang, 2006; Yim et al., 2005). In support of the above emphasis are ample of evidences provided by several sources on the severe employee job dissatisfactions and customer dissatisfactions with contact centre systems and services across the globe (Callcentre.net, 2008; 2003; SQM, 2007; Feinberg et al., 2002; 2000; Miciak and Desmarais 2001), and that the major problems are stemming from factors such as lack of established customer orientation, CRM organization, knowledge management, and technology based CRM (Chen et al., 2010; McNally, 2007; SQM, 2007; Wang et al., 2006; Bang, 2006; Sin et al., 2005; Yim et al., 2005), The findings in this research indicate that there is strong reason to modifying the existing CRM implementations and organization performance measurements within the contact center in dustry. More importantly in areas such as measuring employee job satisfaction, first call resolution, customer satisfactions and dissatisfactions. Beyond these findings is a main limitation in the qualitative approach that was applied in this research, a strong factor that is limiting the ability to generalize its findings and recommendations to all industries and countries. Importantly, suggestions from this research are not quantitatively backed by empirical data and appropriate statistical analysis that could validate the proposed theoretical linkages that exist between CRM dimensions and employee job satisfaction, thereby further limiting its diagnostic power of predictions. To rectify the observed limitations, this research suggests that there is need for future study to embark on empirical data gathering to validate the proposed model. However, as could be noted that this research has conducted a detailed literature review to establish the positive relationships that exist between CRM dimensions and employee job satisfaction, it is important for future researchers to conceptualize and if possible determine other construct s for measuring employee job satisfaction within the contact centers, specifically the inbound call centers.

The Role of the Sirens in Homers Odyssey Essay -- Homer Odyssey Essay

The Role of the Sirens in Odyssey The Sirens in the Odyssey represent more than just a maritime danger to the passing ship. They are the desires of man that he cannot have. The Sirens can also be construed as forbidden knowledge or some other taboo object. Whatever these singing women actually are, the sailors are wise to avoid them. As usual, the wily Odysseus cheats at the rules of the game by listening to their song under the restraints constructed by his crew. In their critical review, Horkheimer and Adorno treat the song of the Sirens as a forbidden knowledge of everything. The Sirens represent man's enlightenment. The two writers state, "Even though the Sirens know all that has happened, they demand the future as the price of that knowledge, and the promise of the happy return is the deception with which the past ensnares the one who longs for it" (Horkheimer and Adorno 48). Even though these critical readers do not mention it, they have repeated a story from the Bible. Adam and Eve also sought enlightenment. Once they tasted the apple and gained knowledge, their futur...

The Rhymes in Christina Rossetti’s Echo

In the three-stanza lyric poem â€Å"Echo,† Christina Rossetti uses rhyme as a way of saying that one might regain in dreams a love that is lost in realit. As the dream of love is to the real love, so is an echo to an original sound. From the comparison comes the title of the poem and also Rossetti’s unique use of rhyme. Aspects of her rhyme are the lyric pattern, the forms and qualities of the rhymng words, and the special use of repetition. The rhyme pattern is simple, and, like rhyme generally, it may be thought of as a pattern of echoes. Each stanza contains four lines of alternating rhymes concluded by a couplet: a b a b c c. There are nine separate rhymes throughout the poem, three in each stanza. Only two words are used for each rhyme; no rhyme is used twice. Of the eighteen rhyming words, sixteen — almost all — are of one syllable. The remaining two words consist of two and three syllables. With such a great number of single-syllable words, the rhymes are all rising ones, on the accented halves of iambic feet, and the end-of-line emphasis is on simple words. The grammatical forms and positions of the rhyming words lend support to the inward, introspective subject matter. Although there is variety, more than half the rhyming words are nouns. There are ten in all, and eight are placed as the objects of prepositions. Such enclosure helps the speaker emphasize her yearning to relive her love within dreams. Also, the repeated verb â€Å"come† in stanzas 1 and 3 is in the form of commands to the absent lover. A careful study shows that most of the verbal energy in the stanzas is in the first parts of the lines, leaving the rhymes to occur in elements modifying the verbs, as in these lines: Come to me in the silence of the niqht (1) Yet come to me in dreams, that I may live (13) My very life again though cold in death; (14) Most of the other rhymes are also in such internalized positions. The free rhyming verbs occur in subordinate clauses, and the nouns that are not the objects of prepositions are the subject (10) and object (11) of the same subordinate clause. The qualities of the rhyming words are also consistent with the poem’ emphasis on the speaker’s internal life. Most of the words are impressionistic. Even the concrete words — stream, tears, eyes, door, and breath — reflect the speaker’s mental condition rather than describe reality. In this regard, the rhyming words of 1 and 3 are effective. These are night and bright which contrast the bleakness of the speaker’s condition, on the one hand, with the vitality of her inner life, on the other. Another effective contrast is in 14 and 16, where death and breath are rhymed. This rhyme may be taken to illustrate the sad fact that even though the speaker’s love is past, it can yet live in present memory just as an echo continues to sound. It is in emphasizing how memory echoes experience that Rossetti creates the special use of rhyming words. There is an ingenious but not obtrusive repetition of a number of words — echoes. The major echoing word is of course the verb come, which appears six times at the beginnings of lines in stanzas 1 and 3. But rhyming words, stressing as they do the ends of lines, are also repeated systematically. The most notable is dream, the rhyming word in 2. Rossetti repeats the word in 7 and uses the plural in 13 and 15. In 7 the rhyming word sweet is the third use of the word, a climax of â€Å"how sweet, too sweet, too bitter sweet.† Concluding the poem, Rossetti repeats breath (16), low (17), and the phrase long ago (18). This special use of repetition justifies the title â€Å"Echo,† and it also stresses the major idea that it is only in one’s memory that past experience has reality, even if dreams are no more than echoes. Thus rhyme is not just ornamental in â€Å"Echo,† but integral. The skill of Rossetti here is the same as in her half-serious, half-mocking poem â€Å"Eve,† even though the two poems are totally different. In â€Å"Eve,† she uses very plain rhyming words together with comically intended double rhymes. In â€Å"Echo,† her subject might be called fanciful and maybe even morbid, but the easiness of the rhyming words, like the diction of the poem generally, keeps the focus on regret and yearning rather than self-indulgence. As in all rhyming poems, Rossetti’s rhymes emphasize the conclusions of her lines. The rhymes go beyond this effect, however, because of the internal repetition — echoes — of the rhyming words, â€Å"Echo† is a poem in which rhyme is inseparable from meaning.

Biography of Daniel Webster, American Statesman

Biography of Daniel Webster, American Statesman Daniel Webster (January 18, 1782–October 24, 1852) was one of the most eloquent and influential American political figures of the early 19th century. He served in the U.S. House of Representatives, in the Senate, and in the executive branch as the Secretary of State. Given his prominence in debating the great issues of his day, Webster was considered, along with  Henry Clay  and  John C. Calhoun, a member of the Great Triumvirate. The three men, each representing a different region of the country, defined national politics for several decades. Fast Facts: Daniel Webster Known For: Webster was an influential American statesman and orator.Born: January 18, 1782 in Salisbury, New HampshireParents: Ebenezer and Abigail WebsterDied: October 24, 1852 in Marshfield, MassachusettsSpouse(s): Grace Fletcher, Caroline LeRoy WebsterChildren: 5 Early Life Daniel Webster was born in Salisbury, New Hampshire, on January 18, 1782. He grew up on a farm, and worked there during the warm months and attended a local school in the winter. Webster later attended Phillips Academy and Dartmouth College, where he became known for his impressive speaking skills. After graduation, Webster learned the law by working for a lawyer (the usual practice before law schools became common). He practiced law from 1807 until the time he entered Congress. Early Political Career Webster first attained some local prominence when he addressed an Independence Day commemoration on July 4, 1812, speaking on the topic of the war, which had just been declared against Britain by President James Madison. Webster, like many in New England, opposed the War of 1812. He was elected to the House of Representatives from a New Hampshire district in 1813. In the U.S. Capitol, he became known as a skillful orator, and he often argued against the Madison administrations war policies. Webster left Congress in 1816 to concentrate on his legal career. He acquired a reputation as a highly skilled litigator and argued several prominent cases before the U.S. Supreme Court during the era of Chief Justice John Marshall. One of these cases, Gibbons v. Ogden, established the scope of the U.S. governments authority over interstate commerce. Webster returned to the House of Representatives in 1823 as a representative from Massachusetts. While serving in Congress, Webster often gave public addresses, including eulogies for Thomas Jefferson and John Adams (who both died on July 4, 1826). He became known as the greatest public speaker in the country. Senate Career Webster was elected to the U.S. Senate from Massachusetts in 1827. He would serve until 1841, and would be a prominent participant in many critical debates. Webster supported the passage of the  Tariff of Abominations  in 1828, and that brought him into conflict with John C. Calhoun, the intelligent and fiery political figure from South Carolina. Sectional disputes came into focus, and Webster and a close friend of Calhoun, Senator Robert Y. Hayne of South Carolina, squared off in debates on the floor of the Senate in January 1830. Hayne argued in favor of states rights, and Webster, in a famous rebuttal, forcefully argued for the authority of the federal government. The verbal fireworks between Webster and Hayne became something of a symbol for the nations growing divisions. The debates were covered in detail by newspapers and watched closely by the public. As the  Nullification Crisis  developed, Webster supported the policy of  President Andrew Jackson, who threatened to send federal troops to South Carolina. The crisis was averted before violent action took place. Webster opposed the economic policies of Andrew Jackson, however, and in 1836 he ran for president as a Whig against  Martin Van Buren, a close political associate of Jackson. In a contentious four-way race, Webster only carried his own state of Massachusetts. Secretary of State Four years later, Webster again sought the Whig nomination for president but lost to  William Henry Harrison, who won the election of 1840. Harrison appointed Webster as his Secretary of State. President Harrison died a month after taking office. As he was the first president to die in office, there was a controversy over presidential succession in which Webster participated.  John Tyler, Harrisons vice president, asserted that he should become the next president, and the  Tyler Precedent  became accepted practice. Webster was one of the cabinet officials who disagreed with this decision; he felt that the presidential cabinet should share some of the presidential powers. After this controversy, Webster did not get along with Tyler, and he resigned from his post in 1843. Later Senate Career Webster returned to the U.S. Senate in 1845. He had tried to secure the Whig nomination for president in 1844 but lost to longtime rival Henry Clay. In 1848, Webster lost another attempt to get the nomination when the Whigs nominated  Zachary Taylor, a hero of the  Mexican War. Webster was opposed to the spread of slavery to new American territories. In the late 1840s, however, he began supporting compromises proposed by Henry Clay to keep the Union together. In his last major action in the Senate, he supported the  Compromise of 1850, which included the Fugitive Slave Act that was highly unpopular in New England. Webster delivered a highly anticipated address during Senate debates- later known as the Seventh of March Speech- in which he spoke in favor of preserving the Union. Many of his constituents, deeply offended by parts of his speech, felt betrayed by Webster. He left the Senate a few months later, when  Millard Fillmore, who had become president after the death of Zachary Taylor, appointed him as Secretary of State. In May 1851, Webster rode along with two New York politicians, Senator William Seward and President Millard Fillmore, on a train trip to celebrate the new Erie Railroad. At every stop across New York State crowds gathered, mostly because they were hoping to hear a speech by Webster. His oratory skills were such that he overshadowed the president. Webster tried again to be nominated for president on the Whig ticket in 1852, but the party chose General Winfield Scott at a  brokered convention. Angered by the decision, Webster refused to support Scotts candidacy. Death Webster died on October 24, 1852, just before the general election (which Winfield Scott would lose to  Franklin Pierce). He was buried in Winslow Cemetery  in  Marshfield, Massachusetts. Legacy Webster cast a long shadow in American politics. He was greatly admired, even by some of his detractors, for his knowledge and speaking skills, which made him one of the most influential political figures of his time. A statue of the American statesman stands in New Yorks Central Park. Sources Brands, H. W. Heirs of the Founders: the Epic Rivalry of Henry Clay, John Calhoun and Daniel Webster, the Second Generation of American Giants. Random House, 2018.Remini, Robert V. Daniel Webster: the Man and His Time. W.W. Norton Co., 2015.

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