Recent orders
Shared Value Serving the world or serving the bottom line
Shared Value: Serving the world or serving the bottom line?
Is the concept of “Shared Value” (Porter and Kramer, 2011) a marketing tool that promotes MNC profit motives, or is it a strategy for improving outcomes for communities who are already at a disadvantage? Corporations have long stressed short-term profitability, sometimes at the expense of the wellness of the greater society in which they are anchored. Consequently, companies are now subject to heightened public scrutiny. Companies have been implicated in issues such as poverty, loss of natural resources, minority exploitation, and climate change. Businesses are sometimes seen as beneficiaries of society failure, but a number of incidents demonstrate how they have also contributed to widespread market failure, the depletion of natural resources required for their industrial operations, and unjust labor exploitation, among other problems (Crane et al., 2014). Numerous individuals feel that a capitalist approach to business and society prosperity are mutually incompatible. Consequently, attempts by businesses to bear some responsibility for the impacts they have had on the local population and natural environment are often viewed with skepticism. As an example, companies in the mining and oil and gas industries are often accused of participating in unethical and socially destructive activities while simultaneously generating sustainability and/or corporate responsibility reports. Ultimately, the concept of creating shared value (CSV) is meant to serve the world, yet it is currently used by multinationals to expand their bottom line agenda through profit maximization.
Through the CSV idea, firms are able to create strategies that are both economically beneficial and solve social issues. According to Porter and Kramer’s (2011) reasoning, the most important problem is that firms do not alter how they provide value for consumers. It is customary to quickly and completely equate economic value with immediate financial success. Even while businesses may have had some success with it in the past, the long-term viability of this strategy looks unlikely. A corporation’s long-term success today requires that it not only generate substantial profits, but also explain how its actions benefit society (Crane et al., 2014). Priority must be given to the owners, employees, and consumers of a company (Porter & Kramer, 2011), as well as the communities in which it operates (Wójcik, 2016). Based on Milton Friedman’s comments, social responsibility is essentially disruptive in a free society and that corporations have only one function, which is to spend their resources on profitable activities.
Stakeholders want the private sector to actively participate in tackling social concerns that have historically been the responsibility of governments and non-governmental organizations. This implies that interested parties want an active contribution from the corporate sector in tackling these concerns. To accommodate the ever-changing nature of civilization and the unique challenges that define our planet, Moon et al. (2011) found that a considerable departure from the status quo is necessary. In recent years, Corporate Social Responsibility (CSR) initiatives have been the driving force behind the management of firms’ relationships with their surrounding communities. As a key part of CSV, CSR initiatives often address social challenges as add-ons to core business operations (Visser & Kymal, 2015). Because society and business are interdependent (Kim, 2018), the shared values approach to doing business is justifiable (Crane et al., 2014). CSV requires that corporate strategies and operational procedures enhance the economic and social situations of the communities in which they operate at the same time. This helps the company to stay competitive while contributing to these areas (Moon et al., 2011). As a result, CSV provides businesses with a framework for having a positive social effect while preserving and enhancing their competitiveness. This is feasible with shared value generation. Porter and Kramer (2011) advocate for three essential implementation strategies: reinventing markets and commodities, redefining productivity throughout the value chain, and encouraging local cluster development.
Businesses that contribute significantly to society also have a positive economic effect. As a consequence, value creation transcends the conventional calculation of revenues earned against expenses incurred, and instead conceptualizes value in a more holistic manner by combining business success with ongoing social betterment. As part of a shared value strategy, firms must include social criteria into their value offerings. The first step for businesses wanting to create shared value is to evaluate the potential environmental and social benefits of their goods (Visser & Kymal, 2015). Delivering goods and/or services that address unmet societal needs, such as housing, healthcare, and education, necessitates the creation of economies of scale to rethink things and marketplaces. Providing goods and/or services that satisfy unmet societal needs might be beneficial. Firms may also consider redefining productivity across the value chain as a second potential solution. Evaluation of supply chain efficiency in terms of logistics, resource utilization, energy use, and staff productivity would be included in such initiatives. The last alternative is cluster creation through building or formation. It focuses on creating the institutions and infrastructure that surround commercial firms, including suppliers, service providers, and logistical infrastructure such as roads and ports. Enabling local cluster development also encourages cooperation between corporations, governments, and non-governmental organizations, which, when executed properly, has the potential to provide both scalable social value and corporate profits.
A factor to examine is how for-profit firms may confirm their participation in the CSV process. When it comes to reporting and communication, the capacity to monitor and evaluate shared value is crucial. As with assessing other non-financial data types, correctly measuring CSV has its own set of issues. After that, it will be possible to effectively monitor the expansion of both the social and economic elements (Crane et al., 2014). It is an iterative process that links economic results such as greater sales, a smaller market share, reduced operational costs, and improved distribution networks to social objectives such as fewer carbon emissions, better nutrition, better education, and higher earnings, among other social advantages. The linkage represents a step in the CSV measuring process. Even whether they are part of ESG (environmental, social, and governance) reporting or sustainability reporting, indicators that assess social impact and economic value are often provided in aggregated form. The issue with collecting these data is that companies lose sight of ESG metrics that are directly related to their financial success and social impact. This is problematic since these ESG measurements are directly tied to the financial performance of enterprises.
In summary, CSV offers a potential solution to this conundrum by pushing firms to determine if environmental, social, and governance (ESG) aspects are important to the financial performance of their enterprise. CSV necessitates that firms include social impact directly into their major business objectives in order to attain a competitive edge and long-term economic success. In contrast to the conventional strategy, which stresses incremental performance across a wide range of ESG criteria, this method promotes a holistic approach. Measurement, which is of vital significance, permits the supply of proof and a justification for the use of CSV.
References
Crane, A., Palazzo, G., Spence, L. J., & Matten, D. (2014). Contesting the value of “creating shared value”. California management review, 56(2), 130-153.
Kim, R. C. (2018). Can creating shared value (CSV) and the United Nations Sustainable Development Goals (UN SDGs) collaborate for a better world? Insights from East Asia. Sustainability, 10(11), 4128.
Moon, H. C., Parc, J., Yim, S. H., & Park, N. (2011). An extension of Porter and Kramer’s creating shared value (CSV): Reorienting strategies and seeking international cooperation. Journal of International and area studies, 49-64.
Porter, M. E., & Kramer, M. R. (2011). The Big Idea: Creating Shared Value. How to reinvent capitalism—and unleash a wave of innovation and growth. Harvard business review, 89(1-2). 62-77.
Visser, W., & Kymal, C. (2015). Integrated value creation (IVC): beyond corporate social responsibility (CSR) and creating shared value (CSV). Journal of International Business Ethics, 8(1), 29-43.
Wójcik, P. (2016). How creating shared value differs from corporate social responsibility. Journal of Management and Business Administration. Central Europe, (2), 32-55.
Shangri-La Hotel and Resort Marketing Plan
Shangri-La Hotel and Resort Marketing Plan
Name
Institution
Table of Contents
TOC o “1-3” h z u 1.Introduction PAGEREF _Toc44514676 h 32.PESTLE Analysis PAGEREF _Toc44514677 h 32.1.Political factors PAGEREF _Toc44514678 h 32.2.Economic Factors. PAGEREF _Toc44514679 h 42.3.Social Factors. PAGEREF _Toc44514680 h 42.4.Technological Factors. PAGEREF _Toc44514681 h 42.5.Ecological Factors. PAGEREF _Toc44514682 h 52.6.Legal Factors. PAGEREF _Toc44514683 h 53.SWOT Analysis PAGEREF _Toc44514684 h 54.Marketing Objectives PAGEREF _Toc44514685 h 64.1.Improve Sales. PAGEREF _Toc44514686 h 74.2.Reduce Costs. PAGEREF _Toc44514687 h 75.Marketing Strategy PAGEREF _Toc44514688 h 85.1.Ansoff Matrix Theory PAGEREF _Toc44514689 h 85.2.Porters Generic Competitive Strategies PAGEREF _Toc44514690 h 106.Marketing Programs PAGEREF _Toc44514691 h 116.1.Promotion PAGEREF _Toc44514692 h 116.2.Product PAGEREF _Toc44514693 h 116.3.Pricing PAGEREF _Toc44514694 h 117.Conclusion PAGEREF _Toc44514695 h 12References PAGEREF _Toc44514696 h 13
Shangri-La Hotel and Resort Marketing Plan
IntroductionShangri-La Hotels and Resorts is a luxurious hotel chain that offers various services such as a business center for conferences and business services such as meeting rooms and secretarial services. It majors in the provision of services and hospitality and targets families and travelers. It was established in 1971 in Hong kong. According to the company’s financial report 2019, the hotel made a profit of $ 152.5 million (Annual Report 2019- Shangri- La Asia Group, 2019). The performance of the hotel is based on its marketing plan that allows an increase in consumer base leading to more sales. A marketing plan describes the activities of a company involving awareness of products, intending to convert the target consumers into customers. It requires analysis of the external environment of a company using PESTLE, SWOT analysis, and consideration of the marketing objectives and strategies to develop the action that leads to the achievement of goals. A marketing plan helps in the promotion of services and products to meet the requirements and needs of the target market.
PESTLE AnalysisPestle analysis is a tool used by companies to track the external environment to identify the effects that the environment would have on its operations (Kolios & Read, 2013). Shangri-La Company is operating in the United Kingdom. The pestle analysis covers the political, economic, social, technological, environmental, and legal factors affecting the business.
Political factorsPolitical stability in Hong Kong and Singapore provide a conducive environment for continuity of business operations. The hospitality industry depends on the movement of people who visit the hotel for accommodation and food products. The political stability and existing peace enhance the mobility of people. Also, BREXIT rules led to the growth of new markets, which increased competition in the industry. Shangri La company had to find new ways to have a competitive advantage.
Economic Factors.
There have been unfavorable global interest rates affecting various countries and in the UK. The high rates have led to a lack of capital for expansion purposes, hence stagnating the company development. On the other hand, the UK has experienced decreasing inflation rates, which has stabilized prices, thus attracting more consumers to the business. This is because they can forecast prices in the future.
Social Factors.
Purchasing power parity in the UK because of the differentiated disposable income is a challenge for the hotel. The number of sales cannot be easily forecasted as customers visiting the hotel change overtime. The changing consumer preferences also affect the hotel; thus, the company has to change services and environment based on consumer changes.
Technological Factors.
With technological advancement, social networking has increased in the hospitality industry. Consumers are highly applying social media; hence the company changes its marketing to using social networks (Verma & Verma, 2017). Also, the emergence of big data has led the hotel to develop systems that enhance customer service.
Ecological Factors.
The environmental regulations in Asia, including control of pollution act that controls air, noise, and water pollution, as well as controlling waste management and emissions, impact the company’s operations. The regulations have facilitated the provision of a friendly and clean hotel environment, which encourages more consumers. Besides, healthy food supplies provided in Singapore ensures food safety measures for consumers.
Legal Factors.
The presence of global International trade laws has enabled Shangri-La hotel to market globally and also serve customers from all over the world. This has increased its consumer base. The health and safety laws address the protection of employees and consumers, which companies have to adhere to before operating. Shangri- La protects its consumers by providing safe and healthy products and ensures the environment is safe for work.
SWOT AnalysisSWOT analysis is the evaluation of the strengths, weaknesses, threats, and opportunities of a firm. It examines competition and the impacts it is likely to bring to the firm (Gurel, 2017).
STRENGTHS WEAKNESSES
Shangri- La has a well-established brand (Bhasin, 2019)
Provision of quality service due to well-trained employees and the presence of conference and meeting rooms for businesses. The high cost of maintenance of the hotel, to keep it up to standards and in training its employees to provide quality services.
The hotel is expanding to many other parts of the world hence incurring more infrastructure costs in developing the chain.
OPPORTUNITIES THREATS
Technological Expansion will increase the hotel’s operations.
Increasing customer relations due to digital advancement can improve the performance of the company.
Shangri-La Hotel has a high recognition of several awards achieved(Annual Report 2019- Shangri- La Asia Group, 2019. The increased competition in the hospitality industry, such as Hyatt Hotels and Hilton worldwide, threatens the hotel’s existence(Hing et al., 1998).
The existence of unfavorable increasing global interest rates affects the firm (Negro et al., 2018).
Shangri-La Hotel and Resort can use its strength of established brand and quality service to attract more consumers into the company. Also, with the opportunities, the hotel increases its use of technological tools to improve its customer relations and ensure loyalty is achieved. These strengths and opportunities can be used to reduce the impact of the threats by attracting more consumers using its brand hence having an added advantage over competitors. Close monitoring of the costs of the hotel would reduce the high maintenance standards of the company. The hotel can achieve this by ensuring a low cost and high profits.
Marketing ObjectivesStrategic marketing is based on the development of plans that meet specific marketing objectives of a company (Lam et al., 2015). On the other hand, the marketing objectives are based on the capabilities of a firm. It integrates the internal environment, the strengths, and weaknesses, with the external environment, the opportunities, and threats.
Improve Sales.
The first Shangri- La Hotel marketing objective is to increase sales by a minimum of 6% by December 2021. The goal fits with SMART criteria since it is specific by mentioning the sales factor to be improved. It is also measurable as it indicates the actual value of sales increase. It is also achievable based on the strengths of the hotel. The recognized brand name and the services the hotel is offering can easily attract consumers to get services from the hotel. With well developed and objective marketing, the goal is realistic for the firm and also specific on time to achieve it.
To increase sales, the hotel needs to segment its consumers to provide successful goods and services for each of the segments (Karakaya et al., 2011). Also, applying the right promotion tools and prices will reach a large target market, and more consumers will be attracted, consequently increasing sales, which leads to the accomplishment of objectives. Also, providing products and services that are satisfactory to the consumers ensures that they become loyal to the brand, which then increases the sales made as they keep purchasing from the company.
Reduce Costs.
The second objective is to reduce the cost of the company by a minimum of 5% by July 2021. High costs suppress the strengths of the company as competitors can easily offer services at lower prices than that of Shangri- La Hotel. The objective is specific and can be measured within a specified period. Operating at a high cost is a risk for the hotel as competitors can take advantage to ensure lower costs hence providing affordable prices, thus attracting more customers. The objective is attainable considering the expenses used in training, which can be reduced by ensuring employees are retained.
The hotel can also achieve cost reduction by taking advantage of the opportunities they have. These include using digital platforms for marketing, which reduces the cost of transport to various places and also reaches a broad consumer base. Besides, with the high recognition attained through received awards, the marketing team can use it to increase the conversion rate by convincing consumers on the quality and perceived satisfaction. Also, considering the decision making processes of the hotel, innovations, and new product development, as well as the service quality strategies, will help reduce cost by implementing essential activities first.
Marketing StrategyA market strategy specifies the target market of a firm and the marketing mix variables that should be put together to satisfy the needs of a customer segment (Jain, 1999). Shangri- La Hotel and Resort could achieve its marketing objectives through the Ansoff matrix, porters competitive advantage and Segmentation, targeting, and positioning strategies.
Ansoff Matrix TheoryThe Ansoff matrix is a technique used for planning and decision making on the growth of products or market extension (Hussain et al., 2013). It applies four market growth strategies, including market penetration, development, product development, and diversification.
2295525347345PRODUCTS
0PRODUCTS
1247775104775Existing
0Existing
4324349104775New
00New
147956139065Existing
0Existing
1181100276224Market Penetration
-Premium Pricing strategy encourages new consumers
0Market Penetration
-Premium Pricing strategy encourages new consumers
3400425276225Product Development
Product Development
288607597790
-564991169704MARKETS
00MARKETS
933450432753
3267075170815Diversification
-Moved to New markets outside Singapore.
-Provide New services for businesses
0Diversification
-Moved to New markets outside Singapore.
-Provide New services for businesses
1095375342265Market Development
Market Development
114618131128New
00New
Market Penetration strategy can be applied through the implementation of product portfolios that encourage consumers to purchase the product. This may be package pricing and discount on a quantity of purchase. Product development can be achieved by getting feedback from consumers on ways to increase satisfaction. Market development allows entering into new markets through the analysis of market demand. Lastly, diversification is introducing new products to new markets. Diversifying to new markets would increase the target market, hence increasing sales. The Ansoff strategy would work to achieve the 6% increase in sales by December 2021.
Porters Generic Competitive StrategiesWith the increase of competition in the hospitality industry, Shangri- La hotel needs to either differentiate its products and services or have a low cost of production. In the SWOT analysis, one of the threats of the company is high competition; hence the company requires an added advantage over the competitors. This is possible through the porter’s generic competitive strategy.
2371725-285750Competitive Advantage
00Competitive Advantage
4010025133350Differentiation
0Differentiation
2171700133350Lower Cost
Lower Cost
36766501936741809750193675
533401118745Broad Target
0Broad Target
21717009525Cost Leadership
Cost Leadership
39433509525Differentiation
Differentiation
-485775335280Competitive Scope
00Competitive Scope
2171700819785Cost Focus
Cost Focus
6381751086485Narrow Target
00Narrow Target
1809749708025
3943350273050Differentiation Focus
0Differentiation Focus
Cost leadership involves leading in terms of cost in the industry while charging the industry average prices for services (Islami et al., 2020). Even when the competitors are charging the same prices, the firm will have an advantage through having more profits due to low costs. Cost leadership can be achieved through ow cost base and efficient logistics.
Differentiation is possible through the application of technological and innovative products and services, delivering high-quality products and services, and communicating the benefits of the products and services to consumers through effective sales and marketing. Reduced costs reflect on the prices hence attracting consumers. It serves to achieve both marketing objectives and the reduction of the threats and weaknesses experienced in the market.
Marketing Programs PromotionThe marketing strategies will ensure that the marketing objectives are achieved efficiently. However, the achievement also needs to entail a program to reach the goals (Odoom, 2016). First, the company should broaden its advertising methods to apply digital techniques to achieve a broad target market. The advertising will encompass the use of websites, social media, search operation engines, media influencers, and email marketing. These techniques ensure that the hotel has made its target customers aware of their services and also increase the conversion rate.
ProductThe hotel should provide satisfactory products for each market segment by allowing feedback from consumers and listening to complaints made to the firm. The first program can be incorporated by designing the platforms in a way that allows the consumers to communicate to the firm by giving their opinions and views within the market segment. When the product is satisfactory, sales are likely to increase as consumers keep repurchasing the products and services. Product development, according to the requirements of consumers, increases satisfaction.
PricingAdjustments in the pricing of the products and services is a strategy to increase sales. The approach may involve programs such as the use of quantity discounts for specific services provided and rewards for loyal customers. The hospitality companies offer quantity discounts where customers purchase services for several days hence attracting the quantity discount. Also, since there are customers who are loyal to the firm, the marketing strategy may involve providing rewards for customers visiting the business at a specified time. This technique encourages consumers to purchase more hence leading to more sales, which facilitates the accomplishment of the 6% sales increase.
ConclusionShangri-La Hotel and Resort is a firm in the hospitality company offering services such as conferences and meeting rooms, as well as accommodation facilities. The firm is growing due to the external and internal factors in the environment in which it exists. In the Pestle analysis, the firm is supported by the political and technological condition that allows it to innovate and develop. It faces competition in the market; however, it can apply the strengths of having a recognized brand to gain an advantage over competitors. Also, taking advantage of the technological opportunities to suppress the weaknesses and threats leads to higher performance. The marketing objective of the firm focuses on increasing sales and reducing costs by the end of 2021. These goals can be achieved through the application of the porter’s competitive and Ansoff theories. Also, marketing programs on promotion, products, and pricing will work best in achieving the desired goals of the hotel.
ReferencesAnnual Report 2019- Shangri- La Asia Group. (2019). [Ebook]. Retrieved 1 July 2020, from.
Bhasin, H. (2019). Marketing mix of Shangri-la Hotels and Resorts. Marketing 91. Retrieved 1 July 2020, from.
GÜREL, E. (2017). SWOT ANALYSIS: A THEORETICAL REVIEW. Journal Of International Social Research, 10(51), 994-1006. https://doi.org/10.17719/jisr.2017.1832
Hashim, K., & Fadhil, N. (2017). Engaging with Customer Using Social Media Platform: A Case Study of Malaysia Hotels. Procedia Computer Science, 124, 4-11. https://doi.org/10.1016/j.procs.2017.12.123
Hing, N., McCabe, V., Lewis, P., & Leiper, N. (1998). Hospitality trends in the Asia‐Pacific: a discussion of five key sectors. International Journal Of Contemporary Hospitality Management, 10(7), 264-271. https://doi.org/10.1108/09596119810240852Hussain, S., Latif, A., Jamshed, J., & Rizwan, A. (2013). ANSOFF Matrix, Environment, and Growth- An Interactive Triangle. Management And Administrative Sciences Review, 2(2), 196-206. Retrieved 1 July 2020, from.
Islami, X., Mustafa, N., & Topuzovska Latkovikj, M. (2020). Linking Porter’s generic strategies to firm performance. Future Business Journal, 6(1). https://doi.org/10.1186/s43093-020-0009-1Jain, S. (1999). International marketing management. Digital Pub. Co.
Karakaya, Ç., Badur, B., & Aytekin, C. (2011). Analyzing the Effectiveness of Marketing Strategies in the Presence of Word of Mouth: Agent-Based Modeling Approach. Journal Of Marketing Research And Case Studies, 1-17. https://doi.org/10.5171/2011.421059Kolios, A., & Read, G. (2013). A Political, Economic, Social, Technology, Legal and Environmental (PESTLE) Approach for Risk Identification of the Tidal Industry in the United Kingdom. Energies, 6(10), 5023-5045. https://doi.org/10.3390/en6105023Lam, C., Ho, G., & Law, R. (2015). How can Asian hotel companies remain internationally competitive?. International Journal Of Contemporary Hospitality Management, 27(5), 827-852. https://doi.org/10.1108/ijchm-05-2013-0226Negro, M., Tambalotti, A., Giannone, D., & Giannoni, M. (2018). Global trends in interest rates. Vox. Retrieved 1 July 2020, from.
Odoom, R. (2016). Brand marketing programs and consumer loyalty – evidence from mobile phone users in an emerging market. Journal Of Product & Brand Management, 25(7), 651-662. https://doi.org/10.1108/jpbm-04-2016-1141Verma, D., & Verma, D. (2017). Social Media a Promotional Tool: Hotel Industry. JOURNAL OF ADVANCES IN HUMANITIES, 5(1), 221-223. https://doi.org/10.24297/jah.v5i1.6159
Shaleece Coffy
Shaleece Coffy
GEY 3302
Communicating with Older Adults
State College of Florida
July 4, 2021
Abstract
Old age is a challenging stage of life, and older adults experience many challenges. As they grow older, they may experience mental and physical health challenges that require them to be dependent on others for basic activities. They lose control over many areas of their lives, such as their living situations, finances, mobility, and status. Older adults also tend to worry about how they lived their life and how others will remember them to a great extent. Control and legacy are a critical part of old age. Caregivers, family members, and advisors must be careful in communicating with older adults regarding control and legacy. It is imperative to maintain a positive approach to a smooth transition into old age and preparations for the end of life much easier for older adults. This interview focuses on determining the levels of concern for the older adults regarding control and legacy.
Keywords: Control, Legacy, old age.
Interview Questions
1. Tell me about yourself: (physical description of the individual including but not limited to age, physical appearance, cultural background, profession or past profession, volunteer work, living situation/environment, history, etc. (describe the older adult in detail)
– Initial: MCC
Age: 86 years old
Height: 5’8
Weight: 72 kg
Past profession: Teacher
Volunteer Worker at Church
A widow for two years
Five children
Cleaning my backyard is my everyday exercise
I love sweets; that is why they have caused Diabetes in me
Sunday is the family day my grandchildren are visiting me
I am with my eldest daughter with her family
I have supported my five children financially with the heritage that my husband left for us.
What is the most important thing I need to know about you & the reason you feel that way?
MCC: The most important thing you need to know about me is that everyone has called me “Mommy,” from my children to my grandchildren, neighbors, and anyone who sees me outside. I am everybody’s “Mommy.” I am the reason why all the people I know call me that way because I tell them that I do not want to feel old, and I like the sound of Mommy. I think I am still young, and my children are multiplied. Everyone should call me Mommy because it is very heartwarming as it seems somehow they are all related to me; I like that feeling. I am Mommy everywhere, even when it comes to school.
Who is the one person besides yourself who knows you best? Give me some examples.
MCC: The only person besides me who knows me best is my daughter-in-law, the wife to my fourth son. She is not literally beside me because she has her own family and house, but she never disappoints me whenever I need her. I am so blessed to have her in my life because she is my human diary, she understands everything about me, and I do not tell her my problems because she already knows when I need something. We had become extremely close to each other from when she married my son, and I can say that she knows how to respect his parents-in-law. She is my best person, and she knows my life to the fullest.
How do you adjust to the sense of urgency that occurs at times regarding actions and decisions? Give me some examples.
MCC: As I grow older, I have realized many things in my life, especially in adjusting to my actions and decisions because I am now living in my daughter’s house, and not all the time they can understand and give what I need. I know that because I also know that they are busy with their different paths in life. I need to adjust to avoid being a burden, and I do not want to make my family worry about me even though I am old. I always help myself to live healthily.
How has your communication with others changed over the years?
MCC: when I’m in school, my communication is always continually active and transparent because the communication of the learners and the teachers is essential. However, as time passed, the increasing age made communication difficult, and since we cannot prevent that, I chose to retire at 65 years. My body became weak due to age, and I decided to focus on serving God in the church as a volunteer worker. As of now, my communication has changed because of Diabetes. My eyes have been affected; I now have low vision. However, my ears are excellent. That is why I can still understand, listen and understand.
Is it easier to communicate or more difficult?
MCC: It is more difficult to communicate for me because I prefer to have eye-to-eye contact with all the people that I talk to; this is because, in the eyes, you can see if they are sincere for what they say.
• Do sensory challenges play a part in your communication challenges (hearing, vision, etc.)
MCC: Yes, as I have told you, my vision was affected because of my Diabetes. The eyes can tell you the truth, and that is one of my challenges now in the way I communicate since I cannot see everyone’s eyes. I can see them but not that clear, just like in the past.
What is the most important lesson or information that you want others to learn or know from you?
MCC: The most important lesson and information that I want others to learn from me are to dream big and, of course, achieve it. Make your adolescents busy in achieving their dreams to avoid regret at the end because as you grow older, you will reflect on all the hard work that you have done your entire life. A busy life will turn into a positive outcome someday. If you lose hope today, find the hope tomorrow and work for a beautiful life forever.
As you are interviewing the older adult – pay close attention to any responses related to control and legacy.
As I was interviewing Mrs. MCC, I realized her brilliant communication. She was full of academic and moral intelligence. There were so many lessons in every information that she may give even though she had a poor vision. I observed that she was full of love, wisdom, and hope in life. Therefore it meant that she worked hard in everything to have a stable life at her current age. Even though she has poor eyesight, she did not make her a person she was not before, as eyesight is just a tiny part of her. The most important part of her life was how she handled things and how her heart was big with love for those who surrounded her. She controls her life very well to achieve a legacy that can be her trademark as time passes by.
Reflect and then describe your perspective on this interview and the lessons you learned.
– As people grow older, there are a lot of realizations that they realize in their life. Two of the essential lessons from Mrs. MCC are that it is necessary to value all the people around a person because they form a person’s environment. They either bring satisfaction, or they get un-comfort-ability which for the old aged people is not desired, and it is an opposing force. The interview was excellent, and interacting with her made me think of how my life in the future when I am old will look like. It also motivated me to continue doing good work and value other people very much in my life because investing in people is one of the most significant investments a person can make. Just like she wants everyone to call her mum, it not only makes her feel young, but it makes her feel loved and comfortable, trusting that no one of those people who call her mum can do anything negative towards her. Therefore it was a good interview, and the lessons learned in the interview are of great importance now and in the years to come.
Understanding Control and Legacy
Solie (2013) explains that the struggle for legacy and control begins in the mid-sixties. Control means the power to direct and influence what happens in one’s life. As people grow into their old age, they experience a loss of control in many aspects of their lives, mainly due to changes in their health and physical strength. They begin to lose control of their lives due to loss of family, identity, their home, their peers, financial independence, among others (Solie, 2013). These losses make the older adult feel helpless. When older adults relinquish control voluntarily, they experience fewer adverse outcomes than forced (Morgan & Brazda, 2013). Communication is a critical part of helping older adults decide when to give up control when it is in their best interest.
Legacy is the mark that one leaves in the world after they are gone. As older adults near the end of their lives, they become concerned with the impact they made on the world around them. They think of the meaning of their life, their last instructions, how they will be remembered, and the difference they made (Solie, 2013). Legacy is a vital part of one’s life, which gains even more importance near the end of life.
Experiences of Control and Legacy
I have met and worked with several older adults and viewed their experiences through the concepts of legacy and control. One of these is an old lady at a nursing home where I volunteered. Mary was about eighty years old with chronic arthritis, and she needed help with basic activities such as movement as the disease had ravaged her joints. Despite her physical problems, she was still cognitively fit, and she would entertain her peers and workers with stories from her life. Her family came to visit quite often, and she would discuss important affairs with them. One day as I was cleaning her room, we were chatting, and she told me how hard it was for her to leave her home. Her husband passed away eight years before, and since then, her arthritis got progressively worse. Her children convinced her to come to the nursing home where she had people around all the time. She said that she kept track of all her money, gave donations, and had written a will. She had willingly relinquished control, and she was glad she made the choices she did.
References
Morgan, L. A., & Brazda, M. A. (2013). Family support and diminished control in older adults: the role of proxy control. Journal of applied gerontology. The official journal of the Southern Gerontological Society, 32(6), 651.
Solie, D. (2013). “Unlocking the Communication Code of Seniors.” Aging Parent Insights.
https://www.davidsolie.com/blow/unlocking-communication-code-seniors/