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Document 1 of 1 MARKETING IMPLICATION OF INFORMATION COMUNICATION TECHNOLOGY ON THEPROCESS OF GLOBALISATION OF ALBANIAN ENTREPRENEURSHIPS Author: Sevrani, Kozeta; Gorica, Klodiana Publication info: Fifth International Conference of the School of Economics and Business in Sarajevo(ICES2010). Proceedings : 1AV,2AV,3AV,4AV,5AV,6AV,7AV,8AV,9AV,10AV,11AV,12AV. Sarajevo: Universityof Sarajevo, School of Economics and Business. (2010)ProQuest document link Abstract: This paper aims to analyze the impact of information communication technology (ICT) on theglobalization process and decision making of Albanian entrepreneurship because the characteristics ofAlbanian entrepreneurship in this process are included in the marketing decision, business planning, or eventhe set up of the internationalization process. How entrepreneurs are growing up because of ICT? A theoreticalcomparison, a further and detailed analysis on Albanian entrepreneurs clarify this process and objectives. Full text: Headnote Abstract This papers aim to analyze the impact of information communication technology on the globalization processand decision making of Albanian entrepreneurships. Because the characteristics of Albanian entrepreneurshipsin this process are include marketing decision, business planning, or even the set up of the internationalizationprocess. How entrepreneurs are growing up because of ICT? A theoretical comparison, a further and detailedanalyze on Albanian entrepreneurs clarify this process and objectives. Keywords: ICT, entrepreneurship, marketing planning, globalization. Introduction Information Technology applications are more widely used among entrepreneurships. The main advantages tobe gained from information technology for small businesses, in terms of competitiveness and efficiency, aretime and cost savings and error reductions. Other impacts of IT include increased organizational learning andimproved management decisions. Information System is the overall name for systems that handle, store anddistribute information. Today, development is turning to information and communication systems. Processing data and usinginformation effectively is essential for all types of organizations. In their day-to-day operations, organizationsuse information for functions such as planning, controlling, organizing, and decisionmaking. Information isunquestionable a critical resource in the operation of all organizations. Speed and vast quantities of informationare key issues. Changes in information technology are influencing how managers communicate. In fact there are too manypositive effects that technology, or even the information has on the managerial and marketing processes ofentrepreneurships, helping and supporting the process of globalization. Literature Review IT support Marketing Planning of Entrepreneurships In fact there are too many positive effects that technology, or even the information has on the managerial andmarketing processes of entrepreneurships, helping and supporting the process of globalization. TPSs(Transaction Processing Systems) integrate software solutions that support the integration of the most operativeinformation flows leading to management. Thus, the enterprises are increasingly found to work in competitivemarkets, characterized by increasing globalization, where it is necessary knowing how to improve timely andcontinuous business performance. Through the above processes IT support and make easy the whole process of marketing decision including the

decisions regard to the product, segmentation, information decision systems, consumer behavior, price, people,CRJVI, strategic planning, distribution and promotion. The increasing availability and sophistication of information technology have had a tremendous impact on theability of entrepreneurs to develop effective a marketing plan. Such technology has made both internal andexternal sources of information more readily available to managers who are responsible for strategic planning.For example, tracking the sales of individual products in specific regions and at various price levels is muchsimpler given the information technology available today. Similarly, information regarding such things as marketshare fluctuations, profitability, and productivity measures is more readily available; operational activities suchas purchasing, inventory management, and human resource management are more easily monitored as well.What other objective serve an ICT for an entrepreneurs hip? A well-designed management information systemcan provide accurate, timely information to managers throughout the entrepreneurs. Unfortunately, manyorganizations fail to use the information made available by management information systems to ensure effectivemarketing plan. A marketing plan is a critical organizational activity that will affect the long-term performance ofmost entrepreneurs. The Impact of IT on Entrepreneurship's Business Changes in information technology are influencing how managers communicate. Information Technology is theuse of hardware, software, services, and supporting infrastructure to manage and deliver information. Today,three central themes of change in the area of information technology are affecting business: 1. The Internet and other forms of globally connected networks. This infrastructure provides the ability to shareinformation on a worldwide basis. It creates the need to think beyond our individual jobs or organizations andtoward the capabilities of operating on a global basis. 2. Electronic commerce. Increasingly, the complete operating process, from manufacturing to distribution tohuman resource management, will be automated using electronic data interchange (EDI) system. Thistechnology will enable managers to reshape their business processes to improve response time and efficiencyand reduce costs. 3. Mobile computing. Increasingly, individuals will have access to information technology irrespective of theirphysical location. The increasing availability of portable computing device will enable individuals to accessinformation and communicate with others from remote sites across the globe. Videotapes recorders, telephoneanswering devices and services, closed-circuit television systems, fax machines, computers, and email allprovide new flexibility and opportunities. Telecommuting stand for the practice of working at a remote site byusing a computer linked to a central office or other employment location. Electronic mail (email) is a computer-based system that allows individuals to exchange and store messages through computerized text-processingand communication networks. Entrepreneurial Marketing Performance and ICT Does compose ICT a resource constraint? Entrepreneurship has difficulties in gaining access to appropriatetechnologies and information on available techniques. At the same time, other constraints on capital, and labor,as well as uncertainty surrounding new technologies, limits innovation and entrepreneurs competitiveness. New technology will certainly create greater and more complex demands on leaders with the need for differentapproaches and incentives. Technology can be a tool that isolates. Research on top executives who havestumbled shows that they are impatient, impulsive, manipulative, dominating, self-important, and critical ofothers. Many are mechanical and fascinated by the power that technology awards them. * EDP/TPS - Focus on Data * OAS - Focus on Communication * MIS - Focus on Information * DSS - Focus on Decision Support * ESS - Focus on Decision Support for Top Management

* ES - Focus on Consultation * AI - Focus on self-learning /thinking systems For what entrepreneurships need information? Information systems that entrepreneurships businesses use areintangible assets. Marketing managers must realize that some intangible assets must be combined with otherintangible assets. For example, an information system by itself does not have nearly as much valuer as aninformation system coupled with human resource training programs. Another key aspect of effectivelyestimating the value of the intangibles is that they must be aligned with the enterprise strategy. The critical success factor for successful marketing management is the marketing use of information and apositive correlation has been found between marketing management success and effective information needsassessment, gathering and use (Goodman, 1993). While relevant and timely information allows marketingmanagers to make accurate decisions, irrelevant information makes decision making difficult, adds to confusion,and affects the performance of the company. Therefore, it is crucial that marketing managers are aware of whatinformation they require, how to acquire it and how to maximize the use of it in order to survive and prosper intoday's information-intensive environment. Marketing managers need to use information not only for marketingdecision making and making sense of changes and developments in their external environment but also togenerate new knowledge, which can be applied to design new products and services, enhance existingofferings and improve organizational processes. Therefore, information can be identified as the critical resource for decision making and marketing managementconsidered an information-intensive activity, which requires a close relationship between marketing decisionmaking and information use. Marketing Value added. Entrepreneurships create information systems, because successful IS add valueappropriate to their cost in several ways. IS can help to improve products and/or processes, can increasequality, can facilitate management, can help make better decisions, can bring competitive advantage. Successful IS improves the processes of entrepreneurships, and the processes improve the products (and viceversa). An entrepreneurship process is a set of activities coordinated to accomplish some goal, than there arehundreds of processes not equal. IS can make processes less labor intensive, more efficient, faster, moreenjoyable. Structured activity requires little judgment, evaluation or insight, while unstructured activity needsjudgments, evaluation and human creativity and it is difficult to automate. Products are output of processes andthey differ in their characteristics and delivery. IS can enhance features of products or add new characteristics. Competitive Advantage. IS can improve the means by which products can be delivered to customers (air-linereservation system, in-home shopping, ATM). The different ways an entrepreneurship can increase its quality: * Innovation means dramatic changes. * Improvements involve adjustments rather than dramatic changes. * Quality improvement depends on (requires) the concept of feedback. Case: An overview of the Albanian SME sector The Albanian economy presents a structure which is dominated by micro enterprises. Active micro enterprisesdisplay an intensity of 11 enterprises per 1,000 habitants and amounted at 80.102 entities during 2007,presented in average 91.5% of the total number of active enterprises. The dominance of the micro enterpriseshas been a persistent fact during the whole transition period and has reflected the structure of the Albanianeconomy which went through a spin-off of the big state companies, where the private initiative was face to aconstraint capital supply and micro/small businesses spurred due to low entrance costs. Micro enterprises intrade sector and services comprise 87% of the total number of active micro enterprises, while construction is thesector where the phenomenon of micro entities is faced least. INSTAT (Albania Institute of Statistics) uses this enterprise classification: * Classification Size I- employees 1 up to 4 employees * Classification Size II- employees 5 up to 9 employees

* Classification Size III- employees 10 up to 19 employees * Classification Size IV- employees 20 up to 49 employees * Classification Size V- employees more than 50 employees SME comprise 99.5% of the active enterprises in 2007. In 2007, 93 % of 13.764 new enterprises are microenterprises, 5.5% are small enterprises and 1% of the total is medium enterprises. Large enterprises representonly 0.01% of the total number of new enterprises for 2007. Even though the rate of growth in the economy has been high, Albania's GDP has been above its precrisis levelonly since 2003 (in real terms). Overall, there has been a shift in the sector composition of the GDP, with arelative increase in the services and construction sectors, and a drastic decline in agriculture, which had realgrowth of minus 33 percent between 1996 and 2004. Micro enterprises have a significant dominance in the economy with 91.56% of the total number of enterprises.We find micro enterprises most in trade (96.5% of the firms in the sector) and services (91% of the firms in thesector) and transport 95.5% of firms in sector), but we find a small number of micro enterprises in agricultureand fishing, also in construction. Small enterprises represent 6.2% of the total number of enterprises, they are concentrated most in industry(12.5 % of the firms in the sector) and construction (26.4 % of the firms in the sector). Theoretical Discussion To face the global challenge, SMEs need to improve their competitiveness i.e. their ability to compete effectivelywith other economic subjects from beyond the borders of countries. Some of them are better placed because oftheir lower labor costs, some - in turn- because they have new products or services better responding to newly-born needs of their consumers. To survive and win in such a competitive fight, to grow in such an environment,they must also develop their comparative advantages. And this requires: knowledge, financial resources andeconomic flexibility. The growing complexity of technology commonly requires firms to co-operate with others in different sectors(OECD, 2000a). Even large firms, that have high resources, cannot be leaders in all fields, so they can involvesmall firms which expertise in special technologies. Trade via the Internet has now become an intrinsic part of an increasingly large number of SMEs in thedeveloped countries. Respectively about one half and one third of the medium- and small-sized enterprises inEurope maintain an e-mail contact address or a presence on the World Wide Web. Small firms are involved in global industrial restructuring in several ways, including as: partners in internationalstrategic alliances; participants or targets in cross-border mergers and acquisitions; specialized suppliers tomultinational enterprises; members of informal networks; and/or participants in electronic networks. Strategicalliances are co-operative arrangements between independent firms based on business contracts to enhancethe competitive strategies of the participating enterprises. The allied firms trade mutually beneficial resourcessuch as technologies and skills. Alliances can be for joint research and development, manufacturing, marketing,sourcing of inputs, and/or shared distribution. A major advantage of alliances is their flexibility - they can belimited to certain functional areas of the allied firms and can be modified or even dissolved as the businessenvironment changes (Kang and Sakai, 2000). Through these alliances small firms can benefit distributionchannels, sales force, financial resources, and brand name. Large firms can fulfill specific needs to respond tothe rapid change of the market, gain niche markets and specific technologies. The new technologies, internet communication tools such as electronic commerce can ease the cross bordernetworking. They can reduce search costs for potential foreign business partners and improve a firm's visibilityin global markets. Electronic commerce, whether business-to-business or business-to-consumer, opens up a range of potentialbenefits and opportunities for firms, including reduced communication costs, easier market entry, inexpensivedistribution of digital services and products, and the conduct of business without time or geographical

constraints. But, while the Internet has the potential of helping small firms to globalize their business by allowing them toexpand their customer base beyond their national borders, it may not reduce overall marketing costs.Establishing an easy-to-use, user-friendly Web page or on-line shop is not easy and may be expensive. In orderto attract new customers, the company's Web page must be continuously upgraded and may need to besupplemented by advertisements through traditional media such as newspapers, magazines and broadcasting. In a global marketplace, internationalization is vital for SMEs. Although most SMEs continue to focus on localmarkets, a significant share is becoming internationalized and need to design products and services forinternational markets. Approximately one-third of all European SMEs reported an increasing number ofinternational business contacts over the last five years, with 30% of micro-enterprises and 50% of medium-sizedenterprises concerned (European Commission, 2008). SMEs account for between a quarter and two-fifths ofworldwide manufactured exports.In Europe, 20% of SMEs (fewer than 250 employees) are engaged in exports;the share increases with class size: micro firms (19%), small firms (32%); and medium-sized firms (46%). The process of globalizations of entrepreneurships - an easy set up? Much entrepreneurship is now faced with international global competition and the need to expand market share.Limited international marketing experience, poor quality control, product standardization and little access tointernational partners, however, impede expansion into international markets. Many SMEs are becoming increasingly globalize, although some continue to focus on local markets. About one-fifth of manufacturing SMEs in OECD countries draw between 10% and 40% of their turnover from cross-borderactivities. SMEs contribute between 25% and 35% of world manufactured exports and account for a smallershare of foreign direct investment (FDI) (OECD, 2000). Discussing and Conclusion What this paper concern regard to the moment of impact that Albanian entrepreneurships globalization has dueto the information technology, and the main flows that are from this relationship. Let discuss some moment thatare flow from this. Let's take a look at the total number of SME-s divided by the different activities they performand their dimensions. As table 3 shows, in the year 2007, most of the active enterprises of Albania can beclassified as SME. Only a small percentage of them (0.5 %) can be classified as big enterprises, referring to theAlbanian classification stated in law No. 8957. Albanian businesses are concentrated mostly in the trade sector,employing in most of the cases 1-4 employees, which means that they are micro enterprises. Trade is followedby the hotels, cafés and restaurants, which are the next most favorite way for Albanians to do business. Thisconfirms once again the fact already mentioned before, that it is no easy to find fast-growing hi-tech SME-s incountries like Albania. As it can be seen, Albania does not even have a specific place for this kind of companiesin this table published by our public institution of statistics. In most cases they choose the traditional way of doing business, trading, which has less fixed costs at thebeginning and it needs less qualifications, so it serves also to employ the family, because as already noted, thenumber of employees is in most cases is not more than 4. This fact can be also interpreted as a generaldifficulty to find financing, a general fear to make big investments, or even a general difficulty between people toget together in order to make their investments bigger. Albania comes from a totalitarian system which wasbased on the production of nearly everything inside the country and this means that we should not miss thetechnical knowledge to make production activities, but why do we have mostly trading enterprises? The mainreason of course should be the general difficulty to find enough financing to start a business like this, becauseof the high initial fixed costs, but also the rapid change of the industry during the years that Albania was stillunder the totalitarian regime. Until now, we know that as a number of enterprises, the trade sector is the one that dominates the others, butlet's see what happens with the contribution in the GDP of the country. If we take a look at table 4 we will seethat the two leading sectors for the numbers of enterprises, trading, hotels and restaurants, both cannot "beat"

in the contribution in the GDP the agricultural sector. So even if our agricultural sector is not very wellorganized, meaning that in most cases agricultural products are produced in familiar economies with not muchmechanical help, it still remains the leading sector in our economy. But, focusing on the non-agricultural sectorswe will see that together with trade, also construction is very important, followed by the industry. So what we may state until now that although trade companies are bigger in number their contribution becomessmaller when we refer to the overall economy because they are generally small familiar businesses. But,anyway trade remains the most important if we concentrate to the non-agricultural sector. So, if we reclassifytable 4 in some bigger categories we will easily see this result. Firstly, as it can be seen in the table below, thenon-agricultural sector is more important than the agricultural one, than service companies dominate industrialcompanies and among the service companies trade is the most important. In this way, as a general conclusionabout this issue it can be said that the trade sector has an absolutely the most important when we refer to thenumber of companies registered in this kind of activity and a relatively important when we refer to thecontribution in the general economy. Another moment to be in consideration is the contribution of the different sectors in the growth of the overalleconomy. As it can be seen in the table below, the trade sector, which is the one with the higher concentrationof micro enterprises (remind table 3), is not the most fast-growing in our economy and here the discussion offostering SME-s must be taken again. Watching the high concentration of these enterprises in two main regions,earlier we noted that maybe special policies affecting different regions have to be applied. For more details, nowwe are going to study more specifically what kind of "special" policies can be more effective. The research of the World Bank conducted in the year 2006 shows that general policies aimed at improving thegeneral environment of the business are actually better. According to the researchers, policies that improve thegeneral competitiveness of the economy, strengthen private property rights and consolidate contract basedagreements are proven to foster the growth of the small businesses quite well. In this view it may seem a littleconfusing, because there were also the specialists that stated the inefficiency of general policies, failing to affectall specific areas because of their rigidity in some cases, but in fact it, maybe it can be found logical explanationfor this "contradiction". Different economies have different level of general policies, which are of course veryimportant for the overall economy and they are without any doubt the first ones to be applied, in order to ensurethe best conditions for the competitiveness of the businesses. But general policies very often have to beaccompanied by more specific policies in certain areas, for example, as also accepted by the researchers of theWorld Bank, in the financial area. According to them, the government has to improve the access of SME-s in thefinancial market. So there is at least one field where it can be acted also locally, in this case for example byhelping banks to cover all the territory of the country with their branches, or by using other methods. Trying to"translate" this for Albania and Albanian public authorities we may say that firstly they have to improve more thegeneral policies, so the economy can be more stable and competition can be improved, then they can try to dowhat competition and the market may fail to do. This means that after improving the overall competition,improving the access of the SME-s in the financial market, the government can try to foster local enterprises inspecific localities of Albania, after studying carefully their current and future potential. In this way we will have alower concentration of enterprises in few geographic areas and bigger range of the services offered, not onlybars and mini-markets. Most of Albanian enterprises are micro-enterprises and it is expected that their legal form is that of a physicalperson. This is confirmed also by data, showing that in all the sectors, the physical person legal form isdominating. But concentrating in the trade sector we may note that among the other producers of services it hasthe higher percentage of the juridical person legal form. Of course, sometimes the legislation obliges the entrepreneurships of certain activities to have the legal form ofthe juridical person and in this way we cannot judge clearly for the dimensions of the companies based only ontheir legal form. But, companies constituted as juridical persons have more fiscal obligations and also more

obligations for the financial reporting of their activity, so if a company decides to become a juridical person, it islogical to assume that an increase of the dimensions has occurred or it is expected. As it can be seen in table 8(next page) the most preferred form of juridical person here in Albania is the limited liability form. This isbecause it has some advantages toward other forms, which are mostly known, but considering the conditions ofthe financial market in Albania (we don't have a stock exchange) it becomes also more preferred toward thejoint-stock companies. As we know, joint-stock companies can collect capital in the financial market, whichlimited liability companies can do not, but when a stock market does not exist, it's clearly better to have a limitedliability company because it has less obligations regarding to the documentation and transparency. But, incertain activities, for example lubricant importing companies must have the legal form of a joint-stock company,so they can perform this kind of activity. As table 8 shows, the two most important categories are the "ltd" form and the physical person form. Of coursethis dominance was expected, because since most of the enterprises in our country belong to the category ofthe micro-enterprises, it is obvious that they will be organized in the most basic legal form, which is the physicalperson. But "ltd" companies are more organized and in our case easier to study and to make statistics andspeaking about statistics, referring to the INSTAT methodology, they are at the basis of the calculation of all theindexes of sales in the economy, because their calculation is based on the periodical declaration of sales madeby ltd companies. According to the Albanian law, all companies subject to the VAT have to declare they salesevery month by using the so called formulary of the declaration of payments (FDP) and companies that aresubject to the VAT are organized at least as an ltd company, because otherwise they cannot declare anddeduct from the earnings the administrative expenditures, which will be addressed to the company only if thecompany exists as a separate entity (the company is separated from the owner). Due to the impact that IT will and must have on doing business, and not only, but in the whole process ofglobalization there will flow some development as: Only with support of Information Technology, SMEs willcontinue to represent a large share of the business sector economy and will generate most of the businessturnover, continuing to account for a large share of firm entries and a significant share of exits. Although theSME sector is characterized by considerable dynamism and entrepreneurial activity, it should be rememberedthat they need to be involve in the process of globalization, to stay competitive, and IT can be serve as amarketing tool in achieving this goal. . References Literature: * The Business Registration Process in South East Europe: A Peer Review -OECD - 2005 * INSTAT, various statistical report of INSTAT; * Bank of Albania, various issues of the Monthly Statistical Reports; * Banking Supervision, Annual Report 2005 * World Bank, 2008, "Doing business in 2009" * Business taxation legislation in years * Gorica., K. Marketingu I Sipermarrjes, Cikel Leksionesh * Ligji "për disa shtesa e ndryshime ne ligjin nr 8438 pë tatimin mbi të ardhurat " * Mucelli, A. (2000), I sistemi informativi integrati per il controllo dei processi aziendali, Giappichelli, Torino. * Mancellari, Xhepa, S., 2002, "Albanian Foreign Trade - Trends and Issues", ACIT research paper, 2002 * McMillan, J., Woodruff, C, 2002, "The Central Role of Entrepreneurs in Transition Economies", Journal ofeconomic Perspectives, 13, pp 153-1 70 * Ministria e Ekonomise, "Heqja e pengesave administrative, procès i vazhdueshem per permiresimin e klimesse biznesit", Mars 2005 * Ministria e Ekonomisë, Tregtisë dhe Energjitikës: "Strategjia për zhvillimin e SME-ve" Observatory ofEuropean SMEs, 2002, No. 3

* Pasini, P. And Perego, A. , Erba M. (2004)., L'evoluzione dei sistemi di Business Intelligence. * Polo, A. and Beretta S. (2002), Sistemi ERP e Change Management, in Sviluppo e Organizzazione, n°194. * Sevrani, K. Sistemet e Informacionit te Manaxhimit, Handbook, 2007 * Sevrani, K., Gorica, K.., Kordha, E., Sistemet e Informacionit te Manaxhimit ne Turizem, Handbook, 2009,Dajti 2000, Tirana. * World Bank - Investment Climate Surveys, Albania 2005 * World Bank - Strengthen Access to Finance for Small &Medium-size Enterprises while improving businessenvironment for all firms * World Bank &IFC - Doing Business in South East Europe 2008 Consulted Web site : * www.businessonline.it * www.intellibusiness.com * www.b-eye-network.com * www.instat.gov.al * http://ec.europa.eu/europeaid/evaluation/methodology/tools/too_itw_whe_en.htm * http://ec.europa.eu/enterprise/enterprise_policy/sme_definition/index_en.htm * http://europa.eu.int/comm/enterprise/enterprise_policy/analysis/observatory_en.htm * www.albinvest.gov.al/shqip/articles/ligji_sme-sq.html * www.quals-for-business.com * www.wordreference.com AuthorAffiliation Authors: 1. Prof. Assoc. KOZETA SEVRANI PhD University of Tirana Faculty of Economy Department of Mathematics, Statistics &Applied Informatics Department Address: Street of Elbasani, Tirana, Albania Mobile: + 355 68 20 44843 2. DOC. KLODIANA GORICA PhD University of Tirana Faculty of Economy Department of Marketing Address: Street of Elbasani, Tirana, Albania Phone: + 355 68 40 92504 Subject: Studies; Globalization; Information technology; Decision making; Entrepreneurship; Comparativeanalysis; Location: Albania Classification: 5220: Information technology management; 9520: Small business; 9176: Eastern Europe;9130: Experiment/theoretical treatment Publication title: Fifth International Conference of the School of Economics and Business in Sarajevo(ICES2010). Proceedings Pages: 1AV,2AV,3AV,4AV,5AV,6AV,7AV,8AV,9AV,10AV,11AV,12AV Number of pages: 12

Publication year: 2010 Publication date: 2010 Year: 2010 Publisher: University of Sarajevo, School of Economics and Business Place of publication: Sarajevo Country of publication: Bosnia And Herzegovina Publication subject: Business And Economics Source type: Conference Papers & Proceedings Language of publication: English Document type: Feature Document feature: Graphs Tables References ProQuest document ID: 1017707895 Document URL: http://search.proquest.com/docview/1017707895?accountid=50247 Copyright: Copyright University of Sarajevo, School of Economics and Business 2010 Last updated: 2012-05-30 Database: ProQuest Central

BibliographyCitation style: APA 6th - American Psychological Association, 6th Edition

Sevrani, K., & Gorica, K. (2010). MARKETING IMPLICATION OF INFORMATION COMUNICATIONTECHNOLOGY ON THE PROCESS OF GLOBALISATION OF ALBANIAN ENTREPRENEURSHIPS. Paperpresented at the 12-1AV,2AV,3AV,4AV,5AV,6AV,7AV,8AV,9AV,10AV,11AV,12AV. Retrieved fromhttp://search.proquest.com/docview/1017707895?accountid=50247

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