National Logistics Management essays

National Logistics Management essays National Logistics Management Case Study ITSM 670 Section 9041: Information Technology Management Capstone University of Maryland University College Graduate School Use of the Internet and the companys web portal for vendor auction of premium freight transportation space, ordering, tracking, and proactive business partnering have enabled National Logistics Management to fully exploit a niche in the Third Party Logistics Services market. The owner and sole capital holder of the company is now faced with the decision of either selling to a larger competitor or growing the company using outside capital to remain competitive and expand into the global market. This paper will focus on National Logistics Management use of its infrastructure service provider business model, how it could extend that business model into a more interactive one among more than just one primary business vendor, and how it can prioritize its Information Technology investments, either internally or externally, to achieve growth. Scott Taylor has built three successful businesses that are centered on the automotive industry in his hometown of Detroit, Michigan; TopFlite Trucking, Artisan, and National Logistics Management (NLM) (Applegate, Austin, s, involve distribution services from asset providers or shipper to the customer or receiver. 3PLSs like NLM evolved as a result of outsourcing of traditional supplier logistics functions. They serve as a primary example of Infrastructure Service Providers that offer online/offline services that support a variety of logistics, marketing, and other shared services usually at a demonstrated lower cost to both the shipper and receiver, in the case of 3PLS (Applegate et al., p. 65). Since its beginning in 1991, NLM has ex...

Overview of Hawk Bells

Overview of Hawk Bells A hawk bell (also called hawking or hawks bell) is a small round object made of sheet brass or copper, originally used as part of falconry equipment in medieval Europe. Hawk bells were also brought to the American continents by early European explorers and colonizers in the 16th, 17th and 18th centuries as potential trade goods. When they are found in Mississippian contexts in the southern United States, hawk bells are considered evidence for direct or indirect Mississippian contact with early European expeditions such as those by Hernando de Soto, Pnfilo de Navez, or others. Bells and Medieval Falconry The original use of hawk bells was, of course, in falconry. Hawking, the use of trained raptors to capture wild game, is an elite sport that was established throughout Europe no later than AD 500. The primary raptor used in hawking was peregrine and gyrfalcon, but they were only owned by the highest ranked individuals. The lower nobility and wealthier commoners practiced falconry with the goshawk and sparrow hawk. Hawking bells were part of the equipment of the medieval falconer, and they were attached in pairs to one of the birds legs by a short leather leash, called a bewit. Other hawking paraphernalia included leather leads called jesses, lures, hoods and gloves. The bells are necessarily made of light material, weighing no more than seven grams (1/4 ounce). Hawk bells found on archaeological sites are larger, although no more than 3.2 centimeters (1.3 inches) in diameter. Historical Evidence Spanish historical records dated to the 16th century describe the use of hawking bells (in Spanish: cascabeles grandes de bronce or large brass hawking bells) as trade items, along with iron knives and scissors, mirrors, and glass beads as well as clothing, maize and cassava. Although bells are not specifically mentioned in the de Soto chronicles, they were distributed as trade goods by several different Spanish explorers, including Pnfilo de Navez, who gave bells to Dulchanchellin, a Mississippian chief in Florida, in 1528; and Pedro Menà ©ndez de Aviles, who in 1566 presented Calusa headmen with bells among other objects. Because of this, in the southern half of what is today the United States, hawk bells are often cited as evidence of the Pnfilo de Navez and Hernando de Soto expeditions of the mid-16th century. Types of Bells Two types of hawk bells have been identified within the American continents: the Clarksdale bell (generally dated to the 16th century) and the Flushloop bell (generally dated to the 17th-19th centuries), both named by American archaeologists, rather than the original manufacturer. The Clarksdale bell (named after the Clarksdale Mound in Mississippi where the type bell was found) is made up of two undecorated copper or brass hemispheres crimped together and secured by a square flange around the midsection. At the base of the bell are two holes connected by a narrow slit. The wide loop (often 5 cm [~2 in] or better) at the top is secured by pushing the ends through a hole in the upper hemisphere and soldering the separate ends to the interior of the bell. The Flushloop bell has a thin strip of brass for an attachment loop, which was secured by pushing the ends of the of the loop through a hole in the bell and separating them. The two hemispheres were soldered rather than crimped together, leaving little or no surficial flange. Many specimens of the Flushloop bell have two decorative grooves encircling each hemisphere. Dating the Hawk Bell In general, Clarksdale type bells are the rarer form  and tend to be discovered in earlier contexts. Most date to the 16th century, although there are exceptions. Flushloop bells are generally dated in the 17th century or later, with the majority dated 18th and 19th century. Ian Brown has argued that Flushloop bells are of English and French manufacture, while the Spanish are the source of the Clarksdale. Clarksdale bells have been found in many historic Mississippian sites throughout the southern United States, such as Seven Springs (Alabama), Little Egypt and Poarch Farm (Georgia), Dunns Creek (Florida), Clarksdale (Mississippi), Toqua (Tennessee); as well as at Nueva Cadiz in Venezuela.   Sources Boyd CC, Jr., and Schroedl GF. 1987. In Search of Coosa. American Antiquity 52(4):840-844. Brown IW. 1979. Bells. In: Brain JP, editor. Tunica Treasure. Cambridge: Peabody Museum of Archaeology and Ethnology, Harvard Univesity. p 197-205. Mitchem JM, and McEwan BG. 1988. New data on early bells from Florida. Southeastern Archaeology 7(1):39-49. Prummel W. 1997. Evidence of hawking (falconry) from bird and mammal bones. International Journal of Osteoarchaeology 7(4):333-338. Sears WH. 1955. Creek and Cherokee Culture in the 18th Century. American Antiquity 21(2):143-149. Thibodeau AM, Chesley JT, and Ruiz J. 2012. Lead isotope analysis as a new method for identifying material culture belonging to the Vzquez de Coronado expedition. Journal of Archaeological Science 39(1):58-66.

Managing and Leading Change Essay Example | Topics and Well Written Essays - 2000 words

Managing and Leading Change - Essay Example It was observed that the key element for the successful implementation for the change theory would be the complex interaction that takes place between the different elements of change process in the organization. Organizational change is a structured approach in an organization for ensuring that changes are executed smoothly and successfully to achieve long lasting benefits. In the modern business environment, organizations are facing constant change. Globalization and rapid innovation of technology has resulted in a constantly evolving business environment. The growth in technology has had a positive effect of increasing the availability of knowledge. Changes in an organization are in response to the economic and non economic events. Therefore, the ability to adapt and manage to organizational change is an essential requirement in today’s workplace. Organizational change has a significant contribution to the five managerial dimensions strategic thinking, leadership, task mana gement, resources and relationships. Change management enables the managers to solve a management problem by thinking creatively and independently. It enables the managers of the company to adopt a leadership approach which facilitates proper communication among the teams and develop proper flow of communication. Change management has also contributed significantly to the task management by smooth coordination of activities between the departments and proper planning and control of activities. Change management also helps in acquiring and proper utilization of human resources. Managers have to understand that change is natural and not a highly programmed process which begins with the identification of problem and selecting the preferable solution (McCalman and Paton, 2010). Managers and the organizations will be judged upon their capability of handling change in an effective manner. According to authors Cloke &Goldsmith change management helps in improving the organizational culture especially in a bureaucratic organization (Brantley, 2005). Change management compels the managers to adopt a change in the leadership approach which focuses on improving the relationship between employees and managers. Therefore one of the main purposes of change management would be to increase the organizational commitment among the employees and restructuring the organizational environment. The rationale for adopting a transformational leadership style would be to prevent the problems existent in an organization. Challenges Faced by the Organization It is observed from the above case study that the organizational structure, process and leadership approach will change completely for the required organization. Presently, the organization follows bureaucratic approach which means that the employees and managers follow the hierarchical order, clear defined policies to attain the goals and objectives of the organization. The organization plans to expand further into retailing which r equires a different leadership and management style to be adopted. The organization had tried to implement changes earlier however the strategic team was successful only in framing the policies and not implementation. A newly built change management team was formed for revamping the

Roles and responsibilities Essay Example | Topics and Well Written Essays - 2000 words

Roles and responsibilities - Essay Example Coaching and physical instruction involves programming and planning process. It extensively involves the teaching style, the learning style, the leadership style, the coaching style and the communication skills. According to Cross (1999), physical fitness is categorized into two, first, is the general fitness which refers to the condition of an individual health and wealth being. Secondly, is the specific fitness which is mainly task-oriented. It is defined depending on an individual’s ability to carry out different aspects of sports. Physical fitness is gained through exercising, having the correct nutrition and adequate rest. All these are important in an individual’s life. According to Weinberg and Gould (2005), physical activity is an exercise through which the body is made to work extra hard than normal. It involves actives that go to the extreme level as compared to one’s routine of just sitting, standing and walking up the stairs. Increased Physical activi ty is beneficial to all. Sport is known to be a game that has its basis in physical athleticism, (Heyward, 2006). The roles and responsibilities of a coach are viewed at times as being complex and involving Cassidy, (2005). At the same time they are exciting and very rewarding to all individuals involved. ... This is based on the idea that reassurance and relieve is attained through sharing anxieties. Fourthly, a coach is a demonstrator; a coach has to clearly demonstrate the right skill which the athletes are supposed to perform. Fifth, he or she plays a role of a friend; a coach and an athlete develop personal relationship with time as they work together. Apart from provision of coaching advice sport coach become a close person who can also be involved problems discussion and sharing of success. A coach has to be careful and ensure that all personal information remains confidential. Through this, the coach will manage to maintain the existing friendship and respect. The sixth role is that of a facilitator, a coach is greatly involved in identifying the appropriate competitions which best suit the athletes. This will assist the competitors in attaining their yearly objectives. The seventh role is that of a fact finder, a coach plays a key role in collection of data of both national and i nternational results and provides updates with the latest training techniques. Eight, a coach is a fountain of knowledge; in some cases coaches are asked questions on different events on media, for example television, diet, sport injuries and other topics outside the field of sports. Ninth, a coach is also an instructor who is supposed to instruct athletes on different sport skills. Tenth, he or she is a motivator; a coach plays a key role in maintaining the motivation of athletes throughout the year. Twelfth, he or she is a role model, a coach remains to be a model on specific behavioural and social role for those under him or her to imitate. This is among the most important roles as coaches are required to be good examples to

Exploring Marketing with Delta Airlines as a Case Study Essay Example for Free

Exploring Marketing with Delta Airlines as a Case Study Essay Tedlow, Richard S. believes that the history of consumer product marketing in the United States can be divided into three phrases.1 The history of marketing will aid us in understanding the business world today and is thus useful in this essay to explore this in brief before embarking on studying Delta Airlines as a case study to approach the topic of marketing, in the context of the U.S Airline Industry. Phrase 1 is that of fragmentation and this is purely due to logistics reasons, rather than the result of any marketing strategy. This results in transportation of bulky goods from one region to another being relatively expensive and for a consumer product to achieve national distribution, a favorable ratio of weight and bulk to value is required. This phrase happened before the 1880s and the market size is restricted due to a lack of information, and it is characterized by a high margin and low volume. The second phrase of unification is the rise of mass marketing, with high volume and a low margin, which is the direct opposite of the first phrase of fragmentation. The development of this phrase is possible due to firstly, the development of the railroad and the telegraph and secondly, innovations in manufacturing technology. All the above innovations led to a more effective transportation and communication network that lowered the cost of mass marketing products by significant percentages. There is a rise of standardization with advances in manufacturing technology, and it is now possible to produce in great volumes and also, in small packages. Phrase Two occurred in the period 1880s to 1950s, and during this period, brand marketing and management grew in importance. Manufacturers attempt to transform the name of his product into a kind of supername Ââ€" a brand.2 The products of this phrase not only aimed at national distribution, but also strived to attract all consumers using a single brand or product, that will be regarded as ‘standardÂ’. 1 Richard S. Tedlow, The fourth phase of marketing: Marketing history and the business world today, in Tedlow, Richard S. and Jones, Geoffrey, editors, The Rise and fall of mass marketing (London ; New York : Routledge , 1993), p. 19 2 Richard S. Tedlow, New and improved : the story of mass marketing in America (New York: Basic Books, 1990), p. 14 The third phrase is that of segmentation. The innovations that led to this phrase after the 1950s is made possible by radio and television advertising. There were also major changes in America culture that influenced consumer demand. Commercial advertising through television showed that certain programs appealed to certain classes of viewers. This meant that the opportunities for segmenting markets, that is, concentrating the selling appeal on one particular group of potential customers who might be defined by their age, income, and education ( known as demographics) or by their lifestyle ( known as psychographics) were greatly enhanced. 3 There is a rise in image advertising in this phrase, for example, Coca-Cola had always been “the symbol of the standard bearer of changeless, ageless Americana”.4 Commericals were no longer about characteristics of the products, but of the people portrayed as using them, and this led to the development of the “Pepsi Generation” for example. All this saw the breakdown of the whole American mass market developed in Phrase Two to spilt into numerous product categories from necessity items to up-market consumer-durables. Segmentation also occurs at the retail level. This phrase is characterized by high volume and value pricing. The key developments of the railway, telegraph, production technologies and television advertising, are external to corporations, but yet they manage to capitalize on them and turn opportunities into profits. This is how market segmentation evolved. Marketers are sensitive to changing times and they capitalize on opportunities and turn the situation around to a positive one, in terms of fulfilling the companyÂ’s objectives. This is the second proposition put up by Tedlow, that of “entrepreneurial vision”, of which risk-takers need to make investments and turn their visions into reality. 5 3 Robert D Buzzell and Jean-Louis Lecocq, “Polaroid France (S.A.),” in Steven H. Star, Nancy J. Davis, Christopher H. Lovelock and Benson P. Shapiro, editors, Problems in Marketing, (New York:McGrawHill, 1977), pp. 191-213 4 Richard S. Tedlow, The fourth phase of marketing: Marketing history and the business world today, in Tedlow, Richard S. and Jones, Geoffrey, editors, The Rise and fall of mass marketing (London ; New York : Routledge , 1993), p. 18 5 Richard S. Tedlow, The fourth phase of marketing: Marketing history and the business world today, in Tedlow, Richard S. and Jones, Geoffrey, editors, The Rise and fall of mass marketing (London ; New York : Routledge , 1993), p. 21 Another important proposition put up by Tedlow is that of “managing change”. Consumer tastes and the external environment are constantly changing. Corporations have to be flexible and adapt quickly to the unstable environment facing them. Competition can come from other corporations in terms of either trying to beat the firstmover with the same strategy, or trying to change the rules.5 Tedlow proposes a fourth phrase of marketing and this is due to information technology. “Inventory, is the price of the lack of information; and the information revolution is lowering that price in the factory, in the distribution system, and at the point of sale.”6 This is the stage of “micromarketing”, which is hyper-segmentation, of possibly every customer as a component of a segment of one. Supply is able to increase due to information technology, but, at the same time, demand for micromarketing is increasing. Consumers are becoming more and more demanding and they expect to get what they want, thus there is a rise in customization. Consumer choices will increase and it is every marketerÂ’s hope to sell any potential customer precisely what they want and to ensure they get maximum satisfaction. It is no longer necessary to convince consumers to purchase the standardized products that the factory has made. However, disadvantages of micromarketing must be noted. The latter may result in an overflux of choices and consumers become confused, as differences diminish. There is also the problem of shelf space or that of the limitations of distribution. Scarce resource in the form of shelf space has to be allocated by the retailers, and thus products canÂ’t just keep increasing. I will now turn my attention to the U.S Airline industry, where marketing is a framework for airline decision-making. During the period 1979 to 1983, the deepest world recession created many problems in the U.S Airline industry. Among these were rapid expansion of fuel prices, which increased the operating costs of airlines. Slot restrictions caused by the walk-out of air traffic controllers in August 1981 also posted a problem. The U.S recession resulted in a general weakness in air traffic and yields. This 6 Richard S. Tedlow, The fourth phase of marketing: Marketing history and the business world today, in Tedlow, Richard S. and Jones, Geoffrey, editors, The Rise and fall of mass marketing (London ; New York : Routledge , 1993), p. 27 is an indicator that the external environment that airlines are operating in, is thoroughly unstable. Economic upturns and downturns are expected. When the Airline Deregulation Act was passed in the United States on October 1978, the airline industry is faced with overcapacity and fare wars, and it is impossible to maintain yields. But, lessons have been learnt since the last world recession for the U.S airlines. One New York analyst comments that “I have never seen an industry so well prepared for a recession.” Airlines now are sensitive to the capacity cycle and even though the industry has a number of new aircraft on the way, there are no excessive commitments for new capacity. A lot of flexibility is built into the aircraft deals and airlines have older, fully depreciated aircraft that they can either hold on to or retire, in the face of overcapacity. There are now two new weapons open to the North American majors that they did not possess in the last downturn. The first is that of the regional jet that revived the regional airline industry, and is a potential new market. The second is the low-cost airline-within-airline operations, such as Delta Express and US AirwaysÂ’ new MetroJet. The majors are able to compete with Southwest, who can ride out a recession well because of its dedication to keeping costs down and knowing its markets well.7 Delta Express, the airline-within an airline, launched in 1996, was started not only to protect the mainline carrier from increasing low-fares competition in America but also to prove to Wall Street that Delta management can be innovative and progressive as well. The Just Plane Cookies, shaped to resemble aircraft, became the signature of Delta Express. Delta Express offers lower salaries than those at the mainline, but it is launched to motivate DeltaÂ’s employees once again, after the trust factor has been broken, with the 7.5 program as an attempt to cut costs drastically during the last industry downturn. Some 65% of Delta departures from Orlando are now delta Express flights and the market is so important to Delta Express that the carrier now occupies the whole wing of a terminal at Orlando Airport. Delta Express releases the creative skills of their people and this boosts employeesÂ’ morale. Innovations are created this way as the management is able to respond immediately. The key to making Delta Express work is to define the boundaries 7 “US majors aim to break the cycle,” Airline Business, January 1999, p. 52 so that the customer differentiates between their product and that of the mainline. Delta Express operates a point-to-point service that is not part of the mainlineÂ’s network. Delta Express gains leverage from being able to offer Delta Skymiles frequent flier points. About 70% of the customer mix is leisure and Delta Express has since moved from three fares to six fares and better yield management. They introduced seasonal fares, and they constantly reassess processes to keep costs down. Keeping costs down as an airline that is a business unit of a major carrier remains a serious challenge. However, the advance seat reservation facility that Delta Express offers is a useful advantage over both MetroJet and SouthWest, but the most obvious success of Delta Express is the way it has helped revived the spirit of Delta. 8 Even though the industry remains intensely competitive now, major carriers has a route system well suited to their individual strengths, and fewer carriers are on the verge of bankruptcy, unlike the financial crisis that we saw in the 1980s and early 1990s. “All carriers are using much stronger yield management systems which allow them to offer discounts without giving away their product through ruinous price wars”, says Raymond Neidl, an analyst at ING Barrings in New York.9 The problem of ticket discounting that led to great uncertainty in airlinesÂ’ revenue forecasts as a result of deregulation, is no longer a big problem now, as a result of stronger yield management systems. With a better outlook for traffic, the prospect of low rates of capacity growth in the near future and a manageable level of new aircraft deliveries, there seems to be better times ahead. 10 Successful airlines are market-oriented airlines, who are well-led with the topmanagement setting a clear, sound and long-term strategy. The potential available markets are identified and which market segments to exploit are decided, and the whole of the corporate resources are devoted to meeting the product needs of those identified market segments. This is the application of the marketing theory. But, first of all, what is marketing? “Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements profitably.” 11 There is a need to differentiate 8 “Express Yourself,” Airline Business, February 1999, pp. 56-57 9 “US majors aim to break the cycle,” Airline Business, January 1999, p. 51 10 Chris Tarry, “ Time to Break the Cycle,” Airline Business, June 2000, p.94 11 U.K. Institute of Marketing, quoted in Wilmhurst (1978), p. 1 between consumer and industrial marketing. The former consists of items of a relatively low unit price and there is usually not much contact between the consumer and the producer. The latter is characterized by smaller number of buyers and unit prices are high higher and there is direct contacts between the producer and the buyer. What is being market-oriented? Marketing investigation is done to gain a thorough knowledge of the market segments that the airline is interested in going into, and areas of unsatisfie d consumersÂ’ wants and needs will surface. An airline may also consider going into a market segment where consumersÂ’ wants and needs are satisfied less than their expectations. A collection of competitorÂ’s actions is important also in this initial stage of the application of marketing theory to real-life corporations. Next, a firm needs to define its marketing strategy and this starts off with the firmÂ’s objectives, that include both corporate and social ones. The corporate mission is then established which defines the broad area of activity of which the corporation is concerned. The corporation then needs to adopt a marketing plan, that consists of what consumers want and need, competitorsÂ’ actions, the strengths and weaknesses of the corporation and the opportunities and threats posed by the external environment. Marketing communication is important to secure sales of products in particular markets and also to promote the corporate image of the firm in question. At the many stages of marketing, a corporation must make a choice between deploying its own resources or hiring services. The internal organization is important and thus the appropriate corporate management structure must be established and also the application of appropriate personnel recruitment and training policies. The external organization will consist of others not in the corporation, in the role of marketing, such as services of consultants in market research. The marketing mix is the combination of the four controllable variables, of product, price, place, promotion (the four Ps) that an organization creates to satisfy its target market. Airlines need to offer a range of products such that they are better placed due to the probability of a downturn in some markets being counter-balanced by upswings in other markets. An important reason for product and market diversification is due to “synergy”. “It is the term used to describe a situation where a firm producing several products is able to do so more effectively than a set of firms with each firm concentrating on a single item.” 12 Most airlines pursue the total market strategy, that is the attempt to provide services for significant parts of the business, leisure and freight segments. Even though this strategy gives great opportunities to airlines, there is the problem of designing products which meet the conflicting requirements of the different segments. The business market segment requires a wide route network with good interconnections and a high flight frequency, and thus costly products. High seat accessibility is required as well, but high prices are charged for this segment, due to the relative price elasticity of demand. The leisure market, on the other hand, competes based on prices and this results in price instability and very low yields, and leisure demand will only peak during only a few times a year. Its products can be offered comparatively cheaply though. However, the leisure market is potentially the largest segment of the total airline market, and its longterm prospects are better than that of the business segment. As for the freight market, an all-freight airline should concentrate on large and bulky items that are too large to fit into the lower holds of even wide-bodied passenger aircraft. Overnight delivery of urgent parcels by Federal Express, has also proved to be highly successful and passenger airlines canÂ’t compete since the proportion of their flying is done in the daytime. Frequent Flier Program(FFP) as an Airline Marketing Strategy The starting point of a successful FFP is to lay down the airlineÂ’s aims and structure first. The main goal will most likely be to increase seat sales through generating repeat business among loyal customers or attracting new customers. The FFP database can be a source of marketing information and it can be used as an additional source of revenue through the trade of FFP points with associated partners. There is also the opportunity for consumers to differentiate products in a world filled with too many consumer choices, as in TedlowÂ’s fourth marketing phrase. The program needs to be accessed regularly to adapt to constantly changing market conditions and redeveloped if necessary. Airlines should not focus too narrowly on one particular objective and risk damaging the whole scheme. Thus, they should work 12 Stephen Shaw, Airline Marketing and Management, (Malabar : Krieger , 1988, c1985), p.16 across all their strategic aims. Every department needs to recognize the loyalty program as a key marketing tool and internal support need to be won. The FFP also needs market acceptance and thus the program structure needs to meet the expectations of the consumer, who looks to the awards and service benefits. Flexibility is important in the unstable economy, as in TedlowÂ’s proposition of “managing change”. Delta has long introduced a non-expiring policy for its miles, and Air France was the first European major to adapt this change after being influenced by its alliance with Delta. Customer service is also very important in FFP programs and quality management needs to remain under strict airline control. The elite program catering for the customer segment of frequent high-yield travellers, enable the airlines to keep their best customers. “A successful FFP must be one that is based on clear strategic goals, and that achieves a balance between them supported by an attractive program structure benchmarked against best global practice.” 13 For example, Delta has started a strategic alliance with Aeromexico, Air France and Korean Air. They call themselves “Skyteam”. The agreement outlines the formation of an enhanced marketing relationship among the carriers. SkyTeam airlines have a reciprocal frequent flyer program, extensive codesharing network and the best growth potential of any global alliance. SkyTeam With four airlines now working together to continually improve customer benefits, SkyTeam compares very favorably. SkyTeam is the first alliance built around customer needs and is currently one of the world’s top three global airline alliances. SkyTeam has strong hubs in key markets where 80 percent of the world’s traffic flies. Passengers will continue to enjoy the benefits of their home airlines while traveling on any SkyTeam airline, with more choices of flights and departure times, plus all frequent flyer program and lounge benefits. SkyTeam offers customers worldwide access, improved choice and convenience, consistent service and the ability to be recognized and rewarded for their loyalty. Immediate benefits include reciprocal frequent flyer programs, worldwide lounge access, 13 Ravindra Bhagwanani, “ Keeping the high Fliers,” Airline Business, June 2000, p. 93 and the combined network of Aeromexico, Air France, Delta and Korean Air. By yearend, benefits will include priority baggage handling, preferred seating for our elite frequent flyers and other benefits based on our extensive employee training program. Aeromexico has long been recognized as a market leader and the preferred choice in air travel for passengers in the Mexican and Latin American markets. Joining the alliance with like-minded partners allows Aeromexico to expand its international route network and better serve the needs of passengers as they travel on both business and pleasure throughout the world. Air France’s hub at Charles de Gaulle International Airport offers an extensive schedule of connecting flights to points throughout Europe, Africa, Asia and the Middle East. It is the best-positioned hub in Europe for transatlantic passengers traveling beyond a European gateway. In addition, the airport offers great potential for further capacity growth. Delta’s hub at Atlanta Hartsfield International Airport offers passengers more connections than any other airport in the world, with 1,316 daily flights to 126 destinations. Customers have access to a global network of 5,390 flights each day to 356 cities in 57 countries on Delta, Delta Express, Delta Shuttle, the Delta Connection carriers and Delta’s Worldwide Partners. Korean Air’s hub in Seoul is the best Asian hub for SkyTeam, offering service to 78 cities in Asia. Korean Air’s upcoming hub at Seoul’s new Inchon Airport will be the future leading hub in Asia and one of the few major hub airports in the world with room to expand. SkyTeam is a multi-lateral, global alliance among the four airlines. In addition, each carrier will continue to have bilateral relationships with airlines in their respective markets. SkyTeam plan to explore all synergy possibilities. SkyTeam has tremendous potential in the area of cargo. Delta and Air France have already announced a joint agreement, and plan to expand this to a multi-lateral level. This is the fulfilment of the total market strategy mentioned above, and strategic alliances enable a pool of resources together to serve more routes and consumers, especially when SkyTeam is the first alliance built around customer needs. History of Delta Airlines Delta Airlines began modestly, as a crop-dusting outfit in Monroe, Louisiana, in 1928, the first professional crop duster in the nation. Delta was founded by C.E Woolman, who headed the company for 38 years, until his death in 1966. He moved DeltaÂ’s headquarters to Atlanta in the early 1940s and that hub became the heart of its operations and ultimately the course of most of its management. Even though Delta actively opposed deregulation, it entered deregulation with a number of strengths. By growing, it has elbowed its way into the “big five.” Delta has expanded significantly in the Southeast by acquiring Citizens and Southern Airlines in 1953. It expanded north with its acquisition of Northeast in 1972. And in 1986, Delta joined the stampede to merge by acquiring Western Air Lines, hubbed in Salt Lake City. Because Delta paid its workers well and had never laid any off, it enjoyed relatively amicable labour relations and had few union contracts. That enabled it to enjoy high productivity, excellent service, and high worker morale with little turnover. DeltaÂ’s greatest asset of all was its people. While deregulation has brought the industry tremendous labour strife, labour-management relations were goos at DelataÂ’s Atlanta headquarters. In 1986, DeltaÂ’s workers dug into their pockets and bought the company a jet. A job with Delta is security for life, but DeltaÂ’s salary expenditures were high and they were saddled with the largest labour expenditures in the industry. But, Delta has been blessed with profitability, except in 1983, when it made a loss. This loss is because a market survey in 1982 revealed that Delta had acquired a reput ation for being highpriced in the new regulated environment. Hubs The question of hub-and-spoke networks has been a central issue in route planning under deregulation. Many airlines have based their planning on the idea that if they build a major hub, with large numbers of flights in and out of it, it will be very difficult for a newcomer to break in, as they will be able to match the wide network. This is the first-mover advantage in one of TedlowÂ’s propositions, not mentioned above. The limitations to this concept is that passengers prefer to take direct flights rather than those requiring intermediate stops. At Hartsfield Airport in Atlanta, Delta Airlines operates and it can claim to be the busiest single-airline hub in the world, with 600 daily departures. More than 20000 Delta passengers change planes in Atlanta each day. Each of DeltaÂ’s arriving and departing waves consists of over 50 aircraft, requiring all four runways to be used simultaneously for arrivals and then for departures. 14 DeltaÂ’s Mission Statement and Corporate Strategy Delta wants to be the “Worldwide Airline of Choice” and their strengths lies in the competitive edge of DeltaÂ’s people, customer service as the cornerstone of their company, a strong route system, outstanding operations and fleet and ethical and honest actions. DeltaÂ’s vision builds on DeltaÂ’s heritage and their vision results in sustained profitability that comes the opportunity for growth and advancement and the pride that comes from being part of an exceptional business organization. Delta has a Success Through Service training and that led to its achievement of a competitive advantage. Delta has built a legendary reputation for family-friendly, “deltastyle ” customer service. Employees are loyal and contented members of the “Delta Family”. Delta has also led the industry in customer satisfaction ratings, providing passengers with a consistent, high-quality flying experience. For example, Delta received the “2000 Grand Prix Customer Service Award”, whereby Teleperformance, a Parisbased customer relationship management company, honored Delta’s Online Customer Support Desk with the U.S. 2000 Grand Prix Customer Service Award, for superior email customer service support. Delta also took second in the T ransportation and Travel category for its telephone customer handling. DeltaÂ’s fundamental belief about service to people, customers and personnel, remains unchanged. Delta personnel treated one another as extended family and this concern is mirrored in the way Delta personnel treat customers. Delta hires at entry level, so thus, managers are able to handle problems of their staff with empathy since they have been through that before. There is a strong tradition of employment security in Delta. 14 Pat Hanlon, Global airlines : competition in a transnational industry, (Oxford : Butterworth Heinemann , 1996), p. 80 During economic slumps, extra staffing is redeployed into other jobs and creative options such as job sharing and voluntary personal leaves are also made available. Delta has a flat and thin management structure and engages in cross utilization and thus employees has a broader view of their company. Delta emphasizes a lot on the people side of the profit equation and thus, it has a strong compensation structure that acknowledges the people side of business and the value of experience and draws and keeps the best people on the team. Team work is inherent in Delta and everyone respects one another. There is empowerment in the job and employees are motivated to work harder and be more productive. The best measure of passenger satisfaction among U.S Airlines today is the number of complaint letters written directly to the Department of Transportation by consumers. Since 1971 when that reporting began, Delta has maintained the best overall record for passenger satisfaction of any major U.S airline per 100,000 customers boarded. “Delta knows the only way to achieve the goal of being the best and most respected airline in the world is to deliver excellent service, one customer at a time.” Importance of Information Technology Delta Airlines have exploited the challenges posed by the millenium bug to overhaul its obsolete IT infrastructure with leading-edge technology that will help achieve operational excellence and give a big boost to customer service and even contribute to revenue performance. The gate and boarding project which includes new computer systems and software, boarding documentation and procedures, is the cornerstone of the airlineÂ’s ongoing Airport Renewal program to modernize and standardized DeltaÂ’s ancient airport technology and physical plant. Not only is the system simpler but it greatly enhances DeltaÂ’s ability to recognize and regard its best customers or those needing extra attention. The system is tied to DeltaÂ’s customer database, and thus the customerÂ’s past history or possible dissatisfaction with DeltaÂ’s services could be established and corrected for in the customerÂ’s next flight. The systems greatest value will be when things go wrong and people wi ll be satisfied that they are handled well during those circumstances. Delta develops technology around process, rather than function. They have been planning and changing their technology around the customers, rather than the systems being functionally focused around reservations, airports and the Internet. Delta is ultimately interested in the “Customer Experience”. Delta cuts costs by $30 million per year, due to a standard technology infrastructure at all locations and thus expect to increase customer service significantly.15 Delta continues evaluating emerging technologies that may further increase its customer services. Conclusion As shown in DeltaÂ’s case above, Delta engages in information technology and now, they are able to focus individually on every customer, and increase their customer service and this is characterized by TedlowÂ’s fourth marketing phrase Ââ€" micromarketing. An airline is very service oriented and thus, consumers will not be confused in terms of numerous products emerging, but rather, they will be pleased by the excellent service they receive. Delta has also been a well-managed company, whereby employees are empowered and teams are used to facilitate brain-storming and everyoneÂ’s opinion is taken into consideration. Employment at the entry-level further enhances the ability to empathize with others working in other departments. Delta is also very customer-oriented and that totally encompass the marketing concept of putting customerÂ’s needs and wants first. Delta is able to compete globally and become one of the ‘big fiveÂ’ in America and has one of the busiest hubs in Atlanta. All this comes from sound marketing principles, a mission statement of being the “Worldwide Airline of Choice”, a total market strategy in the business, leisure and freight market segments. Delta has also gone into strategic alliances in SkyWest to further enhance customer service. Delta concentrated also on standardizing its operations through its technology infrastructure and this is part of TedlowÂ’s Phrase two where standardization is widespread. Delta also segments its markets into the three market segments and continues to serve its different market segments with excellent service and this is Phrase Three in what Tedlow comes up with. 15 King, Julia and Wallace Bob, Corporate standards are key to Delta plan, Computerworld, Volume 33, Issue 24 (Framingham, June 1999), p.16 The case on Delta has shown that focus on the customer is very important for any corporation to succeed. Management is also very important with the right corporate culture and structure instilled, and coupled with marketing strategies, can achieve a worldwide standard and accepted corporation. Bibliography Buzzell, Robert D. and Lecocq, Jean-Louis, Polaroid France (S.A.), in Steven H. Star, Nancy J. Davis, Christopher H. Lovelock and Benson P. Shapiro, editors, Problems in Marketing, (New York:McGrawHill, 1977): 191-213 Flint, Perry, Being last is not always the worst thing, Air Transport World, Volume 36, Issue 9 (Cleveland, September 1999): 68-69 Hanlon, Pat, Global airlines : competition in a transnational industry, (Oxford : Butterworth Heinemann , 1996). J. Paul Peter and Donnelly, James H., Marketing Management : knowledge and skills : text, analysis, cases, plans (Homewood, IL : Irwin , 1992). Jones, Patricia and Kahaner, Larry, Say it and live it: 50 corporate mission statements that hit the mark (New York : Doubleday , 1995). King, Julia and Wallace Bob, Corporate standards are key to Delta plan, Computerworld, Volume 33, Issue 24 (Framingham, June 1999):16 Shaw, Stephen, Airline Marketing and Management, (Malabar : Krieger , 1988, c1985). Spechler Jay W., Managing quality in Americas most admired companies (San Francisco : Berrett-Koehler Publishers ; Norcross, Ga. : Industrial Engineeering and Management Press, Institute of Industrial Engineers , 1993). Tarry, Chris, Time to Break the Cycle, Airline Business, June 2000: 95-96 Tedlow, Richard S., New and improved : the story of mass marketing in America (New York: Basic Books, 1990). Tedlow, Richard S., The fourth phase of marketing: Marketing history and the business world today, in Tedlow, Richard S. and Jones, Geoffrey, editors, The Rise and fall of mass marketing (London ; New York : Routledge , 1993): 8-35. Weaver, Nora and Atkinson, Tom, Training for Success Through Service: How Delta Air Lines Does It, in Zemke, Ron and Woods, John A., editors, Best practices in customer service (New York, N.Y. : AMACOM, 1998): 109-118

Communication Technologies in Canada Essay -- Exploratory Essays Resea

Communication Technologies in Canada Canada is also very unique in the global economy in light of their communication technologies. Canada is a unique country because it allows two main companies control its communication industry. The two big players in the game are Rogers, who control eastern Canada, and Shaw, who control western Canada. Rogers Communication started with a vision that "radio is an electric pipeline" by Edward S. Rogers, Sr. In 1925 Mr. Rogers, Sr. invented the world's first alternating "current (AC) radio tube."1 The radio tube was a huge break through in communication technology and in radio reception, and as a result of the invention; radios became common medium of communication. Edward's son, Ted Rogers has now created a new current of communication. Ted Rogers has a "number of ventures in broadcasting, cable television and communication"2 Ted also took communication to a new level by building a number of cable television systems in the United States. So Rogers not only control a large part of the Canadian communication sector but now has moved to the States as well. And "in March 1989, Rogers Communication completed the sale of its U.S cable television interests for CDN $1.581 billion."3 Rogers have started to make a huge number of profits outside of Canada while still keeping the company with a Canadian prospective. Within Canada right now, Rogers has taken communication technology to a whole different era by providing its customers more than one services. Rogers now provide services such as "Cellular, Digital PCs, Paging, and data communication, and Cable television, high-speed internet access and also video retailing, and radio and television broadcasting, tele-shopping, publishing and new... ...lted on April 08, 2003 6 Community Support 7 Rogers. "Radio Stations". Online at : , Consulted on April 08, 2003. 8 Friday October 11, 2002 CCIT Lecture 9 Rogers. "Magazines". Online at: , Consulted on April 08, 2003. 10 Shaw. "Looking Back". Online at : , Consulted on April 08, 2003. 11 Shaw. "Looking Back". Online at : , Consulted on April 08, 2003. 12 Shaw. "Looking Back between 1993-2003". Online at: , Consulted on April 09, 2003. 13 Looking Back between 1993-2003 14 Looking Back between 1993-2003 15 Looking Back between 1993-2003 16 Looking Back between 1993-2003

Kone Case

GONE managers, however, weren't quite sure how they would take Moonscape to market. GONE managers had to decide what segment of the market they were going to target, how they were going to penetrate this segment, and how they could quantify the overall economic value of their product to their potential customers. Recommendations The marketing strategy that we chose for GONE Fugue was to advertise their product at trade shows, sales visits, and exhibitions such as Constructor. We also chose to install fully functional Moonscape elevators in all regional offices throughoutGermany in order to demonstrate the potential benefits of this revolutionary new product first hand to our customers. Moonscape elevators will come with a price guarantee between initial quotes to final delivery. This will alleviate any financial anxiety that our customers might have about dealing with a single supplier. Furthermore, we recommend that GONE set the price of the new Moonscape elevator at DMS 85,000 and increase their sales force, especially in regards to introducing new products, in order to compete with their competitors.Analysis GONE Moonscape is a revolutionary machine-room-less elevator that yields significant advantages over other designs. The gain of additional usable space for revenue-generating purposes and the greater architectural freedom In the design and construction of new buildings are some of the many reasons why GONE Moonscape is a truly innovative product that will help increase revenues of potential clients. There are many savings that potential clients will see when operating a GONE Moonscape elevator in addition to using new freed up space for revenue generating purposes.Those Savings include saved energy costs of G 1,540 per year vs.. Hydraulic elevators and G 740 per year vs.. Eared traction elevators. There Is no machine needed to operate the elevator which accounts for another savings of G 7,500. Finally, it is estimated that the savings for a construction company is upwards of 5% of construction costs when using a GONE Moonscape elevator as compared to any other hydraulic or geared traction elevator. Please see attached Excel Spreadsheet for savings comparisons. In addition to the quantitative savings factors, there are also qualitative benefits that Moonscape elevators provide.These qualitative benefits Include the reduced risk of a fire hazard when compared to unforgettable to ride in with shorter average ride times and are more aesthetically appealing. These improvements will be very popular among future riders. The perceived disadvantages that potential customers may have to the GONE Moonscape elevator are the higher initial investment and the size of the Ecocide required machine room for greater than 16 floors. However, the higher initial investment costs are almost immediately recovered in the cost savings from the machine room of G 7,500, as well as the energy savings of G 1 ,540 per year vs.. Hydraulic elevators and G 740 per year vs.. Geared traction elevators. Our target market segment includes those customers who are less than 16 stories in height, which would eliminate the latter concern. Customer, Company, ; Competition GONE was established in 1910, and headquartered out of Finland. Its core business was focused on the sale and maintenance of electrical motors. Over the years GONE expanded its core business to include steel equipment manufacturing, maritime equipment sales, and elevator manufacturing and services, among many others.GONE is currently the world's third largest elevator company behind rivals Otis and Schneider. GONE Fugue A. G. Which operated in Germany and was the most important market in mainland Europe. It manufactures and sells low-rise passenger elevators, medium-rise elevator systems, and high-rise elevator systems. Low-rise elevators accounted for approximately 75% of Cone's equipment sales, while mid- rise and high-rise elevators accounted for 15% and 10% of sales, respectivel y (Case). CONE'S elevator business was organized into two distinct divisions: New Equipment, called VI; and Services, called IV.According to case statistics, the New Equipment Division accounted for 38% of revenue, while the Service Division accounted for 62% f revenue. Over 90% of CONE'S sales are outside of Finland with 53% in the European Union, 29% in North America, 10% in Asia, and 4% in Australia (Case). CONE'S new revolutionary Moonscape elevator is a machine-room-less elevator that will yield significant additional usable space for its customers and allow greater architectural freedom in the design and construction of new buildings.Moonscape is being targeted at low rise buildings in Germany, which constitute 74% of real estate in Germany. Currently, this segment is served by 60% hydraulic, 40% geared traction elevators. We will target the geared traction segment, albeit with a price slightly higher than current price levels. We make this decision based on the fact that the elevator market is not as cost sensitive as it is quality and utility sensitive based on the fact that over 66% of the geared market went for the more expensive option.Product, Price, Place, & Promotion Moonscape elevators are a revolutionary product which take induction motors to a new level and offer the chance to architects to get rid of the clumsy and inconvenient machine rooms which so often spoil the perspective of the building or hampers basement and foundation design. It offers developers the chance to save the significant costs related to building these machine rooms. It was attractive owners of projects in that they would be substantially cheaper and safer to operate.GONE Fugues branch managers have often commented that the sales force of their competitors in Germany often outnumbered those of GONE by one to five. We believe force should be drastically increased to be at par with the competition in order to maximize exposure and to launch this brand new product. Demo insta llations at our regional headquarters throughout Germany will also convince those careful buyers ho wouldn't want their project to be the ‘Guiana pigs' for this new technology. Moonscape has typically found that going to Constructor and other trade shows is not as lucrative.However, because we are launching a completely revolutionary new product, it is essential that the contractors and architects (who together make up 90% of the elevator decision makers) are exposed to this new product. So while we will continue to invest in trade press and Journal advertising, we will have to make the investment to attend expensive trade shows for maximum impact. While the cost, ease and speed of construction will be emphasized to the contractors, the selling point to the Architects would be the aesthetic value that the absence of a machine room can bring to the skyline.According to the company's policy for markets with less than 15% market share, we have decided to price Moonscape slightly above current price levels, I. E. , at DMS 85,000. Most elevator models across brands have been making an average loss of 5% on initial elevator sales. For the first time, Cone's Moonscape would be profitable in the initial sale as well. Conclusion GONE Moonscape is a revolutionary product with a great potential to bump up avenues for Gone and to regain lost market share even in an economy where construction activity was slow.GONE has the technology to vastly and dramatically differentiate its products from anything else in the market and be not only qualitatively better, but much more cost effective. With this marketing strategy, we believe GONE has the potential to make the most of Moonscape as a lucrative new product. We believe that with a marketing strategy along the lines of the recommendations made above, Moonscape can be a very lucrative new elevator product and can reap large benefits for GONE in the German market. Kone Case GONE managers, however, weren't quite sure how they would take Moonscape to market. GONE managers had to decide what segment of the market they were going to target, how they were going to penetrate this segment, and how they could quantify the overall economic value of their product to their potential customers. Recommendations The marketing strategy that we chose for GONE Fugue was to advertise their product at trade shows, sales visits, and exhibitions such as Constructor. We also chose to install fully functional Moonscape elevators in all regional offices throughoutGermany in order to demonstrate the potential benefits of this revolutionary new product first hand to our customers. Moonscape elevators will come with a price guarantee between initial quotes to final delivery. This will alleviate any financial anxiety that our customers might have about dealing with a single supplier. Furthermore, we recommend that GONE set the price of the new Moonscape elevator at DMS 85,000 and increase their sales force, especially in regards to introducing new products, in order to compete with their competitors.Analysis GONE Moonscape is a revolutionary machine-room-less elevator that yields significant advantages over other designs. The gain of additional usable space for revenue-generating purposes and the greater architectural freedom In the design and construction of new buildings are some of the many reasons why GONE Moonscape is a truly innovative product that will help increase revenues of potential clients. There are many savings that potential clients will see when operating a GONE Moonscape elevator in addition to using new freed up space for revenue generating purposes.Those Savings include saved energy costs of G 1,540 per year vs.. Hydraulic elevators and G 740 per year vs.. Eared traction elevators. There Is no machine needed to operate the elevator which accounts for another savings of G 7,500. Finally, it is estimated that the savings for a construction company is upwards of 5% of construction costs when using a GONE Moonscape elevator as compared to any other hydraulic or geared traction elevator. Please see attached Excel Spreadsheet for savings comparisons. In addition to the quantitative savings factors, there are also qualitative benefits that Moonscape elevators provide.These qualitative benefits Include the reduced risk of a fire hazard when compared to unforgettable to ride in with shorter average ride times and are more aesthetically appealing. These improvements will be very popular among future riders. The perceived disadvantages that potential customers may have to the GONE Moonscape elevator are the higher initial investment and the size of the Ecocide required machine room for greater than 16 floors. However, the higher initial investment costs are almost immediately recovered in the cost savings from the machine room of G 7,500, as well as the energy savings of G 1 ,540 per year vs.. Hydraulic elevators and G 740 per year vs.. Geared traction elevators. Our target market segment includes those customers who are less than 16 stories in height, which would eliminate the latter concern. Customer, Company, ; Competition GONE was established in 1910, and headquartered out of Finland. Its core business was focused on the sale and maintenance of electrical motors. Over the years GONE expanded its core business to include steel equipment manufacturing, maritime equipment sales, and elevator manufacturing and services, among many others.GONE is currently the world's third largest elevator company behind rivals Otis and Schneider. GONE Fugue A. G. Which operated in Germany and was the most important market in mainland Europe. It manufactures and sells low-rise passenger elevators, medium-rise elevator systems, and high-rise elevator systems. Low-rise elevators accounted for approximately 75% of Cone's equipment sales, while mid- rise and high-rise elevators accounted for 15% and 10% of sales, respectivel y (Case). CONE'S elevator business was organized into two distinct divisions: New Equipment, called VI; and Services, called IV.According to case statistics, the New Equipment Division accounted for 38% of revenue, while the Service Division accounted for 62% f revenue. Over 90% of CONE'S sales are outside of Finland with 53% in the European Union, 29% in North America, 10% in Asia, and 4% in Australia (Case). CONE'S new revolutionary Moonscape elevator is a machine-room-less elevator that will yield significant additional usable space for its customers and allow greater architectural freedom in the design and construction of new buildings.Moonscape is being targeted at low rise buildings in Germany, which constitute 74% of real estate in Germany. Currently, this segment is served by 60% hydraulic, 40% geared traction elevators. We will target the geared traction segment, albeit with a price slightly higher than current price levels. We make this decision based on the fact that the elevator market is not as cost sensitive as it is quality and utility sensitive based on the fact that over 66% of the geared market went for the more expensive option.Product, Price, Place, & Promotion Moonscape elevators are a revolutionary product which take induction motors to a new level and offer the chance to architects to get rid of the clumsy and inconvenient machine rooms which so often spoil the perspective of the building or hampers basement and foundation design. It offers developers the chance to save the significant costs related to building these machine rooms. It was attractive owners of projects in that they would be substantially cheaper and safer to operate.GONE Fugues branch managers have often commented that the sales force of their competitors in Germany often outnumbered those of GONE by one to five. We believe force should be drastically increased to be at par with the competition in order to maximize exposure and to launch this brand new product. Demo insta llations at our regional headquarters throughout Germany will also convince those careful buyers ho wouldn't want their project to be the ‘Guiana pigs' for this new technology. Moonscape has typically found that going to Constructor and other trade shows is not as lucrative.However, because we are launching a completely revolutionary new product, it is essential that the contractors and architects (who together make up 90% of the elevator decision makers) are exposed to this new product. So while we will continue to invest in trade press and Journal advertising, we will have to make the investment to attend expensive trade shows for maximum impact. While the cost, ease and speed of construction will be emphasized to the contractors, the selling point to the Architects would be the aesthetic value that the absence of a machine room can bring to the skyline.According to the company's policy for markets with less than 15% market share, we have decided to price Moonscape slightly above current price levels, I. E. , at DMS 85,000. Most elevator models across brands have been making an average loss of 5% on initial elevator sales. For the first time, Cone's Moonscape would be profitable in the initial sale as well. Conclusion GONE Moonscape is a revolutionary product with a great potential to bump up avenues for Gone and to regain lost market share even in an economy where construction activity was slow.GONE has the technology to vastly and dramatically differentiate its products from anything else in the market and be not only qualitatively better, but much more cost effective. With this marketing strategy, we believe GONE has the potential to make the most of Moonscape as a lucrative new product. We believe that with a marketing strategy along the lines of the recommendations made above, Moonscape can be a very lucrative new elevator product and can reap large benefits for GONE in the German market.

Current issue in government contract Essay

The issue is focus on the financial aspect in the company operations. The law is so strict enough in the budget allocated for any accounts which are voluntary. Below is the issue accordingly; auditing the company’s accounts on a voluntarily basis: â€Å"A request from the Secretary General of the Department of Finance to audit, the annual accounts of Campus and Stadium Ireland Development Ltd. I agreed to audit the company’s accounts on a voluntary basis pending the enactment of legislation to put the company and its operations on a statutory footing. The audit, which was completed in June 2001, covered a period from the date it commenced operations on December 10, 1999 to the end of the year 2000. Almost ? 2 million was allocated from the Department of the Taoiseach’s Vote to meet the costs of the company in the initial period. The committee will see from the accounts that something around ? 560,000 of that went to fitting out the offices which were rented in Blanchard town, ? 400,000 went to pay for executive services for the last four months of the year 2000 and ? 313,000 or so went on consultants’ fees (Purcell. http://www. irlgov. ie)†. Corporate governance arrangements, tendering for executive services, fee levels for executive services, credit card expenses and the tax status of the company. I can expand on the specific issues during the course of the examination if the committee so wishes. The main activities of the company during the period of the accounts were developing an architectural and environmental scheme for the company, devising the structure of a competition for the provision of the various facilities on the site and latterly organizing a competition for the provision. In my own opinion of the issue, I could rather say, if the provision issue provides the enhancement of the development of the company’s progress then it is so much advice able to adopt the audit more profoundly. Then continuous monitoring of the results of the issue to the point of view of the rest of the people concerned to either it resulted to a positive outcomes or not. If it has positive outcomes then it would be better to enhance such auditing issue just for the good of the company and all the concern as well. Other Issues â€Å" 1.) A person’s children or other lineal descendants such as grandchildren and great-grandchildren, it does not mean all heirs, but only the direct bloodline. Occasionally, there is a problem in determining whether a writer of a will or deed meant issue to include descendants beyond his or her immediate children. While a child or children are alive, issue refers only to them, but if they are deceased then it will apply to the next generation unless there is language in the document which shows it specifically does not apply to them. This issues looks unfair to the new generation to which no how on how comes they are a part of the problem for infact they just come in existing. 2) n. any matter of dispute in a legal controversy or lawsuit, very commonly used in such phrases as â€Å"the legal issues are,† â€Å"the factual issues are,† â€Å"this is an issue which the judge must decide,† or â€Å"please, counsel, let us know what issues you have agreed upon. † In these issues, as long as it is following the legalities it has to be abided. The judge is the one to promulgate laws that was agreed upon standards. So if it is in my case I don’t need to argue at all though it hurts to accept facts but facts must prevail. 3) v. to send out, promulgate, publish or make the original distribution, such as a corporation selling and distributing shares of stock to its initial investors. I will rather agree to this statement, this is for the reason of visibility to everybody of what was going on the promulgation. There should be participation to everybody’s concern. 4) n. the shares of stock or bonds of a corporation which have been sold and distributed (â€Å"Issue†. http://legal-dictionary. thefreedictionary. com)†. A Problem in Contracts Assurance contracts are a financial technology that facilitates the private creation of public goods and Club goods in the face of the free rider problem. The free rider problem is that there may be actions that would benefit a large group of people, but once the action is taken, there is no way to exclude those who did not pay for the action from the benefits. This leads to a game theoretic problem: all members of a group might be better off if an action was taken, and the members of the group contributed to the cost of the action, but many members of the group may make the perfectly rational decision to let others pay for it, then reap the benefits for free, possibly with the result that no action is taken. The result of this rational game play is lower utility for everyone. â€Å"Assurance contracts operate as follows: In a binding way, members of a group pledge to contribute to action an at least N-1 other members also make the same pledge. If N members sign the pledge (perhaps by a certain expiration date), the action is taken. If the quorum is not reached, the parties are not bound to carry through the action (â€Å"Assurance Contract†. http://en. wikipedia. org)†. â€Å"The binding mechanism may be a contract enforced by a government, a contract enforced by a private organization (e. g. a mediator, a protection agency in an anarcho-capitalist society, etc. ), an escrow organization (in such cases, the â€Å"binding contract† is â€Å"signed† by depositing funds in advance, which are later either disbursed according to the contract, or refunded), etc. Many economists argued that the central planning and bureaucratic directions are necessary to produce public goods. There is at least some types of public good can be produced privately by profit seeking entrepreneurs. A new and more powerful form of assurance contract and discusses, without making rigorous is called a dominant assurance contract. This was contracts that exhibit on the goods or product. There are two problems involved in the production of public goods, the preference revelation problem and the contribution problem. One focus we have for sure is on the contribution problem, how to get agents voluntarily contribute to providing the public good. This will limit the analysis of good, which naturally comes in lumpy quantities, or goods for which we can deduce into an efficient size. If a bridge or road or light house is to built we can probably estimate the efficient size from the information about preferences and technology (Tabarrok, Alexander. March 6, 1996. http://mason. gmu. edu)†. Under this issue we can include the government contracts which were brought to news for publicly seen. A recent decision by the Bankruptcy Court for the Eastern District of Virginia has potentially momentous consequences for bankrupt government contractors and their creditors. â€Å"That court, with jurisdiction over the Virginia suburbs of Washington, D. C. , the primary place of business for many government contractors, has held that the debtor/contractor filing for reorganization of the Bankruptcy Code is not automatically entitled to continue performing its federal contracts. Instead, the government can obtain permission from the bankruptcy court to immediately terminate such contracts (Government Contracts. 1999. http://www. hklaw. com)†. This decision may result in contractor being forced into liquidation proceedings, with little remaining for its creditors. In my own opinion it is inhuman to say getting all proceeding of the debtor on which nothing left for her living. This means that, the same saying killing the debtor for not paying all the debts. It’s too much contract not giving any pardon to debtor itself. If I were to judge I have to see to it that I can make adjustment prior to both the company and the debtor. There must be equal distribution. Government Contract Commitment to the client and the promise of innovative solutions is the core of Government Contracts Consultants. Government Contracts Consultants is organized as a small woman-owned, SBA certified HUB Zone company organized to meet the ever-growing needs of business by providing creative information technology, administrative and acquisition management support services and training to government and commercial clients. Our areas of expertise included. â€Å"M3 Federal Contract Practice Group, LLC. (M3) works on behalf of Prime contractors, Subcontractors, and International companies doing business with the U. S. Government. M3 is a highly recognized U. S. Government contract consultant firm comprised of subject matter experts that focus on and comprehend every element of the federal procurement field from business development, writing winning proposals, contract management, contract closeout, and claim resolution. M3 Federal is the only company within the federal procurement field that provides an all encompassing teaming solution for any company willing to get into the federal procurement field or that has been in the federal field and has complex procurement issues to resolve. M3 Federal Contract Practice Group specializes in all areas of government contracting and federal procurement including (â€Å"M3 Federal Contract†. http://www. m3federal. com): †¢ Contract Claims †¢ Preparation †¢ Submittal †¢ Resolution †¢ Audits †¢ Qui Tam Actions †¢ Fraud †¢ Bid Protests †¢ Proposal Development DoD Facility Clearances †¢ DoD Personnel Clearances †¢ Intellectual Property Rights †¢ Export Regulation & Compliance †¢ Commercial Contracts †¢ Joint Ventures/Teaming Agreements †¢ Contract Administration †¢ GSA Schedules This are all gives us the background of what covers the entire contract. The overview of this contact will focus on business. Business will be better off if it follows a standard to avail. Conclusion: We have dealt with five issues that differ in many ways. Issues has an act by the Government that goes beyond the terms of a Fixed Price Contract, Cost Type, Cost Plus Award Fee, Research & Development Contract, etc. or any contract termination that has a consequential ripple effect upon the entire contract and/or Contractor, impose a substantial risk to the Contractor and require immediate action by the Contractor to ensure no financial denigration to reputation. In the sense of Government contract it is legal and purposely design to make progress not only the company but also the people at large. It is properly impose so that everybody will understand the agreement agreed upon. But in the case of problem issues it is focusing more often to the people who have not agreed to to their previous contract or might be things they fail to do and the other parties tends to claim and will sewed the debtor for example. Also problems sometimes will come out to be in the case of agreement which was not abided. If I will to make sure that agreement should complied I have see to it , that my opponents could make a written not just verbal agreement to whom I can claim even if problem arise. Reference â€Å"Assurance Contract†. http://en. wikipedia. org/wiki/Assurance_contracts â€Å"Issue†. http://legal-dictionary. thefreedictionary. com/issue Government Contracts. 1999. http://www. hklaw. com/Publications/newsletters. asp? ID=70)† â€Å"M3 Federal Contract†. http://www. m3federal. com Purcell. http://www. irlgov. ie/committees-02/c-publicaccounts/020321/Page1. htm Tabarrok, Alexander. March 6, 1996. http://mason. gmu. edu/~atabarro/PrivateProvision. pdf Sovereign acts by the Government, such as dictating to the Contractor, orally or through un-priced or unsigned modifications are a manifestation that you are working to defective specifications and/or performing added scope work. If any of the following conditions apply to your contract, you may be experiencing lost funds and may be entitled to additional mo whether or not the end item meets contract requirements. Any change in this methodology, not covered by a modification, is a delay to the contract and in many cases is considered added scope work entitling the Contractor to be monetarily Contractor must be aware that a rejection, not supported by a specific contract citation is improper, and that a Contractor is not obligated to perform the work until a citation is given or a modification is made to the contract.

How to Study for Objective Test Questions

How to Study for Objective Test Questions Objective test questions are those that require a specific answer. An objective question usually has only one potential correct answer (although there may be some room for answers that are close), and they leave no room for  opinion. Objective test questions differ from subjective test questions, which have more than one potential correct answer and sometimes have room for a justified opinion. Objective test questions may be constructed as a list of possible answers, requiring the students to recognize the correct one from the list. These questions include matching, true/false, and multiple choice. Other  objective test questions, like fill-in-the-blank questions, require that the student recall the correct answer from memory. How to Study for Objective Questions Objective questions with short, specific answers require memorization. Flashcards are a helpful tool for this process. However, students should not stop with memorizing terms and definitions, as memorization is only the first step. As a student, you must gain a deeper understanding of each term or concept in order to understand why some potential multiple choice answers are  incorrect. Imagine that you need to know the effects of the Emancipation Proclamation for your history test. To succeed on the test, It is not enough to remember what the proclamation  did  accomplish. You must also consider what this executive order  did not  do. For example, you should know that the proclamation was  not  a law and that its impact was limited. This knowledge will help you predict which  wrong  answers might be presented on the test and will enable you to outsmart any trick questions. Because you should go beyond memorizing answers for your test terms, you should team up  with a study partner  and  create your own  multiple choice practice test. Each of you should write out one right and several wrong answers. Then, you should discuss why each potential answer is correct or incorrect. Tackling Objective Test Questions Ideally, you have studied hard and you know all the answers. Realistically, however, there will be some questions that you find a little tricky. Sometimes, a multiple choice question will have two answers that you can’t quite decide between. Don’t be afraid to skip these questions and answer the ones you feel most confident about first. That way, you know what questions you need to spend a little more time on. The same goes for matching style tests. Eliminate all the options you know are wrong and mark out the answers youve already used. This process will make the remaining answers a little easier to identify.

Quagga Facts and Figures

Quagga Facts and Figures Name: Quagga (pronounced KWAH-gah, after its distinctive call); also known as Equus quagga quagga Habitat: Plains of South Africa Historical Period: Late Pleistocene-Modern (300,000-150 years ago) Size and Weight: About four feet high and 500 pounds Diet: Grass Distinguishing Characteristics: Stripes on head and neck; modest size; brown posterior About the Quagga Of all the animals that have gone extinct over the past 500 million years, the Quagga has the distinction of being the first to have had its DNA analyzed, in 1984. Modern science quickly dissipated 200 years of confusion: when it was first described by South African naturalists, in 1778, the Quagga was pegged as a species of genus Equus (which comprises horses, zebras, and donkeys). However, its DNA, extracted from the hide of a preserved specimen, showed that the Quagga was actually a sub-species of the classic Plains Zebra, which diverged from the parent stock in Africa anywhere between 300,000 and 100,000 years ago, during the later Pleistocene epoch. (This shouldnt have come as a surprise, considering the zebra-like stripes that covered the Quaggas head and neck.) Unfortunately, the Quagga was no match for the Boer settlers of South Africa, who prized this zebra offshoot for its meat and its coat (and hunted it just for sport as well). Those Quaggas that werent shot and skinned were humiliated in other ways; some were used, more or less successfully, to herd sheep, and some were exported for display in foreign zoos (one well-known and much-photographed individual lived in the London Zoo in the mid-19th century). A few Quaggas even wound up pulling carts full of tourists in early 19th century England, which much have quite been an adventure considering the Quaggas mean, skittish disposition (even today, zebras are not known for their gentle natures, which helps to explain why they were never domesticated like modern horses.) The last living Quagga, a mare, died in full sight of the world, in an Amsterdam zoo in 1883. However, you may yet have the chance to see a living Quagga- or at least a modern interpretation of a living Quagga- thanks to the controversial scientific program known as de-extinction. In 1987, a South African naturalist hatched a plan to selectively breed back the Quagga from a population of plains zebras, specifically aiming to reproduce the Quaggas distinctive stripe pattern. Whether or not the resulting animals count as genuine Quaggas, or are technically only zebras that look superficially like Quaggas, will likely not matter to the tourists that (in a few years) will be able to glimpse these majestic beasts on the Western Cape.

Personal statement Example | Topics and Well Written Essays - 500 words - 46

Personal Statement Example One thing I love about Marketing is that it is never boring. I see myself in a role where I would be constantly updating myself on the latest trends and consumer preferences, the latest techniques of advertising, and new wonders of digital technology. Another very appealing aspect of Marketing is that it requires teamwork. People from different cultures join hands, bringing the very best from their respective cultures, to promote a product or service. As a Marketer, I shall be able to socialize with culturally diverse peers on daily basis and form long-lasting contacts and bonds with them. Marketing is like artwork. It takes an innovative approach for an ad or other means of marketing to gain that special attention for the audience which can make the sales for a particular product or service stand out. It takes thorough knowledge, deep thinking, prudent planning, teamwork, dedication, and commitment to successfully market a product or service. All these elements combined in one profession make it worth more than just a source of income. The satisfaction and feeling of accomplishment that comes with the success of a product or service because of effective marketing is overwhelming. Successful brands like Gucci, Giorgio Armani, and Pepsi heavily invest in marketing and the sales profile reflects the fruit of investment. I love the experimentation in Marketing. From issuing loyalty stamps to the customers to discount days, Marketers are always busy trying something new to enlarge the customer base and gain customer loyalty. Having practiced these techniques for some years in some big firms, I intend to apply the lessons and techniques thus learned to make my own brand successful, which I intend to establish some years later. Marketing can make or break a business, so it is crucially important for someone who aspires to become an entrepreneur in the long-term to be formally

Final arch history Essay Example | Topics and Well Written Essays - 750 words

Final arch history - Essay Example Some religions reflect on their attributed traditions in designing religious structures like those in the Middle Eastern countries, wherein less hierarchy is instituted in the overall architectural plan of the worship place; and this is particularly conceptualized owing to the notions of simplicity, unity and togetherness in worship. Architectural hierarchy, while sometimes disregarded in some religions, is highly represented in Roman Catholicism, and most commonly, in Chinese religious structures like pagodas, temples, and stupas. For example, in Chinese culture, traditional Buddhist architecture varies structure’s height, colour, roof, and shape depending on rank; â€Å"The greater the height and slope, the higher the rank†; moreover, courtyard plans and the symmetrical arrangement of religious structures, including statuaries, indicate status and hierarchical order (Nan Tien Temple, â€Å"Buddhism and Architecture†). Likewise, in the earliest times, hierarchy in the [Student’s Last Name] 2 Roman Catholic churches was employed in order to distinguish it from other large structures: â€Å"The church buildings must be distinct from parish hall, offices, or school† (Alderman, â€Å"Heaven Made Manifest†). Historical accounts will show how religious structures in Roman Catholicism and Chinese religions employ a sense of hierarchy in their architecture. One of the most interesting parts in the architectural design of Roman Catholic churches is the manner in which each partition of the church building is ordered according to its purpose and sacredness. Prior to entering the main interior of the church, one undergoes a juncture or a minute of preparation for the transition from the tedious and disturbing activities of the world to the domain of the holy liturgy (Schloeder 138); "This may take the form of a cloistered atrium or perhaps a parish plaza; in most cases, a simple narthex or a vestibule will do† (138). The si gnificance and relationship among the altar, the priest and the congregation are clearly manifested in the way church partitions are being ordered. The General Instruction of the New Roman Missal (GIRM 217) asserts that the altar should be placed the highest among everything that is on the pulpit, higher than that of the celebrant’s chair. This is being so in that the altar symbolizes not merely as a place of Sacrifice but it is a symbol of Jesus Christ (Sacred Congregation of Rites, â€Å"Eucharisticum Mysterium†). Moreover, while this arrangement is common in the Catholic Church, it was only ascribed from the early Jewish civilizations. Nevertheless, the practice is still carried on until the present time (Ratzinger 70-71). Going eastward, just like Roman Catholicism, Chinese temples are also influenced by some traditional and religious beliefs. The prevalent practice of Confucianism in China impacted the way religious structures are being designed. In Confucian phil osophy, every person must display [Student’s Last Name] 3 genuineness and conform to a demanded hierarchy. Furthermore, it stressed on the distinction between the influential and the ordinary, the high ranking and the minor, by the use of manifold aspects that include size, shape, color, and height. Traditional Chinese religious structures are characterized by magnificence in roofs manifested through its height, slope, shape, and color (Nan Tien Temple, â€Å"Buddhism and Architecture†). Since Chinese temples, pagodas, and stufas are used to