Analysis Aqualisa Quartz Essay Example for Free

Analysis Aqualisa Quartz Essay Every company dreams that one day they can bring something unique and very competitive, and use it to dominate the market. But things might not be as easy as they thought. In Aqualisa case, Harry Rawlinson, managing director of Aqualisa, gives us an example that even with new significant shower product Quartz, which seems to be perfect in every aspect, they cannot make a relative progress in U.K. shower market. Quartz is designed to solve all the troubles that exist in U. K. showers. It provides efficient and reliable water pressure and temperature, needs less space in bathroom, has a stylish looking and is easy to use and install. Although Quartz leaps all other showers, the initial sales results turned to be gloomy, as Rawlinson said â€Å"For some reason, it simply wasn’t selling†. To reveal these â€Å"reasons†, we will first look at the general shower market status, and then we will analysis two main factors that cause Quart fail in initial Sales: Quart itself and Plumber. Finally, we will examine Aqualisa’s marketing strategy and find out what is the right thing to do. Shower market in U.K. The U.K. shower market has 3 distribution channels, 3 buyer segments, and 2 Special roles: Plumber and Developer. To give a brief summary, we will use some charts to demonstrate characteristics of these elements, and use it for latter discussions. As we can see, Quartz has 61% in Rate of return (manufacturer) and 47% in Rate of return (retailer), which is not the highest among other products. And we notice that Aquavalve Value, which is in value segment, and Aquaforce 1. 0/1. 5 Bar, which is in Standard segment, have higher Rate of return, but these product sold well in lower segments. Thus Quartz cannot be blamed for overprice, at least it was no more expensive than Aqualisa’s other product. Besides, if we consider the installation cost that saved by Quartz (2 days to half day, with 40-80/hour), Quartz is even cheaper. So either the price was not the reason, or the price was misunderstood. Consumer could be blinded by Quartz’s high retail price and ignore its relatively high produce cost. Besides, Aqualisa â€Å"was generally recognized as having top quality showers, a premium brand, and great service†, that reputation could make consumers form the idea that Quartz is just another premium product which is not cost-effective. This misjudgment of Quartz’s value is the true reason that Quartz was not accepted in lower market. Thus lower Quartz’s price would have less result if the misconception remains unchanged. To solve this problem, Aqualisa need more effort to spread the idea that Quartz is economical and practical. Quartz’s former advertisement plan shows most of its progressiveness, like the picture in Exhibit-9, they list all the priorities, make it even more like a premium product. They need to give some economy features such as the cost of installation, the durability of Quartz’s parts, Quartz’s life time budget etc, and compare Quartz’s features with traditional showers, to remind consumers that Quartz values for their money. Plumber, Friend or Foe? Plumber is an important role in shower market. Exhibit-4 shows that about 73% shower selection are influenced by Plumbers. Yet Plumbers are â€Å"wary of innovation, particularly any innovation involving electronics†, AKA Quartz. The negative impact of Plumber’s attitude is obvious, and even Aqualisa calling â€Å"face-to-face introduce and explain the new product† to their â€Å"very loyal† plumbers, nothing changed in short term. Rawlinson was so desperate to plumbers that he thought about abandon plumbers and target consumers directly. Considering the plumbers’ high clout in current market share, and Aqualisa already have high market share (70%) in Do-It-Yourself Sheds which target consumer directly, give up plumbers would be ineffective and useless. Rather than evade the issue, let’s face it straight: Why Plumbers oppose Quartz and how to change it. The main reason that plumbers reject innovation derived from risk aversion. Because â€Å"unfamiliar products could present unknown performance problems†, which will make plumbers pay money and time to adjust. Former failure case like â€Å"push-button† controls in 1980s had Strengthened plumbers’ stubborn. But Quartz has no substantive contradiction with plumbers, on the contrary, it’s easy to install and operate that could give plumbers substantial benefits. As a matter of fact, Plumbers who â€Å"puts one in†, becomes â€Å"convert†. Thus Plumbers’ prejudice will disappear by time. By saying â€Å"Adoption is a long, slow process† Pestell, Aqualisa national sales manager, did not realize that they do have some ways to speed up the process. In fact, it seems that Aqualisa did not consider plumbers as a distinct important part in their sales. They barely treat plumbers like consumers or retailers, told plumbers how excellent or advanced Quartz is. But what they should do is telling how good Quartz will do to the plumbers themselves. They could show plumbers the contradistinctions in installing Quartz and traditional showers, and emphasize that Quartz will make their daily two days work to half day, reduce both their work intensity and work time. With this advantage, plumbers can do more jobs and be better off in more income. Aqualisa can also give more samples to plumbers or pay non-loyal plumbers to install Quartz to clear former haze of electronics. With focused promotion plan, Aqualisa will make plumbers realize Quartz is favorable, and turn them into steady alliance. Strategy, Breakthrough or Mark time? Aqualisa’s former strategy is Steady and comprehensive. They joined every segments of market and provided their products in all distribution channels. Their current core product is Aquavalve 609, and they had been in the upper level in the market share (â€Å"number two in mixing valves and number three in the overall UK shower market†), only surpass by Triton and Mira (Exhibit-2). When Quartz joins the family, it did not have a clear position among other siblings. Actually, Aqualisa showed no clear expectations in Quartz’s performance. They just spread it to whole market and hope it can dominate. This pointless strategy makes them unconscious to the market response thus they make no effective action when sales encountered difficulties. Even if their final target is the whole market, they could build milestones and interim objectives like enter the high-end market then extend to lower market or simplify the product to catch the lower market with low price then release advance model to premium user. Either way, the company should have a more specific positioning and targeting plan to meet the company’s expectation. Despite the former marketing strategy, Aqualisa now need to decide their next move. Rawlinson showed his trepidation that Aqualisa, which is profitable with its current products, may not be willing to take the risk of promoting Quartz. The risk comes from two sides: first, the development of Quartz has already spent 5. 8 million and three years times, further promotion could cost 3-4 million more. It’s hard to stay profitable with this huge investment. Second, the Quartz has competition effect with company’s Cash Cow product: Aquavalve, which also put company’s stable market share and benefit in uncertainty. The risk of launching new products is inevitable, but is it possible that Aqualisa can sit back, relax and enjoy its current benefit? As we learn from Exhibit-2 (U. K. Market Share Data 2000), Aqualisa, had 18. 1% market share in total units sold, while Triton and Mira were 30. 3% and 21. 7%. In the Electric Showers category, which Aqualisa sold most, the market share was 16. 9% while Triton had 43. 5%. And in Mixer showers category, where core product Aquavalve 609 rest, the market share was 20. 8% while Mira had 36. 4%. With these figure, we cannot say Aqualisa is in a safe place. They did not have domination in any part of the market, and there were significant gap between Aqualisa and market leader. With more than one competitor, Aqualisa could easily be replaced and fall into masses. At this situation, even promoting new product could cost a fortune, Aqualisa still need a breakthrough and Quartz is just what the company need. On the other hand, the existing market structure gives Quartz sufficient space to outspread. If Quartz is good enough to assault Aquavalve 609’s sale, it could also shake the leader position of Triton and Mira’s products. If Quartz is, as Rawlinson said, â€Å"first significant product innovation in the U. K. shower market since forever†, it will beat down others company’s products and increase Aqualisa’s market share, and not only in U. K. market, it can move forward to European markets or global markets, then the current promotion cost would be unremarkable. But if Aqualisa give up Quartz, the opportunity cost would be too big to accept. Rawlinson’s worry will become true: â€Å"In five years’ time, someone else will have got the world market for this technology†. Then the Aqualisa’s experiences would be competitors’ field test and its former investment would contribute to other’s benefit. Conclusion People usually consider that finding the goose is the hard part, but in fact, make the goose laid golden eggs is also not easy. Aqualisa holds its goose named Quartz, and shows us such an example. This case also told us it’s not only about what we have, it’s more about how to connect everything together, including product (Quartz), customer, collaborator (plumber), market, make right decisions and build relationships.

The Museum And Art Gallery Kelvingrove Tourism Essay

The Museum And Art Gallery Kelvingrove Tourism Essay The current study analyzes the visitor operations and experience in a detailed manner for Kelvingrove Art Gallery and Museum. The visitor operations and experience is handled in the current study in four different perspectives namely: Marketing Perspective, Management Perspective, Operations perspective and Quality Perspective. Marketing perspective starts with the approach of marketing strategies using 4 Ps technique for understanding the prevailing strategies for the organizations. Then, using the mentioned strategies the study shifts to the Kelvingrove museum art and gallery analysis for marketing strategies. Management perspective follows the marketing perspective analysis specific to Kelvingrove with the factors that influence the management success or failure. Then, it analyses the key functions that are implemented by the management of Kelvingrove in the art gallery with respect to the staff and the visitors experience. Third perspective that deals with the visitors attraction s and the operational activities that are performed in general is operational perspective. The second part of this deals with the analysis of how Kelvingrove manages the operations effectively that made them successful. The next part is to concentrate on the quality perspective which is being carried out in all the organizations but which is the key factor that needs to be taken utter care for performing in higher levels of standard. This is analyzed for Kelvingrove using the famous technique of SERVQUAL method. The current study then highlights the recommendations which though minor needs to be followed up by the museum organizations to be in a better position. Then, the study ends with the limitations to the current study which can be further studied if those were not restricted. INTRODUCTION The Museum and Art Gallery, Kelvingrove is run by the Culture and Leisure Services Department of Glasgow City Council. The Museum is housed in an impressive Category A listed building which was first opened in 1901 as part of the International Exhibition and is one of Glasgows landmarks. Kelvingrove is the most visited museum outside London, receiving over one million visitors a year in the last five years (Scottish Tourist Board). Kelvingrove Art Gallery and Museum is an excellent place to visit with a vast collection of masterpieces of various people (Top-ten-Glasgow-guide, 2009).   Marketing Perspective Philip Kotler (2008:17) defines marketing as satisfying needs and wants through an exchange process. Marketing is an integrated process through which companies create value for customers and build strong customer relationships in order to capture value from customers in return. Marketing is not just about selling. Peter Drucker (2004:34) explained, The aim of marketing is to make selling superfluous. [It] is to know and understand the customer so well that the product or service fits him and sells itself. Ideally, marketing should result in a customer who is ready to buy. In addition the marketing management should be innovative while product development and calculating the added value. This would also ensure that the short run needs and long run requirements are balanced to meet the customer requirements and yield profits (Swarbroke, 1999:218). In the current study, we focus on marketing visitor attractions. A visitor attraction can be defined as somewhere worth leaving home for and this is as relevant to a single museum or cathedral as it is to a town or place. In a successful visitor attraction, the product on offer is the experience itself, spending money on that experience must be worthwhile. In the experience economy, the visitor attractions must continuously reinvent itself to have repeat visits and survive. This economy of experience is about quality, service and choice it is not about size. Successful visitor attractions of whatever size sells memories, experiences and expectations to individual customers. Hence it is important to have the right marketing mix for the product you are trying to sell. The term marketing mix refers to the primary elements that must be attended to in order to properly market a product or service. Also known as The 4 Ps of Marketing, the marketing mix is a very useful, if a bit general, guideline for understanding the fundamentals of what makes a good marketing campaign. (Hooley, 2008: 45-60). Four Ps Strategies: Product: A visitor attraction will have many different products on offer namely the permanent collection, temporary exhibitions, special events and educational resources for schools, colleges and universities. In addition to this, there are products such as the membership schemes, gift shops, cafes and corporate hire facilities. Place: Place is the location where the products or the customers output is ready for use. There are two key factors that a museum or a visitor attraction promotes with regards to its location: Excellent transport links by bus and train. Easy ticket booking facilities available onsite or online. Price: Price impacts strongly on how businesses fare competitively (Diamantopoulos et al., 1995). Hence price is considered as the key element in the marketing mix. There are different factors that affect pricing decisions for marketers namely organizational and marketing objectives; pricing objectives; costs; remaining marketing mix variables; channel member expectations; buyers perceptions; competition; legal and regulatory issues and perceived value. The following three aspects need to cover while determining price: standard admission fee, discounts on admission fee (discount percentage and conditions) and concessions provided mainly in public sector attractions to disadvantaged people. Promotion: This aspect of the marketing mix represents the possible tools used to communicate with and attract the target audiences. These can include: Advertising paying for adverts in newspapers, magazines and radio, and on poster sites Print producing banners, posters, leaflets and other items, and arranging distribution. Leaflets are sent to places such as libraries, tourist information offices, cafes and other places likely to be visited by the campaigns target audience. Direct mail sending leaflets or other print with a letter to named individuals, using in-house data bases or external lists of names which are either researched or bought. Sales promotion and brand partnerships promotions include offering prizes or discounts on tickets in collaboration with other parties, from newspapers and magazines to rail networks and coffee shops. Partnerships could involve window displays in shops, or branded giveaways. New media e-newsletters and website features Public relations (Kevin, 1994: 20) In this context, Kelvingrove has done a fantastic job in being the most popular museum in U.K outside London through its effective marketing plan. For the management, the key the primary challenge has been to encourage repeat visits and Kelvingrove has successful done so with new advanced features or quality improvements. Kelvingrove successfully underwent a re-development of its displays and visitor facilities. At Kelvingrove there are 200,000 objects with only 20,000 on display at any time within the gallery. After the refurbishment 50% more items are on display to the public. Lot of efforts have gone to ensure that Kelvingrove meets all the requirements pertaining to security, humidity control and lighting to attract major tours to Glasgow. Working on feedback from researchers who identified that a very large number of visitors to the gallery never left the ground floor, marketing experts have ensured that public gets more back space and have all the information to find way around the gallery. A Formal Educational Space for children and Childrens Discovery Centers and developments like these will be a major boost to schools, colleges and universities in and around Glasgow. The acquisition of knowledge is supported at various levels and the gallery is geared up for those who wish to explore subjects in more detail with support from staff with the availability of quiet self-study areas. At Kelvingrove there is now an Object Cinema and 22 themed galleries focusing on 100 different stories. These wonderful features are supported by an effective promotional campaign through vibrant brochures and hand-outs. Since, its an icon by itself, not much is spent on advertising through media. The museum sponsors for many events including sports and cultural activities. Kelvingrove uses the approach of newspapers and posters which is a modest way for marketing. The museum sponsors many events including sports and cultural activities and hosts various exhibitions. It has als o maintained its reach to the public through its website which is always providing updated and relevant information to potential visitors. These are the marketing strategies that Kelvingrove marketers follow. Figure: Goma Family Festival, 2009 (Source: Glasgow museums, whats on for families?) Management Perspective: The management has indirect impact on the visitors experience at the attractions. It directly impacts the employee attitudes and job satisfaction. The visitor management is the key aspect for the management to handle in different scenarios namely during the visit and before the visit. Museum and art galleries are defined by International Council of Museums as a non-profit institution, permanent institution in the service of society and its development, open to the public, which acquires, conserves, researches, communicates and exhibits the tangible and intangible heritage of humanity and its environment for the purposes of education, entertainment and study (ICOM Statutes art.3 para.1, 2007) . One of the major causes of dissatisfaction is connected with the process of management. Many of the staff members (employees) feel that their managers do not know how to manage because of the conflicting agenda or cause of stress and frustration. Better management skills and training would be valuable for overcoming these problems. Museums have a potential valuable resource where many managers appear to enjoy the creative aspects of their work. Here development and implementation of the required skills is an important issue. (Swarbroke, 1999: 50). MANAGEMENT STYLE: Management in all business areas and human organization activity is the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. This is very much the case in places of visitor attractions as well. Good management may not be the measure of a good museum, butà ¢Ã¢â€š ¬Ã‚ ¦would most certainly appear to be one of its critical prerequisites (Weil and Cheit, 1994: 289). A well-managed museum is one in which: à ¢Ã¢â€š ¬Ã‚ ¢ Everyone has a clear idea of the purpose of his or her work and its value to the museum; à ¢Ã¢â€š ¬Ã‚ ¢ Staff works to a plan which has been devised for their area; à ¢Ã¢â€š ¬Ã‚ ¢ Clear procedures are followed for the activities which they undertake; and à ¢Ã¢â€š ¬Ã‚ ¢ Each section of the museum is involved in, and is responsible for, the efficient operation of its area. (Shostack, 1985: 25). Museum management can have different emphasis regarding service delivery depending on the prevailing management styles. The two different management styles are the custodial management and the market focused management. A successful museum management may require the right balance of the two styles. Recognition of the multi-dimensional nature of the museum experience and consideration of the values of both the roles is vital for the effective management of a museum. (Leask Yeoman, 1999: 38-42) At Kelvingrove the management has done an excellent job in utilizing the resources and capabilities at their disposal to make Kelvingrove Art Gallery and Museum Scotlands busiest visitor attraction last year according to VisitScotland. It excels in a number of areas a few of which are discussed below: Aesthetically displayed exhibits: Kelvingrove Museum has always enjoyed a unique position of its own in the world of heritage museums and recently with its imaginative and empathetic redesigning it has become more appealing to art lovers. Be it the gallant and fragile Spitfire hanging by a thread to show how desperately perilous those wartime raids must have been, the 40-foot dinosaur of the Rennie Mackintosh rooms or the story of the Scots POWs who painted icons on sacks: each of them keep you hooked with odd life-art juxtapositions and the credit goes to none other than the management team who has done a fantastic job in their maintenance. And with the recent reinvention, the museum has become much more organized than before. The doors now open in the basement. Thats the first of the changes. One enters through chic white vaults glowing with red and blue landing light and ascends by stairways fluttering with fabulous birds. The restaurant is a glass pavilion. The clutter of corridors has been rationalized. Light da nces more brightly round the vast halls now that the grime of a century has been scoured away to reveal brilliant blond sandstone. And a third more space has been created in which to display stunningly lit, in jewel-colored rooms nearly twice as many objects. Thus we see that quality has been the foremost focus of the management of Kelvingrove museum and the aim has always been to provide its visitors a life changing experience (Policy Strategic Planning, Glasgow Museums). Organizational Structure: A flat organizational structure ensures that communication is fast across levels and resolutions of operational and management issues take place at a quicker pace. It is a three tier structure with the deputy director heading the management. Furthermore the Culture and Sport Glasgow, which is responsible for museums in Glasgow, reports to a Board of 11 Directors, which comprises six elected members, four independent Directors and the Chief Executive of Culture and Sport Glasgow. Cross Functional Efficiencies: Functional units within the museum instead of working independently interacts and co-ordinates with each other to promote the museum and help the management to achieve their objectives. For instance the marketing department works along with the IT department to reach out to potential and incumbent visitors. Through various online and print publications and also through the website, relevant information about the museum and events surrounding it is made available to the general public. Supporting Activities: The management has also taken significant steps in providing various activities to the general public apart from the viewing of the museum. These range from general facilities like parking, cafe/restaurant, shops, guide assistance dogs to facilities for hosting corporate, and private events. There is also a Centre of New Enlightenment (TCoNE)  designed for young people aged from 10 to 14 years. It uses state-of-the-art equipment and dramatic presentations to explore the museum and its collections and help young people discover their potential. It has an Object Cinema located on the first floor. It is a multi-media centre using video, sound and lighting to tell the story behind a single object or a group of objects. The content will change on a regular basis. Thus we see that the management has taken utmost care of providing the most pleasant experience to visitors at Kelvingrove Art gallery and Museum and continuously tries to improve their service. Operations perspective: In visitors attractions operations management can be defined as a day to day management of the site. Although it appears to be a simple task of managing the site it involves many internal processes, which will help to manage the attraction more efficiently and effectively (Swarbrooke, 2002). According to Rogers Slinn (1993) cited in (Swarbrooke, 2002), operations management is concerned with the design, operation and control of the system that matches the organisations resources to customer service needs. According to Slack, Chambers et al. (1995) cited in Leask Yeoman (1999), resources can be classified into transformed resources which can be transformed or converted and transforming resources which will act upon the transformed resources. Transformed resources include materials, information and customers where as the transforming resources include facilities and staff. Operations management mainly concentrates more on using the available transforming resources like staff and mach inery to provide an efficient service for the customers. In visitor attractions effective management of operations will help in smooth and efficient operation of the site. Every one working within the site will be directly or indirectly involved in operation management (Swarbrooke, 2002). Generally operations management deals with real people and real issues within a practical environment. In visitors attractions operations management deals with many tasks like Design of the site. Management of visitors and capacity management. Staff training. Monitoring quality issues. The operations within an attraction site vary depending upon the organisation or its customer point of view (Leask Yeoman, 1999). From an organisation perspective operations management generally concentrates on increasing the visitors opportunities in the site, staff and visitors safety, low operational costs, looking after visitors with special needs within the available resources, ensuring to maintain high quality standards, compliance with the law and effective problem solving. However customers perspective of the operations might vary in different areas as the customers are not concerned about the operating costs, they generally look for minimized delays and queues and safety of visitors, high quality service and optimized visitor enjoyment regardless of costs, complaints should be dealt in a positive manner without any time delay. Many skills and attributes are required for effective operations management within a site like good knowledge of the site its staff and its usage by the visitors, paying attention in detail about the site, planning systems, procedures in advance and flexibility to change them in different circumstances, effective crises management, financial management, being firm but tactical, confidence on own abilities and judgement, seeing things from customers and staff perspective and looking for constant improvement. Operations management within an attraction site is to enhance the quality of visitors experience. Generally the areas which have a great impact might include the way the queues are managed, handling complaints in an effective and efficient way, solving problems quickly, steps to increase visitors enjoyment and their safety to make them feel positive to visit the site. There are constraints on operations management with in an attraction site which depends on: Operation manager attitude, experience, abilities. The attractions organisations structure, culture and beliefs. Availability of resources like skills of the staff and their freedom in order to solve the problems. Availability of financial resources. Legislation, regulations and social acceptability (Swarbrooke, 2002). Financial resources are funded by Glasgow City Council and are ahead of many national names like British Library and Tate Liverpool. The attractions include the opening of the Doctor with exhibition at the end of the month where Kelvingrove will be the centre of scientific universe. Bailie Liz Cameron, chairwoman of Culture and Sport Glasgow manages the museums and galleries said that These (as stated above) figures prove once again that Glasgows collections are of both national and international significance. We will continue to invest in our museums and art galleries, bringing new exhibitions to some of Scotlands most cherished attractions(Cameron, Glasgow News). The operations management should consider handling the operations such as minimize the risks associated with the display of art gallery and museum articles. They (Kelvingrove operations team) focus on the spending of visitors at various occasions. This is handled by museum by placing all the facilities and amenities which all aged people feel to spend money such as cafeteria, restaurant and some books related to history, some articles which can easily attract young generation which are stylish. They (operations team) not only considers these aspects of entertainment of making maximum profits from visitors but also the management should spend appropriately on labour, power sources etc. To handle the cost-in and cost-out schemes equally. They should also need to take care of providing special access to the disabled people or old people who are challenged but would like to visit the museum. All these activities are handled complying the laws and regulations in Scotland. The next aspect is about the Kelvingrove handles several minute things also in a big picture like: facility for car parking, toilets and elevators to be provided. And for the safety guidance, there are many fire exit points where the staff is trained to guide the visitors to the fire exit in case of fire. For addressing difficulties the visitors are facing or challenges they face during the visit or suggestions they would like management to keep an eye and improve better: All certain feedback can be submitted in a separate department for efficient handling of all the concerns. So, The operations management is either successful for Kevin grove as it follows and perfectly implements the functions namely problem-solving, resource management, risk management, visitor attractions, customer satisfaction and last but not the least: quality. Quality perspective: Generally in product related manufacturing industries quality is a product-led concept which concentrates on features and attributes of the product. The extent to which a product or service can satisfy wants and needs of a customer can be seen as a quality. According to Swarbrooke (2002) quality can be defined as the totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs. Quality is not only about the outcome of the product or service but also the whole processes that involves getting the outcomes. Quality in visitors attractions is all about offering a good service to the visitors. Quality at visitor attractions can be viewed in two ways as a set of outcomes visitors receive or the processes how the attraction operates. For example set of outcomes might include the physical appearance; the price the customer pays, service offered, safety, reliability and the number of complaints about the attractions. The process es include human resource management, hierarchy, culture style of management, and marketing style of the visitor attraction. When designing quality management systems there are three important questions that should be considered for attractions they are (i) definition of the quality the management will use (ii) performance standards and measurement system to be used (iii) the management systems they need to adopt for achieving quality. So attraction operators should pay attention to both process and outcomes in their quality management systems. The quality management system should include every aspect of management of attraction like tangible elements of the attraction which include buildings and structures, maintenance levels, comfort and security of visitors. Quality management within a visitor attraction can be viewed from both internal and external perspective. For example internal perspective includes the views of attraction managers for whom quality is smooth operation of attr action site and minimum customer complaints, attraction staff who sees quality as their terms and conditions of employment and few complaints to handle. The external perspective includes the views of customers who tend to see the quality in terms of how easy, safe and secure to use the site and the value for their money (Swarbrooke, 2002). Measuring Quality: In order to maintain quality service it is important to measure quality. Among the techniques available for service quality measurement SERVQUAL method developed by Parasuraman et al. in 1985 is the most popular. It is a technique that can be used to perform a gap analysis between an organizations service quality performance and the customers service quality needs. It is an empirically derived method that can be used by a service organization to improve its service quality. It takes into account the perceptions of the customers of the relative importance of service attributes. This allows an organization to prioritize and use its resources to improve the most critical service attributes. The methodology is based on 5 key dimensions: Reliability: This is an ability to deliver the service accurately and as promised. According to Zeithaml and Bitner (2000) it is the most important determinant. Responsiveness: to provide prompt service and willingness to help customers. Assurance: the trust and confidence customers will have on staff. Empathy: it covers care and individualized attention to customers. Tangibles: this includes physical facilities, equipment, machinery, personnel and infrastructure (Fitzsimmons, 1994). Quality is subjective and has different meanings to customers and service providers. From the staffs point of view quality is measured by the number of complaints registered from the customers, the fewer the number the higher is the quality of the service. However for the customer it is the environment and experience of the place with respect to the money spent which defines quality. The aim of the management is always to minimize the gap between these two and hence in order to measure quality Servqual is an effective tool under such conditions. In the following section we will try to use the tool to measure quality of the Kelvingrove Art gallery and Museum using the personal experience of the author. ASSESSMENT OF THE KELVINGROVE MUSEUM FOR QUALITY The author paid a visit to the museum recently to have a firsthand experience of the museum and its facilities. During the course of the visit he interacted with visitors to get their feedback on their experiences. In most of the cases the feedback varied from good to excellent, a number of them were thrilled with the experience the museum offered after the restoration. They were happy that the things were better organized, displays were in order, lighting was improved and overall the museum had improved aesthetically. On the five dimensions of Servqual, museum performed as follows: Reliability: After the restoration work, out of 20000 objects that were made for display, there were 50% of the objects being displayed with a number of nearly 8000 objects as promised. More back space has been provided to the public. Responsiveness: Staffs have been highly customer focussed and responsiveness level to customer discomfort has been very high. This is seen in the visitors rating who have rated Kelvingrove art gallery and museum as the best and rated 5 out of 5(Info and Reviews, Kelvingrove). Assurance: The organisation is particular with the awareness of the social inclusion. I observed during the visit to Kelvingrove that there are many educational activities like: training, volunteers, providing knowledge to the children about the history. Moreover all the staffs are knowledgeable about the exhibits and were courteous in explaining them to the visitors. These are as discussed above suit the role of assurance in the SERVQUAL approach for the museums. Empathy: Staffs are presentable and courteous and are always at the disposal of the customers. Tangibles: All the facilities and art works are neatly maintained From the above analysis, it is evident that Kelvingrove ranks high up in the list of places of attraction in Scotland. It is a cultural heritage and pride of Scotland. Recommendations: In spite of the fact the management of Kelvingrove is continuously trying to improve the service to the visitors there are still some areas where considerable improvement can be done. These are as follows: 1. Continuous training needs to be provided to staffs about the artefacts and exhibits at the museum so that they can provide the correct information when asked for by the visitors. A couple of times the author faced this issue during the visit 2. A few artefacts in the Italian Art Gallery do not have any description about them. Visitors may feel a sense of incompleteness when they dont get a descriptive narration of art works. 3. The day of visit of the author collided with a national holiday which drew a large number of visitors to the museum. However, to manage this large crowd customer assistance staffs were not sufficient. Management should look into this matter and probably fill this gap through part time staffs if not by full time to handle large crowds 4. Management should look into rationalizing the food price at the restaurant which appeared to be too costly. 5. Management should take adequate precaution and strictness when allowing children inside the museum as they were touching art work and might damage them. 6. Some of the artworks and other objects were hung in a manner which was crowded and distracting, for instance, the Vuillard. Moreover every painting in the Impressionist room had a horrid flip chart attachment projecting from the wall. 7. Titians Christ and The Adulteress and the Bellini Madonna could not be contemplated in silence because of the nearby narration concerning Botticellis Annunciation These recommendations should be addressed as soon as possible to wipe off any kind of blemishes on the otherwise extraordinary place of attraction in the heart of Glasgow. LIMITATIONS OF THE STUDY: 1. The annual reports for the museum are very limited that are published in the website which are not sufficient to analyze the position of the museum in the current market. 2. Few of the managers were providing only certain amount of information and are not ready to give detailed information.

First Impressions of Clytemnestra in Euripides’ Electra :: Euripides Electra Essays

First Impressions of Clytemnestra in Euripides’ Electra      Ã‚  Ã‚   The play begins with the dreary-eyed watchman, scared stiff ("old comrade, terror" 17) of the Queen ("that woman - she manoeuvres like a man" 13) and her tyrannical rule. He says that he cries   "for the hard times" that he endures.   We are very sure from what he says that the House of Atreus is in cruel hands and he clamours for the return of his "loving" King. Clytemnestra is never mentioned by name, as the sentry is afraid of punishment for saying too much ("I never say a word"). Her influence is all around, even if she herself is not present.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Chorus sing as Clytemnestra moves around the stage, lighting fires and unmoved to their appeals for news. Their song tells the history of the Greek expedition's problems as they set off for Troy. It would seem that, whilst uplifting the name of Agamemnon ("with the power of Zeus" 47) they also describe the death of Iphigenia with great pity ("gentle curving lips... her glance... wounding every murderer"). They describe his heartache ("pain both ways" 212) between both courses of action, whether to obey the oracle or save his daughter. But undeniably, the Chorus does not approve with what he did ("cause of all our grief" 222) and tell with great sorrow a flashback of Iphigenia singing at the feasts to Zeus ("transfixed with joy" 246). It is with this in our mind that we finally talk to Clytemnestra, the mother of the slaughtered child.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Chorus is indeed reverential ("we respect your power" 259) but is it her power or the power she holds? It appears that they are dutiful to Agamemnon's wife, not to Clytemnestra ("the warlord's woman" 260). As the leader and Clytemnestra exchange information about the fall of Troy, we see that she is very quick to anger by his words ("sends you into raptures" "No one takes me with visions" 274-5). Whether the Chorus is being rude or she is merely quick to offend is in the balance. The Chorus after all don't regard her beacons very highly ("real of just a dream" 481). I would argue though, that it is Clytemnestra who is looking for any sign of disloyalty in them even if there is little to see ("we're loyal... never blame your silence" 263). Her recount of the beacon relay to bring her word of the fall of Troy is told in arrogant ostentatious fashion ("my commands.

The Princess Bride Essay -- essays research papers

In the film, 'The Princess Bride,'; directed by Rob Reiner, Cary Elwes plays a farmboy known as Westley during the Middle Ages. Westley falls in love with Buttercup, played by Robin Wright, who lives upon the land where he works. Buttercup also falls in love with Westley, so he sets out to find his fortune so they can be married. A short time later, Buttercup learns that Westley has been killed by pirates. The Prince of the land chooses Buttercup to be his bride, regardless to her feelings. Before the marriage takes place, Buttercup is kidnapped. Westley, disguised as a pirate in black, sees the kidnapping occur and chases after Buttercup. He catches up and defeats all three of the kidnappers using his strength, skill, and smarts. Buttercup learns of his true identity and together they escape from the evil prince. Westley is an intelligent man who makes good choices. He is a hero in many aspects. Buttercup, on the other hand, made some poor choices.   Ã‚  Ã‚  Ã‚  Ã‚  Westley was intelligent. He displayed this characteristic when he poisoned the cups of wine. He poisoned both cups to guarantee that Vizzini, played by Wallace Shawn, one of the kidnappers of Buttercup, died. The intelligence was in the preparation. Westley had built up immunity to the poison before so that the small amount didn't affect him when he drank it, but affected Vizzini.   Ã‚  Ã‚  Ã‚  Ã‚  Westley also showed intelligence when he couldn't move, but made Prince Humperdink beli...

Compilers :: essays research papers

Size of resulting program generated (involving RAM and ROM) and case studies A factor by which compilers for programming languages can be compared is the size of the resulting program generated. Clearly, a smaller code size is desirable since it is more memory-efficient, uses fewer computer resources and allows the computer to support and run more programs at once. For instance, a program required a minimum of 49 bytes of random access memory(RAM) and 580 words of read-only memory(ROM) when compiled by the C compiler CSS-C V3.000, but required an average RAM of 65 bytes and ROM of 722 words when compiled by HI-TECH PICC V7.86, according to tests run by the CSS developers. Clearly, CSS-C V3.000 is a better compiler in this case Studies have also shown that the V.8.0c of the Microsoft compiler produces smaller and faster code than the CAD-UL Compiler and the V.5.0 of the Paradigm C/C++ Compiler . Of the three, the Microsoft compiler also has the best optimiser for '186, which may be another factor of comparison for compilers of programming languages. User friendliness of compiler and case studies The user-friendliness of a compiler is another factor by which compilers for programming languages may be compared. User-friendliness is important since compilers which are more user-friendly generally result in greater productivity as the programmer is likely to feel more comfortable, and hence be more efficient, using the compiler. For instance, the above HI-TECH C compiler stresses full ANSI compliance and forces the programmer to develop an intimate knowledge of the hardware. The CSS compiler, on the other hand, insulates the programmer from the hardware and has a generous library of useful routines. Clearly the latter is more user-friendly and thus desirable. Diversity of supported platforms and case studies Another factor of comparison would be the diversity of platforms supported by the compiler. Compilers which support a greater variety of platforms may be favoured because they are more versatile. For instance, IAR's C compiler supports only Windows and DOS, but Imagecraft's C compiler supports Windows, DOS and Linux, giving the programmer more flexibility in compiling operations.

Juan sumulong thesis

On the intent of social relationships, how can someone be significant to another person? Significance is defined as the quality of being important and having notable worth or influence, (Merriam-Webster Incorporated, 2014). It Is Interaction between different levels of power: between formal and Informal, the private and the state, the centre and locates, (Valve, 1995). How is significance related to history? These two words, though different in meaning go on along together very well for someone who is significant will be written in history.His significance might be positive or negative but he posted such a huge impact into the development of his locality, he will definitely be written. Jose Racial, Andrea Boniface, Emilio Gondola, Emilio Action, Melcher Aquinas etc. , one can easily recognize these names for they have served as the pillars of the independence we are enjoying right now. These people have touched thousands of lives and created such a huge impact not only because of the ir personalities, but on the qualities they have shown that made them a leader on their own localities.To be a man is one thing, to be a great man is another. In Antipodal City, one might have taken a bumpy ride on the Assuming Highway, taken stroll at Assuming park and seen the golden monument of a man that mistakenly dubbed as â€Å"Jose Racial† by passersby, finished basic education in Juan Assuming Elementary School and acquired secondary education in Assuming Memorial Circle. Assuming. Antipodeans seemed to be very fond of this name. If one will be asked, he would point out the golden statue at the plaza but moreover that no one can recognize this great man. Most of them seemed to take him for granted.According to Nick Joaquin, the identity of the Filipino today is of a person asking what his identity is. One may reflect the same on the situation of Antipodal City. On the advent of modernization internet, social sites, virtual world, one can possibly forget who he is and neglect the heritage of the past bestowed upon him. That was the problem the researchers felt the need to address, the researchers believe that history could be the answer. History has played a major part on the development of a nation. Great leaders are written in history not only to broadcast what he has done, but to serve as an inspiration to every person.Inspiration is what most of Filipinos needs in these days especially the youth, the hope of this land. The long quest of young Antipodeans for their identity is over, Juan Assuming y Marquee, the favorite son of Antipodal, a statesman who is always ahead of his time. 1 Objective of the Study In every study being conducted there are objectives that need to be satisfied. Researchers' main goal upon conducting the study is to commemorate such great image of a public servant in these times that our country is dwelling to problems.Bringing back the nobility and patriotism, Don Juan Assuming expressed during his time to remind the pe ople that Antipodal has produced one of the best political innovator. The researchers also believe that this could be an eye opener for all public servants on how important their role is in shaping the community and promoting common good. Of the picture, it is how Antipodeans preserve and take care of these inheritance to realize that no matter where they go, Antipodal is always their one and only home and that nothing could take that away from them. Statement of the Problem The following stated problems are what the researchers intended to seek in order to create a fully established study: 1 Who is Don Juan Assuming? 1 How is he related to Antipodal City? What are the characteristics that made him a distinguished as a local hero of Antipodeans? 1 How did he expressed his deep love for the nation? 2 What makes him noble? 3 What makes him charismatic? 3 How lasting his influences are? 1 In the family? 2 On the National Politics? 4 What were his contributions? 1 On the founding of Rac ial Province? 2 Enduring Legacy? 5 Is the local government doing efforts to commemorate his nobility? . 3 Significance of the Study Generations through generations, cultures being passed on, the faith on the Virgin of Antipodal never dies. Today, Antipodal City is known by the best thing it could offer at eight: the city lights view, but before all the fascinations the city has been offering, people sometimes forget the real people who first loved and was really devoted on making Antipodal to live in. Here are identified lists of the people who will benefit in this study: The Filipinos, who are enjoying the benefits of democracy, this study serves to remind them to exercise their rights habitually.For lots of people who sacrificed their lives to attain what they have right now, one of them is Don Juan Assuming. The National Historical Commission, being the core historical body of the nation. May this study convince them to exert extensive efforts on preserving the past. And to addre ss to them the felt need to improve the dissemination of information of history to each and every Filipino citizen. The Antipodeans, for them to realize that one of their fellow statesmen expressed his patriotism to the nation and to Racial Province. And for them to take good care of this inheritance of a perfect symbol for political values.The Local Government of Antipodal City, this study should serve as stimulation for them to formulate programs to educate the people about the significance of Don Juan Assuming and use him as inspiration to honestly serve the city of Antipodal. The to appreciate Antipodal as much as Don Assuming loved his town and the locals. The Assuming Family, who is synonymous to the culture of excellence, achievement, integrity and service; a name trusted and tested of time. This study is to thank them for opening to the researchers a large chapter in their lives, Don Juan Assuming.May this study further inspire their unending desire to help others. The Juan Assuming Elementary School, an educational institution that has been a potent instrument in having the dreams of thousands of Antipodeans, may this study serve as their inspiration to produce more competitive students for they are carrying out such name of integrity. The Assuming Memorial High School, for the educators of the institution to realize that they are agents of change and may this study guide them to follow the values Don Assuming such as vivid display of nationalism and genuine service of the nation.Don Juan Marquee Assuming, whose story is worth telling, this study is to uncover and explore more of his efforts to sincerely serve the Racial Province and the people. In this way the researchers would like to express their deepest gratitude in being one of the finest public servants who truly served the nation according to his principle and ideals, a true gem of Antipodal City. 4 Scope and Limitation This study entitled Undying Nobility: A Narrative Analysis on the Signific ance of Don Juan Assuming to Antipodeans, concerns itself about on the contributions of Don Juan Assuming to the development of Antipodal City today.This study is in a narrative style for it only tells and explains his legacy and the effect he has to Antipodeans especially the young minds. First is to know Juan Assuming better; a brief overview on who he is, second; are his characteristics that make him a significant historical figure of Antipodal City, third; is to identify the broad of his influence not only as the brains of opposition but also as a father of his clan, fourth; is to recognize all of his contributions not only in the province of Racial but also in the whole nation.This study will no longer tackle about the misconceptions of the young ones and the distinguished strategic solutions on how to properly orient the Antipodeans about him and how to strengthen the state of heritage tourism of Antipodal City. To gather reliable and concrete data the respondents were chosen carefully, first are the ones who are very close to Don Juan Summons heart, those who had never forgotten him, his family. They are the ones who will never forget what he has done and live up to his ideals and visions.Other than the family, a public servant who is inspired by his ideals and love for the city is asked to be interviewed for additional supporting details; and lastly the researchers conducted an interview with a historian who verified the data that have been collected. The setting was set to find accurate and consistent information only at Antipodal City wherein the center of study is concentrated. 2. 0 Review of Related Literature 1 Theoretical Framework leadership effectiveness.Researchers analyzed physical and psychological traits, or qualities, such as high level, appearance, aggressiveness, self-reliance, persuasiveness, and dominance on an effort to identify a set of traits that all successful leaders possessed. The researchers see the trait theory as the most eff ective theory that will guide the study. Trait theory of leadership generally considered the first modern theory of adhering became popular during the second half of the twentieth century and despite scholarly criticism has continued to be popular.The theory states that certain innate traits are common to leaders. Although the identified traits vary the most common are intelligence, self-confidence, determination, integrity, and sociability. In 1948, Ralph Melvin Stodgily said that in specific set of traits determined who would lead across the variety of different situations. As a result of his studies, he concluded that leadership was not the result of certain traits within the individual lone, but of the relationship between an individual and the social situation in which the individual found him or herself.In 1974, Stodgily conducted a second survey. His conclusion was based on a comparison of new studies with his original ones, was more balanced. His first survey implied that si tuation was the guiding factor in determining leadership; the second one concluded that both traits and situations determined leadership. James M. Souses and Barry Z. Poster made a major contribution to trait theory. In early sass's more than 1500 managers responded to their survey in which they asked, â€Å"What values do you look for in your superiors? Of the 225 values, characteristics, and attitudes compiled from the answers the top four were being honest, forward looking, inspiring, and competent. They called these being credible. It only shows that in a particular group or locality, an effective leader is needed in order for its' growth and progression. 2. 2 Literature Review An individual becomes noble when it shows great impact to its locality and is significant to its people. Nobility stood for social superiority. It is a reward for service rendered to the state.It is a quality that the sovereign power imprints upon private errors, so as to raise them and their descendants above the other citizens, (Greenfield, 1992). Nobility was associated with good character, moral worth, magnanimity, and ethical goodness. Nobles thus united to one another and easily recognize by others, (Robinson, 2001). To be noble is to have political power. It is impossible to achieve noble status without first exercising considerable power to get there, (Poster, 2004, p. 110).Significance on the other hand is defined as the quality of being important and interaction between different levels of power: between formal and informal, the riveter and the state, the centre and localities, (Vine, 1995). As a baseball legend Jackie Robinson once noted â€Å"life is not significant except for its impact on other lives†, (Maxwell, 2013). The researchers found these two words: nobility and significance are intertwined together. As the gathered various sources of data support that a person who is in a way influential and great is noble and significant.Now, how does history takes pl ace in it? History is shaped through diverse events done by man in the earlier period which have great impacts to present time. History as well plays a vital role in the identity of man. It is the building of personal and collective identity through â€Å"memory', the social, cultural, and political use and function of â€Å"narrating the past,† and the psychological structures of remembering, repressing, and recalling. Thus, a man is the product of his past. Whoever he is today is the result of the past he has. Filipinos of today are identified and linked to its olden times.It is said that great men in time were written in history. According to Great Man Theory, great man is a single, out-standing individual can emerge in a time of crisis and steer a nation to victory, (Bug, 2011). A great man shows greatness in his own way. Greatness equates to a constellation of character traits such as integrity, intelligence and self-confidence, (Bug, 2011). Many great Filipino men were penned in the past. The late Juan Assuming was one of them. He was a self-made man, (Association, Philippine Historical, 1975).He has done something larger than himself, and stories larger than his life that benefited the later generations. Just a Dreamer An article written on the Philippine Free Press defined Juan Assuming as a dreamer and an idealist, (Guerdon, 1938). He likes to plan quietly for an ideal state. He led a life dedicated to ideals of democracy, integrity, and selfless public service, Immense-Healer, 2001). Don Juan was considered as a successful seers and prophets, (Association, Philippine Historical, 1975). He was a man of foresight, (Association, Philippine Historical, 1975).He excelled in logical thinking and unbending attitude toward questions which in a way of thinking were crucial in the resolution of the Philippine problems, (Gecko, 1948). His Statesman's vision made him realize that while the nationalist's' platform could win the votes of the people  œ as, indeed, it was proved in the election for the Assembly in 1907 – it would nevertheless disastrous to the people if implemented. He was realistic, (Association, Philippine Historical, 1975, p. 182). Warrior of Democracy Don Juan is in a way the first and the last Ant'.Due of his principles and beliefs he getting independence for the nation, (Guerdon, 1938). He was one of the eminent Filipinos who organized the first political party in the Philippines – the Federal Party, for the purpose of promoting permanent invasion of the Philippines to the United States and its eventual admission as one of the States of the American Union, Gecko, 1948). Assuming came to be known as a supporter of the party. He sincerely believed that a step by step democratic system was good for the Filipino people. That, to achieve political independence it must coincide with economic independence as well.He knew it would take some time for the economy to be viable because of the Revolution a nd Filipino-American War, (Association, Philippine Historical, 1975). He gave full support in the restoration of peace and order after the Filipino-American war. Yet, the Federal Party found out that there was no favorable response to their appeal from the Filipino people so they decided to dissolve it, (Gecko, 1948). The dissolution of Federal Party gave way to birth of Progression Party or the Partied National Progression, Juan Assuming as the Vice-President, which platform was not immediate independence.Its goal was to achieve Philippine independence by progressive stages. On the other hand, the Nationalists Party of Guenon adopted the â€Å"absolute, complete, and immediate Independence† as platform and battle cry (Association, Philippine Historical, 1975). The Progression party was accused of not favoring independence, (Gecko, 1948). The people wanted Juan Assuming to remises immediate independence but he did not say it because he believed it would be a lie if he did. So , the victory was easily won by the Nationalists Party again, (Association, Philippine Historical, 1975).In 1930 to 1931, Don Juan was in the United States as a member of the Philippine Independence Mission which presented before the U. S Congress the side of the Filipinos on the several bills which were then the forerunners of what was subsequently enacted as the Philippine Independence Act, (Association, Philippine Historical, 1975). When the first Philippine Independence Act, known as the Hare-Hawse-Cutting Act was enacted by the U. S Congress, Don Juan made a careful study of its provisions and opposed its acceptance by Filipinos.Due of its provision that even after the Philippines was granted the Independence it deserved, the United States would continue to exercise sovereignty over U. S military bases in the nation. He expressed his opposition in an article published in La Vanguard. Other men as well opposed the Hare-Hawse-Cutting Act listed as Guenon, Gondola, Recto and more. They became known as the â€Å"Ant's†. Someone, Rosa, and others who were defending and favoring the Act were known as â€Å"Pros†, (Association, Philippine Historical, 1975).In the election of 1934, Don Juan ran as the candidate of â€Å"Ant's† as Senator in the fourth senatorial district. He got the sides of the people and the â€Å"Ant's† became the party in power, (Association, Philippine Historical, 1975). Shortly after the election the Nationalists and the Democrat merged and created President and Senator Assuming as Vice-President. But the coalition and fusion of Nationalists and Democrat did not last, he went against Guenon when it came-up to him that the fusion of two parties would kill the opposition party necessary to preservation of democracy, (Association, Philippine Historical, 1975).All through the times of Senator Juan Summons life he was fighting for the democracy of the nation until the time he was bed-ridden, Immense-Healer, 2001). Bef ore he got heat attack during the invasion of Japanese in the Philippines, he said that it was not right for the Filipino leaders to agree to any agreement as long as there were Filipinos fighting and dying in Bataan against Japanese occupation. He died loyal to his country, devoted to the cause of democracy, and seeking to always do what is right for his people, (Association, Philippine Historical, 1975).He showed his love by making a tan and fighting for his own nation and his fellow Filipino. Filipinos Filipinos means love of the country. It is an appreciation of everything that is beautiful in our land. It is a feeling of oneness and togetherness with all our people irrespective of status, religion, or social position, (S. C, 1996, p. 74). In 1896, when the Philippine revolution against the Spain erupted Juan Assuming who was in his first year at the University of Stop.Atoms stopped his studies and joined and served as secretary of the revolutionary forces of Austin Nativity in Mormon Headquarters, (Association, Philippine Historical, 1975, p. 73), Immense- Healer, 2001). During the Filipino-American war, Assuming was persuaded to support the American policy of pacification due to the possibility of blood-spattered and prolonged war that might convey more sufferings to the Filipinos, Immense-Healer, 2001). Throughout the times the Philippines was given the chance by the U. S congress to draft its own constitution, Assuming rejected the Joint Resolution No. Which received tremendous criticisms from the members of Assembly that revealed not only legalistic mind concerned with proper form but as well as nationalistic bent. This exposed his unstated belief that the Filipinos desired no less than independence, Immense-Healer, 2001, p. 54). It was for the good of people that he remained in the opposition, (Association, Philippine Historical, 1975, p. 182). Politician Don Juan involved himself in politics in 1901. He presents a unique profile off Filipino Politic ian, Immense-Healer, 2001, p. 170).Senator Juan Summons political success and immortality did not lie in having taken high positions in the government Assuming provided the Filipinos with a model for a new brand of politics. He believed that politics was not solely the pursuit of political power. Rather, it was a way by which the people could be informed and educated about the issues that mattered in their lives, Immense-Healer, 2001, p. 170). Serving the Filipino people and not winning was the primary goal of Juan Assuming when he ran for elections, Immense-Healer, 2001).Distinguished Men of Time Aside from Don Juan Assuming there were as well prominent Filipino men who fought and sacrificed their lives for the comfort and freedom the present generation is enjoying. Men who coincidentally, shared same principles, beliefs, love for the nation and fellowmen, and warriors of democracy, showed Filipinos, and as well Laotians. Evil B. Xavier: The Impossible Dreamer (1942-1946) â€Å"If you tilt at windmills, you either get flung to the mud or rare tossed right up to the stars† – Evolve Xavier.The â€Å"Impossible Dreamer† as known to his colleagues and friends was born October 31, 1942 in upland town of Hamlin, Antique. He studied at Atone University and became a member of LAB Party. He was a friend to Benign â€Å"Ninny' Aquinas and they shared the same political dream: for democracy to flourish once again in the Philippines. He decided to run for Constitutional Convention when he realized that he had to e part of the political system in order to effect change, although he lost, the following year he ran for governor of Antique and became one of the youngest governors in the said province.In his campaign letter, he declared that he was running because he wanted to restore to people, especially children, the ability to dream. The children of his time adored him and were attracted to his idealism and charisma. His organization was his people a nd his bailiwick was the faith he induced in them. He pushed for people- centered, resource-based development long before the political structures and attitudes became ready for it. He worked under the constraints of Martial Law as a member of the opposition.In 1980, Nora recalled that when his brother Beaver) stepped down and asked what he will do after doing so, said â€Å"l will continue to be a dreamer, I will continue to tilt against the windmill†. Xavier decided he could no longer serve under a regime whose laws and principles were in conflict with his morals. His family and lived in peace and ease. It was the assassination of his colleague, Ninny that Jolted Xavier out of Contentment and brought him back to Philippines. He said he has a role to play as a freeman not someone bound by Martial Law.Indeed in 1984, two years before his death, he ran for Antique's lone Assemblyman Seat in Batsman Bananas. On May 13, the eve of the elections, seven of Saver's campaign workers were crossing the Panning Bridge when they were ambushed from all sides by armed men. On the day of declaration of election winner, returns showed Xavier leading, until the returns from San Regimes, suspiciously wrapped in cement paper showed otherwise. Predictability, Pacification, Marco's ally, announced the winner. Xavier cried electoral fraud and filed a case but was dismissed by the Commission on Elections.So, he brought the protest to Supreme Court but again buried until 1986. There were times Xavier would lose hope, when he feared that Antique would never be free of its warlord politics and that the Philippines would always remain chaotic. But hope came when Marco's announced the holding of snap election. Carbon Aquinas declared her candidacy for president after supporters gathered one million signatures. Xavier decided to become Aquinas campaign manager in Antique. It was a decision that would cost him his life. On February 1 1, Xavier spent his morning at the Provincial Ca pitol, monitoring the invasion of election returns.When at 10:45 a. M. He was killed by six hooded men wielding 16 riffles. More than 50,000 Antiques wanted to see and mourn for him. It took 21 hours and 200 kilometers through 12 towns for his body to arrive at San Jose where he was buried on February 20. Two days after he was buried, the DEEDS People Power Revolution began, (Balloon, 2006). Lorenz M. Tanana â€Å"Aka-Tanana': Nationalist at Heart and in Deed â€Å"To him everything that was inimical to the interest of the Philippines and of the Filipino people was to be rejected. And everything that promoted the good of the neutron and people was to be embraced† – Tees Duenna Lorenz M.Tanana commonly known as â€Å"Aka-Tawny' was born on August 10, 1898 in Sumac, Tablas (now Guenon). He was an activist. His first taste of activism happened when he was in fifth grade at Donation Elementary School. He was a crusader by nature. All ideals he embraced though many and di verse came under one roof; Nationalism. It was his personal trademark, a lifelong battle he fought with his body, mind, heart, and soul. Soon he became synonymous with the concept of Nationalism. As a senator, he was not only a brilliant lawmaker but also a public servant who

Malaysian Airline System

From a small air service that began with a 5-seater twin engined Airspeed Consul in 1947, Malaysia Airlines has grown into an award-winning airline with a fleet of more than 100 aircraft, servicing more than 110 destinations across six continents. Today, Malaysian Airlines System Berhad is a corporation with a vision of global expansion. The airline's network will grow extensively in response to consumer demand for worldwide coverage. The airline's enhanced in-flight services, reliable ground support and excellent infrastructure will set new world standards. Company History: Malaysian Airlines System Berhad is the holding company for Malaysia's national airline carrier, one of Asia's fastest growing airlines. Through several other subsidiaries, the company manufactures aircraft parts, offers trucking and cargo transportation services, caters food, provides laundry and dry-cleaning services for airlines and other industrial institutions, and oversees a travel agency. Company Chairman Tajudin Ramli owns a significant share in Malaysian Airlines System (MAS), and the Malaysian government retains a strong voice in MAS affairs. 930s Origins The history of Malaysian Airlines dates back to 1937, when the Straits Steamship Co. of Singapore joined forces with two British companies–Ocean Steamship Co. and Imperial Airways–and won approval from Singapore's government to operate an airline in the region. Malayan Airways Limited was registered on October 21, 1937. Getting clearance and getting planes in the air, however, proved to be two different things for Malayan Airways Ltd. Operations did not begin until 1947, well after the Japanese occupation had come to an end, when a twin-engined Airspeed Consul lifted off from Subang International Airport in Kuala Lumpur, linking that city with Singapore, Ipoh, and Penang in the north of the country. In 1947 the fledgling airline added a 21-seater DC-3 to its fleet of three Airspeed Consuls. By the end of the year the airline was flying to Jakarta (then called Batavia), Palembang, Bangkok, Medan, and Saigon (later called Ho Chi Minh City). Jointly controlled by the intercontinental carriers BOAC and Qantas, Malayan Airways as for a time run by Keith Hamilton, who would later become head of Qantas. 1960s Independence Following Malaysia's political establishment in September 1963–the new country comprised the former states of Malaya and Singapore, and the one-time colonies of North Borneo, Sabah, and Sarawak–Malayan Airways became Malaysian Airways and was reorganized to focus on connecting the new country's disparate regions. Expansion brought more aircraft into the fleet after Borneo Airways was purchased and folded into Malaysian Airways in 1965. This brought four Dakota jets and two Scottish Aviation Twin Pioneer aircraft to the carrier's stable of aircraft. More organizational changes for the airline occurred in 1966, a year after Singapore seceded from Malaysia to become a sovereign state on its own. That year, the governments of Singapore and Malaysia jointly bought a controlling stake in the airline and renamed it Malaysia-Singapore Airlines Ltd. (MSA). Powerful Boeing jets then entered the fleet and enabled flights to reach a number of far-flung Asian destinations. However, differences between Kuala Lumpur and Singapore over the future direction of MSA prompted a split in 1972. Lee Kuan Yew, prime minister of Singapore, desired a truly national carrier for his country, the aim being to fly a small fleet of Boeing 707s displaying the yellow and blue colors of Singapore Airlines. Malaysia likewise chose to go its own way. In October 1972, Malaysian Airline Systems (MAS) was established. (The acronym MAS means gold in the Malaysian language. ) Each of its aircraft would henceforth sport a winged tiger logo, a stylized form of the traditional Kelantan â€Å"wau† or Malaysian kite. The split was crucial to the future fortunes of MAS. From 1972, the airline continued to see itself as a regional carrier, connecting a myriad of remote destinations in Peninsular Malaysia, including Sabah and Sarawak. Singapore Airlines, on the other hand, was committed from its inception to becoming an international success. By 1975, Singapore Airlines was flying to Seoul, Hong Kong, and Taipei. A year later, that airline was carrying passengers to Paris, Dubai, and New Zealand. Unlike Singapore, Malaysia looked to focus on exploiting its vast reserves of natural resources–petroleum and petroleum products, natural gas, timber products, and rubber. The country's government would choose much later than Singapore had to attempt competing with Western companies in manufacturing and high-tech markets. Thus, maintaining a successful regional airline carrier was judged the best strategy for Malaysia during the 1970s. The company slowly built up its regional services to Jakarta and Medan in Indonesia. Later the destinations of Bangkok, Hong Kong, Manila, and Singapore were added. â€Å"Malaysia felt that MAS was not serving the needs of Malaysians,† explained Abdullah Mat Zaid, director of corporate planning at MAS. Expanding as a regional airline was not without incident for MAS. In 1978, the company's low-wage policy met with a setback. Kuala Lumpur had set out rules limiting union activity at the national air carrier as a means of keeping wages and costs down, and a bitter and disruptive labor dispute occurred in 1978. Events surrounding a strike at the national airline prompted the government to intervene and cite MAS workers as being engaged in illegal activity. Several union officials were subsequently arrested. Growth in the 1980s–90s  An economic boom in Malaysia during the 1980s helped spur growth at Malaysian Airlines. By the end of the decade, MAS was flying to 47 overseas destinations. These included eight European cities: London, Zurich, Paris, Frankfurt, Istanbul, Vienna, Amsterdam, and Brussels. MAS also flew at this time to six Australian cities–Brisbane, Adelaide, Darwin, Perth, Melbourne, and Sydney&mdash well as to Auckland, New Zealand. Besides flights to such Asian hubs as Hong Kong, Tokyo, and Peking, MAS also connected with Los Angeles and Honolulu. By 1992, MAS had added scheduled flights to Athens, Madrid, and Rome, and plans were in motion to reach at least one destination in Eastern Europe. Moreover, a new service to South Africa and Brazil was scheduled for 1993. The airline would also look to reach one city on the eastern seaboard of the United States. MAS also chose during the early 1990s to expand by teaming up with other airlines to make additional destinations available for its customers. For example, Iran Air connected Kuala Lumpur with Tehran, and Royal Jordanian connected MAS flights with Amman. In addition, joint services to Chile and Argentina were discussed in late 1991. The impetus for this expansion came from Malaysia's burgeoning economy. Between 1986 and 1991, the country's export-oriented economy posted an average real growth of nine percent. Changes to Malaysia's foreign investment rules during the mid-1980s were designed to help speed a shift from an economy previously dependent on natural resources to a finely tuned industrialized economy. At the same time, a number of large Asian and Western corporations such as Sanyo, NEC, Toshiba, and Philips established branch plants in Malaysia. The extra traffic of company officials flying back and forth from their headquarters to Malaysia, and the transportation of their high-tech goods, spurred on ticket sales for the airline. The number of business passengers MAS accommodated was underscored by gross foreign investments in Malaysia that rose 30 percent in 1991 to M$10. 7 billion ($5 billion). The 1980s–90s Tourist Trade As the country's export trade thundered ahead in the late 1980s, so did the domestic passenger traffic in and out of Malaysia, and naturally tourism also provided a springboard to expansion for MAS. By the late 1980s Malaysia began to go after the prized Western tourist, a market already well exploited by neighboring Thailand and the Philippines. Nearly 5. 5 million travelers visited Malaysia in 1991. Although the country, and its airline, were hit by the effects of the Gulf War and global recessionary conditions, tourism contributed M$5 billion–or $2. 4 billion&mdasho the country's trade balance in 1991. The bulk of these tourists came from neighboring Brunei, Indonesia, the Philippines, Singapore, and Thailand. Kuala Lumpur's plans to build a number of luxury golf courses in the country were expected to help secure growing numbers of Japanese tourists. Getting into the package tour business also helped MAS encourage increased passenger traffic. Malaysia Airlines Golden Holiday packages and Malaysia Stopover packages were established in 1984. These encouraged European and Australian travelers in transit between the two continents to take a rest break in Malaysia before carrying on to their final destination. To further stimulate tourism, a joint campaign was run by the Malaysian government and MAS to declare 1990 Visit Malaysia Year. During the year, some 7. 4 million tourists flew into and out of the country, as compared with the 4. 8 million tourists who visited Malaysia in the previous year. Another source of new traffic for the airline was the growing number of foreign students attending educational institutions in Malaysia. In September 1989 the International School of Kuala Lumpur registered 700 students; a year later, the school had doubled its enrollment. By the same token, young Malaysians were studying in Europe and North America. In Canada, where many Malaysian students attended universities, it was felt in early 1992 that this new traffic source might warrant regular service between the two countries. Canada's own national airline, Air Canada, which was suffering from economic recession and increasing global competition, was slow to grant Malaysian Airlines landing rights. The Canadian government felt that allowing MAS to land in Vancouver would encroach on territory commanded by Canadian Airlines International Ltd. , while Toronto International Airport was considered the preserve of Air Canada. Malaysia's case at the time was not helped by Ottawa having a year earlier announced the cancellation of Singapore Airline's landing rights in Toronto. Even so, Kuala Lumpur officials reasoned that Canada was out-of-step in trying to protect its national airline carriers. The global airline industry as a whole was going the opposite way, towards increased deregulation and competitiveness. Malaysia was prepared to wait for Canada to accept its growing economic might and grant reciprocal landing rights. Intercontinental traffic for the airline was encouraged by the purchase of Boeing 747 wide-body jets. By 1991, the airline had four of them, and three more were added a year later with an average of two more due for delivery each year until 1995. In 1992, a tightening labor supply in Malaysia, in part the result of its increasingly prosperous economy, was cited by international corporations as the prime obstacle standing in the way of future expansion plans. Manpower shortages were especially acute at the middle management and technical levels. All of these circumstances would impact on MAS's passenger and cargo traffic figures as the country's economy moved from the farm to the factory and beyond. Amid this backdrop, the Malaysian government in 1992 forecast that passenger traffic on the country's combined airways–international and regional–would grow by ten percent annually in the five years before 1997. International freight volume in the same period was expected to rise by 13 percent annually. Officials in Kuala Lumpur announced in 1992 that they had plans to build a new international airport in Sapang, adding that all other airports in the country were expected to cope with the increased passenger demand of the 1990s without the need for expansion. Government forecasts in 1992 pointed to 9. 5 million passengers to be carried by MAS that year, a figure expected to jump to approximately 15 million by 1995. Cargo was also identified as an expanding source of revenue for the airline in the 1990s. In recognition of this potential, MAS in 1992 introduced MASkargo in order to begin providing a full cargo service to the United States and Europe. A DC-10-30 jet was fitted to carry up to 60 tons of cargo per flight. Further plans were announced to purchase an additional Boeing 747-400 freighter to carry 45 tons of extra cargo per flight. In 1992 MASkargo also opened a fully automated cargo handling center in Penang. The new facility complemented the expanded MAS Cargo Center at Subang Airport, which provided semi-automated and computerized facilities including elevating transfer vehicles and electronic scissor lifts fitted with computerized scales. Expansion at the cargo center brought MASkargo's total warehouse storage space to 150,000 square meters. The ambitious expansion plans taxed the carrier's profits, which were nearly halved, from M$206 to M$120, between 1991 and 1992. Turnover increased 23 percent in 1992, however, reaching M$3. billion. Correspondingly, employment at MAS rose from 17,575 workers in 1992 to 20,370 in 1993. Demand for flight crews was so great that the carrier contracted for 35 percent of these positions with overseas personnel, mostly Australian. Fifteen hundred of the employees worked in the airline's unique flight kitchen, which served 22 airlines. All 17,000 meals a day were hallal, that is, observing Muslim dietary restrictions that prohibited pork. During this time, MAS hired Star Wars producer George Lucas's special effects unit to create a stunning sci-fi television commercial. The spot, which aired around the world, was commissioned to present MAS as a modern, world-class airline and featured a huge kite-shaped space station. The cost was estimated at between $2 and $4 million dollars. In 1993, MAS bought a 24. 9 percent interest in U. S. charter operator World Airways. The company also leased five of its MD-11 aircraft. Operations personnel, in high demand at MAS, were also made available. 1994: Ramli Buys a Stake in the Airline In 1994 Malaysian entrepreneur Tajudin Ramli bought a 32 percent controlling interest for M$2 billion ($745 million) worth of stock. The government retained an 11 percent interest. Tajudin, who had earlier put together a mini-aviation empire in preparation of competing with MAS, was saddled with an overlarge fleet and diminishing profits. Although sales rose to $M4. 1 billion ($1. 6 billion) in the fiscal year ending March 3, 1994, profits fell from M$145. 4 million ($56. 4 million) to M$7. 7 million ($2. 9 million). The carrier was still receiving large shipments of new aircraft, including Boeing 747s, and sales of its used aircraft were slow. Some of MAS's new A330 aircraft were delivered late, resulting in penalty payments from Airbus. ) Tajudin immediately set out to trim the fat. He introduced a more businesslike attitude and required better reporting from the company's managers. Aircraft utilization was increased. The carrier signed code-share agreements on transpacific routes and promoted its Kuala-Lumpur-Los Angeles route to attract more business passengers. Virgin Atlantic Airways teamed with MAS in 1995 to operate joint London-Kuala Lumpur flights. The service proved convenient for Virgin's Australia-bound passengers. Planes stayed just as full after the number of flights was increased from eight to 14 a week, although the two carriers faced very formidable competition from the British Airways/Qantas alliance, which operated the only single-plane service between London and Australia. MAS recorded its highest ever pretax profit in 1996–97 of M$349. 4 million ($120 million). The company continued to buy new planes and relocated to Kuala Lumpur's new Sepang International Airport, a move expected to further enhance its reputation. However, the new airport's opening was plagued with lost baggage, computer malfunctions, and other annoyances. Depreciating Malaysian currency brought MAS debt up to M$12 billion by 1998. Debt servicing helped MAS lose M$260 million ($62 million) in 1997–98. In response, the carrier deferred new aircraft purchases, sold old planes, and slashed underperforming routes. A new restructuring plan put forth by Tajudin, whose hands were tied by the government when it came to cutting jobs, was rejected on the grounds it would rescue Tajudin at the expense of minority shareholders. Foreign airlines with an eye towards global expansion (such as Thai Airways and British Airways) seemed interested in investing in the troubled carrier, however.