ABC Co. Marketing Strategy Case Essay Example for Free

ABC Co. Marketing Strategy Case Essay ABC Manufacturing Company is a manufacturer of fine furniture designed to resemble the furniture used in various historical periods. The companys furniture is sold by approximately fifty dealers throughout the United States and in several foreign countries. Dealers are carefully selected by ABC to be sure they maintain the high quality imagine that ABC has established in its 100-year history of making fine furniture. Most dealers sell only ABCs furniture, but a few also sell noncompeting lines of similar quality. Dealers who sell only ABCs furniture are franchised to do business under ABCs trade name and would appear to the public to be branch stores rather than independent business. ABCs factory is a three-story building of heavy timber (mill) construction located in a New England town of 2,500 population. The first floor is used for warehousing and office space, and the two upper floors house the production facilities. The building is 75 years old and has been occupied by ABC since its construction. The local fire department is above average for towns of this size, but its water supply system does not have adequate reserve capacity to maintain pressure for fighting a major fire over a period of several hours. See more:Â  First Poem for You Essay Adjacent to the factory building is a large frame structure used by ABC to store seasoned lumber for its furniture. Lumber is first air dried in the yard adjoining the shed, with the exact drying period depending on the kind of wood involved. The air-dried wood is then kiln dried in ABCs own kiln, after which it is stored in the frame storage building until needed. ABCs power plant is located in a brick building about 50 feet from the main plant. It furnishes heat and steam for all operations. Water for the stream boilers is drawn from a large river adjacent to the power plant. Electricity is purchased from a public utility. Due to the length of the seasoning period, ABC usually has on the premises a supply of lumber adequate for four months of operations. Much of the lumber is purchased within a 200-mile radius of the factory, but substantial amounts are purchased from more distant sections of the United States or from foreign countries. For example, mahogany lumber, which is used in almost half of ABCs products, is imported by ABC from Latin American and Africa. Most of the lumber arrives at ABCs yard by railroad and is shipped FOB point of origin. The imported lumber is shipped by water to the nearest port, approximately 100 miles from ABCs factory, and then by train to the factory. Some locally produced lumber is delivered to ABC by truck, FOB ABCs yard. Workers in ABCs factory use some small power tools, such as saws, planers, lathes, and similar equipment. However, the production process is primarily manual. Highly skilled craftsmen build the companys products, using many of the same techniques that were used two centuries ago. Furniture finishing is done by hand, and most of the stains, varnishes and other finishing materials are compounded by ABCs employees according to the companys proprietary formulas. ABCs labour force is very stable because each craftsman undergoes a lengthy apprenticeship in the plant and because ABC pays wages that are relatively high by the standards of the community. Management considers the high wages to be necessary because of the time and expense required to hire and train a replacement for a craftsman who leaves the firm. Some finished furniture is shipped by railroad, but most of it is shipped by contract carrier trucks. The contract with the trucker does not include any provision relative to liability for damage to goods in transit. Export shipments are transported by truck to the nearest port and by water to the country of destination. All shipments are made FOB purchasers warehouse. All sales, including export sales, are made on open account and only to ABCs established dealers. Export accounts usually are denominated in and payable in the currency of the importers country. Accounts receivable, on the average, are equal to about one-eighth of annual sales. Accounts receivable records are kept on ABCs computer in the office section of the first floor of the factory building. The computer is also used for inventory and production control, payroll management, and other accounting functions. The computer equipment is owned by ABC. The office is cut off from the warehouse section of the first floor by a wood partition. The office and computer room are air conditioned, but the remainder of the building is not. Duplicate computer tapes, updated weekly, are stored in a well-protected vault in another part of the city. A monthly fee is paid for the tape storage. ABC owns several small trucks that are used to move lumber about its own premises and for local pickup and delivery. The trucks are kept in the lumber storage shed when they are not in use. Several lift trucks are used for moving lumber and other heavy items in and around the factory and lumber storage area. A freight elevator moves materials, finished furniture, lift trucks, and other equipment between floors in the factory. Automatic grillwork gates have been installed to prevent workers from falling into the elevator shaft. There is no passenger elevator. Workers use either the freight elevator or the open stairwells when moving between floors. Steel fire escapes have been installed on the exterior of the building to facilitate evacuation of the upper floors in case of fire or other catastrophe. ABC Manufacturing Company is wholly owned by its president, Mr. Carpenter, who is the grandson of the companys founder. Mr. Carpenter is considered wealthy by local standards. However, his fortune consists almost entirely of the stock of ABC Manufacturing Company, and he is dependent on his salary and company dividends for his livelihood. Nearly all of ABCs operating profit has been paid in dividends in recent years. Consequently, the company has only a modest cushion of liquid assets in excess of its operating needs. Profits have been consistent, but they have been relatively low because of the inefficiency of the present factory facilities. Although the dollar amount of ABCs sales has increased steadily because of price increases, the physical volume of sales has remained almost constant over the past several years. The lack of growth has resulted primarily from two factors. First, the present plant cannot accommodate greater production because of space limitations, and there is no available land adjacent to the plant to permit expansion. Second, the long training period required for new employees prevents rapid expansion of production. Mr. Carpenter has considered building a new factory at another location in the same town. However, such a move is not financially feasible unless the present plant can be sold, and no prospective purchasers have been found. A move to any location outside its present hometown would not be practical because of the companys dependence on its well-trained craftsman. The sales manager estimates that both the dealer network and sales could be increased by 30% over the next 5 years if production facilities could be provided. The cost to rebuild the present factory building in its present form would be $2.5 million. However, Mr. Carpenter has indicated that he would not build a new mill-type building to replace the current structure because of the high cost of the thick brick walls and heavy timber interior construction. A new, one-story, noncombustible masonry and steel building of comparable floor area would cost approximately $2 million to build and would be more efficient for ABCs purpose. The actual cash value of the present factory building is estimated to be $1.5 million, and ABC has insured it for that amount against fire and the extended coverage perils. The lumber storage shed, power plant, table and lumber kiln are also insured for their actual cash values. The following table shows the actual cash value and replacement cost for each of the structures. Table 1: ABC Company Building Values ___________________________________________________________________________________ BuildingActual Cash ValueReplacement Cost Factory$1,500,000$2,500,000 Lumber shed 150,000 200,000 Power plant 230,000 300,000 Kiln 270,000 320,000 ___________________________________________________________________________________ ABCs annual premium for fire and extended coverage insurance is $136,000, including the coverage for contends of the buildings and for lumber stored in the yard. There have been no fire or extended coverage losses during the past five years and only minor losses prior to that time. The companys estimated annual workers compensation premium is $165,000. Loss experience has been fairly consistent from year to year. Based on past experience, with adjustments for inflation and current benefit levels, normal losses of $104,000 can be expected. The most frequent claims have been small and have resulted from such minor injuries as splinters in hands, several minor dermatitis cases, and sawdust or metal particles in eyes. The more serious injuries have included back strains and loss of fingers in power saws and other power tools. ABC now has 15 percent debit under workers compensation experience rating plan. (That is, they are paying a rate 15% greater than manual rates). Questions 1. Identify the following loss exposures faced by ABC Manufacturing Company: 1) Direct property loss exposures 2) Indirect property loss exposures 3) Liability exposures 2. Your suggestions in risk management for ABC Company Case 2: Bite-O-Burger Company (Risk Management and Insurance) Description of Operations The Bite-O-Burger Company is a publicly held corporation. It owns and operates 843 fast-food restaurants located in eleven states in the United States. The restaurants feature a limited menu consisting of hamburgers, French fried potatoes, fried chicken, chili, related food items, and nonalcoholic beverages. The restaurants vary in size, but each is located in a free-standing building and surrounded by customer parking areas. All of the buildings were built to Bite-O-Burgers plans and specifications and share enough architectural characteristics to make them easily recognized as units of the chain. All have forced air heat and are air conditioned. At current prices, the average replacement cost of the restaurants is estimated at $125,000 per unit for the building and $100,000 for the equipment. Because of differences in size, the replacement cost, including building and equipment, ranges from $175,000 for the smallest restaurants to $300,000 for the largest. The average actual cash value is $205,000 for building and equipment combined. The restaurants vary in age from a few days to approximately 20 years. All of them are owned by Bite-O-Burger, but the newer ones are subject to substantial mortgages. The home office of the company is located in leased space in a building in the business district of a midwestern city. Bite-O-Burger occupies the upper three floors of the thirty-story building. The companys data processing centre is located on the top floor. All of the computer equipment is leased from the manufacturer. Bite-O-Burger also occupies a leased warehouse near the home office. It is used for storage and distribution of supplies (paper cups, wrapping materials, etc.) and nonperishable food items. Perishable food items are purchased from local suppliers near the restaurants in which they will be used, and they are delivered directly to the restaurants by the suppliers. There is no refrigeration equipment at the warehouse, but each restaurant has a large, walk-in refrigerator. Items from the company warehouse are distributed to the individual restaurants by a fleet of 30 owned tractor-trailer units. The same units also transport goods from the suppliers to the central warehouse when truck-load quantities are purchased. Smaller lots are shipped by common carrier FOB point of shipment. The values of the contents at the warehouse and home office are $15,750,000 and $3,200,000, respectively. Values at both locations are relatively constant throughout the year. Bite-O-Burger advertises extensively in newspapers in the cities in which it has several restaurants. Many of its advertisements feature endorsements of its products by prominent athletes and theatre personalities. Some advertisements feature pictures of local people and their favourable comments on the companys food and service. The company also sponsors softball and bowling teams in some cities as a part of its public relations program. Bite-O-Burgers profit and loss statement and an abbreviated balance sheet for last year are shown in Tables 2-1 and 2-2. The companys operating results for last year were typical of past years, but sales and assets have been growing at a rate of approximately 20% per year. Bite-O-Burgers fire and extended coverage losses for the five years are shown in Table 2-3. The quotations shown in Table 2-4 have been obtained for fire and extended coverage protectionblanket on buildings and contents on an actual cash value basis. Bite-O-Burger is well aware of the fire exposures associated with restaurants. Extensive fire control equipment has been installed in the kitchens of all units, and especially in the range hoods and in the cooking areas.

Operational Management Analysis | British Airways

Operational Management Analysis | British Airways British Airways and British Airport Authority managing Heathrow Airport at London, which has four terminals , terminal1, terminal2,terminal3, and terminal 4 built a new terminal 5 in 260 hectare land, with sophisticated and advanced infrastructure designed to handle thirty-five million passengers per year which costed  £4.3 billion with 19 years of hard work involving totally 60,000 individuals. the construction finished its last phase in march 2008 after the 68 trails by 15000 volunteers the terminal 5 was ready for business on march 2008. Her majesty The Queen opened the terminal 5 on March 14th 2008, and was ready for business for passengers on 27th march 2008. But instead of grand opening the terminal 5 opening went as a disaster, resulting in cancellations of about 38 flights, and misplaced luggage, operational and technical problems. Why this happened? Why the opening day became a disaster? Why it has become as a night mare to passengers? The following data deals with what actually happened on the opening day and why British airways failed on the day of opening. MANAGING OPERATIONS: British airways Heathrow airport INTRODUCTION: British airways British Airways plc or BA is the UKs largest international airline in the world, based at Heathrow airport in London and serves about 95 million passengers a year using 441 airports in 86 countries using more than 1000 planes through its own operations and its alliance partners like TAT European airlines in France, Qantas in Australia, and USAir in United states. In last financial year to march 31, 2008 it carried about 33 million passenger worldwide and 805,000 tonnes of cargo, (www.bashares.com) and is considered as one of the worlds longest established airlines. Heathrow and Gatwick airports are the two main operating bases of British airways. It earned  £9 billion in revenue in the year 2008/2009; passenger traffic accounted for 87.1 percent and 7.5 percent came from cargo and 5.4 percent from other activities. Heathrow airport which is owned by BAA is 15 miles from central London and is the worlds busiest international travel hub and now operates terminals 1,2,3,4 and terminal 5. When we go back in to little history of this airport it was started officially in 1946 as an army surplus. In 1951 plan was developed to build terminals. In 1955 Heathrow terminal 2 was ready for business a d considered as Heathrows first rear terminal. In 1960 construction of terminal 2 took place and was expanded in 1970 and in 1969 terminal 1 was officially opened by queen, in 1976 Heathrow became supersonic being services operated by British airways and air France . In 1986 terminal 4 was opened by prince and princess of Wales which was worth of  £200 million. About  £1milloin a day was spent in developing infrastructure of Heathrow. On 20th November 2001 the government gave approval to build a 5th terminal (t5) after a longest public enquiry in British planning history. The company aimed to move all its operations to terminal 5. Over the past few years terminal 5 is the largest building project in Europe costing  £4.3 billion to BAA. It was a big challenge to construct such a immense size building. it has a capacity to serve around 30 million passengers per year. The main terminal building has 1,100 piles. There are 5 tunnels serving terminal 5 with a length of 14km. The building has 96 checks in kiosks, a high glass cascade of 40 metre, and the terminal 5 lounge has a space for 2,500 passengers, and has 4,000 car parking spaces. This terminal will be used only by British airways .it took six years to finish the project, within time and within the budget. INTRODUCTION TO THE PROBLEM: British airways opened the terminal 5 for business on 27 march 2008, by her majesty the Queen describing it as a 21st century gateway to Britain. The opening ceremony was attended by hundreds of airport authorities and workers. The BAA and airline British airways who built the terminal for many years forecasted that new facility would give a fresh start for Heathrow and millions of premium passengers. But the Heathrows new  £4.3billion terminal 5 suffered a disastrous opening resulting cancellation of flights, long queues and delays in luggage system. British airways was forced to cancel 34 domestic flights, one problem was followed by other problem on the day. There was a problem to the staff in finding the car park. Then a technical problem has arisen which resulted in some flights departing without luggage on aboard. The first flight of the day coming from Hong Kong arrived eight minutes early and passengers off the building got their luggage quickly. But very soon the baggage reclaim system failed leading the passengers to wait more than two hours to collect their baggage. By lunch time due to continuous problems the British airways cancelled 20 flights in the beginning and later to 34 flights. One of the terminal 5s departure lounge the luggage belt failed. The road signs were not clear outside the terminal. A delay occurred in security screening of staff. The computers did not recognise the baggage handlers IDs and the handling system failed to log on because of these three flights took off without luggage. Live examples: taken from media resources Sir George martin a famous producer of the work Beatles was one among them said he was first impressed to see terminal5 but it led him to wait many hours and the flight has been cancelled. Mr Matt Duffy who was coming from Glasgow to terminal 5 was struck in the flight for more than one hour. Mr kerb a wheel chair user couldnt get in to the building without getting up a step, and he added its totally unbelievable. These are few examples of the chaos caused by British airways in terminal 5 on its opening day. Relationship with operational management: On the operational side there are many errors like little system testing, mechanical failures, technical errors. On the management side there was poor communication, a refusal to listen to the experts and staff, arrogance, complacency, poor training of staff with the new systems. What went wrong on the day: Logistics and planning: On the opening day staff arrived to work couldnt find the car parking, the signs to car parking was unclear, it took long time for the staff to park their car, because of this reason staff arrived very late to work, staff were almost two hours late to work. Even when the staff entered the terminal 5 building there were no clear signs to navigate within the building , union representatives told the workers didint understand where to go,some of the staff couldnt enter through security gates. Because of the communication problem staff couldnt navigate within the building , they were given no telephone numbers to contact. The luggage handlers couldnt get in to the terminal because of improper training and less knowledge on the building. They were just shown the whole building which cant be remembered because of its massive size and therefore arrived late to work. Technical and human errors: The computer system in the terminal didnt recognise the staff IDs, so that staff couldnt log in to the systems. This resulted in making only two desks working instead of 28 desks present. Even when the staff logged the systems displayed error messages showing access denied to logon to do their actual work. About 17 terminal lifts jammed and failed, because of this passengers faced difficulty in getting in to the stairs of difficulty and disabled customers could not enter in to the building. The transit system broke down hence failed to move passengers from main terminal to satellite terminal, which led to cancellations of flights. Doors which should be kept open were locked so that staff and passengers couldnt be able to navigate in to the building. The electronic screens, walkways, escalators, and carousels were failed. Due to technical errors they failed to work and staff couldnt log in to systems and there was no information displayed on the screens. The baggage handling system failed to work after first flight arrived resulted in baggage misplace. Staff due to lack of training overloaded the belt and it stopped working, because of this reason some flights even left without any luggage. Low morale and good will: from the sources it is come to know that most of the staff didnt turn up for training. Because of this reason the baggage handlers and ground staff were unhelpful when the problem occurred. There was not enough staff working on the day to volunteer. BA didnt recruit an extra staff and just asked the present staff to help on their day offs and without paying them. Lack of communication and crisis management: there was no proper communication from the BA to passengers this led most of passengers feel frustrated. There were no announcements and no information was seen on monitors and websites. On the very first day by 5:30am about 200 passengers were queued up for information about cancellations. There were about 26 operational desks on that day but only 2desks were seen working. Results: As a result within in five days about 250 flights have been cancelled and still there is a backlog of 15000 bags, the bags were sent to USA and Paris to identify the original owners of the baggage. It disrupted the travel plans of thousands of passengers and British airways were unable to find any hotel rooms to passengers.Even though the hotel rooms were found they gave compensation of only  £100 where the hotel rooms costs  £200, an extra burden to passengers. About tens of thousands of customers vowed they will never use the airline again, as they faced many difficulties like standing in queues for about two hours for information, the luggage has been misplaced, and no help was available. The opening of terminal 5 is considered as a most embarrassment for British Airways and British Airport Authority. Because of this chaos the shares of British Airways felt down by 3% which accounts for about  £9million of the income and lost its reputation. Discussion of relevant operational theory: Any success of organisation depends up on people and their perception of success or failure, and staff willingness to anticipate to the vision of organisation as defined by management. In the same way the failure of an organisation depends up on poor integration of different parts of change for example the implementation is poorly executed even though the build and develop phase goes well. High complex technology infrastructure becomes inaccessible to those who use it regularly. And the management has to recognise that the success criteria should be broader than bottom line considerations: The business driver is not only the share holder value but the staff working and customer satisfaction. Organisations should be socially beneficial behaviour and mission and vision should include social responsibility and sustainability as their parts. The management has to focus on the state of art infrastructure that is introduced in the large projects. Now a days the managers are more focused on multi disciplinary projects to re engineer business which provides competitive advantage. Rather than spending more time on traditional line management responsibilities the managers are spending time on project work. New projects tend to be exciting in first few years of the project life cycle. But some important project personals often show interest on the finishing stages of project. the operational management should be the key driving force of the project from the beginning, but go live phase of the project is in danger as it didnt receive attention. The terminal5 in a successful project delivered on time and in the budget allocated .the architectural design won awards. It is believed that customers will get great service and satisfaction from terminal 5 when compared to terminal4 and 3. Here the operations management followed properly go live phase in project life cycle as a planned construction programme for six years, it included 400,000 hours of man power and software engineering to built conveyors for 17 kms., 66 trails has been made by 15,000 volunteers, staff were given a training and support of six months, before opening the terminal the baggage system was fully loaded and tested for about twenty times. Even though all these attempts were made the opening of terminal5 went as a disaster to customers and public. Sources taken from media showed that there were long queues in terminals, about 15000 baggage went missing, about 500 flights has bee cancelled in fist two weeks of its opening. There was big problem in sorting out the luggage to its actual owners , this luggage was sent to USA and Milan for sorting out. Even the insurance company didnt compensate the lost luggage saying this is a known risk. The management in companies should be fully aware of the prominence of the operational planning. And should be well prepared for go live phase of the project. In Heathrow terminal 5 the transport select committee was advised by chief executive officer of British airways that the building programme was not finished completely and this made to compromised the testing many time before opening. It was not that about 28 lifts are not working on the opening day, and there were discussions whether to delay the opening schedule of terminal 5, but it was neglected as the officials thought the potential risk will be low. Later the Chief Executive Officer admitted it was their fault to compromise on testing before opening. Application of TQM: According to Joel E. Ross and Susan Perry (1999) was cited in his book about the TQM is total quality management is the set of management processes and systems that create delighted customers through empowered employees leading to higher revenue and lower cost The main principals are customer satisfaction, employee involvement, and continuous improvement in performance. Customer satisfaction: the customer satisfaction factor has been lost on the opening day of terminal 5, where customers have to wait in long queues, loss of baggage, flights cancellations, and British Airways couldnt find the hotel rooms to customers. Employee involvement: employee involvement plays a crucial role in success of any organisation. On the day of terminal5 opening, staff arrived about two hours late to work and the baggage handlers were unable to through the building as there were no clear signs. Even the staff working on the ground didnt help them in any way. There were no announcements about the cancellations. Staff felt they were not responsible for the chaos going on. There was no one to volunteer the situation. Continuous improvement in performance: the testing has been compromised by the British Airport Authorities. Staffs were not trained properly, only six months of training was given. There was no improvement in the training statistics. The luggage handling systems were checked about twenty times before opening but on the day of opening it failed to work. Critical approach: Terminal 5 is a complex building with advanced infrastructure which was built with a goal of improving customer experience and to prove Heathrow airport as world class airport. To achieve this a smooth opening was required but unfortunately the opening was disaster and terminal 5 stood in all headlines of media and was a hot topic in the whole world. The problem was caused by combination operational and technical failures. But there are some issues regarding risk management whether they performed rehearsals or not, of so why they couldnt identify the problems before opening day. They would have hired some extra staff for the beginning days of the terminal. They would have tested it several times before opening it. If they would have tested they would have found all possible failures and would have rectified it before opening. If they would have done so we would have seen a good risk management system in operational management. According to media sources the airport staff was unable t o give answers to difficult questions. When the issue raised the British airways would have focussed a heavy spokesman so that the customer and the whole world have felt the British airways took the issue seriously. British airways would have given free food and hotel rooms when the issue happened so that they would have managed the long-term damage of company with minor compensation. Teething problems may be difficult to avoid for any major projects, but one of the oldest rule in business is anything can go wrong, will go wrong and the second oldest rule is the judgement is passed on recovery but not the mistake, and the third rule is when something goes wrong in an organisation the best thing is to admit it. In terminal5 there was no one with strong leadership skills, people with knowledge, and authority to sort it out ad it didnt go according to the script. It is not excusable for staff for not being able to find car parking and not for being able to get through security, and not for being able to login in to the systems to start their work, they would have gone a series of complete training, testing and rehearsals there is no excuse for the BA and BAA for saying the baggage system failed to work as they tested it only with few bags and assumed that it would work properly with 40,000 baggage, and tested escalators when it was empty but not when it is loaded. CHANGES TO IMPROVE THE QUALITY OR CUSTOMER SERVICE: The construction of Heathrow terminal 5 was very successful project as it was finished on time and in the budget given. But on the opening day it encountered technical problems and operational problems it would have been prevented it BA and BAA would have been followed some simple steps: There should have been clear signs outside the terminal 5 for car parking, as it is known from the problem that staff couldnt find the space for car parking they were about two hours late to work, so if correct signs and signals were given the staff would have arrived to work on time. There should be clear signs in the building, as the terminal5 is massive in its size with advanced infrastructure, they should have been provided with clear signs to navigate within the building, as we came to know from the problem that staff and luggage handlers couldnt find their designated places, they couldnt navigate within the building. The staff would have been trained several times before the opening day. Because on the opening day staff were unclear about using the new resource management system. When the disaster took place staff looked unhelpful, as they didnt understand what was really happening, they couldnt even answer to the customer standing in queues about the faults occurred. The management would have asked staff to arrive a bit early to work to encounter potential delays in entering in to the building which they never entered before. British Airport Authority and British Airways would have recruited some additional staff to volunteer the work on the opening day. The baggage handlers were not given enough training to handle the new unfamiliar highly sophisticated luggage handling system, they would have given some extra training . That new baggage system looked to have no backup system to recover when technical defaults occurs. And the staff keep on loading it even though it stopped working which resulted in sever delays in reclaiming back the luggage. It was seen there were no announcements made and system stopped working, and the system couldnt recognise staff ids. This is lack of testing done before opening. BA and BAA agreed it compromised on testing phase, if it would have been done several times before opening they would have avoided this disaster. WHAT BA AND BAA DONE TO IMPROVE: At London Heathrow terminal 5 after a one year of its opening day everything looks to be flowing smoothly, with more than 90 percent of flights departing and arriving punctually. And more than 16 million customers have now used the terminal 5 facilities properly. New high tech equipment has been installed in security gates which make customers to pass through them quickly and pleasantly. This reduced the waiting time near the security gates. A new system has been developed where passengers do not have to unpack their laptops as trays are available automatically and passengers dont have to take shoes and belt as the security scanning system is very sophisticated. The distance to the passenger gate is reduced to five minutes by walk and 45 seconds using unmanned shuttle. This reduced the time lapse between the entry and passenger gates. The baggage performance was increased significally, the baggage is arriving the carousal before the passenger arrives saving time of passengers for reclaiming baggage. And when there is a connecting flight between destinations the luggage transfer will be done automatically, and luggage arrive quickly than passenger comes out. BA has now more than 90 percent of flights arriving and departure on time. Hence keeping the chaos in mind the BA and BAA is following punctuality in departure and arriving times of the flight. Staffs has given more training and daily regular meetings to make them familiar with the infrastructure. So that the BA and BAA want to give its customers the best service. The building is designed in a way that BAA works closely and naturally with BA making them to interact and meet more often in contingency mode. So the two managements are under one roof now. BA and BAA are using customer feedback to improve the quality and got positive feedback from most of the passengers. Hence it used these feedbacks to improve its quality service to its customers. When compared to other airports and other Heathrow terminals the time taken to check in and drop baggage has been greatly reduced. This saves passengers time and increase the time for shopping and spending. British Airport Authority reduced the time of waiting at security search in terminal 5 with queue less than 5 minutes. BA moved all its staff and flights in to terminal 5, and made signals promising. Now it uses powerful satellite signalling system to manage air traffic of flights and another satellite is under construction which is due to finish by 2011. After the management accepted its faults that it compromise in testing they applied many principles of management and rectified the whole mistakes and now terminal 5 is working properly, with 4000 car parking space, including car finders and help desk to find out lost cars, it has now its own railway station with six platforms connecting London underground and Heathrow express and lifts are working excellently handling 50 persons in one go all together, it has now automated kiosks where a passenger can cjesk in automatically and select seats and 140 desk are available for check in, and it has highly sophisticated single terminal baggage handling system whic is the best in Europe, and has major brands like Harrods, Hughes and Hughes, Links, Mapin, Paul smiths, Smythson, Cafe Nero, Starbucks, Gordon Ramsey, Giraffe, and Wagamama for customer service. Hence the Heathrow Terminal 5 is definitely a successful project.

Life And Career Of James Cameron Film Studies Essay

Life And Career Of James Cameron Film Studies Essay Ever heard of some really good movies called Titanic, Terminator, and Avatar? Iconic director James Cameron is the brains behind making these and other great films that were, and still are very popular throughout the world. In his life, he has been extremely successful. Titanic went on to become the highest grossing movie of all time. You can give the credit to Camerons genius special effects and amazing story lines. His movies are all very interesting and really capture the imagination of the viewer. Camerons contributions to the movie world make him a big time Hollywood director. James comes from a working class family, where his parents worked very hard to support him. Oscars and numerous other awards can be found all over his house. He is a really good director and his movies are very loved around the world. James was born in the year of 1954 Phillip and Shirley Cameron. He was delivered in Kapuskasing, Ontario Canada. Camerons Dad was an electrical engineer at a power plant. His mom, Shirley was a creative type. Shirley played a large and significant role in stimulating the artistic prowess inside of her son. She enlisted him in numerous acting lessons, painting instruction, and even hired him a personal piano teacher. She did this to encourage James to be as artistic and in touch with his creative side. At school, Cameron was a pretty good student. He didnt like math because of one reason. There was only one answer to every problem. He was never able to fully be creative in his work.. James really liked reading and writing, but really liked in science fiction and space/futuristic novels. His all time favorite book as a student was 2001 A Space Odyssey. The amazing futuristic and descriptive writings of the novel really stuck with Cameron and shaped him into the creative director he is today. After reading the book Cameron had a revelation. He wanted to be in the business of art. The form he chose was directing. He felt like he would be really good at it. But he knew his dream of stardom was one of a Hollywood fairytale. So instead of pursuing a career as a director, James finished high school and went on to college. After receiving his high school diploma, Cameron transitioned into college. He chose to pursue a physics at Cal State Fullerton. He really liked studying physics there, but in the back of his head, a feeling of incompleteness still stuck in the back of his head. Cameron still wanted to test the waters as a film maker. After this sudden change of heart, he switched his major to English and went on to continue his studies for one more year. As the year past, Cameron came to the decision that college was not where he wanted to be anymore. James dropped out and moved into a small apartment in Los Angeles. There, he worked odd jobs here and there. In the mean time, he was always writing scripts and coming up with ideas for his films. At this point in his life, Cameron was at ease with his decision. His parents continued to support him from across the country. A changing point came though when Cameron first watched original Star Wars. This was in 1977. Just like the books he used to read as a child, watching Star Wars really resonated with him. It was exactly the kind of thing he was into. So, after he saw it, he really decided to pursue his dream as a director. He quit his current job and proceeded to focus all of his time and energy into film making. Camerons close knit friends in LA got together as he told them about the dream he wanted to purse. They all agreed they were interested and wanted to be a part of it. The group got together and created a movie. The movie was small and very low budget. However, it caught the attention of writers in Hollywood and got Camerons name out there as a legitimize director. They hustled enough money and eventually were able to get all the equipment necessary to create movies. Camerons first movie as a big time director was awful and terrible. The producer of the film told him that he was a terrible director and would never make it in the business. The negative comments only encouraged him to pursue his dream. He wanted to prove everyone wrong. He wanted to show Hollywood that a kid from Canada could become one of the best film makers in the history of movies. James swore to himself from that point that everyone of his next projects would be top quality and extremely well done. The movie he came up with was Terminator. Futuristic and sci-fi effects were the backbone behind this movie. People had never seen a story like this. They were consumed by the awesome explosions and amazing gun fights. The future governor of California, Arnold Shawrtzanegier got his first big break in this movie. After this, he blew up and went on to become a big time action movie star. Terminator was extremely successful, and James proceeded to create great picture after great picture. James Cameron then unveiled his greatest movie. In this film, he went away from his big explosions and fights scenes like we had seen in his previous movies. Instead, he created a movie that tugged and pulled at the emotional sensors of the human brain. This movie was Titanic. Titanic made Cameron a very rich man. It would go on to become the highest grossing film ever. It made billions and billions of dollars. The movie is very cool because it is so detailed. In one scene he replicated the exact china that was used on the real Titanic. Also, on the scene where Jack and Rose are floating in the ocean, if one is to look into the sky, the consolation of stars is exactly that of the night the real ship sank. After Titanic, Camerons reputation grew as a film maker and he continued on his quest for stardom. Cameron has been a part of many projects, not only the movies he has directed. He assisted fellow directors and also helped produce some of his friends movies. He also has an interest in acting, and sometimes fulfills roles in his own, and others movies. One of Camerons most recent movies is one about a blue alien species. Avatar is a very cool and intriguing movie. It has awesome special effects and if you see it in 3-d it will enhance the experience greatly. Avatar went on to surpass Titanic as the highest grossing movie of all time. His ingenious is really shown in this movie. His creation of a whole other race, with there own language, customs, and culture is a extremely amazing feat. It truly shows the brain power and imagination that he truly possesses. This skill is what makes him so successful in his directing. In all of his movies, Cameron usually has some reoccurring things that usually always take place. Some of these themes are apocalyptic, mans dependency on machines, and more then usual, a woman will have a very prominent role in saving the day. Most of Camerons movie have one or more of these elements in them. Cameron has married many women in his life. In his years, he has had 5 wives. First he was married to Sharon Williams in 1978. In 1984, he married Gale Hurd, the producer who bough Terminator. After Gale, he married Kathryn Bigelow in 1989. After Biglow, Cameron married Linda Hamilton, whom he has one daughter with. Finally, he married his current wife, Suzy Amis in 2000. When it comes to religion, Cameron does not really have any beliefs. He considers himself an atheist. Meaning he believes that after death, a persons body just becomes part of the earth, and that is it. director James Cameron is the brains behind making these and other great films that were, and still are very popular throughout the world. In his life, he has been extremely successful. Titanic went on to become the highest grossing movie of all time. You can give the credit to Camerons genius special effects and amazing story lines. His movies are all very interesting and really capture the imagination of the viewer. Camerons contributions to the movie world make him a big time Hollywood director. James comes from a working class family, where his parents worked very hard to support him. Oscars and numerous other awards can be found all over his house. He is a really good director and his movies are very loved around the world.

Newscasters :: essays research papers

Newscasters are a big part of who and what America is today. The newscasters have a lot of influence on what America does, and when they do it. Still, it is not something that happens overnight. It takes a lot of experience to become a newscaster to the public.   Ã‚  Ã‚  Ã‚  Ã‚  A newscaster will influence the public that will make or break a morning, afternoon, or evening. The weatherman will help people be prepared for the day ahead. While, the sportscaster tells which team won or lost and who got signed and let go. On-the-scene newscasters tell what is happening right then and there. Still, the anchors bring it all together by presenting the news at5am, 6am, 7am, noon, and 5pm. When they all come together America knows what is going on, which is what you want.   Ã‚  Ã‚  Ã‚  Ã‚  In order to inform America, a newscaster must have college experience as well as on-the-job experience. When an aspiring newscaster comes out of college, they don't become a newscaster immediately. Many become journalists or studies. Some may realize that they want something else and change jobs. Becoming a newscaster and informing the public, is something that takes experience and know-how. Anything can happen, and newscasters need to be prepared.   Ã‚  Ã‚  Ã‚  Ã‚  The pressure on newscasters is very intense. They need to report the truth and many want to change the view of newscasters. The media in general have the stereotype of being pushy, annoying, and untruthful. Reporting the truth is key. The journalists who research the information are under a tremendous amount of pressure to make sure the information is correct. This way, both America is happy, and then so are the newscasters.

The Downfall of Macbeth :: essays research papers

Macbeth's love for Lady Macbeth, in William Shakespeare's tragedy Macbeth, caused Macbeth to feel the need to prove his manhood, which eventually lead to his downfall. Macbeth was not secure in his manhood, so he felt the need to prove himself to Lady Macbeth. After he proved he was a man by killing Duncan, and he felt he had a lot of power to do whatever he wanted. Macbeth became desensitized between all the killing and the hype of being the King. In the beginning of the play Macbeth showed his love for Lady Macbeth in many different ways. He told her his feelings toward her "My dearest love" (act I, scene v, l 58). Macbeth listens to what Lady Macbeth has to say, and takes her advice into consideration every time he makes a decision. He also has great love for her and tries his best to make her happy no matter what it takes. Then Lady Macbeth convinced Macbeth that he wasn't a man unless he went through with the murder of Duncan. She threatens his manhood by saying "When you durst do it, then you were a man;/ And to be more than what you were, you would/ Be so much more the man" (act I, scene vii, l 49-51). This made Macbeth begin to think, and slowly but surely Lady Macbeth had manipulated his mind to think the right thing to do was kill Duncan. Macbeth had decided in order to prove his manhood he must go through with this horrible act. Barta 2 After Macbeth had committed the crime he felt that his soul could never be cleansed no matter what he did. He said "They pluck out mine own eyes!/Will all great Neptune's ocean wash this blood/Clean from my hand? No; this my hand will rather/The Multitudinous seas incarnadine, /Making the green one red" (act II, scene iii, l 58-62). This shows that he really didn't want to kill Duncan, but he did it in order to prove himself to Lady Macbeth, and to become the king. By the end he had no fear, and had killed not only Duncan but also many other people. He now had different views from which he had in the beginning of the play. Macbeth realizes that he is no longer afraid "no, nor more fearful. (Act V, scene vii, l 9). He is now considered a man, but he doesn't like the fact that he has killed all these people.

My Future Plans and Expectation Essay

As a child, I found my self-looking up to many people and admiring those that had accomplished so many great things in their lives. I grew up in a household of eight people; I am the fifth child of six. I never thought about my future plans and expectation growing up. I started thinking about my future when I was in high school and then after. Read more: My future plans essay I never thought that I would finish high school. Many friends and family have told me that I was not cut out to be in school. I never imagined ever finishing something that everyone thought that I couldn’t do. I must work really hard to give myself a better future. Who would have ever thought that I one day like to become a teacher and help students’ in a way that all the teacher through my education have helped me. As time passes it is hard to look back at my regrets and encourage myself to look back at my successes. I look ahead and try to motivate my self to do the best that I know I can as I encourage my self every day. When I think about my future plants, I see a sea of possibilities. As I have found a mentor that help me through my hard decisions. I believe that in five years I see myself still studying thank to my own motivation in wanting to gain more knowledge and learn more so I can one day become a great teacher.

Claire McCloud Case Assignment Questions Essay

Strategic Management of Technology and Innovation Class Preparation for In-Class Discussion Feb 2, 2013 (Please prepare two page notes to bring to class) Claire McCloud Case Assignment Questions Please read the Claire McCloud case and the other three assigned articles about the management styles of Selina Lo (at Alteon), Andrea Jung (at Avon), and Christos Costsakos (at E-Trade). Prepare a two-page paper (with a word processor) to address the following questions: (Please hand in one copy of the notes at the beginning of the class.) 1. What are the pros and cons of Claire accepting the general manager position of the Fiber Optics division? What issues should Claire be considering in her decision to accept or decline the general manager position? Pros: A.Become CEO of a subsidiary company for Fiber Optics. Gain experience as an executive B.Fiber Optics is important fast growing business C. Cons A.She lacks technical R&D knowledge. B.She has no line management experience 2.List the functional areas of a business; i.e.., finance, R&D, Manufacturing, marketing, and rate each one with respect to the amount of industry specific knowledge that will be required for Claire to do the job effectively (what the company lacks currently) vs. what she possesses. What does Claire need to know about the technology? (You might set up a table to show your assessments.) 3. What are OWS’s strengths and weaknesses? How do they compare with Claire’s strengths and weaknesses? Function How important for the Company Company’s current strength McCloud’s Strength R&D +++ ++ + Production +++ + + Marketing & Sales +++ 0 ++ to +++ Finance +++ +++ +++ Human resource 4. What are the immediate short and long term tasks Claire will need to address if she accepts the job? Lay out a specific action plan for her to accomplish by i) the two months of her new job, ii) by the end of six months, iii) by the end of eighteen months. i)understand issue by informal meeting, and then call formal meeting to confirm issues. Finally report top management. Solve production issues. ii)solve marketing issue by visiting top 15 customers.