Biography of Edmund Cartwright, English Inventor

Biography of Edmund Cartwright, English Inventor Edmund Cartwright (April 24, 1743–October 30, 1823) was an English inventor and clergyman. He patented the first power loom- an improved version of the handloom- in 1785 and set up a factory in Doncaster, England, to manufacture textiles. Cartwright also designed a wool-combing machine, an instrument for making rope, and a steam engine powered by alcohol. Fast Facts: Edmund Cartwright Known For: Cartwright invented a power loom that improved the speed of textile production.Born: April 24, 1743 in Marnham, EnglandDied: October 30, 1823 in Hastings, EnglandEducation: University of OxfordSpouse: Elizabeth McMac Early Life Edmund Cartwright was born on April 24, 1743, in Nottinghamshire, England. He graduated from Oxford University and married Elizabeth McMac at the age of 19. Cartwrights father was the Reverend Edmund Cartwright, and the younger Cartwright followed in his fathers footsteps by becoming a clergyman in the Church of England, serving initially as the rector of Goadby Marwood, a village in Leicestershire. In 1786, he became a prebendary (a senior member of the clergy) of  Lincoln Cathedral (also known as St. Marys Cathedral)- a post he held until his death. Cartwrights four brothers were also highly accomplished. John Cartwright was a naval officer who fought for political reforms to the British Parliament, while George Cartwright was a trader who explored Newfoundland and Labrador. Inventions Cartwright was not only a clergyman; he was also a prolific  inventor, though he didnt begin experimenting with inventions until he was in his 40s. In 1784, he  was inspired to create a machine for weaving after he visited inventor Richard Arkwrights cotton-spinning mills in Derbyshire. Although he had no experience in this field and many people thought his ideas were nonsense, Cartwright, with the help of a carpenter, worked to bring his concept to fruition. He completed the design for his first power loom in 1784 and won a patent for the invention in 1785. Although this initial design was not successful, Cartwright continued to make improvements to subsequent iterations of his power loom until he had developed a productive machine. He then established a factory in Doncaster to mass produce the devices. However, Cartwright had no experience or knowledge in business or industry so he was never able to successfully market his power looms and primarily used his factory to test new inventions. He invented a wool-combing machine in 1789 and continued to improve his power loom. He secured another patent for a weaving invention in 1792. Bankruptcy Cartwright went bankrupt in 1793, forcing him to close his factory. He sold 400 of his looms to a Manchester company but lost the remainder when his factory burned down, possibly due to arson committed by handloom weavers who feared they would be put out of work by the new power looms. (Their fears would eventually prove to be well-founded.) Bankrupt and destitute, Cartwright moved to London in 1796, where he worked on other invention ideas. He invented a steam engine powered by alcohol and a machine for making rope, and helped Robert Fulton with his steamboats. He also worked on ideas for interlocking bricks and incombustible floorboards. Improvements to Power Loom Cartwrights power loom needed some improvements, so several inventors took on the challenge. It was improved upon by Scottish inventor William Horrocks, the designer of the variable speed batton, and also by American inventor  Francis Cabot Lowell. The power loom was commonly used after 1820. When it became efficient, women replaced most men as weavers in textile factories. Although many of Cartwrights inventions were not successful, he was eventually recognized by the House of Commons for the national benefits of his power loom. The legislators awarded the inventor a prize of 10,000 Britsh pounds for his contributions. In the end, despite Cartwrights power loom being highly influential, he received little in the way of a financial reward for it. Death In 1821, Cartwright was made a Fellow of the Royal Society. He died two years later on October 30, 1823, and was buried in the small town of Battle. Legacy Cartwrights work played a pivotal role in the evolution of textile production. Weaving was the last step in textile production to be mechanized because of the difficulty in creating the precise interaction of levers, cams, gears, and springs that mimicked the coordination of the human hand and eye. Cartwrights power loom- though flawed- was the first device of its kind to do this, accelerating the process of manufacturing all kinds of cloth. According to the Lowell National Historical Park Handbook,  Francis Cabot Lowell,  a wealthy Boston merchant,  realized that in order for America to keep up with Englands textile production, where successful power looms had been in operation since the early 1800s, they would need to borrow British technology. While visiting English  textile mills, Lowell memorized the workings of their power looms (which were based on Cartwrights designs), and when  he returned to the United States, he recruited a master mechanic named Paul Moody to help him recreate and develop what he had seen. They succeeded in adapting the British design  and the machine shop established at the Waltham mills by Lowell and Moody continued to make improvements in the loom. The first American power loom was constructed in Massachusetts in 1813. With the introduction of a dependable power loom, weaving could keep up with spinning as the American textile industry was underway. The power loom allowed the wholesale manufacture of cloth from ginned cotton, itself a recent innovation of  Eli Whitney. Though primarily known for his inventions, Cartwright was also an esteemed poet. Sources Berend, Ivn. An Economic History of Nineteenth-Century Europe: Diversity and Industrialization. Cambridge University Press, 2013.Cannon, John Ashton.  The Oxford Companion to British History. Oxford University Press, 2015.Hendrickson, Kenneth E., et al.  The Encyclopedia of the Industrial Revolution in World History. Rowman Littlefield, 2015.Riello, Giorgio.  Cotton: the Fabric That Made the Modern World. Cambridge University Press, 2015.

Inner Circle English - Definition and Examples

Inner Circle English s The Inner Circle is made up of countries in which English is the first or the dominant language. These countries include Australia, Britain, Canada, Ireland, New Zealand, and the United States. Also called the core English-speaking countries. The inner circle is one of the three concentric circles of World English  identified by linguist Braj Kachru in Standards, Codification and Sociolinguistic Realism: The English Language in the Outer Circle (1985). Kachru describes the inner circle as  Ã¢â‚¬Å"the traditional bases of English, dominated by the mother tongue varieties of the language.† The labels inner, outer, and expanding  circles represent the type of spread, the patterns of acquisition, and the functional allocation of the English language in diverse cultural contexts. These labels remain controversial. What is the Inner Circle? Inner circle nations are countries where English is spoken as a first language (mother tongue or L1). They are very often nations to which very large numbers of people migrated from the U.K. For example, the U.S. and Australia are inner circle nations...Whether a country is in the inner, outer, or expanding circle ... has little to do with geography but more to do with history, migration patterns and language policy... [W]hile Kachrus model does not suggest that one variety is better than any other, inner circle nations are, in fact, perceived as having greater ownership over the language, in that they have inherited English as their L1. Even among inner circle nations, not all nations can claim authenticity of the English language. The U.K. is widely perceived as being the origin of the English language and is seen as the authority on what counts as standard English; inner circle nations tend to be regarded as authentic speakers of English (Evans 2005). However, . . . the English us ed even in inner circle nations is not homogenous.  (Annabelle Mooney and Betsy Evans,  Language, Society and Power: An Introduction, 4th ed. Routledge, 2015) Language Norms The most generally held view is that the Inner Circle (eg. UK, US) is norm-providing; this means that English language norms are developed in these countries and spread outwards. The Outer Circle (mainly New Commonwealth countries)   is norm-developing, easily adopting and perhaps developing its own norms. The Expanding Circle (which includes much of the rest of the world) is norm-dependent, because it relies on the standards set by native speakers in the Inner Circle. This is a one-directional flow and learners of English as a foreign language in the Expanding Circle look to the standards set in the Inner and Outer Circles.​  (Mike Gould and Marilyn Rankin,  Cambridge International AS and A Level English Language. Cambridge University Press, 2014)  Ã‚   In the so-called inner circle English is multifunctional, transmitted through the family and maintained by governmental or quasi-governmental agencies (e.g. media, school, etc.), and is the language of the dominant culture. The outer circle contains countries (usually multilingual) colonized by English-speaking powers. English is typically not the language of the home, but transmitted through the school, and has become part of the countrys chief institutions. Norms come officially from the inner circle, but local norms also play a powerful role in dictating everyday usage.  (Suzanne Romaine, Global English: From Island Tongue to World Language. The Handbook of the History of English, ed. by Ans van Kemenade and Bettelou Los. Blackwell, 2006)[W]hile inner circle nations are now well in the minority among users of English, they still exert strong proprietary rights over the language in terms of norms. This applies far more to discourse patterns than to grammatical rules or pronunciat ion norms (the latter varying considerably between the inner circle countries in any case). By discourse patterns, I mean the way spoken and written discourse is organised. In many fields of scholarship, the major international journals are now published entirely in English. . . . At present, English speakers from inner circle countries still hold a great deal of control in terms of assessing contributions and reviewing books in English.  (Hugh Stretton, Australia Fair. UNSW Press, 2005) Problems With the World Englishes Model [W]ith regard to inner circle Englishes in particular, the model ignores the fact that although there is relatively little differentiation between written norms, this is not the case between spoken norms. The model, thus, in its broad categorisation of varieties according to large geographical areas, does not take into account the considerable spoken dialectal variation within each of the varieties identified (e.g., American English, British English, Australian English)...Secondly, a problem exists with the World Englishes model because of its reliance on a fundamental distinction between native speakers of English (i.e., from the inner circle) and non-native speakers of English (i.e., from the outer and expanding circles). There is a problem with this distinction because attempts so far at precise definitions of the terms native speaker (NS) and non-native speaker (NNS) have proved highly controversial ...Thirdly, Singh et al. (1995:284) believe that the labelling of inner circle (o ld) English and outer circle (new) English is overly value-laden since it suggests that older Englishes are more truly English than those historically younger varieties in the outer circle. Such a distinction seems even more problematic because, . . . historically, all varieties of English other than English English are transpalnted.(Robert M. McKenzie,  The Social Psychology of English as a Global Language. Springer, 2010)

Peer review of classmates' papers Essay Example | Topics and Well Written Essays - 500 words

Peer review of classmates' papers - Essay Example Such mistakes absorb the professionalism from writing, and the big ideas presented are all outshined by these petty mistakes, which is very unjust! Apart from the wrong use of tense, you have also made several other grammatical mistakes, which include but are not limited to wrong sentence construction, missing words and use of inappropriate vocabulary. For example, â€Å"†¦one thing, highest good†¦Ã¢â‚¬ Ã¢â‚¬ ¦line 3, should have been â€Å"†¦one thing, i.e. the highest good†. â€Å"Both of their ideas have been†¦Ã¢â‚¬ Ã¢â‚¬ ¦line 3 & 4, should have been â€Å"Ideas of both of them†¦Ã¢â‚¬  And then â€Å"Aquinas say that laws must be†¦Ã¢â‚¬ Ã¢â‚¬ ¦line 28 & 29, should have been â€Å"Aquinas says that laws must be†¦Ã¢â‚¬  The grammatical errors pointed out above are only few of the several problems that I see in the paper. The paper you have written fundamentally compares the ethical beliefs of Aristotle and Aquinas, and is thus a c omparison essay. But the way you have structured the essay does not fulfill the requirements of a comparison essay. In order to write a good comparison essay, you must learn that there are two basic ways of structuring an essay.

Employment Relations in the Innovative Electronics Case Study

Employment Relations in the Innovative Electronics - Case Study Example Subsequently, these problems affected diverse business areas within the company besides affecting the stakeholders. The customers could not get their needs and demands met by the products of Innovative and hence walked away. The parent company reduced resources to the subsidiaries, affecting the motivation and reward system negatively. The management structure and the policies that the senior managers used caused mistrust and cynicism and failed to address the problems of the company since coherence and teamwork were affected negatively. Innovative Electronics is a company that operates in Europe and produces sophisticated electronic control equipment used by other big companies in testing and measuring laboratory instruments, mobile phones, and chemicals. The Innovative business has experienced constant problems in the past five years, resulting in a patchy performance because of the economic turmoil that rocked the world’s market for some of its important products. This paper is an integrative case study analysis of Innovative electronics in which the problem is discussed, the case data analyzed, and the main problems facing the company identified and analyzed. In addition, recommendations are made to help improve the situation that the company is in, in future. The Innovative Electronics is experiencing poor and low performance in its business for the last five years because of the market depression for some of its main products. The company, which had been thriving on the power of technological innovations for its business success, is also facing increased threats from its new competitors in the market because of less innovative developments that can neither attract new customers nor retain the existing ones.

Tiger Airways Case Study

Tiger Airways Case Study Tiger Airways is an ultra-low cost airline which commenced services on 25 March 2005. It is currently the largest low-cost airline operating out of Singapore in terms of passengers carried. In 2006, the airline flew 1.2 million passengers, a growth of 75% from the previous year. These days, the hottest news pops that Tiger Airways and Thai Airways International will form an airline based in Thailand, where Thai Airways International and Tiger Airways will own 51% and 49% respectively of the newly formed airline. Operations are expected to begin in the 1st quarter of 2011. This paper is based on this information with further discussion the business model and strategies with Tiger Airways and the whole low-cost airline industry. Question 1 a) Discuss why Tiger Airways jointly launch a low-cost airline with Thai Airways. Provide 5 (five) reasons. Tiger Airways and Thai Airways are both infusive airlines in Asia. Tiger Airways jointly launch a low-cost airline with Thai Airways can benefits both two companies to achieve a win-win situation. Tiger Airways based on Singapore, choose to co-operate with Thai Airways could further develop the international market in Asia. Thailand is one of the most famous tourist resorts in the world. Tourism is a major economic factor in Thailand, contributing an estimated 6.7% to Thailands GDP. No doubt, more and more people will choose Tiger Airways to Thailand as it price advantages. This strategic decision will attract more passengers to Tiger Airways. Compare to Jet star, Air Asia and other low-cost airlines, Tiger Airways is still smaller than its rivals. This move could increase the overall strength of the market competitiveness in Asia. Tiger Airways is all along with its low-cost airline business model from the day when it established. This is a superexcellent chance to advertise its business model and corporate image. b) Evaluate whether Tiger Airways decision in the above strategy is considered as a strategic decision. Support with 6 (six) reasons. The definition of a strategic decision is the decision that is concerned with whole environment in which the firm operates the entire resources and the people who form the company and the interface between the two. There are some characteristics/features of a strategic decision A strategic decision has a major resource proposition for an organization. The resource proposition of Tigers decision is to occupy Thailands international airlines which concerned possess a new market of Asia civil aviation. A strategic decision deal with harmonizing organizational resource capabilities with the threats and opportunities. Thai Airways used to be Tigers competitor, this decision change the competitor to its partner contains with threats and opportunities. A strategic decision deal with the range of organizational activities. Tiger Airways plans to increase its fleet to 68 by 2015 and has the same pan-Asian aspirations as its competitors through this co-operation. A strategic decision involves a change of major kind since an organization operates in ever-changing environment. Both Tiger Airways and Thai Airways are low-cost airlines. This move signified that the two companies want to through this co-operation to change the environment of Asia civil aviation. A strategic decision will involve a lot of risk. Thai Airways own 51% of the low cost airline that means they control the scales. If some contradictions between them, this decision will be a big risk for Tiger Airways. A strategic decision is consider both administrative and operational decisions. Tigers decision aim to reduce cost which co-operate with Thai Airways to achieve the airline business in Thailand through its operational decision of cost-saving actions. c) Discuss which 5 (five) macro-environment factors that will most likely affect the low-cost airline industry. Political factors are how and to what degree a government intervenes in the economy. Specifically, political factors include areas such as tax policy, environmental law, trade restrictions, tariffs, and political stability. Eg, if the government wants to increase the airport construction fees, that must can be a big challenge for the low-cost airline industry. Because it will threaten the price advantage which is the biggest advantage for low-cost airline industry compare to others. Furthermore, governments have great influence on the airport infrastructure built, foreign affairs and many other factors that will most likely affect the low-cost airline industry. Economic factors include economic growth, exchange rates and the inflation rate. These factors have major impacts on how air tickets operate and make the price decisions to each low-cost airline industry company. As the low-cost airlines usually between country to country ,the exchange rates and other economic factors will direct influence the costs of goods and the supply and the price of tickets in the low-cost airline industry . Social factors include the cultural aspects and include health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety. Trends in social factors affect the demand for the low-cost airlines products and how that company operates. For example, Tiger Airways not only supply the airline services but also supply hotel booking, sightseeing tour and other services. But all these should take different social factors into account. Technological factors include technological aspects such as aerosatsystem, technology incentives and the rate of technological change in this industry. They can determine barriers to entry, minimum efficient service level and influence strategic decisions. Furthermore, technological shifts can affect costs, quality, and lead to innovation in the low-cost airline industry. Law factors include the relevant laws affect low-cost airlines. Eg. Tiger Airway Australian only provide domestic service in Australian, because the legal rule of Australian to limit. Question 2 Based on the case study and information on the webpage (www.tigerairways.com/sg), analyze 3 (three) levels of strategy that you can identify at Tiger airways. Corporate and Business level strategy. Operational strategy. Porters Competitive Strategy Model Porter (1980) has described a category scheme consisting of three general types of strategies that are commonly used by businesses. These three generic strategies are defined along two dimensions: strategic scope and strategic strength. Strategic scope is a demand side dimension and looks at the size and composition of the market you intend to target. Strategic strength is a supply-side dimension and looks at the strength or core competency of the firm. In particular he identified two competencies that he felt were most important: product differentiation and product cost Competitive Strategies for Tiger airways In view of the above challenges, low-cost airlines must do three things to ensure their long-term survival. Cost Leadership. Tiger airways maintained a sustainable low-cost advantage over their full-service competitors. Tiger airways ensured that their costs per passenger-km continue to be 50 per cent or more below those of full-service airlines and continuing to reduce their own costs too. Differentiation Strategy. Tiger airways focused on differentiation of their product, that mean they must also offer a product with some frills, which is very highly rated by passengers in terms of value for money. They have draw lessons from the successful model by their competitors like Virgin Blue in Australia and JetBlue in the USA. Virgin Blue was the first carrier outside North America to introduce multi-channel real-time satellite TV to its flights called Live2Air. The strategies of Tiger airways are twofold to take on the legacy carriers and attract higher-yield passengers, and to add points of difference from other low-cost airlines Market Share and Market Segmentation Strategy Tiger airways ensured that on most of their routes they become the number one or number two carriers in terms of market share in Asia. This dominance, combined with their low fares, gives them a very powerful defensive position should new competitors attempt to enter, while also ensuring a strong cash-flow base on which to mount further expansion. Tiger Airways survival and success is due in no small measure to its growth strategy, which has focused on becoming dominant in most of its markets. Operational strategy As mentioned earlier, the chief difference between low cost carriers and traditional airlines fall into three groups: service savings, operational savings and overhead savings. Tiger Airways tend to focus on short haul route. To achieve the low operating costs per passenger, this type of carriers need to have as many seats on board its aircraft as possible, to fill them as much as possible, and to fly the aircraft as often as possible. Tiger Airways want to through its low cost airline affect the traditional airline hub-and-spoke networks poses interesting questions for the airlines industry and policy makers. It means choosing to perform a system of activities differently from that of traditional rivals and providing a coherent set of key activities that reinforce each other to achieve such position in a sustainable manner. Despite the challenges faced, Tigers low-cost model appears to be sustainable in Asia as it has been in the Singapore, Thailand, China and elsewhere. It has a different and substantially lower cost structure than the conventional network model, because the latter imposes higher costs on those who operate network systems. While Tigers network airlines can reduce their unit costs further, they can match those on short-haul routes. Tiger Airways competed for a part of their own traditional markets with low-cost carriers and it will increasingly generate most of their business from the denser, short-haul, inclusive tour markets and from long-haul routes. Within Asia, in South-east Asia and even in Australia, Tiger Airways cleared that low-cost airlines will become the dominant carriers in domestic and short-haul markets. It is not a passing phase. Tiger Airways was here to stay and it will dominate most of the markets they enter. Tiger Airways jointly launch a low-cost airline with Thai Airways was a example to prove. Question 3 a) Using Porters 5 (five) forces model, analyse all the forces in the low-cost airline industry. Buyer power Low-cost Airlines generally have a large number of buyers. Many of these are individual consumers purchasing flights directly from the airline, although there are B2B sales to charter companies, discounters, and similar buyers. In the low-cost carrier market, airlines are competing for the same market segment. The bargaining power of the consumers is increasing as the supply exceeds the demands. Price sensitivity is high; a result of factors such as the growth of online price comparison sites, corporate travel expense policies for business flyers such as Jetstar and Virgin Blue. The consumers are price sensitive. One of the challenges that all the low-cost Airline must face is the lack of customer loyalty in the low-cost carrier arena where passengers easily switch to airlines that offer lower fares. Buyers have no loyalty in low cost airlines such as Tiger Airways as the trip is purchased according to price. Supplier power Low-cost Airlines must enter into contracts when buying or leasing aircraft from suppliers. Breaking hose contracts can often imply a heavy financial cost. Furthermore, Boeing and Airbus effectively form a duopoly of suppliers of new jetliners, not only in the large jetliner category, with planes such as the 747 and A380 but also in small jetliner category with planes such as the 737 and A320. In the market for lower-capacity regional jets and propeller-driven aircraft, companies such as Embraer, ATR, and Bombadier are significant suppliers. The relative lack of alternative manufacturers or substitute inputs increases supplier power. Air Indias passenger fleet consists of 46 Boeing, 78 Airbus, seven ATR, and seven Bombadier planes. Southwest Airlines is the worlds largest low-cost carrier. Southwests successful business model involves not only flying multiple short, quick trips into the secondary airports of major markets but also using only one aircraft type, the Boeing 737. Suppliers offer fuel, labor, airport and security services all with changing prices. Aviation fuel is another vital input. Number of fuel suppliers is still relatively few. However, it is difficult for suppliers to forward integrate. Strategic alliance among airlines for economies size such as code sharing and economies scale such as purchase of fuel and aircraft could reduce the supplier power in some level. New entrants The economic entrance barriers to the not only low-cost airlines but also all the airlines industry is relatively high. For an entirely new company, they include the considerable up-front outlay needed to obtain planes, although this may not be an issue for an existing airline beginning to offer flights to a new country or region. Distribution is not particularly easy, as new players need to establish an online booking system, and relationships with travel agents and other sales intermediaries. It is also vital to obtain airport slots for take-off and landing. There has been a growth in air traffic over recent years which mean that congestion at airports in many countries is expected, especially the major hubs. The time slot given to an low-cost airline is important, and is something all airlines negotiate with airports. Established airlines will already hold the monopoly over slots at certain airports, making it harder for new low-cost airlines to infiltrate. This creates difficulties for a new low-cost airline aiming to negotiate prime slots at busy airports and can result in it being restricted to offering flights only at off-peak times, or having to fly to airports further away from popular destinations. This can be a deterrent to new airlines, as customers may seek more convenient alternatives. For example, in Singapore infrastructure constraints pose as a formidable entry barrier. Because of the intense price war, a new entrant will find it almost impossible to offer rates that are lower than Tiger Airways. The airline industry is highly capital intensive. New entrants are challenged by expensive aircrafts, high cost of operation and war for talents. New entrants also find it very hard to look for suitable airport as airport slots are reserved for established airlines. Substitutes Other forms of transport such as road, rail and marine travel are considered as substitutes to airline travel. Buyers take into account not only the cost of travel but also how long the journey will take on corresponding forms of transportation. In some countries, air travel makes it easier to overcome long distances and has certain benefits such as shorter travel time than rail travel, even including the time to check in. However based on the price advantages of low-cost airlines, rail and road transportation will not becomes more attractive alternatives for a majority of buyers. Furthermore, many consumers are now aware of the environmental impact of air travel, and are turning to rail travel instead. It is possible to travel around much of the world by long-distance bus or train, although levels of service vary and some border crossings may present a difficulty. Rivalry In the airline industry where the market is highly saturated, the rivalry between existing airlines is one of the strongest forces. Rivalry is increased by the presence of low-cost carriers in the market, as these companies can compete more intensely on price. Switching costs for buyers are low. Besides, existing airlines such as SIA will sometimes marketed big promotions which almost has the same price as low-cost airlines, it means that it is easy for them to change to a competitor. In terms of intra-industry competition is also high. Eg. In Asia, Tiger Airways as a new entrant poses as a threat to established low-cost carriers such as Jetstar and Virgin Blue. The competition in the budget sector is very high as all airlines has the same no frills philosophy. Price is the major differentiating factor in the low-cost carrier market, an area where Tiger Airways lead. b) Provide a conclusion and reason on the attractiveness of the low-cost airline industry. No doubt, the biggest attractiveness of low-cost airline industry is based on its great price advantage as it saves money compare to the ticket price of the traditional airways. Besides, it promotes great vacations. For example, Tiger Airways also supply Airways hotels, Travel insurance, Budget accommodation, Car hire etc. With Tiger Airways you would be thrilled because you get to have a great holiday. At the same price compare to other transports ,you do not need to worry anymore about long and tiresome journeys by bus, train or car. This would invariably involve countless days on road, living out of a suitcase and staying in uncomfortable hotels. The flight does away with all this inconvenience. Question 4 Explain value chain analysis. Based on the case and research done through the companys website, analyse the value chain of Tiger Airways. Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Activities those that are directly concerned with creating and delivering a product (e.g. component assembly); (2) Support Activities, which whilst they are not directly involved in production, may increase effectiveness or efficiency (e.g. human resource management). It is rare for a business to undertake all primary and support activities. Primary Activities Primary value chain activities of Tiger Airways include: Primary Activity Description Inbound logistics Tiger Airways based on Singapore, Tiger Airways can attempt to co-operate with Airbus to lower the cost of the airplanes. It can also co-operate with food suppliers to get cheaper and more delicious. Operations Tiger Airways now operates a fleet of 19 Airbus A320-family aircraft and is committed to increasing its fleet size to 68 by December 2015. The airline operates flights to 33 destinations across 11 countries and territories in Asia and Australia from its aircraft bases in three locations Singapores Changi Airport Budget Terminal, Tullamarine Airport in Melbourne and Adelaide Airport in South Australia. Besides it has detail duties, responsibilities and specifications for every position include Flight Dispatchers, Operations Controllers, Flight Safety Manager, Pilots and Cabin Crew. Outbound logistics Tiger Airways of Singapore has agreed to open their operations in various countries. It is also stepping forward to associate with a Global Distribution System company to strengthen its ticketing system to enable travelers to access to more passengers. Marketing and sales The Company recorded an operating profit of $28.0 million and a profit for the year attributable to shareholders of the Company of $28.2 million for the financial year ended 31 March 2010. Revenues grew 28.6% to $486.2 million while operating costs grew only 7.7%, despite the 53.8% increase in passengers compared to the preceding 12 months. Growth in revenues was supported by the combination of passenger seat revenue increasing 19.6% and ancillary revenue growth of 87.4%. Ancillary revenues currently comprise 19.4% of our revenue base, an increase from 13.3% in FY2009. Management continues to be focused on optimising ancillary revenues, with initiatives such as the carriage of cargo being introduced in FY2011. During the last 12 months from 2009 to 2010 the number of passengers reached at 4,872,000 Service Besides online sales and flying services à ¯Ã‚ ¼Ã…’Tiger Airways also supply Tiger Airways hotels, Travel insurance , Budget accommodation, Car hire etc. Support Activities Support activities include: Secondary Activity Description Procurement The procurement of Tiger Airways was a low-cost carrier operates a fleet of Airbus A320s. Now Tiger Airways has a fleet of 19 Airbus A320 aircraft and it aim to increasing its fleet size to 68 by December 2015. Human Resource Management The human resource management was organized by its special department in details. Processing of Employment Pass, Airport Pass and Staff Pass Administer Staff intranet database Administer procedures for new hires and resigned employees Compiling of information for surveys requested by its special agencies. Technology Development Around 75% of Tiger Airways seat sales come from the internet, both from the public and agents, while the balance 25% comes from call centers and airport outlets. By these years ,Tiger Airways continue to develop its webs power by co-operate with Facebook, Twiter, Youtube and other media agencies . It also emphasis on advising. For example in 2005, it had an increase of more than 60% in revenue and website visits since it launched its new advertising campaign: Whats New Pussycat? Infrastructure By 16 June 2010, the biggest shareholder of Tiger Airways is Singapore Airline Limited which holds 33.55% of the company shares. Approximately, 31.8% of the companys shares are held in the hands of public. Question 5 a) Analyse at least 5 (five) common cost-cutting strategies adopted by low-cost carriers that directly affect the passengers. 1. Develop creativity. A good example to support this strategy is the invention of Boeing 737. The Boeing 737 is a short-term and lower-cost twin-engine airliner developed by U.S. which influenced the whole low cost airline in the world. With this aircraft, it can save the gas but also narrow the costing of supplier to gain the biggest benefit of airline. Southwest Airline is the biggest low-cost airline in the world which using only this aircraft type to add a batch management to get the cost-cutting. 2. Rational use of resources. The low-cost airlines usual have limit resources, however use it rational become the key to success. After 911 the airline industry in U.S. was decreased. But Southwest Airline remodeled its Boeing 737 , added six more seats to every plane and guarantee will not effect the comfortable of the passengers, which help Southwest gain the profit even the past-911 time. 3. Efficient chick in service. The low-cost airways usually provide short-term service. The fly travel time will not over 2 hours. All the passengers concerned how fast they can chick in and how long they can arrive. The same successful example of Southwest Airline proved that they only need 10-15 minutes from chick in to take off, which usually take 1 hour to do that. This action not only gains the trust of passengers but also save the time. As time is money in business, they gain the efficient cost-cutting. 4. 0 strategy. Every low-cost airline should have a self- orientation of their company. For the low-cost airlines 0 means no luxury fitment, no free-service of food, no provide of TV and ear phone ect. to make a cost-cutting. 5. Effective and efficient operation. The low-cost airlines operate many planes. The key is how to operate them efficient. The biggest successful factor of Southwest Airline is the number 11 in its cost-cutting culture as 11 means they guarantee every Boeing 737 of their airline fly 11 times per day. It gains both the passengers benefit and the max operation of their airplanes. b) Recommend at least 3 (three) future strategies that Tiger Airways could implement to maintain its low-cost strategies. Break-even. A useful method for making expense comparisons is break-even analysis. Break-even is the point at which gross profit equals expenses. In a business year, it is the time at which your sales volume has become sufficient to enable your over-all operation to start showing a profit. It is important for low-cost airlines to remember that once sales pass the break-even point, the fixed expenses percentage goes down as the sales volume goes up. Locating Reducible Expenses. The airlines profit and loss statement provides a summary of expense information and is the focal point in locating expenses that can be cut. Taking cost cutting Action. When the airlines have located a problem expense area, the next step obviously is to reduce that cost so as to increase the profit. A key to the effectiveness of your cost-cutting action is the worth of the various expenditures. As long as you know the worth of your expenditures, you can profit by making small improvements in expenses. Keep an open eye and an open mind. It is better to do a spot analysis once a month than to wait several months and then do a detailed study. Take action as soon as possible. You can refine your cost-cutting action as you go along. Conclusion The low-cost airline revolution has injected a dose of democracy into the travel world. Low-cost airlines have succeeded in taking over a large part of the market. Tiger Airways jointly launch a low-cost airline with Thai Airways provide a new opportunity, a new market and a new business model based on its successful business strategies. Moreover, Tiger Airways get ready to take off more quickly; enabling it as competitive airline to schedule more flights and provide more attractive schedules for passengers. No doubt, there is a bright future for Tiger Airway!

Case of Thabo Meli V R

THABO MELI v R Fact of the case : The defendants had taken their intended victim to a hut and plied him with drink so that he became intoxicated. They then hit the victim around the head, intending to kill him. In fact the defendants only succeeded in knocking him unconscious, but believing the victim to be dead, they threw his body over a cliff. The victim survived but died of exposure some time later. The defendants were convicted of murder, and appealed to the Privy Council on the ground that there had been no coincidence between mens rea and actus reus in order to put them liable for murder.Principle of the case : Approach use is the series of acts. This approach involves treating a series of distinct act as continuent parts of a larger transaction. Liability may be attached where at some point in the series of acts, the accused has the necessary mens rea even if the mens rea does not coincide precisely in time with act causing death. Argument by the appellant: The appellant cont ended that the two acts done were separate acts.The first act was done accompanied by mens rea which did not caused the death but the second act that caused death. They argued that the second act was not accompanied by mens rea, therefore, they were not guilty of murder. Defence by the respondent : it appears from the medical evidence that the injuries which deceased received in the hut were not sufficient to cause the death and that the final cause of his death was exposure where he was left at the foot of the krantz.There is no doubt that the accused set out to do all these acts in order to achieve their plan. Judgment of the case : It was impossible to divide up what was really one series of acts; the crime was not reduced from murder to a lesser crime, merely because the appellants were under some misapprehension for a time during the completion of their criminal plot; and, therefore, the appellants were guilty of murder.

The Way Obama Felt - 1458 Words

The way Obama felt. This piece is about my experience, as a black woman, facing adversity in a volunteered leadership role for a class project. The subjects in this experience tie closely to that of political events surrounding Barack Obama’s post-presidency and arguably, for the beginning of it as well. Similarly, as Obama had hope in this country, I had hope in my peers in executing successfully a project specifically dealing with social change. They elected me, as this country elected its first black president, and this strengthened both our faith and hope each in the system and project. The same way Obama tried to empower a divided country politically frustrated with its increasing national issues, so did I for my team that appeared†¦show more content†¦I was very direct and transparent with my teammates and even empowered those who opposed the project. Like all leaders, adversity is inevitable. I endured plenty of it for my ideas by the same teammate. Despite this, I still hung on b ecause I believed in the vision that Professor X had of us as agents of social change. The same teammates who opposed the project in the beginning, tried to convince the class that they had stronger leadership capabilities than me, despite that previously they were openly against the project and Professor X syllabus. â€Å"I’m the Queen of Google doc,† she boasted. A few chuckles came from a student who was one of few who spoke to me outside the classroom. I recalled consoling her when she upset about the warning Professor X. Now, here she was supporting a competitor of mine. It hurt a little but I was reminded by my past to not fight for what is already given. Hence, leadership of the group was already bestowed to me. So, I reassured the group that as a leader, team effort would be my main concern. The next day, my competitor scattered the google doc with research. When I tried to organize it as it was part of my job description, she lashed out on me via messenger. Very respectfully, I tried to reassure her that I was simply organizing the document and welcomed her input. Intensely, dissatisfied, she erased her research. I understand groupShow MoreRelatedThe Presidential Campaign And Obama s Administration970 Words   |  4 Pageslobbyists. Obama had to deal with interest groups all throughout his presidency, whether it was dealing with Congress or his interaction with committees. Over time interest groups have taken on a larger and more important role in government. The interaction between interest groups and Obama played an influential role in shaping his presidency. Special interest groups are a group of people, usually formally organized that share a common concern and wish to influence public policy in some way. 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