Sample Business Plan Essay Example for Free

Sample Business Plan EssayExecutive SummaryBusiness DescriptionBusiness achiever Consulting is a new personal line of credit located in North creek, British Columbia, specializing in consulting run for downcast and average surface credit linees. Primary services allow include market feasibility studies, line of mold plans, operational reviews, re-engineering, strategic planning, seminars and realiseshops. Our mission is to bequeath our thickenings with championship services that help them become more successful and to become a leader in consulting to exquisite and medium sized businesses. To keep our overhead cost low, Business supremacy Consulting depart be located in the family unit of go after B. Assets. The home is equipped with a computer, fax machine and photocopier.Ownership and ManagementBusiness achievement Consulting is a sole proprietorship, owned by Mark B. Assets. As the business expands the firm may develop strategic alliances with opposite companies. Mark B. Assets is a Certified Management consultant and a member of the Institute of Management Consultants of British Columbia. He has a commerce degree from the University of Brigham and a Masters in Business from the University of South Seymour. Mark B. Assets has been a consultant for 15 years with smith and Smith specializing in meek and medium sized businesses. Business Success Consulting leave alone initially just now need one employee, Mark B. Assets. Additional cater support bequeath be obtained on a sub turn out basis. Secretarial service volition be contracted out as required to TempServ community in North Creek.Key Initiatives and ObjectivesBusiness Success Consulting is currently in the routine of obtaining a bank bring for $30,000 to finance the start up of the business. Our learn objective during the first 12 months of operation is to develop a profitable consulting business. To do this, a strong client base will be unquestionable through netw orking with local business leaders and business associations, affiliating with subtle business loan divisions of the local banks, and holding seminars and workshops. During the first intravenous feeding months of operations eight beautiful business seminars and four small business workshops will be developed.Marketing Opportunities callable to high overhead be Smith and Smith recently restructured to revolve around more on whacking incarnate and regime clients. This meant the elimination of their small business division. Large consulting firms such as Smith and Smith typically behind larger businesses and government contracts thus creating an opportunity for smaller consulting firms such as Business Success Consulting to provide small and medium sized businesses with affordable consulting services. at that place are currently no separatewise firms that specialize in this quality of consulting located within the region. Mark B. Assets left Smith and Smith to continue to p rovide small and medium sized businesses with much needed affordable consulting services.Competitive AdvantagesThe key competitive advantages of Business Success Consulting are the small business begin and expertise of Mark B. Assets as salutary as the businesss relatively low overhead costs compared to competitive consulting firms. Mark B. Assets is a Certified Management Consultant with extensive consulting experience for small and medium sized businesses. Overhead costs are comparatively low because Business Success Consulting will be establish at the home of Mark B. Assets and labour costs will be low as there are no other full clipping employees.Marketing StrategyOur target markets will be small and medium sized new and existing businesses in the surrounding region. Business Success will market its services by placing an ad in the yellow pages, listing with all local business and attention associations, developing a brochure to be broadcastd to lending institutions and cl ients, becoming an active member of a come in of business and consulting associations, networking with the local business community, and developing workshops and seminars for small businesses. Our seminars and workshops will be used to instigate our other consulting services. Attendees will be able to pick up our corporate brochure and ask whatever questions regarding the services we provide. The corporate brochure will analysis Business Success Consultings services and fee structure.The brochure will also highlight the past experience and level of expertise of Mark B. Assets. The brochures will be distributed at our workshops and seminars, to lending instituutions, associations, key business leaders, and to potential clients. Business Success Consulting will not do much advertising except for placing an ad in the local yellow pages. Within the near three years, Business Success Consulting may develop an Internet site highlighting key services, level of expertise and fee struct ure. Mark B. Assets will join local business associations to maintain contacts in the business community as intimately as to stay well informed about the business issues that are important to local businesses.Summary of Financial ProjectionsThe revenue of Business Success Consulting are throw offed to increase from $121,770 in 1998 to $181,170 by 2000. Revenues will see strong growth of 22% annually as the business grows and expands. The Cost of Sales are 55% including total remuneration (including subcontractors) at 45% and goods and materials at 10%. The Net Income is projected to increase from $12,330 in 1998 to $17,279 in 2000. Corporate profits will be taxed at the corporate rate of 22.8% while Mark B. Assets wages of $40,000 per year will be taxed at prevailing personal tax rates.Confidentiality and Recognition of RisksConfidentiality ClauseThe information include in this business plan is strictly confidential and is supplied on the understanding that it will not be disclos ed to third parties without the written consent of Mark B. Assets.Recognition of RiskThe business plan represents our best estimate of the future of Business Success Consulting. It should be recognized that not all of major risks fucking be predicted or avoided and few business plans are free of errors of omission or commission. Therefore, investors should be aware that this business has inherent risks that should be evaluated prior to any investment.Business OverviewBusiness HistoryBusiness Success is a management consulting business that is scheduled to begin operations on March 1, 1997. Business Success will be a sole proprietorship, owned by Mark B. Assets. Mark B. Assets left the large consulting firm of Smith and Smith to specialize in consulting to small and medium sized businesses. Large consulting firms such as Smith and Smith typically target larger businesses and government contracts creating an opportunity for Business Success to provide small and medium sized businesse s with affordable consulting services.Vision and Mission StatementOur mission is to become a leader in small business consulting by providing our clients with business services that help them become more successful.ObjectivesOur primary objectives over the next year are to 1. Obtain a bank loan of $30,000 to cover the start up costs and initial operating costs for Business Success Consulting. 2. aim one new client contract a month by networking with key industry leaders and local lending institutions, conducting seminars and workshops for small and medium sized businesses, and joining key business and industry associations. 3. Generate a net profit of $12,000 in the first year by developing a strong client base and keeping overhead costs to a minimum. 4. Develop and conduct eight business seminarsand four business workshops that meet the needs of the local business community.OwnershipBusiness Success is a sole proprietorship, owned by Mark B. Assets. As the business expands, strate gic alliances may be formed with other companies.Location and FacilitiesTo keep our overhead costs low, Business Success Consulting will be located in the home of Mark B. Assets. The home, located at 1875 Wilson Street in North Creek, is equipped with a computer, fax machine and photocopier. Secretarial service will be contracted out as required to TempServ company in North Creek. Where possible, all meetings and presentations will be held at the clients location. If this is not feasible, the company has arranged to rent the boardroom of a local law firm as required. Presentation equipment such as overhead projectors and liquid crystal display (LCD) units will be rented from North Creek Community College. Any sub-contractors hired for special projects will not work in our office but will work from their own offices. This will greatly reduce our overhead costs allowing us to price our services competitively. As Business Success Consulting grows, consideration will be given to acquir ing office space.Products and ServicesDescription of Products and ServicesThe primary types of services we will provide include market feasibility studies, business plans, reengineering strategies, organizational reviews, strategic planning, seminars and workshops. Our services include the development of 1. Market Feasibility Studies We develop market feasibility studies for businesses that neediness to market new products or technologies. Some of these companies are looking for government funding to commercialize the technology or product. Our market feasibility studies include a full assessment of potential markets, competitive analysis, and the financial viability of commercializing the product.2. Business Plans We will develop full business plans for start up and existing businesses requiring financing, introducing new products, entranceway new markets, andrestructuring. 3. Other Services Our other services will include operational revviews, strategic planning, and development o f corporate re- engineering strategies. 4. Seminars and Workshops We will exsert seminars to small and medium sized businesses. The seminars will focus on key management issues for small and medium sized operators such as market analysis, product commercialization, how to economise a business plan, marketing strategies, customer service etc. Attendance will vary but should average 20 to 30 hoi polloi each.The workshops will be developed to help small and medium sized businesses write business plans. This service is currently unavailable in the theater. Workshops will be held in the evenings and on weekends making it easier for busy operators to attend.Key Features of the Products and ServicesBusiness Success Consulting will specialize in small and medium sized firms. While other consulting firms in the region offer small and medium sized businesses consulting services, none specialize in this area. With todays unpredictable political and economic environments, it is increasingly difficult for entrepreneurs to successfully start new businesses and for existing small and medium sized businesses to remain profitable. Our services will differ from our competitors in that Business Success Consulting will offer creative, innovative, and effective solutions to business problems. Too many consulting firms try to develop standard models to solve key business problems. Business Success realizes that business problems have a variety of solutions what may be right for one business would not necessarily meet the needs of another business.Production of Products and ServicesInitially subcontractors will be hired as needed to work on specific projects. Subcontractors will be hired based on their area of expertise and experience. Due to office space limitations, sub contractors will work out of their own offices and will be linked directly to our office via e-mail and the Internet. Within the next three years, full time consulting and administrative staff will be hired. Wh ile all reports will be produced andedited by Mark B. Assets, the animal(prenominal) reports will be formatted, printed and bound by TempServ, a local secretarial agency in North Creek. Should the company take on any other full time employees, consideration will be given to leasing office space in the North Creek area.Future Products and ServicesWe will continually expand our services based on industry trends and changing client needs. We will also get feedback from clients and seminar attendees on what is needed for future seminars and workshops.Comparative Advantages in ProductionOur comparative advantages in production are our low overhead and labour costs. Business Success does not have to pay for under utilised staff or facilities. We also have an advantage in that we domiciliate pick the most qualified sub- contractors for each project. The sub-contractors will be picked based on their expertise. This allows us to draw from a larger labour pool and skill set. Subcontractors will be hired as needed which means that during down quantify our firm is not over staffed.Industry OverviewMarket ResearchTo fully understand the market we are targeting we talked to local business leaders, the Small Business Association, the house of Commerce, the local economic development office, and all small business lending departments at the local banks. In addition, we read local newspaper and journal articles, and roll up industry statistics from Statistics Canada.Size of the IndustryThere are 500 consulting businesses in British Columbia there are 34 consulting firms in the North Creek area alone. While there is some overlap in the types of services provided, most firms have developed their own market niches. Firms tend to become well known and recognized for their skills in a specific area such as organizational re-engineering, marketing, training, employee benefits, government program evaluation, or in a specific industry such as forestry, hospitality, health care, i nformation technology,or communications.Key Product SegmentsConsulting is a very diverse industry. There are hundreds of different services that consultants provide to all industries and industry sectors.Key Market SegmentsKey market segments vary by consulting specialty. The key markets for consulting services are corporations, municipal, regional, provincial and national governments, bakshish corporations, and institutions such as hospitals and educational facilities. The total size of these markets is unknown because they are continually changing and there are no provincial or federal tracking mechanisms in place to accurately determine how much these market segments spend on consulting services annually.Purchase Process and Buying CriteriaThe buying process for consulting services varies by type of client and by type of service. Businesses figure and chose consulting firms using some(prenominal) methods. 1. Referral Businesses find consultants through their lending instituti ons, business or industry associations, friends or colleagues, and the yellow pages. Businesses contact these consulting firms to obtain proposals and price quotes for the required services. A consulting firm is chosen based on the needs of the client such as price, quality of proposal, as well as the write up, past experience and level of expertise of the consulting firm. 2. Request for Proposal Government and other businesses requiring consulting services sometimes distribute a Request for Proposals to a number of consulting firms that they would like to bid on a specific project.These consulting firms submit proposals for the projects they wish to bid on outlining the sccope of the work, the methodology, a work plan and price quote. These proposals are evaluated based on a predetermined set of criteria developed by the client. The proposal evaluation criteria varies by project and client but ordinarily includes price, quality of proposal, and the reputation, past experience and level of expertise of the consulting firm. 3. Open Bidding System (OBS) The OBS is an opening bidding system for government contracts. Anyone can access this service and submit a proposalfor any contract they feel qualified to bid on.Business plan services are usually purchased by start up businesses or by small and medium sized businesses requiring financing, commercializing a new product, or entering new markets. These businesses seek business planning assistance from their lending institutions, industry and business associations, or directly from consulting firms.Description of Industry ParticipantsConsulting firms are divided into large firms with more than 100 employees, medium sized firms with 20 to 100 employees and small firms with less than 20 employees. The majority (66%) of consultants in Canada are employed at large firms, 6% and medium sized firms and 28% at small firms according to a recent Industry Canada report. The large consulting firms are usually U.S. based fir ms and include Andersen Consulting, Coopers Lybrand, Deloitte Touche, Ernst Young, KPMG, and Price Waterhouse. Small firms typically have less than 10 employees.Key Industry TrendsThe consulting industry is growing for two key reasons. One is that demand for consulting services is increasing as companies downsize and contract out work that was historically done in-house. Corporate downsizing has also resulted in many managers being laid off. It is difficult for many of these people to find similar employment and as a result, many of these managers start their own businesses. Approximately 10% become consultants, many providing consulting services to the firms they just left. Those who start other types of businesses may require specialized consulting services to improve their chances of success. Therefore corporate downsizing has resulted in an increase both in the supply of, and demand for, consulting services. The number of business starts in North Creek has risen 10% annually over the last several years. Approximately 100 new businesses with be started in the area in 1997. This trend is projected to continue for at least another 5 years.Industry OutlookWith the continued economic and political incertitude in this province, the demand for consulting services will grow as many companies are reluctant to hire additional employees. More and more work will be contracted out to outside consultants as companies maintain tight control over labour costs. This trend is also true in the government sector which is under increasing pressure to reduce costs by reducing their employment levels. While the number of business starts has increased so have the number of bankruptcies. Approximately seven out of 10 new businesses will fail within the first two years of operation, primarily due to wretched management. Some people who start new businesses lack basic business skills. The demand for small business training and assistance will grow as these entrepreneurs seek th e assistance they require in order to reduce their risk of business failure.Marketing StrategyTarget MarketsOur target markets will be small and medium sized new and existing businesses in the surrounding region. We will also submit proposals in response to any Request for Proposals we receive as well as for any relevant provincial and federal government contracts.Description of Key CompetitorsThere are a total of 34 consulting firms in North Creek, British Columbia. Only 14 of these consulting firms offer services similar to Business Success Consulting. The other 20 consulting firms in the region specialize in other areas of consulting such as employee benefits, training, marketing, information technology, health care or forestry. There are four large consulting firms (more than 30 employees) that offer consulting services to small and medium sized businesses. However, these large firms cannot cost effectively service this market due to high overhead and labour costs. Small and med ium sized businesses usually cannot afford the high hourly fees charged by these firms.Business from this target market does not represent a significant portion of the revenues generated by these four large firms which all specialize in other areas of consulting. There are 10 smaller consulting firms (less than five employees) that offer consultiing services similar to Business Success Consulting. However, none of these firmsspecializes in consulting to small and medium sized businesses. All 10 firms offer a wide range of consulting services. The majority (70%) of these firms are operated by people who have been laid off from large firms and who have limited consulting experience and qualifications.Analysis of Competitive PositionBusiness Success Consulting will be the only consulting firm in the region specializing in providing consulting services to small and medium sized businesses. Business Success Consulting has a competitive advantage in this area due to the excellent consulti ng experience of Mark B. Assets. Mr. Assets is a Certified Management Consultant with 15 years consulting experience, including 10 years focussing on small business consulting. However, as a new business, it may take time to establish a strong client base and develop a reputation as a small business specialist. Mr. Assets already has an excellent reputation in this area and Smith and Smith, his former employer, will redirect any of this type of business to Mr. Assets new firm.Pricing StrategyBusiness Success Consulting services will be priced competitively with other small consulting firms. Typically the fees charged by small firms are much lower than those charged by the large firms due to lower overhead costs. Our fees will be based on several factors including the time and resources needed to complete a project, overhead costs, and the fees charged by other competitive consulting firms. Our hourly rates average $90.00 per hour compared to $180.00 per hour for the large consulting firms. Our hourly fees will remain the same for all projects. However, total project costs will vary depending on the time needed to complete the project as well as the direct expenses incurred as part of the project.

Scan Of The Airline Industry For Flydubai Tourism Essay

Scan Of The Airline Industry For Flydubai Tourism EssayDubai is considered one of the most important trading hubs in the oculus eastern United States region. Its rapid ingathering in its major(ip) infrastructure elements had attracted more multinational companies across the earth to open their regional offices in the city. This had its absolute personal actions on Dubai sparing incurth as it became a golden gate for regional Middle East businessmen to trade with other international companies. As a result of this, the need for a embarrassed constitute conduct duct that provides its services for business men within the region had summationd. The city association with the air duct industry is not brisk as it is the home city of Fly Emirates, which is considered one of the best airlines in the region. This industry had its great effect on Dubai economical growth in the past 20 years and depart provoke its strong impact in shaping the emirate future. In March 2008, th e second downhearted terms airline was lunched under the name of Flydubai and started its op durationtions in Dubai supranational Airport Terminal 2 in June 2009. (For more information on Flydubai and its trading operations, beguile refer to addendum 1).We have defined our pertinent mart for Flydubai as a low cost carrier (LCC) within the product form train. cosmos positioned as a low cost national airline carrier, its facing a high competition from other national airlines which force the pertinent market to be within the product form. (For more information on the relevant market please refer to appendix 2).This paper ordain focus on presenting an environmental scan of the airline industry within the Middle East region during the fourth dimension frame of 3 years (2009-2012). In pitch to do so, we ordain identify the significant cut downs and their consequent implications on Flydubai relevant market. This report depart intromit an in perspicaciousness review of the large, little epitome and its implications of Flydubai relevant market in the following trinitysome years.BodyIn identifying the major key trends in the macro environment of Flydubai, we have addressed several issues that include the semipolitical, social and economical trends.Flydubai was accomplished by His Highness sheikh Mohammed bin Rashid Al Maktoum, UAE Prime Minister and Vice-President, and Ruler of Dubai orders in march 2008 and started its operation in its starting line of achievement to Lebanon on June 1st 2009.Being enoughy owned by Dubai government and enjoy the full facilities offered in terminal 2 at Dubai International Airport, the company is having a competitive advantage comp ard to its rivals in the market as it enjoy the full government rear and airport services. Furthermore, the up-to-the-minute government trend in the labor force is towards emiratization and protecting labors rights. Being a part of the Fly Emirates Group, the organization beque ath face no problem in emiratization as it will follow Fly Emirates emiratization dodge. The major challenge that Flydubai will face is world able to offer high paid jobs and reduce its operational cost as it is considered a low cost airline company.Living in the modern financial crises era, Flydubai was established in one of the most difficult time the democracy economy had go ab out in the last 25 years. Falling oil prices, cooling real estate and construction markets, together with a mean art object in the tourism sector, especially in Dubai, agent the UAE is pass judgment to post low or possibly negative GDP growth in 2009, gibe to analysts (Arabian line of descent, 2009). This information may be considered negative to many airline companies and it may be positive to a low cost airline ilk Flydubai as tidy sum atomic number 18 now focvictimization more in reducing their expenses as the incomes are reduced. This means their tendency of consumers focusing more on pric es is increasing.Furthermore, consumer behavior is changing towards low cost airlines especially in the Middle East region as consumers are persuaded by low prices and a break off service offered by low cost airlines. According to a study done by Arabian Business website, it was found that 83 percent of the respondents would transformation their preferred airline carrier, for a cheaper price, while 17.6 percent believed they would consider alternatives and trade off between the discount and lost air miles. It can consequently be inferred that pricing plays a significant grapheme in consumer behaviour and the finding making passage especially in the current economic downturn era (Glass, 2008).According to Dubai subdivision of Tourism and commerce marketing 3.85 million tourists had visited the emirate in the graduation exercise half of 2009, a five dollar bill percent increase on the very(prenominal) period of 2008. This figure strongly shows the current tourism industry ma rket and how attractive it became level off though of the current economical downturn. early(a) figures expect that the itemize of tourists will fall compared to 2008 figures but most figures have stated that there will be a positive growth in 2010. This figure shows that Flydubai will see a future growth rates in the coming 3 years as terrorism sector restore its high figures subsequently overcoming the current downturn.As observed by Andrew Cowen, CEO of SAMA Airlines, the market is shifting from the traditionalistic major airlines business touch off towards low cost carriers for trips within the GCC. Business travelers are changing their perception of low cost carriers, supported by the current economic downturn and the increase hail of inappropriate businesses within GCC countries entryway the UAE. This shows a trend of an increasing demand for low cost carriers in the neighboring three years (High time for low cost carriers, 2008).(For in depth information on the anal ysis of the macro environment of the airline industry please refer to Appendix 3)In identifying the major key trends in the micro environment the pursuit aspects that includes, Customers, Employees, media, shareholders, competitors and suppliers.Customers who are price conscious are concerned with low cost airlines. Flydubai has focused on pricing strategy and flexibility because these 2 factors play a big role in determining the customers decision process on which airlines they choose to travel with. Moreover, the number of tourist from around the world including the region will grow more than 40% in the future(a) 3 years in Dubai (www.realtyna.com). This shows that there will be increased number of customers who will use Flydubai airlines within the next three years due its successful use of pricing strategy and flexibility.The Employees of Flydubai have good experiences and they were carefully take uped from twelve unlike nationalities. According to Kenneth Gile, chief operat ing officer of Flydubai said We are extremely rapturous with the talent of the pilots we have on board. On average, they each have more than 4,000 hours serving as captain in similar aircraft and a total experience of more than 8,000 flying hours this is impressive by any mensuration (Sambidge, 2009).Flydubai is fully owned by the government of Dubai and its considered as a part of its buzz off company the Emirates Group.The main strategy that Flydubai is willing to use for their marketing strategy is through word of mouth (buzz). This is because Flydubai is a low cost airline they tend to set low budgets for their advertisements to postponement their prices low.The direct competitors of Flydubai are Air Arabia and Al Jazeerah airlines because these two airlines are also low cost airlines in the same country as Flydubai. However, the major competitor of Flydubai is Air Arabia because, first of all, they are the first to claim about low cost airlines in the Middle East region. M oreover, they hold the highest market share in the relevant market as place before. Our market share comparing to those two carries are low because Flydubai sightly recently launched to the market. But, within the next three years we expect rapid growth in the market share because Dubai is a destination for tourists. The major indirect competitor is Fly Emirates which stands as the leader in airline industry in the relevant market and it will keep its performance in the next three years. The second indirect competitor is Etihad Airlines which is growing fast because of the unlimited support from Abu Dhabi government. In addition, those airline carriers make low price offers for the same destination that we have flight lines to.The supplier of Flydubai is Boeing. Flydubai announced an order of 50 next coevals 737 aircraft from Boeing. Sheikh Ahmed bin Saeed al Maktoum said The Boeing Next-Generation 737 is ideally suited to our mission to bring some two billion regional inhabitant s affordable, efficient and flexible travel options to and from Dubai.(For more information on the micro environment analysis, please refer to Appendix 4).ImplicationsPrimary demand impoverished cost airlines are focusing on customers who are price conscious. The number of customers using the LCC airlines is increasing and it will continue growing in the next three years (www.gulf-daily-news.com). This is because, first of all, the percentage of tourists will increase by 40% within the next three years which shows that the market share of LCC will increase as well. Secondly, because of the economic condition, many people tend to save money and spend it on low cost airlines to travel more to the desired destinations. Users of Low cost airlines contain all different ages and nationalities. Moreover, cost is one of the main factors that affect customers ability to buy. The costs of these carriers are low and will continue to remain low in the next three years. This will increase custom ers ability and willingness to buy.Selective demandWe can define the consumer decision making process as an extensive problem solving level, where they are introduced to a complete new brand with low brand knowledge. So, Flydubai should infusive more on their brand identity through the media and other communication types in order to enrich consumers knowledge. Once Flydubai had increased the level of consumer knowledge, we expect huge increase in market share in the next three years because the decision making process is going to shift from extensive problem solving to routine which is low information search about the company. Therefore, we expect major interpolate within the next three year upon the factors we mentioned above.SegmentationAs for segmentation we expect to see a rise in the tribe of the UAE in the following 3 years. According to the electronic portal of Gulf News the population of UAE is approaching six million as of now and it is expected to escalate even further b y the end of this year. An increase in construction in the coming years requires more labor to be imported from foreign countries, thus increasing the number of potential customers (low income and middle-class lifestyles) who might want to use our services. Moreover, economic boom can also be a factor for businessmen to travel to and from Dubai more frequently. In addition, the number of students travelling to the UAE for education is expected to increase in the near future this implies that they will most probably select Flydubai as their primary mode of transport to travel to and from the UAE, since the economic condition shows very little signs of improvement in the near future.More tourists are expected to arrive in the UAE within the near future out of which a section of them are extremely price sensitive travelers.Another scenario would be that the current economic downturn continues to effect economies world-wide within the coming three years increasing the number of price-se nsitive customers in the eight markets we operate in.To keep up with the communicate demand, Flydubai is meanning to increase its fleet size from 5 (currently) to 54 aircrafts in the coming years. An increase in fleet size would allow Flydubai not barely to accommodate a large number of clients but also expand its reach in toll of destinations.Conversely, the announcement of the new GCC rail network which is the new transportation class in our relevant market is expected to have a slight negative effect on Flydubais operations in terms of loosing clients that fall in our target segmentation. The GCC rail network and Flydubai have one common destination which is Qatar. Once the GCC rail network begins its operations there is a high possibility of losing out on our current and potential clients. (For more information on segmentation please refer to appendix 5).Competitor analysisOur major competitive in our relative market is Air Arabia and then Al Jazeera Airlines. Air Arabia is holding major market share because they are the first to claim about launching first low cost airlines in Middle East region. However, Flydubai can compete with those two direct competitors when we focus on our competitive advantage which is price leadership. Also, location is another important factor due the number of travelers that are using Dubai Airport comparing to Sharjah Airport. In addition, world part of the Emirates Group will add more value to Flydubai brand equity which will make it easier to make customers shift toward our company within the next three years. (For more information on competitor analysis, please refer to Appendix 6)ConclusionIn conclusion after analyzing the environmental micro and macro trend for Flydubai, we observed that there are two major changes in our relevant market. First, the increase of the tourism level in Dubai as we expect the current economic downturn era to change its direction towards positive figures in the next three years. Also, the companies holders and businessmen attitude towards low cost airlines is changing by using it as these airlines are providing business men services aboard such a business class and wireless internet connection. The number of competitors within the low cost airline industry is going to increase in the coming years as new airlines such as Bahrain Airlines starts its operation this year. Secondly, full service airlines are expanding their market towards low cost airline by introducing low price slatings that attract price sensitive consumers. We expect that within the next ten years a new class level will enter the market in the GCC region which is trains transportation. Also, a new form level will emerge in the relevant market which is a combination between full services and low cost carriers. Finally, within the next three years we expect those changes in the relevant market to be reshaped affecting the primary and selective demand.Bibliography(2009, October 18). Flydubai airline. Re trieved from http//www.dubaifaqs.com/Flydubai.phpMcKechnie, D, Grant, J, Katsioloudes, M. (2008). Positions and positioning strategy simply stated. Emerald Group Publishing Limited, 9(5), Retrieved from http//www.emeraldinsight.com/ penetration/ViewContentServlet?Filename=Published/EmeraldFullTextArticle/Articles/3300090502.html doi 1751-5637(2009). Environmental scanning. Wikipedia. Retrieved (2009, October 17) from http//en.wikipedia.org/wiki/Environmental_scanning(2009). Flydubai. Wikipedia. Retrieved (2009, October 17) from http//en.wikipedia.org/wiki/Flydubai(n.d.). flydubai, who we are. Retrieved from http//www.Flydubai.com/whoweare/fleet.aspx(2009, June 8). Two more tough years for the airlines. Retrieved from http//www.eturbonews.com/9675/two-more-tough-years-airlinesNagraj, A. (2009, September 16). Gloomy skies for the airline industry. Retrieved from http//www.kippreport.com/2009/09/gloomy-skies-for-the-airline-industry/Centre for Asia Pacific Aviation, Initials. (2009, O ctober 15). Middle East LCC wrap Air Arabia, Jazeera, Flydubai, nasair, sama and Bahrain Air. Retrieved from http//www.centreforaviation.com/news/2009/10/15/middle-east-lcc-wrap-air-arabia-jazeera-Flydubai-nasair-sama-and-bahrain-air/page1Riaz, D, Kapadia, S. (2007). Air Arabia, Priced so that you can fly 5-14. (Adobe Digital Edition Version), Retrieved from http//ae.zawya.com/researchreports/efg/20070701_efg_110604.pdfSchewe, , Charles, D, Hiam, A. (n.d.). market segmentation. Retrieved from http//www.quickmba.com/marketing/market-segmentation/(2009, 10 07). UAE population reaches six million. Retrieved from http//www.google.com/hostednews/afp/article/ALeqM5j24H1v8s1BWuNXEwptqRIiB_-OOA(2009, 10 07). Expat numbers rise rapidly as UAE population touches 6m. Retrieved from http//uaeinteract.com/docs/Expat_numbers_rise_rapidly_as_UAE_population_touches_6m/37883.htm(2009, April 7). FlyDubai opens for business with flights to Beirut and Amman. Retrieved from http//www.ameinfo.com/19164 9.html(2009, October 8). Number of tourists in Dubai set to grow by 40 per cent . Retrieved from http//74.125.153.132/search?q=cacheEPQhPUeolAEJwww.realtyna.com/dubai_real_estate/dubai-rss-news/number-of-tourists-in-dubai-set-to-grow-by-40-per-cent.html+http//www.realtyna.com/dubai_real_estate/dubai-rss-news/number-of-tourists-in-dubai-set-to-grow-by-40-per-cent.htmlcd=1hl=arct=clnkgl=aeSambidge, Initials. (2009, March 18). flydubai appoints pilots, cabin crew. Retrieved from http//www.arabianbusiness.com/549994-Flydubai-appoints-pilots-cabin-crewSambidge, A. (2009, August 11). Dubai tourists up 5% in H1 official. Retrieved from http//www.arabianbusiness.com/564508-dubai-tourists-up-5-in-h1official(2009, 10 07). UAE population. Retrieved from http//archive.gulfnews.com/articles/09/10/07/10355378.htmlRedpath, H. (2009, June 16). Dubais First Low Cost Airline Takes Off. Retrieved from http//multivu.prnewswire.com/mnr/Flydubai/38830/Redpath, H. (2009, June 16). Dubais First Low Cost A irline Takes Off. Retrieved from http//www.zawya.com/story.cfm/sidZAWYA20090616081711Appendix 1Back Ground information on FlydubaiFlydubai is the UAE second low cost airline that was established in March ,3rd 2008 on the orders of His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Prime Minister and Vice-President, and Ruler of Dubai. The company first flight was in June 1,2009 to Beirut in Lebanon followed by flights to Amman, Jordan, on June 2, Damascus, Syria, on June 8 and Alexandria, Egypt, on June 9, giving the new airline a total of four destinations in just nine days. (Redpath, 2009).The company had ordered 50 Boeing 737 and is going to receive 10 airplanes each year for the next five years. (Flydubai,2009) Currently the company runs its operations in Dubai International Airport terminal 2 that was redesigned for the new airline.Sheikh Ahmed Bin Saeed Al Maktoum, Chairman of Flydubai said This region is very dependent on air transport. It is a great credit to the vision and leadership of Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, that this airline has now taken off, thereby ensuring residents and visitors alike will be able to travel to more places more often. (Redpath, 2009).The Flydubai model is simple, with customers only paying for the services they want. The ticket price includes all taxes and one piece of hand baggage, weighing up to 10kg, per passenger. Passengers have the option to purchase checked-in baggage in advance at just 40AED for the first piece and 100AED for the second, weighing up to 32kgs, subject to availability. Checked baggage is strictly subject to availability and passengers are advised to book early to firm the space, as only pre-purchased baggage can be guaranteed. (Redpath, 2009)Flydubai aims to make travel a little less complex, a little less stressful and a little less expensive, explained Flydubai CEO Ghaith Al Ghaith. Our passengers have the option to cus tomize their travel experience depending on what services they want and how much they want to pay. (Redpath, 2009)We plan to stimulate the markets in which we operate and encourage people to travel to more places more often. Flydubai aim is not to drive traffic away from the other carriers but to help grow these markets. When you consider that low cost travel in this region could be as little as 2% of all air travel, as opposed to more than 20% in Europe and America, it is clear that there is a lot of untapped potential in these markets. (Redpath, 2009)In addition, Flydubai will fly to airports that are currently underserved by the traditional carriers. In a region which is so dependent on air transport, we are looking in the lead to providing the reality of accessible, low cost, uncomplicated travel (Redpath, 2009).Appendix 2Product Market StructureThe above market structure was used to identify Flydubai relevant market within the airline industry in the Middle East region. We sta rted the structure with the most basic need which is the need to travel in the region. This provided us with three alternatives that include airplanes, buses and cars. The product form is divided between full service carriers and low cost carriers as they differentiate in prices and services being offered to customers. From this structure we can identify Flydubai relevant market within the product form level. This is because the degree of competition and substitutability within the brand suppliers are high, as they all offer low prices with similar routes within the region. This push the relevant market upwards towards the product form level. Furthermore, Flydubai indirect competitors include Fly Emirates, Etihad airlines and Saudi-Arabian airlines. These full service airlines are competing with Flydubai indirectly by providing low prices with full services. On the other hand our direct competitors include Air Arabia and Al Jazerra airlines that are both low cost airlines that perfo rm within the region. Further explanation on competition will be provided in the Micro analysis in the competitors section.Appendix 3Macro EnvironmentIn studying the external environment of Flydubai in the next three years we will focus on the Macro and Micro environment. This study will help us in finding out the effect of these external factors on the company in the next few years.The Macro environment factors will include Political, economical, social and technological aspects under which Flydubai will be affected by.1) Political AnalysisA) Government RegulationsFlydubai was established with orders of His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Prime Minister and Vice-President, and Ruler of Dubai. Being owned by the Dubai government the company faces no difficulties in laws and regulations as the airline industry in the Emirates is booming through the process of liberalization the airline industry that the United Arab Emirates is adapting.B) Political AnalysisIn stud ying the overall political environment of the United Arab Emirates, we find it one of the most stable countries within the region. Such political approach of peace seeking had made the country a trading hub in the region. This will certainly have its positive effect on flydubai operations as to perform in stable political environment.C) Employment LawsProtecting labors rights and Emiratization is considered the main aspect that the UAE government is taking into consideration now a days. Companies are now forced to have a certain percentage that of emirates locals that will increase in the following years as there is more emphasis on employing locals in the private sector. Being a part of Emirates Airlines Group, Flydubai will certainly adapt its mother company in hiring and training locals in suitable jobs. The challenge that Flydubai will going to face is to ebb costs in one hand and provide well paid jobs in the same time .2) sparing AnalysisA) Inflation RateThe pomposity ra te in the UAE is predicted to fall from last years 11.1 percent level to seven percent in 2010, according to a new report. (Sambidge, 2009). This is considered a positive aspect for Flydubai as it will have its positive effects in reducing the company costs in oil and ground operations. High inflation rates reaching to 11 percent last year was a threat to low cost airlines such as Air Arabia and Al Jazerra Airlines that faced a problem of high oil prices. This good news will make Flydubai compete even stronger on prices as inflation rates goes down.B) Economical AnalysisFalling oil prices, cooling real estate and construction markets, together with a slowdown in the tourism sector, especially in Dubai, means the UAE is expected to post low or possibly negative GDP growth in 2009, according to analysts. (Sambidge, 2009). Living in the current World fiscal Economic Crises the UAE economy in general and Dubai in specific faced a hard time in 2009 but analysts forecast that there will b e more positive figures in 2010. This information is considered a negative too many airline companies but may be positive to Flydubai as people are now more focus in reducing their expenses as the incomes are reduced. This means their tendency of consumers focusing more on prices which is a positive thing for a low cost airline. Additionally, analysts forecast that the economy will grow in 2010 again and this will certainly have its effect on the company growth.3) Social AnalysisA) DemographicsMore than 300,000 people will be added to the UAE population this year to record the highest growth of 6.3 per cent in five years and Dubai would likely emerge as the fastest growing emirate, official figures show. The rise rebuffs reports that the global financial turbulence has triggered a mass exodus of expatriates out of the country, mainly Dubai.From 4.75 million in mid 2008, the UAEs population is projected to increase to 5.066 million in mid 2009, showed the figures by the Ministry of E conomy. This figure are going to increase in the next few years which will certainly have its positive effects on the airline industry in UAE considering that expatriates make an dear percentage of 80.1 of the above figure in 2009 according to the ministry of economy.Furthermore, the figures show that the 25-29 year age group was the largest in the UAE in mid 2008, standing at 777,186. It was followed by the 30-34 age groups, which was estimated at 754,289 and 35-39 groups of 588,505. This clearly indicates that most of the population is young and is going to shape the tourism and aviation market in the next couple of years.B) Consumer bearingAccording to a study done by Arabian Business website, it was found that 83 percent of the respondents would switch their preferred airline carrier, for a cheaper price, while 17.6 percent believed they would consider alternatives and trade off between the discount and lost air miles. It can thus be inferred that pricing plays a significant r ole in consumer behaviour and the decision making process especially in the current economic downturn era. Furthermore, customer loyalty in the low cost carriers is low as its directly related to price. Flydubai should consider this into account and introduce customer loyalty programs in order to maintain a higher level of customer loyalty. (Glass, 2008).C) Leisure Interests 3.85 million tourists had visited the emirate in the first half of 2009, a five percent increase on the same period of 2008 According to Dubai department of Tourism and commerce marketing . This figure strongly shows the current tourism industry market and how attractive it became even though of the current economical downturn. Other figures expect that the number of tourists will fall compared to 2008 figures but most figures have stated that there will be a positive growth in 2010.D) Career AttitudeBusiness travelers are changing their perception of low cost carriers. As observed by Andrew Cowen, CEO of Same, the market is shifting from the traditional major airlines business travel towards low cost carriers for trips within the GCC. This changing attitude, supported by the current economic downturn and the increase number of foreign businesses within GCC countries entering the UAE, shows a trend of an increasing demand for low cost carriers in the next three years. (High time for low cost carriers, 2008).E) expert Development AnalysisFollowing its mother company Emirates Airlines, we expect that Flydubai become a market leader in providing advanced technological solutions to its passengers by using the large experience that emirates airline have. If such direction was adapted, it will certainly provide the needed strength that Flydubai need in competing with its direct and indirect competitors.Appendix 4Micro EnvironmentStakeholder AnalysisThis means to analyze the micro environment which includes the following factors the customers, employees, shareholders, media, and the competitors. A) CustomersCustomers who are price conscious are concerned with low cost airlines. Flydubai has focused on pricing strategy and flexibility because these two factors play a big role in determining the customers decision process on which airlines they choose to travel with. Price strategy and flexibility of Flydubai include low pricing strategy and easy booking with increased choices. As Sheikh Ahmed bin Saeed Al-Maktoum, Chairman of Flydubai said As a true low cost airline we are geared towards providing our passengers with the best price and increased choice. We will operate efficiently and continually evolve to deliver the best possible product to our customers. (Flydubai opens for, 2009). The cost of Flydubai from Dubai airport to Doha airport would cost 200DHS, whereas other major airlines such as Emirates or Qatar airlines would cost approximately 1000 or more for a one way ticket (Flydubai home page, 2009). This shows that Flydubai is much cheaper and has managed to keep pric es low due to the successful use of their pricing strategy.Moreover, the number of tourist from around the world including the region will grow more than 40% in the next 3 years in Dubai (Number of tourists, 2009) .This shows that there will be increased number of customers who will use Flydubai airlines within the next three years due its successful use of pricing strategy and flexibility.B) EmployeesFlydubai airline has received more than 11,500 applications from flight and cabin crew. There are 18 first officers, 61 captains, and almost more than 8000 candidates for pilots were selected from twelve different nationalities (Sambidge, 2009). The staff has good experiences and was carefully selected. According to Kenneth Gile, chief operating officer of Flydubai said We are extremely pleased with the talent of the pilots we have on board. On average, they each have more than 4,000 hours serving as captain in similar aircraft and a total experience of more than 8,000 flying hours th is is impressive by any standard (Sambidge, 2009). Furthermore, employee and staff hospitality is very important. This is because the employees and staff were selected from twelve different nationalities and they need to feel leisurely with the new culture they are facing in order to work efficiently.D) ShareholdersFlydubai is fully owned by the government of Dubai and its considered as a part of its mother company the Emirates Group. The company has no other shareholders currently as there its 250 million dirhams capital is completely raised by the government.E) The mediaObviously, through observations, Flydubai has made many advertisements through publicity such as Newspapers (e.g. gulf news) and internet websites. However, the main strategy they used

Ford motors and counterfeiting in the chinese automotive industry

crossway motors and formulateing in the chinese carmotive persistence fording Motor Company ( cut across) is an gondolamobile company that manufactures and addresss simple machines and split globally. akin(predicate) to many other corporations, hybridization has invested manufacturing efforts in mainland chinaw ar, because chinaware is now the worlds largest auto manufacturer and auto trade. Given this huge opport unity, there ar numerous companies feel to reap financial profits by producing counterfeit parts. The global counterfeit auto parts food market was estimated at $16 billion in 2008i. For crossbreeding, counterfeiting not only represents lost financial gross sales but alike grime degradation and harvesting indebtedness risks.While robust growth in auto sales whitethorn be fueling the fake components market, the battle against manufacturers and distributors of counterfeit auto parts, specifically carrefour auto parts is not new. traverse has been wagin g an current aggressive campaign against counterfeiters since the early 1980s. Despite its efforts, there acts to be a battle as according to the automaker, counterfeit and pirated auto parts remains a bother that is putting the publics safety at risk and existing about $1 billion US annually. Since joining the WTO, the Chinese establishment has been placing increasing dialect on intellectual property rights (IPR) to help encourage foreign investment in the coarse. However the strength of these IP laws and enforcement has not been robust as penalties are purposeless and do not deter counterfeiters.As Ford continues to invest and grow within mainland mainland chinaware, we propose the following recommendations to address the counterfeiting issue. First, Ford should refine its innate firm strategies through with(predicate) security packaging innovations and a certification process, increasing education to consumers, aligning employee incentives through benefits and penalties , and continuing with the inspections. Next, Ford needs to pursue away political and healthy-grounded strategies with key stakeholders, much(prenominal)(prenominal) as the industry coalition, insurance partners, the Chinese government, and the WTO. These strategies should focus on aligning incentives to develop more robust policies rough counterfeiting penalties and enforcement.2 Overview of the Counterfeit Automotive Industry in ChinaFor decades, piracy and counterfeiting riddles have affected the economy. The global market for counterfeit car parts is estimated to be worth approximately $16 billion USD in 2008 (which accounts for roughly 3.2% of the global counterfeit market) and is growing roughly 9-11% per division.iiAs the counterfeiting and piracy market is becoming more and more attractive to organized crime (it offers similar profits with a signifi atomic number 50tly lower probability of prosecution and penalties), criminals are making significant investments in cou nterfeiting.Counterfeiting and piracy activities have flourished in evolution economies and gradually diminish as emerging markets achieve higher levels of prosperity and global integration. Today, industrial counterfeiting and piracy concord rampant passim emerging markets such as China. It is in fact, the worlds largest offender of IP larceny and industrial piracy. According to MEMA, China is responsible for(p) for the exportation of 80% of the counterfeit goods seized at U.S. borders.iiiThe E.U. also estimates that 5-10% of all replacement auto parts in circulation are counterfeit.ivFurthermore, a recent canvas by the Commercial generation found that 56% of auto exploiters in China have found counterfeit parts on their vehicles.Several unique characteristics make the Chinese market distinct from other counterfeiting regions. With Chinas sheer size and growing integration into the global supply chain, counterfeiting and piracy issues originating from this region have becom e a global problem (affecting not only local Chinese companies but also multi-nationals). Given significant socio frugal disparities among different regions within China, the progression and convergence towards a center of attention income willing likely be slower, fostering an environment in which counterfeiting and piracy will thrive for the foreseeable future(a). Furthermore, Chinas customs and traditions have historically accepted industrial piracy further stimulating growth.As the counterfeit market in China grows, increased investment has allowed counterfeiters to strengthen the sophistication of their operation. Counterfeiters now have at heart information on new vehicles and specification changes before the new car is even on the market. Counterfeiters can produce exact copies of products, packaging and documentation and sell it downstairs a competing brand name. In 2004, General Motors (GM) filed a lawsuit against Chinas Chery Automobile Company for the alleged piracy of its Spark vehicle to create a replica branded Cherys QQ. GM showed that the two vehicles were nearly identical with respect to exterior body, interior design and key components. (See Exhibit 1).In a study by the U.S. Chamber of Commerce and the Coalition against Counterfeiting and Piracy, counterfeit part sales are costing Ford about $1 billion per year. However, it is the physical dangers and risks associated with utilize or installing counterfeit parts that may be the most costly. Counterfeit auto parts are a huge consumer safety problem with serious potential to injure auto technicians and end-consumers. In auxiliary to severe financial and safety implications, counterfeiting destroys the brand reputation of legitimate companies. Legitimate companies are oft blamed or brought to court to take responsibility for the negative repercussions of counterfeit products.With China surpassing the U.S. to become the worlds largest auto market (achieving sales growth of 46% to 13.6 m illion), it will be difficult for auto real equipment manufacturers (OEMs) to ignore the Chinese market particularly since by introduction the Chinese market, significant advantages may be leveraged (e.g. inexpensive labor, rapidly growing emerging market).vCurrently, roughly 800 foreign auto parts suppliers operate in China, including most of the top 50 multi-nationals. And as the Chinese auto market continues to grow, instances of IP theft are likely to increase as well. It will become even more important for large multi-nationals such as Ford to take action and to protect itself from IP risks.3 Impact of Counterfeiting and Piracy on Ford Motor Company in ChinaA Background on Ford Motor Company in ChinaFord began manufacturing autos in the early 20th century. With $146.3 billion in revenues in 2008, Ford is now one of the worlds largest makers of cars and trucks. Its brands include Ford, Lincoln and Mercury and Ford receives more than half of its sales outside of North America.v iIn the Asia-Pacific region, Ford operates under several investment holding companies including Ford Motor (China) Co., Ltd., Ford Motor Research Engineering (Nanjing) Co., Ltd., Ford Automotive Finance (China) Co., Ltd., Changan Ford Mazda Automobile Co., Ltd., Changan Ford Mazda Engine Co., Company and Jiangling Motor (Stock) Co., Ltd.Roughly 9% of 2008 global sales may be attributed to the Asia-Pacific region which includes China. Ford sold slightly more than 300,000 units in China in 2008 and 2009 sales exceeded 440,000 vehicles (annual growth of 32%).viiIn China, Ford has several joint ventures including joint ventures with Jiangling Motors Corp and Changan Ford Mazda Automobile Co. These joint ventures submit it with three shared business platforms in China and also share factories in Nanjing and Chongqing. With China overtaking the U.S. as the worlds largest auto market last year, Chinese auto factories are running at full capacity. According to Ford, the two facilities it has with Changan Automobile Co. will not be able to accommodate expected future demand based on current growth expectations. Accordingly, it plans to open a $490 million factory in Chongqing in 2012, producing up to 150,000 vehicles per year and increasing tally capacity to 600,000.viiiB Detailed Assessment of the Political and Legal Issues Relating to the Counterfeit Auto IndustryI Overview of the Political Landscape in ChinaAlthough China has moved from a centrally planned economy to a market-oriented one, the Communist Party of China (CPC) hushed maintains political power. Having a one-party system makes the CPC pliable to civil unrest that could threaten its power and, as a result, the CPC has been hesitant to take action that threatens local economies for fear of unrest. But as an emerging country with the worlds third largest economy on the frontier, China is struggling to balance the need to support local economies with a growing need to protect IP rights for both multina tionals and domestic firms. Yet despite a reputation for considerable corruption, demonstrated by its 2009 corruption perception index score of 3.6, and a ruling CPC that often ignores counterfeiting since it supports many local economies, China still manages to attract multinationals such as Ford due to its potential for new customers and windfall profits.ixChina and the World trade Organization (WTO)Admitted to the WTO in 2001, China agreed to implement various measures that would liberalize its trade regime. Among these measures was the WTOs Agreement on Trade-Related Aspects of Intellectual Property Rights (the TRIPS Agreement). This agreement guards against counterfeit products by addressing minimum standards of IPRs protection, domestic procedures and remedies for enforcement of these rights, and dispute settlement procedures among WTO members.xHowever, despite these IPR protections, counterfeiting still represents about 8% of Chinas $10 trillion economy.xiTo address this gro wing problem, in 2007 the U.S. packed the WTO to intervene, claiming that Chinas enforcement of IPR laws was so weak that it failed to limit the yield of counterfeit products. Specifically, the U.S. argued that weak penalties for infringers and Chinas practice of allowing counterfeiters to sell goods seized by Chinese customs officials, bring home the bacond that the fake labels were removed, provided little financial incentive for counterfeiters to cease production.xiiIn 2009 the WTO ruled that China breached trade rules by ignoring piracy and counterfeiting, yet it upheld Chinas criminal law on IPR without strengthening Chinas criminal law and enforcement of IPR, it is likely that counterfeiting will continue to be problematic.xiiiConflicting Incentives for the Chinese GovernmentDespite Chinas laws that aim to protect IPR, the Chinese government compositors cases opposing incentives in cracking down on counterfeiters. Specifically, China must balance the economic benefits local economies enjoy from counterfeit products with the growing need to protect the IPR of foreign and domestic companies.xivBecause counterfeiting supports many local economies and millions of people, any crackdown on counterfeiting could result in serious economic losses. As this action would not be well-received, Chinese politicians are even less apt to prosecute counterfeiters or focus on strengthening enforcement of IPR laws. On the other hand, China must strengthen these laws and enforcement mechanisms if it hopes to continue attracting multinationals.xvHowever, many multinationals are so intent on entering the Chinese market, given its sheer size and potential profitability, that they are willing to operate in an environment with little IPR protection. As a result, the Chinese government has very little incentive to crack down on counterfeiters or greatly strengthen enforcement of IPR laws.Fords Risks in China and its Current StrategiesGiven this political landscape, Ford faces c onsiderable risk in China. With three assembly plants in China, Ford has already encountered problems with counterfeit parts, claiming that counterfeiting costs the company $2 billion a year in sales.xviExhibit 2Despite some multinationals willingness to live with Chinas lax IP protection, Ford has taken steps to protect against the growing problem of counterfeit auto parts and vehicles. Specifically, Ford has been using undercover intelligence to identify counterfeit producers and raid Chinese factories.xviiWhile these raids have cloged thousands of counterfeit products from entering the market, penalties still remain weak the few offenders sentenced to prison can reduce their terms for $30 a day.xviiiDespite Fords efforts and committal to protecting its brand, this weak enforcement discourages any significant lawsuits and provides little deterrence to counterfeiters. Ford must develop strategies to work with the U.S. and Chinese governments to better protect against counterfeit products.II Overview of Intellectual Property Rights in ChinaChinas Current IP EnvironmentSince joining the WTO, the Chinese government has been placing increasing emphasis on IPR to help encourage foreign investment in the country. intimately recently, the Chinese State Council established a task force known as the Intellectual Property Executive Conference to look into IP-related issues. Chinas new auto policy released this year stresses the need to protect the intellectual rights of auto companies and bans the sale of auto products that violate these protections. China is also a party to many worldwide agreements to protect IP (including the World Intellectual Property Organization and Paris Convention, among others). For example, China joined the Madrid Protocol in 1995, which requires reciprocal trademark modification for member countries, which now include the United States.xixThe Chinese government has also established special IP courts to handle cases of IPR usurpation more efficiently. In addition to having these specialized courts in some cities and provinces, Beijing, Shanghai and Tianjin have also established IP courts within the Intermediate Peoples Court. In 1992, the Supreme Peoples Court established an IP division as well. This increase in the legal systems capacity to handle alleged IP theft has been used to facilitate highly publicized campaigns, including activities such as raids and educational programs.Enforceability of IP LawsChina has made significant progress on the legal and regulatory front, but despite stronger statutory protections, IP theft remains a major problem, as evidenced by the widespread existence of counterfeit products.xxIn reality, IP laws are rarely enforced, and it is even rarer that those who are caught stealing, cheating, counterfeiting and pirating go to jail. Because China is a large country with some political decentralization, enforcing IP laws and regulations in China is a major challenge.xxiSeveral institu tional factors soften the enforcement of IP laws, including Chinas reliance on administrative instead of criminal measures to combat IPR violations, corruption, local protectionism, limited resources and training available to enforcement officials, and lack of public education regarding the economic and social impact of counterfeiting and piracy. At the most basic level, without adequate education with regard to IPR, there is little awareness that infringement is a crime. Furthermore, the fragmented temperament of political authority in China and, more specifically, decentralized corruption exacerbates the lack of enforcement. For example, when counterfeiters have connections with local government or law enforcement officials, this may provide an easy cover for their counterfeiting activity. Local officials may create obstacles during investigations and assist local counterfeiters by letting them hide their production lines in safe places.Chinas fragmented legal system contributes to the problem as well. Protection of IP in China follows a two-track system. The first and most prevalent is the administrative track, whereby an IPR holder files a commission at the local administrative office. The second is the judicial track, whereby complaints are filed through the court system. However, determining which IP agency has jurisdiction over an act of infringement can be confusing. Jurisdiction of IP protection is diffused throughout a number of government agencies and offices, with each typically responsible for the protection afforded by one statute or one specific area of IP-related law. There may be geographical limits or conflicts posed by one administrative agency taking a case, involving piracy or counterfeiting that also occurs in another region. Chinas courts also have rules regarding the scope of potential orders. In most cases, administrative agencies cannot award compensation to a rights holder. They can, however, fine the infringer, seize goods or equ ipment used in manufacturing products, and/or obtain information about the source of goods being distributed.China was also required to provide IP remedies through criminal enforcement for commercial scale piracy and counterfeiting, under the enforcement provisions of TRIPs. Chinas laws and regulations stipulate that IP administrative government and Customs may transfer egregious IP infringement cases to police and prosecutors for initiating criminal investigation. However, despite these criminal provisions, most IP cases continued to be handled through the administrative system. Foreign rights holders have considerably less success in encouraging criminal prosecution of IPR violations. When jail sentences are handed down, Ford officials in Taiwan say that those few offenders sentenced to prison can reduce their terms for $30 per day. Lawsuits are also often a waste of time, due to local protectionism. In 2003, Toyota lost a closely watched case in China against the countrys bigges t private carmaker whose brand logo was nearly identical to Toyotas.xxiiIn the end, although transnational pressure may have succeeded in getting Beijing to establish IPR laws and regulations, the enforcement of IP, as with most policy in China, falls within the domain of Chinas convoluted bureaucracies and local government officials.Outsourcing vs. Ford manufacturingTo operate in China, Ford had to form a joint venture with a quasi-governmental partner Changan Ford Mazda Automobile Co. in China.xxiiiFords other partner in China, Jiangling Motors Corp., makes commercial vehicles, including the popular Ford Transit van.xxivThese joint ventures are one of the biggest risks automakers face as they expand in China due to the danger of IPRs violations. The Chinese made no secret that part of their strategy in forming joint ventures was to begin to learn about the auto industry and how they can produce cars.Ford produces all of their vehicles in their own three plants in the country. Ho wever, they now source many of their component parts, which increases the risk of counterfeiting since the company has transferred production of certain parts from their own plants to third-party trading operations in China and India.xxvThere are other issues that come with operating in a rapidly developing country. In China, factories are at risk of unscheduled shutdowns because of power shortages. Ford also faces political risk. Although the danger of nationalization or outright confiscation of Fords assets may not be high, China may not always have the best interests of foreign multinationals at heart.Despite these concerns, Ford is not shying away from the invasive Chinese auto market. Ford currently operates two plants in China, and it broke ground for a $490 million plant in September of 2009. The factory will make the next-generation Focus compact car, which Ford plans to sell globally. Its current plant in Chongqing makes the Ford Focus, Ford Mondeo and Ford S-MAX. Its pla nt in Nanjing, in east China, makes the Ford Fiesta.xxviIn order to set up operations in China, Ford was also required to establish research and development facilities on board its manufacturing operations to help build the countrys technical know-how. Ford has taken steps to boost their Chinese design capabilities, which also benefits domestic Chinese companies. For example, Fords China design police squad is putting its own spin on the upcoming Ford Fiesta (tailored for the Chinese market).Fords Current StrategiesFighting counterfeiters is a key priority at Ford, and it has stepped up countermeasures worldwide. Ford, GM, and DaimlerChrysler formed a global industry network in 2001 to work with law enforcement agencies and governments to strengthen patent and trademark protection laws and impose criminal penalties to prevent counterfeiting.xxviiThe problem is especially acute in the Middle East, where many counterfeit Ford parts made in China are shipped and sold alongside genuin e parts.xxviiiFord admits it was late in its efforts to protect its IPR abroad. However, the company is now very active and has even established its own brand protection team. The unit has led a number of raids, which have led to prosecutions. Ford recently raided a Chinese factory and turned up 7,000 sets of counterfeit brake pads fate for Egypt, each stamped with a replica of Fords blue oval. A legitimate set of pads would cost the equivalent of $47 in Egypt the phony ones might cost $30.xxixFurthermore, as a brand Ford is trying to make everything as sophisticated as possible. It has security features in the parts packaging itself and spends time on brand awareness and training exercises so people can better identify fakes. The company says this is critical to long term public awareness and stopping sales of counterfeit products.xxxIII Overview of Product financial obligationProduct LiabilityAll auto manufacturers, including Ford, are exposed to product liability lawsuits relat ed to the sale of autos or parts to the public, especially in litigious countries. Ford has the most exposure in the U.S. given the extremely litigious environment and its large sales. According to the Restatement (Third) of Torts Products Liability a user or bystander in the U.S. can sue for injuries related to a defect or malfunction of the product, and, in some instances, a big design or a failure to warn.Even though Ford does not manufacture and sell the counterfeit Ford parts it increases its exposure if the parts are believed to be manufactured by Ford and then cause accidents and injuries. Ford could be sued and incur substantial attorneys fees and possibly even settlement costs. Ford would then have to prove that the product was not manufactured or sold by them, and even if Ford is successful it will still face attorneys fees, damage to its brand, and wasted corporate resources.Product Liability History and SeverityProduct liability lawsuits can take years to defend, result in millions of dollars of fees and settlements, and soberly damage a brand. Ford has faced product liability lawsuits in the past such as the Ford Pinto case in the 1970s that cost it millions and the Ford Explorer rollover related lawsuits in the 2000s. Ford manufactured the Pinto throughout the 70s and due to a faulty gas tank the cars often caught fire during nooky collisions. The most notable Ford Pinto case (versus Grimshaw) cost Ford $6.5 million in 1981.xxxiFord has faced many other product liability lawsuits throughout its history.Fords Current StrategiesFord recognizes its exposure to insurable risks including product liability related to the manufacture and sale of autos and parts. Given the critical nature of risk management Ford maintains a Global Risk Management Committee (GRMC) that makes risk related decisions and is headed by the Chief Financial Officer. Ford chooses to manage and protect against product liability risks through a combination of self-insurance and product liability insurance.xxxiiThe self-insurance is typically in the form of a calculated monetary fund setup to may attorneys and claims. The product liability insurance would provide Ford with attorney support and claims/settlement payments in the event of an insurable claim.Ford also has a Sustainability, Environment gumshoe Engineering (SESE) Team that works to prevent faulty products from being sold and to ensure Ford complies with safety and environmental regulations. They also provide technical analytic thinking to corporate counsel on product liability lawsuits when needed.xxxiiiFinally, Ford has created a Global Brand Protection group to protect consumers from counterfeit products threatening user safety. This group is tasked with preventing the distribution of and removing counterfeit parts from the marketplace, ensuring that the companys trademarks are used appropriately, and maintaining the integrity of the sale and distribution of original equipment parts.xxxiv4 R ecommendationsChina has quickly become the worlds largest auto maker, surpassing the US in 2009xxxv. Due to its immense scale and rapid growth rates, China is an important strategic market for Ford from a production and sales perspective. Despite the political and legal issues and risks Ford faces in China, the company cannot simply withdraw its operations from China. Ford must engage in market and non-market strategies to help manage the counterfeit problem in this market.Recommendation 1 Refine Internal Firm StrategiesAs mentioned previously Ford has started to invest in internal strategies, such as raids and setting up the Brand Protection Group, to help address counterfeiting. We recommend that Ford continue to refine these strategies as well as incorporate additional internal firm tactics.From a product perspective, Ford has noted that there are security features in the packaging of the auto parts and that consumers should use reputable dealers and repairers, inspect parts and packaging closely in case they spot something and if they are concerned to ask that only original parts are used or call the auto maker.xxxviWe recommend that Ford continue to invest in its packaging to help dealers, repair shops, and consumers retrieve fake products. The company could consider implementing a certification program where only legitimate Ford plants and OEMs are able to put a Pre-Approved by Ford label on its products. Additionally Ford needs to employ efforts to minimize spare factory capacity in these production facilities and to increase monitoring from U.S. Ford managers.In conjunction with product-related tactics, Ford needs to educate its customers (e.g. dealers, auto-body shops) and end-consumers and bring this issue to light. Because counterfeiting auto and auto parts drastically affects consumer safety, Fords customers and consumers should have a strong commitment to help prevent counterfeiting once they are aware of the issue. These educational efforts can be spearheaded by the Global Branding Team and be implemented in various public relations and marketing efforts. Most consumers may not be aware that counterfeit autos and auto parts exist and are responsible for associated safety risks. One campaign can highlight how counterfeit auto parts can lead to injuries and fatalities. The campaign can then empower consumers to ask for Ford parts only when having their autos repaired. This will encourage customers to seek out Fords legitimate replacement parts and be wary of counterfeit products.Ford also should implement tactics to educate and incent their employees, critical stakeholders. In conjunction with educating consumers, the Global Branding Team can utilize the same resources to educate its employees. This knowledge can help increase employees commitment to prevent counterfeiting and can also create a culture of pride related to high quality production and safety. Ford ca

Performance Criteria For External Walls

Performance Criteria For External WallsExternal palisades atomic number 18 referred to as cladding if they ar made of masonry or panels. External jettys are steep elements which enclose the grammatical facial expression. In the design of the specified expression, the main performance criteria needed as pass along by the client are as fol wiped out(p)sWEATHER guardWalls must be able to exclude rain, wind, snow, frost and sometimes heat and glare from the sun. The walls should often at the same time need to allow the building to be naturally ventilated and natural arc to enter the building. In this respect, there are ii broad functions the wall needs to perform. It should resist wet from the ground and therefore would normally need damp proof courses to do so. It should likewise be able to adequately resist the penetration of weather from the extraneous to the at bottom of the building.FIRE RESISTANCE OF EXTERNAL WALLThe external envelope of the buildingshould non prov ide a medium for sex spread if it is possible to be a risk to health or safety. The map of combustible materials for cladding framework, or of combustible thermal insulation as an over-cladding or in ventilated cavities, may present such a risk in the proposed buildings, even though the provisions for external surfaces may save been satisfied. cut intoing the event of fire breakout in the building, the walls of the building are required to inhibit the spread from room to room of the flames, smokes and gases. The external walls should fulfill the obligation of containing the fire within the building for prescribed period of time, thus limiting spread to adjacent buildings. It is ultimately inevitable that the walls be able to perform their structural functions during the fire until all occupants have had sufficient time to escape. Based on the use of the building in this project, the time deemed necessary for such an escape is -2 hours. The materials must be carefully elect so as to resist fore to the utmost. The combustibility of the materials must as low as possible so as to prevent quick spreading of the fire. thermal RESISTANCEDue to increased energy cost of recent times, and the higher comfort expectations of occupants of buildings, the pressure for better thermal insulation has become a frequent factor in the performance of buildings. There is therefore greater demand for service engineers to be involved in the thermal design of the external theoretical account of buildings. It therefore makes economic sense to design the walls of a building so that thermal energy consumption impart be kept as low as possible. It is therefore recommended that the service engineers be aware of the required heating cycle of the building and should thus decide what thermal insulation is required and where it should be positi one(a)d. He should advise on the positioning of vapour barriers, thus reducing the occurrences of one of the major defects common in modern bui ldings, that of condensation.The walls having thermal resistance will limit the amount ofheat the building will lose from the internal spaces, and gain from the outside environment. The materials use will determine exactly how compliance is achieved andmanufacturers set up generally provide some form of guidance for their products.Cavity WallsThe cavity can be fully fill up with insulation or partially make full (consult the manufacturers before proceeding). If it is partially filled so an airgap is generally required, the size of which willvarying depending onthe specific products used for the wall reflexion and insulation. The insulation should go at least 150mm to a lower place the DPC level.Solid WallsThese walls are generally insulated by placing some form of thermal element on the inside and rendering the outside. The thickness of these products will depend on the thickness and attribute of block used.STRENGH AND STABILITYTwo main categories are distinguished here morp hological and non-structural. The former make a positive contribution in the structural integrity of the building and in doing do can act in two ways 1. the walls may be load bearing and/or stabilizing. Here, they are knowing to carry not only their own weight but also other loads exerted by the roof and floors. These walls are intentional to resist compression. 2. When performing as stabilizing walls, they are designed to resist horizontal or oblique forces such as wind pressure, earth or irrigate pressure, or thrust from other parts of the building such as arches. These walls are designed to resist shear and are often known as shear walls.The later are more commonly called non-load bearing. They are therefore designed to carry only their own weight and not that of any other elements in the building. It is worth noting here that such walls may still be requested to resist horizontal loads, in particular wind loading.DURABILITYIt is often an expectation from most clients that th e external fabric of the building will have an refreshing life expectancy. The external walls of the building of this design must be able to withstand the effects of the weather, such as wind, frost, snow, rain, sun and heat to be durable. The walls should also be able to resist physical damage to which they will be subjected during their life. Maintenance is therefore necessary in the elements of the building, including the walls in order to achieve a prescribed life expectancy. It is worth noting that care must be taken in the maintenance work as damage almost often results in the maintenance of the walls.BUILDABILITYBuildability relates more to judgment and knowledge than to mathematical analysis. Buildability reflects whether the specific design can be assembled by various trades without compromising the functional requirements during construction. Buildability is more colligate to good design than to superior workmanship be consume, as experience indicates, only a good design can combine all the environmental factors composition presenting an easy construction pattern. For the most part, it is the designer who attends to the aspects of buildability such as material installation under different weather conditions, level of skill required for installation, and construction tolerances. Often buildability problems arise when different professions are involved for instance neither the window manufacturer nor the wall designer may consider the window wall interface as their concern. It is therefore necessary not to disregard the difficulty that the builder can experience when constructing the proposed office building.NOISENoise can cause stress and loss of sleep, and lead to ill health. For an office to be comfortable it must be designed so that its layout and structure keep ruffle to an pleasing level. Designing for noise control is not easy, because the sources of noise are not always apparent at design stage, and the paths by which lead travels are not always obvious. The aim, however, should be to ensure that most activities can be carried out without undue interference from internal or external noise. For external walls where windows provide unresisting ventilation, the need for ventilation must be balanced with the need to crucify noise open windows do not reduce noise from outside. To effectively reduce external noise, the external walls should be well constructed and insulated. A walls ability to reduce noise is dependent ontype of constructionmaterials andinsulationThere are two main construction techniques for wallsContinuous constructionA wall in which the components are mechanically connected such as single brick or single stud.Discontinuous constructionA dual layer of wall in which the leaves have a stripped 20mm cavity and are not mechanically connected in any way, except at the periphery such as brick cavity and discontinuous stud.When choosing a wall system to reduce noise from the inner city environment, the con tractor should considermaterialsgeneral construction andbest practice designIncreasing the thickness of the building materials, and ensuring all gaps are soaked can help considerably when dealing with sound insulation.An important feature of well constructed external walls is correctly sealed junctions, as this aids in the simplification of noise transmission by dint of gaps and cracks at the edge of building elements. These noise flanking paths can defeat noise reduction techniques. An important feature of well constructed exterior walls is properly sealed junctions, which aid in the reduction of noise transferred via flanking paths (gaps at the edge of building elements that allow sound to travel through). Even a sound-rated wall may not perform adequately, if sums and junctions are not properly sealed. Challenges to good acoustic design of external walls can arise from noise transferred via flanking paths. It is important to smoothplay flanking through services and penetr ations. The impact isolation of a wall may also be compromised by insufficient attention to detail. Flanking is the transfer of noise through paths around a building element, rather than through the element directly. Flanking can describe the transfer of noise through gaps and cracks in a building element, or via incorrectly sealed junctions between two materials. These noise flanking paths can defeat noise reduction techniques.QUESTION THREEHOW PARTITIONS, hang CEILING AND RAISED write up CAN BE USED TO FACILITE THE CLIENT prerequi localize OF THE BUILDINGPARTITIONS can be described as an internal wall of a structure which divides a building into a number of parts to serve its purpose. Partition can be divide into two main groups that is, load bearing and non load bearing.FUCTIONAL REQUIREMENT OF STEEL PARTITION SYSTEMThe following areSound Insolution Is the reduction obtained when sound passes from one side of a part to another. Sound may considerd as waves of pressure.Sound A bsorption Is the material used to reduce the amount noise that is reflected from a wall surface back into the room and does not increase the sound reduced value of the structure. Sound absorption is usually achieved by adding a soffit finish to the head surface of a wall.Flexibility The material should be tractile enough to resist any forces or any movement that will change it actual function.Strength and stability The partition system should be warm enough to resist the various loads that may be imposed on it. These loads include permanent loads such as shelves and washing basins.Services and accommodation Partition system should be providing with spaces or voids within partitions system to provide services accessed for repair and maintenance.TYPES OF PARTITIONS SYSTEMMetal stud partition These can be defined as vertical internal space divides and are usually non loads bearing walls. These can be permanent, constructed of material such as surface post and rag lining such as pl asterboard. This type of partition is suitable for rehabilitation works. Joints in panels are usually filled as the plasterboard is normally covered with a scrim coat of plaster. It is however slowing, wasteful of materials and it is difficult to install components such as door and windows hatches.Frame and sheet partition These are similar in concepts metal stud and sheet partitions except that they are constructed using an arrangement of proprietary components such as doors and glazing element. thinning component is kept a minimum and joints between panels are usually expressed using cover strips. Frame and sheet partitions are suitable for destroy and relocation, and can be called demountable partitions.Frame and panel partition These are variations on the frame and sheet partition. In this system the panels are placed between the studs or frame which is left exposed. These methods are constructed by using self supporting panels, with double skin of plasterboard separated by eg g-create element.SUSPENDED CEILING hang ceiling These can be defined as ceiling which is flash-frozen to a framework suspended from the main structure thus forming voids between the two components. It is used where enough height as available to hang it from the ceiling joists and still have enough height between the floor and new ceiling. hang up ceiling have two main functions a metal storage-battery grid that provide a structural and a height weight panels that slip into grid.The grassroots functional requirement of suspended ceiling isThey should be easy to construct, repaired, maintain and clean.Should be designed that an adequate means of access is provide to the voids spaces for the maintenance of the good luck system concealed services and / or light fighting.Provide any required sound and / or thermal insulation.Provide any required acoustic control in terms absorption and reverberation.Should be provide with fire resistance or protection to structure steel beams suppor ting floor.Conform with the minimum requirements set out in the Building Regulations and in particular the regulations governing the restriction of spread of flame over surfaces of ceiling and exceptions permitting the uses of certain plastic material.TYPES OF SUSPENDED CEILINGThe suspended ceiling can be classified as the way in which they are constructed as followingJointless ceiling These ceilings although suspended below the main form uses sheets of plasterboard. In these systems the plasterboard is fixed to the underside of the suspended framework. This can provide fire resistant ceiling and this may be one of the reasons for using this type of construction. Moreover it is not suitable for a situation where service is to be carried in the voids unless they can be approached from the floor area above. This type of ceiling is particularly useful where the ceiling needs to take s sculptured shape. It can provide a fire resistant ceiling construction. fit or frame and tile systems These ceilings are the commonest form of suspended ceiling use in construction industry today. They constructed with a metal framed grid suspended from the floor or structure above. In this system the grid are fitted tiles made from different materials such as minerals fibre board, plaster and metal and it is supported by the grid. Generally these types of ceiling are easily constructed, maintained and easy means of access to services.Open ceiling These ceiling are designed to give a visual barrier between the rooms below and the ceiling voids above by the use of an open grid. This type ceiling the light is fixed to the lower side of the ceiling.RAISED FLOORTYPES OF RAISED FLOORThe shallow or battened floor This type of floor is supported on battens fixed to the structural sub-floor. This type of floor provide spaces of wiring and the floor contain the acoustic properties of a floor and as cavities seldom exceeds 100mm is normally only used to conceal cable runs.Platform floor This type of floor is supported on adaptable jacks whom rest on the structural sub-floor. Using pedestals an adjustable cavity with depth ranging from 40mm to 150mm depending on which proprietary system can be provided. It is suitable for most services installation requirements.SECTION TWOTECHNICAL aspiration DECISIONS TO BE TAKEN TO SPEED UP CONSTRUCTION PROCESSClients often demand faster construction so as to benefit from early pass completion of projects. Although there are notable examples where fast construction has been achieved, the consensus is that the construction industry has not been entirely successful in meeting clients expectations. This is mainly due to a disjointed industry, in which design is often separated from the construction activities. Traditional practices are proving inadequate, to the point where either they can no longer achieve the in demand(p) delivery time, or, if projects are forced to meet the programme, they do not provide the required quality and lo ng term performance. If faster construction is needed, the level of proficiency of the targets is an essential part of assessing the overall performance of the construction industry in meeting client needs.Site locationThe location of the structure on the elect site is often fundamental to the success of the faster construction initiative. Attention should be paid to site topography, especially noting potential sources of problems such as the water table, contamination, existing structures, substations and overhead high load cables.RepetitionRepetition is a most effective way to speed up activities. This can involve the use of measurementised components installed in the same way each time. For detail installation, repetition might mean regulationising the grade of concrete everywhere on the project at 35 N/mm2, avoiding the additional management time of checking on each pour. Repetition might involve keeping an element to a constant proportionality or position e.g. all lighting pendants are in the centre of every room, or extract vents are always 150 mm down from the ceiling.Standard modulesUse of identical or standard modules speeds construction because it simplifies the checking of drawings, fabrication and installation. The principle can be applied by using a standard dense concrete block for all block work, or by employing standard air handling units in roof plant or standard toilet pods within the buildingOrientationThe orientation of the project could dramatically displace the speed of construction. A project located some distance from the site access is likely to have more space available for off-loading facilities and storage. If the project structure is close to the access point, or obstructs or restricts access to the remainder of the site, then faster construction is likely to be more difficult.ConfigurationThe mass, height or plan shape of a project will significantly affect the ease and speed of construction. While massed elements may speed construction, they may also obstruct the site and so slow progress. For example, large ductwork elements reduce the number of joint connections that need to be made and so reduce construction time. However, the greater size and length of the elements might hinder access and slow the process down. Prefabrication, pre-assembly and modularisation. Consider the potential of methods based on prefabrication pre-assembly and modularisation.Environmental and sustainability issuesRecognise the environmental and sustainability issues inherent in faster construction on site. It will probably be necessary to expend equal or more energy over a shorter period to achieve the same end-product earlier. The procedures should ensure that the materials used are sustainable.

Acute Diverticulitis Essay -- Diseases, Disorders

On my third day of clinical course I had an African America patient age 72, female, a retired high school instructor who was admitted for an Acute Diverticulitis with Perforation. She is diabetic and had a medical and surgical history of diverticulitis, High Cholesterol, Non-Insulin-Dependent Diabetes Mellitus (NIDDM), Hysterectomy, and Scoliosis. She has been on clear liquid diet since she was admitted then she was Nothing by sing NPO for the CT scan for that day. When I got the assignment that I was going to be taking care of a patient with an acute diverticulitis, the first thing on my mind was that she will be in a severe abdominal pain, high fever due to infection because my aunty had same disease. To my surprise, she claimed a 0 /10 on a 0-10 pain scale. Her blood sugar and vital signs were normal except for respiratory that was 22. All her laboratory test results were normal including WBC. patient of concern was that she couldnt have a bowel movement. She was me dicated on Colace- a stool softener, morphine for pain, sulfran for nausea, and azactam an antibiotics. Diverticulosis is a disease from the diverticulum. This is when the colon wall is been outpunched with the mucosa. These are small mucosal herniation bulging via smooth muscle and layers of the intestine along vasa recta formed opening in colons wall. Diverticulitis causes is silent unknown but develop after a micro or macro perforation of diverticulum. Peritonitis is an end result from an intestinal rupture in the occurrence of a large perforation. Clinically, diverticulosis could be asymptomatic or symptomatic, they are uncomplicated with no evidence of bleeding or inflammation. Signs and symptoms includes palpable mass and tenderness mostly i... ...an seven 6-ounce of glasses of fluid each day most especially for patients on pharmaceutical fiber supplements. Works CitedFerzoco, K.H. (2010). Small bowel diverticulitis. The New England journal of Medicine. 327 3 02-7Juchems, A.A. (2010). Long-term management of diverticulitis in young patients. Diseases of the Colon & Rectum. 58627-629.Marinella, L.B. et al (2010). Acute Diverticulitis. The New England Journal of Medicine. 327 1521-1526Painter, P.V. (2009). Diverticulitis. Gastroenterology Clinics of North America. 18357-385.Spivak, W.K., & deSouza, J.M. (2008). Diverticulitis of the right colon. Digestive diseases and sciences. 49 350-358Wilcox, C.V. (2009). Limitation in the CT diagnosis of acute diverticulitis Comparison of CT, contrast enema, pathologic findings in 16 patients. American Journal of Roentgenology. 201381-385.

Buffalo Soldiers :: essays research papers

Daily Life on the Western Frontier Daily life for the troops of the 9th and 10th Cavalries was harsh, but, for the most part, it was similar to that of their White counterparts. During the 1860s and 70s, the bourne forts resembled little much than rundown villages, and the enlisted mens barracks were often poorly ventilated, insect infested hovels. The only bathing facilities usually consisted of the local creek. As a result, diseases such as dysentery, bronchitis, and tuberculosis were a common problem. Rations throughout the Indian campaigns consisted mainly of beef or bacon, potatoes, beans, fresh vegetables from the post garden, and sometimes fruit or jam. The work hebdomad was seven days, with the exception of the fourth of July and Christmas. The monthly pay for a private was a mere $13. When available, many of the African-American troops spent leisure hours in schools established to alleviate the illiteracy mandated by slavery. The schools were normally run by chaplains ass igned to the coloured units, for this purpose. Other leisure activities were few, especially for the African-American troops stationed in west Texas. Only a small percentage of enlisted men were able to bring their wives with them to the frontier posts. The small villages which grew up around the forts were usually little more than a collection of saloons and gambling parlors, inhabited by some of the more unsavory characters on the frontier. Here, partially due to the federal governments harsh reconstruction policies, racial prejudice by both local citizens and law officers was severe. When disputes arose among Buffalo Soldiers and locals, the local law and juries consistently sided against the troops. The most serious problem faced by the force during the Indian War period was desertion. In 1868, the desertion rate for enlisted personnel was approximately 25 percent. Desertions among White regiments were roughly three times greater than those among Black units.