Meteorological Hazards in Aviation

Presentation Throughout its history, the flying business has had a nearby yet undesirable relationship with the vagrancies of climate (Vickers et al., 2001). Without a doubt, it has been demonstrated that climate is the single biggest supporter of postponements and a principal factor in airplane fiascos and occurrences, inferring that ongoing climate data is significantly basic for risky climate evasion in flying tasks (Witiw, Lanier Crooks, 2003).Advertising We will compose a custom paper test on Meteorological Hazards in Aviation explicitly for you for just $16.05 $11/page Learn More Weather keeps on demanding its cost for the flight division, especially when this contention is seen with regards to past mishaps that have been accounted for in prevailing press as brought about by either meteorological dangers or a mix of human factors and climate components (Broc et al., 2005; World Meteorological Association, 2007). The current paper basically examines a portion of the notable mete orological perils in the flying business. Idea Definition Meteorology has been portrayed as â€Å"†¦the study of the climate, an ocean of air that is in a steady condition of flux† (Vickers et al., 2001, p. ix). Inside this science exists a wide relieve of climate/climatic conditions emerging from characteristic connections with different variables, items and results, however which triggers a lot of dangers that may demonstrate terrible to the pilot who must work inside the areas of the environment (Simpson et al., 2002). It is accounted for in the writing that nobody is invulnerable to the regular motions of these meteorological risks as they clear across enormous areas of the globe before scattering (Vickers et al., 2001). Meteorological Hazards in Aviation Available writing exhibits that there exists a variety of climate conditions that qualify as risks in avionics because of the extension and setting of the perils they present to the business (Broc et al., 2005). The absolute most prevalent ones incorporate icing, volcanic debris, poor perceivability, windshear, overwhelming downpours, lee waves, fronts, tempests, chilly climate and twisting zone (World Meteorological Association, 2007). This area tests a couple of these meteorological dangers in aeronautics. Windshear Witiw et al (2003) portray the windshear as â€Å"†¦a unexpected move in wind heading, speed, or both† (p. 131). These creators additionally report that the most forceful articulation of the condition happens in a microburst, which is an extreme downburst of cool air produced by, or discharged from, an enormous convective cloud. The World Meteorological Organization (2007) characterizes windshear as â€Å"†¦layers or segments of air, streaming with various speeds (for example speed and additionally heading) to adjoining layers or columns† (p. 1). Windshear is a principal peril for low, slow flying airplane in either the methodology or takeoff stages becaus e of the confused breeze designs occasioned by the downdrafts. As the airplane floats through the microburst it discovers exceptional headwinds joined by a generous increment in streamlined float and progressive serious downdrafts, eventually making it experience a fast loss of lift and collide with the ground (Witiw et al., 2003).Advertising Looking for exposition on flight? How about we check whether we can support you! Get your first paper with 15% OFF Learn More Consequently, a portion of the impeding perils brought about by windshear include: 1) loss of streamlined lift and velocity, making the airplane to dive into the ground before remedial move is made by the flight group, 2) choppiness particularly in light airplane, and 3) basic harm to the airplane (Witiw et al., 2003; World Meteorological Organization, 2007). In the United States, the National Transport Safety Board (NTSB) database uncovers that almost 250 mishaps including U.S. airplanes have been ascribed to windshear, with 30 of them revealed as major (Witiw et al., 2003). Rainstorms Although one of the most excellent environmental wonder (Harding, 2011), surviving writing shows that â€Å"†¦no other climate experienced by a pilot can be as brutal or compromising as a thunderstorm† (Vickers et al., 2001, p.34). To be sure, rainstorms produce more dangers to the aeronautics business and it is consistently significant for the flight group, air transport wellbeing organizations, meteorologists and other intrigued partners to comprehend their degree and setting, yet additionally how to manage them adequately. Tempests are created by the meeting up of a few fixings, including: 1) uneven air mass, 2) air dampness in the low levels, 3) some activating component, for example daytime warming or upper level cooling, and 4) other related meteorological vagrancies, for example, windshear (Vickers et al., 2001). These fixings cooperate through a procedure called convection (transport of warmth vi tality) to deliver rainstorms that fundamentally endeavor to address the irregularity created when the environment becomes warmed unevenly (Harding, 2011). It is essential to take note of that there exist various kinds of rainstorms that influence the aeronautics business. Probably the most widely recognized kinds of include: 1) air mass tempests †structure inside a worm, damp air mass and are non-frontal in character, 2) frontal rainstorms †structure either because of a frontal surface lifting a lopsided air mass or a steady air mass getting unequal because of the lifting, 3) gust line tempests †forceful blends of solid breezes, hail, downpour and lighting, 4) orographic rainstorms †happen when clammy, uneven air is constrained up a mountain incline at high weight, and 5) nighttime rainstorms †create during or continue throughout the night (Vickers et al., 2001). Rainstorms have the capacity to produce risks that can cause untold enduring in the aeronautics business. For example, â€Å"†¦all tempests can deliver serious choppiness, low level windshear, low roofs and visibilities, hail and lighting† (Harding, 2011, p. 1).Advertising We will compose a custom paper test on Meteorological Hazards in Aviation explicitly for you for just $16.05 $11/page Learn More It isn't remarkable to hear updates on airplane that lose all sense of direction in serious rainstorms or helicopters that get struck by lightning, suggesting that every one of these conditions can be conceivably calamitous (Broc et al., 2005). Different perils produced by rainstorms incorporate savage clear icing, very significant precipitation, and risky electrical discharges inside and close to the tempest cell (Vickers et al., 2001; World Meteorological Organization, 2007). Perceivability It is accounted for in the writing that diminished perceivability is the meteorological component which impacts aeronautics activities the most through dropped flights, mishaps ju st as occurrences (Vickers et al., 2001). These creators place that the avionics business utilizes different sorts of perceivability, which include: 1) flat perceivability †the uttermost perceivability accomplished evenly a specific way by referencing articles or lights at known separations, 2) winning perceivability †the ground level perceivability which is regular to one-half or a greater amount of the skyline circle, 3) vertical perceivability †the most extreme perceivability accomplished by looking vertically upwards into a surface-based obstacle, for example, fog or day off) incline perceivability †perceivability accomplished by looking forward and downwards from the cockpit of the airplane, and 5) flight perceivability †the standard scope of perceivability at some random time forward structure the cockpit of an airplane in flight. Diminished perceivability is brought about by an assortment of elements, including lithometers (dry particles suspended in the environment, for example, cloudiness, smoke, sand and residue), precipitation, haze (radiation mist, frontal mist, steam haze, shift in weather conditions mist and ice haze), just as snow gusts and decorations (Vickers et al., 2001). As of now referenced, low perceivability prompts flight scratch-offs, fuel wastage as airplane can't land in assigned goal, airplane harm in midair impacts, and passings coming about because of airplane mishaps (Watson, Ramirez Salud, 2009). Volcanic Ash The 2011 gigantic flight undoings in Europe that were activated via airborne volcanic debris from the Grimsvotn spring of gushing lava in Iceland demonstrate that volcanic debris is a significant danger to flying security at all levels. To be sure, â€Å"†¦like fine-grained mineral residue, volcanic debris influences radiative compelling and atmosphere, general wellbeing, vegetation, and can cause property harm and interruption to network infrastructure† (Hadley, Hufford Simpson, 2004, p . 829). The serious issue with volcanic debris radiates from the way that locally available airplane radars can't identify concentrated debris inside or close to emission tufts, prompting dangerous experiences, enormous misfortunes in flight undoings, and airplane harm (Simpson et al., 2002).Advertising Searching for article on flying? How about we check whether we can support you! Get your first paper with 15% OFF Find out More The harm brought about by volcanic debris frequently calls for costly fixes or all out gear substitution, therefore it is of outmost significance for flight team to guarantee all out evasion of the debris for flight security. What’s more, the pumice material contained in volcanic residue acts to scrape the aircraft’s driving edges (for example wings, swaggers, and turbine cutting edges) to a point where the airplane can cause a deadly mishap if no substitution is done (Vickers et al., 2001). Icing or Icy Weather Schreiner (2007) recognizes that â€Å"†¦icy climate, including ice pellets and cloud beads that freeze on contact, influences air travel everywhere throughout the world, particularly during colder months† (p. 152). Airplane icing takes plac

How a City Slowly Drowned Essay

This case sums up occasions going before the Hurricane Katrina, which was one of the most exceedingly awful common disasters in the advanced history of the USA. It brings up issues about the absence of sensible avoidance and arrangement activities because of shaky structure and the executives of the dependable associations and people, deficiency and inconsistence of their activities and lack of ability of settling on the choices in an opportune way. Because of the unstructured and indiscernible exercises, we could watch a few insufficient and expensive endeavors to relieve floods and typhoons. Before all else the neighborhood authorities, U.S. Armed force Corps of Engineers and â€Å"White Houses over a wide span of time consistently appear penny-wise and pound-foolish† due to the chain of an inappropriate choices, which is demonstrated by Republican Sen. David Vitter’s words â€Å"Instead of burning through millions now, we will burn through billions later† (Gru nwald and Glasser). One of the key entertainers for this situation who settled on the most significant choices was the U.S. Armed force Corps of Engineers. The organization had a financial plan detailed by the reserves. The Corps in Louisiana were getting more cash for the assurance from typhoons than some other state, yet, the moves were not made consideration of until the last possible second. In the late nineteenth century the Corps, were holding to â€Å"levees-only† approach. So it isn't unexpected, that the U.S. Armed force Corps have actualized the Mississippi River Gulf Outlet venture in 1965, which expanded the tempest wave when Katrina hit New Orleans (Grunwald and Glasser). This is a proof of half-baked choice made by this organization. The Corps haven’t been keen on storms until Betsy hit the city. No big surprise that assessment of the dangers was again appointed to the Corps rather than another exploration establishment or office. It becomes clear that the Corps had bombed their crucial, despite everything had the expert for the execution. Other key entertainers of the case are lawmakers, especially the nearby authorities and the Congress. Nearby authorities didn’t need to burn through cash on costly yet compelling tasks, which could have spared the lives and foundation of the city whenever executed on schedule. It is however astonishing that there has been indicated no extensive enthusiasm of the nearby populace or non-legislative associations in counteraction and alleviation of the calamities. In any case, it is critical to make reference to the worry of the nearby researchers who attempted to caution the authorities about the moving toward threat. LSU educator Joe Suhayda attempted to push the Corps to overhaul the city’sâ defenses, yet was advised to pick the â€Å"stepwise process† which set up the arrangement of the issue on the rack (Grunwald and Glasser). On the opposite side, the network and its pioneers ought to have squeezed the neighborhood authorities and the central government to make changes in the law and take activities before the tropical storm hit New Orleans, make them deal with the most dire outcome imaginable, not the Category 3 typhoons. It would likewise be a decent choice if NGOs could cause a free investigation of the natural circumstance in the zone, to include the accomplished experts from different nations to the ventures, and get their recommendation before letting the Corps execute anything in the region. There was no presentation estimation of the difficult dealing with. As I would see it, there ought to have been a few offices or privately owned businesses employed by the legislature to check and follow up the activities taken by the Corps. Nearby populace was not getting data on how proficiently charge payers’ cash was spent. No obvious moves had been made by the city chairman, who was liable for the s ocial government assistance and assurance of human lives. The primary issue of the lawmakers and the administrative offices for this situation was the model they decided to settle on their choices. Truth be told, they picked gradual (branch) technique rather than the root strategy depicted by Lindblom in his article (â€Å"The Science of â€Å"Muddling Through†). Branch technique doesn't offer chance to search for elective arrangements; choices are made dependent on suppositions, and there is no general procedure. The choice can be settled on even without a concurrence on destinations. Despite what might be expected, the root strategy that is albeit more for a perfect world would improve an impact. It consolidates such positive highlights like being more hypothesis arranged and expecting total information. It gives plausibility of settling on a decision among a few elective arrangements, not the most readily accessible and so on. One genuine case of the choice made by the branch strategy for this situation, would be the development of the lock for the New Orleans Industrial Canal. This undertaking was advocated just financially, â€Å"without earlier qualities or objectives† (Lindblom) and could never be endorsed by the â€Å"regular choice process† (Grunwald and Glasser). This recommends if the root technique was actualized, th e choice would not be acknowledged, in light of the fact that, the members of the conversation had some understanding, which settled on it conceivable to settle on a ruling for endorsement of the transportation lock to be fabricated. Be that as it may, if the root strategy was applied, there would need to be anâ overall understanding dependent on inside and out investigation. Another explanation not to pick the branch strategy is that it doesn't adequately depend on hypothesis. We can see that for the situation when the Corps chose to assemble the delivery waterway to the Port of New Orleans. No one idea of the results of this choice. The development possibly irritated the circumstance when Katrina hit Louisiana, on the grounds that there hadn’t been any examination or tests completed. The government officials were picking this technique, since it appeared to be more secure for them. They didn't need to assume a major liability and could designate it to the lower-level offices. In the branch technique there is a â€Å"watchdog† framework that should keep the qualities in balance (Lindblom). For instance, Former Democratic representative Bennett Johnston Jr. was scrutinizing the Corps for going thro ugh an excessive amount of cash. However, later on, we see that he had his own pet venture, a $2 billion exertion to repress the Red River between the Mississippi and Shrevport, LA which he pushed through the Congress. This technique is progressively versatile to inside and outside changes, so the Corps and the legislators could roll out any smaller scale improvements they needed. â€Å"In 1982, the Orleans Levee District asked the Corps to bring down its structure norms to give progressively reasonable tropical storm insurance and furthermore changed to 100-year storm assurance from 200-year intend to spare money† (Grunwald and Glasser). The entire disaster can be portrayed just by the statement of Vic Landry, a Corps engineer â€Å"Let’s trust it doesn’t please our watch† (Grunwald and Glasser). This was the general perspective of the people in question of this case. Essentially, no one needed to soil himself and assume a liability to take care of the issue as one unit. Basically, if the root strategy had been decided for deciding, it would have an increasingly beneficial outcome on the circumstance. At the point when the expense is the human lives you should search fo r the best chances to forestall the issue, not the first satisficing arrangement accessible, you should locate the most effective approaches to get an outcome, not the least expensive. You need a more profound perspective on the issue. You should have the option to see the entire picture, recognize the issue and locate the elective answers for the issue. Congress was all around educated that the US didn't have a water assets strategy and could really pass the law or the bill to have it. On the off chance that there was a water assets arrangement for avoidance of catastrophic events, that would likewise diminish the caused harm. For this situation, the Corps would need to concoct a superior intend to forestall or if nothing else to alleviate the disaster. The Corps had just confronted a catastrophe of past typhoons and ought to have been progressively arranged to this circumstance. On the off chance that there was better research, it would be clear, that if the Category 3 or higher typhoon occurs, the lakes in the zone would flood New Orleans. That would uncover the tricky issues and offer a chance to build up monetary duty, so there wouldn’t be any over restrictions of the financial plan. Past all uncertainty, if there was one focus to control the procedures, to design the relief activities and so on there wouldn’t be any ventures that negate one another. The structures worked for flood were not comparing to the structures worked for tempest and the other way around, just compound the results. Clearly, it takes unreasonably long for the lawmakers to settle on any choice and it takes significantly longer to change laws. Moreover, a few choices were made indiscriminately, with no gauges for future. For instance, there was a cut in financial plan of the Corps in 2002 by President Bush which thus affected New Orleans typhoon barriers. In any case, this sort of choice ought to have been made simply after top to bottom examination. What is truly requested is the adjustment in the structures of the administrative offices. Their activities ought not rely upon the choices of the specific government officials that need to pass the specific undertakings for their own bit of leeway which isn't really something positive for the social government assistance. â€Å"The lock for the New Orleans Industrial Canal which cost $750 million was legitimized by forecasts of expanding transport traffic, yet traffic quickly declined† (Grunwald and Glasser). The way toward getting subsidizing from the legislature ought to be increasingly confounded to quit wasting cash of the citizens. As French arranger Hector Berlioz once stated, â€Å"Time is an incredible instructor, however sadly it kills all its pupils† (Berlioz). I trust that the experience of lost time will show the administration and every single mindful individuals to deal with their assets appropriately and astutely, not to let American country s

Freshman Year Hacks

Freshman Year Hacks Dont Buy That Textbook Many classes have a textbook that is required. Why is required in quotes? Because there is a chance that your professor will use the word required quite loosely. To save yourself money and your sanity, wait until your first couple days of class to determine whether you will really need that textbook or not. Gif from Giphy.com Stir-Fry With a Panini Press Dining room hack!!! If you are looking for a healthy dining hall meal, try making homemade stir-fry with a panini press! Simply spray the press with cooking spray and load up your veggies, protein, and soy sauce! Sauté on the press until it is nice and fried. Gif from Giphy.com Switch From Lattes to Coffee and Cream Lets be real, coffee is a college necessity, but it can get expensive!!! I used to get a latte every morning, but $4 a day adds up quick. My solution? I switched to coffee with a lot of cream. The coffee was usually half the price, satisfied my sweet tooth, and loaded me up with caffeine. Gif from Giphy.com Utilize Quad Day Quad Day is an event that happens every fall at the University of Illinois. Tons of clubs create information booths and give out free gifts to students. Quad Day is a great time to step out of your comfort zone and sign up for activities you may have never considered. Try new things! Also, who doesnt love free t-shirts? Gif from Giphy.com Rachel Class of 2020 I am studying Middle Grades Education with concentrations in Social Sciences and Literacy in the College of Education. Although I now reside in Champaign, I am originally from Vernon Hills, a Northwest suburb of Chicago.

History of Tata Steel - Free Essay Example

Sample details Pages: 5 Words: 1390 Downloads: 3 Date added: 2017/06/26 Category Marketing Essay Type Narrative essay Did you like this example? history of Tata steel The Tata name has been regarded in India for more than 140 years for its adherence to solid qualities and business morals. The gathering has constantly had confidence in returning riches to the general public they serve. Two-thirds of the value of Tata Sons, the Tata promoter holding organization, is held by magnanimous trusts that have made national foundations for science and engineering, restorative examination, social studies and the performing expressions. Don’t waste time! Our writers will create an original "History of Tata Steel" essay for you Create order Tata organizations are building multinational organizations that will accomplish development through greatness and advancement, while adjusting the investments of shareholders, representatives and common society (Beu, Danielle and Buckley, Ronald M 2001). Tata steel organization made in 1907 as Asias initially coordinated private division steel organization, Tata Steel Group is among the main ten worldwide steel organizations with a yearly rough steel limit of in excess of 29 million tons every annum. It is presently the worlds second-most topographically expanded steel maker, with operations in 26 nations and a business vicinity in excess of 50 nations.Tata Steels bigger creation offices embody those in India, the UK, the Netherlands, Thailand, Singapore, China and Australia. Working organizations inside the Group incorporate Tata Steel Limited (India), Tata Steel Europe Limited (once in the past Corus), Tata Steel Singapore and Tata Steel Thailand. The Tata Steel Groups vision is t o be the worlds steel industry benchmark in Quality Creation and Corporate Citizenship through the perfection of its kin, its inventive methodology and general behavior. In 2008, Tata Steel India turned into the initially coordinated steel plant on the planet, outside Japan, to be recompensed the Deming Application Prize 2008 for incredibleness altogether Quality Management. In 2012, Tata Steel turned into the initially incorporated steel organization on the planet, outside Japan, to win the Deming Grand Prize 2012 founded by the Japanese Union of Scientists and Engineers (Beu, Danielle and Buckley, Ronald M 2001). 2.0 While the effect of the global economic crisis has been felt in differed degrees over all the topographies in which the Tata Steel Group (TSG) works, keeping the workers lively and spurred in these attempting times has remained the center of the Human Resources division. The Group understands that its representatives are the most important human capital and that they assume a real part in building the focal point of the Companys business over the globe. As the monetary emergency hit the world, Tata Steel workers helped the Weathering the Storm activities to diminish expenses and expand esteem, in the second a large portion of the budgetary year. The organization, the representatives and the exchange unions showed the quality of their connections by cooperating in the troublesome times (Annual report, 2008-2009) 2.1 training and development To bridge functional expertise gaps and to recognize possibility for focused learning in accordance with the present and future needs of Tata Steel, a plan called Administered Learning Initiatives was presented in Tata Steel. The stress was to make a pool of masters in diverse specialized ranges. Separated from making masters, the approach likewise focusses on managerial realizing which comprises of particular projects with tie-ups with different administration organizations. With a perspective to enlarge the specialized abilities of the workers, a pilot customized in accordance with the Technical Competency Assessment System was presented in Tata Steel. In light of the results, the learnings from the customized will be acquainted with whatever is left of the association. The Performance Improvement Committee has kept on focussing on enhancing both information administration and the appropriation of best practices over the Tata Steel Group ( Annual report, 2008-2009). 2.2 recruitment and retention The Tata Steel Group accepts that being the best conceivable executive serves to enroll and hold the best representatives. Tata Steel qualities devoted and talented staff to deliver world-class administration to its clients and to keep up its playing point through forefront research. Holding skilled representatives is discriminatingly paramount, and the Group perceives that the most ideal method for procuring worker dedication is by giving them with chances to improvement and movement, and with aggressive payment and profits plans. Activity, advancement, collaboration and initiative are a portion of the key qualities that the Company look for (Tata steel,2011). 2.3 safety and health Tata Steel is focused on guaranteeing zero damage to its representatives, foremen and the groups in which it works. This is fundamental to the Companys business process and is set down in the Companys health and safety policies, guidelines and working strategies. Safety and security is a key execution marker and one of the prime drivers of the Companys corporate vision (Tata steel,2011). business case of tata steel From the year 2002, the worldwide steel industry developed with the steel demand shooting from 2% to 8% year on year. The Indian steel industry with its 43 million tons of steel creation in a blasting economy, was likewise indicating quick development. At such a period when the circumstances couldnt have been any better, in 2008 the global economy slowdown cast its shadow on practically all commercial enterprises including steel. The steel business was faced with a high locked up capital and is presently needing to fall back on genuine firefighting measures to overcome the current situation. Tata Steel India was likewise affected by the economic slowdown. however, regardless it had the certainty that it would have the capacity to keep on performing much better than numerous others in the business. This certainty is a conclusion of its understanding the circumstances and end results and its capacity to utilize Total Quality Management (TQM) to achieve its desired goals. While there is no quick fix approach on this journey, Tata Steel accepts that long years of tirelessness and conviction are expected to proceed with the journey of perfection. Tata Steel has been seeking after TQM for business excellence formally since the late 1980s. With the vision of turning into a world-class steel organization, it embraced different mainstream change activities rehearsed far and wide. An Evaluative Cost Benefit Analysis for the Proposed Changes The Company roll out few improvements to upgrade and strengthen its assembling base to improve its market position in a quickly becoming local steel market. The Company has additionally recognized individuals as its key resource, who will empower it to accomplish these goals. Consequently Tata Steel viewed as a solid, appealing and minding organization by its potential and current representatives and in addition the group. To manufacture and protection this notoriety, Tata Steel must accomplish high level of Safety, show sympathy toward the environment domain and keep on being respected for its dedication to the group. Tata Steel Group (TSG) works, keeping the employees cheeerful and motivated in these attempting times has remained the focus of the Human Resources division. The Group understands that its representatives are the most important human capital and that they assume a real part in building the competitive advantage of the Companys business over the globe. As the ec onomic crisis hit the world, Tata Steel Europe (TSE) representatives helped the Weathering the Storm activities to diminish expenses and increase value, in the second a large portion of the money related year. The organization, the representatives and the exchange unions showed the quality of their connections by cooperating in the difficult times. Regardless of the present financial emergency, TSE has possessed the capacity to keep up its position as a manager of decision through the accompanying activities by demonstrating its dedication to safety and health and keeping up a level of apprentice and graduate recruitment. A draft policy and operating procedure for one area of HR practice Tata steel has been honing TQM since the late 1980s which was the point at which the Tata steel launched a few quality exercises à ¢Ã¢â€š ¬Ã¢â‚¬Å" quality circle, ISO certificate, quality enhancements utilizing juran strategies, and so on. It began with massive effort on instruction and preparing on TQM. The steel giant won the deming application prize 2008 deming terrific prize (DGP) 2012 for accomplishing unique execution change through the application of aggregate quality administration. In 2000,after winning the JRD QV Award, by experiencing the deming procedure, Tata Steel found the deeper significance of TQM for accomplish the following quantum jump in execution and change. TATA Steel make rules and reference manuals to have consistency and arrangement over the association, managing 35,000 employees, in explicity expressing and recording change targets and how to go about attaining these in a deliberate way, in standardized approaches and making arrangement to benefits a nd goals and so on.

A New Picture Archiving Communications Systems ( Pacs )...

Challenge the Vendor As a member of an organization acquiring a new Picture Archiving Communications Systems (PACS) software, it is imperative to make certain of several vendor challenges that sales representatives won’t address in depth. With PACS applications there are continuous challenges because of the complexity and constant evolving technology in the Imaging sector of health care. Particularly, there are three encounters which I will address that a PACS vendor may not identify the imperfections of their application. Primarily integration capabilities are huge to countless in Imaging, as most PACS software’s struggle to be well matched with the Radiology Information System or the Health Information System. It is essential for the PACS application being purchased have a platform that is compatible with the software’s already within the organization in order for the workflow to be efficient. Another topic vendors tend to breeze over are downtimes and how often they may occur. Al though downtimes shouldn’t occur frequently the departments need to be established and up to date on downtime scenarios, which the vendor should provide support for 24/7. In addition the vendor should have solutions in order to make sure the departments are fully functional even during a downtime scenario. Lastly, interoperability concerns are a major factor as healthcare enhances and is improving. Imaging plays the center role to a patient’s continuous care and better outcomes. ConfigurationsShow MoreRelatedEssay On Medical Storage1403 Words   |  6 Pagesfield is being used as a base for the entire medical system. The imaging is able to give doctors a peek into the internal workings of patients that are experiencing problems. The technology in the medical imaging branch has moved from traditional film and the outdated methods needed to develop those films into usable images, to the high speed ever improving digital world. 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Sensitivity Analysis Free Essays

string(30) " solution remains the same\)\." Linear Programming Notes VII Sensitivity Analysis 1 Introduction When you use a mathematical model to describe reality you must make approximations. The world is more complicated than the kinds of optimization problems that we are able to solve. Linearity assumptions usually are signi? cant approximations. We will write a custom essay sample on Sensitivity Analysis or any similar topic only for you Order Now Another important approximation comes because you cannot be sure of the data that you put into the model. Your knowledge of the relevant technology may be imprecise, forcing you to approximate values in A, b, or c. Moreover, information may change. Sensitivity analysis is a systematic study of how sensitive (duh) solutions are to (small) changes in the data. The basic idea is to be able to give answers to questions of the form: 1. If the objective function changes, how does the solution change? 2. If resources available change, how does the solution change? 3. If a constraint is added to the problem, how does the solution change? One approach to these questions is to solve lots of linear programming problems. For example, if you think that the price of your primary output will be between $100 and $120 per unit, you can solve twenty di? rent problems (one for each whole number between $100 and $120). 1 This method would work, but it is inelegant and (for large problems) would involve a large amount of computation time. (In fact, the computation time is cheap, and computing solutions to similar problems is a standard technique for studying sensitivity in practice. ) The approach that I will describe in these notes takes full adva ntage of the structure of LP programming problems and their solution. It turns out that you can often ? gure out what happens in â€Å"nearby† linear programming problems just by thinking and by examining the information provided by the simplex algorithm. In this section, I will describe the sensitivity analysis information provided in Excel computations. I will also try to give an intuition for the results. 2 Intuition and Overview Throughout these notes you should imagine that you must solve a linear programming problem, but then you want to see how the answer changes if the problem is changed. In every case, the results assume that only one thing about the problem changes. That is, in sensitivity analysis you evaluate what happens when only one parameter of the problem changes. 1 OK, there are really 21 problems, but who is counting? 1 To ? x ideas, you may think about a particular LP, say the familiar example: max 2Ãâ€"1 subject to 3Ãâ€"1 x1 2x 1 + + + 4Ãâ€"2 x2 3Ãâ€"2 x2 + + + + 3x 3 x3 2x 3 3x 3 + + + x4 4x 4 3x 4 x4 x ? ? ? 12 7 10 0 We know that the solution to this problem is x0 = 42, x1 = 0; x2 = 10. 4; x3 = 0; x4 = . 4. 2. 1 Changing Objective Function Suppose that you solve an LP and then wish to solve another problem with the same constraints but a slightly di? erent objective function. (I will always make only one change in the problem at a time. So if I change the objective function, not only will I hold the constraints ? ed, but I will change only one coe cient in the objective function. ) When you change the objective function it turns out that there are two cases to consider. The ? rst case is the change in a non-basic variable (a variable that takes on the value zero in the solution). In the example, the relevant non-basic variables are x1 and x3 . What happens to your solution if the coe cient of a non-basic variable decreases? For example, suppose that the coe cient of x1 in the objective function above was reduced from 2 to 1 (so that the objective function is: max x1 + 4Ãâ€"2 + 3Ãâ€"3 + x4 ). What has happened is this: You have taken a variable that you didn’t want to use in the ? rst place (you set x1 = 0) and then made it less pro? table (lowered its coe cient in the objective function). You are still not going to use it. The solution does not change. Observation If you lower the objective function coe cient of a non-basic variable, then the solution does not change. What if you raise the coe cient? Intuitively, raising it just a little bit should not matter, but raising the coe cient a lot might induce you to change the value of x in a way that makes x1 0. So, for a non-basic variable, you should expect a solution to continue to be valid for a range of values for coe cients of nonbasic variables. The range should include all lower values for the coe cient and some higher values. If the coe cient increases enough (and putting the variable into the basis is feasible), then the solution changes. What happens to your solution if the coe cient of a basic variable (like x2 or x4 in the example) decreases? This situation di? ers from the previous one in that you are using the basis variable in the ? rst place. The change makes the variable contribute less to pro? . You should expect that a su ciently large reduction makes you want to change your solution (and lower the value the associated variable). For example, if the coe cient of x2 in the objective function in the example were 2 instead of 4 (so that the objective was max 2Ãâ€"1 +2Ãâ€"2 +3Ãâ€"3 + x4 ), 2 maybe you would want to set x2 = 0 instead of x2 = 10. 4. On the other hand, a sma ll reduction in x2 ’s objective function coe cient would typically not cause you to change your solution. In contrast to the case of the non-basic variable, such a change will change the value of your objective function. You compute the value by plugging in x into the objective function, if x2 = 10. 4 and the coe cient of x2 goes down from 4 to 2, then the contribution of the x2 term to the value goes down from 41. 6 to 20. 8 (assuming that the solution remains the same). You read "Sensitivity Analysis" in category "Essay examples" If the coe cient of a basic variable goes up, then your value goes up and you still want to use the variable, but if it goes up enough, you may want to adjust x so that it x2 is even possible. In many cases, this is possible by ? nding another basis (and therefore another solution). So, intuitively, there should be a range of values of the coe cient of the objective function (a range that includes the original value) in which the solution of the problem does not change. Outside of this range, the solution will change (to lower the value of the basic variable for reductions and increase its value of increases in its objective function coe cient). The value of the problem always changes when you change the coe cient of a basic variable. 2. 2 Changing a Right-Hand Side Constant We discussed this topic when we talked about duality. I argued that dual prices capture the e? ct of a change in the amounts of available resources. When you changed the amount of resource in a non-binding constraint, then increases never changed your solution. Small decreases also did not change anything, but if you decreased the amount of resource enough to make the constraint binding, your solution could change. (Note the similarity between this analysis and the case of changing the coe c ient of a non-basic variable in the objective function. Changes in the right-hand side of binding constraints always change the solution (the value of x must adjust to the new constraints). We saw earlier that the dual variable associated with the constraint measures how much the objective function will be in? uenced by the change. 2. 3 Adding a Constraint If you add a constraint to a problem, two things can happen. Your original solution satis? es the constraint or it doesn’t. If it does, then you are ? nished. If you had a solution before and the solution is still feasible for the new problem, then you must still have a solution. If the original solution does not satisfy the new constraint, then possibly the new problem is infeasible. If not, then there is another solution. The value must go down. (Adding a constraint makes the problem harder to satisfy, so you cannot possibly do better than before). If your original solution satis? es your new constraint, then you can do as well as before. If not, then you will do worse. 2 2 There is a rare case in which originally your problem has multiple solutions, but only some of them satisfy the added constraint. In this case, which you need not worry about, 3 2. 4 Relationship to the Dual The objective function coe cients correspond to the right-hand side constants of resource constraints in the dual. The primal’s right-hand side constants correspond to objective function coe cients in the dual. Hence the exercise of changing the objective function’s coe cients is really the same as changing the resource constraints in the dual. It is extremely useful to become comfortable switching back and forth between primal and dual relationships. 3 Understanding Sensitivity Information Provided by Excel Excel permits you to create a sensitivity report with any solved LP. The report contains two tables, one associated with the variables and the other associated with the constraints. In reading these notes, keep the information in the sensitivity tables associated with the ? rst simplex algorithm example nearby. 3. 1 Sensitivity Information on Changing (or Adjustable) Cells The top table in the sensitivity report refers to the variables in the problem. The ? rst column (Cell) tells you the location of the variable in your spreadsheet; the second column tells you its name (if you named the variable); the third column tells you the ? nal value; the fourth column is called the reduced cost; the ? fth column tells you the coe cient in the problem; the ? al two columns are labeled â€Å"allowable increase† and â€Å"allowable decrease. † Reduced cost, allowable increase, and allowable decrease are new terms. They need de? nitions. The allowable increases and decreases are easier. I will discuss them ? rst. The allowable increase is the amount by which you can increase the coe cient of the objective function without causing the optimal basis to change. Th e allowable decrease is the amount by which you can decrease the coe cient of the objective function without causing the optimal basis to change. Take the ? rst row of the table for the example. This row describes the variable x1 . The coe cient of x1 in the objective function is 2. The allowable increase is 9, the allowable decrease is â€Å"1. 00E+30,† which means 1030 , which really means 1. This means that provided that the coe cient of x1 in the objective function is less than 11 = 2 + 9 = original value + allowable increase, the basis does not change. Moreover, since x1 is a non-basic variable, when the basis stays the same, the value of the problem stays the same too. The information in this line con? rms the intuition provided earlier and adds something new. What is con? rmed is that if you lower the objective coe cient of a non-basic ariable, then your solution does not change. (This means that the allowable decrease will always be in? nite for a non-basic variable. ) The example also demonstrates your value will stay the same. 4 that increasing the coe cient of a non-basic variable may lead to a change in basis. In the example, if you increase the coe cient of x1 from 2 to anything greater than 9 (that is, if you add more than the allowable increase of 7 to the coe cient), then you change the solution. The sensitivity table does not tell you how the solution changes, but common sense suggests that x1 will take on a positive value. Notice that the line associated with the other non-basic variable of the example, x3 , is remarkably similar. The objective function coe cient is di? erent (3 rather than 2), but the allowable increase and decrease are the same as in the row for x1 . It is a coincidence that the allowable increases are the same. It is no coincidence that the allowable decrease is the same. We can conclude that the solution of the problem does not change as long as the coe cient of x3 in the objective function is less than or equal to 10. Consider now the basic variables. For x2 the allowable increase is in? ite 9 while the allowable decrease is 2. 69 (it is 2 13 to be exact). This means that if the solution won’t change if you increase the coe cient of x2 , but it will change if you decrease the coe cient enough (that is, by more than 2. 7). The fact that your solution does not change no matter how much you increase x2 ’s coe cient means that there is no way to make x2 10. 4 and still satisfy the constraints of the problem. The fact that your solution does change when you increase x2 ’s coe cient by enough means that there is a feasible basis in which x2 takes on a value lower than 10. 4. You knew that. Examine the original basis for the problem. ) The range for x4 is di? erent. Line four of the sensitivity table says that the solution of the problem does not change provided that the coe cient of x4 in the objective function stays between 16 (allowable increase 15 plus objective function coe cient 1) and -4 (objective function coe cient minus allowable decrease). That is, if you make x4 su ciently more attractive, then your solution will change to permit you to use more x4 . If you make x4 su ciently less attractive the solution will also change. This time to use less x4 . Even when the solution of the problem does not change, when you change the coe cient of a basic variable the value of the problem will change. It will change in a predictable way. Speci? cally, you can use the table to tell you the solution of the LP when you take the original constraints and replace the original objective function by max 2Ãâ€"1 + 6Ãâ€"2 + 3Ãâ€"3 + x4 (that is, you change the coe cient of x2 from 4 to 6), then the solution to the problem remains the same. The value of the solution changes because now you multiply the 10. 4 units of x2 by 6 instead of 4. The objective function therefore goes up by 20. . The reduced cost of a variable is the smallest change in the objective function coe cient needed to arrive at a solution in which the variable takes on a positive value when you solve the problem. This is a mouthful. Fortunately, reduced costs are redundant information. The reduced cost is the negative of the allowable increase for non-basic variables (that is, if y ou change the coe cient of x1 by 7, then you arrive at a problem in which x1 takes on a positive 5 value in the solution). This is the same as saying that the allowable increase in the coe cient is 7. The reduced cost of a basic variable is always zero (because you need not change the objective function at all to make the variable positive). Neglecting rare cases in which a basis variable takes on the value 0 in a solution, you can ? gure out reduced costs from the other information in the table: If the ? nal value is positive, then the reduced cost is zero. If the ? nal value is zero, then the reduced cost is negative one times the allowable increase. Remarkably, the reduced cost of a variable is also the amount of slack in the dual constraint associated with the variable. With this interpretation, complementary slackness implies that if a variable that takes on a positive value in the solution, then its reduced cost is zero. 3. 2 Sensitivity Information on Constraints The second sensitivity table discusses the constraints. The cell column identi? es the location of the left-hand side of a constraint; the name column gives its name (if any); the ? nal value is the value of the left-hand side when you plug in the ? nal values for the variables; the shadow price is the dual variable associated with the constraint; the constraint R. H. ide is the right hand side of the constraint; allowable increase tells you by how much you can increase the right-hand side of the constraint without changing the basis; the allowable decrease tells you by how much you can decrease the right-hand side of the constraint without changing the basis. Complementary Slackness guarantees a relationship between the columns in the constraint table. The di? erence between the â€Å" Constraint Right-Hand Side† column and the â€Å"Final Value† column is the slack. (So, from the table, the slack for the three constraints is 0 (= 12 12), 37 (= 7 ( 30)), and 0 (= 10 10), respectively. We know from Complementary Slackness that if there is slack in the constraint then the associated dual variable is zero. Hence CS tells us that the second dual variable must be zero. Like the case of changes in the variables, you can ? gure out information on allowable changes from other information in the table. The allowable increase and decrease of non-binding variables can be computed knowing ? nal value and right-hand side constant. If a constraint is not binding, then adding more of the resource is not going to change your solution. Hence the allowable increase of a resource is in? ite for a non-binding constraint. (A nearly equivalent, and also true, statement is that the allowable increase of a resource is in? nite for a constraint with slack. ) In the example, this explains why the allowable increase of the second constraint is in? nite. One other quantity is also no surprise. The allowable decrease of a non-binding constraint is equal to the slack in the constraint. Hence t he allowable decrease in the second constraint is 37. This means that if you decrease the right-hand side of the second constraint from its original value (7) to nything greater than 30 you do not change the optimal basis. In fact, the only part of the solution that changes when you do this is that the value of the slack variable for this constraint changes. In this paragraph, the point is only this: If you solve an LP and ? nd that a constraint is not binding, 6 then you can remove all of the unused (slack) portion of the resource associated with this constraint and not change the solution to the problem. The allowable increases and decreases for constraints that have no slack are more complicated. Consider the ? rst constraint. The information in the table says that if the right-hand side of the ? rst constraint is between 10 (original value 12 minus allowable decrease 2) and in? nity, then the basis of the problem does not change. What these columns do not say is that the solution of the problem does change. Saying that the basis does not change means that the variables that were zero in the original solution continue to be zero in the new problem (with the right-hand side of the constraint changed). However, when the amount of available resource changes, necessarily the values of the other variables change. You can think about this in many ways. Go back to a standard example like the diet problem. If your diet provides exactly the right amount of Vitamin C, but then for some reason you learn that you need more Vitamin C. You will certainly change what you eat and (if you aren’t getting your Vitamin C through pills supplying pure Vitamin C) in order to do so you probably will need to change the comp osition of your diet – a little more of some foods and perhaps less of others. I am saying that (within the allowable range) you will not change the foods that you eat in positive amounts. That is, if you ate only spinach and oranges and bagels before, then you will only eat these things (but in di? erent quantities) after the change. Another thing that you can do is simply re-solve the LP with a di? erent right-hand side constant and compare the result. To ? nish the discussion, consider the third constraint in the example. The values for the allowable increase and allowable decrease guarantee that the basis that is optimal for the original problem (when the right-hand side of the third constraint is equal to 10) remains obtain provided that the right-hand side constant in this constraint is between -2. 333 and 12. Here is a way to think about this range. Suppose that your LP involves four production processes and uses three basic ingredients. Call the ingredients land, labor, and capital. The outputs vary use di? erent combinations of the ingredients. Maybe they are growing fruit (using lots of land and labor), cleaning bathrooms (using lots of labor), making cars (u sing lots of labor and and a bit of capital), and making computers (using lots of capital). For the initial speci? cation of available resources, you ? nd that your want to grow fruit and make cars. If you get an increase in the amount of capital, you may wish to shift into building computers instead of cars. If you experience a decrease in the amount of capital, you may wish to shift away from building cars and into cleaning bathrooms instead. As always when dealing with duality relationships, the the â€Å"Adjustable Cells† table and the â€Å"Constraints† table really provide the same information. Dual variables correspond to primal constraints. Primal variables correspond to dual constraints. Hence, the â€Å"Adjustable Cells† table tells you how sensitive primal variables and dual constraints are to changes in the primal objective function. The â€Å"Constraints† table tells you how sensitive dual variables and primal constraints are to changes in the dual objective function (right-hand side constants in the primal). 7 4 Example In this section I will present another formulation example and discuss the solution and sensitivity results. Imagine a furniture company that makes tables and chairs. A table requires 40 board feet of wood and a chair requires 30 board feet of wood. Wood costs $1 per board foot and 40,000 board feet of wood are available. It takes 2 hours of skilled labor to make an un? nished table or an un? ished chair. Three more hours of labor will turn an un? nished table into a ? nished table; two more hours of skilled labor will turn an un? nished chair into a ? nished chair. There are 6000 hours of skilled labor available. (Assume that you do not need to pay for this labor. ) The prices of output are given in the table below: Product Un? nished Table Finished Table Un? nished Chair Finished Chair Price $70 $140 $60 $110 We want to formulate an LP that describes the production plans that the ? rm can use to maximize its pro? ts. The relevant variables are the number of ? nished and un? ished tables, I will call them TF and TU , and the number of ? nished and un? nished chairs, CF and CU . The revenue is (using the table): 70TU + 140TF + 60CU + 110CF , , while the cost is 40TU + 40TF + 30CU + 30CF (because lumber costs $1 per board foot). The constraints are: 1. 40TU + 40TF + 30CU + 30CF ? 40000. 2. 2TU + 5TF + 2CU + 4CF ? 6000. The ? rst constraint says that the amount of lumber used is no more than what is available. The second constraint states that the amount of labor used is no more than what is available. Excel ? nds the answer to the problem to be to construct only ? nished chairs (1333. 33 – I’m not sure what it means to make a sell 1 chair, but let’s assume 3 that this is possible). The pro? t is $106,666. 67. Here are some sensitivity questions. 1. What would happen if the price of un? nished chairs went up? Currently they sell for $60. Because the allowable increase in the coe cient is $50, it would not be pro? table to produce them even if they sold for the same amount as ? nished chairs. If the price of un? nished chairs went down, then certainly you wouldn’t change your solution. 8 2. What would happen if the price of un? nished tables went up? Here something apparently absurd happens. The allowable increase is greater than 70. That is, even if you could sell un? nished tables for more than ? nished tables, you would not want to sell them. How could this be? The answer is that at current prices you don’t want to sell ? nished tables. Hence it is not enough to make un? nished tables more pro? table than ? nished tables, you must make them more pro? table than ? nished chairs. Doing so requires an even greater increase in the price. 3. What if the price of ? nished chairs fell to $100? This change would alter your production plan, since this would involve a $10 decrease in the price of ? ished chairs and the allowable decrease is only $5. In order to ? gure out what happens, you need to re-solve the problem. It turns out that the best thing to do is specialize in ? nished tables, producing 1000 and earning $100,000. Notice that if you continued with the old production plan your pro? t would be 70 ? 1333 1 = 93, 333 1 , so the change in production plan 3 3 was worth more than $6,000. 4. How would pro? t change if lumber supplies changed? The shadow price of the lumber constraint is $2. 67. The range of values for which the basis remains unchanged is 0 to 45,000. This means that if the lumber supply went up by 5000, then you would continue to specialize in ? nished chairs, and your pro? t would go up by $2. 67 ? 5000 = $10, 333. At this point you presumably run out of labor and want to reoptimize. If lumber supply decreased, then your pro? t would decrease, but you would still specialize in ? nished chairs. 5. How much would you be willing to pay an additional carpenter? Skilled labor is not worth anything to you. You are not using the labor than you have. Hence, you would pay nothing for additional workers. 6. Suppose that industrial regulations complicate the ? ishing process, so that it takes one extra hour per chair or table to turn an un? nished product into a ? nished one. How would this change your plans? You cannot read your answer o? the sensitivity table, but a bit of common sense tells you something. The change cannot make you better o?. On the other hand, to produce 1,333. 33 ? nished chairs you’ll need 1,333. 33 extra hour s of labor. You do not have that available. So the change will change your pro? t. Using Excel, it turns out that it becomes optimal to specialize in ? nished tables, producing 1000 of them and earning $100,000. This problem di? ers from the original one because the amount of labor to create a ? nished product increases by one unit. ) 7. The owner of the ? rm comes up with a design for a beautiful hand-crafted cabinet. Each cabinet requires 250 hours of labor (this is 6 weeks of full time work) and uses 50 board feet of lumber. Suppose that the company can sell a cabinet for $200, would it be worthwhile? You could solve this 9 problem by changing the problem and adding an additional variable and an additional constraint. Note that the coe cient of cabinets in the objective function is 150, which re? cts the sale price minus the cost of lumber. I did the computation. The ? nal value increased to 106,802. 7211. The solution involved reducing the output of un? nished chairs to 1319. 72 7891 and increasing the output of cabinets to 8. 163265306. (Again, please tolerate the fractions. ) You could not have guessed these ? gures in advance, but you could ? gure out that making cabinets was a good idea. The way to do this is to value the inputs to the production of cabinets. Cabinets require labor, but labor has a shadow price of zero. They also require lumber. The shadow price of lumber is $2. 7, which means that each unit of lumber adds $2. 67 to pro? t. Hence 50 board feet of lumber would reduce pro? t by $133. 50. Since this is less than the price at which you can sell cabinets (minus the cost of lumber), you are better o? using your resources to build cabinets. (You can check that the increase in pro? t associated with making cabinets is $16. 50, the added pro? t per unit, times the number of cabinets that you actually produce. ) I attached a sheet where I did the same computation assuming that the price of cabinets was $150. In this case, the additional option do es not lead to cabinet production. 10 How to cite Sensitivity Analysis, Essay examples

Awful Heavy free essay sample

That curtain is awful heavy. It looks alright from the audience, I suppose. When you’re sitting in row EE, seat 20, the red velvet looks as soft as can be and the folds of the fabric, as gentle as a newborn lamb. Yeah, from row EE, seat 20, that curtain is alright. But get closer. I dare you. Get on stage and stand under that curtain. It doesn’t look as gentle now, does it? It’s awful heavy. I would know. I’ve been hit a few times, gotten a few bruises. Gentle as a newborn lamb? Ha! A newborn lamb wouldn’t hurt a fly. This curtain is no lamb. I know it’s heavy because I spent so long trying to hold that curtain open for myself. I was backstage, tripping around in the darkness and stumbling into sets. Sometimes, I’d get a glimpse past the heavy red velvet into a land of bright lights and fake personas. We will write a custom essay sample on Awful Heavy or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This was my somewhere over the rainbow and I prayed for a tornado to sweep me off my feet. But the curtain was impermeable, or so I thought. It liked to play games with me and open just a crack. And I’d race forward and tug at it, thinking that this was my chance to get through a brick wall, only to get lost within the folds. It teased me, that curtain did. It was too heavy for me or I was too weak, or maybe both. I’d try to hold it and my arms would shake and my legs would shake and I’d shake until my body gave out and I collapsed backstage. All I wanted was one opportunity to shine like the stars, but it seemed to be written in my stars that I’d never get the chance. The curtain didn’t just block me from lights and an audience. No, it blocked me from opportunity. At times, it didn’t seem like a total block. It would open just enough to let me see the opportunity, maybe even smell it a little bit. Sixth grade and I landed in the ensemble and I tried to sing my heart out in a sea of faces caked in stage make-up. But I could feel that curtain laughing behind me and seventh grade came along and it slammed shut. I couldn’t get by that sea of red. Those waves were too big for me and I wasn’t Moses. I wasn’t a star. Two years and I had stopped trying, but I hadn’t forgotten. I pushed my desires to the back of my mind and they kept creeping back up on me and I couldn’t ignore them. I tried again and the sea parted, but just a crack and I was stuck somewhere in the middle and others were stuck there with me. We were the ensemble and we sang and danced, but there was a constant threat that those red waves would come crashing down. I mostly kept dry, but throughout the rest of ninth grade and the beginning of tenth, the sea lapped at my feet. The slap on the face came at the end of tenth grade. I didn’t make the play and my cheek hurt a whole lot for weeks to come. That curtain was heavy. I met that curtain’s cousin, or maybe brother, when I switched schools in eleventh grade. Just as red and just as menacing and I wanted that opportunity more than anything. Another ensemble role. It was written in the stars. Another slap in the face. I was almost used to the pain, but not quite. I’d never get quite used to that sort of pain. Maybe I should have given up and sat in row EE, seat 20. Maybe then I’d start to see the curtain as a lamb. One more audition. One more school. I ignore the curtain, give it my best. I can almost feel the burn against my cheek. This curtain looks heavier than the others; maybe it’ll leave a big red mark that’ll hang around for weeks, just to remind me every time I take a look in a mirror. The slap never comes. There’s no mark and it’s my turn to laugh and I’m over the rainbow, across the Red Sea. I can see the lights and I feel like a star and the audience claps and I am a star. My face gets red, but not because of the curtain. It’s because of my pride; I made it. I’m over the curtain. That curtain is awful heavy. I feel a little bit bad for it, having to just hang there all day.

Aristotles

Aristotles thoughts of ethics conclude that all humans must have a purpose in life in order to be happy. I believe that some of the basics of his ideas still hold true today. This essay points out some of those ideas. It was Aristotles belief that everything, including humans, had a telos or goal in life. The end result or goal was said to be happiness or eudaimonia. He explained that eudaimonia was different for each person, and that each had a different idea of what it meant. Further, he said that people must do things in moderation, but at the same time do enough. The theory, of the golden mean of moderation was the basis to Aristotle's idea of the human telos and concluded that living a virtuous life must be the same for all people. Aristotle maintained that the natural human goal to be happy could only be achieved once each individual determined his/her goal. A persons telos is would usually be what that individual alone can do best. Aristotle described the humans as "rational animals" whose telos was to reason. Accordingly, Aristotle thought that in order for humans to be happy, they would have to be able to reason, and to be governed by reason. If a person had difficul! ty behaving morally or with ethics, he was thought to be imperfect. Moral virtue, a principle of happiness, was the ability to evade extremes in behavior and further to find the mean between it and adequacy. Aristotles idea of an ideal state was one where the populous was able to practice ethics and virtue. Therefore, if a person did something to please him or herself, it must also please general public. He said was also important to understand the acts performed towards virtue, because it directly related to the character of the resulting morals. Aristotle felt that fear and pain influenced ethics, as people would avoid that which he/she was scared of and/or that would cause pain. H...

Momaday (Indian History) essays

Momaday (Indian History) essays It is as hard to classify N. Scott Momadays The Way To The Rainy Mountain as history, as it is hard to classify Momaday as a historian. According to Marius there are four main assertions to consider before making a decision. The first assertion is that historians study sources that tell them about the past, and they write because they see something in these sources that needs to be explained. Momaday does not necessarily study the sources written down by scholars that tell him of the past. He is merely remembering oral stories told to him as a child. He is letting the outside world into the Kiowa history for our benefit not for him to study it. Also, Momaday writes these stories to preserve them so they may not be lost forever, they do not need to be explained. The second assertion is that all historical writing begins as an effort to answer questions. We find a puzzle and try to solve it. Momaday in no way is trying to answer any questions. There is no puzzle he is looking to solve. The stories explain themselves and leave no questions unanswered. The stories are just that, stories. The purpose of these stories is to have a written account of his culture and history, because oral history can be lost forever. The next assertion is that our knowledge of history is always in flux; historians are always in dialogue not only with the primary sources of events (written accounts) they write about but also with other historians who have studied these events. To write history is to be engaged in an eternal argument. The Kiowa people have certain traditions. One of them is the telling of their history and where they came from. These stories get told a million times over and to many generations. To all Kiowa people there is argument as to their beginning. Momaday knows that these are the stories of his people and that historians will say that the stories are just to explain the u ...

Spitfghter mark 1 airplane Essay Example | Topics and Well Written Essays - 500 words

Spitfghter mark 1 airplane - Essay Example It continued in these roles until the mid-1950, when production stopped. Until today, the Spitfire continuous to be a favourite aircraft with 53 being airworthy and many more being used as displays in air museums and schools (Zandvoort 1957). The Spitfires design started in 1931 when Mitchell wanted to meet the Air ministry’s new specifications for a modern craft that was capable of 250 mph. The design did not get off to a good start, the first one named Super-marine type 224, had a Rolls-Royce steam-cooled Griffon engine. Accordingly, the engine could only reach a top speed of 230 mph and had bulky gull wings with an open-cockpit. Mitchell and his team were disappointed but not discouraged; they immediately started on their next model designated Type 300. The aircraft went through several modifications, including smaller, thinner and elliptical shaped wings, an enclosed and blister-shaped cockpit, and oxygen-breathing apparatus and a more powerful Rolls-Royce PV-XII V-12 engine. The Air ministry adopted this model and its construction started. The model went into production, as the aircraft was in use over the years the design continuously improved beginning with the Mark I to Mark XIV, until the Spitfire went ou t of production (Axelrod & Kingston 2007). The plane used a semi-elliptical wing, which helped to reduce drag, house a retractable undercarriage while at the same time carried armament and ammunition. The ellipse-shaped and skewed wings ensured that the centre of the pressure aligned with the main spur and which prevented the wings fro twisting. As the aircraft performance Improve and it gained more power, the aileron reversal increased. It meant that there was a need for the design of new wings. The new models helped solve this problem by increasing their stiffness by 47% and the aileron reversals speed improved by the use of geared trim tabs and piano

Religious Skepticism in the Poetry of Thomas Hardy Essay

Religious Skepticism in the Poetry of Thomas Hardy - Essay Example The two poems previously mentioned prove to be excellent examples for this discussion. The point of views used in both of these poems are carefully crafted to induce a sense of proximity in the reader. The choice of first person in "Hap" immediately forces the reader to identify with the narrator. Moreover, the only other personalities listed are "some vengeful god" (1) or "Doomsters" (13), either of which is decidedly adverse characters, thereby strengthening the reader's empathy with the narrator's sense of torment. "The Convergence of the Twain," however, instead uses a limited third person point of view, thus describing all of the imagery from a distant detached perspective. Above water, this would be described as a bird's eye point of view; beneath the water, it must be viewed from the eye of a fish. Not only its depth below the waterline then distances the scene, but also the alien logic of the animal mind. Considering the religious overtones involved, there are also allusions to the miracle of fish multiplying of the masses to eat: yet here the people are lost, the fish is never caught, and perhaps, by inference, there is no Savior present. For the point of view is only a method by which Hardy discusses his themes of religious skepticism. H... sorrow would be easier to accept were it known to be directly stemming from divine displeasure, "that a Powerfuller than I / Had willed and meted me the tears I shed." (7-8). But the turn of thought, or "volta", in the poem declares it not so. Faith has been tainted by Reason and Logic. The process of scientific observation demands causality, a means of cause and effect, and the only credible source is what can be observed and repeated. If such is the case, then the narrator realizes he is just as likely to experience happiness as sorrow; if only the "Doomsters" (13), who are partially blind to the possibility of happiness, would stop drawing his attention to the pain in Life. The distance provided in "The Convergence of the Twain" implies a more questioning approach to the wreck of the Titanic. The "Pride of Life" (3) lies now at the bottom of the ocean, its riches covered in sea-worms and darkness. An iceberg designed by an "Immanent Will" (18) sank this ship, a symbol of mankind's industriousness and intelligence. On the surface, this would seem to imply a begrudging admission of faith from Hardy. But given his history of religious skepticism, other interpretations prove more applicable. For the ship and iceberg represent Science and Religion, the result of their crashing together can only be the sinking of mankind's faith. This loss is what truly "jars two hemispheres." (33) being both the Earthly and the Heavenly spheres. For Hardy rarely intends the reader to take his words at face value, but rather to impart some comment through the symbolic archetypes available through psychoanalysis. Because Hardy instills every aspect of his poems with multiple levels, even his form of writing must be examined. For whether Hardy concedes the pattern of a Great

Oxendales Marketing Strategy Analysis

Oxendales Marketing Strategy Analysis Anthony Nolan Marketing Campaign Oxendales started off as a purely clothing supplier when they first appeared online but nowadays they sell a lot of different things from home wear to electricals and entertainment items. Through broadening their stock range, they have become a more desirable option for many more segments of the demographic. This report will show how Oxendales go about their business and how they are viewed by the public that use their service. Oxendales marketing campaigns are ongoing. They are around a long time and their name is a household one. Nonetheless they do still need to get their product out there. With this company, selling items is just part of the offer. They also give credit and charge interest on that credit. They make a lot of money doing business in this manner. Once a new season collection of clothing is announced their marketers set in motion a plan that gets the new arrivals from the storehouse to the public. They appear to have a good idea of who they are targeting with their campaigns. The demographic being targeted is the medium to low income earner or people on social welfare; people who can afford to pay instalments but cannot necessarily afford to buy a product outright. For this segment of the market, Oxendales are often an invaluable ally in helping them to clothe themselves, their families and their homes. Oxendales have a huge selection of items on offer for people and for the household. They tend to bring out two new lines of clothing every year. The different styles and items are reflective of the different seasons. The first line of the year is the Spring/Summer collection, which typically comes to the fore around March or April. Then around September they announce their Autumn/Winter collection. Oxendales introduce their new lines typically through a number of channels that they feel will get their product specifically to the target segment. They show their stock on television, using TV3 as their main channel for showing people the wares on offer. They utilise the show Ireland AM to get their new offers into the vision and minds of the public. At the same time as being seen on television they will also be launching advertising collateral campaigns on many different levels, from more television advertising to social media and physical paper advertising. They will follow this up by interacting with the public one-to-one in trade shows such as the Womans World Show which is a yearly event held at the RDS in Dublin. This public relations meet and greet is meant to align Oxendales with many of the other company brand competitors attending the show as well as get their own brand into the minds of the public or to cement their brand in the minds of people who already know of them. No matter where and through what channel they are showing their items, one will find a consistent feel to their advertisements. The colours used are often very alike across all of their advertising campaigns. If one is reading a flyer that falls out of a magazine they will feel that the look of that flyer is consistent with an advertisement they may have seen on-line for example The visual connection is apparent. The consistent look leads on to the famous Three Cs of marketing. Do Oxendales fulfil this criteria? Well their communications are first class. Their advertisements and language used is clear and concise and is not in the least confusing. They sometimes communicate how simple it is to get credit from them as much as their actual items for sale. Their items are often not as Compelling as their credit offers. Oxendales can often reel in a buyer through the promise of buy now-pay later. This is a compelling way to attract custom from the target segment. Their look remains Consistent throughout. Their colours and designs used for advertising is instantly recognisable and they do utilise consistency across channels. Oxendales use integrated communications too. Every time a piece of Oxendales literature is examined or online source seen, one can immediately identify that the company link to the other places they are available to view as well as to their website. They often also link to their credit facilities which experience has told them is a unique selling point. The Marketing Mix The Product Being Sold The most important part of Oxendales overall product is convenience. Online Shopping is on the rise according to Roy Morgan Research (2015). So, from that we can conclude that people are using the convenience of online shopping for a myriad of reasons. What are these reasons? Upstream Commerce (2012) quoted the eight most important reasons that people shop online as Convenience, Better Prices, Variety, Fewer Expenses, Comparison of Prices, No Crowds, Compulsive Shopping and Discreet Purchases. We will see many of these reasons pop up again and again. Barbara Thau of Forbes.com (2013) quotes a study by strategy and marketing consultants Simon, Kucher and Partners when she propounds that 24% of online shoppers like to buy books, consumer electronics and entertainment online while 18% of online consumers prefer to buy health and beauty products, toys, sports equipment, hobby interests, clothing, merchandise and furniture online. This is an interesting finding in relation to Oxendales online activity. 24% of online shopping is spent on books, consumer electronics and entertainment. How many of these do Oxendales supply? The answer is two of the three. Oxendales will sell a person everything from an IPod to an Xbox and from a television to a heater (and many, many items in between). Books are the odd ones out. We move on 18% of people shop online to buy health and beauty products, toys, sports equipment, hobby interests, clothing, merchandise and furniture. That is seven categories of items that could possibly be sold online. Again, how many of them do Oxendales sell? The answer is Five. This online behemoth sells all of that list barring hobby interests and merchandise (though all things sold could be classed as merchandise surely?) So going by the experts views on why people shop online, one would have to conclude that Oxendales understand the reasons and offer an excellent product to people in their online store in order to fulfil the needs of their customers. Specifically however a product is more than just an item. How does this company fulfil the other range of criterion that goes to tick the product box in relation to Marketing? Quality: Like many shops, both online and physical, the quality of item bought is directly linked to the price of the product. Having sampled many of Oxendales products they have been found to be durable and fashion sensitive. Certainly as an online shop, Oxendales is seen as a high quality outlet. Image: The image of Oxendales is linked to a few things. Firstly, it is seen as somewhere that people can buy things now and pay later, thanks to their simple and effective paying plans. They are also seen as ultra-convenient. Oxendales have a wonderful selection of items too in a vast array of sizes and models. So the overall image is one of ease of access to what people want and ease of payment. Branding: Oxendales is a household name. They have been around since 1875 (Oxendales: About, 2016) so it is understandable that in that time they have become so well known. Features, Variants and Mix: As alluded to earlier, this online super store offers many items in many different configurations, sizes, colours and categories. Customer Service: Excellent customer service is available, through online, telephone and written media. When an order is received, the packaging staff also include a return label in case an item does not suit the customer for whatever reason. Availability: Always available to use, every moment of every day of the year. Warranties: Oxendales offer a refund, repair or replacement service on all items purchased that do not reach the consumer in perfect condition (Oxendales: About, 2016). Promotion Oxendales promote sales by giving special offers on their website. The have seasonal promotions in which they offer certain items at a discount price. When Spring arrives, they will often sell outdoor furniture and garden implements at a special discount. In addition to their discounted stock, they also promote through email by giving existing customers money off codes that they can apply to their basket the next time they are online for a discount. For non-members, the company will email introductory offers always highlighting their easy payment option. Almost everybody who applies to Oxendales will be accepted for payment through credit. This company is a market leader in direct marketing. Price It appears that Oxendales do not believe in low price equalling higher sales. Their prices are never as low as one might find on the bargain rail of a local department store. Even when discounts are given, one might find that the item on discount would still exceed the price of a similar discount in a high street shop. As far as positioning goes, the idea that Oxendales wants to hold in the mind of consumers is one of ultimate convenience and ease of purchase. Due to their massive stock one can find almost anything within their range to suit them. Due to their credit facility, one can spend money that they do not actually have and then pay off the cost of the purchases over a set period of time. Due to the company accepting almost anyone that applies for credit, that will place a multitude of people in a catchment net for business, particularly approaching festive periods and leading up to birthdays, weddings, interviews etcetera. The position of Oxendales as a brand is very much one of convenience. However, when people are finding it difficult to keep up to date with payments then the company could be seen as a nuisance and increasingly in a bad light due to their continued letters and phone calls, even though the reason for the continued negative correspondence lies with the consumer. Finally, Oxendales do not only sell through a credit account payment option. They also allow people to pay directly like any other online shop, through use of Credit/Debit card. They do not allow payment through an online bank such as PayPal however. Place Oxendales use a number of different suppliers as part of their distribution channel. Many of their suppliers are little known brands like Premier Man for example. These brands are created and sold exclusively in online shops like Oxendales. The items are produced at low price in many Asian countries, shipped to Oxendales warehouse and then sold on to the consumer or end-user. The company also sell high street brands such as Levis, Wrangler, Toshiba, Black and Decker and Timberland to name a very few. It is the same type of distribution channel. Oxendales buy in the stock at the stock price and then sell on with a mark up to the customer. Of course Oxendales also gain revenue through the interest they charge on their credit facility. The sales support for this company is quite good. They can be contacted by telephone, through a form online on their page and by email. The best way is by far by telephone as one knows they are being heard and they will get an immediate response. The company use a first level channel for selling goods. The goods are produced and then sent directly to Oxendales without the need for a wholesaler. The company also has a presence on social media such as Pinterest, Instagram, Facebook, Twitter and Blogger. People As far as customer contact goes, Oxendales rarely need to interact with anyone. They do have a phone contact number and there is an automated response which, if navigated correctly will eventually lead to an operator who is usually very friendly and interested in the query being made. However because their system is so well set up online, there is little need for assistance from another person in order to order goods or return them. Having said that they do have top quality IT staff who keep the website current and glitch-less so that the business of making money can continue apace. The webpages of the Oxendales website have all of the facilities that even the most limited computer user might need and understand. The people who work on the image of the company have done a good job keeping the convenience image to the forefront. They also superbly make the consumer feel that they are getting a bargain when in fact they may not be, not compared to a high street store. However the consumer often values convenience over price. Process The process used is very definitely a customer focussed approach. Oxendales want to radiate a friendly and relaxed approach to consumers in everything they offer, from getting the customer to choose the products to be bought to getting the customer to part with their money. Everything on the website is streamlined and very easy to navigate. Most modern internet speeds will allow for easy navigation and very quick page loading. The design of the website is excellent. The pages scroll and it is up to the user of the site to choose how many items to view per page. There is also a facility where one can sort the item content on a number of criteria from Best Sellers, New in, On Sale to Ratings, Price lowest to Highest and vice versa. Moving from one area to the next is very easy too with the use of a docked banner at the head of the page displaying the different department names, each one hyperlinked to the appropriate section. The actual process of finding, adding to the basket and checking out ones selections is very easy on this website. It gives the impression of years of experience on the companys part. Physical Evidence The whole online experience of shopping at Oxendales is really a very good, easy and addictive one. Given a large enough spend limit it could be imagined that many people would get themselves into a lot of debt in a single visit. Once one uses this site, and provided one has some credit left on their account, it is almost a certainty that one will return and purchase again and again. The whole feel is one of ease and once a purchase is made, one of fulfilment. Oxendales offer a positive feeling to people visiting their site. When the products ordered do eventually arrive at ones front door, they are always packaged superbly in a heavy weight plastic outer layer covering a bubble wrap and a thinner plastic inner layer. They come with a printed receipt and a printed returns label should it be required. Really the whole process from ordering to actually receiving the goods is very simple and incredibly stress-free. Visible Metrics Not having access to information about Oxendales Social Media internal metrics one can only comment upon the visible on-page information that is available to all viewers. On Facebook, Oxendales have 20585 followers. The Facebook page receives between one and four new posts from the page manager each day. New posts receive on average four likes each Judging by the amount of likes for their posts, their followers either do not regularly visit the page or they do not like the posts. Due to their continued success in the online shopping market, one could conclude the former reason for the lack of post likes. There have been seventeen visitor posts going back to December 17th 2015, from a membership of over twenty thousand. Oxendales post both images and video files to their Facebook page but neither are very popular Oxendales have 1344 followers on Twitter The Twitter Page receives between one and five new posts per day from the page manager. New posts receive an average of one like each New posts are rarely retweeted Like Facebook, it can be construed that their presence on Twitter does not greatly contribute to their actual sales on their website. Very rarely does any one of the 1344 followers ever reply to a tweet on the Oxendales Twitter page Oxendales has 23 followers on Instagram They have posted 184 images on Instagram Out of 184 posts, they have received just 5 comments Out of 184 posts, they have received 114 Likes concentrated on 26 of the total posts Without access to their page metrics and only going on the visible data one could conclude that Oxendales success is certainly not based upon their online presence. From the information gained one can see that very few people interact with the company through social media. For this reason, it must be concluded that their success is based upon other strategies. Targeted Demographic Oxendales has an emphasis on contemporary womens styling ranging from sizes 12-32 and were constantly developing our collections to bring you the latest looks that will keep you on-trend throughout the season. With our brand ambassador Lorraine Kelly choosing her favourite pieces, were making shopping for plus size clothes, lingerie and wide fit shoes and boots fun, easy and enjoyable regardless of age, size and shape. (Oxendales Website, 2016) The above direct quote is taken from the home page of the Irish Oxendales website. They do offer clothing for children too and for men and they offer homeware and electrical goods. However, this is the headline from the home page of their website. This above all would intimate the following: That the company are targeting the female demographic above all else. That they are attempting to target all age groups of adult women. That they are attempting to target all shapes and sizes of adult women. That they are targeting women who are fashion sensitive and want to be dressed in up to the minute styles Once one clicks on the Menswear hyperlink, the following is displayed: At JD Williams we know that finding stylish menswear that fits perfectly can be tricky. Our collection of big and tall menswear comes in a range of sizes to give you perfectly proportioned design. We have t-shirts, polos, coats and jackets in chest sizes 36-66, plus our trousers and jeans are available in 5 leg lengths, including extra-short and extra-long leg and waist sizes 32-64. Discover how easy it is to find the perfect fit for every occasion. (Oxendales Website, 2016) Oxendales is still the page header however Williams and Brown is the Menswear Department name. They are using this ploy of renaming the department to make it distinct and separate from the other departments. Their catch-line on this page would suggest the following: That they stock many different types of clothing from T-shirts to jackets to trousers That they cater for all sizes of man, tall, small, fat, thin and everything in between You name it, kids need it. Cots, highchairs, clothes, shoes, coats. But with all this in one place, shopping for your family has never been simpler. Look out for our new range of girls and boys clothing in our collection of baby, nursery and childrens essentials. (Oxendales Website, 2016) This demographic is aimed at the younger generation and is found on the kids page of the website. So what can one glean from this statement? They stock items for many ages of child They stock items for both girls and boys So what can be concluded from the information gained? The conclusion has to be that Oxendales, while catering for many different types of person and interest, primarily wants women to visit their site. This is suggested by the first page loaded on entering the website being aimed primarily at women. The want ladies of all ages and who are fashion sensitive. They probably know that even in the year 2016, women still do a lot of the buying for the household and therefore by targeting women on their home page, they are indirectly offering them the other areas of the site for their perusal also. The tag-lines on the Menswear and kids-wear pages are also aimed at women as well as men. They continue to talk about interests of women, the perfect fit and fashion. Advertising Campaign Oxendales advertise their online business in a number of ways. They use different online sources and some physical ways to advertise (as opposed to intangible online advertising). Their latest advertising technique is to sponsor television shows. They are the current sponsor of the popular television drama Downton Abbey. This means that every time the show is on television, the Oxendales brand is shown on-screen prior to the start of the episode and at the start and end of every advertisement break. This is more than just advertising of course as they are also positioning their Brand next to the aristocratic gentry of a period now long since passed. The nobility and wealth of the families portrayed in the show places Oxendales into a high class light by association. They also advertise on television on daytime television. Ireland AM is a popular morning show mostly for stay at home mothers and unemployed people. The latest fashions available from Oxendales can be seen quite often being modelled on this show. Ireland AM also tend to use real people as models rather than incredibly beautiful sculpted catwalk ladies and gentlemen. This is good for Oxendales as they are trying to sell their brand to the people in the street. On the negative side, using normal people their clothes may not look as glamorous as they would on a professional model. Oxendales advertise online on such sites as hotfrog.ie and rollercoaster.ie. The former is a business directory and this type of advertising is quite astute as people use business directories all the time to locate phone numbers and addresses. Having an ad in such a place should serve the company well. The latter, rollercoaster.ie is a parent and pregnancy site. One can immediately see what Oxendales intentions are here. They are appealing to the mother on behalf of the child; they sell for both. Their online presence also stretches to social media. Not only do they have their various social media pages but they also have paid advertisements in the side bars on the various pages on various sites. Finally, they use the old fashioned paper and card as advertising media. Quite often in glossy womens magazines, postcard sized spam cards will fall out when opened. This junk often consists of various offers and advertisements for different shops, both physical and online. Oxendales do advertise in this manner. They also buy advertisement pages within the magazines pages. Their other paper advertising is through their own full and mini-catalogues. The full Oxendales catalogue is only available through request from their site. However, the mini-catalogues showing their latest offers are sometimes distributed through peoples letterboxes and as a third party supplement in Sunday Newspapers. Bibliography ONLINE SHOPPING STATS: http://www.roymorgan.com/findings/6095-online-shopping-on-rise-201503182332 WHY SHOP ONLINE? http://upstreamcommerce.com/blog/2012/02/14/8-reasons-consumer-likes-shop-online WHY SHOP ONLINE? http://www.forbes.com/sites/barbarathau/2013/10/08/why-consumers-really-shop-online/#304510da4ab5 OXENDALES ABOUT US: http://www.oxendales.ie/shop/aboutus/aboutUsView.action?cm_sp=OXI-Footer-_-AboutUs-_-AboutUs MARKETING CAMPAIGN: http://www.cio.com/article/2377257/online-marketing/7-ways-to-create-a-successful-integrated-marketing-campaign.html OXENDALES IRELAND: http://www.oxendales.ie/?PROMO=2000gclid=CjwKEAjww9O3BRDp1tq0jIP023YSJAB0-j1SZzTjxpFOGyGZev_jbyMQPHU5trQzI0Kn6-f5OQA2NhoCPDHw_wcBgclsrc=aw.ds Principles of Marketing 8th Edition, Kotler and Armstrong 2012, Prentice Hall Pearson, Ps 4/5/6 38-45