...Summary "an air pollution catastrophe" happened in China because of its rapid industrialization. China achieves high economic growth but also led to veiled skies of toxic air and cause health problems. It also leads environmental degradation. This book provides an overview of China’s air pollution problem and describes how and why China is dealing with such a terrible situation as well as the government’s doing to address the problem. It will be difficulties to attempt to reduce the pollution. In addition, the analysis is based on both academic studies and grey literature. Looking at the grey literature will help us listen to the voice of who suffer from the pollution to allows the reader to have a better grasp the condition on the ground. This book also...
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...Course : Environmental Science The primary air pollutants in China Associate Professor : XU Bin Student: Dragan Cigoja Student number: 1593686 Mentor: Lecturer WU Bing The primary air pollutants in China API Air Pollution Index China State Environment protection Agency started with daily pollution monitoring from 2008 and it was covered 86 most important cities. Its purpouse is to check daily air quality by measuring the level of six atmospheric pollutants (table 1). Air pollutant Particle pollution Formula Source Health implication PM2.5 Particular matters of 2,5 micrometers or smaller. motor vehicles, power plants, residential wood burning, forest fires, agricultural burning Bring toxic chemicals and heavy metals into the body and with them risk of cancer as well as heart and lung diseases Particular matters larger than 2,5 micrometers and smaller tha 10 micrometers in diametar. Near roads and dusty industries irritation of the eyes, nose and throat coughing, chest tightness and shortness of breath,reduced lung function, irregular heartbeat, asthma attacks,heart attacks, premature death in people with heart or lung diseas. Short term exposures result with an multiplicity of harmful effects including bronchoconstriction and increased asthma symptoms. These effects are partialy important during the exercising or playing. long-term exposure to NO2 levels currently observed in Europe may decrease lung function and increase the risk of respiratory symptoms such as acute...
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...organization’s requirements through the exchange of information. Methods of selection include the following: ² Application form ² CVs and covering letters ² Shortlists ² Tests ² References ² Medical examinations ² Group selection methods ² Situational tests ² Assessment centers. So I think When Air China does its recruitment, the interviewer should try to know if the applicant is interested in this industry, and weather he/she can meet the changing situation of it, do some texts to find weather the applicant can give some good suggestions to solve the problems for Air China or not, and can ask some practical questions about something relevant to its cooperation with Cathay Pacific. 3．Transfer of Employees: Because of Air China’s changing structures, I think it should find and attracting suitable candidates and put workers in right positions. It is very import for Air China achieving its high goals, only the workers tallying the work demand and policy, can he do his best and get more profit for his company. So, Air China might switch its workers over according new situation. Also, since it will cooperate with Cathay Pacific, I think the two companies can exchange some excellent workers who know their own companies very well, it means learning good skills and qualities each other, and the workers can provide logical information quickly, this can make...
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...Tse Ka Yan Chan Aviation Policy and Research Center, Department of Decision Sciences and Managerial Economics The Chinese University of Hong Kong © Content Chapter 1 1.1 1.2 1.3 Objectives of the Study Background Objectives Research Framework 1 1 2 4 5 5 6 10 10 11 16 18 18 21 22 27 27 29 30 32 32 34 35 35 40 44 46 48 48 49 50 51 54 56 62 Chapter 2 Regional Airports’ Development and Expansion 2.1 Asian Aviation Hubs 2.2 Mainland Major Airports Chapter 3 3.1 3.2 3.3 Regional Demand Forecast for Aviation Services Rapid Growth in Asia-Pacific’s Air Transport The Increasing Importance of China’s Aviation Market Hong Kong’s Aviation Development under Mainland’s Rapid Growth Chapter 4 Capacity Issues and Enhancement Measures for HKIA 4.1 The Capacity of the Hong Kong International Airport 4.2 Runway Capacity Enhancement Measures 4.2.1 Aircraft Types Trends and its effects to Runway Capacity 4.3 Possible Measures 4.3.1 Air Transport Management Approach 4.3.2 Enhanced ATC & Aircraft Equipment, Technology, Procedures and Manpower 4.3.3 Expansion of Auxiliary Airside Facilities 4.3.4 Peak Spreading 4.3.5 Aircraft Size Restrictions 4.4 Conclusions Chapter 5 5.1 5.2 5.3 5.4 Selected Case Studies for Building New Runways London Heathrow Airport third Runway Manchester International Airport Second Runway Tokyo Narita International Airport Second Runway Conclusion Chapter 6 Supply of and Demand for HKIA Services 6.1 The Estimated Future Traffic Demand for HKIA 6.2 Possible Capacity...
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...biggest international air cargo carrier posted net profit of HK$24 million in the first half of the year, far below the HK$600 million expected by analysts. Cathay's ambitions to achieve a significant turnaround was also stymied by the losses generated from its air cargo joint venture, Air China Cargo, and establishment losses at its HK$5.9 billion cargo terminal at the airport that opened in February. Still, thanks to lower jet fuel prices and stronger passenger demand, the company recovered from its HK$929 million loss in the same period last year. Turnover declined 0.6 per cent to HK$48.6 billion. "The fortunes of the airline industry correlate closely with the world economy so we don't expect to see any sustained pickup in business until the world economy is on a surer footing," chairman Christopher Pratt said. Airline operations in the past six months achieved HK$452 million in pre-tax profit, against HK$1 billion in losses last year. Passenger yield and load factor improved, helped by a nearly 5 per cent cut in capacity in the first half after the early retirement of four Boeing 747-400s and the reduction in long-haul routes. Reductions in capacity will ease to 1.5 per cent for the full year with the arrival of three B777s in the second half of the year. Cathay will restore by next month all the long-haul passenger flights cancelled as part of a wave of cost-cutting last year. Its profit was dented by a loss of about HK$400 million in Air China Cargo, of which it owns...
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...4357 OCTOBER 24, 2011 CHRISTOPHER A. BARTLETT Documento para uso exclusivo no AESE-SORBONNE 2013 (2013-06-18) ARAR HAN Levendary Café: The China Challenge Levendary Café was spun out from private equity ownership in January 2011, and the following month, Mia Foster was named as its new CEO. The departing CEO, Howard Leventhal, was the beloved founder of the popular chain of 3,500 cafés. He had grown a small Denver soup, salad, and sandwich restaurant into a $10 billion business, but after 32 years was moving on to new interests. This was Foster’s first job as CEO. Previously, the 47-year-old had been president of the U.S. business of a large American fast food company for seven years. She had started her career at a major global accounting firm, leaving to earn an MBA from Wharton. Upon graduation, she had become a consultant at McKinsey before taking a job in product management at P&G, where she worked her way up the ranks. Foster was known for her frank communication style and strong execution. In spite of the promise held by the Levendary brand and Foster’s strong track record, Wall Street was cautious about the stock. While the company’s fundamentals were strong and its performance generally in line with management forecasts, its shares traded at a discount to comparable restaurant stocks. There were two reasons for this. First, analysts were concerned that Levendary’s domestic business was nearly tapped out. Second, given Foster's lack of previous...
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...SWOT analysis for Air China The airline industry has undergone significant restructuring in recent years.Airlines, formerly rivals in a highly regulated industry, have become opportunisticseekers of co-operation. In today's world, mega-carriers and small airlines areworking together rather than competing with one another. Forms of co-operation include sub-contracting, code sharing, franchising and theformation of global marketing networks. Such alliances allow firms to focus on their respective core competencies, while drawing the benefits of scale economies. In essence,co-operation among rivals has led to increased competitiveness. This has accelerated thetrend of joint marketing, and the airline industry has become characterized by the desireto belong to a global network. The tendency has been to strive for a global presence. The case of Air China Air China was founded on the 1st of July 1955. Its headquarters is based in Beijing. Itengages in international and domestic passenger and cargo flight services. To unify itsfacility image and simplify its repairs and maintenances, its fleet of 118 aircraftexclusively consists of Boeing models. It has established hub-spoke style passenger andcargo transport network. The hub of this network is Beijing International Airport.The company is operating 339 routes, which consists of 53 international and 286domestic, operating more than 1,000 scheduled flights on weekly basis, serving 29 citiesin 19 countries. About 66 per cent of...
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...4357 REV: FEBRUARY 26, 2013 CHRISTOPHER A. BARTLETT ARAR HAN Levendary Café: The China Challenge Levendary Café was spun out from private equity ownership in January 2011, and the following month, Mia Foster was named as its new CEO. The departing CEO, Howard Leventhal, was the beloved founder of the popular chain of 3,500 cafés. He had grown a small Denver soup, salad, and sandwich restaurant into a $10 billion business, but after 32 years was moving on to new interests. This was Foster’s first job as CEO. Previously, the 47-year-old had been president of the U.S. business of a large American fast food company for seven years. She had started her career at a major global accounting firm, leaving to earn an MBA from Wharton. Upon graduation, she had become a consultant at McKinsey before taking a job in product management at P&G, where she worked her way up the ranks. Foster was known for her frank communication style and strong execution. In spite of the promise held by the Levendary brand and Foster’s strong track record, Wall Street was cautious about the stock. While the company’s fundamentals were strong and its performance generally in line with management forecasts, its shares traded at a discount to comparable restaurant stocks. There were two reasons for this. First, analysts were concerned that Levendary’s domestic business was nearly tapped out. Second, given Foster's lack of previous international management experience, they were skeptical of...
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...Gloria L. Ge & Daniel Z. Ding Published online: 10 November 2007 # Springer Science + Business Media, LLC 2007 Abstract Recent years have witnessed the surging of Chinese manufacturers, as China has become the world’s factory floor. This paper presents a case study of one of the most successful manufacturers in China, the Galanz Group, now the world’s largest microwave manufacturer. Based on theories of multinational corporations from emerging economies, the paper examines the process of Galanz’s integration into the global market. The company has developed unique competitive strategies that have made it a great success within China and in overseas markets. The Galanz model suggests strong strategic implications for both Chinese firms and incumbent multinational corporations. Keywords Chinese manufacturers . Strategic analysis . Internationalization . Galanz In the last two decades, China has maintained an average annual growth rate above 7%. China is rising as one of the world’s largest economies and trading powers. As China becomes the world’s manufacturing floor, the competitiveness of Chinese manufacturers and their impacts have emerged as a hot topic. China’s manufacturing output now ranks third in the world only behind the United States and Japan, after overtaking Germany in 2003 (China Daily 2005). Many Chinese manufacturers have grown rapidly in recent years and are becoming increasingly important international competitors. Examples are Lenovo We highly appreciate the support...
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...How a Rising Arab World is Turning Away from the West and Rediscovering China BEN SIMPFENDORFER Basingstoke, Hampshire, and New York: Palgrave Macmillan, 2009 201 pp. $42.00 ISBN 978-0-230-58026 doi:10.1017/S030574101000072X The New Silk Road is an insightful, concise (173 pages of text), and thoroughly readable book. The focus is not on energy investments and flows or on government policy, but on business and cultural strands of the Sino-Arab relationship. As a China economist for both JP Morgan and RBS in Hong Kong, and with years of residence in the Arab world, Simpfendorfer has written a book which is rich in detail and cogent in diverse interesting arguments. It is a pleasure to read. The thesis is that we are witnessing the re-emergence of an old but long-lapsed economic and cultural relationship between China and the Arab world. Prior to about 1600 the “silk road” was a major axis of the global economy. Now it is reviving and that revival is an important part of the “global re-balancing” that is underway. Global re-balancing is defined to mean a diminution of the relative economic and cultural role of the West (Europe and the US) and growth of non-Western areas, like China and the Arab lands. The major manifestation of Arab rise, according to Simpfendorfer, has been the massive transfer of wealth to Arab oil producers in the 2000s as oil prices rose due, in large part, to increased demand by China and India. Simpfendorfer believes those price increases will remain relatively...
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...Helen Shen Professor Elizabeth Parke EAS 394H1 Film Analysis #1 21 May 2014 Guns and Fists: The Depiction of Chinese Struggles Against Foreign Aggression and Injustice Director Tsui Hark's Once Upon a Time in China was pivotal to the recognition of martial arts and Wuxia films as a medium that was highly capable of conveying an emotionally moving, artistic and politically relevant story. The climactic and tragic fight scene between Huang Feihong and the Westerners at the opera house, resulting in the deaths of countless innocent Chinese, not only infuriates Huang Feihong, but emotionally moves viewers as well. It illustrates the jarring contrast of the high calibre fighting skills of the Chinese and the ruthless use of guns by the Westerners and portrays the hopelessness of the Chinese people to symbolic Western guns. Through low angle shots, close-up shots, pace, sounds and other cinematic features to mark the importance of the powerful and well planned fight sequences, Tsui Hark shows the complex struggles of the Chinese people against growing foreigner influence and presence in their home and shows the contrast and conflict between the Chinese and the foreigners through the stark contrast of Chinese and Western combat styles. A key element to showing the importance of this scene was the use of low camera angles, especially on Huang Feihong and the Chinese audience being killed. The low camera angles on Huang Feihong highlighted his superiority and importance in...
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...Number Three The world now a day seems to be split into mainly to worlds - The Western - and the eastern world. It appears to be the idea, in the western part, that people in for example China only are put into the world for ‘our’ delight. That all they should ever do is just work in factories or the tertiary sector and never granting them a single thought. It is this prevailing idea, and the biggest population on the earth, that gives the Chinese leaders a lust for power and a unique opportunity of taking advantages of the lower classes, making them work longer hours and paying them less. It is a great scenario moneywise for the Western firms because it is possible for companies to produce/submit their products to absurdly low prices. But who is affected when western people make extraordinary demands? In the short story ‘Number Three’ Anna Metcalfe (A.M.) tries to give one version of what happens when an employee, on the one hand, has a manager, whom the employee is scared of asking for help and thereby showing weakness, and on the other hand has a ‘customer’, whom the employee is trying to satisfy and comply with the demands there may come. In the short story, we are introduced to Miss Coral. She now lives in the city Chongqing in China. She was born and raised a few hundred miles in the country. In the story, she works as International Hostess for Number Three Middle School since the rival school had employed a “Real English Teacher”...
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...leadership.” Matsushita is the largest home appliances and household equipment (HAHE) producer in the world. Some of Matsushita’s products include: microwave ovens, refrigerators, irons, fax machines, air compressors, automatic washers and dryers, vacuum cleaners, air conditioners, dishwashers, digital cameras, DVD players, TVs, telephones, cell phones, computers, and printers. “Matsushita possesses world-class brand names, cutting-edge techniques, perception of high quality, powerful promotion campaigns, and affluent capital.” Sony has the competitive advantage when it comes to developing new technology and products in the consumer electronics market. “Sony has consistently been successful at commercializing new technologies into innovative products such as the transistor radio, tape recorder, Beta-Max video recorder, CD, Walkman, minidisk, DVD, and recently the digital camera and camcorder.” In 2001, Matsushita was in need of rebuilding its supply chain, so managing director Yukio Shohtoku, led Matsushita’s “Eradicating and Creating” project. Shohtoku’s goal is that this supply chain would make full use of China’s competitive advantages. The four fundamental changes in Matsushita’s new supply chain include: Move manufacturing activities to China, Establish the new “brain” in China, Localize material supplies, and Stretch the distribution link. Matsushita’s objective in moving manufacturing...
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...IKEA IN CHINA INTRODUCTION TO IKEA HISTORICAL CHAIN OF IKEA BRIEF INTRODUCTION OF IKEA IN CHINA IKEA entered China in 1998 through a joint venture and started its first in Shanghai. This was followed a store in Beijing in 1999. Since 1980s, several economic trade and investment reforms have enabled the growth of furniture industry in China by 2004, Chinese furniture production was $24 billon and its exports were $7 billion. CONCEPT: SIMPLICITY IS BEAUTY. YI JIA-COMFORTABLE HOME Q1: WHAT MAKES CHINA AN ATTRACTIVE LOCATION FOR IKEA TO INVEST IN? Market: emerging market; small to high size market; customer quality is low but shows an increasing trend Competition: intensity of rivalry is strong; facing some entry barriers; bargaining power is high; a longterm profitable business Country market & industry opportunities Resources: raw materials from China Incentives: declining of the duty rate Q1: WHAT MAKES CHINA AN ATTRACTIVE LOCATION FOR IKEA TO INVEST IN? ? 1. 2. 3. Political The reform of China since 1980?s Entered through a joint venture In 2005, first wholly owned store in Guangzhou.(China entered WTO in 2001) Q1: WHAT MAKES CHINA AN ATTRACTIVE LOCATION FOR IKEA TO INVEST IN? ? 1. 2. 3. 4. 5. Economical Emerging market Basic need updated to sophisticated wants New market space for newcomers Cheap labour cost Wood industry (top supplier) Q1: WHAT MAKES CHINA AN ATTRACTIVE LOCATION FOR IKEA TO INVEST IN? Social 1. Updating of the basic needs(urbanisation) 2. Large...
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...cosmetics, concentrating on hair color, skin care and so on. In 1973, L’Oréal purchased Synthelabo to pursue its ambitions in the pharmaceutical field. Later on, Synthelabo merged with Sanofi in 1999 to become Sanofi-Synthelabo, which merged with Aventis in 2004 to become Sanofi-Aventis. In the same year, L’Oréal acquired Yue Sai. L’Oréal also purchased The Body Shop in 2006 and acquired major Chinese beauty brand Magic Holidings in 2014. Timeline of L’Oreal Group II. Current Situation and Major Issues 1. Current Situation 1) Global market: L’Oréal is the world’s largest cosmetics company, with worldwide sales of €19.5 billion in 2010. 2) Chinese market: * L’Oréal is the second largest beauty and skincare player in China and No.1 in the luxury segment. Five of its brands, including Lancôme and Maybelline New York, are No.1 in their respective categories. * However, the acquired Chinese brand- Yue Sai does not perform well. a. No substantial profit b. Barely improved sales 2. Major Issues * L’Oreal wants to expand its market share in China’s cosmetics market but it meets some specific problems on...
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