...counterarguments • Learn to critically engage the revision process through draft writing, instructor conferencing, and peer commentary • Respond the work of their peers as peer reviewers while providing relevant, productive feedback Class 1 – Introducing the Classical Argument Essay *Daily Learning Outcomes: • Reflect on Informative Essay • Introduce Classical Argument Essay • Break down the assignment sheet *Activity 1: Individual Reflection / Class Discussion (15 min) - Students open their portfolios and journals then reflect for ~10 minutes on their experiences during the Informative Essay Unit - Discuss reflections as a class *Activity 2: Introduce Classical Argument (20 min) - Have students bring a hard copy of the assignment to class with a highlighter: a. Get into groups of 4 b. Read the sheet aloud, highlighting all the action verbs c. Discuss the sheet as a group as instructor makes rounds *Activity 3: Mini-Lecture on Assignment /Questions (15 min) - Powerpoint slides “The Features of an Academic Argument” - Allow time for student questions on the assignment and/or lecture *Homework for Next Class READ: • Chapter 8 A&B Guide to Writing. Writing a Classical Argument. • Pages 137-154 Everyday Writer: Constructing Arguments. • "The Case for (Gay) Marriage" by A.J. Chavez on pages 249-253 of Guide to Writing. • Notes on Counterarguments and Warrants. WRITTEN (Post in Moodle and bring a copy to class): Let's...
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...Learn to critically engage the revision process through draft writing, instructor conferencing, and peer commentary • Respond the work of their peers as peer reviewers while providing relevant, productive feedback Class 1 – Introducing the Classical Argument Essay *Daily Learning Outcomes: • Reflect on Informative Essay • Introduce Classical Argument Essay • Break down the assignment sheet *Activity 1: Individual Reflection / Class Discussion (15 min) - Students open their portfolios and journals then reflect for ~10 minutes on their experiences during the Informative Essay Unit - Discuss reflections as a class *Activity 2: Introduce Classical Argument (20 min) - Have students bring a hard copy of the assignment to class with a highlighter: a. Get into groups of 4 b. Read the sheet aloud, highlighting all the action verbs c. Discuss the sheet as a group as instructor makes rounds *Activity 3: Mini-Lecture on Assignment /Questions (15 min) - Powerpoint slides “The Features of an Academic Argument” - Allow time for student questions on the assignment and/or lecture *Homework for Next Class READ: • Chapter 8 A&B Guide to Writing. Writing a Classical Argument. • Pages 137-154 Everyday Writer: Constructing Arguments. • "The Case for (Gay) Marriage" by A.J. Chavez on pages 249-253 of Guide to Writing. • Notes on Counterarguments and Warrants. WRITTEN (Post in Moodle...
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...Modern GPUs use most of their transistors to do calculations related to 3D computer graphics. They were initially used to accelerate the memory-intensive work of texture mapping and rendering polygons, later adding units to accelerate geometric calculations such as the rotation and translation of vertices into different coordinate systems. Recent developments in GPUs include support for programmable shaders which can manipulate vertices and textures with many of the same operations supported by CPUs, oversampling and interpolation techniques to reduce aliasing, and very high-precision color spaces. Because most of these computations involve matrix and vector operations, engineers and scientists have increasingly studied the use of GPUs for non-graphical calculations. An example of GPUs being used non-graphically is the generation of Bitcoins, where the graphical processing unit is used to solve puzzles. In addition to the 3D hardware, today's GPUs include basic 2D acceleration and framebuffer capabilities (usually with a VGA compatibility mode). Newer cards like AMD/ATI HD5000-HD7000 even lack 2D acceleration, it has to be emulated by 3D hardware. [edit]GPU accelerated video decoding The ATI HD5470 GPU (above) features UVD 2.1 which enables it to decode AVC and VC-1 video formats- GPU from Vaio E series laptop Most GPUs made since 1995 support the YUV color space and hardware overlays, important for digital video playback, and many GPUs made since 2000 also support MPEG...
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... USA 2nd. Delta Airlines, USA 3rd. Emirates Airlines, UEA Module 1- Lesson 1 General Airline Knowledge Professional Diploma in Aviation & Hospitality Program Instructor: Mary TOH 11/22/2013 1 11/22/2013 2 Cathay Pacific Airways (CX) Founded: World War 2 Pilots: Aircraft: Headquarters: Subsidiaries: About Cathay Pacific http://www.youtube.com/watch?v=D4rIpBrCreA 11/22/2013 24 September 1946 Royal Farrell (American) & Sydney de Kantzow (Australian) DC3 – Betsy and Niki Hong Kong. Dragonair & Air Hong Kong (Cathay Pacific & DHL joint venture partners) 4 3 11/22/2013 Parent Company: Swire Pacific Alliance: Frequent flyer program: Fleet Size: Destinations: Oneworld The Marco Polo Club 133 including cargo 112 including cargo Airport Lounge 1. The Arrival 2. The Pier 3. The Wing 4. The Cabin 5. G16 Lounge 11/22/2013 5 11/22/2013 6 M1 _ Lesson 1 1 The Marco Polo Club The Marco Polo Club is an exclusive loyalty program that offers a range of privileges to their most frequent flyers. There are 4 tiers:1. Diamond 2. Gold 3. Silver 4. Green 11/22/2013 CX Slogan People They Make an Airline http://www.youtube.co m/watch?v=lz1RfUTC 7mI 7 11/22/2013 8 Members of oneworld Alliance: 1. 2. 3. 4. 5. Cathay Pacific, HKG American Airlines, USA British Airways, UK Finnair, Finland Iberia, Spain 9. Qantas, Australia 10. Royal Jordanian Airlines, Jordan 11. S7 Airlines, Russia 12. Air Berlin, Germany 13. Malaysian...
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...CHATTERJEE STUDENT NAME : PHAN CAM TU ID NUMBER : 13785882 UNIT TITLE : DYNAMICS OF INTERNATIONAL STRATEGY 601 DUE DATE : July 23 2007 TABLE OF CONTENTS INTRODUCTION OF BOEING AND AIRBUS 4 THE SIMILARIES BETWEEN AIRBUS AND BOEING 4 THE DRIVERS OF GLOBAL STRATEGY 4 COST DRIVERS 4 MARKET DRIVER 5 ALLIANCE STRATEGY 5 Exhibit 1. The Global Product Division Structure at European Aeronautic Defense & Space Company (EADS) 7 Exhibit 2. The 7E7 Structures Work Shares 8 Exhibit 3. The partners in producing the components of A380 project 8 Exhibit 4. The Partners in Producing The Components of Boeing 787 Project 9 TURN THE PROBLEMS OF AIRBUS INTO THE ADVANTAGES OF BOEING 11 Exhibit 5. The orders and delivery of Airbus and Boeing for five years 11 Exhibit 6. The Value Chain 12 STRATEGIC CHOICE IN A GLOBAL MARKET 13 ADAPTATION AND DIFFERENTIATION TO BE SUCCESSFUL 13 DEMAND CONDITION 13 Exhibit 7. Compare between Boeing 787 Dreamliner families and Airbus 14 CONCLUSION 16 APPENDICES 17 Appendix 1. The Airbus A380 Orders 17 Appendix 2. The Boeing 787 Orders 18 REFERENCES 19 INTRODUCTION OF BOEING AND AIRBUS “Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military” (About Us: Boeing in Brief). It was established by William Boeing in 1916 in Seattle...
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... MKT 370 Case Study 2-4 Airbus 1. In each of the cases described who benefited and who suffers from the alleged ethical and legal lapses of Airbus? Competitors like Boeing benefited in the short term due to their Airbus lapses, but in the cases who was the winners and losers are as followed. In the Kuwaiti Kickbacks the one who gained from the benefit was Kuwait Airways Corporation (KAC) Al Mishari, and ALAFCO’S El Fekih Airbus for the first few planes purchased alone with Airbus who also suffered, because in the end they were the one who lost the deal. Both Airbus and Boeing competed for Kuwait Airways Corporation order. KAC choose Airbus but it seemed like Boeing would be chosen, even when Boeing offered $100 million cheaper package. KAC’s chairman Ahmed al Mishari was involved in the corruption. Indian Ink Rajiv Gandhi benefited and his Indian Airlines Mishari and Airbus for the first few planes purchased associated and of course Airbus Ind. Airbus also suffered in this case as well Mishari’s plans to bypass the formal deal when the Indian Government has declined the government approval by forming ALAFCO has purchase 43 Airbus planes worth $2 billion. In 1984, Indian Airlines (IA) had pad a deposit for 12 of Boeing 757s and in 1986, IA ordered 19 Airbus A320s. Although Boeing offered to supply 35 of its 757s with a discount of $5 million per plane, IA refused the deal. Mounties and Banks Karlheinz Schreiber Airbus Senior benefited, because Airbus denied paying off the...
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...1. Why is Airbus interested in building the A3XX? What are its objectives? Airbus wants to expand its business. Airbus major competitor Boeing had successfully produced 747 in VLA category. Airbus now wants expand its horizon and enter the VLA segment. There seems to be a promising future in the VLA market category. Analyst predicted that airplanes travelling long distance with higher capacity was more cost effective. The operating cost would be only 12% more than the Boeing 747 but would provide 35% more capacity. Research has shown that the demand for VLA will increase due to the increase in number of air travel and growing traffic at major airport worldwide. To meet future demand there is a need for a large aircraft and also large capacity will in-turn increase the number of passengers and cargo. There is also a strong prediction that economy of Asia will increase further increasing in air traffic. Airbus rejected the theory of hub-spoke model, stating that would only lead to congestion and hence it is not the solution of the problem. Passengers would prefer to travel long distance with no stop overs and better leg room. Over time majority of the airlines will find a need to have it. The airplane will be designed better as it will have four engines instead of two which also contributes to the safety factor. The objectives: Airbus wants to know the demand of the product. As the company is investing a lot in the airplane, they need to be sure as what is the demand and...
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...Airbus Market update 2010 Redburn Aviation Conference November 2010 Mark Pearman Wright Head of Leasing & Investor Marketing 2 Disclaimer Disclaimer This presentation includes forward-looking statements. Words such as “anticipates”, “believes”, “estimates”, “expects”, “intends”, “plans”, “projects”, “may” and similar expressions are used to identify these forward-looking statements. Examples of forward-looking statements include statements made about strategy, ramp-up and delivery schedules, introduction of new products and services and market expectations, as well as statements regarding future performance and outlook. By their nature, forward-looking statements involve risk and uncertainty because they relate to future events and circumstances and there are many factors that could cause actual results and developments to differ materially from those expressed or implied by these forward-looking statements. These factors include but are not limited to: • Changes in general economic, political or market conditions, including the cyclical nature of some of EADS’ businesses; • Significant disruptions in air travel (including as a result of terrorist attacks); • Currency exchange rate fluctuations, in particular between the Euro and the U.S. dollar; • The successful execution of internal performance plans, including cost reduction and productivity efforts; • Product performance risks, as well as programme development and management risks; • Customer, supplier and subcontractor...
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...Term Paper on Airbus INTRODUCTION In December 2000, Airbus formally committed to develop and launch a super jumbo plane known as the A380 at a launch cost of $13 billion. Prior to and after Airbus’ commitment, Boeing started and canceled several initiatives aimed at developing a “stretch jumbo” with capacity in between its existing jumbo (the 747) and Airbus’ planned super jumbo. In addition to making the super jumbo one of the largest product launch decisions in corporate history, this figure represented 26% of total industry revenues in 2000 ($45.6 billion) and more than 70% of Airbus’ total revenues in 2000. The inherent risk associated with this major strategic commitment is magnified by the fact that Airbus must spend the entire amount before it delivers the first plane. History has shown that many firms including General Dynamics, and, more recently, Lockheed, have failed as a result of attempting such bet-the-company product development efforts. If, however, the launch effort does succeed, Airbus is expected to dislodge Boeing as the market leader in commercial aircraft after more than 50 years of market dominance by the latter. We can write a custom term paper on Airbus for you! This term paper presents an analysis of this new product commitment and, more generally, of competition in very large aircraft (VLA is defined as planes capable of seating more than 400 passengers). CASE BACKGROUND In the early 1990s, Airbus and Boeing independently began to study...
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...Airbus vs. Boeing in Superjumbos: Credibility and Preemption by Benjamin C. Esty and Pankaj Ghemawat Current Draft: August 3, 2001 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu Acknowledgements: We would like to thank Ed Greenslet and The Airline Monitor for providing data on and insights about the commercial jet aircraft industry, Mike Kane for assistance with the original teaching case, and the Division of Research at the Harvard Business School for supporting this research. Airbus vs. Boeing in Superjumbos: Credibility and Preemption Abstract In December 2000, Airbus formally committed to spend $12 billion to develop and launch a 555-seat superjumbo plane known as the A380. Prior to and after Airbus’ commitment, Boeing started and canceled several initiatives aimed at developing a “stretch jumbo” with capacity in between its existing jumbo (the 747) and Airbus’ planned superjumbo. This paper provides a strategic (game-theoretic) interpretation of why Airbus, rather than Boeing, committed to the superjumbo, and why Boeing’s efforts to introduce a stretch jumbo have, at least to date, been unsuccessful. Specifically, game theory suggests that the incumbent, Boeing, would earn higher operating profits if it could somehow deter the entrant, Airbus, from developing a superjumbo, but...
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...Harvard Business School Strategy Working Paper Series Working Paper Number: 02-061 Working Paper Date: February 2002 “Airbus vs. Boeing in Super Jumbos: A Case of Failed Preemption” Benjamin Esty (Harvard Business School) Pankaj Ghemawat (Harvard Business School This paper can be downloaded without charge from the Social Science Research Network electronic library at: http://ssrn.com/abstract_id=302452 Airbus vs. Boeing in Superjumbos: A Case of Failed Preemption* August 3, 2001 Rev. February 14, 2002 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu *Acknowledgements: Ramon Casadessus-Masanell, Bruno Cassiman, Richard Caves, Ken Corts, Tarun Khanna, Julio Rotemberg, Vicente Salas Fumas, Xavier Vives and seminar/workshop participants at Boston University, Copenhagen Business School, Harvard Business School, INSEAD, New York University and Universitat Autonoma de Barcelona provided helpful comments. So did senior executives at both Airbus (Adam Brown, John Leahy) and Boeing (Tim Meskill, Randy Baseler, and Jim Jessup), although their comments do not constitute an endorsement of the material in either the teaching case or this paper. We also gratefully acknowledge help from Ed Greenslet, Don Schenk, and The Airline Monitor in obtaining data and insights about the commercial jet aircraft industry...
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...The Battle between Airbus and Boeing At the commercial aircraft industry, there are three main segments: large commercial airplanes (LCA); regional jets; Private jets. At this moment only Boeing and Airbus belong to segment of large commercial airplanes (LCA), with firms such as Embraer of Brazil and Bombardier of Canada taking up positions within the segment of regional jets in North America, firms such as Gulfstream and LearJet round out the market of private jets (Heppenheimer 2001:135). There are striking differences between the LCA and regional jet segments. The LCA market is truly global, which will be discussed later, while the regional jet market remains localized generally to one hemisphere – Bombardier and Embraer typically do not sell aircraft in Europe or Asia for example; those markets are generally served by different firms within those regions.15 The Boeing and Airbus are only two firms that share almost 100% of the market of LCA. While there are still older planes produced by defunct Soviet firms as well as some European manufactures such as British Aerospace or France’s Aerospatiale that remain in limited commercial service, it is safe to say that nearly all LCA were produced by either Boeing or Airbus. Therefore the market is highly concentrated and qualifies as a classic duopoly. Firms Structure Boeing. The Boeing Company is a publicly‐traded firm registered with Securities...
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...REV: SEPTEMBER 18, 2007 ERICH ALEXANDER VOIGT JORDAN MITCHELL Airbus vs. Boeing (A) Should Airbus go ahead and develop its own version of a super jumbo (the A3XX)? Should Boeing develop a larger version of the 747? What would Boeing and Airbus gain by teaming up? What could they lose? The answers to these questions would determine the future of both companies for many years to come. The Commercial Airline Industry Do The global aviation industry was sized at approximately $100 billion as of 1992. The single largest segment was the manufacture and sale of large commercial aircraft, which totaled $38.5 billion in 1991.1 The sale of large commercial aircraft was expected to grow to $40 billion by the end of 1992. The worldwide commercial aircraft fleet was made up of nearly 8,000 passenger and 1,200 cargo planes spread out over 450 airlines and operators. Large commercial aircraft were defined as airplanes with 100 or more seats. Large aircraft made up 90% of the fleet, while smaller airplanes accounted for the remaining 10%.2 The VLCT was defined as a plane over 400 seats or with the ____________________________________________________________ ____________________________________________________ Professor Ramon Casadesus-Masanell, Erich Alexander Voigt (Tiggeman Associates), and Research Associate Jordan Mitchell prepared this case. This case was developed from published sources. HBS cases are developed solely as the basis for class discussion. Cases are...
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...Table of Contents 1. Executive Summary 2 2. Reasons Boeing cancelled its development of the SuperJumbo 3 2.1. Boeing had an alternative to developing a new aircraft 3 2.2. Boeing already had market share 3 2.3. Boeings market analysis did not show sufficient demand 3 3. Strategic weaknesses in Airbus’s customer strategy 4 3.1. Strategic Analysis of Airbus 4 3.2. Analysing resources and capabilities of the organisation 5 3.3. Shaping the organisation through vision, mission and purpose 5 3.4. Customer strategy at Airbus 6 4. Is the Airbus strategy driven by customers? Or rather more by a sense of rivalry with Boeing? 6 5. Airbus’s demand estimates and implications for a customer driven strategy 7 6. Support for Airbus’s decision to proceed with the SuperJumbo 9 7. Conclusion 10 8. Bibliography 11 1. Executive Summary Boeing cancelled the development of the super jumbo after it had conducted a research. What informed this decision was the fact that there was no sufficient demand to justify the $7 billion investment. Instead of pursuing further the super jumbo development they decided to stretch their existing aircraft to cater for more passengers. They had no pressure to develop the super jumbo because they had the largest passenger aircratf at the time and had no competition at that segment of the market. This means that the segment of the market was monopolised by Boeing Airbus on the other hand wanted to penetrate the long range passenger...
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...needs. To complete this analysis we compared existing and current market statistics, which pertains specifically to the fleet expansion needs. It is the recommendation of SH&E, that Allegiant Air purchase the McDonnell Douglas MD-80’s at a price of $4,000,000. It is the belief of SH&E, that the purchase of the McDonnell Douglas MD-80’s, is a prudent and sensible decision, versus a price of $62,600,000 for the Airbus A-320. SH&E thorough research showed that given the net present value, also known as NPV, the expenses for the McDonnell Douglas MD-80 is estimated at $44,200,000, in comparison to the Airbus A-320’s NPV of $93,600,000. If Allegiant Air were to purchase the McDonnell Douglas MD-80, over the fifteen year lifespan, this would allow Allegiant Air to save approximately $50,000,000 in operating costs. There is a summary below of the analysis and research that includes the methodology and assumptions that were used to conduct and thus support SH&E’s recommendation. The McDonnell Douglas MD-80 has a different seating capacity than the Airbus A-320.To compare these aircraft, a Cost per Available Seat Mile, also known as CASM, was used as the suitable decision criterion. Another way to think of this comparison is to use an example-for instance, SH&E would never recommend to a bus transportation business or company that it should purchase a fleet of small vehicles. The reason for the recommendation is that the costs of operating the vehicles are less than...
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