...SHERATON MONTREAL (Braithwaite) “I will give you my decision in about a week,” said Georges Villedary, directeur general of the Le Centre Sheraton, Montreal, as he put down the phone and looked pensively at the letter before him. The letter, dated March 15, 1994, was from Alitalia requesting a one-year contract for 40 room at $42 per night. In addition, the hotel would have to provide a crew allowance of $25,000 per day. Bills are to be paid within seven days of receipt of statement on a weekly basis. The problem facing Georges was a simple one: does he take Alitalia and fill the 40 rooms for 365 days at $42 or does he refuse the business and hope that he can sell the rooms at the full rack rate of $105.00? Last year he had 115 nights sold out. General Background of the Hotel Le Centre Sheraton was located in the downtown area of Montreal. It was viewed as a corporate/convention hotel. In 1987 the hotel was named winner of the Canadian Automobile Association “Four Diamond Award” and the “Four Star Award” from the Mobil Travel Guide. The hotel had 824 rooms including the Sheraton Towers – a prestigious five-storey hotel within a hotel. The Towers had its own check-in facilities, lounge, and special amenities. It contained 131 rooms including 16 suites. The balance of the hotel offered a choice of king, queen, and double beds with an additional 24 suites and six rooms specially equipped for people with disabilities. All rooms were equipped with a pay-TV system. The hotel operated...
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...The Laur of the Montreal Canadiens. This is a quick essay about the Montreal Canadiens. The team celebrated its 100th birthday in 2009 and in 2010 it celebrated its deepest run in the NHL playoffs since they won the cup in 93. The HABS as they are known are the oldest franchise in the National Hockey League. Born in 1909 and staying put the entire time in the city of Montreal they hold the honour of being the most successful team in NHL history currently holding the record with 25 championships. They also hold a number of other records such as fewest losses in a season with 8 in 76. Their goaltender Ken Dryden also holds the distinction as first goalie to win the Conn Smyth trophy before winning the Calder for top rookie the next season. The team colours are BLu Blanc et Rouge and they currently play at the Bell Centre in Montreal. They had their most successful run in the old Montreal Forum winning the cup a record 5 straight times with players like Howie Morenz and Maurice (The Rocket) Richard Gump Worsley George Vezina and Jacques Plante who is also credited with the invention and use of the goalie Mask. He did so after being struck by a puck in a game and having to leave the game to be stitched up. He only agreed to return to the game if his coach Toe Blake would allow him to do so wearing the makeshift mask he had made. Begrudgingly Mr. Blake agreed and history was made and the dawn of the goalie mask was upon us. This is a short synopsis of the team and the history of...
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...Civil and Environmental Engineering Faculty Publications Civil and Environmental Engineering 6-2013 1976 Montreal Olympics: Case Study of Project Management Failure Ashish Patel HWH Architects Engineers Planners, Inc, abp@hwhaep.com Paul A. Bosela Cleveland State University, p.bosela@csuohio.edu Norbert Delatte Cleveland State University, N.DELATTE@csuohio.edu Follow this and additional works at: http://engagedscholarship.csuohio.edu/encee_facpub Part of the Civil Engineering Commons, and the Construction Engineering and Management Commons Publisher's Statement © ASCE Original Citation Patel, A., Bosela, P., and Delatte, N. (2013). "1976 Montreal Olympics: Case Study of Project Management Failure." J.Perform.Constr.Facil., 27(3), 362-369. This Article is brought to you for free and open access by the Civil and Environmental Engineering at EngagedScholarship@CSU. It has been accepted for inclusion in Civil and Environmental Engineering Faculty Publications by an authorized administrator of EngagedScholarship@CSU. For more information, please contact library.es@csuohio.edu. 1976 Montreal Olympics: Case Study of Project Management Failure Ashish Patel1 ; Paul A. Bosela, F.ASCE2 ; and Norbert J. Delatte, F.ASCE3 Introduction On May 12. 1970. extensive lobbyi ng and d iplomacy by Montreal Mayor Jean Drapeau paid off when Montreal was awarded the 1976 O lympic Games over strong bids from Moscow and Los Angeles. Although both competing cities...
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...1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympicsv1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympicsv1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympicsv1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympicsv1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympicsv1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympicsv1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympicsv1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976 Montreal Olympics1976...
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...Grosuliac Dawson College Research Methods 300-300-DW Prof. C.A. Ramsay February 5, 2016 Introduction More students are enrolled in Dawson College more than any other CEGEP in Québec province. Few however are aware about the building’s story and the man after who it was named. Its toponymy is relevant to the author because of his interest in Quebec politics and how its creation is tied to a reform in higher education in Quebec with the creation of the CEGEP system. The author’s bias towards the general topic comes from the fact that this is English-speaking CEGEP, which may make the people interviewed at the college favor the francophone side less. The research problem is to explain why Dawson’s College name is relevant as a part of a Montreal Landmark. Professors from the politics and history department of Dawson College as well as students from the CEGEP will be interviewed and the author will be expecting responses that show how John Dawson’s achievements make him eligible to have an English-speaking CEGEP named after him. Literature review The majority of the building that now constitutes Dawson College started out as the Mother House of the Congregation de Notre Dame, built on ground bought from the Sulpicians and located at the northeast corner of Sherbrooke and Atwater (Breslaw, 2009, p.6). Designed by Canadian architect Jean Omer Marchand, its construction started in 1904 and finished in 1908 (Breslaw, 2009, p.6). In 1909, it opened within its doors a bilingual...
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...Ever since last winter, I've been warming up to the idea of moving somewhere warmer. As a disabled person over the age of 30, my options are pretty much limited to Canada, which isn't very warm. My issue with Montreal isn't that French is the primary language here. I can read French well enough to get by; I just can't seem to dress warm enough to get through another winter. My options? There's Vancouver with an average high of 22C in the summertime, and average low of 6 in the winter months. But Vancouver is expensive. I know it's not London, Tokyo, or San Francisco but since leaving just 3 years ago, the cost of rent has gone up a LOT. When I moved out of my one-bedroom in the Fairview neighbourhood, I found it listed at $250 a month higher than what I had been paying. Similar places are now going for $1,600+/mo. Also, it rains a LOT there....
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...passage West of Europe through North America to go to China. On April 20, 1534, Cartier sets sail under a commission from King Francis I, hoping to discover a Western passage to Asia where all the resources were located in. These were some of the reason he was sent on his expeditions. Results Of ExplorationA picture of Jacques Cartier in Canada meeting friendly natives. There are many results because of his journeys to Canada, which made him famous. Jacques Cartier was known for being the first explorer to discover the St. Lawrence River and traveling up the river. Jacques Cartier gave Canada its name from the Huron-Iroquois word “Kanata,” meaning “village” or “settlement.” Theories say that he went to places like Quebec and Montreal and found gold and diamonds that apparently were worth nothing. Lastly, he spread the French culture which is why parts of Canada speak...
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...SHERATON MONTREAL (Braithwaite) “I will give you my decision in about a week,” said Georges Villedary, directeur general of the Le Centre Sheraton, Montreal, as he put down the phone and looked pensively at the letter before him. The letter, dated March 15, 1994, was from Alitalia requesting a one-year contract for 40 room at $42 per night. In addition, the hotel would have to provide a crew allowance of $25,000 per day. Bills are to be paid within seven days of receipt of statement on a weekly basis. The problem facing Georges was a simple one: does he take Alitalia and fill the 40 rooms for 365 days at $42 or does he refuse the business and hope that he can sell the rooms at the full rack rate of $105.00? Last year he had 115 nights sold out. General Background of the Hotel Le Centre Sheraton was located in the downtown area of Montreal. It was viewed as a corporate/convention hotel. In 1987 the hotel was named winner of the Canadian Automobile Association “Four Diamond Award” and the “Four Star Award” from the Mobil Travel Guide. The hotel had 824 rooms including the Sheraton Towers – a prestigious five-storey hotel within a hotel. The Towers had its own check-in facilities, lounge, and special amenities. It contained 131 rooms including 16 suites. The balance of the hotel offered a choice of king, queen, and double beds with an additional 24 suites and six rooms specially equipped for people with disabilities. All rooms were equipped with a pay-TV system. The hotel operated...
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...Memorandum Purpose: Motivating Montreal' students to use more public transports. Claim: Using public transports is beneficial and advantageous for students. "Getting around in Montreal?" is a subject of still relevant today. Indeed, every evening in the TV news, we are talking about projects of hundred million dollars to improve roads networks. That's why I decided to treat this issue concerning millions of Montrealers, specifically the 9000 JMSB’ students. (Concordia Univ. 2010). As a student at JMSB, I asked myself various questions about this topic: "Do all students take the subway like me?", "Is there any students foolish enough to seek a parking space in front of the school? ", and in answering these questions, I conclude that public transport is the best way to get around when you are young, limited financially, and pressed. There are many reasons that can persuade a student to take the subway or the bus rather than his car to go to school. For example, one bus can replace more than forty cars, saving 70,000 liters of fuel and prevent the release of 168 tons of pollutants per year. (“Le Guide du Bon $ens au Volant”, 2002). These statistics show us the environmental and financial impact that can result from the use of cars. We can try to solve this problem in several ways. The most "democratic" one would be to change the bad habits of students, who use their car for any reason, through funny activities for example. The “strong-arm tactic” would be to tax any student...
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...Although with Cirque’s popularity, little will affect this strong company that takes advantage of all opportunities and turns their weaknesses into strengths. Cirque du Soleil: The Circus of the Sun Shines 1. Mission Statement: Invoke, provoke and evoke the imagination, the senses and the emotions of people around the world. 2. Organizational strengths/weaknesses a) Strengths i. Unique: Cirque Du Soleil, French for Circus of the Sun, was founded in 1984 by Guy Laliberté in Baie-Saint-Paul, Canada for the 450th anniversary of Canada’s’ discovery celebration in Quebec City. (Roux, 2009) Cirque du Soleil now boasts 5 offices around the world: Amsterdam, Las Vegas, Singapore, and the headquarters in Montreal. The show that provides the audience with a mix of circus arts and street entertainment is a visual feast of colors, costumes and performances. ("About Cirque du Soleil") There truly is no other show like it on Earth. It is not like a traditional circus. It does not contain a center ring or have a parade of animals performing tricks. Cirque du Soleil shows do however contain something not common to an... Under blue ocean strategy,...
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... | |In 1945, ACOC registered the trade name ALCAN. | • Between 1960 and 1980 Alcan expanded its business and started operations in many countries. • In 1982, the company acquired British Aluminium Company. • In 1987, ACOC changed its name to Alcan Aluminium Limited and became the publicly owned parent company of the Alcan Group. • In 2001, the company was renamed Alcan Inc. to reflect the company's increasingly diversified product mix and global character. • Today Alcan is a multinational company and a global leader in Aluminium and specialty packaging. Alcan maintains a corporate head office in Montreal, Canada, which focuses: •...
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...partnerships with multinational companies, in order to get funding, and make a name for itself as the major “wish” foundation in Canada. Among its partners, we can find “WestJet care for Children”, “Disney”, “Sony Canada Charitable foundation”, “Ikea”, “Honda” and many more. Events/programs: Make a Wish arrange some activities such as 48 hours ride for wishes, skate for the stars, Season of wishes in order to raise their fund for those vulnerable children. Target Market: This organization's target market is almost everybody who are solvent and have the ability to donate in order to raise their funds. Organization with similar function: Starlight Children's foundation Canada, Operation enfants soleil, The Diabetic's children foundation, Montreal Canadians children foundation, Just for kids foundation etc....
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...Cirque Du Soleil Historia • Se forma en 1984 • Sede en Montreal, Canadá • Más de 15 espectáculos en todo el mundo • Más de 5.000 empleados de varias nacionalidades Negocio y Estrategia • Mezcla única de creación, arte escénico, arquitectura, música y arte. • Diseñado para adultos • Alta diferenciación • Modelo “paternalista” basado en la figura de Laliberté. • Presencia globalizada con shows fijos y en gira • Administración centralizada • Diversificación del negocio • CreaLvidad es la base del negocio Factores críLcos del negocio • Posible desgaste de los arFstas en gira • Rotación del personal por moFvos externos • Salarios más bajos que la competencia, pero mejores beneficios para los empleados arFstas • Diferencias culturales entre los • Entradas a alto precio • Mantener a todas las áreas y clientes involucrados en el espectáculo Factores diferenciadores • Concepto innovador del circo Jpico ...
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...Q3 2014 | INVESTMENT Colliers International Canada Cap Rate Report New construction Across North America, High Tech firms are migrating to downtown, centrilized regions rather than suburban areas. Historically, technology firms across North America have tended to locate outside of the downtown core, particularly to more suburban regions. This stemmed from less expensive rental rates, lower taxes, large parcels of space, free parking and an industry that had an endless supply of workers more willing to commute. The 1990s saw the creation of technology regions, such as Silicon Valley (California), the Kanata North Business Park (Ontario) and Discovery Parks (British Columbia). As technology has changed, the space requirements and talent working within the industry have evolved. In more recent years, technology companies, particularly web design, program design and e-commerce firms that rely less on hardware and more on software, have begun to move from suburban office parks to established downtowns or up and coming urban neighbourhoods. Although this trend is at quite different stages in various cities across North America, there are a few patterns that are consistently present. Most importantly, a shift has occurred in which the majority of business is conducted through the web, so space needs now focus predominantly on employees and company branding. Many high-tech firms are striving for stimulating, accessible spaces which promote creativity, inspiration...
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...Marketing Strategy of ALDO Groupe - December 9th, 2010 The ALDO Groupe owns and operates a worldwide chain of shoe and accessory stores. The company was founded by Aldo Bensadoun in Montreal, Quebec, in 1964 where its corporate headquarters remain today. It has grown to become a worldwide corporation, with over 950 stores under 8 retail banners: ALDO, ALDO Accessories, Spring, FeetFirst, Globo, Little Burgundy, Lōcale and Call it Spring. There are also ALDO outlet, ALDO Kids, ALDO Liquidation, Spring Liquidation, and clearance stores. Canadian, American, and UK stores are corporate stores while international stores are franchisees. The company once operated the now closed or re-branded banners Simard & Voyer, Pegabo, Transit, Stoneridge, and FIRST (Which was the American version of Feetfirst). Statistics: Public Company Incorporated: 1942 Employees: 500 Sales: C$202.14 million (1996) Stock Exchanges: Toronto Montreal Ticker Symbol: AO.A SICs: 2337 Women's, Misses', & Juniors' Suits, Skirts, & Coats; 2321 Men's & Boys' Shirts, Except Work Shirts; 2325 Men's & Boys' Separate Trousers & Slacks; 2329 Men's & Boys' Clothing, Not Elsewhere Classified; 2331 Women's, Misses', & Juniors' Blouses & Shirts; 2335 Women's, Misses', & Juniors' Dresses; 2339 Women's, Misses', & Juniors' Outerwear, Not Elsewhere Classified; 2361 Girls', Children's, & Infants' Blouses & Shirts; 2369 Girls', Children's, & Infants' Outerwear, Not Elsewhere Classified; 2221 Broadwoven...
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