...Baderman Island Resort Executive Summary Baderman Island is accepting design bids for its seasonal annual marketing campaign. Team B is asked to design the following: * An 11” x 14” poster designed for print delivered as an unflattened PSD file smaller than 10 MB. * A 300 x 300 pixel web advertisement delivered as an unflattened PSD file smaller than 10 MB and a flattened JPEG of no more than 200 KB. * The color scheme must be consistent with the color scheme established on the Baderman Island website. * Both the poster and web advertisements to include the Baderman Island logo, located in the banner at the top of the Baderman Island home page. * Designs to include at least three different examples of text to include: The Baderman Island motto. A new additional slogan created by Design Team B. The company name Baderman Island, modified from text into a graphic. In order for Team B to create these designs, it is beneficial for them to learn more about the Baderman Island Resort, such as the accommodations, amenities, and restaurants. The site also has a blog that could be useful in finding out what guests look for most when coming to visit Baderman Island Resort. History “Welcome to Baderman Island: where paradise is reality.” "Established in 2004, leisure and convention center focused Baderman Island is dedicated in providing unique and quality experiences to Island guests and daily visitors. The Board of Directors and operational...
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...Club Med 'The Club Med (A) case is a big-picture case that examines the strategy of an international chain of all-inclusive vacation resorts. It outlines the forces that shape the industry's structure, and presents the particular factors that contribute to Club Med's success. Of critical concern are the potential areas where Club Med can establish a defensible competitive advantage. What are the essential ingredients of Club Med’s service-delivery system? Can the process be appropriated? We think the Club Med has diverse unique service-delivery system such as AI(all-inclusive) vocation package Unique concept to GM that means nothing to worry about except relaxing and enjoying themselves Guest-friendly talented Staff Advance distribution network for example indirect sales through travel agencies as well as direct sales to customers “Word of Mouth” of market strategy Location for eco-friend resort environment Customer centralized information: easy to use and share for future opportunity What are the determinants of service quality at Club Med? We think the Club Med has diverse unique systems. For example The Club Med has a lot of talented GO having passion and energy for customer’s satisfaction The Club Med rotate its GOs from one resort to another every 6 months, resulting in new ideas and better practices In pricing strategy, the Club Med provide a service with all-inclusive approach and provide membership programs. The Club Med think Word...
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...Baderman Island HM/486 02 December 2013 University of Phoenix Professor Lequrica Gaskins Baderman Island Baderman Island offers guests an all-inclusive vacation, destination wedding, or conference experience. Part of the Baderman Island mission statement includes offering price ranges for all budgets while providing a premium guest experience. The property, on an island in the Kelsey River boasts a size of approximately 930 acres. The lodging options include The Tenney, a couple’s retreat featuring only suites, The Melancon Conference Center, equipped to handle groups of nearly any size, and The Baderman Main Hotel, which accommodates the largest variety of guests. The main hotel caters primarily to family vacationers, and the facility is designed to accommodate all ages. In addition to the various lodging options, Baderman Island also hosts food services including several fine dining restaurants, cafes, and bistros. Currently reservations for dinner at any of the fine restaurants can be made online. The island features spas, art galleries, and boutiques as well as gift shops. The convention center offers full event services including access to recreational pursuits popular with conference attendees. These include an 18-hole golf course, water sports, and a botanical garden. The garden property alone consists of nearly one third of Baderman Island’s total acreage. At 375 acres, the Botanical Gardens offer some of the most intriguing of...
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...Case Analysis Club Med Luya Li (999651880) Lec 02 Professor Tarun Dewan 23rd January 23, 2015 OVERVIEW Club Mediterranee, or Club Med, is a corporation in the hotel and travel industry. It was originally founded as a sports association by a group of French sports enthusiasts in 1950, as the customer demand and business opportunities increased, it transformed from an association into a travel company with the help of the managing director Gilbert Trigano. Club Med created the all-inclusive vacation concept and later became the market leader in the resort industry. Throughout the years, the corporation had enjoyed financial growth and geographically expanded its business throughout the world. In 1984 and 1985, both Club Med S.A and its subsidiary, Club Med. Inc. went public and offered their shares on major stock exchange. However, the company should pay close attention to its potential weakness given the pace of commerce and heated competition. This report will list the comparative advantages of Club Med and explain the reasons for its success over the past years. It will also highlight the company’s unique corporate culture. Moreover, the report will point out Club Med’s potential problems, and provide recommendation in regards to Club Med’s future strategy. ANALYSIS Club Med’s success can be measured both financially and non-financially. After transforming into a travel and hotel company, Club Med further expanded its business by forming the U.S. subsidiary...
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...A Healing Hospital’s Spirituality Grand Canyon University August 23, 2015 A Healing Hospital’s Spirituality A healing environment has been a sought after aspect since Nightingale. Today, more and more organizations are using techniques to provide a stress free and healing environments to their facilities. Studies show that a harmonious combination of environmental psychology, sociology, and architecture can reduce stress and promote healing (Zborowsky, 2008). This paper shall discuss the components that make up a healing environment as well as the challenges encountered in creating an environment that promotes healing. Components of a Healing Hospital To begin with, a large focus in creating a healing environment is in stress relief. Contact with nature has been shown to decrease stress and reduce anger (Zborowsky, 2008). Architecturally, facilities create this contact by having large windows that provide views to gardens on the outside. Another component that promotes a healing environment is decreasing noise, and increasing air quality. Studies have shown that poor air quality increase heart rate and blood pressure (Blomkvist, 2005). Other architectural components that can promote healing are private rooms, which can reduce exposure to infection and adaptable rooms that can adapt the different acuity levels allowing the patient to remain in the same room. The importance of single patient rooms has been noted by the Joint Commission following guidelines that require...
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...The traditional approach to health care was to “cure” the disease. Health providers were trained to obtain all the sign and symptoms associated with the disease; and then treat the patient accordingly. Very little attention was directed toward approaching the patient and the environment from a perspective of healing and spirituality. This presentation will identify the three key components of a healing environment and address some of the challenges: 1) Physical Environment, 2) Social Environment, and 3) Complementary and Alternative Medicine. A Healing Physical Environment Patients want to be within an environment that promotes healing. Healing environments decrease stress and promote optimal well being. Psychological stressors set in motion physiological changes in the body, which arise both physiological and behavioral reactions increasing susceptibility to physical illnesses (Leserman et al, 1998). To promote a healing environment, care must be taken to reduce noise, utilize calming color schemes, and provide a way for patients to connect with nature. NOISE REDUCTION Studies show that noise reduction is linked with increased healing and recovery and can decrease a patient's length of stay," said Zareh Sarrafian, chief operating officer at Loma Linda University Medical Center. Thus, a noisy, confusing hospital room might leave a patient not only feeling worried, sad, or helpless but also might raise his or her blood pressure and heart rate and increase muscle...
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...The Effects of Working Capital Management on Firm Profitability A study examining the impacts of different company characteristics Authors: Hampus Björkman & Micael Hillergren Supervisor: Lars Lindbergh Student Umeå School of Business and Economics Spring semester 2014 Degree project, 30 HP Abstract Many argue that there is a trade off between profitability and liquidity. However, many studies have found that the profitability can increase with an efficient Working Capital Management. Correctly allocating cash flows to where and when it is needed increases liquidity and simultaneously increasing profitability. The purpose of this study is to develop the research on the relationship between Working Capital Management and profitability by investigating how it is affected by different company characteristics. A quantitative method was applied with philosophical stances in objectivism and positivism and deductive theory was used to approach the subject. From the theoretical framework, five hypotheses were established and statistically tested in order to answer our research question. The first hypothesis was formulated to confirm previous research, while the remaining two aimed at providing both a theoretical and practical contribution to existing knowledge. The thesis centers on the Cash Conversion Cycle, a metric of how fast a company turns purchased products into profit, with Gross Profit Margin as the measure of profitability. The...
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...From Cases &Exercises in International Business Charles A. Rarick 13 CASES TED & HARRY'S ICE CREAM FACTORY: THE RUSSIAN EXPERIENCE In 1975 Ted Cooper and H arry Gr eenberg be gan selling ice cream in a converted church in Little Rock, A rk ans as. Th e two you ng m en, who had rec ently completed a correspondence cou rse in ice cre am making, see med an unlikely p air to even tually lead a multimillion-dollar en te rp rise , which would ch allenge corp ora te America 's se nse o f socia l responsibility . The co m p an y b egan to manufactu re, an d se ll on th e ret ail level, a premium ice cr eam with unusual so u n di ng n ames suc h as Silly Strawberry Surprise and Harry 's Ver y Berries. The pair so ld th eir product through retail shops, w hich they call ed Ted & Harry's Ice Cream Factory, and consumers could order ice cream b y th e scoo p, or in packaged form for home cons u m p tion. By 1985 Ted & Harry 's was a publicly tr aded company with ov er 50 retail oper ations in the United Sta tes . Gross sa les w er e in excess of $35 million an d th e company had taken a very proactive s ta nce in the are a of social respon sibility. The compan y e m p loyed di sadvantaged member s of society and d on at ed 15% of its pret ax profit to va rious ch arities . Ted and Harry w ere also actively in v ed in a w orldwide peac e mo v ement and ope n ly su p ported th e vol bilateral di sarmin g of th e United States and the Sovi et Uni on. In 1989 Ted...
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...BASIC PAY—EFFECTIVE JANUARY 1, 2014 Pay Grade O-10 1 2 or less Over 2 Over 3 Over 4 Over 6 Over 8 Over 10 Over 12 Over 14 Over 16 Over 18 O-91 O-81 O-71 O-62 O-5 O-4 O-3 O-2 O-1 O-33 O-23 O-13 W-5 W-4 W-3 W-2 W-1 E-94 E-8 E-7 E-6 E-5 E-4 E-3 E-2 E-15 9,946.20 8,264.40 6,125.40 5,106.60 4,405.80 3,873.90 3,347.10 2,905.20 10,272.00 8,648.40 6,729.60 5,752.50 5,100.30 4,391.40 3,812.10 3,024.00 10,488.30 8,826.00 7,171.20 6,150.60 5,440.80 4,739.70 4,390.50 3,655.50 10,548.60 8,967.30 7,171.20 6,225.60 5,516.40 5,167.80 4,538.70 3,655.50 5,167.80 4,538.70 3,655.50 4,551.60 4,015.80 3,699.90 3,401.10 10,818.60 9,222.90 7,198.50 6,474.30 5,832.30 5,415.30 4,632.30 3,655.50 5,415.30 4,632.30 3,903.30 4,761.00 4,179.60 3,909.90 3,606.60 11,269.20 9,475.80 7,507.20 6,622.80 6,171.00 5,687.10 4,632.30 3,655.50 5,687.10 4,779.90 4,047.90 4,968.30 4,501.80 4,236.00 3,909.30 3,959.40 3,594.90 3,228.60 2,922.30 2,427.30 2,034.90 1,716.90 11,373.90 9,767.70 7,547.70 6,949.50 6,593.10 5,862.60 4,632.30 3,655.50 5,862.60 5,028.60 4,195.20 5,178.00 4,837.20 4,397.40 4,050.60 4,836.90 4,134.30 3,709.80 3,331.50 3,076.20 2,427.30 2,034.90 1,716.90 11,802.00 10,059.00 7,547.70 7,189.50 6,921.30 6,151.50 4,632.30 3,655.50 6,151.50 5,220.90 4,340.10 5,493.90 4,995.00 4,556.40 4,247.70 4,946.40 4,242.90 3,914.40 3,530.40 3,094.80 2,427.30 2,034.90 1,716.90 11,924.70 10,351.20 7,976.70 7,499.70 7,149.60 6,302.40 4,632.30 3,655.50 6,395...
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...BASIC PAY—EFFECTIVE JANUARY 1, 2014 Pay Grade O-10 1 2 or less Over 2 Over 3 Over 4 Over 6 Over 8 Over 10 Over 12 Over 14 Over 16 Over 18 O-91 O-81 O-71 O-62 O-5 O-4 O-3 O-2 O-1 O-33 O-23 O-13 W-5 W-4 W-3 W-2 W-1 E-94 E-8 E-7 E-6 E-5 E-4 E-3 E-2 E-15 9,946.20 8,264.40 6,125.40 5,106.60 4,405.80 3,873.90 3,347.10 2,905.20 10,272.00 8,648.40 6,729.60 5,752.50 5,100.30 4,391.40 3,812.10 3,024.00 10,488.30 8,826.00 7,171.20 6,150.60 5,440.80 4,739.70 4,390.50 3,655.50 10,548.60 8,967.30 7,171.20 6,225.60 5,516.40 5,167.80 4,538.70 3,655.50 5,167.80 4,538.70 3,655.50 4,551.60 4,015.80 3,699.90 3,401.10 10,818.60 9,222.90 7,198.50 6,474.30 5,832.30 5,415.30 4,632.30 3,655.50 5,415.30 4,632.30 3,903.30 4,761.00 4,179.60 3,909.90 3,606.60 11,269.20 9,475.80 7,507.20 6,622.80 6,171.00 5,687.10 4,632.30 3,655.50 5,687.10 4,779.90 4,047.90 4,968.30 4,501.80 4,236.00 3,909.30 3,959.40 3,594.90 3,228.60 2,922.30 2,427.30 2,034.90 1,716.90 11,373.90 9,767.70 7,547.70 6,949.50 6,593.10 5,862.60 4,632.30 3,655.50 5,862.60 5,028.60 4,195.20 5,178.00 4,837.20 4,397.40 4,050.60 4,836.90 4,134.30 3,709.80 3,331.50 3,076.20 2,427.30 2,034.90 1,716.90 11,802.00 10,059.00 7,547.70 7,189.50 6,921.30 6,151.50 4,632.30 3,655.50 6,151.50 5,220.90 4,340.10 5,493.90 4,995.00 4,556.40 4,247.70 4,946.40 4,242.90 3,914.40 3,530.40 3,094.80 2,427.30 2,034.90 1,716.90 11,924.70 10,351.20 7,976.70 7,499.70 7,149.60 6,302.40 4,632.30 3,655.50 6,395...
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...5.. IMPLANT RETAINED MANDIBULAR CVERDENTU A RE bstract ll BriefBackground Th^eoaim,of this clinical report is to describe the use of a low_ protite.aftachment system to accommodate limited tnterarch space for a mandibular implant-retatned ovefdenture ll Materials and Methods A 2-implant-retained overdenture whtch js a compreterv edenturous l,,i.oiffS iiHlilJff well-accepted mandrbre was llDiscussion Discussion deals wjth the methodology of implant placement rnctud-ingfabrication of complete deniure whiii,..,"O.r rurgi_ cal gulde template and other treatment mooalitjes. ll Summary and Conclusions supeorted prosthesis provides an exce ent supporr J1:lTpla]r ;!:::1:}1#":*'dentuf e i'rprant'u*""ii'i.' Ji,iv. r,. ll Key Words ffJil::Tffr r-diburar denrure, imptanr supporred Man- t. Indian Joumal of Dental Sciences. September 2013 lssue:3, Vol.:5 All rights are reserved wwwijds.in Indion Journol of Dentol Sciences E Modified Technique For Artificial Saliva Reservoirs In Maxillary Denture P ISSN NO. 0976{003 'Varun Kumar 'Amrinder Sjngh Tuti 'Leena Tomar uaorta Abstrac{ Xerostornia is a relalively common complaint lhalcan make the weanng of complete dentures very uncomfortable for affected individuals. to help overcohe this problem, a number ol techniques have been proposed for incorporating ,es"rvoi'.i, 5"i"".v dentures. These have had varying degrees ot siccess...
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...Animals Co G eo T oke a i P pyx rze na P Le yro Ne aur is c tta sul u n O ot o a c ci Sc cos em tidtiel cotyrbo atin pes ut cyp a d ea la r lis nar us Tr Wi ell ha om le ut pi ia As In ich lco inia o e po ilan la co G erm oph xina sc roa stic rina s a u r u d Ch esmlaz Ale isia ea miktell ctica m al is iell uri ag hyb olaata Un a a a g de Ca P zionsph au au reg rida e rw lo ulv h ae ran ran ata o s e r H o cy in lv os tia tia H e dia ph ula et po ca B elv lve co a ar icu ra Ba Ba alsa ella lla t lumfulg che m e r e La Re Wy rssi lsammia lac rre nar ns i by dd nn a o ia m un str is a o is r e e r Di inth llom lla ego vulg gna sa ng om y si ne a ta ce lv n ris le yc i Tu T Tya v es s docolosis b u u e v n r Ch T er be be rru ariu ki T ub rap r g r b co s i oir Ch om oir T ube er e aeo ibbo orch sa yc om ube r pa xca dor sum ii Ar e y r n v u th r O s m ce m nif atu m D ob rb e s v agn eru m M Mo D ac otr ili an en at m on na ac cr A act tyle ys da de drifo osu um ro os rth yle lla ac lic rm s s p r a St D por oriuobo lla rho tylo tu is eg La Mo Ar udd ium m trys oxy pal ide la ob sio na thr in ge ha r sp ota s ium de cr o gt p pt obu o o parma spo O botr onia hyro otylu st ra nic se riu rb ys fla pa ma Um eumrrico m e ilia a con gra ga M bil ye rne llips uric oide ns yc ic oc o o ali La aria ast li yea spo lor s Ch ae S Ste ciu sa su ke st li ra no ph no m llia bg sy ke Co th in c a r la m nio ec ctr ybe lbo os br Ce Con s o in p nig sic a Sa ra io po ps a u r a rcin Gr mo spo...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· PEAR SON -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University PEAR SON --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface:...
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...Introduction Currently, the share of railways in carrying this load is around 70 per cent, followed by 25 per cent for pipelines and 5 per cent for roads. Railways and roads are inefficient modes of carrying petroleum products because they consume significantly more energy (320 BTU for railways and 1700 BTU for roads to move one tonne of petroleum products over one km) than pipelines for which the comparable figure is only 50-135 BTU. Clearly, pipeline transportation is the most efficient way of moving petroleum products and gases and, hence, is the preferred mode all over the world. In developed countries like the USA and the UK, almost all long distance transportation of petroleum products and gas takes place through pipelines. India is far behind these countries in realizing the full potential of pipelines because it does not have a well-developed pipeline network. A rapid development of pipelines, therefore, is essential to ensure that the share of this mode in the transportation of petroleum products and natural gas reaches the desired level. It is estimated that around Rs 30,000 crore are likely to be invested over the next 10-12 years in setting up pipeline networks for liquid petroleum products The efficient and effective movement of natural gas from producing regions to consumption regions requires an extensive and elaborate transportation system. In many instances, natural gas produced from a particular well will have to travel a great distance to reach its point...
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