...There were many weapons used in WWII. Weapons varied by different soldiers. Every country used there own type of weapons. Pistols was one of the weapons used. They also had a weakness because they were for close range only. This weapon was carried by infantry officers, tank crews and pilots. Rifles was another weapon used in WWII. The standard rifle was the 9 pound Garand M1 with a maximum range of 5,500 feet. Hand grenades were often used. The grenade in World War 2 became an integral weapon in every infantry man’s kit. Flame thrower’s were used as well. The German’s introduced the flamethrower in WW1. They were effectively used against fox holes. The next weapon was machine guns. Machine guns were used to be...
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...(1) What should they do with the unprofitable subsidiaries? Thyselius said, “If you make losses it means that operations are not working and that you allow negligence and stupidities” (342). The managers’ behavior is a problem that they need to solve first. They require the managers to display the “personal drive” and believe that the HR is the main factor that cause success. They want to hire the best employees for their company because “to produce quality you have to hire qualified persons” (343). So, the top management, which controls everything in the subsidiaries, is the most important thing. They can invest in “employee competence development.” After that, they can talk to the managers to find out why the managers broke the policy and fix the problem. Moreover, through the conversation, they can understand and find out if the manager is good enough to stay in the position. After considering and practicing all of those, if the subsidiaries still have poor development, they should get rid of it because they think that “it is a little too small to spend so much time and energy on it” (349). (2) How should they deal with the ambitious, unorthodox, yet highly successful manager? The ambitious and highly successful manager is hard to find another one to replace, even if he/she is unorthodox. I think there is no right or wrong definition for management. It is about the directions and decisions, which fit the company the most. “Having grown in different directions, S&T...
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...graphite, it was not successfully isolated until the year 2004 [1] [10]. The Nobel prize laureates Andre K. Geim and Konstantin S. Novoselov successfully separated graphene from graphite in October 2004 at the University of Manchester, United Kingdom [1]. The method they used was incredibly simple and crude, many people could have a chance of accomplishing this great achievement in their daily life. The scientists simply put a flake of graphite on a sticky tape, folded the tape over the flake and pulled the tape apart [1]. By repeating this process, the flake of graphite gets thinner and thinner. Eventually, graphene is obtained on the sticky tape. To honor their successful isolation of graphene and their research on graphene, the Royal Swedish Academy of Sciences awarded Geim and Novoselov the Nobel prize in physics in 2010 [2]. Structure of graphene As mentioned earlier, graphene is obtained from graphite. Graphite is a very common form of carbon that can be found in pencils we use to write, and it is formed by flat, stacked layers of carbon atoms. Graphene is just one such layer that forms graphite [1], it is a single layer of carbon atoms joined together in a flat hexagonal lattice [1][2]. Although graphene has a seemingly simple structure, scientists have discovered two unique features that make graphene a very special material. The first unique feature of graphene is the nearly perfect orderliness of the arrangement of carbon atoms in the lattice structure [1][2]. Researchers...
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...THE 10 MOST EXPENSIVE CARS... EVER The priciest cars in the world are as much specimens of automotive engineering as they are moving masterpieces of luxury. These are the most nimble, fastest, and innovative machines on the road. Exotic, lightweight materials in the body, dashboards that resemble fighter-jet cockpits, and leather from floor to ceiling are just a few of the standard bells and whistles one can expect when you own one of the meticulous pieces if metal. All of them cost more than most Americans spend on a home. From a $500,000 Mercedes that goes 200-plus mph, to the ultimate in Aston Martin design for $1.4 million, to a $2.1 million Swedish creation that could compete in Formula One — here are the most expensive street-legal cars ever made. (Prices reflect what these cars sold for at the time of production, not at auction years later.) 1. Koenigsegg CCXR — $2,173,950 The CCXR hits zero to 60 mph in just 2.9 seconds and tops out at 250 mph, and the technology that goes into creating such a driving specimen is reflected in the price tag. Carbon ceramic brakes, Formula One-style traction control and a carbon fiber and aluminum honeycomb chassis all come standard on this car, which is hand built by a team of 45 Swedes. Other bells and whistles include a removable hardtop with a glass roof that can be stored under the front hood, leather carpets and a hydraulic lifting system. As a bonus, the CCXR is environmentally friendly; it burns either gasoline or ethanol....
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...Description of SAS 2 The augmented service offering 3 The CRM Strategy 4 Description of SAS (Mission/Vision statement) SAS is the largest airline company in Scandinavia and the 9th largest in Europe. The airline company was founded in 1946 and in 1954 they operated the first trans-polar route. SAS is owned 50 % by the Danish, Swedish and Norwegian states and private shareholders own the other 50%. They have global network with Star Alliance, which allows them have worldwide networking in 1160 destinations and in more than 180 countries. Nowadays they still concentrate on the Scandinavian market and their mission is to provide the best value for the customers’ money and time. They realize more than 1008 daily departures, flying to more than 30 countries and to 127 destinations all over the world. SAS are well known for their punctuality, safety and for taking good care of their customers. Their main target groups are business people but they also have leisure customers. And for the most loyal ones they created a loyalty card, which gives a lot of benefits. One of their main strategies used is the 4 Excellence, including commercial, sales, operational and people excellence. The first three factors are concentrated on the customer needs, values and willingness to pay for the service they offer. And the last one is for the treat and potential of the employees. SAS has simplified centralized-staff structure and this creates a short decision-making and centralized...
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...The Branded Customer Experience … touching lifestyles, desires, and emotions. Whitepaper #5 In this marketing-centric economy of instant e-mail offers, hyped CRM, and endless competing media images [aka: noise, noise, noise] … some, very-select brands actually break through the clutter and create genuine interest, excitement, and loyalty in the marketplace. Beyond simply selling a product … a location … or a service, these “experiential brands” excel at merchandising and selling a relationship. They “connect” with their customers. They engender emotional loyalty. They go beyond transactions and establish true differentiation and value in the customer’s mind. Power brands like Southwest Airlines, MTV, Starbucks, Harley-Davidson, ESPN, Victoria’s Secret, IKEA, Nickelodeon, Disney, Martha Stewart, and Target … and up & comers such as JetBlue, REI, Sephora, and American Girl … deliver visionary and well-conceived “experiences.” They’ve reinvented otherwise intangible, commodity products and services. They’ve got personality. They know how to image, package, and merchandise themselves as experiences. They’ve succeeded in building real trust and connectivity. And, on some level … each is a celebration. As such, intangible brands suffer from a higher perception of “personal risk” in both the purchase decision and bonding processes. As seen in the recent tanking of air travel – United and Delta’s soft under-belly contrasts greatly with Southwest and JetBlue’s structural momentum...
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...settlers in 1624 and Delaware by Swedish settlers in 1638. New Jersey was settled by John Berkeley and George Carteret in 1638, and Pennsylvania by William Penn in 1682 for religious freedom. The Southern Colonies were settled for a variety of reasons. Virginia as settled in 1607 by John Smith to expand trade, and Maryland was founded in 1634 by Cecil Calvert to sell land and for religious freedom. North and South Carolina were settled by a group of eight aristocrats in 1660 and 1670 to profit from trade and selling land. Georgia was settled by James Oglethorpe in 1773 for religious freedom, protection against Spanish Florida, and a safe home for debtors. Overall,United States started off because people wanted religous freedom or wanted to make money. Money has always been a motivator, it drives people do do insane things like sailing across the ocean in colonial times, or enlisting in the army to go to Afghanistan in contemporary times. Money has been the initiator of many great events and inventions, without money a lot of what exists today would not exist. In colonial times people would work hard to place food on the table. They would work in the fields and make their own food and clothing, and even shelter. Many journeyed across the ocean not knowing if they would survive. In Modern times people go to college, get a job, and take for granted that other people make their food. Americans take a trip to a foreign country in an airplane and can take comfort in knowing that...
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...Harvard Business School 8-489-046 Rev. May 31, 2001 Jan Carlzon In June 1974, at the age of 32, I sat down behind the desk in the president’s office of Vingresor, a subsidiary of the Scandinavian Airlines System that assembles and sells vacation package tours. I’d been selected president after only six years of working life. I had authority over 1,400 employees, many of them roughly the same age as I. My qualifications were no better than anyone else’s, and there was no obvious reason for making me president. I was afraid—afraid that I wouldn’t be accepted and afraid that I would fail. I had taken over at Vingresor during troubled times. The 1973-1974 oil crisis had escalated air travel prices so much that passengers shied away from charter trips. It was our job to make Vingresor profitable again. We didn’t have many options. The main functions of a tour operator like Vingresor are to contract for flights and hotels and set up a service section at the travel resort that organizes excursions and activities. Then all these pieces are packaged together for the customer to purchase. The operator’s profit is to a great extent a question of cost: the more money invested throughout the various stages of assembling the package, the smaller the profit margin and the greater the chances of losing money. The less invested, the less the risk. In a sagging market, most product-oriented executives would have cut back on service. But this would only bring in less revenue, creating an...
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...Green Marketing -A case study of British Airways By Daniel Szuster A Master Thesis in Culture, Communication and Globalisation at Aalborg University January 2008 Title: Green Marketing, a case study of British Airways Signs: 133.188 Supervisor: John Hird ----------------- Daniel Szuster Table of Contents Introduction 5 Methodology 7 The Meaning of Green 8 Introduction 10 Theoretical Framework 11 Background Information 13 Theoretical Framework 14 Green Marketing 15 Environmental management 15 Why green marketing? 17 Marketing defined and corporate social responsibility 22 What is Green Marketing? 25 Green marketing strategies 28 Implications for organisations 30 Green Consumerism 34 Consumer behaviour research 35 The green consumer 38 The green buying process 41 Influences on purchase and consumption decisions 47 Global Warming and the Impacts of Climate Change 49 Human caused global warming 49 The impacts of climate change 50 The opposition to human caused global warming 52 Background Information 53 British Airways 54 Past and present 54 Carbon Offsetting 55 Datamonitor’s SWOT analysis 58 The British Green Consumers 59 Perception and Attitudes in Relation to the Environment 59 Information on the environment 62 Solutions to environmental problems 65 SWOT Analysis 67 Strengths 68 Weaknesses 71 ...
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...Green Marketing -A case study of British Airways By Daniel Szuster A Master Thesis in Culture, Communication and Globalisation at Aalborg University January 2008 Title: Green Marketing, a case study of British Airways Signs: 133.188 Supervisor: John Hird ----------------- Daniel Szuster Table of Contents Introduction 5 Methodology 7 The Meaning of Green 8 Introduction 10 Theoretical Framework 11 Background Information 13 Theoretical Framework 14 Green Marketing 15 Environmental management 15 Why green marketing? 17 Marketing defined and corporate social responsibility 22 What is Green Marketing? 25 Green marketing strategies 28 Implications for organisations 30 Green Consumerism 34 Consumer behaviour research 35 The green consumer 38 The green buying process 41 Influences on purchase and consumption decisions 47 Global Warming and the Impacts of Climate Change 49 Human caused global warming 49 The impacts of climate change 50 The opposition to human caused global warming 52 Background Information 53 British Airways 54 Past and present 54 Carbon Offsetting 55 Datamonitor’s SWOT analysis 58 The British Green Consumers 59 Perception and Attitudes in Relation to the Environment 59 Information on the environment 62 Solutions to environmental problems 65 SWOT Analysis 67 Strengths 68 Weaknesses 71 ...
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...External Environment analysis Summary There have been turbulent times for the Australian airline industry. It has been confronted with the marked decline in international tourism in the aftermath of the September 2001 terrorist attacks in the US and, more recently traffic loss attributable to war in Iraq and severe acute respiratory syndrome (SARS) outbreaks in part of Asia and Canada. And off course, the global financial crises in 2008. While the domestic airline industry is largely deregulated, Australia’s international airline industry remains quite deregulated at the commonwealth level, as it is subject to the detailed capacity controls of airline service agreements (ASAs) that underpin the industry. These agreements control the amount of airline seat capacity which may be deployed on scheduled services over individual country to country routes; they are general of treaty status and are enforceable in international law. In another move to free up the international side of the industry, the Commonwealth adopted a policy of allowing more than one Australian owned international airline to operate scheduled services to and from Australia. However the September 2001 failure of the Ansett Airlines group brought an end to Ansett International's short-lived operations. Although Qantas is once again the only Australian flag carrier, Virgin Blue has signalled its interest in operating in some international markets in Australia's immediate region, such as the trans-Tasman market...
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...History of English (Source: A History of English by Barbara A. Fennell) The English language is spoken by 750 million people in the world as either the official language of a nation, a second language, or in a mixture with other languages (such as pidgins and creoles.) English is the (or an) official language in England, Canada, Australia and New Zealand; however, the United States has no official language. Indo-European language and people English is classified genetically as a Low West Germanic language of the Indo-European family of languages. The early history of the Germanic languages is based on reconstruction of a Proto-Germanic language that evolved into German, English, Dutch, Afrikaans, Yiddish, and the Scandinavian languages. In 1786, Sir William Jones discovered that Sanskrit contained many cognates to Greek and Latin. He conjectured a Proto-Indo-European language had existed many years before. Although there is no concrete proof to support this one language had existed, it is believed that many languages spoken in Europe and Western Asia are all derived from a common language. A few languages that are not included in the Indo-European branch of languages include Basque, Finnish, Estonian and Hungarian; of which the last three belong to the Finno-Ugric language family. Speakers of Proto-Indo-European (PIE) lived in Southwest Russia around 4,000 to 5,000 BCE. They had words for animals such as bear or wolf (as evidenced in the similarity of the words for these...
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...International Business Environment IBMS 2011 H&M Brazil Brazil Module 4 International Business Environment Fryslân International Consultancy Group Authors: Docent: Meinard Fransen Foreword This document contains an economical business report on the subject of the possibility of H&M expanding to the Brazilian market. Is the Brazilian market a suitable and lucrative market to expand to? It is issued by Stenden University of Applied Sciences, for the module “International Business Environment” within the International Business and Management study program, as a module assignment. After dividing the workload within the first couple of days, we focused on writing each part individually and gathering and combining all parts in the end. This type of group work was a drawn-out process, but in the end it all worked for the best and we as the authors hope you enjoy reading this report. CONTENTS Foreword 3 1 Introduction 5 2 External Environment 6 2.1 Economic Situation 6 2.2 Demographics of Brazil 10 2.3 Import/Export (international scope) 10 2.4 Market environment 11 2.5 Competition 12 2.6 Legal; business format 13 2.7 Social aspects 13 2.8 Five Forces Analysis 14 2.9 Conclusion: Opportunities and Threats 16 3 Retail Formula 17 3.1 Business concept 17 3.2 International exposure 18 3.3 Target groups 19 3.4 Strengths and weaknesses 20 3.5 Recommendations of the Retail Formula 20 4 Conclusions...
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...Drones Today LAS-432 Tech, Society, and Culture Fernando Barreto Koop Ferwerda Victor Saffings DeVry University Professor Rollo Table of Contents Thesis statement 2 Introduction 2 Brief Description of the Technology 3 Clarification of characteristics; drones vs. robot 4 Comparison between Drone and Robot: 5 Figure 1.1 5 Historical Development 6 Evolution of drone technology 7 Current exploits of drone technology 8 Future applications 10 Political and Legal Influences 11 Review/ Explanation of current federal law 13 Economic Questions and Considerations 14 Figure 2.1 15 Psychological Considerations and Sociological Effects 18 Cultural Context 20 Implications on the Environments 23 Drone Patrol Rivers for Pollution 24 “How Quad-rotors are Heroes in Times of Disaster” 24 Moral and Ethical Implications 25 “Air Force Bug-bot Nano Drone Technology” 25 Humanoids: Future is Today 26 Conclusion 27 References 28 Thesis statement The innovation of the drone has opened up an assortment of possibilities that will aid humanity in progressing towards a safe and secure environment. Resistance has been established by the global community due to how this technology was first exploited by the military. Our aim is to acknowledge this advancement as progress and research crucial evidence that supports the future implications on exploiting UAV technology. Introduction Drones are semi-autonomous flying vehicles that can be remote...
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...Russian Academy of National Economy and Civil Service under the President of the Russian Federation Faculty of Economic and Social Sciences Scandinavian model: advantages and contradictions of a welfare state Anna Olkova 3rd year student 2011 Table of contents Introduction 3 Chapter 1. The role of Scandinavian model in economic theory and practice. 5 1.1. Scandinavian model in civilizational context: incarnation of integralism. 5 1.2. Scandinavia in European economy: comparative analysis 10 1.3. Cultural preconditions for the Scandinavian model formation. 13 Chapter 2. Model performance and competitiveness: distinctive features 16 2.1. The role of public sector in Scandinavian economies 16 2.2. Peculiarities of labour market in Scandinavia 21 2.3. Human capital and innovations: learning economy 26 Chapter 3. Scandinavian model: challenges and threats 33 3.1. Demographic challenge: ageing of population versus public finance 33 3.2. Paradoxes of economic growth in welfare states 36 3.3. The problem of labour disincentives and decommodification. 38 Conclusion 41 Bibliography 43 Introduction In the light of a current trend of moving towards socialization in economy, Scandinavian experience stands out, being probably a unique example of building a highly-socialized and at the same time viable economy. The image of Scandinavian countries appears...
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