...Assess the impact of the Continental System on Europe after 1806 “England is a nation of Shopkeepers”- Napoleon Bonaparte It was on the 21st of November 1806 that Napoleon Bonaparte, Emperor of the French, issued the Berlin Decrees; beginning a self-blockade of Europe that would last to some extent or another, for the next 8 years until his abdication on April 11th 1814. Bonaparte is purported to have believed that his policy of Blocus Continental would lead to inflation and large-scale debt within Britain, and while his desired impact of the Continental System unto the UK was not quite so dramatic, the affects that Napoleon intended as a result of the Berlin Decrees were extremely significant in terms of their impact upon Europe. However, there were also numerous consequential impacts of the Continental System which need to be examined if an objective assessment of its impacts upon Europe is to be made; aided by the classification of impacts into short and long term and positive or negative. The Continental System was intended as a way in which Bonaparte could force Britain into a peace, but its primary effect was that of alienation. After the Milan Decrees (17th December, 1807) endorsed and actively legislated for the capture of neutral ships sailing in international waters if they had traded at a British Port, carried British goods; or merely had allowed the Royal Navy to search their ship. This effectively changed the way in which trade worked across the Globe...
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...across the merger between United and Continental airlines. The reason that I choose to do the merger is because I knew that they were going to go through many changes within this merger. Both airline companies have a lot to offer to each other with this merger that they can compete with Delta airlines one of the largest airline in the world. This merger will bring about several changes within both companies. In this paper I will be providing the different changes between both companies with the merger including the culture, systems and unions. Since they were two different companies this will bring on big changes when they finally merger together. History In In the year of 2008 United Airlines CEO Glenn F. Tilton and Continental Airlines, CEO Jeffrey A. Smisek began to talk about merging both company together in order to become the largest merger ever to take place between two airlines. However, once Continental found out about United Airlines declining financial statues they declined their offer. The talk of United negotiating a merger with US Airways stunned the CEO and board members of Continental Airlines. Predictor stated that United Airlines used this tactic to allure Continent Airline to renegotiate the merger that was discussed in 2008. In 2010 a big announcement was presented stating that United and Continental airlines were merging together as one Airline Company. Major of the management team will consist of Continental executives. This merger is just another...
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...across the merger between United and Continental airlines. The reason that I choose to do the merger is because I knew that they were going to go through many changes within this merger. Both airline companies have a lot to offer to each other with this merger that they can compete with Delta airlines one of the largest airline in the world. This merger will bring about several changes within both companies. In this paper I will be providing the different changes between both companies with the merger including the culture, systems and unions. Since they were two different companies this will bring on big changes when they finally merger together. History In In the year of 2008 United Airlines CEO Glenn F. Tilton and Continental Airlines, CEO Jeffrey A. Smisek began to talk about merging both company together in order to become the largest merger ever to take place between two airlines. However, once Continental found out about United Airlines declining financial statues they declined their offer. The talk of United negotiating a merger with US Airways stunned the CEO and board members of Continental Airlines. Predictor stated that United Airlines used this tactic to allure Continent Airline to renegotiate the merger that was discussed in 2008. In 2010 a big announcement was presented stating that United and Continental airlines were merging together as one Airline Company. Major of the management team will consist of Continental executives. This merger is just another...
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...customer behavior and airline operations. Also BI systems are being used in reducing costs and increasing efficiency of its operations. Like any other sector airline sector has many functional systems which are independent to each other. They have separate systems for ticketing, airline operations, baggage handling vendor management and loyalty programs. Alaska airlines implemented BI systems with Siebel analytics to increase revenues by marketing personalized promotions to customers. In implementing BI system their first step was to integrate data from all disparate transactional systems into one enterprise data warehouse. Secondly Alaska airlines worked on integrating metadata information from all their transactional systems, so that data could be related. It used Siebel metadata layer to implement all the business rules, aggregation rules and drills rule in their data warehouse so that business users could easily find pattern using BI systems. Alaska airlines also used BI systems to analyze flight routes which are profitable and those having concerns finding customers.BI systems also helped them forecast occupancy levels and according plan their flight staff, vendors and ground staff needs . Continental airlines implemented BI system with Teradata as backend database integrating all the airline data in one place and reporting tool MicroStrategy that helped it in finding patterns when canceling flights. Using this data Continental wouldn’t cancel flights if there was high percentage...
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...Part A What are the primary reasons for changing the current systems? Butler University’s IT department provides and is responsible for technologies in the areas of network and systems, administrative, computing, web applications, instructional technologies among others. Staying on top of new innovative technological offerings is key to the success of how the university operates and conducts their day to day business. As stated in the case study readings, “many of the administrative users are displeased with outdated Centex and Centigram capabilities, although they lauded the communication systems high reliability. (Brown, 179) There was also one major problem with Butler’s current communication system. They were unable to communicate to the entire campus via the current system; in the event of an emergency it would be almost impossible to disseminate emergency information. The overall reason for this change is to improve communication by leveraging newer technologies. What role did Butler’s IS department play? Butler’s IS department will be very instrumental during this process. The IS team will first have to assist with the initial assessment of the current systems to identify the requirements for the new systems. Once the requirements are identified the IS department will also help to identify the right systems that will be acquired to replace Butlers current system. During the implementation, transition / cutover, post implementation...
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...Intelligence: Best Practices at Continental Airlines1 Written by Hugh J. Watson (University of Georgia), Barbara H. Wixom (University of Virginia), Jeffrey A. Hoffer (University of Dayton), Ron Anderson-Lehman (Continental Airlines), and Anne Marie Reynolds(Continental Airlines) Data management for decision support has moved through three generations, with the latest being real-time data warehousing. This latest generation is significant because of its potential for affecting tactical decision making and business processes. Continental Airlines is a leader in real-time business intelligence and much can be learned from how they have implemented it. The movement to real-time is the latest development in business intelligence (BI) and data warehousing. Real-time data warehousing provides the data that is required to implement realtime BI. By moving to real-time, firms can use BI to affect current decision making and business processes. This capability is especially important for customer-facing applications, such as those found in call centers and check-in processes, and helps firms become more customer-centric. Terms such as the “real-time enterprise” and the “zero latency organization” are often used to describe firms that use real-time BI. The purpose of real-time BI is to increase revenues and decrease costs. Companies that successfully implement real-time BI can dramatically improve their profitability. For example, Continental Airlines, which is discussed later...
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...Continental Airlines Flies High with its Real-Time Data Warehouse John Paul Barber Schreiner University MKTG 4324, Business Intelligence Dr. Mark D. Woodhull February 16, 2015 Continental Airlines is the fifth-largest carrier in the United States as well as the eleventh largest carrier company in the world. The airline company provides service to 84 domestic and 53 international locations resulting in over 2000 daily flights. This high level of demand creates a large obligation for data and information to be properly stored and organized. Continental Airlines uses business intelligence and data warehousing to help collect their information and develop a system to accelerate decisions and construct flight schedules. Continental Airlines was founded in 1934 with a single-engine aircraft located in the southwestern United States. The company was doing well until 1994; Continental was in dire financial decline. The company had already filed for bankruptcy twice and was on the fast approach to file for the third and maybe final time. The sales of tickets began to fall due to the lack of focus on consumer concerns such as on-time percentages, baggage arrival problems, and constant overbooking. When Gordon Bethune became CEO of Continental in 1994, he initiated this plan. Continental Airlines uses a system called Go Forward that consists of several interrelated, concurrent actions Bethune selected to target the need for improvement in customer needs as well as...
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...Managing IT for Business Continental Airlines: Outsourcing IT to Support Business Transformation Questions: 1. Why is it necessary to have top management support for the implementation of technology innovations? Innovation implementation require adequate resources including money, but more importantly, people and time. These resources will not be formed without top management support. Top management support is essential for the project since it is they who allocate the funds which turn the wheels of changes in the organization. At all stage of implementation, management must monitor and change the process if necessary (Mohini and Dianne, 2004). In the case of Continental Airlines, Janet Wejman who were the Chief Information Officer noted in the case which the management team treated the new technology as a progress continuity that Continental had made. In this case, the investment of $2.5 million on an email system, $2.8 billion outsourcing agreement and other investment will not been realized without the approval and support from the top management. 2. What do top managers need to know about IT in order to run their business? The dependency on information technology (IT) has increased progressively for organizations as a strategically important competitive advantage. If planned, developed, and managed properly, IT can bring about greater efficiency in organizational operations, better working environments, and effective decision-making processes. A...
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...Folder Docket folder icon Action Proposed rule. Summary We are proposing to amend the fruits and vegetables regulations to allow the importation of fresh apples (Malus pumila) from China into the continental United States. As a condition of entry, apples from areas in China in which the Oriental fruit fly (Bactrocera dorsalis) is not known to exist would have to be produced in accordance with a systems approach that would include requirements for registration of places of production and packinghouses, inspection for quarantine pests at set intervals by the national plant protection organization of China, bagging of fruit, safeguarding, labeling, and importation in commercial consignments. Apples from areas in China in which Oriental fruit fly is known to exist could be imported into the continental United States if, in addition to these requirements, the apples are treated with fumigation plus refrigeration. All apples from China would also be required to be accompanied by a phytosanitary certificate with an additional declaration stating that all conditions for the importation of the apples have been met and that the consignment of apples has been inspected and found free of quarantine pests. This action would allow for the importation of apples from China into the continental United States while continuing to provide protection against the introduction of quarantine pests. Dates We will consider all comments that we receive on or before September 16, 2014. Addresses You...
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...UVA-OB-0705 MAKING THE TOUGH TEAM CALL (A) Gudrun Dammermann-Priess was stunned after this latest round of project presentations. In the nine years since the international management program (IMP) began, she never had a project so bad that she considered not allowing it to go forward. With only six weeks until the final project deliverable in mid-May 2000—a 15-minute presentation in front of 100 top executives at Continental A.G., including the chief executive officer (CEO) and at least four other members of the Vorstand—the software team project was a potential embarrassment in a very high-stakes environment. The CEO’s concluding remarks from the previous year’s IMP–1999 echoed in her ears. “I would like all my top managers to take notice. If only your presentations were as good as those we have seen this afternoon.” The IMP program had risen substantially in stature and useful strategic output over the last several years, and the risks of presenting a poor project were, for Dammermann, acutely felt. Literally from the very first module of IMP–2000 in November 1999, when teams were put together and matched to mentors and projects, the three members of this project were in complete disagreement about almost every aspect of the project and its development. They disagreed on what the mentor wanted them to accomplish and how they might begin to approach answering the key questions. Furthermore, even though there were some personal interest overlaps, the styles of two team members...
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...An Ordering System For Prima Continental Bakery. This chapter provides a brief look at the history of the stakeholder, background to the problem and the problem statement. The stakeholder in question is Bradford based Prima Continental Bakery. The company was founded 1952 by John Paciej and has been passed down through the generations, with the current owners being Henry Szepler and a silent partner. The business expanded rapidly distributing its goods to major food retailers in the West Yorkshire region, which included major supermarket chain Wm Morrison. But recently the business has seen a down turn in revenue due to aggressive competition from major supermarkets including Wm Morrison, who ended their relationship with Prima Continental Bakery and started to produce goods in store. Due to the increase in competition Prima Continental Bakery reviewed its business strategy and decided to focus more on its core business which is sandwich shops in the West Yorkshire, with emphasis being placed on producing hand made continental bread and baps. Recent financial data shows the business is making a turnover of around half million pounds, which shows its in a strong financial position to cope with co mpet ition fro m the major supermarkets. Background to the problem statement Prima Continental Bakery currently produces a range of products which can be categorised under the terms confectionary and bread. There is a total of 21 products ...
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...case case Continental Airlines: One Company’s Flight to Success In the last decade, Continental Airlines has had a spotty track record. The airline twice filed for bankruptcy, realized diminished performance culminating in a $613 million loss in 1994, and was ranked dead last in industry indicators such as on-time performance among the major carriers. During these years, employees at Continental had undergone several series of layoffs and withstood both wage cuts and delayed wage increases in an effort to slash Continental’s costs. The result of these efforts was a demoralized workforce and a corporate reputation that put Continental near the top of Fortune’s list of “least admired” companies. Despite this history, things have taken a positive turn for the airline in recent years. Since the arrival of Gordon Bethune, Continental’s new CEO, the company appears to have made a 180-degree turn and is now a highly productive and profitable carrier. Indeed, all indications are that Continental is back on track. For instance, in 1995, the carrier was number 1 in on-time performance for the first time ever and was highly ranked in baggage handling. Customer complaints are down more than 60 percent, and Continental recently gained the distinction of being the number 1 airline in customer satisfaction among the major U.S. carriers for long-distance flights. Just a few years earlier, Continental was last in this category. Moreover, sick leave and on-the-job injuries have decreased...
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...Strategic Analysis of Pearl Continental Pakistan Summary: A strategic business analysis of Pearl Continental Hotel, located in Pakistan. Explores history, weaknesses, strengths and future prospects. [pic] COMPANY PROFILE Our vision We are committed to dynamic growth and service excellence built upon our heritage of traditional hospitality. We strive to consistently meet and surpass guests, employees and others stakeholders expectations. We feel pride in making efforts to position Pakistan in the forefront of the international arena. Our Core Values - G.R.I.T Growth & Development Recognition & Reward Innovation Trust Recognition and Reward Achievement orientation Performance-based evaluation Appreciation Incentives Setting ever-rising standards of performance Innovation Listening and two-way interaction Participation Encouragement Motivation Enterprises Trust Cooperation Support Teamwork Sense of ownership Empowerment Integrity Dignity Respect Candidness Growth & Development For All Competence and contribution as the only basis for job security Promotion from within Learning environment and opportunities Provision for world-class education and training Aligning people with latest technological trends INTRODUCTION TO PEARL CONTINENTAL History The Pearl continental chain in Pakistan is owned by the Hashwani group under the holding company Pakistan Services Ltd (PSL) and Hashwani Hotels ltd respectively. The Pearl chain was acquired by the...
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...International Business School Continental Illinois Bank Failure Fanni Holló, Kata Szilczl, Kouam Guiffo Yvan Vanel The failure of Continental Illinois National Bank and Trust Company (CINB) One of the most famous features on the landscape of the banking crisis in 1980s was the crisis involving the Continental Illinois National Bank and Trust Company in May 1984, which still is one of the largest bank failures in U.S. banking history. The collapse of CINB was a significant event in banking history that had a moral for both bank risk managers and regulators. It showed how quickly the exposure of credit problems at a well regarded bank could turn into a liquidity problem that danger not only the survival of the bank but also the financial system in the US. Economic and financial environment at the time of the failure CINB was born from a merger of two banks located in Chicago, the Commercial National Bank and the Continental National Bank. In 1910 when these two banks merged they had $175 million in deposits, a large amount at that time. In 1984, it was the 6th largest bank in the U.S., with nearly $40 billion in assets. In the mid 1980s, the US financial system faced harsh problems. For example, three major organizations, Lockheed Corporation, Chrysler Corporation, and New York City required government aid, bailout, to avoid financial crisis. This economic disorder led to troubles in financial organizations. Between 1984 and 1985 there were nearly 200 bank failures....
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...Yikes! This was a company in trouble. in 1994,Continental Airlines field for bankruptcy(for a second time) ,lost $613 million ,and was ranked dead last in industry indicators such as on-time performance among the major carriers. So bleak was their situation that Continental’s mechanics used to routinely rip the logos off their uniforms so if they ran errands after work, no one would know they worked for the company. The result of these efforts was a demoralized workforce and a corporate reputation that put Continental near the top of Fortune’s list of “least admired companies”. According to Ned Walker, Vice president of communications for the company, ”You could not get any worse than Continental in 1994.” However, as the saying goes, that was then and this is now. Since Gordon Bethune arrived as their new CEO, Continental has made a 180 degree turnaround. Ironically, Bethune used Continental’s unenviable position as a launching pad for his “from Worst to First” campaign. In order to refocus Continental and streamline operations, Bethune eliminated more than 7000 jobs and dismissed 50 of his vice presidents. This sent a clear signal that major changes were underway. Bethune; Ken Carig, vice president of human resources; and the new management team put together a plan, called Go Forward, that HR would have a major role in implementing. The plan has four major parts: (1) Fly to win, making the routes Continental flies most profitable;(2)Fund the future, eliminating unnecessary...
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