Apple Board of Directors

Lydia Butler Board of Directors Apple A. Board of Directors 1. William V. Campbell Chairman Intuit, Inc. (external) 1983 Tim Cook CEO Apple (internal) 2011 Millard S. Drexler Chairman and Chief Executive Officer J. Crew (external) 1999 Albert Gore, Jr. Former Vice President of the United States (external) 2003 Andrea Jung Chairman and Chief Executive Officer Avon Products, Inc. (external) 2008 Arthur D. Levinson, Ph. D. Chairman and Chief Executive Officer Genentech, Inc. (external) 1980 Ronald D. Sugar, Ph. D. Former Chairman and CEO Northrop Grumman Corporation (external) 2010 2. Members of the board do in fact own stock in Apple including Tim Cook who was given 1 million shares when he became CEO. 3. From research online I found that most Board members had a mix of both public and restricted stock depending on the person. 4. All of the board members are seasoned CEO’s of their own corporations, many of which have been the best of their expertise for decades and served on many other boards. 5. The year each member of the board joined is adjacent to their names. 6. Members of the board do not only â€Å"rubber stamp† management decisions but are also excited to use their talents and ideas to further better the company. For example, in his bio on Apple. com, it is stated about that Ron Sugar that: â€Å"In addition to having been the CEO of a high-tech Fortune 100 company, Ron has a Ph. D. in engineering and has been involved in the development of some very sophisticated technology. † CORPORATE GOVERNANCE A. Board of Directors 1. Who is on the board? Are they internal or external members? 2. Do they own significant shares of stock? 3. Is the stock privately held or publicly traded? Are there different classes of stock with different voting rights? 4. What do the board members contribute to the corporation in terms of knowledge, skills, background, and connections? If the corporation has international operations, do board members have international experience? 5. How long have members served on the board? 6. What is their level of involvement in strategic management? Do they merely rubber-stamp top management's proposals, or do they actively participate and suggest future directions? You have a good start here, but additional information and research would have been nice to see. Be sure to provide and cite your references. 80/100

Cultural Diversity in America

Diversity is an important part of American culture. Cultural diversity has helped to shape the way we live everyday as well as the different foods we eat. What really thought me about diversity is that it is not limited just too racial or ethnic groups but other minority groups. The new information I have learned about diversity still has not changed my views. I think it is important to learn about others cultures and backgrounds. Without knowledge about other cultural groups we would only have stereotypes to go off of. Stereotypes without proper knowledge can lead to discrimination or prejudices.I did learn about my own ethnic background and how far we still need to go. The Hispanic people are still the lowest paid. Recently we are still fighting against prejudice in regards to immigration laws. There are many ignorant people that view all Hispanic people should not be in this country. Some automatically think we all come from Mexico. Which is not the case, both my parents are Ameri can and my mother’s parent are from the US. On my dad’s side my grandmother was from Mexico as well as my grandpa who fought in WWII, Vietnam, and Korean War.He is a real hero and it is unfair that he has fought for our freedom but some would want him deported. Trends in immigration are steadily rising and should continue to do so. In 2050 the White population will become a minority and the minority groups will become the majority. There are many cultures that strive to migrate to the United stated to live out the American dream. Our country was built by immigrants trying to escape a country they could no longer believe in. Those people wanted freedom to believe and live the way they wanted too.That is still the dream of all immigrants to move on to a new country and build a better life for themselves and their families. The major challenge the United States faces due the diversity of its people is losing the American culture in the mist of all the different cultural g roups. Also American will suffer from prejudice and discrimination against those immigrants because they are different. Even though American risks losing its culture due to diversity it is also a benefit. The diversity in American culture can teach everyone to be more tolerant of different ethnic groups.Also it helps improve American culture by adapting to new culture traditions and celebrations. In order to foster acceptance and cultural pluralism in the United States, we need to start living with an open mind and heart. We also need to create an education program to teach everyone about each other and their cultural backgrounds. Also by adapting to different cultural traditions we can participate in that culture. For example, In the United States we celebrate the Chinese New Year and CInco De Mayo.Also we need to find a way to stop depending on stereotypes to teach us about different groups. The media is also portraying different groups of people a certain way. I have always found that the news media try to find the most ignorant person to interview or someone that could prove that ethnic stereotype correct. There are many examples of this in recent news for example, The interview with Sweet Brown and her famous line â€Å" Ain’t nobody got time for that† or the interview of Antoine Dodson and all the funny YouTube videos that it has turned out.The media also does some good for example all the media coverage they do on gay rights as well as coverage on the Travon Martin case. With the Travon Martin case we saw a man that was prejudice against a young black male and kill him. The media tried to do their best to show how wrong Zimmerman was in the situation. Showing these types of issues in the media it shows people it is not ok to hate or to take a young life because you are ignorant to their cultural background.Individually I know I have been prejudice against certain groups and knew the way I was acting was wrong. What I found I needed to work on is to be more accepting of everyone and treat others the way I want to be treated. I would not want to be discriminated against and I found no one else does either. I think we also need to live life and not judge people by the way they look but by their actions. The United States as a whole needs to teach its people that prejudice is still alive and discrimination is still happening.The United States also needs to review its anti-discrimination laws and make sure they are still valid and revise the ones that need to be improved with our changing times. I also think there should be cultural diversity appreciation month that teaches about different cultures not just African Americans or Hispanic culture but about, Asian cultures and Middle Eastern cultures as well. We also need to start teaching children young to be accepting of everyone since they are our future. You are a reflection of then and they are a reflection of you.

7ps of Airline

LALA LAjpatrai College | | |AIRLINE INDUSTRY | |SERVICE SECTOR MANAGEMENT | | | | | | | INDEX |Table of Content |Pg. No | |Chapter 1 | | |Introduction |3 | |Importance |4 | |Presence Scenario |5 | |Classification & Types |6 | |Advantages |8 | |Chapter 2 | | |PEST Analysis: The Indian Airline Industry |10 | |Five product levels |15 | |Chapter 3 | | |4 P’s |17 | |Chapter 4 | | |Extended Marketing Mix |24 | |Chapter 5 | | |Segmentation |29 | |Chapter 6 | | |Role of Technology |31 | |Chapter 7 | |8 Quality Dimension |33 | |Chapter 8 | | |Conclusion |35 | |Future |36 | |Reference |37 | CHAPTER ONE INTRODUCTION Airline Industry in India is one of the fastest growing aviation industries in the world. With the liberalization of the Indian aviation sector, airline industry in India has undergone a rapid transformation. From being primarily a government-owned industry, the Indian airline industry is now dominated by privately owned full service airlines and low cost carriers. Private airlines account for around 75% share of the domestic aviation market. Earlier air travel was a privilege only a few could afford, but today air travel has become much cheaper and can be afforded by a large number of people. The origin of Indian civil aviation industry can be traced back to 1912, when the first air flight between Karachi and Delhi was started by the Indian State Air Services in collaboration with the UK based Imperial Airways. In 1932, JRD Tata founded Tata Airline, the first Indian airline. Airline organizations can be classified into a number of segments depending on the nature and degree of services they provide. Major Indian carriers are pressing their feet on the accelerator to reach an acme of service level by the year 2010 when their fleet strength will meet 500 to 550. In the previous two years more than 135 aircrafts have been introduced to keep up with the increasing number of passenger traffic in Indian aerospace. A number of domestic airline groups have emerged in a reasonably short span of time to make the market furiously competitive. IMPORTANCE Growing tourism: Due to growth in tourism, there has been an increase in number of the international and domestic passengers. The estimated growth of domestic passenger segment is at 50% per annum and growth for international passenger segment is 25%. Airlines play an important role in international tourism. Developing airline services helps the nation to cash on tourism as more than 85% of the foreign tourist arrives by air. Improving Infrastructure: We all know that India's air transport infrastructure is out-of-date. In fact the overall situation is critical. A recent report by McKinsey suggests that half of India's highly qualified graduates are located in cities without international airports. Without massive change, infrastructure will not be able to handle growth. We must move quickly now. Benefit all—the government, the airport, shippers, passengers, local communities and airlines †¢ Result in greater efficiency—lower costs †¢ Result in better service levels Globalization: Globalization has improved the lives of many in developing nations. Globalization in of its self is the trading of goods and services of a local economy into an integrated global economy. Technological advances have made this practice more feasible within the last 50 years. The major milestones were the development of the internet and increased transportation technology. These two advances made the world coined â€Å"flat† and set the stage for higher living standards. PRESENCE SCENARIO Revolutionized by privatization along with active participation of the foreign investors, the Indian airline industry has experienced phenomenal transformation over the last couple of years. From being a service catering to the needs of the privileged group only it is now well within the reach of middle class population. This has been the result of increased competition in the Indian aviation industry due to the presence of a wide variety of private and public airlines with their low price tags. It was further helped by the entry of Air Deccan, the first budget airline in India, offering unbelievable tariffs to the customers. In the financial year 2006-07 there has been a significant 22. 3 percent growth in passenger traffic in the domestic airports while the aircraft movement recorded a growth by 14. 2 percent. In terms of the number of flights Jet Airways secures the top position with 8,168 flights operating till June 2007. Indian Airlines is in second position with 7,562 flights. Sahara (3,225 flights), Air Deccan (2,889 flights), Spice Jet (483 flights) and Kingfisher Airlines (367 flights) come thereafter in the list of domestic and national carrier operators. CLASSIFICATION & TYPES The Indian airline sector can be broadly divided into the following main categories: 1. Scheduled air transport service, which includes domestic and international airlines. 2. Non-scheduled air transport service, which includes charter operators and air taxi operators. 3. Air cargo service, which includes air transportation of cargo and mail. Scheduled air transport service: It is an air transport service undertaken between two or more places and operated according to a published timetable. It includes: 1. Domestic airlines, which provide scheduled flights within India and to select international destinations. Air Deccan, Spice Jet, Kingfisher Airline and IndiGo are some of the domestic players in the industry. 2. International airlines, which operate scheduled international air services to and from India. Non-scheduled air transport service: It is an air transport service other than the scheduled one and may be on charter basis and/or non-scheduled basis. The operator is not permitted to publish time schedule and issue tickets to passengers. Air cargo services: It is an air transportation of cargo and mail. It may be on scheduled or non-scheduled basis. These operations are to destinations within India. For operation outside India, the operator has to take specific permission of Directorate General of Civil Aviation demonstrating his capacity for conducting such an operation. At present, there are 2 scheduled private airlines (Jet Airways and Air Sahara), which provide regular domestic air services along with Indian Airlines. In addition there are 47 non-scheduled operators providing air-taxi/non-scheduled air transport services. Apart from this, the players in airline industry can be categorized in three groups: †¢ Public players †¢ Private players †¢ Start up players. There are three public players: Air India, Indian Airlines and Alliance Air. The private players include Jet Airways, Air Sahara, Kingfisher Airlines, Spice Jet, Air Deccan and many more. The startup players are those planning to enter the markets. Some of them are Omega Air, Magic Air, Premier Star Air and MDLR Airlines ADVANTAGES 1. Foreign equity allowed: Foreign equity up to 49 per cent and NRI (Non-Resident Indian) investment up to 100 per cent is permissible in domestic airlines without any government approval. However, the government policy bars foreign airlines from taking a stake in a domestic airline company. 2. Low entry barriers: Nowadays, venture capital of $10 million or less is enough to launch an airline. Private airlines are known to hire foreign pilots, get expatriates or retired personnel from the Air Force or PSU airlines in senior management positions. Further, they outsource such functions as ground handling, check-in, reservation, aircraft maintenance, catering, training, revenue accounting, IT infrastructure, loyalty and programme management. Airlines are known to take on contract employees such as cabin crew, ticketing and check-in agents. 3. Attraction of foreign shores: Jet and Sahara have gone international by starting operations, first to SAARC countries, and then to South-East Asia, the UK, and the US. After five years of domestic operations, many domestic airlines too will be entitled to fly overseas by using unutilised bilateral entitlements to Indian carriers. 4. Rising income levels and demographic profile: Though India's GDP (per capita) at $3,100 is still very low as compared to the developed country standards, India is shining, at least in metro cities and urban centres, where IT and BPO industries have made the young generation prosperous. Demographically, India has the highest percentage of people in age group of 20-50 among its 50 million strong middle class, with high earning potential. All this contributes for the boost in domestic air travel, particularly from a low base of 18 million passengers. 5. Untapped potential of India's tourism: Currently India attracts 3. 2 million tourists every year, while China gets 10 times the number. Tourist arrivals in India are expected to grow exponentially, especially due to the open sky policy between India and the SAARC countries and the increase in bilateral entitlements with European countries, and US. 6. Glamor of the airlines: No industry other than film-making industry is as glamorous as the airlines. Airline tycoons from the last century, like J. R. D. Tata and Howard Hughes, and Sir Richard Branson and Dr. Vijaya Mallya today, have been idolized. Airlines have an aura of glamour around them, and high net worth individuals can always toy with the idea of owning an airline. All the above factors seem to have resulted in a â€Å"me too† rush to launch domestic airlines in India. CHAPTER TWO PEST Analysis: The Indian Airline Industry A PEST analysis is an analysis of the external macro-environment that affects all firms. P. E. S. T. is an acronym for the Political, Economic, Social, and Technological factors of the external macro-environment. Such external factors usually are beyond the firm's control and sometimes present themselves as threats. For this reason, some say that â€Å"pest† is an appropriate term for these factors. Let us look at the PEST analysis of the Indian aviation sector: Political Factors In India, one can never over-look the political factors which influence each and every industry existing in the country. Like it or not, the political interference has to be present everywhere. Given below are a few of the political factors with respect to the airline industry: The airline industry is very susceptible to changes in the political environment as it has a great bearing on the travel habits of its customers. An unstable political environment causes uncertainty in the minds of the air travellers, regarding travelling to a particular country. Overall India’s recent political environment has been largely unstable due to international events & continued tension with Pakistan. The Gujarat riots & the government’s inability to control the situation have also led to an increase in the instability of the political arena. The most significant political event however has been September 11. The events occurring on September had special significance for the airline industry since airplanes were involved. The immediate results were a huge drop in air traffic due to safety & security concerns of the people. International airlines are greatly affected by trade relations that their country has with others. Unless governments of the two countries trade with each other, there could be restrictions of flying into particular area leading to a loss of potential air traffic (e. g. Pakistan & India) Another aspect is that in countries with high corruption levels like India, bribes have to be paid for every permit & license required. Therefore constant liasoning with the minister & other government official is necessary. The state owned airlines suffer the maximum from this problem. These airlines have to make several special considerations with respect to selection of routes, free seats to ministers, etc which a privately owned airline need not do. The state owned airlines also suffers from archaic laws applying only to them such as the retirement age of the pursers & hostesses, the labour regulations which make the management less flexible in taking decision due to the presence of a strong union, & the heavy control of the government. This affects the quality of the service delivery & therefore these airlines have to think of innovative service marketing ideas to circumvent their problems & compete with the private operators. Economic Factors Business cycles have a wide reaching impact on the airline industry. During recession, airline is considered a luxury & therefore spending on air travel is cut which leads to reduce prices. During prosperity phase people indulge themselves in travel & prices increase. After the September 11 incidents, the world economy plunged into global recession due to the depressed sentiment of consumers. In India, even a company like Citibank was forced to cut costs to increase profits for which even the top level managers were given first class railway tickets instead of plane tickets. The loss of income for airlines led to higher operational costs not only due to low demand but also due to higher insurance costs, which increased after the WTC bombing. This prompted the industry to lay off employees, which further fuelled the recession as spending decreased due to the rise in unemployment. Even the SARS outbreak in the Far East was a major cause for slump in the airline industry. Even the Indian carriers like Air India was deeply affected as many flights were cancelled due to internal (employee relations) as well as external problems, which has been discussed later. Social Factors The changing travel habits of people have very wide implications for the airline industry. In a country like India, there are people from varied income groups. The airlines have to recognize these individuals and should serve them accordingly. Air India needs to focus on their clientele which are mostly low income clients & their habits in order to keep them satisfied. The destination, kind of food etc all has to be chosen carefully in accordance with the tastes of their major clientele. Especially, since India is a land of extremes there are people from various religions and castes and every individual travelling by the airline would expect customization to the greatest possible extent. For e. g. A Jain would be satisfied with the service only if he is served jain food and it should be kept in mind that the customers next to him are also Jain or at least vegetarian. Another good example would be the case of South West Airlines which occupies a solid position in the minds of the US air travelers as a reliable and convenient, fun, low fare, and no frills airline. The major element of its success was the augmented marketing mix which it used very effectively. What South West did was it made the environment inside the plane very consumer friendly. The crew neither has any uniform nor does it serve any lavish foods, which indirectly reduces the costs and makes the consumers feel comfortable. Technological Factors The increasing use of the Internet has provided many opportunities to airlines. For e. g. Air Sahara has introduced a service, through the internet wherein the unoccupied seats are auctioned one week prior to the departure. Air India also provides many internet based services to its customer such as online ticket booking, updated flight information & handling of customer complaints. USTDA (US trade & development association) is funding a feasibility study and workshops for the Airports Authority of India as part of a long-term effort to promote Indian aviation infrastructure. The Authority is developing modern communication, navigation, surveillance, and air traffic management systems for India's aviation sector that will help the country meet the expected growth and demand for air passenger and cargo service over the next decade. A proposal for restructuring the existing airports at Delhi, Mumbai, Chennai and Kolkata through long-term lease to make them world class is under consideration. This will help in attracting investments in improving the infrastructure and services at these airports. Setting up of new international airports at Bangalore, Hyderabad and Goa with private sector participation is also envisaged. A good example of the impact of technology would be that of AAI, wherein with the help of technology it has converted its obsolete and unused hangars into profit centers. AAI is now leasing these hangars to international airlines and is earning huge profits out of it. AAI has also tried to utilize space that was previously wasted installing a lamination machine to laminate the luggage of travelers. This activity earns AAI a lot of revenue. These technological changes in the environment have an impact on Air India as well. Better airport infrastructure, means better handling of airplanes, which can help reduce maintenance cost. It also facilitates more flights to such destinations. FIVE PRODUCT LEVELS The Core Service: The core service of the airlines industry is to transport goods and services to various destinations. As the needs of the people increased the entire system became more organized and formal. After this stage comes the various supplementary services. The Supplementary Services: The airline industry has many players they had a brand name like ‘Air India’,’ Jet Airways’,’ British Airways’. All of them had some common services to offer like connecting flights, through check-in, tele check in, food on board, and complementary gifts etc. Different classes like economy class, business class were introduced. Air concessions are given to school students, old people etc. Singapore airlines were the first to introduce small 8† television screen for every passenger. The freebies are actually win-win deals between airlines and other services. Sahara, for example, offers its passengers a ‘business-plan’ on two-way economy class ticket, which includes a night’s stay with breakfast, STD facility for 3 minutes and boardroom facility at the Park Hotel, New Delhi. To Delhi based fliers to Mumbai, it offers a night’s stay with breakfast, airport transfers and VIP amenities at The Orchid, Mumbai. For business class, the plan includes a stay at The Leela, with buffet breakfast and late checkout. All these added service helps the customer to decide upon which airlines he wants to travel. As competition increased and the customers wanted more the next phase evolved and that is the augmented service. The Augmented Service: This phase is where the customer’s expectations are met; the service providers kept working on new methods to meet the ever-changing customers’ demands. The players introduced online booking, which was very convenient for the service users. British Airways business class has showers; it’s more spacious and comfortable. Sahara airlines offer its passengers six different types of cuisine like vegetarian, fat free, diabetic etc. They also have auction going on board. Virgin airlines have gambling on board, they also have body massage to offer to their passengers. Air Emirates has something called cab service, they have customized pick up and drop cab service. This phase is the most crucial one; with increased competition service will become the final differentiation. Future Service: As mentioned above the customer needs keep changing, the future is unknown. The customers may be looking in for more frequent inexpensive air travel, something like air taxis, supersonic speed. This decreases the time thus reducing the cost. CHAPTER THREE 4 P’s Product The airline industry is a service that satisfies customer needs for travelling. In the airline industry the customers can be divided into two segments, business and leisure. While the airline industry started out as a luxury item, business travel has changed this industry to a necessity. As we further become a global economy and communication between international companies intensifies, travel needs continue to increase. The leisure traveller has always had the need for the airline industry. Satisfying the customer needs today involves competitive rates, convenient booking of flights and benefits with those flights. Some of the problems with this industry are personally experienced by the customers. The airlines have a difficult time being punctual and this has become the norm in the industry, although some companies try to avoid it. The industry is highly susceptible to situations that result in declines in air travel, such as political instability, regional hostilities, recession, fuel price escalation, inflation, adverse weather conditions, consumer preferences, labour instability or regulatory oversight. Airlines are now in the commodity business as the public demands low-priced transportation. It has moved from elite to a common form of transportation. Today's travellers know how to surf the web for bargains through a myriad of sites such as Orbitz, Expedia, Travelocity, Hotwire, and Cheaptickets. As a commodity, airlines cannot increase prices to increase profits, so their only choice is to cut operating costs such as labour costs. Amid the competition, airlines have refocused their attention on the customers. The industry still heavily targets frequent flyers, as members can earn miles through travelling, car rentals, hotels, and credit card use. On overseas flights, business class seats convert to real flat beds. Soon passengers will have internet access during flights. Airlines are also catering to the consumer by offering mostly organic menus, while others are offering meals-to-go before boarding. For travellers pressed for time, many airlines offer fast check-in, online at home before leaving for the airport; or self-service check-in kiosks where passengers identify themselves with a credit card, print their own boarding pass, change their seat, and purchase meal coupons. Price The following are the pricing strategies: Premium Pricing: The airlines may set prices above the market price either to reflect the image of quality or the unique status of the product. The product features are not shared by its competitors or the company itself may enjoy a strong reputation that the ‘brand image' alone is sufficient to merit a premium price. Value for Money Pricing: The intention here is to charge the average price for the product and emphasize that it represents excellent value for money at this price. This enables the airline to achieve good levels of profit on the basis of established reputation. Cheap Value Pricing: The objective here is to undercut the competition and price is used to trigger the purchase immediately. Unit profits are low, but overall profits are achieved. Air India and Indian Airlines have slashed their prices to meet the competition of private airlines so that they can consolidate their position in the market. Airlines usually practice differential pricing. There are three classes: The First Class, The Executive or Business Class and The Economy Class. Fares for each class are different since the facilities provided and the comfort and luxury level is different in each class. Seasonal fares are also fixed, fares rise during the peak holiday times. Low-cost Pricing: With the advent of the low-cost airlines in the Indian aviation industry, a different low-cost flying concept has come up. Since these low-cost airlines are trying to woo the customers by providing air travel in exceptionally low prices, a price-band kind of pricing has to be designed. In low-pricing strategies, the airlines provide very low prices for the flight tickets. Also, they prices are made cheaper by booking the tickets long before the flight date. APEX Fares: In this scheme, people are given very cheap rates only if tickets are booked at least before the specified time period. But the draw-back here is that if the booking is cancelled, a substantial amount of money is not returned. Promotion Integrated Marketing Communication A successful product or service means nothing unless the benefit of such a service can be communicated clearly to the target market. An organisations promotional mix can consist of: ? Advertising ? Public Relations ? Sales Promotion ? Personal Selling ? Direct Mail ? Internet / E-commerce In airline industry all the above methods are use for promotion purpose. The aims of promotion fall into three main categories: to inform, to remind, & to persuade. It will always be necessary to inform prospective consumers about new products & services, but other issue may also need this type of communication to consumers; new uses, price changes, information to build consumer confidence & to reduce fears, full description of service offering, image building. Similarly consumers may need to get reminded about all these types of issues, especially in the off-peak season. It is vitally important to recognize that promotion, or marketing communications generally, may not always be aimed at potential consumer or end user of service. In many business areas, it is to design promotions aimed at channel customers to complement end user promotion. For e. g. Airlines will need to promote their services to tour operators as well as end user. Distribution (Also known as the place variable in the marketing mix, or the 4 Ps) In Airlines, they utilise more than one method of distribution. For e. g. hey sell tickets through travel agents & sell seats on fligh ts to tour operators, whilst also operating direct marketing. Whichever distribution strategy is selected, channel management plays a key role. For channels to be effective they need reliable updated information. For these reason, I. T has been widely adopted such as on-line booking system. Channel structures vary somewhat by the nature of the service ? Internet booking system ? Telephone reservation system. CHAPTER FOUR Extended Marketing Mix Marketers suggest that the unique requirements of selling services require the organization attend to three additional P's. These are people, physical evidence and process. People The people section of the Marketing Mix is the most important section of the extended Marketing Mix. It is broken up into three sections: Employees, Consumers and the Company. Do we have enough employees to provide a good service? ; Do they have the necessary personal and professional skills? , Do they understand the brand-values? , Are they enough motivated or too tired? Those are questions that airlines companies have to ask themselves, and which answers are going to have important consequences in the type of service provided. The analysis of the buyer behaviour is really interesting in this sector. Every individual have different needs and expectations in this market, so segmentation and positioning will be also fundamental. Furthermore, it’s normally an industry where, the user follows all the steps of the buyer behaviour in the selection and purchase of the service. Special importance have the Information Search by the customer (which is normally more complete than in other purchases) and beliefs and attitudes, which are the most important challenges of this analysis because normally have an important weight in the final decision of the customer. In a market as competitive as this one, a personal bad experience or just a non favourable belief or attitude can determine the user's choice forever. That's why the Brand Image is also fundamental for this kind of Companies. For e. g. A Jain would be satisfied with the service only if he is served Jain food and it should be kept in mind that the customers next to him are also Jain or at least vegetarian. Therefore, management faces a tremendous challenge in selecting and training all of these people to do their jobs well, and, perhaps even more important, in motivating them to care about doing their jobs well, and to make an extra effort to serve their customers. After all, these employees must believe in what they are doing and enjoy their work before they can, in turn, provide good service to customers. The â€Å"people† component of the service marketing mix also includes the management of the firm's customer mix. Because services are often experienced at the provider's facilities, other customers who are being served there can also influence one’s satisfaction with a service. For e. g. crying children in a nearby seat on an airplane or ill mannered customer are all examples of unpleasant service conditions caused by a firm's other patrons. Physical Evidence The service is intangible because unlike a product it can't be experienced before it is delivered. It is the ability and environment in which a service is delivered. Because it is intangible customers are at greater risk when deciding whether to use a service, so to reduce this risk, and improve success, potential customer are offered the chance to see what the service would be like with the use of testimonials, demonstrations etc. Physical layout is not only relevant to its promotional materials, but also to the layout and structure of the organization, and websites. Customers have far higher expectations and therefore they select the particular service which they know will satisfy their want. Promotional materials and written correspondence provide tangible reassurance; they can be incorporated into the firm's marketing communications to help reduce customer anxiety about committing to the purchase. Service firms should design these items with extreme care, since they will play a major role in influencing a customer's impression of the firm. In particular, all physical evidence must be designed to be consistent with the â€Å"personality† that the firm wishes to project in the marketplace. They can offer to the consumer more than a fly: additional services, and so they focus their promotional efforts in communicating that to the potential user. Process The customer service department of any airline company deal with a number of processes involved in making marketing effective in an organisation e. g. processes for handling customer complaints, processes for identifying customer needs and requirements, processes for handling requirement etc. Example of Jet (Entire Process) Purchasing process According to epinions. com, travelers' overall purchasing experiences with Jet have been very positive. People like how easy it is to choose from the different one-way fares online to make up a round-trip reservation. Some travelers prefer to use Jettelephone reservation agents for purchasing their tickets. Overall, these reservation agents have been described as very courteous and helpful. Destination Choices We found many negative reviews on epinions. com when it came to Jet destination offerings. Several people complained that Jet doesn't offer service (either non-stop or connecting) to enough destinations. Some complained about Jet operating out of smaller, less convenient airports (like Poona and Nasik). People also complained that Jet only offers limited flights per day to some destinations, making travel less convenient for some. Overall Customer Service Based on our findings at epinions. com, Jet customer service is very highly regarded. Although some people have had unpleasant experiences, almost everyone who gave an opinion raved about the service from Jet flight attendants, gate agents, ticketing/reservation agents, and even the pilots. The 7 Ps – price, product, place, promotion, people, process and physical evidence comprise the modern marketing mix that is particularly relevant in service industry, but is also relevant to any form of business where meeting the needs of customers is given priority. CHAPTER FIVE SEGMENTATION Segmentation involves finding out what kinds of consumers with different needs exist. In the airline industry, for example, some consumers look for only price, while others are much more concerned about other features and services provided. In general, it holds true that â€Å"You can't be all things to all people,† and experience has demonstrated that firms that specialize in meeting the needs of one group of consumers over another tend to be more profitable. Generically, there are three approaches to marketing: In the undifferentiated strategy, all consumers are treated as the same, with firms not making any specific efforts to satisfy particular groups. This may work when the product is a standard one where one competitor really can't offer much that another one can't. Usually, this is the case only for commodities. In the concentrated strategy, one firm chooses to focus on one of several segments that exist while leaving other segments to competitors. For example, Deccan Airlines focuses on price sensitive consumers who will forego meals and assigned seating for low prices. In contrast, most airlines follow the differentiated strategy: They offer high priced tickets to those who are inflexible in that they cannot tell in advance when they need to fly and find it impractical to stay over a Saturday. These travellers usually business travellers pay high fares but can only fill the planes up partially. The same airlines then sell some of the remaining seats to more price sensitive customers who can buy two weeks in advance and stay over. Note that segmentation calls for some tough choices. There may be a large number of variables that can be used to differentiate consumers of a given product category; yet, in practice, it becomes impossibly cumbersome to work with more than a few at a time. Thus, we need to determine which variables will be most useful in distinguishing different groups of consumers. We might thus decide, for example, that the variables that are most relevant in separating different kinds of airlines consumers are: (1) Preference for price, (2) Preference for combination of price and other features, (3) Consumers not worried at all about price: Looking for privacy or luxury (4) Willingness to pay for brand names We now put these variables together to arrive at various combinations. Several different kinds of variables can be used for segmentation. Demographic variables essentially refer to personal statistics such as income, gender, education, location (rural vs. urban, East vs. West), ethnicity, and family size. Jet Airways; for instance, has found that people from western region (India) on the average prefer vegetarian meal whereas people from east prefer non-vegetarian meal. Taking this a step farther, it is also possible to segment on lifestyle and values. Some consumers want to be seen as similar to others, while a different segment wants to stand apart from the crowd. Another basis for segmentation is behaviour. Some consumers are â€Å"brand loyal† i. e. , they tend to stick with their preferred brands even when a competing one is on sale. CHAPTER SIX ROLE OF TECHNOLOGY Intense competition in Indian Aviation Industry has made the role of technology very important for domestic airline companies. Technology can help in making travel comfortable, allow easy access to tickets and reduce time to check-in. A considerable amount of money is also saved by automation. Following points highlight the increasing use of Technology by different Airlines: Vijay Mallya-promoted Kingfisher Airlines is planning to install a landscape camera at the bottom of the aircraft that will enable passengers get a view of the take-off and landing of their airplane when flying on domestic routes. They are also going to allow GSM phones to be used on board for the first time. They are already providing live TV as part of our high-end In-Flight Entertainment (IFE) initiatives. Kingfisher Airlines has announced the launch of two world-class technological innovations to enhance guest convenience. The first cutting-edge innovation is the introduction of the ‘Roving Agent’ at the airport. Now guests with hand baggage need not have to wait at the check-in counter to collect their boarding pass, instead they can directly approach the Kingfisher Airline’s Roving Agents deployed outside the security check-in area who will book them on their choice of seats. Also launched is the facility of ‘Web Check-in’. Now Kingfisher Airlines' guests can sit in the comfort of their homes or offices and print their boarding passes. All a guest has to do is log on to the official website of Kingfisher Airlines, www. flykingfisher. com, and click on the link – web check-in. Fill-in your reservation details and the screen will display the choice of seats available onboard that particular flight. Once booked, the guest can conveniently print out the boarding pass and carry it along with him/her on the day of the flight and proceed straight to the security check counter at the airport. The Airbus A380, the world`s largest and most advanced passenger airplane, which is widely regarded as the future of aviation, marks a momentous milestone in the history of civil aviation in India. Kingfisher Airlines, India’s fastest-growing airline, has engaged Sabre Airline Solutions, the global leader of software and services for the airline industry from planning to execution, to provide a full suite of more than 20 enterprise applications to enhance its guest processing functions, as the airline continues its rapid expansion of its operations. Kingfisher Airlines is also leveraging other technology from Sabre Airline Solutions to help analyze the market and determine the best approaches to maximize revenue. Kingfisher Airlines Ltd and Dish TV have joined hands to provide live in-flight entertainment on Kingfisher aircraft. The in-flight entertainment system is one of the best in the world. The increasing use of the Internet has provided many opportunities to airlines. For e. g. Kingfisher has introduced a service through the internet, wherein the unoccupied seats are auctioned one week prior to the departure. Public sector airline Air-India is exploring the possibility of launching an information technology (IT) subsidiary to handle its automation activities. Jet Airways has launched an Interactive Voice Response (IVR)-based payment and ticketing services. The service will allow passengers to complete their reservation with credit cards through a secure gateway and instantly receive their e-tickets via email. Low-cost carriers such as Air Deccan, SpiceJet, GoAir and IndiGo are currently allowing a web-check apart from online booking. CHAPTER SEVEN QUALITY DIMENSION IN CONTEXT WITH AIRLINE INDUSTRY Reliability is most important to customers. Reliability is performing promised service dependably and accurately. If you don't deliver on your promise you can lose customers and your credibility will be damaged. It takes a long time for a company to build up a reputation for reliability, and only a short time to be branded as â€Å"unreliable†. Security in airline industry is a very important issue. Terrorist threats and narcotics are the main threats in Indian airports. The airlines and the security screening people they contract with have a simple choice – employ more staff so as to process their passengers more efficiently, or lay off staff and cause their passengers to spend more time waiting to check in than they actually spend on the flight itself. Tangible – Tangibles refers to physical facilities and facilitating goods. Examples of tangibles would be distinctive materials such as brochures and the cleanliness of the facilities. Tangible is what makes you different than competitors. Customer can see for themselves and then decide whether to go for the service or not. Responsiveness – Responsiveness is the willingness to help customers promptly. Avoid having customers waiting for no apparent reason. Responsiveness is very important because if you provide customers with what they need in a timely fashion they will be satisfied. Nobody likes to wait. Replying to a customer request promptly is a good example of responsiveness. If customers see that the company is willing to help, this will cause loyalty and it will let them know that you are concerned about them. Assurance is the ability to convey trust and confidence. Being polite and showing respect for customers will create trust. Also having professional and knowledgeable staff will create trust and confidence in customers. People enjoy meeting pleasant, knowledgeable people. By being pleasant and knowledgeable to everyone a business will present the kind of business image that draws new business. Empathy is the ability to be approachable. Empathy involves treating customers as individuals. When a customer has a problem they should not be afraid to ask questions. A company should adapt to the specials needs of a customer. Listening to customers concerns and proving them with a positive solution is how you show empathy. CHAPTER EIGHT CONCLUSION Airline industry in India is plagued with several problems. These include high aviation turbine fuel (ATF) prices, rising labour costs and shortage of skilled labour, rapid fleet expansion, and intense price competition among the players. But one of the major challenges facing Indian aviation industry is infrastructure constraint. Airport infrastructure needs to be upgraded rapidly if Indian aviation industry has to continue its success story. Some steps have been taken in this direction. Two of India's largest airports-Mumbai and New Delhi-were privatized recently. Two Greenfield airports are coming up at Bangalore and Hyderabad in southern India. Investments are pouring into almost all aspects of the industry, including aircraft maintenance, pilot training and air cargo services. The future prospects of Indian aviation sector look bright. The Indian aviation industry has witnessed remarkable growth in recent years, with key drivers being positive economic factors, including high GDP growth, good industrial performance, and corporate profitability and expansion. Other factors include higher disposable incomes, growth in consumer spending, and availability of low fares. FUTURE PROSPECTS OF INDIAN AIRLINE SECTOR Consolidation in the aviation industry: Consolidation will ease competition and give pricing power to the dominant players and as a result of higher fares even smaller players like SpiceJet stand to benefit. The air fares for SpiceJet are expected to increase by 7. 4% and 3. 6% during FY08E and FY09E respectively. Due to booming economy, it is believed that the growth in the aviation industry will continue in the scenario of increased airfares. Generally it is believed that the aviation sector in any country grows at twice the growth rate of its GDP. In India, the GDP is growing at more than 7-8% per annum, which makes the growth rate in the aviation sector to be in excess of 15%. Aviation industry in India is expected to grow at a much better rate than this because the industry is at a nascent stage with lower base and low penetration. Strong passenger growth to boost top-line and profit: Strong passenger growth would lead to 86% CAGR (Compound Annual Growth Rate) growth in revenues for the next two years. Increased passenger volume would also help in spreading fixed cost over larger passenger base there by bringing down per unit cost. Domestic Passengers: In the last three years, the number of passengers travelling by air has more than doubled with industry carrying 34mn passenger during FY07. On back of conversion of upper class rail passengers to air travel and the surging tourism industry we expect the number of people travelling by air to increase at a CAGR of 25% to 67mn by FY10E. We expect the revenue passengers for SpiceJet to increase from 2. 8mn in FY07 (12 months) to 6. mn in FY09E, a CAGR of 58%. The expected growth in revenue passenger is on account of aggressive increase in fleet size from 11 aircrafts in FY07 to 23 aircrafts by FY09E. REFRENCE Books and Journals: Adrian Palmer (2001), Principles of S ervices Marketing, third edition, McGraw Hill, London. Kotler (1998) Marketing Management Ninth Edition The Economist, 4th January 2002 A new way to fly Websites Referred: www. 4ds. com www. epinions. com www. business. headlinesindia. com www. oppapers. com www. icmrindia. org www. airindia. com www. flyairdeccan. net www. spicejet. com (www. spicejet. com/pdf/BSE_Q2FY08) www. jetairways. com www. flykingfisher. com

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Plot summary Foundation tells the story of a group of scientists who seek to preserve knowledge as the civilizations around them begin to regress. The Psychohistorians (0 F.E.) (First published as the book edition in 1951) Set in the year 0 F.E., The Psychohistorians opens on Trantor, the capital of the 12,000-year-old Galactic Empire. Though the empire appears stable and powerful, it is slowly decaying in ways that parallel the decline of the Western Roman Empire. Hari Seldon, a mathematician and psychologist, has developed psychohistory, a new field of science and psychology that equates all possibilities in large societies to mathematics, allowing for the prediction of future events. Using psychohistory, Seldon has discovered the declining nature of the Empire, angering the aristocratic members of the Committee of Public Safety, the de facto rulers of the Empire. The Committee considers Seldons views and statements treasonous, and he is arrested along with young mathematician Gaal Dornick, who has arrived on Trantor to meet Seldon. Seldon is tried by the Committee and defends his beliefs, explaining his theories and predictions, including his belief that the Empire will collapse in 500 years and enter a 30,000-year dark age, to the Committees members. He informs the Committee that an alternative to this future is attainable, and explains to them that creating a compendium of all human knowledge, the Encyclopedia Galactica, would not avert the inevitable fall of the Empire but would reduce the dark age to one millennium. The skeptical Committee, not wanting to make Seldon a martyr, offers him exile to a remote world, Terminus, with others who could help him create the Encyclopedia. He accepts their offer, prepares for the departure of the Encyclopedists and receives an imperial decree officially acknowledging his actions. The Encyclopedists (50 F.E.) (published May 1942 as Foundation) Set in 50 F.E., The Encyclopedists begins on Terminus, which has no mineral resources but one region suitable for the development of large city, named Terminus City. The colony of professionals, devoted to the creation of the Encyclopedia, is managed by the Board of Trustees of the Encyclopedia Galactica Foundation, composed solely of scientists. The affairs of Terminus City itself are handled by the citys mayor, Salvor Hardin, who is virtually powerless due to the influence of the Board of Trustees. However, Hardin does not accept the status quo, which he believes puts Terminus in danger of political exploitation by the neighboring prefects of the Empire, which have declared independence and severed contact with Trantor. Hardin, recognizing the imminent downfall of imperial power due to the loss of the Empires outermost region, decides that the only way to ensure Terminuss continued survival is to pit the four neighboring kingdoms against one another. Hardin manages to avoid an attempt by the Kingdom of Anacreon to establish military bases on Terminus and to take advantage of nuclear power, which Terminus retains but which the Four Kingdoms do not. Hardin succeeds in diverting Anacreon from its initial goal and furthers his goal of the establishment of a stable political system on Terminus. Hardins efforts, however, are still resisted by the Board of Trustees and its chairman, Dr. Louis Pirenne. To remove this obstacle, Hardin and his chief advisor, Yohan Lee, plan a coup detat designed to remove the Board of Trustees from its politically powerful position on the same day that, in the citys Time Vault, a holographic recording of Hari Seldon is programmed to play. The recording will contain psychohistoric proof of Hardins success or failure; Hardin realizes that his coup is a great gamble due to the possible case that his beliefs are incompatible with Seldons original goals. The next day in the Time Vault the holographic video of Hari Seldon appears. He is in his wheelchair and his voice is old and soft. He reveals that the Encyclopedia Galactica is a distraction intended to make the colonys creation possible. The true purpose of the Foundation is to form one nucleus of a Second Galactic Empire and shorten the predicted period of chaos to a mere thousand years, rather than thirty thousand years. After the video ends, the Board of Trustees admits they were wrong to Hardin and schedule a meeting to discuss their next action. Hardin smiles, knowing they would be giving orders no longer. Out there in Terminus City Yohan Lees men were already in control. In two days time Anacreon would be landing in force, but that was fine, in six months they would be giving orders no longer as well. Salvor Hardin had guessed the solution, and as Hari Seldon said, it was obvious. The Mayors (80 F.E.) (published June 1942 as Bridle and Saddle) Set in 80 F.E., three decades after the events of The Encyclopedists, The Mayors is set in a time where the Encyclopedia Foundations scientific understanding has given it significant leverage over the Four Kingdoms, though it is still isolated from the Galactic Empire. Exercising its control over the region through an artificial religion, Scientism, the Foundation shares its technology with the Four Kingdoms while referring to it as religious truth. Maintenance technicians comprise Scientisms priesthood, trained on Terminus. A majority of the priests themselves are unaware of the true importance of their religion, referring to advanced technology as holy food. The religion is not suppressed by the secular elite of the Four Kingdoms, reminscient of Western European rulers of the early medieval period, who use it to consolidate their power over the zealous populaces. Salvor Hardin, as Mayor of Terminus City, is the effective ruler of the Foundation, and has been reelected as mayor cont inuously since his political victory over the Encyclopedia Galactica Board of Trustees. However, his influence is suddenly checked by a new political movement led by city councillor Sef Sermak, which encourages direct action against the Four Kingdoms and a cessation of the scientific proselytizing encouraged by Hardins administration. The movement, whose followers refer to themselves as Actionists, is wildly popular, and Hardin is unable to appease Sermak and the Actionist leadership. The kingdom that is most concerning to the Actionists is that of Anacreon, ruled by Prince Regent Wienis and his nephew, the teenaged King Lepold I. Wienis plans to overthrow the Foundations power by launching a direct military assault against Terminus, making use of an abandoned Imperial space cruiser redesigned by Foundation experts to fit the needs of the elite Anacreonian navy. However, Hardin orders several secret technological devices to be incorporated into the ships design prior to its completion. Wienis plans to launch his offensive on the night of his nephews coronation as king and sole ruler of Anacreon. Hardin attends the coronation ceremony and is arrested, but has arranged with Anacreonian High Priest Poly Verisof, who is aware of the true nature of Scientism, to foster a popular uprising against Wienis. Convincing the Anacreonian populace that an assault against the Foundation and Terminus is blasphemous, Verisof leads an infuriated mob to the royal palace and surrounds it, demanding Hardins release. Meanwhile, the crew of the space cruiser mutinies against its commander, Admiral Prince Lefkin, Wieniss son. Lefkin confronts the mutineers and, captured, is forced to broadcast a message to Anacreon demanding Wieniss arrest and threatening a bombardment of the royal palace if that and other demands are not met. Wienis, maddened by his failure, orders Hardins execution, but his royal guardsmen refuse to obey him. Attempting and failing, due to a protective energy field, to kill Hardin personally, Wienis commits suicide. Hardin is proven correct again upon his return to Terminus City by another Seldon recording, set to play at this date. Though Actionists continue to hold a significant amount of power, an attempt to impeach the mayor fails and his popularity is renewed among the citys residents. It is also confirmed by Hari Seldon that the Foundations immediate neighbors, the Four Kingdoms, will now be virtually powerless and incapable of resisting Scientisms advance. The Traders (About 135 F.E.) (published October 1944 as The Wedge) The events of The Traders are set around 135 F.E., at a time during which the Foundation has expanded greatly and has sent out officially sanctioned Traders to exchange technology with neighboring planets for what amounts to greater political and economic power. Master Trader Eskel Gorov, also an agent of the Foundation government, has traveled to the worlds of Askone, where he hopes to trade nucleics. Gorov, however, is met with resistance by Askones governing Elders due to traditional taboos that effectively ban advanced technology. Gorov is imprisoned and sentenced to death; the Elders refuse Foundation requests for clemency. Trader Linmar Ponyets is ordered by the Foundation to try and negotiate with the Elders, and travels to the central Askonian planet. Ponyets meets with the Elders Grand Master and deduces that, though he is determined to have Gorov executed, he may be willing to exchange the captive for a suitable bribe, which Ponyets realizes would be a sum of gold. Ponyets clumsily fashions a transmuter that will convert iron into gold. The Grand Master informs Ponyets that others who have attempted this have failed and have been punished with execution for both their attempt and for their failure; Ponyets succeeds and convinces the Grand Master that the gold is appropriate for Askonian religious decoration, which pleases the Elders. Councilor Pherl, the Grand Masters protà ©gà ©, appears to be wary of Ponyets. Meeting with the Councilor, Ponyets discovers that Pherl is instead quite willing to work with him, if only due to the chances of eventually attaining the Grand Mastership himself. Pherl, from a different ethnic background than traditional Grand Masters and a young man, believes that a stable supply of gold will be able to dramatically increase his power, and Ponyets provides him with the transmuter. It appears that the friendly Pherl will ascend to the Grand Mastership, while Gorov is released quickly. Ponyets discusses his success with Gorov, who criticizes his techniques due to what he perceives as Ponyetss lack of morality. Ponyets replies by reminding Gorov of an alleged statement made by Salvor Hardin: Never let your sense of morals prevent you from doing what is right! The Merchant Princes (About 155 F.E.) (published August 1944 as The Big and the Little) Set around 155 F.E., The Merchant Princes takes places against the backdrop of a powerful Foundation, which has subjugated the neighboring Four Kingdoms and expanded its commercial and technological empire throughout numerous stellar systems. However, it continues to meet resistance, and three Foundation vessels have vanished near the planets of the Republic of Korell, a nation suspected of independent technological development. Master Trader Hober Mallow is assigned to deal with Korell and also to investigate their technological developments and find the missing ships. Those who have assigned this mission to Mallow, Foreign Secretary Publius Manlio and the Mayors secretary, Jorane Sutt, believe that a Seldon Crisis is underway; they fear that domestic tensions caused by the great autonomy given to Traders and shaky foreign relations may give rise to a nuclear conflict involving the Foundation. Sutt and Manlio, believ ing that they can weaken the Traders by staging an embarrassing diplomatic incident, plant an agent aboard Mallows ship. The agent, a respected Trader, invites a Foundation missionary onto the ship once it reaches Korell. Such missionaries are forbidden to enter Korell, and an angry mob immediately surrounds the ship, demanding the missionary. This rapid response in a remote location arouses Mallows suspicions, and Mallow gives the missionary to the mob, despite the frantic intervention of the agent. Later, Mallow meets with Korells authoritarian ruler, Commdor Asper Argo, who appears friendly and welcomes Foundation technological gifts. Argo refuses to allow Scientism on Korell, and Mallow agrees not to encourage missionary work in the Republic. Mallow is invited to tour a steel foundry belonging to Korells government, where he notes guards carrying atomic handguns. He is surprised to discover that these weapons bear the markings of the Galactic Empire, which the Foundation assumes has fallen by this time. Mallows discoveries lead him to believe that the Empire may be attempting to expand into the Periphery again, and has been providing weapons to client states such as Korell. Leaving the Republic and his ship, he journeys alone to the planet Siwenna, which he believes may be the capital of an Imperial province. He finds Siwenna a desolate and sad place, and meets the impoverished patrician Onum Barr in the latters isolated mansion, which is slowly crumbling. Barr, a former provincial senator and a leading citizen, had served in the Imperial government on Siwenna during a fairly stable time several decades earlier, before a series of corrupt and ambitious viceroys who each harbored dreams of becoming Emperor. After the previous viceroy rebelled against the Emperor, Barr participated in a revolution that overthrew the viceroy. However, the Imperial fleet also sent to remove the viceroy wanted to conquer a rebellious province even if it was no longer in rebellion, and began a massacre that claimed the lives of all but one of Barrs children. Mallow is tried for murder upon his return to Terminus, due to turning over the Foundation missionary to the mob. However, he is able to convince the court that the missionary was in fact a Korellian secret policeman who played a part in the conspiracy against the Traders manufactured by Sutt and Manlio. Acquitted, Mallow is received with delight by the population of Terminus, which will almost undoubtedly select him as Mayor in the elections scheduled to take place in the following year. To prepare for the election, Mallow engineers the arrest of Sutt and Manlio, and eventually takes office. However, he is soon faced with tensions between the Foundation and Korell, which declares war on the Foundation, using its powerful Imperial flotilla to attack Foundation ships. Instead of counterattacking, Mallow takes no action, waiting until the lack of Foundation goods forces Korell to surrender.

Classroom Management Techniques for Classroom Disruption

Classroom Management Techniques for Classroom Disruption Statement of the Problem Disruptive behavior is defined as any behaviors that hinder teachers from teaching and students from learning. There are many factors that can influence these behaviors in prekindergartners, such as, not having the social skills that are needed to interact with others (Lawson, 2003), being exposed to a structured environment for the first time, unsupervised time at home where the television is the babysitter and children are exposed to violence and aggressive behavior which can influence some to think that this behavior is the norm (Collins, 2013). When students act out, teachers focus their attention on ceasing the behavior rather than teaching (Gregory, Skiba, Noguera, 2010), which interrupts the daily routine of classroom activities and hinders students learning (Gable et al., 2009). One method for dealing with disruptive students is to remove them from the classroom or out of school suspension. Children that are suspended from prekindergarten are more likely to display disruptive behavior in kindergarten, which could lead to them not being able to be successful in their academic journey unless there are some type of intervention implemented to deter unacceptable behavior. Two ways of intervening disruptive behavior are proactive and effective classroom management and the use of the Positive Behavior Interventions and Supports (PBIS) program which is a positive approach to creating the behavioral supports and social culture that is needed for all students in a school to accomplish social, emotional and academic success. Classroom management is becoming a major issue in and has been since classrooms were first established. has been an issue since the first classrooms were established. Teachers are the primary enforcer of classroom management in their classrooms. Although there is a certain protocol to follow concerning discipline because of the young age of the children in prekindergarten, however, there are prekindergarten classes in many public schools where prekindergarten children are faced with the same disciplinary consequences by administrators as stated in the schools Code of Conduct. An inadequate skill of strong and effective classroom management skills will eventually lead to teaching in a stressful environment, low teacher morale, and teachers deciding to leave the teaching profession (Walker, 2009; Wong Wong, 2005). Furthermore, when present strategies in classroom management do not aid in removing the classroom discipline problems there needs to be an alternative strategy to be implemented to eradicate the issue of classroom disruptions. Although teachers possess the primary responsibility to enforce their classroom management strategies (Freiberg Lamb, 2009), there may still be a need of extra support from the schools administrators. Researchers have conducted several studies on individual types of classroom management skills and their impact on student achievement (Rosas West, 2009; Wong Wong, 2005). Some stated that with the use of effective classroom management, a change in the classroom environment will occur and produce a positive learning environment. Teacher (Beaty-OFerrall, Green, Hanna, 2010; Flutter, 2006). Teachers and administrators are continuing to try to form an atmosphere that is conducive to the leaning of all students to improve learning and to increase positive behavior (Rosas West, 2009), especially in prekindergarten which is the foundation of student learning and sets the pattern for students throughout their academic endeavor. This study will focus on exploring and understanding the classroom management strategies of teachers with low discipline referrals compared to teachers with a number of high referral in prekindergarten classroom. However, in the prekindergarten classrooms, there have been an increase in classroom disruptions referrals that resulted in out of school suspension. Marzanos research study indicated that an orderly school atmosphere is essential for students to learn and that discipline is a problematic issue in most schools (Marzano, 2003). The problem is that prekindergarten children are being suspended from school for disruptive behavior at an increased rate than students in kindergarten through high school.   Per Gilliam (2005), 6.67 percent of 1,000 preschoolers were given out of school suspension, as compared with 2.09 percent of 1,000 elementary, middle, and high school students, (Gilliam, 2005). Purpose of the Study The purpose of this qualitative, case study will be to explore how classroom  management practices that exists in the prekindergarten public school setting effect classroom disruptions, and how the use of Positive Behavior Interventions and Support (PBIS) program deters classroom disruptions. Even though classroom disruptions occur for several causes, teachers continue to struggle with decreasing unwanted behavior in the classroom (Moorefield, 2005). To explore the effects of classroom management strategies on the classroom disruptions, the researcher will select 20 prekindergarten teachers in a public-school district in the state of Georgia to participate in the study. The 20 teachers will consist of first year, three to five years, and more than five years of teaching in the prekindergarten classroom. The researcher will also attempt to understand the teachers perception of PBIS, and its effect on decreasing classroom disruptions. The researcher will observe the teachers during a regular school day, and interview the teachers after each classroom observation. The researcher will also request access of discipline referrals written by the teachers to group the teachers by the number of referrals, and use data collected from the questionnaire answers. To study the teachers, the researcher will review the School-Wide Information  System (SWIS) to gather the referral information. The researcher will explore the strategies of classroom management that are used to manage the classroom disruptions. The researcher will choose a qualitative case study method because it will allow a detailed investigation of the phenomenon (Yin, 2014). A case study method also will allow the researcher to collect other  data that could be examined, including observations of classrooms, teacher interviews, PBIS discipline referral data, and questionnaire answers. One essential characteristic of a case study is a collection of variety of data collection (Yin, 2014), therefore a variety of data collection will be used by the researcher. Research Questions Prior research identified the need to understand classroom management practices  better (Sutton, Mudrey-Camino, Knight, 2009). Specifically, the researcher needed to understand further the specific effective practices for managing classroom disruptions (Magableh Hawamdeh, 2007). Therefore, the focus of this research was to understand the differences in the practices of teachers who had a relatively low numbers of classroom disruptions versus teachers who had a relatively high numbers of classroom disruptions. The researcher developed questions to compare and understand the specific practices used to manage disruptions as well as understand the effects of the culture in the classroom on those specific practices. Research questions that will guide data collection: RQ1: What specific classroom management strategies did prekindergarten teachers who had a reported high number of discipline referrals use? RQ2: What are the prekindergarten teachers perception of the effects of PBIS on decreasing classroom disruptions in the prekindergarten classroom?

Cooling Load Calculation Procedure Engineering Essay

Cooling Load Calculation Procedure Engineering Essay The total amount of heat energy that must be removed from a system by a cooling mechanism in a unit time, equal to the rate at which heat is generated by people, machinery, and processes, plus the net flow of heat into the system not associated with the cooling machinery. [1] The sensible and latent heat transfer between the space air and the surroundings can be classified as follows: 1. Space heat gain qe, in Btu/h (W), represents the rate at which heat enters a conditioned space from an external source or is released to the space from an internal source during a given time interval. 2. Space cooling load, often simply called the cooling load Qrc, Btu /h (W), is the rate at which heat must be removed from a conditioned space so as to maintain a constant temperature and acceptable relative humidity. The sensible cooling load is equal to the sum of the convective heat transfer from the surfaces of the building envelope, furnishings, occupants, appliances, and equipment. 4. Space heat extraction rate Qex, Btu /h (W), is the rate at which heat is actually removed from the conditioned space by the air system. The sensible heat extraction rate is equal to the sensible cooling load only when the space air temperature remains constant. 5. Coil load Qc, Btu /h (W), is the rate of heat transfer at the coil. The cooling coil load Qcc, Btu/h (W), is the rate at which heat is removed by the chilled water flowing through the coil or is absorbed by the refrigerant inside the coil. Cooling load usually can be classified into two categories: external and internal. External Cooling Loads[1] These loads are formed because of heat gains in the conditioned space from external sources through the building envelope or building shell and the partition walls. Sources of external loads include the following cooling loads: 1. Heat gain entering from the exterior walls and roofs 2. Solar heat gain transmitted through the fenestrations 3. Conductive heat gain coming through the fenestrations 4. Heat gain entering from the partition walls and interior doors 5. Infiltration of outdoor air into the conditioned space Internal Cooling Loads[1] These loads are formed by the release of sensible and latent heat from the heat sources inside the conditioned space. These sources contribute internal cooling loads: 1. People 2. Electric lights 3. Equipment and appliances For [1-1] [1] see the section of references CHAPTER 2 COOLING LOAD CALCULATION PROCEDURE [2]The estimation of cooling load for a space involves calculating a surface by surface conductive, convective, and radiative heat balance for each room surface and a convective heat balance for the room air. Based on the same underlying principles, the following methods have been developed for calculating the cooling load. Cooling Load by Transfer Function Method (TFM). Total Equivalent Temperature Difference (TETD) method. Cooling Load Temperature Difference (CLTD) method. Transfer Function Method (TFM)[1] The transfer function method or weighting factor method is a simplification of the laborious heat balance method. The wide application of the TFM is due to the user-friendliness of the inputs and outputs of the TFM software and the saving of computing time. In the transfer function method, interior surface temperatures and the space cooling load were first calculated by the exact heat balance method for many representative constructions. The transfer function coefficients (weighting factors) were then calculated which convert the heat gains to cooling loads. Sometimes, transfer function coefficients were also developed through test and experiments. Calculation Procedure The calculation of space cooling load using the transfer function method consists of two steps. First, heat gains or heat loss from exterior walls, roofs, and floors is calculated using response factors or conduction transfer function coefficients; and the solar and internal heat gains are calculated directly for the scheduled hour. Second, room transfer function coefficients or room weighting factors are used to convert the heat gains to cooling loads, or the heat losses to heating loads. As described in Sec. 6.2, the sensible infiltration heat gain is the instantaneous sensible cooling load. All latent heat gains are instantaneous latent cooling loads. The TFM is limited because the cooling loads thus calculated depend on the value of transfer function coefficients as well as the characteristics of the space and how they are varied from those used to generate the transfer function coefficients. In addition, TFM assumed that the total cooling load can be calculated by simply adding the individual components-the superposition principle. However, this assumption can cause some errors. Total Equivalent Temperature Difference (TETD) Method[1] In the total equivalent temperature difference (TETD)/time-averaging (TA) method, heat gains of a number of representative exterior wall and roof assemblies are calculated. The internal heat gains and conductive heat gain are calculated in the same manner as in the TFM. The radiant fraction of each of the sensible heat gains is then allocated to a period including the current and successive hours, a total of 1 to 3 h for light construction and 6 to 8 h for heavy construction. The TETD/ TA method is also a member of the TFM family and is developed primarily for manual calculation. TETD/TA is simpler in the conversion of heat gains to cooling loads. However, the time-averaging calculation procedure is subjective-it is more an art than a rigorous scientific method. Also the TETD/TA method inherits the limitations that a TFM possesses if the TFM is used to calculate the TETD. Cooling Load Temperature Difference (CLTD) Method [2] CLTD is the method we used to calculate the cooling load of the project we were assigned. The CLTD method accounts for the thermal response in the heat transfer through the wall or roof, as well as the response due to radiation of part of the energy from the interior surface of the wall to objects and surfaces within the space. The CLTD method makes use of (a) the temperature difference in the case of walls and the roofs and (b) the cooling load factors (CLF) in the case of solar heat gain through windows and internal heat sources, i.e , Q = U x A x CLTDC Where Q is the net room conduction heat gain through roof, wall or glass (W) A is the area of the roof , wall or glass (m2) U is the overall heat transfer co efficient (kW/m2.K) CLTDC is the cooling load temperature difference (oC) For [1] [2] see the section of references CHAPTER 3 CALCULATING COOLING LOADS USING CLTD Outdoor Design Conditions[2] ASHRAE Table A 2, F1980, provides the outdoor design conditions for various locations in many countries including India, Malaysia and Singapore. The summer design column lists hourly temperature which is exceeded by 1%, 2.5 % and 5% of all the hours in the year. Selection of Indoor Conditions[2] In private homes, the indoor conditions may be chosen by the owner. But in public premisis, various codes and regulations and ordinances dictate the limits of the specific indoor design conditions. For some critical occupancy, such as, hospitals, nursing homes, computer rooms, clean rooms, etc. specific indoor design conditions will usually be established by the regulating authorities or the owners. Transmission gains[2] Heat transfer through the different components of the building envelop occurs primarily the process of conduction and convection and is generally referred to as transmission load. Transmission heat transfer is given by the following equation: Q = = (U) (A) (TD) Where, Q is the heat transfer rate (W) Rt is the sum of the individual thermal resistances (m2.oC/W) A is the surface area perpendicular to heat flux (m2) TD is the design temperature difference between indoors and outdoors U = 1/Rt is the overall heat transfer co efficient (W/m2.oC) With, Rt = R1 + R2 +  ¼ + Rm for resistance in series. The values of thermal resistances are provided for specific thickness for typical building materials usually designated by U. For materials that vary in thickness according to the application, specific conductivity k is listed in terms of unit thickness. The relation between the two is R = Where k is the coefficient of thermal conductivity (W/m.K) L is the length of the conduction path (m). CLTD/CLF calculation[2] To account for the temperature and the solar variations, the concept of cooling load temperature difference (CLTD) is introduced. The CLTD is a steady state representation of the complex heat transfer involving actual temperature difference between indoors and outdoors, mass and solar radiation by the building materials, and the time of day. The following relation makes corrections in the CLTDs for walls and roofs for deviations in design and solar conditions are as follows: CLTDc = [(CLTD + LM)k + (25.5 Tr) + (To 29.4)] f Where CLTDc is the corrected value of CLTD. LM is the colour adjustment for light coloured roof. Tr is the design room temeperature To is average outdoor temperature, computed as the design temperature less half the daily range. f is attic fan factor Solar heat gain[2] When solar rays impinge on a glass surface, some of the radiation is reflected back outside before penetrating the glass. Of that radiation which is not reflected, some is transmitted through the glass and some is absorbed by the glass. The remaining radiation is refracted slightly and goes on to heat the contents of the room. If there is external shading, such as with blinds or drapes or shades, a portion of t radiation entering the room is confined to the area immediately adjacent to the window and has a diminished effect on the conditioning of the room. All of these effects are accounted for to some degree by the following relation for calculation of cooling loads due to solar radiation: QSHG = A(SC)(SHGF)(CLF) Where QSHG is the solar radiation cooling load (W) A is the open glass area (m2) SC is the shading co efficient for various types of glasses and shadings SHGF is the maximum solar heat gain factor for specific orientation of surface, latitude and month (W/m2) CLF is the cooling load factor, dimensionless. Internal Loads[2] Lighting is often is the major space cooling load component. The rate of heat gain at any instant, however, is not the same as the heat equivalent of power supplied instantaneously to these lights. Only part of the energy from lights is transferred to the room air by convection, and thus becomes the cooling load. The remaining portion is the radiant heat that affects the conditioned space only after having been absorbed by walls, floor, furniture, upholstery, etc. and released after a time lag. The cooling load imposed by these sources is given by Q appliances= P(CLF) Where Q appliances is the cooling load due to equipment of appliances (W) P is the input operating power rating of the appliance or equipment (W) CLF is the cooling load factor (dimensionless) depending on operating hours, room construction, and air circulation. Occupancy[2] The people who occupy the building give off thermal energy continuously, the rate of which depend on the level and type of activity in which they are engaged. For the sensible portion of the heat released, a cooling load factor similar the one applied to lights and appliances has been developed to account for the lag in time between occupancy and the observed cooling load. The sensible cooling load due to people is therefore, QS = (N)(GS)(CLFS) Where QS is the sensible cooling load due to occupants (W) N is the number of occupants GS is the sensible heat gain depending on activity and time for entry (W) CLFS is the cooling load factor (dimensionless) for people. The latent heat gain from occupants is found by Ql = (N)(Gl) Where Ql is the latent heat gain N is the number of occupants Gl is the latent heat gains from occupants depending on activity and time from entry Ventilation/Infiltration[2] Heat gain from ventilation and infiltration needs to be considered in the cooling load calculations. General Design Guidelines[2] The general procedure required to calculate the space cooling load is as follows: Building configuration an characteristics: Determine the building location, orientation and external shading, building materials, external surface colour and shape. These details are usually obtained from building plans and specifications. Outdoor design conditions: Obtain the outdoor weather data for the building location and select the outdoor design conditions. Indoor design conditions: Specify temperature, humidity, air velocity, etc. Operating schedules: obtain a schedule of lighting, occupancy, internal equipment, appliances and processes generating heat load. Date and time: Select the time of the day and month to estimate the cooling load. Several different times of the day and several different months need to be analyzed to determine the peak load time. The particular day and month are often dictated by peak solar conditions. For [2] see the section of references CHAPTER 4 DATA FOR THE MAIN MOSQUE Mosque 1st Floor Figure 4.1 First floor Figure 4.2 Window type 1 (WT1) Figure 4.3 Window type 2 (WT2) Figure 4.4 Doors 1 (D1) 4.2 Mosque Ground Floor Figure 4.5 Ground floor Figure 4.6 Window Type 3 (WT3) Figure 4.7 Window Type 4 (WT4) Figure 4.8 Door 2 (D2) General Information Latitude 32ËÅ ¡, Longitude 72ËÅ ¡ [7] Main Mosque, College of Electrical and Mechanical Engineering, Rawalpindi, Pakistan Walls 33cm brick, 1.5 cm cement on both sides Roof 15 cm concrete Construction Cream color paint on both sides Glass 0.5cm black shaded Lighting 1 76 tubes each 18W, 8hrs per day Lighting 2 4 tubes each 40W, 8hrs per day Occupancy 300 people moderately active Ceiling fan 18 ceiling fans each 75 W, 8hrs per day Bracket fan 9 bracket fans, each 40W, operating 8hrs per day Ventilation 7.5 x 300 = 2200 liters/sec Note: Suspended ceiling was broken therefore; we considered it as the refrigerating space. U Value Calculation Roof Components L/k m/(W/m.K) R W/m2.K Reference Table Table title Outside air 0.044 Table A6 Surface conductance (W/m2.oC) and resistance (m2.oC/W) for air Concrete 10cm 0.15/0.51 0.294 [3] Inner air 0.160 Table A6 Surface conductance (W/m2.oC) and resistance (m2.oC/W) for air Total 0.498 U = 1/R = 1/0.498 = 2.01 Wall Component L/k m/(W/m.K) R W/m2.K Reference Table Table title Outer air 0.044 Table A6 Surface conductance (W/m2.oC) and resistance (m2.oC/W) for air Brick 0.33/0.32 1.0315 Table A7 Typical thermal properties of common building and insulating materials Cement 20.015/0.72 0.0417 Table A7 Typical thermal properties of common building and insulating materials Inside air film 0.120 Table A6 Surface conductance (W/m2.oC) and resistance (m2.oC/W) for air Total 1.237 U = 1/R = 1/1.237 = 0.808 For [3] see references Glass Component L/k m/(W/m.K) R W/m2.K Reference Table Table title Glass material 0.005/0.05 0.1 Table A7 Typical thermal properties of common building and insulating materials Outer air 0.044 Table A6 Surface conductance (W/m2.oC) and resistance (m2.oC/W) for air Inner air 0.12 Table A6 Surface conductance (W/m2.oC) and resistance (m2.oC/W) for air Total 0.264 U =1/R = 1/0.264 = 3.79 Description of appliances Items Ground floor (Qty) First Floor (Qty) Ceiling fans 12 6 Tube lights 76 (small) 4 (large) Wall fan 9 Area Calculations Eastern Wall Areas Wall area 108.11514 m2 Door area 26.3 m2 Windows area 12.76 m2 Actual wall area 69.055 m2 Actual glass area 30.4 m2 Note: The area for aluminum in the windows is not accounted for. 4.6.2 Western Wall Areas Wall area 88.4816 m2 Windows area 6.583 m2 Actual wall area 81.899 m2 Actual glass 6.003 m2 Note: The area for aluminum in the windows is not accounted for. 4.6.3 Northern Wall Areas Wall area 52.45 m2 Windows area 12.61 m2 Actual wall area 39.84 m2 Actual glass area 11.62 m2 Note: The area for aluminum in the windows is not accounted for. 4.6.4 Southern Wall Areas Wall area 52.45 m2 Windows area 6.58 m2 Door area 1.86 m2 Actual wall area 44.01 m2 Actual glass area 7.58 m2 Note: The area for aluminum in the windows is not accounted for. 4.6.5 Roof Areas Total roof area m2 4.7 CLTD Correction Calculation To = 47 16/2 = 39 To is the average outside temperature on design day equal to our design temperature minus half of daily temperature range. Exposure CLTD LM[4] K[5] 25.5 Tr To 29.4 F[6] CLTDc North 7 0.5 0.5 25.5 25.5 39 29.4 1 13.35 East 15 0 0.5 25.5 25.5 39 29.4 1 17.1 South 11 -2.2 0.5 25.5 25.5 39 29.4 1 14 West 11 0 0.5 25.5 25.5 39 29.4 1 15.1 Roof 36 1.1 0.5 25.5 25.5 39 29.4 1 27.05 For [4], [5] [6] see references. CHAPTER 5 COOLING LOAD CALCULATIONS FOR THE MAIN MOSQUE Building Main mosque Location EME College, RWP Month June Day 22 Time 0200hrs Psychrometric analysis Item Tdb Twb RH Enthalpy (h) Sp. Humidity (w) Outside 47 41 70% 183.87 0.0528 Inside 25.5 17.82 50% 57.35 0.012 Difference 21.5 23.18 20% 126.52 0.041 Daily range = 16 Transmission Load Item Description Area(m2) U factor CLTDc (oC) Qtransmission(W) Walls North 39.84 0.808 13.35 429.75 South 44.01 0.808 14 497.8 East 69.005 0.808 17.1 953.4 West 81.899 0.808 15.1 999.2 Roof 194.15 2.01 27.05 10556.03 Glass North 11.62 3.79 20.1 885.2 South 7.58 3.79 20.1 577.44 East 30.4 3.79 20.1 2315.84 West 6.008 3.79 20.1 457.3 Total transmission cooling load (W) 17671.89 Solar Radiation Description Area(m2) SC SHGF CLF QSHG North 0 South 7.58 0.94 189 0.36 484.8 East 0 West 6.003 0.94 695 0.55 2228.6 Total solar radiation gain cooling (W) 2713.4 Internal loads Item Input (W) CLF Qappliance Lights 1528 0.08 122.2 Appliances 1710 1 1710 Total internal gain cooling (W) 1832.24 Occupancy Number SHG/LHG CLF Ql Qs Sensible 300 75 0.49 11025 Latent 300 55 1 16500 Total Occupancy gains, Qoccupancy (W) 27525 Ventilation/Infiltration m3/s CFM ΆT/Άw Ql Qs Sensible 2.2 1.23 ΆT=21.5 58.18 Latent 2.2 3010 Άw=.041 7180 Total Infiltration / Ventilation load (W) 7238.2 Grand total cooling loads Ql Qs Total latent load (W) 23680 Total sensible load (W) 33300.61 Total load (kW) 56.98 Tons of refrigeration 16.3 CHAPTER 6 RESULTS AND RECOMMENDATIONS Results Following the CLTD method we calculated cooling load to be 16.3 Tons. In which main contribution was from people present in the mosque (almost half the contribution) and heat conduction through walls and windows glass. The contribution from each mode is shown in fig 6.1. Fig 6.1 Contribution from each mode of heat transfer in cooling load Recommendations Use 6 ACs each of 2.5 Ton and one of 1.5 ton, we will need all the ACs switched ON during Jumma prayers only. On normal days we will switch ON 3 or 4 ACs depending on the number of occupants. As the number of occupants decreases the required cooling load also decreases. For different values of occupants required cooling load has been calculated and shown in the fig 6.2. Fig 6.2 Relation between number of occupants and cooling load Normally 30 people are present in the mosque at prayer times so we need only 9.2 tons of refrigeration. We will switch ON three ACs of 2.5 tons and one of 1.5 tons We can minimize the Cooling load by Increasing the glass thickness By using opaque sheets on the outer side of the windows and doors By using reflecting and insulating material on the roof, reflective material will reduce solar radiation and insulating material will minimize conduction Growing trees on southern side