Personal Professional Ethics Assignment Example | Topics and Well Written Essays - 500 words

Personal Professional Ethics - Assignment Example The nursing profession is run under a set of predefined ethical code of conduct and this explains my ethnic statement. According to Canadian registered nurses code of ethics, the nursing profession has distinct responsibilities and ethics explains the code of conduct by practicing nurses that would be acceptable (â€Å"Canadian Nurses Association†, 2008). From the nursing values, I singled out the three responsibilities to form my ethics statement. This is informed by the great passion that explains my choice for a career in nursing. Through studies, I have come to learn that a nurse is ethically required to ensure that his/her patients are safe through ensuring that safety comes before any other thing in practice. Safety can be observed by ensuring right prescriptions of medicine as well as observing healthy living conditions. On the other hand, it is almost sure that patients would seek nursing care for such chronic diseases as cancer and HIV and Aid, which necessitate that compassion, be part of the nurse. Ethically, compassion may improve the quality and value of life for many patients even without treatment hence the commitment to observing compassion. Finally, excellence is a virtue and every person in any field pursues to realize. It is unethical to practice nursing without observing the nursing principles and the knowledge learned while studying. It is, therefore, an ethical expectation that practicing nurses would be competitive and hence this forms part of my ethical statement.

Control by Heat and UV Lab Report Example | Topics and Well Written Essays - 500 words

Control by Heat and UV - Lab Report Example Some bacteria though have developed adaptive measures to sustain high-temperature exposures, for example, T. aquaticus that is used in PCR. Psychrophiles are those that require low temperatures of less than 20⠁ °C while mesophiles require 20-40⠁ °C. Thermophiles, on the other hand, require high temperatures of above 40⠁ °C to survive. Most bacteria that infect human are mesophiles and grow optimally at 35-37⠁ °C. Bacteria that have endospores are more likely to survive extreme environmental conditions such as high temperature and high UV irradiation (Prescott, John and Donald, 54) Three TSA plates were acquired and labeled with a name, lab time, and temperature. Each was divided into three sections. Each section was marked with the abbreviation of the test organisms. A single streak (about 1cm) of each organism was made on its respective section. They were incubated at temperatures of 35⠁ °C incubator, Room temperature (or 25⠁ °C incubator) and Refrigerator (~10⠁ °C). Four TSA plates were acquired for each bacterium. Each was labeled with the name, lab time and the organism name. The plates were then divided into half each and labeled control and UV on each side. A sterile swab was inoculated into the culture. Three zigzag lines were made on the agar surface at 45 degrees to each other. The plates were exposed to UltraViolet light for 3 minutes before incubation at 35⠁ °C for 48 hours. Four Trypticase Soy Broth tubes were labeled with name, lab time, organism and time. Each tube was inoculated with the appropriate organism. Each student in the team exposed the organism to different temperature of 40⠁ °C, 55⠁ °C, 80⠁ °C and ~100⠁ °C. Each organism was exposed to heat for a given length of time, that is, 10, 20, 30 and 40 minutes. The tubes were vortexed after every 10 minutes. After the appropriate length of time, the tubes were dried and incubated at 35 °C for 48 hours. The four types of bacteria exhibited different responses to

International Operation Strategy of Eucerin: SWOT

International Operation Strategy of Eucerin: SWOT Chapter 1 Introduction 1.1 Research Background The use of cosmetics was over thousands of years. The earliest archaeological evidence can be traced back to some royalty in Ancient Egypt times, where the Ancient Egyptians mixed perfume, sandalwood incense and aromatherapy products with oil applied to human bodies for pilgrimages or as an antiseptic. The Ancient Greeks and Romans also used cosmetics containing often lead and mercury. In the West, the popularization of cosmetics usage began in the 17th century and was originally intended to cover face scars of female patients healed from smallpox. In the19th Century, Queen Victoria once declared publicly that the use of makeup was â€Å"improper, vulgar, and acceptable only for use by actors†. Nevertheless, by the Second World War, cosmetics have been widely used in the West (except Nazi Germany). Today, the worldwide market size for Beauty and Personal Care Industry (BPC Industry) has increased 36% during 2005-2010 and reached USD 382.3 billion last year.Despite the significant influence of global economic recession in the year of 2009, BPC industry still showed stable and continuous growth in certain regions with emerging markets, particularly in Asia Pacific and Latin America. It is forecasted that these two dynamic regions will drive the BPC future global sales and become equally the joint largest market (with Western Europe) by 2014. Figure 1 and 2 below shows the global and regional market value of BPC industry during 2005 to 2010. Cosmetics industry, also called Personal Care Products Industry, Cosmetics and Toiletries Industry, Health and Beauty Industry, or Beauty and Personal Care Industry in this paper, in which companies manufacture and/or market personal care products such as creams, lotions, perfumes or makeup, covers a fully 13 key sub-sectors (Fig. 3). Recent reports show that Skin Care is the largest sector in the BPC industry (Fig. 4). It is predicted that in 2014, Skin Care, together with Hair Care, Colour Cosmetics and Fragrances sector will become the principle contributors to global BPC sales value growth due to the booming market in Asia Pacific. In Asia Pacific region, China represents today one of the most important and attractive BPC markets in the world due to its huge population, the increasing purchasing power of consumer and a better awareness of fashion among the younger generation. According to National Bureau of Statistics of China, the retail value of Chinese BPC products reached RMB 133.24 billion (proximately USD 20.51 billion) in 2010 with a 11.4% nominal growth compared to 2009. The total Chinese BPC market value is expected to reach as much as RMB 206 billion (proximately USD 31.7 billion) by 2014. However, in spite of this rising trend, industry players talked about that the increasing costs such as rental, labour, logistic and advertisement has given heavy pressure on cosmetics companies particularly those who had poorer brand equity were losing their profit margin. 1.2 Research Motivation Funded by Dr. Lifschà ¼tz in 1900, Eucerin ® is now Germanys largest and worlds 4th leading dermo-cosmetics brand in pharmacy segment in Skin Care industry. Belonging to famous German Group Beiersdorf AG, Eucerin sees itself as a â€Å"dermatologist-recommended skin care brand† that provides reliable, high quality and effective dermo-cosmetic products and expertise. Currently, Eucerin provides skin care products that are catalogued in 4 major lines: Face Care, Sensitive Skin Care, Dry Skin Care (medical products) and Sun Protection. Each line contains quite a few sub-lines that are assorted either by skin types / products functions (pure, dry, very dry, problematic, sensitive skin, etc.) or by products application places of the skin (face, body, deodorant, hair, etc.). While Eucerin firstly entered into Asian BPC markets in 1991 and quickly built its brand awareness and popularity among the world of pharmacy skin care products in Thailand, Vietnam, Singapore and Malaysia, in China, however, it has being constantly a big â€Å"missing piece† to complete its global share of market. As Chinas BPC market size is currently rated in the 3rd position after the US and Japan and is still possessing enormous growth potential (12% market growth is expected during 2011 to 2014), and the Skin Care segment is the primary driver for BPC market, it is for Eucerins greatest interest and challenge how to exceed existing international and local skin care competitors to complete its global entire territory. 1.3 Research Scope and Objectives The purpose of this study is therefore attempting to assess and analyse the international operation strategy of Eucerin. Through the SWOT analysis, identify and highlight the key internal and external factors of corporate ongoing strategic planning, gaining an in-depth understanding of the companys strategic operational issues, critical success factors, emerging market opportunities and future marketing challenges and trends. The research scope covers issues including the study of BPC and dermo-cosmetics industry: market sales, market share, Chinese cosmetic market regulations, marketing strategy of Eucerin: marketing segmentations, positioning, and Chinese consumer behaviours. 1.4 Research Process and Chapter Structure The process of this research is approximately composed eight stages summarized as figure 6 underneath. By the case study of Eucerin a Beiersdorf owned dermo-cosmetics brand of BPC Industry, through the literature review, SWOT and critical success factors analysis, attempting to analyse, assess and obtain an embedded understanding of the companys strategic operational issues and its future marketing challenges and trends in Chinese BPC market. Chapter 2 Literature Review 2.1 Beauty and Personal Care Industry The global Beauty and Personal Care market (BPC market), also called Cosmetics and Toiletries market has generated total revenues of US$ 382.3 billion in 2010, representing a compound annual growth rate (CAGR) of 36% for the period 2005-2010. By comparison, markets of Asia Pacific, Western Europe and North America brought out 70% of global BPC market in 2010 (Fig. 8). Most interestingly, both Western Europe and North Americas BPC markets has witnessed the economic recession, showed a negative growth in 2009 and decelerated performance afterward, while markets in Asia Pacific and Latin America, sales growth continue and for the first time the BPC market of Asia Pacific region (mainly referable to China) overtook the first position of global BPC market (Fig. 9). 2.1.1 Market Segmentation and Differentiations BPC products cover all daily personal care cosmetics such as makeup, nail polishes, hair sprays, hair colours, creams, lotions, perfumes, deodorants, shower and bath gel, bath salts, and lots of other product types. The market can be sorted into a completed 13 key sub-sectors scope as we have mentioned earlier (Fig. 10). Skin Care segment is the leading category that generates 22% of worldwide BPC market due to Asia Pacifics booming sales, the rising demand of anti-age products also conducts the segment as the key contributors to global BPC market over the forecast period. Global skin care brands can be also sorted by their marketing positioning into six classes: professional brands, luxury/premium, pharmacy/dermo-cosmetics (cosmeceuticals), organic/natural brands, direct-selling and mass market products. Each segment targets different consumers according to their purchasing power, quality requests or specific needs, etc. Key competitors of each class are listed below: Professional skin care brands (distributed mainly by beauty salons, spas): Sothys Paris, Lexli, RVB, Sparitual, Lotusdream, etc. Premium skin care brands(distributed mainly by department stores, perfumeries), : Shiseido, Està ©e Lauder, Lancà ´me (LOrà ©al Group), Clinique (Està ©e Lauder Group), Kanebo (Kao Group), Chanel, Christian Dior (LVMH Group), SK-II (PG Group), Yves Saint Laurent (LOrà ©al Group), etc. Pharmacy/dermo-cosmetics brands(distributed mainly by pharmacies, drugstores or via dermatologists recommendations): Vichy (LOrà ©al Group), La Roche-Posay (LOrà ©al Group), Boots, Eucerin (Beiersdorf Group), Johnsons, Avà ¨ne (Pierre Fabre SA), Caudalie, Lierac, ROC (Johnson Johnson), Nuxe, Galenic, etc. Organic/natural brands(distributed mainly by speciality stores, natural food stores): Yves Rocher, The Body Shop (LOrà ©al Group), LOccitane Direct-selling brands: Avon (USA), Natura (Brazil), Mary Kay (USA), Oriflame (Luxembourg), Artistry (Amway corp. USA), DHC (Japan), Nu Skin (USA) Mass market brands(distributed mainly by supermarkets, hypermarkets): LOrà ©al Paris, Nivea (Beiersdorf Group), Garnier (LOrà ©al Group), Olay (PG Group), Neutrogena (Johnson Johnson), Ponds (Unilever Group), Vaseline (Unilever Group) Eucerin ® is catalogued in the pharmacy/dermo-cosmetics brand of skin care industry as its products can be only purchased in pharmacies or drugstores. 2.1.2 Skin Care Industry in Western Europe For BPC industry and consumers, it has been tough in the past couple of years. However, the latest data showed that Skin Care was the only category managing to sustain an average of positive 4% growth during the economic downturn.Comprising 23% of global BPC sales in 2010, it remained the most valuable category during 2005-2010. Despite the growth of Skin Care sector slightly slowed down due to the decreased consumptions on non-essential purchases, the global sales of Skin Care sector was still largely focused in mature Western countries. Anti-age cosmeceuticals were considered and predicted as the star performer for Skin Care market for the future couple of years while the premium and luxury products performed the worst and were pushed toward the category of super premium or â€Å"masstige†skincare for a better performance and the growth in both anti-age and premium was accelerated by the high demand in Asia Pacific. Comparing to Skin Care, global Hand Care sales showed a sli ght yet stable growth and the reason was believed to be linked directly with consumers threaten perception of swine flu. In Western Europe, while recent data showed a gradual result of an average 4% Skin Care sales growth in UK, Netherlands and Germany during 2009 2010, key markets such as France, Italy and Spain reflected an average of -2% in term of sales growth, resulting an overall 2% growth drop in Skin Care segment in Western Europe (Fig. 11 and Table 1). While the Skin Care sales growth in western European slowed down in recent years, anti-age sub-category maintained an outstanding growth reflecting the desire for a younger looking appearance from the consumers. Table 1 Skin Care in Key Western European Countries (2005-2010) Crossing the overall BPC Western European market, in 2010, the top 10 Skin Care brands which share 26.2% of the market are belonging to 7 companies: Beiersdorf AG, LOrà ©al Group, Procter Gamble Co., Clarins SA, Yves Rocher SA, Està ©e Lauder Cos Inc, and Henkel AG Co., in which 4 brands are categorised into mass market class (Nivea, LOrà ©al Paris, Oolay and Garnier), 3 in premium/luxary (Clarins, Clinique and Lancà ´me), 2 in pharmacy/dermo-cosmetics (Vichy and Diadermine), and Yves Rocher is classified into natural/organic brands. On the other hand, in terms of company shares in Western European Skin Care market where up to nearly 58.6% market shares are held by the top 10 BPC companies, their products are crossing over all cosmetics classifications and sales distribution channels except the direct-selling category (Appendix 1 2). In relation to consumers behaviour toward BPC market in Western Europe, four fundamental trends characterized by Lee (2010)that impact global BPC market across all categories may sum up this market trend: the ageing population, agelessness pursuance, advances of technology and intensive awareness of health and wellness. The Ageing Population The global population is becoming older. Comparing to Japan who has the oldest population in the world with nearly 23% over the age of 65 in 2010, the median age in Western Europe today is just over 40. Japan has the differentiation of being the largest Skin Care consumer on a per capita basis. In 2010, it accounted for 22% of global skin care sales with USD 19.3 billion and this may referable to its huge older consumers, high disposable incomes and the great interest in combination of health and beauty. Agelessness Pursuance The pursuance of younger looking is highly associated with increased life-pan and the development of technologies. People take greater care of their appearances in order to reflect their interior youthfulness. In result, for example, the high demands for cosmetic minimally-invasive treatment (including Botox, laser skin resurfacing, soft tissue fillers, etc.) that intending for skin firming and elasticity made up 11.6 million procedures in 2010 with 110% growth during 2000 2010 in the US and was expecting to reach totally USD 17.6 billion in 2015. Advances of Technology Skin Care companies and manufactures today are able to sell their products with higher prices thanks to the aggressive introductions of technologically advanced formulations. Consumers in Western Europe may willing to pay up to EUR 20, EUR 40 or even EUR 300 on a product that claims benefits such as firming or wrinkle reduction and contains innovative whatsoever ingredients, while a product that only provides a single basic function may not be able to sold even it only charges EUR 10. High Awareness of Health and Wellness The concerns about health and product safety among consumers in Western Europe have massively increased during the past couple of years due to the aging population and the age-related illnesses. Consumers are becoming more and more careful about what they put on their skins and the detrimental effects of chemicals. In result, this will lead to a strong interest in finding cosmeceuticals with a balance of natural, organic ingredients and effective functions. 2.1.3 Skin Care Industry in China Table 2 BPC Market by categories in China (2009-2010) BPC market in emerging countries such the BRICs (Brazil, Russia, India and China) has shown enormous growth in the past couple of years. In China, BPC market showed strong resilience of 10% sales growth, reaching RMB 145.5 billion (proximately USD 22.4 billion) under the global recession impact in 2009 and continuously increased in 2010. While the growth rate in sectors such as deodorants, fragrances and mens grooming products were less well performed comparing to 2009, skin care, hair care and premium cosmetics were the most dynamic sectors in 2010 (Table 2 and Fig. 12). Comprising 6% of global BPC market value in 2010, Chinas BPC sales is expected to have a relative resilience to the global recession and reach as much as RMB 206 billion (proximately USD 31.7 billion) by 2014. Crossing the overall Skin Care market in China, interestingly, while 9 out of top 10 skin Care brands in Japan all belong to Japanese local BPC manufacturers, the top 10 brands who share 51.5% of Chinas Skin Care market in 2010 are from 4 foreign countries: Mary Kay (US), Artistry (US), Longligi (China) and Avon (US) are categorized into direct-selling channel; Olay (US), LOrà ©al Paris (France) and Nivea (Germany) belongs to mass market class; and Shiseido (Japan), Lancà ´me (France) and Chcà ©do (China) are classified into premium/luxary sector. There are no pharmacy/dermo-cosmetics brands in top 10 and the best performer Vichy (France) only shares 2.1% followed by La Roche-Posays (France) 0.4% in the market. 2.2 Cosmetics Market Regulation in China While China represents today one of the most important and attractive BPC markets in the world, however, its complex cosmetic regulatory system with rapid amendments make the BPC business full of difficulties. The Ministry of Health (MOH) of China has promulgated the â€Å"Regulations on Cosmetics Hygiene Supervision† on 13 November 1989 and the regulation was effective on 1 January 1990.According to it, a foreign cosmetic company (either a manufacturer or brand owner) with a valid business registration licenseis required to obtain two licenses under the cosmetic regulatory system in China the Hygiene License and the China Inspection Quarantine (CIQ) Labeling Certificate. i. Hygiene License Issued by the State Food and Drugs Administration (SFDA), the Hygiene License is concerning of cosmetic products and ingredients monitoring and supervision. Foreign companies holding Chinese business registration licenses with 3 classified cosmetic products listing below are requested to apply for an Import Hygiene License before their products are allowed to be distributed and placed on the China market (the pre-market approval): â€Å"Special-use cosmetics†, which 8 different sorts of products are included: hair dyeing, hair perm, hair-growth, deodorant, depilation, body shaping (including slimming and breast enlarging), sun cream and spot removing. Non special-use cosmetics† including ordinary BPC products such as skin care, hair, fragrance and manicure/pedicure products that are not belonged to special-use cosmetic category. â€Å"New ingredient†, meaning ingredients that are not listed on the â€Å"Inventory of Existing Cosmetic Ingredients in China (IECIC)†. There are several documents including the product ingredients list, product quality standard, product testing report and packaging are needed for Hygiene License application. A full list of application documents is attached in the appendix 4. ii. The China Inspection Quarantine (CIQ) Labeling Certificate Issued by the General Administration of Quality Supervision, Inspection and Quarantine (AQSIQ), the CIQ Labeling Certificate is concerning of imported products packaging supervision. A full list of application documents is attached in the appendix 4. Foreign BPC companies are required to a Chinese legal reporting representative throughout the SFDA Hygiene Licenses application process. Moreover, as the official language of China is simplified Chinese, all mandatory information should be in simplified Chinese including the full product ingredients list shown on cosmetic labeling. According to Pisacane (2009), the Managing Partner from Great Way Advisory, after submitting all requested documents to the SFDA, the whole application process will take 4 5 months for â€Å"non special-use cosmetics† and 8 9 months for â€Å"special-use cosmetics† to obtain the final certificate as the SFDA review and evaluate imported cosmetics only 6 times a year. In terms of cosmetics import tariffs, the current import tariff bound rate for imported BPC products is about 10% basically but it depends also on the country of origin and the product category which the import tariffs can reach as much as 150%, plus 17% VAT (value added tax) a nd 5% 30% CT (consume tax). 2.3 Chinese Consumers Behaviour Comprising 34% market share in Chinas BPC market in 2010, the skin care sector is worth USD 9.9 billion, growing at a rate above the GDPand will continue to dominate the BPC industry sales for future couple of years. While more and more people in China move from the lower class into the middle class, they are able and willing to spend more money on personal beauty care products. However, despite the fast rise in personal wealth, the development in Chinese BPC market sales growth which is greatly linked to better richness can be very fluctuating due to the countrys strong consumer saving level. Moreover, in terms of the growth of Chinas BPC sub-categories is rather unequal, for example, sector such as skin care (sales value USD 9.9 billions) is reaching mainstream status in 2010 while others such as fragrances (sales value USD 0.58 billions) and sun care (sales value USD 0.48 billions) remain niche segments. Despite these, there are still obvious areas where Chinese consumers are will ing to spend their money generously such as Premium Baby Care (21% sales growth 2009-10), Premium Skin Care (+19%) or Premium Colour Cosmetics (+15%). Chinese consumer behaviour and their knowledge, attitude, use and response to Skin Care products that reflects in their spending patterns are very much linked with Chinese Culture. Grubow(2008)characterises several beauty trends from the view points of Chinese consumers that intensively influence Skin Care market trends in China: desire for status-improving products, medicinal ingredients welcome, respect for skin care regimes, openness to professional advices and demand for luxury packaging.    Desire for Status-Improving Products Tracking back to ancient Chinese culture, giving a fair, even, pale and fragile quality skin look is quite associated with beauty as it implicated being in a aristocratic social stature. The standard of beauty does not actually change much. Today, Chinese women want a fair, flawless, radiance and translucent skin tone which is considered as wealthy and healthy, meanwhile, browner or darker skin is linked with rural and toiling for money. In result, Chinese women are interested in whitening-orientated products (but bleaching ones which do not give an appearance of evenness and a glow skin tone). Interestingly, a recent survey made by Asia Market Intelligence found that around two-thirds Chinese men also prefer fairer skin and are opened to male skin whiteners. This cultural ideal attracts to every class of people, from the mass to ultra luxury channels, and leading brands such as Olay, Shiseido, Nivea and Avon are offering whitening products not only for facial skin but body in Chinese Skin Care market. Another Chinese beauty trend in terms of status-improving is the skin concentration products which cover for examples facial masks, patches and eyes and chest treatment. Mask treatment is considered luxury as it used to be applied only in a spa treatment which required time and money. This â€Å"DIY approach† with masks containing rich textures or high-tech functions appeals to Chinese consumers and makes them feel unique and luxurious. Again, this pattern taps into the sense of status-enhancing.   Medicinal Ingredients Welcome Traditional Chinese herbal medicine impact strongly on many parts of Chinese day to day life and skin care products are no exception. Chinese consumers believe that some special ingredients provide a better benefit of healing and this is highly linked with the Chinese medicinal practices history. Taking examples of burdock, ginseng and green tea extract which contain antioxidants for skin nourishment; these natural ingredients are popular and famous among both younger and older generations because they are believed to be more inartificial and safer than other ingredients.   Respect for Skin Care Regimes Similar as Japanese skin care rituals that a full Japanese daily ritualistic process contains up to 9 separate steps, Chinese women also respect skin care order. They like to arrange their cosmetics on the dressing table and enjoy the skin care rituals consisting separate steps.While Western Consumers are appealed by products with two-in-one or multiple functions such as Neutrogenas 2-in-1 Cleansing Gel (cleansing and mask), Vichys Puretà © Thermale 3-in-1 One Step Cleanser (cleansing, toning and eye makeup remover) or Olays Total Effects, in China, women purchase Neutrogenas Deep Clean Makeup Remover, Cleanser, Blackhead Eliminating Patch and Soothing Mask or Olays Renewal Lightening Toner, Moisturizer, Lotion and Eye Cream.   Openness to professional advices Though the development of beauty and health care speciality drug stores such as Watsons, Mannings and Sasa in China is far behind the pharmacies in France or Japan or the drug stores in Germany, in principal cities of China, the specialty drug stores has witnessed an enormous sales growth during the past decade. Watsons, for instance, had only 80 outlets back in 2005. But last year, it has opened its 700th outlet in China, making it as the leading beauty and health care speciality drug store in Chinas BPC market.This is not just about the locations or its competitive prices policy that attract lots of consumers; the evidence that each Watsons outlet is equipped with counsellors and pharmacists who provide products advices and recommendations is also one of the key reasons that drive consumers into shops. Consumers in China trust and appreciate the advices of skin care from these shop assistances. It is therefore not difficult to interpret that with this advices-welcoming concept, direct-selling brands such as Mary Kay, Artistry and Avon who always come with sales counsellors and host frequently cosmetics seminars and makeup workshops appeal intensively Chinese consumers attention. (In 2010, 4 out of top 10 Skin care brands are categorized as direct-selling channel.) Demand for Luxury Packaging As consumers from emerging countries tend to search for higher cost-effectiveness products, in China, a cosmeceutical product with a luxury packaging is very much appreciated by Chinese consumers as it gives again the sense of status-enhancing. Packaging like heavy glass container appears more attraction for consumers than a plastic container even if it contains better ingredients or product volume. In addition, Trout (2011)suggests that when developing a new product range at different pricing and customer targeting, the design of packaging helps companies to define a â€Å"new† brand image and extend the attraction to wider potential consumers. 2.4 International Operation Strategy 2.4.1 Operation Strategy Strategy, originally derived from Greek word â€Å"strategos†, was firstly used in the military term and then in the management of business. Drucker(1954)proposed that strategy is â€Å"to analyse the current situation, including the inquiring of companys existing or should-be resources, and if necessary, change the situation.† Strategy was was also suggested by Chandler(1962) that â€Å"determines the base of corporations long-term objectives and taken actions, resources and configuration standards to achieve these targets.† In Andrew(1971)s The Concept of Corporate Strategy book, proposed that strategy is â€Å"the scheme of targets development and major policies and plans for the purpose of achieving specific objectives to describe the companys current and future business.† Glueck(1976)considered strategy â€Å"is a unified, coordinated, broad and integrated plan to reach the basic objectives of the organization†. The definition of strategy was a lso given by Porter (1985), â€Å"strategy is the response to external opportunities and threats, and internal strengths and weaknesses, in order to achieve competitive advantages†. In 1990, Ansoffdefined strategy as â€Å"a set of criteria to lead the organizational behaviour for the decision-making.† Kaplan and Norton(1990) described strategy is â€Å"a set of assumptions of cause and effect†. Porter(1996) again explained that strategy is â€Å"to conduct a selection among activities, enabling the organizational competitiveness while creating the sustainability and differences of the market†. There are various ways and results in strategic planning according to organizational goals and objectives that classify strategic management into different frameworks. Scholars attempt to conclude strategies in practice that are partly summarized underneath. However, there is so far no better or the most appropriate classifications or concepts. It is though agreed that a model which can be applicable to organizations would be capable to recognise and assess their chosen strategy content. Ansoff (1965)s Product-Market Growth Matrix (Table 3). Based on two basic aspects (product and market), a four-product-market portfolio is created that corresponds with corporations marketing strategy: Market penetration strategy is based on the present products portfolio, attempting to increase the market share. Market development strategy is to find and develop a new potential market basing on present products. Product development strategy is to create or bring new products in order to replace companys existing products Diversification strategy is to develop new products for new potential market. Porter (1980) characterized three general types of strategies into a category scheme that can be used to achieve and continue business competitive advantages: cost leadership strategy, differentiation strategy and segmentation strategy (Table 4). David (1986, 1995, 2010), has formed a modern Strategy-Formulation Analytical Framework that assisted strategies generate and evaluate feasible alternatives for the purpose of choosing a specific course of action. Strategies can be recognized, assessed and chosen by this framework which contains three stages including: the input, matching and decision (Table 5). 2.4.2 SWOT Analysis Originally developed by Albert Humphrey in his research project based upon the US Fortune 500 companies during 1960s to 1970s, SWOT analysis is a strategic planning method that specifies the corporate objective and identifies the favourable or unfavourable internal and external factors to accomplish this objective. It defines, analyses and evaluates corporate internal Strengths and Weaknesses and its external Opportunities and Threats that helps the organisation to determine the operational problem and the strategic decision making. A SWOT analysis result matrix was presented by Weihrich(1982) using strategies matching approach to develop relevant future coping strategies (Table 6). The procedures of SWOT analysis are often associated with corporate strategic planning process that can be combined into following steps: Conducting the description of business environment; Identifying and validating all affecting external factors; Predicting and assessing the future changes of external factors; Reviewing the internal strengths and weaknesses; Framing a feasible strategic planning by using SWOT analysis; and Conducting strategic choices and decision making. According to Weihrichs SWOT Analysis Result Matrix (in step five), a result of 22 strategies is hereby described as follows: SO Strategy: in accordance with the Maxi-Maxi principle, to consolidate strengths and improve opportunities. The direction of business development can be for example, (1) focusing on the growth of one single product, technique or market; (2) discovering new market for alternative selling channels; (3) developing new product using organizational resources; or (4) creating a new product life circle for customers to identify with aiming at winning the competitive market. It is the best operational strategy for business development and profits making with a closed coordination of corporate internal resources and external environment. WO Strategy: in accordance with the Mini-Maxi principle, to improve organizational weaknesses and manage opportunities. The result of Mini-Maxi strategic planning can be (1) unrelated diversification; (2) joint venture; (3) strategic alliance; or (4) consortium. ST Strategy: in accordance with the Maxi-Mini principle, to reinforce corporate self-strengths and cope with threats. Examples for strategic decision making can be (1) horizontal integration: integrating business of the same level to reduce competitors; (2) vertical integration: integrating upstream/downstream firms to avoid external threats; or (3) using related diversification improve business synergy.

NSync Essay -- essays research papers

The pop-R&B group, *NSYNC is taking the world by storm. Males and females alike appreciate *NSYNC’s great talent. With their individuality, music and dancing, and good looks, they seem to captivate and impress not only the teenage generation but older generations as well. The group was named *NSYNC after group member, Justin Timberlake’s mother, Lynn, realized that the last letter of each of the members’ names made up the word *NSYNC. It is easy to distinguish one member of *NSYNC from another. Group member Justin Timberlake is nineteen years old and is from Memphis, Tennessee. People recognize him by his good looks, and curly (and sometimes frizzy) blond-brown hair. Chris Kirkpatrick is the oldest member (also the shortest and has the highest voice) at age twenty-eight. He comes from Clarion, Pennsylvania. Joseph Anthony Fatone (Joey) is twenty-three and from Brooklyn, New York. He is easily recognized by his striking red hair and Brooklyn accent. James Lance (Lansten) Bass is twenty and from Mississippi. He has the lowest voice. Last but not least is Joshua Scott Chasez (JC) from Washington D.C, age twenty-three. JC has been dubbed, "Mr. Serious† by his group-mates. Formed in 1995, *NSYNC prides themselves on their â€Å"five-part-harmony† style singing, a cappella singing, performing, and precision dancing. A â€Å"five-part harmony† is a vocal arrangement made up of five parts. In *NSYNC’s case, soprano (Chr...

Potential Impact Study of Renewable Energy Resources on Power Transformer

Chapter One Introduction to Topic CHAPTER I 1. 1Introduction: India is one of the developing countries & at the same times a fastest rising economy in the world. India along with the BRIC countries is considered as the back bone of the world’s economy. This attraction is partially due to the lower cost of manpower and good quality production. India is now the eleventh largest economy in the world, fourth in terms of purchasing power. It is poised to make tremendous economic strides over the coming years, with significant development already in the planning stages. For development of a country, infrastructure plays a vital role. With the opening of the Indian economy in 1990, many multinational / transnational companies were eager to invest in India. India being the second largest population of the world is the largest market for foreign multinationals. For this reason development of the infrastructure was need of the hour for the economy. ENERGY development is the key aspect of infrastructure development & demand of the developing economy. Moreover, fulfilling the energy requirement of ever growing population is herculean task. The infrastructure deficit in India is immense & India is power stressed. The increasing vibrancy and flexibility of the Indian economy is not matched by the power sector. India was heavily relied on Conventional energy resources like thermal energy. The conventional energy development mainly depends on availability of resources like oil, coal, coke etc. Even nuclear power generation depends on availability of uranium & platinum. Conventional energy generation also results in higher carbon emission & pollution. Destroying the wastes from the conventional energy generation is the major task ahead of the country. Renewable energy Resources give the best possible solution for this problem. Renewable energy resources can be defined as the energy resources which can be replenished, as & when they are consumed e. g. solar, wind, small hydro power, biogas etc. Knowing the potential of this form of energy resources, Indian government established a separate ministry for Renewable energy resources in 2006. Perhaps, India is the only country having separate ministry for renewable energy. Since then renewable energy market is an upcoming market in Indian power sector. With boom in the renewable energy market, there is also a rise in demand for related manufacturing equipment industries. Transformer is one of such equipments required in power systems for transmission of power. Our aim in this project is to make a Market Potential Impact Study for transformer for renewable energy markets. 1. 2Research Methodology: The first and a very important step in market research is formulating a research problem. It is the most important stage as if the problem is wrongly defined the subsequent stages will be of no good for the purpose for which the research is being conducted, at the same time the problem must not be defined too broadly or too narrowly. In this Project we are identifying the gap in the organizations portfolio of Transformer Business in India. We have identified that organization has no presence in the low voltage, distribution class transformer markets in India. Looking at the growth rate of Renewable energy markets and governments initiative towards the renewable energy, our main objective is to ascertain its impact on transformer business. Identifying sources of information There are two type of data resources used for the research primary and secondary data sources. Primary research data : Primary research involves getting original data directly about the product and market. Primary research data is data that did not exist before it is designed to answer specific questions of interest to the business. †¢ One to one interaction: Idea generation of the project is drawn from the one to one interaction with the experienced colleagues and trusted associates. †¢ Casual Interviews: Casual interviews are the unstructured interviews. Casual interactions with the seniors, discussions with the vendors are one of the sources of primary data. †¢ Brainstorming: Brainstorming is the casual interaction with experts. Experts are allowed to discuss freely on a particular subject. Their newly generated ideas are registered. There may not be any time duration for such sessions. †¢ Observations: †¢ Existing customer enquiries & their feedbacks: Many times customer enquiries can give us the data we required. The feedbacks from the existing customers are also helpful for idea generation. Secondary research data : Secondary data is the pre- existing data, already available through books, previous researches, organizations, government documents, journals, news papers etc. Trade magazines, Journals: There are various trade magazines in power sector available. IEEMA (Indian Electrical & Electronics Manufacturers Association), Powerline magazines, ITMA (Indian Transformer’s Manufacturing Association) are some of the related associations. These associations are also working on the Renewable Energy Resources. †¢ Newspapers: News paper s are always giving the updates about the new trends, ideas, research going on around the world around. †¢ Internet articles, websites: Internet is the huge pool of data available for secondary research. Various search engines like Google, Yahoo etc. are useful for finding the relevant data. Websites of various Private & government PSU’s are the sources of data. Websites of PGCIL, IEEMA, ITMA, Wind Power Associations, Wind mill solution manufacturer’s, statistical agencies are of immense help. †¢ Books: Books are always the sources of the technical data. †¢ Statistics agencies; The statistical agencies like India Securities ltd. , which are doing their own research in various industries, are the sources of secondary data. †¢ Government resources: Government organizations like PGCIL, SEB’s, Ministry of New & Renewable Energy Resources are the sources of data. †¢ Manufacturing associations: Indian Transformer Manufacturing Association (ITMA), Windmill manufacturing associations are some of the manufacturing associations, which are used as the sources of secondary data. Gathering the existing data & checking its authenticity is an important step in the research design. After the process of data gathering information, the data was tabulated and analyzed through graphs & bar charts as discussed in chapter 4 of this report. . 3Objectives: †¢ To study the current status of renewable energy market within India. Our study will mainly concentrate on Wind Energy & Small Hydro Projects (SHP). †¢ To ascertain the market potential for renewable energy up to 2030 & study the strategic locations of renewable energy generation within India. Find out the trends in Power sector. †¢ To study the specifications & the ca tegories of the transformers required for renewable energy transmission. †¢ Establish the relationship between the volumes of transformer business due to renewable energy market. To study the present organization set-up, this can be utilized for renewable energy transformers. 1. 4Limitations of the study: There are following limitations for the research: †¢ The primary research was limited due to wide spread of consumers. 80% of the transformer business is from the Public utilities, state electricity boards. Most of the sites are in remote places. Hence data collection is time consuming. It is very difficult to get the responses from such wide spread customers in limited time. For this research we mainly concentrated on customer feedbacks & experiences of previous telephonic conversations. †¢ The secondary research is mainly concentrated on the data available through government resources. This is due to the fact that majority of the decision making & forecasting is done at the central government level. As there is increase in Private participation in recent years, there is limited amount of data available for it. 1. 5Conclusion: India is developing with the rapid pace; it implies heavy investments in infrastructure. Energy generation is the key aspect for the infrastructure growth of the country. With the government’s initiative towards clean energy development, Renewable energy sector is booming. Due to Renewable energy development, there is also increase in the private participations in power plants implementations. This scenario is conducive for the demand of the transformers required for small power projects (private as well as public). In this project we will be concentrating on impact potential study of Renewable energy on power transformers. This will be helpful for the organization for initiating the low power, low voltage, distribution transformer’s business in India. We will ascertain its feasibility in the subsequent chapters starting with the organization’s profile. Chapter Two Company Overview CHAPTER II SIEMENS Ltd. 2. 1HISTORY: Siemens was founded in Berlin by Werner von Siemens in 1847. As an extraordinary inventor, engineer and entrepreneur, Werner von Siemens made the world's first pointer telegraph and electric dynamo, inventions that helped put the spin in the industrial revolution. He was the man behind one of the most fascinating success stories of all time – by turning a humble little workshop into one of the world's largest enterprises. As Werner had envisioned, the company he started grew from strength to strength in every field of electrical engineering. From constructing the world's first electric railway to laying the first telegraph line linking Britain and India, Siemens was responsible for building much of the modern world's infrastructure. Siemens is today a technology giant in more than 190 countries, employing some 440,000 people worldwide. Our work in the fields of energy, industry, communications, information, transportation, healthcare, components and lighting has become essential parts of everyday life. While Werner was a tireless inventor during his days, Siemens today remains a relentless innovator. With innovations averaging 18 a day, it seems like the revolution Werner started is still going strong. 2. 2Corporate Overview: Siemens Ltd. in India The Siemens Group in India is a unique player in the field of electrical and electronics engineering. We have the capability to integrate diverse products, systems and services into turnkey solutions across the life- cycle of a project. Innovation is our strength. But it’s not the only one. Our customers also know that they can rely on us to execute quality projects, while delivering value. In all areas of our operation, we provide the complete range of offerings. †¢ In the Energy sector, our expertise ranges from power plants to  turbines. †¢ Industry sector, we build airports, as well as produce contactors. †¢ In Transportation, we deliver complete high-speed trains, right down to safety relays. In Lighting, we illuminate large stadiums and also manufacture small light bulbs. †¢ In Healthcare, we execute complete solutions for hospitals, as also provide â€Å"in- the canal† hearing aids. †¢ And, the thread that connects all our businesses is Information technology. Siemens Ltd is the flagship listed company in India. Siemens in India, which comprises 20 legal entities, is a leading provider of industry and infrastructure solutions with a business volume aggregating about Rs 11,800 crore, as on September 2008. It operates in the core business areas of Industry, Energy and Healthcare. It has nation-wide Sales and Service network, 20 manufacturing plants, a network of around 500 channel partners and employs about 17,200 people. 2. 3BUSINESSES: Organizational Chart Power Transmission & Distribution High Voltage Energy Automation Medium Voltage Transformers Services At Siemens, end-to-end products, systems and solutions for industrial and building automation as well as infrastructure installations are provided. These turnkey solutions cover project management, engineering and software, installation, commissioning, after-sales service, plant maintenance and training. . 4SECTORS †¢ Energy Sector Siemens consolidates its innovative offerings in the Energy sector by combining its full range expertise in the areas of Power Generation (PG) and Power Transmission & Distribution (PTD). Utilizing the most advanced plant diagnostics and systems technologies, Siemens provides comprehensive services for complete power plants and for rotating machines such as gas and steam t urbines, generators and compressors. Power Generation Efficient, reliable, climate-friendly power generation is vital for economic development. With innovative technologies and products, Siemens is pushing the limits of power plant efficiency and helping strike a viable balance between climate protection, supply security and cost-efficiency in power generation. From simple cycle power plants to combined cycle power plants, steam power plants up to integrated gasification combined cycle plants, Siemens ensures the highest levels of efficiency currently possible throughout the entire power generation process. The wide range of offerings include solutions for the automation of power grids and products such as medium voltage switchgear and components. Compressors †¢ Gas Turbines †¢ Generators †¢ Steam Turbines †¢ Combine cycle power plants †¢ Reference cycle power plants †¢ Steam power plants †¢ Fuel cells †¢ Instrumentation & controls †¢ Renewable power plants Power Transmission & Distribution (PTD) Efficient high-voltage direct-current (HVDC) power transmission lines are indispensab le for transporting large amounts of electricity over long distances with minimum loss and thus for transmitting power from renewable energy sources in remote locations to distant consumer centres. This is where the Power Transmission Division (PTD) of Siemens plays an important role as pioneering technology providers, offering greater reliability and efficiency besides contributing to develop sustainable power supplies. PTD offerings span the entire field of high voltage power transmission, including HVDC transmission systems and products and systems for high-voltage switchgear and transformers. †¢ Power Transmission & Distribution Systems †¢ Arrestors †¢ Energy management †¢ Power network communications †¢ Power transmission system †¢ Protection & substation controls Switchgears †¢ TRANSFORMERS †¢ Healthcare Sector By combining the most advanced laboratory diagnostics, imaging systems and healthcare information technology, Siemens Healthcare division enables clinicians to diagnose disease earlier and more accurately, making a decisive contribution to improving the quality of healthcare The Siemens Healthcare Division is one of the large st suppliers of healthcare technology in the world. It offers solutions for the entire supply chain under one roof – from prevention and early detection through diagnosis and on to treatment and aftercare. In addition, Siemens Healthcare is the market leader for innovative hearing devices. Laboratory Diagnostics The Diagnostics Division of Siemens is engaged with the business of generating clinical diagnostic test results using tissue and fluid analysis – a process known as in-vitro diagnostics, besides immune diagnostics and molecular analysis. The Division’s solutions range from point-of-care applications to the automation of large laboratories, producing high quality outcomes that save time, money and lives. Diagnostic Imaging and Therapy †¢ Laboratory Diagnostics †¢ Hearing Instruments †¢ Market Specific Solutions †¢ IT Solutions and Services †¢ Financial Solutions †¢ Information & Communication We provide software solutions across the IT service chain, from consulting and system integration to IT infrastructure management in the areas of telecommunications, healthcare, manufacturing, public sector, utilities & government. †¢ Communi cation Services †¢ Fixed and mobile services †¢ Information Technology †¢ Telephone & communication Wireless modules †¢ OSRAM India Pvt. Ltd. (Lighting) OSRAM India Pvt. Ltd. (Lighting)Artificial lighting accounts for a significant portion of today’s CO2 emissions. The use of energy-efficient lamps, LEDs and intelligent light management systems would not just help in bringing down the emission levels but also save significant amounts of energy and money. Siemens provides economical, long-life lighting for every application, including incandescent and fluorescent ones for domestic and industrial lighting. Offerings include:General Lighting †¢ Automotive Lighting †¢ Electronics and Controls †¢ Display/Optics †¢ Opto Semiconductors †¢ LED Systems †¢ Luminaires †¢ Mobility (Mob) A pioneer of the railway signaling systems in India, Siemens offers products and solutions in railway signaling and safety systems, traffic control and automation, electrification, traction equipment for locomotives and multiple unit system and mass transit vehicles. The product palette also includes rolling stock and auxiliary inverters for air-conditioned passenger coaches. Fully equipped and backed by trained staff, turnkey projects are undertaken for urban transportation, mass rapid transport projects, traction substations overhead centenary and long distance transmission lines. Portfolio includes: †¢ Railway automation †¢ Rail electrification †¢ Turnkey systems †¢ Metros †¢ Trains and locomotives †¢ Light rail vehicles †¢ Multiple units †¢ Service, maintenance and support for †¢ Building Technologies (BT) Siemens Building Technologies specializes in meeting the growing demand for increased personal safety and more secure public and private infrastructures by electronic security and building automation systems. A market leader in providing solutions for ‘Intelligent Buildings’, the division offers a range of products and services for security, comfort and efficiency in high-end buildings, and covers the entire chain of offerings from engineering to services. Innovative solutions for Intelligent Buildings †¢ Cross-Sector Business Siemens Information Systems Ltd. Siemens provides software solutions across the IT service chain, from consulting and system integration to IT infrastructure management in the areas of telecommunications, healthcare, manufacturing, public sector, utilities and government †¢ Consumer Products Computers †¢ Cordless Phones and Home Media †¢ Electrical Installation Systems †¢ Hearing Instruments †¢ Home Appliances †¢ Home Security †¢ Home Automation & Asset Management 2. 5Transformer (Product Details) â€Å"Bringing the energy safely to the consumer† A basic requirement applicable to all power transformers. How ever, every single one is unique – designed according to individual factors such as voltage, power, climate, system topography, sound level and many more. Siemens is your partner, who picks up these requirements converting them into convincing solutions with maximum quality. Power transformers that render their service reliably at site. Cost-efficient and safe throughout decades. Whether for infrastructure systems, industry or households – transformers play a key role for a reliable power supply. As a customer, one quite rightly place the highest demands on reliability, cost-effectiveness and operation time. In more than 100 countries and for more than 100 years, transformers from Siemens are synonymous with top quality – as a result of ideas, knowhow and unequalled experience. Many reasons for reliability First of all, there is the fulfillment of the quality claim to which Siemens has committed themselves without compromises. Every factory manufacturing Siemens Transformers puts quality management system into practice. And only those transformers that have successfully passed all the comprehensive tests will then go into practical application. Siemens offers a complete service – from advice and design via manufacture, transport and commissioning up to our Transformer Life Management. The right transformer for your task You need a product that exactly fits your task. Siemens provide the right transformer for every requirement – from compact distribution transformers through to large power transformers with ratings over 1000 MVA. Price Development World-market prices for raw materials and energy are continuously increasing, forcing the manufacturers of high-voltage products and transformers to significant price increases. Thanks to optimized processes and internal cost reduction measures, however, the price adjustment for Siemens products is extremely moderate. Product Range Only a company that offers a complete product range can really cover all of your requirements. Siemens has put this fact into practice. For every required power, every voltage, every cooling method and every operating mode. †¢ Generator step up transformers †¢ System interconnecting transformers †¢ Phase shifters †¢ Shunt reactors †¢ Transformers for HVDC †¢ GEAFOL cast-resin transformers †¢ Oil distribution transformers and voltage regulators †¢ Special-purpose transformers †¢ Line feeding transformers †¢ Traction transformers pic] [pic] Cast-Resin Tansformers Ditribution transformer [pic] [pic] Power TransformersReactors [pic][pic] HVDC TransformerFurnace Transformers 2. 5SIEMENS Transformer Division in India Siemens has newly set-up a state-of-the-art, power transformers design-and-manufacturing facility in Kalwa, near Mumbai. The factory was started in 4th December 2007. The facility is capable of manufacturing high -voltage direct-current and other special application transformers. The transformers manufactured by Siemens in India will be identical to those made in Europe, the United States and elsewhere as the technology for these comes from Nuremberg, Germany. The full technology transfer, including the know-how for design and production techniques, has been transferred through documentation as well as the training of Indian personnel in Siemens plants in Germany and elsewhere. The new plant is designed taking into consideration all the experiences gathered from other Siemens plants, which have been in operation for the past several decades. This makes the plant unique as it applies all the best practices established in other plants – under one roof. The new plant will have 500 employees when it reaches full production capacity. The manpower and production costs account for approximately 15 percent of the sales price in India compared to about 35 percent in developed countries. The new Transformer factory will be able to address the heightened demand for power transmission equipment in the country by designing and manufacturing large transformers of power rating upto 600 MVA and 800 KV voltage class. The factory will also produce special application transformers such as for HVDC and traction furnace applications. This factory is the latest addition to the prestigious league of 17 Transformer factories of Siemens located world-over. One of the unique features of the factory is that the transformers are manufactured in a dust-free and humidity controlled environment to ensure top class dry windings coming out of a vapour phase oven and tested under tough conditions in fully shielded test-lab. 2. 6SIEMENS IN FUTURE: Identifying technologies with major growth potential, recognizing technologicalbreakthroughs, anticipating future customer needs and new business opportunities -Siemens experts are doing all of these things in a systematic process designed to make the company a trendsetter in as many business fields as possible. In an increasingly complex business environment marked by ever-shorter product cycles, the major challenge facing companies is how to organize R&D activities in as focused and success-oriented a manner as possible – while simultaneously making optimum use of available funds. Rigorous focus on growth markets of the future Siemens’ Ten-Point Program was launched at the end of the 1990s to intensify the company’s focus on active portfolio management. To this day, Siemens continues to pursue the strategy defined in the program and achieve its growth targets through organic growth powered by the company’s innovative strengths, as well as through acquisitions, divestments and the formation of startups and joint ventures. In 2005, Siemens launched the Fit4More program to further tailor the strategic development of the company’s portfolio to the growth markets of the future, thus laying the groundwork for sustainable profitable growth. In addition to defining four pillars – Performance and Portfolio, Operational Excellence, People Excellence and Corporate Responsibility – the program identified urbanization and demographic change as key megatrends that would drive its business in the future. The company’s business portfolio has changed considerably in the past few years. For example, Siemens withdrew completely from the components business (now Infineon and Epcos). Large parts of its telecommunications technology business were funneled into the joint venture Nokia Siemens Networks in 2006. At the same time, Siemens strengthened its activities in the energy, industry and healthcare fields though extensive acquisitions. In 2006 alone, the company invested more than â‚ ¬6 billion to acquire companies and holdings. The current Fit4 2010 program embodies a rigorous continuation of this strategy, including further portfolio optimization with a focus on the fields of energy and environment, industry and healthcare. Siemens expects to win new orders of around INR 1 trillion in the next three fiscal years 2010 until 2012, which will be generated by government stimulus programs already announced around the world. Green technologies are expected to account for 40 percent or approximately INR 400 billion of this total, which will significantly increase the share of the company’s revenues from its environmental portfolio in the future. Siemens based this forecast on an initial systematic analysis of the largest stimulus programs. Siemens has continued with its investment plans and focused on strengthening the local manufacturing base. In the last two years, Siemens has added three new factories in Indian energy sector alone. SIEMENS constant focus is to bring world-class and high technology products to India. Chapter Three Theoretical Framework CHAPTER III 3. 1Energy Scenario in India Energy is the prime mover of economic growth and is vital to the sustenance of a modern economy. Future economic growth crucially depends on the long-term availability of energy from sources that are affordable, accessible and environmentally friendly. India ranks sixth in the world in total energy consumption and needs to accelerate the development of the sector to meet its growth aspirations. The country, though rich in coal and abundantly endowed with renewable energy in the form of solar, wind, hydro and bio-energy has very small hydrocarbon reserves (0. % of the world’s reserve). India, like many other developing countries, is a net importer of energy, more than 25 percent of primary energy needs being met through imports mainly in the form of crude oil and natural gas. The rising oil import bill has been the focus of serious concerns due to the pressure it has placed on scarce foreign exchange resources and i s also largely responsible for energy supply shortages. [pic] India has had a negative Energy Balance for decades, which has forced the purchase of energy from outside the country. Based on available energy resources, energy sector can be classified as follows: Few Definitions: 1. Thermal power generation: At a thermal power station in which the electric generators are steam driven. Water is heated, turns into steam and spins a steam turbine which drives an electrical generator. After it passes through the turbine, the steam is condensed in a condenser and recycled to where it was heated. The steam can be generated using †¢ Fossil fuels like Coal / ignite †¢ Gas †¢ Diesel or Liquid fuel 2. Hydro-Eectric Power Generation: It is nothing but using the power of water currents to generate electric power. Generally, hydroelectric power is created by directing water flow through a turbine, where the water causes fans to turn, creating the torque needed to drive an electric generator. [pic] 3. Nuclear Power: The energy released from an atom in nuclear reactions or by radioactive decay: esp. the energy released in nuclear fission or nuclear fusion. The radioactive materials like Thorium, uranium are used for energy generation. 4. Wind power It is the conversion of wind energy into a useful form of energy, such as electricity, using wind turbines. Wind power produced about 1. % of worldwide electricity usage;[1][2] and is growing rapidly, having doubled in the three years between 2005 and 2008. 5. Geothermal power (from the Greek roots geo, meaning earth, and thermos, meaning heat) It is power extracted from heat stored in the earth. This geothermal energy originates from the original formation of the planet, from radioactive decay of minerals, and from solar energy absorbed at the surfac e. It has been used for space heating and bathing since ancient roman times, but is now better known for generating electricity. About 10 GW of geothermal electric capacity is installed around the world as of 2007, generating 0. 3% of global electricity demand. 6. Solar power It is the result of converting sunlight into electricity. Sunlight can be converted directly into electricity using photovoltaics (PV), or indirectly with concentrating solar power (CSP), which normally focuses the sun's energy to boil water which is then used to provide power. The largest solar power plants, like the 354 MW SEGS, are concentrating solar thermal plants, but recently multi-megawatt photovoltaic plants have been built. 7. Wave power is the transport of energy by ocean surface waves, and the capture of that energy to do useful work like electricity generation 8. Tidal power, sometimes called tidal energy, is a form of hydropower that converts the energy of tides into electricity or other useful forms of power. Although not yet widely used, tidal power has potential for future electricity generation. Tides are more predictable than wind energy and solar power Following chart shows the Indian energy scenario in 2005 & as on August 2008. It also shows the potential of various energy sectors by 2030. [pic] Installed Capacity, by fuel (as on August 31 2008) |Fuel |Installed Capacity (kW) |Share (%) | |Thermal |92691. 83 |63. 42 | | Coal & ignite |76646. 50 |52. 45 | | Gas |13560. 52 |9. 8 | | Diesel & liquid fuels |2484. 81 |1. 70 | |Hydro |36399. 80 |24. 91 | |Renewable |12932. 74 |8. 85 | | Wind |9041. 00 |6. 9 | | Small Hydro |2211. 00 |1. 51 | | Biomss |649. 00 |0. 44 | | Bagasse |973. 00 |0. 67 | | Waste-to-energy |56. 00 |0. 4 | | Solar |2. 74 |0. 00 | |Nuclear |4120. 00 |2. 82 | |Total |146144. 37 |100. 00 | (Source:CEA, Ministry of New & renewable energy. ) Power line magazine- Sept. 008 Since thermal generation is based on burning coal or oil, increases in CO2 emissions, which damage the environment and affect global warming, accompany this growth. As the graph below shows, it also increases the dependence on imports, which will continue into the future unless the policy changes. [pic] [pic] Estimates of Potential Capacities from Renewable Energy Sources (in MWs) (Source: In dia Ministry of Non-Conventional Energy Sources) [pic] Under this project we will be concentrating on the potential of Renewable Energy Resources-Wind Energy & Small Hydro projects in India. 3. WIND ENERGY: [pic] 3. 2. 1Wind resource potential: The wind power generation in the country is influenced to a great extent by the wind speed and wind power density prevalent at a particular potential location at any given point of time. The wind speed is affected to a large extent by the strong southwesterly monsoons, starting in May-June, and by the weaker northeastern monsoons in the winter months. It has been generally observed that 60-70% of the total wind power generation in the country takes place during June- October when the southwest monsoons are prevalent throughout the country. According to a latest study, locations having an annual mean wind power density greater than 150 watts/ square meter at 30 meter hub height have been found to be suitable for development of wind power projects. 3. 2. 2Advantages of Wind Power: †¢ It is one of the most environment friendly, clean and safe energy resources. †¢ It has the lowest gestation period as compared to conventional energy. †¢ Equipment erection and commissioning involve only a few months. †¢ There is no fuel consumption, hence low operating costs. Maintenance costs are low. †¢ The capital cost is comparable with conventional power plants. For a wind farm, the capital cost ranges between 4. 5 crores to 5. 5 crores, depending on the site and the wind electric generator (WEG) selected for installation. | |Wind |Fossil Fuel | |Availability |Usable as it exists |Have to be procured and made usable through | | |laborious and environmentally damaging | | | |processes | |Limitation on |Inexhaust ible resource |Limited in reserves, expected to be completely| |availability | |exhausted in the coming 60 years | |Transportation |Used where it is available or |Has to be transported from its source site for| | |transported where needed |further processing, exposing the environment | | | |to pollution from accidents | |Environmental |Zero emission |Used in producing electricity, releasing green| |effect of use | |house gasses | |Geo-political |Reduces our reliance on oil, |Over-reliance on oil as a resource has | |implications |safeguarding national security. undermined India’s energy security, e. g. OPEC | | |Allows for self sufficiency. |crises of 1973, Gulf War of 1991 and the Iraq | | |There is no adverse effect on |War of 2003. | | |global environment. The whole | | | |system is pollution free and | | | |environment friendly. | | The pollution saving from a Wind Energy Generation with an average output of 4,000 kWh per year, savings have been estimated as follows: †¢ Sulphur – dioxide (SO2): 2 to 3. 2 tonnes †¢ Nitrogen – oxide (NO) ; 1. 2 to 2. 4 tonnes †¢ Carbon – dioxide (CO2) : 300 to 500 tonnes †¢ Particulates: 150 to 280 kg. 3. 2. 3The essential requirements for a Wind farm: An area where a number of wind electric generators are installed is known as a wind farm. The essential requirements for establishment of a wind farm for optimal exploitation of the wind are the following: †¢ High wind resource at particular site. †¢ Adequate land availability †¢ Suitable terrain and good soil condition †¢ Maintenance access to site †¢ Suitable power grid nearby †¢ Techno-economic selection of specific turbines †¢ Scientifically prepared layout Resource |Potential (MW) |Installed capacity as on 31st March 2007 (MW) | |Wind |45000 |7092 | |S mall hydro |15000 |1975 | |Biomass power / cogeneration |19500 |1184 | |Solar |4-6 kWh/m2/day |2. 74 | | |(20MW/sq. m) | | |Waste-to-Energy |2700 |43 | The sum of these renewable resource potentials, 152,000 MW, is greater than the current total installed energy generating capacity of India. 3. 2. 4Estimated Wind Power Potential in India The wind power potential on a national level, base data collected from 10 states considering only 1% of land availability, is around 46,092 MW. StateGross potential (MW) Andhra Pradesh 9063 Gujarat 7362 Karnataka 7161 Kerala 1026 Madhya Pradesh 4978 Maharashtra 4519 Orissa 1520 Rajasthan 6672 Tamil Nadu 4159 West Bengal 32 TOTAL 46,092 3. 2. 5Manufacturers of Wind Energy Generators (WEGs) |Name |Foreign Collaborator | |Arul Mariamman Textiles Limited |Win World Denmark | |Asian Wind Turbine Pvt. Ltd. |NEG- MICON Denmark | |Bharat Heavy Electricals Ltd. |Nordex, Denmark | |Das lageway Wind Turbines Ltd. Lagerwey, Netherlands | |Elecon Engineering Company Ltd. |Turbowinds n. v. , Belgium | |Enercon India Ltd. |Enercon GmbH, Germany | |Kirloskar Electric Company Ltd. |Wind Energy Group, UK | |NEPC India Ltd. | | | Poineer Wincon India Ltd. |Wincon, Denmark | |REPL Engineering Ltd. |Bonus Denmark | |Suzlon Energy Ltd. Sudwind Energie Systeme, Germany | |Tackle Wind Energy India (Pvt) Ltd. |Tacke Windenergie GmbH, Germany | |TTG Induatries Ltd. |Husumer, Schiffswerft, Germany | |Vestas RRB |Vestas, Denmark | |Windia Power Ltd. |Nedwind, Netherlands | 3. 2. 6Economics of wind power development †¢ The capital investment general ly incurred towards installation of a 1 MW capacity wind farm is to the tune of Rs. 4. 0 crore. †¢ Nearly 85-87% of the capital investment cost is incurred towards the supply, packaging, handling, loading, transportation, unloading, insurance cover, erection and commissioning of the WEGs. †¢ Another 2-3% of the capital cost is incurred towards construction of the foundation of the tower and other associated civil construction units like the metering and control room, foundation for housing the step up transformer etc. †¢ Nearly 1-2% of the capital cost is incurred towards purchase of land and site development. †¢ The cost of land should be valued to the rates prescribed by the District Level Committee (DLC) of the concerned state. The remaining 8-12% of the capital cost is incurred towards purchase of electrical equipment like the step up transformer, controls, OHT line connection to the nearest available grid and other electrical accessories. †¢ The operati on and maintenance cost per annum (inclusive of the insurance coverage) amounts to approximately Rs. 7. 00 lakh. †¢ The expected generation of power from the WEGs on an annual basis come to the tune of 2. 5 million KWh after accounting for non operational hours of the machines due to annual repair and maintenance, non availability of cut in wind velocity or wind velocity being higher than the cut off wind velocity at a particular site. †¢ The cost of generation of power is in the vicinity of Rs. 3. 5 / KWh. The power buy back rate varies from state to state. If wheeling is permitted then the power buy back rate can be fairly assumed as the commercial rate prevalent in a state. Wind energy generated is connected to the grid as follows: [pic] At the various stages of transmission, transformers are used for stepping-up or stepping down the voltages. [pic] | | |3. 3 Small Hydro Power: | |3. 3. Introduction | |Hydropower is a renewable, non-polluting and environmentally beni gn source of energy. It is perhaps the oldest renewable energy technique | |known to the mankind for mechanical energy conversion as well as electricity generation. | |Hydropower represents use of water resources towards inflation free energy due to absence of fuel cost with mature technology characterized | |by highest prime moving efficiency and spectacular operational flexibility. Out of the total power generation installed capacity of 1,48,265 | |MW (April,2009) in the country, hydro power contributes about 25% i. e. 36,877 MW. |3. 3. 2 Hydro Power Project Classification  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   | |Hydro power projects are generally categorized in two segments i. e. small and large hydro. In India, hydro projects up to 25 MW station | |capacity have been categorized as Small Hydro Power (SHP) projects. While Ministry of Power, Government of India is responsible for large | |hydro projects, the mandate for the subject small hydro power (up to 25 MW) is given to Ministry of New and Renewable Energy. Small hydro | |power projects are further classified as | |Class |Station Capacity in kW | | | |Micro Hydro | |Up to 100 | | | |Mini Hydro | |101 to 2000 | | | |Small Hydro | |2001 to 25000 | | | |  3. 3. 3 Small Hydro Power Programme | |Small Hydro Power ( SHP) Programme is one of the thrust areas of power generation from renewable in the Ministry of New and Renewable | |Energy. It has been recognized that small hydropower projects can play a critical role in improving the over all energy scenario of the | |country and in particular for remote and inaccessible areas. The Ministry is encouraging development of small hydro projects both in the | |public as well as private sector. Equal attention is being paid to grid-interactive and decentralized projects. | |Aim:  Ã‚  Ã‚   The Ministry’s aim is that the SHP installed capacity should be about 7000 MW by the end of 12th Plan. The focus of the SHP programme| |is to lower the cost of equipment, increase its reliability and set up projects in areas which give the maximum advantage in terms of | |capacity utilisation. | |Potential: An estimated potential of about 15,000 MW of small hydro power projects exists in India. Ministry of New and Renewable Energy has | |created a database of potential sites of small hydro and 5,415 potential sites with an aggregate capacity of 14,305. 47 MW for projects up to | |25 MW capacity have been identified. | |  STATE WISE IDENTIFIED SMALL HYDEL SITES AND POTENTIAL | | | |UP TO 25 MW CAPACITY   (as on 31. 3. 2009) | | | | | |S. No | |Name of State | |IDENTIFIED NUMBER | |OF SITES   | |Total Capacity | |(in MW) | | | |1 | |Andhra Pradesh | |489 | |552. 29 | | | |2 | |Arunachal Pradesh | |566 | |1333. 4 | | | |3 | |Assam | |  Ã‚   60 | |213. 84 | | | |4 | |Bihar | |  Ã‚   94 | |213. 75 | | |5 | |Chhatisgarh | |164 | |706. 62 | | | |6 | |Goa | |  Ã‚  Ã‚  Ã‚   9 | |  Ã‚  Ã‚   9. 0 | | | |7 | |Gujarat | |292 | |196. 97 | | | |8 | |Haryana | |  Ã‚   33 | |110. 5 | | | |9 | |Himachal Pradesh | |547 | |2268. 41 | | | |10 | |Jammu & Kashmir | |246 | |1411. 2 | | | |11 | |Jharkhand | |103 | |   208. 95 | | | |12 | |Karnataka | |128 | |   643. 6 | | | |13 | |Kerala | |247 | |   708. 10 | | | |14 | |Madhya Pradesh | |   99 | |   400. 8 | | | |15 | |Maharashtra | |253 | |   762. 58 | | | |16 | |Manipur | |113 | |   109. 0 | | | |17 | |Meghalaya | |102 | |   229. 81 | | | |18 | |Mizoram | |  Ã‚   75 | |  166. 4 | | | |19 | |Nagaland | |   Ã‚   99 | |  196. 98 | | | |20 | |Orissa | |222 | |295. 7 | | | |21 | |Punjab | |234 | |390. 02 | | | |22 | |Rajasthan | |  Ã‚   67 | |  Ã‚   63. 7 | | | |23 | |Sikkim | |  Ã‚   91 | |265. 54 | | | |24 | |Tamil Nadu | |176 | |499. 1 | | | |25 | |Tripura | |  Ã‚   13 | |  Ã‚   46. 86 | | | |26 | |Uttar Pradesh | |220 | |292. 6 | | | |27 | |Uttaranchal | |458 | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1609. 25 | | | |28 | |West Bengal | |203 | |   393. 9 | | | |29 | |A Island | |  Ã‚   12 | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   7. 91 | | | |   | |TOTAL | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   5,415 | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   14,305. 7 | | | |  Identification of new potential sites and strengthening of database for already identified sites is an ongoing process. In this direction, | |the Ministry has been giving financial support to state governments/ agencies for identification of new potential SHP sites & preparation of | |state perspective plan. | |3. 3. 4 Small hydro installed capacity and progress | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The total installed capacity of small hydro power projects (upto 25 MW) as on 31. 03. 009 is 2429. 77 MW from 674 projects and 188 | |projects with aggregate capacity of 483. 23 MW are under construction. | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   While in early 90s, most of the SHP projects were set up in the public sector, from last 10 years or so, most of the capacity | |addition is now coming through private sector projects. Beginning of the 21st century saw near commercialization in the small hydro sector. | |Private sector entrepreneurs found attractive business opportunities in small hydro and state governments also felt that the private | |participation may be necessary in tapping the full potential of rivers and canals for power generation. The private sector has been attracted| |by these projects due to their small adoptable capacity matching with their captive requirements or even as affordable investment | |opportunities. In line with Government of India policy, 18 states have announced their policy for inviting private sector to set up SHP | |projects. The Government of India announced the Electricity Act in 2003, Electricity Policy in 2005 and Tariff Policy in 2006 to create a | |conducive atmosphere for investments in the power sector. Small hydropower projects are now governed by these policies and the tariff is | |decided by the State Electricity Regulatory Commissions (SERCs) as per the Tariff Policy. | |During the 10th Plan, Following have been year-wise capacity addition from SHP projects. |Year | |Target | |(in MW) | |Capacity addition during the year | |(in MW) | |Cumulative SHP installed capacity | |(in MW) | | | |2002-03 | |80 | |80. 39 | |1519. 28 | | | |2003-04 | |80 | |84. 04 | |1603. 2 | | | |2004 -05 | |100 | |102. 31 | |1705. 63 | | | |2005-06 | |130 | |120. 80 | |1826. 3

Health Organization Case Study Research Essay

Health Organization Case Study Research a health Health Organization Case Study Research a health care organization or a network that spans several states within the U.S. (Example: United Healthcare, Vanguard, Banner Healthcare, etc.). Harvard Business Review Online and Hoover’s Company Records, found in the GCU Library, are useful sources. You may also find pertinent information on your organization’s webpage. Review â€Å"Singapore Airlines Case Study.† Prepare a 1,000-1,250-word paper that focuses on the organization or network you have selected. Your essay should assess the readiness of the health care organization or network in addressing the health care needs of citizens in the next decade, and include a strategic plan that addresses issues pertaining to network growth, nurse staffing, resource management, and patient satisfaction. Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment. You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center. Only Word documents can be submitted to Turnitin. Singapore Airlines Case Study (student paper) Singapore Airlines was created in 1972 following a separation from Malaysian Airlines. In the wake of reorganization, Singapore Airlines undertook aggressive growth, investing and trading to maximize profitability and expand market share. Through this change, a new company philosophy emerged, â€Å"Success or failure is largely dictated by the quality of service it provides† (Wyckoff, 1989). By reinventing the company infrastructure and introducing new initiatives focused on excellence in customer service, Singapore Airlines became a global leader in the service industry, elevating existing standards among competitors. Evaluation of Workforce Management Program The strategy widely utilized by Singapore Airlines to ensure differentiation in an increasingly competitive market was its attention to in-flight service. â€Å"Good flight service [was] important in its own right and is a reflection of attention to detail throughout the airline† (Wyckoff, 1989). This statement perpetuated the belief that excellence in service was directly tied to the careful selection and individual performance of in-flight crews charged with the responsibility of fulfilling the needs of individual passengers and exuding the levels of service demanded by the organization. Applicants destined to work as flight stewards were drawn from a very young population, typically spanning the ages of 18-25 years of age with high school equivalency against the English system of education. Selection of applications was competitive largely due to the degree of skill, poise, and experience required of its candidates. These policies led to the on-boarding of a highly skilled and youthful workforce with positive attitudes and a willingness to be trained. Critique of this approach revealed several disadvantages. The most significant being the potential for greater turnover when hiring a younger population as opposed to an older, more experienced crew. Experience alone would play some role in the development of new employees, as greater experience would bring greater poise and confidence. However, in light of the predominant population Singapore Airlines catered to, a younger in-flight crew would remedy the awkwardness likely to be encountered by older clients being served by older crew members. In addition, a younger crew would likely be more accepting of new procedures and less cynical of the requirements of employment. In light of the young demographic most desired in this role, recruitment, training and â€Å"conversion† processes were both stringent and comprehensive. All aspects of in-flight service, including training related to terminology, amenities and food preparation were provided in great detail, as were training for emergency preparedness and response to every potential s cenario encountered in the air and on the ground. Formalized on-boarding, training and continued development were the hallmarks of the comprehensive workforce program. Even well into a crew member’s employment, on-going training and cyclical evaluation provided a mechanism for employees to be aware of individual performance and gain exposure to methods of continuous  improvement. With an on-going plan of evaluation, communication, and development, the workforce was well-positioned for high levels of performance and quality improvements. Though it would seem that Singapore Airlines’ work management program suited the organization well, it greatly narrowed the pool of applicants and kept many, well-qualified and experienced candidates from positions that would create diversity among the largely homogeneous workforce and place the organization in a better position to serve populations whose ethnic origins were not of Asian descent. If the organization aims to be the leader in an increasingly global marketplace, the workforce must mirror the diverse needs and perceptions of the greater population. Advertising Campaign Singapore Airlines is known in the airline industry for its quality of service. This emphasis on customer service and customer satisfaction is largely reflective of the Asian culture for which the company embodies. Attention to detail, impeccable presentation, and care for others are traits synonymous with countries of Asian heritage. Similarly, Asian countries revere conservatism, organization and hierarchy (Allik, n.d.) so, it would follow that young Asian individuals demonstrate the same gracious, caring behaviors to others. The expectation of â€Å"gentle, courteous service† is consistent with these norms and with the approaches taken by the organization. So much are these standards and stereotypes linked to Asian culture and the epitome of service, that the symbol applied to the airline is that of a young Asian woman. This image is resoundingly more beguiling and traditional, recognized by nearly 50% of consumers over typical marketing imparted by competitors, with a marginal recognition of 9.6%. In light of the positive impact and recognition of the existing marketing campaign, it was considered advisable to retain the current marketing strategy. Systems for Measuring Service Quality Singapore Airlines has two primary components involved in measuring service quality. The first is a system to measure customer complaints and compliments for every 10,000 passengers. The second measurement is a  comparative rating of airline services prepared by the International Research Associates (INRA). The first component, customers’ complaints and compliments, stayed relatively the same despite rapid organizational expansion. This type of analysis has shown a generally high satisfaction level, but could be skewed due to the vast areas the complaints and compliments could cover; from ticket sales and baggage areas to in-flight crews. To address this concern the complaints were split between the areas. However, to get an accurate barometer of customer satisfaction, it was recommended that the airline conduct routine surveys of customers. Often, customers submitting comments fell into one of two categories; those having complaints or those having compliments. The second component to gauge customer satisfaction involved the INRA surveys. The airline executives paid particular attention to these scores as they indicated levels of satisfaction among the general consumer population and identified areas requiring continuous improvement. In 1973 Singapore Airlines scored 68, in 1974 the company scored 74 and in 1979 they scored 78. The scores of 39 other airlines demonstrated that two other competitors, Cathy Pacific and Thai International, were improving rapidly. This provided one indicator of competitive advantage. In order for Singapore Airlines to stay ahead of their competitors they would need to evaluate their position against industry leaders and determine if changes would be needed to stay competitive, particularly with respect to customer service and customer satisfaction (Wyckoff, 1989). Plan to Introduce Slot Machines Singapore Airlines has responded to many changes in order to differentiate itself within an increasingly competitive market place. One responsive action was to remove sleepers, replacing them with a business class section. Reactions from consumers were less than favorable. The move strayed from what consumers came to expect of elite levels of customer service, which were in large part, due to the attention paid to the personal needs of its elite customers. Although intended to be innovative and distinctive, the inclusion of slot machines on transatlantic flights was another idea met with considerable consumer dissatisfaction. While potentially generating a new stream of revenue, the idea only worked to incite passengers with a new category of charges. In addition to generating cost for the consumer, the  machines took valuable space away from seats and posed problems in light of weight restrictions (Time, 1981). These changes only compounded issues and introduced new problems such as the potential for in-flight injury, rather than improving in-flight services. While there was some opportunity for revenue, initially, the gains would last for a season and were not expected to extend out into the long-term. Conclusion The Singapore Airlines Case Study highlights both effective as well as ineffective management approaches within the company. The subsequent analysis and evaluation of company operations and strategies offer a compelling glimpse of organizational design and leadership amid change, as well as provide a platform for future discussions of organizational development and change management. Group evaluation of organizational design, organizational decision-making, and organizational process at Singapore Airlines yielded some recommendations for new approaches to address complaints, become more mainstream in an increasingly diverse market space, and become more innovative without losing sight of the customer service focus that has made Singapore Airlines so successful.