A Biographical Analysis of The Rime of the Ancient Mariner Essays

A Biographical Analysis of The Rime of the Ancient Mariner â€Å"The Rime of the Ancient Mariner,† by Samuel Taylor Coleridge, is a somewhat lengthy poem concerning the paranormal activities of a sea mariner and his crew. The work was constructed to be the beginning piece in Lyrical Ballads, a two-volume set written by William Wordsworth and Coleridge. Wordsworth intended to, in his volume, make the ordinary seem extraordinary, while Coleridge aimed to make the extraordinary ordinary. â€Å"The Rime† was first published in 1798. Despite the current popularity of the piece, it was harshly criticized upon being first published. One of â€Å"The Rime’s† toughest opponents was Wordsworth himself, who claimed that the poem had â€Å"neither characterization nor proper agency nor skill in the handling of imagery† (Fry, 12). Wordsworth even bluntly described the piece as being in the wrong overall meter (Fry, 12). Because of these presumed flaws, â€Å"The Rime† was edited into several subsequent editions, being released in 1800, 1802, 1805, 1817, and 1834. When a reader examines â€Å"the Rime,† the piece first appears to be merely that of an archaic ghost story. Throughout the years though, many have analyzed the poem from various angles of interpretation. Some of the methods used to decipher â€Å"The Rime† have included reader-response, Marxist, new historicism, psychoanalytic, and even deconstruction analysis. While each of these alternatives provides an individualistic prospective on the poem, they are all somewhat different, and can even be objective at times depending on the reader in question. While â€Å"The Rime† may have been constructed to address slavery, the economy, or even morality, it can also be greatly appreciated when looke... ...ations of his work (Fry, 8). A short time later, Coleridge died, but only after some of the most peaceful years of his life. â€Å"The Rime† is a supernaturally based poem, which is full of imaginative symbolism and imagery. Despite its numerous revisions, it is still a defining piece of literature from the Romantic period. While several approaches can be taken to investigate the poem, a biographical analysis provides an insightful look into the life of the author that created the work. In â€Å"The Rime,† Coleridge has the Mariner facing many of the same obstacles that he faced throughout his life, including death, isolation, constant wandering, and a final search for salvation. Works Cited Coleridge, Samuel. â€Å"The Rime of the Ancient Mariner.† Fry 26-75. Fry, Paul, ed. The Rime of the Ancient Mariner. Boston and New York: Bedford / St. Martin’s, 1999.

Batman Beggins Essay

Jorge Mastache ENG4U Batman Begins essay Fear is one of the strongest emotions amongst human feelings, it is strong enough that people chose to do actions based on fear. One of the main themes in Batman Begins is fear, much of the plot is driven by fear, and the movie shows and explores fear in order to show how it affects people’s lives. It also shows how a person can be swallow by fear when you cannot control your emotions. The mastery of the control of fear is what truly liberates a human being because without fear people can truly do anything they desire.Two opposite effects of fear confront each other in Batman begins, the one driven by Batman against the one from Ra’s al Ghul, these characters experience fear during their lives, that fear was imposed by similar sources; Criminal Underground. Batman lost his parents to a criminal and it is implied that Ra’s did as well. The ke is in the difference between their targets. While Batman utilizes his fear to save the innocent from those criminals, Ra’s utilizes his to attempt to destroy those criminals and the ability to produce more criminals.This difference says something about the level of control that each of them has over their fears. Batman has enough control over his fear to retain a sense of rationality, distinguishing who is the enemy and who is the innocent. He even has a code of no murder anybody, that’s what sets him apart from that criminal underworld and ensure that he truly is making a difference. Ra’s, on the other hand, cannot distinguish the good from the bad.His fear drives him to attempt destroying the entire Gothan city, a completely irrational judgment call fueled by an extreme desire to ensure justice. Extremism is born from fear, and Ra’s is different than Batman in that he doesn’t control his fear, his fear controls him. Another way fear is shown in this movie is through the drug that Scarecrow administers to bring out peopleâ€⠄¢s deepest fears. Not even Batman is immune to this fear, despite his control over it. Even though people control their fears to some degrees, everybody still fears something, nobody is fearless.Fear breeds violence, and violence is what destroys societies. Revolution or anarchy, both fear apart the political structure because violence threatens the safety of the populace and the political structure is supposed to ensure that safety of the populace and the political structure is supposed to ensure that safety. The fear drug is a way to examine what would happen if fear and panic completely overtook a populace, and the movie argues that it would completely destabilize and destroy a society.Batman Begins takes the notion of fear and does a fantastic job showing how it would affect people on a small and large scale. On a small scale, it can take a person and completely twist their motivation. On a larger scale, it’s a far more effective, taking entire societies and civilization s and reducing them to nothing. Ra’s is fueled by fear, but we’ll soon see that not all villans share the same motivation. Some men are far less sympathetic than Ra’s. Some men just want to watch the world Burn.

EXPLORING CONSUMER PERCEPTION ABOUT PREMIUM WATCHES IN INDIAN CONTEXT Essay

He had formulated several aspects of marketing mix strategies in the past to face diverse kinds of challenges. For Chakravarti, any challenge in the watch industry, especially in an emerging market such as India, was something he looked forward to, as it gave him immense satisfaction when he was able to find some insights. Xylys was a premium watch brand launched by Titan a few years ago; the brand was aimed at creating a unique perception among consumers. The challenge was to create and shape a perception unique to the brand, since premium watches in India were associated with the Swiss brands Omega and Rolex, or Tag Heuer and other similar brands, which were more contemporary in nature. There were several interesting possibilities for Chakravarti to consider. Would a conventional-positioning approach be sufficient? Was it necessary to obtain some insights regarding the application of the uniqueness aspect to the self-perception of consumers? How were such aspects of uniqueness related to other established brands? How important was the â€Å"Swiss-made† label? Did the buyers and prospective buyers of premium watches hold any specific stereotypical images of such watches? The case delved into several aspects of the perceptual fields associated with consumer behavior with the objective of finding the most appropriate approach to further the prospects of the Xylys brand. No tC The liberalization of markets, the rising disposable income, exposure to western lifestyles, and the need for the new generation to establish an identity for itself were some of the reasons for the growth of the luxury watch category in India. Consumers were buying not only durable categories that were useful to them and satisfied functional aspects, but also categories and brands that reflected their personality. India had 28 states and seven union territories with a population of 77.42 million urban households. The income levels were categorized as follows: 62.7 million households earned up to INR 1,50,000 (Indian Rupees) per annum (1 USD was equivalent to about 45 INR), 11.6 million households earned between INR 1,50,000 to INR 3,00,000 per annum, and 3.1 million households earned 1 more than INR 3,00,000 per annum. With respect to the spending of households on top 10 necessities across all 2  classes of consumers, watches figured at the eighth position, on an average. The latest McKinsey report on India’s consumer market pegged spending on personal products and service necessities (watches were included as the eighth most required item, as described above) at 8% share-of-wallet (SOW) in 2005; this was expected to climb up to 9% 3 SOW by 2015, and to 11% SOW by 2020. THE WATCH INDUSTRY IN 2011 Global 1 â€Å"The Marketing White Book 2010–11: One Stop Guide for Marketers,† BusinessWorld, New Delhi, 2010, pp. 52–54. Ibid., p. 63. 3 â€Å"The ‘bird of gold’: The rise of India’s consumer market,† McKinsey Global Institute, May 2007, http://www.mckinsey.com/mgi/publications/india_consumer_market/images/India_Interactive1.swf, accessed on April 11, 2011. Do 2 S. Ramesh Kumar and Kasturi Baral prepared this case for class discussion. This case is not intended to serve as an endorsement, source of primary data, or to show effective or inefficient handling of decision or business processes. Copyright  © 2011 by the Indian Institute of Management Bangalore. No part of the publication may be reproduced or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise (including internet) – without the permission of Indian Institute of Management Bangalore. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Page 2 of 15 rP os t A significant decline in the global production of watches was witnessed in 2005–2009, with the volumes in 2009 at a fifth of the expected numbers. 4 This was attributed to the plummeting demand in the recession-hit markets of the United States, Japan, and Europe, among others. The premium segment suffered the worst, with the exports of Swiss watches dropping by 22% in 2009, despite having risen to an unprecedented high the previous year. 5 However, what was inexplicable was that while the rest of the world found  even regular watches unaffordable, the developing markets of China and India were experiencing growth in consumer demand for luxury and premium watch products. India In five years, the Indian watch market had grown at an average rate of 8% per annum. 6 The recession during 2008– 2009 hindered the sector’s growth, with a drop in the sales of luxury and premium watches, which was compensated by the growth of volume in the economy segment. 7 Thus, despite the global trends, the value and volume figures for 2009 stood at 40.6 billion units and INR 54.6 billion, with a growth of 8.5 and 15.4% in volume and value, respectively. 8 op yo In terms of category sales, the highest share, as per value, involved watches priced between INR 500 and 3,000. The premium segment—retailed between INR 4,000 and 15,000—had been growing at an exponential rate of 20% annually. 9 Low per capita consumption on the one hand and the growing demand for luxury watches on the other constituted the factors that forecast the compounded annual growth rates of 7.3% and 13.7% in volume and value, respectively, for the period 2009–2014. 10 INDIAN WATCH INDUSTRY Historical Perspective tC The Indian watch industry had its origins in the 1960s, with HMT’s Janata being launched in 1962. Before HMT, watches were sourced exclusively from imports, and could be afforded by only a small number of consumers. HMT was the first major watch manufacturer in India, and the sole indigenous player,  until Titan Industries Limited—a Tata and TIDCO joint venture—was formed in 1984, and started retailing watches in 1987. Titan, with its focus on satisfying the customer’s unspoken needs, gradually wrested market power and shares from HMT and became the undisputed leader in the wristwatch segment over the last three decades. The only other major Indian player was P. A. Time, with its brand Maxima, which managed to survive despite fierce competition. Other indigenous brands such as Allwyn, Shivaki, and SITCO failed to keep up with Titan and languished, with marginal to negligible market shares. No In 1992, liberalization opened up the Indian market to foreign players, and Timex was the first on the scene. It was soon followed by Casio, Rolex, Citizen, Tissot, Omega, Rado, and TAG Heuer (the new export–import (EXIM) policy introduced in 1999 relaxed the hitherto stiff upper bar on imports of luxury wristwatch brands). After the foreign direct regulations were changed by the government to allow up to 51% of foreign direct investment in single-brand retail operations, global brands set up subsidiaries in India with apparel brands such as Esprit, Tommy Hilfiger, Benetton, and Levi’s, also launching brands of their own. Growth of Industry Do The Indian watch industry began in the 1960s with the public sector enterprise HMT, which was the government’s initiative to start the indigenous manufacture of watches. The import industry brought in the more fashionable watches, but the basic need for timekeeping was satisfied by the sturdy and reliable mechanical wristwatch models 4 â€Å"Watches in India,† Country report, http://www.euromonitor.com/watches-in-india/report, accessed on July 22, 2011. Ibid. 6 Ibid. 7 Ibid. 8 Ibid. 9 Ibid. 10 Ibid. 5 This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Page 3 of 15 rP os t manufactured by HMT. In the absence of other brands, HMT could afford to retain goodwill despite offering limited styling and choices to its customers. A few decades earlier (when HMT held a monopoly in the category), a watch was a product that anyone who had taken up a job aspired for. Traditionally, the penetration levels were quite low during this time; the notion of a â€Å"watch for the masses† was diffused in the psyche of consumers only after the late eighties, when the country witnessed major lifestyle changes. The nineties enhanced this perception as many brands entered the  market following the liberalization of governmental policies. The Tata group introduced the quartz watch in the 1980s under the Titan brand, and differentiated themselves on the basis of accuracy, style, choice, presentation, and vigorous push-marketing. 11 Timex, in collaboration with Titan, launched its range in India in the nineties, with a mutual understanding that the former would keep to the low-price plastic segment, while the latter would manage the high-price metal segment. Timex positioned itself with the tagline â€Å"You don’t have to be rich to afford a Timex,† and was well accepted by the market. After a few years, Timex became an independent brand and set up its own distribution channels, and emerged as a brand associated with the sports and casual wear segment. op yo Early in the twentieth century, many multinational players entered the market, which was made possible by the EXIM policies that raised the bar on the import of luxury watches in India. AN OVERVIEW OF THE COMPETITION The single largest player was Titan, with a brand share of 20.6% in 2009. 12 The next player worth mentioning was Swatch, with a relatively small share of 5.9%. 13 Timex was a relatively strong multinational brand in the market. Rolex, PA Time, Citizen, and Casio had small significant shares, and HMT was also present in the Indian market. Despite the presence of many brands, the market was still primarily controlled by the unorganized sector (to the tune of 65%) even in 2009. The present competition arose from the increasing foray of multinational players into the lucrative luxury segment; however, the real challenge was to tackle the spurious imports being sold by the unorganized sector. tC Watches transformed from time keeping instruments to fashion accessories during the eighties and nineties owing to significant lifestyle changes; this was reflected in some of Titan’s advertisements. Watches as fashion accessories were in competition with a variety of other products such as apparel and fashion handbags; hence, watches had to have a clearly differentiated element of perceived utility apart from fashion. 14 SEGMENTATION OF THE WATCH MARKET The watch industry could be segmented according to various criteria: technology, benefit, and price. No Watches could be classified into three kinds based on technology: mechanical, quartz analog, and quartz digital. The first went out of vogue since the bulky mechanical format did not allow for elegant design; it dropped in volume shares from 7.2% in 2004 to 4.6% in 2009. The second kind was the largest in both value and volume, and was expected to remain the market driver for growth in 2009–2014. Digital watches suffered from the consumer perception of being low cost and lacking in style, and hence, the market for them had not yet picked up. The sales figures by value for these sub-sectors for 2009 were INR 3,000, 46,000, and 6,000 million, respectively. The major market players in these three sectors were HMT, Titan, and Casio, respectively. Do The second basis of classification was benefit, and the market could be divided based on use, namely, casual, formal, and sports. Many of the brands offered some options in all three segments, but most catered only to the first two segments; the sports segment remained a largely untapped segment. Nearly 35% of all watches retailed were casual, 60% were formal, and a mere 5% belonged to the sports segment. 11 â€Å"The Titan Story,† http://www.titanworld.com/titan_stories, accessed on November 29, 2010. â€Å"Watches in India,† Country report, http://www.euromonitor.com/watches-in-india/report, accessed on July 22, 2011. 13 Ibid. 14 Ibid. 12 This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Page 4 of 15 rP os t The watch market could be classified into economy, standard, premium, and luxury segments. 15 The mass market (i.e., the economy segment) accounted for nearly 67% of volume and 50% of value shares, and was catered to almost entirely by the unorganized sector. Popular (standard), with prices ranging from INR 500 to 1,200, was the lowest range offered by the organized sector (Titan and Timex, primarily). The premium segment consisted of watches in the INR 1,500–5,000 range, offered by almost all the indigenous and multinational brands. The demand from the middle and upper income groups promised to be the growth driver for this segment in 2009–2014. op yo A better explanation in terms of consumer behavior was the third basis of segmentation as defined by Yankelovich (1964). 16 He presented a scheme for the non-demographic segmentation of various product categories, including watches. Segmentation by value was considered to be particularly apt for this market. Thus, the authors arrived at three distinct segments, each offering the customer a different benefit and value than the others. As was stated earlier, the watch had always been a product that appealed to people, but the nature of the appeal and the associations related to watches changed with the changing environment. A watch or a specific brand in particular became a symbol of several associations that were in tune with the changing environment. These associations were generally glamour, fashion, sports, and fun, and the intensity of these associations became pronounced depending on the respective segment toward which a brand was positioned. Lifecycle stages also mattered—a school student would celebrate his/her first watch with neighbors and friends, a college student would garner attention among his/her friends with a recently bought watch, and an young executive who had been successful in his job might reward himself with a premium watch after a few years of hard work, and also â€Å"announce his arrival into a world of success† to the outside world. †¢ †¢ Value for money: Low/regular-priced watches that were accurate and sturdy. Owners tended to replace these when they failed.  Premium watches: High-priced watches, with assured longevity, excellent workmanship, and good styling. Owners were ready to pay a premium for the benefits that accompanied these brands. Special watches: Extra benefits such as fine styling, brand name, and accessories (such as gold casings) were desired by potential customers. The watch, apart from being a fashion accessory, was part of a ritual gifting ceremony, and needed to encapsulate the emotional benefits required to succeed. No †¢ tC Symbolic and lifestyle categories that were created in the last 20 years or so included apparel, watches, mobile phones, portable music players such as iPods, cars, televisions, two-wheelers, and spectacles, to name a few socially conspicuous product categories; brands made use of such psychological needs of consumers to position themselves, with one category often competing with another. For example, a typical middle class household in India that had bought a TV (it is a well-observed fact that a TV is generally high on the purchase agenda of a middle class family) on installment basis (the installment plan allows a consumer to pay for the purchased product over a period of time through monthly payments to the seller/retailer) might postpone buying a new watch for a student in the family who was entering college, owing to financial pressures. Such instances would be rare in a developed market, especially with regard to the purchase of a watch. It was interesting to note that the lower end offerings (relatively lower end to be precise, when compared to the price of luxury watch brands) from brands such as Titan also used glamour, romance, and celebrity orientation for the positioning strategies of several of its brands (such as Titan, Fastrack, Sonata, and Ragaa). Titan was a leader in the organized quartz analog watch segment, and millions of pieces had been sold over the years. It was interesting to note that regardless of the price range or the benefit, watches held a symbolic appeal in the Indian context—an appeal that could be associated with the self-perception or the personality/style a consumer would like to project to the outside world. Luxury watches had a special appeal with regard to such an orientation among consumers. Do The watch market in India was divided into three broad segments: mass market (price below INR 1,000), midmarket (price between INR 1,000 and INR 10,000), and premium market (price starting at INR 10,000). Luxury watches in turn, were categorized into three sub-segments: 15 16 Ibid. Yankelovich, D., â€Å"New Criteria for Market Segmentation,† Harvard Business Review, March/April 1964. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context 2. 3. Premium watches: INR 10,000–50,000. This was the space where Xylys operated. The other prominent brands in this space were Tissot, Seiko, and Citizen, in addition to fashion brands such as Emporio Armani and Hugo Boss. Accessible Luxury: INR 50,000–3,00,000. The biggest Swiss brands such as Rolex, Omega, Longines, and Tag Heuer operated in this space. Exclusive Luxury: INR 3,00,000 and above. Very high-end brands such as Breguet, Patek Philippe, Audemars Piguet, Breitling, and Hublot populated this segment. rP os t 1. Page 5 of 15 From the point of view of look, there were four philosophies from which brands tended to choose and occupy, namely, dress, classical, fashion, and sport. For example, among sporty watches, Tissot, Tag Heuer, and Breitling were the brands in the premium, accessible, and exclusive luxury sub-segments, respectively. LUXURY BRANDS op yo The market for luxury watches was estimated to be 3% of watch retail, and was growing at almost 20% annually, which was more than twice the growth rate of the entire market. 17 Luxury brands were priced above INR 15,000, and primarily included imported brands offered by multinational players, such as Omega, Rado, Longines, Tag Heuer, and Tissot. Titan was the only Indian brand in this sector currently, with Xylys at the luxury end of its portfolio. Personal interviews with some managers at retail outlets suggested that the competition to the Xylys brand was from established brands such as Seiko and Tissot. 18 The main consumer of luxury brands was the new generation executive, who was set to move toward the prime of his/her career, and who had a keen sense of brand consciousness. These included an increasing number of young and middle-aged professionals in the upper strata of management in corporate houses, and also Indians who belonged to the higher socio-economic strata and had a penchant for luxury products. The major consumers of watches in the luxury segment included CEOs and senior professionals in their thirties and forties, new generation entrepreneurs, and young working professionals. tC Successful brands sold because they positioned themselves based on the benefits they offered to those who possessed them; such benefits could be functional, symbolic, or experiential. 19 Brand concept management 20 stated that for long-term success, the brand image needed to be based on a brand-specific abstract concept. The authors felt that such an orientation would help the long-term plans of luxury watch brands. No Functional brands provided tangible and practical benefits, and satisfied the real need for the product. Brands needed to necessarily satisfy functional needs, since these were the hygiene factors for acceptance in this category. Symbolic brands, on the other hand, catered to the consumers’ preference for brands that matched their own â€Å"selfconcept† 21 and their symbolic needs for self-expression, prestige, and the enhancement of self-image and sense of belonging. Experiential brands satisfied the owner’s need to experience sensory pleasure, variety, or cognitive simulation. Luxury watches were bought for their symbolic and experiential benefits as opposed to their functional ones. The selling points were the status and sophistication that the brand denoted when worn by the owner; although aesthetic appeal and durability were important, precision and price were not. Do Hence, the positioning diagrams for luxury watches would need to be based on factors such as status, prestige, and ego gratification.  The methodology was derived from earlier studies on the positioning of brands. 22 Three sets of questionnaires were used to record the respondents’ opinions on brands, adjectives and phrases related to brand symbolism, and more indepth queries regarding the characteristics of brands and their users. 17 â€Å"Watch industry in India to grow at 9%,† India Infoline News Service,  February 5, 2010. Interviews with Viraj, Branch Manager, World of Titan at Brigade Road, Bangalore and Saumya, Branch In-charge, Titan (multi-brand outlet) outlet at Jayanagar 4th Block, Bangalore. 19 Park, C. W., Jaworski, B. J., & MacInnis, D. J., â€Å"Strategic Brand Concept Image Management,† Journal of Marketing, Vol. 50, October 1986, pp. 135–145. 20 Ibid. 21 Malhotra N. K., â€Å"Self Concept and Product Choice: An Integrated Perspective,† Journal of Economic Psychology, Vol. 9, 1988, pp. 1–28. 22 Bhat, S., & Reddy, S. K., â€Å"Symbolic and Functional Positioning of Brands,† Journal of Consumer Marketing, Vol. 15, No. 1, 1998, pp. 32–43. 18 This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context rP os t METHODOLOGY Page 6 of 15 The objective of the study was to analyze and link several aspects of consumer behavior, and to compare users and non-users of premium watches. Three sets of questions were prepared. One set of questions dealt with the selfconcepts of consumers, another was about the brand personality aspects of their watches, and the last set of questions was related to the  psychographics of individual respondents. Non-users were respondents who were potential buyers of premium watches in the near future. Scales were drawn from several resources available in the extant literature. 23 Forty current users of premium watches and forty potential users (prospective buyers) of premium watches were administered the questionnaire in April, 2011 in Bangalore, India. op yo Exhibits 1, 2, and 3 were associated with self-concept, brand preferences along with personality traits, and the activities, interests, and opinions (AIO) of potential users of premium watch brands. Exhibits 4, 5, and 6 dealt with the same factors of the present users of premium watch brands (self-concept, brand preferences along with personality traits, and AIO). The description of the positioning strategies of the various brands presented below is based on the authors’ perception of the advertisements of the respective brands. XYLYS Xylys was a premium Swiss-made watch brand from the house of Titan in India. Priced between INR 10,000 and INR 33,000, the Xylys range of watches was available in three collections—Contemporary, Classic, and Sport—and offered over 60 distinctive models. Xylys was available at select World of Titan showrooms, key multi-brand outlets, and at exclusive flagship boutiques in select cities. tC Xylys targeted the lower spectrum of the luxury watch segment. Titan, which was the market leader in the mid-price segment in India, felt that the upper end of their target customers was moving towards iconic global premium brands. The designs were created in collaboration with renowned Swiss designer Laurent Rufenacht, and Titan’s own design advisor, Michael Foley. It was manufactured in a state-of-the-art factory in Switzerland, which had a heritage of over 80 years in the art of watch-making. All Xylys watches were created with exquisite craftsmanship and impeccable detailing, were painstakingly made from carefully selected materials, and were crafted with a passion for detail. No While carefully analyzing the consumer behavior of customers of premium watch brands, Titan found that consumers were highly influenced by the â€Å"country of origin† association. Consumers loved the â€Å"Swiss-made† tag, and there was a huge association of quality, precision, premium, etc. with this tag. The insight was that it would be difficult for an â€Å"Indian-made† tag to impress the target segment. Do The name Xylys was designed to have only two syllables, a distinctive name in itself. The brand charter aimed to convey style, attitude, and power. Xylys was created for new generation achievers who went beyond the obvious. Xylys reflected their values, attitudes, and unique personal identities. The brand was targeted at today’s people, both men and women, who were supremely confident and conscious of the image they projected. These individuals actively sought new and unconventional experiences. Xylys, with its unique positioning of the â€Å"Power of X,† underlined the power of one’s attitude. This attitude stemmed from a person’s self-belief, which enabled one to achieve success through a passionate pursuit of one’s dreams. Xylys was launched as a contemporary brand targeting upwardly mobile, successful men and women. The brand segmented the market based on psychographic profiles. 23 Tian, K. T., Bearden, W. O., & Hunter, G. L., â€Å"Consumers’ Need for Uniqueness: Scale Development and Validation,† Journal of Consumer Research, June 28, 2001, pp. 50–66; Netemeyer R. G., Burton, S., & Lichtenstein, D. R., â€Å"Trait aspects of Vanity: Measurement and Relevance to Consumer Behavior,† Journal of Consumer Research, 21, March 1995; Schiffman, L. G., Kanuk, L. L., & Ramesh Kumar, S., Consumer Behavior, 10th Ed, Pearson Education, p. 143. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Page 7 of 15 rP os t Xylys defined its customers as contemporary, dynamic, successful people who had attitude and confidence. The brand wanted to celebrate their success with them. The customers of Xylys were highly individualistic persons who did what they loved. These people would love to express themselves and show their success to the world. The three brand ambassadors of Xylys came from varied fields and represented the attitude of the new generation achievers. Actor Rahul Bose (ad), international supermodel Saira Mohan (ad), and tennis star Carlos Moya embodied the attitude of living life fearlessly on their own terms, with a passion to pursue their dreams. Speaking at the launch, brand ambassador Rahul Bose said, â€Å"Like every movie I choose to be a part of, I have chosen to endorse this brand after careful thought. I can only support those products that I am fully convinced about. It is an exciting new brand from India’s leading watchmaker with an identity that reflects the attitude and values that I consider important—bold, unconventional, and distinctive.† In 2010, the brand changed its positioning from â€Å"Symbol of Success† to â€Å"Feeling of Love.† The brand talked about falling in love with Xylys. Xylys ran a campaign reflecting the new positioning, which was a significant deviation from the core positioning of the brand. The entire brand personality of Xylys was changed in the current campaign. op yo The new identity reflected the attitude, lifestyle, and personality of the new generation consumer. â€Å"You don’t possess a Xylys, it possesses you†: this reflected irrational desirability of the brand. The new creative expression was carefully designed to reflect the effect Xylys watches had on their consumers. It was this aspect that created an â€Å"irrational† desire to own the watch, strongly backed by the â€Å"rational† reasons, namely, that Xylys came from the house of Titan and was Swiss-made. After the launch in 2006, the brand saw the volume of sales doubling between 2006–2007 and 2007–2008, and sales grew at about 33% since then. In terms of value, Xylys grew at a compound annual growth rate) of 54%. Exhibit 7 displays an Xylys’ advertisement. TISSOT tC Tissot, with its signature â€Å"Innovators by Tradition,† pioneered craftsmanship and innovation since its foundation in 1853. Tissot was a member of the Swatch Group, the world’s largest watch producer and distributor. For over 155 years, the company had its home in the Swiss watch-making town of Le Locle in the Jura Mountains, and in 2011 had a presence in over 150 countries. As official timekeeper and partner of the International Basketball Federation, the Australian Football League, the Chinese Basketball Association, and MotoGP, and the World Championships of cycling, fencing, and ice hockey; Tissot was committed to respecting tradition, underlining its core values of performance, precision, and setting new standards. No The different collections of Tissot included Touch, Sport, Trend, Classic, Gold, Pocket, and Heritage; and the price spectrum was much wider than that of Xylys, covering both the affordable luxury and the premium luxury segment with ease. The Indian brand ambassador for Tissot was movie star Deepika Padukone, daughter of a former badminton world champion. Her Tissot watch was projected as a symbol of luxury and glamour complementing her multi-faceted lifestyle. The similarities between her personality and the Tissot brand were captured in the brand’s advertisements: â€Å"We are both adventurous, sophisticated and classy, yet very approachable.† Do Tissot’s subsequent advertising campaign revolved around the theme â€Å"In Touch with Your Time.† In its revolutionary new global campaign based on this theme, Tissot used a series of executions featuring brand ambassadors who presented luxury as being accessible rather than exclusive. The brand attributed its success to the trust customers all over the world had in the quality and pleasure offered by Tissot timepieces. Millions of wearers evidently refused to compromise, and the campaign specifically congratulated them on their discerning selection of a stylish Swiss-made watch. The campaign’s approach focused on the idea of â€Å"substance† (the unquestionable quality attached to traditional Swiss craftsmanship) and â€Å"style† (a truly appealing watch design). This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Page 8 of 15 rP os t The new global Tissot campaign captured real moments in the lives of its ambassadors where reality seamlessly merged with glamour. A variety of locations that were local to the ambassadors (e.g., Deepika Padukone in Mumbai, India) were used for the shoots, which enhanced the campaign’s integral authenticity. SEIKO Do No tC op yo SEIKO Watch India Private Limited is a 100% subsidiary of SEIKO Watch Corporation, Japan set up in 2007; it is headquartered in Bangalore. Over the years, SEIKO has established its leadership position in a number of countries. Backed by such experiences and with India being one of the prioritized markets, the brand is expected to bring its â€Å"total SEIKO brand experience† through its â€Å"flagship stores† that will also provide good customer service. 24 The brand is available at several higher-end  multi-branded watch outlets in the country. SEIKO’s technological development is focused on the creation of â€Å"emotional technologies† 25. While the brand may be positioned below Tissot or Xylys (based on the observation of price points at retail outlets by one of the authors), the brand is likely to be perceived as a brand with strong value given its heritage of technology and innovation. 24 25 http://www.seiko.in/corporate/india.html accessed on October 26, 2011 http://www.seikowatches.com/story/index.html accessed on October 26, 2011 This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. Exhibit 1 Page 9 of 15 rP os t XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Self-concept (Potential users of premium watch brands) I would feel embarrassed if I was around people and did not look my best. 3.775 It is important that I always look good. 3.275 People notice how attractive I am. 3.675 My looks are very appealing to others. I want others to look up to me because of my accomplishments. 3.075 3.075 4.15 Achieving greater success than my peers is important to me. 3.475 op yo I am more concerned about professional success than most people I know. 3.575 In a professional sense, I am a very successful person. 3.825 My achievements are highly regarded by others. 3.4 Others wish they were as successful as me. 3.675 I am a good example of professional success. 3.25 I often look for unique products or brands so that I create a style that is all my own. 3.225 The products and brands that I like best are the ones that express my individuality. 3 tC I want my achievements to be recognized by others. 3.375 I enjoy challenging the prevailing taste of people I know by buying something radical. 2.95 I often think of the things I buy and do in terms of how I can use them to shape a more unusual personal image. 3.05 No I rarely act according to what others think are the right things to buy. When a product I own becomes popular among the general population, I use it less. 2.625 Concern for being out of place does not prevent me from wearing what I want to. 2.85 Source: The results were based on the questionnaires administered to users and non-users of premium watch brands. Do Note: The statements were measured on a Likert scale ranging from Strongly Agree to Strongly Disagree for each respondent, and the values were coded as Strongly Agree = 5, Agree = 4, Neither Agree nor Disagree = 3, Disagree = 2, and Strongly Disagree = 1. The mean values were the average of the same across all the respondents. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. Exhibit 2 Page 10 of 15 rP os t XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Brand and user personality (Potential users of premium watch brands) Brand Factors User Factors 3.525 Up-to-date 3.525 Reliable 4.075 Reliable 4.125 Down-to-earth 3.65 Down-to-earth 4 Honest 3.8 Honest 3.85 Daring 3.125 Daring Spirited 3.775 Exciting 3.625 Imaginative 3.7 Successful 3.825 Upper class 3.325 Tough 3.2 op yo Up-to-date 3.8 3.675 Exciting 4.05 Imaginative 3.975 Successful 3.625 Upper class 3.5 Tough 3.5 tC Spirited Source: The results were based on questionnaires administered to users and non-users of premium watch brands. Do No Note: The statements were measured on a Likert scale ranging from Strongly Agree (5) to Strongly Disagree (1) for each respondent. The mean values were the average of the same across all the respondents. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Page 11 of 15 rP os t Exhibit 3 Activities, interests, and opinions (Potential users of premium watch brands) When I must choose between the two, I usually dress for fashion, not for comfort. 3.25 I try to arrange my home for my children’s convenience. 2.975 I take a lot of time and effort to teach my children good habits. I like parties where there is lots of music and conversation. I would rather go to a sporting event than a movie. I like to work on community projects. 2.85 3.075 3.425 3.4 3.7 I think I have more self-confidence than most people. 2.55 I am more independent than most people. 3.725 I think I have a lot of personal ability. 3.8 I like to be considered a leader. 3.95 op yo I have personally worked in a political campaign, or for a candidate, or for an issue. 3.7 I sometimes influence what my friends buy. 3.85 People come to me more often than I go to them for information about brands. 3.5 tC My friends or neighbors often come to me for advice. 3.25 I spend a lot of time talking with my friends about products and brands. 3.575 I would like to spend a year in London or Paris. 3.175 I would like to take a trip around the world. 3.825 I will have more money to spend next year than I have now. 4.375 I spend more than an hour everyday reading the newspaper or watching the news. 4.025 I like to meticulously plan for future savings and expenditures. 3.175 No I often seek out the advice of my friends regarding which brand to buy. Do Source: The results were based on questionnaires administered to users and non-users of premium watch brands. Note: The statements were measured on a Likert scale ranging from Strongly Agree (5) to Strongly Disagree (1) for each respondent. The mean values were the average of the same across all the respondents. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. Exhibit 4 Page 12 of 15 rP os t XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Self-concept (Present users of premium watch brands) I would feel embarrassed if I was around people and did not look my best. It is important that I always look good. People notice how attractive I am. 3.325 3.75 3.45 My looks are very appealing to others. I want others to look up to me because of my accomplishments. I am more concerned about professional success than most people I know. op yo Achieving greater success than my peers is important to me. I want my achievements to be recognized by others. In a professional sense, I am a very successful person. 3.425 3.65 3.75 3.925 4.225 3.65 My achievements are highly regarded by others. 3.6 Others wish they were as successful as me. 3.4 I am a good example of professional success. 3.7 3.225 The products and brands that I like best are the ones that express my individuality. 3.325 tC I often look for unique products or brands so that I create a style that is all my own. I rarely act according to what others think are the right things to buy. 2.75 2.925 I often think of the things I buy and do in terms of how I can use them to shape a more unusual personal image. 3 No I enjoy challenging the prevailing taste of people I know by buying something radical. When a product I own becomes popular among the general population, I use it less. Concern for being out of place does not prevent me from wearing what I want to. 2.825 3.2 Source: The results were based on questionnaires administered to users and non-users of premium watch brands. Do Note: The statements were measured on a Likert scale ranging from Strongly Agree (5) to Strongly Disagree (1) for each respondent. The mean values were the average of the same across all the respondents. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. Exhibit 5 Page 13 of 15 rP os t XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Brand and user personality (Present users of premium watch brands) Brand Factors User Factors Up-to-date 3.775 Up-to-date Reliable 4.275 Reliable 3.8 4.025 3.35 Down-to-earth Honest 3.95 Honest 3.925 Daring 3.6 Daring 3.675 Spirited 3.75 Exciting 3.95 Imaginative 3.925 Successful 4.125 Upper class 3.975 Tough 3.975 3.65 op yo Down-to-earth Spirited 3.875 Exciting 3.9 Imaginative 3.6 Successful Upper class Tough 3.725 3.7 3.625 tC Source: The results were based on questionnaires administered to users and non-users of premium watch brands. Do No Note: The statements were measured on a Likert scale ranging from Strongly Agree (5) to Strongly Disagree (1) for each respondent. The mean values were the average of the same across all the respondents. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. Page 14 of 15 rP os t XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Exhibit 6 Attitudes, interests, and opinions (Present users of premium watch brands) When I must choose between the two, I usually dress for fashion, not for comfort. 2.775 I try to arrange my home for my children’s convenience. 3.725 I take a lot of time and effort to teach my children good habits. I like parties where there is lots of music and conversation. I would rather go to a sporting event than a movie. op yo I like to work on community projects. 3.95 3.075 3.225 3.325 I have personally worked in a political campaign, or for a candidate, or for an issue. 1.725 I think I have more self-confidence than most people. 3.625 I am more independent than most people. 3.975 I think I have a lot of personal ability. 3.775 I like to be considered a leader. 4.125 My friends or neighbors often come to me for advice. tC I sometimes influence what my friends buy. People come to me more often than I go to them for information about brands. 3.75 3.325 3.3 2.95 I spend a lot of time talking with my friends about products and brands. 2.875 I would like to spend a year in London or Paris. 3.175 No I often seek out the advice of my friends regarding which brand to buy. I would like to take a trip around the world. I will have more money to spend next year than I have now. 4.2 3.925 3.75 I like to meticulously plan for future savings and expenditures. 3.65 Do I spend more than an hour everyday reading the newspaper or watching the news. Source: The results were based on questionnaires administered to users and non-users of premium watch brands. Note: The statements were measured on a Likert scale ranging from Strongly Agree (5) to Strongly Disagree (1) for each respondent. The mean values were the average of the same across all the respondents. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. Page 15 of 15 rP os t XYLYS: Exploring Consumer Perception about Premium Watches in the Indian Context Exhibit 7 Do No tC op yo Advertisement for Xylys The authors would like to thank Mr. Manoj Chakravarti, Senior Advisor, Ms. Superna Mitra, Head, Global Marketing, Titan Industries Limited and Prof. Dinesh Kumar, Chairperson, Research & Publications, IIM, Bangalore for the support provided to this case study initiative. This document is authorized for use only by Arijit Santikary at Siva Sivani Institute of Management until December 2013. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860.

Blend Wing Body

The structure design of bended wing body aircraft for commercial airline transport By Yue Sung (Lance) Fung 10/17/2012 Introduction Today many new design aircraft concept use blended wing body theory, one of the biggest challenge of this aircraft is to design a strong and pressurized structure for safe commercial Airline transport. According to V. Mukhopadhyay the structure of Blended-Wing -Body (BWB) flight vehicle has been a one of the major challenging problem for many year. By comparing the fuselage of a conventional aircraft which is a cylinder shape, the stress level of a flatter shoebox shape type BWB fuselage has a higher magnitude ,because the internal pressure causes blending stress of the whole fuselage instead of the stress act on the skin membrane. Due to the primary design of the conventional fuselage structure are focus on membrane stress, a new design and material are needed ,in order to increase the bending moment of inertia without increase the weight requirement while the aircraft is pressurized . Although a whole flowing Blended Wing Body fuselage provide structure weaker and no as pressurize as conventional aircaft, but new designs of the blended wing body aircraft structure can provide satisfying stress, deflection and buckling safety factors, pressurized body during the critical flight and ground loads. There are three articles discussed in this literature review. According to R. H. Liebeck, the BWB structure is separated into two major components: the centerbody and the outer wings. The Y braced box type fuselage design structure concepts was based on a thick stringer outer surface structure, where the stringers are about 5–6 in. deep in order. Then using internal ribs have Y braces where they meet the skin, to reduce the bending moment on the skin created by the internal pressure across the center body and the outer wing. As a result ,the complete center body pressure vessel is  omposed of the upper and lower surface panels, the rounded leading edge the rear main spar, the outer ribs and the internal ribs payload and does not carry wing bending loads therefore the load can equally balanced however the cabin inside of the aircraft is hard to keep pressurized for commercial flight. At the same time , V. Mukhopadhyay has been stated that using the alternative multi bubble structure configuration instead create a whole body structure on a BWB aircraft. The multiple bubbies body can easily apply to the BWB aircraft internal structure, where the center distance between each segment was kept as same as the radius, therefore the outer side and the inner cabin wall junction are facing 120 degree each other, as a result a equal angel geometry given an advantage structure when the membrane stress equilibrium force acting between the cabin wall and the outer shell by balanced by inter cabin wall tensioning, which can keep the inter cabin more pressurized. Comparison to V. Mukhopadhyay , L. U. Hansen, stated that the loading of the structure leads to high bending loads in every part of the cabin can be reduced by structural elements carrying the vertical force components in result the reduce the blending force in the cabin which keep the fuselage pressurized . The solution is to use a strong structural components panel in the membrane which connecting both upper and lower side of the fuselage ,and there are four fuselage surface composite panel configurations were analyzed and optimized for minimum weight, under required internal pressure and estimated compressive loads with both stress and buckling constraints. Although the skin/stringer outer surface structure can apply to the whole structure of the BWB with really strong component against the blend stress , the fuselage surface composite panel also will be a good consideration for strengthen the structure of the outer body of BWB aircraft since it can enlarge the skin stress of the aircraft the keep it more pressurize. Yet the multiple bubbies cylinder configuration can be most effective when it applied to the center body of BWB because of the circulate configuration will reduce the membrane stress and easier to keep the fuselage pressurized than skin/stringer configuration. Discussion R. H. Liebeck method can applied to can applied to the blended wing body aircraft while the Y braces box structure is really sturdy over the upper and lower surface panels, the rounded leading edge the rear main spar, the outer ribs and the internal ribs payload. The design does included carry wing bending loads therefore the load can equally balanced . However the design cabin pressure load is experienced on every fight and fatigue becomes the design conditions. Since the structure is no in a circle it cause the cabin pressure loads are taken in bending, the margin required for aluminum could be forbidden , therefore and advance carbine composite. Other studies said that if the structure are not built by composite material the structure of the BWB will be heavier than the conventional aircraft which in result having less advantage of building BWB aircraft as predicted . Although the Y braces with skin and stringer structure from R. H. Liebeck article will required higher weight without advance composite, L.U. Hansen, stated that the BWB body aircraft outer shell structure can be connect with different type of the . The strong structural components panel can be bonded and connect each other , the different size of the panel and represented the different airfoil surface of the BWB aircraft. When compared to the stringer and the membrane , components panel on every can provide better connecting both upper and lower side of the fuselage also it blend moment can be reduced by structural elements carrying the vertical force. The challege of the design is to hold the panels connection during higher G loading and abnormal maneuver ,and the each panel have to the make it as less tolerance as possible to reduce the induce drag and the turbulence drag from the gap from each panel. To improve the first two solution, the alternative solution state by V. Mukhopadhyay is to use the multiple bubbies fuselage ,during the experiment the multiples cylinder body can remodel the advantage of the pressurized cylinder body of the conventional aircraft. The experimental result shown the design loaded of the cylinder fuselage his the same pressure stress and loading when using the two bubbies and three bubbies structure. When the number bubbies structure increase the pressure loading decreased while the blend moment increase. Although compare to the first two method the blending moment may if the bubbies number increase to three of four , however the design show that the pressurized load of the multiple bubbies construction can provide more pressure load than the skin / string structure and the component panel structure. From the test result of V. Mukhopadhyay article Von-Mises stress of the top surface of the aircraft combined the top and bottom internal cabin pressure. These stresses were well within allowable limits and about 25% lower than the four-bubble design with about 10% increase in unit weight/floor area. Therefore multi-bubble fuselage appear to be significantly better compared to the component panel design and Y brace skin / string structure. As future evidence, NASA build a unmanned BWB aircraft to optimize the structure design due reality flight situation, their structure design was using the multiple bubbles Structure and component panel adding on top and the bottom to prevent the blend moment. The multi-bubble type fuselage which has better stress distribution, for same material and dimension, can be the most effective , further design will be more focus on the combination of the component panel with multiple bubbies fuselage with can reduce the blending force and buckle force while keeping the pressure loading which required for commercial flight.

Foundations of IT- Designing a Computer Architecture Essay

Foundations of IT- Designing a Computer Architecture - Essay Example This will help me to develop and evaluate computer algorithms intended for simulating mathematical models of scientific trends. This area entails core problems in continuous algorithms like fast methods for handling linear algebra as well as solving differential equations. I will also build software for simulating challenging physical problems like turbulence in fluids along with crack propagation in solid materials. The computer will help me build accurate methods for discretizing continuous models even as it preserves physical invariants. In addition, I will carry out optimal estimation in the face of limited information. At the moment, computers are based on the von Neumann architecture. Nonetheless, the von Neumann architecture has its limitations. In order to access the data and program in the memory, the central processing unit (CPU) had one bus. This is called the von Neumann bottleneck, due to the limited data transfer rate between memory and CPU. With just one bus, the data and instructions are accessed in sequence, so the CPU waits until the data loads from memory prior to executing the instruction. With the increase of CPU speed, it was evident that a solution is needed to defeat the bottleneck ("Von Neumann Architecture," n.d.). These problems are connected to the von Neumann architecture. In order to overcome the von Neumann bottleneck, the stack memory is used. The stack is a particular memory region that is competently managed by the CPU. It is used to store up variables employed by functions. As a program calls a function, the function variables are pushed onto the stack. The access of variables is faster on the stack than when they were in the main memory, amounting to better performance. Standing on the doorstep of the fifth generation, we obviously expect a lot from future computers than more speed. Computers have come this far in terms of enhancements to the current architectures and their

The Use of Sustainable Strategies in the Management of the Hotel Assignment

The Use of Sustainable Strategies in the Management of the Hotel - Assignment Example Sustainable practices can be an essential pillar in the hotel. Apart from helping to build the reputation of the hotel in the eyes of the general public, it can be instrumental in helping to reduce the costs of operations, conservation of the environment for a sustainable growth. To achieve this, I would like to highlight that the hotel has the following options to exploit: Energy is a crucial resource that the hotel cannot work without. With the overreliance on traditional sources of energy such as electricity, many hotels have been spending a lot of money on electricity. In fact, according to the hotel’s records, it spends a total of 19% of its revenues on energy. This means that energy has been very costly to acquire. To minimize its usage, the hotel can choose to adopt various measures. First, stop using high voltage bulbs and tubes and replace them with energy saving ones like Star Light Bulbs and LED lighting. There are revolutionary inventions because they have tremendously reduced the rate of energy consumption. For instance, the use of Star Light Energy saving bulbs has led to the reduction of energy consumption in hotels by up to 75%. Nevertheless, better results can still be attained if the hotel resorts to the installation and use of area sensors in the guest rooms and public resting spaces. Just like electricity, water is a very precious commodity in the hotel. Without it, no meals can be prepared, no cleanliness can take place, and no guests can drink or bathe. After all, it is a costly resource that must just be used for every single hotel facility. Because of this, it should be sustainably consumed. However, one way through which this can be accomplished is through the installation and a consistent use of low-flow showerheads and consumption landscaping.  

Cybersecurity Coursework Example | Topics and Well Written Essays - 2000 words

Cybersecurity - Coursework Example Considering the above two aspects cyber system is believed to be highly vulnerable for attack. Indeed, it is also being believed that cyber security is difficult to accomplish as cyber-attacks regularly overthrow the cyber defense system. The study aims to discuss the intervention of government for improving the cyber security. The objective of the study is to recognize the methods through which government intervene to enhance cyber security. The study also describes certain arguments on the aspect of government intervention (Rosenzweig, 2011). How Can Government Justify Telling Private Industry How To Set Up Or Improve Their Cyber Security? Nowadays, cyber security has become a national authoritative and governmental priority. Improved cyber security assists in protecting people and organizations, certifying the accessibility of critical structures on which the national economy as well as security depends. Therefore, government of any country can help private organizations and industry to set up and improve the aspect of cyber security. Cyber security solutions which assist organizations and industry on governmental and technological instructions can enhance the defensive power of information system. Self-defense provisions in laws have made the network and communication organizations to share information with the government regarding any kind of incident about cyber-attacks (Nojeim, 2010). Socio-Political Reasons In present days, almost every surface of life is related with internet. People and organizations both are at risk to the inexhaustible threats which impact on the networking activities. Hackers can travel thro ugh internet and can be benefitted from lack of security between autonomous network owners. This low coordination among public and private organizations makes internet defenseless, where hackers can easily enter on their network and access private information. Accordingly, it can hamper the confidence of public on organizations. Laws and regulations can be levied by government for improving the security. However, such government intervention is complicated as in reality, internet is a global network and government, businesses and people can be impacted by such governmental interventions in terms of negative market reactions, liability disclosures and undesirable discharge of private information. In every circumstance, the role of government must be prudently demarcated by law, regulation and practice so that public interest is fulfilled without the obligation of heavy burdens (Intelligence and National Security Alliance, 2009). Motivation Government can play an indirect role in fost ering cyber security by motivating organizations through several incentives. Government can provide tax recognitions, research and development supports, procurement control and implementation of prevailing regulations as a part of security motivations for organizations. As it is difficult for government to intervene in the work process of private organizat