Design And Construction Of The Luis I Bridge Engineering Essay

Opened in October 1886, the Luis I Bridge is a shaped Fe trussed arch span which spans the Douro River between Porto and Vila Nova de Gaia in Portugal. Designed by the Belgian applied scientist Th ophile Seyrig, in coaction with L opold Valentin ; it was, at the clip of its building, the longest arch span in the World, at 172m [ 1 ] , and remains the longest spanning Fe arch to this twenty-four hours. It represents the swan vocal of wrought Fe Bridgess as at the start of the twentieth century stronger steel of more consistent quality would about wholly replace the usage of wrought Fe in span building. The new span was commissioned in 1881 to replace an ailing suspension span at the same location ; Seyrig designed a double-deck arch span with one deck at the top of the arch resting on wharfs and the 2nd deck at the degree of the abutments, hanging from sinews ( Fig. 1 ) . The two decks have seen a assortment of lading over their life ; originally both decks were designed to transport route traffic, the lower deck briefly carried trolley coachs but is now a individual carriageway route, the upper deck was converted in 1905 to transport ropewaies and widened in 1931 to add a 2nd path. 2 Aestheticss The aesthetic analysis of a span is mostly subjective, Fritz Leonhardt attempted to rationalize the aesthetic design of Bridgess in 1982 with the publication of his book, Br cken, which sets out ten cardinal points that should be considered during design. 2.1 Fulfilment of Function This relates to how good the span divulges the manner it works ; in the Luis I bridge the arch is the chief structural component through which forces are carried. This is evident from looking at the span as the arch is the most significant member. Truss structures in general are peculiarly indicative about the manner they carry tonss, and the Luis I bridge is no exclusion. The structural honestness of the span is called into inquiry where the arch meets the masonry abutments ; it appears as though the top member of the arch passes directly into the abutments but the abutments are non able to defy the high minute this would bring forth, so the top member of the arch must be lightly stressed at its utmost terminals. On closer review it can be seen that the concluding diagonal members on both sides of the arch are of more significant cross-section ( Fig. 2 ) in order that they are able to transport all of the force in the top rim of the arch down to the pinned connexion at the terminal of the bottom rim. Figure 2: Forces transferred to bottom rim Sometimes, one facet of a span s aesthetics must be sacrificed in favor of another ; in the Luis I bridge the truss which forms the upper deck is of uninterrupted deepness along its length, but the attack spans are notably longer than the subdivisions which make up the chief span. Functionally, the applied scientist could hold designed the attack spans to be deeper than the chief span but this break to the horizontal line of the deck would hold been to the hurt of the aesthetics of the construction as a whole. 2.2 Proportion As discussed above, the upper deck is deeper than it needs to be ; proportionately this contrasts aggressively with the lower deck which is significantly more slight despite crossing an equal distance. This difference is non adequately explained by the grounds already discussed. The upper deck may good hold been designed to get by with a higher burden than the lower deck ; surveies have shown that, prior to the transition of the upper deck to light rail, the upper deck carried about double the traffic of the lower deck [ 2 ] . Furthermore, at the clip that Seyrig was planing the Luis I bridge he had merely finished the building of the Maria Pia Bridge ( 1877 ) , designed in concurrence with Gustave Eiffel, which was to transport a train line over the same river. It is possible that the upper deck of the Luis I bridge was designed to transport develop tonss should it be converted to that intent in the hereafter, as so it was. The structural systems for the upper and lower decks differ greatly which may lend to the disparity in their deepness ; the lower deck is a lattice through truss with traffic running within the truss itself whilst the upper deck is a brown deck truss where the deck is placed on top of the truss girder. The province of emphasis within the two decks besides differs as the bottom deck is used to bind the arch and therefore is capable to a high initial tensile burden ; the advantage of shaped Fe as a building stuff was its affinity for tensile tonss and it may be that this excessively contributes to the reduced deck deepness. The rise to cross ratio of the arch is 1:4 ; this is chiefly dictated by the dimensions of the gorge in which the span sits, but the consequence is an arch of typical masonry proportions [ 3 ] which offers the feeling of stableness. 2.3 Order within the Structure A sense of order is given to the span by the repeat of the truss elements throughout the lift. Although the lower deck uses a somewhat different type of truss, the crossed elements are still present to keep the order within the span. When viewed closer up, the members are seen to be composed themselves of multiple elements, and from oblique angles the criss-crossing of these members can look disordered ( Fig. 3 ) . The wharfs and tenseness roads which support the two decks line up to cut down the figure of perpendicular lines and divide the span into equal parts. They are sufficiently near together so as non to do the arch appear otiose, but no so near as to herd the span with perpendicular lines. 2.4 Polishs of Design Polishs refer to the subtle inside informations within the span which can hold a momentous consequence on the overall entreaty of the construction. In the Luis I bridge the wharfs taper towards the top ( Fig. 4 ) which adds position by doing the towers appear less compact and prevents the optical fast one of the wharfs looking to be wider at the top than they are at the underside. In the attack spans where the perpendicular infinite beneath the upper deck is greatest, the deck spans a greater distance in order to keep the aspect ratio of the infinites under the deck. The aspect ratio of the crossed brace in the arch is besides maintained ; where the divergent parabolic curves, which make up the top and bottom rims of the arch, dispersed apart the distance between verticals is increased to maintain the crosses make fulling a approximately square form. Equally good as being aesthetically delighting, this serves the structural intent of maintaining the members inclined at an angle where they can execute at maximal efficiency. As antecedently mentioned, the single members which make up the trusses are themselves tied box subdivisions ( see Fig. 2 ) , this gives the construction elation, both in footings of its overall weight and besides aesthetically by cut downing the ratio of solid to nothingnesss and doing the members seem more slender. However, this elation comes at the disbursal of order. Figure 3: Disorder Figure 4: Tapering wharfs 2.5 Integration into the Environment Pivotal to the aesthetic success of a span is how good is tantrums into its environment ; the arch signifier used for the Luis I bridge is peculiarly good suited to utilize in the deep gorge, and fills the infinite good. Despite the size of the construction, it looks comfy in its environment. The girder which forms the upper deck has no obvious terminal but alternatively gives the feeling of unifying into the hillside ; this makes the span seem like an built-in portion of the gorge. 2.6 Colour of Components Though originally unpainted ( Fig. 5 ) the span now has as gray-blue coating which allows the span to intermix good into the sky, this has the consequence of doing the muss of the truss less obvious and contributes to the members looking more slender. The broadening of the upper deck in 1931has led to the creative activity of a dark line of shadow which serves to pull the oculus off from the deep truss underneath. Figure 5: Original design without pigment 2.7 Aesthetic Decisions The Luis I bridge is a construction of great beauty and much consideration has obviously been given to aesthetics in its design. Despite this, as no point has structural efficiency been forfeited for strictly aesthetic grounds. The structural public presentation of the span will organize the following subdivision of this paper. 3 Structural Behaviour In 1881 the Lusitanian authorities invited the stamp for a new span over the Douro River ; the chief challenge of the strategy was that there could be no intermediate wharfs placed in the river. This was due to high H2O deepnesss of more than 12m, insecure land conditions and a high tidal scope in the river [ 4 ] which would hold made building exceptionally hard. A figure of strategies were proposed and the winning strategy, designed by Th ophile Seyrig, consisted of a tied parabolic arch of shaped Fe building, 172m in span, back uping two truss girder decks ( Fig. 6 ) . Seyrig was familiar with the usage of wrought Fe holding worked closely with Gustave Eiffel in the design of other shaped Fe Bridgess such as the Maria Pia span ( 1877 ) . In this new venture he sought to bring forth a design which would take full advantage of the mechanical belongingss provided by shaped Fe. Figure 6: Elevation The arch is connected to the upper and lower decks, by wharfs and sinews severally, in merely four topographic points ; as a consequence of this the arch is capable to flexing minutes even when the decks are uniformly loaded. Wrought Fe is a stuff which performs good in tenseness and it is apparent the interior decorator expected the stuff in the lower rim of the arch to be in tenseness at all times. A polish of the Maria Pia design was the usage of the lower deck to bind the arch and so cut down horizontal burden of the hapless quality land at the abutments. A farther going from case in point was the usage of divergent parabolic curves to make an arch more slender at the vertex, where it is 7m in deepness, than at the supports ( 17m ) . The alteration was made because of jobs encountered during the building of the Maria Pia span, which has a semilunar arch ; whilst the first subdivisions of the arch were being built out from the abutments it had proved troublesome to supply equal support for them utilizing overseas telegrams and presenting had had to be employed [ 4 ] . In the Luis I bridge the arch is much deeper at the supports hence leting the first subdivisions to be erected more firmly and at less cost, it was a technique which would be used about 40 old ages subsequently during the building of the Sydney Harbour Bridge ( 1923 ) . The long deep gorge through which the Douro flows is characterised by high air currents ; the unfastened truss system used for the Luis I bridge reduces the lading consequence of the air current by restricting the country on which the air current can move. Eiffel frequently used cannular subdivisions where possible in his Bridgess to increase the aerodynamic public presentation of his designs [ 5 ] , but Seyrig chose non to make so in the design of the Luis I bridge, presumptively to do the connexions more straightforward. The connexions are riveted together, in pattern this mean that the articulations have some minute capacity but as the elements will still move preponderantly axially, the connexions in the truss can be modelled as pins without presenting excessively much mistake into the analysis. At the clip of the span s building, there was much argument over the comparative virtues of pinned or riveted connexions in span building [ 6 ] ; whilst the riveted truss was of superior efficiency, pinned trusses could be assembled faster and cheaper utilizing simple tools and techniques. The connexion to the abutments is by manner of a rotational articulation at the utmost terminals of the lower rim of the arch ( Fig. 7 ) . This means that the arch can be considered a two-pin arch and will be analysed consequently. Figure 7: Foundation connexion In 2004 a survey was undertaken to measure the current province of the span [ 1 ] and some samples were removed and tested. It is usual to use measured stuff belongingss, where available, in span appraisal instead than conservative characteristic values ; tensile trials on removed subdivisions of shaped Fe from the span yielded a tensile strength of 397Mpa. Testing to happen compressive strength was non performed so a value of 270MPa will be assumed. 4 Construction Seyrig was a innovator in the hard-on of Fe Bridgess, to the point that he wrote a paper on the topic which was presented at the Institution of Civil Engineers ( ICE ) in 1881 [ 6 ] . In it, Seyrig inside informations his strong belief that the building methods employed in the hard-on of Fe Bridgess has the largest impact on their overall economic system, safety and lastingness. For the Luis I bridge, as with the Maria Pia span, Seyrig chose to use a method of building which least required the usage of immaterial contraptions, viz. hard-on by overhang. In this technique the lasting construction of the span itself is used to back up the building of more distant subdivisions. The paradigm for this method of span building was the Requejo Bridge designed by Jos Ribera ( Fig. 8 ) . Figure 8: Requejo Bridge, Spain In the Luis I bridge the attack spans were foremost constructed on both sides of the river until the upper deck girder protruded about 30m beyond the chief wharfs which mark the start of the arch. The girders were pushed out on a set of four rollers which sat on top of each wharf ( Fig. 9 ) . Figure 9: Peal setup The arch was so built out as a series of premade subdivisions which were tied back with steel-wire ropes to a point on the upper deck girder. The whole arch was constructed utilizing merely two ropes on each side of the arch, so it was necessary to be able to rapidly travel a overseas telegram once it has been superseded by a overseas telegram farther along the arch ; for this intent the overseas telegrams were connected merely to the top rim of the arch utilizing a rounded shoe ( Fig. 10 ) under which the uninterrupted rope was fed. Whilst most of the subdivisions were erected with all of their constituents in topographic point, the last few panels were put up with the top rim and some of the diagonal brace removed in order that they should be every bit light as possible. Once the two halves of the arch had met and the cardinal linking piece inserted, the losing constituents were so added to the lightened subdivisions. Figure 10: Cable to curve connexion The work was performed to such truth that in program the two halves of the arch met precisely, but in lift both sides were about 350mm excessively high. This was done intentionally as it was decided that there was possible for the two halves to be excessively low in which instance it would hold been really hard to raise them. Provision was made for take downing the arches to their right place by the remotion of a certain figure of dramatis personae Fe cuneuss which had been placed beneath the overseas telegram connexions. Once the two halves of the arch had been connected it was of import to slow off the steel overseas telegrams instantly as a bead in temperature could hold caused the overseas telegrams to shorten and bring on emphasiss into the arch. With the arch in topographic point the midget wharfs could so be erected and the upper deck girder placed on top. Precisely the same procedure was used for the building of the Maria Pia span and is shown schematically in Fig. 11. The lower deck would hold been added last, merely by crossing between the wrought Fe sinews, impermanent intermediate overseas telegrams may hold been added to cut down the hogging minutes caused by cantilevering out. Figure 11: Erection by overhanging 5 Loading The Luis I span was built before design standardization had to the full emerged ; accordingly it was likely designed to whatever lading the applied scientist deemed to be sensible. It was besides built at a clip when the Equus caballus drawn passenger car was the prevailing agencies of conveyance ; Karl Benz built the first true car in 1885. For the intents of this study the span will be analysed under its current loading conditions in conformity with BS-5400 [ 7 ] . Partial burden factors, as detailed in Table 1, will be applied to nominal tonss so combined to give the worst possible burden conditions. Table 1: Partial burden factors [ 8 ] Load Type Partial Load Factor ( ? Florida ) Stressing Relieving Dead 1.05 1.0 Super-imposed Dead 1.75 0 Live Traffic 1.5 0 Wind 1.1 0 5.1 Dead Tonss The structural elements of the span are of shaped Fe building with a denseness of? = 7700kg/m2. The entire weight of the span is equal to 29841kN [ 9 ] which is about distributed as shown in Table 2. Table 2: Unfactored dead tonss Arch 76kN/m Upper Deck 31kN/m Lower Deck 23kN/m 5.2 Super-Imposed Dead Loads ( SID ) Super-imposed dead tonss are the non-structural inactive tonss on the span such as route coatings, illuming and street furniture. They have a high burden factor ( 1.75 ) to reflect the strong likeliness of them altering over the life-time of the span ; they may besides be removed wholly should the span be capable to major plants, though were this the instance, traffic tonss would about surely be reduced. Suggested tonss given in Table 3 correspond to a 200mm bed of asphalt route surface. Table 3: Unfactored SID Upper Deck 38kN/m Lower Deck 28kN/m The values are different because the two decks are of different breadth ; the upper deck is 8m broad and the lower deck is 6m. 5.3 Live Traffic Loads The lower deck carries route traffic ; at 6m broad it can be considered to hold two fanciful lanes. Eq. ( 1 ) gives the unrecorded traffic lading per metre per lane ( HA ) : w=151 ( 1/L ) ^0.475 ( 1 ) L is the laden length which in this instance is 172m so the end point unfactored burden over two lanes is 26.2kN/m. A knife border burden ( KEL ) of 120kN should besides be added, placed to bring forth maximal extra emphasis. In this case HB burden has non been considered as the entree routes to the lower deck would be unpassable by really big vehicles and the newer, high-ranking span near by, which is crossed by a double carriageway, would be the more suited path. The upper deck carries light rail traffic, each train has an unfactored weight of 2000kN [ 2 ] and a length of 70m. The trains move really easy on the span such that dynamic effects can be discounted. 5.6 Worst Case Loads For the arch, worst instance flexing minutes occur when the arch is non-uniformly loaded ; this corresponds to to the full factored dead, SID, and unrecorded tonss on one half and unfactored dead loads merely on the other side ( Fig. 12 ) . For the upper deck, two trains go throughing at one-fourth span have been considered. Worst instance shear tonss would be caused by to the full factored dead, SID and unrecorded tonss at all points on the span. Figure 12: Worst instance lading agreement 6 Analysis In this subdivision, the worst instance burdens calculated antecedently will be applied to the construction to determine whether the end point emphasiss are within the tolerances of the stuffs. 6.1 Arch The chief structural constituent of the span is the tied arch. For the intents of this study it will be modelled as a two pin arch, with the lading agreement in Fig. 12 simplified to four point tonss ( Fig. 13 ) . Figure 13: Simplified arch tonss By taking minutes about the point A, the perpendicular reactions are found to be: VA = 21691.2kN and VB = 14644.8kN. 6.1.1 Flexibility Analysis To happen the horizontal push produced by the arch a flexibleness analysis was performed by let go ofing the horizontal reaction at B and using the unit burden method to happen the attendant supplanting at B ( ? B, H ) and the flexibleness coefficient ( a11 ) . Eq. ( 2 ) can so be used to happen the value of horizontal push: _ ( B, H ) +a_11 H=0 ( 2 ) B, H and a11 are found by incorporating the minute in the arch with regard to the discharge length which is rather complex, but the job can be simplified by presuming that the I value of the arch changes around its profile such that I = I0sec ( ? ) , where I0 is the 2nd minute of country at the vertex of the arch [ 10 ] . Ultimately it can be shown that the value of horizontal push is given by Eq. ( 3 ) , where a is the horizontal distance from A to the point at which the force is moving, H is the tallness of the arch, L is the span and W is the magnitude of the force. Multiple forces can be superposed together to acquire a concluding value of push of 21946.9kN. H_1= ( 5W_1 a ) / ( 8hL^3 ) ( L^3+a^3-2La^2 ) ( 3 ) 6.1.2 Line of Thrust The deliberate information for tonss and reactions were used to plot a thrust line for the arch under worst instance lading conditions ( Fig. 14 ) . Figure 14: Thrust line From this secret plan, the minute at any point in the arch can be calculated as the eccentricity of the thrust line multiplied by the horizontal force. The minutes in the arch are shown in Fig. 16 ; maximal drooping minute is 148.8MNm and occurs at 36m from A, maximal hogging minute is 125.9MNm and occurs at 131m from A. For the intents of this study, it will be assumed that flexing forces in the arch are resisted by the top and bottom rims, whilst the diagonal brace resists shear forces ; any axial forces are shared amongst all the members. The force in the rim required to defy the maximal minute detailed in Fig. 15 is equal to the minute divided by the deepness of the truss which yields a force of 14.2MN. Figure 15: Moment in arch This burden consequences in emphasiss of 133.2Mpa in each of the four arch girders ; tenseness in the lower girders and compaction in the upper girders, which is good under the stuff capacity. Axial compaction due to the arch form must besides be considered ; by declaration of the reactant forces in the supports, it can be shown that an axial compaction of 30MN is carried in the arch. Split amongst the entire country of wrought Fe available in the subdivision, this consequences in an extra compressive emphasis of 74.7Mpa. In the tenseness rim this acts as a relieving emphasis which reduces the overall emphasis to 58.5Mpa ( tenseness ) . In the compaction flange the emphasiss sum up to give a entire emphasis of 207.9Mpa, which is nearing but still below the stuff compressive strength of 270Mpa. Metallic members are frequently susceptible to clasping under high compressive tonss. Eq. ( 4 ) was used to happen the burden required for the arch members to clasp. F_e= ( p^2 EI ) / ? L_eff? ^2 ( 4 ) The effectual length was taken to be the span between diagonal brace elements as it was assumed that the cross brace would supply sufficient parturiency to forestall buckling over a longer length. The burden at which clasping would happen was found to be 136MN which corresponds to a emphasis good above the compressive strength of the stuff, so failure would ne'er happen through buckling. f3 values were non considered in the burden computations for the arch as the analysis methods used will ensue in rather high mistake, the excess capacity within the stuff, as shown above, histories for the deficiency of truth in the analysis techniques. 6.1.3 Shear in Arch Equally good as flexing minutes, the tonss on the arch besides induce shear forces which are carried in the diagonal brace members. Worst instance shear theoretically occurs under maximal burden possible which would be 13488kN applied at the four point burden locations on the arch. Moments under this burden scenario were calculated utilizing the thrust line method and so shear forces were found by distinction of the minutes. The consequence, shown in Fig. 16, predicts a maximal shear force of 7242.8kN located at 35m from point A. The shear force is resisted by the diagonal brace elements which act together, one in tenseness and one in compaction. The force in each brace member must be 5121.4kN which corresponds to tensile or compressive emphasiss of 194.7MPa. Figure 16: Maximal shear in arch 6.2 Temperature Effectss Particularly in excess constructions like two pin arches, little strains caused by temperature alterations can bring on important emphasiss into the construction as the constructions tend to be less flexible. As the Luis I bridge is a tied construction there should non be a high temperature difference between its elements, but overall temperature alterations should be considered. In the arch, a rise in temperature would ensue in the arch seeking to spread out ; confined by the wharfs, this would do minute in the arch which would be carried as tenseness in the top rim and compaction in the bottom rim. This would move as a alleviating action from the dead and unrecorded burden so should non do a job. A bead in temperature, on the other manus, would ensue in extra compressive emphasiss in the top rim which is already extremely compressed. The upper deck is exposed to the most direct sunshine, and the solid route surface puts the underside into shadiness so there may be a high temperature gradient which would ensue in emphasiss. The fluctuation in temperature throughout the subdivision in the forenoon period is shown in Fig. 17 where 0 C corresponds to ambient temperature. Figure 17: Temperature difference in upper deck The thermic enlargement coefficient ( a ) for wrought Fe is 12 strain/ C, utilizing e=a? T the strain due to the temperature gradient is shown in Fig. 18. Generation of these values by the Young s modulus of 185GPa gives the emphasiss besides detailed in Fig. 19. Figure 18: Strains ( left ) and emphasiss ( right ) The rollers on top of the chief wharfs, as discussed in subdivision 4, now act as roller bearings which allow the deck girder to lengthen and so relive some of these emphasiss. The emphasiss cut down by the mean emphasis value which in this instance is 6.6MPa ; this now produces the emphasis profile shown in Fig. 19. Figure 19: Extra temperature emphasiss The emphasiss in Fig. 19 correspond to a changeless minute over the length of the upper deck. As the deck is uninterrupted over the wharfs there is no demand to see an extra minute to guarantee the minute at the supports remains equal to zero. 6.3 Wind Effectss Porto lies on the Atlantic seashore of Portugal and so it can be assumed that it is capable to rather high air currents, the span itself besides sits in a gorge which will hold a funnelling consequence on the air current. The arch itself is trussed so as to catch small air current, but the decks, when high sided vehicles base on balls over them, will hold a big jutting country and so may be capable to high air current burden. This is peculiarly true of the lower deck because it is a through truss so the unfastened construction offers no advantage. Suspended as it is by tenseness rods, the lower deck may be extremely susceptible to weave induced effects. Assuming a average hourly air current velocity of 34m/s, akin to the velocities found on the Atlantic seashore of the UK, the maximal air current blast ( vC ) on the span can be found from Eq. ( 5 ) to be 52m/s, where K1 and S2 are factors harmonizing to BS-5400 and S1 is a funnelling factor taken to be 1.1. v_C=vK_1 S_1 S_2 ( 5 ) Horizontal air current burden can now be found utilizing Eq. ( 6 ) , A1 is taken as the jutting country presuming high-sided trucks are traversing the span. When the deck is to the full loaded the truss is obscured so the retarding force coefficient can merely be calculated utilizing the b/d ratio. The consequence is a sidelong force of 1.6MN which must be resisted by the deck. P_t=0.613? v_C? ^2 A_1 C_D ( 6 ) Without cognizing the under-structure of the lower deck it is hard to measure how this burden is carried, but it is assumed that a cross braced truss tallies underneath the deck and prevents the deck from flexing laterally. The air current can besides ensue in dynamic effects such as galloping and waver ; these effects tend to most affect suspension Bridgess because of their built-in flexibleness. The lower deck of the Luis I bridge, which is suspended by sinews, would be the most likely to endure from these effects but some facets of its design provide stiffness against them. The sinews are able to transport compaction every bit good as tenseness, and are cross braced to supply torsional stiffness ; coupled with the truss moving longitudinally this gives the span stiffness in all of the planes in which the effects of aerodynamic instability might move. There are besides huge sums of riveted connexions within the span to supply muffling against quivers. 7 Fatigue The Luis I bridge is over 100 old ages old and has hence been capable to a high sum of lading rhythms, it seems prudent hence to give some consideration to its fatigue public presentation. The span is located near to the sea and so is considered to be in a marine environment ; wrought Fe is regarded as holding a lower opposition to corrosion than other common building stuffs of the clip like dramatis personae Fe [ 11 ] , corrosion is worst around possible wet traps like connexions where hapless care can take to interfacial corrosion ( Fig. 20 ) . The riveted connexions are besides prone to tire failure because clefts can organize during fiction and the pluging action can ensue in local work indurating around the studs. Figure 20: Interfacial corrosion In a survey performed by Fernandes et Al, samples of stuff, including a riveted connexion, were removed from the span and analysed to happen their mechanical belongingss [ 2 ] , besides performed were ace growing surveies, notch stamina proving and an analysis of metallurgical content. This information was used to happen the figure of lading rhythms the assorted constituents of the span would be able to defy. By presuming that merely trucks cause fatigue burden and that one truck represents one rhythm of lading it was calculated that the span had exhausted merely 10 % of its fatigue life and that staying fatigue life was greater than 100 old ages. The survey besides considered the usage of the upper deck for light rail and concluded that one train was the equivalent of four burden rhythms and that residuary life was less than 10 old ages. Consequently the span was retrofitted and reinforced before the new tube line was allowed to go through over it.

English Films Essay

It was an unpromising period for the British film industry, the World War II (WWI). With its outburst on the third of September 1939, â€Å"all cinemas in Britain, along with other such venues as theatres and sports arenas, were closed† 5. However, when the cinemas reopened and the films started to reproduce, some of the notable works were that of McAllister and Jennings. McAllister was viewed to have â€Å"symbolic† approach while Jennings was â€Å"articulating a robust Socialist patriotism, a full-blooded love of England and the English centred on an unashamed admiration for the qualities of the common man,† 6 a very suitable theme during those periods. During the phase approaching 1960s however, English films portraying the â€Å"English working life† 7 in a realistic approach started some production and popularity. Currently, what suits the public and what satisfies them are films related to society, politics and culture: the three common aspects of humanity where anyone can almost relate with. One satirical and famous English celebrity for this is Mike Leigh. What does the aforementioned themes in the film production suggest? This means that a film must coincide with events and societal demands as well as the requirements of regulatory bodies behind it. At present in Great Britain, English films must be approved by the British Board of Film Classification (BBFC) which is an independent, non-governmental body responsible for classification of cinema films beginning 1912 and the regulation of videos since the Video Recordings Act passage in 1984 8. Some of the rules administered by the Board is to ensure that violence, crime, foul nature, criminal behaviour, illegal drugs, horror and sex, as well as videos teaching criminal techniques in the films are closely examined and must not be shown to inappropriate audiences, especially to the children as mandated by various legislations the likes of Obscene Publications Act or the Protection of Children Act 9. In the past three years, 2005 until last year, the Board has made seven, ten and five cuts, respectively, on all the movies that passed through the inspection. 10 Aside from the previously mentioned set of rules and regulations for the films, another thing that must be well thought-out before producing films are the subjects that the national government is promoting and supporting, or, in another case, what that government is banning. This is obvious as what the government wants (or does not want) to be shown in public, thus they subsidize and/or reduce taxes for some films while others are not shown at all. In fact, government tactics in film propaganda was already rampant since the WWII to support what they want to convey such as the production in 1941 of â€Å"The Big Blockade, a feature-length propaganda film dramatizing the activities of the Ministry of Economic Warfare (MEW),† 11 a peculiar film, mixing stylized reconstructions of life in Europe, newsreel, and a barrage of information on the vital importance of MEW, At present the British government has the UK Film Council to support the production of films the government encourages. There are eight kinds of funds available for the program such as development fund, new cinema, festival, international festival sales and support, premiere, prints and advertising, short film completion and film publication fund. 12 In a way to promote the national lottery together with the films it funds, the UK Film council was created and it is funded from national lottery funds. It is currently the richest funding film body with approximately 38 million sterling pounds in budget. 13

Hewlett Packard (HP) - Introduction to Business Organization Coursework

Hewlett Packard (HP) - Introduction to Business Organization - Coursework Example It deals in manufacture and supply of laptops, printers, PC’s and variety of range of computers. HP operates a large network for the manufacture and supply of technological products; it operates in 170 countries of the world fulfilling the technological needs of millions. (HEWLETT PACKARD. 2012) HP was founded in 1939 by two of the classmates of Stanford University- Bill Hewlett and Dave Packard. It’s first ever product was an electronic test instrument and one of its early customers who boosted their sales initially was Walt Disney. (HEWLETT PACKARD. 2012) HP operates in 170 countries of the world which makes it operative in America, Asia Pacific, Europe, Middle East and Africa (EMEA). Its head office is located in Palo Alto, California –USA. Further it has installed HP Solution Centers in over 80 locations all around the world which provide technical support regarding the products to million of customers. (HEWLETT PACKARD. 2012) HP operates as a public listed c orporation and is listed on New York Stock Exchange. Financially, HP is a very sound company with an annual turnover of $127,245 million, generating a profit of $7,074 million. HP has a diversified portfolio of products and operates many different segments. Region wise it mostly generates its sales- 45% of it from America (which includes US, Canada and Latin America) the rest is generated from EMEA and Asia Pacific. Its most revenue generating segment is that of personal computers products and services which generates around 60% of the revenue. Other segments which are operated are imaging and printing group, enterprise server, storage and networking, HP software and HP financial services. The company is currently headed by Meg Whitman, the CEO and President of HP who was appointed on the posts recently in late 2011. (HEWLETT PACKARD. 2012) Organizational Structure: An organization’s structure plays a great role in executing its strategies. HP’s organizational structur e has grasped international attention from past decade. In 2000 Carly Fiorina was appointed as the Chief Executive Officer at HP, at that point Fiorina changed the organizational structure of HP which had been there for last 64 years. She dismantled the decentralized structure of HP and introduced a more modern concept of structuring the organization in which HP was to operate with a front-back approach in which back-end unit was to deal with manufacturing while the front-end dealt with sales, marketing and customers. That was the first time a large company with numerous production lines adopted this structure which requires high level of coordination. (PEARCE & ROBINSON. 2000) However this structural strategy was a fail and in 2005Mark Hurd was appointed as the CEO and he changed the structure back to it what it was before Fiorina, that is, a decentralized structure with independently run smaller units with a narrow product focus. The current organizational structure at HP allows f or greater accountability, high sense of responsibility, aids in cost reduction and accountability of spending and better control on production to sale activities. The decentralized structure at HP is basically made up of seven divisions/segments which are either organized on the basis of products or functions. Such a structure enables HP to have greater insight about the environment in which it operates as a technological business is highly dynamic, the divisions and units have to be adaptable and agile to the changes which is done by resting the power to plan day-to-day activities to the segments. However major strategic decisions are held with the higher level. Such a structure also supports a giant like HP which serves a market of trillions all around the world to execute more effectively. HP has

Financial markets Essay Example | Topics and Well Written Essays - 750 words

Financial markets - Essay Example Financial markets form one of the financial systems that perform an important economic function by providing a channel of funds from the savers to the spenders or the borrowers that contribute to the economic efficiency. Savers use less money than the incomes while the borrowers wish to sped use more money than their income, which ensures that borrower who want to investor is able to undertake out an investment despite less income by selling bonds to the savers (Mishkin, 2012). The financial market is closely regulated promoting safety in the fund channeling from the savers to the borrowers encouraging a large number of institutions to the markets because they feel secure increasing efficiency in the financial markets. Consequently, increased security in the financial markets translates to the overall economic efficiency. Additionally, financial markets improve consumers’ well-being because it allows them to schedule and time purchases better, which contribute towards the overall economy efficiency in a country and from a global perspective. i. Capital markets trade long term securities in which the institutions as well as the individuals trade financial securities (Bacha & Mirakhor, 2013). The capital markets ensure that financial resources are equally distributed across Qatar. They include A number of securities are traded in the Qatar’s financial markets including Sukuk or Islamic bonds, shares/common stock, commodities, derivatives, and currencies. Islamic bonds are bonds that are not meant to for conventional interests, but help in the development of innovative assets that comply with Islamic law. Oil and gas are the main commodities in the Qatar’s commodity market. b) Diversified and broad platform of investment: Financial markets such as stock exchange offer a wider investment opportunity that lead to the economic development in Qatar. Various companies offer diversified types of securities; hence,

Gilgamesh Essay Example | Topics and Well Written Essays - 750 words

Gilgamesh - Essay Example â€Å"The mind’s sensitivity to the meaning of life is impaired by fixed notions or perspectives on what it means to be human. There is an infinite continuity of meaning that can be comprehended only by seeing again, for ourselves. We read stories – and reading is a kind of re-telling – not to learn what is known but to know what cannot be known, for it is ongoing and we are in the middle of it† (Brown, 1996). In other words, by learning about the experiences of others, we are able to determine how to behave in order to achieve similar or different results. These stories can thus act as either example or warning, or sometimes both. The epic story of Gilgamesh is a good example of this type of literature. Gilgamesh provides both warning and example as he epitomizes the ideals of his society yet has not achieved enlightenment until after he undergoes a transformation of the spirit. At the beginning of the story, Gilgamesh is introduced as the strongest and best of all God-kings who ever lived. As a being two-thirds God and only one-third human, he has everything desirable in a being – looks, wealth, great deeds, strength and courage. He seems to have every right to be proud and he behaves accordingly. However, the things that prove his greatness, his wonderful temples and other works, are accomplished as a result of his cruelty to the people of his domain, forcing them to continue working on his building projects instead of building up their own comforts or helping others. He even goes so far as to rape women regardless of age, marital affiliation, social class or presence of others: â€Å"Gilgamesh does not leave a girl to her mother / The daughter of the warrior, the bride of the young man† (Tablet 1). After hearing a number of complaints, the goddess Aruru creates Gilgameshes opposite in the form of Enkidu. Where Gilgamesh is civilized, Enkidu is wild; where Gilgamesh is cruel and selfish, Enkidu is caring and giving. Although the two of

Mobile Telecommunications Assignment Example | Topics and Well Written Essays - 2500 words

Mobile Telecommunications - Assignment Example As of March 1999, the Group had subsidiary mobile network operating companies in six countries - the UK, the Netherlands, Greece, Malta, Australia and New Zealand. Between 1999 and 2003, the Group furthered its transaction activities thereby transforming the company into the world's leading international mobile telecommunications company (Vodafone Annual Report, 2006). Vodafone Group provides a wide range of voice and data mobile telecommunications services, including text messages (SMS), picture messages (MMS), and other data services. The Group is continually expanding its product line and enhancing its service offerings, particularly through third generation (3G) mobile technology. In the wake of fierce competition and narrowing margins, Vodafone is continuously innovating to keep pace with the changing environment. Besides competition, the list of drivers changing the environment also comprises challenging regulatory environment, and continuous development in technology which means there is far more choice for customers. Historically, growth in Vodafone's portfolio has come from developed markets, particularly Europe. Due to high penetration rates (100%) in such markets, Vodafone is now concentrating on emerging markets which poses greater potential for growth due to low penetration rates (average 30%). 2. Strategic Analysis Vodafone has a strategy of expanding business through acquisitions, partnerships and joint ventures in the telecommunication industry. The Group cleanses its portfolio by disposing off underperforming assets that have an impact on its resources. Vodafone has invested only in those geographical regions where it has seen chances of superior returns for its shareholders. Key developments in the history of the Group are as follows: Timeline of Vodafone Group 1999 - Vodafone merged with Air Touch Communications which changed its name to Vodafone Air Touch. The Group had mobile operating subsidiaries in 10 countries and equity interests in an additional 12 countries. 2000 - Vodafone set its footprint in Germany and Italy through acquiring Mannesmann AG. Vodafone also increased its indirect holding in SFR, a French mobile telecommunications operator. Moreover, the Group's US mobile operations combined with Bell Atlantic and GTE Corporation to form Verizon Wireless. 2001 - Vodafone acquired Eircell Limited, a mobile operator in Ireland and set its footprint there. Moreover, the Group acquired 66.7% stake in a fixed line operator in Japan, Japan Telecom Co. Ltd. Since March 2003, Vodafone has undertaken multiple subsidiary acquisitions in Egypt, Greece, Hungary, Japan, Malta, Portugal, Sweden, Netherlands, and UK. Vodafone has had joint ventures in India, Fiji, Kenya, Poland and South Africa. Vodafone Group faces a high degree of competition in each of its geographic markets. It is subject to both indirect competition, from providers of other telecommunications services in the domestic markets and, direct competition from existing mobile telecommunications network operators. Many of Vodafone's key markets are highly penetrated due to a large number of customers having more than one subscriber identity module (SIM), the basis of customer identity for a mobile telecommun

To what extent have the Millennium Development Goals been a success Essay

To what extent have the Millennium Development Goals been a success - Essay Example Goal 1: Extreme poverty and hunger should be eradicated. The goal will be achieved by reducing the number of people earning less than $1 per day to one half by 2015. It also emphasizes on reduction of the number of people suffering from poverty to one half by the same date. Goal 2: Every child on earth, male or female, should be able to primary education by 2015. Goal 3: To eradicate gender disparity, it will be ensured that men and women have equal access to education facilities at all levels. Goal 4: Mortality rate of children under five should be reduced by two third of the present value. Goal 5: Proper medical care should be provided to women to ensure three quarters reduction in maternal mortality rate by 2015. Reproductive health care should be made universally available. Goal 6: Spread of Malaria and HIV/AIDS should be reversed by 2015. Goal 7: Programs should be initiated for sustainable development without the adverse effects on environment. Safe drinking water should be mad e available to more people with the water deficient population reduced to one half by 2015. Goal 8: A partnership should be developed between rich and poor countries to achieve the MDGs. It defines the mechanism of how the poorer countries will be able to achieve these goals with the financial and technical support of developed countries. The content of these goals is derived from the United Nations Development Conferences held after the inception of United Nations Development Program in 1965. Millennium Development Goals – Successes and Short Comings: The overall progress towards the MDGs is very different in different countries and regions around the globe. Most of the developing countries have limited their focus towards the first goal with a very limited or no focus towards environmental and health aspirations of MDGs. It is observed by different analysts that so far the targets set by MDGs are not met on an international scale. However, success of individual countries or regions can be observed which shall be discussed in the following lines with reference to each of the eight goals. 1. The first goal has been the primary focus of most of the governments in developing countries for reasons both political and financial. China and Vietnam for example have reduced their population earning less than $1 per day from more than 35% to less than 14% of the total population. Considerable progress on the goal has been made in South Asian countries particularly India where ration of population living below poverty line has been reduced from 37.5% to 26.1%. Very little progress was however observed in the countries of Latin America and Middle East. For most of the European countries goal 1 was not a challenge as the average income of their population was well above $1 per day. 2. As in the case of first goal discussed above, the progress towards the ‘education for all’ target of UN was different for different countries. UN task forces note that un der developed countries such as Bolivia and Cameron have allocated greater proportions of annual budget to the development in health and education sector. For the most European and Central Asian countries, it is anticipated that they will be able to achieve the targets set in goal 2 by 2015. However, serious setbacks have been faced in many of the African countries such as Mozambique and Tanzania where primary school enrollment has decreased over the past few years. 3. Since the announcement of Millennium Declaration, women

Commercial Law Coursework (question is given on order instruction)

Commercial Law (question is given on order instruction) - Coursework Example f title clause which is the most fundamental one whereby the seller reserves tile to the goods that are delivered to the possession of the buyer as held in Romalpa case. This case combined both retention of title clause as well as bailment relationship between parties. In Clough Mills Ltd v Martin 2 ,there is no problem in this type of clause unless it seeks to retain equitable or beneficial ownership. In Re Bond Worth 3 , the court held that the title had already passed to buyer since it was not possible to retain equitable title although the buyer later granted back to the seller equitable charges which however was held void for want of registration. It shows that simple RoT clause is not suitable where goods sold are to be resold or manufactured into new ones. (2) The second category of clause is â€Å"all moneys clause† as an alternative to serve the purpose of retention of title until all debts of the buyer are paid to the seller rather than until payment of the purchase price as was affirmed in Armour v Thyssen 4 (3) Third category is â€Å"products clause† that aims at retaining or rather vesting title in the products made out of the goods originally supplied. But difficulty with this clause is that it serves to create as security for the goods originally purchased but becomes ineffective in the absence of registration. (4) Fourth category is â€Å"proceeds â€Å"or â€Å"tracing clause† that aims at acquiring proprietary interest in the proceeds of further sales of the buyer. This is again an ineffective clause as held in Romlpa case. Since the proceeds clause purports to create a fiduciary relationship between the parties, it requires to be registered and therefore courts have held them as registrable and as void for not having been registered. However, Romalpa case became a milestone on the law of retention of title as it held a conditional sale agreement valid even in the conditions of sold goods having been consumed or resold and the further appeal also upheld

Brand Audit Report Essay Example | Topics and Well Written Essays - 3500 words

Brand Audit Report - Essay Example The origins of BMW trace back to 1913 when a Bavarian named Karl Rapp started an aircraft-engine shop in Munich called Rapp Motoren Werke. The company focused in airplane engines though Rapp reported that at the beginning stages it was quite difficult and they suffered from extreme vibration. In 1917 Rapp resigned from the industry and it was then guided by an Austrian engineer Franz-Josef Popp, who altered its name to Bayerische Motoren Werke. That same year, the chief engineer Max Friz also planned the industry’s first aircraft engine, the six-cylinder Type III, which was formed due to the strong demand for the engines of BMW. When the1919 agreement of Versailles had forbidden any German companies from making aircraft engines, BMW then switched to creating air brakes for the railway cars. In 1923 Friz developed the industry’s first motorcycle, the R32, a model that held globally as speedy proceedings for all motorcycles throughout the 1930’s. In 1928 the indust ry entered into the automobile field by obtaining Fahrzeugwerke Eisenach, a creator of small time based cars in Eisenach, Germany. â€Å"In the 1930s BMW began producing a line of larger touring cars and sports cars, introducing its highly successful model-the 328 sports car-in 1936† (Military Motorcycles, Part 2: WWII and BMW, 2012). In 1945, the Allied forces dismantled industries major factories. Moreover, BMW had finished making garden and kitchen tools and also it had introduced a novel, low-priced motorcycle to the German market in 1948. The industries returned to the automobile manufacturing in the 1950s and it resulted in low sales. In the 1960s the industry twisted its fortunes by concentrating only on the compact touring cars and sports sedans, and then it began to fight with Mercedes-Benz for the markets in the United States and Europe. â€Å"BMW's U.S. sales peaked in 1986 but then dropped steeply, partly due to competition from two new luxury cars-Lexus, made by Toyota Motor Corporation, and Infiniti, made by Nissan Motor Co., Ltd. The 1989 collapse of the Berlin Wall led to a boom in car sales in Europe, and in 1992 BMW outsold Mercedes-Benz in Europe for the first time† (BMW Car Logo History, 2009, par.5). Another company that poses a major threat to BMW through its stiff competitiveness is Billabong. BMW also faces challenges from various independent firms presenting their own performance model type cars as opposed to the models of BMW. A number of performance enhancement tools and features may be added to these cars that are basically based on those manufactured by BMW. The independent firms indentified to be involved with manufacturing performance enhanced cars include Alpina, Dinan Cars, Hamann Motorsport, Hartge and AC Schnitzer. In 1990 BMW created a business with the British aerospace firm Rolls-Royce PLC to create aircraft engines for its business jets. In the year 1992 BMW broke the ground by planting the automobile factor y in Spartanburg, South Carolina, though its initial automobile planting was done in US. In 1994 BMW obtained 80% of the shares in Rover Group, a British producer of luxury cars, small cars and Land Rover sport utility vehicles from the British Aerospace PLC. Brand attributes: Brand attributes are a group of characteristics that recognize the character, physical traits of brands, like the attributes that permit us to consistently recognize persons. At BMW, the brand attributes

The Age Gap Between Baby Boomers and Today's Youth Essay

The Age Gap Between Baby Boomers and Today's Youth - Essay Example Every generation has its own cultural values, their views which are tuned to the period they belong to. Both of these generations have to face many difficulties and undergo a lot of problems. Our topic of study is the age gap between baby boomers and the millennial generation. Each generation has its own attributes. There is a wide age gap or generation gap and so the conflicts are likely to occur between these two generations. The likings, tastes, values and attitude towards life, everything differ from the youth. Both generations, for our overall progress, can adopt things from each other. Our research is based on the two of generations, the baby boomers and the millennial generation or generation Y. The study will focus on how a good rapport can be maintained between baby boomers and millennial generation which is very important for building a society with a fine amalgamation of old values and modern values. Introduction Before starting our discussion on the topic let’s discuss about the concept â€Å"Generation Gap.† As Gerhard Falk and Ursula Falk mentioned in their book â€Å"Youth Culture and Generation Gap,† â€Å"The change in values from one generation to the next is called â€Å"The Generation Gap.† (Pg. 23, 2005) They further say â€Å"this not only involves education, occupation, and preferences for lines of action, but also family size, status Vietnam of women.†... To find out the problems arise due to the age gap. Try to find out the solutions which can be useful for individual growth and the growth of the nation. Hypotheses: The baby boomers are more strict and rigid and they are reluctant to adopt new things easily. The condition of baby boomers and young generation differ from country to country. Baby boomers are more stabilized, secured whereas the young generation is more depressed and living in a very uncertain era. The baby boomers used to be closed minded whereas the young generation is very open minded. Young generation is more technosavy than the baby boomers. Generation gap hampers the work culture. Literature Review The consequences of age gap between baby boomers and young generation differ from country to country. It depends upon the then state of affairs of the country in which the baby boomers were born. For example, the baby boomers in America in their young age were living a prosperous life. It was because the after World War II America was the country which had to bear a minimum loss unlike the European nations. But still the baby boomers of European countries and America were in much better condition. â€Å"In Europe and North America, boomers are widely associated with privilege, as many grew up in a time of affluence. As a group, they were the healthiest and wealthiest generation and amongst the first to grow up genuinely expecting the world to improve with time.† (2009). Consequently, it became the most powerful and affluent country in the world and thus started ruling over the world. This was the period when the baby boomers were living a very affluent life. On the contrary the situation in third world countries was totally different. For example in India the baby boomers

Developing Managers in Business Essay Example for Free

Developing Managers in Business Essay Success in the knowledge economy comes to those who know themselves, their strengths, their values, and how they best perform (Peter Drucker) The main aim of this report is to focus on a particular management development programme and by identifying how it works to determine whether it has been effective in developing the manager for its business. The report looks at how certain management development programmes have been used to become shift/duty manager for a particular organisation. It identifies a range of formal and informal approaches that have been used to ensure effective outcomes. It also includes examining the main external and internal factors that have influenced management development. Furthermore the report identifies any shortcomings and changes that are required to improve the process of developmental management. The main method used to conduct this report was obtaining first hand information from a shift/duty manager at a local food industry; however, relevant literature resources have also been used to support views, evaluations and recommendations made. Rosemary Stewart who has been noted for studies of organisations and managers in action. Based on: Managers and their Jobs, (1967/1987) identified four approaches to defining the term management. Theses are as follows: 1. Theoretical approach: this is based on the development of theories of management, using approaches focused on political, economical, sociological, psychological or anthropological theory and philosophy. 2. Descriptive approach: has been given a very simple definition, the job that managers and supervisors do. 3. Comparative approach: based on the hierarchical organisation and structure within an organisation, also focused on comparison and evaluation methods: 4. Action-based approach: this focuses more on the way that those defined as managers spend their time: management as the activities carried out by managers What is management development? According to Lessem, R (1990) developmental management is humanistic in essence in other words the developmental manager values the whole team and values them for their inter-dependence. In order to fully understand the concept of management development it is essential to know of its historical roots. In the workplace individuals and managers unaware of certain behaviour patterns will unintentionally damage their personal effectiveness. When a manager understands the unique differences between individuals then they are in a more powerful position. They are better able to manage, understand, and lead people towards higher level of productivity, lower frustration, higher morale, and better retention rates. The type of management development programme focused on in this report is basic management training from shift/duty managers. The course itself was split into residential and in-store training with a mentor. The total residential training lasted for eight days at a national training centre and head office. The time limit given to complete the modules specified for this particular programme was twelve weeks, in-store with a mentor. However, twelve weeks being a rough guide as some required more time and candidates regularly completed the modules outside this limit. The course was tailored not only for people with experience but also for example graduates who would have had little or no experience in managing a shift. However, as this particular programme was centred towards the duty manager level its main focus was around people management, whereby it would deal with; staff motivation levels, training, receiving and giving feed back, appraisals etc, rather than actual business management i.e. managing a profit and loss account. There were seventeen modules that needed to be completed, below is a table explaining briefly what these modules were: Modules: Programme: 1-3 Orientation and Getting Started. (was completed during residential) 4-5 Cleanliness, Sanitation and Food Safety. Begins by basic training as would be for all members of staff within the organisation, then becomes more involved in how to effectively manage a team to ensure food safety and cleanliness standards are high as they are constantly observed and monitored. 6-7 Safety, Security and Crisis Management. How to ensure the safety of staff and customers on shift, including health and safety. Basically teaches the manager how to deal with anything from a power cut to an armed robbery. 8-9 Product Excellence. Begins quite basic as to how to identify an out of date product, then becomes more in depth regarding basic stock control, ordering procedures etc. 10-12 Basic Human Resource and Labour Management. Dealt with how to effectively manage a team, including exercises on legal responsibilities of a manager with regards to discrimination, grievance procedures and disciplinary action as well as staff training issues, coaching, how to motivate a team and managing cost of labour on a shift-to-shift basis. 13 Service Recovery. How to prevent, anticipate and deal with customer complaints and how to effectively observe and analyse team member performance to reduce the risk of a complaint. 14 Opening the Restaurant. 15 Shift Change. 16 Closing the Restaurant. The above three points (14-16) are self explanatory. Trainee managers were expected to work through these whilst observing the mentor complete the tasks in order to see how the aspect of previous modules were put into practice for example; stock control, security, cost of labour etc. 17 Floor Management. Dealing with problems prior to them becoming formal complaints or even accidents. This included the figure of eight walk, prioritising new unexpected tasks and team member recognition. The modules were very general, however, before putting theory into practice observation played a vital role, whereby trainees were to observe their mentors completing certain tasks in order to learn how to tailor tasks to suit the environment. Upon completing the training there was a test followed by an interview with the Area Manager in which the test results were discussed and the standards of completed modules were assessed. The informal approaches used whilst completing the management development programme was the mentor advising best practices for within the restaurant. The formal approaches used were the completion of modules and work books as well as observations where both candidates were observing the mentor and the mentor observing the candidate. The programme in itself prepared the trainees for a position as duty manager. The programme was learner centred and in some cases lack of motivation or resources meant that it lasted longer than the original given deadline of twelve weeks. There were both external and internal factors that influenced the development of duty/shift managers working. The main external factors were that being a food preparation industry, there were many laws and government regulations pertaining to food, safety and obviously regulations for health and safety and employment laws that needed to be learned and put into practice. The main internal factors that influenced management development were the standards set by the company which every manager and team member were expected to have extensive knowledge of. This covered every aspect of the business from the way tables were set to uniform standards to dealing with complaints in a professional manner, which involved more in depth training for management trainees. Although the training provided to trainee managers was quite extensive, practical experience gained via mentors seemed more knowledgeable, as stated quite clearly in the quote below from a previous trainee manager: I feel that I learned a lot from the course, the modules and the work books as it introduced me to a lot of legal aspects of the food industry which I would not have learned otherwise, but I found that I learned more from the time spent with my mentor about how to be a manager that team members respected. As recognised by A.Mumford (1993) there are five stages in the evolution of thought about what managers do; these are [1] The generalisation stage [2] The scientific stage [3] The management by objective stage [4] The contingency/ realistic stage [5] The competency stage .. Many organizations are turning to behaviour assessments and personality trait testing for both hourly workers and managers. Back in the late 90s, only 5 percent of 500 companies used some type of assessment. Today, that figure is climbing to 65 percent. A year 2000 study by American Management Association showed nearly half of 1,085 employers polled use at least one assessment in their interviewing process. Assessments can help: * Individuals identify their strengths, know which jobs they are best suited for, and design a development plan to overcome shortcomings. * HR managers predict a job applicants success before they are hired. * Business owners understand the temperament and work style of individual employees and managers. * Supervisors can give performance feedback to people in a style they understand and accept for improving performance and accelerating professional development. * People enhance communication, understanding, and improve personal relationships. * Sales managers select, hire, develop, and motivate super sales people. For example a company would use the assessment process to improving their hiring and recruitment process. If for instance, previously they made decisions based on the candidates resume and then hired the person based on their gut reaction. Once hired, many of these new people created friction, had bad work ethics, and their attitudes had a negative impact on their co-workers. Conclusion: Developing people is less expensive than firing them. By understanding behaviour differences an organization can align an employees motivations with the companys mission. Assessments also help individuals reduce conflict and get along better. Furthermore, co-workers appreciate each persons unique strengths and abilities. With this knowledge organizations and managers can maximize the abilities of their workforce in ways to help make all employees star performers. References: Lessem, R. (1990) Developmental Management: principles of holistic business Oxford, Basil Blackwell Managers and their Jobs (Penguin, 1977, new edition 1988); The Reality of Organisation (Penguin, 1972, new edition 1986); The Diversity of Management 1994.

Women Homelessness And Domestic Violence Social Work Essay

Women Homelessness And Domestic Violence Social Work Essay The first part of the review outlines key research findings on the statistics of domestic violence, explanatory theories, factors associated with vulnerability, women are more likely to experience domestic violence, with repeat victimisation and more likely to end up homeless, with profound pyhsical, social and psychological effects in their lives. Most women with the experience of domestic violence, return to their abusers and repeat the circle of homelessness. The second part of the project presents evidence from the government, local authorities, a range of initiatives and partnerships are working together to tackle domestic violence, through established strategies and policies, to develop interventions to tackle the underlining problems of homelessness, by providing a safe route to re-housing and working in partnership to increase safe accommodations for women, escaping from domestic violence (Caramel, 2002 -no such source). Evidence on criminal justice responses in particular, a nd their effects on victims. The project was developed by identifying recent relevant research through online searches of the Applied Social Sciences Index and Abstracts and other abstracts databases and other relevant text books from various libraries, also by following up key references texts. Particular research has been paid to available UK research pacifically (?) within homelessness, but much published literature on domestic violence is North America in origin. Homeless women who are victims of domestic violence In England, women make up 30% of clients of homelessness services. Research conducted by Crisis showed that over 20% of women became homeless to escape from the domestic violence. (Crisis, 2009). Domestic violence has the highest rate of repeat victimisation of any crime; over 40% are reported as a victim of domestic violence. (Caramel, 2002). no such source In 2002 to 2003 129,000 applicants were accepted as homeless and in priority need, and increased by 10% in the previous year. This is old data Data carried out by the British Crime Surrey, indicate that 57% of those who have been a victim of domestic violence, are then a victim of domestic violence again. (Crisis, 2009)Not on the web-site. Walby and Allen, 2009 state that three-quarters of women (all women?) have been the victims of domestic violence. The worst possible cases of domestic violence, rage from all types of violence, one in five women have been the victims of domestic violence, the levels of domestic violence are extremely high, a third of female victims were subject to more than three incidents of domestic violence , which is subject to the worst incident experienced by women. Are we talking about all women or homeless women? Males Hague (1997) identify why women are more likely to experience domestic violence due to unequal power relationships between men and women, when relationships become violent, a women will leave her home because of the violence. All the time? Also by the homelessness legislation, which has been changed? ?(Males Hague (1997. p.397). The Home Office illustrate that all information gathered from the surrey regarding domestic violence carried out by the British Crime Surrey, indicate other inter-personal violence experienced by victims, for example these include sexual assaults, repeated victimisation, and the possibilities of seeking out-side help such as help from the police and other agencies. The overall results from the surrey provides useful information for policy makers, practitioners and criminal justice system, professionals in the challenge to reduce these forms of violence connected with domestic violence. (Walby and Allen. 2004). The policy development to address domestic violence is based on three elements; these include preventing violence from happening in the first place, protection and justice, making sure that the justice system provides adequate protection for victims and brings offenders to justice, and most importantly available support, providing adequate housing support to victims to build th eir lives. (Walby and Allen, 2004). You needed to relate all the materials to homelessness, Where is the logic here? Netto et al.2009) supplement their own data obtained throughout their own studies relating to the Sanctuary model. This refers to sanctuary schemes which support women facing homelessness due to domestic violence to remain in their current residence in order to be protected against attack from outside the home. The study will compare and contrast ( why are you reporting a study that has not yet been conducted?) different women that have used the sanctuary services, for the purpose to draw some qualitative data from the study, which allow us to get some data on the victims of domestic violence. However the data related to women from different ethnic groups and the scale of domestic violence was increasingly high. (was it conducted or not?) Local authorities fulfil their obligation to homeless women Local authorities fulfil their obligations to homeless women by statutory and operational level to provide the right service. Many local authorities and multi-agencies are working in partnership to support victims of domestic violence becoming homeless, but there is still more practice needed between multi-agencies (?) and the need for more trained staff. Local authorities have been particularly responsive to these initiatives (Hague 1999). Multi-agency initiatives have advantages in representing a valuable area for debate about the social meaning of domestic violence and the development of services. The ideology for setting up multi-agency initiatives on domestic violence was influenced by the increasing international scope of the movement of domestic violence, such as the United Nations. (? UN is an international organisation not a movement)However the multi-agency coordination was recommended by a number of people, including civil libertarians (?) and feminist activists, majority of initiatives were set up by groups of agencies, such as Womens Aid groups and many other organisations. The positive elements of multi-agencies initiatives lies lie in the commitment in working in partnership between agencies, and can lead to an emphasis on empowerment and support. Multi-agency initiatives could be of a major importance in the future in relation to strategies and policies of building awareness about domestic violence and its consequences in increasing womens safety and in developing and coordinating effective and wide reaching services in decision-making and making priorities. (Radford el al, 2002 p.129). How is this para related to multi-agency work? Essentially local authority departments were required to satisfy themselves that people who applied for housing were effectively homeless, had a priority need and were not intentionally homeless. Only people who satisfied the relevant criteria were entitled to accommodation. Although no housing minister has said he wants to limit womens ability to escape domestic violence, ideological factors significantly influence how governments and local authorities define and respond to the problems of homelessness. Legislative definitions of homelessness are problematic as they define the governments responsibility in a legal sense. However, Loveland (1994) argues, such discretion-laden criteria would encourage many councils to minimise, if not evade their obligations. (Loveland, 1994, p.369) Even though Local authorities obtain a statutory responsibility for tackling homelessness, despite all the criticisms they face in regards to the services they offer for homeless people. Nevertheless, many local authorities are using techniques to avoid their responsibilities mainly on the grounds that, a women maybe pressurized into accepting such help without being property informed of their legal rights ( Netto et al, 2009). This argument can relate to the fact that, having left their accommodation due to legitimate fear of domestic violence, a women with children or pregnant is legally entitled to be re-housed by the local authority. The governments risk assessment states, a women who is encouraged to stay in her current home, rather being replaced with another alterative accommodation can be in danger of continuous violence. Further research conducted by Crisis found that the majority of homeless women were turned away by local authoritys front-line staff from making a homelessn ess application. Most women, who had negative experience, never approached their local authorities again for help again. (Crisis, 2009).not there There are particular Housing Associations and local councils that provide support and resources for homeless women, they are responsible for offering a priority need to a vulnerable person, threatened with violence and no-longer can stay in the household due to continuous violence. However (?) the council has a responsibility to help people who become homeless, and the obligation to found an emergency accommodation for a vulnerable person faced with violence. In no circumstances the council can not send a vulnerable person back to an area of constant violence. (Shelter, 2005). Women experiencing domestic violence often use the homelessness route to re-housing, but this should not be seen as the only option, but local authorities carefully provide support for homeless women. Emergency accommodations are provided by various organisations, and statistics show that most women who are given emergencies are affected with domestic violence. Local authority hostels may provide a more supportive environment and most have a policy of not accepting people who have a history of violence. However, some hostels are used by diverse groups and because it accommodates people with domestic violence. It is important that strict procedures are followed to keep information confidential, because most women are in threatening situations, therefore security and safety needs to be taken into consideration by local authorities. The best way of providing support, security and, in most cases, better facilities. Unfinished sentence However, there is a clear need for increased refuge a ccommodation as London does not meet recommended provision of one family space per 10,000 of the population. The pressure on existing refuges means that many women are unable to access a place. (Homes for Londons Women Mayor of London, 2005). Why do you suddenly move to discuss refugees? 1985, 1996 and 2001 Housing Acts relation to battered women. The Housing Act 1985 gave homeless women some legal rights, but limited as (?) womens chances of been re-housed and the few options that are available to them are commonly unsuitable. However women had been the invisible homeless, frequenting staying in violent relationships, which has caused them to be homeless, and with the limited help from the Housing Act 1985. There is no logic in this para you need first to describe the legislation and then critique itThe legislation failed to the increasing problem of homelessness and therefore women continued to suffer domestic violence, purely because of the lack of alternatives. (Logan, 1986). Vulnerable women are covered by part 3 of the 1985 Housing Act (Hallett, 1996 P.66). Part of the Act placed duties on local housing authorities to help homeless people, but the Act only granted priority need to certain people. (Royal College of Physicians, 1994). The legislation failed to the increasing problem of homelessness and therefore women cont inued to suffer domestic violence, purely because of the lack of alternatives. (Logan, 1986). The new Housing Act 1996 has bought (?) few changes; it updates provisions in the Housing Associations Act 1985. In accordance to domestic violence, the new act has introduced a new discretionary ground for a violent partner who has forced the other partner to leave the home and the court is satisfied that the abused partner is unlikely to return. Unclear (Cowan. 1996, p.128). Furthermore the Act gives the local authorities power to promote in regards to the existing legislation, where local authorities have analogous powers in relation to housing associations even though few of these only apply to registered associations.unclear (1996, p.26). The new law (It is not new) weakens existing homelessness legislation, therefore the new law brought about many challenging difficulties within local authorities to provide accommodation for homeless households. (Males Hague (1997). Pascal (et.al 2001) suggests, the Conservative family agenda was driven by fears that the, homelessness legislation encouraged teenage pregnancy, family breakdown and all the other ills that were thought to flow from the increasing numbers of lone mothers (Pascal, et.al, 2001, p.298). Consequently, the Housing Act 1996 removed the right to permanent housing for homeless applicants and replaced it with a right to temporary housing for roofless people and reduced the governments statutory responsibility. Nevertheless, the 2001 Housing Act made a priority need for housing for a person who is vulnerable as a result of ceasing to occupy accommodation by reason of violence from another person or threats of violence from another person which are likely to be carried out. (Delahay 2002). There is nothing on Homelessness Act 2002! Women rough sleepers, experiences they face on the street Crisis research shows that whilst 60% of homeless women have slept rough, only 12%t had engaged with street outreach teams. 40% of homeless women reported having been excluded from a service and 10% were not using any service. 70% had become homeless to escape violence from a partner, yet less than a third of woman have negative experiences of approaching local authorities. In comparison with male rough sleepers, only 6% of males are reported to be sleeping rough from experiences of domestic violence. Nevertheless, rough sleeping is extremely dangerous for homeless women and they are vulnerable to been physically attacked and sexually assaulted. Women are drawn to these dangers by been invisible and insolated in hidden locations away from public streets. Numerous homeless women are known for engaging in unwanted sexual liaisons in order to secure accommodations, such as prostitution to earn money for drugs or other habits. (Crisis, 2009). Not there When looking at this in a wider sca le, women who are rough sleepers are mainly associated with many types of problems. These problems can be related to emotional difficulties that come from domestic violence, and can be treatable that lead to recovering with the right support. However policy guidelines have been published by the local government in order to evaluate the extent of rough sleeping, this will help local authorities, in partnership with other agencies, to carry out a court of people sleeping rough in the area. (Brooke, 2009). Charles (1995) argues, the refuge movement now known, as Womens Aid has been instrumental in effecting changes, which grant certain rights to women threatened with domestic violence. The Womens Aid also provides various supports, on how to get legal advice such as solicitors that specialise in domestic violence cases. (The Gresham Press Surrey, 1998, p.11). obscure source There are many refuges available to women escaping from domestic violence. A refuge is a house where women can get away from domestic violence , a women who has experienced physical, psychological or financial violence or other forms of violences can be taken into a womens refuge. (Women Aid, 2009). Women refuges. Pahl,( 1978) states that a refuge should be seen as a place offering different help to different women, and a place where women can feel secure and at the same time, a women should be supported to find a more suitable place, as quickly as possible. The policy recommendations emphasis, that a refuge should be a place where women do not have to lose their rights in order to be re-housed. Battered women, with or without children should stay in the refuge as long as they wish, housing needs for battered women should be treated urgently. However women are no longer called battered women, instead women suffering from domestic violence. The Salvation Army is one of the largest providers of refuges for homeless women across the UK. They have refuges for women, with life- changing services that dramatically change a womens self-esteem while staying at the hostel. The Salvation Army provides emergency accommodations, and statistics show that most women who are given emergencies are affected with domestic violence. (Salvation Army, 2009). Not in your references Local authority hostels may provide a more supportive environment and most have a policy of not accepting people who have a history of violence. However, some hostels are used by diverse groups and because it accommodates for people suffering from domestic violence. It is important that strict procedures are followed to keep information confidential, because most women are in threatening situations. However security and safety needs to be taken into consideration by local authorities. The best way of providing support, security and, in most cases, better faciliti es. However, there is a clear need for increased refuge accommodation as London does not meet recommended provision of one family space per 10,000 of the population. The pressure on existing refuges means that many women are unable to access a place. (Homes for Londons Women Mayor of London, 2005). Not in your references Women more a risk of homelessness now than 20 years ago, has domestic violence changed over the years. Over the last twenty years homelessness has always existed, with the history of safe housing provision for women in the UK and the influence of the Womens Aid movement, the role of local authorities and the influence of the Conservative governments, which then lead to the New Labour government, in changes for women in homelessness. Unclear Also the womens movement in the 1970s, and before this movement came, women leaving a violent partner can only get support from a family member or a friend. What does it mean?(Morley 2000). The womens movement over the years has influenced and supported womens rights, with a few houses (?) offering sanctuary to women organised on self-help principles. Somerville (2000) notes the influence of the movement upon public perceptions of domestic violence that led to major changes in public policy. However, whilst the 1990s have been regarded as a period of significant development in terms of public awareness of domestic violence (Hague 1999) unfinished sentence.The Housing Act (1996) has been seen by some as a step backwards. Youve already discussed this Act.This legislation removed the right of those defined as statutorily homeless to be housed permanently. Local authorities can only offer permanent accommodation to those registered on the council housing list; those escaping domestic violence are now merely entitled to temporary accommodation. The legislation gave local authorities the power to refuse housing to any person believed to have suitable accommodation elsewhere; this especially affects women from ethnic minority groups who could be assessed as having access to housing in another country (Harwin and Brown 2000). Obviously, this had consequences for many made homeless as a result of violence. You need to look at the Homelessness Act 2002. The recognition of domestic violence that leads to all types of abuse have been strengthened by womens movements, state, and multi-agency initiatives, by creating a new service and developing policies in order to respond to abused womens needs. (repetition) Also with the new policies and womens refuge organizations its safe to say that women are safer than 20 years ago. (Skinner el al, 2005). Feminists activists have campaigned for developed organizations that have successfully challenged social institutions for failing to protect women.what does this mean? However (?) battered womens advocates have publicized their criticism of police departments, courts and the law has reinforced legislations for the criminal justice to respond. Criminal justice system has been criticized by battered women and their advocates for not providing enough protection to victims of violence. (Pauline, 1993). The feminist movement examined and politicized all aspects of womens lives. (Pauline, 1993 P.148). Feminist developed organizations to end gender discrimination and assaults on women as well as many other dilemmas. Majority of these organizations focused on protecting women, by ensuring safety at home also battered womens shelters. (there is no logic in this paragraph) In todays society there are vulnerary (?) and statutory sectors with experiences of women service users and professional staff, for example, until recently the focus in the UK was domestic violence. What does it mean? This relies on the success of womens groups, and organizations placing domestic violence on the agenda and influencing non-statutory bodies and statutory sectors and agencies. In order to achieve what domestic violence was focused upon, since feminist actives ? have overcome difficulties in the violence against women. (Pauline, 1993). Many organizations such as Womens Aid in regards to their influential movement in the 80s, which created a growing visibility of domestic violence in public and media campaigns. By the 1990s central government and statutory agencies had began to play a more direct role, practically at a local level and in relation to domestic violence, where there was policy of multi-agency intervention. Youve said all this already. Over the emerging years there was a new legislation from the mid- 90, which was a civil protection orders for domestic violence, this was the Family Law Act 1996. With the new labour government introduced in 1997, issues concerning domestic violence had gradually moved towards the mainstream. (Skinner el al, 2005). However it began by developing new policies, aimed at uprising ? intervention strategy on violence against women, one particular policy was Womens Unit 1999 and focused on domestic violence. Furthermore, this emphasis by state and multi-agencies ? on domestic violence had both negative and positive consequences (why?) , but on the other hand it can be seen as a way of success of pressure from womens organizations and feminists that violence against women should be taken seriously. (author 2005). The positive approaches in tackling violence against women starts with government funding for projects in order to support and end domestic violence. (Skinner, 2005). This is very vague Males Hague (1997) suggest that the high increase in homelessness this is old data defines the changing of the government policies and shrinking public provision within the UK. According to studies were carried out, indicating that violence was associated with domestic situations that women experienced. In the study womens feelings and about the process they went through within their previous experience of domestic violence and how they obtained safe accommodation. Where is the logic here? Males Hague (1997, p.398).A woman whose relationship ends through domestic violence and her only option are to avoid the long-term of homelessness. Many other elements are also connected in finding an alternative solution to the various problems, these all depend on whether a women faced with violence from her husband, she then needs to take legal action against him. The legal actions are getting a court order (injunction), this means removing a violent person from the home. Another court order a w omen can apply for is Non-molestation orders; this orders the violent person, not to assault, harass or molest her in any way, or to allow his friends or family to do. (The Gresham Press Surrey, 1998, p.10). This paragraph makes little sense Conclusion This literature review has focused on those women who are accepted as being priority need in the system. Although women with the experience of domestic violence face a tragedy of homelessness despite the significant advances in policy and legislation, its fair to say that homeless women continue to endure unpleasant situations and are not getting the right support they require. In conclusion to women who become homeless are at substantially greater risk of rough sleeping on the streets, which then results in dangerous situations where a woman has no other alternative but to adapt to the dilemmas of the streets. Despite, the help from local authorities and multi-agencies, there are still a high number of homeless women. According to various statistics the number of victims of domestic violence has risen over the years, which then increases homelessness significantly. All these institutions are aimed at working with women to reduce violence domestic (?), by providing the right services for women. Although homelessness legislation has changed over the years, it provides a crucial route to secure housing for homeless women. Crisis believes that by paying attention to the needs of homeless women they will provide the right services to reduce homelessness. This must be your conclusion, not Crisiss. In the past womens movements have campaigned for womens rights and have influenced organisations as well as creating many women organisations thats why society today goes a long way in supporting women, such as the Womens Aid organisation. Women are no longer oppressed in society and have the right to seek legal advice and support, a woman is no longer limited by society and is given much more legal protection against domestic assaults. Marjory of the organisations run by the government and vulnerary organisations all aim to deliver services that help women leave their abusers and leave their homelessness behind. (Crisis, 2009). Not there

Cadbury Strategic Analysis

Cadbury Strategic Analysis The individual report assesses the critical aspects of the strategic choices available to Cadbury. Recommendations are given to assess the companys perspectives on the revenue growth and profit as well as market share. The report assesses marketing strategy models applied by Cadbury to indicate its market and competitive position. Furthermore, strategic segmentation is critically evaluated on the basis of the multi-step process to identify the most financially attractive segments for Cadbury. Available industry position strategic options are identified on the basis of the strategic framework. Competitor reaction provides critical assessment of possible competitors reactions as well as competitors strategic options that are counteractive to Cadburys strategic plans. Finally, the report proposes and justifies the most preferable strategic option for its further business operations. Cadburys background In 1831 John Cadbury founded his company Cadbury which has successfully covered and revolutionized the cocoa processing market since 1866. In 1969 Cadbury successfully merged with Schweppes. Today, internationally acknowledged as a reputable corporation with the acclaimed international status, Cadbury Schweppes PLC (hereinafter referred to as Cadbury) successfully employs more than 50,000 people in 60 countries of the world  [1]  . The company is strategically positioned as the fourth top supplier of sugar confectionery and chocolate in the world. The most successful product promoted by the company since 1905 is Dairy Milk which has become the most popular moulded chocolate in the UK as well as internationally acclaimed chocolate bar in terms of revenue  [2]  . Overall, Cadburys strategic success is due to three core pillars: high quality, sound advertising, and value for money  [3]  . 1. Marketing Strategy Models Cadbury strategically applies marketing models as a combination of activities to transfer its products to the end-customers. Vast variety of marketing activities requires proper management of to effectively promote products on the confectionary markets through marketing channels. In its strategic choice of appropriate marketing model, Cadbury emphasizes on such strategic issues: Connecting Cadbury with customers; Performing sales, promotions and advertising; Impacting Cadburys pricing strategy; Influencing product strategy through willingness to stock, branding policies, and profit customizing  [4]  . The selection of the most advantageous marketing strategy for Cadbury depends on a number of factors. Thus, marketing strategy should be perceived as the designated action plan which will help Cadbury to reach its strategic aims and objectives. Cadburys long-term marketing strategy (based on Ansoff matrix) concerns the launch of new chocolate brands and their promotion on the global markets. Alternatively, the company should win more international markets through the manufacturing and exporting new products (e.g. cereal bars). Further recommendations concern the appropriateness of the strategic choices to be made by Cadbury in the nearest future  [5]  . In terms of further strategic growth, Cadbury should apply Ansoff Growth Matrix while focusing on new products and perspective markets. Apparently, there is no need for Cadbury to advance and promote the existing chocolate products since they are already widely acknowledged in terms of quality and high reputation among the Cadburys target markets  [6]  . Appropriate marketing channels set up the strategy which enables Cadbury to win competition, avoid tactical mistakes, maximize profits and achieve success. Cadbury should therefore figure out how it measures success before it can go out and conquer it, whether it is market share, profit margin, return on investment, residual income, brand image, a reputation for being environmentally green, stock share price, or some other measure its stakeholders deem worthy  [7]  . Most companies compete in the market by applying competitive priorities, including quality, cost, flexibility as well as other priorities, depending on their manufacturing capacity. Top management support is the major driver of quality management, which significantly correlates with other quality management practices. In addition to this, customer orientation is not significantly correlated with external quality results (profitability). At that, top management support, employee training, and employee involvement are the three statistically significant variables in explaining the variability in internal quality results  [8]  . Cadburys marketing channels are aimed at the consumer market. The company is focusing much on the needs and wants of the consumer and what exactly differentiates its products from the competition to develop more sales in this market. Thus, Cadbury is working on the promotion of its direct model to create a better position for itself in the consumer market. The peculiarity of Cadburys advertising campaign consists in its focus on the emotions of the chocolate lovers compared to merely logical side of marketing and sales. In such a way, Cadbury reassures its customer support by applying strong emotional advertising campaign focusing on the preferences and likes of the consumers when they opt for a chocolate purchase. In addition to faster transactions, shorter lines and happier customers, such strategic approach to market modeling enables to see interaction with the business through the eyes of the customer, understand customers values and demands, and seek ways to disrupt the competit ive balance. For these purposes, the company is applying such customer-oriented sources as print media, television, radio, Internet, as well as social networks. While aiming to increase Cadburys sales, the companys management emphasizes on the appropriateness of particular marketing activities that would best encourage the demand for Cadburys products. Cadburys marketing objectives coincide with its business strategy priorities ultimately targeted at profit-making and sales increase. Strategic marketing models for Cadbury are identified as follows: (1) Profit maximisation; (2) Survival; (3) Growth; (4) Sales maximisation; (5) Diversification; and (6) Improvement of product image. The rational combination of these strategic marketing models determines the competitive market position of Cadburys. Through profit maximisation, Cadbury solves dual strategic task withstanding competition, on the one hand, and restoring its financial health, on the other hand. Through growth, Cadbury sells new products and expands its exports overseas. This strategy model enables the company to cover new market niches internationally  [9]  . As for now, the company is present in 60 countries worldwide. Meanwhile, the company permanently increases and maximizes its sales. Through diversification, Cadbury spreads its business risks regardless of the successfulness of the sales of one particular product. In marketing terms, it is of utmost strategic importance that Cadbury constantly improves the image of its products by: (1) launching new brands; (2) introducing innovative logos; and (3) applying attractive and convenient packaging. For instance, while promoting one of its chocolate products Fuse, Cadbury marketing strategy was aimed at the growth of chocolate confectionery market, as well as the intensification of its presence on the snacking sector. Prior to launching Fuse, Cadbury ensured that Fuse differed (had relevant points of difference) from the already existing competitors chocolates. While conquering the snaking sector and establishing its competitive share therein, Cadbury created USP (unique selling proposition) which meant that Fuse had unique appeal which differed from any of the existing rival chocolates. It is apparent that the implementation of a successful marketing strategy model requires solid investment. While promoting Fuse, Cadbury heavily invested into testing products ingredients. As a result, final recipe of Fuse included a combination of more than 250 ingredients. This indicates that in marketing terms Cadbury closely related product development to the specialized testing. This helped the company to reach proper consumer demand. The desired outcome was to make each customer feel comfortable with purchased product and not regret their choice. At that, Cadbury is not applying the methods of extreme advertising since its most powerful advertising tool is the word of mouth. In addition, purchasing the products, the customers are feeling they are backed. To enhance consumer demand for its products and establish line promotion Cadbury actively applies available consumer media and advertising sources (including popular magazines, Internet, radio, TV and newspapers). Since 1990s, the company promotes its brands through the taste-stimulating approach which claims that Chocolate is Cadbury. Such high recognition is owned to the brand values previously promoted by the Company, and so now the consumers associate the name of a company with the chocolate as well as the pleasure of chocolate tasting. Since 2000, Cadbury Schweppes enters international markets with Choose Cadbury marketing strategy. The promotional strategy considers consumer awareness as well as the rationality of consumer buying behaviour. The choice of Cadburys marketing strategy is built on the consideration of universal consumer choice. In its strategic consumer-oriented thinking Cadbury developed proper texture and distinctive taste that appeal to the consumers all over the world regardless of their national chocolate preferences  [10]  . Cadburys strategic marketing model was designated in a way to satisfy the major preferences of chocolate lovers. Therefore, the company produced its two most successful brands Dairy Milk to suit dark milk chocolate admirers, and Cadburys Whole Nut, Dream and CDM to suit cream milk chocolate lovers  [11]  . Cadburys product-specialized market strategy enabled the company to grow its market share and lead competition with its main competitors on the confectionery market. 2. Segmentation The annual sales on the UK confectionary market ranges from 5 to 6 billion. Herewith, chocolate sales amount to about 70% and worth 3-4bilion accordingly. Since 2003, Cadbury has been increasing own share on the UK confectionary market which makes up about 1/3 of the market. The remaining part is distributed among Cadburys main rivals Nestle and Mars. While segmenting its target market Cadbury divides heterogeneous demand markets into homogenous groups which are grounded on similar features. Homogeneous segment enables the company to divide its target markets on the basis of homogeneous features  [12]  . While dividing its target market into segments, Cadbury applies segmenting criteria that particularly feature each part of the market: Geographic Segmentation; Demographic Segmentation; Benefits-Sought Segmentation; Psychographic Segmentation; Behavior/Usage Segmentation; and Situation Segmentation Segmentation Base groups diversify target markets on the basis of such criteria as: social class, lifestyles and psychological features (attitudes, interests and opinions), and include the following: Social class; Life-cycle; Income Level; Education; and Ethical background  [13]   Cadburys target market is segmented on the basis of the benefits demanded by the customers with regard to specific chocolate products. Purchase situation assumes: Social surroundings; Physical surroundings; and Temporal perspective The segmentation of Cadburys target markets is made with the consideration of how often consumers buy chocolate products. In this regard, Paretos Principle of 80/20 indicates that 80% of revenue is generated by 20% of customers. Segmentation variables used to segment business markets: Industry; Size; Product demand; Purchasing approaches; Geographic factors; Situational factors; and Seasonal trends In addition, while segmenting its target markets, Cadbury considers the following issues: Differences in consumer preferences for particular chocolate products; The co-relation of the variability of individual customer preferences with the measurable variables; The profitability of the targeted market segment considering its purchasing power and size capacity; and The accessibility and attractiveness of the targeted market  [14]  . 3. Industry position strategic options Cadburys strategic positioning is determined by the choice of appropriate pricing techniques. While emphasizing on high quality of its products, effective promotion and sound advertising, as well as value for money, the company applies competitive pricing strategy to ensure that the adjusted prices do not exceed those of the competitors  [15]  . This strategic choice is reasonable and justified since regardless of individual taste preferences or any other essential factors, consumers regard product value as one of the most decisive factors while making their purchasing decisions. Therefore, Cadbury cannot apply skimming pricing technique in the course of designing and launching a new product. This technique can be applied under the conditions of inelastic demand  [16]  . In addition to the effectively applied competitive pricing strategy, Cadbury focuses on cost plus pricing which helps the company to maximize it profits. While accurately accounting all its costs, Cadbury reaches optimal supply and demand balance and well-balanced positioning on the market compared to its competitors. Alternatively, Cadbury applies positioning pricing to set up the prices with the consideration of demand-side concerns. Through polling and surveying its target markets, Cadburys experts designate the optimal price range that would satisfy the majority of the consumers. This positioning technique is particularly applied to better sell Cadburys chocolate bean, for example. Optimal trading also depends on the financial capacity of the demand-side. Therefore, Cadbury applies demand-based pricing to critically assess the purchasing power of the majority of its consumers. Only under such conditions the company is able to trade its products in accordance with the strategically planned volumes. Hence, selling at the customers price brings Cadbury profits, good reputation and positive feedback from the majority of its customers. 4) Competitor reaction Cadbury should develop new products and promote them domestically as well as internationally. Such product/market growth approach will ensure that the company has diversified range of products which are available and well-recognizable in many countries of the world  [17]  . Such strategic choice will provide the company with enormous comparative advantages over its competitors and will help it to better cope with the hurdles of the global economic crisis. Most importantly, such strategic step will erase the common stereotype claiming that consumers mostly associate Cadbury with chocolate. Evidently, Chocolate is Cadbury marketing approach much facilitated the companys success over the last decade. However, considering the challenges of the global competitive markets, this strategy will not be suitable any longer. Hence Cadbury should transform it into more powerful and innovative global image. The variety of new high-quality and reasonably-priced products will add value to the business activity of Cadbury and will win new overseas markets for the company. This task would require the company to carefully design and develop innovative brands of its products which are not yet present on any of the foreign markets, and which will be potentially demanded by the consumers (i.e. target markets)  [18]  . While developing innovative products and penetrating overseas markets, Cadbury should initially consider the demand-side of its target markets. Among the most important criteria are the following: (1) Average income; (2) Average spending amount on one-time supermarket/store purchasing; (2) Average amount consumers are ready to spend on chocolates, candies, cookies, and/or sweets; (3) PESTLE analysis of the target market with the consideration of the adverse affects caused by the global economic meltdown; and (4) Porter analysis of the targeted market. Such wide coverage of strategic issues will win Cadbury competitive advantage and increase its share on the foreign markets. 5) Preferred strategy Cadburys choice of the optimal marketing strategy should consider their chances of success in terms of market diversification. To reach optimal market diversification, the company should ensure that its new product adheres to the customers needs and preferences. Extensive market research will help Cadbury to explicitly identify its potential target markets for a new product. Herewith, Cadburys marketers should consider the following strategic factors: (1) Financial health of the targeted market; (2) Purchasing capacity of target market; (3) National and individual preferences of target market; (4) Previous experiences of target market in terms of buying and tasting the similar products produced by competitor companies; (5) SWOT analysis in each individual case will ensure that Cadbury eliminates all the possible constraints to the minimum and transforms the threats into potential opportunities. Realistic and achievable strategic objectives should be set in accordance with the SMART approach which designates specific, measurable, achievable, realistic, and timed steps. All strategic steps should be done within the framework of the ongoing marketing research of the target markets as well as vast communication with the potential customers. Questionnaires, opinion polls, surveys, feedbacks and any other networking and communication approaches should be widely applied to critically examine the perspective of the product export to the new market. Prior to designate consumer-friendly price, Cadbury should make the consumers want more. Thus, one of the commonest practices will be free-trial approach that will help Cadbury to seduce consumers with the quality, design, taste, and odour of the new product. Eventually, in addition to the marketing research and consumer communication, Cadbury should vastly apply psychological approaches to evaluate the degree of rationality of the buying behaviour of target market. Contrary to popular belief, most buying decisions and purchasing choices are made irrationally. This is because most purchases are made in a rush as well as under the influence of many additional factors, such as in-store influencers, advice from relatives and/or friends. Normally, buyers do not consult experts of which brand of chocolate to choose. This indicates that Cadbury should consider contingency and diversity of consumer choices  [19]  . Summing up the critical examination of Cadburys strategic marketing choices, it is obvious that one-suit-it-all strategic approach will not bring the company long-term benefits. This means that under the conditions of booming globalization of goods and services, Cadbury should win competitive advantages, new markets, and most importantly consumers through flexibility, innovation, and individual-based approaches to its target markets. The companys market diversification should involve all the domestic factors and conditions as well as consumers as such if the company attempts to reach optimal supply and demand balance, add value, and maximize its profits. The analysis has also shown that single marketing strategy is not enough to achieve strategic objectives and financial success in the contemporary business conditions. Thus, Cadbury should permanently experiment and apply the mix of strategic marketing models which optimal combination will depend on the individual conditions particular to the individual targeted markets. The successful implementation of any strategic marketing model would therefore require situational flexibility as well as the readiness to change under the circumstances. Such variability will enable the company to designate and implement strategic marketing mix which will be individual and particular to each strategic marketing model  [20]  . For instance, the strategic marketing combination of approaches to diversifying Indonesian market will be not the same as the strategic marketing mix applied to the Norwegian market. This is because both markets present heterogeneous cultures, backgrounds, national traditio ns. These economies are different and diverse. This means that Cadbury should vary its strategic approaches on each individual market.