The Effectiveness of Motivation Theory Essay Example

The Effectiveness of Motivation Theory Essay Running head: Motivation Theories: A Literature Review Motivation Theories: A Literature Review - Motivation Theories: A Literature Review Motivation is an important concept for managers to understand. Motivation affects direction, intensity and duration (Locke Gary, 2004). High task motivation has been found to correlate with high firm growth (Miner, Smith, et. al. , 1989). Berman and Miner (1985) studied CEOs, COOs, executive VPs and group VPs and found that those â€Å"who reached the highest levels of large business firms [had] higher motivation to manage than individuals with less achievement† (377-391). There are many things that affect motivation, such as personal preferences, job satisfaction and organizational factors (Wherry South, 1977). According to Locke and Gary (2004), most people are in situations; particularly work related ones, due to their own personal choices. Latham and Pinder (2005) found that â€Å"goal-setting, social cognitive and organization justice theories are the three most important approaches to work motivation to appear in the last 30 years† (485). Self-efficacy significantly impacts motivation. Lindner (1998) also supports this. Wabba (1974) discusses behavioral choices and motivation. Personal faith also plays a role in motivation. I Corinthians 10:31 states, â€Å"Whether, then, you eat or drink or whatever you do, do all to the glory of God† (NASB). We will write a custom essay sample on The Effectiveness of Motivation Theory specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Effectiveness of Motivation Theory specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Effectiveness of Motivation Theory specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The Bible consistently gives examples of those motivated by their belief and faith in God. When Peter and the disciples were threatened with imprisonment for spreading the gospel, Peter responded with â€Å"we must obey God rather than men† (Acts 5:29, NASB). Their desire to follow God overshadowed concern for physical or earthly consequences. Dysfunctional thinking also can affect motivation (Locke Gary, 2004). Dysfunctional thinking is basically irrational overgeneralizations and it comes from automatic thoughts. Locke and Gary (2004) also suggest that managers learn how to help employees copy with these automatic thoughts in order to identify the irrational nature of their thoughts so they can process them in a way that is productive and provides greater motivation. Gee and Burke (2001) found that the hope for financial gain as a sole motivator is an outdated idea and not nearly as effective as once thought. There are various motivation theories and some recent changes in motivation trends. Gee and Burke (2001) refer to â€Å"human potential management† as opposed to â€Å"human resource management. This seemingly small change in vernacular reflects changing attitudes. Wood (2000) recommends taking into account social identify theory, motivational traits, procrastination and lateness, proactive role orientations and person-environment fit when evaluating theories. Dye, Mills and Weatherbee (2005) believe Maslow’s hierarchy of needs has been oversimplified to fit the convenienc e of motivational textbooks and in this oversimplication, the point of Maslow’s theories has been missed. They caution against using the hierarchy of needs chart without the complete context. There are some effective best practices that can be derived from motivation theories. Gee and Burke (2001) found that self-managed teams and telecommuting both increased employee motivation. Tai (2006) and Huang (2001) both found positive correlations between effective training programs and employee motivation. Chapman (2008) discusses the role of team-building activities, workshops, inspirational quotes and positive experiences in building employee motivation. Sodenkamp (2005) found that pay-for-performance systems on employee work groups increased motivation as well. The ACCEL-Team’s (2008) findings support this as well. Fitzgerald (1971) cautions against using irrelevant solutions to try motivate employees without first ensuring the solid foundation of the work system itself. Managerial attitudes and actions also have an impact on motivation. Daniel Goleman gives six distinct leadership styles, â€Å"coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds. Democratic leaders build consensus. Pacesetting leaders set high standards and expect excellence. Coaching leaders develop people† (Longenecker, Moore, Petty Palich, 2008, p. 474-475). Forsyth (2006) called leadership â€Å"the process by which an individual guides others in their pursuits, often by organizing, directing, coordinating, supporting and motivating their efforts† (p. 376). Invang (2008) the guide to his group members. â€Å"A manager who listens encourages employee growth and career development† (Burley-Allen, 1995, p. 9). Anthony (1989) discusses motivation by example and through involvement and interactions with employees. Wolleat (2007) reviewed Gary Latham’s book, Work Motivation: History, Theory, Research, and Practice and acknowledged its use in presenting motivation theories but Locke and Gary (2004) found that motivation theories do not compete with each other as much as they show different aspects of motivation. The goal of managers, therefore, should not be so much to evaluate motivation theories to select the superior theory; rather the goal of managers should be to use characteristics of different motivation theories to effectively motivate employees. References ACCEL-Team. (2008). Employee Motivation, the Organizational Environment and Productivity. Al-Khalifa, A. , Peterson, S. E. (2004). On the relationship between initial motivation, and satisfaction and performance in joint ventures. European Journal of Marketing, 38(1/2), 150-174. Anthony, J. H. (1989). Therapeutic Leadership. Leadership Abstracts, 2 (13). Berman, F. E. and J. B. Miner (1985). Motivation to manage at the top e xecutive level: A test of the hierarchic role-motivation theory. Personnel Psychology 38(2): 377-391. Burley-Allen, M. (1995). Listening the Forgotten Skill: A Self-Teaching Guide. 2nd Ed. , Canada, John Wiley Sons, Inc. Chapman, A. (1995-2008). Employee motivation theory team building activities, workshops, inspirational quotes, and the power of positive experience. Densten, I. L. (2002). Clarifying inspirational motivation and its relationship to extra effort. Leadership Organization Development Journal, 23(1), 40-44. Dye, K. , Mills, A. J. , Weatherbee, T. (2005). Maslow: man interrupted: reading management theory in context. Management Decision, 43. Fitzgerald, T. H. (1971). Why motivation theory doesnt work. Harvard Business Review, Harvard Business School Publication Corp. 49: 37-44. Forsyth, D. R. (2006). Group Dynamics. 4th Ed. , Mason, OH: Thomson Higher Education. Gee, C. Burke, M. E. (2001). Realizing potential: the new motivation game. Management Decision, 39. Huang, T. C. (2001). Training practices and organization performance in enterprises. Education and Training, 43(8/9), 434-444. Inyang, J. D. (2008, January). Leaders and Leadership Roles in Relation to Effective Management of the Human Resources, 6 (1). Latham, G. P. and C. C. Pinder (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review Of Psychology 56: 485-516. Lemak, D. J. (2004). Leading students through the management theory jungle by following the path of the seminal theorists: A paradigmatic approach. Management Decision, 42. Lindner, J. R. (1998, June). Understanding Employee Motivation. Locke, E. A. Gary, P. (2004). What should we do about motivation theory? Six recommendations for the twenty-first century. Academy of Management Review, 29. Longenecker, J. G. , Moore, C. W. , Petty, J. W. , Palich, L. E. (2008). Small Business Management: Launching Growing Entrepreneurial Ventures. Mason, OH: Thomason Higher Education. Miner, J. B. , N. R. Smith, et al. (1989). Role of entrepreneurial task motivation in the growth of technologically innovative firms. Journal of Applied Psychology 74(4): 554-560. Sodenkamp, D. , Schmidt, K. , Kleinbeck, U. (2005). Self-management of work groups through corporate values: From theory to practice. International Journal of Manpower, 26(1/2), 67-79. Tai, W. (2006). Effects of training framing, general self-efficacy and training motivation on trainees training effectiveness. Personnel Review, 35(1), 51-65. Wabba, M. A. , House, R. J. (1974). Expectancy Theory in Work and Motivation: Some Logical and Methodological Issues. Human Relations, 27 (2), 121-147. Wherry, R. J. and J. C. South (1977). A worker motivation scale. Personnel Psychology 30(4): 613-636. Wolleat, P. L. (2007). An Insiders View of Work Motivation: A Mentor Speaks. PsycCRITIQUES 52(17). Wood, R. E. (2000). Work Motivation Theory, Research and Practice: Introduction to the Special Issue. Applied Psychology: An International Review, 49.

The Scientific Basis for Defining Seasons

The Scientific Basis for Defining Seasons Contrary to common belief, modern meteorology recognized that the beginning of any season is the day on which the sun passes over particular latitude rather than how cold or warm the following will be. Hashtag: #FirstDayOfFall Ancient and Modern Meteorology Meteorological phenomena such as storms, lightning, and thunder are often considered dangerous and frightening for many people. The ability to predict their occurrence in the past was valued in many cultures. In fact, there is a large body of literature that spans the ancient period dedicated to the prediction and explanation of meteorological and astronomical events including animal behavior.   The division of the year into seasons enables the ancient culture to select the proper time plowing, sowing, reaping, and harvesting, making voyages with ships, prepare and protect themselves for against the natural severity of the seasons. CAN SCIENCE GO TOO FAR? However, ancient meteorology was largely based on past experience or preservation of the events of past weather and their sequence, speculations on the relation between events and proximate causes, philosophy, appeal to the deities, and belief in personal weather-control and magic.   The practice was only changed in the mid 19th century when a collection of facts has been operated by electric–telegraph and now radiotelegraphy.   Although recording observation and discussing them from a philosophical point of view still remains to this day, meteorologist today have a multitude of facts and records to base their forecast and in creating a weather map. Weather and Seasons Weather maps are important tools for developing and explaining weather forecasts. They vary in scope as there are national, continental, and global weather maps. Surface weather maps commonly contain identified fronts; high and low-pressure areas and temperatures, wind strength and air pressure and often used to provide information on the present weather condition.   Forecast weather maps, as the name suggests, are computer generated maps to predict changes in the weather.   Meteorologist also developed short-term (18-36 hours) and long-term (5 days) maps that are updated daily. However, since weather condition is rapidly changing, the weather forecast may not always be accurate and mere honest guesses of the weather condition for a certain period of time. The above surface map illustrates four different fronts – cold, warm, stationary, and occluded.   Note that these fronts separate different air masses and associated with lower pressure. A meteorologist using this map will likely forecast that weather along the stationary front (points A and B) will be clear to partly cloudy. The weather condition in the cold front (points B to C) will be cold, rainy in green-shaded areas, and snowy in the white shaded areas. Contrary to common belief, modern meteorology recognized that the beginning of any season is the day on which the sun passes over particular latitude rather than how cold or warm the following will be.   For instance, the first day of summer in the Northern Hemisphere is June 21 or when the sun is at its highest position in the noonday sky or 23  ½ degrees north (N) latitude. Each day past June 21, the noon sun is slightly lower in the sky as 12 hours or more of daylight in the Northern Hemisphere begins to shorten. COMPUTER SCIENCE DIPLOMA THESIS By September 22, the sun is directly above the equator and the astronomical beginning of fall officially begins in the Northern Hemisphere.   Three months after the autumnal equinox, the sun on December 21, is further away from the tilted Northern Hemisphere where days are shorter and nights are longer.   On this day, the sun shines directly above latitude 23  ½ degrees S (Tropic of Capricorn) or the first day of winter in the Northern Hemisphere. The first day of spring occurs around March 20 or when the sun crosses the equator and moving northward.

Forensic science expert witnesses should be free to express their Essay

Forensic science expert witnesses should be free to express their opinion as they see fit - Essay Example Whether or not the incidence of human error within the court justice system is intentional or unintentional , miscarriage of justice is considered as a serious social issue that could destroy the ability of the court to promote a fair legal justice system throughout the United Kingdom. To avoid destroying the credibility of UK’s legal system, most of the long list of past and current miscarriage of justice cases are kept unpublished.In case the defendant is not guilty of a crime, Layne explained that miscarriages of justice can occur each time an innocent person is convicted of a crime that was committed by another person . This can happen in times when the defendant has been unfairly convicted because of failure to receive a fail trial. There are also situations wherein the innocent defendants can also be detained in a prison cell even though the innocent defendant has not been found guilty of a crime .... This can happen in times when the defendant has been unfairly convicted because of failure to receive a fail trial. There are also situations wherein the innocent defendants can also be detained in a prison cell even though the innocent defendant has not been found guilty of a crime3. On the other hand, miscarriages of justice can occur in case the judge let go of a guilty defendant. In case the life of a witness or one of the jurors has been seriously threatened, there is a strong possibility for a guilty defendant to be acquitted in a court trial. Extent and Limitations wherein Forensic Science Experts should be Legally Allowed to Freely Express their Personal Opinions as They See Fit Expert witness is referring to professionals with proper education or expertise in a particular field (i.e. psychiatrist, pharmacologists, neurologists, etc.) who could assist in solving a criminal case4. Their main role is to provide scientific-based evidences or testimony based on facts in the court . Over the past decades, expert witnesses managed to help in solving crimes by presenting scientific-based information that are useful in making the members of the jury decide whether or not the defendant is guilty of a crime. Even though expert witness could help the jury solve criminal cases, there are also some instances wherein the information coming from the expert witnesses could lead to miscarriage of justice5. Because of the increasing number of wrongful conviction in UK, several previous cases strongly suggest the need to develop and implement a new â€Å"corrective justice system† throughout the United Kingdom6. This is probably one of the reasons that had triggered the need to determine the extent and limitations wherein the

Problems of Managing Joint Ventures in China Essay

Problems of Managing Joint Ventures in China - Essay Example The enterprises are busy in making their products and services more and more attractive for the consumers all around the world. They make changes in their products and services in order to meet the requirements of their culture and society. The cultural changes, throughout the world, act as a strong challenge to the enterprises. Efficient cross culture management can guarantee flourishing worldwide operation of international enterprises in the multi-culture and region. The worldwide business dealings are also flourishing in Chinese enterprises. Chinese enterprises have made it an aim to progress and make their name all around the world. Chinese enterprises are making progress in their fields of expertise to promote their abilities and talents throughout the world market. Foreign companies have been working in China for many years, frequently by joint ventures with local firms and usually in the more developed coastal areas. Nowadays, however, Government is now developing the areas with poor infrastructure and encouraging investment in those areas. The poor infrastructure, illiterate public and employers with less knowledge about market economy concepts made it very difficult for the firms existing there and even for th e firms making joint ventures to progress. In the central Shaanxi province, fifty four interviews were planned with the managers in twenty four join ventures clearly shows the prospective hazard in the way of a thriving join venture. As Chinese market is becoming the centre of attention of more and more foreign investors the pitfalls of Chinese market, management and hurdles in its way to success are given proper thought and suggestions are made to solve these problems (Ahlstrom et al. 2003; Beamish, 1993; Child, 1994; Goodall and Warner, 1999; Peng, 2000). It is already known that in the previous twenty five years, almost 85 percent foreign firms, located in China, are sited along the Coastal belt of China (SSB, various years). Since late 1990s, the Chinese government is busy in the developmental process of the areas with weak infrastructure and poor growth rate in order to get rid of the local regional differences. "The Great Western Development Strategy (xibu da kaifa)" was commenced in 1999 with a motive to encourage local and international investment in the country. It was a categorical effort to increase investment in those regions of China, mainly in need but least likely to attract support on their own. U nder its persuasion, an increasing number of foreign firms and joint ventures entered in the underdeveloped hinterland. In 2002, 31,822 foreign ventures had been set up in China's 18 interior districts and one municipality (SSB, 2003, p.678). All the regions carry some importance. In the same way, China's interior is of great importance, without development of those regions China wouldn't be able to progress in the international market. All facilities and technologies must be equally provided in the underdeveloped regions. For this reason, under the 7th Five Year Plan (FYP) (1981-1985), China's economies were separated in to three regions, namely, the Eastern region, the middle region and the Western region (Linge and Forbes, 1990, p.68 and Chen, 2000, pp.9-10; Wei. 2000, p. 1). Traditionally, the Middle and the Western areas have been considered as one large part, the interior (Chen, 2000, p. 10 and Wei, 2000, p. 1). As stated in the 7th Five Year

Personal Training Essay Example | Topics and Well Written Essays - 500 words

Personal Training - Essay Example Here is the menu: The Biggest Loser’s Diet: It is a 12-week program, containing menu that is loaded with fiber and protein, and so, one stays energized while lowering calorie intake. Total calorie intake will be around 1,200. This is based on four servings of fruits and veggies; three of lean protein; two of whole grains; and one serving of choice. This diet suggests exercise (Zelman, 2003b), which is good for intense training. This plan focuses on healthy eating habits, and thus, the results can prove to be long lasting. Since physical activity is involved in combination with consumption of fruits, veggies, and lean meat, this diet plan is very favorable for intense training. The Caveman (Paleo) Diet: This is a very healthy diet plan. It is â€Å"based on eating plants and wild animals† (Zelman, 2013c). It has many benefits, like reducing blood pressure and cardiac diseases, while maintaining healthy body weight. This diet plan includes consumption of meat, fish, shellfish, eggs, tree nuts, vegetables, roots, fruits, and berries. No dairy, grains, sugar, and oil is involved. Drinks must include only water and organic drinks. Since this diet suggests eating like cavemen did before agricultural revolution, there is increased chance of long lasting and natural results. It also suggests physical activity, so it can be recommended in intense training. There is no fixed number of days, so, it can be used randomly to maintain a healthy weight. Comparison: A comparison of the three diet plans shows that the 3-day diet plan is the worse, since it is the lowest in nutritional value; cannot be taken for intense training; and, the weight comes back soon. The biggest loser diet is better since it suggests physical exercise, and offers a variety of food to be eaten. The caveman diet is the best since it is based on natural standards of eating habits and physical exercise, and does not focus only on burning calories. It also recommends

History and Analysis of Singapore International Airlines

History and Analysis of Singapore International Airlines Introduction SIA traced its roots to an organization called Malayan Airways that offered its first commercial passenger service in May 1947. Today, SIA is Singapores best-known company, and rated consistently as Asias most admired company(Asian Business, 1997,p. 24). Its smiling, willowy cabin attendant, outfitted in tight batik sarong kebaya designed by renowned fashion house Pierre Balmain, and marketed as the Singapore Girl, is now a well-known international service icon. In 1994, the year she celebrated her 21st birthday, the Singapore Girl became the first commercial figure to be displayed at the famed Madame Tussauds Museum in London. Madame Tussauds had unveiled the waxwork of the SIAs global marketing icon that year to reflect the ever-growing popularity of international travel. SIA is widely reckoned by those in the airline industry, travellers as well as its competitors, as one of the very best airlines in the world, judging from the numerous industry awards it has won. According to the Business Traveller Asia Pacific, SIA has become the standard by which all other international airlines are judged (Business Traveller Asia Pacific, 1997a, p. 3). SIA also consistently leads the industry in profitability and rides through rough and turbulent times much better than most of its rivals. It has had an impressive and continuous profit streak since it took to the skies some 25 years ago; a track record almost unheard of in the brutally cyclical airline industry (Asian Business Review, 1996, p. 34). On 1 May 1997, SIA turned 50 and celebrated its Golden Jubilee Anniversary in grand style. It was a far cry from its humble beginnings in 1947 when it started life as part of Malayan Airways. The International Airline Industry The airline industry had traditionally remained fragmented primarily due to the limiting effects of national and international regulations. Enforced in the form of landing rights and associated competitive constraints, even large airline companies had only been able to develop dominance over their own regional markets at best. With the exception of the United States, dominant national flag carriers, typically owned by the national governments, had remained the only international representatives of their countries. However, the competitive dynamics in this industry had started to change dramatically in recent years. Deregulation, privatization, and the advent of new technologies have started to reshape the industry on a global level. The United States deregulated its airlines in 1978 and had since witnessed heightened competition and aggressive jockeying for market position. Europe entered the throes of a similar escalation of competition following the creation of the European Union a nd the disbanding of country-specific barriers to free market competition among air carriers. In Asia, deregulation occurred in fits and starts with some major regions allowing greater access to foreign carriers. For example, India, a regional market of some significance, announced that it would privatize its state-owned airline company. It had already allowed its traditionally domestic airline to compete against its international air carrier in many of the regional markets comprising neighboring countries. Japan made major strides in deregulation after selling off its shares in the then state-owned Japan Airlines and permitted All Nippon Airways to serve international markets. In Latin America, many of the smaller national flag carriers were privatized. Countries such as Mexico and Argentina infused significant levels of market competition in their airline industries by removing anti-competitive barriers and privatizing their national airlines Mexicana and Aerolineas Argentinas. The trend seemed certain to gain further momentum and open skies might be closer to reality than ever before. The major European nations were already in discussions with the United States to implement an open Trans-Atlantic market area where landing rights would be determined by free market forces rather than regulatory policy. Open skies agreements are bilateral agreements between countries that agree to provide landing and take-off facilities for air carriers originating in any of the partner countries. Such an agreement does not have the typical restrictions related to landing rights that are determined on a city-pair basis. For example, Singapore and the U.S. had signed an open skies agreement under which a Singapore carrier could travel to any destinati on city in the U.S. and vice versa. The twin trends of privatization and deregulation resulted in an increasingly global approach to strategic positioning in this industry. Although most large carriers still retained their regional dominance, many forged alliances with other leading carriers to offer seamless services across wider geographic areas. These alliances made most of the larger airline companies de facto global organizations. With increasing geographic reach and decreasing regulatory barriers, many of the regions were witnessing acute competition often in the form of fare wars. Consumers in general became much more price sensitive than ever before. In attempting to keep up with the competition, many carriers upgraded their service offerings contributing to declining yields in a price-conscious market. Chronic excess capacity worldwide only exacerbated this situation. Not surprisingly, there was a decline in passenger revenue yield in all geographic regions and the airlines were fighting an uphill battle to ex tract higher levels of efficiencies from their operating structures. For example, passenger yield dropped by 1.9% and 2.5% in 1998 and 1999, respectively, in Europe and 0.8% and 1.5% in North America during the same period. The drop was far more geographic region-wise summary of key trends in passenger traffic, growth potential, and major players follows. (Source: Annual Reports and HSBC Research.) Asia-Pacific Region By 1999, traffic in the Asian region had become quite important to the overall success of the air transportation industry. Collectively, this region represented 24% of worldwide revenue passenger kilometers. The ICAO estimated that the Asia-Pacific region had grown annually by 9.7% over the last ten years. This upward trend was expected to continue albeit at slightly lower levels, moderating between 6%-7% until 2001. Trans-Pacific traffic was expected to grow at 6.6% and intra-Asia-Pacific traffic by 5%. Some analysts predicted that Asia would play a key role in over half of the top twenty international markets ranked in terms of revenue passenger miles by 2002 The aviation market in Asia, while similar to Europe of the pre-EU era, did indeed have some dominant players. Japan Airlines and Singapore Airlines were the clear leaders and together accounted for 40% of the market share. The second tier included Cathay Pacific, Thai, and Korean Air, which comprised 33% of the market. Asian carriers in general had significantly lower operating costs compared to their American and European counterparts. For example, in 1998, according to Warburg, Dillon Read, personnel costs for North American carriers accounted for approximately 32% of total revenues. For European carriers, it was 21%. However, for the Asia-Pacific carriers, it was only 17%. Most of the Asian carriers also had much higher labor productivity levels and lower unit labor costs than airlines in North America or Europe. This location-specific advantage was a primary reason why carriers from other regions were setting up significant hub operations in the Asia-Pacific region. While the y ields for many carriers such as China Airlines, Korean Air, Thai, and Malaysian, the second and third tier competitors, were much lower than international levels, the top tier carriers such as Japan Airlines, and Singapore Airlines had yields consistent with their North American and European counterparts. The avenues for differentiating airline services in this region were shrinking. The elite carriers who had built a reputation for superlative service such as Singapore Airlines were now facing stiff competition from carriers such as Thai Airways and Cathay Pacific who had geared to deliver similar services. Thus, differentiation was becoming much more demanding and difficult to sustain Singapore International Airlines: Country and Company History and Culture of Singapore Singapore had witnessed bountiful growth and become the envy of many neighboring countries as it entered the new 21st century. Its per capita GNP increased by a phenomenal 75% between 1990 and 1999 and currently stood at S$39,724. This meteoric rise could be directly traced to Mr. Lee Kuan Yew, the most powerful Prime Minister in Singapores history. He was able to tap the patriotic spirit of his people when he announced his intent to develop Singapore to rival Switzerland in terms of standard of living. His emphasis on superior education standards, a controlled labor environment, significant outlays for training and development, all helped to enhance the quality of human capital. At the end of 1999, Singapore boasted a literacy rate of 93%, among the highest in the region. Singapores Confucian work ethic dovetailed very well with his ambitions. It emphasized responsibilities over rights and placed enormous value on attributes such as hospitality, caring and service. As a result of th ese efforts, Singapore, today ranked among the best countries in terms of human capital and was often rated among the worlds friendliest places to do business. Rising standards of living meant higher wages .Coupled with the small size of the local population and a very low unemployment rate (3.2% in 1998), the availability of labor was seen as a potential stumbling block in the drive toward further growth. Many of the larger companies already depended on a sizable number of expatriates from neighboring countries as well as the West to staff positions. A staunch believer in free trade and internally driven growth, Mr. Yew made it clear from the start that the world does not owe Singapore a living. For example, in the air transportation sector, Mr. Yews government declared that SIA, although the national carrier, would not receive any subsidies, protection, financial assistance, or economic benefits from the government. It would have to sink or swim based on its own resources and ingenuity. Singapore literally adopted a free skies approach whereby foreign flag carriers from other countries were welcome to serve the city-state without any restrictions. This meant heightened competition for SIA right from the start. However, the free market philosophy also resulted in sharper rates of market growth. For example, roughly 35% of the equity base of Singapore was foreign in origin, and foreign investors owned 17% of all companies in the country, both testaments to the successful programs that attracted foreign capital and commerce to the island nation. The tourism industry played a very significant role in the overall development of the country. Handicapped by the small size and the lack of natural resources, Singapore had to rely on service industries such as tourism and finance to generate growth. It had always enjoyed an enviable status as an important geographic hub dating back to the pre-British Colonization era. During its history as a British colony, Singapore provided an important stop-off point for travelers from Europe and Britain to the outlying colonies of Australia and New Zealand. Building on this historical reputation, Singapore evolved into an important Asian tourist hub The common origin and shared history of SIA and MAS In 1947, Malayan Airways was established and operated services between Kuala Lumpur, Singapore, Ipoh and Penang, using its fleet of twin-engined Airspeed Consuls. In May that year, when Malayan Airways first took to the skies, there were only five passengers onboard its twin-engined Airspeed Consul. With the flight crew having to attend to the flying of the plane, passengers had to help themselves with the only refreshment available onboard then a flask of iced water. In 1963, it was renamed Malaysian Airways Limited. In 1966, both the Malaysian and Singapore Governments acquired joint majority control. The following year, it was renamed Malaysia-Singapore Airlines (MSA) Limited. On 26 January 1971, both the Malaysian and Singapore Governments agreed to set up separate national airlines, and on 1 October 1972, Malaysia-Singapore Airlines ceased operations. In its place, Singapore Airlines (SIA) and Malaysian Airlines System (MAS) took to the skies. SIAs initial growth and expansion The split of MSA on 1 October 1972 saw MAS taking over all the domestic routes while SIA took over the international network and all the Boeing jets in the MSA fleet .SIA was government-owned, and the Singapore Government viewed the airline as an investment in a portfolio held by the republic. Although SIA was a state-owned enterprise, it paid taxes, like any other company in Singapore, and was expected to be competitive and profitable. Without any domestic routes to monopolise, SIA had to strategise to survive. Soon after the split, SIA embarked on an aggressive growth and aircraft and equipment acquisition programme. It acquired Boeing 747 Jumbo Jets, which went into service in 1973. In that same year, subsidiary Singapore Airport Terminal Services Ltd (SATS) was set up to provide ground services. In 1977, in conjunction with BA, it introduced the supersonic Concorde on the London- Bahrain-Singapore route. The maiden flight was on 10 December 1977. After three flights, however, disputes over airspace delayed regular Concorde service until early 1979. On 1 November 1980, the SIA/BA joint Concorde service between Singapore, Bahrain and London was, however, terminated. SIA began cargo service from Singapore to San Francisco via Hong Kong, Guam and Honolulu in 1978. Passenger service on the route commenced the following year. In 1979, SIA took the unprecedented action of trading in the B-747s purchased just a few years earlier for more advanced, fuel-efficient versions of the same aircraft while simultaneously expanding the fleet in a record-setting S$2.1 billion order with Boeing Aircraft. By 1979, it became the ninth largest airline in the world, up from the 57th position prior to the parting of ways with MAS, achieved on the back of a continuous average annual growth rate of 46 percent over its initial seven-year period (Harvard Business School, 1989b). SIA shares were listed on the Singapore Stock Exchange on 18 December 1985, and a new corporate identity was unveiled on 28 April 1987. On 14 December 1989, SIA concluded a major world-wide alliance with SwissAir and Delta Airlines, covering wide-ranging co-operation and eventual exchange of equity. An MOU with Cathay Pacific Airways and Malaysia Airlines was signed on 22 December 1992 to form a joint venture to develop and operate a frequent flyer programme. Passages,the frequent flyer programme, was officially launched on 1 July 1993. On 22 June 1994, SIA placed a US$10.3 billion order for 22 Megatop 747s and 30 Airbus 340-300E aircraft. The following year, on 14 November 1995, it ordered 77 B777 aircraft powered by Rolls-Royce Trent engines worth US$12.7 billion, including spares and spare engines. SIA turned 50 on 1 May 1997. It had by then grown into a diversified group, totally transformed from its humble beginnings 50 years ago. On 7 May 1997, less than a week following its 50th birthday, it took delivery of its first Jubilee B777-200, which touched down at Changi Airport. Symbolically, this ushered in another new and challenging era for SIA. The power of an idea: a most successful product/service differentiation strategy Within a year of the launch of SIA following the split of MSA on 1 October 1972, SIA began looking for new ways to differentiate itself. In 1973, SIA had in its service, some of the worlds most modern aircraft. Its maintenance operations were generally recognised to be on a par with those of the worlds major airlines. All its pilots and engineers were proficient and experienced, as there were no restraints from the unions on hiring Western crew members if SIA thought they were better. The product/service differentiation strategy that SIA finally decided upon was based on in-flight service. The strategy, as summarised by its then SIAs advertising manager, who later became its manager of in-flight services, was: What we needed was a unique selling proposition. Happily, we found it. Or perhaps I should say we found her, because the Singapore Girl has become synonymous with Singapore Airlines. SIA is an Asian airline, and Asia has a long tradition of gentle, courteous service. The Asian woman does not feel she is demeaning herself by fulfilling the role of the gracious, charming and helpful hostess. What we hope to do is translate that tradition of service into an in-flight reality (Harvard Business School, 1989b). SIA was thus strategically positioned in the premium service, quality and value market segment of the international airline industry. SIA capitalised on Oriental charm with stewardesses of Chinese, Malay, Indian, and Eurasian ethnic backgrounds. By 1997, this resource pool within Singapore had, however, expanded to include Malaysia, Indonesia, India, Taiwan, China, Japan and Korea. In 1997, a third of its 5,800-strong cabin crew were non- Singaporeans (The Sunday Times, 1997a, p. 3) SIA stewardesses were costumed in a specially designed version of the graceful Malay sarong kebaya, designed by renowned fashion house, Pierre Balmain. Passengers were treated to some of the best food on any airline, which is served with lots of warm smiles, warm towels, and attention to details. It provided first-class, business-class and economy-class passengers with cocktails, fine wines, and in-flight motion pictures at no extra charge. Since its inception, SIA has always subscribed to a policy that once a passenger pays for his or her ticket, there should be no more charges on the aeroplane. SIA now spend S$20 million a year on wines, with about 60 to 80 bottles of wine consumed per flight. International consultants who specialise in French, American and Australian wines are contracted to do wine-tasting twice a year for SIA, and they advise the airline on what to buy for its first, business and economy class passengers (Straits Times, 1997a, p. 22). According to SIA, the airlin e even receives letters from passengers asking for the names of wines that they took on SIA flights, with some asking where they can buy them (Straits Times, 1997a, p. 22). Service became the raison detre for SIA, and at the heart of its service reputation was the Singapore Girl. Slogans like A standard of service that even other airlines talk about and SIA: you are a great way to fly were used regularly in its marketing. SIA has always been of the view that the key to its success was its value or quality for the money. SIAs corporate philosophy of the airline industry since the late 1980s is best summed up by: The airline industry is, by its very nature, a service industry. In a free market, the success or failure of an individual airline is largely dictated by the quality of the service it provides (Joseph Pillay, Chairman SIA, Harvard Business School, 1989b). Most had to confront the apparent contradiction between cutting costs and prices, on the one hand, and maintaining customer focus and delivering customer service, on the other. It was a challenge many found most difficult. Into the 1990s SIA had developed a very strong market position. While keeping an eye on costs, its quality and service-enhancement strategy allowed it to command a relative market price premium position through premium service, value and quality. Its enviable position can be summed up as follows: If others resort to cutting fares, we can certainly do the same and we have a far better financial strength to cut fares and last longer than anyone else. But we ask ourselves first whether it is necessary to do that . . . So far, we have no need to do that (S. Dhanabalan, Chairman SIA, 1997, The Sunday Times, 1997b, p. 32). On competition, S. Dhanabalan reiterated SIAs long-standing strategy: Strong competition is not new to SIA. Every now and then, some airline, in an attempt to gain market share, will resort to senseless heavy discounting. It is a short term phenomenon. We take such competition in our stride (The Sunday Times, 1997b, p. 32) The Singapore Girl, the idealised version of the SIA cabin attendant, was the centrepiece in SIAs marketing strategy. Very high-quality photography was used in SIAs advertisements, and the Singapore Girl was always the central feature of the advertisements. The advertisements portrayed her in a number of settings and used a variety of themes to good effect. The Singapore Girl strategy proved to be a powerful idea and turned out to be a phenomenal success. International Research Associates (INRA), a firm which conducted surveys (covering the area of advertising recall) in the Asia Pacific area triennially, found that SIAs advertising enjoyed steady increases in unaided recall in the three successive INRA surveys in advertisement recall it conducted in 1973, 1976 and 1979. The SIA advertisement recall was 21 percent in 1973. It rose up to 32 percent in 1976, and shot up to 50 percent in.The average advertising recall of about 40 airlines studied over the same time period was only 9.6 percent (Harvard Business School, 1989b). SIAs market research up to 1997 continues to attest to this: Around the world the Singapore Girl remains a very positive marketing icon. She evokes the very best in Asian charm and hospitality (Director, Market Research, SIA, The Sunday Times, 1997a, p. 3). Although there were initial protests in some Western quarters in what was perceived to be sexist overtones in the advertisements, not everyone took offence at the advertising image. In a 1979 Fortune magazine article, Flying high with the Singapore Girls, it was noted that far from being repelled by the notion of becoming a `girl, about 7,000 young Singaporean women applied last year for 347 openings in the hostess ranks of SIA (Harvard Business School, 1989b). In the West, its acceptability in recent years had changed quite appreciably. In 1997, it was noted that: Her popularity in the West is such that it would be quite risky for SIA to attempt to change the image at a time when people there are getting used to her (Analyst, Goldman Sachs, The Sunday Times, 1997a, p. 3). Customer focus, innovation, creative service and service excellence On an SIA flight in 1996, a Chinese couple travelling in first-class with their children and nanny had refused the food served. When asked, the man of the family replied: We are just not used to these and would prefer a bowl of instant noodles. Since then, every SIA flight carries a supply of instant noodles for those customers who find in-flight cuisine not quite to their taste (Asian Business, 1996, p. 40). In addition, first-class and business-class passengers flying out of Singapore can now pre-order certain Singapore local fare prior to their flight to be served to them onboard. These are just some examples that illustrate the constant drive by SIA to introduce new ideas to improve customer service, in its customer focus to win customer satisfaction and even delight. There is of course nothing high-tech or sophisticated about instant noodles nor Singapore local fare, but these examples highlight the creative customer service even in simple things that has won SIA wide praise (Asian Business,1996, p. 40). This has become a hallmark of SIAs service excellence. In 1972, SIA was the first airline to introduce free food and alcoholic drinks on its flights. SIA has recognised that in this highly competitive market, any advantage gained by one airline over others will be short-lived, and ideas that are new will become commonplace in a matter of months. However, it noted that the important thing is to always stay in the forefront both in service and in technology (Asian Business, 1996, p. 40). This strategy of SIA focuses primarily not on reducing costs, but on enhancing quality or service and preventing customer problems from arising. SIA has succeeded most uniquely with this type of strategy in the airline industry, a strategy commonly employed in service businesses that command premium prices with high margins, businesses in which there is a high degree of repeat business, with word-of-mouth praise by customers as a most important marketing channel. It has been argued by some that an organisation should be conservative in its promises regarding service excellence to prevent customer expectations becoming too high. High expectations, so that argument goes, increase the potential for customer dissatisfaction. Such prescriptions, however, serve only companies with modest ambitions. In SIAs case, it was very different. It had a bold strategic vision and aspiration of being a top airline, not just any ordinary good airline. Through its careful market positioning and delivering its service promise, SIA could be said to be the very first airline in the international airline industry to have succeeded in developing such a powerful and enduring image of quality service that has resulted in its acquiring a sustainable competitive advantage. Its ability to sustain this advantage, even as its competitors seek to develop comparable service capability, had been buttressed by the fact that it was the first to earn and attain the quality-servic e position and image in the market and in customers minds. High service quality standards need to be developed systematically over time. Although sustaining a competitive advantage based on service quality is possible, this requires unrelenting effort on the part of an organisation to continually improve its service. This was achieved in SIAs case. As part of SIAs strategy to differentiate itself on the basis of superior customer service, it was able successfully to generate a vision of service excellence throughout the organisation. Such an organisation-wide energizing vision of service excellence is a powerful source of competitive advantage in top class service organisations. Such strength can be the bedrock of a quality and service-based sustainable competitive advantage. A service organisation that does not have such a shared vision and culture of service excellence will have a tough task acquiring it, as it cannot be bought. It must be built, as in SIAs case. In SIAs case, setting exceptionally high customer service standards generated a positive spirit and culture that had many follow-on results. Customer servicewent beyond the mechanics involved in efficiently providing a service onboard. Pride, zeal, and motivation were some of the positive service hallmarks that flowed from the shared vision and culture of service excellence, and the results were impressive. Unlike robots or machines, where differences in performance are largely rooted in technical specifications, human beings are subject to major performance variation. The SIAs vision and culture that hold exceptionally high customer service standards as a strategic objective to be attained were a most important factor accounting for its exceptional performance. To support this service excellence strategy, SIA adopts a most rigorous quality control system and process for staff recruitment and selection, as well as a rigorous training and service policy (Asian Business Review, 1996, p. 34). For example, SIA has one flight attendant for every 22 seats, the highest in the world and well above the industry average. Cabin crew must be under 26 and are employed on a five-year contract after making it through a very selective three-stage interview process that includes a social function Previously, all cabin crew would complete a six-month training course before they could be allowed to serve a customer. However, this has now been compressed into an intensive four-month course, which is still considered to be the longest and most comprehensive programme of any major airline. In comparison, Cathay Pacific, for instance, conducts only a seven-week intensive training programme on technical, safety and interpersonal skills. The aim of SIAs training is to provide gracious service reflecting warmth and friendliness, while maintaining an image of authority and confidence in the passengers minds. Each month, thousands of young ladies would apply for the airlines rigorous course that emphasizes safety training and encompasses beauty tips, discussions of gourmet food and fine wines, and the art of conversation. SIA is also at the forefront of service innovation through technology. For instance, it introduced Electronic Ticketing for flights from Singapore to Kuala Lumpur and Penang (and vice versa) on 1 October 1997. About two weeks earlier, on a flight from Singapore to Tokyo on 15 September 1997, it had launched a revolutionary innovation in in-flight entertainment with the introduction of the WISEMEN system, offering passengers full control over their viewing and listening options. With WISEMEN, passengers will be able to choose from 15 movies, 20 short features and about 50 CDs. This is over and above the current SIAs in-flight entertainment system, Krisworld, which already had 22 video channels, 12 audio channels and ten games channels. Internet check-in for First Class, Raffles Class and PPS Club Members flying out of Singapore was introduced on 20 November 1996. SIAs profitability track record Just as well-known as its product/service differentiation strategy, as well as its creative service and service excellence, but certainly less familiar, is SIAs profitability track record. Since its inception in 1972 some 25 years ago, SIA has had an uninterrupted profit track record. Asian Business Review, in an article piece on Asias Great Companies, noted that its financial track record is almost unheard of in the brutally cyclical airline industry, and touted it as the Worlds most profitable airline (Asian Business Review, 1996, p. 34). Its profitability track record is even more astounding considering that it is the national airline of a small country that is essentially just a city, of only 647 square kilometres and 3.6 million populations, with no domestic routes to monopolise. Yet, despite this it has managed to consistently deliver profits in one of the worlds most cyclical industries. SIA has an established practice of keeping its fleet young and modern (Singapore Airlines, 1997b, p. 5). This, made possible by the airlines strong cash flow position, has allowed it to maintain a fuel-efficient fleet that averages just over five years of age without resorting to heavy borrowing or costly leasing deals. The fleets of most other international carriers are more than twice as old as SIAs. SIAs fleet is in fact the youngest in the world, not taking into account the couple of small regional airlines that have just started up. For SIA, this strategy which entails heavy capital costs, however, translates to significant savings through minimising aircraft downtime and minimizing maintenance costs. Newer aircraft are also faster and more fuel efficient, and are perceived by passengers to be safer. For instance, the B747-400 is 10 percent more fuel efficient than its predecessor. For SIA, this means a significant saving as about 15 percent of the companys expenditure is on fuel (Asian Business Review, 1996, p. 34). Most airlines use a combination of different financing schemes for their aircraft with the core fleet usually on long-term leases to minimise interest costs. SIA History and Analysis of Singapore International Airlines History and Analysis of Singapore International Airlines Introduction SIA traced its roots to an organization called Malayan Airways that offered its first commercial passenger service in May 1947. Today, SIA is Singapores best-known company, and rated consistently as Asias most admired company(Asian Business, 1997,p. 24). Its smiling, willowy cabin attendant, outfitted in tight batik sarong kebaya designed by renowned fashion house Pierre Balmain, and marketed as the Singapore Girl, is now a well-known international service icon. In 1994, the year she celebrated her 21st birthday, the Singapore Girl became the first commercial figure to be displayed at the famed Madame Tussauds Museum in London. Madame Tussauds had unveiled the waxwork of the SIAs global marketing icon that year to reflect the ever-growing popularity of international travel. SIA is widely reckoned by those in the airline industry, travellers as well as its competitors, as one of the very best airlines in the world, judging from the numerous industry awards it has won. According to the Business Traveller Asia Pacific, SIA has become the standard by which all other international airlines are judged (Business Traveller Asia Pacific, 1997a, p. 3). SIA also consistently leads the industry in profitability and rides through rough and turbulent times much better than most of its rivals. It has had an impressive and continuous profit streak since it took to the skies some 25 years ago; a track record almost unheard of in the brutally cyclical airline industry (Asian Business Review, 1996, p. 34). On 1 May 1997, SIA turned 50 and celebrated its Golden Jubilee Anniversary in grand style. It was a far cry from its humble beginnings in 1947 when it started life as part of Malayan Airways. The International Airline Industry The airline industry had traditionally remained fragmented primarily due to the limiting effects of national and international regulations. Enforced in the form of landing rights and associated competitive constraints, even large airline companies had only been able to develop dominance over their own regional markets at best. With the exception of the United States, dominant national flag carriers, typically owned by the national governments, had remained the only international representatives of their countries. However, the competitive dynamics in this industry had started to change dramatically in recent years. Deregulation, privatization, and the advent of new technologies have started to reshape the industry on a global level. The United States deregulated its airlines in 1978 and had since witnessed heightened competition and aggressive jockeying for market position. Europe entered the throes of a similar escalation of competition following the creation of the European Union a nd the disbanding of country-specific barriers to free market competition among air carriers. In Asia, deregulation occurred in fits and starts with some major regions allowing greater access to foreign carriers. For example, India, a regional market of some significance, announced that it would privatize its state-owned airline company. It had already allowed its traditionally domestic airline to compete against its international air carrier in many of the regional markets comprising neighboring countries. Japan made major strides in deregulation after selling off its shares in the then state-owned Japan Airlines and permitted All Nippon Airways to serve international markets. In Latin America, many of the smaller national flag carriers were privatized. Countries such as Mexico and Argentina infused significant levels of market competition in their airline industries by removing anti-competitive barriers and privatizing their national airlines Mexicana and Aerolineas Argentinas. The trend seemed certain to gain further momentum and open skies might be closer to reality than ever before. The major European nations were already in discussions with the United States to implement an open Trans-Atlantic market area where landing rights would be determined by free market forces rather than regulatory policy. Open skies agreements are bilateral agreements between countries that agree to provide landing and take-off facilities for air carriers originating in any of the partner countries. Such an agreement does not have the typical restrictions related to landing rights that are determined on a city-pair basis. For example, Singapore and the U.S. had signed an open skies agreement under which a Singapore carrier could travel to any destinati on city in the U.S. and vice versa. The twin trends of privatization and deregulation resulted in an increasingly global approach to strategic positioning in this industry. Although most large carriers still retained their regional dominance, many forged alliances with other leading carriers to offer seamless services across wider geographic areas. These alliances made most of the larger airline companies de facto global organizations. With increasing geographic reach and decreasing regulatory barriers, many of the regions were witnessing acute competition often in the form of fare wars. Consumers in general became much more price sensitive than ever before. In attempting to keep up with the competition, many carriers upgraded their service offerings contributing to declining yields in a price-conscious market. Chronic excess capacity worldwide only exacerbated this situation. Not surprisingly, there was a decline in passenger revenue yield in all geographic regions and the airlines were fighting an uphill battle to ex tract higher levels of efficiencies from their operating structures. For example, passenger yield dropped by 1.9% and 2.5% in 1998 and 1999, respectively, in Europe and 0.8% and 1.5% in North America during the same period. The drop was far more geographic region-wise summary of key trends in passenger traffic, growth potential, and major players follows. (Source: Annual Reports and HSBC Research.) Asia-Pacific Region By 1999, traffic in the Asian region had become quite important to the overall success of the air transportation industry. Collectively, this region represented 24% of worldwide revenue passenger kilometers. The ICAO estimated that the Asia-Pacific region had grown annually by 9.7% over the last ten years. This upward trend was expected to continue albeit at slightly lower levels, moderating between 6%-7% until 2001. Trans-Pacific traffic was expected to grow at 6.6% and intra-Asia-Pacific traffic by 5%. Some analysts predicted that Asia would play a key role in over half of the top twenty international markets ranked in terms of revenue passenger miles by 2002 The aviation market in Asia, while similar to Europe of the pre-EU era, did indeed have some dominant players. Japan Airlines and Singapore Airlines were the clear leaders and together accounted for 40% of the market share. The second tier included Cathay Pacific, Thai, and Korean Air, which comprised 33% of the market. Asian carriers in general had significantly lower operating costs compared to their American and European counterparts. For example, in 1998, according to Warburg, Dillon Read, personnel costs for North American carriers accounted for approximately 32% of total revenues. For European carriers, it was 21%. However, for the Asia-Pacific carriers, it was only 17%. Most of the Asian carriers also had much higher labor productivity levels and lower unit labor costs than airlines in North America or Europe. This location-specific advantage was a primary reason why carriers from other regions were setting up significant hub operations in the Asia-Pacific region. While the y ields for many carriers such as China Airlines, Korean Air, Thai, and Malaysian, the second and third tier competitors, were much lower than international levels, the top tier carriers such as Japan Airlines, and Singapore Airlines had yields consistent with their North American and European counterparts. The avenues for differentiating airline services in this region were shrinking. The elite carriers who had built a reputation for superlative service such as Singapore Airlines were now facing stiff competition from carriers such as Thai Airways and Cathay Pacific who had geared to deliver similar services. Thus, differentiation was becoming much more demanding and difficult to sustain Singapore International Airlines: Country and Company History and Culture of Singapore Singapore had witnessed bountiful growth and become the envy of many neighboring countries as it entered the new 21st century. Its per capita GNP increased by a phenomenal 75% between 1990 and 1999 and currently stood at S$39,724. This meteoric rise could be directly traced to Mr. Lee Kuan Yew, the most powerful Prime Minister in Singapores history. He was able to tap the patriotic spirit of his people when he announced his intent to develop Singapore to rival Switzerland in terms of standard of living. His emphasis on superior education standards, a controlled labor environment, significant outlays for training and development, all helped to enhance the quality of human capital. At the end of 1999, Singapore boasted a literacy rate of 93%, among the highest in the region. Singapores Confucian work ethic dovetailed very well with his ambitions. It emphasized responsibilities over rights and placed enormous value on attributes such as hospitality, caring and service. As a result of th ese efforts, Singapore, today ranked among the best countries in terms of human capital and was often rated among the worlds friendliest places to do business. Rising standards of living meant higher wages .Coupled with the small size of the local population and a very low unemployment rate (3.2% in 1998), the availability of labor was seen as a potential stumbling block in the drive toward further growth. Many of the larger companies already depended on a sizable number of expatriates from neighboring countries as well as the West to staff positions. A staunch believer in free trade and internally driven growth, Mr. Yew made it clear from the start that the world does not owe Singapore a living. For example, in the air transportation sector, Mr. Yews government declared that SIA, although the national carrier, would not receive any subsidies, protection, financial assistance, or economic benefits from the government. It would have to sink or swim based on its own resources and ingenuity. Singapore literally adopted a free skies approach whereby foreign flag carriers from other countries were welcome to serve the city-state without any restrictions. This meant heightened competition for SIA right from the start. However, the free market philosophy also resulted in sharper rates of market growth. For example, roughly 35% of the equity base of Singapore was foreign in origin, and foreign investors owned 17% of all companies in the country, both testaments to the successful programs that attracted foreign capital and commerce to the island nation. The tourism industry played a very significant role in the overall development of the country. Handicapped by the small size and the lack of natural resources, Singapore had to rely on service industries such as tourism and finance to generate growth. It had always enjoyed an enviable status as an important geographic hub dating back to the pre-British Colonization era. During its history as a British colony, Singapore provided an important stop-off point for travelers from Europe and Britain to the outlying colonies of Australia and New Zealand. Building on this historical reputation, Singapore evolved into an important Asian tourist hub The common origin and shared history of SIA and MAS In 1947, Malayan Airways was established and operated services between Kuala Lumpur, Singapore, Ipoh and Penang, using its fleet of twin-engined Airspeed Consuls. In May that year, when Malayan Airways first took to the skies, there were only five passengers onboard its twin-engined Airspeed Consul. With the flight crew having to attend to the flying of the plane, passengers had to help themselves with the only refreshment available onboard then a flask of iced water. In 1963, it was renamed Malaysian Airways Limited. In 1966, both the Malaysian and Singapore Governments acquired joint majority control. The following year, it was renamed Malaysia-Singapore Airlines (MSA) Limited. On 26 January 1971, both the Malaysian and Singapore Governments agreed to set up separate national airlines, and on 1 October 1972, Malaysia-Singapore Airlines ceased operations. In its place, Singapore Airlines (SIA) and Malaysian Airlines System (MAS) took to the skies. SIAs initial growth and expansion The split of MSA on 1 October 1972 saw MAS taking over all the domestic routes while SIA took over the international network and all the Boeing jets in the MSA fleet .SIA was government-owned, and the Singapore Government viewed the airline as an investment in a portfolio held by the republic. Although SIA was a state-owned enterprise, it paid taxes, like any other company in Singapore, and was expected to be competitive and profitable. Without any domestic routes to monopolise, SIA had to strategise to survive. Soon after the split, SIA embarked on an aggressive growth and aircraft and equipment acquisition programme. It acquired Boeing 747 Jumbo Jets, which went into service in 1973. In that same year, subsidiary Singapore Airport Terminal Services Ltd (SATS) was set up to provide ground services. In 1977, in conjunction with BA, it introduced the supersonic Concorde on the London- Bahrain-Singapore route. The maiden flight was on 10 December 1977. After three flights, however, disputes over airspace delayed regular Concorde service until early 1979. On 1 November 1980, the SIA/BA joint Concorde service between Singapore, Bahrain and London was, however, terminated. SIA began cargo service from Singapore to San Francisco via Hong Kong, Guam and Honolulu in 1978. Passenger service on the route commenced the following year. In 1979, SIA took the unprecedented action of trading in the B-747s purchased just a few years earlier for more advanced, fuel-efficient versions of the same aircraft while simultaneously expanding the fleet in a record-setting S$2.1 billion order with Boeing Aircraft. By 1979, it became the ninth largest airline in the world, up from the 57th position prior to the parting of ways with MAS, achieved on the back of a continuous average annual growth rate of 46 percent over its initial seven-year period (Harvard Business School, 1989b). SIA shares were listed on the Singapore Stock Exchange on 18 December 1985, and a new corporate identity was unveiled on 28 April 1987. On 14 December 1989, SIA concluded a major world-wide alliance with SwissAir and Delta Airlines, covering wide-ranging co-operation and eventual exchange of equity. An MOU with Cathay Pacific Airways and Malaysia Airlines was signed on 22 December 1992 to form a joint venture to develop and operate a frequent flyer programme. Passages,the frequent flyer programme, was officially launched on 1 July 1993. On 22 June 1994, SIA placed a US$10.3 billion order for 22 Megatop 747s and 30 Airbus 340-300E aircraft. The following year, on 14 November 1995, it ordered 77 B777 aircraft powered by Rolls-Royce Trent engines worth US$12.7 billion, including spares and spare engines. SIA turned 50 on 1 May 1997. It had by then grown into a diversified group, totally transformed from its humble beginnings 50 years ago. On 7 May 1997, less than a week following its 50th birthday, it took delivery of its first Jubilee B777-200, which touched down at Changi Airport. Symbolically, this ushered in another new and challenging era for SIA. The power of an idea: a most successful product/service differentiation strategy Within a year of the launch of SIA following the split of MSA on 1 October 1972, SIA began looking for new ways to differentiate itself. In 1973, SIA had in its service, some of the worlds most modern aircraft. Its maintenance operations were generally recognised to be on a par with those of the worlds major airlines. All its pilots and engineers were proficient and experienced, as there were no restraints from the unions on hiring Western crew members if SIA thought they were better. The product/service differentiation strategy that SIA finally decided upon was based on in-flight service. The strategy, as summarised by its then SIAs advertising manager, who later became its manager of in-flight services, was: What we needed was a unique selling proposition. Happily, we found it. Or perhaps I should say we found her, because the Singapore Girl has become synonymous with Singapore Airlines. SIA is an Asian airline, and Asia has a long tradition of gentle, courteous service. The Asian woman does not feel she is demeaning herself by fulfilling the role of the gracious, charming and helpful hostess. What we hope to do is translate that tradition of service into an in-flight reality (Harvard Business School, 1989b). SIA was thus strategically positioned in the premium service, quality and value market segment of the international airline industry. SIA capitalised on Oriental charm with stewardesses of Chinese, Malay, Indian, and Eurasian ethnic backgrounds. By 1997, this resource pool within Singapore had, however, expanded to include Malaysia, Indonesia, India, Taiwan, China, Japan and Korea. In 1997, a third of its 5,800-strong cabin crew were non- Singaporeans (The Sunday Times, 1997a, p. 3) SIA stewardesses were costumed in a specially designed version of the graceful Malay sarong kebaya, designed by renowned fashion house, Pierre Balmain. Passengers were treated to some of the best food on any airline, which is served with lots of warm smiles, warm towels, and attention to details. It provided first-class, business-class and economy-class passengers with cocktails, fine wines, and in-flight motion pictures at no extra charge. Since its inception, SIA has always subscribed to a policy that once a passenger pays for his or her ticket, there should be no more charges on the aeroplane. SIA now spend S$20 million a year on wines, with about 60 to 80 bottles of wine consumed per flight. International consultants who specialise in French, American and Australian wines are contracted to do wine-tasting twice a year for SIA, and they advise the airline on what to buy for its first, business and economy class passengers (Straits Times, 1997a, p. 22). According to SIA, the airlin e even receives letters from passengers asking for the names of wines that they took on SIA flights, with some asking where they can buy them (Straits Times, 1997a, p. 22). Service became the raison detre for SIA, and at the heart of its service reputation was the Singapore Girl. Slogans like A standard of service that even other airlines talk about and SIA: you are a great way to fly were used regularly in its marketing. SIA has always been of the view that the key to its success was its value or quality for the money. SIAs corporate philosophy of the airline industry since the late 1980s is best summed up by: The airline industry is, by its very nature, a service industry. In a free market, the success or failure of an individual airline is largely dictated by the quality of the service it provides (Joseph Pillay, Chairman SIA, Harvard Business School, 1989b). Most had to confront the apparent contradiction between cutting costs and prices, on the one hand, and maintaining customer focus and delivering customer service, on the other. It was a challenge many found most difficult. Into the 1990s SIA had developed a very strong market position. While keeping an eye on costs, its quality and service-enhancement strategy allowed it to command a relative market price premium position through premium service, value and quality. Its enviable position can be summed up as follows: If others resort to cutting fares, we can certainly do the same and we have a far better financial strength to cut fares and last longer than anyone else. But we ask ourselves first whether it is necessary to do that . . . So far, we have no need to do that (S. Dhanabalan, Chairman SIA, 1997, The Sunday Times, 1997b, p. 32). On competition, S. Dhanabalan reiterated SIAs long-standing strategy: Strong competition is not new to SIA. Every now and then, some airline, in an attempt to gain market share, will resort to senseless heavy discounting. It is a short term phenomenon. We take such competition in our stride (The Sunday Times, 1997b, p. 32) The Singapore Girl, the idealised version of the SIA cabin attendant, was the centrepiece in SIAs marketing strategy. Very high-quality photography was used in SIAs advertisements, and the Singapore Girl was always the central feature of the advertisements. The advertisements portrayed her in a number of settings and used a variety of themes to good effect. The Singapore Girl strategy proved to be a powerful idea and turned out to be a phenomenal success. International Research Associates (INRA), a firm which conducted surveys (covering the area of advertising recall) in the Asia Pacific area triennially, found that SIAs advertising enjoyed steady increases in unaided recall in the three successive INRA surveys in advertisement recall it conducted in 1973, 1976 and 1979. The SIA advertisement recall was 21 percent in 1973. It rose up to 32 percent in 1976, and shot up to 50 percent in.The average advertising recall of about 40 airlines studied over the same time period was only 9.6 percent (Harvard Business School, 1989b). SIAs market research up to 1997 continues to attest to this: Around the world the Singapore Girl remains a very positive marketing icon. She evokes the very best in Asian charm and hospitality (Director, Market Research, SIA, The Sunday Times, 1997a, p. 3). Although there were initial protests in some Western quarters in what was perceived to be sexist overtones in the advertisements, not everyone took offence at the advertising image. In a 1979 Fortune magazine article, Flying high with the Singapore Girls, it was noted that far from being repelled by the notion of becoming a `girl, about 7,000 young Singaporean women applied last year for 347 openings in the hostess ranks of SIA (Harvard Business School, 1989b). In the West, its acceptability in recent years had changed quite appreciably. In 1997, it was noted that: Her popularity in the West is such that it would be quite risky for SIA to attempt to change the image at a time when people there are getting used to her (Analyst, Goldman Sachs, The Sunday Times, 1997a, p. 3). Customer focus, innovation, creative service and service excellence On an SIA flight in 1996, a Chinese couple travelling in first-class with their children and nanny had refused the food served. When asked, the man of the family replied: We are just not used to these and would prefer a bowl of instant noodles. Since then, every SIA flight carries a supply of instant noodles for those customers who find in-flight cuisine not quite to their taste (Asian Business, 1996, p. 40). In addition, first-class and business-class passengers flying out of Singapore can now pre-order certain Singapore local fare prior to their flight to be served to them onboard. These are just some examples that illustrate the constant drive by SIA to introduce new ideas to improve customer service, in its customer focus to win customer satisfaction and even delight. There is of course nothing high-tech or sophisticated about instant noodles nor Singapore local fare, but these examples highlight the creative customer service even in simple things that has won SIA wide praise (Asian Business,1996, p. 40). This has become a hallmark of SIAs service excellence. In 1972, SIA was the first airline to introduce free food and alcoholic drinks on its flights. SIA has recognised that in this highly competitive market, any advantage gained by one airline over others will be short-lived, and ideas that are new will become commonplace in a matter of months. However, it noted that the important thing is to always stay in the forefront both in service and in technology (Asian Business, 1996, p. 40). This strategy of SIA focuses primarily not on reducing costs, but on enhancing quality or service and preventing customer problems from arising. SIA has succeeded most uniquely with this type of strategy in the airline industry, a strategy commonly employed in service businesses that command premium prices with high margins, businesses in which there is a high degree of repeat business, with word-of-mouth praise by customers as a most important marketing channel. It has been argued by some that an organisation should be conservative in its promises regarding service excellence to prevent customer expectations becoming too high. High expectations, so that argument goes, increase the potential for customer dissatisfaction. Such prescriptions, however, serve only companies with modest ambitions. In SIAs case, it was very different. It had a bold strategic vision and aspiration of being a top airline, not just any ordinary good airline. Through its careful market positioning and delivering its service promise, SIA could be said to be the very first airline in the international airline industry to have succeeded in developing such a powerful and enduring image of quality service that has resulted in its acquiring a sustainable competitive advantage. Its ability to sustain this advantage, even as its competitors seek to develop comparable service capability, had been buttressed by the fact that it was the first to earn and attain the quality-servic e position and image in the market and in customers minds. High service quality standards need to be developed systematically over time. Although sustaining a competitive advantage based on service quality is possible, this requires unrelenting effort on the part of an organisation to continually improve its service. This was achieved in SIAs case. As part of SIAs strategy to differentiate itself on the basis of superior customer service, it was able successfully to generate a vision of service excellence throughout the organisation. Such an organisation-wide energizing vision of service excellence is a powerful source of competitive advantage in top class service organisations. Such strength can be the bedrock of a quality and service-based sustainable competitive advantage. A service organisation that does not have such a shared vision and culture of service excellence will have a tough task acquiring it, as it cannot be bought. It must be built, as in SIAs case. In SIAs case, setting exceptionally high customer service standards generated a positive spirit and culture that had many follow-on results. Customer servicewent beyond the mechanics involved in efficiently providing a service onboard. Pride, zeal, and motivation were some of the positive service hallmarks that flowed from the shared vision and culture of service excellence, and the results were impressive. Unlike robots or machines, where differences in performance are largely rooted in technical specifications, human beings are subject to major performance variation. The SIAs vision and culture that hold exceptionally high customer service standards as a strategic objective to be attained were a most important factor accounting for its exceptional performance. To support this service excellence strategy, SIA adopts a most rigorous quality control system and process for staff recruitment and selection, as well as a rigorous training and service policy (Asian Business Review, 1996, p. 34). For example, SIA has one flight attendant for every 22 seats, the highest in the world and well above the industry average. Cabin crew must be under 26 and are employed on a five-year contract after making it through a very selective three-stage interview process that includes a social function Previously, all cabin crew would complete a six-month training course before they could be allowed to serve a customer. However, this has now been compressed into an intensive four-month course, which is still considered to be the longest and most comprehensive programme of any major airline. In comparison, Cathay Pacific, for instance, conducts only a seven-week intensive training programme on technical, safety and interpersonal skills. The aim of SIAs training is to provide gracious service reflecting warmth and friendliness, while maintaining an image of authority and confidence in the passengers minds. Each month, thousands of young ladies would apply for the airlines rigorous course that emphasizes safety training and encompasses beauty tips, discussions of gourmet food and fine wines, and the art of conversation. SIA is also at the forefront of service innovation through technology. For instance, it introduced Electronic Ticketing for flights from Singapore to Kuala Lumpur and Penang (and vice versa) on 1 October 1997. About two weeks earlier, on a flight from Singapore to Tokyo on 15 September 1997, it had launched a revolutionary innovation in in-flight entertainment with the introduction of the WISEMEN system, offering passengers full control over their viewing and listening options. With WISEMEN, passengers will be able to choose from 15 movies, 20 short features and about 50 CDs. This is over and above the current SIAs in-flight entertainment system, Krisworld, which already had 22 video channels, 12 audio channels and ten games channels. Internet check-in for First Class, Raffles Class and PPS Club Members flying out of Singapore was introduced on 20 November 1996. SIAs profitability track record Just as well-known as its product/service differentiation strategy, as well as its creative service and service excellence, but certainly less familiar, is SIAs profitability track record. Since its inception in 1972 some 25 years ago, SIA has had an uninterrupted profit track record. Asian Business Review, in an article piece on Asias Great Companies, noted that its financial track record is almost unheard of in the brutally cyclical airline industry, and touted it as the Worlds most profitable airline (Asian Business Review, 1996, p. 34). Its profitability track record is even more astounding considering that it is the national airline of a small country that is essentially just a city, of only 647 square kilometres and 3.6 million populations, with no domestic routes to monopolise. Yet, despite this it has managed to consistently deliver profits in one of the worlds most cyclical industries. SIA has an established practice of keeping its fleet young and modern (Singapore Airlines, 1997b, p. 5). This, made possible by the airlines strong cash flow position, has allowed it to maintain a fuel-efficient fleet that averages just over five years of age without resorting to heavy borrowing or costly leasing deals. The fleets of most other international carriers are more than twice as old as SIAs. SIAs fleet is in fact the youngest in the world, not taking into account the couple of small regional airlines that have just started up. For SIA, this strategy which entails heavy capital costs, however, translates to significant savings through minimising aircraft downtime and minimizing maintenance costs. Newer aircraft are also faster and more fuel efficient, and are perceived by passengers to be safer. For instance, the B747-400 is 10 percent more fuel efficient than its predecessor. For SIA, this means a significant saving as about 15 percent of the companys expenditure is on fuel (Asian Business Review, 1996, p. 34). Most airlines use a combination of different financing schemes for their aircraft with the core fleet usually on long-term leases to minimise interest costs. SIA

Herois Tradition throughout British Literature :: essays papers

Herois Tradition throughout British Literature Throughout British Literature, there are many instances of heroism. To be considered a hero by others in the time period of 449 to 1625, you must be, â€Å"noted for feats of courage or nobility of purpose: especially, one who has risked or sacrificed his life† (Morris 618). Four characters in British Literature that portray heroic traits are Beowulf, Sir Gawain, Macbeth, and the Knight of The Canterbury Tales. Beowulf shows himself worthy of the title of being a hero when he leaves his country to help a neighboring country, Denmark and rid them of the long lasting fear of a malicious monster known as Grendel. Sir Gawain is considered a hero by many because of his loyalty to King Arthur. He even risks his life so that King Arthur would live and participates in the Green Knights challenge. Although Macbeth has got a few more faults than other heroes have in British Literature, his name is still synonymous with â€Å"hero†. Aristotle says â€Å"the tragic hero has to fa ll from grace †¦ after being on top† (Chui 1). Before the three witches tell Macbeth the false prophecies, Macbeth is in held is high accord, yet afterwards, his ambition tears him down and he does anything it takes gain the role of King. The Knight, from The Canterbury Tales, excels beyond all others when it comes to being a hero. He is the most loyal and is admired by the other characters for his courage, bravery in battle and his exploits in war. He is on a religious pilgrimage not to make money or any other avaricious deed that the other characters are on the pilgrimage for, he is on the pilgrimage to worship God, which is also honored by his peers as being heroic. All four characters mentioned have heroic traits and they all are considered heroes. Although they might gain their title in different ways and for the wrong reasons, they are truly heroes. In British Literature, many stories have been influenced by the heroic traditions of their time period. The characters , although in different stories, all portray the heroic tradition in British Literature. The character Beowulf, â€Å"a man of great strength and bravery† (Magill 388), is a hero in the way he defends his neighboring country, Denmark. When the word that a hostile creature, known as Grendel, was killing tons in Denmark, Beowulf set sail to help defend the people and rid them of the hideous monster.

About Steroids

Many people have had their lives ruined by the use of illegal steroids, yet the desired effects are so overwhelming that people tend to overlook the consequences. Steroid users believe taking anabolic steroids will enhance their performance, strength, size,etc. They regard the use of them as legitimate as any other aspect of training. To begin with, the term  «anabolic  » means  «to build tissue, » therefore anabolic steroids tend to increase constructive metabolic pathways within the body. Also, anabolic steroids are synthetic derivatives of the natural male sex hormone, testosterone. Testosterone was the first steroid developed, a natural occuring hormone in many plants and animals. The first clinical use of testosterone occured in 1958 when physicians injected it into underweight and ill patients to simualte weight gain. The first reported use of steroids in a non-medical setting occured during World War II. Steroids were adminstered by Nazi doctors into German soldiers to enhance their aggressiveness. The Soviet Union noted the Nazis’ use of the drug and recognized that enhanced aggressiveness, increasing in strength, and size could be desirable in athletic competition. The Soviets experimented with steroids in the early 1950’s and it is believed that they were used in the 1952 Olympic games. The introduction of steroids into the United States is often attributed to the late Dr. John Ziegler, the team physician for the United States weightlifting team at the last Vienna World Power lifting championships. A Soviet physician told Ziegler that some of the members fo the Soviet team were using testosterone as an aid to enhance their strength. Ziegler was impressed with the results and began conducting some studies on American lifters. The results were the development nd introduction of the steroid Dianobol, an anabolic steroid with fewer masculinizing properties than testosterone. Dianobol became well known in the athletic world. By the 1956 Melbourne Olympic games, steroid use had escalated to the point that many Olympic competetors in the strength events were either using them or were aware of their performance ehancing abilties. Anabolic steroids are all derivatives of the male sex hormone testosterone. With the use of steroids a person will receive two types of effects from the use. The first is the androgenic effects or masculinizing. These are the unwanted ffects such as the enlarging of the prostate, growth of male sex glands, deepening of the voice, and increased facial hair(other steroids were developed in an attempt to separate these effects of testosterone from the anabolic). The other effect is anabolic effects, the wanted effects. There are three major benefits that are wanted from steroid use and they are: Frist athletes will attain a greater increase in lean muscle mass and strength when it is used with a combination of rigorous training and the drug. The second major benefit of the steroid use is that the athlete’s body suffers less breakdown. This decrease in muscle breakdown and ecovery time permits more frequent training sessions at higher intensity and for longer periods of time. The third benefit is the increased aggresiveness they are believed to simulate. This increased aggresssiveness may drive athletes to train harder and longer without the usual fatigue. Other positive effects of using steroids is increases in; storage of muscle glycogen, blood volume, a general boasting of the immune system, and the reduction of body fat percentage. The effects are maintained as long as the athlete continues the steroid use. Anabolic steroids also have a number of potentially harmful side effects. The introduction of synthetic hormones results in decreased levels of other natural hormones. This worsens acne and accelerates baldness. This can also result in the decrease production of sperm and testosterone by the testes, which can lead to atrophy of the testes. Increased incidents of liver tumors and abnormal liver funtions have been noted in patients using anabolic steroids. Liver, prostate, and testicular cancer have been linked to steroid use, particularly oral steroids. Increases in high density cholesterol is noted in people using steroids, suggesting hardening of the arteries, high blood pressure, and blood-clotting disorders. Also, athletes using steroids seem to be suffering many more muscle and tendon injuries. Some doctors wonder if it is the drug-induced brittelness of the muscle or tendon or the heavier weights that is being lifted. Others think the increased aggressiveness causes lifters to ignore warning signals from an overworked body and they train harder than they should. In adult women, severe masculinizing effects have been documented including hair growth onthe cheeks and the chin, male patern baldness, irreversible deepening of the voice, shrinkage of the breast size, uterine atrophy, and menstrual irregularities. In pre-adults, anabolic steroids can cause the premature closure of the bone growth plates resulting in shorter structures. Another major side effect includes what has been popularly called  «roid rage ». For training and competition, the increased aggressiveness has been classified as a benefit of steroid use; however, with increasing dosage, the increased aggression will have an adverse effect. Wild aggression and paranoid delusions are common in some steroid users, and they may also suffer from major depressions and peroids of spontaneous violence. Steroids can also be both physicaly and psychologically addictive. Physcially many many athletes experience severe depressions following periods of not taking the drug, similar to that of any other drug addict. Psychologically, steroid use can be compulsive and unstoppable in what has been termed by the medical community as  «reversed anorexia ». The steroid users have an uncontrollable obsession with being big instead of skinny. This obsession results in the continuing or increased usage of anabolic steroids. The use of steroids in the United States has been estimated as high as one million persons, or one in every two hundred-fifty people. The major reason for his large amount of useage is that sports have envolved from recreational pastime to a lucrative money-making venture at the professional level. Speed and strength have opened the door to financial opportunities and a bond has been formed between sports and steroids. The concept of sports as a fun recreational activity has been surpassed by sports as a business. Many athletes will sell their bodies to steroids for an opportunity to win a spot on a professional roster or winning a gold medal in the Olympics. Since the introduction of steroids to sports, the reason for their use has remained the same; the pursuit of the winning edge.

Chilis cook off

Chilis cook off Introduction Origin of various food additives have been connected to Americas, but none like chili. Several ideas have come up as to the origin of chili, with some theories pointing to ancient Mexicans of Indian descent.Advertising We will write a custom essay sample on Chili’s cook off specifically for you for only $16.05 $11/page Learn More Other researchers have also attributed its origin to Spain, Portugal, Africa and South America as well as the United States. However, it can be proved that chili did not come from Mexico, since, according to the ancient Indian culture, they passed their practices from one generation to another, but none of them even depicted cultivation of chili. Indians are known to love chilies and soup made from it, especially due to its health effects. Over the years, its use has spread all over the globe, and is now considered the world’s best concoction. This paper will try to provide a brief description on the histo ry of chili (Stadley 1). History of Chili Chili is a concoction used to make hot and spicy soup. It can be used with meat, beans or other kinds of foods. Its use is estimated to have started many centuries ago, although there are still speculations as to whoever identified it first. Chili comes from chile, which is a pepper pod. The most common debates that have risen about it have mainly focused on determining the best chilies. In this regard, each of the States has insisted that theirs is the best. The Portuguese are said to have led distribution of chili throughout the word. Their trade in Africa and India spurred spread of chili throughout the world. Southwestern Ecuador was cited by the archeologist as the most probable origin of chili peppers over 6000 years ago. They also attest to the fact that this could have been the first crop to be cultivated in these regions (South and Central America). It was Christopher Columbus who named them peppers as they looked similar to the Eur opean peppers which were black and white (Pyramid Computer Service 1) They were then introduced in Europe where their cultivations were mainly done in Portugal and Spain. This was only restricted to the monasteries in these areas. Due to the high cost of black peppercorns, monks cultivating peppers found it as an alternative. Their spread throughout the world is attributed to trade routes during these periods.Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More Chili got to Spain in 1943 through a physician known as Diego Alvarez, who in 1944, went on to document its medicinal effects. It then spread to Mexico from Spain since their colony was powerful and controlled trade routes in Asian region. This led to its spread in Asia, first to Philippines, then to India, Korea, China and Japan, among others. Other theories have also suggested that it first spread from Portugal to India and to the rest o f the world. Still others reckon that it entered the United Stated through Indians who lived on the southwest and also through Spanish missionaries. It then spread to Texas and then to all States. However, what comes out clearly is the fact that it spread through trade routes and from colonizers to their respective colonies (International Chili Society 1). Conclusion Several theories have come up to describe the origin and distribution of chili throughout the world. These theories meet at some stages, for instance, that chili peppers spread throughout the world via trade routes and spread of Christianity. They also agree on the fact that Christopher Columbus was the first European to find chili. However, differences come in identifying the first people in the world to have used chili; they range from Indians, Ecuadorians, Spanish as well as the Portuguese. Nonetheless, what comes out clearly is the fact that it spread via trade and missionary routes (Laubsh 1). International Chili Society. â€Å"History of Chili†. Chili cook off. 03.06.2011. Web. Laubsh, Nigel. â€Å"Everything You Wanted To Know About Chilli History How They Circumnavigated The World†. Chillies-down-under.com. 04.03.2011. Web. Pyramid Computer Service. â€Å"The History of Chili†. Socastee Online. 10.01.2008. Web.Advertising We will write a custom essay sample on Chili’s cook off specifically for you for only $16.05 $11/page Learn More Stadley, Linda. â€Å"History of Chili, Chili Con Carne†. What’s Cooking America? 11.02.2011. Web.

Eutectic Definition and Examples

Eutectic Definition and Examples A eutectic system is a homogeneous, solid mixture of two or more substances that form a super-lattice; the mixture either melts or solidifies at a lower temperature than the melting point of any of the individual substances. The phrase most commonly refers to a mixture of alloys. A eutectic system only forms when there is a specific ratio between the components. The word comes from the Greek words eu, meaning good or well and tecsis, meaning melting. Examples of Eutectic Systems Several examples of eutectic systems or eutectoids exist, in metallurgy and in various other fields. These mixtures typically have useful properties that are not possessed by any single constituent substance: Sodium chloride and water form a eutectoid when the mixture is 23.3% salt by mass with a eutectic point at -21.2 degrees Celsius. The system is used to make ice cream and to melt ice and snow.The eutectic point of the mixture of ethanol and water is nearly pure ethanol. The value means there is a maximum proof or purity of alcohol that can be obtained using distillation.Eutectic alloys are often used for soldering. A typical composition is 63% tin and 37% lead by mass.Eutectoid glassy metals exhibit extreme corrosion resistance and strength.Inkjet printer ink is a eutectic mixture, permitting printing at a relatively low temperature.Galinstan is a liquid metal alloy (composed of gallium, indium, and tin) used as a low-toxicity replacement for mercury. Related Terms Concepts and terms related to eutectic systems include: Eutectoid: Eutectoid refers to a homogeneous solid mixture that forms from cooling two or more melted metals to a certain temperature.Eutectic Temperature or Eutectic Point: The eutectic temperature is the lowest possible melting temperature for all of the mixing ratios of the component substances in a eutectoid. At this temperature, the super-lattice will release all of its components and the eutectic system will melt into a liquid as a whole. Contrast this with a non-eutectic mixture, in which each component will solidify into a lattice at its own specific temperature until the whole material eventually becomes solid.Eutectic Alloy: A eutectic alloy is an alloy formed from two or more components that exhibits eutectic behavior. A eutectic alloy melts at a distinct temperature. Not all binary alloys form eutectic alloys. For example, gold-silver does not form a eutectoid, as the valence electrons are not compatible with super-lattice formation.Eutectic Percentage Ratio: This is defi ned as the relative composition of the components of a eutectic mixture. The composition, particularly for binary mixtures, is often shown on a phase diagram. Hypoeutectic and Hypereutectic: These terms apply to compositions that could form a eutectoid, but do not have the appropriate ratio of component substances. A hypoeutectic system has a smaller percentage of ÃŽ ² and a greater percentage of ÃŽ ± than a eutectic composition, while a hypereutectic system has a greater percentage of ÃŽ ± and a lower percentage of ÃŽ ² than a eutectic composition.