Combating Compassion Fatigue free essay sample

The motivation behind this paper is to talk about the hugeness of Compassion Fatigue (CF) and its belongings in the lives of guardians. A guardian is characterized by word reference. com as an individual, for example, a doctor, medical caretaker, or social specialist, who aids the distinguishing proof, avoidance, or treatment of an ailment or inability (word reference. com). Parental figures may likewise incorporate relatives, companions or neighbors who deliberately have acknowledged obligation regarding taking care of a powerless neighbor or relative. With the end goal of this paper, the essential parental figures talked about will be medical caretakers. Most medical attendants picked nursing as a profession since they want to both assistance individuals and furnish care for patients with physical, mental, enthusiastic, and profound necessities. Having this craving puts medical attendants in danger of experiencing CF. CF can influence medical caretakers in numerous territories, for example, truly, inwardly, in work execution, just as their disposition toward the workplace, associates, and their patients. Medical attendants experiencing CF may encounter passionate side effects that incorporate, yet not restricted to; poor fixation, diminished center, misguided thinking, state of mind swings, fractiousness, outrage and disdain (Eyre Lombardo, 2011). Business related side effects that might be experienced are; evasion or fear of working with specific patients, decreased capacity to feel sympathy towards patients or families, and successive utilization of days off (Eyre Lombardo, 2011). Physical side effects regularly experienced are; migraines, stomach related issues: looseness of the bowels, stoppage, and steamed stomach, rest aggravations: powerlessness to rest, a sleeping disorder, or an excessive amount of rest, and cardiovascular manifestations: chest torment/weight, palpitations, and tachycardia (Eyre Lombardo, 2011). In the event that empathy exhaustion proceeds and no intercessions are executed to battle it, full Burn Out will result. Wear out (BO) is characterized as fatigue of physical or passionate quality or inspiration typically because of delayed pressure or disappointment, which steadily works to a limit (www. merriam-webster. com). Attendants experiencing CF or wear out can't give their patients ideal consideration. So as to manufacture a sound connection with patients, a medical attendant must have a great deal of sympathy. CF keeps guardians from indicating sympathy just as keeping them from giving powerful consideration since they are worn out, unmotivated, and not focusing on their patients. This is dangerous in light of the fact that patients need and merit great clinical consideration as well as the inclination and warmth and sympathy from their attendant. At the point when a medical attendant is encountering CF or BO the person in question might be tormented by antagonistic feelings which incorporate dissatisfaction, outrage, wretchedness, feeling stuck, feeling deadened, peevishness toward colleagues and customers, skepticism, sharpness, and being contrary about self, others, and the world by and large (Espeland, 2006). What patient needs or merits a medical caretaker who has thought propensities, for example, these? It might likewise cause an unfriendly workplace for their colleagues also. Their family life is likewise influenced. The primary driver of sympathy weariness is the expanding remaining task at hand of human services. Medical caretakers as often as possible feel exhausted and overpowered by contending requests on their time. Medical attendants and different guardians are required to invest considerably more energy managing resolute parts of human services, for example, finishing administrative work and PC documentation (Windsor, 2007). They are likewise urged to see more patients in less time, leaving considerably less an ideal opportunity for the medical caretaker/quiet relationship (Windsor, 2007). Commonly nurture need to work short staffed, yet are as yet expected to finish all parts of the activity. Expanded patient burden and the craving to finish all errand without the chance of additional time makes medical attendants utilize their lunch break or remain late to finish task and complete diagramming. Subsequently, in attempting to spare time, they wipe out the very things that renew their physical, enthusiastic, and profound stores, for example, work out, family suppers, companions outside of work, or contemplation (Windsor, 2007). Numerous attendants, for example, this essayist are attempting to adjust work, family and school just as other life occasions, putting themselves at high hazard for CF or BO. Different challenges incorporate staff correspondence issues including not being heard and feeling unsupported, just as no an ideal opportunity to manufacture associations with patients and families and no an ideal opportunity to catch up on significant issues. It’s basic to know the causes and the indications of the condition so as to forestall it or find support. Medical attendants need to accommodate their own prosperity by meeting their physical, enthusiastic, and otherworldly needs. Truly, the medical caretaker must take an interest in working out, unwinding, keeping up sufficient rest and nourishment. It’s significant for them to keep themselves solid so they can support their patients. Not eating right, drinking a lot of water or getting enough rest puts them and those they care for in danger. Ways they can help themselves truly is by deliberately setting aside some effort to go for a stroll, regardless of whether it’s only for 15 minutes. This author knows by and by the advantages of a brief walk. It helps calms pressure, it brings down your glucose, and assuages those throbbing muscles. Eating right is likewise significant. Commonly nurture eat on the run, snatching whatever they can eat and still move. This is unfortunate. Figuring out how to eat visit little solid dinners can cause you to feel like a renewed individual. Natural product, serving of mixed greens and sound bites like yogurt and nuts ought to consistently be on the rundown. Dealing with enthusiastic requirements is similarly as significant as the physical needs. Attendants can connect with companions and collaborators when feeling sincerely focused or depleted. Some of the time simply having somebody to converse with or feel that you can identify with can be so useful. Today, numerous offices have projects to help workers who are experiencing difficulty or feeling pushed. The office this essayist works in furnishes representatives with a clinician who is accessible when expected to meet and converse with staff in a private and expert way. Conversing with somebody regularly lightens sympathy weariness by bringing the worry of yourself and away from any detectable hindrance (Windsor, 2007). Partners are frequently a decent asset around there, as they might be having comparable everyday encounters. Proficient instructors are likewise a decent wellspring of help. They have unique preparing and might have the option to help make a recuperation plan (Windsor, 2007). It’s additionally a smart thought for organization to meet with the staff to discover how they feel about various parts of the activity, and to check whether there are any plans to make their workplace more advantageous, not so much unpleasant but rather more satisfying. Profound necessities might be the most significant need of all. Developing profoundly in relationship with God can achieve genuine mending and flexibility. Perusing the Bible, supplicating and thinking are the solutions that help us to forestall empathy exhaustion, limit its seriousness or discover mending. God is the person who gave us the craving to be guardians in any case, so He is at last the one that can help us when we are upset. Much of the time remembering your good fortune and expressing gratitude toward God for them is so useful. It removes your brain from your issues, and shields you from grumbling constantly and thinking contrarily. Asking and requesting that God show you the wellspring of your battle and whats disturbing you can be the start of the mending procedure. Going to faith gatherings routinely can assist with rejuvenating you and set you up to manage the numerous conditions you may experience. There are numerous assets and adapting systems that medical attendants can utilize. One thing medical caretakers must do is to make sure to deal with them-selves. They should be careful that it isn't egotistical to put them-selves first. On the off chance that they are solid truly, sincerely and profoundly, they can be of more help to those they care for. Taking part in any projects that their work environment offers them to improve execution, empowers physical recharging, and takes into consideration time to de-stress ought to be supported. Joining a rec center to get satisfactory exercise is a smart thought. On the off chance that the medical caretaker has issues with their eating regimen, going to sustenance classes might be useful. Having a positive mental self view is likewise an adapting methodology that is basic for medical caretakers to battle CF. Freeing the psyche from negative considerations quickly is likewise significant. Petition and reflection is an approach to keep the psyche clear and on a positive idea way. Figuring out how to give empathetic consideration to oneself, permits you to give that equivalent consideration to another person. The most significant adapting strategy of everything is adjusting their providing for others with providing for themselves (Bush, 2009). Just when medical attendants set aside effort to recuperate themselves would they be able to be really accessible to help in the mending of others. The significant preventive self-care undertakings surely knew by most of medical attendant parental figures (Bush, 2009), as recently expressed in this paper seem to be: working out, unwinding, keeping up sufficient rest and nourishment, and connecting for help from others. Taking everything into account, experiencing this condition keeps medical caretakers from giving quality consideration. Not perceiving or declining to recognize and find support for empathy weakness makes individuals leave their calling, go to medications or liquor, or in outrageous cases become reckless or self-destructive (Eyre Lombardo, 2011). In today’s economy sympathy exhaustion can be exorbitant actually and expertly for medical caretakers and monetarily for foundations (Eyre Lombardo, 2011). It is significant for attendants to get educated about sympathy weakness manifestations and mediation methodologies and to build up an individual arrangement of care in order to and accomplish a solid work-life balance (Eyre Lombardo, 2011). Similarly as significant is that human services frameworks put resources into making solid workplaces that forestall ompassion weakness and address the necessities of medical caretakers who are encountering sympathy exhaustion. I

The Crucible Essay Questions Example For Students

The Crucible Essay Questions The Crucible Adultery:a conceivable reason for Salem Trials?Could Proctor Abigails infidelity be liable for certain demonstrations that occurred during the arraignments in the Salem witchtrials?One may state not, while another could state it has an extraordinary influence in the story. John Proctors past infidelity with Abigail Williams could be considered mostly liable for John Proctor and Elizabeth Proctor being blamed for being witches in Arthur Millers The Crucible.The Crucible is an anecdote about how a young lady (Abigail Williams) experiences passionate feelings for a wedded man (John Proctor) and will in the long run take the necessary steps to take his wifes (Elizabeth Proctor) place.Everything turns crazy and out of nowhere there probably is black magic in Salem, and the youngsters associated with this all lie there way out, and accuseinnocent townspeople of naughty work. One evident explanation Abigail Williams has for accusing John Proctors spouse, Elizabeth Proctor, of black magic, is the way that she is frantically infatuated with John Proctor.Elizabeth knows this, as well, and has even gotten her better half with Abigail once.She then disposed of her as a servant, and put her on the road.When she is conversing with her uncle, Reverend Parris, she even notices that She Elizabeth Proctor detests me, uncle.Its an unpleasant lady, a lying, cold, whining lady (page 12).It is certain that Abigail is talking with an envious tone, and that Elizabeth just did what appeared to be the most ideal approach to keep her family together.Abigail, nonetheless, doesn't comprehend nor acknowledge this, since she is profoundly enamored with John Proctor, and considers Elizabeth to be her enemy. When the word black magic has fallen in Salem, the young ladies who were moving in the forested areas with Tituba understand that its absolutely impossible out of this over the top circumstance without discipline, except if they imagine that they surely were disturbed by others spirits.They need to keep up with a similar account, in any case the town will quickly see that it is every one of the a fraud.But, in view of the panic, they can pull off the moving on the grounds that they accuse black magic, and witches whom they appoint.The most impressive ones in Salem, for instance the Reverend and the adjudicators, don't appear to see that they really push the youngsters toward delegating guessed witches, as they have finished with Abigail, and later on with Tituba.They cause it to appear to be on the whole correct to blame others for black magic regardless of whether there is nothing amiss with the children.At the finish of Act Two, Thomas Putnam gives the kids who are available though ts of whom to fault, Sarah Good? Did you ever observe Sarah Good with him? Or then again Osburn? (page 46).By doing this, he sets an exceptionally terrible model for the children:he gives them it is extremely simple to accuse others to spare yourself. When Abigail Williams sees that it is so natural to accuse anybody in Salem, even Rebecca Nurse, she takes it a little further.Anyone who holds her up or any individual who she doesn't care for, will be accused for black magic, since the court trusts her and not the accused.But John Proctor gets Mary Warren to admit that it was each of the a cheat, and that she never observed any witches, nor did any of the other girls.He gets her to compose a testimony and sign it.But when she needs to go to court, things get somewhat more complicated.Of course Abigail doesn't concur with Mary Warren admitting their secret.When Mary Warren is finished conversing with Judge Hathorne, he chooses to cross examine Abigail.While he is posing her inquiries, she abruptly professes to be assaulted by Mary Warrens spirit.Now Mary Warren understands that it is possible that she needs to endure the results of being blamed for black magic (which implies demise), or let another person endure by bogus accusation. She chooses to do the last, and she picks JohnProctor as her casualty, saying you are the villains man! (page 118). .u93223669b5c7b9318d48c359ebac1c04 , .u93223669b5c7b9318d48c359ebac1c04 .postImageUrl , .u93223669b5c7b9318d48c359ebac1c04 .focused content zone { min-tallness: 80px; position: relative; } .u93223669b5c7b9318d48c359ebac1c04 , .u93223669b5c7b9318d48c359ebac1c04:hover , .u93223669b5c7b9318d48c359ebac1c04:visited , .u93223669b5c7b9318d48c359ebac1c04:active { border:0!important; } .u93223669b5c7b9318d48c359ebac1c04 .clearfix:after { content: ; show: table; clear: both; } .u93223669b5c7b9318d48c359ebac1c04 { show: square; change: foundation shading 250ms; webkit-progress: foundation shading 250ms; width: 100%; darkness: 1; change: murkiness 250ms; webkit-change: haziness 250ms; foundation shading: #95A5A6; } .u93223669b5c7b9318d48c359ebac1c04:active , .u93223669b5c7b9318d48c359ebac1c04:hover { obscurity: 1; progress: mistiness 250ms; webkit-progress: murkiness 250ms; foundation shading: #2C3E50; } .u93223669b5c7b9318d48c359ebac1c04 .focused content zone { width: 100%; position: relative; } .u93223669b5c7b9318d48c359ebac1c04 .ctaText { fringe base: 0 strong #fff; shading: #2980B9; text dimension: 16px; textual style weight: intense; edge: 0; cushioning: 0; content improvement: underline; } .u93223669b5c7b9318d48c359ebac1c04 .postTitle { shading: #FFFFFF; text dimension: 16px; text style weight: 600; edge: 0; cushioning: 0; width: 100%; } .u93223669b5c7b9318d48c359ebac1c04 .ctaButton { foundation shading: #7F8C8D!important; shading: #2980B9; outskirt: none; outskirt range: 3px; box-shadow: none; text dimension: 14px; textual style weight: striking; line-stature: 26px; moz-fringe span: 3px; content adjust: focus; content adornment: none; content shadow: none; width: 80px; min-stature: 80px; foundation: url(https://artscolumbia.org/wp-content/modules/intelly-related-posts/resources/pictures/basic arrow.png)no-rehash; position: outright; right: 0; top: 0; } .u93223669b5c7b9318d48c359ebac1c04:hover .ctaButton { foundation shading: #34495E!important; } .u93223669b5c7b9318d 48c359ebac1c04 .focused content { show: table; stature: 80px; cushioning left: 18px; top: 0; } .u93223669b5c7b9318d48c359ebac1c04-content { show: table-cell; edge: 0; cushioning: 0; cushioning right: 108px; position: relative; vertical-adjust: center; width: 100%; } .u93223669b5c7b9318d48c359ebac1c04:after { content: ; show: square; clear: both; } READ: The Influence of My Parents EssayJohn Proctors past infidelity with Abigail Williams is obviously by all account not the only factor that is answerable for him and his better half being blamed for being witches, however it is one however that began it all.Other tremendous elements are the insanity of the individuals in Salem, and the incredible dread of the Devil.If they had not had such extraordinary

Financial Liberalisation Essay Example | Topics and Well Written Essays - 1750 words

Monetary Liberalization - Essay Example In the light of this incongruity, this paper means to take a gander at advancement from the Asian point of view, explicitly from the perspective of China and South Korea. The possibility of advancement holds at its center the idea that there be an aggregate and complete opening of the market so exchange and capital can uninhibitedly enter and move out without the weight of expense, duties and different types of administrative control. Combined with this is the possibility of deregulation, which infers no administrative mediation or negligible legislative intercession in the dynamic developments of the market. This view of progression has in certainty has been extended to all viewpoints and players of the market saving nothing even budgetary establishments. The thought of monetary progression implies the possibility that financials markets are left to their own devices(Soros, 2002,p 112). This inspite of the way that money related market are fundamentally extraordinary in nature from that of genuine markets since the last is working from known amounts (physical merchandise and enterprises) while the previous is in fact working from mysterious amounts. Being such, the second that money related markets are left on its own they are at risk to go to boundaries and breakdown. Hence, money related advancement, however sticking for a free, level market playing field, is an interesting expression since budgetary establishments are essentially not to be left at their own gadgets yet should be regulated and somewhat oversaw by financial specialists. Take the instance of China. China's opening to global outside exchange is very new. Considering the way that China has recently begun making her ways for outside speculators during the 60's. Be that as it may, notwithstanding this, the stunning upgrades in monetary markets in China is important. On 1984, China has embraced budgetary changes and new financial approaches. Under the money related changes, China has set up its national bank known as People's Bank of China (PBOC) who has the immediate state on issues relevant to national budgetary organizations. While, four pro's banks have likewise been set up as the PBOC's arm in business banking capacities. They are the Mechanical and Commercial Bank of China, which cooks for urban ventures an inhabitants; the Agricultural Bank of China, which provides food for rustic endeavors and occupants; the People's Construction of China, which fundamentally caters for development undertakings; and the Bank of China which has some expertise in remote trade business (EAAU, 2000, p 113). Further more, in 1994 three new banks have been built up and these are: State advancement Bank (loaning for significant foundation ventures); China Import and Export Bank (giving money to brokers) and China Agricultural improvement Bank (giving assets to h orticultural harvest purchasing)(EAAU, 2000, p114). The last have been set up for the principle reason for expelling arrangement loaning commitments from the four state-claimed pro's banks with the goal that it can form into business elements (EAAU, 2000, 114). These banks play out their particular capacities well beyond the ordinary financial exchanges of tolerating stores and withdrawals, offering advances and ensures, interests in Chinese treasury and government bonds. The most huge indication of money related liberal

Singapore Airlines- A Strategic Re-look - Free Essay Example

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 is, however, about the only major airline in the world to finance aircraft internally. Although there were times in the past when SIA financed aircraft using operating leases, these were primarily because of tax considerations. SIA has always viewed it as advantageous for an airline to own aircraft outright, as excess capacity can be disposed of expeditiously should a rapid downturn occur in the economy. In this way, the cost of maintaining underutilized aircraft can be avoided. SIA is very active in the used-aircraft market. In the last 17 years, SIA has in fact sold off 69 of its older aircraft at a total value of US$1.69 billion. To have flexibility, SIA makes it a high priority to negotiate options on new aircraft purchases and deliveries: We aim for steady growth, not haphazard fits and starts. We do not try and outguess the economy. It is only through advanced planning, focused on consistent growth, that the whole organisation can function efficiently. We need to train pilots, buy new aircraft, expand facilities, design new aircraft configurations and move forward in 100 other areas of the company (Dr Cheong Choong Kong, CEO, SIA, 1996, Asian Business Review, 1996, p. 34). SIAs strategy can therefore be described as one of steady growth, and of taking the long-term strategic view. It does not simply react to cyclical and transient market conditions. It invests in capacity and increases route frequency only when it is confident that there is the market. This means that operations are not necessarily cut back when yields indicate a downward trend or when a particular business is struggling during its start-up or infancy stage. SIAs strategy of having separate subsidiaries to run and manage its business strategic units has contributed favourably to profitability. SIAs data processing division was moved from Singapore to Bombay to cut costs. Vertical integration and expansion through the formation of its Singapore Engine Overhaul Centre allowed the company to become self-sufficient in engine maintenance and reduce costs. Subsidiary SilkAir is run as a separate airline with its own brand and its own strategy, concentrating on secondary destinations within the region, and not major cities like London or New York, or places as far away as Japan. It is a different product with a different clientele. For example, SilkAir does not have a First Class. The freight business is becoming increasingly important for SIA. Although it is currently contributing about 20 percent to the groups revenue, it is set to grow. This may increase to 25 percent within the next few years. SIA now has five Boeing 747-400 dedicated freighters, known as Mega Arks. This is the most modern Boeing 747 and SIA is the largest operator of the freight version in the world. Including underfloor space on passenger aircraft, SIA has a weekly capacity of 126 million freight ton kilometres. Its growth in market shares surpassed its growth in freight volumes. In financial year 1996, SIA posted group profits of S$732 million (Asia Aviation, 1996, p. 18). For the financial year 1997, SIA posted interim net profits for the six months to 30 September 1997 nearly 10 percent higher to S$616 million, more than most analysts had expected (Business Times, 1997b, p. 7). The 9.9 percent rise in earnings was due to better yields and lower costs, a strong recovery in the cargo market and lower fuel prices (Straits Times, 1997b,p. 88). SIAs strong showing exceeded the expectations of many analysts. The consensus full-year forecast by analysts polled was S$1.14 billion with estimates ranging from S$1.07 billion by CS First Boston to S$1.3 billion by Union Bank of Switzerland (The Estimate Directory, 1997). This works out to be an average forecast of 10 percent full-year net profit growth for SIA by the 32 analysts polled. SIAs strategic vision and its rise on the world stage Of all things Ive done, the most vital is coordinating the talents of those who work for us and pointing them toward a certain goal (Walter Elias Disney, Founder, Walt Disney Company, 1954). Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat (Theodore Roosevelt, 1899). The SIA story parallels and reflects the visionary, can-do and energizing spirit embodied in the above quotes. SIA was able to have a highly focused and energising strategy that engages its people, reaching out to them and grabbing them in the gut, to produce spectacular results over its 50-year history. No airline can boast and match this in terms of overall impact and sustainability. Comparison with its twin sister airline, MAS, in which they share a common first 25 years, demonstrates starkly what SIA has achieved in the last 25 years. 1997 saw SIA named The Worlds Best Airline for the fourth year running in the Zagat Airline Survey. A major consumer survey company in the US, Zagat surveyed 10,000 frequent travellers to rate 61major air carriers.Air Transport World, in 1994, called SIAtheWorldsNo. 1 airline over the last two decades. Accolades also came in for SIA from Europe. At the Seventh Espace Voyages Professionals (Business Travel Fair) in Paris in October 1997, SIA was announced the top airline in the only business travel survey, Baromeatre Voyages dAffaires, in the long-haul category. In the British-based 1997 Executive Travel magazine awards, SIA swept the Airline of the Year, Best Airline to the Far East, Best Long Haul Airline, Best Ground Check-in Staff and Best Airport Lounges awards. Closer to home in the Asia-Pacific, 1997 marks the sixth straight year in which SIA has walked away with the overall Best Airlines Award in the Business Traveller -Asia-Pacific awards. BA clinched the seventh position. Its positions for 1996 and 1995 were sixth and seventh, respectively. MAS dropped to the 32nd position in 1997, down from its 18th and 26th positions in 1995 and 1996, respectively (Business Traveller -Asia Pacific, 1997b, p. 40). SIAs performance in competitive rankings of all companies in Asia is just as impressive. In all the annual Asias Most Admired Companies (AMAC) surveys conducted by Asian Business since the inception of the AMAC Polls in 1991, SIA has been voted either first or second. In the three most recent Asian Business AMAC Polls (1995 to 1997), which covered some 250 major companies across Asia, it consolidated its position by emerging the clear winner. BA and MAS were placed at the 117th and 206th positions in 1997, respectively (Asian Business, 1997, p. 24). A 1997 research report by the London-based Travel and Tourism Intelligence on a study of the Asian civil aviation industry concluded that SIA is set to remain Asias leading carrier for the next decade (Straits Times, 1997f, p. 6). MAS saw its previous position slip, and was reckoned to need several more years to recover. The research report, which profiled 18 major airlines in the region, attributed SIAs lead to its unique combination of profitability, market leadership in in-flight entertainment, its reputation for quality and the advantages of its Changi Airport base. In 1997, it was noted by Business Traveller-Asia Pacific that: Singapores excellence in the world of international aviation remains so unquestioned that its become an article of faith. Through a combination of constant product development, consistent and excellent in-flight service and what is probably the most ambitious and extensive fleet-renewal programme in the world, SIA has become the standard by which all other international airlines are judged. That pre-eminence in the sky had been buttressed on the ground by an urban infrastructure that, whether youre talking in Asian or global terms, is second to none. Changi Airport . . . (Business Traveller Asia Pacific (1997a)). SIAs ratings given by other airlines, including those of its competitors, were also very favourable: SIA is a world-class airline and we respect it greatly. It is still very competitive. Other carriers are always interested in what SIA is doing (Ian Gay, Regional General Manager of Qantas-BA Alliance, 1997, The Sunday Times, 1997d, p. 3). SIA is an airline that sets trends, is profitable and well-managed, and takes a personal interest in its passengers (Mike Simon, Emirates Head of Communications, 1997, The Sunday Times, 1997d, p. 3). Conclusion In its 50-year history, SIA has come a long way. It has become an industry leader and innovator, setting standards to which other airlines aspire. At 50, it is still riding high as it begins a new chapter of its corporate journey. On the occasion of its 50th Anniversary Celebration, it was thrown a new challenge by the Prime Minister of Singapore to scale a new peak (Straits Times, 1997g, p. 5). Six days later, the first of the 77 Jubilee B777-200 aircraft that SIA has ordered from Boeing touched down at Changi Airport. In October 1997, SIA announced that it is considering inviting foreign talent to join its board of directors, to reflect the international nature of its business. This is to underline its global character and to stay ahead of the competition. A month later, its HQ moved into its new HQ building in the heart of the citys downtown. It has also embarked on a major exercise to change its corporate culture to prepare for the global competition in the new millennium. In October 1997, SIA Chairman, revealed that SIA is gearing up for a new era of heightened competition where tailor-made in-flight service, for the increasingly demanding passenger, will be the norm. He noted that: one of the changes we see is that passengers will refuse to be compartmentalised into one average unit. Each person will have his own particular needs and he will want service that is tailored tomeet those particular needs. On SIAs future direction, he pointed out that: Basically, it has to be service, and better service. Others have learned that what differentiates one airline from another is service. They have wised up to it and have also starting improving their service. The challenge is therefore to keep ahead of the pack (The Sunday Times, 1997b, p. 32). On how SIA intends to keep ahead, Chairman revealed that: The crew will have to be equipped to meet the special needs of passengers. They would have to be . . . We are constantly reviewing procedures and training methods. . . so that when people fly, SIA will be the preferred airline (The Sunday Times, 1997b, p. 32). He further stressed that, while customer satisfaction was seen in the many awards the airline received, SIA would not take this for granted. For all its international flights, SIA crews are now being prepared to be conversant with and to make announcements in the languages of the countries it flies to. In November 1997, SIA hired McKinsey Company to conduct a 12-week management review. Its plans for more expansion and to become more global are well underway. On Sep 2000 Singapore Airlines (SIA) signed a memorandum of understanding to acquire 49 per cent of Virgin Atlantic, the holding company for Virgin Atlantic Airways, Virgin Holidays, Virgin Sun and Virgins cargo operation, Virgin Aviation Services. The cost of the transaction to SIA is GBP 600.25 million (S$1620 million), which includes a capital injection of GBP 49 million (S$132 million). Virgin will reinvest a further GBP 51 million (S$138 million) into Virgin Atlantic. This big investment, the first by the SIA Group in another airline, will move it nearer to its goal of being a major global In 2006 Singapore Airlines announced that it has expanded its co-operation with Virgin Atlantic Airways to enable customers of both airlines to enjoy more choice when they fly between Australia, the UK, the United States, the Middle East and Singapore. Judging from its past track record, as well as the concerted and systematic way it has anticipated and prepared itself for the new competition and changes to come, the prospect of it continuing with its winning streak looks good. References: U.S. Dot Form 41, Boeing Corp; World Airlines in Review, Interavia Business Technology, June 1999. Journal of Management Development, Vol .19 Journal of Air Transport Management xxx (2009) 1-6 Asia Aviation (1996), SIA posts strong $732m group profit, June. Asian Business (1996), Asias most admired companies 1996: creative service is secret of success, May. Asian Business (1997), Asias most admired companies, 1997, May. Asian Business Review (1996), Asias great companies: why SIA is the worlds most profitable airline, December. Business Times (1997a), Airlines told to stop slashing fares or industry will suffer, November Business Times (1997b), SIA posts surprise 10 percent rise in interim earnings to $616m, October Business Traveller Asia Pacific (1997a), Fast-lane flyers, October. Harvard Business School (1989a), Cathay Pacific Airways (A), Vol. 9, pp. 144-89. Harvard Business School (1989b), Singapore Airlines (A), 9-687-022, Rev. 3/89, 13 September. Harvard Business School (1993),Changing the culture at BA, 9-491-009, 13 September. Silver Kris (1997), The birth of SIA, October Singapore Airlines (1992- 2007) Straits Times (1997c) Singapore and SIA must adapt to meet competition, July, p. 56. The Sunday Times (1997c), SIA recruits cabin crew who speak passengers languages, October The Sunday Times (1997d), Even No. 1must do better to stay ahead of the competition, August The Estimate Directory (1997), October Government of Singapore, Department of Statistics, browsed on (22nd Aug) www.singstat.gov.

The Summoner In The Canterbury Tales Essay - 901 Words

In the year of 1390, an intriguing frame story known as The Canterbury Tales was written by Geoffrey Chaucer, which discussed 24 unique characters with their own personalities and patterns of behavior (Lumiansky). The summoner within the story demonstrates the corruption within the Catholic Church, exploiting his privileges with a grin on his face. The primary excerpt throws in statements such as, â€Å"Children were afraid when he appeared,† and â€Å"Questio quid juris†, which means, â€Å"I ask what the point of the law [applies]†, frequently used by The Summoner to stall and evade the issue at hand (Elements of Literature). He did as he wanted when he wanted, often utilizing the system itself within his own endeavors, even when it inconveniences†¦show more content†¦The Summoner likes his wine as red as his face, frequently getting drunk and bellowing out the only few Latin words that he knows (Elements of Literature). He’s also shown to tak e bribes, which can be seen within the section, â€Å"Why, he’d allow---just for a quart of wine---Any good lad to keep a concubine a twelvemonth and dispense him altogether!† Simply put: If anyone was caught with a mistress, he’d give them a break for twelve months, but if they aren’t able to give him a quart of wine, he summons them to the church to get them excommunicated (Elements of Literature). Overall, the Summoner wasn’t a very suave person, but he really didn’t seem to care. He wasn’t very stunning appearance-wise either. It’s noted that his face is riddled with blemishes that persistently stick around in the long-term, completely impervious to any ointments or creams that could purge them from his already tomato-red face (Elements of Literature). He had narrow eyes and black scabby eyebrows to compliment them, with a thin, unclean beard to further ratify the image of him. Furthermore, a fragment of the prologue states that, â€Å"He wore a garland set upon his head, Large as the holly-bush upon a stake, Outside an ale-house, and he had a cake, A round one, which it was his joke to wield as if it were intended for a shield†. During that time, a holy man wouldn’t really tread outside of an ale-house, which indicates theShow MoreRelatedChaucers Canterbury Tales741 Words   |  3 Pages Essay topic: With the reference to one of The Canterbury Tales discuss, what means Chaucer uses to create the highly individualized (and often comic) characters and how successful is his creation. The Friar from The Canterbury Tales Geoffrey Chaucer was a master at creating highly individualized characters who are often comic and realistic at the same time and always have good traits as well as bad ones. 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Spirituality in the Second Nuns Tale      Ã‚  Ã‚  Ã‚  Ã‚   In the General Prologue to the Canterbury Tales, Chaucer describes the men and women of the Church in extreme forms; most of these holy pilgrims, such as the Monk, the Friar, and Pardoner, are caricatures of objectionable parts of Catholic society.   At a time when the power-hungry Catholic Church used the misery of peasants in order to obtain wealth, it is no wonder that one of the greatest writers of the Middle Ages used his works

The French Military Leader Of The Revolutionary War

Marie – Joseph Paul Yves Roch Guilbert du Motier, Maquis de Lafayette (1757 – 1834) was a French military leader who played a large role in America’s victory in the Revolutionary War. He was a tall fiery man with high status and a large adoration for American liberty (Boy’s Life). He devoted everything in his life at the time to join the rebels as well as risked being imprisoned for disobedience. His connections through his wealth and his own personal excitement for the rebel leaders’ beliefs gave America a large boost that lead to their victory (UXL). Lafayette was born on the 6th of September 1757 in Chavanic, France. He never got to see his father who died at the Battle of Minden in the Seven Year’s War when Lafayette was only a year old. His mother was not usually around before her death when Lafayette was thirteen but he had his grandmother and aunts. He had a Jesuit priest as a tutor and later attended College du Plesssis for three years. With a family tradition of military service, he decided to go to a military academy in Vesailles. Lafayette became one of the king’s Musketeers in 1777. By the age of sixteen he was married to Marie Adienne Francoise de Noailles (UXL). In August of 1775, Lafayette attended a dinner party hosted by the Duke of Gloucester. The Duke spoke very greatly of the rebel leaders in America. This made Lafayette very amazed at what was going on in the thirteen colonies and decided to go to America to join the rebels. He was not however grantedShow MoreRelated Napoleon Betrayed the Revolution Essay1320 Words   |  6 Pagesrevolution’, it has to be determined what is the French revolution? And what are the revolutionary ideals that Napoleon allegedly betrayed? If Napoleon betrayed the Revolution then he betrayed the ideals of liberty, equality and fraternity. However if Napoleon did not betray the revolution, he consolidated the revolutionary ideals. 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In the early history of the civil rights movement Essay Example For Students

In the early history of the civil rights movement Essay two prominent African American leaders, Booker T. Washington and W.E.B. Du Bois arose to accomplish one goal, education for all African Americans. During the turn of the century, between the years 1895 and 1915 there were many theories of how African Americans were going to achieve first-class citizenship. With two separate views on how to accomplish this goal, the African American community was split in half on who to support. While Booker T. Washington believed in industrial and agricultural labor, W.E.B. Du Bois proposed a strategy of pursuit through higher education in order to gain first-class citizenship for the African American race. Born the son of a slave, Booker Taliaferro Washington was considered during his time to be the spokesman of the African American race. Washington believed that if African Americans focused their attention on striving economically they would eventually be given the rights they were owed. With this in mind, he encouraged blacks to attend trade schools where they could learn to work either industrially or agriculturally. At his famous Atlanta Exposition Address in Atlanta he declared, Our greatest danger is that, in the great leap from slavery to freedom, we may overlook the fact that the masses of us are to live by the productions of our hands and fail to keep in mind that we shall prosper in the proportion as we learn to dignify and glorify common labor, and put brains and skill into the common occupations of life.. .. His suggestion was one that the Negro race was familiar with. The southern and northern whites accepted his plan because it acknowledged the inferiority of the black race. The Negro Okayed it because it was a way of life better than being haunted by the stagnation of sharecropping. With this statement, Washington stressed the fact that: . .. the opportunity here afforded will awaken among us a new era of industrial progress. He made a point that we as African Americans can achieve the rights we want if we present ourselves useful to the white race. Washington stated, No race that has anything to contribute to the markets of the world is long in any degree ostracized. It is important and right that all privileges of the laws be ours, but it is vastly more important that we be prepared for the exercise of those privileges. The opportunity to earn a dollar in a factory just now is worth infinitely more than the opportunity to spend a dollar in an opera house. Along with this came the conclusion that you had to befriend the southern white man. Washington made it known that befriending the white man was imperative to ending the black mans struggle. He said, To those of my race who depend on bettering their condition in a foreign land, or who underestimate the importance of cultivating friendly relations with the Southern white man who is their next-door neighbor, I would say: Cast down your bucket where you are; cast it down in making friends, in every manly way, of the people of all races by whom we are surrounded. All this and more was said in Atlanta, Georgia, the first time in history where a black man had ever spoken in front of so many white people. It was apparent to every African American who did not totally agree with Washingtons idea that this was a sign of submission for the black race. The submissive part, if none else, was where the conflict came in. Washington sent the message that if African Americans were going to come up; they would have to continue to use their hands as a means to be productive in a white society. Feeling that that was the only way they could fit into a society was seen as failure to some and led them to support another leader. Labeled as a radical, William Edward Burghardt Du Bois, had a solid idea for African American progression. Described variously as the most outspoken civil rights activist in America, and the undisputed intellectual leader of a new generation of African- Americans, Du Bois was considered the inspiration for the literary movement known as the Harlem Renaissance. Known as the Talented Tenth, in his essay he mentions the Negro race, like all races, being saved by its exceptional men. .u38e77b7fe5efac3ffeb42544db86b27c , .u38e77b7fe5efac3ffeb42544db86b27c .postImageUrl , .u38e77b7fe5efac3ffeb42544db86b27c .centered-text-area { min-height: 80px; position: relative; } .u38e77b7fe5efac3ffeb42544db86b27c , .u38e77b7fe5efac3ffeb42544db86b27c:hover , .u38e77b7fe5efac3ffeb42544db86b27c:visited , .u38e77b7fe5efac3ffeb42544db86b27c:active { border:0!important; } .u38e77b7fe5efac3ffeb42544db86b27c .clearfix:after { content: ""; display: table; clear: both; } .u38e77b7fe5efac3ffeb42544db86b27c { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u38e77b7fe5efac3ffeb42544db86b27c:active , .u38e77b7fe5efac3ffeb42544db86b27c:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u38e77b7fe5efac3ffeb42544db86b27c .centered-text-area { width: 100%; position: relative ; } .u38e77b7fe5efac3ffeb42544db86b27c .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u38e77b7fe5efac3ffeb42544db86b27c .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u38e77b7fe5efac3ffeb42544db86b27c .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u38e77b7fe5efac3ffeb42544db86b27c:hover .ctaButton { background-color: #34495E!important; } .u38e77b7fe5efac3ffeb42544db86b27c .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u38e77b7fe5efac3ffeb42544db86b27c .u38e77b7fe5efac3ffeb42544db86b27c-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u38e77b7fe5efac3ffeb42544db86b27c:after { content: ""; display: block; clear: both; } READ: The Atomic Bomb Essay Du Bois believed that if a small group of black persons attained college educations they would be leaders of the race and encourage the rest to do the same and reach a higher level of education. As .