Criticall review for secure Database Essay Example | Topics and Well Written Essays - 1000 words

Criticall review for secure Database - Essay Example One of the reasons for not implementing secured databases is the improper design that does not act in accordance to organizational security policies. This document presents the importance of database security and critically reviews the various reasons for improper security implementation. Moreover, the document provides comprehensive analysis of the techniques and strategies are being utilized to overcome the database security issues (Abramov, Anson, Dahan, Shoval and Sturm, 2012). Database Security The database security is concerned with the unauthorized access or misuse of the authorized user which leads to the leakage of personal or potential information. A database is said to be a reliable data storage source if it does not compromise on confidentiality (data security), integrity (the correctness of data) and availability. The integrity of data is dependent on the data gathering and storing process, moreover, if the database could be accessed by unauthorized users can influence t he correctness of data. ... Moreover, the data can be made secure by the application security and database integrity controls (Oracle, 2003). Logical and Physical Database Security The Elmasri and Navathe in 2004 a methodology have been introduced for developing a database design. The database designing methodology has following three (3) main phases include: the Conceptual database design, Logical database design, and Physical database design. As the objective of this document s to present a review of the database security concerns for avoiding illegal access, therefore, the document limits the discussion to the logical database design phase. In order to implement the security policies, the logical database design is the most critical phase. The database security can be implemented while designing the database and developing the software application. There are certain techniques need to be implemented for the development of a secured database. One of the techniques is the general security specification techniq ue that can be implemented using Unified Modeling Language (UML) use cases. In order to implement the user privileges the database designer needs to implement the access control specification technique. One of the limitations of these techniques include these methods do not have provisions to tackle the organizational security policy. Keeping in view the limitations, a new security model has been suggested in which the database designers can implement the organizational security policy patterns which would be implemented while application development. In the design phase the database designers can develop security constraints following organizational policy. The

Historical look at corrections systems Essay Example for Free

Historical look at corrections systems Essay Criminal justice refers to the system used by a government to maintain social control, prevent crime, enforce laws and administer justice. Law enforcement (police), the courts and corrections (prisons) are the primary agencies charged with these responsibilities. The discussion contained in this paper is on the corrections as a division in the criminal justice system. World over, the police are invloved in law enforcement. Those who break the law, regarded as offenders, are charged in a court of law and if found guilty are passed over to the corrections. Corrections, according to (The Wikipedia encyclopedia, n. d. ) Rretrieved March 14, 2007, from http://en. wikipedia. org/wiki/Prison database, refer to one of the components of the criminal justice system that serves to punish and in many instances rehabilitate criminal offenders. Sentences given to offenders range from probation to serving time in prison, or community corrections program, home confinement, and electronic monitoring. Financial penalties may include fines, forfeiture, and restitution. World over, prisons remain the primary type of institution for housing offenders. Prison, penitentiary, or correctional facility, Wakipedia encyclopedia says, is a place in which individuals are physically confined or interned, and usually deprived of a range of personal freedoms. The prison, says (The Howard League for Penal Reform n. d. ) History of Prison: Retrieved March 14, 2007, from http://www. howardleague. org/ database, is â€Å"just one of a number of sanctions available to the courts to deal with those who commit criminal offences. † A historical look at corrections systems: In the 16th and 17 century, according to The Howard League for Penal Reform, sanctions for criminal behaviour tended to be public events which were designed to shame the person and deter others; these included the ducking stool, the pillory, whipping, branding and the stocks. At the time the sentence for many other offences was death. Prison tended to be a place where people were held before their trial or while awaiting punishment. Men and women, boys and girls, debtors and murderers were all held together in local prisons. It was very rarely used as a punishment in its own right. The correction system, by all standards was quite brutal as after one being convicted, he or she was either subjected to instant punishment such as whipping or even death. Howard League of Penal Reform says that â€Å"Evidence suggests that the prisons of this period were badly maintained and often controlled by negligent prison warders. Many people died of diseases like gaol fever, which was a form of typhus. † Houses of correction were originally part of the machinery of the Poor Law, intended to instil habits of industry through prison labour. Most of those held in them were petty offenders, vagrants and the disorderly local poor. By the end of the 17th century they were absorbed into the prison system under the control of the local Justices of the Peace. The league points out that although the 18th century has been characterised as the era of the Bloody Code there was growing opposition to the death penalty for all but the most serious crimes. Such severe punishment was counter-productive, as jurors were refusing to find thieves guilty of offences, which would lead to their execution. At this time many jailers were unpaid and they earned extra money by charging prisoners for food, drink, fuel, beds and blankets. Some jailers would put shackles and manacles on prisoners and would charge fees for them to be removed. Many prisoners were bullied by jailers and other prisoners, and would often have to pay a form of protection money. By the mid-18th century imprisonment, with hard labour, was beginning to be seen as a suitable sanction for petty offenders. â€Å"Transportation was a much-used method for disposing of convicted people. Convicts were shipped to the British colonies like America (until the end of the American War of Independence in 1776), Australia, and Van Diemen’s Land (Tasmania),† writes the league. But transportation was curtailed at the end of the 18th century. Other sanctions therefore had to be found. The two prominent alternatives were hard labour or incarceration. In 1777, there were condemnations of the prison system as disorganised, barbaric and filthy with calls for reforms including the installation of paid staff, outside inspection, a proper diet and other necessities for prisoners. Penal reformers also ensured the separation of men and women and that sanitation was improved. Various Acts were also put in place that gave specifications of the measurements for prison cells. In the 19th centruary capital punishment begun being regarded as an inappropriate sanction for many crimes. The shaming sanctions, like the stocks, were regarded as outdated. The 1800s saw the introduction of new systems and a tightening of the prison regime. The Silent and Separate Systems were used either to keep a regime of silence or to keep prisoners in solitary confinement. The idea being prisoners could not infect each other with criminal ways. These methods were soon criticised with people citing the high incidences of insanity amongst prisoners. Improvements were made in 1815 when an Act was passed to prevent jailers from charging prisoners. The state now paid jailers, while magistrates were given the responsibility of inspecting the jails. By mid-century, imprisonment had replaced capital punishment for most serious offences except for that of murder. Ideas relating to penal reform with the rehabilitation of offenders were becoming increasingly popular. The 19th century saw the birth of the state prison. † This is the period, which also saw prisons being controlled centrally. At this time prison was seen primarily as a means to deter offending. This was a movement away form the reforming ideals of the past. By 1877 all prison staff were salaried and commissioners stressed that staff would be selected on merit alone. In late 1890s, many governments put in place Acts that saw the abolition of hard labour, and established the idea that prison labour should be productive, not least for the prisoners, who should be able to earn their livelihood on release. In the 20th centruary, the development of the prison system gained momentum. In 1919 prison warders were renamed prison officers. Separate confinement of prisoners was abolished in 1922 and soon over 400 voluntary teachers started work in prisons. Pollock M. Joyceline (Google Book) Prisons Today and Tommorrow , Jones and Bartlett Publishers, (pg 318) says that beginning in the 1960s, mere confinement in prison was no longer viewed as sufficient to correct deviant behavior. Rehabilitation programes (vocational training, education, counceling, and psychotherapy, work release, furloughs and self improvement activities) were introduced inot prisons that had previously custody as the sole organizational goal. Fundamental to this emphasis on rehabilitation was an expectation that correctional officers should move beyond the comfortable, clearly defined security role and function in the more ambigious role of the highly qualified human service-oriented professional capable of assisting in rehabilitation of the offender, (Pollock M). Howard League of Penal Reform says that the 1990s have also seen the introduction of prisons which are designed, financed, built and run by private companies. Supporters of privatization argue that it will lead to cheaper, more innovative prisons, with critics arguing that private prisons are flawed both in principle and in practice. Today, correction systems, in many nations, adhere to the fundamental human rights. Prisons today are more civilised in regime and conditions. Prison officers are involved in administering rewards to prisoners for good behaviour as well as overseeing better prison facilities such as gymnasiums, prison shops, health care and training. In England and Wales running water and toilets are now installed in 98 percent of prison cells. Education, work and programmes to tackle drug addiction, offending behaviour and bullying are now commonplace. Certainly conditions have changed for the better, but these changes should not be confused or considered to be making prisons easy, more tolerable perhaps. Prison is about taking a persons liberty away, doing so is the real punishment.

Photography vs. Text Essay -- Art Writing Literature Essays

Photography vs. Text Man's first step on the moon, the Hindenburg Disaster, The Gold Rush of 1849, The Great Depression, and the realities of Vietnam are all in our memory because of one thing: photography. Many may not remember what literature and history books say about the war in Vietnam, but what about the graphic photo of a South Vietnamese Buddhist burning himself alive? Some may not recall the words of news anchor Walter Cronkite as he announced the death of President Kennedy, but may reminisce on what film captured-- first he took off his glasses, next he looked you straight in the eyes and delivered the message in a straightforward and serious matter: "Three shots were fired at President Kennedy's motorcade in downtown Dallas." (qtd. in Bestor) Cronkite remembers it as "the only time (he) ever broke down while on the air." (qtd. in Hayes) An hour and a-half later, According to the World Book Multimedia Encyclopedia, photography froze history as Lyndon B. Johnson made his presidential oath on Air-Force One. Jackie Kennedy watched on with ineffable emotion. ("Kennedy"). Two days later was the assassination of Lee Harvey Oswald, captured by a photographer at the exact moment that Jack Ruby pulled the pistol and shot Oswald point-blank. The picture-- depicting the horror on Oswald's face and Jack Ruby's expression of anger-- won the 1963 Pulitzer Prize for photographic journalism. Edward Steichen said to TIME reporters in 1961 that "photography records the gamut of feelings written on the human face, the beauty of the earth and skies that man has inherited, and the wealth and confusion man has created. It is a major force in explaining man to himself." (Eurlich and DeBruhl 505.) Steichen was a pioneer in ... ...t to lose." (Eurlich and DeBruhl 126) These great pieces of art are primarily so for their ability to freeze time in a split second. No other art form in the world, not even literature, can match that. Works Cited Eurlich, Eugene, and Marshall DeBruhl. The International Thesaurus of Quotations New York: HarperPerrenial, 1996 World Book Multimedia Encyclopedia San Diego: Ivid Communications, 1997 Bestor, Mary Jane. JFK Death: Sunday Was 35th Anniversary News Article 21 Jun. 2000 <http://www.wcco.com/news/stories/news-981123-055109.html> Hayes, Ace R. A Reporter's Lie: Cronkite and the Party Line (Book Review) 22 Jun. 2000 <http://www.radio4all.org/pfp/cronkite.html> Newmann, Renee M. Dyslexia: Explanations from Science Dyslexia & Dyscalculia Support Services of Shiawassee County. 24 Jun. 2000 <http://www.shianet.org/~reneenew/dysl.html>

Physical Security Principles Essay

Safety in numbers has always been a deterrent method when leaving or traveling through places that are not safe. But without proper physical security measures set in place when leaving any facility or building the need for a crowd will be of no use. Proper physical security requires accessing the risk that may cause threats, vulnerabilities, and attacks when certain principles are not implemented. Physical security also refers to tangible impediments to attack or unauthorized entry. Safety involves having the building, grounds, access to and from the parking area, and other hidden locations secure by lighting, monitoring, and physical patrol. Physical security should include the inside of the building as well as the outside and adjoining perimeter. Building Security There can never be too much security for a business, corporation, school, or home owner. The threat of an individual causing bodily harm or taking personal belongings without permission are very high if proper equipment and safety precautions are not taken. Proper lighting and cameras should accommodate buildings for the safety and protection of employees, staff, and students. Securing the facility and the type of risk that is ssociated with each building will need analyzing and assessed for protection. Each facility is different when providing security for their site. Federal buildings will not require the same type of protection as a bakery. Security for Building Occupants and Assets (2009) states â€Å" that it may require addressing certain situations such as unauthorized entry/trespass (forced and covert), insider threats, explosive threats, stationary and moving vehicle-delivered, mail bombs, package bombs ballistic threats, small arms, high-powered rifles, drive-by shootings, etc. weapons of mass destruction (chemical, biological, and radiological) disruptive threats (hoaxes, false reports, malicious attempts to disrupt operations) cyber and information security threats† (WBDG, 09). Each business building structure will determine the basic requirements for securing the safety and well being of staff and personnel. One size do not fit all but according to Katz and Capsi, 2003, states â€Å" Prior to running out and ordering millions of dollars of protective equipment, professionals should evaluate the overall security of your facility and a detailed report of the results should be prepared†. Ground Security Another key issue that complements the safety of any building is the lighting of that building. Lighting inside and outside of a building can help deter physical mishaps and attacks The lighting should be situated at every entry and exit and also throughout the building and also positioned correctly for better angles and views of open areas and spaces. Perimeter security lighting should also be available for long corridors and parking garages. Correct lighting in these places can give patrons a better visual of their surroundings and also allow them to see what may be obstructing their path. Having proper lighting and cameras may not be enough to keep out unwanted activity. Employing trained security professionals to patrol the facilities can add to deterring criminals. Hired security guards by a reputable company can add to the buildings safety and that of the patrons coming and going. How likely a crime target any specific building is, depends on the perceived gain to the perpetrator, balanced against his perceived risk of apprehension or defeat (Witherspoon, 2002). The presence of a trained guard can limit the amount of loitering or negative behavior outside and offer a feeling of safety to staff and employees who are ntering or leaving the building. Technology Advancement Physical security for any facility is a major factor for keeping safe and having modern technology on site is a greater addition. Protecting the facilities assets requires the company to stay ahead with modern day upgrades and devices for ensuring that whatever or whomever is gaining access to the property is suppose to be there. Monitoring the individuals who enter through facility access control and perimeter fences or installing video and closed circuit television surveillance can eliminate trespassers and those with no prior business on the property. Personal identification systems can also be established that use fingerprints and biometrics to gain access into any facility for staff and personnel. The amount of technology to use for physical security is unlimited depending on the facility and what needs protecting. Conclusion Physical security involves many components such as location, configuration, size, shape, and many other vital attributes that comes with a standing structure. Keeping people safe on the inside as well as those on the outside requires security principles that go beyond what just the normal eye can see. Applying the correct physical equipment to lower the risk of unwanted behaviors and attacks depends on how well the perimeter is guarded. Advanced technology including cameras and monitoring systems add to the insurance of physical security and if used properly can lower the possibility of threats. There is never an answer for what system works best but using a variety of methods is sure to make leaving work a little safer.

Cebu Pacific Air

History – In late August, 1988, Cebu Air was established in Pasay City, Metro Manila, the Philippines, but it only started operations almost 8 years later, in early March, 1996. – In February 1998, Cebu Pacific Air was grounded by the government, but continued its services next month, after the re-certification of its aircraft. – In late November, 2001, Cebu Pacific Air started operating international flights with a twice-daily service to Hong-Kong. – On the 1st of March, 2002, Cebu Pacific Air introduced thrice-weekly flights to Seoul. In the following years, Cebu Pacific Air continued to introduce new routes and increase flight frequency for some of the existing ones. – In late May, 2008, Cebu Pacific was named as the world's number one airline in terms of growth, ranking fifth in Asia for Budget Airline passengers transported and 23rd in the world. – On July 22, 2008, Cebu Pacific became the first airline to use the new Terminal 3 of the N inoy Aquino International Airport and the first airline to operate international commercial flights from the new terminal. In August, 2009, Cebu Pacific opened its Twitter account, being the first airline in the Philippines to use social media. – The only fatal accident in the history of Cebu Pacific took place on the 2nd day of February, 1998, when Cebu Pacific Flight 387, a DC-9-32 travelling from Manila to Cagayan de Oro, crashed on the slopes of Mount Sumagaya due to a pilot error, killing all 104 people on board. October 18, 2006 – Cebu Pacific (CEB), the country’s low fare leader, is now the No. domestic airline in terms of flying the most passengers, operating the most number of flight frequencies ; routes and flying to the most domestic destinations. CEB flies to 20 domestic destinations and operates a total of 624 one-way flights per week. The airline also operates a total of 24 routes in its domestic network. As of the latest market share report for th e period covering October 1-15, CEB has a domestic market share of 45% and is ahead of its closest competitor by 1 market share point.This information comes from various airport operations summary reports. Lance Gokongwei, CEB CEO and president, said that the airline now offers an unbeatable combination of the lowest fares, the most number of domestic destinations and routes, the most flight frequencies, on-time flights and the newest planes in the country. Background Cebu Pacific entered the market in March 1996 with a promise to give â€Å"low fare, great value† to everyone who wanted to fly.After offering low fares to domestic destination, it launched its international operations in November 2001 and now caters flight to Bangkok, Busan, Guangzhou, Ho Chi Minh, Hong Kong, Jakarta, Kota Kinabalu, Kuala Lumpur, Macau, Osaka, Seoul, Shanghai, Singapore and Taipei. It provides destinations to which where one can go shopping and site seeing. Cebu Pacific Air operates a fleet of 33 Airbus (10 A319 and 23 A320) and 8 ATR 72-500 aircraft in which is the youngest fleet in the Philippines. Cebu Pacific is not just the leader in low fares but also in innovation and creativity.It was the first local airline to introduce e-ticketing, prepaid excess baggage and seat selection in the Philippines. Guests have also learned to anticipate a uniquely upbeat flying experience, as this is the only domestic carrier that offers fun in the skies with its games on board popularly known as Fun Flights, together with its entertaining in-flight magazine. Cebu Pacific also partnered with various destination hotels, car rental service, travel insurance and entertainment ticketing service, to provide its guests a more convenient travel experience.On time performance, schedule reliability and a smooth, comfortable flight are just some of the things that the air-traveling public has come to expect. Cebu Pacific Air is a low-cost airline based in Pasay City, Manila, the Philippines. It is the country’s second largest airline after Philippine Airlines. Its main base is Ninoy Aquino International Airport, Manila, with a hub at Mactan-Cebu International Airport. The airline was established on 26 August 1988 and started operations on March 8, 1996. It initially started with 24 domestic flights daily among Metro Manila, Metro Cebu, and Davao City.By end 2001, its operations have grown to about 80 daily flight to 18 domestic destinations. The airline is a subsidiary of  JG Summit Holdings. Cebu Pacific is currently headed by Lance Gokongwei, presumptive heir of  John Gokongwei, the chairman emeritus of JG Summit. The company has 1,182 employees (as of March 2007. In October 2010, the airline completed an IPO of 30. 4% of outstanding shares. Cebu Pacific carried more than 10 million passengers in 2010. Cebu Pacific started Cebu Pacific Air’s (CEB) unique low-fare; great-value strategy has allowed travelers to enjoy affordable flights to various local a nd international destinations.It offers industry leading budget fares through year-round â€Å"Go Fares†, which makes use of a tiered-pricing system. This unique product provides ultra-low fares through advanced bookings, making air travel a truly viable option for the Filipino, because Cebu Pacific believes that it’s time every Juan flies. More than this, CEB allows everyone to experience many firsts in the industry, innovations such as the global trend of e-ticketing, web check-in, seat selection, prepaid excess baggage and internet booking through www. ebupacificair. com. With a fleet of 38 aircraft with an average age of 3. 6 years, CEB operates the largest and youngest fleet in the Philippines. To support its growth requirements, CEB will be taking delivery of 22 more Airbus A320 aircraft in the next 5 years. In addition, CEB will be taking delivery of four Airbus 330 wide-body jets, 30 Airbus A321neo aircrafts, the newest member of the A320 series, to add more ra nge, flexibility and efficiency to its fleet. Aside from having the largest domestic network and perating the most local flights daily, CEB continues to expand its international presence as it now flies 19 international destinations in the region, including major cities in China, Korea and Vietnam. As a true innovator in the industry, CEB recently launched flights to Cambodia, home of the Angkor Wat heritage site and direct access from Hong Kong to Kalibo, gateway to the world -renowned island of Boracay. Truly, Cebu Pacific Air works at making more dreams of flight a reality, true to JG Summit’s vision to make a better life available to the Filipino.SWOT Analysis Strengths * Group bookings may be made through the airline’s Group Sales team and will be subject to specific rules on deposits, payment, rebooking and restrictions. The passenger may contact Group Sales for more information. * Air flight bookings may be made directly on  www. cebupacificair. com, with the airline’s ticket offices * Cebu Pacific Air offers a number of facilities as part of its online booking management program: * Web Check-in * Change flights * Printing of schedule receipts * Cancel flights or entire booking * Purchase add-ons Operates 100+ flights a day, to 27 destinations in 7 countries. * Asia’s 3rd largest low-cost airline based carrier with great value * After AirAsia (Malaysia) and JetStar (Australia) * With a market share of 50% * Flown over 45 million passengers since March 1996 * Low cost, great value * Concept: No-frills Airline No hot meals. No newspaper. Mono-class seating. Operating with a single-aircraft type. Faster turnaround time * Makes the flight enjoyable * Fun flights Games, flight safety, sometimes wedding proposals * Gives importance to small details * AirplanesYoungest fleet –29 aircrafts, average age of 17 months * Small enough to land on smaller airstrips –e. g. top tourist destinations-Boracay & Palawan * No. 1 do mestic airline * Domestic flights: 55 * Routes: 146 * Destinations: 33 domestic & 16 international Opportunities * Cebu Pacific has launched a range of innovative advertising opportunities both outdoors and on board, including aircraft body wrap, print ads on thermal boarding passes, and sponsored games on board. * Cebu Pacific operates an average of 270 domestic and international flights daily and flew over 4. million passengers between January and May 2011. * â€Å"We are proud to say that Cebu Pacific is the first airline to offer ambient advertising for those who wish to align their products with CEB’s high-quality and fun image, while also reaching out to a captive audience, day-in, day-out through our flights,† said CEB VP for Marketing and Distribution, Candice Iyog. * Cebu Pacific has made recent additions to advertising opportunities on board including overhead cabin lockers, seat trays, motion sickness bags, cups, and napkins. â€Å"We offer out-of-the-box a dvertising options to companies for maximum return of investment and measurable results. This includes advertising opportunities in the sky, through one of our aircraft, as well as strategic placements on our website,† added Candice. * The airline operates 10 Airbus A319, 15 Airbus A320 and 8 ATR-72 500 aircraft. By the end of 2011, CEB will be operating a fleet of 37 aircraft – with an average age of less than 3. 5 years – one of the most modern aircraft fleets in the world. Between 2012 and 2021, Cebu Pacific will take an additional 23 Airbus A320 and 30 Airbus A321neo aircraft. * Cebu pacific was given an opportunity to offer an alternative * When the airline industry was liberated * Legacy carriers (PAL) were privatized * Shows financial strength * Held an initial public offering (October 2013) * Largest local IPO in the Philippines U$D239 million * Php125 per share, 214. 63 shares * Raised Php26. 8 billion in the stock market * Looks at future possibilities * Airline industry’s potential growth is at 15% to 20% * Ordered 24 new Airbus units at U$D2 billionTo handle more passengers Fly more frequently to more routes * Revolutionized the booking system * Dramatic reduction of distribution costs * Gives priority to sales promotion as a mode of communication * Tiered pricing schemes and incentives * The earlier you book, the cheaper the ticket will be Threats * Delayed flights because of bomb threats Cebu Pacific is now the No. 1 domestic airline â€Å"Since the launch of our ‘Go’ fares last November, we have seen how this has influenced air travel and encouraged more people to fly.Our end-September reports show that total domestic travel was up by almost 40% compared to the same period last year and we believe that there’s still more we can do for the industry and the growing Philippine economy,† Gokongwei said. â€Å"As we expand our operations and open new routes, both domestic and regional, we will co ntinue to offer the lowest fares in the destinations we fly to. Tens of thousands of people are flying for the first time and that makes both our passengers and the airline very happy,† Gokongwei added.Gokongwei also said â€Å"This is indeed a milestone in the history of Cebu Pacific and much of the credit must go to the CEB team who has worked tirelessly for the past 10 years. Now we are No. 1 in the Philippines and hope to do the same for the region. † Now in its 11th year, CEB has the newest fleet in the Philippines and one of the newest in Asia as it operates 12 brand new Airbus aircraft to its 20 domestic and 6 regional destinations. The airline awaits the delivery of two more Airbus aircraft in early 2007 to complete its $670 million re-fleeting program. Cebu Pacific Air History – In late August, 1988, Cebu Air was established in Pasay City, Metro Manila, the Philippines, but it only started operations almost 8 years later, in early March, 1996. – In February 1998, Cebu Pacific Air was grounded by the government, but continued its services next month, after the re-certification of its aircraft. – In late November, 2001, Cebu Pacific Air started operating international flights with a twice-daily service to Hong-Kong. – On the 1st of March, 2002, Cebu Pacific Air introduced thrice-weekly flights to Seoul. In the following years, Cebu Pacific Air continued to introduce new routes and increase flight frequency for some of the existing ones. – In late May, 2008, Cebu Pacific was named as the world's number one airline in terms of growth, ranking fifth in Asia for Budget Airline passengers transported and 23rd in the world. – On July 22, 2008, Cebu Pacific became the first airline to use the new Terminal 3 of the N inoy Aquino International Airport and the first airline to operate international commercial flights from the new terminal. In August, 2009, Cebu Pacific opened its Twitter account, being the first airline in the Philippines to use social media. – The only fatal accident in the history of Cebu Pacific took place on the 2nd day of February, 1998, when Cebu Pacific Flight 387, a DC-9-32 travelling from Manila to Cagayan de Oro, crashed on the slopes of Mount Sumagaya due to a pilot error, killing all 104 people on board. October 18, 2006 – Cebu Pacific (CEB), the country’s low fare leader, is now the No. domestic airline in terms of flying the most passengers, operating the most number of flight frequencies ; routes and flying to the most domestic destinations. CEB flies to 20 domestic destinations and operates a total of 624 one-way flights per week. The airline also operates a total of 24 routes in its domestic network. As of the latest market share report for th e period covering October 1-15, CEB has a domestic market share of 45% and is ahead of its closest competitor by 1 market share point.This information comes from various airport operations summary reports. Lance Gokongwei, CEB CEO and president, said that the airline now offers an unbeatable combination of the lowest fares, the most number of domestic destinations and routes, the most flight frequencies, on-time flights and the newest planes in the country. Background Cebu Pacific entered the market in March 1996 with a promise to give â€Å"low fare, great value† to everyone who wanted to fly.After offering low fares to domestic destination, it launched its international operations in November 2001 and now caters flight to Bangkok, Busan, Guangzhou, Ho Chi Minh, Hong Kong, Jakarta, Kota Kinabalu, Kuala Lumpur, Macau, Osaka, Seoul, Shanghai, Singapore and Taipei. It provides destinations to which where one can go shopping and site seeing. Cebu Pacific Air operates a fleet of 33 Airbus (10 A319 and 23 A320) and 8 ATR 72-500 aircraft in which is the youngest fleet in the Philippines. Cebu Pacific is not just the leader in low fares but also in innovation and creativity.It was the first local airline to introduce e-ticketing, prepaid excess baggage and seat selection in the Philippines. Guests have also learned to anticipate a uniquely upbeat flying experience, as this is the only domestic carrier that offers fun in the skies with its games on board popularly known as Fun Flights, together with its entertaining in-flight magazine. Cebu Pacific also partnered with various destination hotels, car rental service, travel insurance and entertainment ticketing service, to provide its guests a more convenient travel experience.On time performance, schedule reliability and a smooth, comfortable flight are just some of the things that the air-traveling public has come to expect. Cebu Pacific Air is a low-cost airline based in Pasay City, Manila, the Philippines. It is the country’s second largest airline after Philippine Airlines. Its main base is Ninoy Aquino International Airport, Manila, with a hub at Mactan-Cebu International Airport. The airline was established on 26 August 1988 and started operations on March 8, 1996. It initially started with 24 domestic flights daily among Metro Manila, Metro Cebu, and Davao City.By end 2001, its operations have grown to about 80 daily flight to 18 domestic destinations. The airline is a subsidiary of  JG Summit Holdings. Cebu Pacific is currently headed by Lance Gokongwei, presumptive heir of  John Gokongwei, the chairman emeritus of JG Summit. The company has 1,182 employees (as of March 2007. In October 2010, the airline completed an IPO of 30. 4% of outstanding shares. Cebu Pacific carried more than 10 million passengers in 2010. Cebu Pacific started Cebu Pacific Air’s (CEB) unique low-fare; great-value strategy has allowed travelers to enjoy affordable flights to various local a nd international destinations.It offers industry leading budget fares through year-round â€Å"Go Fares†, which makes use of a tiered-pricing system. This unique product provides ultra-low fares through advanced bookings, making air travel a truly viable option for the Filipino, because Cebu Pacific believes that it’s time every Juan flies. More than this, CEB allows everyone to experience many firsts in the industry, innovations such as the global trend of e-ticketing, web check-in, seat selection, prepaid excess baggage and internet booking through www. ebupacificair. com. With a fleet of 38 aircraft with an average age of 3. 6 years, CEB operates the largest and youngest fleet in the Philippines. To support its growth requirements, CEB will be taking delivery of 22 more Airbus A320 aircraft in the next 5 years. In addition, CEB will be taking delivery of four Airbus 330 wide-body jets, 30 Airbus A321neo aircrafts, the newest member of the A320 series, to add more ra nge, flexibility and efficiency to its fleet. Aside from having the largest domestic network and perating the most local flights daily, CEB continues to expand its international presence as it now flies 19 international destinations in the region, including major cities in China, Korea and Vietnam. As a true innovator in the industry, CEB recently launched flights to Cambodia, home of the Angkor Wat heritage site and direct access from Hong Kong to Kalibo, gateway to the world -renowned island of Boracay. Truly, Cebu Pacific Air works at making more dreams of flight a reality, true to JG Summit’s vision to make a better life available to the Filipino.SWOT Analysis Strengths * Group bookings may be made through the airline’s Group Sales team and will be subject to specific rules on deposits, payment, rebooking and restrictions. The passenger may contact Group Sales for more information. * Air flight bookings may be made directly on  www. cebupacificair. com, with the airline’s ticket offices * Cebu Pacific Air offers a number of facilities as part of its online booking management program: * Web Check-in * Change flights * Printing of schedule receipts * Cancel flights or entire booking * Purchase add-ons Operates 100+ flights a day, to 27 destinations in 7 countries. * Asia’s 3rd largest low-cost airline based carrier with great value * After AirAsia (Malaysia) and JetStar (Australia) * With a market share of 50% * Flown over 45 million passengers since March 1996 * Low cost, great value * Concept: No-frills Airline No hot meals. No newspaper. Mono-class seating. Operating with a single-aircraft type. Faster turnaround time * Makes the flight enjoyable * Fun flights Games, flight safety, sometimes wedding proposals * Gives importance to small details * AirplanesYoungest fleet –29 aircrafts, average age of 17 months * Small enough to land on smaller airstrips –e. g. top tourist destinations-Boracay & Palawan * No. 1 do mestic airline * Domestic flights: 55 * Routes: 146 * Destinations: 33 domestic & 16 international Opportunities * Cebu Pacific has launched a range of innovative advertising opportunities both outdoors and on board, including aircraft body wrap, print ads on thermal boarding passes, and sponsored games on board. * Cebu Pacific operates an average of 270 domestic and international flights daily and flew over 4. million passengers between January and May 2011. * â€Å"We are proud to say that Cebu Pacific is the first airline to offer ambient advertising for those who wish to align their products with CEB’s high-quality and fun image, while also reaching out to a captive audience, day-in, day-out through our flights,† said CEB VP for Marketing and Distribution, Candice Iyog. * Cebu Pacific has made recent additions to advertising opportunities on board including overhead cabin lockers, seat trays, motion sickness bags, cups, and napkins. â€Å"We offer out-of-the-box a dvertising options to companies for maximum return of investment and measurable results. This includes advertising opportunities in the sky, through one of our aircraft, as well as strategic placements on our website,† added Candice. * The airline operates 10 Airbus A319, 15 Airbus A320 and 8 ATR-72 500 aircraft. By the end of 2011, CEB will be operating a fleet of 37 aircraft – with an average age of less than 3. 5 years – one of the most modern aircraft fleets in the world. Between 2012 and 2021, Cebu Pacific will take an additional 23 Airbus A320 and 30 Airbus A321neo aircraft. * Cebu pacific was given an opportunity to offer an alternative * When the airline industry was liberated * Legacy carriers (PAL) were privatized * Shows financial strength * Held an initial public offering (October 2013) * Largest local IPO in the Philippines U$D239 million * Php125 per share, 214. 63 shares * Raised Php26. 8 billion in the stock market * Looks at future possibilities * Airline industry’s potential growth is at 15% to 20% * Ordered 24 new Airbus units at U$D2 billionTo handle more passengers Fly more frequently to more routes * Revolutionized the booking system * Dramatic reduction of distribution costs * Gives priority to sales promotion as a mode of communication * Tiered pricing schemes and incentives * The earlier you book, the cheaper the ticket will be Threats * Delayed flights because of bomb threats Cebu Pacific is now the No. 1 domestic airline â€Å"Since the launch of our ‘Go’ fares last November, we have seen how this has influenced air travel and encouraged more people to fly.Our end-September reports show that total domestic travel was up by almost 40% compared to the same period last year and we believe that there’s still more we can do for the industry and the growing Philippine economy,† Gokongwei said. â€Å"As we expand our operations and open new routes, both domestic and regional, we will co ntinue to offer the lowest fares in the destinations we fly to. Tens of thousands of people are flying for the first time and that makes both our passengers and the airline very happy,† Gokongwei added.Gokongwei also said â€Å"This is indeed a milestone in the history of Cebu Pacific and much of the credit must go to the CEB team who has worked tirelessly for the past 10 years. Now we are No. 1 in the Philippines and hope to do the same for the region. † Now in its 11th year, CEB has the newest fleet in the Philippines and one of the newest in Asia as it operates 12 brand new Airbus aircraft to its 20 domestic and 6 regional destinations. The airline awaits the delivery of two more Airbus aircraft in early 2007 to complete its $670 million re-fleeting program.

Evaluate the Nazis economic policies from 1933 ¡V 1939. essays

Evaluate the Nazis economic policies from 1933  ¡V 1939. essays It is almost a universal conception that Hitler deliberately provoked World War II for his personal desires. Some historians prove this belief by Hitler ¡s biography  ¡My Struggle ¡ (Mein Kampf) and his series of bold and aggressive foreign policies. While others confirm this notion by demonstrating the objectives of pre-war Nazis economic policies. They claim that Hitler immediately started carrying out rearmament program and various war-preparatory measures once he came to power in 1933. Because of his lack of planning and ignorance to the economic situation, he failed to prepare Germany for a major war by 1939, and he even failed to deal with Germany ¡s own economic problems in 1932. However, this claim is not well justified. In fact, Hitler did put a lot of emphasis on economic recovery in the first three years of his regime. It is not until 1936 did he start accentuating his warfare programs. As a consequence, considering the time duration, the progress that the Nazi leaders made with their policies, and the  ¡Blitzkrieg ¡ war aim proposed by Hitler, actually Hitler was very successful in arming Germany and making Germany ready for a series of short but speedy wars by 1939 when he invaded Poland. When Hitler came into the office in 1933 he faced an economically devastated Germany. Although the economic situation was improved with aids given by the United States, Germany still suffered a great deal from the Great Depression in 1929, and  ¡economic activity had recovered only slightly from the lowest point of the depression ¡ . Unemployment was the most serious problem at that time. Hitler understood very well that, with six million official unemployment registers and an estimate of a million more non-registered, it was absolutely impossible to rearm Germany at that stage. He also understood that, instead of rearmament  ¡recovery was the immediate priority ¡ . Therefore, on May 1, 1933, H...

Event proposal for Conference Event Planning at the Roof Gardens, Kensington The WritePass Journal

Event proposal for Conference Event Planning at the Roof Gardens, Kensington Abstract Event proposal for Conference Event Planning at the Roof Gardens, Kensington AbstractIntroduction and AimsChosen Venue and Event ManagementFood and Beverage OptionsEvaluation TechniquesOutline BudgetBudget and Control MeasuresConclusionsReferencesRelated Abstract When planning an event which is targeted at a professional body of individuals within the hospitality industry, there are several questions which need to be answered, not least where the best venue to host such an event is likely to be located. In this case the â€Å"Roof Garden† is seen as a particularly appropriate choice, as it offers the state-of-the-art facilities necessary to deliver a seminar on social media and is centrally located, from geographical point of view. It is also an innovative new venue which is looking to raise its own profile and is therefore more negotiable when it comes to budgetary options. All of these factors are considered in the report below. Introduction and Aims It is proposed that a training session and networking opportunity event will be hosted in central London for approximately 50 delegates, all of whom are relatively high up in the management scale, in hotels across the UK (Berridge, 2007). Several different parameters have been laid out for the chosen venue and the structure of the event and these will be taken into account when looking at the ultimate choice of location which is â€Å"The Roof Garden. The purpose of this report is to identify why this venue has been chosen and how the event will be managed, as well as looking, in more detail, at issues associated with the activity, such as food and beverage options that are available and their final selection, and how the event will be evaluated, so as to make improvements for any future events, as well as scrutinising the budget and control measures that are required in an event of this nature (Allen et al. 2008). Several factors are deemed to be particularly important when choosing the venue and type of event to be managed. Whilst there is no intention to make a profit on the trading day, there is still a budget which needs to be maintained, as each individual delegate will pay just  £15 per person and there will also be  £1,500 which was obtained through sponsorship. Other relevant factors include the fact that the event needs to be relatively centrally located, as delegates are travelling from a broad range of different geographic regions. Consideration will also need to be given to the precise content of the course, in order to ensure that the chosen venue has the relevant facilities available (Catherwood Van Kirk, 1992). Therefore, while the actual content of the course will be for the client to determine, having a detailed understanding of these issues will, in fact, be critical, to ensure that the appropriate venue is selected, so that all of the needs for the course can be facilit ated. Chosen Venue and Event Management Before looking specifically at the chosen venue, it is helpful to gain an understanding of the key aims and objectives of the event, so that the chosen venue can be looked at, in more detail (Eriksson Hjalmsson, 2000). The main aim of the event is to encourage those within the hospitality industry to make better use of social media for their marketing; therefore, it is going to be essential that any venue chosen has state-of-the-art technology to enable the trainers to display the best options available to the delegates and for the delegates themselves to be able to experiment with technology to which they may not have access, in their own workplace. Secondly, the event aims to offer networking opportunities to those attending the course, and this again requires certain physical attributes to be present within the venue. Bearing this in mind and the stated budget, the venue which has been chosen, namely â€Å"the Roof Garden† has several key attributes attached to it which would make it the ideal venue for this event (DeWalt DeWalt, 2002). Given the nature of the delegates likely to be attending the event and the fact that these are from the hospitality management sector and are therefore likely to have very particular expectations regarding an invent venue, choosing a venue that is well versed in hosting this type of event is seen as crucially important, as the delegates are unlikely to tolerate any form of naivetà © or lack of professionalism. Furthermore, the aim of the event is to put forward new ideas to those involved in hospitality management; therefore, if the event itself is hosted in a non-forward looking venue, it will not gain a large amount of credibility (Tum, et al. 2005). It is recognised the chosen venue has state-of-the-art technology facilities as part of its business centre and this is one of the key reasons that this venue immediately came to the forefront. Having the necessary facilities in place is absolutely fundamental, given the primary aim of the event. Although it was possible to host the event anywhere within a 50 mile radius of London, the chosen venue is, in fact, extremely central to London and a short walk away from High Street Kensington tube station. This is important for several different reasons. From a practical point of view, making sure it is centrally located means that it is more readily available to a wider range of delegates, but by being centrally located, also assists in gaining credibility (Wagen, 2005). As well as having the technology available, this venue was seen as ideal, due to several other factors which made it the perfect choice for this event. As part of the venue, there are three themed gardens which have a panoramic view over central London. This means that the vast majority of the delegates will not been working in a hotel or venue with similar attributes and this will make the entire training day a novel experience for the delegates (Wagen, 2007). The venue is actually part of the Sir Branson Empire and is therefore also renowned for the quality service which is provided by staff members. All of these factors were seen as important, alongside the physical attributes of the venue, as the whole experience needed to stand out to the delegates, all of whom already have preconceived ideas as to what hospitality should offer. Food and Beverage Options The second main aim of the event is to host the networking session which will be undertaken as part of the working day lunch. With this in mind, the food and beverage options that are made available to delegates are also considered to be an important aspect of the choice of venue. The budget, particularly for central London, is relatively limited and therefore a buffet seemed to be the most practical option. Furthermore, as the intention is to establish a networking session as part of the lunch hour, it is necessary to ensure that individuals can eat relatively quickly, so that the networking event can take place in a timely fashion (Silvers, 2008). The registration will take place before 9 a.m., with the main body of the event happening between 9 a.m. and mid-day, meaning that there will need to be coffee served midway through the morning and again this needs to be done on a relatively tight budget. The working buffet lunch has been selected to involve both cold and hot items which are likely to appeal to the majority of individuals, as well as being sufficiently interesting that those within the hospitality industry will appreciate the quality of the food. As part of this service, the venue will be providing its own freshly baked cookies, during the break, which is a further opportunity to show how advanced the venue is and again to prove itself as one of the best venues of this type for a professional meeting (Tarlow,  2002). Evaluation Techniques It is anticipated that this type of event may be replicated again in the future; therefore, evaluating the course from every aspect of the delivery will be essential, in order to make sure that any future courses are popular, while also improving on any of the shortcomings (Arcodia Reid, 2002). All delegates will be asked to provide a brief evaluation of the event and this will look at every aspect of the event, including the quality of the venue, the quality of the food provided, as well as considering whether they believe it will be useful for them in the future (Shone  Ã‚  Parry,  2001). The main aim of the evaluation is to use questionnaires to be filled in by the delegates on the day, as this is the quickest and most efficient way of gathering the data and is most likely to be fresh in the minds of the individual delegates. However, as well as using questionnaires, a random set of individuals will also be selected and asked to participate in a more detailed evaluation, after the event, in the form of one-to-one interviews, either in person or over the phone. This will enable a much more open discussion to be had (Goldblatt, 1997). Evaluations that are relevant to the venue will also be provided, so that any changes can be implemented with future events or potentially a new venue located if there seems to be a reason that the venue is not performing in line with the original requirements. Outline Budget The budget for the event is  £15 per person, plus  £1,500 sponsorship. With fifty anticipated delegates, this means a total of  £750 from the delegates and  £1,500 from sponsorship and a total budget of  £2,250. However, with a budget for a venue of this nature in central London, it may be necessary to compromise on issues such as the type of buffet and the date of the actual training event. By negotiating with the venue as to which days it is not likely to be particularly popular, the budget can be adhered to (Saunders, 2007). Consideration will be given in the future charges that are made to the delegate, as  £15 is an incredibly small amount of payment for a training course, as well as a networking opportunity. Therefore, once the event gains a degree of following, it may be possible to charge separately for the training elements and the buffet element, to allow individuals to mix and match their experience and also to ensure that all tastes are catered for (Goldblatt, 2000). The venue itself is also offered at a reasonable discount, as it is felt that this will assist its positioning within the market and will be a good marketing tool, thus allowing it to host other events, in the future (Silvers   Goldblatt,  2003). Budget and Control Measures In order to manage an event of this nature, several specific controls and budget measures need to be put in place, so that the management team can keep track of the planning of the event and also on the event date, so as to ensure that the promised services are delivered and that any shortfalls are identified, at the earliest possible opportunity and mitigated, if possible (Arcodia Robb, 2000). Bearing this in mind, the control feature associated with this event will be looked at in two distinct ways, firstly in the planning of the events and secondly in the running of the event. Budget control needs to be done primarily with the venue itself, although it is also important to ensure that a sufficient number of delegates are recruited and that these delegates make all payments, prior to the date of the event, as any no-shows or non-payers could be extremely detrimental to the overall budget of what is already a very tightly run event (Silvers, 2004). A meeting will need to be held with the venue, in the few days prior to the event itself, to ensure that all aspects of the events are planned appropriately and that the technology being used is working properly and compatible with anything that the clients may wish to use as part of the training. The very essence of the training is to show the delegates how media can be used to optimum advantage and any technology failure would be extremely embarrassing and go to the core of the event. Therefore, controlling this aspect of the event is critical (Arcodia Reid, 2005). As it is expected that this type of event will be run in the future, maintaining accurate records of all individuals who are in attendance will be important to the ongoing marketing of future events and these need to be checked, both at the booking stage and as the individual attends (O’neil et al. 1999). Conclusions It is concluded that the chosen venue for this event is particularly appropriate, given its central London location and its state-of-the-art technology which makes it crucially important for delivering an event of this type. Budget is a really key issue and the fact that the venue will also gain from hosting this event enables a tighter budget to be maintained. Strong evaluation is also necessary to ensure that future events are popular and that these types of events go from strength to strength. References Allen, J., OToole, W., Harris, R., McDonnell, I. (2008). Festival Special Event Management (4 ed.). Milton, Australia: John Wiley Sons Australia, Ltd. Arcodia, C., Reid, S. (2002). The Mission of Event Management Associations. In K. Woeber (Ed.), City Tourism. Vienna: Springer. Arcodia, C., Robb, A. (2000). A Future for Event Management: A Taxonomy of Event Management Terms. In J. Allen, R. Harris, L. K. Jago A. Veal (Eds.), Events Beyond 2000: Setting the Agenda (pp. 154-160). Sydney: Australian Centre for Event Management. Arcodia, C. and Reid, S. (2005). â€Å"Event Management Associations and the Provision of Services†, Journal of Convention Event Tourism, 6 (4), 5-25. Berridge, G. (2007). Events Design and Experience, Events Management Series. First Edition, Elsevier Catherwood, D. W., Van Kirk, R. L. (1992). Special Event Management. New York: John Wiley Sons, Inc. DeWalt, B. R., DeWalt, K. M. (2002). Participant observation: a guide for fieldworkers. Walnut Creek, CA: Alta Mira Press. Eriksson, J. and Hjalmsson, A. (2000). â€Å"Event Marketing as a Promotional Tool-A Case Study of four Companies†, International Business and Economics Programme Master Thesis, Lulea University Goldblatt, J. (1997). Special Events Best Practices in Modern Event Management (2 ed.). New York: John Wiley Sons, Inc. Goldblatt, J. (2000). A Future For Event Management: The Analysis Of Major Trends Impacting The Emerging Profession. In J. Allen, R. Harris, L. K. Jago A. Veal (Eds.), Events Beyond 2000: Setting the Agenda. Sydney: Australian Centre for Event Management. O’neil M., Getz, D. and Carlsen, J. (1999). â€Å"Evaluation of service quality at events: the 1998 Coca-Cola Masters Surfing event at Margaret River†, Western Australia, Managing Service Quality, 9 (3), 158-164. Saunders, M. (2007). Research Methods of Business Students. Fourth Ed. Harlow: Financial Times/Prentice Hall. Shone,  A  Ã‚  Parry,  B  (2001)  Successful  Event  Management London:   Continuum. Silvers,  J  R  Ã‚  Goldblatt,  J  J  (2003)  Professional  Event  Coordination  New   York:  Wiley Silvers, JR. (2004). Professional Event Coordination, John Wiley Sons Inc. New Jersey. Silvers, JR. (2008). Risk Management for Meetings and Events, Butterworth-Heinemann, Burlington. Tarlow,  P  (2002) Event  Risk  Management  and  Safety  New  York: Wiley. Tum,  J,  Norton,  P   Wright,  N  (2005) Management  of  Events  Operations Oxford:  Butterworth ­Heinemann. Wagen, LV. (2005). Event Management: For Tourism, Cultural, Business and Sporting Events, 2nd Ed., Pearson Education, Australia. Wagen, LV. (2007). Human Resource Management for Events; Managing the Event Workforce, Butterworth-Heinemann, Burlington.