Thursday, March 12, 2020

Paradoxes in Politics a Book in Review essays

Paradoxes in Politics a Book in Review essays The book, which was chosen for this review, is Paradoxes in Politics written by Steven J. Brams. The book Paradox and Politics is an introduction to the nonobvious in political science. When speaking about the book Paradoxes in Politics, John A. Ferejohn, an associate professor of political science at the California Institute of Technology said, ... a first-rate piece of work... And insightful introduction to a mathematical reasoning in politics... the book reads well, is provocative and constitutes a convincing case for the use of mathematical models and thinking about a wide range of political issues. Published by The Free Press, a division of the Macmillan Publishing Co. in New York City. The book was first copyrighted in 1976. Steven J. Brams also known for his other 15 books including Game Theory and Politics. Dr. Brams is also the publisher of over one hundred other papers on the subject of politics the first of which was published in 1966. Steven J. Brams was born in Concord New Hampshire in 1940. Steven received his bachelor's degree in Politics Economics and Science in 1962 from the Massachusetts Institute of Technology, after which he received his Ph.D. in Political Science 1966 at Northwestern. Dr. Brams now resides with his wife and two children in New York City N.Y. where he teaches at the New York University in the Department of politics. Paradox and Politics is divided into eight chapters the first being the Paradox of Second Best, followed by Paradox of Voting, Election Paradoxes, Paradox of Cooperation, Paradox of Inducement, the Alabama Paradox, Three Paradoxes of Power and concluding with a Paradox of Prediction. These eight chapters examine several significant problems in political science whose commonly accepted answers are often contradicted by a more careful investigation. The Author relates paradoxes to actual cases and data, from voting in committees to arms races in interna...

Tuesday, February 25, 2020

Disneyland Hongkong Case Study Example | Topics and Well Written Essays - 5000 words

Disneyland Hongkong - Case Study Example Nonetheless, with the quick expansion of the amount of theme parks, competition of theme parks is increasing as well. Keeping in view the growing amount of parks and the expansion of their activities, the continued existence of theme park has turn out to be a serious issue. Within Europe, the theme park industry goes on deteriorating because of a greying population, visitors that require better class and visitors that are more considerate as well as perceptive concerning how the accessible resources of spare time and disposable income are utilized. The 2008 financial disaster forced theme parks within Western Europe to arrive at its saturation point and the parks have to make provision for visitors who are becoming more and more knowledgeable as well as challenging. In the intensive situation, the majority of theme parks are making an allowance for extraordinary strategic alterations to recover clientele. China is a nation, which has created a centre of attraction for a huge amount o f foreign investment as well as global business from a large number of countries all around the globe. From being an underprivileged nation during the 1970s, China has industrialized into being on its way to develop into one of the financial super-powers of the world. In accordance with Surhone (2011), on the whole, China’s real GDP has increased with more or less 10 percent per annum form 1978; this is an aggregate raise of roughly 700 percent. The expansion of foreign trade has an annual average of more or less 16 percent during the same time, which make a total of over 2000 percent. Having completed its sixth full year of operations since its grand opening in 2005, Hong Kong Disneyland (HKDL) stays focused on being the leading holiday and leisure destination within Hong Kong. As one of the most admired paid places in Hong Kong, Disneyland is a vital factor in maintaining Hong Kong’s place as among the world’s leading cities for vacation visitors as well as bu siness visitors. HKDL is among the top 15 most liked theme parks around the world, the sixth within Asia and the â€Å"first in the Greater China region based on annual attendance, according to a public report† (Surhone, 2011). HKDL will carry on marketing its top-notch attractions, amusement and interactive experiences together with accommodation, dining and retail functions to develop its business. With the â€Å"Toy Story Land launch in November 2011 and the opening of the other two themed areas through 2013† (Surhone, 2011), HKDL will carry on to revive and increase its offerings with the aim of drawing fresh visitors and produce even better recurring visitation, identifying an growing marketplace as well as aggressive situation. Current Situation Hong Kong Disneyland functions by a joint-venture business of the Hong Kong Government and The Walt Disney Company. â€Å"The park cost $5.7 billion, of which the Government injected $3.25 billion and Disney Company inje cts $2.45 billion† (Choi, 2010). Hong Kong Disneyland is supposed to carry profits to Hong Kong in the future. It is anticipated that HKDL will create a centre of attention for millions of tourists every year, generate thousands of employment opportunities, improve the quality of life, and develop Hong Kong's global image. The HKDL was intended to give Hong Kong a net fiscal gain of more or less 150 billion USD during the coming 40 years. However, unfortunately, troubles have appeared earlier than gains. It was

Saturday, February 8, 2020

Find this article and answer this questions Schwarz, K., Mion, P., &

Find this and answer this questions Schwarz, K., Mion, P., & Litman, G. ( 2007). Telemonitoring of heart failure patients and their caregivers - Article Example The depth of the study profoundly affects the researcher’s preference of research design. The Logical similarity has influenced the researchers’ choice of a research design by ensuring the contents of the research model make sense. The sensibility of the research content is analyzed through grave thinking in the study. The researchers consider the logical similarity of his work before selecting a study design. Theoretical clarity has influenced the researchers’ choice of a research design by describing the concepts applied in the study and relating the study’s statement to find out the connection amongst the concepts. The researcher uses theoretical clarity to determine the nature of his study. Level of idea has influenced the researchers’ choice of a research design by ensuring that the ideas are represented in a theoretical model. They have not restricted intensity of idea by time or space, and are not directly measurable. The researcher has considered the level of the idea to be used in electing the research design. Clinical utility has influenced the researchers’ choice of a research design by the relevancy of the research findings to the real world. The research considers the benefits of his study to the real world prior to selecting the research design. View point on cultural competence has influenced the researchers’ choice of a research design by knowing the field they are dealing in more than their customers. The researchers have considered cultural competence before choosing the research design to use in his study. The study can be classified under qualitative study, since it compares the telemonitoring structure to the quality of health measures it has on a patient with constant heart failure. Qualitative study focuses on superiority rather than the magnitude (McDonagh, 2011). The evidence proving that the journal is peer-reviewed is

Thursday, January 30, 2020

Library classification Essay Example for Free

Library classification Essay This unit is concerned with the selection and purchase of reading material in what so ever from it may be. Books are accessioned in this section. It keeps a complete and up-to-date record of such books and other reading materials. Books are purchased keeping in view the requirements of the University Faculty, the Students and the Research Scholars. Books are generally selected from the local as well as foreign publishersï ¿ ½ catalogues, current lists and local book exhibitions/fairs, etc. These catalogues and lists are sent to the Heads of the concerned teaching departments for selection and approval of the reading material of their subjects. They select and approve the reading material for addition to the main library from these lists. After getting their approval, the titles approved are thoroughly checked with the library catalogue to avoid duplication. Special attention is paid to provide text books and research material to the library users. It also acquires rare manuscripts and microfilms, etc. CATALOGUING SECTION After purchasing, accessioning and labeling of the reading material in the Acquisition section, it is sent to the cataloguing section for technical processing. Main responsibility of this section is to classify and catalogue the reading material. The reading material is being classified according to Dewey Decimal Classification Scheme. Library of Congress Subject Headings List is used for assigning subject headings. Catalogue cards are prepared according to ALA Cataloguing Rules 1978. Catalogue cards are filed according to ALA Rules for Filing Catalogue Cards 1968.

Tuesday, January 21, 2020

Solar Energy May Save the Earth Essays -- Power Environment Global War

Solar Energy May Save the Earth Abstract: The current energy situation with fossil fuels as the main source of the world’s energy has two main flaws: fossil fuels contribute to global warming via the greenhouse effect and they are limited in the quantity that remains. Solar power solves both of these problems and can be captured by utilizing photovoltaic cells. However, photovoltaic cells have their own drawbacks due to their high costs of installation and maintenance. The world currently functions through the use of fossil fuels. However, fossil fuels possess two significant disadvantages. Fossil fuels harm the global environment because they enhance the greenhouse effect by releasing carbon dioxide, and they release other harmful gases such as sulfur dioxide and nitrogen dioxide.1 Also, fossil fuels are limited and will run out in the near future if current rates of consumption are maintained. Photovoltaic cells that convert solar energy to electrical energy solve both of these problems. Although the production of photovoltaic cells causes some pollution, photovoltaic cells do not emit harmful gases nor do they pollute the environment. Solar energy is virtually unlimited since the Sun will continue its fusion reaction and provide light energy to the Earth. Solar energy cannot be absorbed on dark or cloudy days, but if it can be stored, solar energy gathered from luminous periods can be used during those dim days. Photovoltaic cells have an estimated lifetime of approximately 20 years and if 100-watt photovoltaic cells are used, they will produce an equivalent amount of energy as fossil fuels that will create two tons of carbon dioxide as a byproduct.2 At a superficial glance, solar power seems very promising since the sun p... ...gy. â€Å"Solar Energy Technologies Program.† 22 May 2008. 4. Union of Concerned Scientists. â€Å"Environmental Impacts of Renewable Energy Technologies.† 19 June 2008. 5. â€Å"New solar cells could expand sun power.† Copyright 2007 by United Press International. Science Online. Facts On File, Inc. http://www.fofweb.com/activelink2.asp?ItemID=WE40 (accessed July 29, 20 08). 6. Aldous, Scott. â€Å"How Solar Cells Work.† 01 April 2000. HowStuf http: 7. Ibid. 8. Ibid. 9. I bid. 10. Ibid. Tien 8 der to provide all of the electricity that 11. â€Å"How many solar cells would I need in or my h ouse needs?.† 07 July 2000. HowStuffWorks.com. 29 July 2008. Solar Energy May Save the Earth Essays -- Power Environment Global War Solar Energy May Save the Earth Abstract: The current energy situation with fossil fuels as the main source of the world’s energy has two main flaws: fossil fuels contribute to global warming via the greenhouse effect and they are limited in the quantity that remains. Solar power solves both of these problems and can be captured by utilizing photovoltaic cells. However, photovoltaic cells have their own drawbacks due to their high costs of installation and maintenance. The world currently functions through the use of fossil fuels. However, fossil fuels possess two significant disadvantages. Fossil fuels harm the global environment because they enhance the greenhouse effect by releasing carbon dioxide, and they release other harmful gases such as sulfur dioxide and nitrogen dioxide.1 Also, fossil fuels are limited and will run out in the near future if current rates of consumption are maintained. Photovoltaic cells that convert solar energy to electrical energy solve both of these problems. Although the production of photovoltaic cells causes some pollution, photovoltaic cells do not emit harmful gases nor do they pollute the environment. Solar energy is virtually unlimited since the Sun will continue its fusion reaction and provide light energy to the Earth. Solar energy cannot be absorbed on dark or cloudy days, but if it can be stored, solar energy gathered from luminous periods can be used during those dim days. Photovoltaic cells have an estimated lifetime of approximately 20 years and if 100-watt photovoltaic cells are used, they will produce an equivalent amount of energy as fossil fuels that will create two tons of carbon dioxide as a byproduct.2 At a superficial glance, solar power seems very promising since the sun p... ...gy. â€Å"Solar Energy Technologies Program.† 22 May 2008. 4. Union of Concerned Scientists. â€Å"Environmental Impacts of Renewable Energy Technologies.† 19 June 2008. 5. â€Å"New solar cells could expand sun power.† Copyright 2007 by United Press International. Science Online. Facts On File, Inc. http://www.fofweb.com/activelink2.asp?ItemID=WE40 (accessed July 29, 20 08). 6. Aldous, Scott. â€Å"How Solar Cells Work.† 01 April 2000. HowStuf http: 7. Ibid. 8. Ibid. 9. I bid. 10. Ibid. Tien 8 der to provide all of the electricity that 11. â€Å"How many solar cells would I need in or my h ouse needs?.† 07 July 2000. HowStuffWorks.com. 29 July 2008.

Monday, January 13, 2020

Banyan Tree Essay

Minimal advertising, still high level of brand awareness through company’s public relations and global marketing programs. Faced the challenge of translating and maintaining the success of a niche Asian hospitality brand into various market segments on a global scale ‘Innovative niche product that could also bridge the price gap in this market’ Building a resort comprising individual villas with locally inspired architectural design and positioned as a romantic and intimate escapade for guests; ‘Sanctuary for the senses’. Banyan Tree Gallery: ‘local culture and heritage and promoting cottage Crafts, retail outlet showcasing indigenous crafts, works closely with village cooperatives and not-for-profit craft marketing agents.  Marketing: high-end travel magazines in key markets – public relations – global marketing programs (increase editorial coverage) – few key wholesalers in each targeted market – agents specializing in exlusive luxury holidays targeted at wealthy customers – membership in the Small Luxury Hotels and Leading Hotels of the World – GDS cose ‘BY’ (own global distribution system used by travel providers to process airline, hotel, car rental and other distribution partners around the world. Actively caring for the natural and human environment, revitalizing local communities, worked actively to preserve, protect, and promote the natural and human environments in which BYT resorts where located. Minimizing the impact on the environment Green Communities = planted trees, engage local communities, associates, guests to share the causes of climate change and actions that can reduce our collected carbon footprint. Green Imperative Fund to further support community-based and environmental initiatives in the regions where it has a presence. The company believed in building profitable resorts that would benefit the surrounding environment and contribute to local economies through the creation of employment and community development projects. Businesses with local farmers and traders by making it a point to purchase fresh produce from them. Community Relations Department was set up to develop and manage community outreach programs. Seedling: BTHR’s formalized program which aimed to help oung adults from local communities and motivate them and provide the means for completing their education to successfully enter the labor force as adults. Future: openening city hotels and angsana hotels in Dubai and London (angsana brand in response to the demand for hotel operators in Asia that were keen to introduce spa services in their hotel, it is more contemporary and affordable brand. Musem Shop by banyan tree: joint partnetship with Singapor’s national heritage board to showcase Asi’a rich and diverse cultural heritage through unique museum-inspired merchandise. Banyan Tree Holdings (Banyan Tree) is an investment holding company involved in managing and developing premium resorts, hotels and spas in the Asia Pacific. To date, the Banyan Tree Group manages and/or has ownership interests in close to 36 hotels and resorts, around 73 spas, 91 galleries  and 3 golf courses in 28 countries The company operates in Asia, Mexico and Morocco, New Zealand, Africa, Dubai, and the UK. Banyan Tree operates through three business segments: hotel investment, property sales, and fee-based. The hotel investments segment relates to hotel and restaurant operations. : The property sales segment comprises hotel residences, Laguna property sales and development project/site sales. Hotel residences business relates to the sale of hotel villas or suites which are part of hotel operations, to investors under a compulsory leaseback scheme. Laguna property sales business relates to the development and sale of properties which are standalone vacation homes in Laguna Phuket. Development project/site sales relates to pure development land sales or development land sales which are fully or partially developed with infrastructure. The fee-based segment comprises the management of hotels and resorts, the management of an asset-backed destination club, the management of private-equity funds, the management and operation of spas, the sales of merchandise, the provision of architectural and design services, the management and ownership of golf courses, and rental of retail outlets and offices. The company’s subsidiaries (dochterbedrijf) include Banyan Tree Spa Bangkok, Banyan Tree Spa Bintan, Banyan Tree Spa Ringha, Banyan Tree Spa Phuket, Banyan Tree Sanya, and Banyan Tree Macau, among others. Banyan Tree Holdings (Banyan Tree) is engaged in the management and development of premium resorts, hotels and spas. The company’s key services include the following. Hotel and restaurant operations Sale of hotel villas or suites – Development and sale of properties – Pure development land sales – Management of hotels and resorts – Management of an asset-backed destination club – Management of private-equity funds -Management and operation of spas – Architectural and design services – Management and ownership of golf courses – Rental of retail outlets and offices. The following companies are the major competitors of Banyan Tree Holdings Limited: Central Plaza Hotel Public Company Limited – Four Seasons Hotels Inc – Associated International Hotels Ltd In the past few years, such events risks as the Tohoku earthquake and tsunami, bird flu, floods and riots in Thailand have been hard on our industry, causing tourism as a whole to dry up in their wake. By comparison, economic recessions are part and parcel of the business cycle, which we are able to take in our stride and counter with a variety of measures. During the year, the world remained mired in the European sovereign debt crisis and American economic weakness. Although these conditions affected our arrivals primarily from Europe, we were able to capitalise on the flourishing Chinese market. At our four resorts in the Maldives, for example, the number of Chinese guests surpassed those from Europe. In our continuing efforts to rebalance the Group’s assets, we made the bargain purchase of Banyan Tree Seychelles which gave rise to a net gain. We also sold and leased back Angsana Velavaru in January 2013. The hybrid structure of this deal is a first for Banyan Tree, and we are pleased with how it allows us to rebalance our portfolio while still participating in the profits from the operations of Angsana Velavaru. 2012: with overall revenue growing 3% to S$338. 4 million. Due to improved results from our hotel investments and fee-based businesses, as well as a higher contribution from completed sales of property units. Group EBITDA was S$74. 5 million, up 51% on the back of higher revenue and a gain on the bargain purchase of Banyan Tree Seychelles. This in turn resulted in PATMI increasing by 856% (S$14. million), tempered by higher finance costs and income tax expenses. HOTEL INVESTMENTS Our hotel investments delivered a stronger performance in 2012, with Group-owned hotels posting total revenue of S$187. 7 million, up 15% from the previous year. This was due to the higher contribution from our Thai properties and the consolidation of revenue from Banyan Tree Seychelles from 2Q12 onwards. These gains were partially offset by lower revenue from our Maldives properties as Banyan Tree Vabbinfaru and Angsana Ihuru were temporarily closed for refurbishment. As a result of the increase in revenue, EBITDA for this segment grew by a healthy 69% to S$36. 6 million. PROPERTY SALES Revenue from property sales was S$42. 7 million. The 36% decrease was due to the sale of development sites in Lijiang, Yangshuo and Huangshan to our China Fund in 2011. Excluding those transactions, revenue and EBITDA from property sales saw growth of 43% and 74% respectively, thanks to a higher contribution from completed sales of property units. FEE-BASED Total revenue from our fee-based businesses registered growth of 9% to reach S$108. million. This was attributable to an increase in fees from hotel management and architectural and interior design and other services. Accordingly, EBITDA for our fee-based businesses grew by 23%. 2013 appears to be another challenging year for the global economy. We anticipate continued weakness in our European target markets. In Asia, which has been the world’s economic engine these past four years, growth is likely to moderate. Despite the cooling of China’s economy, the tourism market both inbound and outbound is expected to continue to grow. The Chinese government is aggressively promoting domestic tourism as part of its strategy to increase domestic consumption, thereby cushioning the slowdown in export manufacturing. Banyan Tree’s strong branding and rapidly expanding footprint in China will position us to take advantage of this trend. Our seven regional marketing offices in China will be invaluable in enabling us to tap the vast potential of this market and to enhance awareness of our hotels with key accounts in China. Our strategy going forward will include continuing with our asset rebalancing to unlock value and deploy capital to more promising markets. At the same time, we are exploring the possibility of extending the successful Fund model into other areas. In terms of growing particular segments, we will be focusing on increasing income from our fee-based and property sales businesses. We have built the fee-based segment to a point where it now has an impetus of its own. On the property sales front, we plan to move into selling more primary and serviced residences. Primary residences under the Banyan Tree brand, â€Å"We will also be going forward with the establishment of a third brand of residences to be wholly sold and managed by us. † Rather than compete with local property developers, we will leverage our branding and design skills to market to a niche audience in China. We will also be going forward with the establishment of a third brand of residences to be wholly sold and managed by us. Catering to an entirely new market of price-conscious buyers, these properties will be smaller in size yet deliver the quality and innovation that are hallmarks of Banyan Tree. Strongly associated with our brand is the concept of a triple bottom line. In our pursuit of economic, social and environmental success, we made major investments in resource conservation, training and benchmarking, greening and community efforts in 2012. Under the EarthCheck system of sustainability certification, we also planted in six-year a total to over 220,000 trees. Banyan Tree Hotels and Resorts offer an intimate retreat experience featuring its signature blend of romance, rejuvenation and exotic sensuality. Our philosophy is based on providing a place for rejuvenation of the body, mind and soul – a Sanctuary for the Senses. Placing special emphasis on providing guests with a sense of place, each Banyan Tree property is designed to fit into its natural surroundings, using indigenous materials as far as possible and reflecting the landscape and architecture of the destination. Pioneering he tropical garden spa concept with Asian health and beauty remedies passed down from generations, Banyan Tree Spa was created as the signature experience in all Banyan Tree resorts, to complement the â€Å"Sanctuary for the Senses† wellness concept. With the emphasis on high service standards and consistency, therapists are professionally trained at Banyan Tree Spa Academies in Phuket, Thailand, and Lijiang, China. The Banyan Tree Gallery supports local communities by exhibiting and retailing indigenous handicrafts, which are also found in the resorts. A quintessential highlight of the Banyan Tree experience, Banyan Tree Gallery aspires to recreate the unique Banyan Tree experience with  its extensive selection of  Asian-style furnishings, Banyan Tree Spa collection, eco-friendly products, indigenous village handicrafts, ethnic apparel and accessories, and objects d’art. Banyan Tree Holdings Limited is a leading, international hospitality brand that manages and develops premium resorts, hotels and spas. Its innovative business model is based on seven business segments generating multiple income streams that is unique in itself within the hospitality industry. This formula of developing and managing complementary product offerings with in-house talent makes it difficult for competitors to duplicate with the same level of success. Banyan Tree’s vertically integrated business model comprises: Hotel investment– Banyan Tree owns and manages luxury hotels under its brands, as well as hotels that are managed by other world-class operators. Hotel management– Banyan Tree additionally manages properties under the Banyan Tree and Angsana brands for other owners. Canopy Marketing Group Pte Ltd – A company wholly owned by Banyan Tree Services, Canopy Marketing Group Pte Ltd provides high-level strategic insights on various global niche markets to drive top line performance of our diverse range of lifestyle products including hotels, resorts, spas, gallery, destination club and residential ownership. It has a full-suite of marketing capabilities specializing in the branding, marketing and promotion. Spa operations– Banyan Tree Spa pioneered the tropical garden spa concept, and has since grown to over 60 outlets worldwide. Gallery operations– The retail arm is consolidated under Banyan Tree Gallery, which comprises five brand segments located in over 70 stores worldwide. Hotel residences – Hotel inventory are primarily sold under the brand name Banyan Tree Residences. Property sales – Properties that are not part of hotel operations are sold by our subsidiary company, Laguna Resorts and Hotels, and its subsidiaries, in Laguna Phuket. Design and other services – Revenue from design services is earned by Architrave, Banyan Tree’s in-house architectural arm. Other service fees include income from operating golf clubs. Real Estate Hospitality Funds – Banyan Tree Capital was set upto tap private equity and other sources of investments in order to provide a cost efficient structure to fund the Group’s future developments. With about 8,000 associates of over 50 nationalities, the diversity of its workforce is a key feature of the Group and helps to inspire its international outlook. To address its talent development needs, Banyan Tree launched Banyan Tree Management Academy (BTMA) in 2008. This centralised training facility located in Phuket, Thailand will train future Banyan Tree leaders needed to sustain organisational effectiveness and to meet the demands of its rapid global growth. Part of Banyan Tree’s vision has always been to grow into a global business, with a portfolio of properties strategically placed around the world. The Group’s mission is inextricably intertwined with its commitment to corporate social responsibility and sustainable growth, as it continues to expand globally. The launch of Banyan Tree Residences, which allows investors to buy their own signature villa, townhouse or apartment in Banyan Tree resorts. Banyan Tree Private Collection was launched to cater to the growing niche for destination club membership 2005: Marking the group’s long awaited foray into China is Banyan Tree Ringha, in Yunnan. 2001: Banyan Tree established the Green Imperative Fund to formalise its corporate social responsibility efforts. The Banyan Tree Spa Academy was set up to provide training for new therapists as well as research new treatment recipes and techniques. Banyan Tree Capital is a real estate fund management company established by the Banyan Tree group, a renowned luxury hospitality company listed in Singapore, to focus on hospitality-based real estate investment. Banyan Tree Capital raises, develops and manages branded hospitality funds in key development markets of the Banyan Tree group. With a combination of fund management and asset development capabilities, Banyan Tree Capital leverages on the group’s expertise in premium hospitality real estate development and anagement to generate attractive investment returns for its investors. Banyan Tree Capital is headquartered in Singapore with offices in China and Vietnam. We have successfully achieved higher room rates than the existing market in locations such as Lijiang, the Maldives and Seychelles. We have also found that our iconic brands also help raise the value of the surrounding land. Our innovative city products combine all the iconic elements of our brand and differentiat e developers within established, high cost city markets. We have the flexibility and capabilities to adapt our model to various locations so as to maximize returns for the developer As part of our strategy of enlarging our footprint in China, we will also be launching two more hotels in Shanghai and one in Tianjin, adding to our ever growing presence in various gateway cities. We are also employing our capabilities all across China, where large tracts of land are being developed into gated residences and luxury hotels offered to the Chinese elite. One of Banyan Tree’s prime concerns is its associates. We pride ourselves in providing high levels of service excellence and providing tailor made training and career development programmes for our employees. No stone is left unturned in regards to training and proper introduction before a Banyan Tree is put into operation. Trained to the basic standards of 5 star hotels. Employees were empowered to exercise creativity and sensitivity although the strict administrative rules of the management. Employees were taken to and from work in air-conditioned buses, access to various amenities (good-quality canteens, medical services, childcare facilities). Banyan Tree is one of the world’s biggest and well known spa operators. Our levels of quality and service are unparalleled and uncompromised. We are the only vertically integrated hospitality company with strong capabilities to tackle and anticipate the challenges of master planning and developing an integrated resort. We are able to take a property from inception to delivery with efficiencies that is entirely brand specific. Our n-house design team, Architrave, and project services team are extremely involved in all phases of the development – master planning, designing, developing and coordinating, to ensure developers a timely delivery of their asset. Being experienced developers, we are able to ensure that efficiencies and economies of scale are maximized along with guest experiences. Bintan, the Maldives and Phuket where the Angsana resort is positioned next to a Banyan Tree resort with shared back of house facilities. This model has allowed us to lower costs without cannibalizing rates, thereby boosting returns for our developers.

Sunday, January 5, 2020

Summary Of A Modest Pamphlet - 1199 Words

Levi Leonard Mrs. Lawton British Literature 9 December 2014 Economic inequality Swift wrote the pamphlet â€Å"A Modest Pamphlet† in 1729. The pamphlet was dated at a period in which the majority of Ireland was poverty stricken, Irish patriarchs treated peasants and lower classed people with utter disrespect, Ireland was in desperate need for a solution for their problems. Throughout the pamphlet, there is a satirical attitude toward the ways in which business, politics and social ethics should be dealt with to restore the stage that society is in. He entertained the satirical notions, such as breeding children and using them as â€Å"livestock†, making children’s flesh a delicacy, implying that the use of human flesh will add to the exportation of beef, and many more satirical examples. In order to understand where Swift is coming from, one must first understand the definition of satire. According to Literarydevices.net, satire can be defined as â€Å"a technique employed by writers to expose and criticize foolishness and corrupti on of an individual or a society by using humor, irony, exaggeration or ridicule. It intends to improve humanity by criticizing its follies and foibles. A writer in a satire uses fictional characters, which stand for real people, to expose and condemn their corruption The idea of satirical imagery proposed by Jonathan Swift was given to him by a â€Å"very knowing American of (his) my acquaintance† (Swift). The imagery was the different uses of children.Show MoreRelatedThomas Paine : A Very Curious Individual1664 Words   |  7 Pagesfor instance, is said to have pooh-poohed the writings of the troublesome Paine, even growing to hate him in his old age. 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BIBLIOGRAPHY ACKNOWLEDGEMENT This term paper was made into reality with the support of some important people who gave the researcher invaluable contributions, guidance, support, and encouragement which served