Letter of the Alphabet Not Found in Element Names

The letter J is the only one not found on the periodic table. In some countries (e.g., Norway, Poland, Sweden, Serbia, Croatia), the element iodine is known by the name jod. However, the periodic table still uses the IUPAC symbol I for the element. About The Element Ununtrium There was speculation the newly discovered element 113 (ununtrium), might get a permanent name starting with a J and element symbol J. Element 113 was discovered by the RIKEN collaboration team in Japan. However, the researchers went with the element name nihonium, based on the Japanese name for their country, Nihon koku. The Letter Q Note that the letter Q does not appear in any official element names. Temporary element names, such as ununquadium, contain this letter. However, no element name starts with Q and no official element name contains this letter. Once the final four elements on the present periodic table get official names, there will be no Q on the periodic table. The extended periodic table, which includes undiscovered superheavy elements (atomic numbers greater than 118), would still contain the letter Q in temporary element names.

Virgin and Child with Saint Anne - 1603 Words

The Virgin and Child with Saint Anne Rebecca Townsend Hum2235 Dr. Hoover Edison College Fall 2012 Townsend 1 The painting of The Virgin and Child with Saint Anne took more than a decade to complete. It was created in the 16th century, in Florence Italy. A young master artist declined the original commission for The Virgin and Child with Saint Anne and suggested Leonardo da Vinci. The monks who commissioned the painting, an artifact of Christ’s family tree, gave Leonardo a workroom. The figures in the picture are of Saint Anne representing the grandmother, the Virgin as mother (Mary/Madonna), the Child as Christ, and the lamb as the future sacrifice of†¦show more content†¦The family figures almost blend into each other in their rhythmic balance, with Leonardo’s dreamy mountains, foreshadowing the landscape of the Madonna, in the background (Capra 105). What better way to describe the bond of maternal love uniting three generations? Leonardo had written in a short note in one of his journals, The Virgin and Child Townsend 4 with Saint Anne means â€Å"the glorification of motherhood†. The Virgin and Saint Anne in this masterpiece seem to be about the same age in the painting, with their two bodies merging almost into one. Leonardo gave the child two mothers both graced with the blessed smile of happiness. To the viewer’s eye, the painting may imply to evoke his thoughts on his childhood which the painter wanted our thought as childhood had been divided between his real mother and his stepmother. He may have united them in his mind as he did in his painting, a picture that no one could have painted except of Leonardo De Vinci (Bramly 318). Both women, Saint Anne and the Virgin, have dedicated their lives to God, which had touch Da Vinci. One research source stated that in the painting Virgin and Child with Saint Anne, the Virgin is designed first, as she is in so many of his drawing, and the landscape seems to flow from her. The Painting is designed by Da VinciShow MoreRelatedThe Coronation Of The Virgin1513 Words   |  7 PagesDated circa 1515, The Coronation of the Virgin is the earliest known altarpiece by Bartholomà ¤us Bruyn the Elder German, 1493–1555, who was a contemporary of Lucas Cranach and Hans Holbein, and the foremost painter in Cologne in the sixteenth century. It is one of the few German Renaissance altarpieces that still have the side panels intact. 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Turned inward and kneeling, the human supplicants appear diminutive in contrast to the saints. Hierarchical practices of attributing size according to status may be indicated

A Batboy For The Yanks Essay Example For Students

A Batboy For The Yanks Essay A BATBOY FOR THE YANKSHi my name is Bobby I am the batboy for the New York YANKEES.I love being the batboy for the Yanks.I enjoy it but theres one thing that always barthers me it is when the players barther me because I am fat and because I am fat I cant work as fast as a skinnier person,they always critisize me I dont appreciate it but thats the consequences you have to accept if you want to be a batboy. I will admit my body is not a pretty site everyone looks at me wierd because my legs are the size of elephant legs and there crusty and have wrinkles on them.My arms have also wrinkles on them and they have scars on them I have no clue how they got there but thats a different story.The way I became a batboy was oneday I was at yankee stadium and I jumped on the field and the security of the stadium grabbed me and took me into the locker room of the Yanksit was pretty cool inside they had there own showers even there own massager,physical therapist,and there coach had his own person al bar and it was quite large.After the game I was still in the locker rooms waiting for my parents because they havent picked me up yet and the players looked at me and said who is this little fat boy in our locker room they said with anger(they had just lost there game).Derek Jeter says hey kid come over here so I went over there he says pulling my face to his chin what are you doing in my locker room I respond saying II was looking at the nice extra bats you had there quite shiny for a wooden bat.I know arent they our old batboy did that for us but he quit because he couldnt take the heat,and then it hit me I love baseball I love the attention but then I had second thoughts about if I should ask him do they need a replacement so i pausedI asked Derek do you have a new batboy yet?He responded with a frown no i dont and dont even think about taking the job.His teamates were laughing in the backround and saying what are you nuts fatboy you couldnt even bend over to pick up a bat.The n the coach walks in and says wait a minute dont you guys no there is no one aloud in the teams locker room.Who is he with?They said oh security left him in here until his parents get here but they didnt arrive so the coach says ok lets get our attention off him and lets hit the showers.The team says with excitement but wait this boy wanted to be a batboy for us the coach responded what are you nuts that fat little thing would be the most embarassing thing in baseball history the yanks wouldnt be what they are now.Coach lets ask him and if he would like to we will give him a chance if he doesnt do so well we will tell him he is not good enough for the team.Just think about it all the misery we will go through all the paper articles and stuff like that but if thats what you guys want then youll get it but under one curcumstance if we get made fun of and articles go in the paper he is done.Got that?Yes coach we understand.Its not that Im fat rite Sir?No son its not that its the yanks are one of the best teams in the league and we dont want to have a bad name because of that its not that your fat its your identity.If you wear long sleeve shirts and pants maybe that would work.Sir that is the most ridiculus thing I ever heard in my life I would be sweating bullets.Well thats the consequences you have to take to be a batboy for the famous yanks.Do I at least get paid for doing this?No but you get free food this is more volunteer work but your parents get to come to all the games for free.Ok that sounds fair.When do I start?Next saturday here at 1:00p.m. sharp if your late your fired.Yes sir!The coach left and the team comes over to me and says congratsyour the yanks new batboy.Thanks guys.Hey kid your parents are waiting for you.No way.Yes they been looking all over for you.0o0 thanks well Ill see you guys next saturday.bye.Hey mom were you waiting long?O yes I was your in big trouble little boy when we get home.Im sorry I just wanted to see what the locker room lo oks like.Do you want to hear some good news?What lie have you made up this time?O well when I got in the locker room I kinda asked if i can be a batboy and they said I can have the job and I start next saturday.So can i do it?Why most definitly yes Im so proud of you you actually have a job maybe you will lose some weight.Maybe.Well lets get home.When next saturday came I did ok it was kind of rough but i got through it but then I got more used to it,and thats how I got to be the batboy for the New York YANKEES.Words/ Pages : 932 / 24 .u5c8467a6c7b3fce63b7bc45a04f54447 , .u5c8467a6c7b3fce63b7bc45a04f54447 .postImageUrl , .u5c8467a6c7b3fce63b7bc45a04f54447 .centered-text-area { min-height: 80px; position: relative; } .u5c8467a6c7b3fce63b7bc45a04f54447 , .u5c8467a6c7b3fce63b7bc45a04f54447:hover , .u5c8467a6c7b3fce63b7bc45a04f54447:visited , .u5c8467a6c7b3fce63b7bc45a04f54447:active { border:0!important; } .u5c8467a6c7b3fce63b7bc45a04f54447 .clearfix:after { content: ""; display: table; clear: both; } .u5c8467a6c7b3fce63b7bc45a04f54447 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u5c8467a6c7b3fce63b7bc45a04f54447:active , .u5c8467a6c7b3fce63b7bc45a04f54447:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u5c8467a6c7b3fce63b7bc45a04f54447 .centered-text-area { width: 100%; position: relative ; } .u5c8467a6c7b3fce63b7bc45a04f54447 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u5c8467a6c7b3fce63b7bc45a04f54447 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u5c8467a6c7b3fce63b7bc45a04f54447 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u5c8467a6c7b3fce63b7bc45a04f54447:hover .ctaButton { background-color: #34495E!important; } .u5c8467a6c7b3fce63b7bc45a04f54447 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u5c8467a6c7b3fce63b7bc45a04f54447 .u5c8467a6c7b3fce63b7bc45a04f54447-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u5c8467a6c7b3fce63b7bc45a04f54447:after { content: ""; display: block; clear: both; } READ: Explication of the Road not taken Essay

It Could Be Said That Benjamin Franklin Was Truly The Enlightened Amer Essay Example For Students

It Could Be Said That Benjamin Franklin Was Truly The Enlightened Amer Essay ican of histime. He was a pioneer in the study of electricity and is world-renowned for his ideas andinventions. Today, after two hundred years, his name is still remembered by millions, andhis influence is still felt world-wide. A man as great as this deserves some sort ofremembrance for all that he accomplished. Recently there has been talk of adding a fifthvisage to Mount Rushmore, someone who is in keeping with the four great men currentlydisplayed. Benjamin Franklins achievements as an inventor, discoverer, and statesmanwell deserve him a place on this great monument. During his lifetime, Benjamin Franklin gave us a multitude of inventions, many ofwhich are still used in some form today. Necessity is the mother of invention, saidFranklin. In fact, it was necessity which prompted a very well known invention. Franklinwas unfortunate enough to be both near- and far-sighted. Frustrated by having toconstantly change between two pairs of glasses, he created bifocals where he cut the lensesfrom both spectacles in half and put them together in one frame. Another invention of hisstill in use today is the odometer. Although modified somewhat for use today, Franklinused the device on his carriage to map out routes in the town. Basically, his odometermeasured how many times the wheel of his carriage made a full circle. Franklins otherinventions were many and far ranging including such devices as the catheter to the Franklinstove to the lightening rod. Along with his may inventions, Benjamin Franklin is well remembered for many ofhis ideas and discoveries. Foremost on this list is probably electricity. Before his lifetime,scientists in Europe dabbled with various tests and assessments of such things as friction,attraction, and repulsion, but it was only mere dabbling until Benjamin Franklin. Franklinsaw that lightening and electricity are essentially the same force, and he realized theawesome power both contained. Most have heard about Franklins experiments with DeckerPage 2lightening through the story of the kite and the key in the lightening storm, but few peoplerealized that he had many other great ideas still in used today. Franklin came up withdaylight savings time so there would be more hours of light during the summer so moreproductive work could be done. He started the first fire department and sixteen years laterbegan the first fire insurance company. He was the first to chart the Gulf Stream, he iscredited with the first political cartoon called Join or Die, he was the first to advocateVitamin C, and much more!Franklin was also a well-known statesman. He proposed a truly visionary plan at ameeting of representatives in Albany, NY called the Albany Plan of Union. This planproposed to unify the colonial governments and form an alliance with the Iroquois Indians,one of the few tribes not allied with the ever-attacking French. The plan also gave thegovernment authority over defense, westward expansion, and Indian relations. The planwent unheeded, but became a reminder of the enormous potential of a unified government. Franklin sought a resolution to the Native American problem peacefully but to no avail. He later advised the British military commanded by General Braddock in their attempts tocease Native American attacks in the colonies. When the military regiments failed becauseGeneral Braddock didnt head Franklins warnings that the Indians would resort to guerrillawarfare, Franklin, with the help of hi s son William, was put in command of the defense ofthe north western frontier. His command, however, would be short-lived. He would soonbe called away to London as a representative of Pennsylvania. .u80c96a2e2ca212167c91744ad386c735 , .u80c96a2e2ca212167c91744ad386c735 .postImageUrl , .u80c96a2e2ca212167c91744ad386c735 .centered-text-area { min-height: 80px; position: relative; } .u80c96a2e2ca212167c91744ad386c735 , .u80c96a2e2ca212167c91744ad386c735:hover , .u80c96a2e2ca212167c91744ad386c735:visited , .u80c96a2e2ca212167c91744ad386c735:active { border:0!important; } .u80c96a2e2ca212167c91744ad386c735 .clearfix:after { content: ""; display: table; clear: both; } .u80c96a2e2ca212167c91744ad386c735 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u80c96a2e2ca212167c91744ad386c735:active , .u80c96a2e2ca212167c91744ad386c735:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u80c96a2e2ca212167c91744ad386c735 .centered-text-area { width: 100%; position: relative ; } .u80c96a2e2ca212167c91744ad386c735 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u80c96a2e2ca212167c91744ad386c735 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u80c96a2e2ca212167c91744ad386c735 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u80c96a2e2ca212167c91744ad386c735:hover .ctaButton { background-color: #34495E!important; } .u80c96a2e2ca212167c91744ad386c735 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u80c96a2e2ca212167c91744ad386c735 .u80c96a2e2ca212167c91744ad386c735-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u80c96a2e2ca212167c91744ad386c735:after { content: ""; display: block; clear: both; } READ: Dubliners (1330 words) EssayWhether he was being an inventor, a thinker, or a statesman, Benjamin Franklinwas a leader among men. There never was a good war nor a bad peace, he once said. Franklin was a visionary, and he deserves to be honored with his face carved into the stoneof the legendary Mount Rushmore.

First Fight free essay sample

Fighting can be for a reason or it can be Just because someone is so stupid they would rather fight than resolve the problem. I remember my first fight like it was Just yesterday. I was in grade school, 5th grade to be exact. I was walking to the gym. It was a very hot timid day. The sun was beaming down real heavy. You could possibly have had a heat stroke. As I was walking down the sidewalk reading my library book, I accidentally bumped into this girl. I apologized but I guess that wasnt good enough cause she Just started snapping for no reason at all. Boy was I scared. My heart was beating so fast that I thought I was going to have a heart attack. I have always had a fear about fighting, but I guess in this case I didnt have a choice because she slapped me. We will write a custom essay sample on First Fight or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page I felt like a thousand knives had hit me in my face. Before I knew it all I saw was black. My eyes were shut really tight that I couldnt see anything nor did I remember anything. It was like I blanked out. I was a very shy quite person, so I didnt know what to do when it was time to fight. All I remember is that I was feeling like Tremor Bricks did when Mike Tyson knocked him out. I was very embarrassed, too ashamed to even look up. I didnt know if I had won or if even a win was determined. Now I dont know what comes to your mind when you hear the word fight, but when I finally came back to reality everybody and they mama was surrounded around me. Asking me questions like was I okay, what happened, and so more. I was standing there like really are you really asking me these questions, and they Just seen me pick yeses up off the ground. After all the commotion settled the down and we remain to our classes, the principal called us both to the office. I was so petrified that I called my mother to come get me. As I walked in the office the principal called me in first to come talk to him. As scared as I was I Just started crying. You can call me a big baby because thats exactly what I was a big baby. Before he could say anything my mother ran in the door madder than the Spurs was when they lost their game against the Grizzlies, an upset.

Southwest Airlines Case Analysis Essays

Southwest Airlines Case Analysis Essays Southwest Airlines Case Analysis Paper Southwest Airlines Case Analysis Paper Essay Topic: True Grit Southwest History 1966: Rollin King marched into Herb Kelleher’s law office with a plan to start a low-cost/low-fare airline that would shuttle passengers between San Antonio, Dallas, and Houston. Thought of this idea because businessmen were complaining about the commute. 1967: Kelleher filed papers to incorporate the new airline and submitted an application to the Texas Aeronautics Commission for the new company to serve Dallas, Houston, and San Antonio. 4 year legal and regulatory battle from rival airlines 1971 (January): Lamar Muse brought in as the CEO to get operations under way. Boeing supplied three new 737s, discounted price by $1 million (5gt;4) and financed 90% of the $12 million deal. 1971 (June): Southwest initiated its first flights with a schedule that soon included 6 round-trips between Dallas and San Antonio and 12 round-trips between Houston and Dallas. Disappointing results despite only $20 fare compared to rivals $27-28. Their funds stretched thin and they were putting fuel on Muse’s credit card. Employee morale was high. 1971 (November): Muse came up with idea to offer $10 fare to passengers on the Friday-night Houstongt;Dallas flight. The flight sold-out without advertising. Muse came up with a two-tier on-peak and off-peak pricing structure. BEGINNING OF THE NO-LAYOFF POLICY, they have never laid off or furloughed any employees. 1972: Moved flights in Houston from the newly opened Houston Intercontinental Airport to the abandoned Houston Hobby Airport (for money and location reasons). 1973: Reported its first-ever annual profit in 1973. Introduced a profit-sharing plan for senior employees (first in the airline industry) -Rest of the 1970s consisted of legal battles- 1977: Listed on the NYSE 978: Muse resigned; Howard Putnam became CEO after Kelleher turned down the offer. 1979: First route outside Texas (New Orleans) 1981: Putnam resigned; Kelleher became CEO. Southwest had 27 planes, $270 million in revenues, 2100 employees, and 14 destination cities. Kelleher did not run from his office but among the troops. 1983: 3 additional Boeing 737s purchased; Southwest flies more than 9. 5 million passengers. 1984: Sout hwest is ranked first in customer satisfaction among the U. S. airlines for the fourth straight year. 1985: Service begins to St. Louis and Chicago Midway. Southwest named the Ronald McDonald House as its primary charity (a pilot lost his daughter to leukemia). 1986: Southwest flies more than 13 million passengers. 1988: Southwest becomes the first U. S. airline to win the Triple Crown (best on-time record, fewest reports of mishandled baggage, and fewest complaints per 100,000 passengers) for a single month. 1990: Revenues reach $1 billion; only major U. S. airline to record both an operating and a net profit. The Culture Committee was formed to promote â€Å"Positively Outrageous Service. † 992: First annual Triple Crown; second-year running they were the only major U. S. airline to record both an operating and a net profit. 1993: Begins operations on the East Coast and wins second annual Triple Crown; revenues exceed $2 billion and profits exceed $100 million. Third consecutive year of being the only U. S. airline to record both an operating and net profit. 1994: Introduced ticketless travel in four c ities; third Triple Crown; acquires Morris Air (Salt Lake City) 1995: Ticketless travel becomes available system-wide; fourth consecutive Triple Crown. 996: Service to Florida begins; fifth consecutive Triple Crown; ~$740,000 to RMDH 1997: Service begins to Southwest’s 50th city; more than 50 million people fly Southwest. 1998: Named by Fortune as the best company to work for in America 1999: Service is added to three more cities. 2000: # of passengers exceeds 60 million; revenues surpass $5 billion; 28th consecutive year of profitability; 9th consecutive year of increased profits; becomes the 4th largest U. S. airline in terms of passengers carried. 2001: 30th Consecutive year of profitability; only U. S. airline to report a profit; record 64. million passengers 2001 (June): Kelleher stepped down as CEO but stayed chairman of the Board. James Parker and another trusted protege became CEO. 2002: Ranks second among companies across all industry groups (first in airlines) on Fo rtune’s 2002 list of most admired companies. Began changing the look of its planes. 2004: Parker retired unexpectedly. Gary Kelly appointed CEO. 2005: Becomes 2nd largest U. S. airline in terms of passengers carried. First significant blemish on Southwest’s safety record (overshot runway in Chicago). 2006: A record 96. 3 million passengers fly Southwest. 007: Becomes the largest U. S. airline in terms of passengers carried; profitable for the 35th consecutive year; named to Business Week’s first ever â€Å"Customer Service Champs† list and is voted â€Å"Overall Best Airline in the U. S. They introduced the Business Select fare to attract economy-minded business travelers. Did an â€Å"Extreme Gate Makeover† to improve experience. Ticketless travel accounted for more than 95% of all sales. Operation Kick Tail (customer service initiative) launched. 2008: More people were flying Southwest than any other U. S. airline and they were the only U. S. Air carrier that was consistently profitable and had been since 1973. Southwest did not choose to use a la carte pricing like other airlines; they stuck with an all-inclusive fare. Mission statement was revised to highlight customer service commitment. Belated Aircraft Inspections further tarnish Southwest’s reputation (placed three employees on leave). 2008 (May): Kelleher resigned as chairman of the board. Kelly assumed chairman of the board, president, and CEO. Southwest Financial and Statistical Background Key Financial Ratios | 2005| 2006| 2007| 2008| Gross Profit Margin| 31. 2%| 30. 54%| 26. 63%| 22. 07%| Operating Profit Margin| 9. 56%| 10. 28%| 8. 02%| 4. 07%| Net Profit Margin| 6. 38%| 5. 49%| 6. 54%| 1. 61%| Return on Total Assets| 3. 46%| 3. 71%| 3. 85%| 1. 27%| Return on Stockholders Equity| 7. 25%| 7. 74%| 9. 29%| 3. 59%| Earnings Per Share| 61. 00%| 63. 00%| 85. 00%| 24. 00%| Current Ratio| 94. 07%| 90. 09%| 91. 84%| 94. 55%| Quick Ratio| 90. 18%| 89. 37%| 87. 34 %| 88. 80%| Working Capital| -$228| -$286| -$395| -$153| Routes and Flight Data May 2008 serves 52 U. S. cities. Currently serves 69 U. S. cities. Top 10 Airports: May 2008| Current| Las Vegas| Las Vegas| Chicago Midway| Chicago Midway| Phoenix| Phoenix| Baltimore/Washington| Baltimore/Washington| Oakland| Denver| Houston Hobby| Houston Hobby| Dallas – Love Field| Dallas – Love Field| Los Angeles| Los Angeles| Orlando| Oakland| San Diego| San Diego| Aircraft Fleet: | May 2008| Current| Total A/C: | 527| 544| Total Seats:| 71,824| 74,153| Southwest tested Wi-Fi on four of there airplanes, and in late 2009, made the decision to begin installing satellite-delivered broadband from their Wi-Fi provider, Row 44, on the rest of their fleet. Southwest estimates that heir entire fleet will be Wi-Fi enabled in the 2013 timeframe. Number of Domestic Passengers by Air Carrier | 2000| 2005| 2006| 2007| Q1 2008| Southwest| 15. 32%| 19. 63%| 21. 68%| 21. 95%| 23. 21%| American| 14. 42%| 17. 16%| 17. 29%| 16. 48%| 16. 64%| Delta| 20. 68%| 17. 22%| 14. 29%| 13. 26%| 13. 43%| United Air| 15. 30%| 12. 25%| 12. 88%| 12. 14%| 11. 61%| US Airways| 11. 96%| 8. 22%| 7. 18% | 11. 17%| 11. 26%| Northwest| 10. 23%| 10. 36%| 10. 16%| 9. 43%| 9. 09%| Continental| 7. 73%| 7. 32%| 8. 05%| 7. 99%| 8. 18%| Jet Blue| 0. 24%| 3. 21%| 4. 07%| 4. 42%| 6. 59%| America West| 4. 11%| 4. 63%| 4. 41%| 3. 6%| 0. 00% *| * America West data is included with US Airway starting in 2007 due to merger. Operating Revenues of Selected US Airlines, 2000-2007 (in billions) | 2007| 2006| 2005| 2004| 2003| 2002| 2001| 2000| American| 1st$22. 9| 1st$22. 5| 1st$20. 6| 1st$18. 6| 1st$17. 4| 1st$15. 9| 2nd$15. 6| 2nd$18. 1| United| 2nd 20. 1| 2nd19. 3| 2nd17. 3| 2nd15. 7| 3rd13. 4| 2nd13. 9| 1st16. 1| 1st19. 3| Delta| 3rd 19. 2| 3rd17. 5| 3rd16. 5| 3rd15. 2| 2nd14. 3| 3rd12. 4| 3rd13. 2| 3rd15. 3| Continental| 4th 14. 2| 4th13. 1| 5th11. 1| 5th9. 9| 5th7. 3| 5th7. 4| 6th8. 2| 5th9. 4| Northwest| 5th 12. 5| 5th12. 6| 4th12. | 4th11. 3| 4th10. 1| 4th9. 2| 4th9. 6| 4th11. 0| US Airways| 6th 11. 7| 6th11. 6| 7th7. 2| 6th7. 1| 6th6. 8| 6th6. 9| 5th8. 3| 6th9. 2| Southwest| 7th 9. 9| 7th9. 1 | 6th7. 6| 7th6. 5| 7th5. 9| 7th5. 5| 7th5. 6| 7th5. 7| America West| *| *| 8th3. 4| 8th2. 5| 8th2. 2| 8th2. 0| 8th2. 0| 8th2. 3| Total| 110. 5| 105. 7| 96| 86. 8| 77. 4| 73. 2| 78. 6| 90. 3| *America West merged with US Airways in 2005. Major U. S. Airlines Fuel amp; Oil and Total Operating Expenses Per Passenger Revenue Miles Southwest Airlines had the 4th lowest fuel cost in 1995, 2nd lowest in 2000, and the lowest fuel cost from 2006 to Q1 2008 Southwest Airlines had the 2nd to the lowest total operating expenses in 1995 and the lowest from 2000 to Q1 2008. | 1995| 2000| 2005| 2006| 2007| Q1 2008| Fuel amp; Oil| | | | | | | America West| 1. 40| 2. 18| 3. 32| 3. 85| 3. 87| | American Airlines| 1. 53| 2. 04| 3. 67| 4. 15| 4. 34| 5. 75| Continental Air Lines| 1. 67| 2. 18| 3. 42| 3. 82| 3. 97| 5. 26| Delta Air Lines| 1. 70| 1. 73| 3. 68| 4. 18| 4. 32| 5. 67| Northwest Airlines| 1. 73| 2. 35| 4. 01| 4. 56| 4. 47| 5. 94| Southwest Airlines| 1. 56| 1. 95| 2. 44| 3. 37| 3. 71| 4. 54| United Air Lines| 1. 51| 1. 98| 3. 53| 4. 11| 4. 26| 5. 5| US Airways| 1. 59| 2. 44| 3. 89| 4. 30| 4. 45| 5. 63| | | | | | | | Total Operating Expenses| | | | | | America West| 10. 57| 12. 15| 14. 50| 16. 15| 15. 58| -| American Airlines| 14. 25| 14. 48| 15. 18| 15. 55| 15. 98| 18. 18| Continental Air Lines| 12. 87| 13. 70| 16. 38| 16. 51| 16. 56| 18. 81| Delta Air Lines| 13. 53| 12. 85| 16. 68| 17. 50| 17. 63| 20. 95| Northwest Airlines| 12. 77| 12. 99| 17. 40| 16. 20| 15. 90| 19. 25| Southwest Airlines| 10. 91| 10. 91| 11. 21| 12. 03| 12. 53| 13. 85| United Air Lines| 12. 58| 14. 65| 15. 35| 16. 07| 16. 27| 19. 13| US Airways| 17. 73| 19. 8| 18. 49| 20. 03| 20. 14| 21. 45| Operating Expenses per Average Seat Mile (Available Seat) | 1995| 2000| 2005| 2006| 2007| Compensation| 33. 95%| 36. 35%| 40. 62%| 37. 39%| 35. 38%| Fuel amp; Oil| 14. 29%| 17. 34%| 19. 63%| 26. 25%| 28. 02%| Maintenance| 8. 49%| 8. 15%| 6. 46%| 5. 80%| 6. 81%| A/C Rentals| 6. 65%| 4. 27%| 2. 36%| 1. 93%| 1. 76%| Landing Fees| 6. 22%| 5. 69%| 6. 58%| 6. 02%| 6. 15%| Depreciation| 6. 08%| 6. 08%| 6. 83%| 6. 36%| 6. 15%| Other Expenses| 24. 33%| 22. 12%| 17. 52%| 16. 25%| 15. 71%| 1. Is there anything that you find particularly impressive about Southwest Airlines? One of the most impressive facets about Southwest Airlines is the foundation the airline was built on and how that foundation remains present after 40 years, â€Å"true grit. † Southwest Airlines fought to be in existence, remain in existence, and today fights to remain a lean and fearless competitor by providing a low-cost, low-price and no-frills product. Southwest Airlines’ tenacity is very distinctive and they are proud to show it through their marketing campaigns, such as, â€Å"Nobody Is Going to Shoot Southwest Airlines Out of the Sky for a Lousy $13. † The value Southwest Airlines has for its employees is impressive. The low employee turnover rate and large number of applicants is a strong indicator that this value is real and not lip service. Another interesting fact in regards to employees at Southwest is that in 40 years there have only been four CEOs, with 20 of those years being one individual, Herb Kelleher. 2. What grade would you give Southwest management for the job it has done in crafting the company’s strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy? In respect to Southwest’s efforts in crafting the company’s strategy, we feel that the company deserves an A for its relentless efforts to stay true to its low-cost provider strategic intent and for its ability to be able to achieve a sustainable competitive advantage. As customers, we feel like the low prices are an extremely likeable aspect of the strategy. It is also important to mention that their customer service level is strong and leaves each passenger feeling a connection with the Southwest brand. However, we dislike the lack of creature comforts and the cattle-like approach to boarding. Southwest does maintain a winning strategy. One of the most important concepts that Southwest developed and grasped in their strategy was that it was not enough to be a low-cost provider; they needed to have a sustainable competitive advantage. The company addressed this by stressing that through the low-cost provider strategy, customer service, and customer satisfaction, they are able to achieve a sustainable competitive advantage, which is demonstrated in their financial and statistical data. A manager from Southwest stated â€Å"our fares can be matched; our airplanes and routes can be copied. But we pride ourselves on our customer service. † Although no strategy is without fault or mistake, Southwest has managed to significantly make its strategy into one that can thrive in both a short and long-term vision. With its focus on ways to keep cost low for customers, from paperless tickets to special programs for frequent flyers, the company has been able to effectively provide service to their customers and hold true to their mission. 3. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts to implement and execute its low-cost/no frills strategy? Southwest has many key policies, procedures, operating practices and core values that help to implement and execute its low-cost/no frills strategy. Fare Structure: Southwest employs a relatively simple fare structure featuring low, unrestricted, unlimited, everyday coach fares, along with even lower fares available on a restricted basis. Route System: Southwest did not use the hub-and-spoke route systems like their rivals; instead their route system was carefully designed to concentrate on flights between pairs of cities 150-750 miles apart where there was enough passenger traffic that Southwest could offer a sizable number of daily flights. Relationship with Boeing: Southwest operates only one type of aircraft (Boeing 737s) to minimize the size of spare parts inventories, simplify the training of maintenance and repair personnel, improve the proficiency and speed with which maintenance routines could be done, and simplify the task of scheduling planes for particular flights. With their loyalty to Boeing they were able to acquire new aircrafts at favorable prices. Ticketless Travel Option: Southwest was the first major airline to use ticketless travel which eliminated the need to print and process paper tickets. They were also the first to allow customers to make reservations and purchase tickets at their website; this allowed them to bypass the need to pay commissions to travel agents for handling the ticketing process and reducing staffing requirements at reservation centers. Congestion Avoidance: Southwest de-emphasized flights to congested airports which helped them produce better-than-average on-time performance and reduce the fuel costs associated with sitting in line on taxiways or circling waiting for clearance to land. It also allowed them to avoid the higher landing fees and terminal gate costs at such high-traffic airports. No Reserved Seats Policy: To economize on the amount of time it took terminal personnel to check passengers in and to simplify the whole task of making reservations, Southwest stopped assigning seats. No Cleaning Crew: Southwest flight attendants were responsible for cleaning up trash left by deplaning passengers. No First-Class: Southwest does not entertain a first-class section in any of its planes nor do they entertain frequent fliers at fancy clubs in terminals. They also do not serve meals in order to make reprovisioning planes simple and quick. Bags Fly Free: Southwest does not charge a baggage transfer service fee. Passengers pick up their luggage themselves. Software Updates: They implemented use of new software that significantly decreased the time required to generate optimal crew schedules and help improve on-time performance. Cloth to Leather: Southwest concluded that an all-leather interior would be more durable and easier to maintain, more than justifying the higher initial costs. Fuel Hedging: Southwest was a first-mover to fuel hedging and derivative contracts to counteract rising prices. Their fuel hedging strategy had produced savings of about $3. 5 billion since 1998. Vertical Winglets: To enhance the performance and efficiency of the fleet, they added vertical winglets on the wing tips to reduce lift drag, allow aircraft to climb more steeply and reach higher flight levels quicker, improve cruising performance, extend engine life and reduce maintenance costs, and reduce fuel burn. New Technology: Southwest is investing in technology and software to replace its ticketless system and its back-office accounting, payroll, and human resource information systems. This will enhance data flow, operational efficiency, and customer service capability. 4. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why not? What problems do you foresee that Gary Kelly has in sustaining the culture now that Herb Kelleher, the company’s spiritual leader, has departed? The key element of Southwest’s culture is the total employee benefit package, from compensation to training and development to promotion to retirement. Southwest’s operative principle states, â€Å"employees come first and customers come second. Management believes that by placing a high priority on employees, it would result in those employees being passionate about their jobs, but also lets the employees know that Southwest is concerned for their general well-being and would provide them with job security. It is important to note that Southwest Airlines has never laid off or furloughed any of its employees since beginnin g operations in 1971. Southwest’s simple thesis is as follows: Keep employees happy- then they will keep customers happy. CEO Gary Kelly even said, â€Å"Our people are our single greatest strength and our most enduring long-term competitive advantage. † Southwest is a very strong culture company. By placing their focus on employees first, they are ensuring that their customers will be well taken care of. They hire employees based on their attitude and then train them for skills. Herb Kelleher stated â€Å"We can train people to do things where skills are concerned. But there is one capability we do not have and that is to change a person’s attitude. So we prefer an unskilled person with a good attitude†¦Ã¢â‚¬  Southwest has the belief that superior, hospitable service and a fun-loving spirit flowed from the heart and soul of employees who themselves were fun-loving and spirited, who liked their jobs and the company they worked for, and who were also confident and empowered to do their jobs as they saw fit. Southwest also has the lowest employee turnover rate in the industry with pay scales above the industry average (sometimes even near or at the top of the industry). Another important part of their culture is their no-layoff policy. Kelleher stated â€Å"Nothing kills your company’s culture like layoffs†¦you want to show your people you value them and you’re not going to hurt them just to get a little more money in the short-term. † Southwest has two core values: LUV and fun. LUV turned into the code word for how to treat customers, with dignity and respect and demonstrating a caring, loving attitude. LUV and red hearts appeared on posters at company facilities to remind employees of the behavior that was expected towards customers and other employees. Fun at Southwest includes pranks and jokes, dressing up on holidays, charity benefit games, entertaining behavior of employees while on the job, and more. CEO Gary Kelly explains that the â€Å"Southwest Way†, which includes having a Warrior Spirit, Servant’s Heart and a Fun, Loving attitude are the three things that have defined their culture for 36 years. In 1990, a Culture Committee was formed to nurture the Southwest Spirit. The committee sponsored and supported hundreds of ways to promote the Southwest Spirit by using the red hearts and LUV to embody the spirit of caring and other things such as serving employees pizza. Southwest’s monthly newsletter, LUV Lines, spotlights experiences and deeds of certain employees, reprinted letters of praise from customers, and company milestone celebrations. There are also occasional meetings called Culture Exchange in which they share similar information as the LUV Lines. All of these culture-building exercises have helped Southwest be a profitable company with loyal employees and happy customers. Gary Kelly may still encounter problems after taking over as CEO. Herb Kelleher instituted practices and support systems that promoted operating excellence which were a source of company pride. He devoted many years and a great amount of effort to find the best and most effective ways to operate every aspect of the company, from aircraft maintenance to efficient baggage transfers. CEO Gary Kelly has been following Kelleher’s lead in pushing for operational excellence. Kelly may not be the â€Å"original spiritual leader,† but he is doing his part to keep the company the way Kelleher left it. Kelly has strong strategic objectives; one being that Southwest would be â€Å"the safest, most efficient, and most reliable airline in the world. Both men believed that having a strong balance sheet and profitability were important financial aspects of the company. Kelleher’s vibrant, fun and caring attitude will be hard for any other CEO to match. He was known for his Hawaiian print shirts, making jokes and tricked out motorcycle. He was well known not only inside the company, but also outside for his combativeness. In 1990, he had a message penned in the Dallas Headquarters Office that stated: â€Å"The people of Southwest Airlines are the creators of what we have becomeand of what we will be. † Kelly will never be the same person as Kelleher and it may take longer for employees to warm up to his different management style. Kelly is less of a â€Å"culture pusher† than Kelleher, which could hurt Southwest in the long run, since their whole company is based on promoting a fun, caring atmosphere. Although Kelleher spoke very highly of Kelly when he took over as CEO in 2004, that doesn’t mean that Kelly will be as highly respected in terms of a spiritual leader to employees than Kelleher was. In addition, the Kelleher era at Southwest seemed to always be in a dogfight to build and become what they are today. As the employees who fought that fight with Kelleher retire, a piece of the â€Å"warrior spirit† goes with them. This may make it hard for Kelly to keep the warrior mentality alive with new employees who didn’t have a dog in the fight and may feel they don’t have as much invested to ensure they stay on top. 5. What grade would you give Southwest management for the job it has done in implementing and executing the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are there any policies, procedures, and operating approaches at Southwest that you disapprove of or that are not working well? During a difficult time within the airline industry, Southwest made its entrance in 1971, despite the endless attempts from rivals to collapse the company before they could get started. Southwest emerged and made its first flight in June 1971. Since then Southwest’s management team has done a monumental job in implementing their strategies. By using a differentiation approach Southwest was able to stand out amongst its competitors. Low fares, entertainment, more flights to the same locations, the gradual expansion into new geographic markets, adding flights in areas where rivals were cutting back service using first-mover strategies, and flight turnaround times around 25mins (compared to 50-60 minutes from its competitors) all contributed to a grade A for Southwest’s management. Southwest’s overall strategy has transitioned from the 1971 to 2010. When the airline first started, they were serving a market niche in the Golden Triangle (Houston, San Antonio, and Dallas). They moved towards a Focused Low-Cost Provider as they expanded their service by expanding into new geographic markets and adding flights in areas where rivals were cutting back service. Southwest is now moving towards becoming a Best-Cost Provider by upgrading the quality of the customer experience (i. e. leather seats, business-focused areas, family-focused areas, etc). The low-cost, low-price, and no frills strategies have worked very well for Southwest. The company took a two-tier fare approach which gave customers a choice between a low unrestricted, unlimited, everyday coach fare and one which was restricted that was even lower cost. Despite its highly effective strategy, Southwest has some aspects that may not be working as well as others. Their infamous cattle call (procedure for boarding) can make customers feel like animals rather than people when they are fighting for a seat. Many customers may choose to forgo the lower airfare to enjoy a more peaceful boarding experience. Another issue to be addressed is the maintenance policies and procedures that ultimately led to the fairly recent media debacle. Reports of lax aircraft inspections surfaced and Kelly admitted the wrongdoing of the company. He limited the bad media exposure by ensuring the public his airline was one of the safest to fly with. Despite his public apology, this matter needs to be aggressively approached to ensure customers feel safe flying Southwest. 6. What weaknesses or problems do you see at Southwest Airlines? 1. Public perception of safety after airline inspection issue 2. Lack of creature comforts such as pre-assigned seating and on-board meals. 3. There is no first class for customers, so those wanting a more luxurious experience may fly with competing airlines. . It also offers no baggage transfers to other airlines, which may be a complaint from passengers needing to catch another plane in a short amount of time. 5. Cattle-call boarding procedure 7. What recommendations would you make to Gary Kelly? 1. Establish a more aggressive maintenance inspection program, especially with the older aircraft in their fleet. 2. Offer premium services for a fee. For example: seat selection, leg room, seat size, baggage transfer, and boarding first. 3. Provide a few more creature comforts on longer flights. Doing without comfort is fine on short flights. 4. Sell even lower cost tickets to spontaneous travelers who truly decide at the last minute to get away for a short weekend vacation when there are vacant seats available. 5. Continue hedging fuel to save money in that aspect. 6. Explore increasing the number of destination cities so they can grow their customer base. 7. Southwest should continue learning about the types of customers that tend to fly with Southwest so they can make changes to better serve their clientele. 8. Explore international flight options.

Philanthropic principles Essay Example | Topics and Well Written Essays - 750 words

Philanthropic principles - Essay Example Cadbury’s had had an impressive track record of employee welfare schemes and other philanthropic activities. But, unfortunately, such a philosophy is seldom seen in the business world today, where greed overcomes any humanitarian impulse. This essay will argue that the corporate culture and business philosophy followed in Cadbury’s during the 19th century is impossible to apply in the present times. When John Cadbury started the corporation back in late 19th century, he had a vision that was consistent with the principles outlined in Quakerism. Quakers believed that a commitment to communal welfare is essential for attaining divine grace. As a result Quakers were proactive philanthropists, including John Cadbury. He implemented a huge housing project on a scale of 120 acres of land so as to provide all his employees decent dwelling conditions. Even his sons George and Richard Cadbury espoused the spirit of Quakerism in their managerial decisions. For those early generat ions of Cadbury managers, profits were not everything. But today, it is impossible to think of corporate leaders to belong in the same league as John Cadbury and his sons. (Bacon, 1997) What we have today is vapid sloganeering to project an outward philanthropy, which is in essence a garbed push for profits. Jargons such as "cause-related marketing", "social marketing", "altruistic marketing" and "public purpose marketing" and â€Å"corporate do-gooding† arc just some of the unhelpful terms being thrown around these days. They are not true philanthropy as was carried out by John Cadbury and his sons. Even Cadbury's former marketing director John Taylor admitted his concerns in 1992. By then, Cadbury’s had cut its charity roster to two: World Wide Fund for Nature (WWF) and Save the Children. The long-term approach, rather than the immediate impact on the bottom line that others claim for Corporate Do-Gooding, was Taylor's concern then. (Dwek, 1992) What Taylor observed two decades back has proved prophetic today, with the Cadbury’s sovereign brand being swept away in an aggressive takeover bid. The top management of companies like Cadbury’s believed in industrial democracy and worker engagement in key management decisions. Of the handful of companies that experimented with industrial democracy, Cadbury’s was outstandingly successful. These companies also had strong ideologies and a strong sense of social responsibility, which actually helped their profitability. Not only was Cadbury’s exemplary in this respect, but its arch rival in the chocolate industry Rowntree as well. In these two companies, worker participation was directly linked to company’s participation in social programs. There was a circular process through which quality products were created by happy and well-paid workers as well as healthy financial performance for the company. (Dwek, 1992) Public health and Christian principles were therefore among â€Å"the 'push' factors that transformed chocolate from an expensive luxury into an increasingly common commodity. Many of the chocolate makers that started up in Britain in the nineteenth century were owned and managed by Quaker families. The philosophy and moral outlook of these founder entrepreneurs pervaded the industry for decades.† (Witzel, 2009) In conclusion, in today’s world of cut-throat competition under the spell of a prolonged economic recession, philanthropy