Explain the 5 sources of leader power Essay Example for Free

Explain the 5 sources of leader power Essay If the manufacturing company engages in sales or after-sales industries it pursues forward integration strategy. This strategy is implemented when the company wants to achieve higher economies of scale and larger market share. Forward integration strategy became very popular with increasing internet appearance. Many manufacturing companies have built their online stores and started selling their products directly to consumers, bypassing retailers. Forward integration strategy is effective when: Few quality distributors are available in the industry. Distributors or retailers have high profit margins. Distributors are very expensive, unreliable or unable to meet firm’s distribution needs. The industry is expected to grow significantly. There are benefits of stable production and distribution. The company has enough resources and capabilities to manage the new business. When the same manufacturing company starts making intermediate goods for itself or takes over its previous suppliers, it pursues backward integration strategy. Firms implement backward integration strategy in order to secure stable input of resources and become more efficient. Backward integration strategy is most beneficial when: Firm’s current suppliers are unreliable, expensive or cannot supply the required inputs. There are only few small suppliers but many competitors in the industry. The industry is expanding rapidly. The prices of inputs are unstable. Suppliers earn high profit margins. A company has necessary resources and capabilities to manage the new business. Advantages Advantages of VI: Lower costs due to eliminated market transaction costs Improved quality of supplies Critical resources can be acquired through VI Improved coordination in supply chain Greater market share Secured distribution channels Facilitates investment in specialized assets (site, physical-assets and human-assets) New competencies Disadvantages Disadvantages of VI: Higher costs if the company is incapable to manage new activities efficiently The ownership of supply and distribution channels may lead to lower quality products and reduced efficiency because of the lack of competition Increased bureaucracy and higher investments leads to reduced flexibility Higher potential for legal repercussion due to size (An organization may become a monopoly) New competencies may clash with old ones and lead to competitive disadvantage Alternatives to VI VI may not always be the best choice for an organization due to a lack of sufficient resources that are needed to venture into a new industry. Sometimes the alternatives to VI offer more benefits. The available choices differ in the amount of investments required and the integration level. For example, short-term contracts require little integration and much less investments than joint ventures.

The Operational Management Of The Hsbc Marketing Essay

The Operational Management Of The Hsbc Marketing Essay This paper aims to explain the operational management of the HSBC and how to develop and apply the concept of operational management, which refers to the operational routines that shape the way the firms strategic path is developed over time. There are total four task of analysis in this paper. The first task is to analysis the orientation of it organization and how this orientation affects the ability to deliver the key operational components for its survival such as speed, quality and flexibility. The second task is to identify the key changes within the organization. The third task, is to argue the case for or against to maintaining its orientation in the organization. At the last task is to discuss the important of new product development and how the operation can input in the development hence to reduce the risk of failure of products and services in the market. Outside the stakeholders are taking an increasing interest in the activity of the organization. Mainly look to the outer circle what the organizations has actually done such as: good or bad, in terms of its products and services, in terms of its impact on the environment and on local communities, or how it treats and develops its workforce. Out of the various stakeholders, the financial analysts who are predominantly focused as well as past financial performance on quality of management as an indicator of likely future performance. Flexibility- HSBC continues to enhance certain products development which the core to the companys customer group offering and some products will be managed or coordinated globally. These products include the HSBC cards, which exploits the experience and platforms provided by the Insurance, Cash Management, Household, for scale and international reach, Asset Management, Custody and Funds Administration, and Retirement Benefits. Quality- Besides that, improving the products, HSBC will ensure the customers that the company has the best capabilities, and will be able to offer a comprehensive service to their product expertise globally. Developing and improving their product is important because always aside from the trust of the consumers of the bank, this is also a good source of their profit for with good products and services, the HSBC can attract more customers and maintain old ones, and in turn, determine their success in the market, and maintain their reputation being the worlds local bank. Dependability- Through improving and developing their products and their services, the HSBC can deliver growth by enhancing their revenue generation culture, and this involves four aspects. These aspects including strengthening use of marketing as a key management tool of the business lines, rewarding revenue performance and penalizing mediocrity, focusing investment on businesses and geographies with largest growth potential, and benchmarking growth targets and achievement rigorously against peer group. Growth can continuously be achieved if these aspects will be implemented effectively and efficiency in the market. 1.3.2 The marketing strategic of HSBC HSBC launch the managing for growth program, which is a strategic plan that provides the company with a blueprint for growth and development the company business. The strategy builds on the companys strengths and addresses the areas where further improvement is considered both attractive and attainable. Its core values are integral to its strategy, and communicating them to their customers, shareholders and staffs is deemed as intrinsic to the plan. These values comprise an emphasis on long-term, high productivity through teamwork, ethical client relationship, a confident and ambitious sense of excellence, being international in outlook and character; prudence; creativity and customer focused marketing. The key marketing and business strategy for HSBC is as follows: Brand: make HSBC and its hexagon symbol one of the worlds leading brands for customer experience and corporate social responsibility. Personal Financial Services: drive growth in key markets and through appropriate channels to make HSBC the strongest global player in personal financial services. Consumer Finance: extend the reach of this business to existing customers through a wider product range and penetrate new markets Commercial Banking: make the most of HSBCs international customer base through effective relationship management and improved product offerings in all the Groups markets. Corporate, Investment Banking and Markets: accelerate growth by enhancing capital markets and advisory capabilities focused on client service in defined sectors where HSBC has critical relevance and strength. Private Banking: serve the Groups highest value personal clients around the world. People: attract, develop and motivate HSBCs people, rewarding success and rejecting mediocrity. TSR: fulfil HSBCs TSR target by achieving strong competitive performances in earnings per share growth and efficiency. 1.3.3 The marketing strategic perspective of HSBC The basis for HSBC to develop their strategies is aim to maintain their global competitiveness and reputation. The marketing strategic of HSBC delivery the following key operational components of: Speed- In order to effectiveness the fast product or service delivery and client relationships, the HR team would retain their individual specialist responsibilities and knowledge base on each business area would have a specific individual in the team to act as their client relationship manager (CRM). This is a simple change given that each team member based on their expertise, developed deeper relationships with certain business areas than others. The CRM give the team an up to date overview of all activities in several business area, the businesses challenges, needs and wishes at any point in time. This created a situation that often occurs in small HR teams with competent and enthusiastic members, namely over utilization by specific business areas and a focus on operational delivery. This is again a product of the way the business and team have grown. Team members keen to deliver good quality development to the business have jump at the opportunity to create a positive relationshi p where a need have to identify. Quality- HSBC is to maintain their position as the worlds local bank, which enables them to approach each country uniquely, blending local knowledge with a worldwide operation platform. This is a good approach for each of these regions are distinct from each other, having different culture and beliefs, making it difficult to implement a single project for all client around the world. The difference in this approach is to addressing the different needs of their customers, which is a good basis from the improvement of customer service at the business organization, and their aim is to find good solutions and techniques in the development and improvement of their rendered products and services. Dependability- Different geographies will provide different products or services to different customers. HSBC will concentrate activities on geographies where growth and critical mass and located. Such activities include global outsourcing strategy, which was also implemented by the company in several countries including in Philippines. The company was able to establish itself in call centers to provide their services in relation to sales and checking of accounts. Outsourcing contributes is to aim of HSBC to focus on the needs of their customers, for these all call centres are responsible for providing their customers with an information regarding their accounts. Call centres agents are also take responsible for answering the queries of customers regarding the company. Flexibility- Usually design or innovate new products or services to their customers, provide various products or flexibility services to fit different customers needs and ability to change the timing of delivery of its product and services to customers. 1.3.4 Comparison of orientation affect operational performance objective in HSBC Operational performance objectives Definition Product orientation Marketing orientation Quality Quality is consistent conformance to customer expectation. By providing high quality product and error free transaction of services to customers. Finding what customers want and expect by using research such as: survey, focus group for interview and other techniques that integrated customers voice. And research must reveal what the customers view of quality and whether customers are getting it. Speed The elapsed time between customers requesting products and services and their receiving them. Provide fast delivering products or fast transaction services to customers. Fast decision to change to improve customers satisfaction. Dependability Delivery or making available, products or services when they were promised to the customers. Different part of countries might deliver different type products or services. Different part of countries might have their own marketing strategy to its customers needs. Flexibility The degree to which an operations process can change what it does, how it is doing it or when it is doing it. Ability to introduce new or modified products and services to customers. -Ability to produce a wide range or mix of products and services. -Ability to change the level of output or activity to produce different quantities or volume of products and services over time. Ability to change the timing of delivery of its product and services. Cost One major operations objective, especially where companies compete with prices is cost. Low price is a universal attractive objective to customers, which can be achieved by producing goods at lower costs. Offer a reasonable price for a product and services that customers can afford to paid. In order to gain competitive advantage, the cost will be identifying through market condition and competitors performance. Task 2 2.0 Market Orientation Market orientation is generally regarded as the implementation of the marketing concept. The marketing concept is a philosophy of doing business, which puts the customers needs at the central of the organisation. In terms of the HSBC bank, the marketing concept starts with the customers needs as the top function of banking purpose. The HSBC must identify these needs and then decide which ones it should try to satisfy. The opportunity to meet bank objectives will occur through the banks efforts to determine customers satisfaction. 2.1 Key features of market Orientation According to Narver and Slater (1990) market orientation composed of three behavioral characteristics: Customer Orientation: understanding the potential customer needs in order to create an added value for him on a continuance basis. Competitor Orientation: knowing the strength and weaknesses as well as capabilities and strategies of key competitors. Inter Functional Coordination: coordinating use of the firm resources for creating high added value to target customers. Figure 1: Narver and Slaters view on market orientation. Source: Narver and Slater (1990). 2.1.1 Customer orientation The vital of this characteristic is to demonstration the understanding and commitment that results in enhanced value to the clients. The key behaviours of a customer approach include such as: providing services of values, researching customer needs, concentrating on needs, committing to customers, focusing on customers satisfaction; reporting and measuring satisfaction, and augmenting existing services. In order to focus customer orientation, HSBC should analyse the behaviour of their customers and using research such as survey, group focus interview and other technique that integrated customers voice to their expectation. 2.1.2 Competitor orientation This characteristic meets with the most resistance, who believe that competition amongst banks is unhealthy and counterproductive. But competition needs to be defined more broadly to include generic competition. Competition, from the viewpoint of the customer, is whatever will directly or indirectly satisfy a need. To understand the market, the HSBC must recognise that there is competition and that it is advantageous to benchmark the bank against other quantity programs and facilities that are offered by other banks as well evaluate the offerings from other generic competition. Key behaviours are open discussion of competitors; evaluating competitor behaviour; assessing competitor strategies; and examining opportunities for improvement. 2.1.3 Inter-functional Coordination The key indicator of this characteristic is the total commitment of all members to a marketing philosophy and the integration of marketing activities to provide value to the customer. Typical behaviours in HSBC should include those aspects: teams and departments working together to meet up customers needs, teams and departments sharing market information, teams and departments are integrating strategies, all sections working together to offer great value to customers, and the teams willing to share the resources. 2.1.4 Long-term Growth Focus HSBC normally regard a five year cycle as long term, claiming that the environment is too uncertain to plan beyond this time frame. Despite this, research indicates that organisations should develop a strategic plans, or strategic intentions, that go well beyond a five year cycle. Behaviours associated with this aspect include: adopting a long term focus in matters of expansion or survival, attempting to service all customers (shareholders, suppliers, staff and so on)in the long run, aiming for effective organisational performance in the marketplace, implementing and identify new value added services, and identifying the overcoming deficiencies in banking services. Task 3 3.0 Where Industry Life Cycle comes from? The industry life cycle imitates the human life cycle. The stages of industry lifecycle include fragmentation, shake out, maturity and decline. (Kotler, 2003) 3.1 Current industry life cycle in UK retail banking Figure 2: the banking industry life cycle (Source: from FSA website)1987 2009 Growth in UK bank has increased dramatically, and the rate of return on equity substantially exceeds the cost capital. UK banking has been a high growth, high return business and leading UK banks show some of the highest market capitalization in the EU. In the past twenty years the proportion of UK households with a bank account has risen dramatically (from 60% in 1980 to 94% in 2009). The number of service that a bank sells to a typical customer has also increased dramatically. In 2009, a bank typically cross-sells the current-account customer to a variety of other services, including likes mortgage, credit cards, personal loans, life and general insurance, car insurance and investment product such as mutual trust and unit trust. Besides that, technology has enabled banks to perform their retail business more efficiency. Advances in communication and information technology have driven down the cost of processing and made it feasible to perform this processing remotely from the banks branches. The introduction of cash machine, internet and phone banking has driven the cost per transaction. So did the consolidation of banking enterprises via merger and acquisition. Together, the expansion in revenue and the reduction in unit cost have lead to dramatic increase in profits from UK retail banking. 3.3 The reason to maintain its orientation in HSBC It enables continuous learning and knowledge accumulation through continuous collection of information about customers and competitors and using information to create superior customer value and competitive advantage. Will confuse customers if bank keep changing its orientation. High risk to change its orientation most of them might face failure in changing a new orientation. Changing may be costly and wasteful of resources such as time to re-training staff into new orientations, RD costs, switching costs, increase advertisement cost and marketing cost. Changing orientation will affect the organization in culture, management, leadership and operational. The operational efficiency and effectiveness is improved if orientation maintained. 3.3.1 The important of maintain marketing orientation and product orientation in HSBC Marketing Orientation Product orientation Is an organizational culture that most effectively and efficiency creates the necessary behaviours for the creation of superior value for buyer and thus, continuous superior performance business (Narver and Slater, 1990). The important to maintain marketing orientation because it usually focus the following advantages aspects: Increased profit through improved customer satisfaction. New opportunities occur due to greater understanding of markets, customers and competitors. Tapping into the knowledge of employees and directors more effectively. Improved understanding of customer requirement. Product and service development strategies greatly improved. Increase level of employee satisfaction Systems to raise both customer retention and customer acquisition. Development of a learning culture. Besides that, marketing orientation can facilitate the HSBC to compete by following sustainable competitive advantage: Creating a link between customer wants and organizational strengths Consider the competition from the customer perspective Creating and maintaining superior value through effective application of the marketing mix. A product orientation leads to marketing myopia (Levitt 1960), by focusing on the product rather than the customers needs. The advantages to maintain product orientation are as follows: Quality should be guaranteed. The product is consistent (any changes are progressive). Future activities are more predictable. 3.4 The reasons against maintaining its orientation in HSBC The environment (such as technologies) keeps changing, and maintaining the orientation may keep the bank off-track with competition. Operations need adjustment to keep with the changes. To attract new customers and sustainable competitive advantage. Where, organization will faced lost confidence or lost attractive by customers with current orientation. Customers have become more demanding to improved services such as: Shorter waiting time, 24/7 services, reduced lending rates, shorter loan approval period, etc. Bank may have to adjust its operations to take note of the changes. To improve reputation- by changing new orientation might help organization to improve well known reputation. To keep growth of product or services in its all market. Task 4 4.0 The new product development process The new product development process (NPD process) can be defined as a disciplined and unambiguous set of tasks and steps that describe the normal means by which an organization repetitively converts embryonic into saleable products or services. Two commonly used NPD process models are described as follows: A five-stage framework linking new product development opportunity to design, testing, information, and profit management. The stage-gate system that recognize the importance of cross-functional teams, parallel processing in activities, and up-front predevelopment activities in the NPD process. Testing Introduction Profit management Design Opportunity identification Stage 1 Preliminary assessment Stage 2 Business case preparation Stage 5 Full Production/ market launch Stage 4 Testing and validation Stage 3 Development Figure3: Two commonly used NPD process Models Primarily (Source: World Class Theory and Practice (International Edition) 4.1 The importance of new product development NPD is typically important for an organization. The importance for ongoing innovation is discussed by Lancaster and Massingham (1993,p. 128) is today, most organizations must either innovate or go out of business. Clearly, then, innovation and the new product development which such innovation gives rise to is not just desirable but is essential to long-term market and competitive success. 4.1.1 Sources of Competitive Advantage HSBC innovate and develop new products or services are because the new products or services offer them unique opportunities for competitive advantage. For example: HSBC was the first bank to launch TV banking and has returned to profitability. The early movers also have the advantage of taking a leading role in setting HSBCs standards for the emerging product categories. 4.1.2 Market Share Gain New product introduced in the marketplace provide additional first mover advantages to the organizations. By developing new products, HSBC can quickly capture a big share of the market before competitive products are introduced. For example HSBC creation of a joint-venture with Merrill-Lynch to create a new Internet based global banking service. 4.1.3 Higher profitability During the early stages, a new product faces less competition than a product in a mature; therefore, its profitability tends to be higher. As the market becomes saturated with several competitive products, prices start falling and profit margin decrease. This general trend is observed in HSBC. 4.1.4 Enhancement corporate image and Brand Name The development of innovative and creative new products will create HSBC in very powerful source of goodwill and creates a positive of corporate image. It is not easy to assign a monetary value to the goodwill associated with enhance corporate image results from new product development. At the same time, brand equity measures used in marketing show that organizations with more successful new product development efforts command higher respect from customers, which leads to enhanced long-term profitability. 4.1.5 Operating Cost and Capacity Utilization HSBC constantly innovate also identify better approaches for producing products. The product development effort is often closely linked with process development. Therefore, over a period of time, production cost is reduced, leading to enhance profitability. Furthermore, new products provide the opportunity for enhance sales, as the demand or older products decreases over time. Therefore, HSBC can continue to operate at a similar capacity id it continues to innovate and introduce new products. 4.2 The operational input into the development of TV banking in HSBC Research found that different development presents different strategic and operations types of actions in HSBC. An example to development TV banking in HSBC, this project involved the development of a new technological capability to manage transactions by TV remote control. Figure 4: The initiative development characteristics Initiative Exploration vs. exploitation The major issue of the initiative Capital investment Decision making style successful Life span (years) TV banking Exploration Technology Medium Top-down Yes 3 The operational inputs into the development are base on 3 stages such as follows: 4.2.1 The First Stage Idea Generation Primarily focus on the initial stage of the initiative and examine the factors that shape the idea as it emerges. This section has two main themes. The first themes is focuses on the origin of each of the initiatives; and the second themes is focuses on the way in which the initiative gains initial approval. In HSBC the major source of initiatives came from senior managers who were following an idea of their departmental mission. The other factors in Harts (1992) categorization were not found to be significant. They are the ways in which the initiatives initials ideas were spark: The investment in TV banking: The first contact came when the other party in the venture approached the bank. At primary, the decision was not to invest in the firm, since the project did not fit the banks requirements. Six months later SKY and BT approached the Head of Strategy, who took the lead. Since the other party changed their requirement for a bank partner, it was possible for the bank to accept the offer. According to Burgelman (1983) the ideas for initiatives in his research cases came from the line managers and was based on technological development possibilities. But my opinion reveals different sources. In my opinion the idea for each initiative emerged from the senior level of management, based on a view of the departmental mission. In order to development TV banking in HSBC, the first step was to organise an informal meeting between a senior member of the top team and the initiator. Without this initial approval, the initiator cannot continue with this project. The development of TV banking projects was presented to the GM of Marketing, who decided to adopt the idea, and the department will began to plan the project in detail. The beginning of the working project involved collaboration with different departments. After finished the concept creation part of the project the marketing department started to think about implementation. And the next steps, the marketing department will took it to implementation planning. 4.2.2 The second stage- Concept development In the second stage, the initiatives basic concept that was permitted by one of the top team is developed into a concrete plan. This plan will be executed in the third stage of development- the implementation stage. This section is discussing two main issues: The development of the concept The preparation for implementation During this stage the bank forms two-layer management style for concept development and implementation. In this management structure, each project has a steering committee and an operational committee that collaborate on the concepts development of the concept and implementation. Looking to the concept development, the process is separated into two parts: Focuses on forming the concept-The initial work on the initiatives concept the study is done by the initiator by using external and internal sources. In the TV banking project the project manager began to form organizational support for the project only after the investment decision and a six-month period of planning and studying the projects needs in the SDU offices. Then, the whole implementations design was conducted by the Marketing Department. Focuses on extending the concept and developing the role of each department in the development of the initiative- By explore the implications for the perceived success of initiatives. In the TV banking project, the planners included more scope for benefits then were initially thought possible. 4.2.3 The Third Stage-Implementation In the third stage of the development is implemented. The main concern of this section is to look at the administrative system through which implementation is achieved. The bank has to develop a particular system through which it conducts its projects. This involves two-layer management structure. The first layer of the management structure is the steering committee, which is headed by the project sponsor, who is usually a senior general manager in the department responsible for the project. The other members of the steering committee are managers from project-related departments. The second management body is the working committee. Figure 4 portrays the structure of development TV banking. The solid line arrow represents the chain of command for the project, and the black down arrow indicates that the steering committee consists of the managers or their department representatives in the working group. When the project is particularly complex, as in the TV banking project, the project itself is divided into many sub-projects, and each may having its own operations committee. However, the whole project has one coordinating operations committee. The project manager, who heads the co-ordination committee, reports to the project sponsor on the development of this committee. Thus, the whole project has one steering committee and one coordinating operations committee. Normally, the steering committee meets once a month (but this can vary according to need) and the operation committee meets once a week. The steering committee includes in the management level of the department, while the operation committee includes in the members of staff who actually conduct the project. The steering committee needs to solve and support the operation committee in all the problems it faces. These could be external or internal in the firm. External in the firm such as: the choice of technologies and the market. Whereas, internal in the firm they could be such as: internal communication and negotiation to priorities objectives between departments. The project sponsor The steering Group The project manager The working Group Figure 5: The two layered management structure 4.3 Step to reduce Failure on new development In order to reduce the risk of failure of products or services in the market, HSBC can utilize marketing research. At the heart of any product success by truly understanding of consumer wants and needs, and how HSBC new product could fill those needs in a meaningful way. There are four steps to follows: Step one: Market understanding HSBC can use tools such as qualitative research, category assessment, and segmentation to understand the competitive landscape, why consumers buy certain products, how they use those products, and what unmet needs they may have. Step 2: Apply that insight in concept development Here HSBC can use brainstorming, concept testing, and volumetric forecasting to generate new product ideas, identify areas for improvement, and determine which products are most promising. Step 3: Building on that knowledge, HSBC can move to product development In this step HSBC can use marketing research tools such as product testing, packaging research, pricing research, and claim substantiation help them to understand how their product performs in real-world conditions, how it compares to competing products, and what competitive claims HSBC can make. Step 4: After product launch, HSBC move to product management. HSBC can use tools such as customer satisfaction research, tracking research and promotion assessment to determine key metrics related to competitor comparisons, product awareness, consumer usage, and optimum marketing approaches. While theres no sure-fire way to ensure product success, marketing research is cruci

Economic Benefits of the Commonwealth Games: Manchester

Economic Benefits of the Commonwealth Games: Manchester Economic benefits that Manchester gained by hosting the Commonwealth Games 2002 This paper discusses Manchester’s hosting of the 2002 Commonwealth games, and how it was used as a catalyst for urban regeneration. It discusses the theory and history behind hosting Mega events.  The rationale behind cities bidding for mega events has shifted. They bid not only to raise the image of their city on the world stage, button use the new facilities as a catalyst for urban regeneration. The Manchester case study is drawn from the local council websites and reports published during and after the event. This gave an insight into the long term economic gains for the city. The paper concludes that the hosting and the urban regeneration were successful for Manchester. This success has promoted other cities to bid for Mega events. 2.0 Introduction There are three advents that are described as mega events, the Football world cup, the Olympic and Commonwealth games. These events are held every four years, with cities around the world bidding to host them. For the purpose of this paper the discussion will be on the Olympic and Commonwealth games. The main Focus will be on Manchester hosting of the2002 Commonwealth games. Mega events as steeped in tradition, they are a platform for host cities to show what they can do. Cities plan for them years in advance, putting their bid forward so they can succeed on the world’s stage. When a city is successful in a bid, there are other cities that are disappointed. This paper discusses Manchester’s successful Commonwealth games bid after two failed Olympic bids. When a city hosts a Mega event it is in the public eye, everybody remembers the spectacle of the opening and closing ceremonies. What is not so public is all the planning behind the scenes, committing resources to the success of the games. These resources are committed at an early stage; the bid has to be viable to be considered. The rational for hosting games has shifted from the prestige associated with the attention of the world’s media, to a tool for regenerating rundown areas of the host city. Therefore the planning of the venues has shifted from temporary buildings, to long term facilities for the local communities. Some cities hosting mega events are looking at the long term usage for the new facilities after the event, in the past a lot of these buildings were built as temporary structures and pulled down shortly after the closing ceremony. This is viewed by some commentators as waste of resources, with prolonging the life of these buildings cities, can benefit long after the games are finished. This shift has attracted new cities to bid for Mega events, with the justification that it will lead to economic growth both short and long-term. The benefit can be two fold, raising the image of the city and regenerating a rundown area. Although not all host cities have been successful at obtaining growth, some are still repaying the debt that was run up to host the games. The resources that each city has ploughed into holding these prestige games are immense. To succeed they require the backing of local residents, council, sports providers, grants, the government and their agencies. This should be incorporate at the planning stage to increase the chance of a successful bid. The value to local residents of a city hosting a mega event is immense in economic terms. It is not only the new facilities that can generate income, if the games are a success, the city can attract tourism long after the event. The games cannot be viewed in isolation of the sporting stage, there is the build-up to the bid, the planning of hosting the games and the long term value they van add to the city. All these factors make up a successful mega event bid. Manchester spent a long time planning for the games. This is illustrated in the time line that appears in the appendices of this paper. This was not an easy ride, as financial problems affected the plans. Manchester overcame these and held the 2002 Commonwealth games. 3.0 Aims and objectives The aim of this paper is to assess the economic impact of cities hosting mega event; this will concentrate on the 2002 common wealth games held in Manchester. The objectives are †¢Ã‚  An in depth analysis of the history of mega events, with the resources and planning to host such an event   †¢Ã‚  An analysis of the economic benefits that can be gained and the disadvantages of hosting a major sporting event. 4.0 Methodology This chapter discusses the research methods used for the project and the rationale for their choice. It discusses methods that were not used, with justification of why they were not included.  Included is a critique of methods selected, and with hindsight identifies any changes that would have enhanced the research.   This paper critically evaluates the impact of the 2002 Commonwealth games on the city of Manchester. This paper will investigate the economic impact of a mega event and the subsequent urban regeneration. This will be compared to other host cities, both with the Commonwealth and Olympic games. Selection of the topic was stimulated and formed out of heightened publicity on the topic. The aim of holding the games was not only publicity for the city but to use it as a tool of urban regeneration. The nature of the research was discussed with colleagues and fellow students this not only added practical ideas and suggestions, it opened new avenues of thought.  This was the discussed with lecturers sounding out ideas, gauging opinions and clarifying the question.  Focusing in on the question was obtained by employing relevance trees, narrowing the research area.  This gave direction to the research, although with reviewing the literature this changed several times (Buzau, J. 1995).   Next, a research proposal was compiled, with the benefit of organising ideas and setting a time-scale for research.  Theoretically, the proposal would highlight any difficulties with the research question and access to data.  Creating a time-scale would focus on targets and meet deadlines in the completion of the paper.   The literature review, discussing theories and ideas that exist on the topic formed the foundation of the paper.  The findings from the research are then tested on theories for validity (Saunders, M. et al1997).  The literature review was challenging, there is very little academic research on the topic area. Most of the literature focused on individual’s performances at the games, and the impact of hosting the Olympic Games. This information proved relevant in understanding the justification for bidding for mega events. Journals and newspaper articles were the back bone for the review, together with internet sites and reports. Tertiary data sources, such as library catalogues and indexes were used to scan for secondary data.  This produced journals and newspaper articles, and Internet addresses.  With the amount of literature, it took time to sort out relevant material to the research.  Narrowing down the search Bell’s (1993) six point’s parameters was applied.  Applying key words that were identified in the first search produced relevant and up-to-date material (Bell, J.1993).  A limitation on the literature search was the amount of time to read all articles and books on the subject. Whilst reviewing the literature references to other publications were followed and reviewed.  Bells checklist on identifying the relevance of literature found was a practical method to reduce the amount of reading (Bell, J. 1993). A case study on the impact on the city of Manchester of the 2002Commonwealth games was chose to replace primary research. This would report the actual benefits gained by staging such a major event. There is a lot of information presented in articles on the benefits of hosting Mega games, but little on the problems.  Therefore a lot of information was rejected due to the bias of the content. Articles and web sites were used to form a picture of the impact. This would then be compared with the literature and previous host cities To produce primary data the success of a mega event proved to be vast task, taking a lot of time to produce results. Internal and external operations of several organisations, providers, spectators and competitors would have to be compared to reach any level of validity. Instead it was decide to review a case study. This was then compared to the literature review. 5.0 Literature Review This section will review all the relevant literature on mega events, including cities that have bid and hosted them together with the history of the games. The review will also discuss the rationale behind bidding and the benefits it can bring to a City who hosts an mega event. 5.1 Mega Events Mega events are regularly defined as special events, these have unique status. Hamilton, (1997) characterise these events containing similar features, including international dimensions, short-termed, and may be either a one-off occurrence or conducted on a regular cycle. From the literature, size emerges as a dominant distinguishing feature separating mega from non-mega events. Both the Olympics and the commonwealth games fall into this category, they are international, short termed and held on a regular cycle. They are held every four years, at different locations (Hamilton, L 1997:124). Sporting events are rapidly increasing in popularity as a means of attracting attention to particular geographic locations (Getz, 1998).Increasingly, cities are basing their marketing around Mega events(e.g. Manchester and the Commonwealth Games), in order to maximise the benefits to be achieved from event-driven tourism, sponsorship, and media exposure. Sporting events make up an important part of the overall Mega event industry. In reality there are a limited number of Mega sporting events that exist. This has led to fierce competition among cities to be successful in winning the business of playing event host (Getz, (1998) cited in  Westerner, H et al 2002:303). 5.2 Resources Required The size of an event can be discussed in four different ways. First is determined by the noticeable involvement of national and regional government authorities. Government agencies provide an event with the development of policies, infrastructure or making resources available supporting the attraction of events to major cities  (Westerner, H teal 2002). Higher technical competencies are required, such as advanced facilities, suitable event location and skilled personnel; these are directly related to size of the event. The demands placed on services provided by host cities to deliver an event is of superior quality when compared to other event types. The technical competencies must satisfy number of requirements. This includes the technical standards set by international federations pertaining to competition, non-competition elements (accommodation and transport) and personnel issues competition management, and personnel issues  (Westerner, H et al 2002). The higher competencies are a requirement for the event management team, made up of both bid and operational teams, it is composed of expert people capable of carrying out professional relations with event owners and organisers prior to and throughout the event as well as having the technical expertise to stage the event  (Westerner, H et al2002). The hosting City requires broad support from both direct and indirect stakeholders. Overall approval must come from the general public, government, (target) markets and other business sectors. The large amount of capital invested from the public purse in bidding for and staging an event, it is essential for strong community support for the process (Ernst Young, (1992) cited in  Westerner, H et al2002:305). 5.3 Planning for the Games International and worldwide events are more important now than ever before. In most countries major events are significant to all levels of society and institutions, whether at local or national level. Sporting events dominate large sections of the press, television and radiobroadcasts. Therefore event management has become an industry in its own right, with both specialist organisations and individuals(Torkildson, G 2005). The decision making process for the bid will develop a long term strategic plan (Johnson G, , Scholes, K 2004). This strategy is the direction and capacity of an organisation, (i.e. the committee forth games) which achieves advantages through its configuration of resources within the changing environment. The strategy answers both the questions where do you want to go? and how do you want to get there?  The first question is answered when the bid is accepted and the second is answered when the strategies are planned (Mullins L2005). Planning is the first stage of implementing the development of the city for the capacity to hold the games. Managers are required to step back to look at the environment, competitors, market place and review both the internal and external strengths and weaknesses. A SWOT analysis will focus the managers on both internal and external factors that can affect a new strategy. The host city must recognise its strengths and utilise them, and reduce weak areas through planning (Groucutt, J. teal 2004). Managerial decisions are made to identify what is required to implement the new strategy. What are the new resources are required? I.e. Property, finance or employees, and how will the city gain these resources?  Then the risk should be assessed for its long term value to the host. Strategies should not only be considered on how they will affect existing resource capabilities, but also if needed new resources and how they will be controlled. The costs to the host should be weighed against the long term gains, and if needed it can be reviewed, accessed and amended accordingly (G, Johnson K, Scholes, 2004). Mega Events are a dynamic and multi-dimensional phenomena, there are at the same time, urban events, tourist events, media events and international global events. They are the subject of collective corporate recourse, with action in each of the sections. Therefore amulet dimensional approach is required in the planning and managing of the games. This requires multi-disciplinary team based approach(Torkildson, G 2005).   5.4 Marketing Kilter et al (1993) identify several target markets to which place marketers direct their attention. These include visitors’ athletes, officials, spectators and the media, residents and workers, business and industry, and export markets. The focus of sporting events is on the visitor segment, including business and non-business visitors. Business visitors include persons who travel to a place for meetings, conventions, to inspect sites or to buy or sell a product. Non-business visitors include tourists who travel to see the place and travellers who are visiting family and friends. Individuals travelling to particular destination to attend the event or teams and participants attending events as well as organizing committees and such can also be categorized as non-business visitors (Kilter, P et al 1993). The increase in the competition and the globalisation has not only saturated the extent of competition in the markets but mainly saturated the target markets itself as argued by Brassington and Pettit (2003).This is mainly because of the fact that the high level of competition among the participating organisations in a given market segment has increased the product range leaving the customers with an endless variety of products to choose for satisfying their requirements. This level of saturation has also increased the need for further development in the market in order to achieve competitive advantage as well as sustainable growth in the business (Brassington, F and Pettit, S 2003). Therefore mega events will if correctly marketed stand alone as a once only product. This product offers a unique entry into a market, there is little comparative competition, although all sport and leisure will compete for their market share. Although a Mega event is no normally at the same level as the existing competition. This approach is accomplished through the geographical spread either nationally or internationally by the host (Lynch, R 2003). The domestic and/or international media, coupled with the selling of broadcasting rights, are important characteristics of mega events The support of the media prior to or during an event guarantees exposure and consequently raises world-wide awareness of the event and host city. The 2000 Olympics in Sydney generated in excess of $1.3 billion in revenue from broadcasting the Games, indicating the substantial financial returns for event owners, organisers and the host city brought about by media support for the event ( Westerner, H et al2002). 5.5 Sponsorship Corporate sponsorship of sports and other events is one of the fastest growing forms of marketing communications used to reach target audiences. The rate of growth in sponsorship expenditures is greater than for traditional media advertising and sales promotion. Corporate spending on sponsorship worldwide was estimated to grow 12 present in2001 (Roy, D and Cornwell, T 2003). Sponsorship is viewed as a means of avoiding this clutter by enabling sponsors to identify and target well-defined audiences in terms of demographics and lifestyles. Linking a brand with an event via sponsorship enables firms to gain consumers attention and interest by associating with events that are important to them. Despite the increased use of sponsorship to reach market segments there has been little research on the impact of sponsorship on consumer behaviour(Roy, D and Cornwell, T 2003). While sports sponsorship activities range from providing athletes with uniforms to funding entire stadiums, the basic principle behind such sponsor ships appears to be their proposed ability to increase brand equity by means of enhancing brand image. There are several key goals associated with corporate sponsorship of events such as (1) enhanced brand image via associations with positively perceived events; (2)increased goodwill via perceptions of corporate generosity; and (3)elevated brand awareness due to increased exposure (Miyazaki, A and Morgan, A 2001). The high prices paid for Olympic sponsorships reveals that at least some organisations find these efforts to be worthwhile. This is illustrated by comments from top corporate officials that the Olympics are â€Å"the most important marketing opportunity of the decade† and management suggestions that this investment will heighten global recognition and increase revenue (Miyazaki, A and Morgan, A 2001:9). 5.6 Tourism In the 1980s and 1990s, political, economic, and technological developments that led to the global economy became a feature of the environment within which cities compete for economic growth. This trade in goods and services has become increasingly open and internationally competitive; cities had to compete with cities from around the world for investment capital, businesses, and tourists. Cities such as New York, London, and Tokyo have become â€Å"global or world† cities in the urban hierarchy. These cities contain the largest variety of cultural and entertainment facilities of the highest quality, such as museums, galleries, opera houses, theatres, and concert halls (Burbank, J et al2002) Therefore other cities are a disadvantage when competing for tourism. The pursuit of hosting a mega-event is a mechanism for economic growth. This strategy relies on obtaining a single event large enough to be seen as a way to generate future economic growth. Many events can bring tourists and attention to a city, but the mega-events sufficiently large that it creates a single focal point and timeframe for completing event-related development. It is also noted that stadiums and sports teams are luxuries that financially strapped cities can ill afford; therefore holding a mega event can provide the city with these facilities for the future (Burbank, J et al 2002) The number of tourists to an area where a mega event is due to take place increases.  Individuals are drawn to destinations because of omega (sporting) event rather than the region itself. For example, tourism estimates of visits to Sydney between 1997 and 2004, as direct response to the Olympic Games, have been set at 1.7 million. Actual visits for the period during 2000 have been estimated to be 20 percent of this total (Forecast, 2001). Arising from the growth of the tourism industry has been an emphasis on place (or city) marketing and promotion and the emergence of mega sporting events to support and enhance this promotion. Place marketing represents the techniques utilised by certain organisations to raise the awareness of their particular destination to specified target markets.  Promotional objectives relate to capturing the attention of international visitors and to providing information in an endeavour to entice them to travel to a specific destination (Moutinho, L and Wits 1994). 5.7 Attendance of Events A standard set of economic factors would be expected to affect demand for attendance. Price of admission and, more generally, the opportunity cost of attendance (including cost of travel, car parking, food and beverages at the venue, and programme), would be predicted to be negatively related to attendance. Income of the potential audience at sporting contest, and size of population in the potential market for contest, would be expected to be related positively to attendance. Availability and price of substitutes would also influence attendance. Some substitutes might be considered â€Å"direct†, such as the live broadcast of the event. Other substitutes will be â€Å"indirect†, for example, attending a different sporting event or contest; or other types of entertainment alternatives such as theatre or movies (Borland and  Macdonald, R 2003) Macroeconomic factors could have an impact on attendance such as threat of unemployment. Although it has been suggested that attendance at sporting events may constitute a social outlet for unemployed persons, therefore the attendance is higher as the rate of unemployment increases (Borland, J and  Macdonald, R 2003) The infrastructure of the venue has a direct impact on attendance to the events. The quality of viewing, the facilities at the stadium, the quality of seating; the impact of adverse weather conditions; distance from contest and extent of vision to different parts of the sporting field. Catering and bathroom facilities can also have an impact(Borland, J and  Macdonald, R 2003) 5.8 Economic Benefits The national government’s involvement in bringing events to a city is on the increase. The level of spending dedicated to biding for an event demonstrates the strength of governments backing. This is to the detriment of the competition with other (cultural) activities undertaken by government and other interest groups. Openly supporting abide increases the pressure of accountability to the public and hence support will only be given, if it is clear that justifiable and measurable benefits for all stakeholders are generated by hosting the event (Westerner, H et al 2002). The economic activity associated with staging mega sporting event can create significant economic benefits for the host destination. Howard and Crompton (1995) defined the economic impact as â€Å"the net economic change in a host economy that results from spending attributed to sports event or facility†. Economic impact studies enable the quantification of the benefits to a community to be ascertained in order to justify the investment in the event (Howard, D and Crompton, J1995:55). The Olympic Games provide an obvious example of significant economic contribution by a mega sporting event. The 1984 Los Angeles Olympics made a profit of US$125 million with the Seoul Olympics exceeding that profit by a further US$50 million. Outcomes of this magnitude serve to encourage cities to bid for high status events (Law, C 1993). In September 1990, Atlanta won the bid to host the 1996 Summer Olympic Games. In spite of the approximately $2.5 billion price tag, the benefits derived from hosting the Olympic Games were expected to outweigh the costs. Positive media attention, construction of facilities and infrastructure, and employment increases were identified as the primary beneficial output of this massive endeavour. The cash in flow during mega games is relatively easy to identify, the legacy â€Å"of the games in terms of long-term benefits is more difficult to measure. The positive employment impact of the 1996 Summer Olympic Games, led to a 17% increase in long term employment in the surrounding area (Hotchkiss, J et al 2003). It must be noted at this point that not all events are successful financially. While focusing on the economic benefits presented by mega sporting events, there are significant financial burdens that such events place on host communities. This financial commitment to events often requires a degree of community assistance through public funding. The external benefits associated with mega sporting events enable this financial assistance to be classified as an investment, with clear reciprocal benefits to the host community (Westerner, H et al 2002). Once the mega-event policy is underway, extra-local interests become increasingly vital to a successful outcome. Hosting modern games requires the authority and cooperation of not only the host city, but other state and local governments and agencies as well. Moreover, the financial demands of the games require support from local public and private sources, but are increasingly dependent on multinational corporations and the government (Burbank, J et al 2002). Several global cities have had their fingers burned by over ambitious sports development plans. Sydney found itself in trouble finding permanent use for Stadium Australia. The Manchester bid, while ambitious, was also realistic. It already had the G-Mix Centre and MEN arena, Old Trafford and Maine Road football grounds. It has added to this the velodrome, an aquatics centre, Sport-city, and the City of Manchester stadium. These facilities are part of the long term regeneration, the aquatic centre has been appropriately sited for the city’s three universities; Sport-city is to become one of 10 regional centres of excellence in sport; and the stadium will be used jointly by Manchester City football club and community teams (Anonymous 2002). 5.9 Urban Renewal The Olympic Games are regarded as the world’s most prestigious sporting occasion. They are typical of mega events in that they are transitory, bring short-term international participation and attention and can have long-term consequences for the host city. There is considerable investment in both sporting facilities and the supporting infrastructure, although after the games these then become legacies to the host city.  The costs involved in hosting the Games are now so high that host cities can often only justify the expenditure when it is seen as leading to a major programme of regeneration and improvement (Essex’s and Chalked, B. 1997). Harvey (1989) has discussed that urban policies to compensate Forde-industrialisation have become more proactive and entrepreneurial often involving some form of interurban competition for jobs and investment. The use of ‘urban spectacles’, such as major sporting events, as a strategy for urban renewal are being seen as one of the main products of post-modern society This is also a means by which cities express their personality, enhance their status and advertise their position on the global stage. Urban politics have shifted to ales bureaucratic, more entrepreneurial and autonomous stance (Harvey 1989).  An example of these new urban politics is Manchester’s Olympic bids of the 1980s and 1990s, in which local government-based decision-making and bureaucratic politics were essentially replaced bay dynamic business leadership (Essex, S and Chalked, B. 1997). For the host cities there is important justification for bidding to stage the Games, particularly in recent years, the stimulus to economic development and urban regeneration. The event can promote economic activity as a result of the jobs created by the vast numbers of tourists visiting the city before, during and after the event. The construction of sports facilities can also play a role in programmes of urban renewal by, for example, introducing new sporting and recreational facilities into previously under-provided areas. On broader scale, preparations for the event can also provide a means of justifying new investment in transport infrastructure and in projects to enhance the city’s landscape and physical appearance (Essex, S andChalkley, B. 1997) 5.10 History of Mega events There are several games that are held on a four yearly cycle; these include the Olympics, Commonwealth, and the world cup. Each has grown in stature with more cities bidding for the right to stage them. The information below was extracted from both the Olympics and Commonwealth Games web sites. The first Commonwealth Games were the product of discussions and ideas shared over a thirty year period. John Cooper proposed sports and cultural gatherings for English speaking nations in 1891. In 1911 sport competitions were part of the Festival of the Empire in London, in which athletes from England, Canada, South Africa and Australasia competed (www commonwealthgames.org). The first games in Hamilton Ontario, Canada consisted of six sports, with around 400 athletes from 11 nations. The name of the games has changed frequently. The first four games were known as the British Empire Games. The name was changed to British Empire and Commonwealth Games for the 1954-1962 editions. From 1966 to 1974 the name British Commonwealth Games was used and from 1978 to the present the Commonwealth Games Kuala Lumpur, Malaysia hosted a very successful 1998 edition of the Commonwealth Games. The Queen’s Baton was carried to the stadium on an elephant and presented to Prince Edward by Malaysia’s first ever Commonwealth medal winner Kohl Eng. Tong, a bronze medallist in weightlifting from the 1954 games   The Olympic Games are steeped in history. Today, the Olympic Games are the worlds largest pageant of athletic skill and competitive spirit. They are also displays of nationalism, commerce and politics. These two opposing elements of the Olympics are not a modern invention. The conflict between the Olympic movements high ideals and the commercialism or political acts which accompany the Games has been noted since ancient times According to legend, the ancient Olympic Games were founded by Heracles son of Zeus. Yet the first Olympic Games for which we still have written records were held in 776 BCE (though it is generally believed that the Games had been going on for many years already). Approximately1500 years later, a young Frenchmen named Pierre de Coubertin began their revival. The revival of the ancient Olympics in 1896 attracted athletes from 14 nations. The largest delegations came from Greece, Germany, France and Great Britain. Winners were awarded a silver medal and an olive branch   To conclude the games are steeped in history and are a prestige event for any city to host. They can raise the city’s image on the world wide stage, thereby attracting tourism in the future. But an emerging factories they can be a catalyst for urban regeneration, therefore the value of holding the games can be immense to host city, if it is conducted right.   6.0 Case Study Manchester This section will present the facts of Manchester successful bid forth 2002 Commonwealth games. The information is from the City Council’s web site, reports and articles. The second part will pre Data Vault in Data Warehouse: Advantages and Disadvantages Data Vault in Data Warehouse: Advantages and Disadvantages Applications, Implementation, Merits and Limitations of Data vault in Data warehouse Abstract Business companies face many challenges in exploiting and analyzing data held in diverse sources. Data vault is the latest data warehouse methodology which caters the business needs of flexibility, scalability, agility and large volume of data storage which the prior existing models fail to bestow. Brief data vault architecture, applications of data vault to improve technologies, merits and limitations of data vault are proposed in the review. Data vault 2.0 a latest methodology which can overcome certain limitations of data vault is also proposed. Keywords-Data vault; Data vault 2.0; Data Warehouse Data warehouse is a subject-oriented, integrated, time-varying, non-volatile collection of data that is used primarily in organizational decision making. It is a specially prepared repository of data. While Building a data warehouse, aspects such as data modelling, management of business project, risk management, user or organization requirements must be taken into consideration. For many years, Data warehouse architecture consisted of Inmon or Kimball methodology. Each methodology design has its own pros and cons but are unable to meet the requirements of handling large volume of data processing and re-engineering of data. Inmon stated that data warehouse is a duplicate of transactional data that is specially structured for the purpose and analysis and querying. It a data driven model where the data is loaded without knowing in prior the user information. In this model data warehouse and the data marts are separated and have their own storage, scalability and traceability in response to the user requirements. It is time variant, non-volatile, costly and not user-friendly. Kimball made an innovative approach by making the data warehouse more user friendly by the concept of dimensional modelling. It is composed of facts and dimension tables which provides user the necessary information for decision making. The Kimball data warehouse is consistent of data marts making the initial cost lesser. The Kimball data warehouse is consistent of data marts making the initial cost lesser. With large amount of data from multiple sources and regular business rules changes, Inmon and Kimball data modelling approaches become less effective. Hence a better evolved model of data vault is created by Dan linstedt. The Data Vault is a detail oriented, historical tracking and uniquely linked set of normalized tables that support one or more functional areas of business. It is a hybrid approach encompassing the best of breed between 3rd normal form (3NF) and star schema. The design makes the model efficient to store large volumes of data and changes of business rules do not require changes in the data warehouse hence it is cost efficient and user friendly. The data sources are in 3rd NF and data marts work in star schema. The data vault components are Hubs, Links and Satellites. Hubs contain the unique list of business keys and depicting core concepts of business such as customer, sales and are vital to identify and track their information. Business keys should have historical uniqueness. Links are the connections that relates two or more business keys and other links. The hub imposes the links granularity in relation to the link. Satellite contain the descriptive data that provides context to hubs and links business keys and contains only one parent table. When data changes occur in data warehouse, the descriptive changes are captured in satellites. Two major technological works is reviewed where data vault is applied to increase the system and business performances: 1. Droid vault a trusted data vault for android device and a guaranteed platform that provides sensitive data protection from malicious softwares for data owners. The model contains two layers of data storage, the green layer where the secure data are processed and the red layers that processes the unsecure data. Droid vault has three components 1. DPM maintains a secure channel for secure data transfer. The sensitive data are encrypted before the data is sent from the droid vault to the android file system. The Bridae module acts an interface. The I/O module secures the user input and display. A unique public/private key is set up for authentication which is one time registered password in the droid vault for secure data transfer to the untrusted android OS users. The design of DV hence provides confidentiality and integrity of sensitive data. The limitation of the model is: a secure environment will provide limited storage hence the data is moved to the untrusted android filesyste m. This downside requires additional extra encryption process in the droid vault. 2. Data vaults database technology for scientific file repository. Scientific researches is need of efficient technology to explore and manage high volumes of data storage which is rapidly increasing. Hence a data vault technology for storing large volumes of scientific data is constructed. Metadata managed by workflow systems or the file names let researchers search for data. DBMS can approach this issue by processing information at the data storage site, providing malleable query use to analyze and reduce information to TB of data. The limitations of this approach are 1.it is tedious and costly to load the state of art DBMS and DMS will not support specific scientific domain file formats. The solution to this problem in MongoDB data vault. The data vault components are: 1.the data vault wrapper facilitates communication with metadata external file repositories and data access. The virtual data warehouse structure is managed by the data vault cache. The data vault optimizer searches the best query execution plans. The data vault hold the data in it s original place format and parallelly allows transparent metadata and analysis, access of data using query language. The main advantage is the business rules can be applied in advance before the actual loading of data. Hence data vault provides extended functionality and flexibility. Structural information is separated from descriptive information for reasons of flexibility and avoidance of re-engineering in the case of a change. The Data Vault allows parallel loading of data and suitable for processing large amount of data when compared to the previous available techniques. The data are not processed or filtered. Change of data are never done and can process large amounts of data. Flexible, scalable and integrated data model and agile ready and final exploitation of data is not allowed. Data Vault is only power user accessible. Data in the Data Vault is not cleansed or quality checked and the benefits of data vault are indirect but very real. Data backup is necessary for the business and more up-front is required for long term payoff. The data vault architecture may be flexible and scalable but does not guarantee the reports generated are fully correct. Data Vault model introduces many joins and integration problems also unstructured data cannot be processed. Data must be made into information BEFORE delivering to the business. Data vault 1.0 is devoid of snowflake data model. Most of source data typically are not tracked by change hence forcing a re-load. Metadata must be defined in column based level for the business for storage paradigm to make sense. As the complexity of business rules increases the possibility of parallelism and scalability decreases. Scalability decrease will result in more time consumption for amount of information that is passed for processing. Data vault 2.0 is the latest data warehousing methodology which is a novel and improved version to overcome certain downside of data vault 1.0. The advantages are: 1) The must use of hash key as surrogate key enable the flexibility of data loading in parallel due to independent between satellites therefore paving way for usage of unstructured data in data vaults. 2) Data Vault 2.0 is zero dependency type architecture. The data across different can be joined easily, hence allowing data vault to be built in multiple platforms and can adapt better to changes. CRITICAL ANALYSIS Due to demand of processing large volumes of data and continuous changes in the business rules, data vault model is superior to Inmon and Kimball methodologies in terms of flexibility, agility and scalability and cost. The data vault 2.0 plays a critical role in minimizing certain important drawbacks. Data vault methodology should be more evolved to overcome the current limitations thereby providing better business and user solution. CONCLUSION The data vault methodology proves to be an excellent solution for the data warehouse for reasons of agility, flexibility, scalability etc. The data vault design make the model very effective for storing large volumes of data. The technology applications such as droid vault and data vault for scientific repositories have been modelled with use of data vault was benefitted in terms of security and storage and more. The data vault is advantageous but also has its limitations. Some of the important limitations are overcome by the latest data vault2.0 methodology. The data vault limitations should be overcome effectively by understanding the business and user needs and create more solutions in a cost-effective way in line with requirements. REFERENCES Stuart Lewis, Lorraine Beard, Mary McDerby, Robin Taylor, Thomas Higgins, Clarie Knowles, Developing a Data Vault, The International Journal of Digital Curation, Vol 11, No 1 (2016) Milena Ivanova, YaÄÅ ¸iz Kargin, Martin Kersten, Stefan Manegold, Ying Zhang, Mihai Datcu, Daniela Espinoza Molina, Data vaults: a database welcome to scientific file repositories, IEEE, Computing in Science Engineering ( Volume: 15, Issue: 3, May-June 2013 ). Lamia Yessad, Aissa Labiod, Comparative study of data warehouses modeling approaches: Inmon, Kimball and Data Vault, IEEE, System Reliability and Science (ICSRS). Xiaolei Li, Hong Hu, Guangdong Bai, DroidVault: A Trusted Data Vault for Android Devices, IEEE, Engineering of Complex Computer Systems (ICECCS), 4-7 Aug. 2014. V. Jovanovic, D. Subotic, S. Mrdalj, Data modeling styles in data warehousing, IEEE, Information and Communication Technology, Electronics and Microelectronics (MIPRO) William Inmon, Derek Strauss, Genia Neushloss, DW 2.0: The Architecture for the Next Generation of Data Warehousing.

Congress Tests Bush :: essays research papers

Los Angeles Times, November 6, 2001, â€Å"Congress Testing Bush’s Resolve†   Ã‚  Ã‚  Ã‚  Ã‚  How do we know if our president is doing his best to serve the people instead of acting on his own will? We entrust the president to make the right decisions and to do what is best for us. This is why we vote for who we think is the better president and hope he will serve us when we need him. After the recent attacks on September 11, 2001, a lot of stress has been put on the president because our nation is keeping a close watch on his actions. At times of war, he is our backbone and the support we need. Congress has been putting the president on the spot about spending money for drop-in supplies to Afghanistan, which will affect the entire United States by causing us to spend more money and at the same time, hurting our economy.   Ã‚  Ã‚  Ã‚  Ã‚  Recently, President Bush has been working since September 11 to find a solution to cut the spending of Congress, but at the same time, provide military assistance to Afghanistan. Bush believes that he may have opened up doors to profligate government spending and thinks he is too late to close them. On Wednesday morning, several presidential advisers met and decided that it was necessary to pursue and improve the stimulus package, the supplies being parachuted for the citizens of Afghanistan. Bush was against this idea and publicly asked for support from congressional leaders to limit the spending of the package. He was asked if he would veto the excessive spending, but Bush would not say. His credibility is on the line and the public will be watching him to see if he will stand by his words. While Bush has been gaining support from the people of America, Congress has been spending more money. Funds from the Social Security surplus have even been used for the war. Tax cuts to redistribute incomes have been added to the $40 billion already spent. Some people though, believe that the stimulus package should be scrapped. Lawrence Lindsey comments, â€Å"To kill them now, threatened a stock market collapse and a deeper recession.† All these events have been directed toward us because our nation will soon be in debt and we will have to cut down on spending to keep our economy up.   Ã‚  Ã‚  Ã‚  Ã‚  Congress has been testing the president’s limits on how much he plans to spend for the packages being dropped in Afghanistan.

Eddie Carbone in A View From the Bridge by Arthur Miller Essay

Eddie Carbone in A View From the Bridge by Arthur Miller The play â€Å"A view from the bridge† is set in Red hook area of New York, the play was written by a man called Arthur Miller he wrote this particular play in 1950 at the age of 35. His parents were immigrants in the United States of America, they had lived a wealthy life this all went wrong along with the American economy. Arthur Miller worked as a warehouse man, and in order to save his fees he went to Michigan University in 1934, to study economics and history. He did a course in playwriting and this became his ambition, he graduated from Michigan University in 1938. Eddie Carbone is the main character in the play, at the start of the play he is a very popular hardworking man then towards the end of the play he becomes a very angry distressed and jealous, and eventually loses his life by getting stabbed by his own knife. Eddie is mainly responsible for his own downfall because he didn’t want Catherine (his niece) to get married to her lover, Rodolfo. Rodolfo and Marco (his brother) are staying with the Carbones as illegal immigrants. Eddie becomes angry because he believes that Rodolfo is taking Catherine away from him this leads him to betray his family by reporting them to the immigration bureau. I think that â€Å"A view from the bridge† is a tragedy because of eddies extreme downfall, he dies because of one mistake. Throughout the play Eddie is jealous of Catherine because she is not his little girl anymore she is turning into a woman. Eddie is an Italian longshore man working on the New York docks. When eddies wife’s cousins, Marco and Rodolfo seek refuge, as i... ...to prevent. I think Eddie is mainly responsible for his own downfall but Catherine could have played some part in causing it because of her getting together with Rodolfo. Eddie never liked Rodolfo from when he first met him he always thought he was weird. Rodolfo also may be responsible for eddies downfall because he never asked eddies permission to get together with her. Marco is Beatrice’s cousin and after Marco and Rodolfo have been in jail they get bailed out and Marco goes after Eddie. Eddie is alone at this stage Marco hits Eddie lunges at Marco with a knife that is meant to kill him. Beatrice tells Eddie to stop but Eddie ignores her like he does throughout the whole play. Then as the knife is in eddies hand it is grabbed by Marco turned and drove into eddies body, within two minutes Eddie carbone is dead.

Age Of Technology Essay

We are certainly in the age of technology, but with all technology that is available, where does the line of privacy lie? More and more technical gadgets are being tested and manufactured for the convenience of individuals to enjoy them in the privacy of their own homes. Also, any business or public place you visit with most likely be ran by the aid of some sort of technical gadget. Society has become so used to this, no one really questions when personal information is asked to be shared to a complete stranger and typed or scanned into a piece of technology. Who knows where all of this information is going? With emails, cell phones, and google, it’s virtually impossible NOT to get someone’s personal information. Emails are something that’s getting sent on a daily basis all day every day. With having to set up email accounts, which ask for your social security numbers are basically your fingerprint, is an open door for people to find out any information they want to about you. Typically, some companies use company email addresses for memos that need to get to employees or company executives or any personal emails that need to be shared. With company emails come company email policies that will explain why the emails were provided and what is not acceptable content to pass through email. In the Michael A. Smyth v. The Pillsbury Company case, Mr. Smith and another employee were terminated for exchanging emails that made threats to sales managers and made rude comments about certain company events. Mr. Smith sued the Pillsbury Company for violating public policy by committing a tort known as â€Å"invasion of privacy†. In the policy, Pillsbury stated that all employee emails were going to remain confidential and privileged including plaintiff. On these grounds, Smith thought he had a case against the Pillsbury Company, but as the defendant (Pillsbury) pointed out, the company wants to keep their employees safe so the frequent email checks to ensure that nothing illegal or disrespectful is being sent to any member of the company employees that utilize the email provided by the company. To Pillsbury this was a liable enough reason and invasion of privacy was not relevant. To me, this goes along with other popular gadgets and social networks such as smartphones, Facebook, and Google. All of these are intertwined because they all are things that society virtually live off of but it can give you the birth place of any human being if you just knew a few simple things. With Smartphones you can surf the web, sign your phone onto any email account (where your social security number is ALWAYS need), and satellite waves called Wi-Fi or Wireless Local Area Network. Wi-Fi can pick up anyone’s smartphone and or computer and can receive the carrier’s information like telephone numbers or even where this individual lives! This could probably be a disadvantage or an advantage depending on the situation. If I was lost, say for instance, if I used a smartphone, my actions could be traced and I could possibly be found. On the other hand, if I was trying to stay away from someone, they could use Wi-Fi or internet to track me and see where my last location was. With Google and Facebook these are things I feel are inevitable. If you have ever paid a bill online, signed up for anything, or searched for something via web, your personal information is already out there for the grabbing! Billions and billions people use Google and Facebook on a daily basis. If you have signed up for facebook and you have conceived a Facebook page, you can be googled! The USA Patriot Act that stands for, Uniting (and) Strengthening America (by) Providing Appropriate Tools Required (to) Intercept (and) Obstruct Terrorism Act of 2001. This Act was enforced and signed by President Bush after the September 11th disaster. A four year extension of the Act was also signed via autopen by President Obama which gave protection to government officials when roving wiretaps, business records, and other personal information that could possibly help government relations in the long run. I personally agree with the law. We are in the world of electronics and technology. Everything we own, every business we run or visit, and every website we search is tracking us. If a serial Facebook rapist was out to get me, by him sending me an inbox message on Facebook or even being my friend on Facebook, he could easily be tracked down through those just seemingly small thing. There are other things like ancestors.com that could help you finish the missing piece of your family tree. Even though privacy is a big part of being an individual, you have to be mindful of the things you do when it comes to the internet and technology. There are certain ways for you to maintain individual privacy such as not putting your phone on speaker or using headphones when you listen to music. The law doesn’t prohibit the right to conversation but when the conversation is done through texting, if it gets leaked, who’s at fault? It’s your right to have a cell phone but is it the other person you text their right to repeat it? When the send button was pressed you gave up your right to the confidentiality of that conversation. So to me, it’s just life. I try to keep what I can to myself but once I cross that line of â€Å"internet service† I give up a little piece of privacy with every search, download, or sign up.

Study Guide History 17b

History 17B-13 Second Midterm Study Guide This exam (November 1) will be closed book and closed note. Please bring a small bluebook or greenbook, a Scantron form #882E, #2 pencils, and pens. You will need to use pencils for the Scantron form and pens for the blue/greenbook. If you must write in pencil in the blue/greenbook, make sure it is dark and sharp enough to be read clearly. I will not allow any electronic devises to be visible during the exam.If I see one out in the classroom, you will flunk the exam. I strongly prefer that no one leave the room while they are still taking the exam. If you must, you will need to ask permission. Once you have completed the exam, turn it in and you may leave. Part I (50 points) In this section of the exam you will be given twenty-five true/false and multiple-choice questions based on the lectures only. These will only cover lectures SINCE the first midterm. Each answer is worth two points. Part II (50 points)In this section of the exam you will be given two of the following questions on the day of the exam and asked to write on only one of them. Your essay should be well developed, with an introduction that contains a precise thesis statement, an essay body that proves that thesis, and a conclusion that summarizes your argument and points out its historical significance. I expect the essays to be based on the lecture material. 1. The home front period of World War I and the year following the war (1917-1919) was marked by wide-scale patriotism, mass unity, and relative peace and calm.Write an essay that explores if and why the historical evidence supports or refutes that statement. 2. Many Americans in the mid-1920s could not have imagined in the near future an end to the economic prosperity, Republican dominance of national politics, and cultural conflict. Describe why they would have thought that why (that is, what were the 1920s like for each of these issues), how these issues were already changing prior to the Great De pression, and how and why the Great Depression fundamentally changed them. . After briefly describing how and why the Great Depression affected the United States, discuss how both Presidents Hoover and Roosevelt dealt with the Depression. Which approach proved more popular and effective and why. 4. Write an essay that addresses what the New Deal sought to accomplish. You will want to discuss what it broadly sought to do, and particularly how it addressed issues such as housing, workers, the elderly, and electrification. What is its legacy? . Why did the United States become involved in World War II? You will want to discuss both the issues drawing the United States into the European conflict and how it became involved with Japan in the Pacific. How did both the European and Pacific wars come to an end? Reading Quiz Attached to the exam will be a reading quiz, covering Beals through page 154. There will be twelve, multiple-choice and true/false questions. Answer them on the back of t he Scantron form.