Why Do You Think This Strategy Became Less Viable in the 1990’s?

Chapter 12 – The Strategy of International Business Key Points of the chapter Strategy – is the actions managers take to attain the goals of the business (usually to maximize value for the shareholders/stakeholders). Value Chain – The operations of the firm compose the value chain which are the series of value creating activities that occur to create value. These actions include sales, production, IT, accounting etc. These activities are divided into support and primary activities. Primary Activities – Design, creation and delivery of the product. They are: 1. R&D 2. Production 3. Marketing 4. Sales Support Activities – Inputs that allow the primary activities to occur 1. Information Systems 2. Logistics 3. Human Resources Global Expansion Practices 1. Expand the market for your domestic products by selling internationally (Export) †¢ Requires a company to tap into their core competencies 2. Move production to the most efficient countries to realize location economies †¢ Some countries have a comparative advantage of production †¢ Transportation costs and trade barriers must not be an issue †¢ Location Economies is the value created by finding the most competitive place to produce product, therefore adding value i. Competitive can mean cheapest or best †¢ Creates a global value web as opposed to a value chain 3. Serve expanded markets from a single location, while recovering experience effects †¢ Experience curve: Systematic reductions in production costs that occur over the life of a product i. A products production costs decline each time the cumulative output doubles †¢ Learning Effects – Costs savings through learning by doing †¢ Economies of Scale – Reduce costs by creating a large volume of product, the larger your market, the more opportunity for this you receive. 4. Learn from foreign operations to increase your value Mature multinationals who already have operations in foreign markets can learn from their operations in order to create value for those specific customers. Pressures for Cost Reduction Managers can be forced to create value by reducing costs. This can be done through: †¢ Mass-produce a standard product †¢ Outsource certain functions †¢ Tends to occur in highly commoditized products (Chemicals, sugar, gas, steel) Pressures for local Responsiveness Arise because of: †¢ Difference in consumer tastes and preferences †¢ Infrastructure †¢ Accepted Business practices Distribution channels – May require a change in marketing strategy †¢ Host government demands International Expansion Strategies Global Expansion Strategy Focus †¢ Reaping cost reduction benefits through: †¢ Economies of Scale †¢ Learning effects †¢ Locations economies †¢ Low Cost on a Global Scale Method †¢ R&D, Production and Marketing activities are concentrated in a few favorable locations †¢ Try not to customize their products/marketing strategy †¢ Use aggressive pricing When to use it †¢ Strong pressures for cost reductions †¢ Minimal demand for localization Localization Strategy Focus †¢ Increase profitability by customizing goods to match tastes and preferences in international markets Method †¢ Increase the value of the product in the local market †¢ Duplication of functions †¢ Smaller production runs †¢ Still need to be as efficient as possible When to use it †¢ When cost pressures are not high †¢ When local tastes differ dramatically †¢ When you have fewer competitors Transnational Strategy Focus †¢ Multidirectional transfer of core competencies and skills †¢ Leveraging subsidy skills Try to achieve low costs through location economies, economies of scale and learning effects while differentiating their products for the local market. †¢ Very difficult to accomplish Method †¢ Redesign products to use the same components and produce them in one location †¢ Use assembly plants in key markets to assemble the more market specific final product When to use it †¢ When cu stomization and cost reduction pressures are high †¢ When managers have to balance the divergent pressures International Strategy Focus †¢ Taking products from your local country and without much customization, selling them in other markets. Method †¢ Centralize product development functions †¢ Tend to establish manufacturing and marketing functions in each major country or geographic region in which they do business. †¢ Increases costs but there are no cost pressures so that isn’t an issue †¢ May decide to do some minor customization of the marketing strategy When to use it †¢ Low cost pressures †¢ Low need for local responsiveness †¢ Selling products that serve universal needs †¢ Do not have many competitors Chapter Questions Q2: What are the risks that Wal-Mart Faces when entering other retail markets? How can the risks be mitigated? Economic Risks/Exposure Likelihood that economic mismanagement will cause drastic changes in a country’s business environment that hurt the profit and other goals of a particular business enterprise. †¢ Increase in inflation can hurt profits †¢ Recession †¢ Loss of confidence in the market and loans Legal Risks If Wal-Mart decides to enter a market where the legal system fails to provide adequate safeguards in the case of contract violations or to protect property rights they are opening themselves up to legal risks. Could affect the ability to participate in long term contracts and joint ventures Cross Cultural Literacy Risk: As experienced in this case, Wal-Mart suffered from cross cultural illiteracy, where they were ill informed about the practices of another culture which caused them to make bad decisions. Mitigation Strategy: Wal-Mart needs an adaptation strategy, which allows them to negotiate properly for the market, know the appropriate pay systems, set up the right organization, etc. They can do this by hiring local citizens, or a consultant. Transaction Exposure Risk: Extent to which foreign exchange values affect the income from individual transactions. Translation Exposure Risk: Impact of currency exchange rates on the reported financial statements. Mitigation Strategy: Lead strategy where you collect the foreign receivables early. Lag strategy, involves delaying payables if the currency is expected to appreciate. Political Risks Depending on where Wal-Mart is choosing to expand to, political forces that ould cause a drastic change in the country’s business environment could adversely affect the profit and other goals of a business enterprise. †¢ Strikes †¢ Demonstrations †¢ Terrorism †¢ Violent Conflict †¢ Enactment of unfavorable business laws CT 5 – Reread the management focus on the evolution of strategy at Procter and Gamble, then answer these questions: a) What strategy was P&G pursuing when it first entered foreign markets in the period up until the early 1990s? b) Why do you think this strategy became less viable in 1990s. In the pre-1990’s era P&G found their international expansion through the use of a localization strategy. They did develop many of their products in Cincinnati, but they relied on their semi-autonomous subsidiaries to manufacture, market and customize many of their products for the local markets their served. This model started to show signs of strain when many of the trade barriers that existed, specifically between European countries were lifted. This created an increase in competition, and for P&G exposed their now unnecessary duplication of assets and processes. Also the creation of the â€Å"big box† retailers (such as Wal-Mart and Tesco) were causing the competitive factors driven by purchasing power to put pressures on lowering P&G’s prices even further. Due to the increase in competition and the changing market conditions P&G closed some of their local plants and asked their subsidiaries to exploit as much economies of scale as possible in their production lines. They also asked their local centers to create and use global brands whenever possible to try and reduce marketing costs. While these cost avings were effective, they were still not enough and P&G then reorganized the company to be a pure Transnational Strategy, with more control occurring in the regional centers than ever before and using as little local responsiveness as possible to reach their customers so they could compete on price as much as possible. The benefits of the transnational strategy include: †¢ Cost reduction †¢ Reducing duplication of ass ets †¢ Creating global brands †¢ Manufacturing in places that have a comparative advantage in the production of that product †¢ Increase market share by beating your competitors prices Risks †¢ Very difficult to implement & manage †¢ Organizational Structures have to be very complex and it can lead to o Performance ambiguity o Confusion over corporate goals o Culture issues †¢ High coordination needs that are both formal and informal Chapter 13 – The Organization of International Business Key Points of the Chapter Organizational Architecture: the totality of a firm’s organization, organizational culture and people. These three areas must be addressed for a company to be successful in the global market place. The architecture must match the strategy of the firm. Organizational structure: Formal division of the organization, the location of the decision making (centralize vs. decentralized) and the establishment of intergrating mechanisms to coordinate the activities of subunits. Control Systems are metrics used to measure the performance of subunits and make judgments about how well managers are running those subunits. Incentives are the divides used to reward appropriate managerial behavior. Incentrives are very closely tied to performance metrics. Processes are the manner in which decisions are made and work is performed within the organization. Organizational Culture refers to the norms and values systems that the employees of an organization share. Organizations are societies of individuals who come together to perform collective tasks. [pic] Organizational Structure 1) Vertical Differentiation – location of decision making a) Centralized – When the decisions are made by upper management Pros: †¢ Can facilitate coordination †¢ Ensure decisions are consistent with organizational objectives †¢ Give top level manager the means to bring about changes (authority) †¢ Avoid duplication of activities ) Decentralized – Local managers make the decisions †¢ Top management can become overburdened when decision making authority is centralized, which can result in poor decisions. †¢ Motivational research favors decentralization, people are more likely to give more to their jobs when they have a greater degree of individual freedom and control over their work. †¢ More rapid response †¢ Can result in better decisions because the people with the best information are the ones making the decisions. †¢ Can increase control, making the management more autonomous and therefore accountable. Frequently it makes sense to centralize some decisions and to decentralize others, depending on the type of decisions and the firm’s strategy. 2) Horizontal Differentiation – formal organization structure Decision is made on functions, type of business or geographical area. †¢ International Division – When a single division runs all the international activities. Facilitates the international strategy. †¢ Worldwide area structure – World is divided into geographic areas, each division has its own value creation activities. Facilitates local responsiveness. Difficult to transfer core competencies. Worldwide product divisional structure – Each division has its own value creation activities organized around the products they produce. Headquarters retain responsibility for the overall strategic development and financial control. Gives opportunities to consolidate the value chain creation of different subunits. Can require a lack of local respon siveness. †¢ Global Matrix Structure – Tries to solve the issue Bartlett and Ghoshal have argued where a company needs to be price competitive and locally responsive by creating a matrix where decisions are made by both product and regional managers. It is very difficult to pull off a global matrix structure as it creates conflict for the employees having two bosses with two different goals. In light of these problems many firms that pursue a transnational strategy have tried to build flexible matrix structures based on enterprisewide management knowledge networks and a shared dual culture. 3) Integrating Mechanism – mechanisms for coordinating subunits †¢ The need for integrating mechanisms changes with the strategy, the company is using: Lowest – Localization strategy Highest – Global and Transnational †¢ Very important in firms trying to transfer core competencies between units †¢ Very important in firms trying to recover economies of scale and learning experience with a web like value â€Å"chain† Questions CT2 – Discuss the statement â€Å"An understanding of the causes and consequences of performance ambiguity is central to issue of organizational design in multinational firms. † Performance Ambiguity exists when the causes of a subunit’s poor performance are not clear. This is not uncommon when a subunit’s performance is partly dependent on the performance of other subunits; when there is high interdependence between different subunits. In firms not pursuing a localization strategy, certain degrees of performance ambiguity are going to exist. In an international strategy, integration is required to facilitate the transfer of core competencies and skills. The success of a foreign operation is partly dependent on the quality of the competencies transferred from the home country, therefore these firms must design an organizational strategy with enough integrating mechanisms to achieve this. In firms pursuing a global standardization strategy they need to recover location and experience curve economies, making many of the firms processes interdependent. This will require even greater controls and integrating mechanisms and make the decisions more complex and the decision tradeoffs more substantial (i. e. save money on this product or spend money to make it easy to sell the product). Firms with the highest level of performance ambiguity are transnational firms. The multidirectional transfer of competencies requires significant interdependence and lots of join decision making, making the performance ambiguity very high. This means the control costs are going to be highest in transnational firms and that many of the costs recovered by the transnational strategy are lost to creating the expensive control systems that must exist to facilitate the strategy. Another byproduct of this strategy is that global and transnational firms need to do more than use only output controls of objective performance metrics such as profits, productivity and market share in order to control their subsidiaries. These firms must look into cultural controls, encouraging managers to want to assume he norms and value systems and use those values to solve problems between the interdependent units and avoid finger pointing based on the output results. CT5 – If a firm is changing its strategy from an international to a transnational strategy what are the most important challenges it is likely to face in implementing this change? How can the firm overcome these challenges? While becoming a multinational firm does not require a strategy change, in order to compete in the global economy and be the best at what you do, organizational change may become a requirement. First the company must decide their strategy and then they must develop an appropriate organizational structure to complement those goals. A transnational strategy focuses on the simultaneous attainment of location and experience curve economies, local responsiveness and global learning. This firm may want to look into a matrix structure where managers from regional and product areas come together to make decisions that will benefit both points of view. They need to implement control systems that will allow them to work with their globally dispersed value chain and to transfer core competencies and therefore will likely be more culturally driven then output driven. Decisions should be made at both a centralized and decentralized level depending on what the company needs to transfer between units and what specifically about the product needs to be locally responsive (e. . branding/marketing). There needs to be a mix of informal and formal integrating mechanisms which can be found in the decision matrix and via informal networking tools (e. g. Twitter). Finally there needs to be strong culture cultivation to keep all the units on the same page which can be accomplished by a strong leadership with good vision and a willingness to participate in the dissemination of that vision. According to the text the three basic principals for performing organizational change include: 1) Unfreeze the corporation through shock therapy Incremental changes are not necessarily enough †¢ People can easily reject or avoid incremental change †¢ In this case the announcement of a dramatically different structural organization to facilitate the new goals †¢ Senior managers must lead the way in the changes and the unfreezing process 2) Move the org to a new state through proactive change in the architecture †¢ Reassigning the responsibilities in the new organization †¢ Changing the control systems to be less output based and more culturally based †¢ Letting people go who are unwilling to change †¢ The changes must be done quickly Involving the employees from the beginning will get their buy in and will makes the changes better received. 3) Refreeze the org in its new state †¢ This step can take longer †¢ It requires culture es tablishment while the old one is dismantled †¢ Re-socialization of employee behaviors †¢ Hiring policies must change †¢ Control systems must be tested and be consistent with the new culture and ignore the old one †¢ The upper management must be diligent and not allow the old pressure to creep up Chapter 14 – Entry Strategy and Strategic Alliances Key Chapter Points Two Major Ideas: 1) The decision of which foreign markets to enter, when to enter them and on what scale 2) The choice of entry mode Which Market (Recap of chapter 2) The attractiveness of a country as a potential market depends on balancing the benefits, costs and risks associated with doing business in that country †¢ Long Run economic benefits of a function of size of the market, present wealth, likelihood of future wealth †¢ Future economic growth, which is a function of a free market system and the country’s capacity for wealth. †¢ Riskier in politically and economical ly unstable countries †¢ What kind of value the firm can create for consumers in that market Timing of Entry Early entry – when a firm enters a foreign market before others do First movers advantage †¢ Pre-empt rivals †¢ Gain market share †¢ Establish a strong brand Creating switching costs to tie your buyers to you †¢ Set the price so you can cut prices when competitors arrive First movers disadvantage †¢ Pioneering costs, from the foreign business system being so different that time and expense must be sacrificed to learn the ropes †¢ Business failure if the firm makes mistakes based on bad knowledge †¢ Promotion of a new product or idea Late Entry – When a firm enters a foreign market after other firms do †¢ Can watch what your competitors do, and learn from their mistakes †¢ Can ride the coattails of their marketing and promotion †¢ Don’t need to educate your customers Scale of entry †¢ Large scale Requires significant resource commitment which can lead to strategy commitments, where you can’t get out of the deal without suffering significant consequences o It does create a presence and instills belief that you are committed to your product and customers †¢ Small Scale o Allows a firm to learn the market without exposing the firm to risks o Way to gather information o Lack of commitment may make it harder to attract customers Entry Modes Exporting Advantages †¢ Avoids substantial costs of establish manufacturing operations in another country †¢ May help the firm achieve experience curve, location economies and economies of scale Disadvantages It may be cheaper to produce abroad †¢ High transportation costs on shipping could make it uneconomical to export †¢ Tariff barriers may prohibit your exporting, making it uneconomical, and the threat of tariff barriers can make it risky †¢ Delegates of the company that perform the sales, marketing, se rvice may work for other competitors and therefore will not have your best interests in mind Turnkey Projects – The contractor agrees to handle every detail of the project for a foreign clients, including the training of operational personnel. At the end the client is handed the â€Å"key† to a fully functional plant. Typically in complex production businesses. Advantages The know how is a valuable asset and you can earn returns on that knowledge †¢ Useful when FDI is limited †¢ Can be less risky than traditional FDI Disadvantages †¢ No long term interest in that country †¢ May create a competitor out of the creator of your factory †¢ Could be selling your comparative advantage Licensing – The licensor grants the rights to intangible property to another entity for a specified period, and in return, he licensor receives a royalty fee from the licensee. Advantages †¢ Licensee puts up most of the capital †¢ Good for firms lacking capital †¢ Prohibited from direct investment in a foreign market Disadvantages (3 serious ones) Does not give tight control over manufacturing, marketing, strategy, etc. that si required for realizing the experience curve and location economies. †¢ Limits a firms ability to share wealth amongst various divisions, and therefore limits a coordinated international strategy †¢ Giving away your comparative advantage Franchising – a specialized form of licensing in which the franchiser sells the IP, but also the franchisee needs to follow those specific rules the franchisor sets out. Advantages †¢ Firm is relieved of many of the costs and risks †¢ Good for firms lacking capital †¢ Good when you are prohibited from FDI in that country †¢ Allows you to build a global presence quickly Disadvantage Great for services, but perhaps not manufacturing †¢ Limits a firms ability to share wealth amongst various divisions, and therefore limits a coordina ted international strategy †¢ There are different definitions of quality, safety, etc. in different places making it difficult to maintain your image across other countries Joint Ventures – Establishing a firm that is jointly owned by two or more otherwise independent firms, it’s popular mode of entry into foreign markets. Advantages †¢ Get to benefit from the local firm’s knowledge of the host country culture, norms, language, political situation, etc. †¢ Provide the local knowhow to a new country †¢ Share the risks with another company Sometime political factors make it impossible not to partner with a local firm Disadvantages †¢ Risking giving away your comparative advantage to a potential competitor †¢ The firm doesn’t have tight control over local operations, making it difficult for companies needing to transfer a culture †¢ Shared ownership can lead to conflicts between the two corporations, which can be exacerbate d by the fact that the two firms are from different nations. Wholly Owned Subsidiary – The firm owns 100% of the stock in the project. Can be done through a Greenfield venture, where you build a factory from scratch or via acquisition of an existing enterprise. Advantages †¢ Protect your knowledge Tight control †¢ Required to gain experience and locations economies †¢ Can engage in global strategic behaviors Disadvantages †¢ High costs and risks †¢ Culture transfer can be difficult, especially in terms of an acquisition Chapter Questions Tesco Q2 – How does Tesco create value in its international operations? Tesco creates value by offering something that the market is lacking: a well run competitive grocery store. They enter emerging markets with growth potential and few competitors. They then acquire or partner with current enterprises in that country in order to ensure that the value they are creating will work for that particular consumer. Tesco researches their potential partners carefully, and they pick a solid chain with some stores and they build off of that known base. They bring to the table their core competencies, but they don’t remove the local managers who have the knowledge of the customer. Finally they have the capital and the retailing know-how to bring their moderately successful firms into a globally back force. This value is created out of successfully leveraging the joint venture strategy, where both firms bring something useful to the table and both are given the opportunity to be successful with their knowledge. Grocery stores are part service and part goods firms. Tesco’s strengths exist in both, but they are leveraging their service and management know-how transfer through the use of the joint venture. We know that value creation is measured by the difference between the converted inputs that create the cost of a product and how much the consumer is willing to pay for that product. More specifically in this case it is the amount consumers are willing to pay for the goods inside of the Tesco subsidiary. Porter states that it is important for the firm to decide where it wants to be strategically positioned in terms of cost effectiveness, and differentiation. Tesco wants to be a low cost provider of all the goods a consumer would purchase at a grocery store. They compete through their value chain by gaining purchasing power through expansion, and by leveraging their values skills in foreign markets. CT 5 – A small Canadian firm that has developed some valuable new medical products using its unique biotechnology know-how is trying to decide how best to serve the EU. Establishing a manufacturing firm outside of Canada is not outside of the firm’s reach, but it will be a stretch. Which of the following options would you recommend and why? a) Manufacture the product at home and let foreign sales agents handle the marketing. b) Manufacture the product at home and set up wholly own subsidiaries in Europe to handle marketing c) Enter into an alliance with a large European pharmaceutical firm. The product would be manuf in Europe y the 50/50 joint venture and marketed by the European firm. As stated in the text, if the firm’s core competency is the based on control over proprietary technological know-how, it should avoid licensing and joint-venture arrangements if possible to minimize the risks of losing control over that technology (option C). While the strategic alliance will allow for entry into the foreign market, I don’t feel that the EU is such a different type of market that it would be impossible to find someone in the US who they could hire to help them understand that market. The partnership can give competitors low cost access to the new technology and markets. Wholly owned subsidiaries for marketing would allow for the marketing to be owned by the firm and therefore reduce the risks associated with using the local sales agents that may serve their own interests in lieu of the firm’s. However, I suggest that the core competency of the firm is not their marketing skills, but rather their technological know-how. This means that they would be choosing to take on major risks and expenses in order to transfer a non core competency and therefore find themselves at risk of failure. Going back to the Lincoln electric case, we saw how selecting a mode of entry strategy on something other than your comparative can lead to significant issues. Exporting (option a) allows for the firm to realize location economies, experience curve economies while suffering from high transport costs, trade barriers and problems with local marketing agents. In this instance, the cost of shipping medical instruments is typically quite low, and the trade barriers between Canada and EU are nonexistent. However, they may find the local sales agents to be at odds with other competitors making it difficult to distribute the product. Despite this drawback however, I feel that the financial risks associated with option b and the dangers of losing their core competency in option c I would use the less risky option a. Chapter 15 – Exporting, Importing and Counter Trade Key Chapter Points Chapter Questions CT3 – An alternative to using letter of credit is export credit insurance. What are the advantages and disadvantages of using the credit insurance rather than a letter of credit for exporting: a) A luxury yacht from California to Canada b) Machine tools from New York to the Ukraine A letter of credit, abbreviated as L/C is: †¢ Issued by the bank at the request of the importer †¢ States the bank will pay a specified sum of money to a beneficiary, normally the exporter, on presentation of particular, specified documents †¢ Charge a percentage to the importer as a fee for the service †¢ May require the importer to do some type of deposit †¢ It is a financial contract †¢ Allows for the banks to determine the creditworthiness of your trade partner, so no relationship must exist for the trade to take place Export Credit Insurance: Sometimes exporters who require a letter of credit from an importer will lose their business to another exporter who doesn’t require all the additional work †¢ Thus when the importer is in a str ong bargaining position and able to play competing suppliers against each other, an exporter may have to forgo a letter of credit. †¢ This exposes the exporter to risk †¢ The exporter can protect themselves against that risk through the us of exporter insurance †¢ The FCIA provides coverage against commercial and political risks. Losses due to commercial risk result from the buyers insolvency or payment default. a) Because the competition for selling this product is somewhat high I would expect the buyer to have more power than the seller and therefore I could see them asking the seller to forgo the letter of credit. If that is the case export credit insurance will be the likely route to manage the trade. However, if the seller can get the buyer to comply the letter of credit between the reputable Canadian bank and the US bank will be a good asset to leverage if possible. b) Because of the nature of the transaction, the letter of credit may be the best solution. This way the seller can insure that the buyer is credit worthy and the bank will take care of the relationship needs so the buyer and seller do not have to create a relationship. My only concern would be that of the Ukrainian bank and whether you can trust their banking system. It may be more prudent to use the exporter insurance again to guard against the ever present political and economic risks in that country. ———————– Structure Incentives & controls Processes Culture People

DSTV Consumer Behaviour

DUST aims to give â€Å"So Much More† to their clients and they do this with the creation of an effective racketing strategy. They target people who demand a high level of entertainment with a variety of program offerings such as Movies, Music, News, Comedy, Documentaries etc, for the entertainment of their clients thus creating and delivering value to the customer. The customer may choose what they want to watch whenever they want to watch It, whether at home or on the move with various Innovations such as the decoder at home and the Walk which may be used on the move.With all the innovations they have come up with and made money off, DUST still aims to better he environment they work in whether it is improving the lives of people through charity organizations or CSS. DUST has created employment for people of Africa and opportunities for Africans such as the Face of Africa competition, New Directions Initiative and the creation of Channel O which focuses on the musical talent s of some of Africans best musicians.DUST has also created multiple initiatives focused on improving the lives of people living in South Africa such as giving access to water to people without and making green houses for the people of South Africa. DUST rated and Installed the playful system In multiple schools throughout South Africa. This system combines the energy of children who would play on a Roundabout Playful which would produce water as they play, this water Is then used by the children for drinking purposes and it is used to water the food gardens areas to create a green environment.DUST has already provided over 5000 trees for low income households and community areas in the country. (Anon B) Market Analysis Customers User's Demographic core LSI: 8 – 10 Gender: 50% Male 50% Female Age: 6 – 18 Years Selector's Demographics ore LSI: 8- 10 Age: 20 – 35 years Payer's Demographics Age: 25-arrears Organizations Capabilities Strengths DUST offers over 90 Cha nnels and 78 Audio Channels Innovative – They have introduced Mobile TV I. E.Drifts, Drifts USB, Walk, Drifts (Lisle's Notes) DUST is Technologically Advanced – â€Å"South Africans Leading Satellite Pay Television Brand† (Lisle's Notes) Weaknesses DUST offers too many options in its Premium Bouquet DUST Premium is expensive and the cheaper DUST compact offers little entertainment Dusts is difficult to navigate and troubleshooting problems such as loss of signal uh to mechanical failure are difficult to fix Opportunities A growing Mobile Entertainment market The online media streaming trends Technological advancement e. . HAD Television, Smartened APS that allow you to stream media, AD TV. Threats People going back to traditional entertainment e. G. Children choosing to play outside instead of watching TV Piracy e. G. Illegal movies being sold at traffic lights being substituted for DUST Box Office Competitors e. G. Estimates which has over 7 million Current Com petitors Cinema e. G. Steer-Senior, Memento etc. TOP Walking on Water On Digital MediaE-sat Talked Media Future Competitors Nettling Provider of on demand online streaming media Numb Television They aim to offer 150 Channels HAD Channels Catch-up/On Demand Service Youth Stream videos online TV's being able to connect to internet meaning consumers can stream videos online The Environment Economic Forces Petrol price increase means some items will become more expensive which may force some to cut back on luxuries e. G.Changing from DUST Premium to Compact in order to save money Technological Forces Introduction of Smartest which may connect to the internet Smartness becoming trend in South Africa, DUST Mobile customers may increase. Legal Forces Laws that allow/disallow the broadcasting of certain events e. G. Oscar Posteriors Trial may increase DUST viewers Environmental Forces Weather patterns changing, more rain means DUST signal will be affected, which affects the performance of t he network. Segmentation DUST operates in the Satellite TV Market. They have chosen to focus on mainly the entertainment and education segments of that market (Anon C).This market is one that provides consumers with amusement in the form of Game Shows, Sport, Music, Movies etc, as well as insight and knowledge in the form of Documentaries, News and Learning Programs. The best way to segment the DUST market would be to place a group of individuals who share a similar set of needs and want together and provide them with programming that would best satisfy those needs. (Moray Roberts L. ) This segment would be targeted at children below the age of 10 years. These children are part of the core LSI (LSI 6 – 8).There's no cultural, racial limitation to the group and the programs featured in this Segment would include channels such s Cartoon Network, Disney and Nickelodeon for Entertainment purposes as well as channels such as the Learning Channel for Educational purposes. I choose to segment in this manner because this would allow DUST to effectively target children more and provide higher quality services to the parents and the children watching the shows which would best fit Dusts slogan â€Å"So Much More. † DUST premium This segment is targeted at adult Males and Females between the ages of 40 – 50 years.This individual is at the prime of their life and needs a high level of service and value for money. This individual is part of LSI 8- 10 and has a high ranking position in their workplace. This individual gets to enjoy all of Dusts offerings exclusively at any time of day. These individuals may watch DUST on their own or with their family/friends. DUST compact This segment is targeted at young adult males and females between the ages of 20 – 25 years. These young individuals are students and cannot afford to pay Premium prices but would like to enjoy some of Dusts offerings.This segment focuses purely on entertainment e. G. Reality s hows, game shows, music and series. They get to watch their favorite shows in their apartments/flats or on their smartness. These individuals are part of LSI 7 – 9 and are generally into speaking about celebrities and the latest gossip. DUST Cinema This segment is targeted at adult Males and Females between the ages of 30 – 40 years. These individuals love watching the latest movies and with the price of cinema tickets increasing they would benefit greatly from an affordable movie ticket in the comfort of their own home or while on the move.These individual are social and can e found in restaurants with their family or friends but would prefer to watch movies at home where there are less people and more comfort. Conclusion DUST has been able to grow its market over the years by creating effective marketing strategies that satisfy the consumer's needs. This has increased the amount of loyal customers they have and through thorough understanding of their customer's behav ior they may continue to make the right decisions when it comes to what their customers want and need as well as what they offer. References Bridal Paramus S. Roberts-Lombard M, 2012, Consumer Behavior, 2nd Edition, Marketing, 12th edition, Pearson Education Inc, 10 February 2014 Anon A, http:// unbranded . Co. AZ/news/broadcasting/81013-dust- more-subscribers- more- money. HTML, 15 February 2014 Anon B, http://www. Melancholic. Co. AZ/Melancholic/ view/Melancholic/en/page 24238, 17 February 201 5 Anon C, http:// www. Superabundant. Com/AZ/index. PH? 17 February 2014 Anon D, HTTPS:// www. BC. Dude/?Joneses/overhead. HTML, 23 February 2014 Gill Model, 2013, http:// grubstake. Co. AZ/2013/05/09/did-top-TV-ever-stand-a-chaw once-Ana lays is-of-dusts- strengths-weaknesses', 24 February 2014

Widget Airlines

Imagine Widgets Airlines, Inc. operates 18-seat commercial flights between New York City and Washington, DC. After 10 seats have been sold on each aircraft, the company has reached the break-even point. Should Widgets consider offering a discounted fare for seats 11 through 18? Yes. Widgets Airlines, Inc. should offer a discount on the remaining seats. What are the advantages and disadvantages of not offering a discount on seats 11 through 18? The advantages of selling at a discounted price are that they would sell their seats faster depending on the price they are selling at.This could be a beneficial by gaining more customers who travel for business on a weekly basis especially on Thursdays. The disadvantage of not offering discounts is that the flight will have empty seats because the price is too high. Even though the company will lose profit initially, the airline will develope a good reputation for low fares and fair treatment; as a result, they will continue to get business. W hat are the advantages and disadvantages of offering a discount on seats 11 through 18?The disadvantages of offering a discount include: unhappy customers (who feel that the discount wasn't good enough, aka insignificant). Another disadvantage is that the company will lose revenue . The advantages include: happy customers (who are glad to have been able to save money and to not have to mess with rebates), selling the seats more quickly, boosting the company's reputation with the promotion, and possibly securing the loyalty of frequent fliers. How would you decide how much of a discount, if any, could be offered? What effect would the discount have on the financial statements of Widgets Airlines, Inc.?We will decide how much of a discount would be offered by comparing the other competitors. For example if the other competitors sell more tickets base on a %20 discounted rates for specific days, the company will adjust its discount rates at %25 on those days. Widgets would not lose any revenue because it is all profit at this point. This would only bring in more customers especially the ones who fly on a weekly basis. The financial statement will stay the same because all companies offer discounts at some point and this would show on the income statement.

KFC In India Essay Example | Topics and Well Written Essays - 3000 words

KFC In India - Essay Example Globalization is a process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology. This process has effects on the environment, on culture, on political systems, on economic development and prosperity, and on human physical well-being in societies around the world. (Website: http://www.globalization101.org/What_is_Globalization.html Globalization makes use of modern technological advancements and also focuses on the quick transfer of technology, to keep with the changing world. Therefore, Globalization is a phenomenon that charges towards progress and engulfs the whole world, in this process. The development in technology has led to the process of Cloning and other artificial forms of life. Today, we have hybrid varieties of fruits and vegetables being imported from various parts of the world; which truly symbolises globalization. The widespread Globalization has led to the free movement and transfer of goods, capital, technology and people, from one hemisphere to the other. Therefore, there is an influx of numerous commodities across the globe. One of the entrants in the last decade, into the Indian market, is the KFC chain. The entry has been welcomed with both, expectations and controversy. Kentucky Fried Chicken, popularly known as KFC made its entry into India in 1995, by setting up an outlet in Bangalore. This was the time when the Indian market w as opening up to the international one, with MNCs and other international organizations coming into play. This was also the time when KFC was in the expansion mode and found the Indian market ideal to target. While the operations flagged off with success, KFC has come under the hammer for a few reasons. Firstly, it was the high level of monosodium glutamate content present in the food served. The high levels of the MSG content, in fact, were about three times higher than the prescribed limit. Next, the PETA or the People For Ethical Treatment of Animals organisation had problems with the manner in which the KFC processed its food and used animal livestock. In addition to this, farmers from the Karnataka Rajya Ryota Sangha (KRRS) landed at the doorstep of the first Bangalore outlet, to protest against the expansion of the fast-food joint into India. This paper attempts to analyse the entry of KFC into India, the problems that have been leveled against it and the various protests and the ethical implications associated. REASONS FOR PROTESTS The KFC chain has been subject to protests from a number of quarters. On the very first day, farmers marched onto the restaurant opening and protested

Nuclear Medicine Research Paper Example | Topics and Well Written Essays - 750 words - 1

Nuclear Medicine - Research Paper Example r radionuclide, which is in a bond with a supplementary molecules (such as, peptide, protein, or drug) or particles, that cumulates in the required tissue or organ after introducing it in the patient’s body through inhalation, swallowing, or injection (National Research Council, 2007). Depending on the characteristics, different radiopharmaceuticals are used for different diagnosis and treatment processes. Radiopharmaceuticals generally discharge beta or alpha radiation. As beta and alpha radiations are more effective than the gamma radiation that is used in diagnosis process, they are widely exploited in the most nuclear medicine procedures (National Research Council, 2007). The preparation of patients for nuclear medicine processes varies according to the type of examination or test. However, there are certain standard guidelines which are required to follow while preparing the patient to ensure the accuracy of tests. There is no need of special preparations for the scans associated with the inflammatory, bones, pulmonary, brain, lymphatic and renal systems (Patient Care, 2014). However, specific drug allergies are required to be noted by means of Diamox for brain scanning. For the scans associated with the gastrointestinal system, patients are required to fast for at least 4-5 hours (Patient Care, 2014). Some such scanning tests need pre-medicating as a part of a preparation. Further, cardiac tests consist of fasting of at least 4-5 hours prior to the test and persantine stress test need no consumption of caffeine for at least 24-30 hours before the test (Patient Care, 2014). Thyroid scanning needs pause on the consumption of specific medications befo re the scanning. Also, patients are required to inform their physician about the own medical history and present medications before going through the nuclear medicine procedures (Patient Care, 2014). Nuclear medicine is a painless, affordable, and safe mode of collecting medical data that would be otherwise

Achieving Community Awareness and Commitment Coursework

Achieving Community Awareness and Commitment - Coursework Example In this regard, the leaders are required to increase efficiency along with quality of different sustainable community activities (Bagin et al., 2012). Based on the current policy statements and communication formats, the proposed coursework tends to focus on discussing about the operationalized practices of the educational system of Rome City School District (RCSD), New York based on two major parts. The first part of the discussion incorporates the provisions of providing report card information of the school to a heterogeneous group of community members. In this regard, the discussion analyses the report card information by considering major areas of the school and possible questions that might be occurred relating to the current report cards and communication formats of the institution. The second part of the proposed coursework identifies and evaluates activities to be performed in the assessment that can help RCSD to accomplish its marketing and promotional goals of different academic courses successfully. According to the communication formats of the current educational system in the US, there are a number of guiding principles and policies duly accepted by the regulatory departments in order to increase efficiency of the reporting functions. In this regard, the report card information format of RCSD includes a clear structure of presenting the current educational procedures of the schools with adequate standards, which can be interpreted easily by a heterogeneous group of the community members (Bagin et al., 2012). In order to assess critically the key areas in the current report card information format of the institution, the following three key areas are considered that can differentiate the roles and significance of the RCSD to communicate to the existing community members efficiently. According to an in-depth understanding of the current report card format, compliance with the standards can be considered as a major key aspect that enable RCSD to

Train Wreck and Cholorine spill Case Study Example | Topics and Well Written Essays - 1250 words

Train Wreck and Cholorine spill - Case Study Example The tragic accident caused the death of nine people and displaced more than 5,000 from their residences, thus permanently altering the community. Although the eventual death toll was surprisingly low, the study shows that locals’ response to the emergency situation had significant gaps and it also emphasizes on the need to transform major organizations’ practices especially in handling hazardous materials. This case study, therefore, seeks to evaluate decision making processes in regard to no-notice evacuation during emergency situations, as well as, determining long-term effects of the chlorine disaster on organizations dealing with transportation. Overall, the case study attempts to highlight the necessity for improvement of evacuation procedures and recovery of transportation (Dunning & Oswalt, 2009). There are several specific issues emerging from the chlorine spill case study. For instance, operation concepts of rail transportation emerged, like the importance of keen train control, as well as, installation of automated warning technologies. The other outstanding issue in the study was the local community’s lack of information about emergency procedures to adopt in case of a chlorine spill, despite the fact that the hazardous material was transported across the town each day. The public’s need for transportation to their jobs following the evacuation was also a principal concern and so was provision of documents about transportation infrastructure, in order to foster recovery. Overall, evacuation concerns were the most outstanding in this case. For instance, locals did not know whether to seek shelter or completely leave the town, they also had no information about the safest routes to follow, or the best way to behave and collaborate with emergency workers, in or der to avoid being affected by the hazardous material. The

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

Leadership principles - Essay Example This paper will discuss various aspects of a good way to lead in work-related situations. Leadership entails establishing a clear and candid vision. Palmisano (2008) argues that leaders should create and share vision with others within an organization so that they can follow it towards attaining predetermined goals. A leader should provide the methods, knowledge, and information to all members in order to realize the established vision. More importantly, leading an organization in a good way involves balancing and coordinating the conflicting interests of stakeholders and members. Various studies have shown that conflicts in an organization are inevitable and therefore a leader should have the ability of dealing with the conflict in a proper manner (Bonnici, 2011). A leader should step up in times of conflicts and be able to act creatively in addressing conflict in an amicable way. The process of resolving a conflict should include identifying the root cause of the problem and findin g ways of addressing those root causes in order to ensure that conflict of that particular nature does not recur in the future (Palmisano, 2008). ... At the same time, a leader is required to be polite and have empathy in his communication in order to ensure that he connects well with workers’ emotions and feelings. While a leader should communicate from the top to his sub-ordinates, he should ensure that bottom-up communication strategy is employed in the organization. This is important for making sure that employees have avenue to share their thoughts and ideas regarding how organizational goals and objectives can be achieved (Palmisano, 2008). It is also important in helping to understand some of the challenges that employees are experiencing and therefore assist in formulating better ways of addressing them. The most likeable thing about leadership is that one is able to take a lead in making a positive impact in an organization. Considering that one may fail to achieve the desired organizational goals, it is important that a leader should be competent and be willing to learn continuously how to become the best leader ( Bonnici, 2011). Leadership also involves frustrating or difficult situations ; a leader may experience a difficult or frustrating situation in leadership such as resistance to change. Change is an inevitable leadership process, which is aimed at transforming an organization to have better performance and achieve its goals much effectively and efficiently (Palmisano, 2008). However, in many cases change process face resistance from employees and even from some members of the management. This is usually the case because those opposed to change want to maintain status quo for their interests rather than for the interest of the organization. Since resistance to change can be a big obstacle in achievement of short and long-term goals, it is important that a leader should overcome this

Strategic management Essay Example | Topics and Well Written Essays - 2000 words - 7

Strategic management - Essay Example Strategic planning helps in formulating the business approach to a context. As shown in figures 1 and 2, it is seen that the strategy stems out of the context which influences the strategy and the actions that lead to a solution on the strategy and finally, provides the results which in turn leads to altering the context. The strategy should get altered based on the change in the context thus altered. Strategies are worked out using various tools. One of the oldest methods involved using the SWOT analysis for bringing out the strengths, weaknesses, opportunities and the Threats perceived by the company and the business2. The strategy would primarily enhance and capitalise on the strengths of the company for tapping the opportunities and to counter the threats perceived while at the same time would offset the weaknesses perceived. This would help the company to realise its objectives of enhancing the profitability of the company. Porter’s Five Forces helped the strategists to model the environment and the business is positioned in it to understand the effect of the environment. This was perceived to have been made up of the five forces that Porter projected. He further qualifies some of the approaches to strategy as generic. There are three types of generic strategies that are used by companies, employing the common economic forces that are in play in the market. These are: Cost Leadership by providing the best cost for a product or a service, product differentiation and thereby commanding higher prices and finally, identifying its own niche products for a specific product-segment thereby monopolising the entire business for that product or at least dominating it. While these strategies help the company to move forward, without a basic strategy the company stutters. As can be seen from the figure 2, the markets are created by companies which fall under any one of the strategies depicted in it, either consciously or otherwise. The perfect competition would

The Latino population in the US Essay Example for Free

The Latino population in the US Essay The Latino population that reside in the US have several cultural beliefs and values which are very important for the US Healthcare delivery system to understand and take into account. The policy makers should be aware of the various cultural characteristics that the Latino population develops. Family relationships form a very important part of the Hispanic culture, and frequently it is found that the Latin population would be staying together in the US as a very strong family. Hence, the entire family would be taking strong care of the pregnant women and her child. The family members would be advising the mother to sleep well, consume a nutritious diet and take a relaxing walk. The family members would be preventing the pregnant woman from smoking, doing heavy exercises, consuming alcohol and using medications. Pregnant women are given a lot of respect in the Latino culture and during this period a lot of care is given to them. The Hispanics consider pregnancy to be a very normal phenomenon. They would be frequently seeking prenatal management and the healthcare units. However, they also feel that pregnancy does not require any kind of extra-ordinary treatment. During the pregnancy the mother is given want she craves to eat, as they feel that any refusal would result in the baby developing birthmarks. The mother is given several traditional teas to reduce the pain that develops during labor. The mother is not allowed to move around during an eclipse as the baby is at a high-risk of developing cleft lip and cleft palate. The pregnant women would be considering putting a red band around her waist to prevent the baby from developing cleft lip or cleft palate. Usually, the pregnant woman’s mother or the mother-in-law would be available to the pregnant woman during her pregnancy as a supportive measure. The pregnant woman is also advised to walk during the period as the baby in the womb is bound to stick to the wall of the uterus. Medical interventions such as medications administration are not advisable during their pregnancy. The mother would approach the healthcare unit for nursing care late during the labor stage. During the postpartum period, the mother is given certain Home remedies known as ‘purgantes’, which effectively prevent the development of postpartum depression. The woman is advised to take adequate rest during the nursing period and is also expected to take care of the child (Hawaii Community College, 2005). In the US, about 54 % of the Hispanic elders belong to the Mexican groups; about 14 % belong to the Cuban, and the remaining to the other Spanish-speaking nations. About 5 %of all the Hispanic Americans belong to the elder’s age group, as on in the year 1990. However, with an increase in the life span, and more number of migrations to the US, there is an increase in the Hispanic elder group in the US. About one-fifth of the elders belonging to the Hispanic group are living below the poverty line. They are facing a lot of discrimination due to the social and economic status, poor education levels, high unemployment rates, lack of security, etc. They are deprived of proper healthcare facilities and a majority of them do not have insurance coverage. About 28 % of the Hispanic elders have a very poor health status. About 85 % had a long-standing health problem and about half of them were not able to function properly due to disease. Studies have shown that the health problems begin earlier in the Hispanic groups compared to the White population. The life span of the Hispanic groups is between 55 to 60 years. They visit the physician only if the health problem becomes severe or life threatening. They do not believe in preventive medicine. Although the elders require institutional care, about 10 % are institutionalized. This is about 23 % in the White population. One reason for low institutionalized rates is because the children provide care for the parents in their old age as per the customs and traditions. Many of the Hispanic elders receive home care even in the dying stages of life. The family ties with elders are quite high compared to the White population. The children would be offering economic and financial help to the elders. Besides, socially, the Hispanic communities respect the elders, and many positive interactions are generated between the community members and the elders. Even widows and widowers are given a lot of support by their family members, and this would help them (Socrates, 2007). The Hispanic populations are experiencing several problems in the US arising from disability and lack of provision of education. Poor research has been done by the healthcare authorities in the US, to understand the health needs of the disabled Hispanic population and providing them with adequate rehabilitative services. NGOs and governmental organizations have not collaborated in an effort to provide an efficient network to help the disabled Hispanic population. The problems that the Hispanic disabled population are facing are much similar to that of the other ethnic minority groups. Their socio-economic situation may be very poor and their living conditions may be very bad indeed. Educational levels and the lifestyle may be detrimental to their health needs. Many of the disabled children may leave school, as they are unable to manage their problems. In the US, about 20 % of the Hispanic population are disabled. The Hispanic disabled groups are not provided with proper rehabilitative, educational, vocational, or health services. A lot of research needs to be conducted by the health authorities to determine their health needs, and accordingly develop a system that could aid them. The outcome of rehabilitative services for the disabled should be improved. Factors that result in a poor outcome should be identified and addressed appropriately. Language and cultural barriers also need to be addressed. Healthcare professionals need to become more culturally competent. Professionals belonging to the Hispanic populations should be recruited in the healthcare system to help disabled individuals. A social network should be formed which could help the disabled populations. Besides, educational and vocational training programs should also be organized (Wong-Hernandez, 1997). Hence, it can be found that at present the Hispanic population is not utilizing the US healthcare system extensively to solve their health problems. Their health status at the moment is very poor and their health needs are high. The health department should develop a strong health policy that could help the Hispanic population with special needs. Healthcare personnel who are culturally competent should be employed. They should be able to interact in the local language and also understand their problems, beliefs, values and attitudes. This would give the Hispanic population greater confidence in the healthcare system and utilize it more frequently. This would also help to improve their health status and subsequently lead to increased use of preventive and family medicine. References: Arons, B. Chavez, N. (2001, January), Cultural Competence Standards in Managed Care Mental Health Services: Four Underserved/Underrepresented Racial/Ethnic Groups, Retrieved on July, 24, 2007, from SAMHSA Web site: http://mentalhealth. samhsa. gov/publications/allpubs/SMA00-3457/intro. asp Griggs, Shirley, and Dunn, R. (1995). Hispanic-American Students and Learning Style. Emergency Librarian 23 (2, Nov-Dec): 11-16. http://library. adoption. com/education/hispanic-american-students-and-learning-style/article/4281/1. html Hawaii Community College (2005), Hispanic, Retrieved on July 24, 2007, from Hawaii Community College Web site: http://www. hawcc. hawaii. edu/nursing/RNHispanic_04. html National Alliance for Hispanic Health, Duran, D. G. , Reyes, C. , Villarruel, A. , Brana-Lopez, A. R. , Gomez, P. , Mora, J. , Paz, J. (2001). Quality Health Services for Hispanics: The Cultural Competency Component. DHHS, no. 99-21. ftp://ftp. hrsa. gov/hrsa/QualityHealthServicesforHispanics. pdf Purves, H. (2003), Cultural Factors the Health of North Carolina Latinos. North Carolina Institute of Medicine Web site: http://www. nciom. org/projects/latino/latinopub/C3. pdf Socrates (2007), Hispanic American Elderly, Retrieved on July 24, 2007, from Socrates Web site: http://socrates. berkeley. edu/~aging/ModuleMinority2. html Wong-Hernandez, L. (1997), Building Networks in the Latino Community: A Mechanism for Empowerment, Retrieved on July 24, 2007, from San Jose State University Foundation Web site: http://www. dinf. ne. jp/doc/english/Us_Eu/ada_e/pres_com/pres-dd/lucywong. htm

A Major Application Area Of Thermodynamics Engineering Essay

A Major Application Area Of Thermodynamics Engineering Essay A major application area of thermodynamics is refrigeration, which is the transfer of heat from lower temperature region to a higher temperature one. The devices that produce refrigeration are called refrigerators, and the cycles on which they operate are called refrigeration cycles. The most frequently used refrigeration cycle is a vapour-compression refrigeration cycle in which the refrigerant is vaporized and compressed alternatively and is compressed in the vapour phase. There are number of refrigerants which can be used in here, but the most commonly used on a commercial scale is a R12 (used in this experiment as well). The thermodynamics of ideal vapour compression cycle can be analyzed on a temperature versus entropy diagram as depicted in Figure 1. At point 1 in the diagram, the circulating refrigerant en- ters the compressor as a saturated vapour. From point 1 to point 2, the vapour is isentropically compressed (i.e., compressed at constant entropy) and exits the compressor as a superheated va- pour. From point 2 to point 3, the superheated vapour travels through part of the condenser which removes the superheat by cooling the vapour. Between point 3 and point 4, the vapour travels through the remainder of the condenser and is condensed into a saturated liquid. The condensation process occurs at essentially constant pressure. Between points 4 and 5, the saturated liquid refrigerant passes through the expansion valve (throttling device) and undergoes an abrupt decrease of pressure. This process results in the adia- batic flash evaporation and auto-refrigeration of a portion of the liquid (typically, less than half of the liquid flashes). The adiabatic flash evaporation process is isenthalpic (i.e., occurs at con- stant enthalpy). Figure 12 Temperature Entropy diagram 1 www. wikipedia.org/wiki/Refrigeration 2 http://upload.wikimedia.org/wikipedia/commons/f/f7/RefrigerationTS.png UMAR DARAZ Page 3 of 22 Thermodynamics Lab 2 Between points 5 and 1, the cold and partially vaporized refrigerant travels through the coil or tubes in the evaporator where it is totally vaporized by the warm air (from the space being refrigerated) that a fan circulates across the coil or tubes in the evaporator. The evaporator operates at essentially constant pressure. The resulting saturated refrigerant vapour returns to the compressor inlet at point 1 to complete the thermodynamic cycle. The area under the process curve on T-s diagram represents the heat transfer for internally reversible processes. The area under the process curve 5-1 represents the heat absorption in the evaporator, the area under the process 2- 4 represents the heat rejection in the condenser. In the ideal vapour compression refrigeration cycle all the heat losses and disruptions are being ignored, but in actual refrigeration cycle, we need to take these losses into consideration as they have been mentioned in this report later. The Hilton refrigeration laboratory unit R714 is capable of following entities;  · Investigation of the variation in refrigerator duty or cooling ability for various condens- ing temperature and the heat delivered to the cooling water with variation in condensing temperature. We can also investigate the variation in refrigeration coefficient of per- formance for the various condensing temperature.  · Investigation of the variation in coefficient of performance based on electrical, shaft and indicated power, determination of the overall heat transfer coefficient for the condenser cooling coil and performance of the thermostatic expansion valve.  · Investigation of the heat delivered to the cooling water with variation in condensing tem- perature, coefficient of performance as a heat pump for various condensing temperature, as well as power input based on electrical, shaft and indicated power. The important aspect of this report is to demonstrate the two laws of thermodynamics i.e. first and second law of thermodynamics. The first law is simply an expression of the conservation of energy principle, and it asserts that energy is thermodynamic property. Qout = Wnet + Qin Equation (1) In this experiment the Qin is provided by input voltage, this input is used to do the net work done on the refrigerant by compressor and motor, and the result of this produces the heat which is being removed by the condenser i.e. Qout. The second law of thermodynamics asserts that energy has quality and quantity, and actual processes occur in the direction of decreasing quality of energy. UMAR DARAZ Page 4 of 22 Thermodynamics Lab 2 Aims and objectives: The Hilton refrigeration laboratory unit R712 has been designed to allow students to fully investigate the performance of a vapour compression cycle under various conditions of evaporator load and condenser pressure. The main objectives of this laboratory are listed below;  · The demonstration of application of the First and second law of thermodynamics.  · The introduction of to refrigeration plant and calculate the various coefficient of perform- ance.  · Investigation of system losses, this includes motor, compressor, evaporator and con- denser losses. These losses (friction, heat losses) occur only in practical/commercial refrigerator, there are no losses in ideal vapour compressor refrigerator. UMAR DARAZ Page 5 of 22 Thermodynamics Lab 2 Apparatus The figure shown below looks like a refrigeration laboratory unit R712 (not exactly it) and it consists of the following components; Figure 23 Refrigeration laboratory unit Panel: High quality glass reinforced plastic on which the following components are mounted. Refrigerant: R12 Digital Thermometer: A device that measures temperature. Wattmeter: Allows measurement of the power input to either evaporator or motor. Voltage Controller: To vary evaporator load. Variable Area Flow meters: Variable area types to indicator R12 and H2O flow rates. Pressure Gauges: To indicate R12 pressure in evaporator and condenser. Spring Balance and Tachometer: These two together allow measurement of power required to drive the compressor. Expansion Valve: Thermostatically controlled type i.e. throttling device. Evaporator: Electrically heated device i.e. heat exchanger Compressor: (Internally mounted) Twin cylinder belt driven unit, along with spring balance force system. Condenser: A device or unit used to condense vapor into liquid. It is also called heat exchanger. Motor: A machine that converts electricity into a mechanical motion. 3 www.p-a-hilton.co.uk/English/Products/ Refrigeration__2_/refrigeration__2_.html UMAR DARAZ Page 6 of 22 Thermodynamics Lab 2 Procedure4 In prior performing an experiment the most important things to do are, to measure the atmos- pheric pressure, which would be added to the gauge pressure to get an absolute pressure for both condenser and evaporator, and to balance the two tips of the spring balance force, being applied on the compressor. In failure to do these things would cause a sufficient amount of error in the final results. In this experiment the condenser pressure is being kept constant i.e. 900KPa. Step-1 Turn on the refrigeration plant using one of the control breakers, and setting the evaporator voltage i.e. 40 100 volts, at the same time balancing the two tips of compressor load and set the condenser pressure to 900KPa, using rota-meter. Step-2 Record the following values; Evaporator Amps (1-2.42A), from wattmeter, compressor speed using tachometer, water and refrigerant flow rate using flow meter. Step-3 Record the spring balance force, reading directly from the scale. The hot water is in the tubes is indicated by red and cold water is indicated by blue sign in the refrigeration plant. Step-4 The flow rate is controlled by a throttling device (valve), the small changes in opening and closing the valve, effect the condenser pressure. Step-5 The temperature values of the refrigerant at different stages in the whole cycle at constant pressure is given by temperature dialler. Now we had all the values we needed, now we changed evaporator Amps value, recorded rest of the values as mentioned earlier and repeated the whole experiment for three to four times. The Refrigeration Laboratory Unit has three controls. Firstly a combined miniature circuit breaker and switch turns on both the compressor motor and the supply to the electrically heated evaporator. A combined variable area water flow meter and valve allow control of the condenser pressure and a panel mounted voltage controller allows control of the evaporator load from zero to full power. Refrigerant R12 vapour is drawn into the compressor from the evaporator mounted on the front of the panel. Work is done on the gas in the compressor and its pressure and temperature are raised. This hot, high pressure gas discharges from the compressor and flows into the panel mounted water cooled condenser, where heat is removed from it. This liquid then flows through a thermostatic expansion valve. Here it passes through a controlled orifice, which allows its pressure to fall from that of the condenser to that of the evaporator. The refrigerant has a satu- rated vapour phase at this point. The voltage across the heater elements may be varied from zero to that of the mains supply voltage by adjustment of a voltage controller situated on the front panel. Measurement of the power is carried out by a panel mounted digital wattmeter. 4 http://www.p-a-hilton.co.uk/R714-Edition-2-GREY.pdf UMAR DARAZ Page 7 of 22 Thermodynamics Lab 2 Results The observation table below shows all the values of different components in the refrigeration plant along with input indices and output indices, enthalpy of the cycle and losses in the system. The calculations required to get those results (to complete the table) are also listed after this table below. 1 Condenser pressure (gauge) Pc KNm-2 900 900 900 2 Evaporator pressure (gauge) Pe KNm-2 -20 20 40 3 Condenser pressure (Abs) Pc KNm-2 1001.663 1001.663 1001.663 4 Evaporator pressure (Abs) Pe KNm-2 81.663 121.663 141.663 5 Compressor suction t1 0 C -23.5 -22.6 -5.2 6 Compressor delivery t2 0 C 59.9 68.5 69.4 7 Liquid leaving condenser t3 0 C 31.6 34.8 33.8 8 Evaporator inlet t4 0 C -32 -23.6 -19.1 9 Water inlet t5 0 C 23.8 21.6 21.4 10 Water outlet t6 0 C 41.2 38.6 39.5 11 Water flow rate Mw g s-1 1.5 5.0 6.0 12 R 12 Flow rate Mr g s-1 0.7 1.5 1.9 13 Evaporator Volts Ve V 40 70 100 14 Evaporator Amps Ie I 1 A 1.70 A 2.42 A 15 Motor Volts Vm V 235 232 232 16 Motor Amps Im A 3.6 3.6 3.6 17 Spring balance Force F N 5.5 7.5 8.2 18 Compressor speed nc rpm 477 474 473 UMAR DARAZ Page 8 of 22 Thermodynamics Lab 2 19 Motor Speed = 3.17 ÃÆ'- nc Nm rpm 1512.09 1502.58 1449.71 20 h1 KJ/Kg 340 345 360 21 h2 KJ/Kg 385 400 420 22 h3 KJ/Kg 225 240 250 23 h4 KJ/Kg 160 170 180 24 Qe,Elec = Ve ÃÆ'- Ie W 40 119 242 25 Qe, R 12 = Mr(h1 h4) W 126 262.50 342 26 Wc = 0.0172ÃÆ'-FÃÆ'-Nm W 143.043 193.832 204.467 27 Power factor at shaft (power Wc) pf 0.43 0.48 0.52 28 Wm = Vm. Im. pf W 363.78 400.89 434.31 29 Wc = Mr (h2 h1) W 31.5 82.50 114.0 30 Q cond = Mr (h2 h3) W 112 240 323 31 Qw = Mw ÃÆ'- 4.18 (t6 t5) W 109.09 376.20 428.87 32 CoPnet = Qe, Elec / Wm 0.109 0.296 0.557 33 CoP R12 = (h1 h4)/(h2 h1) 4.0 3.1818 3.00 34 t41 can be found by (t1 t4) 0 C 8.5 1.00 13.9 35 CoP (te-t2) = t41 / (t2-t41) 0.165 0.015 0.250 36 Motor loss = Wc Wm W -220.73 -207.06 -229.84 37 Compressor loss = Wc-Wc W -111.54 -110.33 -90.47 38 System loss = Qcond Qw W 2.91 -136.20 -105.87 39 System loss = Qe, R12 Qe,Elec W 86 143.50 100.0 UMAR DARAZ Page 9 of 22 Thermodynamics Lab 2 Figure 3 A graph represents the relationship between net CoP and evaporator temperature Figure 4 A comparison of different losses of the system in one graph against Evaporator temperature The fluctuation and randomness in the graphs is because of the poor calibration and less number of repeated results (less tests provide less information), and most of the recorded results are based on guessed values. Calculations To find absolute pressure, we need an atmospheric and gauge pressure of the component. Now for two individual components,  · Condenser As we know Patm = à Ã‚ gh = 13600 kg/m3 ÃÆ'- 9.81 m/s2 ÃÆ'- 762 ÃÆ'-10-3m = 101.663ÃÆ'-103 Kg / ms2 = 101.663 KN/m2 Hence Pgauge,cond = 900 KN/m2 Pabs,cond = Patm + Pgauge,cond = 101.663 + 900 = 1001.663 KN/m2  · Evaporator As Patm = à Ã‚ gh = 13600 kg/m3 ÃÆ'- 9.81 m/s2 ÃÆ'- 762 ÃÆ'-10-3m = 101.663ÃÆ'-103 Kg / ms2 = 101.663 KN/m2 i. Pgauge,Evap = -20 KN/m2 Pabs,Evap = Patm + Pgauge,Evap Therefore = 101.663 + (-20)= 81.663 KN/m2 ii. Pgauge,Evap = 20 KN/m2 Pabs,Evap = Patm + Pgauge,Evap = 101.663 + (20)= 121.663 KN/m2 iii. Pgauge,Evap = 40 KN/m2 Pabs,Evap = Patm + Pgauge,Evap Therefore = 101.663 + 40 = 141.663 KN/m2 To find Qw (Heat removal from condenser) As we repeated the experiment three times, so water flow rate have three different values, hence we need to find Qw at three points, Qw = Mw ÃÆ'- 4.18 (t6 t5) When Mw = 1.5 gs-1, t6 = 41.2 0C, t5 = 23.8 0C Qw = 1.5 ÃÆ'-4.18 (41.2 23.8) = 109.098 W UMAR DARAZ Page 11 of 22 Thermodynamics Lab 2 As Qw = Mw ÃÆ'- 4.18 (t6 t5) When Mw = 5.0 gs-1, t6 = 39.6 0C, t5 = 21.6 0C So Qw = 5.0 ÃÆ'-4.18 (39.6 21.6) = 376.2 W Qw = Mw ÃÆ'- 4.18 (t6 t5) When Mw = 6.0 gs-1, t6 = 38.5 0C, t5 = 21.4 0C Qw = 6.0 ÃÆ'-4.18 (38.5 21.4) = 428.87 W To find Wc (work done by the compressor or a shaft loss) The work done by the compressor depends on spring balance force and motor speed, hence to get more work done out of the compressor we need to increase any of the above mentioned parameters. Therefore Wc = 0.0172ÃÆ'-FÃÆ'-Nm i. Wc = 0.0172ÃÆ'-5.5ÃÆ'-1512.09 = 143.043 W ii. Wc = 0.0172ÃÆ'-7.5ÃÆ'-1502.58 = 193.832 W iii. Wc = 0.0172ÃÆ'-8.2ÃÆ'-1449.71 = 204.467 W To find Wm (work done by the motor on a shaft to rotate) The work done by the motor is a product of voltage provided, amount of current flowing the motor and power factor of the shaft, which gives us the following values; Wm = Vm ÃÆ'- Im ÃÆ'- pf i. Wm = 235 ÃÆ'- 3.6 ÃÆ'- 0.43 = 363.78 ii. Wm = 232 ÃÆ'- 3.6 ÃÆ'- 0.48 = 400.89 iii. Wm = 232 ÃÆ'- 3.6 ÃÆ'- 0.52 = 434.31 UMAR DARAZ Page 12 of 22 Thermodynamics Lab 2 To find CoPnet (Total coefficient of performance of refrigerant) CoPnet = Qe, Elec / Wm By substituting different values of electric input heat energy (artificial input energy) and the work done by the motor, we get net coefficient of performance of the cycle, i. CoPnet = 40 / 363.78 = 0.109 = 11% ii. CoPnet = 119 / 400.89 = 0.296 = 30% iii. CoPnet = 242 / 434.31 = 0.557 = 56% To find CoP (te-t2) This is the coefficient of performance of ratio of temperature values at point 1-4 and difference of it, to the temperature of the refrigerant after compression, so we get following CoP (te-t2) = t41 / (t2-t41) i. CoP (te-t2) = 13.9 / (69.4 13.9) = 0.250 = 25% ii. CoP (te-t2) = 8.5 / (59.9 8.5) = 0.165 = 16% iii. CoP (te-t2) = 1.0 / (68.5 1.0) = 0.015 = 1.5% To find Qe, R 12(Heat removal from Evaporator) The given equation is à ¢Ã¢â€š ¬Ã‚ ¦ Qe, R 12 = Mr (h1 h4) By substituting different values of enthalpy, which we recorded from a pressure enthalpy diagram, so we get i. Qe, R 12 = 0.7 (340 160) = 126.0 ii. Qe, R 12 = 1.5 (345 170) = 262.5 iii. Qe, R 12 = 1.9 (360 180) = 342.0 UMAR DARAZ Page 13 of 22 Thermodynamics Lab 2 To find Wc (Input work done or compressor work loss) The input work done by the compressor can be calculated by finding flow rate of the refrigerant R12 and the difference of enthalpy of refrigerant before and after the compression. Wc = Mr (h2 h1) Substituting all three values of the above parameters (variables), we get i. Wc = 0.7 (385 340) = 31.5 ii. Wc = 1.5 (400 345) = 82.5 iii. Wc = 1.9 (420 360) = 114 To find Q cond (Heat loss by the condenser) Similarly heat loss by the condenser is a product of refrigerant flow rate to the difference of enthalpy values of it, before entering and leaving the condenser, we get Q cond = Mr (h2 h3) Now, using above stated equationà ¢Ã¢â€š ¬Ã‚ ¦ i. Q cond = 0.7 (385 225) = 112 ii. Q cond = 1.5 (400 240) = 240 iii. Q cond = 1.9 (420 250) = 323 To find CoPR12 (Coefficient of performance of refrigerant) CoP R12 = (h1 h4)/(h2 h1) Coefficient of performance of refrigerant is a ratio of all the enthalpy values in the cycle, here note that for ideal vapour compression refrigeration cycle h3 = h4 Hence we get i. CoP R12 = (340 160) / (385 340) = 4.00 ii. CoP R12 = (345 170) / (400 345) = 3.1818 iii. CoP R12 = (360 180) / (420 360) = 3.00 UMAR DARAZ Page 14 of 22 Thermodynamics Lab 2 Systems losses Motor loss = Wc Wm = 143.043 363.78 = -220.75 = 193.832 400.89 = -207.06 = 204.467 434.31 = -229.84 Compressor loss = Wc-Wc = 31.5 143.043 = -111.54 = 82.5 -193.832 = -110.33 = 114 204.467 = -90.47 System loss = Qcond Qw = 112 109.09 = 2.91 = 240 376.20 = -136.20 = 323 428.87 = -105.87 System loss = Qe, R12 Qe,Elec = 126 40 = 86.00 = 262.5 119 = 143.50 = 342 242 = 100.00 UMAR DARAZ Page 15 of 22 Thermodynamics Lab 2 Discussion of Results The observation table of results has been listed on page 8 9, and it is followed by all the calculations required to complete the table or to get the results. The experiment has been repeated three times, so all the results (values have been listed three times. In the calculation section the system losses and heat energy are shown as negative val- ues, its because the work is done on the system and heat is being removed from that particu- lar system, in this case its condenser. The positive values of system loss and heat energy shows that heat is being add in the system and work is done by the system, and in this case its evaporator. The condenser pressure i.e.900 KPa, was not exactly 900 KPa. As we were set- ting the pressure manually, so in the whole experiment the pressure was 900 KPa  ± 10%, it was because of the fluctuation in the gauge needle, so we assumed the considered pressure. The compressor pressure applied by spring balance force, affected the work done of the com- pressor on the refrigerant R12, because to get an accurate compressor work done, the two tips of the spring balance should be in balance (level), but during an experiment we were getting random values (results), so then I realised that something is wrong, so I looked at all the components of the refrigeration plant, and I found that the two tips of the spring were not bal- ance. Hence to get right results we had to redo the experiment. The throttling device or valve has a huge impact on condenser pressure, because by opening or closing i.e. changing a flow rate make a considerable amount of difference on condenser pressure and evaporator tem- perature. Motor loss refers to the consumption of electrical energy not converted to useful mechanical energy output, but in this case energy loss means less input energy to the compressor, which means a refrigerant would be less compressed by a compressor, so less heat would be re- moved by the condenser, and even after passing through the valve the refrigerant would still have a high temperature and pressure, hence less refrigeration would occur in a vapour com- pression cycle. Therefore we need to take into account power losses in the electric motor. In order to study this process more closely, refrigeration engineers use this pressure en- thalpy diagram shown in Figure 5. This diagram is a way of describing the liquid and gas phase of a substance. Enthalpy can be thought of as the quantity of heat in a given quantity, or mass of substance. The curved line is called the saturation curve and it defines the boundary of pure liquid and pure gas, or vapour. In the region marked vapour, its pure va- pour. In the region its marked liquid, it is a pure liquid. If the pressure rises so that we are considering a region above the top of the curve, there is no distinction between liquid and va- pour. Above this pressure the gas cannot be liquefied. This is called the Critical Pressure. In the region underneath the curve, there is a mixture of liquid and vapour. UMAR DARAZ Page 16 of 22 Thermodynamics Lab 2 3 2 4 1 Figure 65 Pressure Enthalpy diagram Evaporator Pressure line Condenser pressure line stage (Not a straight line) Isobar Condensation stage sion valve R12 Evaporation process 5 http://www.mvsengineering.com/chapter18.pdf UMAR DARAZ Page 17 of 22 Isentropic Compression R12 passing through Expan- Thermodynamics Lab 2 At the inlet of the compressor the temperature (t1) is the same as temperature of refrigerant R12 at the outlet of the evaporator. So we go straight from that temperature of left side of the doom (saturated liquid) to the right side of the doom (saturated vapour line), and then following the temperature gradient line, we go down and record the enthalpy value at that temperature and pressure. Similarly for the stage 2, we find h2 on x-axis. When the refrigerant leaves the condenser, it obtains a saturated liquid phase (left side of the doom), so taking the reference of condenser pressure line (red line), we take a straight line parallel to the y-axis, and wherever it meets the x-axis gives a value of enthalpy (h3) at stage three. In actual refrigerant plant, enthalpy at stage 3 and stage 4 is not same, but for the sake of calculation we assume that its an ideal condition and enthalpy at these two points is same. Test 1 As Compressor suction = t1 = -23.5 0C and condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h1 = 340 KJ/Kg Compressor delivery = t2 = 59.9 0C and Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h2 = 385 KJ/Kg Here Liquid leaving condenser = t3 = 31.6 0C And Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h3 = 225 KJ/Kg As mentioned earlier that h3 = h4 (Ideal condition) Hence the enthalpy h4 = 225 KJ/Kg But using temperature at evaporator inlet, t4 = -32 0C, we get Actual enthalpy value, h4 = 160 KJ/Kg Test 2 As Compressor suction = t1 = -22.6 0C and condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h1 = 345 KJ/Kg (from above p-h diagram) Compressor delivery = t2 = 68.5 0C and Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence using Figure 4, we get enthalpy h2 = 400 KJ/Kg Here Liquid leaving condenser = t3 = 34.8 0C And Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h3 = 240 KJ/Kg UMAR DARAZ Page 18 of 22 Thermodynamics Lab 2 As mentioned earlier that h3 = h4 (Ideal condition) Hence the enthalpy h4 = 240 KJ/Kg But using temperature at evaporator inlet, t4 = -23.6 0C, we get Actual enthalpy value using figure 4, h4 = 170 KJ/Kg Test 3 As Compressor suction = t1 = -5.2 0C and condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h1 = 360 KJ/Kg Compressor delivery = t2 = 69.4 0C and Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h2 = 420 KJ/Kg Here Liquid leaving condenser = t3 = 33.8 0C And Condenser Pressure (Abs) = Pc = 1001.663 KNm-2, Evaporator Pressure = 40 KPa Hence the enthalpy h3 = 250 KJ/Kg As mentioned earlier that h3 = h4 (Ideal condition) Hence the enthalpy h4 = 250 KJ/Kg But using temperature at evaporator inlet, t4 = -19.1 0C, we get Actual enthalpy value at this stage, h4 = 180 KJ/Kg 6However the expansion of the high pressure liquid, process 5 1 above is non reversible. Notice that Expansion is a constant enthalpy process. It is drawn as a vertical line on the P-h diagram. No heat is absorbed or rejected during this expansion, the liquid just passes through a valve, like water coming out of a tap. The difference is that because the liquid is saturated at the start of expansion by the end of the process it is partly vapour. Point 1 is inside the curve and not on the curve as described in the Evaporation process. At point 4 it starts to condense and this continues until point 5 when all the vapour has turned into liquid. Point 5 is saturated liquid. If more heat is removed, the liquid cools. It is then called sub-cooled liquid. Hence h4 is on a saturated liquid line (left side of the doom), and does not appear in a vapour compression cycle, and this is the case in all three tests. 6 http://www.alephzero.co.uk/ref/vapcom.htm#ph UMAR DARAZ Page 19 of 22 Thermodynamics Lab 2 As there is no moving part in the whole refrigeration plant apart from motor shaft of a compressor, so work done by them is zero, i.e. w = 0 So using steady state energy equation, we get W Q = h2 h1 Equation (2) As W =0, so equation (1) becomes Q = h2 h1 Or Q = h1 h2 Equation (3) The coefficient of performance or COP (sometimes CP), of a heat pump (i.e. refrigerator) is the ratio of the change in heat at the output (the heat reservoir of interest) to the supplied work.To find Cop value of refrigeration plant as well as for the refrigerant is a good practice, because this will illustrate that how much efficient of these two are. 7It takes a lot of heat to evaporate liquid. In other words a small amount of liquid circulating in a refrigerator can perform a large amount of cooling. This is one reason why the vapour compression cycle is widely used. The refrigeration system can be small and compact. Also from a practical point of view heat exchange is much better when using change of state evaporation and condensation. However the expansion of the high pressure liquid, process 5 1 above is non reversible. And so the efficiency of this cycle can never even approach Carnot efficiency. 7 http://www.alephzero.co.uk/ref/practcop.htm UMAR DARAZ Page 20 of 22 Thermodynamics Lab 2 Conclusion 8The vapour-compression cycle is used in most household refrigerators as well as in many large commercial and industrial refrigeration systems but the efficiency of this cycle can never even approach Carnot efficiency, because of its low coefficient of performance. In the refrigeration plant the operating parameters can be varied by adjustment of condenser cooling water flow and electrically heated evaporator supply voltage. Components have a low thermal mass resulting in immediate response to control variations and rapid stabilisation. Instrumentation includes all relevant temperatures, condenser pressure, evaporator pressure, refrigerant and cooling water flow rates, evaporator and motor power, motor torque and com- pressor speed. The most of components of refrigeration plant used in this experiment (R712) are manually calibrated scales (not digital), and based on this poor calibration all the recorded results are being guessed on the base of individual judgment, which is wrong most of the time. Anyway a small amount of liquid circulating in a refrigerator can perform a large amount of cooling. This is one reason why the vapour compression cycle is widely used. The enthalpy values which are being recorded directly from enthalpy pressure diagram (Figure 4), and based on how unclear that diagram is, I would say it is not a great source of information, but still we use this to find enthalpy. The system (refrigeration plant) has some losses, which have described earlier in this report, this includes motor loss, condenser and evaporator loss. In conclusion, I would like to say that by doing this experiment I learnt a great amount of knowledge, about refrigeration plant, and how it works, what kind of cycle more often use for this, how much efficient is this and how to calculate the different losses in this system. I would say by understanding the operation of this small scale refrigeration plant, I think I would be able to operate on an industrial scale refrigeration plant, because the basic principle is same. 8 http://www.alephzero.co.uk/ref/vapcomcyc.htm UMAR DARAZ Page 21 of 22 Thermodynamics Lab 2

Causes For The Fall of the Roman Empire :: The Fall of the Roman Empire

What major events led to the eventual decline and fall of the Roman Empire? Categorized between internal and external factors with broad reasoning, doesn’t lend itself to just a few events as the cause for the actual fall. From the internal factors: socio-economic problems and political corruption with the emperors and senate with their selfish, indulgence lifestyles with gladiator games being a major expense from the coffers, moral decline impacted the richest Romans with immorality, various outlandish sexual behaviors, gambling on most any activities and public lewd/sexual acts in the Colosseum. Education became only for the rich and usually only males. The basic standards of ethics and values were lost with total disregard of human and animal life, cheap slave labor lead to major unemployment for the working class plebeians that stressed the continued divide from the rich patricians. From the external factors: Constant wars and heavy military spending, the great Roman army was excessively expensive, over-stretched trying to keep the experienced warriors, recruiting more and more soldiers then turning to hiring mercenaries and barbarians. With the adding of more soldiers from conquered lands, those barbarians became more like Romans after a short time and less able to fight other barbarians from other countries as a result. With the army stretched thin at all the borders, when an issue grew it could become overwhelming quickly as with the Visogoths, once they were allowed to settle on the south side of the Danube, poverty living conditions and starvation led them to attack, then move to sack the city of Rome. Then there were the natural disasters such as famine, earthquakes and plagues. With influx of barbarians and many newcomers from over-run countries, the manifestation of serious sickness, transferring of plagues and lack of consistent medical care perpetu ated all natural disasters many times over.

Did you say Library Anxiety? - Part One :: Essays Papers

Did you say Library Anxiety? - Part One Most people are familiar with the terms test anxiety, math anxiety, performance anxiety, computer anxiety, or even social anxiety. But mention "library anxiety" and you'll likely get a response similar to, "Library what?" Library anxiety is not a well-known phenomenon, even among librarians. The bulk of research on library anxiety has concentrated on the problem as it applies to university students, but it’s not hard to imagine that it manifests itself in library patrons across the board. Where did this idea come from, how can librarians identify it, what steps can be taken to reduce it and what can the library community learn from it? Although it has been cited in the literature as far back as 1972 , the term library anxiety was first identified in 1986 by Constance A. Mellon. Virtually every article or study on the subject since then has referenced Mellon’s work in this area. Her studies showed that most students felt that other students knew more about library searching than they did and that to ask for help would be to reveal their stupidity. She also found that contact with reference librarians was more effective in alleviating library anxiety than the bibliographic instruction sessions conducted by their teachers. There are other names in the field such as Carol C. Kuhlthau, who found that students’ ability to process information from the aspects of mental, creative and physical locating operations is hampered by their feelings, thoughts, and actions. In 1992, Sharon L. Bostick devised a valid and reliable instrument to measure Mellon’s theory of library anxiety. The basis of her doctoral dissertation, she developed a 43 item, 5 point Likert-format test instrument that defines levels of library anxiety. Her instrument showed that it is possible to identify library anxiety and to measure it quantitatively. She identified five factors that contribute to library anxiety: 1) Affective Barriers; 2) Mechanical Barriers; 3) Comfort with the Library; 4) Knowledge of the Library; and 5) Barriers with staff. "Affective barriers" measures the feelings of adequacy when using the library. As we will see, affective barriers come in to play with all of the other factors, each of which will be described in greater detail. Mechanical Barriers: The ability to locate and use library equipment is hampered by the physical barriers libraries present. Students search for copy machines and upon locating them they learn that they need specific change to use them, or must purchase a copy card.

Geographic Distribution of Natural Resources for Energy Production Essa

Energy Distribution It is commonly known that natural resources are not distributed evenly around the world. As a result, energy is not distributed evenly around the world. In the present climate of the global economy, the distribution of energy presents conflicts between growing industry and already established industry. As a result, countries such as China, which are beginning to consume more resources, are turning to former methods of polluting natural resources such as coal because the resources they used to use are not as widely available. This is also taking place in other parts of the world. As the resources of crude oil deplete, oil companies are turning to new fuels such as ethanol without considering the side effects, similar to the way that China is blindly turning to coal without considering the pollution that is the result of coal. As a result of the rapid development and the sudden need for more energy in China, the production of energy in China is also different from that of the United States. Since China is a developing country, it has more of a chance to shift to alternate power sources more easily than the United States could; however, China needs rapid energy, and so it turned to coal rather than resources such as solar power or wind power. China is essentially at the stage that the United States was during the Industrial Revolution, whereas the United States has moved on to cleaner sources of energy such as petrol and oil. Another advantage that the United States has over developing nations is the use of alternate methods of power such as Nuclear Power Plants. Developing nations such as China do not have as easy an access to nuclear power due to the uncertainty as to the communist nature of the cou... ...op=793c8805q2fjrfq2fjgdloq5eddcmjmeeq22jeq3bjmbjq2aycfq5eyzcq2adyznjzoq2azjmbcq51q5eq2fq2ayfq7bsc0n>. â€Å"Coal power in China†. Wikipedia. 28 July 2008 . "Nuclear power in France." Wikipedia. 28 July 2008 . "Buying a Car: Gas vs. Diesel." Gas Vs. Diesel. 28 July 2008 . Pimentel. "Ethanol Fuel from Corn Faulted as ‘Unsustainable Subsidized Food Burning’." Ethanol. 28 July 2008 . Wallace, Ed. "Ethanol: A Tragedy in 3 Acts." Business Week. 28 July 2008 . Cohen, Matthew. "The Problem With Ethanol." Tampa Bay Online. 29 July 2008 .