Basil

Therefore, lounge provides them a place not only for waiting and relaxing before and after the meetings but also gives them a suitable environment for having a meeting in the lounge. Moreover, family is another main customer because they can meet and have some small portion foods and drinks right after they check-in into a hotel. Ritz-Carlton Hotel’s Lounge (SF) is open 24 hours a day and 7 days a week, which mean they are operating every day. Thus, they can satisfy customers’ needs and…

Maintaining Spanish as a Heritage Language in Australia Stephanie Natolo, Griffith University, Australia Abstract: Heritage language maintenance in Australia faces great challenges. In Australia, English is the dominant official language de facto, whilst Spanish is a community language. Spanish is primarily learnt and used in the home with parents and other family members, however, English holds power via hegemonic means, and is used in a multiplicity of domains. This paper presents an…

Even before Claussen began pushing his architectural vision, others were busy designing the inner workings of the plant. Jan Knau, an engineer, was only 27 when he was asked to come up with a flexible assembly line for the factory. Knau, then just a junior associate, contacted BMW’s top 15 assembly engineers. He invited them to a two-day workshop at a BMW retreat near the Austrian Alps. After a series of marathon sessions that included discussions of every facet of the ideal assembly line, Knau…

However, the large drop in PalmKid’s contribution margin per unit combined with a decrease in the actual number of PalmPro units sold as well as a drop in the actual contribution margin per unit below budget, led to the total contribution margin being much lower than budgeted. Other factors could be discussed here––for example, it seems that the PalmKid did not achieve much success with a three digit price point––selling price was budgeted at $149 but dropped to $102. At the same time,…

Unfortunately, some companies have mismanaged their greatest asset—their brands. This is what befell the popular Snapple brand almost as soon as Quaker Oats bought the beverage marketer for $1.7 billion in 1994. Snapple had become a hit through powerful grassroots marketing and distribution through small outlets and convenience stores. Analysts said that because Quaker did not understand the brand’s appeal, it made the mistake of changing the ads and the distribution. Snapple lost so much…