Santa Barbara City College

There was no defining moment that got me hooked on flying. Maybe it is because my dad is a captain for Alaska Airlines or because my parents had me flying around the country on my own as soon as I could walk and talk. I do know one thing, on the Sunday morning of my first flight lesson, I was so excited for the journey I was about to embark upon. I promised myself that I would not get my hopes up, but once I was in the air, the feeling was indescribable. When my dad asked how it was, I had the…

1968: Music As Rhetoric In Social Movements In 1968 social movements sparked rhetorical discourses which occurred in many nations and on hundreds of colleges and in communities across the United States. These rhetorical discourses ultimately changed the direction of human events. Sometimes these points of ideological protests shared views on specific issues, especially demonstrations against the Vietnam War, but each conflict was also its own local conflict. There is no evidence that any…

9-803-069 REV: JANUARY 8, 2003 ROGER HALLOWELL DAVID BOWEN CARIN-ISABEL KNOOP Four Seasons Goes to Paris: “53 Properties, 24 Countries, 1 Philosophy” Europe is different from North America, and Paris is very different. I did not say difficult. I said different. — A senior Four Seasons manager In 2002, Four Seasons Hotels and Resorts was arguably the world’s leading operator of luxury hotels, managing 53 properties in 24 countries and delivering what observers called “consistently…

While ubiquitous Internet access is extremely convenient and enables marvelous new applications for mobile users, it also creates a major security vulnerability—by placing a passive receiver in the vicinity of the wireless transmitter, that receiver can obtain a copy of every packet that is transmitted! These packets can contain all kinds of sensitive information, including passwords, social security numbers, trade secrets, and private personal messages. A passive receiver that records a copy of…

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…