Abstract
This paper examines technological disasters in the airline industry. In particular it looks at the British jet aircraft industry after the accidents. It allows us to gain insight into what people?s conceptions were, and why certain events unfolded as they did. It shows us how people can learn from technological disasters, and even though they seem catastrophic at the time, they give us the necessary tools to insure that such disasters do not happen again.

From the paper:

"The Comet planes, operated predominantly by BOAC had established Britain as both a successful pioneer and leader in civil jet aviation. However, several American companies, including Boeing, were in hot pursuit of de-Havilland, fighting for their share of the new civil jet market. ?The Comets symbolized to Britons their nation?s pre-eminence in jet aviation,? 5 and so the accidents came as a devastating blow, both in the short and long term. In the aftermath of the accidents, all Comets were grounded pending investigation, causing huge problems and losses."

Tags:aeroplanes, aircraft, airplanes, aviation, boac, jetliners, jets, planes

Abstract
This paper discusses the OPEC organization in the 1970s, and its effects, which are examined through a neo-realist framework, and therefore show how the examination of utility-maximizing states both explains and provides meaning to the OPEC issue. OPEC's actions are presented as an example of a counter-hegemonic movement, which, rather than undermining the hegemonic control of the West, was unsuccessful and resulted in OPEC's incorporation into the global economic system.

From the Paper
"Starting in the 1970s, the Organization of Petroleum Exporting Countries (OPEC) cartel managed to achieve an unprecedented level of control over the economies of the developed Western world, extracting billions of dollars of wealth and damaging the macro-economies of these nations."

Tags:economy, international, oil, opec, political, politics, science, hegemonic, movement, incorporation, economic

Abstract
This paper examines how first-mover advantage is often an insurmountable gain by the first significant company to enter a new market and how there are numerous strategic implications of being a first-mover within the on-line industry. It looks at how, while there has been much discussion over first-mover benefits within such a dynamic industry, there has also been a great deal of criticism concerning the validity of this claim. Industry experts argue that there is no first-mover advantage. It explores the advantages of being a first-mover contrasted with a follower, the conditions that must be present for a first-mover to prevail and the "myth" of the first-mover concept. Case studies of both first-mover successes and failures pertaining to the online industry are also examined.

Outline
1.0 Introduction
2.0 The History of First-Mover Advantage
3.0 First-Mover Advantages and Disadvantages
3.1 First-Mover Advantages
3.2 First-Mover Disadvantages
4.0 Conditions Affecting First-Mover Success
5.0 The Myth of the First-Mover Advantage
5.1 Measuring First-Mover Advantage
5.2 Research Supporting First-Mover Advantage
5.3 Research Challenging First-Mover Advantage
6.0 Strategic Implications
7.0 Case Studies
7.1 First-Mover Successes
7.2 First-Mover Failures
7.3 Case Study Key Learnings
8.0 Conclusion
Appendix A: Advantages of First-Movers
Appendix B: Previous Research Findings
Endnotes

From the Paper
"The concept of a first-mover-advantage is by no means a new phenomenon, but during the Internet boom, the term became highly fashionable and was touted as instrumental to an entrant's success. The belief was that the first company to stake out a business category would inevitably dominate the market. This principle was reinforced by the fact that there were successful first-movers who immediately became industry legends. Journalists and market researchers used the concept to explain the rise of such upstarts as Amazon - the first large online bookstore, eBay - the first online auction service, and Yahoo - the first Web directory. Consultants around the world strongly urged their clients to enter new areas of business, particularly in the online industry, in which first-mover advantage soon became a religion."

Tags:brand, commerce, ecommerce, equity, web

Abstract
This paper defines and discusses material intensity per unit of service (MIPS). It begins by defining the concept of MIPS and then the seven steps in the calculation of MIPS. The paper then discusses the practical uses of MIPS in industrial fields and provides a few illustrations of MIPS application. Next, the paper looks at the benefits of MIPS use, as well as some of its constraints and limitations. Lastly, the paper looks at whether it could be effectively used in businesses in Nova Scotia.

Table of Contents:
What Is Material Intensity Per Unit Of Service (MIPS)?
How Is It Used?
Who Uses It?
What Are Its Benefits?
What Are Its Constraints and Limitations?
Could It Be Effectively Used By Businesses In N.S.?

From the Paper
"The most competitive operating costs to develop these business operations can be supplemented by the effective usage of the MIPS approach, where its data can be available for all these manufacturing sectors specified above. There are eco-auditing programmes, which are particularly designed for performing material flow analyses, can be used partly for generating MIPS analysis for businesses in Nova Scotia. Generally, these auditing software programmes improve the overall output of a project and ensure a consistent flow of data. Thus, they are significantly pre-requisite for fulfilling a time and cost-efficient analysis. Moreover, business in Nova Scotia could use MIPS effectively by optimising their production patterns on the basis of their cost saving strategies. Especially, they could either reduce the material input in a product or reduce the material input within the scrutinized process chain, and also they could increase the service unit or compare the product and service alternatives. However, prior to a selection of the best product or process optimization, the implementation of MIPS could be applied on a pilot project in order to examine possible outcomes of MIPS concept for any business in Nova Scotia."

Tags:data, auditing, production, costs

Abstract
Alfred D. Chandler's article entitled "The Enduring Logic of Industrial Success" states that the pioneers in a market will dominate their industries and continue to do so for decades. The writer examines in detail why these companies are identified as first movers and how they take advantage of being first movers to capture markets and become successful.

Table of Contents:
Introduction
Findings & Discussion
L'Oreal
Toyota
P&G
Conclusion

From the Paper
"L'Oreal is one of the first companies who sought to compete internationally beyond local or regional markets. When it enters a new market, the most significant strategy is to buy and repackage the local brands and make them world-famous. The most famous examples are Maybelline, Soft Sheen and Carson in the United States and Shu Uemura in Japan. L'Oreal was not satisfied with the profit-guaranteed market of Maybelline in Middle America. Aggressively, it promotes its products worldwide. When Carson found a market in South Africa, the Savannah firm, in debt, was unable to do the investment, L'Oreal made it because Owen Jones, the chairman of the company realized that "people of African origin, where they were in the world, were a huge future potential business" (Tomlinson, 2002). In addition to economics of scale to exert its cost advantage, L'Oreal also expands via economics of scope tremendously in years. The company started out in hair dyes. Now they have products in hair color, permanents, hairstyling aids, body and skin care, skin cleansers, and fragrances. Since they market over 500 brands and more than 2000 products, this provides them with a very strong presence in the beauty market. L'Oreal products are found in all distribution channels: hair salons, hypermarkets, supermarkets, health and beauty outlets, and direct mail. This gives them an advantage over competitors with limited distribution outlets."

Tags:Chandler, enduring, industrial, logic, mover, pioneers, success

Abstract
This paper provides a a step by step account of how Carnival Cruise Lines has earned the dominant position they have today in the tourism industry through strategic alliances, marketing and how they have used technology to leverage their competitive advantage. It focuses on their efforts in four areas: being family orientated; being environmentally friendly; convenience and customer service; and their affiliations and strategic initiatives and shows how through these efforts customers stay loyal and come back in the future on one of their other cruises.

From the Paper
"Carnival Cruise management have a strong ability to recognize social trends such as the need for short 3-5 day vacations (mini-vacations) and have invested in travel and tourism related companies to help them offer the best vacation in that short time period. For example, Carnival purchased Cunard Line Limted And Airtows PLC to help compliment their cruises with land activities. This is given Carnival the ability to fully control and create packages for three different adventure categories that are truly unique to Carnival such as Dog Sledding in Alaska. Management has also been able to align itself with companies such as Universal Studio's."

Tags:business, carnival, competitive, management, marketing, organization, strategic

Abstract
This paper describes the automobile industry in detail. It explains who are the major companies, competition for consumers and the future improvements in transportation. It examines the major issues of the industry, technology and the environment impact on the industry.


Table of Contents
I. Industry Background
II. Who are the key players and how do they compete in the market?
III. What are the dynamics of competition?
IV. Power of Buyers
V. Power of Suppliers
VI. What is the industry's driving forces?
VII. Industry Trends
VIII. Market Leaders
IX. What will it take to remain successful?
X. Summary

From the Paper
"In the economy of the world, the automotive industry is amongst the biggest industries. "It produces more trips each day, each week, each year than any other mode of transportation. No other mode of transportation attracts as many consumer dollars, employs as many workers, consumes as much steel, glass, and rubber, and has a greater impact on the country's economy and society." Of the ten biggest corporations listed in Fortune Magazine's list of Global 500 for 2001, four of them were from the automobile industry. They were General Motors(GM), Ford Motor Corporation, DaimlerChrysler, and Toyota Motors and the revenues they generated was $183,632.00, $180.598.00, $150,069.7, and $121,416.2 billion respectively. The aggregate here is an astounding $635,715.9 billion. Besides these companies, there are numerous other smaller automakers such as Honda and Hyundai that possess smaller market shares. In the year 2000 the US automobile industry sold an amazing 17.4 million vehicles and beat 1999's record by 500,000! The growth in the industry during this period was attributed to the growing economy, increased consumer confidence, and rising disposable income. However, that was in 2000 and although the automotive industry continues to maintain a dominant presence in the world, the next couple of years seem to be a real challenge. Gigantic automakers such as GM, Ford, and DaimlerChrysler are loosing market share and their performance is on the decline. As other companies compete for more market share amidst economic difficulties, the bigger corporations are being severely affected. "All three automakers (GM, Ford, DaimlerChrysler) faced significant weakness in the summer months (01) due to slower economic growth, lower consumer spending, and higher unemployment." The only certainty during these uncertain times is that trends are changing. The economy has definitely slowed down, competition is no longer what it was historically, and there have been changes attributed to the industry's driving forces. All these differences for the better or for the worse will factor in to produce the leaders of tomorrow."

Tags:analysis, automobile, environment, industry, management, strategic, technology

Abstract
This paper explores the issues behind the 2004 NHL lockout. It is an unbiased essay providing viewpoints from both the owners and the players. It also looks at the effect the lockout will have on fans and the general sporting community.

From the Paper
"The National Hockey League's players are locked out and it seems that the 2004-05 season is in real jeopardy. It is a battle between the players and the owners, and a controversial question is who is responsible for the lockout? The owners, lead by NHL commissioner Gary Bettman, are concerned with the rapid increase of player salaries and the subsequent loss of revenue. The players are represented by Bob Goodenow, the executive director of the NHL's Player's Association, and feel that they are not responsible for the current situation. It is the owners that have set their salary expectations. The athletes are willing to compromise on issues such as revenue sharing and initiate a luxury tax model; however, they are refusing to negotiate with the owner's about a salary cap. These conflicting sides have both contributed to the dire state of the game, but the owners and the players must also consider the impact the lockout will have on their fans and the sporting community."

Tags:athletes, community, economy, fans, hockey, negotiate, owners, players, salaries, sporting

Abstract
This paper takes an objective look at the events that precipitated the Arrow's cancellation. Also, a hypothesis is postulated as to why the aircraft was canceled.

From the Paper
"The Avro Arrow was considered the most technologically advanced aircraft in the western world at the time of its demise. The Arrow was designed and built in Canada, and its cancellation ended the jobs, hopes, and dreams for thousands of Canadians."

Tags:aerospace, airforce, canadian, fighter, jet

Abstract
Massive corporate mergers are becoming increasingly commonplace in 21st-century America. As one huge merger follows another, the benefits for owners and investors are obvious. The paper argues, however, that for our society as a whole, the consequences seem far less beneficial. When too many large corporations merge, competition is reduced, consequently denying consumers a variety of benefits that they are entitled to in our allegedly free market system. The paper argues that the lack of price reduction and innovation are the two most prominent detriments to society in the face of these industry oligarchies. Because one company owns many businesses, the businesses are all run in virtually the same way, leaving very little room for creativity or competition.

From the Paper
"Time Warner's recent merger with Turner broadcasting created the largest media company in the world. It now owns cable distribution, cable channels, production, music publishing, book and magazine publishing, retail interests, film production and theater chains. An example of possible problems: the 1996 controversy over Time Warner's cable provider not wanting to distribute Fox's 24 hour news channel, a competitor with Turner's CNN. Another example is The Disney/Cap Cities/ABC merger, which combines cable, merchandising, theme park, production, film and local media outlets (Barnou, 1999)."

Tags:acquisitions, Alan, Greenspan