Aspergers Syndrome and High Functioning Autism Essay

Aspergers Syndrome and High Functioning Autism - Essay Example 3, Wilson, 2005, par. 4). In fact, the similarities between these disorders are so extensive that many experts maintain there is no substantive diagnostic distinction between them. "The frequently posed question is whether these disorders should be conceptualised (sic) as part of a single continuum or whether they are distinct diagnostic entities" (Dissanayake, 2004, par. 2). The differences between AS and HFA are thought by some experts to be merely quantitative, not qualitative, such that they are limited to varying degrees of the same symptoms. Nevertheless, a careful review of current literature on the subject reveals that there are some very real, qualitative differences between Asperger's and HFA. In fact, it can be argued that the core symptoms of these disorders are diametrically opposed - that the main indicators of the disorders are mutually exclusive. Should someone with AS be wrongly diagnosed with HFA, or vice versa, the repercussions for sufferers of these conditions could be significant. The appropriate treatment for HFA will not be exactly the same as that for AS. To treat the conditions as one and the same would risk putting AS sufferers at a severe disadvantage in their development, as AS requires unique learning supports and social coaching that differs from the treatment required for HFA. According to Lyons and Fitzgerald (2004), "autism and Asperger syndrome are both recognized neuro-developmental disorders that are defined primarily in behavioral terms. Autistic disorder and Asperger's are both marked by "qualitative impairment in social interaction" (Tucker, 2006, par. 11). Symptoms of such impairment include difficulty with non-verbal social cues such as facial expression, body language, and gestures; difficulty developing appropriate peer relationships; failure to spontaneously seek others to share interests or achievements; and/or "lack of social or emotional reciprocity" (par. 11). Both disorders are also marked by "restricted, repetitive, and stereotyped patterns of behavior, interests, and activities," including abnormally intense preoccupation with stereotyped or restricted patterns of interest; obsessive adherence to nonfunctional routines or rituals; "stereotyped and repetitive motor mannerisms;" or "persistent preoccupation with parts of objects" (par. 1 2). Those with two of the social interaction impairment symptoms and one of behavioral symptoms listed above may be clinically diagnosed with Asperger's Syndrome, "characterized by autistic social dysfunction and idiosyncratic interests, in the presence of normal intelligence" (Ghaziuddin & Mountain-Kimchi, 2004). Dissanayake (2004) maintains that HFA and AS are qualitatively very similar disorders. She states that "the findings from the comparative literature are either marked by an absence of differences or by only quantitative differences between the two groups, such that most symptoms, associated features and biological indices are either shared or overlapping to some degree" (par. 3). Furthermore, any differences between the two disorders become less apparent with age. "Specifically, it has been found that children with these disorders show greater differences in the manifestation of impairments in social interaction, communication, motor skills and repetitive behaviours (sic) during the early childhood years than during middle childhood and adolescence. The main direction of difference during the preschool years is that those with autism

Doctrine of Harmonious Construction

Doctrine of Harmonious Construction HISTORY 1st amendment came in the case of Sankari Prasad before SC. The court unanimously decided to resolve the conflict between Fundamental Rights and Directive Principles by placing the reliance of the line of doctrine of harmonious construction. The court held that the FRs impose limitation over the legislature and executive power. They are not inviolable and parliament can amend them to bring in conformity to directive principles. The result was generally all law providing for the acquisition of state and interest therein and specially certain state including land reform acts of U.P., Bihar and M.P. were immune from the attack based on article 13 read with other provision of part III. DOCRTINE OF HARMONIOUS CONSTRUCTION It is a sound canon of interpretation that courts must try to avoid a conflict between the provisions of Statute. The rule of reconciliation on the Entries was propounded for the first time in the case of in re C.P. and Bare Act. It is the province of the courts to determine the extent of the authority to deal with subjects falling within the legislative purview of each legislature. To avoid conflict, the Courts should read Entries of two Lists together and the language of one Entry can be interpreted, and modified too, with the help of another Entry. Interpreting Entries 24 and 25 of the State List harmoniously, the Supreme Court held that gas and gas works being in Entry 25 would not fall in the general Entry 24Industry and observed: It is also well settled that widest amplitude should be given to the language of Entries but some of the entries in the different Listsà ¢Ã¢â€š ¬Ã‚ ¦may overlap and sometimes may also appear to be in direct conflict with each other, it is then duty of this court to reconcile the entries and bring about harmony between them. In this way it may, in most cases, be found possible to arrive at a reasonable and practical construction of the language of the sections, so as to reconcile the respective powers they contain and to give effect to all of them. In Tika Ramji v. State of Uttar Pradesh, [3] the position of the industries was clarified by Supreme Court. In the instant case the vires of U.P. Sugarcane (Regulation of Supply and Purchase) Act, 1953 was involved. It was contended that sugarcane being controlled industry fall within the jurisdiction of the Union List by virtue of Entry 52 of List I falls within the legislative purview of Parliament. The Supreme Court, therefore, had to e xplain the Inter-relation between Entries 52 of List I, 24 and 27 of List II and 33 of List III. Entry 24 of List II and 52 of List I establish that except controlled industries, the industries generally fells within the State Sphere. Entry 27 of List II gives power to State to regulate the production, supply and distribution of goods subject to provisions of Entry 33 of List III. The sugar industry being controlled industry, the distribution, supply and production of the product of this controlled industry viz. Sugar as a finished product, Principle of Harmonious Construction The principle of harmonious interpretation is similar to the idea of broad or purposive approach. The key to this method of constitutional interpretation is that provisions of the Constitution should be harmoniously interpreted. Constitutional provisions should not be construed in isolation from all other parts of the Constitution, but should be construed as to harmonize with those other parts. A provision of the constitution must be construed and considered as part of the Constitution and it should be given a meaning and an application which does not lead to conflict with other Articles and which confirms with the Constitutions general scheme. When there are two provisions in a statute, which are in apparent conflict with each other, they should be interpreted such that effect can be given to both and that construction which renders either of them inoperative and useless should not be adopted except in the last resort. This principle is illustrated in the case of Raj Krishna vs Bino d AIR 1954. In this case, two provisions of Representation of People Act, 1951, which were in apparent conflict were brought forth. Section 33 (2) says that a Government Servant can nominate or second a person in election but section 123(8) says that a Government Servant cannot assist any candidate in election except by casting his vote. The Supreme Court observed that both these provisions should be harmoniously interpreted and held that a Government Servant was entitled to nominate or second a candidate seeking election in State Legislative assembly. This harmony can only be achieved if Section 123(8) is interpreted as giving the govt. servant the right to vote as well as to nominate or second a candidate and forbidding him to assist the candidate it any other manner. Upon looking at various cases, the following important aspects of this principle are evident The courts must avoid a head on clash of seemingly contradicting provisions and they must construe the contradictory provi sions so as to harmonize them. The provision of one section cannot be used to defeat the provision contained in another unless the court, despite all its effort, is unable to find a way to reconcile their differences. When it is impossible to completely reconcile the differences in contradictory provisions, the courts must interpret them in such as way so that effect is given to both the provisions as much as possible. Courts must also keep in mind that interpretation that reduces one provision to a useless number or a dead lumbar, is not harmonious construction. To harmonize is not to destroy any statutory provision or to render it otiose. Case 1: Unni Krishnan, J.P. and ors., etc. v. State of Andhra Pradesh and ors. The writ petition was filed challenging whether the right to life under Article 21 of the constitution guarantees a fundamental right to education to the citizens of India and right to education includes professional education. This was challenged by certain private professional educational institutions and also in respect of regulating capitation fees charged by such institutions. The Supreme Court held that right to basic education was implied by the fundamental right to life when read with article 41 of directive principle on education. As per article 45 of the constitution, the state is to provide free and compulsory education for all children below the age of 14 years and there is no fundamental right to education for a professional degree that flows from article 21. Several states have passed legislation making primary education compulsory and there is no central legislation to make elementary education compulsory. In addition, the Court held that, in order to treat a right as fundamental right, it is not necessary that it should be expressly stated as one in Part III of the Constitution: the provisions of Part III and Part IV are supplementary and complementary to each other. The Court rejected that the rights reflected in the provisions of Part III are superior to the moral claims and aspirations reflected in the provisions of Part IV. Case:2 Smt. Rani Kusum vs Smt. Kanchan Devi And Ors on 16 August, 2005 Showing the contexts in which harmonious construction author:A Pasayat appears in the document have to ascertain the object which is required to be served by this provision and its design and context in which it is enacted. The use of the word shall is ordinarily indicative of mandatory nature of the provision but having regard to the context in which it is used or having regard to the intention of the legislation, the same can be construed as directory. The rule in question has to advance the cause of justice and not to defeat it. The rules of procedure are made to advance the cause of justice and not to defeat it. Construction of the rule or procedure which promotes justice and prevents miscarriage has to be preferred. The rules or procedure are handmaid of justice stress. In the present context, the strict interpretation would defeat justice. In construing this provision, support can also be had from Order VIII Rule 10 which provides that where any party from whom a written statement is required under Rule 1 or Rule 9, fails to present the same within the time permitted or fixed by the Court, the Court shall pronounce judgment against him, or make such other order in relation written statement under this provision, the Court has been given the discretion either to pronounce judgment against the defendant or make such other order in relation to suit as it thinks fit. In the context of the provision, despite use of the word shall, the court has been given the discretion to pronounce or not to pronounce the judgment against the defendant even if written statement is not filed and instead pass such order as it may think fit in relation to the suit. In construing the provision of Order VIII Rule 1 and Rule 10, the doctrine of harmonious construction is required to be applied. The effect would be that under Rule 10 of Order VII I, the court in its discretion would have power to allow the defendant to file written statement even after expiry of period of 90 days provided in Order VIII Rule 1. There is no restriction in Order VIII Rule 10 that after expiry of ninety days, further time cannot be granted. The Court has wide power to make such order in relation to the suit as it thinks fit. Clearly, therefore, the provision of Order VIII Rule 1 providing for upper limit State Of Orissa And Ors vs Arakhita Bisoi on 14 April, 1977 Showing the contexts in which harmonious construction appears in the document respondent was allowed by the Orissa High Court by its order dated 15-7-1976 holding that the Additional Magistrate had powers to revise an order of the appellate authority passed u/s 44 by virtue of the powers conferred on him under s. 59of the Act. Dismissing the appeal by certificate, the Court, HELD: (i)The language of S. 59(1) of the Orissa Land Reforms Act is wide enough to enable the Collector to revise any order including an appellate order under S. 44 of the Act.[561B] (ii) In applying the rule of harmonious construction with a view to give effect to the intention of the legislature the court will not be justified in putting a construction which would restrict the revisionary jurisdiction of the Collector and the Board of Revenue. [560E] In the instant case, the Act is of expropratory nature and the determination of the excess lands is done by the Revenue Officer. The legislature intended that any error or irregularity should be rectified by higher authorities like the Collector and the Board of Revenue. [560E] J. K. Cotton Spinning Weaving Mills Co. Ltd. v. State revise such order. Though the amendment to section 44(3) makes it clear that a right to revision is provided for orders passed under section 44(2), we do not think that this could mean that section 44(2) as it originally stood did not provide for power of revision to the Collector under section59. In our opinion, amendment does not make any difference. The learned counsel for the appella nt submitted that section 44(3) is in the nature of a special provision and should be construed as an exception to section 59 on the principle of harmonious construction. In support of this plea the learned counsel referred to the decision in The J.K. Cotton Spinning Weaving Mills Co. Ltd. v. State of U.P. Ors. (1). In construing the provisions of clause 5(a) and clause 23 of the G.O. concerned, this Court held that the rule of harmonious construction should be applied and in applying the rule the court will have to remember that to harmonise is not to destroy and that in interpreting the statutes the court always presumes that the legislature inserted every part thereof for a purpose and the legislative intention is that every part of the statute should have effect, and a construction which defeats the intention of the rule-making authority must be avoided. This decision does not help the appellant for in our view in applying the rule of harmonious construction with a view to giv e effect to the intention o(the legislature the court will not be justified in putting a construction which would restrict the revisionary jurisdiction of the Collector and the Board of Revenue. It may be noted that the Act is of exproprietory nature and the determination of the excess lands is done by the Revenue Officer and on appeal by the Revenue Divisional Officer. In such circumstances, it is only 13roper to presume that the legislature intended that any error or irregularity should be rectified by higher authorities like the Collector and the Board of Revenue. In our view it will be in conformity with the intention of the legislature to hold that section 59 confers a power of revision of an order passed under section 44(2) of the Act. The learned counsel next referred to a decision of this Court in The Bengal Immunity Company Limited rule of construction is stated at p. 791 in the following terms by Venkatarama Ayyar, J. speaking for the Court: It is a cardinal rule of constr uction that when there are in a Statute two provisions which are in conflict with each other such that both of them cannot stand, they should, if possible be so interpreted that effect can be given to both, and that a construction which renders either of them inoperative and useless should not be adopted except in the last resort. This is what is known as the rule of harmonious construction. One application of this rule is that when there 561 is a law generally dealing with a subject and another dealing particularly with one of the topics comprised therein, the general law is to be construed as yielding to the special in respect of the matters comprised therein. Construing section 59 as conferring a power of revision against an order passed under section 44(2) is not in any way contrary to the principle laid down in the above decision. Jagdish Singh vs Lt. Governor Delhi And Others on 11 March, 1997 Showing the contexts in which harmonious construction appears in the document later. The Registrar, however, committed serious error in interpreting Sub-rule (2) of Rule 25 and directing cessation of membership of the appellant from both the societies. Mr. Bobde also argued that if Sub-rule (2) of Rule 25 is interpreted to mean that on incurring such disqualification by operation of law one ceases to be a member of both societies, then Rule 28 conferring power on the Registrar to give a written requisition to either or both the co-operative societies for cessation of the membership, would become inoperative, and therefore, efforts should be made for harmonious construction where under both the provisions can operate. Mr. Bobde also argued that under Rule 25(1) the embargo upon a person to become a member of a co-operative society is there if the said person or his spouse or any of his dependent children is a member of any other housing society. The disqualification in question is thu s attached to becoming a member of co-operative society if he is already a member of another society. Under Sub-rule (2) of Rule 25 a deemed cessation accrues obviously in relation to a society in respect of which the disqualification is attached question that arises for consideration is: whether a person who is a member of a housing co-operative society having incurred the disqualification under Rule 25(1)(c)(iii) on being a member of a subsequent housing society would cease to be a member of both the societies with effect from the date of the disqualification incurred by him. It is a cardinal principal of construction of a statute or the statutory rule that efforts should be made in construing the different provisions, so that, each provision will have its play and in the event of any conflict a harmonious construction should be given. Further a statute or a rule made there under should be read as a whole and one provision should be construed with reference to the other provision so as to make the rule consistent and any construction which would bring any inconsistency or repugnancy between one provision and the other should be avoided. One rule cannot be used to defeat another rule in the same rules unless it is impossible to effect harmonisation between them. The well-known principle of harmonious construction is that effect should be given to all the provisions, and therefore, this Court held in several cases that a construction that reduces one of the provisions to a dead letter is not a harmonious construction as one part is being destroyed and consequently court should avoid such a construction. Bearing in mind the aforesaid rules of construction if Sub-rule (2) of Rule 25 and Rule 28 are examined the obvious answer would be that under Sub-rule (2) the deemed cessation from membership of the person concerned is in relation to the society pertaining to which disqualifications are incurred. A plain reading of Rule 28 makes it crystal clear that the Regis trar when becomes aware of the fact that an individual has become a member of two co-operative societies of the same class which obviously is a disqualification under Rule 25 then he has the discretion to direct removal of the said individual from the membership of either or both the co-operative societies. If Sub-rule (2) of Rule 25 is interpreted to mean that deemed cessation of the person concerned from membership of both the societies then the question of discretion of the Registrar under Rule 28 will not arise .If the interpretation given by the Registrar incurred. In the case in hand the disqualification which the appellant incurred was in respect of his membership of the Tribal Co-operative Housing Society Ltd. as he could not have become a member of the said society as he was already a member of Dronacharaya Co-operative Group Housing Society, and therefore, by operation of Sub-rule (2) he would deem to have ceased to be a member from the Tribal Co-operative Housing Society right from the inception in November, 1983 and not from the Dronacharaya Co- operative Group Housing Society. 8. Apart from the aforesaid harmonious construction of Sub-rule (2) of Rule 25 and Rule 28, on a plain construction of Rules 25 also the same conclusion has to be arrived at. Sub-rule (1) disqualifies a person for admission as member of a housing society if he or his spouse or any of his dependent children is a member of any other housing society. The disqualification in question obviously attaches to membership of the second society and has no connection with his membership of the first society. In view of the aforesaid embargo contained in Sub-rule (1) to Rule 25, Sub-rule Significance The courts must avoid a head on clash of seemingly contradicting provisions and they must construe the contradictory provisions so as to harmonize them. The provision of one section cannot be used to defeat the provision contained in another unless the court, despite all its effort, is unable to find a way to reconcile their differences. When it is immpossible to completely reconcile the differences in contradictory provisions, the courts must interpret them in such as way so that effect is given to both the provisions as much as possible. Courts must also keep in mind that interpretation that reduces one provision to a useless number or a dead lumbar, is not harmonious construction. To harmonize is not to destroy any statutory provision or to render it otiose. Conclusion As per this doctrine the courts must try to avoid conflicts between the provisions of the statutes. Thus the provisions must be so interpreted that the conflict between the two is avoided and each of them is given effect and, for that purpose the scope and meaning of one may be restricted so as to give meaning to the other also.

Gendered Ideals of Body Form Essay -- Gender Studies

Gendered bodies in the West are bodies of contrasts. A masculine, sharp, inverted triangular body is contrasted to the feminine, soft, hourglass shape. Humans, throughout history, have resorted to drastic measures to meet and exemplify gendered ideals of body form. One such measure that has been in place since the Victoria era is the wearing of corsets. In attempting this research, I thought that wearing a corset would provide an insight into the ways feminine bodily ideals are appropriated by women in a Western context. Putting on the corset proved to be a challenge; only with the assistance of my roommate could I put it on. She laced the back up to as tight as it went and I wore it underneath my normal daily clothes. My first thought when wearing it was that it felt like a hug, when your body is encapsulated within something; it was quite pleasant and had an almost motherly feeling about it. As soon as I wore it, I immediately realized that I had to learn to control my breathing be cause the corset would feel extremely tight every time I exhaled. Travelling in the car and on the train proved to be a challenge because the corset forced my body to arch my back and sit up straight, which is not the way I normally sit. When I slouched or moved in a way that the corset did not allow, it would dig into my stomach and ribs in a painful way. While walking, I realized that I was pushing my chest out and standing very straight. This made me feel like I was embodying the typical ‘empowered woman’ image that shows a woman as sexy, confidently striding along an urban landscape, independent and beautiful. However, as the day went on, the uncomfortable sweatiness that it brought me made me loath wearing it. Coming home, I took it off and wonder... ...er and Power at a Treatment Center. London: Duke University Press. Riordan, G. (2007). The Corset Douglas, M. (1966). External Boundaries. In Purity and Danger. (pp. 140-159). New York City: Routledge Classics . Savacool, J. (2009). The World Has Curves: The Global Quest for the Perfect Body. New York City: Rodale Books. Steele, V. (1985). Fashion and Eroticism. New York City: Oxford University Press. Turner, B. S. (1996). The Body and Society. Thousand Oaks, California: Sage Publications. Controversy: Author(is)ing the Subject in/ of Tight-lacing.Social Semiotics, 17(3). Urla, J., & Swedlund, A. C. (1995). The Anthropometry of Barbie: unsettling ideals of the feminine body in popular culture. In J. Terry & J. Urla (Eds.). Deviant Bodies. Bloomington: Indiana University Press. Wolf, N. (1991). The Beauty Myth. New York City: William Morrow and Company Inc..

Entrepreneurship in Tourism and Hospitality

|SOUTHERN CROSS UNIVERSITY | ASSIGNMENT COVER SHEET For use with online submission of assignments Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document. Your assignments must be submitted as either Word documents (with . oc extension, NOT. docx), text documents with . rtf extension or as . pdf documents. If you wish tosubmit in any other file format please discuss this with your lecturer well before theassignment submission date. |Student Name: |Kalendarev Mikhail | |Student ID No. |22025713 | |Unit Name: |Entrepreneurship in Tourism and Hospitality | |Unit Code: |MNG00427 | |Tutor’s name: |Goh Chye Yeow Terence | |Assignment No. |2 | |Assignment Title: |Opportunity analysis report | |Due date: |December 14, 2012 | |Date submitted: |December 13, 2012 | Declaration: I have read and understand the Rules relating to Awards (Rule 3. 17) as contained in the University Handbook.I understand the penalties that apply for plagiarism and agree to be bound by these rules. The work I am submitting electronically is entirely my own work. |Signed: |Kalendarev Mikhail | |(please type your | | |name) | | |Date: |13/12/12 | Table of contents Executive Summary3 1. 0Introduction4 . 0 Idea and Competition4 2. 1 Description of the venture & Service provision4 2. 3 Why it is innovative4 2. 4 Location5 2. 5 Number of rooms and itsprices6 2. 5. 1 Price determinants7 2. 6 Competition8 2. 7 SWOT analysis9 3. 0 Target Market and reasons for its selection11 3. 1 Industry Analysis12 3. 1. 1 Demand outlook – bargaining power of buyers12 3. 1. 2 Supply outlook – bargaining power of suppliers13 3. 1. 3 Barriers to Entry13 3. 1. 4 Substitutes14 3. 2 Market Size & Trends14 3. 3 Estimated Market Value17 3. 4 Estimated Sales Forecasts for 3 Years17 . 0 Assessing my entrepreneurial capabilities17 4. 1 Team Experience18 4. 2 HR Plan18 5. 0 Equipment needs20 7. 0 Conclusion22 REFERENCE LIST23 Executive Summary This opportunity analysis report is aimed at assessing the feasibility of new hotel project with its main location in Denmark. It covers four major sections. The first section describes the project idea including why it is innovative and identifies the competitors for the idea. The innovatory idea is to build eco-friendly hotel with variety of sustainable solutions integrated in it.The main foundation for the price is value-based pricing policy with the main reason to capture green consumers’ value through environmentally-friendly hotel solutions. The criteria for analysing our competitors include close location to the airport as well as hotel star-rating. This section ends by identifying the strengths, weaknesses, opportunities and threats for our new hotel venture. The second section assesses the market for the idea by recognizing the target market and performing industry and market analysis.The target market is sub-divided i nto three different segments which are mature markets (B2C), growth markets (B2C & B2B) and green consumers. It contains more detailed explanation why these segments were chosen. To perform an industry and market analysis, several research methods were used amongst which are primary and secondary methods. It is the third section that gives a basis for human resource activities and evaluates the team members. This section explores on myself as an entrepreneur and provides HR plan with an assessment of experience, award categories and pay rates assigned to each team member.Finally, the last section produces initial set-up costs required for new venture creation. It includes equipment needs for equipping 50 hotels’ rooms and specifies timeframe for the purchase of all items. First year’s profit and loss table is also presented in this section. Introduction The paper presents opportunity analysis report for a new hospitality venture. The main purpose of this report is to d efine the extent to which this project is feasible. Kalendarev’s Skyscraper Copenhagen Hotel is going to be a new innovative hotel located in Denmark which will have clearly identified goal to target green consumers.The new hotel will have a set of innovatory eco-friendly solutions which will benefit green consumers who care about the environment. 2. 0 Idea and Competition 2. 1 Description of the venture & Service provision The idea of the project is to open a new innovatory 4-star hotel which is going to be environmentally-friendly. It will be specially designed and constructed for travelers who care about the environment (green consumers) and wish to experience extraordinary business trip or city break. The hotel will be named Kalendarev’s Skyscraper Copenhagen Hotel.The hotel’s central location is planned to be at a new district Oresundsmotorvejen of Copenhagen city (Denmark) which will allow it to focus on the smallest details by providing a blend of Scandin avian comfort, sustainability and quality. Besides its sustainability efforts both for mankind and environment, Kalendarev’s Skyscraper Copenhagen Hotel will be generally known as the first hotel that will deliver exceptional service experience for green travelers. This would be illustrated in terms of the international standards provided within the hotel which is rare in the area where the hotel is built. . 3 Why it is innovative Our plans include to receive several awards amongst which is Ecotourism award and to be the first Danish hotel in the category of the World’s Greenest Hotel. The hotel should stand out for its remarkable interior and architecture which will be a unique blend of classical Scandinavian design and Paustian modern design. In addition, the hotel building will be integrated with eco-friendly solutions and as to our plan our hotel building should become the first CO-2 neural in Denmark.To achieve these, we will be implementing variety of green place ment strategies and will be participating at annual National Awards to be recognized by green consumers. By signing the contract with UN Global Compact, Kalendarev’s Skyscraper Copenhagen Hotel will evidence that the hotel aims at more than just quality and comfort. Its uniqueness will be addressed in hotel’s innovations and wealth of green technology solutions which will be showcased from the hotel’s exterior up to the room’s shampoo bottle. Likewise, the hotel’s facade will be integrated with the largest solar park in North Europe.With the use of innovatory groundwater-based cooling and heating system, Kalendarev’s Skyscraper Copenhagen Hotel will be the first Danish hotel to decrease energy consumption by nearly 90 per cent. Consequently, hotel will be sustaining healthy and safe environment within the venue and its rooms. In addition, the application of the variety of sustainable actions will result in diminishing CO2-emissions and will differentiate the hotel from its competition. All abovementioned could be achieved from the efficient use of organic food in the hotel’s Scandinavian restaurant as well as electricity conservation in the hotel hallways. 2. Location The location of Kalendarev’s Skyscraper Copenhagen Hotel will be between Copenhagen airport and city centre which is very convenient. The main reason is because choosing this location will allow visitors to reach the hotel in few minute drives. Also, since airport is close to hotel, free shuttle bus service will give travellers opportunity to come to hotel directly from the airport. Another distinctive advantage why this property was chosen is because metro station will be very close to Kalendarev’s Skyscraper Copenhagen Hotel which will ease tourist’s journey in exploring different attractions within Copenhagen city.By and large, Kalendarev’s Skyscraper Copenhagen Hotel will be a great choice for business people, leisur e tourists and green consumers in Copenhagen. The picture 1 below shows the estimated location of Kalendarev’s Skyscraper Copenhagen Hotel which is close to Copenhagen Airport and city centre. The street name is Oresundsmotorvejen which is a new district. [pic]Picture 1. Source: Google Maps, 2012 2. 5 Number of rooms and itsprices The hotel will have 50 rooms in total. There will be 30 standard rooms, 10 deluxe rooms and 10 family rooms. Our main pricing policy would be value-based pricing.The key attributes which differentiate the product involve quality, physical attributes, style, brand and service (Pricing for Profit, 2012). Our green consumers who care about the environment will appreciate the fact of paying higher prices for the innovations and environmentally-friendly solutions integrated into our hotel. Hence, it is smart to set value-based pricing instead of cost-based pricing to capture that value. As Figure 1 shows, Kalendarev’s Skyscraper Copenhagen Hotel w ill be providing the following prices for their rooms listed below: Room Type |Rate (US$) | |STANDARD ROOM |$  359. 97 | |DELUXE ROOM |$  359. 40 | |FAMILY ROOM |$  325. 09 | Figure 1 The weekend rates will be higher than week days. There would be no booking fees. We will be offering one free night if our rooms are offered for cheaper prices elsewhere.In addition, if the traveler changes his/her plans, hotel will allow a change or cancellation of the reservation with no worries. 2. 5. 1 Price determinants Friedhelm  Tringas  (2012) suggests that in case the demand or occupancy rate increases while supply of hotel rooms decreases, the hotel must charge higher prices for its rooms. It is vital for hotel to cover its operational expenses. Therefore, it is not a good practice to sell all rooms at the same rate since it rarely produces good occupancy and average rates (Friedhelm  Tringas, 2012).The key rate determinants for our hotel are identified as follows: – Locat ion – Demand – Competition – Hotel rating Aforementioned determinants set up the basis for rate scales and determine revenue management parameters (Friedhelm  Tringas, 2012). Additionally, it is the customer who is willing to pay certain rate for hotel room and, therefore, customer willingness influences pricing decisions of the hotel (Hotel Traffic Builders, 2010). Accordingly, Kalendarev’s Skyscraper Copenhagen Hotel will base their pricing decision considering the following aspects: Innovative solutions such as Solar Panel Park, groundwater-based heating and cooling system and first carbon-neutral hotel building in Denmark will allow hotel to set higher prices for its products and services †¢ State-of-the-art interior and comfortable location which is close to airport and city centre are great advantages that distinguish our hotel †¢ Statistics suggest that there is an increasing demand for city break tourism in Copenhagen with an annual av erage growth in bed nights between Years 2006-2010 being 7% (VisitDenmark, 2012).Hence, higher demand in city break tourism sector gives Kalendarev’s Skyscraper Copenhagen Hotel an opportunity to increase our prices within this sector. 2. 6 Competition [pic] Figure 2 Above Figure 2 presents the main direct competitors of Kalendarev’s Skyscraper Copenhagen Hotel. The reasons why these hotels are our future competitors are 1) because of their close location to the airport – it’s on average 5-10 minutes’ drive away; 2) these hotels are 3-4 star hotels. ? Competition in capacity. Hotel capacity has been significantly increasing in Copenhagen since 2009.The figure increased by up to 30% (VisitDenmark, 2012). The capacity increase will result in many challenges for Copenhagen city, but still it will be beneficial for travelers since hotels will provide better services for cheaper prices. Compared to Kalendarev’s Skyscraper Copenhagen Hotel which c apacity will be equal to 50 rooms, Palace Hotel Copenhagen has a preponderant capacity with the number of rooms which is more than double– 162 bedrooms (VenueFinder, 2009). This gives Palace Hotel Copenhagen a competitive advantage to gain larger market share. ? Price comparison [pic] Figure 3 Source: Booking. com, 2012The price comparison is implemented in five different hotels with 2 room types. As the Figure 3 shows, the strength is showcased by Bella Sky Comwell Hotel Copenhagen and Park Inn by Raddison Copenhagen Airport in terms of the lowest rates for their standard rooms. The prices are similar between Quality Airport Hotel Dan and Palace Hotel Copenhagen with the prices being $202. 75 and $233. 38 per night respectively. It’s important to note that our Kalendarev’s Skyscraper Copenhagen Hotel will be charging the highest prices at initial stages of start-up to cover its expenses and perform market-skimming pricing strategy.In family room type, the main competitor of Kalendarev’s Skyscraper Copenhagen Hotel will be Quality Airport Hotel Dan. The smallest rates within both room types are supplied by Bella Sky Comwell Hotel Copenhagen. While identical room facilities, room sizes and almost the same prices are offered by all hotels, Kalendarev’s Skyscraper Copenhagen Hotel will be positioning itself as a luxury hotel with a set of innovative and creative solutions which will allow hotel to set much higher prices for its rooms. Its main aim will be not to beat the lowest prices, but charge as higher prices as possible. . 7 SWOT analysis Figure 4 ? Strengths Location – One of the most distinctive advantages of Kalendarev’s Skyscraper Copenhagen Hotel is its location which is at a walking distance to city center and metro stations. Internationalized service standards – I find that enhancing service experience at international service levels along with the friendly and polite staff will be greatly apprec iated among our upcoming customers. In addition, such service experience will be new to our area. Clean & Spacious rooms – we will sustain cleanliness and comfort within all hotel rooms.Our eco-friendly solutions such as energy consumption, diminishing CO2-emissions and electricity conservation will bring pleasant experience to green consumers. ? Weaknesses High prices –Many expenses would be incurred at start-up stage such as building the hotel, integrating innovations, hiring and training employees and outsourcing other departments. Since it all will affect our cost of rooms, we will have to initially charge higher rates for our rooms to cover basic operational expenses and to gain some market share. This is the main weakness of our hotel.Small room type selection –Offering limited choice of room types while our competitors have variety of choices can be another weakness of our hotel. ? Opportunities New 10-floor housing building which is BIG’s project has been recently constructed in Copenhagen (Archinnovations, 2010). It has 8 houses for mixed use within this building. It’s a great opportunity to catch the flow of customers since this new housing building is located close to our hotel. Another opportunity will be expanding the number of hotel chains and gaining larger market shares within Danish hotel industry.However, additional financing will be required for expansion purposes. ? Threats The major threat for our hotel is to get proper financing from the bank. This means that our hotel project and its innovations should be first approved by the local government and then credited by financial institutions. In addition, being a new establishment, our competitors will be eager to beat us by introducing lower prices and starting price war. It means that there is a threat for our hotel in terms of harsh competition and we have to be more alert in order survive in such conditions. 3. Target Market and reasons for its selection Our primary targets would be 3 different markets: 1) Mature markets (B2C) – demographically, these are women with their age ranging from 35 to 55 years old. It also includes families with their main interests being shopping, eating and drinking, good atmosphere and different events. Geographically, this market segment comes from Southern Sweden and Norway which is very close to Copenhagen (VisitDenmark, 2012). The main reasons to appeal to this segment include high degree of awareness of Copenhagen and ease of accessibility (proximity).In addition, as the study suggests that this segment’s motivations for travelling include visiting hotels and restaurants, enjoying the atmosphere, visiting different attractions, exhibitions and museums such as Tivoli and Louisiana (VisitDenmark, 2012). 2) Growth markets (B2C & B2B) – here we would be targeting at high spenders (high income travelers) as well as women aged 35-55. The primary target group for B2B market would be Russia. The other geographical segments that we would be targeting at include UK, Germany, Holland, France, Spain and Italy.While this segment’s interests are similar to mature market segment, women also tend to be more interested in local lifestyle and architecture and design (VisitDenmark, 2012). One of the main reasons to target this segment is because people within this segment have very limited knowledge of Copenhagen city and our main aim would be to attract those people to our city as well as make them stay at our unique hotel. Moreover, it would be a great opportunity for our new hotel to showcase its innovative hotel building interior and exterior since this target market is inspired about architecture and design (VisitDenmark, 2012). 3) Green consumers.While it would be challenging for our new hotel, we would still be implementing â€Å"green placement strategies† to target green consumers. While guests are not always predictable, industry research showed tha t many guests had given a preference to the hotels caring about the environment (Environmental Leader, 2012). Since our hotel is going to be environmentally-friendly, we would appeal to green consumers as one of our primary target market. The reasons why green consumers choose to stay at environmentally-friendly hotel are because they are highly concerned about others and work towards the good of society (Environmental Leader, 2012). . 1 Industry Analysis While there was a slowdown in Copenhagen hotel market demand in 2008-2009, Sadolin&Alb? k (2010) predicts that the market would recover and is expected to be going upwards from the year 2010, although at a slower pace. This view was supported by DTZ Research (2011). Particularly, for the fifteen-year period, Sadolin&Alb? k (2010) witnessed just one year in which city hotel demand was facing negative growth. This was the end of 2008. Still, Sadolin&Alb? k (2010) believes this segment â€Å"to be an expanding segment longer termâ₠¬ . 3. 1. Demand outlook – bargaining power of buyers 35% of total market demand with total revenue of $794. 4 million is accounted on domestic demand which Copenhagen hotel market heavily relies upon (Sadolin&Alb? k, 2010). Such macroeconomic trends as GDp and consumer spending are highly interlinked with domestic demand. As a result, we should keep those trends in mind when analysing the hotel market outlook. The demand of Scandinavian market in Copenhagen hotel demand accumulates to 17%. In 2009, Norway became the largest demand generator for Copenhagen exceeding Sweden (Sadolin&Alb? , 2010). From 2010 onwards, it is expected that Norwegian hotel demand would remain at high level. On the contrary, 17% collapse in demand growth was encountered by Swedish demand which formerly scored the highest ranking for Copenhagen hotel market. Study suggests that â€Å"the economic outlook for Sweden resembles the outlook for Denmark† (Sadolin&Alb? k, 2010). However, the holiday s and business trips to Denmark are becoming expensive for Swedes because Danish krone and euro are much stronger than Swedish krona. Accordingly, Sadolin&Alb? (2010) believes that while there was a small demand decrease in Swedish segment in 2010, it will definitely recover starting from 2011 (Sadolin&Alb? k, 2010). In their market research, Sadolin&Alb? k (2010) forecasts that the annual growth of bed nights would be around 5% in years 2011-2014. Also, research predicts that domestic demand would be at around 37% of total demand. 3. 1. 2 Supply outlook – bargaining power of suppliers With three new hotels opened in 2009 and one new four-star hotel opened by Arp-Hansen Hotel Group named Tivoli Hotel (400 rooms), there would be 12% increase in the city hotel market supply (Sadolin&Alb? , 2010). Since there is slow upturn in demand, this would be â€Å"unprecedented annual increase in supply† and would cause challenging years for Copenhagen hotel market. Also, with the construction of new four-star hotel named Bella Center Hotel in 2011, the hotel will become the largest hotel in Copenhagen with total number of 814 rooms and 23-floor towers (Nordic Hotel Consulting, n. a. ). With these projects accomplished, the hotel market projection is that there would be 200-room increase each other year which is acceptable to consider.As reported by Statistics Denmark (2010), Copenhagen hotel market consists of 81 hotels and capacity is 12,500 rooms in total. Arp-Hansen and Scandic Hotels, with their smaller properties progressed under Choice brands, are the largest operators in this segment. 3. 1. 3 Barriers to Entry 1) High investment on start-up One of the most challenging barriers for entering the Danish hotel industry is high investment at initial stages of start-up. In addition, since our new hotel is going to be innovative, there would be many expenses and risks involved.With the use of secondary research, it was identified that Copenhagen hotel market has very few properties on management contracts. Instead, it is a lease driven market (Nordic Hotel Consulting, n. a. ). Because of the slowdown in Copenhagen hotel industry in 2008-2009, the significant number of investors wishing to invest into fixed leases was reduced (Nordic Hotel Consulting, n. a. ). Therefore, it can be concluded that high investment with no support from investors makes the opportunity to enter hotel industry in this area very challenging. 2) Brand identificationAs was previously mentioned, there are already established competitors (such as Park Inn by Raddison Copenhagen, Palace Hotel Copenhagen and others) on the market who possess customer loyalty and brand identification. Therefore, it would be troublesome for our Kalendarev’s Skyscraper Copenhagen Hotel to enter Copenhagen hotel market where we would need to spend time, money and efforts in order to differentiate our hotel products and get customer loyalty. 3. 1. 4 Substitutes In the hotel industr y, there could be other hotels just behind our corner.Compared to our new hotel, these substitute hotels can be similar in terms of pricing ranges and amenities offered. However, our main efforts, besides quality product and amenities, would be directed towards service excellence and innovatory eco-friendly solutions. Hence, it will be very difficult for the substitute hotels to compete with us in terms of social eco-friendly responsibility. Fair enough that because of the environmentally-friendly solutions and excellent service in our hotel, the value-price ratio between our hotel and competitor’s should be relatively distinct. 3. 2 Market Size & TrendsSince our hotel’s target markets are mainly foreigners, the following information and statistics are presented based on tourists arriving to Denmark. As to the number of tourists coming to Denmark in 2012, the number accounts to 358,858 people (Statistics Denmark, 2012). Figure 5 below illustrates the number of people o ut of total tourists who fit the profile of one of our target market – those from Norway and Sweden. Tourists from Sweden account for 2,748 people in three age categories which are 30-39 years, 40-49 years and 50-59 years. In per cent, it is 0. 76% target market out of 358,858 total numbers of tourists.As for Norwegian tourists, the number of tourists scores 3,218 people or approximately 0. 9% of target market. As we can see, tourists from Norway outweigh those from Sweden for 0. 14%. [pic] Figure 5. Source: Statistics Denmark (2012) [pic] Figure 6. Source: Statistics Denmark (2012) The above Figure 6 presents the statistical data on another target segment of our future hotel with countries like France, Italy, Netherlands, Spain, UK, Germany and main B2B market Russia. The age groups are 30-39 years, 40-49 years and 50-59 years and the figures are in thousands of people.As the chart shows, visitors from Germany set the highest ranking which is total 4,861 people for all age g roups or 1. 35% based on 358,858 total numbers of tourists. The second largest tourist generating region is UK from where 0. 54% (or 1,951) of tourists are coming. Similarly, the Russian tourists account for 0. 52% which is also our target market. The travellers from Spain and Italy represent almost the same smallest figures in target market, 0. 20% and 0. 18% respectively. Additional target markets include France and Netherlands. Tourists from Netherlands amount to 0. 1%, while those from France generate 0. 23% of target market. Total % in target market is arrived by addition of all numbers in each segment which equals to 4. 99% for the year 2012. In order to determine the hotel market trend (upward or downward) in Denmark, below is the forecast for 3 upcoming years. To derive appropriate estimated numbers, we initially have to look at previous years records. According to Statistics Denmark (2012), the number of tourists from 2010 to 2011 increased by 16,106 persons or 4. 8% (from 329,940 in 2010 to 346,046 in 2011).The same upward trend appeared between 2011 and 2012 with an increase of 12,812 travellers or 3. 7%. So the average increase number for the period from 2010 to 2012 is 4. 25%. While the total number of tourists was growing, the percentage of target market in period from 2010 to 2012 was gradually decreasing. In 2010, the total target market accounted for 5. 23% while the figure felt down to 5. 08% in 2011. As was previously stated, the percentage in target market was 4. 99% for year 2012. Accordingly, the average decrease in target market between 2010 and 2012 was -0. 12%.As a result, the following forecast numbers (Figure 7) for years 2013, 2014 and 2015 will be predicted based on past years records. | |Y. 2013 |Y. 2014 |Y. 2015 | |Tourists: | | | | |Total no. of tourists |374,109 |390,008 |406,583 | |% in target market |4. 7% |4. 75% |4. 63% | |Total market size (in number of tourists) |18,219 |18,525 |18,825 | Figure 7 Based on the forecasts above for the chosen target markets, we can declare that while the total number of tourists is growing, the percentage in target market for each substantial year is decreasing. 3. 3 Estimated Market Value The Figure 8 below shows the estimated hotel market value in selected target market. The average length of stay of international visitors to Denmark is determined as 4. 535 in 2013.This figure is arrived by surveying the average length of stay in 2011 which is 4. 42 nights and it is 4. 65 nights in 2010 (Bastis, 2011). Average hotel expenditure in Denmark per day is 58. 25 Euro per day (Carl Marcussen, 2008). It is equivalent of $75. 6 (Oanda, 2012). Hence, using the data above the market value is estimated. | |Y. 2013 |Y. 2014 |Y. 2015 | |Tourists: | | | | |No. n target market |18,219 |18,525 |18,825 | |X average length of stay |4. 535 |4. 535 |4. 535 | |X average hotel expenditure per day |$75. 6 |$75. 6 |$75. 6 | |Total market value |$6,246,311 |$6,351,222 |$6,454,076 | Figur e 8 3. 4 Estimated Sales Forecasts for 3 Years |Y. 2013 |Y. 2014 |Y. 2015 | |Tourists: | | | | |Total market value |$6,246,311 |$6,351,222 |$6,454,076 | |Your % share |7% |8% |10% | |Your sales projections |$437,241. 7 |$508,097. 76 |$645,407. 6 | 4. 0 Assessing my entrepreneurial capabilities Being motivated by the need for achievement, I am constantly searching for difficult projects and like to achieve my dreams. As a result, I’ve chosen to open my own Kalendarev’s Skyscraper Copenhagen Hotel even though it is difficult project to accomplish with much creativity and innovations required. Having background experience in hotel industry (particularly Dedeman Silk Road Hotel where I worked), I got valuable knowledge and hands-on training from the leading experts in this field.Particularly, the departments I worked in included Sales & Marketing, Reservation, Banqueting & Conference, F&B and also Front Office. In addition, I have been managing my own business from my ea rly years which deals with beauty care products. These prove my entrepreneurial attitudes and aptitudes. I am very much confident that combination of my training in hotel industry as well as long-term background experience in my own business field will result in successful feasibility of my new project. . 1 Team Experience For the successful implementation of new project, each new venture has to adequately make use of its human resources. For our new team to be effective each member of the team should have a clear understanding of why the team exists. Also, there must be shared and meaningful purpose which will unify each team member. In case of our idea, our project is intended to launch new sustainable hotel with variety of eco-friendly innovations. 4. 2 HR PlanAccording to World Tourism Organization (cited in City-of-hotels. com, 2012), the reasonable number of staff required per each 10 rooms is 12 persons for 4-star hotel. Hence, since our hotel will have 50 rooms, the optimum number of staff required is 60 persons. These include: |Staff (no. of positions) |Experience |Award Categories |Pay Rates per month | |Executive assistant (1 |Interpersonal skills; |Leadership Award- for |$15,608. 0 | |position) |5+ year experience supporting at the |executing leadership | | | |executive level |practices in delivering | | | | |quality service | | |Personnel Manager (1 |Must have BA in business discipline with |Leadership Award- for |$9,371. 0 | |position) |minimum of 5 years overall experience |executing leadership | | | | |practices in delivering | | | | |quality service | | |Financial controller (1 |Must have worked in hotel industry and have |Innovation Award – for staff |$8,665. 0 | |position) |knowledge of standard costing and inventory |members who developed new | | | |controls. |innovative systems, | | | | |approaches or methods | | |Assistant Financial |Must be financially literate with 5+ years’ |Innovation Award – for staff |$8,422. 0 | |Controller |experience including inventory and product |members who developed new | | |(1 position) |costing experience |innovative systems, | | | | |approaches or methods | | |Accounts Clerks (4 |Experienced in high volume data entry and |Partnership Award- successful|$3,045. 0 per person | |positions) |accounts receivable with minimum 2 year |partnership with other team | | | |experience |members | | |Maintenance Manager |At least 5 years of experience in corporate |Safety Award – for a staff |$7,201. 0 | |(1 position) |facilities, including 2 years of supervisory |who demonstrates safety | | | |experience |practices | | |Maintenance Assistant (1 |Qualified individual with high school diploma|Safety Award – for a staff |$7,093. 00 | |position) |or GED required.Preferably, one year |who demonstrates safety | | | |experience of building and grounds |practices | | | |maintenance | | | |Maintenance Crew (7 |Preferably, 2 years technical degree |Partnership Award- succ essful|$1,762. 0 per person | |positions) | |partnership with other team | | | | |members | | |Director Sales & Marketing|Marketing experience plus graduated from |Leadership Award- for |$10,899. 00 | | |4-year college with Bachelor Degree. executing leadership | | |(1 position) |Proficient in technical sales proving the |practices in delivering | | | |annual growth with 5-10 years of experience. |quality service | | |Sales Co-Ordinator (2 |Bachelor’s Degree in Hospitality, Marketing, |Outstanding Newcomer |$4,547. 00 per person | |position) |Business Management or equivalent.New |Award-for new comers | | | |graduates are welcomed |demonstrating good results in| | | | |the first 6 months of their | | | | |job | | |Sales & Marketing Manager |Five year experience in hospitality industry. Sales Manager of the Year |$8,648. 00 per person | |(5 positions) |Particularly, sales & marketing management |Award- for achieving | | | |experience is required |brilliant results in sales & | | | | |marketing | | |Reservation Clerk |Customer service experience for at least 2 |Customer Focus Award – |$5,662. 0 per person | |(3 positions) |years. High call volume experience plus multi|understanding and | | | |phone lines. |appreciating customer values | | |Rooms Division Manager |Must have worked as a front office manager |Improving Planning processes |$9,590. 00 | |(1 position) |for at least 2 years. College degree or |and practices Award –for | | | |equivalent is preferred. excellent planning and | | | | |implementation of relevant | | | | |practices at workplace | | |Rooms Division Assistants |Excellent interpersonal skills with at least |Work Performance Award – for |$4,848. 00 per person | |Manager (5 positions) |5 years prior experience in Rooms Management. an employee who works above | | | | |the average | | |Front Office Crew (5 |Previous experience is not mandatory. |Partnership Award- successful|$4,748. 00 per person | |positions) |Preferabl y, stable job history and some |partnership with other team | | | |customer service background. members | | |Executive Housekeeper (1 |Worked as Housekeeping Director or Manager |Performance and Quality |$6,179. 00 | |position) |with a minimum of 2-3 year experience in |Improvement Award | | | |hospitality field | | | |Housekeeping crew |Prior housekeeping work experience in |Partnership Award- successful|$4,724. per person | |(10positions) |hospitality enterprise is desired |partnership with other team | | | | |members | | |Purchasing Manager (2 |Minimum five years relevant experience. |Planner of the Year Award – |$7,491. 00 per person | |positions) |Bachelor or equivalent is required. |for concise and centred | | | | |leadership. | |F&B Manager (1 positions) |Previous experience in the Food and beverage,|Bright Spark Award |$6,656. 00 | | |culinary or other interrelated area. Number |- for bringing innovations in| | | |of years – at least 2 year experience |service experience excellence| | |Assistant F&B Manager (3 |Must have worked in low volume or multi-unit |Bright Spark Award- for |$4,101. 0 per person | |positions) |Food and Beverage operations with minimum 1 |bringing innovations in | | | |year experience |service experience excellence| | |Executive Chef (4 |Prior minimum experience of 5 to 7 years |The Award for Environment and|$5. 739 per person | |positions) |working as a chef. Preferably, degree from a |Corporate Sustainability – | | | |culinary institute. for being eco-friendly and | | | | |performing operations in | | | | |social and environmental | | | | |context. | | Figure 9. Source for pay rates: Statistics Denmark (2011) Total Number of Staff: 60 people Total Budget needed for Salary per month: $328,984. 00 5. 0 Equipment needs Item name |Quantity per each room |Timeframe for item’s |Cost per each hotel room |Total cost (for 50 | | | |purchase | |hotel rooms) | |Furniture: | | | | | |-Bed frames |1pc | |$69. 00 | $3,450. 00 | |-Desks |1pc | |$249. 8 |$12,494. 00 | |-Chairs |2pc | |$79. 00*2=$158. 00 |$7,900. 00 | | | |Total time frame for | | | |Hotel supplies: | |purchase of all items – | | | |Fitted Sheets |2 dozen |approximately 5 months |$72. 99*2=$145. 8 |$7,299. 00 | |Towels |1 dozen | |$42. 99 |$2,149. 50 | |Pillows |2pcs | |$5. 29*2=$10. 58 |$529. 00 | |Mattresses |2pcs | |$3. 99*2=$7. 98 |$399. 00 | |-Bathtub or shower in the |1pc | |$26. 99 |$1,349. 0 | |room | | | | | |-Hair-dryer | | | | | |-Telephone |1pc | |$22. 99 |$1,149. 50 | |-Safety deposit box for | | | | | |notebook and other |1pc | |$78. 6 |$3,903. 00 | |valuables | | | | | |-Hangers | | | | | |-Compact refrigerator | | | | | |-Light Bulbs (lighting) |5pcs | |$1. 25*5=$6. 25 |$312. 0 | |-Air-conditioning |1pc | |$117. 99 |$5,899. 50 | |-Electronic locks with | | | | | |magnetic key cards |12pcs | |$5. 95*12 = $71. 4 |$3,570. 00 | | | | | | | | |1pc | |$915. 0 |$45,750. 00 | | |1pc | |$329. 00 |$16,450. 00 | | | | | | | | | | | |$112,604. 50 | Figure 10. Source: Midwest Hotel Furniture Liquidators LLC (2011) The total finance required for the initial project start-up is $441,588. 0. Due to the lack of finance and inability to collect the funds at current period of time, the project will be on hold till the middle of Year 2013 until enough money is put together. [pic] Figure 11 Since our new hotel is start-up, there is a first year loss as Figure 11 shows. It could an alarm that we should decrease set-up costs and wages in order not to face the repeated losses in future years. 7. 0 Conclusion To conclude, this report analyzed the opportunity of starting a new and innovative hospitality venture which is eco-friendly hotel in Denmark.It was identified that the main innovations would constitute of groundwater based cooling and heating system to decrease energy consumption, first CO-2 neutral hotel building in Denmark and the largest solar park in North Europe. The prices for hotel rooms were det ermined with the value-based pricing policy and various price determinants in mind. In addition, the main competitors were critically analyzed and SWOT analysis provided. Three different target markets were found for our new venture and the reasons for its selection were explained.Supporting the feasibility of our project, there is an industry and market analysis which clearly detects the current market trends, estimated market value and four influential market forces. HR plan for our new venture was composed by detailing experience requirements, award categories and pay rates for certain occupations. Finally, set-up costs along with equipment needs were identified and first’s year profit-and-loss was produced. REFERENCE LIST 1) Archinnovations, 2010. BIG's 8 House Mixed-Use development in Copenhagen [online] Available at: [Accessed 18 November 2012]. ) Bastis, 2011. Destination: Denmark [online] Available at: [Accessed 20 November 2012]. 3) Booking. com, 2012. 253,034 hotels worldwide. 17+ million hotel reviews. [online] Available at: [Accessed 18 November 2012]. 4) Carl Marcussen, 2008. A multiple regression approach to estimating tourist spending –per person per night at Danish destinations [pdf] Available at: [Accessed 21 November 2012]. 5) City-of-hotels. com, 2012. Hotel Staff [online] Available at: [Accessed 25 November 2012]. ) DTZ Research, 2011. Market Report Fall 2011 Greater Copenhagen [pdf] Available at: [Accessed 19 November 2012]. 7) Environmental Leader, 2012. Analysis: Hotels Must Use Targeted Marketing to Attract Green Consumers [online] Available at: [Accessed 19 November 2012]. 8) Friedhelm  Tringas, 2012. How Do Hotels Determine Room Rates? [online] Available at: [Accessed 21 November 2012]. 9) Google Maps, 2012. Street Oresundsmotorvejen, Kastrup, Denmark [online] Available at: [Accessed 17 November 2012]. 10) Hotel Traffic Builders, 2010.Revenue Management for Dummies [pdf] Available at: [Accessed 17 November 2012]. 11) M idwest Hotel Furniture Liquidators LLC, 2011 [pdf] Available at: [Accessed 26 November 2012]. 12) Nordic Hotel Consulting, n. a. Hotel Market Report Copenhagen [pdf] Available at: [Accessed 19 November 2012]. 13) Oanda, 2012. Currency Converter[online] Available at: [Accessed 25 November 2012]. 14) Pricing For Profit, 2012. Value-Based Pricing [online] Available at: [Accessed 27 November 2012]. 5) Sadolin? k, 2010. Copenhagen Hotel Market Report 2010 [pdf] Available at: [Accessed 19 November 2012]. 16) Statistics Denmark, 2010 [online] Available at: [Accessed 20 November 2012]. 17) Statistics Denmark, 2011 [online] Available at: [Accessed 22 November 2012]. 18) Statistics Denmark, 2012 [online] Available at: [Accessed 20 November 2012]. 19) VenueFinder, 2009. Palace Hotel Copenhagen. [online] Available at: [Accessed 17 November 2012]. 0) VisitDenmark, 2012. COPENHAGEN CITY BREAK STRATEGY 2012-2014. [pdf] Available at: [Accessed 17 November 2012]. ————â₠¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ Strengths: Weaknesses: 1. Location 1. High prices 2. Internationalized 2. Small room type selection Services standards 3. Clean & Spacious rooms Opportunities: Threats: 1. New housing development 1. financing issues 2. Expanding hotel chains 2. price war

Importance of Handwash

Image description. Better Health Channel logo End of image description. Handwashing – why it's important A  number  of  infectious  diseases  can  be  spread  from  one  person  to  another  by  contaminated  hands, particularly  gastrointestinal  infections,  influenza  and  hepatitis  A. Washing  your  hands  properly  can help  prevent  the  spread  of  the  organisms  that  cause  these  diseases. Some  forms  of  gastroenteritis  can  cause  serious  complications,  especially  for  young  children,  the elderly,  or  those  with  a  weakened  immune  system. Drying  your  hands  properly  is  as  important  as washing  them.Ima ge des crip When to wash your hands You  should  wash  your  hands  thoroughly: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Before  preparing  food Before  eating Between  handlin g  raw  and  cooked  or  ready-to-eat  food After  going  to  the  toilet  or  changing  nappies After  smoking After  using  a  tissue  or  handkerchief After  handling  rubbish  or  working  in  the  garden After  handling  animals After  attending  to  sick  children  or  other  family  members. How to wash your hands properly To  wash  hands  properly: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Wet  your  hands  with  warm  water.Apply  one  dose  of  liquid  soap  and  lather  (wash)  well  for  15–20  seconds  (or  longer  if  the dirt  is  ingrained). Rub  hands  together  rapidly  across  all  surfaces  of  your  hands  and  wrists  to  he lp  remove  dirt and  germs. Don’t  forget  the  backs  of  your  hands,  your  wrists,  between  your  fingersà ‚  and  under  your fingernails. If  possible,  remove  rings  and  watches  before  you  wash  your  hands,  or  ensure  you  move the  rings  to  wash  under  them,  as  microorganisms  can  exist  under  them. Rinse  well  under  running  water  and  make  sure  all  traces  of  soap  are  removed,  as  residues may  cause  irritation.Pat  your  hands  dry  using  paper  towels  (or  single-use  cloth  towels). Make  sure  your  hands are  thoroughly  dry. Dry  under  any  rings  you  wear,  as  they  can  be  a  source  of  future  contamination  if  they remain  moist. Hot  air  driers  can  be  used  but,  again,  you  should  ensure  your  hands  are  thoroughly  dry. At  home,  give  each  family  member  their  own  towel  and  wash  the  towels  often. Handwashing  Ã ¢â‚¬â€œÃ‚  why  it's  important Page  1  of  4 How  to  wash  and  dry  hands  with  liquid  soap  and  water  (Click  to  open  larger  image) Use warm waterCold  water  is  better  than  no  water  at  all  for  a  one-off  hand  wash,  but  should  not  be  used  for routine  handwashing. Soap  lathers  (soaps  up)  better  with  warm  water. The  active  ingredients  on the  surface  of  the  soap  are  released  more  easily,  making  them  more  effective  in  cleaning  your hands  of  dirt,  grease  and  oils,  without  stripping  away  the  natural  oils  in  your  skin. Using  cold  or  hot water  can  also  damage  the  skin’s  natural  oils. Over  time,  this  can  cause  dermatitis. Soap is important Soap  contains  ingredients  that  will  help  to: †¢ †¢ à ¢â‚¬ ¢ Loosen  dirt  on  your  hands.Soften  water,  making  it  easier  to  lather  the  soap  over  your  hands. Rinse  your  hands,  leaving  no  residues  to  irritate  and  dry  your  skin. Soaps  can  have  different  pH  Ã¢â‚¬â€œÃ‚  they  may  be  neutral,  slightly  alkaline  or  slightly  acidic. That’s  why some  soaps  irritate  some  people  and  not  others. Perfumes  in  soap  can  be  another  reason  why some  people  have  skin  reactions. Liquid soap is best Handwashing  Ã¢â‚¬â€œÃ‚  why  it's  important Page  2  of  4 Generally,  it  is  better  to  use  liquid  soap  than  bar  soap,  particularly  at  work.The  benefits  of  liquid soap  include: †¢ †¢ †¢ †¢ Hygiene  Ã¢â‚¬â€œÃ‚  it  is  less  likely  to  be  contaminated. Right amount  Ã¢â‚¬â€œÃ‚  liquid  soap   dispensers  do  not  dispense  more  than  required  (more  is  not better). Less waste  Ã¢â‚¬â€œÃ‚  it’s  easier  to  use,  with  less  wastage. Drop-in  cassette  dispensers  use  all  the soap. Saves time  Ã¢â‚¬â€œÃ‚  liquid  soap  dispensers  are  easy  and  efficient  to  use. Disposable  liquid  soap  cassettes  are  convenient,  as  you  do  not  have  to  wash  and  thoroughly  dry the  refillable  container  before  refilling. If  you  want  to  use  refillable  cont