UNESCO Adds 21 Sites to Their World Cultural Heritage List

“Will the entire known world eventually be a UNESCO World Heritage Site?”, asked the New York Times this week as the organisation added 21 new locations to its list of World Heritage Sites. The list now totals at 890 destinations that UNESCO deem as “having outstanding universal value”.

With a diverse ensemble of locations, the new additions add to eclecticism of the list. We see new additions range from remote natural locations, such as the central highlands of Sri Lanka, to more travailed urban locations like the 17th century canal belt in Amsterdam.

Also among the new members is the Episcopal City of Albi in southern France. The organisation praises its retention and preservation of historical constructions running the entire gamut of the first millennium. It’s inscription criteria reads as such:

“Episcopal city of Albi (France)
On the banks of the Tarn river in south-west France, the old city of Albi reflects the culmination of a medieval architectural and urban ensemble. Today the Old Bridge (Pont-Vieux), the Saint-Salvi quarter and its church are testimony to its initial development (10th -11th centuries).

Following the Albigensian Crusade against the Cathar heretics (13th century) it became a powerful episcopal city. Built in a unique southern French Gothic style from local brick in characteristic red and orange colours, the lofty fortified Cathedral (late 13th century) dominates the city, demonstrating the power regained by the Roman Catholic clergy. Alongside the Cathedral is the vast bishop’s Palais de la Berbie, overlooking the river and surrounded by residential quarters that date back to the Middle Ages.

The Episcopal City of Albi forms a coherent and homogeneous ensemble of monuments and quarters that has remained largely unchanged over the centuries.”

Today Albi retains a fierce individuality as it seats 6 cantons covering nearly 18 communes, with a  total population of 67,729. its announcement on the world heritage list encourages Al bi’s plight as a historical site and rewards its excellent preservation of its historical landmarks. Furthermore it should shed light on an as yet over looked tourist destination and bring in some well deserved tourism revenue.

The area can boast some of the best sites and best villas in France.

UNESCO have also added four destinations to their list of sites in danger, one of which being the Everglades National Park in Florida. Meanwhile the Galapagos Islands have found themselves gazumped from the list, as sufficient methods had been put in to combat the danger posed to the wild life by over fishing.

Among other locations added to the list of world heritage are the imperial citadel of Thang Long-Hanoi in Vietnam, The Australia convict sites, Bikini Atoll Nuclear test site and others displaying a wide range of historical or cultural significance.

Other sites have been renewed on the list such as Graz in Austria and Churches of Modiva.

Missing out on the list is Mount Vernon, George Washington’s estate, which was nominated but did not make the list.

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Why spring rolls is important to the culture of Vietnam ?

I just want to know how does this food represent Vietnam

Answer
Spring rolls go along with the entire history of Vietnam. That’s why it’s important.

In the old time, this dish was to serve the royal and rich people. So there’s no doubt about the good taste of spring rolls (according to Asian taste at least).

And of course in Vietnam, the way people eat food is still traditional nowadays and therefore spring rolls are still quite important (like a Vietnamese signature on its culture and gourmet/culinary art).

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Trip delivers a wonder world

Indochina Sails on Halong bay, Vietnam

A POPULATION close to six million people and a rich tapestry of Vietnamese and French history makes Hanoi a great introduction to the increasingly popular travel destination of Vietnam.

Our first trip from Hanoi was to picturesque Halong Bay, which was declared a World Heritage-listed site in 1994.

Halong Bay comprises about 3000 islands, formed over thousands of years, rising spectacularly from 1500sqkm of ocean.

The islands, officially known as limestone karsts, are jungle covered. Many contain caves that have become an integral part of the tourist attraction.

After a three-hour bus trip from Hanoi, we realize how popular Halong Bay is as a tourist destination when we see scores of smaller boats picking up and depositing hundreds of guests to their chosen cruising junk at Halong Harbor.

Most tours to Halong Bay include accommodation for one or two nights on a boat, with some opting for the additional overnight stay on nearby Cat Ba Island to experience the local village life.

Smaller craft transport passengers to different islands and attractions from the mother craft.

Boats come in many sizes and luxury levels. Ours (the Hanoi Opera) was excellent with a well-appointed cabin and modern bathroom.

The quality and quantity of food on board was magnificent.

The eight-course dinner was preceded by a cooking school, which taught us how to make authentic Vietnamese spring rolls.

Our overnight tour from Hanoi, including everything, was just over $US 300 each, which we considered value.
It can be done cheaper but it is the old story of getting what you pay for.

THE FACTS

Halong Bay is 170km NE of Hanoi

Bus trip takes about 3.5 hours.

Tours range from day trips to overnight accommodations on junk boats.

You are not alone as there are scores of other boats cruising around the area.

Recommendation in Halong bay, Vietnam: Indochina Sails

Did any Soviet foot soldiers help Vietnam during the war with America?

I know it was mainly the Viet-Cong and NVA fighting against the Americans, but I also heard somewhere that there were Soviet commanders and foot-soldiers fighting with the Viet-Cong and NVA against America. Also didn’t Australia have a major presence of soldiers helping America in Vietnam?

Answer
There were no Soviet foot soldiers fighting in Vietnam, and the only Chinese foot soldiers were Nationalist (Taiwanese) Chinese soldiers fighting for the U.S. The Soviet Union provided limited aid and military advisers to the North Vietnamese until about 1967, the time at which Soviet support dropped off almost completely. Australia had a force of soldiers fighting but it was small compared to American and ARVN military power.

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2010 the World Tourism Day

The World Tourism Day is on September 27 each year. This is the festival of the tourism workers and tourists which by the World Tourism Organization (WTO) to determine. The aim of create the festival is to draw people to the importance of tourism and promoting cooperation in tourism. The 2010 World Tourism Day, the main venue for the global celebration for the first time to China, will be held in Guangdong.2010 the main venue of World Tourism Day Global Celebration Guangdong International Tourism Culture Festival will be held on September 27 in Guangzhou. At 10 o’clock on the June 3, 2010, this culture day press conference will be held at the Guangdong Provincial Tourism Bureau. The World Tourism Day was established by the World Tourism Organization, the festival of tourism workers and tourists. The World Tourism Organization officially designated September 27 as World Tourism Day since the september in 1979, and since 1980 every year to establish a global scale as the main venue of the State, other Member States carried out as a sub-venue series of celebration activities. China is the main venue of the country this year, the theme is the tourism and biodiversity, there will be more than 160 countries as a sub-Venue also held celebrations. At present has basically established is a total of 180 projects of various activities more than cover the East and West in the province,it can comprehensive display the tourism and cultural resources of GuangDong Province. On the evening of September 27, a grand opening party will be held in Guangzhou Zengcheng Plaza. In addition to the International Tourism Fair in Guangdong this year, the tourism, friends of the City night Series Lingnan Folk Art Show,and other classic Cantonese cuisine outside activities;Also with the World Tourism Day celebration of the world’s main venue, the new addition of “a better home in my heart,” 10,000 children in pictures and writing activities to welcome the Asian Games Carnival floats,the interview with the World Tourism Organization, the World Tourism Day photoes exhibition, tourism and demonstration units of biological diversity, selection of activities, “add green to happy home” network games, “Thrilling Games harmonious Asia Travel Angel” walking with you, “Towards Asian Games” Guangdong guide staff and other vocational skills contest highlights of the eight activities.

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How long is the travel time from De La Salle Manila to SM Mall of Asia?

How long is the travel time from De La Salle Manila to SM Mall of Asia?

Please state the travel time WITH traffic and WITHOUT traffic. Thanks

Answer
With light traffic, you can get to SM MOA in under 15 minutes. If there is moderate traffic, between 20-30 mins, 30 min- 1 hr, if the traffic is really heavy. SM MOA is just two rides away from DLSU – one jeep ride to from DLSU to Buendia (under 5 mins, usually), and another from Buendia to MOA so it won’t really take long.

Edit:

Oh, this is assuming that the jeepney from Buendia to MOA leaves immediately. The drivers fill their jeepneys first before leaving, so take that into account.

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Sea World Indonesia South East Asiaamp#039s Largest Saltwater Aquarium

It is not surprising that the largest archipelago of islands in the world has one of the finest aquariums in the regions. Sea World Indonesia is a delight to any visitor. Among the multi colored fish and the shimmering water it is easy for anyone to imagine that they are indeed swimming with the fishes in the ocean. Sea World Indonesia breaks away from the traditional norm of an aquarium by putting its main focus on entertainment rather than conservation. That being said the aquarium conforms to all Western standards; yet, with its subtle differences in layout and design manages to offer the visitor a unique experience.

The variety of marine life that you will get to see here is diverse to say the least, ranging from salt water species, fresh water species to endemic Indonesian crustaceans. At the centre’s vivarium, which is also one of the most popular areas, one can see native Coconut crabs, stroke a sea turtle and gasp in awe at the powerful sharks.

The total number of species found here is close to 3,500, which make up almost one-third of the entire amount of species discovered in the world’s oceans. These mind blowing varieties of saltwater fish are housed in what has been declared Southeast Asia’s largest salt water aquarium. The freshwater enclosures feature electric eels and many other exotic types of fish, particularly those from the Amazon River.

The best time to visit the Sea World Indonesia aquarium is during the morning, when one would be able to avoid the hordes of tourists that flock here regularly. Due to its central location, the aquarium can be easily accessed by visitors staying at one of the Jakarta serviced apartments offered by Somerset Grand Citra. A centrally located Jakarta apartment would be a great option for leisure travelers staying for extended periods inside the city.

Pushpitha Wijesinghe is an experienced independent freelance writer. He specializes in providing a wide variety of content and articles related to the travel hospitality industry.

I want to travel to Asia, where should I go?

I’m going to Seoul, S. Korea for work. I’m going to take a couple of weeks vacation directly after, and travel around the Asia vicinity. Anyone have any suggestions where I should go?

Answer
if you are looking for a place to enjoy fun around the clock and not cost a lot of money, go to vietnam. this place is beautiful as well as totally relaxing. i suggest you to go to two cities: hanoi and ho chi minh city…hanoi is described as european like and has tons of lakes. it is scenic there. ho chi minh city has a touch of westernism. it is very crowded an very busy. if you want to see lots of tourists, they are usually in hanoi and stay in mini hotels…

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Obamaamp#039s full vocalizations of the world situation

Obama’s full speach?

So no — I do not make this decision lightly. I make this decision because I am convinced that our security is at stake in Afghanistan and Pakistan. This is the epicenter of the violent extremism practiced by al Qaeda. It is from here that we were attacked on 9/11, and it is from here that new attacks are being plotted as I speak. This is no idle danger; no hypothetical threat. In the last few months alone, we have apprehended extremists within our borders who were sent here from the border region of Afghanistan and Pakistan to commit new acts of terror. This danger will only grow if the region slides backwards and al Qaeda can operate with impunity. We must keep the pressure on al Qaeda, and to do that, we must increase the stability and capacity of our partners in the region.
Of course, this burden is not ours alone to bear. This is not just America’s war. Since 9/11, al Qaeda’s safe-havens have been the source of attacks against London and Amman and Bali. The people and governments of both Afghanistan and Pakistan are endangered. And the stakes are even higher within a nuclear-armed Pakistan, because we know that al Qaeda and other extremists seek nuclear weapons, and we have every reason to believe that they would use them.
These facts compel us to act along with our friends and allies. Our overarching goal remains the same: to disrupt, dismantle, and defeat al Qaeda in Afghanistan and Pakistan, and to prevent its capacity to threaten America and our allies in the future.
To meet that goal, we will pursue the following objectives within Afghanistan. We must deny al Qaeda a safe-haven. We must reverse the Taliban’s momentum and deny it the ability to overthrow the government. And we must strengthen the capacity of Afghanistan’s security forces and government, so that they can take lead responsibility for Afghanistan’s future.
We will meet these objectives in three ways. First, we will pursue a military strategy that will break the Taliban’s momentum and increase Afghanistan’s capacity over the next 18 months.
The 30,000 additional troops that I am announcing tonight will deploy in the first part of 2010 — the fastest pace possible — so that they can target the insurgency and secure key population centers. They will increase our ability to train competent Afghan security forces, and to partner with them so that more Afghans can get into the fight. And they will help create the conditions for the United States to transfer responsibility to the Afghans.
Because this is an international effort, I have asked that our commitment be joined by contributions from our allies. Some have already provided additional troops, and we are confident that there will be further contributions in the days and weeks ahead. Our friends have fought and bled and died alongside us in Afghanistan. Now, we must come together to end this war successfully. For what’s at stake is not simply a test of NATO’s credibility — what’s at stake is the security of our Allies, and the common security of the world.
Taken together, these additional American and international troops will allow us to accelerate handing over responsibility to Afghan forces, and allow us to begin the transfer of our forces out of Afghanistan in July of 2011. Just as we have done in Iraq, we will execute this transition responsibly, taking into account conditions on the ground. We will continue to advise and assist Afghanistan’s security forces to ensure that they can succeed over the long haul. But it will be clear to the Afghan government — and, more importantly, to the Afghan people — that they will ultimately be responsible for their own country.
Second, we will work with our partners, the United Nations, and the Afghan people to pursue a more effective civilian strategy, so that the government can take advantage of improved security.
This effort must be based on performance. The days of providing a blank check are over. President Karzai’s inauguration speech sent the right message about moving in a new direction. And going forward, we will be clear about what we expect from those who receive our assistance. We will support Afghan ministries, governors, and local leaders that combat corruption and deliver for the people. We expect those who are ineffective or corrupt to be held accountable. And we will also focus our assistance in areas — such as agriculture — that can make an immediate impact in the lives of the Afghan people.
The people of Afghanistan have endured violence for decades. They have been confronted with occupation — by the Soviet Union, and then by foreign al Qaeda fighters who used Afghan land for their own purposes. So tonight, I want the Afghan people to understand — America seeks an end to this era of war and suffering. We have no interest in occupying your country. We will support efforts by the Afghan government to open the door to those Taliban who abandon violence and respect the human rights of their fellow citizens. And we will seek a partnership with Afghanistan grounded in mutual respect — to isolate those who destroy; to strengthen those who build; to hasten the day when our troops will leave; and to forge a lasting friendship in which America is your partner, and never your patron.
Third, we will act with the full recognition that our success in Afghanistan is inextricably linked to our partnership with Pakistan.
We are in Afghanistan to prevent a cancer from once again spreading through that country. But this same cancer has also taken root in the border region of Pakistan. That is why we need a strategy that works on both sides of the border.
In the past, there have been those in Pakistan who have argued that the struggle against extremism is not their fight, and that Pakistan is better off doing little or seeking accommodation with those who use violence. But in recent years, as innocents have been killed from Karachi to Islamabad, it has become clear that it is the Pakistani people who are the most endangered by extremism. Public opinion has turned. The Pakistani Army has waged an offensive in Swat and South Waziristan. And there is no doubt that the United States and Pakistan share a common enemy.
In the past, we too often defined our relationship with Pakistan narrowly. Those days are over. Moving forward, we are committed to a partnership with Pakistan that is built on a foundation of mutual interests, mutual respect and mutual trust. We will strengthen Pakistan’s capacity to target those groups that threaten our countries, and have made it clear that we cannot tolerate a safe-haven for terrorists whose location is known, and whose intentions are clear. America is also providing substantial resources to support Pakistan’s democracy and development. We are the largest international supporter for those Pakistanis displaced by the fighting. And going forward, the Pakistani people must know: America will remain a strong supporter of Pakistan’s security and prosperity long after the guns have fallen silent, so that the great potential of its people can be unleashed.
These are the three core elements of our strategy: a military effort to create the conditions for a transition; a civilian surge that reinforces positive action; and an effective partnership with Pakistan.
I recognize that there are a range of concerns about our approach. So let me briefly address a few of the prominent arguments that I have heard, and which I take very seriously.
First, there are those who suggest that Afghanistan is another Vietnam. They argue that it cannot be stabilized, and we are better off cutting our losses and rapidly withdrawing. I believe this argument depends upon a false reading of history. Unlike Vietnam, we are joined by a broad coalition of 43 nations that recognizes the legitimacy of our action. Unlike Vietnam, we are not facing a broad-based popular insurgency. And most importantly, unlike Vietnam, the American people were viciously attacked from Afghanistan, and remain a target for those same extremists who are plotting along its border. To abandon this area now — and to rely only on efforts against al Qaeda from a distance — would significantly hamper our ability to keep the pressure on al Qaeda, and create an unacceptable risk of additional attacks on our homeland and our allies.
Second, there are those who acknowledge that we can’t leave Afghanistan in its current state, but suggest that we go forward with the troops that we have. But this would simply maintain a status quo in which we muddle through, and permit a slow deterioration of conditions there. It would ultimately prove more costly and prolong our stay in Afghanistan, because we would never be able to generate the conditions needed to train Afghan security forces and give them the space to take over.
Finally, there are those who oppose identifying a timeframe for our transition to Afghan responsibility. Indeed, some call for a more dramatic and open-ended escalation of our war effort — one that would commit us to a nation building project of up to a decade. I reject this course because it sets goals that are beyond what we can achieve at a reasonable cost, and what we need to achieve to secure our interests. Furthermore, the absence of a timeframe for transition would deny us any sense of urgency in working with the Afghan government. It must be clear that Afghans will have to take responsibility for their security, and that America has no interest in fighting an endless war in Afghanistan.
As president, I refuse to set goals that go beyond our responsibility, our means, our or interests. And I must weigh all of the challenges that our nation faces. I don’t have the luxury of committing to just one. Indeed, I am mindful of the words of President Eisenhower, who — in discussing our national security — said, “Each proposal must be weighed in the light of a broader consideration: the need to maintain balance in and among national programs.”
Over the past several years, we have lost that balance. We have failed to appreciate the connection between our national security and our economy. In the wake of an economic crisis, too many of our friends and neighbors are out of work and struggle to pay the bills, and too many Americans are worried about the future facing our children. Meanwhile, competition within the global economy has grown more fierce. So we can’t simply afford to ignore the price of these wars.
All told, by the time I took office the cost of the wars in Iraq and Afghanistan approached a trillion dollars. Going forward, I am committed to addressing these costs openly and honestly. Our new approach in Afghanistan is likely to cost us roughly $30 billion for the military this year, and I will work closely with Congress to address these costs as we work to bring down our deficit.
But as we end the war in Iraq and transition to Afghan responsibility, we must rebuild our strength here at home. Our prosperity provides a foundation for our power. It pays for our military. It underwrites our diplomacy. It taps the potential of our people, and allows investment in new industry. And it will allow us to compete in this century as successfully as we did in the last. That is why our troop commitment in Afghanistan cannot be open-ended — because the nation that I am most interested in building is our own.
Now, let me be clear: none of this will be easy. The struggle against violent extremism will not be finished quickly, and it extends well beyond Afghanistan and Pakistan. It will be an enduring test of our free society, and our leadership in the world. And unlike the great power conflicts and clear lines of division that defined the 20th century, our effort will involve disorderly regions, failed states, diffuse enemies.
So as a result, America will have to show our strength in the way that we end wars and prevent conflict. We will have to be nimble and precise in our use of military power. Where al Qaeda and its allies attempt to establish a foothold — whether in Somalia or Yemen or elsewhere — they must be confronted by growing pressure and strong partnerships.
And we can’t count on military might alone. We have to invest in our homeland security, because we can’t capture or kill every violent extremist abroad. We have to improve and better coordinate our intelligence, so that we stay one step ahead of shadowy networks.
We will have to take away the tools of mass destruction. That is why I have made it a central pillar of my foreign policy to secure loose nuclear materials from terrorists; to stop the spread of nuclear weapons; and to pursue the goal of a world without them. Because every nation must understand that true security will never come from an endless race for ever-more destructive weapons — true security will come for those who reject them.
We will have to use diplomacy, because no one nation can meet the challenges of an interconnected world acting alone. I have spent this year renewing our alliances and forging new partnerships. And we have forged a new beginning between America and the Muslim world — one that recognizes our mutual interest in breaking a cycle of conflict, and that promises a future in which those who kill innocents are isolated by those who stand up for peace and prosperity and human dignity.
Finally, we must draw on the strength of our values — for the challenges that we face may have changed, but the things that we believe in must not. That is why we must promote our values by living them at home — which is why I have prohibited torture and will close the prison at Guantanamo Bay. And we must make it clear to every man, woman and child around the world who lives under the dark cloud of tyranny that America will speak out on behalf of their human rights, and tend to the light of freedom, and justice, and opportunity, and respect for the dignity of all peoples. That is who we are. That is the source — the moral source of America’s authority.
Since the days of Franklin Roosevelt, and the service and sacrifice of our grandparents and great-grandparents, our country has borne a special burden in global affairs. We have spilled American blood in many countries on multiple continents. We have spent our revenue to help others rebuild from rubble and develop their own economies. We have joined with others to develop an architecture of institutions — from the United Nations to NATO to the World Bank — that provide for the common security and prosperity of human beings.
We have not always been thanked for these efforts, and we have at times made mistakes. But more than any other nation, the United States of America has underwritten global security for over six decades — a time that, for all its problems, has seen walls come down, markets open, billions lifted from poverty, unparalleled scientific progress, and advancing frontiers of human liberty.
For unlike the great powers of old, we have not sought world domination. Our union was founded in resistance to oppression. We do not seek to occupy other nations. We will not claim another nation’s resources or target other peoples because their faith or ethnicity is different from ours. What we have fought for — what we continue to fight for — is a better future for our children and grandchildren, and we believe that their lives will be better if other peoples’ children and grandchildren can live in freedom and access opportunity.
As a country, we are not as young — and perhaps not as innocent — as we were when Roosevelt was president. Yet we are still heirs to a noble struggle for freedom. Now we must summon all of our might and moral suasion to meet the challenges of a new age.
In the end, our security and leadership does not come solely from the strength of our arms. It derives from our people — from the workers and businesses who will rebuild our economy; from the entrepreneurs and researchers who will pioneer new industries; from the teachers that will educate our children, and the service of those who work in our communities at home; from the diplomats and Peace Corps volunteers who spread hope abroad; and from the men and women in uniform who are part of an unbroken line of sacrifice that has made government of the people, by the people and for the people a reality on this Earth.
This vast and diverse citizenry will not always agree on every issue — nor should we. But I also know that we, as a country, cannot sustain our leadership nor navigate the momentous challenges of our time if we allow ourselves to be split asunder by the same rancor and cynicism and partisanship that has in recent times poisoned our national discourse.
It is easy to forget that when this war began, we were united — bound together by the fresh memory of a horrific attack, and by the determination to defend our homeland and the values we hold dear. I refuse to accept the notion that we cannot summon that unity again. I believe with every fiber of my being that we — as Americans — can still come together behind a common purpose. For our values are not simply words written into parchment — they are a creed that calls us together, and that has carried us through the darkest of storms as one nation, as one people.
America, we are passing through a time of great trial. And the message that we send in the midst of these storms must be clear: that our cause is just, our resolve unwavering. We will go forward with the confidence that right makes might, and with the commitment to forge an America that is safer, a world that is more secure, and a future that represents not the deepest of fears but the highest of hopes. Thank you, God Bless you and God Bless the United States of America.

 

US President Obama spoke Tuesday night at the United States Military Academy in West Point, New York, about the future of the U.S. military engagement in Afghanistan. The following is a transcript of his remarks:
Good evening. To the United States Corps of Cadets, to the men and women of our armed services, and to my fellow Americans. I want to speak to you tonight about our effort in Afghanistan — the nature of our commitment there, the scope of our interests, and the strategy that my administration will pursue to bring this war to a successful conclusion. It is an honor for me to do so here at West Point where so many men and women have prepared to stand up for our security, and to represent what is finest about our country.
To address these issues, it is important to recall why America and our allies were compelled to fight a war in Afghanistan in the first place. We did not ask for this fight. On September 11, 2001, 19 men hijacked four airplanes and used them to murder nearly 3,000 people. They struck at our military and economic nerve centers. They took the lives of innocent men, women and children without regard to their faith or race or station. Were it not for the heroic actions of the passengers on board one of those flights, they could have also struck at one of the great symbols of our democracy in Washington, and killed many more.
As we know, these men belonged to al Qaeda — a group of extremists who have distorted and defiled Islam, one of the world’s great religions, to justify the slaughter of innocents. Al Qaeda’s base of operations was in Afghanistan, where they were harbored by the Taliban — a ruthless, repressive and radical movement that seized control of that country after it was ravaged by years of Soviet occupation and civil war, and after the attention of America and our friends had turned elsewhere.
Just days after 9/11, Congress authorized the use of force against al Qaeda and those who harbored them — an authorization that continues to this day. The vote in the Senate was 98 to 0. The vote in the House was 420 to 1. For the first time in its history, the North Atlantic Treaty Organization invoked Article 5 — the commitment that says an attack on one member nation is an attack on all. And the United Nations Security Council endorsed the use of all necessary steps to respond to the 9/11 attacks. America, our allies and the world were acting as one to destroy al Qaeda’s terrorist network, and to protect our common security.
Under the banner of this domestic unity and international legitimacy — and only after the Taliban refused to turn over Osama bin Laden — we sent our troops into Afghanistan. Within a matter of months, al Qaeda was scattered and many of its operatives were killed. The Taliban was driven from power and pushed back on its heels. A place that had known decades of fear now had reason to hope. At a conference convened by the U.N., a provisional government was established under President Hamid Karzai. And an International Security Assistance Force was established to help bring a lasting peace to a war-torn country.
Then, in early 2003, the decision was made to wage a second war in Iraq. The wrenching debate over the Iraq War is well-known and need not be repeated here. It is enough to say that for the next six years, the Iraq War drew the dominant share of our troops, our resources, our diplomacy, and our national attention — and that the decision to go into Iraq caused substantial rifts between America and much of the world.
Today, after extraordinary costs, we are bringing the Iraq war to a responsible end. We will remove our combat brigades from Iraq by the end of next summer, and all of our troops by the end of 2011. That we are doing so is a testament to the character of our men and women in uniform. Thanks to their courage, grit and perseverance , we have given Iraqis a chance to shape their future, and we are successfully leaving Iraq to its people.
But while we have achieved hard-earned milestones in Iraq, the situation in Afghanistan has deteriorated. After escaping across the border into Pakistan in 2001 and 2002, al Qaeda’s leadership established a safe-haven there. Although a legitimate government was elected by the Afghan people, it has been hampered by corruption, the drug trade, an under-developed economy, and insufficient Security Forces. Over the last several years, the Taliban has maintained common cause with al Qaeda, as they both seek an overthrow of the Afghan government. Gradually, the Taliban has begun to take control over swaths of Afghanistan, while engaging in increasingly brazen and devastating acts of terrorism against the Pakistani people.
Throughout this period, our troop levels in Afghanistan remained a fraction of what they were in Iraq. When I took office, we had just over 32,000 Americans serving in Afghanistan, compared to 160,000 in Iraq at the peak of the war. Commanders in Afghanistan repeatedly asked for support to deal with the reemergence of the Taliban, but these reinforcements did not arrive. That’s why, shortly after taking office, I approved a long-standing request for more troops. After consultations with our allies, I then announced a strategy recognizing the fundamental connection between our war effort in Afghanistan, and the extremist safe-havens in Pakistan. I set a goal that was narrowly defined as disrupting, dismantling, and defeating al Qaeda and its extremist allies, and pledged to better coordinate our military and civilian efforts.
Since then, we have made progress on some important objectives. High-ranking al Qaeda and Taliban leaders have been killed, and we have stepped up the pressure on al Qaeda world-wide. In Pakistan, that nation’s Army has gone on its largest offensive in years. In Afghanistan, we and our allies prevented the Taliban from stopping a presidential election, and — although it was marred by fraud — that election produced a government that is consistent with Afghanistan’s laws and constitution.
Yet huge challenges remain. Afghanistan is not lost, but for several years it has moved backwards. There is no imminent threat of the government being overthrown, but the Taliban has gained momentum. Al Qaeda has not reemerged in Afghanistan in the same numbers as before 9/11, but they retain their safe-havens along the border. And our forces lack the full support they need to effectively train and partner with Afghan security forces and better secure the population. Our new commander in Afghanistan — Gen. McChrystal — has reported that the security situation is more serious than he anticipated. In short: the status quo is not sustainable.
As cadets, you volunteered for service during this time of danger. Some of you have fought in Afghanistan. Many will deploy there. As your commander in chief, I owe you a mission that is clearly defined, and worthy of your service. That is why, after the Afghan voting was completed, I insisted on a thorough review of our strategy. Let me be clear: There has never been an option before me that called for troop deployments before 2010 — so there has been no delay or denial of resources necessary for the conduct of the war. Instead, the review has allowed me ask the hard questions, and to explore all of the different options along with my national security team, our military and civilian leadership in Afghanistan, and our key partners. Given the stakes involved, I owed the American people and our troops no less.
This review is now complete. And as commander in chief, I have determined that it is in our vital national interest to send an additional 30,000 U.S. troops to Afghanistan. After 18 months, our troops will begin to come home. These are the resources that we need to seize the initiative, while building the Afghan capacity that can allow for a responsible transition of our forces out of Afghanistan.
I do not make this decision lightly. I opposed the war in Iraq precisely because I believe that we must exercise restraint in the use of military force, and always consider the long-term consequences of our actions. We have been at war for eight years, at enormous cost in lives and resources. Years of debate over Iraq and terrorism have left our unity on national security issues in tatters, and created a highly polarized and partisan backdrop for this effort. And having just experienced the worst economic crisis since the Great Depression, the American people are understandably focused on rebuilding our economy and putting people to work here at home.
Most of all, I know that this decision asks even more of you — a military that, along with your families, has already borne the heaviest of all burdens. As president, I have signed a letter of condolence to the family of each American who gives their life in these wars. I have read the letters from the parents and spouses of those who deployed. I have visited our courageous wounded warriors at Walter Reed. I have traveled to Dover to meet the flag-draped caskets of 18 Americans returning home to their final resting place. I see firsthand the terrible wages of war. If I did not think that the security of the United States and the safety of the American people were at stake in Afghanistan, I would gladly order every single one of our troops home tomorrow.

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Source: The News

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Mohsin Ali Farhad

Islamabad Pakistan

Any travel tips for Vietnam and Cambodia, sample itinerary for the must-see places in these countries?

My friends are planning to go to Vietnam and Cambodia for about a week. Would love to here from people who have visited these countries. Any tips on cheap but decent accommodation, foods, best places to go and things to do? Or some sample itinerary? Any personal experience will be much appreciated.Thanks in advance. ^_^
We are really not after the beach or swimming, we are more on the famous places, must-see, must-do, best places for first time tourists. We would also love to try the local cuisine.

Answer
Kind of hard to give specific recommendations without knowing what you like to do. If you want some beaches, for example, Vietnam is going to have far more options than Cambodia would have.

Cambodia:
Angkor Wat in Siem Reap is a *must see* attraction. Angkor and the Bayon temples are incredible sites to see (more info: http://www.hoteltravel.com/cambodia/siem_reap/guides/sightseeing.htm). Angkor Wat has been the most impressive cultural site I’ve seen during my travels throughout Asia & it can actually take several days to get around the major temples.

Vietnam:
It depends on which city you’re going to largely stay around. If I had my choice, however, I would go to Ha Long Bay and Ho Chi Minh.

Food:
Will generally be very cheap in either country if you want to try the local cuisine.

Sightseeing travel tips for Cambodia: http://www.hoteltravel.com/cambodia/guides/sightseeing.htm
Sightseeing travel tips for Vietnam: http://www.hoteltravel.com/vietnam/guides/sightseeing.htm

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AustralAsia/Australia World Maps Great resources for traveling

Travel writing is a lifestyle choice rather than a career. Some people make lots of money out of it and some don’t. I am one of those that don’t but its a choice I am happy to make. I do not believe in material things too much, which is just as well as I don’t have too many.

This love of traveling and then writing about my experiences has led to another a facination and that is Maps and in particular map resources on the internet. I find planning trips almost as exciting as going on them and to help plan trips you need good resources. This article will only be talking about map resources but I plan future articles that will be about travel agents, hotels/hostels etc.

The region known as AustralAsia is sometimes referred to as Australia but this is strictly not true. As well as Australia it includes New Zealand, Papua New Guinea and some Oceania countries and principalities.

When planning a trip to this region I will generally use “mapofaustralasia.com” map of Australasia. Its a great easy to read map with quite a lot of detail on it. Papua New Guinea and New Zealand are in gold and some of the oceania countries are in pink.

I rarely will go to Australia and not go to southern asia. This map is a great starting point when planning this kind of trip because it includes Indonesia and parts of Malaysia.

Unlike some of the other maps in this series of articles, it has very little information on the area in question. So there is nothing to distract you from getting on with the business of planning.

I travel the world out of a love for travelling, meeting new people and experiencing new things. I have started to write about my experiences and I want to help others enjoy this wonderful way of life.

Anyone know a good travel agent in NYC who focuses in Southeast Asia travel?

Please leave me their contact info.
Thanks!

Answer
I actually don’t know one, but maybe this can help too.

I traveled Southeast Asia for two months and found the cheapest way to do it was flying in to Singapore and from there, purchase tickets from Air Asia to Thailand, Laos, Cambodia, Malaysia, and Vietnam. And from even there, there are loads of buses that will take you across the borders i.e. Laos to Thailand for $20 USD.

Numerous backpackers and travelers have said the same during my trip, i.e. you can purchase a ticket to Bangkok from Phuket for $30 USD.

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Experiencing World Class Service Excellence

Experiencing World Class Service Excellence

US Service Excellence Tour November 2001

The Stimulus to Go

This tour has excellent credentials – it has been running annually for many years under the auspices of Manchester Business School. There is a sister UK tour.

For us, the visit was part of a continuing professional development programme- a sort of experiential MBA – visiting world-class companies. Interestingly and appositely the CEO of Federal Express in a video we saw said that

‘the most important thing to invest in is yourself’.

It was also a chance to spend time with a group of senior people from diverse backgrounds and understand some of the business challenges they are facing. Fellow travellers were directors and senior executives from companies including Sky, Argos, Legal & General, Nationwide, Alliance & Leicester and Bristol Airport.

The Main Objective

The hypothesis is that a reputation for Service Excellence is the outcome of how companies align their strategic focus, key processes and people in effectively delivering their customer proposition.

Programme of Experiences

Monday Stew Leonard’s Elizabethtown Water

Tuesday Ritz-Carlton FedEx Hub Night Visit

Wednesday FedEx Express

Thursday USAA Nordstrom Sewell Village Cadillac

Friday Southwest Airlines

Making Sense of It All

The concept of  ‘a line of sight’ through a company’s activities has been chosen to both analyse the experiences and to help surface any alignment gaps there might be (see below).

In true marketing fashion the start point should be with the customer. In narrative terms, however, the flow is better starting with the Context which is important for two reasons. Firstly, to help understand how companies got to where they are today. Secondly, because of the implications it has for the culture and leadership style that we were likely to experience.

Business Model is used instead of Strategic Intent because it has more commercial overtones.  Quite simply how were these companies making their money given their Service Excellence ratings? What trade-offs were there?

In between the Business Model and the Customer, many companies have Processes and indeed design Products in such a way that staff are caught between a rock and a hard place as they intermediate between the company and its customers – ‘Company Push’. How were staff encouraged to behave?

Lastly what evidence was there of an open and timely dialogue with customers? How closely were companies listening to their customers? What were they doing about it? What evidence was there of the customer manifestly influencing what the company was doing? – ‘Customer Pull’.

Inevitably some visits were more fruitful than others in providing input for the analysis and much information had to be taken at face value. Quantitative performance data was almost universally absent.

The Visits

Stew Leonard’s

Format of Visit

Tour of store with introductions from heads of sections (coffee, bakery, fish etc.)
Classroom presentation by Stew Leonard’s daughter
Time –half day
Location: Yonkers New York

Context

Founded 1969
Graduated from doorstep delivery of milk
Invested everything to fund first store
Mom & Pop store to world class cited by Tom Peters
Three stores now all family run
Big personality of Stew Leonard writ big across the business
In Guinness Book of Records for sales per square foot

Business Model

Limited product range – 1000 items only
Focus on fresh produce where margins are typically higher (provided wastage is closely managed)
Concept of life time value
No overt premium for service

Processes

Single aisle only so customers trail round like a guided tour
Section heads treated as owners of small businesses do buying and set prices
Frequent, immediate & varied internal communications highlighting staff performance
Underlying logistics not examined

Product Variables

Bulk purchasing cost benefits shared with customers to generate higher volumes still
Freshness & perceived value for money critical
Quick (days) trial and error product development process
Only recently introduced wine section which has been very successful
Disney style entertainment a feature

Staff Management

Department managers introduced their respective areas with walk-throughs
We were able to talk to customers and floor staff – good eye contact

Front line staff encouraged to deliver outrageous service (see story)
Hire for attitude – use bespoke psychometrics – three interviews
Focus on self supporting teams; close attention to under performance
Promote from within
Handwritten notes recognising exceptional performance – ‘a moo to you’
Fund of stories which make staff heroes & demonstrate exceptional customer service
Strive to create an atmosphere of smiles
Staff given time off to visit competitors but must  implement one improvement in 72 hours
Use tours as income stream but also energises staff

Customer Dialogue

As you enter the store there is a ‘rock of commitment’ which says:
‘Rule 1 –The Customer is always right
‘Rule 2 – If the customer is ever wrong, reread rule 1
Tangible customer involvement and entertainment; factory outlet/market feel
Staff encouraged to imagine that they are the customer
As in a theatre, the customer is an integral part of the interaction
Constant product sampling so immediate response
Instant refund policy
Customer Suggestions Boxes – all responded to whether acted on or not
Customer Panels with store management team
Customers encouraged to comment on staff
Satisfaction Surveys

Commentary

The ‘line of sight’ was crystal clear throughout the store particularly the behaviour of the customer facing staff and the level of immediate and on-going dialogue.
This experience should be relatively straightforward to engineer and deliver but there is no comparison between the robotic and sterile experience of many UK supermarkets and the vibrancy of Stew Leonard’s.
Their biggest challenge – which they acknowledge – is scalability.
There is nothing to say they have to get bigger – ‘right sizing’ has a number of connotations and they may be the right size now.
The showmanship is the velvet glove of a very focused business model but their people are used and encouraged to make a difference
Clear ‘Stick to the knitting’ approach.
Had only recently introduced a wine department in the Yonkers store which was going well which suggests corporate flexibility against perhaps a prevailing paternalism.
There seems to be a virtuous circle between, competitive pricing, engaging service standards, higher volumes and win-win distribution of the benefits between company and customer.

Some Delegate Comments

Sell to all the five senses (sight, smell, sound, taste, touch)

Epitomized all the learning that is necessary to create a ‘wow’ in any company

Effective staff orientation can result in excellent service but slogans can ‘tell a story’

Stew Leonard’s – A Service Excellence Story

At five minutes before closing one Sunday night, a customer said to cashier Betty Mucci, ‘We’ve just returned from vacation and are so happy you’re open. Our refrigerator is empty, and we needed this bread and milk for breakfast and the kid’s school lunches tomorrow.’ When the total of $37.12 was rung up, the customer panicked and said, ‘Oh my gosh, I forgot my wallet. I don’t have any money!’

Betsy just smiled and said, ‘That’s OK, just give me your name and address.’ Betsy wrote the information down, put the void slip in the register drawer, and said, ‘Don’t worry, the next time you’re in the store you can pay for your groceries.’ The customer asked, ‘Do you have the authority to let me walk out without paying for all these groceries?’ Betsy said yes, but the customer wasn’t convinced and asked to see the manager.

When the manager appeared and the customer explained the problem, he said, ‘When it comes to keeping our customers happy, we have no hard and fast rules. Each of us has the authority to use our own best judgement and treat every customer the way we’d like to be treated our self’.

Two weeks later, Stew Leonard ran into a friend at a local restaurant. He came up to Stew all excited and said, ‘Stew you won’t believe this story!’ He proceeded to tell how it was his wife that had been the customer who forgot her wallet, and how she had been telling the tale to everyone she met. ‘But what I don’t understand,’ he said, ‘is how you can afford to do it. Aren’t you afraid cashiers will use poor judgement and you’ll lose money?’

Stew responded, ‘How can we afford not to do it?’ Ninety nine percent of people in our store at any given moment are repeat customers. They’re back because we satisfied them the last time they shopped with us. Our attitude is that everybody’s honest If we occasionally run into someone who isn’t, we just take it on the chin. But the important point is that 999 out of 1000 customers are honest. We simply refuse to let one dishonest customer determine how we are going to treat the other 999.

Source: American Management Review

Elizabethtown Water

Format of Visit

Talks from

Andrew M. Chapman, president -

Derek Stroud, vice president of Customer Relationship Management,

Beth Neafy, Change Project Team Leader

Professor Bruce Hawthorn, External Process Design Consultant

Time: 2 hours
Location: Head Office Westfield New Jersey

Context

The seventh-largest water company in the US with 500+ staff serving more than 1m customers in New Jersey
In November 2000 became a wholly-owned subsidiary of Thames Water
Regulated monopoly, have to apply to the Board of Public Utilities for rates increases
Company historically consisted of three distinct silos on split sites– water & waste management, engineers and billing
Since current CEO appointed in 1997 have been going through major process and organisational change programme to deliver a more customer focused organisation.
CEO also felt that customer satisfaction could be a positive differentiator as an acquisition tool for municipal water authority management & should industry become de-regulated
Also felt that fewer complaints would lead to happier staff and hence lower staff turnover.
Implementing a SAP CCS customer billing and account management system (the first of its kind in a US utility).

Business Model

Shaped by regulatory rules
Pricing is a cost plus model
Penalties if historic customer satisfaction criteria not met

Processes

IT Strategic Review identified opportunity to bring together activities of silos
Customer Relationship Management is defined as Single operational view of the customer
Used SAP Enterprise wide system to re-define processes
Key process Revenue Management i.e. Meter Reading to Receipt of Funds

Product Variables

Responsibility is only for water supply to property boundary. From road to property is owner’s responsibility

Staff Management

Exemplified by internal team approach to process re-design – led by very credible long serving member of staff
Quote ‘People march to their measurements’
Need to re-skill Customer Representatives to problem solve (improved thinking) and understand issues around water quality (chemistry) and pressure (engineering) – described as getting the crew ready to run the new ship

Customer Dialogue

Little evidence that customers have had an input into the process design and change management programme
Industry prescribed measures for customer satisfaction a given although they were attempting to redefine these.
Implied customer frustration given fragmented delivery through historical silos

Commentary

A different context from Stew Leonard’s and the other visits
The impetus for change was driven solely by the vision of the CEO – there were no external drivers – arguably the company was ahead of the curve.
It emerged in conversation that the heads of the business silos had acted as brakes on the proposed process re-focusing.
The pace of the change programme was accelerated with the arrival of a UK Thames Water executive some eighteen months ago
The orthodox view would be that processes should be re-designed before IT is applied although it could be argued that the approach was contextually appropriate
The absence of any customer input into the re-design suggests that a supplier mentality still prevails and therefore potentially a serious line of sight misalignment.
Because of the way rate increases were signed off, provided the regulator agree, the customers would of course effectively be paying for the change programme.

Some Delegate Comments

Similarities with our current situation and interesting to see mechanisms and structures put in place to direct transitional change

Change is always difficult, particularly when your colleagues only pay lip service to it

Placing an employee of long standing with the respect of her colleagues teamed with a visionary leader is a recipe for success

Elizabethtown Water

Customer Service Vision

To provide an appropriate level of service for each type of customer which they value, appreciate and would choose in an open market.

Customer Mission

To provide value to our customers by providing safe, adequate and proper service at the most economical cost by continually improving our facilities, our work processes and the capability of our employees.

Customer Service Strategy

Billing: to provide accurate and timely bills that our customers understand

Payments: to collect all monies in a timely manner using all reasonable methods

Billing Contacts: any contact with a customer should add value in terms of cash, image or both

Service Contacts: To provide a level of service that eradicates the need for customers to contact the company more than once and that customers value.

Source: Boardroom Posters

Ritz-Carlton

Format of Visit

Presentation from Stephanie Thomas Training Manager
Back of House Tour
Time: Half Day
Location: Buckhead Atlanta

Context

Group founded by Horst Schulze 1983
Based on the legendary Ritz Carlton Boston which revolutionised hotels in America by creating a luxury setting
Now 40 hotels worldwide, 22000 ‘ladies & gentlemen’
Winner of Malcolm Baldrige National Quality Award.. First and only hospitality organization to win, first in 1992 and again  in 1999
Only 3 hotels owned by company – rest independent ownership but  using Ritz Carlton systems & processes
In 1995, Marriott International purchased 49% interest. Three years later increased to 99%.

Business Model

Superior environment and psychology of comfort a critical part of the experience – the mystique of the Ritz Carlton
Market niche is essentially corporate business travellers
Premium price
Occupancy & revenue per room (REVPAR) key metrics

Processes

Set of core values collectively called The Gold Standards: The Credo, The Three Steps of Service, The Motto and The Twenty Basics captured in pocket card held by all staff
Daily departmental “line-ups” attended by all employees including senior executives dealing with one of the 20 basics each day.
Use Project Teams to continually review key processes and also problem solving self directed work teams
Computerised record of guest’s preferences (often from observation) – staff complete Staff Preference Notes
Guest Incident Action Forms
Much attention is paid to the psychological attributes of comfort – the furnishings, the quality of the dressing gowns, towels& bedding etc.
Backstage photos of table layouts, areas in bedroom to dust & repeat cycles are on display – this helps with the ethnic diversity of the staff

Product Variables

Quality Hotels
Club lounge, Room Service, Casual restaurant, Banquet Food, Recreation/Fitness

Luxury residential condominiums located at The Ritz-Carlton hotels and resorts.
The Ritz-Carlton Learning Instituteopen to executives from other companies wanting to learn and adapt the principles of service and leadership to their own organizations.

Staff Management

Motto ‘We are Ladies and Gentlemen serving Ladies and Gentlemen’
Intensive orientation for new employees – 2 days to orient & select, 21 day review, 30 day Certification Programme
Customised psychometrics covering empathy, Caring, Exactness, Professionalism, Politeness and Positiveness
Staff encouraged to take ownership of problems – $2000 per guest ‘recovery’ discretion
Complaint handling scripted ‘I apologise’ – try to make problem really small – move the customer out of the public areas
Recognition – ‘Five Star Employee of the Quarter’

Customer Dialogue

By observation
Satisfaction surveys
JD Powers rating

Commentary

Ritz-Carlton is a high quality operation. Was the ambience tangible in the hotel? – Yes. Was the quality evident in the Club Lounge and the bedroom? – Yes. Was the high service palpable from the people? – Not uniformly.
Ritz Carlton is process dominated in principle in the same way as McDonalds – another franchise operation. The scope is, of course broader.
Inevitably franchises have to be rules based and much time and effort goes into embedding these into the employees – though it has been called a cult occasionally.
Whilst they premium price for the service,  they still face the same occupancy challenges as all hotels to get ‘heads on beds’. It is not clear if their model is more resilient or how they have fared post 11 September.
Behind the scenes there was evidence of the rhetoric breaking down – Ladies and Gentlemen referred to as ‘employees’ in memos for example. The administrative staff offices were very cramped – not a case of treating your staff as you treat your customers.
There was some evidence of staff trying to introduce spontaneity into the prescribed daily routines.
Understanding customer preferences and invading their privacy is a fine line that the hotels are careful not to cross.
On paper using an 80/20 basis the alignment was strong. However, it is not clear how open the dialogue with the customers is and how this informs the process improvements that the Ritz Carlton carries out.
It was also not clear what the trigger criteria would be for employees to use their personal discretion of $2000.

Some Delegate Comments

‘All that glitters is not gold’.  It is easy to present a veneer but very hard to embed values effectively in some environments

Reinforcement through ‘over the top’ communication programme works well

A simple message to staff relating to ‘values’ can encompass an entire culture and consequent behaviour

Ritz Carlton

7 Year Vision

To be The Premier Worldwide, Provider of Luxury Travel and Hospitality Products and Services

2 Year Mission

Product and Profit Dominance

The Vital Few Objectives

Improve Employee Pride and Joy
Improve Customer Loyalty
Reduce Customer Difficulties
Enlarge REVPAR
Improve Hotel Profitability

Method

TQM – Application of Quality Sciences
Baldridge Quality Awards Criteria

Foundation

Values and Philosophy
The Gold Standards
Credo
Motto
The Three Steps of Service
– A warm and sincere greeting. Use the guest name, if and when possible
– Anticipation and compliance with guest needs
– Fond farewell. Give them a warm good-bye and use their names, if and when possible.
Basics

The Employee Promise

At the Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests.
By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximise talent to the benefit of each individual and the company.
The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are fulfilled, and the Ritz-Carlton mystique is strengthened.

Ritz-Carlton – A Service Excellence Story

Enrique, a bell hop, noticed that a lady customer was having difficulty shutting her suitcase – he tried to help but in fact the catches were broken and there was no way to secure the suitcase. The guest was due to leave shortly and there was no time to go to the mall to buy a replacement. Shortly after Enrique went off duty but he continued to be concerned about the guest. He went home, took a suitcase he had recently bought for a holiday from his wardrobe and returned immediately to the hotel to give it to the guest.

Source: Ritz Carlton Presentation

Federal Express

Format of Visit

Evening visit to Memphis SuperHub
Half Day Workshop
Presenters:
Myron Bowery: Manager Corporate Communications
Kathy Bergeson: Quality Process Manager
Location: Peabody Hotel Memphis

Context

Founded in 1971 at the age of 27 by Fred W Smith ex US Marines Corp who flew 230 combat missions in Vietnam and based on a paper on logistics which he wrote as a student at Yale (marked C)
Quote from corporate history ‘ Fred Smith and Fedex are a virtual case study in how entrepreneurial America should work’
Created modern air/ground express industry; invented overnight parcel delivery; first to provide on-line shipping and tracking
Pioneered hub& spoke approach
1983 first US company to reach $1bn revenues without merger or acquisition
1990 First Service Company to win Baldridge award
215k employees worldwide, 600+aircraft
Currently shipping at 1998 levels

Business Model

Philosophy ‘Take care of your People. They in turn will deliver the impeccable Service demanded by our customers who will reward us with the Profitability necessary to secure our future’
Have redefined themselves from Parcels to Airline to Information Technology Company
Have a number of companies within group which ‘operate independently, compete collectively’
The 2001 Annual Report quotes ‘Only FedEx remains focused on a unique business model – to operate each company independently, focused on the distinct needs of each customer segment, but also to compete collectively, leveraging our greatest strengths, the power of the FedEx brand and information technology.’

Processes

See model below
Baldrige Award 1990 but ISO now benchmark driver
Activity a mix of low skilled highly labour intensive (making sure bar coding on packages is face up for the readers) and highly automated (bar code sorting)
International package scanned 11 times which provides data for track and trace system
Very heavy focus on ‘scientific’ problem/process analysis
Use actual numbers of defects not %’s as even 1 is too many
Heavy investment in FedEx TV as means of internal communication
Have high level Weekly Analysis & Review (WAR) Committee
98% response to annual employee survey – results published within hours of cut off time
Employ 12 weathermen to help with routing of flights

Product Variables

FedEx Express: time definite global express package & freight delivery
FedEx Ground: small package ground services including home delivery
FedEx Freight: regional less-than-truckload freight deliveries
FedEx Custom Critical: exclusive expedited door to door delivery
FedEx Trade Networks: Customs brokerage & trade facilitation systems
Recently invested in ground presence in US as losing out to UPS
Recently gained US Postal Services Airport to Airport contract

Staff Management

Hub has 60% staff t/o
Focus on experiential (85%) rather than classroom training (15%)
Recently withdrew ‘on the spot’ rewards system (Bravo Zulus – a US Navy term for ‘Well Done’) as belt tightening move
Upward appraisal process which outputs a company wide Leadership Index which has improved year on year since inception
SQIs used as the basis for bonuses at all levels.

Customer Dialogue

No single view of customer and value
Their Service Quality Index is weighted and varies year on year depending on what customer thinks is important
Have used television advertising extensively which shows an engaging sense of humour

Commentary

The hub visit was a classic example of what the tour is all about. An intellectual understanding of what was going on was no preparation for the raw energy, cacophony of noise and pure hard metal rock that confronted us.
Fedex is an operational giant and what we were seeing was no more than the tip of the process iceberg. The service chain also includes the door to door pick up of parcels and delivery at destination.
Like a class sportsman it was apparently effortless professionalism – there was also a sense of the quickness of the hand deceiving the eye!
In terms of alignment it was interesting that FedEx claimed to have no single composite view of a customer relationship although their SQI measurement factors shaped by customers was a particular plus point.
The withdrawal of the Bravo Zulus – the on the spot reward scheme – was contentious. It was presented as a much needed opportunity to tidy the scheme up but there was a feeling that it could be interpreted negatively by the staff. Outstanding service should be rewarded at all times.
There was a suspicion also that it may have been being used to get round an inflexible pay scheme.

Some Delegate Comments

How to change from a transportation company to an intelligent service provider

Good effective process management is possible.  The operation was very impressive

The operation is more important than the staff (Process before people)

Night Visit to the Memphis SuperHub

Getting into the hub was like going to a football match. At 10 o’clock at night there were long queues snaking back from the security checkpoints. In any one night some 8000 people might be on duty. It was a wet and windy night and since many employees work out in the open loading and unloading the planes they were wrapped up like Michelin men (and women of course).

From the observation tower we could see planes lining up to land. – 85 in an hour. On landing, planes moved quickly and efficiently to their berths where in minutes the doors were opened and the specially designed containers – which mimic the shape of the aircraft- unloaded. We were told planes could be emptied in 17 minutes. Trains of containers pulled by small tractors – or tugs as they are called- drove off smartly to the sorting areas – on this night in heavy and persistent rain.

Here letters, packages and parcels streamed along conveyer belts to be divided amongst teams of workers whose role was to turn packages upright so the scanning system could do the automated sort. Parcels then tracked along a series of conveyer belts where computer controlled arms sent them to the right distribution point. Further sorts would separate out priority express packages and narrow the destinations down by cities and even the suburbs of the major large cities. Shortly after the planes were unloaded, screens throughout the complex show the projected time at which the sort will be completed.

Unbundled and re-bundled as it were, the packages were then loaded back into containers and back on to the planes which then left. Memphis can deal with as many as two million shipments (overnight – 30%of the total volume in the FedEx system.

As we toured the hub, small teams of maintenance men were on standby like rapid response units should the machinery splutter. Indeed such is the contingency planning that spare planes are kept in the air in case of mechanical difficulties.

FedEx – A Service Excellence Story

The call from a big medical laboratory in Phoenix was urgent. Shipments of amniotic fluid from two high risk pregnancies had failed to arrive for testing. If they didn’t come soon, the mothers to be would have to endure the difficult procedure again. Senior customer service representative Brenda Currey got on the phone and found the shipments on a truck near Dallas. With help from FedEx operations staff, she had the truck stopped and 20,000 pounds of freight unloaded to retrieve the two samples. ‘Get them to Phoenix and I’ll take care of them’ Currey told the Dallas ramp manager. She met the flight carrying the shipments at 11pm, stored them in her refrigerator as instructed by the lab, and delivered them personally next day. ‘Why did you do this?’ asked the laboratory technician. ‘It needed to be done,’ Currey replied. ‘and I was there.’ Three days later the laboratory called to let Currey know her efforts had paid off. The samples were just fine. (Brenda Currey has been with FedEx since 1985.)

Source: ‘How Time Flies – Fedex delivers the 21st Century’

USAA

Format of Visit

Half day visit
Presenters:
Donna Wildey Planning Manage
Joe Bruha VP Brand Management
Beverly McClure Customer Relationship Management NE Region

Location: Corporate HQ San Antonio

Context

Founded by Army Major William Garrison in 1922
USAA (United Services Automobile Association) serves present and former members of the US military and their families
One of America’s leading insurance & financial services companies; 4.7m customers, 23,500 employees, assets $62.4bn
President & CEO the most decorated combat veteran to lead USAA. Board chairman retired US Air Force four-star general and former vice president of the US Joint Chiefs of Staff
Essentially a direct operation with most business done by phone, mail & web site
Strapline ‘We know what it means to serve’
Largest mail order company in US and third largest in world

Business Model

The mission of the association is to facilitate the financial security of its members, associates and their families through the provision of a full range of highly competitive financial products and services; in doing so USAA seeks to be the provider of choice for the military community.
Have extended definition of target market to include enlisted men but still remained within military affinity

Processes

Use Balanced Scorecard
Market Performance 35%      Financial Performance 35%
Projects  20%                        Mission Accomplishment 10%
Within Market Performance lost members = 50% of score
See detail of Key results areas below
Key Service tenets
– Trust & reliability          – Simplify the Process
– Multiple Access           – Customer feedback
Aim for what they call the ‘Wizard of Oz effect’ i.e. the illusion of simplicity
Evidence that planning process is used to drill down understanding within the company

Product Variables

Wide range of insurance and financial products including: property and casualty insurance, life and health insurance, annuities, mutual funds, discount brokerage, credit cards, banking services, travel services and alliance services
They had a diagrammatic wheel incorporating  six Business Divisions, ten Key Life Events and ten products to give 600 potential segments.

Staff Management

Must be a/the major employer in San Antonio
Work spaces heavily personalised; much use of the American flag; military memorabilia in public spaces

Head office in San Antonio has three on-site fitness centres, health clinics and cafeterias which also offer take-home meals.
There is also a sophisticated system for interacting with staff  and they have never had to lay off staff.
One third of the employees have their college education sponsored by USAA.
Have a Workforce Transition Team which employees join for 12 months if job disappears through re-structuring etc.
Managers have their own restaurant & restrooms – shades of officers & enlisted men

Customer Dialogue

No real time IT single view of customer but periodic snapshots they gave themselves a 5/10 rating on current capability
Re-aligning products & support areas into customer focused centres of excellence
Customer numbers doubling every 10 years
Minimalist branding and advertising – rely on word of mouth in close knit military communities
Claim 98% ‘loyalty’; products per household 4.97; less than 2% churn
Have only recently introduced rules for direct mail volumes – two pieces per member per month
Key marketing tasks seen as
Prospecting – Segment Management – Life Event Management – Product Design & Delivery – Retention – Brand Management
Extensive Customer based feedback loops in place using formalised research processes; retention a key focus
One of their secrets is the 140 personal characteristics they are reputed to keep about each customer

Commentary

USAA have cornered an outstanding affinity market in the US military. Their focus on family and community is reflected in the way they value customer and staff loyalty.
Whilst they have broadened their segment definition, for example, to include listed men, and they have a tremendous heritage, there must be a suspicion that they could be heading for a cul de sac given an ageing customer base and the lower numbers of recruitment into the military overall.
Their tone could be characterised as one of quiet understatement – certainly the branding is low in personality.
Many of their practices and processes seem familiar nowadays and their approach to direct mail is dated. Clearly it was not possible to benchmark their pricing but this together with the product range and features must be a critical part of their offer.
It was interesting that despite the strength of the brand in the target market there was no evidence of brand stretch beyond financial services.

Some Delegate Comments

Niche markets are wonderful things, especially if there is an emotive pull

Customer loyalty and trust attracts higher profits

Understand your target market

USAA – Key Results Areas
Service Goals

Trust & reliability
Simplify Processes
Customer Access & delivery
High levels of persistency
Evaluate lost member trends
Use member feedback to improve processes & service
Community outreach
Legislative & regulatory flexibility
Industry affairs
Civil justice reform
Public education
Education outreach
Loss control
Synergy among lines of business
Expand breadth & depth of member relationship
Cultivate member feedback
Educate members
Strengthen community affinity
Build strategic alliances
Promote personalised solutions
Sufficient net worth & liquidity
Strongest possible ratings
Maintain capital self sufficiency
Optimise USAA investment portfolio
Migrate losses
Improve our operations environment
Implement efficient business practices & solutions
Quality financial products
Co-ordinated packages of products
Tailored information
Increase penetration of core markets

Public Outreach Goals
Relationship Building Goals
Financial Strength Goals
Product Value Goals
Mission Support Goals

Facilitate responsive, value added response services
Promote productivity, health, safety and welfare of USAA employees
Provide high quality facilities & services
Diverse, flexible, motivated, multi-skilled workforce
Foster highest ethical standards
Value diversity of employees as we value the diversity of members
Cultivate employee feedback
Educate employees on  products and issues relevant to USAA
Encourage employee self development
Integrate information technology architecture
Develop and manage common information & technology systems
Enhance data infrastructure

Strategic Assets – People
Strategic Assets – Technology

Source: CDRom ‘Take a Quality Journey with USAA’ 12/98

Nordstrom

Format of Visit

1 hour Lunch time visit
Presenter: Cindy Mahan Store General Manager
Location: Dallas Store

Context

In 1901, John W. Nordstrom – who emigrated from Sweden aged 16 -used $5000 of his stake from the Alaska gold rush to open a small shoe store in Seattle, Washington
Store subsequently passed to sons and grandsons and Nordstrom still remains family owned
Expanded from shoes in 1960’s and is now one of the nation’s leading fashion retailers, with 132 stores in 25 states

Business Model

Family management, values and approachability
Entrepreneurial focus for staff with income largely commission based on sales – have own business
Successful sellers may earn more than senior management team
Sales staff build and manage own portfolios of customers

Processes

Underlying logistics not examined

Product Variables

Perception of premium pricing created by environment and ambience but do not premium price per se
Aim to never be out of stock of any one size of shoes catering for exceptional widths & lengths
Ambience important – wide aisles & low racking so can see length of floor

Staff Management

Employee handbook is a double sided card with the only message ‘Use your good judgement in all situations’ see below
Look to recruit ‘nice’ people
Frequent performance recognition ceremonies and celebrations

Customer Dialogue

Quality and frequency essentially in hands of sales people who manage own contact strategy using phone & thank you notes etc.

Commentary

We had the opportunity to see their corporate video tracing the history of the company and talk briefly with the Dallas Store Manager – a lady who had previously been a buyer with them.
One member of staff (see story below) was grossing $1.5m sales a year and earning more than the store manager.
Subsequent shopping confirmed the appeal of the environment and ambience compared with other US major retailers
Staff were particularly personable and appropriately attentive in initiating the sales process. Prices were comparable with the other major stores in the Shopping Mall.

Some Delegate Comments

The natural confidence that comes from empowerment

Pride in your work is noticed and appreciated by your clients (and rewarded by your company)

Empowerment of key staff works for the bottom line (regardless of status) – ask people to do what they are good at

WELCOME TO NORDSTROM

We’re glad to have you withour Company.

Our number one goal is to provide outstanding customer service

Set both your personal and professional goals high.

We have great confidence in your ability to achieve them.

Nordstrom Rules

Rule#1: Use you good judgment in all situations

There will be no additional rules.

Please feel free to ask

Your department manager,store manager or division general manager any question

at any time

nordstrom

Nordstrom Service Excellence Stories

Nordstrom is famous for is refund policy. The archetypal story told by Tom Peters is of a customer returning two tyres to a store for which the customer was given the money back. Nordstrom don’t sell tyres but apparently there was a garage on the site before Nordstrom arrived.
A male customer arrived with a bag of some fifty pairs of socks at the Dallas store. He emptied the socks over the counter and asked for a refund on the basis that they had been uncomfortable to wear. The salesman – relatively new – started to say that they would need to see the receipts at which point a more senior colleague took over. A full refund was processed and it transpired that the socks had not fitted properly. A suitable make was found and the following day the customer returned to buy $1000 worth of shirts. The senior seller in question grosses $1.5m in sales!
The Dallas Store Manager was having a difficult time over a piece of jewellery valued at $10000. The circumstances were not elaborated on but the Store Manager decided to personally ring the Nordstrom family member responsible for this product line. ‘You know,’ he said, ‘we knew this was a difficult product area to get into and this was our decision not yours. You do what you feel is right for this customer and you’ll have my full backing’. The cost of the jewellery was refunded.

Source: Dallas Store Manager

Sewell Village Cadillac (www.sewell.com)

Format of Visit

2 hour tour of two showrooms
Guide: Chip Besio Sales & Marketing Director
Location: Dallas

Context

When Carl Sewell joined his father’s car dealership in 1967 he set out to make it the best in the world.
Thirty years later the company has grown from $10m turnover to $500m
In four locations Dallas, Fort Worth, San Antonio & New Orleans
Co-wrote book ‘Customer’s for Life’

Business Model

Exponent of life time value
Mission: We will provide the best vehicle sales and service experience for our customers. We will do this in a way that will foster the continuous improvement of our people and our company. We will be a top performing, thoroughly professional and genuinely caring organization in all that we do.
Early to recognise that car purchase only (minor) part of potential income stream  – servicing , parts and second hand car sales significant

Processes

This is about the integrated engineering of the total customer experience to which every employee contributes
Have computer terminal in car park so when mechanic drops off one car can key in to see where next job is  and thus minimise downtime
Automated German parts storage system
McDonalds type tiles on the floor – justified by business case
Customers stay with same Service manager/team

Product Variables

Cadillac, Hummers, Lexus, Saab, GMC, Chevrolet, Pontiac, Oldsmobile, Infiniti
Use physical cues to denote quality and care – leather couches, private working areas for customers, chandeliers & flowers, tiles on the workshop floors, chrome plating
Pays to have grass verges cut more often than corporation would do

Staff Management

Used same psychologist to select staff for last 25 years  – then staff take applicant out to lunch as part of selection process – if staff don’t want to spend time with the applicant then customers probably won’t either.
Service staff are self employed – faulty work is corrected in the technician’s own time

Customer Dialogue

Post purchase/service surveys
Mystery shopping

Commentary

It’s often said that ‘retail is detail’ and this is an impressive example of where the ‘line of sight’ factors have been engineered to create a memorable total customer experience.
It also again emphasises the core role of product in the total experience and the added benefits of tangibility that are missing in most services contexts.
In the suburb of Dallas that Sewell are in, they have three substantial showrooms and workshops in a matter of say 500 yards – a saturation strategy.

Some Delegate Comments

Need to continue to innovate. Differentiation is always key.  Understand the subtleties of your market

Environment is important – it helps to attract good staff and encourages custom

Engineer the total bundle of benefits to deliver superior customer experience.

The Ten Commandments of Customer Service

1. Bring em back alive

Ask Customers what they want and give it to them again and again

2. Systems, not smiles

Saying please and thank you doesn’t ensure you’ll do the job right first time, every time. Only systems guarantee you that.

3. Underpromise, overdeliver

Customers expect you to keep your word. Exceed it.

4. When the customer asks, the answer is always yes

Period.

5. Fire your inspectors and customer relations departments

Every employee who deals with clients must have the authority to handle complaints.

6. No complaints? Something’s wrong

Encourage your customers to tell you what you’re doing wrong

7. Measure everything

Baseball teams do it. Basketball teams do it. You should, too

8. Salaries are unfair

Pay people like partners

9. Your mother was right

Show people respect. Be polite. It works.

10. Japanese them

Learn how the best really do it, make their systems your own. Then improve them.

WARNING: These ten rules aren’t worth a damn…..unless you make a profit. You have to make money to stay in business and provide good service.

Source: ‘Customers for Life’ by Carl Sewell & Paul B. Brown

Sewells Village Cadillac
Beliefs and Values

We will be at the top when measured against appropriate business standards or performance in every function, in every department, in every dealership.
We will pursue quality and profitability with the aim to stay in business and provide jobs for our people.
The development of our people is essential to our growth and future success. We will provide training and education to encourage the long-term employment and professional advancement of all our Associates.
We will earn and re-earn the good will, trust and confidence of our customers and colleagues every day.
Our suppliers are important to our success. We will establish long-term relationships with suppliers whose values and quality are consistent with ours.
The highest ethical standards will guide everything we do.
We will strive for constant improvement and innovation in all that we do.

Sewell Village Cadillac – Service Excellence Story

Some of our most appreciative customers are people who’ve left us to buy a Jaguar, Mercedes or BMW and have experienced the customer service those dealers provide.

I have a great memory of picking up the president of a company here in Dallas who was standing out front of the Mercedes dealership waiting for a taxi to take him to work. He needed to call a cab because he couldn’t get a ride from anyone at the Mercedes dealership. I was driving down the street, and I saw him waiting there, so I picked him up and took him to his office. On the way he shook his head and said, I don’t know why I left’. Twp years later, when it came to trade in his Mercedes, he traded it to us and bought a Cadillac. He said the Mercedes was a nice car but it just wasn’t worth the hassle of getting it serviced.

Source: ‘Customers for Life’ Carl Sewell and Paul B. Brown

Southwest Airlines

Format of Visit

Day visit
Presenters: Pat Jansen
Brian Allen Career Coach
Location Southwest Airlines University for People Dallas

Context

Profit making for 28 consecutive years
Has announced no lay offs before or after 11/9 ; share price fell only 24.1% v United 43.2%
Within days of 11 September they had transferred the Staff profit Sharing Fund to a trust account so the funds would be there to distribute
Faced years of legal battles and obstruction from established players and vested interests
Have a history of moving quickly if a new business expansion opportunity occurs e.g. failure of a competitor, gate availability at a desirable airport – based on scenario planning
Stock Exchange ticker symbol is LUV
Marketed itself as the LUV airline
33000 employees; 84% unionised
Strongly associated with the personality of Herb Kelleher who is frequently quoted around the company – he once settled a major legal dispute by arm wrestling – and lost!
Described by Tom Peters as ‘Air Travel’s Greatest Show on Earth’

Business Model

Low cost domestic airline
– fly 737s only – 15 minute scheduled turn rounds- no seat reservations – no meals
– plastic re-usable boarding cards- no hub – city to city only – first to use two tier peak and off peak pricing
– use smaller city not international airports
Perfected niche of short flying trips 10.5 daily flights per gate v industry average of 8.0; typical plane flying 11.5 hours per day v industry average of 8.6
Each station functions as an independent business unit

Processes

Percentage ‘on time’ arrivals shown on a live display on all computer screens

Product Variables

Frankly the university looks like a playschool. Walls are unfinished. It’s decorated by murals depicted cities and places in the US – they take pride on how little money they spent and the unfinished nature symbolises that minds are always under construction
Have a programme of ‘Gate Games’ if flights are delayed

Staff Management

Talk about the 4 E’s – Employment, Empowerment, Environment & Enjoyment. Encourage staff to ask for forgiveness not permission. Promote it’s OK to be ‘Younique’
Staff encouraged to ‘own’ their part of the business
Look for Warrior Spirits (see below)
Have Career coaches & Culture Committees
Put their staff before their customers – the customer is not always right
Family spirit is sustained by customised environment, spontaneity and frequent staff events – pizza parties, barbeques etc.
Casual dress is a given – not restricted to specific day

Customer Dialogue

No suggestion boxes – challenge managers to interact with staff and staff with customers
Strong JD Powers ratings

Commentary

By any standards this was a remarkable experience – a rigorously applied business model that has been copied many times but without replicating its total success;
Have consistently stuck to the knitting and not been sucked into other value destroying areas;
Emotion, passion, and fun are used as strategic assets. The family card is played very strongly. They go public on putting their staff before their customers.

It’s often remarked that people park their brains when they come to work but personality is important too;

Succession in a company where there has been a dominant personality is always a challenge. The sense is that the culture is so well rooted it will live on anyway;
Another challenge Soutwest face quite simply is the current economic climate – what damage would there be to the culture if the company had to lay-off staff? Again one would be confident given the rigours they have historically faced that they could win through this too.

Some Delegate Comments

The most powerful force for excellence in service is your people and how you treat and lead them

The importance of celebration, attitude and living the values to the creation of a truly innovative organization

Culture is at the heart of organizational success – it is at least as important as process

You are the SPIRIT of Southwest Airlines

Service – make it positively outrageous

Productivity – always give your personal best

Individuality – you can make a positive difference

Responsibility – hold yourself accountable first

Imagination – create some fun in your work

Teamwork – together we accomplish great things

Southwest Airlines Service Excellence Story

In the height of summer, a young man boarded a flight in shorts and T shirt. He took his seat, but as the plane taxied away from the stand – and against the Civil Aviation rules – he ran quickly to the toilet. The flight attendant banged on the door and remonstrated with him to return to his seat. When he sheepishly opened the door she asked him what was wrong – suspecting a surplus of beer. Embarrassed and red in the face he admitted ‘My balls are on fire!’ ‘Excuse me,’ she replied. He repeated himself and explained that somebody had left some dried jalapeno chilli peppers on his seat and they must have worked their way into his shorts. The flight attendant, suppressing the urge to laugh, took charge and immediately bought him the necessary first aid – a towel, an ice pack and a blanket.

Source: Presentation

The Brits are Coming

The day we arrived at Southwest University was the day George Harrison died, The meeting started with one of his songs being played on the hi fi system. As representatives of the UK we were offered the presenting teams condolences.

The same day was the graduation day for some 200 cabin crew. They had been whittled down from 90,000 first stage applicants and from 200,000 overall.

They had been on the training for five weeks without pay and (this was the end of November) would not get their first pay until early January. We were invited to go down – to the chant of the Brits are coming – and join them – and what an experience it was! A ten-minute ‘Hi’ turned into an hour long cultural exchange.

The energy, enthusiasm and positive emotion in the room was PALPABLE. For us reserved British people it was a bit like an Oprah Winfrey show in your office. We were paraded to the front and listened as personal tributes to the Southwest Airlines family, spirit and community came from young and old, coloured and white and male and female. Individuals stood up and personally recounted why they were proud to be part of the Southwest family to the accompaniment of cheers, whistles and clapping.

Such was the infectious nature of the enthusiasm that we responded by doing a tour of the room ‘high fiving’ with as many of the people as we could.

This personal story telling and spiritual commitment seems to be a feature of the company. It happened again when we sat down with the training team as a relatively new recruit recounted how she had been made redundant from her last three jobs and had been expecting the same again given the difficulties in the airline industry as a whole. So far, SWA have laid off no staff.

Summarising the Findings

A quantitative evaluation to give company rankings was considered. However, given the varying formats of the visits, the data collection was uneven and this approach was therefore discounted.

Dealing then with the ‘Line of Sight’ components in turn:

Context

An important part of the context is the concept of the American dream and an equal opportunity society. Many companies played to this with their oft-repeated ‘rags to riches’ dynastic corporate history, incessant stories, Mark Twain type aphorisms, and a focus on friends, family and community. In the context of UK companies, they were also relatively young.
The tour took place as the American economy was in a recession and post the 11th September. There was evidence that companies were tightening their belts and trading conditions were more difficult. For many, the well being of their company was under threat.

Business Models

Business models were consistently well defined niches ranging from the extended ‘mom and pop’ store of Stew Leonard’s to the low cost model of Southwest Airlines.
In all cases their origins were in an innovative definition of the markets they were in, the customers they were serving and how they chose to deliver their proposition.
In some cases these models appeared to be tiring and strategic renewal was becoming a necessity. There was a sense, also, that some of the models risk becoming jaded although there is no particular evidence of consumer backlash for the time being.
Well-communicated and shared values were an explicit part of the Business Models. Leaders personified these and put great emphasis on removing the perceptual and actual gaps between leadership, ownership and management. In many cases this made the resulting model highly entrepreneurial and high levels of personal involvement as staff think and act like owners.
Whilst Service Excellence was a unifying goal for the companies visited, this was not a blank cheque and investment had to be justified against business benefits.

Key Processes

In most cases the stories told by the companies we visited were similar to well rehearsed case studies. Their enterprise wide operating models were well established and in the time available it was difficult to uncover the gaps.
Exposure to Baldridge and other Quality measurement systems has made process management extremely detailed and scientific but in a way which is largely accessible and comprehensible for the majority of staff. As a result they are actively involved in process re-design and continuous improvement and own and deliver the outcomes.
Processes are fundamental because in the same way that they can promote alignment they can also engineer in misalignment and higher operational costs. The switched-on companies made a point of backward engineering from an understanding of their customer’s requirements into the organisation (as shown in the ‘Customer Pull’ feedback loops in the earlier ‘Line of Sight’ diagram) – and keeping it simple.
One tends to think of processes as having a manufacturing or production connotation. However, many of the tools used by companies in the management of staff such as internal communications had the same structured and focused rigour.

Product Variables

Functional value and competitiveness of core products remain a fundamental.
No overt evidence of overall premium pricing – although this may have varied for individual product lines – (apart from Ritz Carlton) for service or ambience benefits.
At a given volume, typically margin will be traded against volume to share the benefits with customers and deliver greater incremental income.

Staff Management

Most companies had developed their own psychometric recruitment models with a focus on good personal qualities and positive attitude rather than academic capabilities.
Training programmes were as much to do with culture and ethos as technical skills. There were frequent opportunities to re-affirm the personal and cultural fit.
There was a strong focus on personal accountability reinforced by family, team and community values. Employees are encouraged to about their feelings.

Entrepreneurial models prevailed and were reflected in the measurement and reward processes – ‘Go Huge or Go Home!’.

Promotion from within is a regular occurrence; companies worked hard at being an employer of choice.

Staff are encouraged to bring their individual personalities to work and see things through the customer’s eyes.
Fun and emotion are seen as strategic assets in delivering the WOW facto

In Vietnam distributors of alcoholic drinks to supply a hotel?

Answer
Yes that is the way it is done in Vietnam.

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Jade Modern wind industry to the world level

    Is no longer a dragon and phoenix, fortune and longevity, Jade Buddha … … 4 will be the market this most recent two years, quietly smoke a lot different from the traditional works of jade. These new faces in order to add the word elements of Chinese culture to replace the simple lines and graphic realism of the complex, breaking the content and form of jade for thousands of years very little change in habits. “Modern” (modern) style fashion’s impressive, especially so that the young white-collar family of love, but also right on the number of foreigners, “taste” in the international auction house where they price has soared. A master of arts and crafts of the author says, a stress innovation, fashion trend toward the ancient jade trade winds.

    Jade flaws but was appreciated by

    Zhang Jinhong’s office is also a jade pendant works showroom the day before yesterday, I came to the four, looking around this office, usually a common Buddhist statues, jade and other works of Lunar New Year gone, replaced by a rare new models.

    In China’s jade culture, these black spots and lines are often referred to as impurities, is not enough jade pure reason, the Chinese people want perfection, holding the non-perfect right-yu can not be idealized. The concept of the West to pursue closer to nature, these black spots and lines containing natural jade, and they think it is a personality, the colors are natural. Therefore, jade works, Chinese people believe that flaws in the eyes of Westerners contrary, the natural of color, implies respect for nature.

    I see, in exquisite display cabinet Zhang Jinhong, there are several composed by two or three different colors of jade works, “Taichi” Tai Chi is a black and white map, “RGB” by the green and white and black colors of the , a closer examination, it was found these works by 23 different colors, shapes, jade, through the rivet rivet combined. “The hardest part is to drill two jade, respectively, equal to the distance of the pore, can not have the slightest error,” Zhang Jinhong introduction, this not only creative, but also contains a high-tech work, is currently among the world’s leading standard.

    Jasper King to come to look for Gao Ren

    Coincidentally, the four will be the first provincial city of arts and crafts before taking a master Sen is also “modern” fashion line, he used simple lines and surfaces sketched out the work, “Fierce Dragon” has been moved onto the international auction house.

    With the four jade innovation, the four will gradually be well-known jade world-famous. Last month, 26, a Vietnamese business delegation from the Baiyun Airport (8.60,0.03,0.35%), the plane went straight to 4 will be, but their visit was not intended to buy a jade, but to find Gao Ren, for a the world’s largest jade carving advice sought. It is reported that the Vietnamese had bought one in Canada, nearly 18 tons of jade seed jade, rare piece of jade on the king, they are valued, looking for a very experienced chief architect of the Road, with profound Chinese jade culture and the Vietnam combination of local culture, to explore design. They know that in the four jade industry has the world’s most professional jade processing industry leader in the design, can produce the most professional recommendations.

    The design concept is changing, “Jiang Hu”

    Jade industry, like rivers and lakes, rivers and lakes master train an apprentice is a rule, the master brain design, sculpture is the most hands-on workshop apprentice mode of operation. May be out of the 16-year-old battles jade lakes TSUI Chi Hung is not think so, after many years of TSUI Chi Hung won the first pot of gold is now the owner of the company hanwu jade, his greater emphasis on the intellectual, last year, he has invited several members of the university students reading arts and crafts set up workshops.

    Yu-Ting Kee jade jewelry company-owned resources, is the world’s top designers. In 1990, was born in the hometown of four jade will come to New Zealand Zhang Jinhong reading, by chance, he met an American stores open jade Johnson, some talking down, Johnson was very young to appreciate this to understand jade people, because he put forward a profound Chinese jade culture and the New Zealand Maori jade culture combined plan, “creativity, personality, culture is the added value of jade products, and this value will be greater than the jade itself, sales of jade, is the sales culture. ” Johnson’s point of view of this deep feeling that shines. Thus, in 1993, the two companies cooperating to establish a jade. A few years later, due to Zhang Jinhong that “selling is selling jade culture” played an important role in the concept, the company quickly developed into a multinational company and became the industry leader in Jasper, a few years, under his command already has a world-class design master fifty or sixty name, contract designers twenty or thirty people. Last year, as the chief architect of management of these design masters Zhang Jinhong Yu-ting back to the creation of four will be charged will be the world’s most cutting-edge design ideas back home.

    Follow the example of innovation in businesses affected by

    The author in Guangzhou, Ping Chau, the four will see the Jade Market, creative work is often very popular. In the four jade industry, almost a person is called innovation. Sihui Jade Li Hanzhou Estate Management Office, told us the four will make more use of zodiac jade pendant in the past, the main Buddha, the basic are both realistic route, from today’s innovative atmosphere, make some changes in business strategy, follow from the abstract freehand lines to cover the works, several have already been inspired to try a variety of innovative ways. It is reported that simple lines to cover the works of last year, 80% for export, and this year’s domestic direct sales account for 40 percent, “that it has been accepted by many consumers.”

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Culture of Vietnam? government, jobs, food, appearance ext. help please :) ?

What is the culture of Vietnam?

Appearance like the way people make themselves look like clothing (traditional and modern) fabrics, colors, jewelry, body art ext. for men women and children

Belief System- the religion and rituals and such

Dates- like ancestry, heritage, traditions, common holidays, etc

Entertainment like art, music , dance, t.v. shows, movies, literature, theater, sports, hobbies, nightlife etc.

food- types of food they eat and don’t eat, spices used, preparation, table etiquette, courses, deserts, special occasions, drinks, number of meals and time of day for eating etc

government- level of control, level of participation, laws, taxes. ways of keeping order, such as social rules morals, home and school rules, values, family structure etc.

housing- style, shape size, materials, colors used, electricity, plumbing, common appliances, number and use of rooms, rural or urban setting

Information- who gets education, level of education given, subjects taught, and attitudes towards education.

Jobs- how people make they’re living, level of control of the economy, level of technology, transportation, wages, currency, and projects its known for.

kind of environment- how climate, location, vegetation, physical features, seasons, indigenous animals, etc. influence all other element of the culture

Leftovers- pets, diseases, population, etc.

answer whichever you please but please make sure its true! thanks a lot!

oh and whats your favorite Vietnamese finger food that’s easy to serve

Answer
check this site -

http://library.thinkquest.org/25734/h/people.html

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The World Gourmet Festival in Bangkok

The ninth annual World Gourmet festival swept into Bangkok’s Four Seasons Hotel this past September 22nd and entertained food enthusiasts for a week with dinners, afternoon teas, cooking classes and a brunch. Seven guest chefs from as far away as the U.S., Russia and Iceland displayed their culinary talents for an appreciative audience that was treated to great food with fine wines to complement the chefs’ inventive creations.

This year’s festival was a bit smaller than preceding years as two late and unavoidable cancellations by chefs trimmed the field from the original nine down to seven. But there was still plenty of talent present and enough events to satisfy the demand from guests. The festival was deemed a success by the hotel’s management and plans were being made throughout the festival week for next year’s 10th anniversary celebratory event.

Since journalists were given easy access to the chefs throughout the week there was ample opportunity learn about the chefs’ backgrounds and influences and what brought them to their current level of culinary prominence. And make no mistake; this group has been awarded its share of honors over the years from various international food organizations and top travel and food publications, attesting to their level of skill and dedication to their craft. This year’s chefs were Jeffrey Jake from The Carneros Inn in Napa Valley, California; Michael Ginor from Hudson Valley Foie Gras in New York; Maurizio Quaranta from Locanda del Pilone in Alba, Italy; Glen Ballis from Nedal’nij Vostok in Moscow; Siggi Hall from Siggi Hall Restaurant in Reykjavik, Iceland; Celina Tio from the American Restaurant in Kansas City and Michael Laiskonis from Le Bernardin in New York City.

Each of the chefs cooked dinner two nights in one of the hotel’s restaurants with the exception of Michael Laiskonis who is the Executive Pastry Chef at Le Bernardin. He, instead, prepared pastries for three afternoon teas. And all seven of the chefs collaborated on the seven-course Friday night Gala Dinner which also featured live entertainment and an auction with a portion of the proceeds going to HRH Princess Soamsawali’s “Save A Child’s Life From AIDS Project.” Also, the contributions of some of the hotel’s chefs can’t be overlooked. Without a lot of coordination and overseeing from the hotel’s Executive Chef, Nicholas Schneller, Shintaro Chef Satoshi Sawada and Biscotti chef Danilo Aiassa, the event could not be staged.

To give you an idea of what the dinners are actually like, here’s the menu from Siggi Hall’s Monday and Tuesday night dinners that were held in the hotel’s Shintaro Japanese restaurant. The starter was a variety of traditional Icelandic treats made up of herring with horseradish sauce, cured salmon and a langoustine tail. The next course was a piece of Arctic charr, a whitefish, with langoustine sauce served on a bed of julienned green leeks. The seafood theme continued with the next offering which was a baked cod with an almond crust. Next was another traditional Icelandic ingredient but from the land this time in the form of lamb fillet that was accompanied by a lamb sausage. A blueberry pie with vanilla ice cream finished off the meal. Also included in the 4,800++ price were five different wines and coffee.

It may sound a little pricy but if you love good food and wine you would be hard pressed to find better value for money in many restaurants in Bangkok, not to mention Singapore or Hong Kong, especially when you take into account what wine prices are like in this country. Another fact to consider is that most of the ingredients for the various dinners were brought in by the chefs themselves (often in their luggage) so that they could produce their dishes as authentically as they do in their own restaurants at home.

The other chefs presented menus that were equally ambitious and equally representative of their culinary pedigrees. Celine Tio’s menu featured a slow-cooked pork belly dish to emphasize her American roots-based style of cooking. Australian Glen Ballis’ dinner highlighted his combinations of top-quality international ingredients that also utilized some Russian influences. Jeffrey Jake ‘s offerings underscored the influence of the abundance of fresh produce that he uses in his native Napa Valley.

In the final analysis, the World Gourmet Festival is quite an achievement, especially for a hotel staff that continues to run a large five-star hotel at the same time that it is producing 23 special food events in the course of one week. And that doesn’t include all of the preliminary planning, the marketing and promotional efforts, the logistics of transporting the guest chefs and their assistants and all of the other myriad details that are involved. This one-of-a-kind event in Bangkok is the result of lots of hard work and inspiration from many people and it is hoped that next year at this time food and wine lovers here will be talking about what a great success the 2009 version of the festival was. The city certainly needs all of the first class events it can get to help promote itself as a serious dining destination in Asia and the World Gourmet Festival is leading the way.

Tom Aikins is a Bangkok-based journalist who runs an Online Marketing Excellence business at http://www.marketingbangkok.com and does IT consulting at http://www.itready.co.th

Where is the best place to travel in Asia?

I’ve always wanted to visit some countries in Asia but I don;t know which place would be the best… I’d like to visit a truly Asia country, mix with modern and old…

Answer
You might want to visit the Philippines. It has a diverse culture being a former Spanish, American and Japanese colony. It was also briefly occupied by the British. The majority of the people are Christians which is rare in the region. There are also muslims and other religions in the country. There are a number of natural tourist destinations you can visit in the Philippines, the most famous would be the beaches of Boracay island with its powdery and white sand. There are a lot more beaches here but Boracay is the most developed having 5 star hotel-resorts such as Shangri-La. Palawan is also a must see especially the Puerto Princesa Underground River which is one of the nominees is the new 7 wonders of nature. If you want a marine experience, the Philippines is a must being dubbed as having the most biodiversed marine life. You can visit Tubbataha reef, an amazing experience! If you want shopping, there is Manila, the capital. It boasts of three of the world’s largest malls namely SM Megamall, SM North EDSA, and SM Mall of Asia. There are more malls to see from high end to low end. Prices are cheap especially in night markets in Divisoria still in Manila. You can get most out of your money in the country having a very low cost of living. You can even have a full meal with less than a dollar. (The conversion is US$1 = Php47.) Every citizen of the Philippines also SPEAKS ENGLISH even the poorest ones so there is no trouble in communicating.

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Birthday Customs Around the World

Since becoming proprietor of www.MyFastBasket.com, an online gift basket and gourmet foods website, I have come to realize that the most commonly celebrated event is….drum roll please…. The Birthday! I never really thought about it before, but birthdays are the most celebrated event world wide.

 

What makes birthdays so popular? Well, everybody has one…duh. Another obvious fact is that birthdays are one of the only occasions celebrated in nearly every society and culture of our world. And although we may celebrate this universal conception in many different ways throughout the seven continents, the basic idea is the same. To celebrate the life and growth of our friends and families.

 

Here in America, we celebrate birthdays most typically with a decorated birthday cake and by showering the birthday boy or girl with birthday gifts. We sing “Happy Birthday” as they blow out birthday candles and make a special birthday wish. Which when you really think about it, is quite superstitious. And that got me wondering how our brothers and sisters around the world celebrate birthdays. Here are a few traditions that I found interesting. Some of them were very similar to American traditions, some of them were similar to each other, and some were just very different.

 

In China, friends and family members are invited to celebrate with the birthday boy or girl, but instead of cake, they are offered noodles for the celebration. The birthday boy or girl are also expected to pay respect to their parents and are offered gifts of money. Very similar to the American version with the main differences being the food served and the types of gifts expected.

 

Another country similar to ours is Bolivia. At the age of 16, girls are expected to wear a white dress and waltz with their fathers and other boys. This celebration is very similar to our “Sweet 16” birthday celebrations in the states. In England, symbolic objects are mixed into the cake, such as coins, foretelling that the birthday boy or girl will be wealthy someday. It may be a little more dangerous, but cake is cake right?

 

Some countries that celebrate much differently from our own, are surprisingly similar. Many Latin nations throughout the world celebrate what is known as a “Quinceañera”, in which a young girls fifteenth birthday is commemorated in a unique and special way from all of her other birthdays. This same tradition is called by different names in different Latin countries and the customs vary with different Latin nations, such as the specific colors to be worn by the girls, such as in Ecuador, where the birthday girl must wear pink. Some customs are very specific about how many people are invited, like in Puerto Rico, where the birthday girl must have fourteen members of boys and girls with her, also age fifteen. And some customs even specify where the celebrations are to be held, as in Cuba, where the party must be held in the girl’s home or in a relative’s home. Such festivities are very similar to our sweet 16, but more formal, like a wedding. These birthday celebrations are so special and have become so popular that some can cost as much as a wedding or even a new car.

 

There are also countries that have very unique birthday traditions, far different from any other in the world. Take Germany for example. If a man reaches the age of 30 and does not have a girlfriend, the birthday tradition is to have him sweep the stairs of City Hall. Friends are invited to throw rubble on the stairs and when he’s finished, they’ll throw more rubble and so on. This is to show every girl that this man reached the age of 30 and still doesn’t have a girlfriend, and that he can clean a house very well. A “Good Catch” perhaps?

 

In Canada, the birthday child is ambushed and their nose is greased with butter or margarine for, (get this), good luck. The idea being that having a greased nose makes the child too slippery for bad luck to catch them. Sounds like fun! Where’s the toast?

 

But the one that really caught my attention was Vietnam, where every citizen’s birthday is celebrated on New Year’s Day. Because the Vietnamese do not know or acknowledge the exact day they were born, every baby turns one on Tet, (Vietnamese New Year’s), regardless of when he or she was born that year. And on the first morning of Tet, adults congratulate children on becoming a year older by presenting them with red envelopes that contain “Lucky Money,” or li xi. These envelopes are given to the children by parents, siblings, relatives and close friends. I suppose that this is easier than baking one cake for 85 million people.

 

So there you have it. Birthdays are celebrated almost everywhere and very differently from country to country, but the important thing is that they are celebrated together, with familiar faces of friends and family members.

 

In case I don’t talk to you soon, Happy Birthday!

Someone explain to me about Vietnam and cultural influences?

Lately I’ve been reading about Vietnamese culture, and how it has been heavily influenced from China, even though vietnamese always resisted. I’m kind of tired of hearing everything about how vietnam is like china, i wish there was more diversity in my culture, like more influences from india

http://en.wikipedia.org/wiki/Indosphere

and that says that everything around vietnam was influenced by vietnam, can someone give me another side of the culture of vietnam other than the chinese and where the vietnamese originated from? like from china or what

Answer
There’s plenty of differences that makes the Vietnamese distinctly Vietnamese and there is nothing wrong with the Chinese influence on Vietnam. A better way of understanding the similarities and difference is comparing the U.S. to England.

We speak English. Protestant Christianity, that many of us choose as our religion, has roots in England. Many of our laws are based on English Common Law. Most of our customs and holidays come from England. Yet, Americans are distinctly American and not English. This distinction was developed in a little over 200 years, while the distinction between the Vietnamese and Chinese has developed over a couple thousand years.

You cannot separate Vietnam’s origination from China because the Vietnamese were Chinese a very long time ago. The same goes for the Cambodians, Thais, Laotians, Hmong, Champas and the hundreds of other ethnic groups in Southeast Asia. Time, geography and historic conflicts had caused these societies to branch and evolve from the Chinese.

One important distinction from the Chinese is not being conquered by the Mongols. The Mongols invaded, conquered and controlled China for centuries, while failing to do the same in Vietnam. In fact, Vietnam is the only mainland Asian country that was not controlled by the Mongols as was not influenced by Mongolian society. China’s society is heavily influenced by the Mongolians, which is the root of most distinctions between the Chinese and Vietnamese.

The Vietnamese have issues with China because of China’s numerous attempts to conquer and control Vietnam. These issues are literally ancient history that should be left to historians to fight over. Both China and Vietnam have large communities of each others people. The Cho Lon (??) District in Saigon is one of the world’s largest Chinese communities outside of China.

All this in mind, Vietnam and it’s society will always be linked to China because China is a part of our heritage. We will not have to worry about China invading and conquering Vietnam in our lifetimes, which will change the fact that we are Vietnamese instead of Chinese.

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