12/30/2019 0 Comments Boxing Day Tsunami, 2004Boxing Day Tsunami, 2004 Introduction First of all, the main objective of this academic report is to describe the third-biggest ever recorded tsunami, which is known as Boxing Day 2004. Moreover, this event was one of the biggest natural disasters in recent history. This report is mainly divided into four sections: the introduction where an outline regarding the objectives and the purpose of this report is presented, the methodology, the discussion, the conclusion and finally the bibliography. This sad event began at 7:59am local time on December 26, 2004, thus it was named as Boxing Day. The epicentre of the 9.1 magnitude quake was located in the Indian Ocean near the west coast of Sumatra. Waves of up to 30 metres were detected and hit first regions of Indonesia, then waves reached Sri Lanka, India, Thailand, Maldives, and- more than seven hours after the initial quake, the tsunami was observed in Mauritius and along the east coast of Africa. As can be seen, the Boxing Day tsunami achieved many cities across the world, devastating native vegetation and cities near the coast. Methodology The present report is based on four articles, which will be cited in the bibliography section. After carefully reading those articles, the main findings are described throughout this academic report. Discussion The Boxing Day Tsunami was caused by a displacement of water. The convergence of other plates strains the area, and at the quakes epicenter, the India plate is now moving to the northeast at 5 centimeters per year relative to the Burma plate. The aftershocks were distributed along the plate boundary from the epicenter to near Andaman Island. With at least 168,000 people killed when walls of water smashed into Nias Island and Aceh province, Indonesia was the nation hardest hit by the tsunami. Followed by Sri Lanka (35,000 people), India (18,000), and Thailand (8,000) (Figure 1). Hundreds also died in Africa, while thousands of foreign travellers were killed in the disaster, including 26 Australians. The Boxing Day tsunami in 2004 is believed to be the deadliest tsunami in history, killing more than 229,000 people (ABC, 2014). Figure 1. Deaths and damage caused by the Boxing Day Tsunami on December 26, 2004. Despite there being many hours between the earthquake and the impact of the tsunami, nearly all the victims were completely taken by surprise. With no adequate warning systems, there was no alert issued to people to seek safety. This is also the explanation why so many people were killed in this big tragedy. A few survivors included Tom and Arlette Stuip, who were holidaying in Khao Lak,Thailand. Said: We were having breakfast at the hotel on a terrace, overlooking the pool, the beach and the Andaman Sea. My husband Tom noticed the waiters were all pointing at the sea, which was receding rapidly. It was a fascinating sight. People got their cameras out and walked towards the dry seabed. The beach was full of sunbathing tourists. (Ryder and Dafedjaiye, 2014). (Figure 2) Figure 2. This is the image of the waves before Tom and Arlette fleeing the hotel. The waves stripped vegetation from mountain sides hundreds of metres inland, and threw boats into trees (Figure 3). A great arrangement of humanitarian aid was needed because of widespread damage of the infrastructure, shortages of food and water, and economic damage in the region. The estimated cost of the damage was around $10bn (BBC, 2014). Therefore, to help the people affected by the disaster more than $14 billion in aid was given by the international community (ABC, 2014). As a result, ten years later, many coastal towns and villages have rebuilt their communities and lives, and tried to forget the natural disaster that made so many people suffer. (Figure 4). Figure 3. A house standing amid devastation caused by tsunamis in the Galle district in the southwestern coast of Sri Lanka, 27 December 2004. Figure 4. Before in August 2005 and after in December 2007 views of Calang, Aceh province. Conclusion This report described one of the biggest tragedy named Boxing Day Tsunami in 26th December 2004. This event resulted in the deaths of around 229,000 people. While this is the official number of deaths, it is estimated that this number can be even bigger. Although the tsunami happened almost 12 years ago, it is a topic of interest since many people were killed, and surprisingly no warning system was working in the regions to warn thousands of people. However, there are still questions over how safe the region is, since this is a natural catastrophe that can happen again. The Indian Ocean countries, including Australia, cannot ignore the potential dangers for future destructive earthquakes and tsunamis. The tragic events of Boxing Day 2004 make evident the need of establishing a tsunami warning system for the Indian Ocean. Bibliography Cummins, P. (2005, March). The Boxing Day 2004 Tsunami. Retrieved March, 2005, fromhttp://www.ga.gov.au/webtemp/image_cache/GA5892.pdf Boxing Day tsunami: How the disaster unfolded 10 years ago. Retrieved Dec 24, 2014, from http://www.abc.net.au/news/2014-12-24/boxing-day-tsunami-how-the-disaster-unfolded/5977568 Sherie, R. and Dafedjaiye. H. (2014, Dec). Tsunami stories: Your experiences. Retriever Dec 25, 2014, from http://www.bbc.com/news/30462238 Chadha, R.K. (2014, Dec). What caused the massive 2004 Indian Ocean tsunami. Retriever Dec 25, 2014, from http://www.thehindu.com/sci-tech/what-caused-the-massive-2004-indian-ocean-tsunami/article6723085.ece Figure 1. Boxing Day tsunami: How the disaster unfolded 10 years ago. Retrieved Dec 24, 2014, from http://www.abc.net.au/news/2014-12-24/boxing-day-tsunami-how-the-disaster-unfolded/5977568 Figure 2. Sherie, R. and Dafedjaiye. H. (2014, Dec). Tsunami stories: Your experiences. Retriever Dec 25, 2014, from http://www.bbc.com/news/30462238 Figure 3. Akkoc, R. (2014, Dec) 2004 Boxing Day tsunami facts. Retriever Dec 19, 2014, from http://www.telegraph.co.uk/news/worldnews/asia/11303114/2004-Boxing-Day-tsunami-facts.html Figure 4. Akkoc, R. (2014, Dec) 2004 Boxing Day tsunami facts. Retriever Dec 19, 2014, from http://www.telegraph.co.uk/news/worldnews/asia/11303114/2004-Boxing-Day-tsunami-facts.html
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Spacial topic - Essay Example 2. Operational decision makers- After creation of the business strategy, the objectives for the operation business process are established. 3. Reporting, controlling and analytical processes- The necessary information and data for the desired changes in operational managers’ behavior are identified and specified by the business analysts. 4. ELT developers and data base specialists- The data from data warehouses is gathered by the database specialist or the ETL (extract, transformation, and load) developer who make it assessable and usable to the front-end application of the business. 5. IT Professionals- In this layer, infrastructure run and develop the primary data is developed by generating sources or creating new data by the IT professionals. (Laursen & Thorlund, 2010) Chapter 2 Question1. Explain the process of business analytics at strategic level. Answer. The process of business analytics at strategic level could be explained by integration between the BA function and the company’s strategy. There are four different scenarios showing the degree of integration between business strategy and strategy: 1. Where no formal link exists between strategy and BA, the BA function is used on an ad hoc basis. 2. When the link between BA and strategy is coordinated, the BA function is purely reactive and there is no feedback procedure from BA to strategy. 3. When there is a formal feedback procedure from BA to strategy and strategy innovation is supported by BA. 4. Where the information is used as a strategic resource. It enables the information to be used to determine the strategy. (Laursen & Thorlund, 2010) Chapter 3 Question1. Explain the process of establishing a new business processes with the Rockart model? Answer. The process of establishing a new business processes with the Rockart model consists of the following stages: 1. Objectives- The first step is the identification of the objectives, i.e. to identify the aim and purpose of the information to be developed. 2. Operational Strategy- The operational strategy to fulfill the objective is identified and implemented. 3. Critical Success Factors- A large number of activities are initiated by implementation of a strategy. Some of these activities are more critical than others. All such critical success factors should be identified. 4. Lead and Lag Information- The information at functional level can be broadly classified as: Lag information- The information which we choose to register on an ongoing basis is the lag information. Lead information- Lead information is created on the basis of lag information. It helps in monitoring and improving the existing or initiating processes. (Laursen & Thorlund, 2010) Chapter 4 Question1. What are the required competencies of a business analyst? Answer. A business analyst is a provider of methodology. A business analyst must meet the following requirements: 1. Business competencies- A business analyst must have the business competencies and should understand the business process properly. He or she must have the business insight. 2. Tool Kit must be in order- A business analyst should be able to deliver multiple information in same data and should be able to visualize the information as the user. 3. Technical understanding- The business analyst should have the technical understanding of the information which could be used in collection and presentation of data. (Laursen & Thorl
LVMH’s company Essay
Strengths LVMH has a strong brand positioning meaning that the company strongly placed itself as a leader in the luxury sector. The company offers more than 60 brands of high value perception and identity to their customers. Due to high customer loyalty, image of their brands and value perception those brands are less affected by economic cycles. Most evidently, LVMH expressed resilience against the economic conditions specifically in 2009 and 2008. This is an indicator that the strength of their brands enables their revenues to sustain growth even through touch economic situations. This is due to their huge customer base across the globe accompanied by their loyalty; thus, making their penetration to new markets with quick. The associations of LVMH with celebrities and major events have enabled them to enhance their luxury positioning. For example, Charlize Theron represents the J’adore perfume by Dior, while Moet Chandon positioned their communications platform to events like the Oscars and the Golden Globe. Those marketing strategies were aimed in order to increase their brand visibility and recall. Moreover, their customers are targeted successfully through enhancing their brands images. All in all, those associations would eventually augment the luxury and its value that LVMH aims at building. Weaknesses A shortcoming in LVMH’s company is their limited presence in the retail division. This means that the company is highly dependant on sales to retailers. This in turn has caused the company’s luxury goods vulnerable to destocking by their retailers in order to avoid losses. Most evidently, the wines, jewelry, and watches departments were highly affected negatively by the retailers destocking. Therefore, this has made LVMH’s revenues in danger of destocking made by retailers. There is also a weakness evident in the conflict of interest within the company, where LVMH would be categorized into two major segments: fashion vs. liquor markets. However, the company’s broad acquisition of the art auction market Pury Luxemborg has been questioned due to some criticism that it adds more burden to LVMH. This is yet another criteria to the conflict of interest believed to be internally dealt within the company. Opportunities The luxury market is believed to be a growing market in the emerging economies. The growing high net worth individuals (HNWI) in a lot of countries across the globe is an indicator that the sales of luxury products are estimated to increase. In effect, LVMH has been focusing in increasing their investment in emerging countries, such as the Middle East, in their hopes that higher growth rates will be evident. Moreover, LVMH was able to assess the trends in those markets specifically in Asia’s market in order to succesfully penetrate them. Hence, the growth of the HNWI’s wealth accompanied by the structure of investments to reach to a broader customer base would intensify and diversify LVMH’s revenue flow. LVMH owes a great deal of their market share to their products on women’s accessories. This would include their brands in handbags, jewelry, and watches amongst many others. Although the fashion accessories has seen a downfall during 2009; nevertheless, it is hinting that it is uprising to a recovery into growth since 2010. Most notably, women handbags were the most notable in the accessories market growth inversely reacting to the market’s decrease during the same time. Those leather goods have been a great indicator in both the men and women’s categories in the market share that there is a high growth of sales and revenue. Even if key markets have been experiencing low growth due to the economic collapse and recovery, the accessories market proves as an opportunity to LVMH for growth. Selective retailing provides an opportunity to LVMH in one of the most growing markets in the world: China. Even though selective retailing has seen a decline in growth due to restrictions in spending due to less amount of travelers; however, China tourism is predicted to show a robust expansion. The economic liberalization; as well as, the constant development and transformation in China boosted their tourism industry. Some indicators have been predicting that China would be a leading tourism destination by 2020. Therefore, LVMH has been focused on launching its selective retailing in China in order to take an advantageous stance from this growing tourism in terms of revenue. |