Annotated Bibliography On The Domestic Cat - 1682 Words

Cat From Wikipedia, the free encyclopedia This article is about the cat species that is commonly kept as a pet. For the cat family, see Felidae. For other uses, see Cat (disambiguation) and Cats (disambiguation). For technical reasons, Cat #1 redirects here. For that album, see Cat 1 (album). Domestic cat[1] Cat poster 1.jpg Various types of domestic cat Conservation status Domesticated Scientific classification e Kingdom: Animalia Phylum: Chordata Class: Mammalia Order: Carnivora Suborder: Feliformia Family: Felidae Genus: Felis Species: F. silvestris Subspecies: F. s. catus Trinomial name Felis silvestris catus Linnaeus, 1758[2] Synonyms Felis catus (original combination)[3] Felis catus domestica (invalid junior synonym)[4] The†¦show more content†¦Cats have been known to extirpate a bird species within specific regions and may have contributed to the extinction of isolated island populations.[10] Cats are thought to be primarily responsible for the extinction of 33 species of birds, and the presence of feral and free-ranging cats makes some otherwise suitable locations unsuitable for attempted species reintroduction.[11] Since cats were venerated in ancient Egypt, they were commonly believed to have been domesticated there,[12] but there may have been instances of domestication as early as the Neolithic from around 9,500 years ago (7,500 BC).[13] A genetic study in 2007[14] concluded that all domestic cats are descended from Near Eastern wildcats, having diverged around 8,000 BC in the Middle East.[12][15] A 2016 study found that leopard cats were undergoing domestication independently in China around 5,500 BC, though this line of partially domesticated cats leaves no trace in the domesticated populations of today.[16][17] A 2017 study confirmed that domestic cats are descendants of those first domesticated by farmers in the Near East around 9,000 years ago.[18][19] As of aShow MoreRelatedMacro Economic Analysis of Coca Cola4039 Words   |  17 PagesCoca-Cola has maximized the benefits to strengthen the brand portfolio. This could help the gain of market share position and avoid the left behind with the competitors. However, as Coca-Cola is an innovator and market leader of the beverage market, Copy Cat may follow Coca-Cola to product the new innovation product and spread the profit generate. Defensive Strategic Market Defensive strategic marketing plan was used to protect high market share position and it is useful to help the short-run profit performanceRead MoreChildrens Literature13219 Words   |  53 Pages[ancient Rome; 50 BCE to 500 CE] 31 The Middle Ages [500 to 1500 CE] 31 The European Renaissance [1500-1650 CE] 32 The 17th Century 34 The 18th and Early 19th Centuries 35 The Victorians: The Golden Age 36 Twentieth Century: Widening Worlds 38 9. Bibliography 38 1. Introduction In 1817 Robert Bloomfield, author of The History of Little Davy’s New Hat, wrote: ‘The longer I live †¦ the more I am convinced of the importance of children’s books.’ That similar statements are still being made two hundredRead MoreQuality Improvement328284 Words   |  1314 Pagesthe field. It is available at www.wiley.com/college/montgomery. Student Resource Manual The text contains answers to most of the odd-numbered exercises. A Student Resource Manual is available from John Wiley Sons that presents comprehensive annotated solutions to these same odd-numbered problems. This is an excellent study aid that many text users will find extremely helpful. The Student Resource Manual may be ordered in a set with the text or purchased separately. Contact your local Wiley representativeRead MoreLibrary Management204752 Words   |  820 Pagesachieved. Strategic Planning—Thinking and Doing    99 envirOnment—the aSSeSSment What Do You Think? â€Å"Would you tell me, please, which way I ought to go from here?† asked Alice. â€Å"That depends a good deal on where you want to get to,† said the Cat. —Alice in Wonderland How can an organization get from where it is now to where it would like to be? What steps must be taken to accomplish that goal? One primary benefit of strategic planning is that it serves as a necessary self-analysis or self-study

The Character Loki s Personality Disorder - 1365 Words

The character Loki has his genesis in Norse mythology alongside the entire ‘magical’ cast of Thor. Obviously the writers of the comics, and then the writers of the movies, took liberties with the character to make him, and his companions, more interesting for the modern audience. They have taken a trickster and made him an all out villain and a pretty decent one too. So it is unsurprising, when one evaluates Loki’s actions, that the villain Loki would have a personality disorder. While Loki of Asgard does not suffer from the same psychological affliction his enemy does, he does suffer from an illness that affects everyone around him. While Tony Stark’s personality disorder leads to him to become a â€Å"hero†, Loki’s personality disorder leads him to become the antagonist of Thor and The Avengers. As an antagonist in a super hero movie, he is likely to be labeled as a ‘psychopath’, but there is a more correct word for what his con dition. Antisocial Personality Disorder is a condition that has symptoms that are what we look for in a villain and those that we, the general public, call psychopathic. If you take away the fact that he uses magic, his rampage of death on a small Earth town just to kill his own brother and his attempted genocide of Yodenheim just because he is adopted from there are all killings that people, especially paranoid people, attribute to psychopathic killers. However, Loki’s killings are not fueled out of blood thirst, but from the ambition to be king of

Social Observation Paper Free Essays

I decided for my social observation the mall would be a good place to start. I came there on a Friday evening when there should be plenty of people to watch. I also sat in the Barnes and Noble cafe after that to observe. We will write a custom essay sample on Social Observation Paper or any similar topic only for you Order Now I expected to see a lot of people shopping and conversing. A few things did stand out to me within the few hours I was there. Some things I didn’t expect to see. We are expected to behave a certain way in public determined by our culture as to what is acceptable. Some people stay well within the lines while some might stray outside the norms but never too far typically. Usually the ones to travel to the extremes are adolescents and teenagers. This is what I observed. As I sat in the chair near the entrance to Bergner’s I noticed a couple groups1 of kids, they looked like they were probably in 8th grade or near there. One group totaled six kids and you could tell who the leaders with high status2 were in the group. They displayed achieved status3 and walked in the middle typically with couple others following behind trying to keep up and stay in the conversation. I call it achieved status because they had more confidence and walked taller than the others, of course they could be from a rich family but from visual evidence achieved status seems to be the case here. The group seemed playful and was very pushy towards one another. While the leaders looked like they came out on top and were more dominant keeping the others in line, and sometimes ignoring the other members of the group, showing they weren’t impressed by them. Another Group was smaller with only three kids in it. These kids seemed like they had less energy and were more of wandering at a leisurely pace compared to the other group which was moving swiftly. Both groups walked by about three times, apparently they had nothing better to do with their time and weren’t shopping. I’m assuming they were probably dropped off by their parents to hang out at the mall with their friends and maybe get some food at the food court. Another idea is that their parents could be busy shopping and they are just wandering while their parents are busy, I think this is less probable. The larger group was Dominated by all males, which is another thing I didn’t expect. You would think that the group would have at least one or two females in it, statistically speaking. The smaller group was female dominated with two females and a single male in it. I observed the male and he didn’t seem to follow his gender role4. This made me think because I have a gay friend and homosexual men seem to familiarize with females more easily than heterosexual males. Also I noticed a trend that most gay men spent most of their time being raised by their mother with a more distant or even non-existent father figure. It is probably not fair to make assumptions about the lone male in the group, but I’m assuming he fits in this stereotype5. The other thing I noticed about this group is that they all seemed to be equal; there wasn’t one that put themselves before the others. I also sat in the cafe at Barnes and Noble for a while and observed socialization and interactions. The first people I noticed when I was sitting were a couple walking through the store. The Female had her man by the hand, I noticed her hand was palm down, signifying authority, and was leading him off somewhere, maybe she was in a hurry to get somewhere or had just caught him eying another female. Either way she seemed to be the more dominant one in the relationship, which does not correspond with gender roles or the typical culture6 of ours. The next thing I noticed were the people sitting in the cafe. There were pairs of people everywhere, there were people sitting by themselves reading but there were a lot of groups of two, but never a group more than two. This to me was interesting and I asked why this might be. I came to the conclusion that the coffee shop is a more intimate setting to socialize one on one, also the space was smaller so that could have contributed to the fact too. I noticed an elderly couple, they seemed to comfortable and familiar with each other that they didn’t need to even communicate verbally they could sort of sense what the other wanted and then asked a question. For example I noticed the man shifted his body and glanced toward snack sign, luckily I was within earshot to hear the conversations of the people around me. She knew right away the old man was hungry and asked him if he wanted a cheesecake, Apparently this was one of his favorites cause he said â€Å"heck yeah! †. The couple did not display value7 over one another, but rather value for each other. This was my day out evaluating the interactions and socialization of our local people here in Rockford. I am curious to see what kind of interactions I would see at a market in indo-china and how different that would be to our culture here. It might be so different that I couldn’t understand it. I learned a lot by watching the people and found a few interesting things. Like how groups of teenagers with time can be so full of confidence and have what seems like all the time in the world on their hands. Also on the other side of the spectrum are the seniors I observed that seemed to be content and also have all the time in the world. While it seems for me there are not enough hours in a day to get everything I need done. 1. Groups: a number of people or things that are classed together 2. Status: The economic or social level of an individual 3. Achieved Status: The level of status gained through effort or work 4. Gender Role: The social expectations of a male or female individual 5. Stereotype: an unreliable generalization about all members of a group 6. Culture: the totality of learned socially transmitted customs, knowledge, material objects, and behavior. 7. Value: a collective conception of what is considered good, desirable, and proper-or bad, undesirable, and improper in a culture. How to cite Social Observation Paper, Essays

Aviation Management Service Quality and Customer Satisfaction

Question: Discuss about the Aviation Management for Service Quality and Customer Satisfaction. Answer: Introduction The current report revolves around the aviation management of full service network and low cost carriers. It is evident that airline industry has been increasingly developing with the record of carrying around 3.5 billion passengers on its scheduled services. It is observed that the industry is characterised by multiple key airline business models. However, two most effective model is the full service network (FSNC) as well as low cost carrier (LCC). In this context, De Neufville et al. (2013) commented that a distinction was observed in between the scheduled traffic that is comprehensively regulated and non-scheduled traffic in the realm of commercial air transport. On the other side, Shapiro and Varian (2013) also commented that low cost travel has now become one of the most effective ways of flying within Europe. At the e same time, it is notable that the figures of low cost-growth has also become stunning. Nevertheless, it has also been identified that there are some sorts of slowdown in the organic development of the low cost carriers (LCC). This is because of the decreasing average frequencies as well as increasing average route distance. The current report provides an insight regarding the revenue and the cost structure of the full service network and low cost carriers. Likewise, it also describes how the airline services in Australia and New Zealand implements the approaches to increases the revenue and use the cost structure of FSNC and LCC. Describing the revenue and the cost structures of full service network and low cost carriers (LCC) It has been identified that a legacy or the full service network is airline that usually focusses on providing a vast range of pre-flight as well as the on-board services, involving multiple services classes and the connecting flights. In this context, Dobruszkes (2013) commented that since the beginning of FSNCs operation on the hub-and-spoke model, this group of airlines are generally referred to as hub-and-spoke airlines. The below mentioned table 1 shows different types of sources that Full Service Network has been developing to maximise the revenue. This means FSC usually carries freight and it signs the contracts of the governments to carry mail, duty-free on- board to maximise the revenue as well as rent lease equipment to other airlines (Thompson et al. 2013). Revenue Account Medium Revenue Account Medium Passenger Passenger Traffic Charter Available Aircraft Time Freight Freight Traffic Duty-Free On-board Sales Mail Contracts of the government Services Maintenance handling for other airlines Excess Baggage Passenger Traffic Lease Income Lease of Equipment to other airline service Table 1: FSNC Revenue sources (Source: Lee,Seo and Sharma 2013) Likewise, the below mentioned tables demonstrate the airline as well as the aircraft operational expense. In order to minimise the expense, FNCS needs to develop the strategies for short-haul as well as the long-haul flight. Direct Operational Costs (DOC) Flight Operation The salaries and the expenses of the flight crew, the expense of fuel and oil, route charges and other expenses related to aircraft insurance, rental and lease of flight equipment Maintenance and overhaul Cost of engineering staff , spare parts consumed and administration and maintenance Depreciation and amortization Equipment of the flight, ground equipment and the property, the cost of development and crew training Station and ground expense Building, equipment, transport, maintenance costs paid to others and ground workers Passengers services The salaries of the cabin crew and expenses, service costs of other passengers and the insurance of the passengers Table 2: Airline operation cost (Source: Daft and Albers 2013) Discussing the approaches that have been considered to increase the revenue and minimise the costs by full service network and LCCs The cost structure of the FSNC model appears to be no longer an effective business model as they are implementing Low cost carriers operations strategies to decrease the fares as well as compete against the low-cost airlines. In fact, FSNC could continue to exist; they provide widely valuable services to large number of customers. The Full Service Network model could implement the strategies applied by LCS that may not affect the quality of services that they provide to the passengers such as frequent scheduling, inter-flight flexibility. The services also include like comfort on-board, in-flight entertainment, free mail and drinks. Furthermore, it has been observed that FSNCs strategies are designed to reduce the labour cost and increase productivity, transfer services to regional partners and build franchises. The FSNC model also uses the approaches to hire the new staff on less substantial contracts and outsource more activities. As commented by Baker (2013) FSC has been changing much of the techniques into a low-cost carriers. On the contrary, Timmins and Ham (2013) mentioned that a head to head strategy is implemented when FSC airlines implements the low-cost approaches in the particular routes in competition. Therefore, it can be mentioned that FSNs could have a control over the slots at the hub facilities or the ability to keep LCCs away of the hub operation. Cutting out the labour: It is evident that labour cost is one of the major concerns that airline organizations have to manage. In such situation, it is effective to cut down the workforce and adopt technology to get the work done quickly. For example, auto baggage check in could save a lot of time and the passengers would not have to stand on the queue for long. Hub and spoke structure: As mentioned by MacDiarmid (2013), Hub and spoke structure proves to be useful in FSNC, where they can have several spokes as well as a single hub. For example, while considering the Singapore Airline, Singapore being the hub, which has several spokes. Costs associated with the Ancillary: People who travel by air come from different culture and economic background. Some people may not compromise on their luxury. Thus, due to this reason, the airline has to develop different seat capacity. For example, the first class experience in aircraft feels the same as comfortably sitting in the couch at home. In addition, first class passengers get the full access to the luxury lounges in the airport where they could spend time with all facilities. Thus, first class tickets are very costly than any other categories. Therefore, it can be mentioned that selling one first class ticket could be equal to almost four economic tickets. Furthermore, it has also been identified that the majority FSN airlines have not applied the reduction of the flight and cabin crew at the low cost; rather the crew have to work early to flight from the other countries to minimize the accommodation cost. Conversely, Semple et al. (2013) commented that to resolve this issue, FSN are ceasing the secondary airports operations. A number of variables have been found that largely affect the FSNs operation being include the allocation of the seat, number of handle baggage as well as the use of loading bridges as they often delay the turn-around time of the aircraft. Assessing and reporting on the revenue sources and importance of ancillary revenue for Air New Zealand Group (2007-2015) It is observed that Air New Zealand recorded a net profit of $327 million for 2011 to 2015, which is considered as the 24% increase from the previous year. As put forward by Ramasamy, Sabatini Gardi and Kistan (2014), Air New Zealand has attributed to its strong financial performance to maximise the customer demand as well as additional capacity, lower fuel price and effective initiatives to minimise the cost. According to the recent published report, sales as well as marketing costs increased by 8.3% to $303 million, as the outcome of marketing new routes. Another increase of 3.6%o in labour cost has also been experienced. Regional coverage- Behind such excellent financial performance and increased revenue some domestic operation of Air New Zealand Group has also been identified. As mentioned by Gardi Sabatini Ramasamy and Kistan (2014), Air New Zealand operates flights to 42 towns as well as the cities across New Zealand. The studies indicate that Air New Zealand has maintained its services in some particular regions at considerable cost. It has also been identified that over the last few years, Air New Zealand anticipates that it has spent almost $1 million in a month for the providing services to the cities and towns. Furthermore, it has also been identified that Air New Zealand has the best regional network of any country. They provide the services to the towns with the population of 20000 people. Thus, it can be mentioned that the organization increases most of its revenue from the domestic services. Asian market: It is also observed that the number of visitors who travel from China to New Zealand has increased by 138% between 2007 to 2015. However, Ager et al. (2014) provided the sources that revenue for derived from the Asian market by Air New Zealand has decreased from 22% of the revenue generated in 2009 to 2011 to 18% in 2014/2015. It is also observed that Air New Zealand deals with a tough competition from Chinese airlines. Nonetheless, the organization closely work with the Tourism New Zealand. This helps the organization to attract Chinese demographics that adds better value to New Zealand tourism. In addition, due to the healthy climate and beautiful natural view of the country, people across the globe prefer to visit to New Zealand. Air New Zealand tend to attract wealthier people or the visitors who prefer to stay longer and travel across the country. Apart from the above-mentioned sources, some significant sources are there in which, the organization collects the revenue in terms of ancillary. The sources are such as Sustainability Framework, Environmental sustainability, Virgin Australia Alliance and Service out of Wellington. Analysing and describing different Air New Zealand Group cost (2007-2015) It has been identified that Air New Zealand operates its business in a very competitive market and developing the ways to minimise the operational costs, increase the rate of passenger satisfaction. The airline group is determined to differentiate themselves from this stiff competition. The operations involved in the airline services provided by Air New Zealand widely influence the financial performance positively and negatively. Some cost determinants are there in which Air New Zealand invests a large amount. However, there is a cost gap exists in each region of across a degree of cost categories. In this context, Strohmeier et al. (2014) commented that in 2008, there was 36% cost gap in respect of the operational cost. The operational cost of Air New Zealand can be categorised in different sector such as global operation cost, aircraft operation cost, fuel operational cost. It has been observed that the biggest source of unit cost advantages of New Zealand is in labour costs, which accounts for almost $51,435 annually per employee. Labour cost: Air New Zealand has lost more than 5% of its equity on labour cost management. Air New Zealand due to its strong operation both in domestic as well as global market, it has implemented the practice. Air New Zealand has a two-tier tax-free salary system as well as sourced from cheap Asian markets. Fuel cost: It is also observed that fuel cost has usually replaced the labour cost as the largest expense operating the airline services. As mentioned by Dobruszkes (2013), Air New Zealand saved almost 21% as well as 14% more fuel costs than the competitors in the airline industry. Analysing and discussing the year on year trends in the Air New Zealand Group fuel cost (2007-2015) It is evident that fuel cost strategies of the airline organizations have always been developed based on the current trends. As put forward by Lee, Seo and Sharma (2013), there has been a direct reduction to operate the costs with the reduction of fuel expense. It is identified that the rise in the fuel prices in the recent time has dramatically changed the equation of the airline business model as well as it has caused the unexpected demand for the more effective and efficient aircraft. It can be mentioned that decrease in the fuel price could influence the operation of airline service positively. Year Domestic International Consumption (million Gallons) Cost Million Dollars Cost per Gallon Consumption (million Gallons) Cost Million Dollars Cost Million Dollars 2012 1128.0 677.5 0.67 387.0 313.8 0.81 2014 1076.8 789.6 0.72 366.1 267.9 0.81 2015 1176.0 876.0 0.75 446.8 336.9 .083 Table 4: Year on Year on fuel cost (Source: Baker 2013) Identifying and discussing the fuel conversation strategies defined and implemented by the Air New Zealand Group (2007-2015) Environmental sustainability: Air New Zealand acknowledge admits that the aviation industry is one of the big hydro-carbon consumer as well as the polluter. Thus, the airline focuses promoting New Zealands 100 pure image in their collaborative partnership with the department of Conservation. Since the people in the country are doing the Great Walks of New Zealand, the partnership has increased. This enables the organization to develop the services and provide the unique experience to the customers. This eventually influence the financial performance. Commitment to the environment: Air New Zealand is considered as the world-leader in investigating the every aspect of flight operations to minimise the carbon emission by applying the technique of saving fuel. The Air New Zealand makes sure that it could predict fuel usage with the highest range of confidence as well as it could measure the progress appropriately. The Air New Zealand cut fuel consumed by 15% (Lee, Seo and Sharma 2013). Sustainable Bio Fuel: The organization has successfully accomplished worlds first commercial aviation test flight, which is powered by sustainable second-generation bio fuel jatropha. This has played a crucial role in the certification of the aviation bio fuel for the airline internationally. This initiative enables the drive for more sustainable air travel for forthcoming generation. Assessing and explaining the Air New Zealand Group annual profitability trends (2007 to 2015) It has been identified that Air New Zealand has announced its earning for the year 2014-2015, which is more than $805 million compared to $456 million in the year previous years. According to the financial statement recently published, it has been identified that the passenger revue of Air New Zealand has increased to $3765 in 2014 compared to $3876 in 2014 (Airnewzealand.co.nz.2016). However, the revenue from the cargo operation is observed to be $296, which is decrease to $ 287 in 2014. Likewise, the revenue from the contract services decreased to $277 in 2015 from $388 in 2014 (Airnewzealand.co.nz.2016). On the contrary, it has also been identified that the earning before the finance costs and taxation was $634 in 2012; however, it is decreased to $309 in 2014. Conversely, in 2014, it has increased to $ 405. The outcome indicated that in 2012 and 2013, the financial performance or the overall income of Air New Zealand was better than the performance of the recent year. Options 2015 2012 2009 2007 Operating Revenue $3876 $3765 $31689 $30973 Revenue from the contract services $277 $203 $287 $290 Earnings before finance cost and taxation Finance income $403 $309 $675 $432 Table 3: Trends in the financial profitability of Air New Zealand (Source: Airnewzealand.co.nz.2016) Identifying and explaining the key financial performance drivers of Air New Zealand Group (2007 to 2015) From the long-term operation of the New Zealand, some significant drivers have been identified that could largely influence the financial performance of the airline service. Global market presence: The Air New Zealand Group has focused on increasing the global presence, the initiative directly influence the financial performance of the organization. By developing its services, Air New Zealand has created a strong influence in the Asian market. As mentioned by Ramasamy et al. (2014), millions of people from India and China visit New Zealand for education, work, and trip and for other reasons. Thus, the profit margin of Air New Zealand has been increasing, which positively influence the financial performance of the organization. Customers: The Air New Zealand has gained the popularity for long-effective services. The airline service provider delivers a consistent as well as personalised customer experience throughout the journey. The Air New Zealand is determined to persistently applying the innovation in the customer service such as providing seamless check in process and increased loyalty programme membership. Thus, the customer base of Air New Zealand is increasing, which has the impact on the financial performance. Conclusion On the completion of the report, it can be mentioned that there have many factors that could large affect the operation and the financial performance of the airline service. It is also observed that trends and features of airline business model could change based on the current demands of the services. In addition, three more passenger airline business models have been found including the Full Service Network and Low-Cost Carrier and the charter model. In order to decrease the operational cost, increase profits, these business models could use some core strategies such as cost leadership, differentiation and focus strategy. Reference list: Ager, A.A., Day, M.A., McHugh, C.W., Short, K., Gilbertson-Day, J., Finney, M.A. and Calkin, D.E., 2014. Wildfire exposure and fuel management on western US national forests. Journal of Environmental Management, 145, pp.54-70. Airnewzealand.co.nz. (2016). Results Centre - Annual and Interim Results. [online] Available at: https://www.airnewzealand.co.nz/latest-annual-and-interim-reports [Accessed 28 Aug. 2016]. Baker, D.M.A., 2013. Service quality and customer satisfaction in the airline industry: A comparison between legacy airlines and low-cost airlines. American Journal of Tourism Research, 2(1), pp.67-77. Daft, J. and Albers, S., 2013. A conceptual framework for measuring airline business model convergence. Journal of Air Transport Management, 28, pp.47-54. De Neufville, R., Odoni, A., Belobaba, P. and Reynolds, T., 2013. Airport systems: planning, design and management. Dobruszkes, F., 2013. The geography of European low-cost airline networks: a contemporary analysis. Journal of Transport Geography, 28, pp.75-88. Gardi, A., Sabatini, R., Ramasamy, S. and Kistan, T., 2014. Real-Time Trajectory Optimisation Models for Next Generation Air Traffic Management Systems. In Applied Mechanics and Materials (Vol. 629, pp. 327-332). Trans Tech Publications. Lee, S., Seo, K. and Sharma, A., 2013. Corporate social responsibility and firm performance in the airline industry: The moderating role of oil prices. Tourism Management, 38, pp.20-30. MacDiarmid, A.B., Law, C.S., Pinkerton, M. and Zeldis, J., 2013. New Zealand marine ecosystem services. Ecosystem services in New ZealandConditions and trends, pp.238-253. Ramasamy, S., Sabatini, R., Gardi, A. and Kistan, T., 2014. Next generation flight management system for real-time trajectory based operations. Applied Mechanics and Materials, 629, pp.344-349. Semple, S., Ibrahim, A.E., Apsley, A., Steiner, M. and Turner, S., 2013. Using a new, low-cost air quality sensor to quantify second-hand smoke (SHS) levels in homes. Tobacco control, pp.tobaccocontrol-2013. Shapiro, C. and Varian, H.R., 2013. Information rules: a strategic guide to the network economy. Harvard Business Press. Strohmeier, M., Schafer, M., Lenders, V. and Martinovic, I., 2014. Realities and challenges of nextgen air traffic management: the case of ADS-B. IEEE Communications Magazine, 52(5), pp.111-118. Thompson, A., Peteraf, M., Gamble, J., Strickland III, A.J. and Jain, A.K., 2013. Crafting Executing Strategy 19/e: The Quest for Competitive Advantage: Concepts and Cases. McGraw-Hill Education. Timmins, N. and Ham, C., 2013. The quest for integrated health and social care: A case study in Canterbury, New Zealand. London: The King's Fund.