Essay about The 4th of July vs. Justice Taney in Dred...

The 4th of July vs. Justice Taney in Dred Scott Ruling In the years leading to the U.S. Civil War, the controversy over slavery became not only a social issue, but also a political and legal one as well. Opponents and proponents of slavery each looked to the American constitution, as well as the prevailing culture of the time, for direction in dealing with this matter. Two such people who based their landmark works on this were Justine Taney of the U.S. Supreme Court, and Frederick Douglas, an emancipated slave, who fought tirelessly for the abolishment of slavery. In 1852, Frederick Douglas was asked to speak at a July 4th celebration. In his speech, he made it known clearly, his detestment for the†¦show more content†¦He likened this to the analogy of rivers, which, he said, were like nations. Even though a river can not be turned aside, it may dry up. If a nation dries up, there will be nohing left of that nation, except a withered branch. This withered branch is a symbol of what the nation believed in and what could happen to it if it unfairly cast aside certain members of its society. Douglas also pointed out that the Declaration of Independence was one of the most valuable factors in the Nations destiny. The principles written in the Declaration of Independence should be kept and adhered to. Be true to to them on all occasions, wrote Douglas. He believed that most documents that were written after the Declaration of Independence didnt follow the significant ideology set forth in the Declaration of Independence. Douglas wants to use the Constitution, but without the pro-slavery clause in it. In stark contrast to this, Justice Taney, who wrote the majority opinion of the court in the case of Dred Scott V. Sandford, dealt a major blow to the work of Frederick Douglas. In his opinion, Justice Taney uses the same reference points as Frederick Douglas, only to twist it, and give it a pro-slavery slant. Like Frederick Douglas, Justice Taney too makes mention of the Declaration of Independence, but in this case, to prove that blacks were never intended to maintain full legal

Foods Corporation free essay sample

In this section  we have laid  emphasis on  the inception of Jollibee Foods Corporation, their expansion in various countries like Singapore, Honk Kong, Brunei, Taiwan, Indonesia, and California etc. Further we have discussed the Strengths, Weaknesses, Opportunities and Threats to Jollibee in the fast food industry. We have dealt with different problems like the management issues, the market issues, business expertise, financial resources, inventory management etc. This would help in better understanding of Jollibee’s present condition and future sustainability in the modern and fast changing business world. After the SWOT analysis we identified certain issues with Jollibee which concerned the Management, business, expansion etc. There  were issues like improper  utilization of financial resources, lack of promotional campaigns, communication gap between the different wings of  Jollibee and between the Management and the employees. Keeping in mind these issues we have come up with a few recommendations. We have discussed them through Human Resource, Marketing, Financial and  Operations perspective. Then we have discussed the Strategic decisions with regards to expansion in the future in California, Hong Kong and Papua New Guinea. We have studied various pros and cons of  expansion in each of the above mentioned countries and reached the conclusion that California is the most favorable location. The reasons for the location being that there is a huge Philippine population in Dale City of California which will help in the establishment of  the store. Also they have successfully catered to the taste buds of the people in Guam which will help them  serve the Americans better and thus the expansion could be a success. Later we have conversed about the implementation plan and how  to go about  it. At the end of the document we have attached appendix for the reader’s facilitation. It contains certain tables and graphs for better understanding of the financials of Jollibee Food Corporation. Business Landscape: Company History; Jollibee Food Corporation began as an Ice- cream parlor in the year 1975 and was run by the Chinese Filipino Tan Family. But later they diversified in to sandwiches when the 1977  oil crisis occurred and the President Tony Tan Caktiong (TTC) expected the ice cream prices to soar. The hamburger recipe developed Tony’s father who was a chef also became famous and a year later hey opened five store in Manila, where the family incorporated as Jollibee Food Corporation. Friendliness pervaded the organization and become one of the â€Å"Five Fs† that summed up Jollibee’s philosophy. The others were â€Å"flavorful food, a fun atmosphere, flexibility in catering to customer needs and a focus on families†. Background: Until 198 1 it was a smooth sailing for Jollibee, but then came Mc Donald’s to Philippines. But the group was fearless and had confidence in the spicy taste of their Hamburger which appealed to the Philippine customers. Slowly Jollibee forayed in to the foreign markets and began with its investment in Singaporean 1985 in 1988 with  the help of some family friends. Their next venture was in  Taiwan again with the help of family acquaintance, but this also did not last long and the transaction came to an end on the basis of distrust between the local manager and Jollibee management in1988. Brunei was another joint venture that they entered into in 1987 August. Then they forayed in to the Indonesian Market in the year 1989, opening a store in Jakarta but due to conflicts with the local manager again this store also had to be closed down. In 1994 the International Division was created with Tony Kitchner, as the Vice President. Kitchner went about differentiating the International Division from the Philippine part of   Jollibee and tried to create a more formal culture for the division. Kitchener’s strategy rested on two themes: 1) Targeting expats 2) Planting the Flag But as the international business grew, the relation  between the International Division and the Philippine operations started turning sour. In 1996, TTC realized that  he could no longer support Kitchner  as the expansion strategy was costing heavily and they were losing a lot  of money. In February 1997, Kitchner left Jollibee. Then, Kitchner, Manolo P (Noli)  Tingzon was hired as the replacement. Now he is considering the three options for profitable expansion. They are: Papua New Guinea, Honk-Kong and California. Papua New Guinea has no much  completion for Jollibee. In Hong Kong there are several management issues and in California things seem to be quiet pleasant. Target Market: Jollibee Food Corporation targets its market very strategically. First of all, JFC can be considered as a nicher as it specializes on its local market. Though it has penetrated its market by operating overseas, JFC tends to serve the Philippines who are living there. JFC have 1200 stores worldwide of which 1079 are situated in Philippines. Jollibee segmented fast food market according to several variables and had chosen some them according to its resources and technological ability. Geographically, JFC mainly serves local Philippines market that has already been mentioned above. Demographically, JFC tends to serve almost all customers. But still the market is been segmented according to age to serve the children superior value. A Philippino business analyst notes that, in a normal family weekends are reserved for children and parents ask them where to go. Thus, JFC wants to be appealing to children. This segmentation can also be called as a â€Å"Family Life† Cycle segmentation. Jollibee also tries to capture some occasions like birthday party. They serve this segment very nicely. JFC tends to serve every possible segment. They are expanding their business overseas aggressively to go beyond Geographical barriers. Positioning: Ensuring high traffic needs an emphasis on store location and positioning Jollibee in the minds of the consumer as a place that they would enjoy eating fast food. This entails proper branding and positioning of the service offered. Jollibee also projected itself as world class and not a local brand. The service that is offered should be consistent over all Jollibee stores, however this might be a problem as the division has been slimmed recently and resources might be stretched too far. Marketing Mix: Product: In the case of Jollibee, it went from being an ice cream parlor to serving hamburgers made with a home style recipe. This change in product was in response to events triggered by the 1977 oil crisis which would have doubled the prices of ice cream. The product offered by Jollibee appeals to the Filipinos taste for spicy burgers. By concentrating its resources on satisfying the Filipino palate, Jollibee has been able to serve  localized dishes that are unlike  any found in  the other fast-food chains  in the Philippines. In addition to offering the usual French fries that accompany the meals found in McDonald’s, KFC, Burger King, and so  forth, Jollibee also serves rice or spaghetti, Filipino style. Even the burgers are cooked exactly as Filipinos want them done— sweeter and with more seasonings, often likened to what a Filipino mother would cook at home. Menus in outlets across the globe adjusted to local preferences to differentiate it from other standardized players like Mc Donald’s and KFC who maintain the same menus worldwide with minimal changes. Jollibee even incorporated recipes from employees to truly capture local tastes. Price: Price is closely related to customer satisfaction. Thus, JFC provides its high quality fast food products at a relatively cheaper price. According to its commitment to serve each and every Philippines, JFC keeps things affordable for all. The DLSU survey shows that, 94% of JFCs customer thinks it’s affordable or cheaper. Place: The location of outlets is of key importance to the marketing strategy of Jollibee. For  Example, the outlet in Hong Kong is located at Central where a large number of  Filipinos gather. Promotion: Local brands: Brands in local market are strong contenders and are not to be underestimated.

Fortress of Solitude by Jonathan Lethem

In his book Fortress of Solitude, Jonathan Lethem tells the story of two boys Mingus Rude who is black and Dylan Ebdus who is white. These two boys are friends, but the difference in their races makes their friendship quite hard.Advertising We will write a custom book review sample on Fortress of Solitude by Jonathan Lethem specifically for you for only $16.05 $11/page Learn More The two live in a Brooklyn neighborhood where most of the inhabitants are exclusively black. In this novel, Lethem tells the story of America in the 1970s when a lot was happening concerning racial issues. The reader can also relate this novel to the 1990s when no one seemed to care about the other person. Fortress of Solitude is the story of racial tension and this paper will focus on analyzing this theme and how this book relates to the American Dream. This novel concentrates on issues of race, gentrification, music and culture. However, the theme of racial tension dominates t he book especially with the story being centered on two friends who have racial differences. Although Dylan is white and his friend Rude is black, both boys share similar tastes in music and comic books. Dylan is a white kid living in the midst of a black community in Brooklyn and just like the other children in the neighborhood he attends the public schools. Dylan’s childhood is demonstrated as one filled with â€Å"public embarrassment, yoking, and bullying† (Lethem 3).It is clear that there exists a racial tension between the society, Rude and Dylan and as a result their relationship has to be kept a secret. Dylan’s experiences while growing up gives a clear picture of racial tension; he and his parents Abraham and Rachael belong to the â€Å"self styled gentrification project† that is led by a white woman named Isabel Vendle. According to Lethem gentrification means â€Å"uncool† therefore this project demonstrates blacks as â€Å"uncool† (12). The intention of Isabel to start the project was to change Gowanus into Boerum Hill by having the brownstones â€Å"figuratively bleached of their colors, and the Puerto Rican and black populations yielding to richer whites† (Lethem 13).Advertising Looking for book review on american literature? Let's see if we can help you! Get your first paper with 15% OFF Learn More Dylan was impressed by the gentrification project and this is evidenced through his refusal to play with a black girl simply because she is of a different race which is said to be uncool. The girls’ description in the first few lines of the novel indicates racial tension; â€Å"the two white girls in red vinyl roller skates with white laces on a cracked blue slate sidewalk looking like a match struck in a darkened room† (Lethem 3). This description casts a picture of contrast between light and dark in the terms of race. Dylan’s friendship with Mingus Rude can be viewed has a pole which he uses to triangulate his own racial identity. With the fact that he is a white boy living in the middle of a black neighborhood whose amusements include muggings and bullying, his friendship to Rude is a gift to him from the heavens. In such a neighborhood and the fact that he is white, Dylan needs a lot of protection from the blacks; this can only be achieved through befriending Rude who is black. As a matter of fact, Mingus Rude is a good friend as well as a role model to Dylan. Dylan depends on Rude for protection and his entrance to power structure of Dean Street. As their friendship progresses, the two boys get attracted to each other romantically. The tension in racial relations here can be thought as the relationship that is expected to exist between a white and a black; a relationship of master-servant. Racial tension is seen where Dylan befriends another white boy Arthur Lomb so as to get through the school years normally. The difference comes in where b oth white boys take different approaches towards life. Dylan decides to go to a white and elite high school while Arthur chooses to hang out with black kids. Arthur befriends Mingus Rude and Robert Woolfolk who become his role models teaching him â€Å"niggerfication.† Dylan believes that, the contrast found between being black or white does matter even where it is expected not to. About the Chinese children, Dylan says that â€Å"the Chinese children in school weren’t white and they weren’t so that was a plus† (Lethem 32).Advertising We will write a custom book review sample on Fortress of Solitude by Jonathan Lethem specifically for you for only $16.05 $11/page Learn More He continues to say â€Å"anyway it wasn’t their fault they were Chinese† (Lethem 32). It was not Dylan’s fault as well; his cultural inheritance of being white gave him class and racial dislocation. For this reason, Dylan emulates the black culture by listening to black music, keeping an â€Å"afro† and having a black girlfriend (Lethem 56). In this case, Dylan seems to deny his race thus causing more racial relationship tensions between the black and the white community. The opposing irony of Dylan being white seems to torment him most of the times. His life as a â€Å"white boy† is met by endless humiliations (Lethem 56). All the same, his â€Å"whiteness† also affords him an opportunity to leave the oppressive black neighborhood to a richer and famous one in Vermont. Racial tension is seen where even with white children surround him, Dylan does not actually fit in. when Dylan attends the college party, he says â€Å"that easy appropriation of dance-floor funk was a first taste, for me, of something I desperately wanted to understand: the suburban obliviousness of these white children to the intricate boundaries of race and music which were my inheritance and obsession. Nobody here cared it was only a danceable song† (Lethem 59). This quote illustrates the racial tensions which may exist between people of the same race. Although racial relations are the main theme of this book the characters play roles that seem to be predetermined. All blacks in the novel are sentimentalized despite their varied occupations; whether a mugger or a musician, if the person is black, he o she is sentimentalized. As a racial experiment, Dylan fails when he decides to adorn â€Å"black leather jackets and white boy rock† to be a part of the Stately Wayne Manor band. Discrimination against the black community is evident where Rude is left to be â€Å"a prisoner of the streets† (Lethem 66). At this point, the reader can tell that there exists a racial tension between Dylan and Rude; Dylan exclaims â€Å"hey, it’s not racist to find blacks earnest as hippies, broad, and embarrassing as a comic book these boys are punks and punks sneer that’s what they do d eal with it† (Lethem 66).Advertising Looking for book review on american literature? Let's see if we can help you! Get your first paper with 15% OFF Learn More The American dream promises success and prosperity for any citizen of the US despite their racial background. On the other hand, the American Dream suggests that for people to succeed, they must work hard. In the novel Fortress of Solitude, the American Dream of equal rights for every one is found to fail. There is rampant racial discrimination in the Brooklyn neighborhood which makes it hard for the minority to live the American Dream. It is stated in the American dream that â€Å"all men are created equal† but in Dylan’s society there are people who are â€Å"more equal than others.† In conclusion, Fortress of Solitude is a book that explains tensions that exist between people of different races especially the black and the white community. The author Jonathan Lethem actually tells his own tale when he was growing up in Brooklyn and his expectations of the American Dream as a descendant of Greece. The relationship between the main protagonist Dylan and Mingus Rude clearly demonstrate the tension in racial relationships. The race difference in these boys leads them to totally different worlds in the end. While Dylan becomes a journalist, Rude ends up in prison. This is the picture in our modern world especially in countries where racial discrimination is evidenced. Work Cited Lethem, Jonathan. The Fortress of Solitude: A Novel. New York: Doubleday, 2004. Print. This book review on Fortress of Solitude by Jonathan Lethem was written and submitted by user Hindsight Lad to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Kevin Mitnick essays

Kevin Mitnick essays What lies behind the eyes of a hacker have you ever wondered what made them tick, what drove them to what they are today? What is a hacker? A hacker is one who breaks forcefully into a computer to retrieve data or learn about his victims who have no idea their victims YET. But can a hacker really be changed to use his knowledge for good and to help fix problems with security in todays computers. One did but Its all the same for one man a hacker from his young phone phreaking days to what got him caught and what was done to free him. Kevin Mitnick is a hacker and this is just a small portion of what his life was and what made him change to help for the good. Kevin Mitnick was born in 1965 and grew up in San Fernando Valley, California not to far from Los Angeles. His father and mother divorced when he was three years old his mother worked long hard hours as a waitress at a small restaurant just to make ends meet. Kevin grew up lonely and isolated he hardly ever seen his father. What friends he did have where phone phreaks they often met at a small pizza parlor named Shakeys Pizza. Figuring out how to break into large communication systems and local computers. The more that Kevin hung out with this kids he got into phone phreaking, gaining illegal access to telephone services using electronic techniques. He would spend time in dumpsters of phone companies looking for old manuals that would provide information about the phone companys computers. The first time Kevin ever go into trouble with the law was in his teen years he broke into his schools computer grade system in which he changed no grades but very well could have. Kevin was also reported that he hacked the militarys North American Air Defense Command computers in Colorado just for fun. He was seventeen when he was caught stealing technical manuals from the Pacific Bell Telephone Company the judge gave him probation. He began to hack again after hi...

Corporate strategy Essay Example | Topics and Well Written Essays - 2500 words - 1

Corporate strategy - Essay Example rter’s Five Forces, PESTLE Analysis, SWOT Analysis and Stakeholder Analysis to obtain an in-depth idea regarding the opportunities of the company to prosper in its industry (Johnson & et. al., 2011). Cookson Group PLC is one of the world’s largest ‘materials science group’ which attempts to deliver advanced materials by facilitating innovative technologies to its customers all over the globe. Cookson operates through various branches located all over the world along with 15,500 employees covering more than 40 nations as its production zones and more than 100 countries as its marketing zones. Cookson can be observed to possess highly effective core competencies, which have certainly added to its efficient market position within the current market scenario (Cookson Group Plc, 2012; Wit & Meyer, 2010). Cookson offers its products in six categories; i.e., Joining technologies, surface Chemistries, steel flow control, foundry technologies, advanced factories and fused silica. Cookson is further recognized as one of the largest worldwide suppliers of materials used for PCBs assemblers and the packaging industry semi-conductors. This particular product line is also known as Alpha which is used basically to fasten electronic equipments such as semi-conductors and capacitors with bare boards in order to form essential electrical as well as physical connection among the boards and its devices (Cookson Group Plc, 2012). The product line of surface chemistries is one of the largest suppliers of ‘electro-plating chemicals’ to the international electronics, jewelries and automotive industries. This division is known as ‘Ethone’. This division is also quite popular in terms of technical innovation, where ‘Ethone’ has a track record regarding the delivery of ‘leading-edge’, facility of advanced technology within fabrication of semi-conductor which is demonstrated as ‘Via-Form multi-generation copper damascene portfolio’ (Cookson Group Plc,

STARBUCKS IN CHINA Essay Example | Topics and Well Written Essays - 2000 words

STARBUCKS IN CHINA - Essay Example The retailer also used restructuring strategy to maximise its productivity and eradicate any internal management weakness. Employees are trained, new products are developed and stores are redesigned to entice a large pool of potential customers towards its coffee houses. However, it must be noted that the global coffee retailer tends to charge higher prices, since it does not compromise over quality and brand reputation. This paper will going to discuss the marketing strategy of Starbucks and importance of its three core business segments that are US Segment, International Segment and Global Consumer Products Segment. (Company’s Annual Report, 2009) Indeed, Starbucks has so far maintained the highest number of retail coffee outlets, mostly on ownership basis, in United States which is a market of more than 300 million people. Since marketing does not aim to target every single human being and customer, therefore, the coffee retailer has established a quality criterion to meet the tastes and preferences of its US customers who are inclined to pay higher prices for better quality. It is worthwhile to mention that more than 70% sales generated in 2009 by Starbucks was from its US business segment. In addition, the company has also entered the business of Instant coffee or ready-made coffee that attracts fast food customers. The market for this coffee product in USA is estimated to be more than $700 million dollars. In 2003, Starbucks acquired its competitor namely ‘Seattle’s Best Coffee’ which today has become an active brand as it is sold in more than 25,000 Starbucks’ outlets, supermarkets, retail stor es and fast food chains. The retailer also has â€Å"Specialty operations within the US include licensed retail stores and other initiatives related to the Company’s core business† (Company’s Annual Report, 2009) and Helliker 1,

Queuing System At The Entrance Of Klimahaus Tourism Essay

Queuing System At The Entrance Of Klimahaus Tourism Essay Waiting in line for service is part of everyday life. As consumption and production of service occur simultaneously, variations in demand for service as well as in service time requirements result in idle service capacity at some times and the formation of queues at others. A queue forms whenever the demand for service exceeds the existing service capacity. (Fitzsimmons Fitzsimmons, 2006) Experts suggest that no aspect of customer service is more important than the wait in line to be served. (Bennett, 1990, cited in Fitzsimmons Fitzsimmons, 2006, p. 389). The waiting experience, or more precisely the perception of waiting time, has a strong effect on customers ´ overall satisfaction with the service ((Pruyn Smidts, 1998). Moreover, if customers find a queue too long or slow-moving they may balk and decide not to join the service system at all or customers who have joined the queue may renege, which means that they leave a queue before receiving service. Both balking and reneging represent losses in revenue and goodwill to the service organization (Fitzsimmons Fitzsimmons, 2006; Ou Rao, 2003). Several service operations management techniques exist to reduce waiting time and hence customer balking and reneging, most common is the variation of service capacity. However, oftentimes the reduction of waiting time is not feasible due to the size of the queue, the space of the facility or cost factors in personnel which makes customer waiting inevitable (Pearce, 1989). If waiting time cannot be reduced service organizations are advised to find ways to make time pass as quickly and pleasantly as possible (Maister, 1985, cited in Pruyn, 1998). (Pruyn Smidts, 1998) even state that the waiting environment, namely the design, decoration and stimuli which distract customers ´ attention from waiting, is a stronger determinant of service satisfaction than the actual waiting time. Therefore they advise service managers to focus less on reducing waiting times but to pay attention to the waiting conditions instead. The understanding of each feature of a queuing system provides insights and identifies management options for improving customer service (Fitzsimmons Fitzsimmons, 2006). In the following the features of a queuing system are being described and the current queuing system at the entrance of the Klimahaus ® Bremerhaven 8 ° Ost, a science centre situated in the tourist quarter called Havenwelten in Bremerhaven/Germany, is being evaluated. Subsequently, suggestions for improvement are being made whereby physical, psychological and economic factors are taken into account likewise. 2. Queuing Systems Figure 1: Queuing System Source: Fitzsimmons Fitzsimmons, 2006Queuing systems occur in a variety of forms but the common essential features of queuing systems are the calling population, the arrival process, the queue configuration, the queue discipline and the service process as illustrated in the figure below (Fitzsimmons Fitzsimmons, 2006). In the following the individual features of a queuing system will be explained. 2.1 Calling population Figure 2: Calling Population Source: Fitzsimmons Fitzsimmons, 2006 Arrivals represent the calling population which can consist of a homogeneous group or of several subpopulations. Subpopulations have different waiting expectations and place different demands on services. In a queuing system the number of customers requiring service can be limited or unlimited (Fitzsimmons Fitzsimmons, 2006). If the number is finite, the number of customers outside the queuing system will depend on the number of customers already in the system and if the number is infinite, the number of customers outside the system in not affected by the number of customers already in the system (Tadj, 1995). 2.2 Arrival process Any analysis of a system must begin with a complete understanding of the temporal and spatial distribution of the demand for service (Fitzsimmons Fitzsimmons, 2006). Arrival time data can be collected and used to calculate interarrival times. Generally the distribution of interarrival times is exponential. The exponential distribution gives the probability that the time between arrivals will be t or less (e. g. minutes between arrival) and the so called Poisson distribution gives the probability of n arrivals during the time interval t (e. g. arrivals per hour). Both distributions represent alternative views of the same process (Fitzsimmons Fitzsimmons, 2006). Characteristic for the exponential distribution is the no memory-property which means that the probability distribution of the time until the next arrival is independent of the last arrival (Tadj, 1995). 2.3 Queue configuration Queue configuration is the design of a waiting line system and refers to the number of queues, their locations and their spatial requirements. The queue configuration has an effect on the wait time and on customer behaviour. A queue is said to be finite if for example the spatial requirements are not sufficient to accommodate all waiting customers or if a public parking garage has not enough parking lots and arriving customers have to be turned away (Fitzsimmons Fitzsimmons, 2006). The figure below shows several alternatives of waiting configurations and their advantages and disadvantages(Fitzsimmons Fitzsimmons, 2006). Figure 3: Queue Forms and Their Features Source: Pearce, 1989 Another alternative is a virtual queue, usually on the telephone, which can be considered most frustrating for customers because oftentimes they do not know their position in line when they are placed on hold (Fitzsimmons Fitzsimmons, 2006). 2.4 Queue discipline The queue discipline is a policy established by management to select the next customer from the queue for service (Fitzsimmons Fitzsimmons, 2006). If the management applies the first-come, first-served rule (FCFS) all customers are treated fairly and are served according to their position in line. This queue discipline is said to be static. In a dynamic queue discipline, however, the next customer to be served is selected according to one or more attributes, for example in the shortest-processing-time approach (SPT) customers who require short processing times are given priority. This is done by placing arrivals in different priority groups on the basis of some attributes and by applying the FCFS within each group. This practice is said to minimize the average time a customer spends in the queuing system. A further procedure which is common in a medical context is triage, where priority is given to those who benefit most from an immediate treatment. The preemptive priority procedure is the most responsive queue discipline because service even is interrupted in order to serve an arriving customer with higher priority. This rule is applied in emergency services or fire ambulance services (Fitzsimmons Fitzsimmons, 2006). 2.5 Service process Due to variations in customer needs and server performances, the service time distribution can be of any form. However, if the service is simple to perform the service time distribution frequently is exponential (Fitzsimmons Fitzsimmons, 2006). Figure 4: Classification of Service Processes Source: Fitzsimmons Fitzsimmons, 2006 According to (Fitzsimmons Fitzsimmons, 2006) there are several possible service facility arrangements: Service Facility Server Arrangement Parking lot Self-servicer Cafeteria Servers in series Toll booths Servers in parallel Supermarket Self-serve, first stage; parallel servers, second stage Hospital Service in parallel and series, not all used by each patient A service facility arrangement with servers in parallel has the advantage that it is flexible in meeting variations in demand for service. The service capacity can be adjusted to meet changes in demand, especially if employees are cross-trained (Fitzsimmons Fitzsimmons, 2006). 2.6 Economic, physical and psychological aspects of customer waiting Economic cost of waiting For the service organization the economic cost of waiting is the wage of an idle employee at times of low demand for service. Times of high demand for service and resulting excessive wait times for customers or even the expectation of long waits can lead to lost sales. For customers the cost of waiting is the forgone alternative use of that time at times of high demand for service plus the costs of boredom, anxiety, and other psychological distress (Fitzsimmons Fitzsimmons, 2006). Physical needs of waiting customers To make the waiting experience more comfortable it is advisable to provide shelter from rain, sun or wind. Usually people relieve fatigue by leaning, stooping and propping themselves against bars, rails and barriers therefore seats, queue rails, steps or leaning bars should be provided for waiting customers if possible. Psychological needs of waiting customers According to {{21 Fitzsimmons,James A. 2006}} the perception of waiting often is more important to the consumer than the actual time spent waiting. If the customer expectation exceeds the perception the customer is unsatisfied and contributes to a bad reputation of the service organization, if the perception exceeds the expectation the customer is satisfied with the service and contributes to a good reputation of the service organization {{21 Fitzsimmons,James A. 2006}}. Customers waiting in line should not be excluded from an attentive service. Customers should be given the feeling that the service company knows that they are there and that service has started already {{22 Pearce,Philip L. 1989}}. Psychological and physical needs of people in queues can be met with a range of innovative queue management techniques {{22 Pearce,Philip L. 1989}}. Some methods to .. are named by {{21 Fitzsimmons,James A. 2006}}(Fitz..) are animation, discrimination, automation and obfuscation. Animation and distraction lead to a shorter perceived waiting time because the attention is drawn away from the internal clock (Pruyn Smidts, 1998). {{22 Pearce,Philip L. 1989}} considers information provision as one of the most important methods because frustration, boredom and a range of negative emotional effects follow from this lack of information to the waiting to the waiting public. 3. The Queuing System of the Klimahaus ® Bremerhaven 8 ° Ost The Klimahaus ® is a science centre in Bremerhaven which opened on 27th of June 2009. On an exhibition area of 11,500 m ² and 143 exhibition rooms the experiential museum presents data, facts and phenomena on climate and climate protection. As a relatively new attraction the museum experiences high demand and congestion, especially at weekends, holidays and in the summer season. 600,000 visitors were calculated per year but due to the novelty effect, the Klimahaus ® could welcome its millionth visitor after only 15 months of operation, on 22nd of September 2010. (www.klimahaus.de). Considering the opening hours of the Klimahaus ® this gives on average 243  visitors/hour, whereby the Klimahaus ® experiences significant variations in demand which lead to waiting times up to 2,5 hours at some times. There are numerous attractions in the Havenwelten and the risk is high that people change their mind when confronted with a long queue in front of the ticket counter and go somew here else. To keep the high level of visitor numbers even when the novelty effect has faded, the Klimahaus ® relies on satisfied customers who recommend a Klimahaus ®-visit to others and are willing to visit the museum repeatedly, despite long waiting times that can occur. In the following the current queuing system of the Klimahaus ® is being evaluated and the physical, behavioural, and economic aspects of the consumer waiting experience are taken into account in order to make suggestions for the improvement of the waiting line management. 3.1 Calling population The calling population of the Klimahaus ® consists of walk-in customers (either locals or tourists) who arrive randomly and groups or school classes with reservations. For a group reservation a minimum of 15 people is required. While walk-in customers are not controllable group arrivals are planned and hence controllable. The number of walk-in customers is infinite whereas the number of groups on a specific day can be considered finite because group reservations need to be made at least a day in advance. Hence, the probability of future group arrivals on a specific day depends on the number of groups currently in the system. Groups and school classes can be expected to have significant lower waiting expectations compared to walk-in customers due to their reservations which are linked to a `front of the line-service ´ upon arrival. Locals, again, can be expected to have lower waiting expectations than tourists because they can choose a less busy day or time for their Klimahaus ® -visit or at least buy their tickets at less busy times to avoid waiting in line. Tourists oftentimes come to Bremerhaven at weekends or during holiday seasons and therefore may expect a longer wait. However, within each subpopulation the waiting expectations may differ significantly among customers due to their respective opportunity costs. 3.2 Arrival process The collection of arrival time data is necessary to get an understanding of the temporal and spatial distribution of demand for service in order to identify periods of high and low demand for service and measures to better match service capacity with service demand. However, no service demand data was available for this paper except from the visitor number of 1,000,000 on the 22nd of September 2010 which is published on the homepage and could be used to calculate the average number of visitors per hour in the first 15 months of operation with 243. As many other service organizations the Klimahaus ® experiences variable demand and variable service times which leads to waiting times up to 2.5 hours at busy times. Those variations in demand affect the requirements for service capacity. When possible, the number of servers is adjusted to match changes in demand. Although the cross-trained employees of the Klimahaus ® are a perfect basis for adjusting service capacity to changes in de mand, for the museum this strategy is only reasonable to a small extent. The exhibition itself has limited spatial capacity and increasing the level of staff would result in overcrowding and reduce the level of security. Therefore, this paper is going to focus on other strategies to reduce waits or to make them at least more tolerable. 3.3 Queue configuration As the figure below shows, the Klimahaus ® applies a single line multiserver model where customers form a single line and are served by the first server available. Figure 5: Ticket counter at the Klimahaus ® Source: www.nordsee-zeitung.de Figure 6: Queue configuration of the Klimahaus ® Bremerhaven 8 ° Ost (Fitzsimmons Fitzsimmons, 2006) name the advantages and disadvantages of a single queue as follows: Generally a single queue arrangement guarantees fairness because customers are served in order of their arrival (first-come, first-served). However, as can be seen on Picture 2, the waiting line system of the Klimahaus ® does not prevent people from cutting-in because the biggest part of the waiting line is in front of the Klimahaus ® at the so called Havenplaza where no barrier ropes are being used. This fact, on the other hand, allows single members of a family or small group to leave the queue and e. g. to have a look at the Klimahaus ® -shop or the nearby shopping centre or to get some brochures from the tourist information. Since there is only one queue, customers do not feel anxious about whether they have selected the fastest line. Wait time is affected by the design of the waiting line system the single line model is more efficient in terms of reducing the average time that customers spend waiting in line. Figure 7: Havenplaza Source: www.nordsee-zeitung.deA single-line approach comes with higher spatial requirements compared to a multiple lines approach because there is one long queue instead of several shorter queues. The Klimahaus ®-queue can be said to be infinite because the Havenplaza in front of the museum and the parking garages in the immediate vicinity offer sufficient capacity to accommodate arriving customers. Figure 8: Queue configuration of the Klimahaus ® Bremerhaven 8 ° Ost (high demand)Customers may interpret a long queue as evidence of a long wait and decide not to join the queue. (Fitzsimmons Fitzsimmons, 2006) suggest hiding a long waiting line from customers, e. g. by integrating the queue into the design of the building, to prevent customers from balking. The approach of integrating the queue into the design was not adopted by the museum, presumably due to space or cost reasons or because it is not that common for museums. (Pearce, 1989) on the other hand states that customers may prefer to see the end of a queue because it gives them a feeling of certainty. Although, in case of the Klimahaus ® visual access from the back of queue is poor as can be seen on Picture 2. However, to avoid frustration among arriving customers and to give them a feeling of certainty in order to make them join the queue, it is advisable to make information on the expected waiting time available (Fitzsimmons Fitzsimmons, 2006; Pearce, 1989). The single queue arrangement proves to be flexible at times of high demand because the number of servers can be adjusted, especially if employees are cross trained as it is the case in the Klimahaus ®. However, as mentioned earlier the Klimahaus ® itself has limited spatial capacity and increasing the level of staff would result in overcrowding and reduce the level of security. A disadvantage of the single line-approach is that people have to stand in line in contrast to the take a number-approach where people are free to wander around. The take a number-approach can be an attractive alternative because there is no need for a formal line and customers could go to the Klimahaus ®-shop or to the nearby shopping centre. On the other hand, customers have to stay alert otherwise they risk missing their turns for service. Queue width also plays an important role. In contrast to a one-person wide queue, a wider queue like the one used by the Klimahaus ® is desirable because it enables family members to stand side by side in the queue which enables conversation and children have more room to stretch and interact (Pearce, 1989). When considering the physical needs of people waiting in line, it can be noted that the Havenplaza is a roofed hall which provides shelter from the sun or rain and has public toilets. On the other hand customers waiting in line have no possibilities to sit or lean (e. g. on hand rails) to relieve from fatigue. As mentioned earlier, animation and distraction lead to a shorter perceived waiting time because the attention is drawn away from the internal clock (Pruyn Smidts, 1998). Above the ticket counter there is a tv screen that shows pictures and information regarding the exhibition but unfortunately it is only visible for customers waiting inside the building. When the wait time is especially long, occasionally an employee is deployed at the Havenplaza in order to answer questions of waiting customers, to hand out flyers to adults or balloons, gummi bears etc. to children. Moreover, sometimes the mascot of the Klimahaus ®, Max the climate mouse, animates children waiting in line. 3.4 Queue discipline Generally the queue discipline of the Klimahaus ® is first come, first service, except for groups with reservations who benefit from a common  ´front of the line service ´ upon arrival. (Friedman Friedman, 1997) states that customers with high opportunity costs, e. g. tourists who have a short stay in Bremerhaven or explicitly come to Bremerhaven for a Klimahaus ®-visit or customers who just do not like to wait in line, might be highly sensitive to long waits and be willing to pay a premium for a faster service in a separate line to avoid waiting. Waiting line segmentation might be an option for the Klimahaus ® to reduce waiting for the customers in the regular queue and the customers in the fast queue. If the premium covers the cost of the additional server, waiting line segmentation is a simple, cost-free strategy for increasing profit, employment, efficiency and customer satisfaction (Friedman Friedman, 1997). 3.5 Service process No service time data is available and need to be collected but the service time distribution can be considered to be exponential because the service is simple to perform. In case of the ticket counter at the entrance of the Klimahaus ® servers are arranged in parallel which has the advantage that variations in demand for service could be met by adjusting the number of servers to meet demand. Nevertheless, to avoid overcrowding in the exhibition there are regularly three but no more than four servers at the ticket counter at times of high demand. (Fitzsimmons Fitzsimmons, 2006) advise service managers to keep in mind that sustained pressure to hurry may increase the rate of customer processing, but it also sacrifices quality. 4. Suggestions for Improvement Since adjusting service capacity to meet high levels of demand cannot be considered a reasonable strategy for the Klimahaus ® to reduce waiting, other strategies like differential pricing to encourage customers to use the off-peak hours should be taken into consideration (Fitzsimmons Fitzsimmons, 2006). Usually in the latter part of the day, the Klimahaus ® experiences lower demand because a visit takes 3 5 hours on average. For this reason it might be useful to offer an afternoon ticket which is cheaper the usual day-ticket to level demand. It needs to be analysed if such an offer would have a cannibalizing effect or a positive effect on revenue from entrance tickets. A further strategy to reduce waiting is waiting line segmentation which could also be an option for the Klimahaus ® because it is a simple, cost-free strategy for increasing profit, employment, efficiency and customer satisfaction. However, before implementing such a strategy the service organization would have to do some testing to determine the optimal size of premium and to determine the acceptance of customers. Customers who decide to stay in the regular queue or cannot afford to take the more expensive fast lane might perceive this practice as unfair and catering to the rich which can result in a negative image of the Klimahaus ® (Friedman Friedman, 1997). Due to the significant variations in demand waiting in line for a ticket is inevitable and therefore the waiting experience should be made as pleasant as possible under the given circumstances. Because the biggest part of the queue forms not in the Klimahaus ® itself but at the Havenplaza, the Klimahaus ® could be advised to prove the possibility of installing benches or leaning bars for the customers to relief from fatigue. Customers waiting in line should not be included in an attentive service and questions of arriving customers should be answered to give them security. If it is not feasible for cost reasons to have an employee answering questions in person, wait time-signs should be set and a FAQ-sheet which all important information should be made available to arriving customers. Also display panels or sheets (alongside the queue) which ask the waiting public questions, or which set them tasks to solve, assist both the information needs of the public and their perception of time (Pearce, 1989). Furthermore, the mascot, Max the climate mouse, is relatively unknown and could be used more often to animate children waiting in line with their families. 5. Conclusion By analysing the features of the queuing system at the entrance of the Klimahaus ® useful insights could be gained. Due to significant variations in service demand, waiting in line to get a ticket is inevitable at times when service demand exceeds service capacity. Increasing the number of servers at the ticket counter at times of high demand would compound overcrowding in the spatial limited exhibition and therefore increasing service capacity to meet demand cannot be considered an appropriate strategy for the Klimahaus ® to reduce waiting. Further investigation on this topic could be helpful to identify the optimal staffing level in consideration of the space limitation of the museum and to develop measures to reduce overcrowding in the exhibition. Possible strategies to shorten waits could be identified like waiting line segmentation or price differentiation. However, in order to effectively implement those strategies, service demand and service time data need to be collected and analysed. Moreover, by taking into account the physical and psychological needs of customers waiting in line, methods to make wait more tolerable could be identified to improve customers ´ queuing experience, A more pleasant queuing experience can not only reduce balking, reneging and thus lost sales for the Klimahaus ® but also increase the customers ´ overall satisfaction with the service.