Melaka After Being Labeled As Unesco Historical City Tourism Essay

Melaka After Being Labeled As Unesco Historical City Tourism Essay Chapter 2 is an overview of literature and models that are related to the research problem presented in the previous chapter. Reviewing the literature help to define the perception and reflect on the value and benefits of UNESCO label and its terms and conditions. In addition, the opportunity of tourism industry to the economic growth of Malaysia and Malacca, the impact and implementation will be discuss further. In the early era of human being, human travels or moving from a place to another place in order to avoid from danger, hunting for foods or changing of weather. Besides that, war, trade, religion and leisure also made people to move (Ding Kay Lee, 2009). The origin of modern tourism is usually quoted as the Grand Tour (Kastenholz, 2002). Where after, the industrialization epoch makes travel accessible for a up rising number of people due to more revenue, idles time available, improved of technology, increase of knowledge and curiosity. Before War World II, the growing needs of leisure are low due to bad working, hard living predicament and low standard of episteme. The increase of private business, car ownership, and improvement of the road system and the development of the airline industry after World War II help to catalyze and inspire the growth of the tourism industry (Ding Kay Lee, 2009). Next, with the effect of increasing in industrialization development, it has brought to increasing of the demand for international tourism to urge the development of the international tourism industry. Nowadays, tourism almost becomes part of the basic need in the wealthiest part of the developed world, where it assists people to obtain a higher degree of physically and psychological balance (Kastenholz, 2002). 2.1 Tourism Industry Definition of tourism industry is difficult; it is defined as a people who travel and stay in a place beside from their staying more than twenty-four hours and not more than one year for leisure, business and other goals not related to the implement of an activity rewarded within the place visit. An integrity model of tourism is shared by Cook, Yale, and Marquas (1999) which spine around the tourists and divided into three large layers, which include several tourism participants and organizations of inter-dependent groups, enveloping the focus point. The first layer of the model consists of the tourism promoters such as tour administrators, tourists board and traveler agents. Marketing efforts will be carrying out directly and indirectly by the administrators to the tourists. Matters pertaining on travel issue normally will be corresponded between tourists and administrators. The tourism services suppliers is the second layer of the model where provide services that are asked by tourists such as transportation and accommodation. The third layer is the environment. Comparing other industries, the external environments, which consists of social, cultural, political, environmental, and economic forces is reveled by tourism industry. The ability of both tourism administrators and services suppliers to react regularly on forces that may range from tricky and sudden changes is necessary. (Ding Kay Lee, 2009) Socio-cultural appearance and an economic development tool for both tourist generating and receiving countries also as an important sector of tourism. Tourism helps to create employment and business opportunity in the most visited region in personnel property. Positive effects on income will receive by both investors and employees in the industry. Effects of multiplication happen when tourists consume, government infrastructural investment and the purchasing power created by the enlargement income. In addition, foreign exchange for the receiving countries can be achieved from the exportation branch of international tourism. Tourism Promoters Tourism service Supplier Enviromental Cook, Yale, and Marquas (1999) tourism model 2.2 A City of Future with Listing of UNESCO The future of Malaccas tourism industry is well foretells with the World Heritage listing. This will bring in new businesses opportunities idle domestic or international and wishing the forwardness of cultural infrastructures. However, tourism can be a double-edged sword. It is critical to surveillance and minimize the negative impress of tourism, assuring against inverts of destiny (tourism industry unstably influenced by perishes and fuel prices) or over-success in case fast gentrification, hovering asset prices and living costs compel the locals. Through the heritage trial design, the advantages of tourism could be promote for local communities and stakeholders by community groups, training and attaching them as administers, judger and retailers. A coordinated information platform could help to accelerate local initiatives such as cultural programs, home stays and small enterprises. Thinking of to making Malacca a city of the future -an ideal location for creative throngs and ICT enterprises, or a cultural, leisure and service center for the larger Indonesia- Malaysia- Singapore Growth Triangle Region is to be transformed. Such strategies should be directed at restoring abandon buildings, not substituting presence communities. On the other hand, economic merit could be achieved by expending the educational potential of Malacca. The Historic Cities of the Straits of Malacca should be taught in Malaysian schools on its local historic and sense. With a little more interpretation and cultural installation, Malacca could serve as an open museum of its civilization and architecture, catering especially to Malaysian and ASEAN students. As a field introduction to Asian cultures, study trips are already being organized annually by several foreign universities for undergraduate and graduate students. To go further with this idea, the existing of a prestigious university with an urban campus not only helps revive the city but also create a demand for student accommodation and local services. (Heritage Asia OCT -Dec 2008) 2.2.1 Term and Condition of UNESCO Listing To be listed in World Heritage list, sites must be of remarkable universal value and meet at least one out of ten selection criteria. The Operational Guidelines for the Implementation of the World Heritage Convention  explained the criteria which, besides for the text of Convention, it also the main processing tool on World Heritage. Regularly reformulated on the criteria are done by the Committee to reflect the developing of the World Heritage concept itself. Until end of 2004, six basis cultural and four natural criteria were selected by World Heritage site. With revising the adoption of the Operational Guidelines for the Implementation of the World Heritage Convention, only one set of ten criteria exists. Below and the criterias of include in the World Heritage List: (Quoted from WOLD HERITAGE SITE, 2004) Selection criteria: To represent a masterpiece of human creative genius; To exhibit an important interchange of human values, over a span of time or within a cultural area of the world, on developments in architecture or technology, monumental arts, town-planning or landscape design; To bear a unique or at least exceptional testimony to a cultural tradition or to a civilization which is living or which has disappeared; To be an outstanding example of a type of building, architectural or technological ensemble or landscape which illustrates (a) significant stage(s) in human history; To be an outstanding example of a traditional human settlement, land-use, or sea-use which is representative of a culture (or cultures), or human interaction with the environment especially when it has become vulnerable under the impact of irreversible change; To be directly or tangibly associated with events or living traditions, with ideas, or with beliefs, with artistic and literary works of outstanding universal significance. (The Committee considers that this criterion should preferably be used in conjunction with other criteria); To contain superlative natural phenomena or areas of exceptional natural beauty and aesthetic importance; To be outstanding examples representing major stages of earths history, including the record of life, significant on-going geological processes in the development of landforms, or significant geomorphic or physiographic features; To be outstanding examples representing significant on-going ecological and biological processes in the evolution and development of terrestrial, fresh water, coastal and marine ecosystems and communities of plants and animals; To contain the most important and significant natural habitats for in-situ conservation of biological diversity, including those containing threatened species of outstanding universal value from the point of view of science or conservation. The protection, management, authenticity and integrity of properties are also important considerations. 2.2.2 Benefit of Heritage As Malacca had gained a world heritage label in 2008, it had brought certain advantages or significant on Malacca Economic, state development, communities, social, education and site owners. (Little Penang Street Market, 2009) For example, there will be: New business opportunities generated for a host, not least deriving from the prestigious Heritage listing. A wider development of a creative economy in Malacca is to be linked, as well as to a cleaner, safer, more positive civic environment through commitment to a decent management plan. Increased local, federal and international project funding access. An increase in tourist arrivals, not least in cultural tourism, again leading to greater business opportunities and turnover. Cultural tourists are known to stay longer and spend more. Potential for investment in local artisans and craftspeople, with subsidies, training and identification of new commercial opportunities. The continuation of other development and business activities. Greater economic returns through appreciation in value. Improved documentation of city and state. 2.2.3 Culture Tourism Tourism can be considered as an omnipresent appearance in modern society, but its definition is far from consensual. Normally, people think of tourism as holidays focusing on the pleasure motive, but neglecting other forms of travel, such as business tourism, cultural tourism, and health tourism. (Ding Kay Lee, 2009) Cultural tourism is defined as the persons movement for essentially cultural intentions such as study tours, performing arts and cultural tours; travel to festivals and other related events by World Tourism Organization (2001). Essentially, cultural tourism is based on the mosaic of places, traditions, art forms, celebrations and experiences that portray of host nation and its people (National Assembly of State Arts Agencies, 2005). On other hand, following technical definition of cultural tourism: all movements of persons to specific cultural attractions, such a heritage sites, artistic and cultural appearances, arts and drama outside their usual place of residence are suggest by Bonink and Richards (1992). Generally, in the point of view, travelers with high socio-economic status, high levels of education, sufficient leisure time, and often having occupations related to the cultural industries and education is likely to be compose in culture tourism (Richards, 1996). 2.3 Tourisms Potential for Economic Growth Tourism is one of the important sectors of Malaysian economy growth; it is third income of the economy just after mining (petroleum) and manufacturing (Pazim @ Fadzim Othman, 2009). Rapid growth of tourism industry has been identified as a key driver of growth in the services sector. The industry has strengthened the services account of the payment and continues to be a hinge of foreign exchange earner, contributing to GDP (gross domestic product) growth, investment and jobs employment. (Senior Research Officer with the Malaysian Institute of Economic Research (MIER), 2008) Generally, other related service industries, particularly food and beverages, accommodation, transport, entertainment, shopping, foreign currency development of regions (Avi Ella, 2009) and other small and medium-sized industries will be affected by the expansions of tourism industry on its growth. Based on the Ninth Malaysia Plan 2006-2010, tourism-related activities provided 492,000 jobs for employees which representing 4.4 per cent of the total workforce in 2006.Compare with 390,600 jobs in 2000, accounting for 4.2 per cent of the total workforce, it has increase 26 per cent of the work force. However, it is even greater in employment creation, when the strong linkages tourism with other segments of the economy, such as transportation, retail, utilities, food and beverages, as well as financial services are taking into account. (Senior Research Officer with the Malaysian Institute of Economic Research (MIER), 2008) Moreover, tourism also plays an important role in helping low-income groups improving their livelihood and income earn through involvement in tourism-related activities, such as rural homestay program, eco- and agro-tourism tour guide activities as well as handicraft industries. Below is the statistic of homestay program in Malaysia. In April 2009, 3,150 Homestay participants had registered with Ministry of Tourism. (Tourism Malaysia, 2009) Statistic of Homestay Visitors Domestic Visitor International Visitor 2007 2008 Growth (%) 2007 2008 Growth (%) 51,055 68,416 34 21,368 23,117 8.2 Receipts of Homestay Receipts (RM) 2007 2008 Growth (%) Jan-Mac 2009 Growth (%) 4,923,433.30 6,393,676.63 29.9 2,319,018.40 7,755,616.30 Table 1: Statistic of Malaysia Homestay from Tourism Malaysia 2.3.1 Tourism Brings Prosperity to Malacca As a part of Heritage Worlds, Malacca is proud with its own economic performance at a macro level and is far better than the national level or that 11 other states. It holds huge potential in gaining more income for business and improves the livelihood of locals and has generated employment opportunities. (Bernama, February 20 2008). For the last 7 years, Malaccas economic performance successfully generated a stimulating growth of economy with an average Gross Domestic Output (GPP) of 5.8 per cent with its unique and amazing of tourism contribution.   In 2008, more than 6 million people visited the historical state last year and spent RM3 billion during their stay. With the present Malaccas tourism campaign of Visiting Historical Malacca Means Visiting Malaysia, 6.8 million tourists are expected with the expectation they will be spending RM3.4 billion in their journey of traveling. With the slow growth of world economy, Malacca is harvesting more on the service sector and the crops are mainly come from the tourism industry. Its 65% of Malacca GDP in 2008. (Tourism Malacca, 2008) To ensuring the tourism sector progresses for the benefit of the state and its people, Malacca played an important role in Malaysias tourism industry as a historical and safe destination and with a unique mix of modern infrastructure and nation, the state government has implement a lot of projects in this several years and investing a lot of money to protect and renew the valuable heritage cultures and architectures. Malacca is highly optimistic of the tourist numbers and extrapolations point the number will reach 8.2 million by 2010. (Tourism Malacca, 2008) Table 2: Statistic from Tourism Melaka 2008 Adapting from Bernama report, Malacca Chief Minister Datuk Seri Mohd Ali Rustam noted that, in ensuring the benefit of the state and its people with the progress of culture tourism sector, the state is in the midst of implementing several new high impact tourism projects. Among them is the development of Sungai Malacca at a cost of RM320mil as a new growth tourism centre that will parallel San Antonio River in the United States for its beauty and cleanliness. Several value-added projects are to be established along the banks of Sungai Malacca, among others the Casa Del Rio Boutique Hotel worth RM85mil, the Customs, Immigration and Quarantine (CIQ) Complex valued at RM35mil and a marina worth RM25mil. Besides that, archaeological works on the Malacca Fort walls are being undertaken with an allocation of RM12.8mil from the Federal Government. The Malacca government through Tourism Malaysia, the Malacca State Tourism Action Committee and relevant agencies are always working out new ideas to turn Malacca into a compelling tourism centre in the world. With the emphasis given by state government on tourism events of international expend and working closely with United Nations Education, Scientific and Cultural Organization (UNESCO) in order to promote Malacca as one of world heritage sites to international tourists. With the acknowledgement from UNESCO, Malacca will continue remain as a tourism destination of choice for local and foreign tourists. Besides that, famous local traditional food such as nyonya food, Portugal ikan bakar, and chicken rice ball should exploit in advertisement of ICT to attract the cultural tourists to visit the state. It is important to note that such food is not only delicious but only can be found in Malacca. The art of cooking this delicious food can also be used as an attraction tool for cultural tourists. In addition, Malacca is also famous with its dessert such as baba type ais kacang, cendol, and coconut shake. For information, accommodation is not a problem where there are 5096 hotel rooms, 2458 resort hotel rooms, 484 chalets and 136 homestay rooms. Thus Malaccas tourism industry will continue to bringing greater prosperity to the state and its people. 2.3.2 Impact of Historical Tourism to Entrepreneurs/ Small Business in Malacca Tourism development provides an avenue for overall economic development and a boost for local entrepreneurship or small business activities. As a result, the encouragement of entrepreneurship and sustainable tourism development has emerged as core areas for policy support and donor-assisted funding across both developed and developing  world. Tourism and Entrepreneurship: international perspectives provides an innovative, fresh approach reflecting on the most recent trends in tourism development. The central stage of the book is the role of entrepreneurship in the context of regional/local tourism development.   From what I had observed, tourism in Malacca is increasing recently after being labeled as UNESCO World Heritage. The tourists are from local such as Johor, Kuala Lumpur, Selangor and so on. While for international tourists, mostly are from Singapore as they are just the neighbors of Malaysia, others are from Japan, Taiwan and China. On the other hand, with the increasing of tourism in Malacca, it also brings the impact to the small business especially small business/ entrepreneurs in Jonker Street, such as Malacca Nyoya Laksa, chicken rice ball, cendoll and traditional handicrafts. Beside from that, it also brings economic benefit to the small business near town such as Newton food court, Malacca Spring Tower, shopping mall such as Dataran Phalawan and Mahkota Perade. The business of tricycle at Red House Malacca also seems to be increase recently with the visit of tourists. For hotel business, it is part of the expenditures among the traveler, there is more and more hotels are build in Malacca, there are a lot of hotel choices rating from budget hotel to 5 start hotel such as Kings Hotel, Equatorial Hotel, Star Regency Hotel and Holiday Inn. During the weekend, the room of most hotels almost fully book, it is around 80% (9th Malaysia Plan). In addition, the eco-culture tourism also becomes one of the famous visited by tourism such as zoo Malacca, butterfly farm, tropical food and bee farm. In 2 years time, there will be another tourism site near by zoo Negara. It is Malacca Mini Water Park and another hotel will be build there to overcome the needs of tourists. In order to overcome the increase of tourists, historic Malacca will be introducing a RM272 million tram transportation system which will begin at the Plaza Tol Ayer Keroh here and cover 23 locations and a distance of 40 km to downtown in 2011. 2.4 Pro-poor Tourism Pro-poor tourism is an approaching of tourism to the poor that increases the net benefits (Ashley et. al, 2001). Pro-poor tourism is introduce long time ago as a tourism product and purely to ensure that the poorer section of the community too will have their share of the tourism economic pie in a host. It will decrease inequality and the increasing gap between the rich and poor which result in pro- poor growth. Deteriorating income distribution is part of a concern in Malaysia where poverty is becoming more complex coupled; new approaches are required since previous ones have little impact on poverty reduction (Yeang, 2005). 2.4.1 Assessment of Pro- Poor Tourism in Melaka Historic City Malacca is a popular tourism destination among international and domestic tourists as it is known for its historical past and rich in heritage site. Tourism is an important economic sector in Malacca and it is the second most concernment in terms of its contribution to the states revenue after manufacturing and mining. Malacca was able to attract 4 million international and domestic tourists in 2004, mostly concentrating in the Malacca Historic City itself. Compare with the total number of visitor in table 2, table 3 shows the number of international and domestic tourist arrivals in Malacca from 2001 to 2004. (Assoc. Prof. Dr. Zainab Khalifah, Assoc. Prof. Dr Amran Hamzah, Nor Azina Dahlan, Ahmad Tajuddin Kechik, 2008) Table 3: Number of International and Domestic Tourist Arrivals in Malacca (2001- 2004) Category Year 2001 2002 2003 2004 Domestic 1.48 1.80 2.86 2.99 International 1.02 1.20 0.74 1.01 Total 2.50 3.00 3.60 4.00 2.4.2 Cities and Tourism From what had World Tourism Organization find out, recent trends and prognosis studies signifying that cities will continue to be in high demand by tourists of all sorts especially cities with UNESCO listed such as Malacca and Penang. With Malaysia benefits from its own special location and is ideal for foreign tourists searching for new world of tourism (Pazim @ Fadzim Othman, 2009). Many culture tourists like to spend their time wondering around in the cities to see its specialties and experiencing the culture, architectures, enthusiasm of nation and not least with it historical places. However, all parties concerned must be more systematically equipped and aware with the problems connected in handling of these tourists. (World Tourism Organization, 2009) Therefore, cities face is a double challenge. Firstly, good respondents to the expectations and needs of the growing numbers of tourists who are attracted to their rich and various ornament of cultural, business, entertainment, shopping, sports and other attractions; furthermore, in order to maintain their share in the competitive tourism market and the benefits resulting from it, continuous renovation and improve such infrastructure is needed to be construct annually. Secondly, cities have to ensure that tourism is developed and managed in such a way that it benefits the resident population, equality of development, does not contribute to the deterioration of the urban environment but rather to its enhancement, and does not become a financial burden to the local authority (AIDE MEMOIRE, 1999). There are three key dimensions of tourism in cities and urban areas: Products   To enhance the unique appeal of Malacca tourism product and service, the state government continue to promote their states traditional advantages, its cultural and natural heritage with its eco- and agro- tourism. Other tourism products include theme parks, operators of events (sports, shows, and fairs), museums, hotels and also convention and exhibition (MICE) segment. (Night Malaysia Plan 2006-2010) Information   As the relying of information in tourism sector is high, information and communication technology (ICT) contribute unlimitedly to the tourism business especially the Internet. It has substantially changed the strategy for tourism stakeholders, providing new challenges and opportunities in promoting and selling their products and services. Several campaign such as Visiting Historical Malacca Means Visiting Malaysia,, Malacca International Tourism Show (MITS) 2009, and ZOOM MELAKA can be spread to the worlds through ICT in form of internet, advertisement, e-commerce and news. (Senior Research Officer with the Malaysian Institute of Economic Research (MIER), 2008) Impacts   Economic and development opportunities as well as the impact of tourism growth on sustainable development, transportation, food and entertainments, cultural, and environmental, social and economic aspects form tourism industry to the cities and its people to be benefited. (AIDE MEMOIRE, 1999)   2.4.3 Implementation of State Government to Boost up Number of Tourist Arrivals to Historical City. With the impact of Malacca being label as UNESCO site, a number of tourism infrastructure projects have being implemented by state government in its effort to boost up the number of tourist arrivals, increasing their length of staying and to maximize revenue earn from tourism. These various tourism projects in relationship with the marginalized communities can be categorized as either circumstantial or deliberate. Circumstantial is development of tourism which is not targeted for the poor but the runoff over of the development benefits the poor. Deliberate is when the development is mainly aimed for the poor. (Assoc. Prof. Dr. Zainab Khalifah, Assoc. Prof. Dr Amran Hamzah, Nor Azina Dahlan, Ahmad Tajuddin Kechik, 2008) Tables 4 and 5, it briefly list the various government tourism projects and special events, the agency responsible for the development, aim of the development and its benefits to the marginalized communities. A scale, ranging from 1 for low benefit to 3 for high benefit is used as an estimate to indicate the benefits received by the marginalized communities. Table 4: Tourism Projects and its Benefit to Marginalized Communities No Government Tourism Projects Agency AIM/ Purpose Benefits to Marginalized Communities 1 Malacca River Rehabilitation MOTOUR/ MBMB To beautify revitalize Malacca River as a tourist attraction 2 Opportunities available but need intervention. Potential future benefit from boat cruise. 2 Street Improvement Scheme along Jln. Tokong/Jln. Tukang Besi/Jln. Tukang Emas And Jln. Hang Jebat Ministry Of Housing And Local Government To create safe and conducive walking environment for tourists 1 Gentrify and revitalize inner cities Benefit elite businessmen 3 Development of Hang Tuah Mall based on the concept of Bukit Bintang Walk Ministry Of Housing And Local Government /MBMB Revitalize shopping precinct 2 To provide flagship tourism product (State icon product) Meant to house petty traders but the high rent hinders their participations 4 Restoration of 18 units of shop houses along Jln Laksamana MBMB To visually enhance gateway to Malacca and to attract tourist users 2 Still maintain previous occupants 5 Mini museum/gallery at Portuguese Settlement/Kg.Chetti/Kg.Pali PERZIM To showcase and preserve Melakas Heritage 1 Poor presentation Low tourist appeal Superficial No emotional attachment Lack Revenue capture Mechanism 6 Conservation restoration of historical building, national monuments Museum Antiquity Department To showcase Cultural diversity and Preserve Malacca heritage 3 Allows trinkets sellers to set up stalls along popular tourist route 7 Restoration of Atlas Ice PERZIM Cultural centre. Business incubator for handicraft. To supply Genuine handicraft. 1. Low Benefit 2. Moderate Benefit 3. High Benefit Table 5: Special Events and its Benefits to Marginalized Communities No Special Tourism Events Agency AIM/ Purpose Benefits to Marginalized Communities 1 Jonker Walk : Involves the closures of Jalan Hang Jebat (Jonker Street) on Friday, Saturday and Sunday evenings to be turned into a cultural night market Jonker Walk Committee Chinese Chamber Of Commerce To introduce night life and activities as well as the cultural ambience 2 Directly benefits food sellers within the area. 2 Seasonal/ Cultural/ Religious Events Portuguese Settlement San Pedro Fiesta Intrudo (Water Festival) San Juang Fiesta (Light Festival) Christmas Portuguese Committee To preserve religious and cultural heritage 3 Commodification of culture and high direct benefit even though seasonal Extend length of festival (no of days) 3 Kg Chetti Ponggol Festival New Year Deepavali Trustee Executive To preserve religious and cultural heritage 1 Fail to capitalize the benefits of various events 1. Low Benefit 2. Moderate Benefit 3. High Benefit The qualitative assessments of the preliminary show that opportunities do exist for marginalized communities to benefit from tourism. However, in order to fully exploit the benefits of tourism due to their present situation, involving and assistance are required for them to make the plans and projects to success. (Assoc. Prof. Dr. Zainab Khalifah, Assoc. Prof. Dr Amran Hamzah, Nor Azina Dahlan, Ahmad Tajuddin Kechik, 2008) 2.5 ICT in Historical Tourism As the market for tourism is highly depending on information, information and communication technology (ICT) can contribute boundlessly to the tourism business. ICT have essentially changed the method of playing for tourism stakeholders, providing new challenges and opportunities in promoting and selling their products and services,

It331 Documentation

Infinet Infinet is a company that has been providing networking and data communications solutions for companies since 1994. Infinet has throughout the years stayed on top of current networking trends and technologies to ensure reliability and extensive network lifetimes for Infinet’s customers. Our clients range all across the southern and southwestern states of the U. S. Infinet’s mission to its customers is to provide them a network resolution that suits their needs and budget with the highest reliability that current technology can offer.Infinet has many different teams working within the company to maintain positive relations and to provide the highest level of customer service. Technical Support – Infinet offers its clients technical support 24 hours a day, 7 days a week. Technical support is available to help troubleshoot with clients to attempt to reach a resolution as soon as possible. Sales Team – Infinet’s sales representatives work with o ur potential customers to determine the customer’s needs and forward the information they gather to Infinet’s design team.Design Team – The design team at Infinet is primarily responsible for the development of a project plan, diagrams, and the implementation of the project plan. The design team is then responsible for the presentation of their proposal to the client in a way that is easy for the client to understand. Networking Team – Once a deal has been made with a client the project is then handed to the networking team. The networking team at Infinet is responsible for the installation of all hardware, software, cabling, and any other type of device to be installed.The networking staff at Infinet is the most crucial part of Infinet. Training for client employees is also provided by the networking team. TTI’s Proposal The following is a list of TTI’s major needs as stated in our documentation that Infinet received. Network Design †¢ TTI must stay within the regulations regarding network design to remain in compliance with various regulations. †¢The network must be separated into two networks, Curriculum and Administrator, and not allow access from the Curriculum Network to any computers or servers on the Administrator network. A maximum of 200 workstations will be deployed at each campus for the Curriculum network and a maximum of 50 computers for the Administration network. †¢The network must facilitate 100x growth in LAN throughput, 2x growth in WAN throughput, and a 10x growth in the main campus internet connection. It must also remain functional for a minimum of 5 years. †¢The four new schools must connect via the ISP’s internal network into a central device at headquarters and forward any internet requests through the headquarters’ internet connection. †¢Each campus will have a MDF room where data will be sent and forwarded as needed.The Houston West campus will include an MDF as well as an IDF on the second floor to forward data to the MDF. †¢Each school has four labs that require 31 connections. There needs to be 3 runs of cabling to the 30 computers on the Curriculum network and 1 run of cable to terminate at the instructor’s computer on the Administrator network. †¢All computers on the Administration network will have their ip addresses set statically and all computers on the Curriculum network will obtain their ip addresses automatically from a DHCP server. DHCP Server †¢Each campus will have a DHCP server to hand out ip addresses to nodes on the Curriculum network.DNS and E-Mail †¢DNS and e-mail servers will be implemented in a hierarchical manner with all services located on the master server at the main campus. †¢All DNS and e-mail servers will be capable to communicate with each other in the event that the master server becomes unavailable. Administrative Server †¢TTI will need to have an Administration s erver at each school site to interface with the DBMS at headquarters for student tracking, grades, attendance, and other functions †¢The Administration server must not be accessible by any students or the Curriculum network. Web Server TTI will need a web server to host its virtual library which will house an online library for curricular research and give students access to several online databases. Application Server †¢All computer applications will be housed on a server at each school location to provide the IT staff with an easy solution to upgrading applications. FTP Server †¢An FTP server will be setup to provide TTI staff with a quick way to recover missing or corrupt files. Executive Summary Infinet has recently received a request from TTI to implement a network plan to meet the addition of four new campuses within the state of Texas.We believe that we have come up with the most reliable and secure plan to meet your needs at a reasonably low price. In our plan we have included many options to provide TTI with our personal recommendations as well as options lower in cost to suit TTI’s financial obligations. Infinet will take on all responsibility of hardware and software installations as well as an effective training plan to give the IT staff at TTI the tools they need to monitor and maintain their network. Assumptions and Constraints The following list is a few assumptions that Infinet has made based the information TTI has presented. TTI has already laid down the cabling or has done so with the construction of the building. †¢TTI will remain responsible for any physical security of network components and servers. †¢Proper cooling will be available in the MDF and IDF rooms. †¢TTI is needs new workstations to be purchased and installed. If we are wrong with any of our assumptions we have made a few possible solutions. †¢Infinet has the staff and resources to lay down any cabling if need be. †¢Infinet has in cluded the option to omit any costs for new workstations if TTI has no desire to upgrade their current workstations.Deliverables Based upon the previous information, Infinet has come up with what we plan to bring to the table. †¢Infinet will propose hardware and costs with several options for TTI to better suit their budget and needs. †¢Infinet will provide a project schedule and implementation timeline to clarify each phase of the project. †¢Infinet will identify the network topology and layout. Our main highlights will include the following. o4 T1 data lines for point-to-point connectivity and 1 T1-speed data frame relay to connect all sites to the Internet. Fiber optic-multi mode backbone. oSegment LAN at each site into two networks, administrator and curriculum. oSuccessful network connectivity with campuses to the main campus as well as Internet connectivity. oEstablishment of MDF’s at each location as well as an IDF at the Houston location on the second f loor. oImplementation of an IP subnet capable to meet current needs and to facilitate growth. oDHCP configuration with student network and static IP addresses assigned to the administrator network. oInstallation of DHCP, DNS, and Application servers at each site.Each location will have a separate Administration server that will directly communicate with the DBMS at the main campus. oThe main campus will include the main DNS server, DNS, IIS, Active Directory, Exchange, Web, Application, and FTP servers. †¢Infinet will provide a comprehensive backup solution for data and power. †¢Infinet will ensure security to the Administration LAN as well as a firewall to deny access from any device outside the TTI network. †¢Infinet will present a training plan for the IT support staff for TTI to give them the necessary knowledge and tools to monitor and maintain the network. Infinet will have a prototype for display to demonstrate our ability to effectively separate the Curriculum and Administration networks. Project Plan Implementation and Timeline There are going to be 7 major steps to complete the project. 1. Inspect locations Verify the current setup and identify the requirements that TTI needs to accomplish before installation takes place. Also to identify the location of the new hardware and verify what is needed. Jason: Dallas, Scott: Houston, Troy: San Antonio, Tyson: Austin An estimated 4. 5 days will be needed to complete the inspection of all sites. 2. Purchasing and DeliveryAll hardware that has been deemed necessary will be ordered and delivered to each site. During this time, Technician’s will be coordinated at each site to prepare for hardware installation. An estimated 18. 5 days will be needed to complete purchasing and delivery of all sites. 3. Hardware Installation All hardware will be installed and setup at each location. This includes all Workstations, Servers, Networking Equipment and Cabling. An estimated 11. 5 days will be need ed to complete hardware installation of all sites. 4. Software Installation All software and server services will be setup and implemented at all locations.Routers, switches and firewalls will be configured and optimized for network communication between sites. Workstations will be setup with their appropriate network configuration. An estimated 4. 5 days will be needed to complete software installation of all sites. 5. Finish Installation and Network Testing All hardware and software installation will be finished and network setup will be verified and tested for problems. Security policies and double firewall will be tested for weaknesses from outside Internet connectivity. Backup solution will be tested and verified with a complete disaster recovery plan.An estimated 11. 5 days will be needed to complete the finish Installation and network-testing phase of all sites. 6. Training Training for the TTI administration and IT staff, so that they will be fully capable of maintaining and monitoring the network using SNMP standards. An estimated 5 days training will be needed for training. 7. Support Period: 10 day on call support. Any problems detected during this 10 day period will be corrected by Infinet. Project Details Network Topology TTI Network Overview All campuses will be connected through the ISP’s internal network.Internet access from the campuses will be forwarded to the Houston Headquarters and then out to the internet through Houston’s T3 or Frame Relay connection. Houston Headquarters Campus The Houston Main Campus will house the main DBMS server and the master backup server. The application, main DNS, DHCP, and Active Directory servers will also be located in the MDF. Each of the other four campuses’ internet connections will be forwarded to the Houston campus’ router, Cisco 7204 VXR, which will then forward internet connectivity through the Houston campus’ T3 or ISDN connection.The T3 or ISDN connection will be gu arded by a PIX515e firewall that will block all incoming requests except those for web and e-mail traffic. Houston West Campus The Houston West campus has the same setup as the other campuses, minus Houston Headquarters, except that cable runs will come from the MDF to a switch on the second floor that computers on that floor will connect to. It hosts local DNS, E-Mail, DHCP, and application servers as well. Dallas, San Antonio, and Austin Campuses These campuses will host local DNS, DHCP, application, E-Mail, and FTP servers and have T1 connections.Project Details IP Schema The IP addressing scheme we chose is designed to make administering the network easier. Each IP address will allow TTI’s IT staff to identify if it belongs on the student or administrator network and what its physical campus location is. The chart below provides the details. HoustonHouston WestAustinDallasSan Antonio Student Network10. 1. 5. 0/2410. 1. 15. 0/2410. 1. 25. 0/2410. 1. 35. 0/2410. 1. 45. 0/24 Admin Network10. 1. 10. 0/2510. 1. 20. 0/2510. 1. 30. 0/2510. 1. 40. 0/2510. 1. 50. 0/25 Student Range10. 1. 5. 2 – 10. 1. 5. 25410. 1. 5. 2 – 10. 1. 15. 25410. 1. 25. 2 – 10. 1. 25. 254 10. 1. 35. 2 – 10. 1. 35. 25410. 1. 45. 2 – 10. 1. 45. 254 Admin Range10. 1. 10. 2 – 10. 1. 10. 12610. 1. 20. 2 – 10. 1. 20. 12610. 1. 30. 2 – 10. 1. 30. 12610. 1. 40. 2 – 10. 1. 40. 12610. 1. 50. 2 – 10. 1. 50. 126 Student Gateway10. 1. 5. 110. 1. 15. 110. 1. 25. 110. 1. 35. 110. 1. 45. 1 Admin Gateway10. 1. 10. 110. 1. 20. 110. 1. 30. 110. 1. 40. 110. 1. 50. 1 Student Broadcast10. 1. 5. 25510. 1. 15. 25510. 1. 25. 25510. 1. 35. 25510. 1. 45. 255 Admin Broadcast10. 1. 10. 12710. 1. 20. 12710. 1. 30. 12710. 1. 40. 2710. 1. 50. 127 Project Details Security Security planning for the internal and external TTI network should be as follows. †¢A nominal amount of training with the staff will have to be done with regards to physica l and logical security. †¢Logical security should be setup using the firewall for external use and ACL’s, managed switches, and password security for internal security. †¢Using monitoring programs to the benefit of the school and to see where problems may rise. †¢Monitoring tools for service availability and bandwidth management. oNagios oMRTG oEmail NotificationActive Directory Structure TTI. EDU Training and Maintenance Plan Once the project has been completed, Infinet will begin the training of Network and System Administrator personnel at each TTI location. The training will be for the length of 5 days from 8 A. M to 12 P. M. and 1 P. M. to 5 P. M. for a total of 40 hours. Each site will be trained simultaneously from Infinet’s design team. TTI’s IT staff will be trained on the router and switch configurations, IP addressing schemes, all servers and their configurations, troubleshooting techniques, and client node configurations.TTI will also be provided with contact information regarding their WAN connections. Once training has been completed a support period will begin. This support period will last for 10 business days, Monday through Friday. During this period TTI will be responsible for â€Å"digging† into their network to find any bugs or potential problems. Upon the discovery of any problem TTI can contact Infinet’s customer support to work out a resolution. All warranty information on hardware will be held by Infinet until the expiration of the support period at which time TTI will be solely responsible.One item to keep in mind is that although we will discontinue responsibility after the support period, Infinet is always willing to listen to clients’ problems and give suggestions to help the client reach a solution. Risk Analysis The following table addresses particular events that may delay the completion of the project. RiskImpactProbabilityResponse Late arrival of connectivity equipmentLH Push all servers to a â€Å"plug-n-play† state to minimize schedule interference. Cable interferenceHMLocate the source of interference and terminate it or insulate the cabling.Damaged server or wrong server hardwareMMSend equipment back and obtain new equipment Late arrival of serversMMSend equipment back and obtain new equipment ISP problemsMMDepending on response time of ISP, possibly find a new ISP. VPN connectivity problemsMMDiagnose the source and implement solution. Natural disasterHLResolution depends on the effects of the disaster. Sudden increase in the pricing of resourcesMLConsult with TTI. Perhaps find an alternative solution in the case of drastic changes. Poor attendance during training phaseMLHold multiple sessions or commute to certain locations for additional training if necessary.Complications when migrating existing dataMLPerform any conversions or third party support. SQL connectivity problemsMLDiagnose the source and implement solution. Wrong equipment o r damaged equipmentLMSend equipment back and obtain new equipment Backup Strategy Hardware: The Houston campus will house the main backup server. The type of device will be either Dell PowerVault 110T LTO-2-L, a tape drive solution, or Iomega StorCenter Pro 200d, a device that uses random access rather than sequential. The choice of device will be up to TTI. Each campus except for headquarters will use Bytecc 40GB 3. 5†³ LANDisk NAS for data backups.This networked attached storage device utilizes a 100-BaseTX networking interface and a Western Digital 40GB hard drive. Each campus will have a UPS system. The device we have selected, APC Back-UPS RS 1500VA, has an internal alarm, hot swappable batteries, connects via USB or serial, a 110 minute blackout run time, and a $150,000 lifetime equipment protection plan. Strategy: The main campus’ backup device will run a routine scheduled backup nightly that will pull the data from each individual NAS drive. Along with this data, it will backup Active Directory and the Microsoft Exchange email databases.These are items that we have deemed required for backup and any remaining items are to be discussed and implemented into the daily backup schedule. The latest copy of the data will be taken home by the administrator each day so that there is always an off-site duplicate of the backup. Cost Analysis Infinet has worked hard to make an effective solution for TTI. One difference that you will find with our company is that we prefer to provide our clients with options. In our costs proposal we have given TTI options such as the client workstations, backup solutions, and WAN connections.Each option has been analyzed and determined to fit TTI’s needs within the RFP we received. Infinet bids a range of $1,769,487. 96 to $2,425,751. 26 to give TTI the option to weigh their cost versus their needs. Infinet cannot determine what will be the best solution for TTI as it is TTI itself that knows what is best. If TT I has any suggestions regarding hardware, software, or WAN connections Infinet will be readily available to share ideas and work firmly to meet TTI’s demands as a customer. For exact details on the costs breakdown please refer to Appendix A and for hardware descriptions please see Appendix B.Appendix Appendix A: Cost Analysis Breakdown†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦23 Appendix B: Hardware†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦27 Appendix A – Cost Analysis Recommended Cost Sheet Hardware:Quantity:Unit Cost:Total Cost: Dimension 9150 Desktop1250$1,411. 30$1,764,125. 00 Cisco 7204 VXR1$3,958. 90$3,958. 90 PA-MC-8T1 (WIC)1$2,198. 90$2,198. 90 Cisco 2600 XM4$3,376. 99$13,507. 96 Dell PowerEdge 285011$3,291. 20$36,203. 20 Cisco Secure PIX 515E1$2,823. 70$2,823. 70 Cisco Cat alyst 2948G Switch40$4,677. 19$187,087. 56 NAS Network Attached Storage4$153. 99$615. 96 APC APWBR15005$383. 90$1,919. 50 23†³ Equipment Racks 5$143. 0$715. 00 REVStorCenter Pro 200d Series (HQ Backup Server)1$1,978. 90$1,978. 90 Total: $2,015,134. 57 Software:Quantity:Unit Cost:Total Cost: Server 2003 Enterprise CALS (25)2$571. 95$1,143. 89 Microsoft Office Pro 2003 (Open License)1$492. 80$492. 80 Total: $1,636. 69 WAN:Total Months:Monthly Cost:Total 5 Year Cost: 5 Year on T1 (Per Site)60$852. 50$51,150. 00 5 Year on T1 (Per Site)60$852. 50$51,150. 00 5 Year on T1 (Per Site)60$852. 50$51,150. 00 5 Year on T1 (Per Site)60$852. 50$51,150. 00 5 Year on T3 (Headquarters)60$825. 00$49,500. 00 Total Internet Cost: $254,100. 00Labor and Training:Hours:Rate:Total Cost: Team Member (5 Employees)1600$27. 50$44,000. 00 Hardware Technicians (24 Employees)3840$16. 50$63,360. 00 Software Technicians (24 Employees)2880$16. 50$47,520. 00 Total: $154,880. 00 Total Project Cost: $2,425,751. 26 Low Cost Sheet Hardware:Quantity:Unit Cost:Total Cost: Dimension 9150 Desktops1250$910. 80$1,138,500. 00 Cisco 7204 VXR1$3,958. 90$3,958. 90 PA-MC-8T1 (WIC)1$2,198. 90$2,198. 90 Dell PowerEdge 285011$3,291. 20$36,203. 20 Cisco Secure PIX 515E FireWall1$2,823. 70$2,823. 70 Cisco Catalyst 2948G Switch40$4,677. 19$187,087. 56 Cisco 2600XM4$3,376. 9$13,507. 96 NAS Network Attached Storage4$153. 99$615. 96 APC APWBR15005$383. 90$1,919. 50 23†³ Equipment Rack5$143. 00$715. 00 PowerVault 110T LTO-2-L(HQ Back-up Server)1$1,538. 90$1,538. 90 Total: $1,389,069. 57 Software:Quantity:Unit Cost:Total Cost: Server 2003 Enterprise CALS (25)2$571. 95$1,143. 89 Microsoft Office Pro 2003 (Open License)1$492. 80$492. 80 Total: $1,636. 69 WAN:Total Months:Monthly Cost:Total 5 Year Cost: 5 Year T160$852. 50$51,150. 00 5 Year T160$852. 50$51,150. 00 5 Year T160$852. 50$51,150. 00 ISDN60$852. 50$51,150. 00 Frame Relay (5PDC 5 Year)60$307. 40$18,443. 70Frame Relay Installation (Per Site)1$858. 00$858. 00 Total Internet Cost: $223,901. 70 Labor and Training:Hours:Hourly Rate:Total Cost: Team Member (5 Employees)1600$27. 50$44,000. 00 Hardware Technicians (24 Employees)3840$16. 50$63,360. 00 Software Technicians (24 Employees)2880$16. 50$47,520. 00 Total: $154,880. 00 Total Project Cost: $1,769,487. 96 Cost Options Breakdown Hardware OptionsPrice Selected Price ?Dimension 9150 Desktop (Upgraded)$1,764,125. 00 —–>+ oror ?Dimension 9150 Desktops$1,138,500. 00 —–>+ ?REVStorCenter Pro 200d Series (HQ Backup Server)$1,978. 90 —–>+ oror PowerVault 110T LTO-2-L (HQ Back-up Server)$1,538. 90 —–>+ Total: Internet OptionsPrice Selected Price ?Houston West T1 Connection$51,150. 00 —–>+ oror ?Houston West Frame Relay including Installation$19,301. 70 —–>+ ?Houston Headquarters T1 Connection$51,150. 00 —–>+ oror ?Houston Headquarters ISDN Connection$51,150. 00 —–>+ Total: Set Costs T otal Price Non-Optional Hardware—–>$249,030. 67 Other Campus' Internet Connections—–>$153,450. 00 Software—–>$1,636. 69 Labor—–>$154,880. 00 Set Costs Subtotal:$558,997. 36 Total Project Cost: Appendix B – Hardware Cisco PIX ® 515EThe Cisco PIX ® 515E Firewall is an enhanced version of the widely popular Cisco PIX 515 platform, providing industry-leading firewall and IP Security (IPSec) virtual private networking (VPN) services. Designed for small and medium businesses, as well as enterprise remote offices, the Cisco PIX 515E features increased processing power and integrated, hardware-based IPSec acceleration (certain models) delivering even more robust performance for high throughput security requirements. Performance Summary Cleartext throughput 188 Mbps 168-bit 3DES IPsec VPN throughput 63 Mbps Simultaneous VPN tunnels 2,000 Dimensions and Weight Height 1. 2 in. (4. 37 cm), 1 RU Width 16. 82 in. (42. 72 cm), Stan dard 19-in. rack mountable Depth 11. 8 in. (29. 97 cm) Weight (one power supply) ~ 11 lbs (4. 11 kg) Expansion PCI BUS Two 32-bit/33-MHz PCI Random Access Memory Two 168-pin DIMM slots (64 MB maximum supported by Cisco PIX OS) Dimension 9150 Processor: Pentium ® D Processor 940 with Dual Core Technology (3. 20GHz, 800FSB) Operating System: Genuine Windows ® XP Home Edition Memory: 2GB Dual Channel DDR2 SDRAM at 533MHz- 2DIMMs Hard Drives: 320GB Serial ATA 3Gb/s Hard Drive (7200RPM) w/ 16MB cache Optical Drive: Single Drive: 16x DVD+/-RW with double layer write capability Monitors:Free Upgrade from E196 Analog Flat Panel to 1907FP Digital Flat Panel Video Cards: 128MB PCI Expressâ„ ¢ x16 (DVI/VGA/TV-out) ATI Radeon X300 SE HyperMemory Keyboard: Dell USB Keyboard Mouse: Dell ® 2-button USB mouse Dimension 9150 Processor: Pentium ® D Processor 805 w/Dual Core Technology (2. 660GHz,533FSB) Operating System: Genuine Windows ® XP Pro Memory: 512MB Dual Channel DDR2 SDRAM at 5 33MHz – 2DIMMs Hard Drives: FREE UPGRADE! 250GB Serial ATA Hard Drive (7200RPM) Optical Drive: Single Drive: 48x CD-RW / DVD-ROM Combo Drive Monitors: Free Upgrade from E196 Analog Flat Panel to 1907FP Digital Flat Panel Video Cards: 28MB PCI Expressâ„ ¢ x16 (DVI/VGA/TV-out) ATI Radeon X300 SE HyperMemory Dell Service ; Support Plans: 1 Year On-site Economy Plan Adobe Software: Adobe ® Acrobat ® Reader 6. 0 CISCO 7200 VXR SERIES ROUTER †¢ WAN edge-Award-winning quality-of-service (QoS) feature performance †¢ Broadband aggregation-Up to 16,000 Point-to-Point Protocol (PPP) sessions per chassis †¢ Multiprotocol Label Switching provider edge (MPLS PE)-Number one choice for provider edge deployment today †¢ Voice/video/data integration-Time-division multiplexer (TDM)-enabled VXR chassis and voice port adapters †¢ IP-to-IP Gateway Support-Direct IP-interconnections IP Security virtual private networking (IPSec VPN)-Scalable to 5,000 tunnels per chas sis †¢ High-End Customer Premises Equipment (CPE)-For managed WAN services saving equipment, transport and administrative cost The Cisco 7200 VXR addresses these solution requirements by integrating functions previously performed by separate devices into a single platform. Through this integration, the Cisco 7200 VXR provides a single, cost-effective platform that supports: †¢ High-density LAN and WAN interfaces Broadband subscriber services aggregation, including PPP, RFC 1483 termination, and Layer 2 Tunneling Protocol (L2TP) tunneling †¢ Digital T1/E1 TDM trunk termination for voice, video, and data †¢ High-density multichannel T3/E3 and T1/E1 with integrated channel service unit/data service unit (CSU/DSU) †¢ ATM, Packet over SONET (POS), and Dynamic Packet Transport (DPT) connectivity †¢ ATM IMA (Inverse Multiplexing over ATM) for voice, video, and data †¢ Direct IBM mainframe channel connectivity †¢ Light-density Layer 2 Ethernet switchi ng PowerEdge 2850:Processor: Intel ® Xeonâ„ ¢ Processor at 2. 8GHz/2MB Cache, 800MHz FSB Additional Processor: Single Processor only Memory: 1GB DDR2 400MHz (2X512MB), Single Ranked DIMMs Chassis Configuration: No Rails Included Operating System: Windows Server ® 2003 R2, Standard Edition, Includes 5 CALs Hard Drive Configuration: Drives attached to embedded SCSI controller, No RAID Riser Card: Riser with PCI-X Support and Embedded Raid (ROMB) Support Hard Drive Backplane: 1Ãâ€"6 Hard Drive Backplane,PE2850 Bezel: Active ID Bezel Option Primary Hard Drive: 73GB 10K RPM Ultra 320 SCSI Hard DriveNetwork Adapter: Dual On-Board NICs CD/DVD Drive: 24X IDE CD-ROM Power Supply: Non-Redundant Power Supply Tape Backup Software: CommVault 1-Touch Recovery Client License Key Documentation: Electronic Documentation and OpenManage CD Kit Hardware Support Services: 3Yr BASIC NBD: L1 Hardware Queue, Next Business Day Onsite, M-F 8am-6pm Catalyst 2948G The Catalyst 2948G is a dedicated Ethe rnet switch featuring high-performance Layer 2 switching for the wiring closet, with low cost per port and advanced and proven software capable of supporting a wide variety of switching features.

Elwyn Company Essay

In the Elwyn Company, the relationship between output (Q) and the number of hours of skilled labor (S) and unskilled labor (U) is Q 300S 200U – 0.2S2 – 0.3U2 The hourly wage of skilled labor is 10, and the hourly wage of unskilled labor is 5. The firm can hire as much labor as it wants at these wage rates. Elwyns chief engineer recommends that the firm hire 400 hours of skilled labor and 100 hours of unskilled labor. Evaluate this recommendation. If the Elwyn Company decides to spend a total of 5,000 on skilled and unskilled labor, how many hours of each type of labor should it hire If the price of a unit of output is 10 (and does not vary with output), how many hours of unskilled labor should the company hire (Chapter 5 problem 1. see answer on webct assignment 2) The Smith Company made and sold 10,000 metal tables last year. When output was between 5,000 and 10,000 tables, its average variable cost was 24. In this output range, each table contributed 60 percent of its revenue to fixed costs and profits. What was the price per table If the Smith Company increases its price by 10 percent, how many tables will it have to sell next year to obtain the same profit as last year If the Smith Company increases its price by 10 percent, and if its average variable cost increases by 8 percent as a result of wage increases, how many tables will it have to sell next year to obtain the same profit as last year Chapter 6 problem 12. see answer on webct assignment 2) Raleigh Company is a monopolist, producing and selling the product with the demand curve P 30 – 6Q where P is price (in thousands of dollars) and Q is the firms output (in thousands of units). The firms total cost function is TC 14 3Q 3Q2 where TC is total cost (in millions of dollars) What is the firms marginal revenue (MR) and marginal cost (MC) At what level of output does the firm maximize its profit What is the profit maximizing price (P) of the firm Is the price higher than marginal cost (MC) What is the profit of the firm (Chapter 8 problem page 267) 4. James Pizzo is president of a firm that is the price leader in the industry that is, it sets the price and the other firms sell all they wa nt at that price. In other words, the other firms act as perfect competitors. The demand curve for the industrys product is P 300 – Q, where P is the price of the product, and Q is the total quantity demanded. The total amount supplied by the other firms is equal to Qr, where Qr 49P.

The War Of The British Rule From India - 1326 Words

However, Indians were exploited and apparently suffered due to other several cruel actions of/ taken by British. Their land, house and riches were taken away in some or the other way. Majority of people population loosed their hopes, some were still in hope of getting rid of the British and some were determined to remove British rule from India but there was no such string that could reunite people. people participated in many revolution but were not that much confident. They struggled a lot. Earlier kings and other aristocrats but common people came into confidence and were pumped up by lit. They were not able to express their miseries anyhow. However, people started expressing their desires and conditions through poems. This gave an idea to poets(also revolutionaries) to write poems and songs which had that much sense of patriotism that it moved people to do something for their motherland and for their freedom /the intensity of patriotism to that extend that after listening or r eading them, people should get moved to do something for their motherland/ to write poems and songs in which/where patriotism was at that magnitude from where it moved people to something good, to sacrifice their riches for their motherland and for their freedom. However, many poets wrote on whatever they saw but whatever they wrote, was such so charismatic that it immediately lit the fire in the souls of people. 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