Douglas SBD Dauntless Divebomber in World War II

The Douglas SBD Dauntless was the mainstay of the US Navys dive bomber fleet for much of World War II (1939-1945). Produced between 1940 and 1944, the aircraft was adored by its flight crews which praised its ruggedness, dive performance, maneuverability, and heavy armament. Flown from both carriers and land bases, the Slow but Deadly Dauntless played key roles at the decisive Battle of Midway and during the campaign to capture Guadalcanal. Also an excellent scout aircraft, the Dauntless remained in frontline use until 1944 when most US Navy squadrons began transitioning to the more powerful, but less popular Curtiss SB2C Helldiver.      Design Development: Following the US Navys introduction of the Northrop BT-1 dive bomber in 1938, designers at Douglas began working on an improved version of the aircraft. Using the BT-1 as a template, the Douglas team, led by designer Ed Heinemann, produced a prototype which was dubbed the XBT-2. Centered on the 1,000 hp Wright Cyclone engine, the new aircraft featured a 2,250 lb. bomb load and a speed of 255 mph. Two forward firing .30 cal. machine guns and one rear-facing .30 cal. were provided for defense.   Featuring all metal construction (except for fabric covered control surfaces), the XBT-2 utilized a low-wing cantilever configuration and included  hydraulically actuated, perforated split dive-brakes. Another change from the BT-1 saw the landing gear shift from retracting backwards to closing laterally into recessed wheel wells in the wing. Re-designated the SBD (Scout Bomber Douglas) following Douglas purchase of Northrop, the Dauntless was selected by the US Navy and Marine Corps to replace their existing dive bomber fleets. Production and Variants: In April 1939, the first orders were placed with the USMC opting for the SBD-1 and the Navy selecting the SBD-2. While similar, the SBD-2 possessed a greater fuel capacity and a slightly different armament. The first generation of Dauntlesses reached operational units in late 1940 and early 1941. As the sea services were transitioning to the SBD, the US Army placed an order for the aircraft in 1941, designating it the A-24 Banshee. In March 1941, the Navy took possession of the improved SBD-3 which featured self-sealing fuel tanks, enhanced armor protection, and an expanded array of weapons including an upgrade to two forward-firing .50 cal. machine guns in the cowling and twin .30 cal. machine guns on a flexible mount for the rear gunner. The SBD-3 also saw a switch to the more powerful Wright R-1820-52 engine. Subsequent variants included the SBD-4, with an enhanced 24-volt electrical system, and the definitive SBD-5. The most produced of all SBD types, the SBD-5 was powered by a 1,200 hp R-1820-60 engine and had a larger ammunition capacity than its predecessors. Over 2,900 SBD-5s were built, mostly at Douglas Tulsa, OK plant. A SBD-6 was designed, but it was not produced in large numbers (450 total) as Dauntless production was ended in 1944, in favor of the new Curtiss SB2C Helldiver. A total of 5,936 SBDs were built during its production run. Specifications (SBD-5) General Length: 33 ft. 1 in.Wingspan: 41 ft. 6 in.Height: 13 ft. 7 in.Wing Area: 325 sq. ft.Empty Weight: 6,404 lbs.Loaded Weight: 10,676 lbs.Crew: 2 Performance Power Plant: 1 Ãâ€" Wright R-1820-60 radial engine, 1,200 hpRange: 773 milesMax Speed: 255 mphCeiling: 25,530 ft. Armament Guns: 2 x .50 cal. machine guns (mounted in cowling), 1 x (later 2 x) flexible-mounted .30 cal. machine gun(s) in rearBombs/Rockets: 2,250 lbs. of bombs Operational History The backbone of the US Navys dive bomber fleet at the outbreak of World War II, the SBD Dauntless saw immediate action around the Pacific. Flying from American carriers, SBDs aided in sinking the Japanese carrier Shoho at the Battle of the Coral Sea (May 4-8, 1942). A month later, the Dauntless proved vital in turning the tide of the war at the Battle of Midway (June 4-7, 1942). Launching from the carriers USS Yorktown (CV-5), USS Enterprise (CV-6), and USS Hornet (CV-8), SBDs successfully attacked and sank four Japanese carriers. The aircraft next saw service during the battles for Guadalcanal. Flying from carriers and Guadalcanals Henderson Field, SBDs provided support for the Marines on the island as well as flew strike missions against the Imperial Japanese Navy.  Though slow by the standards of the day, the SBD proved a rugged aircraft and was beloved by its pilots. Due to its relatively heavy armament for a dive bomber (2 forward .50 cal. machine guns, 1-2 flex-mounted, rear-facing .30 cal. machine guns) the SBD proved surprisingly effective in dealing with Japanese fighters such as the A6M Zero. Some authors have even argued that the SBD finished the conflict with a plus score against enemy aircraft. The Dauntless last major action came in June 1944, at the Battle of Philippine Sea (June 19-20, 1944). Following the battle, most SBD squadrons were transitioned to the new SB2C Helldiver, though several US Marine Corps units continued to fly the Dauntless for the remainder of the war. Many SBD flight crews made the transition to the new SB2C Helldiver with great reluctance. Though bigger and faster than the SBD, the Helldiver was plagued by production and electrical problems that made it unpopular with its crews. Many reflected that they wanted to continue flying the Slow but Deadly Dauntless rather than the new Son of a Bitch 2nd Class Helldiver. The SBD was fully retired at the end of the war. A-24 Banshee in Army Service While the aircraft proved highly effective for the US Navy, it was less so for the US Army Air Forces. Though it saw combat over Bali, Java, and New Guinea during the early days of the war, it was not well received and squadrons suffered heavy casualties. Relegated to non-combat missions, the aircraft did not see action again until an improved version, the A-24B, entered service later in the war. The USAAFs complaints about the aircraft tended to cite its short range (by their standards) and slow speed.

William Shakespeare s Queen Elizabeth - 1598 Words

Outline Shakespeare, Queen Elizabeth, Christianity, tea, all those things are closely related to Scotland and England. However, like all the other things in the world, England and Scotland are not perfect nor ideal. They also have their own dark and bloody history, and one of the most important part of that history is the origin of witch-hunt, or in other words, the execution of witches. Witchcraft was treated as the craft of wise at the very beginning. However, as the following behind witchcraft grew stronger, the conflict between the Christian religious and witchcraft finally lead to the bloody witch-hunt; but witch-hunt is not as simple as a conflict between two beliefs, in fact, the cause behind witch-hunt is the characteristic inside us. Witch-hunt represents not only the fear of witchcraft itself, but also the fear of the unknown and the unstability. Paragraph one: Most people lived in medieval Europe blamed death, accident and other unfortunate things on the witchcraft. 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International Marketing Made Group

Question: Discuss about theInternational Marketingfor Made Group. Answer: Company and Product Analysis: Made Group is vertically integrated and independent Australian beverage company. It was founded in 2005 by former Brighton Grammar mates Matthew Dennis, Luke Marget, and Brad Wilson. Made groups head office is located in Melbourne, Australia (Made, 2016). Moreover, its product range includes sports drinks, iced teas, juice smoothies milk, flavoured water juices, and flavoured milk beverages. The objective of company is to make innovative products that are good for health. Another objective of Made group is to reduce its negative impact on environment in order to achieve sustainable competitive advantage. Its aim is to achieve highest quality and safety standards in its operations and the products it provides to its end consumers. Instead of focusing on the broad category of consumers, the company believes in blue ocean strategy. It identifies niche categories for food and beverages that are not available in market and develops it into mainstream business category (Mitchell, 2016). An example of it can be seen in the recent products launched by the company like fruit flavoured range of coconut water. Further, it tries to achieve its corporate objectives by creating unique processes and techniques in developing beverages that allow it to charge premium pricing for its products. These strategies used by MADE allow it gain market share by creating and addressing the needs of niche market segments. MADE Group has made various improvements and achievements in the last three years. The investment of more than $20 million is made by company towards ultra-clean processing technology that is effective in extending the shelf life of milk and cold pressed juices from around 30 days to 100 days. This helps company to gain large market share that in turn leads to increase in its competitiveness in the market place. In addition to this, the revenues of MADE have grown 50% a year for the past three years to $65 million. Along with, MADE has generate a retail sales of $120 million with the help of its four brands including Cocobella, Rokeby farms, Nutrient water and Impressed. Moreover, it is considered as one of the biggest strength of company that is has on-site storage and logistics located at point of manufacturing that helps to reduce freight cost of company (Made, 2016). The product of Made group that is considered is fresh long life milk. It contains extended fresh shelf life capability which is unique among companys competitors. In addition to this, it also contains effective nutritional benefits; taste and great mouth-feel which makes it stand out better than its competitors. It also helps to meet out the needs of customers successfully. However, through diverging from its niche market category, the company is trying to consider broader market segment. It is because long life milk can be preferred and used by each and every consumer from childrens to young adults, working womens and old age group persons. MADE Group is engaged in international marketing and it is operating in Singapore, Hong Kong and Taiwan. In addition to this, the entry strategy of MADE includes making of effective partnership with export partners and international retailers and distributors. The countries include Malaysia, Hong Kong, China, Singapore, Indonesia, Taiwan, Middle East and Philippines (Herald Sun, 2016). For the expansion of business into overseas, there is requirement of adequate funds, effective and experienced human resources, tools and equipments. Successful global expansion can effectively help company to extend sales potential of existing products. This will effectively help company to gain global market share. Analysis of Japan Country: Macro Environment: Macro environment is a circumstance that exists in an economy with uncontrolled and external factors (Laasch and Conaway, 2014). The factors included in macro environment are discussed as below: Political factors: The political factors include different areas such as labour law, environmental law, tax policy, tariffs, trade restriction, political stability, safety, and corruption that affect an economy. In this country, the political environment is stable which provides support to its economy (GAN, 2016). Moreover, the political environment of Japan is least corrupted in the world. The organizations in the country face very low risk of the corruption and feel safety by stable environment in the country. Foreign relations/trade: Japan is greatly influenced by trade, investment, and international economic issues (Patrick, 2010). In Japan mostly goods are not required any importing license or trade barriers to trade in the country. But the government prohibits importing some items such as firearms, narcotics, pornography, explosives, and products that are volatile to intellectual property laws. For the regional economic treaties Japan follows free trade agreement. Social and cultural environment: The people of Japan historically controlled by the nature and formed in groups with minimum functioning of social units. In Japan, different religious people live but particularly everyone speak Japanese language. The lifestyle and culture of the Japanese people is very high because the economy of the country is stable and developed. Economic factors: The economy of Japan is much strong and stable because the export of this country is strongly depended. The GDP value of Japan in world economy is 7.42 percent. The GDP per capita of this country is very high which presents that the purchasing power of this countrys people is also high with great prosperity. Japan is highly industrialized and developed country therefore the agricultural environment is suitable for the farming of the pack milk products. Technological factors: Japan is probably known as advance technological country. It is an important factor that affects to the Japans economy. The technology plays an important role in development of its infrastructure and industrialization. The development and manufacturing level of the country is very which is affected by the technology. Mainly the technology of this country belongs to the implementations of telecom and electrical equipments. Similarities and differences between the companys origin country (Australia) and Japan: In terms of macro environmental factors both countrys GDP is based upon service sector and are same in composition by industry sector but the agricultural sector of Australia is 3% in GDP and 1.4% of Japan. So, the macro environment of Australia has more opportunities in compare of Japan. Micro Environment: Micro environment refers to those factors that have impact on a business activities and objectives. In business corporate strategy it is essential to analyze micro environment of the country. Traditionally, the dairy products are not a large part of Japanese diet, but in recent years the market of these products has increased and gain popularity in the country. The market size of Japan is EUR 1252 million which is increased 41.6 percent in 2015. There are clear and distinct segments within the market of milk products. In relation of product life cycle, the market of beverage industry in Japan at growth phase. Moreover, the sources of foreign supply are sipping and air freight in Japan. But the major forms of marketing channels in Japan for this product are road and rail transportation that are relatively used for the transportation. Additionally, there is high competition in beverage sector but the company is capable to compete in the market. Analysis of Thailand Country: Macro Environment: The economy of Thailand is upper class economy in the world. The competitive analysis of Thailand is conducted through its political, economic, social, technological, legal, and environmental conditions that are discussed as below: Political factors: Politically the country is instable and deals with a cycle of anti- government remonstrations. The political instability proves major threats to the company and other investments. But the large and expand market attracts to multinational companies, allows domestic producers to attain economic scale, encourages local investors, and permits to agglomerations that creates competitive advantages in the economy (lucintel, 2012). Foreign relation/Trade: The foreign relations of Thailand are remarkably adaptive that manage its foreign issues flexibly and relatively creative by interference of most important foreign powers. The country Thailand almost aligned with its dominant power in region due to its efforts of security, preserve national sovereignty, and increase trade. Social and cultural factors: The big part of Thailand culture is connected to Buddhism religion. The people of the country do not on system nut they are encouraged to think themselves. The society of the country follows tradition beliefs. Although, there are used many language but mostly the Thai family language is mostly spoken language in Thailand. Economic factors: The economic analysis presents that the manufacturing sector is an important contributor for the companys growth. The economy of Thailand depends on exports, which is 60 percent of GDP. It is the second largest economy in South Asia. The GDP per capita of Thailand is 5774 US dollar which is equivalent to 46 % worlds average (Trading Economics, 2016). Technological factors: Countrys technology and productivity is limited because Thailand is facing shortage of skilled workers. In tertiary education its ratio is only 45 percent which is low and needs to improve in order to skilled workforce. Therefore the level of developing technology and infrastructure of the country is low. Agricultural factors: Agricultural sector is an essential source in Thailand to reduce the poverty and contributes in economic growth (Singhapreecha, 2014). Therefore, the environment of Thailand is favorable for the company. Micro Environment: The political environment of Thailand is unstable but the beverage market is attractive and competitive. The milk cooperatives of Thailand are varying in size and growing continuously with more opportunities for beverage companies. The milk cooperative encourages to farmers by procuring milk from farmers. In relation of product life cycle the market of Thailand at growing phase that provides the opportunities to beverage companies (Valencia, 2013). The dairy industry in the country is highly competitive as other Asian countries. Mostly, the dairy farms are small in size which is supported by dairy cooperatives. In other words small dairy farms are competitors in Thailand. In these competitors, the position of the company low but the future of the company in Thailand is bright because the products of the company comparatively superior with better services. References: GAN (2016) Japan Corruption Report. [Online]. Available at: https://www.business-anti-corruption.com/country-profiles/japan (Accessed: 10 October 2016). Lucintel (2012) PESTLE Analysis of Thailand 2012. [Online]. Available at: https://www.lucintel.com/pestle_of_thailand_2012.aspx (Accessed: 10 October 2016). Trading Economics (2016) Thailand GDP per capita. [Online]. Available at: https://www.tradingeconomics.com/thailand/gdp-per-capita (Accessed: 10 October 2016). Singhapreecha, C. (2014) Economy and Agriculture in Thailand. [Online]. Available at: https://ap.fftc.agnet.org/ap_db.php?id=246print=1 (Accessed: 10 October 2016). Valencia, C. (2013) The power of cooperatives in the Thai dairy industry. [Online]. Available at: https://www.philstar.com/agriculture/2013/07/07/962397/power-cooperatives-thai-dairy-industry (Accessed: 10 October 2016). Patrick, H. (2010) Japans foreign economic relations. [Online]. Available at: https://www.eastasiaforum.org/2010/10/31/japans-foreign-economic-relations/ (Accessed: 10 October 2016). Laasch, O. and Conaway, R. (2014) Principles of Responsible Management: Global Sustainability, Responsibility, and Ethics. USA: Cengage Learning. Mitchell, S. (2016) Nutrient Water and Cocobella maker MADE to ship bottled milk to Asia, The Sydney Morning Herald. [Online]. Available at: https://www.smh.com.au/business/nutrient-water-and-cocobella-maker-made-to-ship-bottled-milk-to-asia-20160509-gopu72.html (Accessed: 10th October 2016). Made (2016) Made Impact. [Online]. Available at: https://madegroup.com/made-for-you/made-impact/ (Accessed: 10th October 2016). Herald Sun (2016) Melbourne beverage company made signs $2 million fresh milk export deals with Malaysia. [Online]. Available at: https://www.heraldsun.com.au/business/melbourne-beverage-company-made-signs-2-million-fresh-milk-export-deal-with-malaysia/news-story/ba63579949eba38d2cbb127926d9e5a5 (Accessed: 10th O Kim, W. and Mauborgne, R. (2013) Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competiti ctober 2016). on Irrelevant. US: Harvard Business Review Press. Made (2016) About Made. [Online] Available at: https://madegroup.com/about-made/ (Accessed: 10th October 2016).