When you go from an android with a stock interface its much more annoying. With some samsung applications it wants to override the stock android ones like the gallery etc. The bloat isnt really a memory hog, it just gets in the way of what is pretty much a better UI in stock android.
Talk with 10 business management gurus and you'll get 12 different answers of what TQM is.
I legitimately like 5.0 and think it is Google's first serious attempt to curb discrepancies between devices and limit fragmentation (to a degree). That said, LG, HTC, Samsung all include skins and ROMs that noticeably slow down the user experience. That's why when people think of laggy phones, they think of Android. That's why iPhone devices, with inferior internal specs, commonly best more powerful phones in benchmarks.
Making sweeping generalizations about Walt Disney World or even the Parks and Resorts segment based on The Walt Disney Company's financial metrics is misguided at best, dishonest at worst. The biggest chunk of TWDC revenue has nothing to do with "guests" whatsoever, it has to do with ad sales and cable subscribers. I'm not going to go into every single year because I don't have the time or the energy but domestic theme park revenue was up 10%, 10%, and 11% over the last three fiscal years. Compare that to Eisner, who was all over the map: (8)% decline from 2001 to 2002, (1)% decline from 2002 to 2003 and 21% growth from 2003 to 2004 (these reports did not differentiate between domestic and international revenue).Under CEO Michael Eisner, corporate Disney's revenue grew 15.1% annually while net income grew 16.8% annually. Under Eisner, Disney focused on improving profitability through increased sales. Give the 'Guest' more of what they want, and they'll buy more.
Since Iger became CEO, corporate Disney's revenue has grown by only 4.8% annually while net income has grown by 12.8% annually. Under Iger, the focus has been on getting the 'Guest' to pay more while offering less.
Don't cherry pick stats. The last few years include a post tragedy bounce back for Tokyo, 2 new cruise ships, and a Hawaiian resort.
I see that you joined the forum 2 days ago. Welcome to WDWMagic.com.
Wasn't Paris the one with problems?
Perhaps no single event had a bigger adverse impact on Disney's domestic P&R revenue than 9/11. Excluding the post-9/11 years when the tourism industry suffered immensely, domestic P&R revenue had a compound annual growth rate of 11.5% under Eisner.
Of course, how could I forget? Guess my mind just immediately jumped to Paris.
Absolutely agree that consultants will mold and meld different philosophies into a jumbled hybrid that suits their niche.Talk with 10 business management gurus and you'll get 12 different answers of what TQM is.
To me, Total Quality Management (TQM) is about using continuous quality improvement to increase customer satisfaction. The idea being that a superior product or service leads to a happier customer and stronger sales. TQM is focused on growing the top line (i.e. revenue).
Lean is about providing the customer with the same level of product or service while reducing the cost of that product or service through the elimination of 'waste', specifically anything that the customer is unwilling to pay extra for. Lean is focused on improving the bottom line (i.e. net income).
Under CEO Michael Eisner, corporate Disney's revenue grew 15.1% annually while net income grew 16.8% annually. Under Eisner, Disney focused on improving profitability through increased sales. Give the 'Guest' more of what they want, and they'll buy more.
Since Iger became CEO, corporate Disney's revenue has grown by only 4.8% annually while net income has grown by 12.8% annually. Under Iger, the focus has been on getting the 'Guest' to pay more while offering less.
Today's Disney most assuredly is focused on the bottom line.
It's the antithesis of the once fabled 'Disney Difference'.
Never mind
