History.

1937–1941: Wearne's Air Service.

There were operating services between Singapore, Kuala Lumpur and Penang. Wearne's Air Service was started by two Australian brothers, Theodore and Charles Wearne. The service commenced as a thrice weekly flight between Singapore and Penang. The first flight, using an 8-seater de Havilland DH.89A Dragon

1947–1960: Malayan Airways.

An initiative by the Alfred Holt's Liverpool-based Ocean Steamship Company, in partnership with the Straits Steamship Company and Imperial Airways, resulted in the incorporation of "Malayan Airways Limited" (MAL) in Singapore on 12 October 1937, but the first paying passengers could be welcomed on board only in 1947, some 10 years later. After the war, MAL was restructured to include just the partnership of Straits Steamship and Ocean Steamship. The airline's first flight was a charter flight from the British Straits Settlement of Singapore to Kuala Lumpur, on 2 April 1947, using an Airspeed

1960–1972: Rapid expansion, Malaysia-Singapore Airlines.

Over the next few years, the airline expanded rapidly, boosted by post-war air travel demand when flying became more than a privilege for the rich and famous. By April 1960, the airline was operating Douglas DC-3s, Super Constellations and Viscounts on new routes from Singapore to Hong Kong, and from Kuala Lumpur to Bangkok via Penang. Flights were also introduced from Singapore to cities on the island of Borneo, including Brunei, Jesselton (now Kota Kinabalu), Kuching, Sandakan and

1972–1997: Incorporation and international expansion.

The differing needs of the two shareholders, however, led to the break-up of the airline just 6 years later. The Singapore government preferred to develop the airline's international routes, while the Malaysian government had no choice but to develop the domestic network first before going regional and eventually international. MSA ceased operations in 1972, with its assets split between two new airlines; Malaysian Airline System (MAS), and Singapore Airlines. With the Singapore government determined to develop its airlines' international routes, it took the entire fleet of seven Boeing 707s and five Boeing 737s, which would allow it to continue servicing its regional and long-haul international routes. Since most of MSA's international routes were flown out of Singapore, the majority of international routes were in the hands of Singapore Airlines. In addition, MSA's headquarters, which was located in Singapore, became the headquarters of that airline.  The initials MSA were well regarded as an airline icon, and both carriers tried to use them.

1997–2005: Financial struggles.

Prior to the Asian Financial Crisis in 1997, the airline suffered losses of as much as RM 260 million after earning a record-breaking RM333 million profit in the financial year 1996/1997. The airline then introduced measures to bring its P&L back into the black. For the financial year 1999/2000, the airline cut its losses from RM700 million in the year 1998/1999 to RM259 million.  The airline plunged into further losses in the following year, however, amounting to RM417 million for

2006–2010: Recovery from unprofitability.

Under the leadership of Idris Jala, MAS launched its Business Turnaround Plan in 2006, developed using the Government-linked Company (GLC) Transformation Manual as a guide. Under the various initiatives, launched together with the Business Turnaround Plan, Malaysia Airlines switched from losses to profitability between 2006 and 2007. When the Business Turnaround Plan came to an end, the airline posted a record profit of RM853 million (US$265 million) in 2007, ending a series of losses since 2005. The result exceeded the target of RM300 Million by 184%.  Route rationalising was one of the major contributors to the airline's return to profitability. MAS pared its domestic routes from 114 to 23, and also cancelled virtually all unprofitable international routes.

2011–2014: Third unprofitability, 2014 aircraft losses.

MAS recorded a net loss of RM2.52 billion in 2011, which was the largest in its company history, due to rising fuel costs and mismanagement. A major restructuring saw the appointment of a new CEO, Ahmad Jauhari Yahya, in September 2011. One of the first initiatives to stop the losses was a rationalisation of the network. The company suspended services to Surabaya, Karachi, Dubai, Dammam and Johannesburg.  In February 2013, MAS reported a net profit of RM51.4mil for the fourth quarter. The airline's improved financial performance last year was mainly attributable to its route rationalisation programme, which saw an overall 8% reduction in ASK. This was matched by a

2015–present: Renationalisation, restructuring, and rebranding.

In May 2015, it was announced that the airline will be transferred to a newly founded "Malaysia Airlines Berhad" (MAB) by 1 September 2015, with rebranding of the airline also commencing that day. The new company will see a heavily reduced workforce and adjusted route network with focus on Asia according to its newly appointed CEO, Christoph Mueller. He also announced that Malaysia Airlines put some of its Airbus A380s up for sale.  Four months later, MAB announced that they will add four new Airbus A350-900 aircraft to their fleet by the end of 2017 till the middle of 2018. The aircraft will be leased from Air Lease Corporation. The airline also expects to add two more A350-900s as well as two Airbus A330-900neo aircraft in the upcoming future. MAB then announced that it is set to undergo a brand overhaul involving a new name, logo and livery for its aircraft, with the changes to be unveiled on a

Corporate affairs.

Head office.

Malaysia Airlines has its headquarters and registered office on the first floor of Administration Building, South Support Zone at Kuala Lumpur International Airport (KLIA), Sepang, in the Klang Valley region.  Previously the airline headquarters were on the third floor of the MAS Administrative Complex at Subang Airport, in Subang. Prior to the construction of the Kuala Lumpur MAS headquarters, the airline rented space in the UMBC headquarters. The airline

Subsidiaries.

The airline has diversified into related industries and sectors, including aircraft ground handling, aircraft leasing, aviation engineering, air catering, and tour operator operations. It has also restructured

Financial highlights.

Malaysia Airlines experienced a RM1.25 billion loss in 2005. In 2006, the Business Turnaround Plan was introduced to revive the airline. At the end of the airline's turnaround program, in financial year 2007, Malaysia Airlines gained

Branding.

From the late 1990s until 2007, Malaysia Airlines used the slogan "Going Beyond Expectations" to brand itself internationally. In 2008, the new branding strategy slogan became "More than just an airline code. MH is Malaysian Hospitality", to emphasise the hospitality of its cabin crew instead of the airline's network and cabin classes.  Since 2013, the airline has been using the slogan "Journeys are made by people you travel with". However, with the onset of Flight 370 and Flight 17, the airline has used a number of slogans including "#keepflying" and "#flyinghigh". A new slogan, "Malaysian Hospitality Begins With Us", was unveiled in 2018.

Corporate image.

Malaysia Airlines introduced the Sarong Kebaya design on 1 March 1986 for female flight attendants. It was designed by the School of Fashion at Mara Institute of Technology () and later known as Mara University of Technology (). The batik material depicts the "kelarai" motif, which is a bamboo weave pattern. It

Corporate logo.

The history of the airline started in 1937, when Malayan Airways Limited was registered as a company. Flying operations started in 1947, with the aircraft bearing the symbol of a winged tiger. A new logo was introduced with the formation of Malaysia-Singapore Airlines in 1966, featuring the initials of the airline's name, MSA.  In 1971, MSA split into two airlines, each with its own policies and objectives, leading to the birth of Malaysia's flag carrier, Malaysian Airline System (MAS). The name was chosen because, in abbreviated form, "MAS" (as in EMAS) in Malay means gold, to symbolise quality service. A corporate logo based on the wau bulan (moon kite) was eventually adopted in the following years.  A new corporate logo designed by Dato' Johan Ariff of Johan Design Associates was introduced on 15 October 1987, retaining the essence of the moon kite, now with a sheared swept-back look painted in red (top) and blue (bottom). Along with the new corporate logo, a new type style – MALAYSIA, was created. It is italicised to slant parallel with the logo to accentuate speed as well as direction.

Alliance.

In August 2011, Malaysia Airlines agreed to collaborate with AirAsia through a share swap. The share swap between Malaysia Airlines' major shareholder and that of AirAsia was later undone in May 2012

Destinations.

Before the introduction of the Business Turnaround Plan in 2006, Malaysia Airlines operated 118 domestic routes within Malaysia and 114 international routes across six continents. Under the Business Turnaround Plan, numerous routes were axed and frequencies reduced. Among these routes are Manchester, Vienna, Fukuoka, Chengdu, Nagoya, Xi'an, Cairo, Kolkata, Ahmedabad and Zürich. Malaysia Airlines became the first airline in Southeast Asia to fly to South Africa, following the demise of apartheid, and was the only airline in Southeast Asia that served South America via South Africa until 2012. Prior the MH17 and MH370's crashes, it had further suspended services to Cape Town, Rome, Dammam, Karachi, Surabaya, Johannesburg and Los Angeles. After the removal of the destinations such as Istanbul, Male, Amsterdam, Paris, Brisbane (resumed June 2018), Frankfurt, Kunming, Krabi and Kochi (resumed March 2019), London is the only one left for the European destination, particularly with the strong presence of the Airbus A350 and the Heathrow Terminal 4.  As of March 2017, Malaysia Airlines flies to 57 destinations across Southeast Asia, North and South Asia, the Middle East, Australia and Europe. Its primary hub is Kuala Lumpur International Airport. It has a particularly strong presence in the Southeast Asia region, which, together with its subsidiaries MASWings and Firefly, connects Kuala Lumpur to the most destinations in Borneo. Apart from that, the airline has a key role in the Kangaroo Route, on which the airline provides onward connecting flights from main European gateways to major Australian and New Zealand gateways via Kuala Lumpur, within 5 hours. Malaysia Airlines also owns its own charter flight division. Malaysia Airlines' charter flights have flown to destinations around the world, such as Guilin, which was previously one of Malaysia Airlines' scheduled destinations, and Christmas Island. Malaysia Airlines has also been the official airline for the Manchester United Asian Tour It also has a substantial Hajj operation.

Codeshare agreements.

Malaysia Airlines

Interline agreements.

Malaysia Airlines have Interline

Fleet.

As of June 2020, Malaysia Airlines has a total of 81 active aircraft in

Services.

The Golden Lounge is the airport lounge for Malaysia Airlines "Business Suite Class", "Business Class" passengers and "Enrich Platinum" and "Enrich Gold", eligible oneworld and code-share partner members. The Golden Lounges have open bars and food catering. There are Golden Lounges throughout the world, and qualified passengers have reciprocal privileges at lounges operated by selected partners. The lounge offers services such as business centres, food catering, slumber rooms and child-care centres.  Lounges are maintained at the following airports:  In April 2008, the airline launched its new Regional Golden Lounge at Kuala Lumpur International Airport for regional-bound front-end passengers. With this new lounge, Malaysia Airlines at Kuala Lumpur International Airport now has three lounges: the Satellite International Terminal Lounge, Domestic Lounge and Regional Lounge. Between May 2017 and February 2018, Malaysia Airlines conducted an extensive renovation that saw all three lounges at Kuala Lumpur International Airport progressively refurnished and remodelled. The renovation saw completion with the re-opening of the Satellite International Lounge in March 2018.

Cabin.

The airline received the "World's Best Cabin Crew" award by Skytrax in 2012, bringing home the international accolade eight times since 2001. All of Malaysia Airlines' aircraft have an economy and a business class section, whilst Business Suite class is only present on Airbus A380 and A350 aircraft.

Business Suite Class.

Business Suite Class (previously known as First Class) is offered only on the Airbus A350 and the Airbus A380. Malaysia Airlines offers the widest fully flat Business Suite

Business Class.

Business Class (previously known as Golden Club Class) is available on all of Malaysia Airlines' fleet. In 2011, Malaysia Airlines introduced the new Business Class seats on their brand new Airbus A330-300. Newer regional business class seats were also introduced on the Boeing 737-800 to be used on short-medium haul routes such as Kota Kinabalu, Taipei and Manila. Seats made by Recaro within the business class cabin of new Airbus A380-800 are configured in pairs (2-2-2) layout, fitted with in-seat power and USB port,

Economy Class.

Economy Class is available on all of Malaysia Airlines' fleet. Most of the fleet, including the Airbus A380, Airbus A350-900, Airbus A330-300 and Boeing 737-800 features a seat pitch of 30–32 inches and width of 17–18 inches. Some of the Boeing

'Baby ban' and 'child-free zone'.

Malaysia Airlines has attracted both criticism and praise for its controversial decision to prohibit children from travelling in certain classes or cabins of its aircraft.  Infants are not permitted in First Class on Malaysia Airlines' Airbus A380s due to the non-availability of baby bassinets in the cabin. Then-CEO Tengku Azmil Zahruddin explained the policy, saying the airline received complaints from First Class passengers that they "spend money on first class and can't sleep due to crying infants".  Malaysia Airlines subsequently claimed that an upgrade of the First Class cabin to fit new seats and an ottoman (which doubles as a

In-flight entertainment.

"Select" is the in-flight entertainment system of Malaysia Airlines. There

Sponsorships.

Malaysia Airlines signed a 3-year sponsorship deal with Premier League club Liverpool FC in October 2016, which gives them the

Frequent-flyer programs.

Malaysia Airlines' frequent flyer program is called Enrich by Malaysia Airlines. Enrich comprises airlines, banks, credit-card issuers, hotels and retailers around the world.

"Esteemed Traveller".

On 30 September 1987, the airline introduced the "Esteemed Traveller" frequent-flyer program. In the early 1990s, Malaysia Airlines, Cathay Pacific, Thai Airways

"Enrich" by Malaysia Airlines.

On 12 July 2006, Malaysia Airlines introduced its enhanced frequent-flyer program. The program is now known

Malaysia Airlines Berhad (MAB) (), formerly known as Malaysian Airline System (MAS) (), branded as Malaysia Airlines, is an airline operating flights from Kuala Lumpur International Airport and from secondary hubs in Kota Kinabalu and Kuching to destinations throughout Asia, Oceania and Europe. Malaysia Airlines is the flag carrier of Malaysia and a member of the oneworld airline alliance. The company headquarters are located at Kuala Lumpur International Airport. In August 2014, the Malaysian government's sovereign wealth fund Khazanah Nasional—which then owned 69.37% of the airline—announced its intention to purchase remaining ownership from minority shareholders and de-list the airline from Malaysia's stock exchange, thereby renationalising the airline.

Malaysia Airlines Behrad (MAB) (malajsky "Sistem Penerbangan Malaysia", česky "Malajské aerolinie") jsou národní leteckou společností Malajsie. Provozují lety z hlavní základny na letišti v Kuala Lumpuru a také z druhé základny v Kota Kinabalu. MAB jsou členem aliance OneWorld. Společnost provozuje lety do jihovýchodní Asie, jižní Asie, východní Asie, Evropy, Austrálie a Severní Ameriky.


Radiohead.

The members of Radiohead met while attending Abingdon School, an independent school for boys in Abingdon, Oxfordshire. Selway, along with guitarist Ed O'Brien, was in the year above singer Thom Yorke and bassist Colin Greenwood, and three years above multi-instrumentalist Jonny Greenwood, brother of Colin. In 1985, they formed On a Friday, the name referring to the band's usual rehearsal day in the school's music room.  Selway studied Literature, Life, and Thought (English and History) at Liverpool Polytechnic's C.F. Mott Campus near Prescot (now Liverpool John Moores University). Before that, he had studied mathematics, worked for various touring musicians, and worked as an English teacher. In the early 1990s, Selway left On a Friday to move to Ireland, but returned to the band when a relationship ended.  In 1991, On a Friday signed a six-album recording contract with EMI and changed their name to Radiohead. They found early success with their 1992 single "Creep". Their third album, "OK Computer" (1997), propelled them to international fame and is often acclaimed as one of the best albums of all time. By 2011, Radiohead had sold more than 30 million albums worldwide. They were inducted into the Rock and Roll Hall of Fame in March 2019.

Musicianship.

His timing and varied drumming help to give the band its sound. Whereas his technique on earlier albums such as "Pablo Honey" and "The Bends" corresponded to the classic rock feel of the band's original style, the more experimental and atmospheric feel of their more recent work has been complemented by Selway's transition to a more solid, repetitive technique, often featuring a motorik sound.  Apart from his regular band duties, Selway also occasionally sings backing vocals during live performances, especially notable on "There There", "2+2=5", "I Will", and "Go to Sleep". Since the album "Kid A", he has also contributed drum machine programming.  Since 2011, Selway has performed at Radiohead shows with a second drummer, Clive Deamer. Selway said: "That was fascinating. One played in the traditional way, the other almost mimicked a drum machine. It was push-and-pull, like kids at play, really interesting."

Work outside Radiohead.

Selway has been associated with emotional support group Samaritans as a listening volunteer since 1991. He performed with the band Dive Dive in March 2005 and appeared in the movie "Harry Potter and the Goblet of Fire" as a member of the band "The Weird Sisters" along with Radiohead bandmate Jonny Greenwood and Pulp frontman Jarvis Cocker.  Selway has also toured and recorded with Neil Finn as part of the 7 Worlds Collide project. He drummed on their eponymous 2001 live album and provides drums, guitar and occasional lead vocals on their 2009 studio album, "The Sun Came Out", where he also penned two tracks.  He appears on two tracks – "Rest on the Rock" and "Out of Light" – on the album "Before the Ruin" by Roddy Woomble, Kris Drever, and John McCusker.  In 2009 Selway was featured as a guitarist on Martin Simpson's studio album "True Stories".  Selway released his debut solo album, "Familial", on 30 August 2010. The album features Selway on guitar and vocals, along with Wilco members Glenn Kotche and Pat Sansone as well as fellow 7 Worlds Collide artists, Lisa Germano and Sebastian Steinberg. He announced a solo tour on 4 February 2011. Selway's second solo album, "Weatherhouse", was released on 6 October 2014.  In 2017, Selway composed the score for the feature film "Let Me Go", directed by Polly Steele. He later contributed sped-up drums to the song "Impossible Knots" from Thom Yorke's third solo album, "Anima".

Personal life.

Selway was born in Abingdon, Berkshire (now Oxfordshire, England). He and his wife Cait have three children: Leo, Jamie, and Patrick (to whom "Kid A", "Amnesiac", and "Hail to the Thief" were dedicated, respectively).  His mother Thea died during a Radiohead tour in May 2006. The band cancelled one of their dates in Amsterdam so that Selway could carry out his family duties. The band later returned to Amsterdam in August to play the missed show. The discbox, LP, and CD release of "In Rainbows" mentions a dedication to Thea Selway.

Philip James Selway (born 23 May 1967) is an English musician, singer, and songwriter best known as the drummer of English rock group Radiohead. In addition to drums, he provides backing vocals, synthesizers, along with occasional guitar and lead vocals, for 7 Worlds Collide. Selway is well known for his precision and proficiency in various styles and unusual time signatures, being named the 26th greatest drummer of all time by Gigwise in 2008. He has worked with Samaritans since 1991.

Phil Selway (* 23. května 1967) je anglický bubeník a zpěvák. Od roku 1985 působí ve skupině Radiohead, se kterou do roku 2011 vydal osm studiových alb. V roce 2010 vydal své první sólové album nazvané "Familial"; o rok později vyšlo EP "Running Blind". Server Gigwise jej v roce 2008 uvedl jako 26. nejlepšího bubeníka všech dob.


Early life.

Suzy was born in Figueira da Foz. From very early on she has shown great pleasure in singing, appearing for the first time on stage at only 5 years of age, at the Cineteatro Caras Direitas in Buarcos, a small village in the centre of Portugal. During her childhood, she moved to Lisbon, having joined the group Onda Choc, a kids’ band of huge success in the 90s, which allowed her to perform in numerous shows and make several appearances on TV shows. Prior to becoming a singer, Suzy worked for Emirates as a flight attendant.

Career.

1999–2010: Early career.

At Christmas 1999, the song which gave her greater visibility was launched: Suzy performed with the famous Portuguese duet Anjos "Nesta Noite Branca" (this white evening), a huge success and still a mandatory song in the Christmas season, playing incessantly on different Portuguese radio stations. With this song, she made countless TV shows, together with Anjos.  Suzy, still under the name Susanna, released her first solo album in 2002, where she collaborated with João Portugal. The pleasure she feels when singing led her to explore new experiences. Between 2002 and 2003, she played the role of Sally in the musical "My Fair Lady" by Filipe La Feria. After this experience, and after finishing university, she decided to travel to Canada and the United States. In December 2009 she returned to Portugal and joined the cast of the musical "Alice e a Magia do Natal" (Alice and the Magic of Christmas), produced exclusively for the "Óbidos Christmas Village" event, alongside Ricardo Soler, Helena Vieira, Luís Jardim, Bernardo Gavinha and Beatriz, Costa. In 2010, she presented the song "Candyland", in the compilation Summer Jam 2010, with which she appeared on numerous stages in several places in Portugal.

2014–present: Eurovision Song Contest.

In 2014, she was invited to sing at some events in Dubai, where she lived until participating in Festival da Canção 2014. Already this year she was invited by singer-songwriter and producer Emanuel to be his representative in the Festival RTP da Canção 2014, where she performed "Quero ser tua" (Lit. "I want to be yours") – the show that celebrated the 50th anniversary of this event. She turned out to be winner of the night, gaining approximately 41% of the votes from the Portuguese people.  In addition to this participation, Suzy and Emanuel appeared together as "King and Queen of Carnival" in Figueira da Foz and prepared several duets, which will be included in her new CD coming out later this year. After her victory in the Festival RTP da Canção, Suzy has been approached by several television and European musical events, requesting her presence. In April she was present in the mega event in Amsterdam, "Eurovision in Concert", at the invitation of the organizers, where she performed together with other singers that were participating in Eurovision 2014. She is the spokesperson for Portugal in the Eurovision Song Contest 2015 in Vienna.

Susana Guerra (born 24 January 1980), better known by her stage name Suzy, is a Portuguese singer. She represented Portugal in the Eurovision Song Contest 2014 in Copenhagen, Denmark, with the song "Quero ser tua".

Susana Guerra, zámější pod svým uměleckým jménem Suzy, je portugalská zpěvačka. Bude reprezentovat Portugalsko na Eurovision Song Contest 2014 v dánské Kodani s písní ""Quero ser tua"".


Expansion.

The airport has been expanding as it has become the second busiest point of entry by air to the country, after Mexico City International Airport. In 2005, ASUR invested US$150 million for the construction of Terminal 3, inaugurated in 2007, and a new runway and a new control tower opened in October 2009. The new 2,800 meters long, 45 meters wide runway was built to the north of the current one; the new control tower is the tallest in Latin America standing at 97 meters tall.  Terminal 2 was expanded in 2014. A 76,000 m expansion in Terminal 3 was simultaneously carried out, adding six gates and commercial areas, and it was formally opened in March 2016. The expansion should contribute to increase annual capacity to 10 million from the existing 6 million. Terminal 4 was opened at the end of October 2017, much to the excitement from the local politicians as well as vacationers who were growing impatient with an overcrowded airport.

Terminals.

The airport has four terminals, all of which are currently in use.

Terminal 1.

Terminal 1 has 7 gates: 1 through 7A. After suffering damage by Hurricane Wilma, it was temporarily closed for remodeling in order to accommodate charter airlines operating into the airport. It re-opened in November 2013 to charter flights; which serves only one airline, Magni.

Terminal 2.

Terminal 2 at the Cancún Airport has 22 gates: A1 through A11 (in a satellite building) and B12 through B22 (at the main building). Most domestic airlines depart from here, along with all international flights to Central and South America and a few long-haul flights to Europe. There is a bank and food outlets in the check-in area, along with several restaurants and shops in the boarding area and immigration/customs services. A VIP airport lounge operated by Global Lounge Network serves domestic and international travelers.

Terminal 3.

Terminal 3 has 21 gates: C4 through C24. It has been recently expanded. Most US carriers as well as some Canadian and European carriers use this terminal. It offers shops (including duty free), cafés and restaurants, as well as immigration/customs services.

Terminal 4.

Terminal 4 has 12 gates and opened in October 2017. This made Cancún International the first airport in Mexico to have four terminals. It is able to handle 9 million passengers a year. Airlines flying to Terminal 4 include Aeroméxico, Interjet, Air France, Lufthansa, Air Transat, WestJet, Condor, Southwest Airlines, Air Europa, Frontier Airlines and Sun Country Airlines. An on-site hotel is also planned to be opened, as well as a parking structure.

Cancún International Airport () is located in Cancún, Quintana Roo, on the Caribbean coast of Mexico's Yucatán Peninsula. It is Latin America's fourth and Mexico's second busiest airport, after Mexico City International Airport. In 2019, Cancún airport handled 25,481,989 passengers, a 1.1% increase compared to 2018.

Mezinárodní letiště Cancún (, IATA: CUN, ICAO: MMUN) je mezinárodní letiště v lázeňském městě Cancún na poloostrově Yucatán ve federálním státě Quintana Roo v jihovýchodním Mexiku. S přepravenými 13 miliony cestujícími v roce 2011 bylo druhým nejvytíženějším letištěm v Mexiku po Mexico City a pátým nejvytíženějším v Latinské Americe (po Mexiku City, obou Sao Paulských letištích a El Dorado v Bogotě). Z hlediska počtu mezinárodních pasažérů mu patří první místo v zemi.


Early life and education.

James Dyson was born 2 May 1947 in Cromer, Norfolk, one of three children. He was educated at Gresham's School, an independent boarding school in Holt, Norfolk, from 1956 to 1965, when his father died of cancer. He excelled at long distance running: "I was quite good at it, not because I was physically good, but because I had more determination. I learnt determination from it." He spent one year (1965–1966) at the Byam Shaw School of Art, and then studied furniture and interior design at the Royal College of Art (1966–1970) before moving into engineering.

Early inventions.

Dyson helped design the Sea Truck in 1970 while studying at the Royal College of Art. His first original invention, the Ballbarrow, was a modified version of a wheelbarrow using a ball instead of a wheel. This was featured on the BBC's "Tomorrow's World" television programme. Dyson stuck with the idea of a ball, inventing the Trolleyball, a trolley that launched boats. He then designed the Wheelboat, which could travel at speeds of 64 kilometres per hour (40 mph) on both land and water.

Vacuum cleaners.

In the late 1970s, Dyson had the idea of using cyclonic separation to create a vacuum cleaner that would not lose suction as it picked up dirt. He became frustrated with his Hoover Junior's diminishing performance: the dust bag pores kept becoming clogged with dust thus reducing suction. The cyclone idea came from a sawmill that used cyclone technology ("qv." History of Dyson Ltd).  Partly supported by his wife's salary as an art teacher, and after five years and about 5,127 prototypes, Dyson launched the "G-Force" cleaner in 1983. However, no manufacturer or distributor would handle his product in the UK, as it would have disturbed the valuable market for replacement dust bags, so Dyson launched it in Japan through catalogue sales. Manufactured in bright pink, the G-Force sold for the equivalent of £2,000. It won the 1991 International Design Fair Prize in Japan. He filed a series of patents for his dual cyclone vacuum cleaner EP0037674 in 1980.  After his invention was rejected by the major manufacturers, Dyson set up his own manufacturing company, Dyson Ltd. In June 1993, he opened a research centre and factory in Malmesbury, Wiltshire.  Dyson's breakthrough in the UK market came more than ten years after the initial idea, through a TV advertising campaign in which it was emphasised that, unlike most of its rivals, the Dyson vacuum did not require the continuing purchase of replacement bags. At that time, the UK market for disposable cleaner bags was £100 million. The slogan "say goodbye to the bag" proved more attractive to the buying public than a previous emphasis on the suction efficiency that its technology delivers. Ironically, the previous step change in domestic vacuum cleaner design had been the introduction of the disposable bag – users being prepared to pay extra for the convenience. The Dyson Dual Cyclone became the fastest-selling vacuum cleaner ever made in the UK, and outsold those of some of the companies that rejected his idea, becoming one of the most popular brands in the UK. In early 2005, it was reported that Dyson cleaners had become the market leaders in the United States by value (though not by number of units sold).  Dyson licensed the technology in North America from 1986 to 2001 to Fantom Technologies, after which Dyson entered the market directly.  Following his success, other major manufacturers began to market their own cyclonic vacuum cleaners. In 1999, Dyson sued Hoover (UK) for patent infringement. The High Court ruled that Hoover had deliberately copied a fundamental part of his patented designs in making its Triple Vortex bagless vacuum cleaner range. Hoover agreed to pay damages of £4 million.  In 2005, Dyson incorporated the wheel ball from his Ballbarrow concept into a vacuum cleaner, creating the Dyson Ball. This ball, rather than the static wheels on existing vacuums, enabled it to become more steerable, which was more useful for navigating around obstacles and corners.  In mid-2014, Dyson personally appeared in Tokyo to introduce his "360 Eye" robotic vacuum cleaner. Dyson's initial entry into this market segment features 360° scanning and mapping for navigation, cyclonic dust separation, a custom-designed digital motor for high suction, tank treads for traction, a full-width brushroll bar, and user interface via a free iOS or Android app.  Interviewed by "Fast Company magazine" (May 2007), Dyson asserted the importance of failure in one's life, "I made 5,127 prototypes of my vacuum before I got it right. There were 5,126 failures. But I learned from each one. That's how I came up with a solution. So I don't mind failure. I've always thought that schoolchildren should be marked by the number of failures they've had. The child who tries strange things and experiences lots of failures to get there is probably more creative."

Other inventions.

In 2000, Dyson expanded his appliance range to include a washing machine called the ContraRotator, which had two rotating drums moving in opposite directions. The range was decorated in the usual bright Dyson colours, rather than the traditional white, grey or black of most other machines. It was not a commercial success, and is no longer available.  In 2002, Dyson created a realisation of the optical illusions depicted in the lithographs of Dutch artist M. C. Escher. Engineer Derek Phillips was able to accomplish the task after a year of work, creating a water sculpture in which the water appears to flow up to the tops of four ramps arranged in a square, before cascading to the bottom of the next ramp. Called "Wrong Garden", it was displayed at the Chelsea Flower Show in 2003. The illusion is accomplished with water containing air bubbles pumped through a chamber underneath the transparent glass ramps to a slit at the top from which the bulk of the water cascades down. This makes it appear that the water is flowing up, when really, a small amount of water diverted from the slit at the top flows back down the ramps in a thin layer. In October 2006 Dyson launched the Dyson Airblade, a fast hand dryer that uses a thin sheet of moving air as a squeegee to remove water, rather than attempting to evaporate it with heat. This allows faster drying, while using much less energy than traditional electrical hand dryers.  Another product, launched on 18 October 2009, is a fan without external blades, which he calls the Air Multiplier. In addition to a cooling fan, a model which distributes electrically produced heat and an ultrasonic humidifier model are also available.  In April 2016, Dyson launched the Dyson Supersonic, a hair dryer with a smaller motor located in the handle so as to provide better balance and smaller size, as well as quieter operation. Commenting on the launch, "Vogue" magazine said "as the first product to launch from Dyson's new UK state-of-the-art hair laboratory, we have high hopes for the future of our blow-dries."

Research and development.

In 2017 Dyson spent £7m a week on research and development of new products. The company is the UK's biggest investor in robotics and artificial intelligence research, employing over 3,500 engineers and scientists, and engaging in more than 40 university research programmes. Speaking to the "Daily Telegraph", Dyson said, “We’re looking at more non-domestic products but we are not rushing to do lots of different things,” he said. “We are a private company so we can do it when we are ready.”  In November 2014, Dyson announced plans to invest a further £1.5bn into the research and development of new technology, including funding for an expanded campus at the Dyson UK headquarters in Malmesbury which will create up to 3,000 jobs.  The then Prime Minister David Cameron, said: “Dyson is a great British success story and the expansion of the Malmesbury campus will create thousands of new jobs, providing a real boost to the local economy and financial security for more hardworking families. Investment on this scale shows confidence in our long-term economic plan to back business, create more jobs and secure a brighter future for Britain.”.  In March 2016, Dyson announced a second new multimillion-pound research and development centre on a 517-acre former Ministry of Defence (MoD) site at Hullavington, Wiltshire. The company said it aimed to double its UK-based workforce in the next five or six years. Dyson said: "After 25 years of UK growth, and continuing expansion globally, we are fast outgrowing our Malmesbury Campus. To win in the world stage you have to develop new technology and develop great products and that's what we're doing here.".  In September 2017, Dyson announced plans to produce an electric vehicle, aiming to be launched in 2020, investing £2bn of his own money. He assembled a team of more than 400 people for the project. According to reports, the vehicle was intended to be powered by a solid-state battery, Dyson having acquired the battery company Sakti3 in 2015. In October 2019, Dyson announced that the electric car project had been cancelled due to it not being commercially viable.  In 2017, Dyson launched the Dyson Institute of Engineering and Technology.

Allegations of Chinese industrial espionage and copyright infringement.

Dyson has several times accused Chinese spies and students of stealing technological and scientific secrets from the UK through the planting of software bugs and by infiltrating British industries, institutions, and universities after they left. He also complained that China benefits from stealing foreign designs, flouting of product copyrights and a two-speed patent system that discriminates against foreign firms with unreasonably longer times.

Europe.

Pro-European union.

In 1998, Dyson was one of the chairmen and chief executives of 20 FTSE 100 companies who signed a statement published in "The Financial Times" calling on the government for early British membership of the Eurozone. He claimed that failure to join the euro would lead to the destruction of the British manufacturing base and said: "It does not mean that the jobs will go tomorrow but will drift abroad over a period and the longer-term future of Britain as a manufacturing nation will be blighted. Ministers had better understand that if we delay entry too long there may be nothing left to save."  Claiming that the strength of the pound was affecting his company's profits on exports to France and Germany, in February 2000 Dyson threatened to shift focus from his Malmesbury plant to a new plant set up in Malaysia because the government would not join the euro. He said: "We would expect to double in size in the next two years. We are talking about a £100 million investment and up to 2,000 jobs. I would like to make that investment in the UK. But it seems that is not going to be possible. The value of sterling means we are struggling to compete at home with cheap imports from Europe and the Far East. We do around £40 million worth of export business with France and Germany each year but we aren't making any money. If we joined the euro we would be on an even footing with our biggest trading partners." An editorial published in "The Times" responded: "Mr Dyson, a manufacturing version of Sir Richard Branson, likes complaining. Yesterday he was complaining that Britain's failure to join the euro and the resultant strong pound will force him to move abroad. Last week he blamed the price of land and planning delays in Wiltshire, but never mind. So where will he go? To Portugal, Italy or to an EU candidate such as Poland? No, Mr Dyson threatens to go to the Far East. Like so many entrepreneurs, he wants a cheap currency and low interest rates, but also low inflation, low wages, a flexible labour market and low regulation. He will not find them in the eurozone." Norman Tebbit, a former Secretary of State for Trade and Industry, also questioned Dyson's motives and said: "[W]hat still puzzles me is why such a euro-enthusiast as Mr Dyson does not intend to establish his new factory in Europe if he can't have it in Britain."  Dyson again threatened to shift production abroad in November 2000, saying: "It's suicidal for the UK not to join the euro. Why should we go on exporting at a loss? We're facing unfair competition." In February 2002, Dyson announced that production was finally being shifted to the Far East and admitted that "the driving force was hard cash. Wages in the Far East are less than half those expected in Britain, while it is 30 per cent cheaper to make a vacuum cleaner." Roger Lyons, general secretary of the manufacturing union Amicus, said: "Dyson has betrayed the 800 people whose jobs are being shipped out and hundreds more from supply companies. He has betrayed British manufacturing and British consumers who have put him and his product where it is today." In August 2003, assembly of washing machines was also switched from Malmesbury to Malaysia.

Pro-Brexit.

Dyson was one of the most prominent UK business leaders to publicly support Brexit before the referendum in June 2016. Since the EU referendum, Dyson has stated that Britain should leave the EU Single Market and that this would "liberate" the economy and allow Britain to strike its own trade deals around the world. During 2016, 19% of Dyson Ltd exports went to EU countries (at WTO tariffs), compared with 81% to non-EU countries. In 2017, Dyson suggested that the UK should leave the EU without an interim deal and that "uncertainty is an opportunity". Previously, in 2014, Dyson had said he would be voting to leave the European Union to avoid being "dominated and bullied by the Germans". In November 2017, Dyson was critical of the UK government Brexit negotiations and said "we should just walk away and they will come to us". After it became public in January 2019, that Dyson's company was to move its headquarters from Malmesbury to Singapore, he was accused of hypocrisy regarding his campaign for Brexit.

European Court of Justice.

In November 2015, Dyson lost his case against EU energy labelling laws in the European General Court, however a subsequent appeal in the European Court of Justice said that the previous ruling had “distorted the facts” and “erred in law”.

James Dyson Foundation.

Dyson set up the James Dyson Foundation in 2002 to support design and engineering education; it now operates in UK, US and Japan. The foundation's aim is to inspire young people to study engineering and become engineers by encouraging students to think differently and to make mistakes. The foundation supports engineering education in schools and universities, as well as medical and scientific research in partnership with charities. It achieves this by funding different resources such as the "Engineering Box", a box filled with activities for a school to use as a teaching aid. The foundation loans the boxes to schools for four weeks free of charge, they are suitable for Key Stage 4 and above. The Engineering Box enables students to take apart and examine a Dyson DC22 Telescope vacuum cleaner. In addition, a school is allowed to retain a James Dyson Foundation teacher pack, and a copy of "Genius of Britain", a Channel 4 TV series featuring Dyson, and design engineering posters. Other resources are also available.  In May 2014, the foundation announced an £8m donation to create a technology hub at the University of Cambridge. A new four-storey building will house 1,200 postgraduate engineers and support world-leading research. The donation will also allow for a design and making lab to be developed for undergraduate engineering students.  In March 2015, the foundation pledged a £12m donation to Imperial College London to allow the purchase of a Post Office building in Exhibition Road from the Science Museum. Imperial College will open the Dyson School of Design Engineering in this building, and teach a new four-year master's degree in design engineering.  The foundation also supports the work of young designers through the James Dyson Award, an international design award that "celebrates, encourages and inspires the next generation of design engineers". It is run in 20 countries and is open to recent graduates in product design, industrial design and engineering.  In June 2019, the foundation announced a donation of £18.75 million to Dyson's old school, Gresham's, for the building of a new science, technology, engineering, arts and mathematics (STEAM) building.

Personal life.

Dyson married Deirdre Hindmarsh in 1968. They have three children. In 2003, Dyson paid £15 million for Dodington Park, a Georgian estate in South Gloucestershire close to Chipping Sodbury. He and his wife own Domaine des Rabelles, near Tourtour, France, and a house in Chelsea, London. His vessel "Nahlin" is the largest British-flagged and owned super yacht with an LOA of, and was ranked 36th in a 2013 survey of the world's 100 biggest yachts.  In July 2019, Dyson spent £43 million on a triplex flat at the top of the Guoco Tower, the tallest building in Singapore. Sir James has also invested heavily into buying agriculture lands across Lincolnshire, Oxfordshire, and Gloucestershire.

Sir James Dyson (born 2 May 1947) is a British inventor, industrial designer, landowner and entrepreneur who founded Dyson Ltd. Traditionally, he is best known as the inventor of the Dual Cyclone bagless vacuum cleaner, which works on the principle of cyclonic separation. According to the Sunday Times Rich List 2020, he is Britain's richest person with an estimated net worth of £16.2 billion. He served as the Provost of the Royal College of Art from August 2011 to July 2017, and opened a new University on Dyson's Wiltshire Campus in September 2017.

Sir James Dyson, Komandér Řádu britského impéria (CBE) (* 2. května 1947) je britský vynálezce, průmyslový návrhář a zakladatel společnosti Dyson. Nejvíce známým se stal díky svému vynálezu cyklonového bezsáčkového vysavače, který funguje na principu cyklonové separace nečistot. Podle žebříčku nejbohatších osob v roce 2013 publikovaného týdeníkem Sunday Times, dosáhlo jeho čisté jmění v roce 2013 hodnoty 3 miliard britských liber.


Plot.

Sean McGinnis is a film student who moves to Los Angeles to break into the movie business. While looking for work, he passes the time watching rented videos, preferring classic films. He sets out to watch "Citizen Kane", but the videotape has accidentally been switched with an adult movie called "Citizen Cum". Sean becomes instantly obsessed with the star of Citizen Cum, Johnny Rebel. His interest in Johnny leads Sean to turn down work in the mainstream film industry to become a cameraman for Men of Janus, the production company that has Johnny under exclusive contract. On his first shoot, Sean ends up as a "fluffer" for Johnny, performing (offscreen) oral sex on him to help him maintain an erection and reach orgasm for the "money shot." He learns that Johnny's real name is Mikey, he is "gay-for-pay" and doesn't perform oral sex on other men or even kiss. Johnny has Sean fluff him on additional productions, and Sean's infatuation continues to grow. He confides his feelings for Johnny to co-worker Silver, who tells him that the relationship is hopeless because Johnny's a porn star and straight. Meanwhile, Johnny's girlfriend Julie, who works as a stripper under her stagename Babylon but who has tried to move into mainstream acting, learns she is pregnant.  Trying to break from Johnny, Sean begins dating an acupuncture student named Brian. However, Brian breaks up with Sean because of his emotional unavailability, the result of his continuing obsession with Johnny, and because Brian had a bad experience with a past boyfriend who could not have sex without watching porn.  Johnny's crystal meth use spirals out of control. He goes on a five-day binge and misses a scheduled film shoot. The film's producer Sam Martins forces Sean to fluff Johnny's replacement for the shoot. Johnny shows up late to the set and is fired. Julie decides to get an abortion since she cannot rely on Johnny to help raise a child. She breaks up with Johnny and changes the locks to her apartment.  At the studio an expensive video camera goes missing and company manager Chad Cox is found dead in his apartment. The police seek Johnny, under his real name Michael Rossini, for questioning. Johnny turns to Sean for help, and together they flee to Mexico. Once in Mexico, Sean sells his car for getaway money, and the two settle into a cheap Mexican motel. Johnny initially denies involvement in Chad's death but later confesses to Sean that he killed Chad accidentally during a fight over the payoff for stealing the camera for drug money. Stunned, Sean goes out to clear his head, returning later with tequila and snacks. That night, Johnny offers to let Sean service him sexually, but for the first time Sean declines. Sean shares in oblique terms memories of being sexually abused as a child by an adult male neighbor. Johnny starts to cry, saying he can relate because of some of the "fucked up shit" he's been through and that he was made to do things he didn't want to do. Sean comforts Johnny and for the first time calls him "Mikey." They kiss, and then fall asleep.  When Sean wakes the next morning, Johnny is gone along with all of Sean's money. Sean initially tries to hitchhike back to the United States, but ends up accepting an offer to go further south to St Ignacio, an idyllic location he had previously suggested he and Johnny visit. Babylon packs up her apartment and drives north away from Los Angeles. Mikey survives in Mexico by committing armed robberies, his new gritty reality counterpointed as Sean reads a fan letter written to Johnny, who remains a figure of fantasy. Sean tosses the letter on the side of the road, leaving it - and Johnny - behind.

DVD release.

"The Fluffer" was released on Region 1 DVD on September 20, 2002 (R-rated version) and September 28, 2002 (Unrated Special Edition). The differences between the two versions are minor; the R-rated version has some dialogue overdubbed with less explicit lines and slightly less nudity.

The Fluffer, a 2001 American independent film, is a triangular story of obsessive love set against the backdrop of the adult video industry. The film was written by Wash West and co-directed by West and his husband Richard Glatzer. "The Fluffer" features cameos from a number of figures in the adult entertainment industry, including Ron Jeremy, director Chi Chi LaRue, Karen Dior, Zach Richards, Derek Cameron, Chad Donovan, Thomas Lloyd, Jim Steel, Chris Green and Cole Tucker.

The Fluffer (tj. "Rozkuřovač") je americký hraný film z roku 2001, který režírovali Richard Glatzer a Wash West. Film popisuje osudy idealistického gaye, který začne pracovat v pornografickém filmovém studiu jako kameraman. Film měl světovou premiéru na 51. ročníku Berlinale, kde byl vybrán do hlavní sekce. V cameo rolích se ve snímku objevilo několik osob z erotického průmyslu jako pornoherec Ron Jeremy nebo režisér Chi Chi LaRue.


Career.

Enrolled at the Théâtre du Vieux-Colombier Vieux-Colombier in 1923, as a student of Charles Dullin, Decroux began to envision a newly defined vision of mime and later developed an original, personal style of movement. His early "statuary mime" recalls Rodin's sculptures. Later, more plastic forms were called "mime corporeal" or corporeal mime. An intellectual and theoretician, his body training was based in part on what modern dancers call "isolations", in which body sections move in a prescribed sequence, and, in part, on the physics of compensation required to keep the body in balance when the center of gravity is shifted.  He wanted to enlist other students into a mime company, but the acting students were not very interested. When the Vieux Colombier closed in 1924, Decroux taught at the acting school of Charles Dullin, the Atelier. Jean-Louis Barrault also came to the school, and the two worked closely for two years, producing corporeal mime pieces individually and together.  Arriving in New York in or around 1957, M. Decroux held morning and evening classes at a studio on 8th Avenue and 55th Street. Students came and went, but eventually were required to commit to a full-time regime when rehearsing for performance as The Mime Theatre of Etienne Decroux. Pieces presented at The Cricket Theatre in the Village included "The Factory," "The Trees," "All The City Works," and "Evil Spirit." Students at the time included Sterling Jenson, Sunya Svenson, Marjorie Walker (née Oplatka) and Jewel Walker, who continued to teach the classes in New York for a time after Decroux returned to Paris.  Returning from the United States to Paris in 1962, he opened his school in Boulogne-Billancourt where he taught almost until his death. Many hundreds of students passed through his school, and a new generation of mimes continue his research.  The art form Decroux created along these years differs completely from what had previously been known as traditional pantomime.

Publications.

"Paroles sur le Mime" ("Words on Mime"), is one of his writings still in print today. In "Words on Mime", Decroux outlined a "cure" for a theatre scene mired by tradition and lack of inventiveness, a theatre which was "suffocating under a heap of rubble". He argued that ordinary speech should be banned from the theatre for a limited period (30 years) or until the actor had "taken charge in his own house"; that is, was able to fully utilize his/her expressive physical abilities. All vocal noises were prohibited for 20 years, after which the voice (and eventually intelligible speech) would gradually reappear — controlled by the actor and used only when it was necessary and not because of laziness or lack of invention. His proscriptions are as follows:

Étienne Decroux (19 July 1898 in Paris, France – 12 March 1991 in Boulogne-Billancourt, France) was a French actor who studied at Jacques Copeau's École du Vieux-Colombier, where he saw the beginnings of what was to become his life's obsession–corporeal mime. During his long career as a film and theatre actor, he created many pieces, using the human body as the primary means of expression.

Étienne Decroux (19. července 1898, Paříž – 12. března 1991, Boulogne-Billancourt) byl francouzský herec a mim. Studoval herectví ve škole Jacquese Copeaua Škola Starého holubníku (École du Vieux-Colombier), kde objevil své pozdější profesní zaměření a vášeň – techniku pohybu lidského těla. V průběhu své dlouhé kariéry vytvořil mnoho děl, v nichž použil tělo jako základní výrazový prostředek.


History.

Traditional marketers have long used content to disseminate information about a brand and build a brand's reputation. Taking advantage of technological advances in transportation and communication, business owners started to apply content marketing techniques in the late 19th century. They also attempted to build connections with their customers. For example:  During the golden age of TV, between the 1940s and 1950s, advertising took over the media. Companies focused on sales rather than connecting with the public. There were few ventures into content marketing and not many prominent campaigns.  During the baby boom era, Kellogg’s began selling sugary cereal to children. With this change in business model came sociable animal mascots, lively animated commercials and the back of the cereal box as a form of targeted content marketing. Infographics were born in this era. This represented a new approach to make a brand memorable with the audience.  In the 1990s, everything changed for marketers. The arrival of computers and the Internet made websites and blogs flourish, and corporations found content marketing opportunities through email.  E-commerce adaptations and digital distribution became the foundation of marketing strategy.  Internet also helped content marketing become a mainstream form of marketing. Traditional media such as newspapers, magazines, radio and TV started to lose their power in the marketplace. Companies started to promote and sell their products digitally.  The phrase "content marketing" was used as early as 1996, when John F. Oppedahl led a roundtable for journalists at the American Society for Newspaper Editors.  By the late 2000s, when social networks such as Facebook, Twitter, YouTube were born, online content marketing was accessible, shareable and on-demand anytime worldwide.  By 2014, Forbes Magazine's website had written about the seven most popular ways companies use content marketing. In it, the columnist points out that by 2013, use of content marketing had jumped across corporations from 60% a year or so before, to 93% as part of their overall marketing strategy. Despite the fact that 70% of organizations are creating more content, only 21% of marketers think they are successful at tracking return on investment.  Today, content marketing has become a powerful model for marketers. Storytelling is part of it, and they must convey the companies’ messages or goal to their desired audience without pushing them to just buy the product or service.

Implications.

The rise of content marketing has turned many traditional businesses into media publishing companies.  For example:  The rise of content marketing has also accelerated the growth of online platforms, such as YouTube, Yelp, LinkedIn, Tumblr, Pinterest, and more.  For example:  Businesses actively curate their content on these platforms with hopes to expand their reach to new audiences.  Part of transitioning to a media publishing mindset requires a change in structure and process to create content at the speed of culture. The old model you see on shows like "Mad Men" is too slow and cumbersome. By the time an idea becomes an ad, it is out of date. Marketers are increasingly co-locating insights, creative, production, legal approval, and placement to increase interaction and speed in producing and distributing content. Marketing content production is transforming from an advertising agency model to a newsroom model.

Common metrics.

Metrics to determine the success of content marketing are often tied to the original goals of the campaign.  For example, for each of these goals, a content marketer may measure the different engagement and conversion metrics:

Brand awareness and visibility.

Businesses focused on expanding their reach to more customers will want to pay attention to the increase in the volume of visitors, as well as the quality of those interactions. Traditional measures of volume include the number of visitors to a page and number of emails collected, while time spent on page and click-through to other pages/ photos are good indicators for engagement.

Brand health metrics.

Businesses want to measure the impact that their messages have on consumers. Brand health refers to the positive or negative feedback that a company gets. It also measures how important a brand is for consumers. With this companies want to find out if brand reputation influences their customers to make a purchase.  Measures in this part comprise

Diversified user base.

For businesses hoping to reach not only more - but also new - types of customers online, they should pay attention to the demographics of new visitors, as evidenced by cookies that can be installed, different sources of traffic, different online behaviors, and/or different buying habits of online visitors.

Sales.

Businesses focused on increasing sales through content marketing should look at traditional e-commerce metrics including click-through-rate from a product-page to check-out and completion rates at the check-out. Altogether, these form a conversion funnel. Moreover, to better understand customers' buying habits, they should look at other engagement metrics like time spent per page, number of product-page visits per user, and re-engagement.

Innovation metrics.

Refers to companies that want to analyze whether their social media campaigns are generating commentary among consumers. This helps them to come up with ways to improve their product and service. This involves "high level of brand engagement and builds brand loyalty".  Examples:

Digital use.

Digital content marketing.

Digital content marketing, which is a management process, uses digital products through different electronic channels to identify, forecast and satisfy the necessity of the customers. It must be consistently maintained to preserve or change the behavior of customers.  Examples:

Way of digital content marketing.

Combination of the supply chain and the users' experience.

The supply chain of digital content marketing mainly consists of commercial stakeholders and end-user stakeholders which represent content providers and distributors and customers separately. In this process, distributors manage the interface between the publisher and the consumer, then distributors could identify the content that consumers need through external channels and implement marketing strategies. For instance, Library and document supply agencies as intermediaries can deliver the digital content of e-books, and e-journal articles to the users according to their search results through the electronic channels. Another example is when consumers pay for the acquisition of some MP3 downloads, search engines can be used to identify different music providers and smart agents can be used by consumers to search for multiple music provider sites. In a word, the digital content marketing process needs to be conducted at the business level and service experience level because when consumers are accessing digital content, their own experience depends on the complex network of relationships in the content marketing channels such as websites and videos. The consumers interact directly with distributors in the big supply chain through various digital products which have an important role in meeting the requirements of the consumers. The design and user experience of these channels directly decides the success of digital content marketing.

Interaction with the consumer through electronic service.

Electronic services refer to interactive network services. In the electronic service, the interaction between the customer and the organizations mainly through the network technology, such as using E-mail, telephone, online chat windows for communication. Electronic services are different from traditional services and they are not affected by distance restrictions and opening hours. Digital content marketing through electronic service is usually served together with other channels to achieve marketing purposes including face-to-face, postal, and other remote services. Information companies provide different messages and documents to customers who use multiple search engines on different sites and set up access rights for business groups. These are some channels of digital content marketing.

Content marketing is a form of marketing focused on creating, publishing, and distributing content for a targeted audience online. It is often used by businesses in order to: Content marketing attracts prospects and transforms prospects into customers by creating and sharing valuable free content. Content marketing helps companies create sustainable brand loyalty, provides valuable information to consumers, and creates a willingness to purchase products from the company in the future. This relatively new form of marketing does not involve direct sales. Instead, it builds trust and rapport with the audience.

Obsahový marketing (anglicky "content marketing") je forma marketingu, zaměřená na tvorbu, publikování a distribuci takového obsahu, který je pro vybrané cílové publikum relevantní a hodnotný. Cílem obsahového marketingu je zpravidla: Obsahový marketing jako proces vytváří a sdílí vysoce kvalitní a cenný obsah. Takový obsah je natolik atraktivní, že dokáže přilákat, poskytovat cenné informace a zapojit své cílové publikum. Současně dochází k propagaci samotné značky s účelem vytvořit potenciální zákazníky, kteří budou ochotní v budoucnu koupit produkty společnosti. Tato relativně nová forma marketingu obvykle nezahrnuje přímý prodej. Místo toho buduje důvěru a vztah se svým publikem.


History.

Collinstown Aerodrome.

In 1917, during World War I, the townland of Collinstown was selected as the site of a base for the British Royal Flying Corps. By April 1918, when the Flying Corps was renamed the Royal Air Force, Collinstown Aerodrome was more than 20% complete. Construction was completed in 1919 when the Irish War of Independence broke out. On 20 March 1919 a group of 30 Irish Volunteers, including five employed by the RAF, stole 75 rifles and 5,000 rounds of ammunition from the base. As Collinstown Camp the site was used for internment of Irish republicans. At the end of 1922 the land and buildings at Collinstown were transferred to the Irish Free State. The airfield quickly fell into disrepair and grass grew on the former runways.

The beginnings in the 1930s and 1940s.

In 1936, the Executive Council of the Irish Free State established a new civil airline, Aer Lingus, which began operating from the military aerodrome, Casement Aerodrome, at Baldonnel to the southwest of Dublin. A decision was made that a civil airport should replace Baldonnel as Dublin's airport. The former Collinstown site, extended into the neighbouring townlands of Rock and Corballis, was chosen.  Work on the new airport began in 1937. By the end of 1939, a grass airfield surface, internal roads, car parks and electrical power and lighting were set up. The inaugural flight from Dublin took place on 19 January 1940 to Liverpool. In August 1938, work began on a new airport terminal building. The terminal building was designed by architect Desmond FitzGerald, brother of politician Garret FitzGerald. FitzGerald, who had designed an airport terminal as part of his college studies, led a team of architects that also included Kevin Barry, Daithí Hanley, Charles Aliaga Kelly, Dermot O'Toole and Harry Robson. The terminal building opened in early 1941, with its design heavily influenced by the tiered structure of the luxury ocean liners of the time. The terminal was awarded the Triennial Gold Medal of the Royal Hibernian Institute of Architects in 1942 and is today a listed building. Due to World War II, which was known as The Emergency in Ireland, services were severely restricted at Dublin Airport until late 1945. The only international scheduled routes operated during this time were by Aer Lingus to Liverpool (and for a period to Manchester's Barton Aerodrome). The end of the war meant the beginning of a major expansion in services at the airport. Aer Lingus resumed its London service to Croydon in November 1945. In 1947, KLM started the first European flights to Dublin with a service to Amsterdam. Three new concrete runways were completed in 1948, and in 1950 - after ten years in operation - the airport had welcomed a total of 920,000 passengers.

Expanding in the 1950s, 1960s and 1970s.

Throughout the 1950s Dublin Airport expanded with virtually uninterrupted traffic growth. Runway extensions and terminal enhancements were carried out to deal with the influx of traffic and passengers. New airlines began serving the airport also. These included British European Airways, Sabena, and BKS.  In 1958, a new transatlantic service was started by Aer Lingus via Shannon Airport. By the mid 1950s, it was clear that the original terminal building was too small to cope with growing passenger numbers. A new North Terminal was opened in June 1959. Originally, the plan was that North Terminal would handle all US and European flights, but instead it became the arrivals terminal for all Dublin Airport passengers, while the original passenger terminal was used for departures.  During the 1960s, the number of scheduled carriers continued to grow. By the close of the 1960s, a sizeable number of Boeing 737s, BAC One-Elevens, Boeing 707s and Hawker Siddeley Tridents were using the airport regularly. To cope with larger aircraft in the late 1960s new departure gate piers were added close to the old terminal to cope with larger aircraft. These piers would subsequently be connected to Terminal 1. During 1969, the airport handled 1,737,151 passengers.  The advent of wide-body aircraft posed opportunities and challenges for aviation. In 1971, Aer Lingus took delivery of two new Boeing 747 aircraft; the first one arrived in March and, shortly afterwards, performed a flyover above O'Connell Street in Dublin on Saint Patrick's Day; a third Boeing 747 was delivered later that decade. To cope with this, a new £10 million passenger terminal capable of handling six million passengers per year, which became known as Terminal 1, was opened in June 1972. The growth which was anticipated at Dublin's airport (and provided for through heavy investment by the airport and Aer Lingus) during the 1970s did not materialise immediately.  The airport was bombed by the Ulster Defence Association in 1975.

Continuing in the 1980s and 1990s.

In 1983 Aer Lingus opened its 'Aer Lingus Commuter' division which took delivery of Shorts, Saab AB and Fokker turboprop aircraft to open regular daily domestic services to and from Ireland's smaller regional airports for the first time, as well as to serve existing routes to smaller regional airports in the United Kingdom. At various stages of its operations, flights were operated to several Irish regional airports to feed passengers into Aer Lingus's international network. These domestic destinations included Cork Airport, Shannon Airport, Kerry Airport, Galway Airport, Ireland West Airport Knock, Waterford Airport, Sligo Airport and City of Derry Airport. Aer Lingus Commuter has since been re-absorbed into the main company. The domestic routes, with the exception of Dublin-Shannon, were taken over by Aer Arann. Most of these routes have since been discontinued as the development of the motorway network in Ireland has resulted in significant reductions in travelling time by road. Aer Lingus has continued with the remaining Dublin–UK flights.  During the 1980s, major competition, especially on the Dublin–London routes, resulted in passenger numbers swelling to 5.1 million in 1989. In the same year a new runway and a state-of-the-art air traffic control centre were opened. Dublin Airport continued to expand rapidly in the 1990s. Pier A, which had been the first extension to the old terminal building, was significantly extended. A new Pier C, complete with air bridges, was built and as soon as this was completed, work commenced to extend it to double its capacity. The ground floor of the original terminal building was returned to passenger service after many years to provide additional departure gates. Pier D, completed in October 2007, is a dedicated low-fares boarding area and provides 14 quick turn-around stands and departure gates; these are not served by air bridges.

The Bilateral Air Transport Agreement.

In 1993, a major milestone for the airport was the signing of a new United States – Ireland bilateral agreement which allowed airlines to operate some direct transatlantic services for the first time to/from Dublin Airport instead of touching down en route at Shannon Airport on the west coast of Ireland. (Shannon had once been a major transatlantic refuelling stop for pre-jet aircraft, and this agreement was designed to protect the interests of the Shannon region when modern jets no longer required a refuelling stop and Shannon saw a fall-off in traffic.) Airlines still had to provide an equal number of flights either to or through Shannon as to Dublin. A gradual further watering down of Shannon's so-called'stopover' status came into effect in November 2006 when more direct flights to Dublin were allowed. The stopover requirement disappeared completely in 2008. At that time, airlines were allowed to fly direct to the US from Dublin without having to match these with any to/from Shannon. It was expected that this would result in a huge increase in services between Dublin and the US and Aer Lingus has identified 16 destinations that it would like to serve directly from Dublin.

Recent history.

With the success of Ireland's 'Celtic Tiger' economy, Dublin Airport saw growth in the 1990s and 2000s. This demand was driven by an increased demand for business travel to and from the country, together with an increase in inward tourism and a surge in demand for foreign holidays and city breaks from the Irish.  The demand from Ireland's migrant workers, principally those from Eastern Europe, has resulted in a large number of new routes opening to destinations in the European Union accession states. Ireland was one of only three European Union countries (as well as the United Kingdom and Sweden) to open its borders freely to workers from the ten accession states that joined the European Union in 2004.  The airport saw significant declines in traffic in 2009 and 2010, although since 2011 the airport has seen an increase in traffic. During 2012, this increase continued with passenger numbers growing by 1.9%. During 2013, passenger numbers at Dublin Airport were above the 20 million mark for the first time since 2009 with a 5.6% increase year on year. During 2014, this positive trend continued with an 8% increase over 2013. As of early December 2015, passenger figures have increased by 16% compared to 2014, and the previous record of 23.46 million passengers set in 2008 has already been passed.  In August 2019, Dublin Airport was chosen for the Special Achievement in Geographic Information Systems (GIS) award for its use of mapping software from ESRI Ireland.

Long-haul traffic.

As of August 2019, there are services to 31 intercontinental destinations from Dublin Airport (not including Anatolia). In 2007, Etihad Airways began operating between Dublin Airport and Abu Dhabi, and increased its capacity to 14 weekly flights in March 2010. In addition, Emirates has served Dublin from Dubai since January 2012. A total of 22 cities in North America are connected directly to Dublin Airport by seven airlines. In 2015, Ethiopian Airlines began serving Dublin from Addis Ababa, thus inaugurating the first direct air link between Ireland and Sub-Saharan Africa.

Services to East Asia.

The Government of Ireland, owner of Dublin Airport, and the Dublin Airport Authority, its operator, have long sought to connect Dublin with East Asia by direct air service. Their plans were realized in 2018 when Cathay Pacific launched 4 weekly direct flights between Dublin and Hong Kong. This was followed by services to Beijing-Capital (via Edinburgh) and Shenzhen (nonstop), launched by Hainan Airlines in June 2018 and January 2019, respectively. In August 2019, however, Hainan Airlines withdrew from Dublin entirely. In September, due to the ongoing political unrest in Hong Kong, Cathay Pacific restricted its previously year-round Hong Kong route to the summer season only.

Open Skies and the Shannon Stopover.

In the mid twentieth century, the Irish government introduced a rule stating that all air traffic between Ireland and the United States must transit through Shannon Airport. In return, the United States government placed a limit of four airports in the US that Aer Lingus could operate to. On 22 March 2007, the Open skies agreement between the US and EU was ratified. This resulted in the immediate cancellation of the long-running 'Shannon Stopover' requirement, whereby the Irish government had insisted that 50% of all transatlantic flights between Ireland and the United States must pass through Shannon Airport.

US border preclearance.

Dublin Airport is one of only two airports in Europe with United States border preclearance services for US-bound passengers (the other being Shannon Airport). Those traveling on nonstop flights to the United States complete immigration and customs procedures in Dublin prior to their departure, and are treated as domestic passengers on arrival.

Aer Rianta and DAA/Dublin Airport Authority.

In October 2004, Aer Rianta (which is the Irish for 'Air Ways' or 'Air Tracks') was renamed Dublin Airport Authority plc, a result of the State Airports Act 2004. All assets and liabilities previously owned by Aer Rianta were transferred to Dublin Airport Authority. The State Airports Act 2004 also established new airport authorities at Shannon and Cork Airports. The Shannon Airport Authority and the Cork Airport Authority had separate boards of directors and were authorised under the Act to prepare business plans, which may have in time lead to their full separation from the Dublin Airport Authority. Following a decision by the Irish Government, Shannon Airport became a separate publicly owned airport on 31 December 2012.  In July 2013, the Dublin Airport Authority was officially renamed ""DAA plc"" by the Irish Government. The rename was principally to remove the "Dublin" and "Authority" elements of the name which were seen to have little relevance to the overall functions of DAA. The name change announced in July 2013 took effect on 6 November 2014.  As the largest gateway to Ireland, over 25 million passengers travelled through the airport in 2015, a 15% increase over the previous year. The main contributors to the growth in traffic in 2015 were the 23 new routes launched during the year and extra capacity on 40 existing services. Both long-haul and short-haul traffic increased by 15% in 2015. A record 8.9 million people travelled between Dublin Airport and Britain during 2015, which was a 14% increase on the previous year. Dublin Airport also welcomes more than one million passengers per annum from Northern Ireland and is a key international gateway for overseas visitors to Northern Ireland., whose largest airport is less than a quarter the size of Dublin in terms of passenger numbers.

Passenger terminals.

Terminal 1.

The current Terminal 1 building opened in 1972 was designed to handle five million passengers per year. The original design included a second pier which would have been identical to the current decagon-shaped boarding Pier B, but this was never built. A car park was originally located on the upper floor of the building and the access ramps are still in place but it was closed for security reasons in the 1970s and converted into offices. Terminal 1 has been regularly extended and improved over the last two decades. In October 2007, a new pier designed by Larry Oltmanns, while design director of the London office of Skidmore, Owings & Merrill, who also designed graphics for its interior, was opened to the north of Terminal 1. This pier caters for the majority of Ryanair flights. In 2009, a new extension featuring new food and retail outlets was added to the side of Terminal 1. Terminal 1 is currently home to all airlines except Aer Lingus, American Airlines, Delta Air Lines, Emirates, Norwegian (long-haul services) and United Airlines. Pier C was demolished during the construction of Terminal 2.

Terminal 2.

Terminal 2 is a 75,000 m (810,000 sq ft) terminal and pier (Pier E) which provides aircraft parking for 27 narrow body aircraft through 19 departure gates which can handle up to 15 million passengers annually. The project was designed by Pascall+Watson architects and the total cost was €600 million. Aer Lingus is the main carrier operating at Terminal 2 and since its opening have developed a hub at Dublin primarily for traffic traveling between Europe and the United States. Terminal 2 is now the transatlantic gateway for flights to the United States as it features a US pre-clearance immigration facility which was previously housed in Terminal 1.  Construction of Terminal 2 began on 1 October 2007, and it was officially opened on 19 November 2010 by the then Taoiseach Brian Cowen T.D. The intended purpose of Terminal 2 was to house all long-haul carriers in addition to Aer Lingus; however significant growth in US traffic has resulted in most long haul carriers flying outside the United States remaining in Terminal 1. During the design of Terminal 2 provisions were made for an expanded check in hall and additional pier (Pier F) to cater for future growth. Currently Aer Lingus, American Airlines, Delta Air Lines, Emirates, Norwegian and United Airlines operate from Terminal 2.

Safety and security.

DAA has its own branch of the Airport Police Service which is mandated to provide aviation and general policing at the airport. The Airport Police Station is centrally located on the Arrivals road between Terminals 1 and 2. The airport also has its own Airport Fire and Rescue Service which provides cover to the entire campus, its roadways and lands.  The Office of the Revenue Commissioners provide a customs service to both passenger and cargo terminals, while the Department of Agriculture also has a presence in the airport. Irish Naturalisation and Immigration Service provides an Immigration service for all international passengers arriving at the airport. The Gardaí also have a small sub-station located beside the old terminal.  In 2016 it was confirmed that Garda Armed Support Units (ASU) would be deployed overtly to patrol Dublin Airport and Dublin Port full-time on foot inside terminal buildings and via vehicles outside and surrounding the perimeter to counter the rising threat of terrorist attacks in Europe. The decision was made as a direct result of the 2016 Brussels bombings in Belgium.

Maintenance facilities.

Aer Lingus, Ryanair, CityJet, Eirtech and Dublin Aerospace have aircraft maintenance hangars and facilities at Dublin Airport. In 2010 Etihad Airways announced a new maintenance hangar which will handle the Airbus A330-200 which the airline uses on their route from Abu Dhabi to Dublin. In time the airline will allow other airlines to use this facility.

Airport developments.

New air traffic control complex.

Construction is currently under way on a new air traffic control complex and control tower which will replace the existing structure. The new facility has been designed by Scott Tallon Walker architects. A planning application was submitted in August 2009. The new control tower will be in height. The new control tower is necessary because the construction of the future parallel runway will obstruct visibility of certain parts of the airport from the existing control tower.

New runway.

A new runway measuring is currently under construction parallel to the existing runway 10/28, which opened in 1989. Planning permission for the runway was originally granted in August 2007, with 31 planning conditions attached.  The new runway will replace runway 11/29 (which is no longer in use as a runway and is now used for aircraft parking) and will be built to the north of and parallel to the existing runway 10/28. The new runway will allow the airport to accommodate 30 million passengers per annum once in operation, and it will be long. In March 2009 the DAA announced in a proposal for consultation that the new runway may be built to a length of following consultation with potential long-haul carriers. A runway of this length would allow direct flights from Dublin to the Far East. The runway was expected to cost in the region of €300 million.  In the meantime, the company has invested heavily in extending aprons and creating rapid exit taxiways to derive maximum efficiency from the existing main runway. Runway 11/29, the shortest and one of the oldest runways, is closed to allow overspill aircraft parking. This runway will disappear under the new parallel runway in due course.  After a delay of several years due to the global financial crisis and predictions of falling consumer demand, it was announced in April 2016 that the new runway would start construction in 2017 and to be completed by 2021.

Airlines and destinations.

Cargo.

The following airlines operature scheduled cargo services at Dublin Airport:

Statistics.

Passenger numbers.

Passenger numbers at Dublin Airport increased every year during the 10 years between 1998 and 2008, from around 11.6 million to over 23.4 million. Passenger numbers fell however during the subsequent two years to around 18.4 million in 2010, with a small increase to 18.7 million in 2011 and 19.1 million in 2012, then 2013 saw a significant increase of 5.6% to 20.2 million. In 2014, passenger numbers increased by almost 8% to over 21.7 million. Traffic growth of over 15% during 2015 resulted in passenger numbers exceeding 25 million for the first time. The previous record of 23.46 million (set in 2008) was exceeded during the first week of December 2015.

Ground transport.

Dublin Airport is located just off the M1 and the M50 north from the city centre and south of the town of Swords. The airport is approximately away from both Limerick and Galway and from Cork. Belfast is around away. There is no rail link to Dublin city centre, and the public transport options to the city are taxis, buses and private transport.

Bus services.

Dublin Airport is served by a large network of bus and coach routes, serving both the wider Dublin area and intercity links to the rest of Ireland. More than 700 buses a day service Dublin Airport. In Dublin city, Dublin Bus is the main provider of transport to and from the airport operating Airlink Express routes 747 and 757 to the city centre terminus of Busáras and the railway stations of Dublin Connolly and Dublin Heuston, as well as to Merrion Square and Camden Street, respectively. In addition, Dublin Bus and Go-Ahead Ireland run local stopping services that serve such residential areas as Santry, Swords, Rathfarnham, Sutton, Malahide, Beaumont, Harold's Cross, Drumcondra, Balbriggan, Skerries, Rush and Portmarnock, with routes 16, 33A, 41, 41B and 102.  Aircoach offers a number of coach services from the Airport to the Dublin area, serving both the city centre and surrounding areas including Donnybrook, Leopardstown, Sandyford, Dalkey, Greystones. Bray, Blackrock, Dún Laoghaire Killiney and Sandymount.  Dublin Coach links Dundrum and Red Cow Luas to Dublin Airport.  At a national level, Expressway offers a large number of routes from Dublin Airport to 18 destinations such as Cork, Limerick, Waterford, Drogheda, Navan, Dundalk and Galway. Bus Éireann and Ulsterbus Goldline jointly offer cross-border bus services, namely X1/X2 to Belfast. Translink solely operate services X3/X4 to Derry via either Monaghan and Omagh, or Armagh and Cookstown respectively.  Citylink and Gobus offer services to Galway while Éirebus and JJ Kavanagh operate regular services to Limerick, Kilkenny and Waterford. Wexfordbus connects the airport with Wexford, and John McGinley Coaches also connects the airport with Donegal ending in Annagry.

Taxi.

Taxis are available at taxi ranks located directly outside of Terminal 1 and Terminal 2.

Rail.

There is no direct rail connection to Dublin Airport. However, "Iarnród Éireann" (Irish Rail) provide suburban and intercity railway services from Dublin Connolly and Dublin Heuston railway stations, and there are regular bus services from both stations to the airport. Some city bus services serve Drumcondra suburban railway station, which is on the Connolly to Maynooth railway line while the 102 route connects Dublin Airport to Sutton DART station. Bus services to Busáras/Dublin Connolly and Dublin Heuston railway stations connect with the Luas Red Line.

Proposed rail link.

For many years, it was expected that Iarnród Éireann would extend the Dublin Area Rapid Transit (DART) to serve the airport. These plans were replaced with a proposal for an underground metro line, which would run from the city centre to Swords via the airport. The route for the line, Metro North, was announced in October 2006 and was proposed to connect with several other modes of transport. In 2011, it was announced that the Metro North plan would be deferred due to a lack of funding. As of March 2018, an updated plan suggested that the Metro line might "be open to the public from 2027" but that the details, line, route and timelines were all "subject to change as the final designs haven't been confirmed".

Dublin Airport () is an international airport serving Dublin, the capital city of Ireland. It is operated by DAA (formerly Dublin Airport Authority). The airport is located north of Dublin, in Collinstown, near Swords, Dublin.

Letiště Dublin (, IATA: DUB, ICAO: EIDW) funguje pod společností "Dublin Airport Authority". Nachází se v Collinstowne v hrabství Fingal v Dublinu. Je to největší letiště v Irsku - v roce 2007 prošlo jeho branami více než 23,2 milionů pasažérů. Pro srovnání počet obyvatel dublinské aglomerace je přibližně 1,6 milionu, počet obyvatel Irska je více než 4,3 milionu a ostrova Irsko něco více než 6 milionů. Doprava na letišti je téměř úplně zahraniční, v roce 2007 jen 900 000 pasažérů z celkového počtu více než 23 milionů bylo domácích.