Marketing strategies of Burberry

Marketing strategies of Burberry The marketing of the business will focus on providing value to the customers both through the products sold and information provided through online outlets (Schultz and Kitchen, 2000). The basic ploy for Burberry has always been to have a signature trend this is perhaps the most exciting and dynamic part of their management strategy, and they have managed to keep that aspect alive from conception to the modern day products as well (Clancy et al, 2000). One pattern that they have always fallen back on as a signature of their brand has been the distinguishable tartan pattern. This is a huge advantage for a retail marketing plan as having a signature like that can be used very effectively in the displays and designs used to further spread the image of the brand. Furthermore, another major advantage for designing the retail marketing plan for Burberry is that it has an iconic product like the trench coat which can also be used intelligently in retail marketing. The basic idea of the retail marketing plan for Burberry here is to design a marketing mix that will work best with the management techniques already being applied in the company (Day, 2004). The Burberry Group plc is a very popular and successful clothing and fashion line based out of London, UK (Day, 2004). The Burberry brand also incorporates a manufacturing industry for all its clothing as well as relevant fashion accessories for a specific group. Burberry has already made its name retailing their trademarks across branded outlets all over the world and in multi-outlet malls (Finch, 2005). Furthermore, it already has five established brands that are globally recognized, which are: Burberry London the core branding image Thomas Burberry Burberry Brit Burberry Sport Burberry Prorsum (Finch, 2005). SITUATION ANALYSIS The purpose of designing and implementing a retail marketing plan now is to make sure that the overall sales ratio of the Burberry brand increases on the international front. This of course cant without first conducting the SWOT and PEST analysis on the global scale as well. SWOT: The core strength is established brand recognition and established trademark style. Established media and distribution network also adds up to its potency. The major weakness arises as it is a premium product and hence can only aim for upper income families as opposed to the masses with its high price range. It has limited spread in the Asian market. Opportunity would be Chinas booming fashion industry as it could be a great venture. Threat is from newer and cheaper brands offering same product range globally. PEST: There is little pressure politically on the brand. In fact it has support as Queen Elizabeth II and Prince of Wales both have given Royal grants to the brand in the past. The European economic crisis is a great threat to the pricing of Burberry and hence calls for a repositioning of the price rationale. There are very few social limitations in developing countries. The social cultures are very different. The apparels consumed differ demographically and culturally. The technically developed countries are the major markets to enter. The online shopping strategies are easy to implement and expand the shopping platform. OBJECTIVES Business to Customer Objectives: The smart objectives chosen for the retail marketing plan for Burberry are: Creating awareness: The primary aim of retail marketing plan is to make sure that the chosen brand is represented visually to the target audience, hence investing in designing the store or creative magazines, giveaways, etc will be the focus of this marketing plan. Furthermore, the marketing will be far more focused with this approach (Philip and Kevin 2006) Another aim would be to make sure that the retailing allows the customers to discover the product as a must-have which will deflect their attention from the pricing criteria. This can be done through focusing primarily on the product and its quality making the customers believe that they are investing in a product that is worth the price tag (Philip, 2008) The final aim will be to improve the overall percentage of sales for the company both locally and internationally. This will be done through timely, intelligent and cost-aware allocation of resources with the use of innovative management theories that will increase overall profit ratios and sales ratios (Schultz and Kitchen, 2000). Burberrys expansion into Europe would be a smart move particularly fashion locale, Paris and Beijing. Increasing franchising in Japan will be another smart move. The sales percentage anticipated would be at 6% in these countries. Deeper penetration in China by opening 8 stores. More details of sales forecasts are given in the later sections. Management Objectives (B2B): Marketing management is really crucial in all retail marketing plans as its only through the marketing strategies that the retail image can be sold (Joshi, 2005), hence some of the really important marketing management goals must include the following aspects: Consistent analysis of the progress of retail strategies. Recording customers response to retail designs and mediums. Managing personable associations with all complementary partners to accelerate the retail visibility for Burberry as well as conduct word-of-mouth advertising. Engaging not just the customers but also the employees i.e. to keep the motivation levels high in order to guarantee that the quality or intensity of the marketing plan does not falter after the first wave of activities. Keeping the above points in mind retail management goals, locally and internationally, must incorporate the following in the long run: Retain as well as increase the percentage of customers investing in and purchasing the brand (Joshi, 2005) Increase in sales by 6 % in 1st year 10% in 2nd year and 12% in 3rd year Increase revenue by channels Retailing: Increase by 5% through opening of new stores in Beijing and Paris. Licensing: Increase by 7% Leveraging franchise in Japan. STRATEGY Segmentation: The market segmentation for Burberry is every straight forward and can be divided into the following characteristics and personality aspects (Zinderman, 2009): Primary age group: 18-30 years old. Secondary age group: 30-40 years old (Zinderman, 2009) Students and working youngsters Preferably those with a strong sense of style and creative instinct (Zinderman, 2009) Families in the a higher income group i.e. with earnings that allow discretionary expense (Zinderman, 2009) Individuals who are not afraid to stand out in a crowd and single-handedly try to bring about a positive change (Zinderman, 2009) Pricing strategy: Since Burberry is a premium brand with its target audience belonging to the upper middle class, the pricing will complement that stance. Giveaways or small gifts will be priced from 40 pounds and upwards depending upon the intricate design of the gift chosen. Majority of the clothes will be priced between 200 pounds to and upwards of 1000 pounds and more ranging from items like scarves, cap and other smaller items being priced in the low ranges and the trademarked trench coats being priced in the upper ranges. Hence, the tactic of pricing used here is differential. The prices will of course be aimed to be lower than previously recorded by the branded due to the global expansion into economies that are experiencing financial crisis as well. Positioning Burberry as a fashion brand has the following factors that design its positioning and make it stand out from the rest High dependency on the latest and trendiest fashions this is well represented through the use of multiple product brands and lines that are launched in the competitive market. Hence each product line specializes in a certain type of demand which does not impact the quality of the end product either (Ries and Trout, 2000) Investing in the premium luxury accessories and fashion items this is done through the use of old and new license projects conducted with all the relevant business partners (Ries and Trout, 2000) Gap Dashboard The gap dashboard for Burberry can be designed using the marketing metrics. These metrics will be collected after at least a week of the product being open in the POS structure. All the stats will be recorded and then the gap dashboard will be used to conduct monthly comparison and analysis to see how the projected results match the anticipated results and how the progress complements the initial goals of the retail plan. The Gap Dashboard will allow the marketing manager as well as the CEO to assess where the loopholes lie for the inefficient achievement of market goals. The table (Appendix 1.1) shows a hypothetical anticipated result scenario for Burberry under this particular retail marketing plan (Lenskold, 2003). IMPLEMENTATION To complement the above goals, the following tactical strategies must be employed: In Japan, China and Paris: Using the facilities of IT and internet to spread word online using the various social network websites and outlets. This will also present more visual options for the company that could not be employed in other tangible retail activities (Joshi, 2005) Globally: Using the facilities of newsletters (online and offline) along with magazines, booklets, etc to showcase Burberrys creative angles and its past success (Keller, 2002) In Japan, China and Paris: Use sponsorship techniques for arts colleges and universities to scope out the real target market (as explained in the segmentation above) (Keller, 2002) Globally: Similarly, offering internship programs for local art museums and outlets to increase brand awareness (Keller, 2002) Globally: Aim to calculate the levels of customer satisfaction and compare them to prior rates to understand where the strengths and weaknesses of the strategy lay (Keller, 2002) Pricing logic: The prices will not be lowered so much so that they harm the image of the brand but minimal lowering of the prices will be done. The mark-up over the suppliers price will also be lowered than engagements to stay competitive i.e. it will be at around 80%. The brand will not need a penetration price as it does not aim to divert from its designated customer base (i.e. upper income families) and move into the masses. Price slashing and penetration are necessary if and when a brand chooses to expand into the masses. Web Plan Adaption process Using a proper website will be the primary way to market the retail outlet. Social media and the internet will the primary tool of communication in this marketing plan. It is important to note here that two marketing mixes can be used in this retail marketing plan: 1) mass marketing and 2) niche marketing. The social media can be an open call to masses whereas the use of customer relations on the selected outlets and franchises in specific areas would be a result of the niche marketing mix strategy. The following aspects will be highlighted in all social media presentations: A slideshow of all brands and product lines for the customers convenience Updated contact and outlet-location information Membership/ sponsorship and internship details Testimonials from business partners Event details and listings Links to similar businesses (this will be a two-way road where the link to Burberry will be on the links that Burberry lists in its website as well) The Social Media Approach The Retail plan will also aim to use the following social media outlets with similar features as mentioned above: Facebook Twitter For all recent developments and relevant fashion articles related to Burberry or other business partners YouTube For launching short creative films or marketing campaigns to promote the brand Discussion forums open to all customers, employees and management. This will be great to engage customers, make the brand more personable and recording customer response. Store Design Burberry outlet designed from this particular retail marketing plan will aim to have the following personality traits: funky, modern, chic, trademarked (tartan and trench coat patterns). The overall ambience of the outlet will be friendly and courteous. The design will be very open with a lot of natural light. The customer will be given total transparency to the products and their original sources. The aim will be to make every visit be a learning experience for the customer so that the customer leaves being more informed about the brand and how Burberry can represent them in the sea of brands. The store design will be aimed to be proactive in design and construction so that the customers are drawn in and left with a very clear cut image of the brand in their minds when they leave. This will also help word-of-mouth retail branding of the store as well as Burberry (Lenskold, 2003). CONTROL AND MONITORING Sales Forecast There is an expectation of sales to dip during the winter and summer seasons when the weather is uncomplimentary to the product ranges made available by Burberry. The graphs below show anticipated sales (monthly followed by yearly) on four major product lines: handcrafted or hand-stitched apparel, gift items and womens and mens items. The graphs are followed by a table of overall anticipated sales forecasts. Others factors included in the market research included market trends, consumer behaviours and economic conditions. Customer Expectation and Retention Customer Retention and response are very important aspects to assess the success or failure of any or all marketing plans (Patterson, 2008). The customer response suggested in this marketing plan mainly revolves around building strong and personable relationships and sustaining them in the long term. The pyramid below shows exactly that in two circumstances: one when the customers are in a group i.e. on social media and two when the customers are dealt on an individual level i.e. in the outlet or through direct marketing (contingency plan). The former shows a different marketing mix i.e. marketing to the masses whereas the latter shows niche marketing as the chosen marketing mix. Spending on Channels Spending on Channels is expected to range in the following figures. The key channels would be radio and online advertising. They are cheaper are cost effective. All units are in USD. Marketing Expense Budget Channels Year 1 Year 2 Year 3 Radio Advertising 35,000 38,000 44,000 NewspaperMagazine Advertising 45,000 48,500 55,000 Online Advertising 55,000 65,000 70,000 Arts College Sponsorships 25,500 25,500 30,000 Customer Membership Discounts 15,000 15,000 17,000 Internship Offers 20,000 25,500 30,000 Other 15,000 16,000 20,000 (Refer to Appendix 1.7 for approximate costs and selected channels) During the 3rd year the spending has to be increased as the products reach maturity level. It is very important to extensively promote the declining product range. This is also a part of contingency plan. Contingency Plan The contingency plan for Burberry under the current circumstances includes a fresh and approach to the marketing mix that currently exists. The contingency plan must be to revert back to the original marketing techniques. The one that could be most useful is direct marketing. Businesses in the past have made use of direct marketing as a model of complete business or as a complementary to a wider incorporated marketing combination. A number of advantages can be gained from direct marketing by not only sellers but buyers too. Thus, the concept of direct marketing is gaining popularity and recognition. One of the major advantages that I feel a direct marketing plan will achieve is to engage all the parties involved from the manufacturers to the promoters to the web planners to the recruiters to the sales and marketing department. The figure below shows the interconnection of all these departments under the direct marketing plan followed by a table (Appendix 1.3) showing the sales estima tes for this contingency plan. RECOMMENDATION If the constructed plan works efficiently and hit the targets set in next 3 years, then the next major step would be setting up a high-class fashion institute in Paris and Beijing. The name would be Burberry Institute of fashion. Target students will be celebrity children, child artists and employee trainees. Education is a huge business. And this institute will also assist Burberry to showcase its fashion events and creativity development. CONCLUSION The marketing plan is designed to increase the overall performance of Burberry by increasing sales, revenue, brand value and customer satisfaction. References Clancy, K. J. and Kriegafsd P. C. (2000). Counter intuitive Marketing. The Free Press. Day, J. (2004). Burberry doffs its cap to chavs. Guardian.[online] available from [ March 22, 2011] Finch, J. (2005). GUS shareholders to receive Burberry cheque. Guardian News and Media. [online] available from [ March 22, 2011] Joshi, R. M. (2005). International Marketing, Oxford University Press, New Delhi and New York. Keller, K. L. (2002). Strategic Brand Management, 2nd ed. Prentice Hall. Lenskold, J. D. (2003). The Path to Campaign, Customer, and Corporate Profitability. McGraw-Hill Professional. Patterson, L. (2008). Marketing Metrics in Action: Creating a Performance-Driven Marketing Organization. Racom Communications. Philip, H. M. (2008). Discovery-Based Retail. Bascom Hill Publishing Group. Philip, K. P. and Kevin L. K. (2006). Marketing Management, 12th ed. Pearson Prentice Hall. Ries, A. and Trout, J. (2000). Positioning: The Battle for Your Mind (20th anniversary ed.) McGraw-Hill. Schultz, D. E. and Kitchen, P. J. (2000). Communicating Globally. Palgrave Macmillan. Zinderman, C. (2009). A Grown-up Emma Watson Models for Burberry. International Business Times. [online] available from [March 22, 2011]

Floating Power Plant

FLOATING POWER PLANT [pic] By K. SRIKAR 10071A0228 VNR VJIET Ph no: 8341103940 Srikar. [email  protected] com CH. PRADEEP 10071A0211 VNR VJIET Ph no: 7207606693 [email  protected] com ABSTRACT: The concept of the Floating Power Plant is so far the only one known in the world that has combined the two energy forms and has an operating prototype. Our abstract deals with the Floating Power Plant, the current prototype is called Poseidon 37and MH-1A. INTRODUCTIONFloating Power Plant (FPP) is a new type energy source based on technologies of shipbuilding and designed to provide a reliable whole-year energy supply to households, industry and infrastructure facilities [pic] FPP, can combine heat and low-power nuclear station, are vessels projected that present self-contained, low-capacity, floating nuclear power plants. The stations are to be mass-built at shipbuilding facilities and then towed to the destination point in coastal waters near a city, a town or an industrial enterprise.Al though the world's first floating nuclear power station was MH-1A, the Rosatom project represents the first mass production of that kind of vessel. By 2015, at least seven of the vessels are supposed to be built. The floating power plant can economically supply electricity to a specific district or to a specific facility that temporarily uses the electricity and can minimise limitations caused by environmental regulations, and can be used as an emergency electrical power source HISTORY MH-1A was a pressurized water reactor and the first floating nuclear power station.One of a series of reactors in the US Army Nuclear Power Program, its designation stood for mobile, high power. The FIRST FLOATING NUCLEAR reactor was built for the U. S. Army by Martin Marietta under a $17,000,000 contract (August 1961), with construction starting in 1963. The original ship propulsion system was removed, and a single-loop pressurized water reactor, in a 350 ton containment vessel, was installed, using low enriched uranium (4% to 7% 235U) as fuel. The reactor supplied 10 MW (13,000 hp) electricity to the Panama Canal Zone from October 1968 to 1975. pic] Waller Marine has played an important role in the reintroduction of the Floating Power Plant (FPP) since the late 1980’s when the Company was asked to inspect the power barge â€Å"Impedance†; a barge constructed with steam generating technology that was first used in the Philippines by the US Army in 1940. Since that time, Waller has been involved in development, design, construction and operations of numerous power barge projects using all available generating technologies, different fuels and cooling system [pic]Floating Power Plants (FPPs), or Power Barges as they are more commonly called, have been around for many years. In fact one of the earlier units, constructed in 1940 by the US Army Corp of Engineers, a 30 MW steam generation facility and put into service in the Philippines, is still in operation at a site in Ecuador. . .Heavy fuels were selected as the fuel of choice mainly due to cost and availability, with consideration being given to simply meeting World Bank emissions standards being made at the time. Single barge designs ranged from 30 MW up to 100 MW. DESIGN:- BARGE CONSTRUCTION:-When using a semi-submerged structure for a wave energy device, the structure is modified radically compared to a standard barge. On the Poseidon 37, three sections constitute the barge: *The front section, which contains the turret mooring, *The middle section carrying the wave absorbers, and *The rear section. The whole structure is 37 meters wide and 25 meters long (excluding the buoy). The middle section can be disconnected from the front, and the energy device can thus be sailed to port without interfering with the mooring. This is needed since the P 37 is a prototype and a test facility.The front and rear sections ensure that the Floating Power Plant always turns against the wave front – a nd that it does so in a passive way without consuming energy. [pic] The wave absorbers (floaters) are hinged at the front. The floaters absorb the pressure motion of the wave both forwards and upwards. Up to 34 percent of the incoming wave energy is converted to electricity in the Floating Power Plant. According to FPP, this has been confirmed by the research and consultancy organization DHI (Danish Hydraulic Institute) in the latest wave flume test series.Each absorber on Poseidon 37 weighs 4. 7 tonnes without ballast and 24 tonnes fully ballasted. The ballast system is an active control system. Along with trimming of the submerged depth, these are the only two active controls in the whole structure, thus the only part where energy is consumed. Ballast is used to secure the optimum floater movement: in this way the floaters have high efficiency in small as well as large waves. MOORING With a floating structure that turns towards the waves, an anchor system which allows full 360 deg rees rotation is needed.With the Pivot Hinged Wave Absorber, a standard system from the oil and gas industry is used: the Turret Mooring System. Turret mooring is widely used on so-called FPSO vessels (Floating Production, Storage and Offloading). FPSOs typically extract oil and gas from fields far away, refine it and store it, and then offload it onto a transport vessel. Because of the oil extraction (through pipelines), a FPSO has to remain at the exact same position regardless of weather conditions. For this purpose, the vessel is secured with a Turret Mooring System.The turret is in its essence a buoy held in place by three or more mooring lines. The mooring lines are secured with anchors – in Poseidon’s case, these are plow anchors. A tugboat drags the anchors into the seabed until a given tension is achieved. [pic] The mooring lines have enough slack for the turret to move up and down when water levels rise and fall – but because of the number of mooring l ines, the horizontal position remains the same with little deviation. Thus, a platform installed at more than 40 meters depth will be able to follow a rise in the sea level of up to 30 meters.The system is not suited for depths less than 40 meters because of the energy in the waves at low depths. It would not be commercially viable. ENERGY PRODUCTION Whether one has a starting point in the wind industry or in wave energy, the logic behind a combination of the two energy forms is that it increases the return. The benefits of adding a wave energy device to a floating support structure for a wind turbine is stability and the boat landing. The wave energy device absorbs the wave motions, and thereby makes the structure even more stable.According to FPP, 70-90 percent of the energy in the wave motion is absorbed into a controlled system. This provides stability compared to a normal floating structure without any absorption. [pic] The wave absorbers convert the forward and upwards pressur e from the waves to an upward and downward motion. The movement of the floaters drives a double piston pump on each flow, pushing water at high speed and pressure through a turbine. The prototype Poseidon 37 has a rated power of 140 kW from the waves and 33 KW from wind, a total of 177 kW.Power production On the Poseidon 37 the wave absorbers start production at 20 centimetres significant wave height (Hs). Cut-out is at 1. 5 meters wave height (Hs). Plants will be dimensioned after the specific conditions at the given site, thus the cut-in and cut-out values can be varied. Apart from the waves, the rest of the energy comes from the three wind turbines. The size and power of the turbines are chosen according to a single criterion: tower height. The surface area and weight of the platform defines how high the tower can be. And the tower height defines what turbines are available on the market.In the case of the Poseidon 37, engineers chose a common onshore wind turbine: the Gaia-Wind 133-11kW. The tower is normally 18 meters high, but offshore 12 meters was possible. Instead of a standard lattice tower, a tubular tower was chosen to improve corrosion protection. According to Floating Power Plant, the wind turbines can be of any type and the number will vary from 1 to 3 turbines. The turbine can be upwind or downwind, and fitted with any number of blades. Only the tower height matters. In fact, the turbines have been proved to stabilize the whole construction’s pitching at sea. pic] Normally, the direction of wind and wave are overall the same, and this is also the optimal scenario for the plant. For the Poseidon, the power output from the middle wind turbine declines when the wind turns out of alignment with the wave direction. In rare cases with crosswinds the power output from turbines is at its lowest. On average, the middle turbine produces 85 percent of rated power, and the two front turbines produce up to their rated power. UPCOMING PROJECTS The nex t step is the construction of a power plant of 110 meters width to be installed in Oregon, USA.The Collaboration between Floating Power Plant and American venture capitalists was announced in April 2011, and the new prototype will be installed between 2014 and 2015. The largest scale of the Floating Power Plant will be 230 meters wide and mounted with three 2 MW turbines. The wave energy device will have a rated power of approximately 5-6 MW. The yearly production will be 50 GWh – of this 60-70 percent will be produced from wave energy, because the waves represent a more stable energy source. PROS AND CONS ADVANTAGES * Relatively fast construction dependent upon equipment availability. * Transportable power. Fast supply of electricity to areas with limited infrastructure. * Provides fast supply of electricity to areas with limited infrastructure * Is a mobile asset, possible to relocate or trade . * Does not require a large site. * Is independent of soil quality. * Provides s ecure power supply in the event of earth quakes or floods. * Eco friendly, doesn’t produce any harmful gases. [pic] DISADVANTAGES:- * FPP has end user power demand and supply cannot be synchronized. * Access to the installation is critical and infrastructure is costly. CONCLUSION: There are several positive environmental impacts from the construction of Poseidon.The energy production from a 230 meter Poseidon power plant will reduce the annual emission from a traditional fossil fuel power generation by: †¢ 145 tons of sulphur dioxide †¢ 120 tons of nitric oxides †¢ 35,000 tons of carbon dioxide †¢ 2,600 tons of slag and fly ash Poseidon utilizes and absorbs the inherent energy from the waves, thereby reducing the height of the waves significantly and creating calm waters behind the front of the plant. REFERENCES http://www. floatingpowerplant. com/ http://www. wallermarine. com/ http://www. lorc. dk/Home http://www. google. co. in/ http://en. wikipedia. or g/wiki/Wiki

Essay on The Black and White of Science and Religion

Annotated References Astley, J; Francis, L. (2010) British Journal of Religious Education, Promoting positive attitudes towards science and religion among sixth-form pupils: dealing with scientism and creationism. Vol. 32 Issue 3. The Routledge group writes a very compelling argument dealing with the attitudes towards science and religion. The authors have survey results from their research and supply the basic data learned. The paper data talks about the consistency of each institution and really points towards how group and subcultures can either be positive or negative based on how its presented. Cho, F; Squier, R. (2008). Journal of the American Academy of Religion, He Blinded Me With Science: Science†¦show more content†¦32 Issue 11. The brief journal article highlights the continuous struggle between the Jewish teacher’s philosophy and general subjects taught by their contemporary colleges in the scientific fields. While most Western-Christian scholars are in support the Jewish based education based on those Judaic fundamentals, there is still a strong resistance on specific subject of geological time, in comparison to issues connected to creation of the earth and especially evolution. The authors collaborate in strategies for teachers that incorporate curriculum on contentious topics in education. Grinde, B. (2010). World Futures: The Journal of General Evolution, God In the hands of future science. Vol. 66 Issue 5 In this issue, the author writes a hard-hitting paper that strikes right at the heart of the conflict of science and religion. He gives balanced weight towards both sides of the view of science and religion offering alternative towards resolve of the conflict. The author provides views from both institutions and suggests changes in how God is viewed and how Science is viewed, however he does state that neither are going away anytime soon. Hefner, P. (2010). Zygon: Journal of Religion Science, Embodied Religion and Science. Recentering religion and science. Vol. 45 Issue 1. In this issue of Zygon, the author begins to ventureShow MoreRelatedThe Major Elements Of Science And Religion1443 Words   |  6 Pages The third elements shows science and religion both are important to life is Pi s parents. Parents are essential to a person s existence. The combination of sperm and egg is the starts of a life. Without any of them, no life can be created. In Life of Pi, Pi s parents respectively represent religion and science. Pi s mother represents religion and faith. She is from a Hinduism family (Martel, Life of Pi 47). Her father is a clergy of Hinduism. 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Ap Human Geography Final Project Essay - 9503 Words

Located at the base of the Wasatch Mountains is the wonderful city of Sandy. Sandy City is one of the more populous areas of Salt Lake City and the 5th largest city in Utah. It is a large, mostly suburban area with a population of about 94,000 people. It extends from I-215 to the north, E 12300 to the south, W 10600 S to the west, and Little Cottonwood Canyon Road to the east. Sandy has 4 quadrants: Alta Canyon, Bell Cayon, Crescent, and Sandy. I live in the Sandy quadrant, which is the 2nd largest of the 4 (after Alta Canyon.) While not being the largest in size, it is the most populous (and densely populated). Sandy also has many recreational parks, and a very well developed transportation network consisting of many bus routes and a†¦show more content†¦The majority of the population is Caucasian (87%), followed by Hispanic (8%), American Indian (1%), Asian (2%), and African-American (1%). [pic] [pic] Population pyramid of Sandy, Utah There have been impacts of natural hazards on Sandy throughout the city’s history. There have been many records of floods in the past and some very minor earthquakes. There are still dangers of floods and earthquakes, and many people live on the fault line, where it is expected to have a huge earthquake in about 50 years. This large earthquake could destroy many homes and neighborhoods and will cost the city a substantial amount of money to repair all of the damages. Growth over time and space Population has increased a lot in Sandy. There were a few people in the 1900s, when the city was still developing. But ever since, the population has boomed. Sandy experienced its biggest growth in 1970 – 1980, when the population increased 711%[5]. [pic] Here is a projection for future population trends in Sandy. It is expected that population growth will expand steadily. By 2060, the population in Sandy would increase to over 145,000. 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