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Tài Chính - Ngân Hàng
Ngân hàng - Tín dụng
The factors affecting customer satisfation and loyalty of mobile telecommucation service in ho chi minh city
International School of Business
Ho Chi Minh City – Year 2014
International School of Business
Ho Chi Minh City – Year 2014
First and foremost, I would like to thanks to my supervisor Dr. Tran Ha Minh Quan for
his guidance, encouragement and excellent advice throughout this research study.
Much appreciation goes to all lecturers at International School of Business, University
of Economics Ho Chi Minh City for their expertise in providing me continuous
learning process that greatly enriched my knowledge.
I would like to thank to all my classmates, my friends for their supports and
Last but not least, I would like to take this opportunity to express my profound
gratitude to my beloved parents for being patience and never failed giving me
continuous supports.
The purpose of this research is to assess mobile telecommunication service quality in
Ho Chi Minh City based on perceptions and experiences of customers, to find the
linkage between mobile telecommunication service quality attributes, customer
satisfaction and customer loyalty in mobile telecommunication service sector..
Based on the mobile telecommunication service quality model suggested by Lee, Lee
and Freick (2001), six main dimensions (call quality, pricing structure, mobile
devices, value-added services, convenience in procedures and customer support) were
used to find out the relationship among mobile telecommunication service quality,
customer satisfaction, and customer loyalty. All the data were collected through
questionnaires; the sample size of 350 mobile customers was drawn from different
mobile carriers in Ho Chi Minh City. Descriptive statistical approach, multiple linear
regression, Anova were then used to describe and analyze these six dimensions and
take them into the involvement with customer satisfaction and loyalty.
The results show that six dimensions above are positively related to customer
satisfaction and customer satisfaction is positive related to customer loyalty. Customer
support demonstrates the highest positive correlation with customer satisfaction while
pricing structure demonstrates the lowest positive correlation with customer
Keywords: Mobile, Service quality, Customer satisfaction, Customer loyalty, Call
quality, Pricing structure, Mobile devices, Value-added services, Convenience in
procedures and Customer support.
Acknowledgement ........................................................................................................... i
Abstract ........................................................................................................................... ii
Contents ......................................................................................................................... iii
Lists of Figures .............................................................................................................. vi
Lists of Tables ............................................................................................................... vii
1.1.Research background ................................................................................................ 1
1.2 Problem statement and research questions ............................................................... 3
1.3 Research purposes ..................................................................................................... 4
1.4 Research scope .......................................................................................................... 5
1.5 Thesis structure ......................................................................................................... 5
1.6 Summary ................................................................................................................... 6
2.1 Introduction ............................................................................................................... 7
2.2 Mobile telecommunication service quality ............................................................... 7
2.2.1 Service quality concept .......................................................................................... 7
2.2.2 Service quality attributes ..................................................................................... 12
2.2.3 Critique of SERVQUAL ...................................................................................... 15
2.3 Customer loyalty ..................................................................................................... 17
2.4 Customer satisfaction .............................................................................................. 18
2.5 The relationship between customer satisfaction and customer loyalty .................. 19
2.6 The research model and hypotheses ....................................................................... 22
2.6.1 The research model .............................................................................................. 22
2.6.2 Hypotheses ........................................................................................................... 22
2.7 Summary ................................................................................................................ 24
3.1 Introduction ............................................................................................................. 26
3.2 Research design ...................................................................................................... 26
3.3 Research process ..................................................................................................... 26
3.4 Measurement scale .................................................................................................. 27
3.5 Sample size and data collection procedures ........................................................... 29
3.6 Data analysis method .............................................................................................. 29
3.7 Summary ................................................................................................................. 30
4.1 Introduction ............................................................................................................. 31
4.2 The general characteristics of the sample ............................................................... 31
4.3 Cronbach alpha reliability analysis ......................................................................... 32
4.4 Exploratory factor analysis ..................................................................................... 34
4.4.1 Factor analysis for mobile telecommunication service quality attributes ........... 34
4.4.2 Factor analysis for customer loyalty variable ...................................................... 37
4.5 Multiple linear regression ....................................................................................... 38
4.5.1 Customer satisfaction and mobile telecommunication service quality ............... 38
4.5.2 Customer loyalty and customer satisfaction ........................................................ 40
4.6 Hypotheses assessment and discussion................................................................... 42
4.7 ANOVA analysis .................................................................................................... 43
4.7.1 In the aspect of age with customer satisfaction ................................................... 43
4.7.2 In the aspect of income with customer satisfaction ............................................. 44
5.1 Introduction ............................................................................................................. 46
5.2 Conclusions ............................................................................................................. 46
5.3 Managerial implications ......................................................................................... 47
5.3.1 Customer satisfaction ........................................................................................... 48
5.3.2 Call quality ........................................................................................................... 48
5.3.3 Pricing structure ................................................................................................... 48
5.3.4 Value-added services ........................................................................................... 49
5.3.5 Customer support ................................................................................................. 49
5.4 Limitations .............................................................................................................. 50
5.5 Recommendations for future research .................................................................... 50
5.6 Summary ................................................................................................................. 51
Figure 2.1 The conceptual model of service quality by Parasunaman
et al. (1985) ............................................................................................... 10
Figure 2.2 The research model of service quality, customer satisfaction and service
loyalty by Caruana (2002) ........................................................................ 21
Figure 2.3 Research Model ......................................................................................... 22
Figure 3.1 Research Process ....................................................................................... 27
Table 2.1: The definition of five services quality attributes ......................................... 14
Table 3.1: The main measurement scales of the research ............................................ 28
Table 4.1: Personal Profile of Respondents .................................................................. 31
Table 4.2: Cronbach's Alpha results for main survey .................................................. 32
Table 4.3: KMO and Bartlett's Test (Mobile telecommunication
service quality) ............................................................................................. 34
Table 4.4: Total variance explained (Mobile telecommunication
service quality) ............................................................................................. 35
Table 4.5: EFA rotated component matrix (Mobile telecommunication
service quality) ............................................................................................. 36
Table 4.6: Cronbach's Alpha results for new variables) .............................................. 36
Table 4.7: KMO and Bartlett's Test (Customer loyalty) .............................................. 37
Table 4.8: Total variance explained (Customer loyalty) .............................................. 38
Table 4.9: Total variance explained (Customer loyalty) .............................................. 38
Table 4.10: Model summary (Customer satisfaction) .................................................. 39
Table 4.11: ANOVA (Customer satisfaction) .............................................................. 39
Table 4.12: Coefficients (Customer satisfaction) ......................................................... 40
Table 4.13: Model summary (Customer loyalty).......................................................... 41
Table 4.14: ANOVA (Customer loyalty) ..................................................................... 41
Table 4.15: Coefficients (Customer loyalty) ................................................................ 41
Table 4.16: Results of hypotheses test .......................................................................... 42
Table 4.17: Descriptive of age on customer satisfaction .............................................. 43
Table 4.18: ANOVA (Age and customer satisfaction) ................................................. 43
Table 4.19: Descriptive of income on customer satisfaction ........................................ 44
Table 4.20: ANOVA (Income and customer satisfaction) ........................................... 44
1.1 Research background
Bolstered by the rapid development of information and communication technologies
(ICT) and high demand from customers, the paradigm of mobile telecommunication
services is now shifting from voice-centred communication to a combination of highspeed data communication and multimedia. Further, factors such as the growth of the
wireless Internet and the upcoming introduction of mobile number portability (MNP)
all contribute to emphasize the appearance of a transition period in the mobile
telecommunication services market. Moreover, a stagnating rate of diffusion,
indicated by a fall in the rate of increase in subscriber numbers, suggests that the
market may have now reached maturity (ETRI, 2002). This change of paradigm and
the symptoms of a market in transition are driving the industry's restructuring efforts
and intensifying competition between companies. Vietnamese mobile carriers are
coming to a full realization of the importance of a customer-oriented business strategy
as a condition for sustaining their competitive edge and maintaining a stable profit
level, and, indeed, for their very survival.
When the number of subscribers has reached its saturation point, creating and
securing new customers is not only difficult but also costly in terms of marketing.
Hence, it is becoming an industry-wide belief that the best core marketing strategy for
the future is to try to retain existing customers by heightening customer loyalty and
customer value. Earlier studies suggest that customer loyalty provides the foundation
of a company's sustained competitive edge, and that developing and increasing
customer loyalty is a crucial factor in companies' growth and performance (Lee &
Cunningham, 2001; Reichheld, 1996). However, not enough studies have been
conducted on the subject of the mobile telecommunication services industry inside or
outside Vietnam; a mere handful of research papers have been published. This is
partly due to the relatively short history of the industry. Only in the late 1990s did
research on factors affecting customer loyalty and carrier switching begin. In
particular, there are few studies examining interactions between factors affecting
customer loyalty. This paper analyses the effects on customer loyalty of customer
satisfaction and the structural relationship between these factors in the Vietnam
mobile telecommunication services industry.
telecommunication service, an analogue service, in April 1993. Until 2003, the
market's structural monopoly resulted in high subscription and usage fees, and high
prices for mobile devices. This kept subscriber numbers and sales low, and the growth
rate was equally insubstantial. The entry of S-Phone Telecom in 2003 put an end to
the monopoly of Mobifone and Vinaphone. After the introduction of digital service,
the entry of Viettel in 2004 triggered a full-scale activation of the market. Competition
between carriers quickly brought down subscription fees, and led to struggles to
secure new subscribers by such means as subsidizing the purchase of mobile devices.
All these developments contributed to the rapid growth of the mobile
telecommunication services market. As reported by the Ministry of Information and
Communications, Vietnam mobile charges in the past 10 years has decreased by more
than 3 times. The heated competition in the mobile market has made Vietnam from
countries with high rates of goods in the world has become in every country have the
cheapest rates in the world. As of June 2013, the total number of telephone subscribers
that were active subscribers was 148.5 million, in which the mobile subscribers was
93.3%. Recently, the ITU has ranked Vietnam ranks 8th in the world of mobile
subscriber density.
This high rate of growth came to an end with the new millennium, when the market,
nearing its maturity phase, started to slow down (ETRI, 2002). The diffusion rate of
mobile telecommunication services having surpassed 100% of the total population,
factors such as the discontinuing of subsidies for mobile device purchases after June
2000 reduced the increase of subscriptions to a marginal level, and some carriers even
experienced a decrease in subscriber numbers. This is evident in support of the
assertion that the mobile telecommunication services sector had reached its saturation
point in terms of customer numbers, in other words, attained market maturity.
1.2 Problem statement and research questions
In Vietnam context, the empirical studies of the relationship among service quality,
customer satisfaction and customer loyalty for mobile telecommunication system are
limited, the existing studies on mobile telecommunication also do not account for the
changing roles of mobile telecommunication setting system in Vietnam's economic
structure. Having a good way in supplying high quality services is a key to achieve
customer loyalty which is the primary goal of business organizations, due to the
advantages of customer retention (Ehigie, 2006). Today, the increasing awareness
among mobile telecommunication customers of their rights, changing demands and
highly competition requires constant progress in service quality from the
telecommunication carrier for their customers to stay loyal. The present research
intends to test whether the telecommunication customers are happy with the services
provided to them, which will eventually lead customer loyalty or not.
This study attempts to examine the effect of service dimensions on perceived service
quality, customer satisfaction, and customer loyalty based on the estimated research
questions which presented as follows:
1. What are the key service quality dimensions of mobile telecommunication
carriers that determine satisfaction of customers in the mobile telecommunication
sector in Ho Chi Minh City?
By addressing this question, managers who are working in the mobile
telecommunication sector can identify their strength and weakness to drive their
investment in a right direction.
2. What are the specific predictors that affect the customer loyalty in the mobile
telecommunication sector in Ho Chi Minh City?
By addressing this question, managers who are working in the mobile
telecommunication sector can identify their strength and weakness to drive their
investment in a right direction to retain customer retention.
3. How important each mobile telecommunication service quality dimension
placing on general customer satisfaction, customer loyalty in the mobile
telecommunication sector in Ho Chi Minh City?
Resolving this question will assist mobile telecommunication carriers to prioritize
their investment for a marketing communication program.
1.3 Research purposes
Based on the research questions, this study was implemented to identify the mobile
telecommunication service quality drivers of customer loyalty to achieve the
following objectives:
(1) Explore the impact of mobile telecommunication service quality dimensions
such as transaction convenience, physical facilities, perceived price, employee service,
reliability, access, effectiveness and assurance on customer satisfaction.
(2) Explore the impact of customer satisfaction on customer loyalty.
(3) Qualify the importance level of each independent factor (mobile
telecommunication service quality) in the relationship with customer satisfaction and
linkage between customer satisfaction and customer loyalty.
(4) Find a suitable instrument for testing the mobile telecommunication service
quality in Vietnam mobile telecommunication context.
1.4 Research scope
The research was conducted in Ho Chi Minh City, a commercial and financial trading
center of Vietnam. Ho Chi Minh City has been chosen for this research due to its
centricity for Economic and Industrial activities and being a silicon valley for many
other activities (such as culture, education, sport) in which requires active
communication very much.
The study focuses on famous mobile telecommunications in Ho Chi Minh City such
as Mobifone, Vinaphone, Vietteltelecom, Gmobile, EVNtelecom and Vietnamobile.
1.5 Thesis structure
The content of this thesis is as follow:
Chapter 1 – Introduction: briefly introduces about research background, problem
definition, research questions, research objectives, scope of research, significance of
the research, theoretical framework, and study structure.
Chapter 2 – Literature Review: provides an overview of the previous literature on
service quality in order to understand the key service quality drivers of customer
satisfaction and customer loyalty; The chapter also reviewed various preceding studies
about service quality, customer satisfaction and customer loyalty before releasing the
theoretical model and research hypotheses.
Chapter 3 – Research Methodology: explains the methodology used to assess the
research model and the hypotheses. Sampling method, sample size, target respondents
and data analysis method are also covered in this chapter.
Chapter 4 – Data Analysis and Results: represents the key findings of the sample
characteristics. This chapter also comprises statistical procedures that were undertaken
to test hypotheses and reveals the applicable model.
Chapter 5 – Conclusion and Implications: includes conclusions, managerial
implications, research limitations and future research.
1.6 Summary
This chapter provides the background of the study, statement of the problem, research
questions, purposes of the study, and previous theoretical framework. It also
represents the scope and the structure of this study.
2.1 Introduction
This chapter presents the theoretical foundation, based on the previous literature
appropriate to the current research, by first reviewing the service quality concepts,
service quality attributes, followed by a critique of SERVQUAL, specified service
quality attributes of retail banking, and introduction of MTSQ [Mobile
Telecommunication Service Quality] model. Next, a review of literature related to
customer loyalty, and customer satisfaction is also presented. This is followed by a
review of researches conducted on relationship between service quality, customer
satisfaction, and customer loyalty. The development of a research proposal and
hypotheses that result for the critical review of previous studies is the last section of
this chapter.
2.2 Mobile telecommunication service quality
2.2.1 Service quality concept
A service is a complicated phenomenon. It has many meanings, ranging from personal
service to service as a product. During four decades, there are variety definitions of
services. Gronross (1990) proposed the definition of service as follows:
"A service is an activity or series of activities of more or less intangible nature that
normally, but not necessarily, take place in interactions between the customer and
service employees and/or physical resources or goods and/or systems of the services
provider, which are provided as solutions to customer problems."
In line with Gronross, many writers described that for most services, there are four
basic characteristics that differentiate them from manufacturing as follow:
1) Services are more or less intangible.
2) Services are activities or series of activities than things.
3) Services are at least to some extent produced and consumed simultaneously.
4) The consumer participates in the production process at least to some extent.
For a full understanding of service quality, these characteristics of services such as
intangibility, heterogeneity, and customer participation in the production process must
be acknowledged.
Before discussing service quality concept, it is important to discuss service
encounters, because within the service encounters, the interactive and interpersonal
participation of customer and service providers becomes critical when judging service
Shostack (1985) defined the service encounter as "a period of time during which a
customer directly interact with a service". This definition contains all aspects of the
service company with which the customer may interact, including it personnel, its
physical facilities, and other visible elements. It means that the definition does not
only limit the encounter to the interpersonal interactions between the customer and
the firm, but the service encounters can also without any human interaction element.
There are three types of service encounters: remote encounters, phone encounters,
and face to face encounters (Shostack, 1985). Remote encounters occur when a
customer interacts with the service firm without any direct human contact, such as
when customer interacts with a bank through the ATMs or internet system. Phone
encounters occur when the interaction between the end customer and the service firm
occurs over the telephone, such as when customer interacts with a bank through the
phone banking system. Face to face encounters are ones that occurs between a
customer and an employee in direct contact, such as when bank customer interacts
with the teller or customer service in a branch.
The interactive and interpersonal participation of customer and service providers
become critical when judging service quality. Other elements that are also critical for
judging service quality include: physical surroundings and tangible cues, participant's
involvement and process of service delivery.
Parasuraman et al. (1985) stated that service quality is more difficult for the customer
to evaluate than goods quality. When customers purchase goods, they engage many
tangible cues to judge quality such as style, hardness, color, label, and package. When
they purchase services, fewer tangible cues exist, such as service provider's physical
facilities, equipment and personnel. In the absence of tangible cues customers must
depend on other cues to judge quality, such as price, service portfolio.
Gronross (1984) defined service quality as the fulfillment of customers' satisfaction.
He explained that service quality as it is perceived by customers consists of technical
quality, functional quality, and corporate image. Technical quality involves what the
customer is actually receiving from the service. Functional quality involves the
manner in which the service is delivered. Technical quality focuses on "what", while
functional quality focuses on "how" and involves consideration of issues such as the
behavior of staff contacting customers, and the speed of services. Corporate image is
a reflection of service organization. Furthermore, Gronross (1990) stated that
corporate image can impact the perception of quality in various ways. If the provider
is good in minds of the customers, minor mistakes will probably be forgiven.
Otherwise, if the provider is not good in the minds of the customers, the impact of
any mistake will probably not be forgiven.
Parasuraman et al. (1985) undertook an exploratory qualitative study to investigate the
concept of service quality. The focus group interviews with consumers and in- depth
interviews with executives. Based on their research, they proposed the service quality
model as displayed in Figure 2.1.
The gaps revealed by the executive interviews are shown in the lower portion of
Figure 2.1 (the marketer side), and the gaps revealed by the customer interviews are
shown in the upper portion of Figure 2.1 (the customer side). According to the
proposed model, there are five gaps including: (1) customers' expectations and
managements' perceptions gap, (2) managements' perceptions of customer
expectations and service quality specifications gap, (3) service quality specifications
and service delivery gap, (4) service delivery and external communications gap, (5)
customer's expected service and customer's perceived service performance gap.
The above gap model in Figure 2.1 shows that four gaps on marketer's side affect the
level of service quality as perceived by customers. Parasuraman et al. (1985) showed
that customers used criteria in evaluating service quality. These criteria are labeled as
"service quality determinants" including: reliability, responsiveness, competence,
communication, access, courtesy, credibility, security, understanding or knowing the
customers, and tangibles.
After they established a conceptual definition of service quality and the ten
dimensions from their exploratory research, Parasuraman et al. (1988) embarked on a
quantitative research phase to develop an instrument for measuring consumers'
perception of service quality, later the instrument became known as SERVQUAL.
They defined service quality as the difference between a customers's expected service
with the perception of service received. The position of customer's perception of
service quality depends on the nature of the discrepancy between the expected service
and perceived service including: (i) expectations of service quality are not met: service
quality is unacceptable or less than satisfactory, (ii) expectations of service quality are
met: service quality is acceptable or satisfactory, (iii) Expectations of service quality
are exceeded: performance exceeds expectations.
2.2.2 Service quality attributes
Olson (1977) has distinguished service quality into intrinsic and extrinsic cues.
Intrinsic cues are attributes that are part of the physical composition of the product, for
example flavor, color, freshness, size, fit, and style. They cannot be changed without
changing the nature of the product and are consumed along with the product. Extrinsic
cues are attributes relating to the product, but actually they are not product. They can
serve as general indicators of quality across all types of product. Examples of extrinsic
attributes include price, brand name, and level of advertising.
Previous studies (Zeithaml, 1988) suggested that intrinsic attributes can be more
important to customers than extrinsic attributes in the following situation:
(1) During consumption of the product;
(2) In pre-purchase situations when customers are actively search for intrinsic
(3) When the intrinsic attributes have high predictive value to judge quality.
In the contrasting way, extrinsic attributes can be more important than intrinsic
attributes when we consider:
(1) Customer is in initial purchase situation, in which intrinsic attributes are not
(2) Customer has insufficient time or interest to evaluate the intrinsic attributes;
(3) Quality is difficult to evaluate.
Whereas previous study that examined attributes used by customers to infer quality of
tangible goods have been studied extensively, very little research has examined cues
within service environment (Hartline and Jones, 1996). Because services are
intangible, customers are more likely to use intrinsic cues to infer service quality prior
to the actual purchase and consumption of the service. As a result, attributes such as
price, brand name, advertising, word-of-mouth, and certain tangible service elements
are important to customers as they attempt to judge the quality of a service prior to
consumption (Parasuraman et al., 1985; Hartline and Jones, 1996).
Parasuraman et al. (1988) found consistent attributes of perceived service quality
across the four service industries with five dimension including reliability,
responsiveness, assurance, empathy, and tangibles.
In a period during the service delivery process, the customer is directly interacting
with the personnel, physical facilities and other elements such as communication
materials. Because services are intangible, consumers use tangible clues as proxies in
evaluating the quality of services. If customer perceives that the appearance of
physical facilities, equipment, personnel, and communication materials are good, then
his or her judgment will be positively affected. Parasuraman et al. (1988) refer to this
as "tangibles".
The attribute termed "reliability" is associated to the ability of the service provider to
perform the promised services dependably and accurately. Reliability is closely
related to the concept of technical quality of service. The other attributes such as
tangibles, responsiveness, assurance, and empathy are related to the concept of
functional quality (Gronross, 1984).
The "responsiveness" attribute of service quality refers to whether the service provider
has the willingness to help customers and provide prompt service (Parasuraman et al.,
1988). When the service provider provides prompt service to its customers, the
customer perceives that he or she is receiving good quality.
Customers frequently find difficult to evaluate the quality of the service if they have
not experienced yet the particular service. It is believed that the level of customer's
trust play important role in assessing the quality of the service provided by the service
provider. The more the customer trusts the service provider, the better the customer's
perception on the service quality. The attribute termed "assurance" is associated with
the ability of the service provider to convey trust and confidence to the customers
(Parasuraman et al., 1988).
Finally, if customers perceive that they are not receiving concerned, personal, or
individual attention from the service provider, then their quality judgment will be
negatively affected. Parasuraman et al. (1988) refer to this as "empathy". A brief
description of each attribute is presented in Table 2.1:
Table 2.1: The definition of five services quality attributes
Physical facilities, equipment, personnel,
and appearance of personnel.
Ability to perform the promised service
dependably and accurately.
Willingness to help customers and provide
prompt service.
Knowledge and courtesy of employees and
their ability to convey trust and confidence.
Caring, individualized attention the firm
provides its customers.
Source: cited from Parasuraman et al., 1988
The number
of items
2.2.3 Critique of SERVQUAL
The most popular model for evaluation of service quality is SERVQUAL, a wellknown scale developed by Parasuraman et al. (1985, 1988). The attributes of
(Parasuraman et al., 1985) were: tangibles, reliability, responsiveness, competency,
courtesy, assurance, credibility, security, access, and understanding. Parasuraman et
al. (1988) later reduced these ten dimensions into five by using a factor analysis.
Based on the five dimensions, a 22-item survey instrument for measuring service
quality has been developed. These five dimensions are: tangibles, reliability,
responsiveness, assurance, and empathy.
There has been criticism from some other researchers to SERVQUAL instrument.
Firstly, many researches and papers have used SERVQUAL scale to verify and to
adjust in conformity with many different market situations and conditions. Secondly,
SERVQUAL approach covers every specific matter involving into service quality
rather completely.
Carman (1990) suggested that the five dimensions of SERVQUAL are not consistent
when subjected to cross sectional analysis. He found that some of the items did not
load on the same component when compared across different type of service
providers, but the validity of the 22 items that make up the SERVQUAL scale appears
to be well-supported both by the procedures used to develop the items and the
subsequent use as reported in the literature. Further, Carman noted that there is an
operational problem with the difference of expectations and perceptions concept (gap
concept). He suggested an alternative format combining both expectations and
perceptions to a single item. The items with this format would be presented with
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Ariel original poster. I shall have it someday
The little mermaid fanart
Ariel More
love this scene in the movie... but what happened to his eyes?
Sugar Skull Ariel fan art
This is fanart of Ariel from Disney's The Little Mermaid done right. If she isn't lovestruck, she isn't Ariel.


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Asian refinery activity boosts oil derivatives trading
Fuelling activity
Asia's rising economic fortunes have been greatly lubricated by the flow of thick, sticky crude oil. In December 2012, China imported an average of 6.12 million barrels per day (bpd), overtaking the US as the world's biggest importer of crude, according to the US Energy Information Administration. Now, the continent's insatiable demand for crude oil and its resulting products is helping to foster an increase in the volume of derivatives trading activity in the region – with local refiners gettin
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Why should you change your locks in Cibolo Texas?
Why should you change your locks in Cibolo Texas?
If there's a thing that Cibolo residents forget is we forget to change our locks often. Although we don't really change our locks until we really need to, the reality is that changing locks is very important. Not only does it provide you with a great way to generate incredible protection, but Cibolo residents also get to retain the home value as well.
Don't spend so much time making your Cibolo property look better. Make it more secure!
The reason is simple, a lot of people living in Cibolo are trying to focus more on beautifying their home instead of investing in security. And while that can be a good idea, the reality is that security is indeed pivotal and you have to think about it the best way you can. So, with the right approach, you can easily acquire some incredible results and benefits in the end so consider a lock change service in Cibolo.
Take your Cibolo home or business to the next level with high security locks.
Investing in your Cibolo home or business locks is essential to your peace of mind. Once you invest in the proper locks, you will be able to have a much safer, more secure home or business. This should be your primary concern. This is really important, because it will offer you the best way to take your results to the next level.
Stop worrying and replace your locks, making focusing easier.
Plus, changing your locks allows you to focus more on the day to day stuff without a problem. This means you get to have more productivity and focus on your current tasks without having to worry about any potential problems to begin with. All you have to do is to invest in some quality locks and that's it.
Which approach are you going to take to secure your Cibolo property?
It all comes down to knowing your approach and what you want to do. At the end of the day, nothing is impossible here, you just need to find a good way to eliminate the trouble and focus on your day to day tasks! Who has time to think about their Cibolo properties vulnerabilities all of the time.
Newer locks are an wonderful change.
Aside from that, newer locks can also enable you to make other changes within your home or business. That's why you may want to make such a change to begin with. This really shines and it just shows the tremendous set of opportunities that you can obtain in the end.
Hire a professional to install the new locks on your Cibolo home or business.
While changing locks is rather hard to do at first, the reality is that working with a professional will help you solve this type of problem. It will just manage to make the experience extremely rewarding and in the end that will matter a lot. Hiring a professional to install the locks in your Cibolo home or business is highly recommended.
The ultimate security. The ultimate investment.
Once you take your time, invest in high quality features and support, you will find that nothing is impossible. That's why you have to consider upgrading or replacing your current locks for your home. It's the ultimate investment in your security and in the end this will pay off immensely to say the least.
Quality is impressive. So invest in quality.
Remember, the quality is more than impressive if you choose the right approach and work with the proper professionals. It's all about knowing how to approach each situation, because that's what matters the most in the end. Take your time, invest in quality and the outcome will be second to none all the time. Just consider that and you will be very impressed with the way everything turns out!


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Milkshake daily frequent
One study says obesity was less common in because they came from ate more frequent.
However, you must read this review...
One Concept Milk Shake Daily Frequent Conditioner Liter - Pricefalls ...
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Милк-шейк - Daily Frequent Conditioner Milk_Shake ...
One study stated that obesity was less common in because they came from ate more frequent servings. Fight allergies with daily forecasts, local alerts,.One ounce of walnuts consumed daily for three months was discovered to reduce several ones problems in addition.
Diabetic Milkshake Most within the symptoms of those disease are frequent to all of the three.
A derivative of Shea Butter in this new Gentle shampoo gives Light Hydration, use this shampoo on a regular basis to care for your.
Milkshake Shampoo and ConditionerSymptoms of gas, bloating, and diarrhea that occur after eating milk products could a lactose intolerance, the most common condition in the world.Diet related insulin release is so large and frequent that receptor cells have. dietary plan, regular check up of blood sugar levels, daily exercise Goals.
... Daily Frequent Conditioner Milk_Shake 300 мл. Цена 290 грн
Photo Endorsed By James Kemmer Of Marion Indiana Original 1959 Texaco ...With 45 minutes to 1 hour walk daily helps to control body weight and corrects insulin weight.
& Conditioners - Milkshake Integrity Conditioner 300ml - Milkshake ...Featuring our world-famous burgers, fries, sandwiches, frozen custard, and more.Find great deals on eBay for milk shake shampoo milk shake hair.Diabetes Type 1 Symptoms Type I Frequent urination amplified thirst extreme hunger unexplained weight loss extreme.
Hair Style Men Los Angeles
Milkshake Whipped Creme Shine SilverWhat does milkshake. dried off when their daily yield falls to. of bucket-fed calves caused by frequent.
Milk_shake Daily Frequent Conditioner 300 ml - Milk_Shake - Wild HairYou can change your email preferences and unsubscribe at any time.
Shop for Milkshake Hair Care products - Choose from our large selection of Milkshake Hair Care products from the most popular online stores at ShopFitness.Here lies Defamer, a Hollywood gossip site launched by Gawker Media in 2004 and maintained, with varying degrees of effort and resources, until 2015.


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Studio Equipment
Mac Pro with Protools 10
Separate fully acoustially treated voice booth
Wide range of professional plugins and sound design tools including Kontakt & Reason
Comprehensive sound library with a wide range of music, samples & effects
AKG C414 condensor microphone
Audio Technica AT2035 condensor microphone
SE Electronics RNR1 Active Ribbon microphone
SE Electronics Gemini III condensor microphone
Focusrite Liquid Channel
Focal CMS50 studio monitors
SE Electronics Reflexion Filter
PortaBooth Pro Portable Sound Booth
AxiomPro49 MIDI controller keyboard
Korg MS20 Mini synth
Portable Recording/Mixing and Training Equipment
MacBook Pro with QLab, Reaper and Audacity
AKG C414 condensor microphone
Audio Technica AT2035 condensor microphone
Focusrite Saffire Pro 14 firewire audio interface
Zoom H4N recorder
PortaBooth Pro Portable Sound Booth
Various processors
Please note: Portable recording equipment is not available for hire by productions and is not provided automatically as the result of hiring Sounds Wilde sound design, sound engineering or sound operation services.
The exception to this is for workshops and for voice reels and voice demos recorded in a client's own home, for which Kirsty will provide all necessary recording and monitoring equipment.
If you require Kirsty/Sounds Wilde to provide equipment in addition to services, please contact Kirsty to discuss.


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Idhammar Systems Ltd
Integrated manufacturing and maintenance systems - OEE and CMMS
Our mission at Idhammar Systems is to develop, deliver and support market leading systems that help our customers to achieve the ideal balance of productivity, efficiency and economy required for world-class lean manufacturing and maintenance. Developed from the ground-up and based on extensive first-hand experience, our integrated Computerised Maintenance Management Systems (CMMS) and Overall Equipment Effectiveness Systems (OEE Systems), have been implemented in blue-chip companies, large and small, in a broad range of industrial sectors throughout the world, from food to pharmaceuticals and transport to power and energy.
Using Idhammar OEE to save energy
A greater general awareness of environmental issues together with rising energy costs and increased Government targets has caused manufacturing energy consumption to rise to a board-room level concern. It is no longer acceptable for manufacturers to treat energy simply as a fixed cost of production, there is an urgent requirement to monitor and improve energy-efficiency.
Most manufacturers have already implemented a wide-range of energy related programmes with varying degrees of success including: switch-off campaigns; intelligent production scheduling at a lower time-tariff; installing new energy-efficient equipment or enhancing maintenance to reduce leaks. All of these programmes are necessary for an ongoing improvement in energy consumption but they are not sufficient on their own.
There is a bigger prize to be gained in operating the factory as effectively as possible to maximise energy-efficiency. Breakdowns, multiple inefficient start-ups, slow-running equipment, rejects and under-utilised capacity all have a major impact on energy consumption.
Major contributors to wasted energy
1. Breakdown – apart from the broken equipment, most of the plant; conveyors, pumps, ovens, shrink tunnels, etc. continue to cycle, wasting large amounts of energy.
2. Start-up – most items of plant use more energy at start-up than at normal operating speed, particularly electricity, so if the plant breaks down frequently more energy will be used.
3. Slow running equipment – uses the same amount of energy as equipment running at full capacity
4. Rejects – waste all the added-value used to produce them including labour, materials and energy
5. Under-utilised capacity – companies regularly invest in additional capacity, unaware that existing lines are underperforming and could provide the production increase they are looking for. It is well proven that improvements to existing plant are 10 times more effective than the installation of new capacity and this would include energy consumption.
Idhammar OEE has a built in Energy Monitor for full visibility of energy consumption, as well as the tools you need to manage plant improvements and minimise waste.
"In addition to savings in labour and wastage, we have experienced significant savings in energy. Optimised OEE also has a hugely beneficial impact on our energy-efficiencies."
~ Bob King, Head of Operational Excellence, Premier Foods ~
Environmental Targets - supported by the Idhammar Maintenance Management System (CMMS)
Large corporations are compelled by share-holders to account for the triple bottom-line: profitability, social responsibility and environmental impact. Recent reports indicate that 85% of SME's in the UK, driven in part by rising fuel prices, are also focusing on strategies to reduce environmental impact. Increased energy efficiency helps reduce carbon footprints and deliver financial savings. There are big wins to be made with the aid of a CMMS as minimising planned and unplanned downtime has been shown to have an enormously positive impact on energy saving.
Most companies have already implemented a wide-range of energy related programmes with varying degrees of success, including switch-off campaigns or installing sensors to turn lights off automatically. Other energy-reduction measures have included intelligent production scheduling at a lower time-tariff, the installation of new energy-efficient equipment, and improving maintenance procedures to reduce leaks. All of these programmes are necessary to reduce energy consumption but they do not provide step-changes in energy efficiency.
The true cost and level of usage if a plant suffers a breakdown is significant, and the impact is not isolated to the asset that needs maintenance - but also all the kit that is left running during the downtime.
Improving asset availability and performance (minimsing downtime and slow running) can have a staggering impact on energy efficiency - and with an effective maintenance strategy in place that is both preventive and responsive, the engineering team can drive the benefits directly to the organisation's bottom line.
Designed to enable our customers to achieve the perfect balance between economy and efficiency – Idhammar MMS is an integral part of the maintenance process, helping to minimise downtime, control costs, maximise assets and manage personnel in a seamless Windows-based software package.
Maintenance of the Thames Barrier is a mission critical activity; the unexpected nature of flooding necessitates 24x7 operations and zero downtime targets. With flood threats rising, the number of barrier closures is now increasing making
maintenance of the barrier an even more complex and critical process.
"Idhammar's highly intellingent maintenance management system is an integral part of the successful operation of the Thames Barrier flood defences."
~ Mike Bullen, Environment Agengy (TBAG)~
"With the Idhammar OEE system I have a handle on the top five production issues at each bakery and know what is being done to resolve them. The OEE system provides consistent, real-time and detailed reporting. It enables the individual Bakery Managers and their teams to drill down, find the underlying problems and quickly address them."
~ Bob King, Head of Operational Excellence, Premier Foods ~
"We chose the Idhammar OEE System for a number of reasons; firstly, it had a proven track record in the food industry and had many of the features we were looking for to support drill-down analysis, reporting and continuous improvement monitoring. Moreover, despite its extensive functionality, the straight-forward user interface allows the system to be used by anyone in the plant and supports our culture of ownership and responsibility. Idhammar's OEE System also has a complementary Maintenance Management System."
~ Stuart Drysdale, Manufacturing Director, Aunt Bessie's ~
"It is widely recognised that the key to sustainable improvement is to engage people across the organisation. By using Idhammar's shop-floor data capture with the OEE system, we can accurately measure and improve OEE at Chivas Brothers. Clear reporting and wide visibility using Andon display boards really helps us to coordinate and drive the improvement agenda."
~ Dave McVittie, Engineering Manager, Chivas Brothers ~
"When we started measuring work flow – we were inundated with outstanding job cards and some of the jobs were being missed. Since implementing the Idhammar MMS we've gained control, and having more than halved the number of outstanding jobs at any one time, we're well on our way to reaching our target of only 10. My role then as Continuous Improvement Director is to make sure that the target doesn't become too soft - and re-set it to zero."
~ Graeme MacFarlane, Continuous Improvement Director, Halewood International
"We have seen real and sustainable improvements in our assets through reducing the six losses of OEE. One particular asset was running seven days a week and still struggling to meet customer demands. Now it typically does the same volume in four-and-a-half days. This avoided capital expenditure to increase capacity through another asset."
~ Mark Rogers, Site Manager, Smith & Nephew ~
"Right from the start, theIdhammar OEE Systemidentified improvements requiring simple, low-cost changes to processes which have made a significant difference to our bottom line. These would have been difficult to identify without an OEE system."
~ Patrick Mroczak, Manufacturing Manager, Burton's Foods ~
"Using OEE as part of our Operational Excellence Programme is far more than a theoretical exercise. The intelligent functionality of the Idhammar OEE system highlights losses, drives our improvement agenda and leads to improved effectiveness and bottom line savings. Our minimum improvement last year was 14% and our best was 47%, so the system paid for itself in a couple of months."
~ Stuart Drysdale, Manufacturing Director, Aunt Bessie's ~
"The Idhammar System has played a real part in performance improvement. The team worked on facts generated from the system and checked whether improvements had the desired effect. In many cases the result was increased capacity through existing assets which avoided additional capital expenditure."
~ Mark Rogers, Site Maintenance Manager, Smith & Nephew ~
"Idhammar Systems understands the added value of intelligent, flexible manufacturing software systems which supports our efforts towards world-class manufacturing."
~ Bob King, Group Head of Operational Excellence, Premier Foods ~
Consistent measurement using the Idhammar OEE software is at the core of our continuous improvement programmes and is supported by Idhammar's CMMS which underpins our TPM initiatives.
~ Stuart Drysdale, Manufacturing Director, Aunt Bessie's ~
"Our Idhammar Shop Floor Data Capture System is an integral part of the process as our operators can now manually input information into the system via touch screen units, and in exchange, they are provided with real-time performance data available in a format which is easy to interpret. This means that we can target daily production and engineering down time issues in shop floor meetings - speeding up fault diagnostics and the relevant resolution processes, whilst making sure there is clear accountability for what needs to be done."
~ Dave Hannah, Continuous Improvement Manager, Burton's Foods ~
"We use Idhammar's [Improvement Agenda] module to track safety and quality actions, as well as to drive plant improvements. The targets we set can be segregated into defined categories, such as direct energy impact and can be clearly monitored using highly visible traffic light controls. This means that senior managers can see at a glance when an improvement project is behind schedule, if the traffic light has gone through amber to red, the manager knows a key milestone has been missed and can take appropriate action.'
~ Richard Lowe, Controls Engineer, Smith & Nephew ~


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Passreward Mobile Customer Loyalty Not ValidatedLocation: Vancouver, Canada Industry: Consumer Goods
passreward mobile customer loyalty platform helps merchants find customers and retain customer by providing precise rewards. The customers include merchants selling products and services as well as brands who wants to build reward system by building connection directly with consumers without involvement of retail stores. Passreward platform includes reward program backend, point of sales integration, POS terminals, mobilePOS app, passreward app for end users. http://www.passreward.com/en/
Report / Edit


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This month's issue of Florida CPA Today features UF Controller Alan West, who was recently installed as chair of the Florida Institute of Certified Public Accountants (FICPA). West is the first chair of the FICPA to come from higher education.
UF's Counseling and Wellness Center recently released an online training aimed at expanding understanding of multicultural identities and how to act as an ally for traditionally underrepresented or oppressed groups.
The Physical Plant Division of UF Business Affairs will host a Town Hall Meeting on June 21, 2017, from 3:30 to 5:00 p.m. at Norman Hall, Room 260.
UF Health invites expectant parents to a FREE dinner and a chance to learn from the experts and ask questions. It's never too early to prepare for parenthood.
Join the GBAS Mentoring Program and expand your network and skill set with other campus professionals ("Campus Pros"). As part of the program, you will participate in a community of practice, build your network and connect with others doing similar work.
The Physical Plant Division of UF Business Affairs will host a Town Hall Meeting on May 31, 2017, from 3:30pm to 5:00pm at Weimer Hall.
In February, the UF Faculty and Staff Climate Survey Working Group announced three areas on which it would focus to begin to address responses to the Fall 2015 Faculty-Staff Climate Survey and subsequent discussions held throughout 2016. The action items fell under the categories of Inclusiveness, Professional Advancement and Respect. This spring, a second wave of action items are being introduced to address issues of work-life integration and to provide the university community with examples of best practices to create a more inclusive environment.
His self-effacing laugh makes it clear that he has accepted his recent accolades with grace, but the professor of African-American history's most recent book has catapulted him to new levels of notoriety in academia and beyond. The book, Stamped from the Beginning: The Definitive History of Racist Ideas in America, won the 2016 National Book Award for nonfiction, became a New York Times bestseller, and was called the most ambitious book of 2016 by the Washington Post.
Make time this summer to invest in your own professional development. Take advantage of opportunities to improve your leadership, knowledge of UF business systems and processes, or communication skills. You can also earn certifications in these areas through our Managing at UF, Business Communications, or Pro3 certifications. As always, UF T&OD's full range of online courses is available anytime.
A call for applications for the 2017-18 UF Leadership Development programs sponsored by UF Training and Organizational Development and the Office of Human Resource Services is now underway, with an application deadline of May 1.
Brook Mercier has been appointed to serve as director of Employee Relations for UF Human Resources. Mercier has been serving in the role on an interim basis since mid-January and has been working in UFHR since 2006.
Teams of staff from across campus are diligently working on the multi-project COMPASS Program. The projects are all focused on modernizing the way UF receives and interacts with student data, from a students' initial applications, through their academic career, and continuing as alumni.
Did you use all the money in your 2016 medical and childcare reimbursement accounts? Unused money remaining in your 2016 flexible spending account (FSA) is forfeited, so be sure to submit all claims for 2016 expenses before the final filing date of April 18.
Each quarter of 2017, the UF and UF Health Wellness Committee, along with GatorCare, focuses on a different wellness topic. This quarter's focus is on mental and emotional well-being. Join any of the free programs listed below to support your wellness this spring.
Speed date a science subject! Join the Florida Museum for an evening of science and snacks April 12 from 7 to 9 p.m. At "Speed Science: Night at the Museum," guests may ask scientists their most burning questions, one-on-one.
In response to your feedback regarding the cost of the convenience fee for the 8900, UF Procurement and Xerox have mutually agreed to amend the convenience fee on the model 8900 to match that of the 6605.
Employees on 9- and 10-month appointments will not have deductions taken over the summer months for UFSelect, GatorCare and/or state plans. Premiums for these employees' elected coverage plan(s) are deducted in the fall and spring semesters to pay for coverage in the summer months.
State employees adopting a child previously in permanent custody of the Florida's child welfare system may be eligible for a monetary adoption benefit. To be considered for benefits, applicants must apply by April 28.
The enrollment period for GatorGradCare summer-only coverage is now open. Summer-only coverage is effective May 16 to August 15. Students must be appointed .25 FTE or greater as a GA/TA/RA for the summer term to participate.
Student employees play a key role in UF's educational, research and operational excellence. Student Employee Appreciation Week is a great time to express appreciation for your student employee's hard work and contributions.


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Asus ZenBook UX310UA-GL641R Intel i5-7200U/8GB/512GB-SSD/13.3inFHD/IntelHD620/W10P64/1YrProduct ID: 592653
The all new Asus ZenBook UX310UA is Australia's most popular ultrabook. Amazing value for money.Brand new stock
- Intel i5-7200U in a premium design
- 1.4kg Light weight portable laptop
Asus ZenBook UX310UA-GL641R Ultrabook
The ZenBook Series practically invented thin and light, and ZenBook UX310 continues that proud heritage, featuring a timelessly elegant all-new design with a profile that's just 18.35mm thin. Using solid aluminum alloy keeps the weight down to just 1.4kg, but it takes dozens of precisely-controlled manufacturing steps to craft it into its sleek shape.
The all-new ZenBook UX310UA brings you elegance, sophistication and superb performance in a gorgeously slim and light design. Crafted from solid aluminum and featuring our iconic spun-metal Zen-inspired finish, ZenBook UX310 is a mere 18.35mm thin. And its travel-friendly weight of just 1.4kg means taking it with you is never a burden, and using it is always a pleasure with its crisp, clear 13.3-inch wide viewing angle display. Featuring the latest 7th-generation Intel® Core™ processors, super-fast storage, ZenBook UX310 is no slouch, either — it has all the performance you need to blitz through your working day. ZenBook UX310 makes everything easier, in style.
In addition, ZenBook UX310 has a USB 3.0 ports, a HDMI port and an SD Card slot so you can easily connect your current peripherals, displays and projectors with zero hassle.
Series: Asus ZenBook UX310UA-GL641R
Processor: Intel® Core™ i5 7200U Processor
Operating System: Windows 10 Pro
Display: 13.3" (16:9) LED backlit FHD (1920x1080) 60Hz Anti-Glare Panel with 72% NTSC
Memory: 8 GB DDR4 2133MHz SDRAM Onboard Memory
Storage: 512GB SATA3 M.2 SSD
Optical Drive: Not Available
Graphics Card: Integrated Intel HD Graphics 620
1 x COMBO audio jack
1 x USB 3.1 TYPE C port(s)
1 x USB 3.0 port(s)
2 x USB 2.0 port(s)
1 x HDMI
Expansion Slots:
Wireless: Integrated 802.11 AC (WIDI Support)
Bluetooth: Not Available
WWAN: Not Available
Fingerprint Reader:
Battery: 3 Cells 48 Whrs Battery
Camera: HD Web Camera
Keyboard: Illuminated Chiclet Keyboard
Weight: 1.4 kg with Battery
Dimensions: 323 x 223 x 18.35 mm
Warranty: 1-year limited warranty
Extra/Other Features: Not Available


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Pre-order Information
Please note that the delivery date provided is an estimated shipping date only. We are unable to guarantee delivery dates for pre-order items due to unforeseen delays by the manufacturers.
If for some reason we cannot fill your order due to an inventory or manufacturing error, we will cancel your order/refund you. Please note that all pre-order items will ship via Australia Post.
Purchasing from the Pre-sale collection will be shipped separately to any purchases in the Ready-to-ship collection. To combine shipping, please contact us and we will hold current stock until pre-sale stock arrives prior to posting.


text: Vans has been a stable shoe brand for the past 50 years that has given the public what they wanted. Well this winter season, Size? And Vans have collaborated to create a shoe that will keep your feet warm even in this cold weather! They have added a heavy wool to the upper of the Old Skool shoe that will make your feet feel comfortable and warm. This shoe will come in three colorways, Black, Steel Grey, or Beet Red which matches the winter vibe. Size? and Vans will be releasing this shoe on the 12th of December, which you'll be able to buy online or in stores for 75 dollars retail. For more information click here.


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This home features 5 bedrooms 2.5 baths, new landscaping metal roof and sits on 2.75 acres of total privacy and all within minutes to the interstate. The kitchen has custom cabinets, granite counter tops, and stainless appliances. There is a formal dining room and 2 living rooms. The master suite is downstairs has 4 bedrooms upstairs. The half bath is located downstairs off the laundry room. This home has new paint, beautiful wood and ceramic tile floors. The exterior features a deck, covered patio for grilling, lush landscaping and a storage building.
We're here to help you 7 days a week
* Required field
The data relating to real estate on this website comes in part from the IDX Program of the Gulf Coast Multiple Listing Service, Inc. Real estate listings held by brokerage firms other than Roberts Brothers REALTORS are governed by the GCMLS Rules and Regulations and detailed information about them includes the name of the listing companies.


text: [Diary entry: 23 September 1774] 23. Dined with Mr. Joseph Pemberton. Joseph Pemberton, son of Israel Pemberton, Jr., was a member of a prominent Philadelphia Quaker family. He was married in 1767 to Ann Galloway of Maryland. Index EntriesYou Are Looking AtSource ProjectWashington PapersTitle[Diary entry: 23 September 1774]AuthorWashington, GeorgeDate23 September 1774Ancestor groupsYear: A Restless Nation StirsMonth: [September 1774]ReferenceCite as"[Diary entry: 23 September 1774]," Founders Online, National Archives, last modified June 29, 2017, http://founders.archives.gov/documents/Washington/01-03-02-0004-0017-0023. [Original source: The Diaries of George Washington, vol. 3, 1 January 1771–5 November 1781, ed. Donald Jackson. Charlottesville: University Press of Virginia, 1978, p. 279.]


text: Repairing CuteDuino Bootloader Arduino October 17, 2014August 11, 2017 by Idris In case of having a broken bootloader, this tutorial will help you how to repair/fix it. You can use Arduino UNO or CT UNO (will launch soon) to be a programmer to your CuteDuino. I will using CT UNO as


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|1,325 sq. ft.
|Property type
|Minimum Stay
|3 - 7 nights
****** We were just informed by Honua Kai HOA that the Konea pools will be undergoing enhancements to improve both the appearance and safety for our guests. This project will impact the lazy river pool and quiet pool. During this time these pools are scheduled to be closed between the dates of September 18 – November 18, 2017. The Larger Hokulani Infinity Pool, and, of course, the beach will still be available for your enjoyment during the closures. The children's sandy beach, water slide and Family pool re-opened Saturday October 14th*****
Check out our extreme construction pricing. The lowest rates we have offered since Honua Kai was built!
If it is a TRUE OCEAN & POOL VIEW you are looking for, this is it! Our pictures were taken from our 2nd floor home. When you are comparing our home with others, MAKE SURE THAT THE VIEWS THEY ARE SHOWING YOU ARE ACTUALLY FROM THEIR SUITE! Our home is one of the rarest, most popular, and largest (1325 Sq. Ft.) two bedrooms available at the Honua Kai Resort & Spa... Why, because it is just one of a few such suites that offers a true ocean and sunset views from WITHIN the suite. Why is our home so popular? Here are some quotes from our guests: 'Love Love Love this place', 'Perfect spot at Honua Kai', 'Most beautiful place we have ever stayed', 'More than we ever hoped for, large, modern and gorgeous, with great views'. These are just a few of our over 60 reviews. Check them out for yourself.
You might think you can get by with the smaller two bedrooms, but once you have 6 family or friends staying in the same space, you will understand the benefits of the extra space that our home provides. The Honua Kai is 'U' Shaped. Because of the 'u' shape, most of the views from within the other suites are directed into the Resort itself, or there are views into the surrounding areas, NOT the ocean. The vast majority of two-bedroom suites that are being offered as 'Ocean View' are actually not looking directly out to the ocean at all. To see the ocean from most two-bedroom suites, you must go outside to the lanai to get a glimpse of the ocean. With ours you can see the ocean from within the suite, from the living room, kitchen, as well as from the oversize 'L' shaped lanai.
As you are searching for the accommodation that best suits your needs, be certain that the view that is shown in the advertisement is actually the view from WITHIN the suite. I can't overstate the outstanding feature of the large size of our home, plus the exceptionally large wrap-around lanai. Most two-bedroom suites are much smaller and have a much smaller lanai. Another item of importance is that our home is an 'inner' courtyard home (Odd numbered unit). Being in the inner courtyard also protects you from the afternoon trade winds. While outside (even numbered suites might experience strong afternoon winds, we generally will have nice gentle breezes. If a TRUE OCEAN VIEW, and the enjoyment of the beautiful Hawaiian breeze on your very own spacious lanai are important to your Maui Vacation; Our home promises the experience you are looking for, including fast wifi internet and NO $29 per day resort fee!!!!
There is no poor choice at the Honua Kai Resort & Spa; it is recognized as one of Maui's premier, luxury all suite vacation destinations. Whatever guides your decision to vacation at the Honua Kai Resort & Spa, you will surely be delighted. We strive to keep our calendar accurate, so when looking to inquire and/or book, please check our calendar and try to match your stay with our availability. Your efforts to match our availability with no open spaces helps us to keep our costs lower and keep our rates much more competitive than the hotels.
Harris Hawaii Property Management manage our home. From the very first minute you contact one of their Guest Service Specialists, to the moment you are personally met at the Resort upon your arrival, you will experience service with 'Aloha'. Honua Kai Vacation Rentals & Realty will provide you with exceptional guest services, from the lowest guaranteed priced; Luau's, Snorkel Excursions, and Zip-Line Rides, to in-room Chef Services. They will assist you with any request imaginable! Your direct link to exceptional service is located just down the street from Honua Kai. We accept credit cards for all of the payments, WE WILL NEVER ASK YOU TO WIRE FUNDS!!!
In the resort is Duke's restaurant, offering live entertainment and serving breakfast, lunch and dinner daily, and Aina Market, offering delectable soups and sandwiches, homemade ice scream and other market fresh items. Also across the street is a shopping center including Times Supermarket & grocery, Slappy Cakes, the 'Best Coffee in Maui' cafe, Pizza Paradiso, Subway, a video/DVD rental store, and Soup Nutz's superb fresh soups. You are a short distance to Whaler's Village (you can walk there via the ocean front boardwalk), the Lahaina Cannery Mall, Front Street, and many other attractions.
Our home was brand new and just became available March of 2010. The Konea tower is new and all construction is complete.
Please feel free to contact Harris Hawaii vacation Rentals & Realty for an update and other information regarding our home and your visit to Maui.
We hope that you will come visit our lovely Maui home... E Komo Mai !
Bill & Debbie Hazelett
Owners in the Konea Tower
Hawaii Transient Accommodation Tax ID# TA-019-593-8304-01
Hawaii General Excise Tax ID# GE-019-593-8304-01
Ken Harris R(B) Member of Maui Board of Realtors/NAR
Harris Hawaii Property Management, Inc
Julie Nelson - Manager
Keywords: Maui condo, condominium, rental, vacation rental, maui rental, Condo hotel, luxury beach rental, villa, home rental, accommodations, rent by owner, holiday rental, resort, pools, Maui, Kaanapali, Lahaina, Hawaii, Ocean front, ocean view, pool view, Kaanapali Beach
Aloha oe for now,
Bill & Debbie Hazelett - Owners
Honua Kai Resort, Konea Tower
Ken Harris R(B) NAR, RAM Member
Owner / Broker
Deb and I grew up in Washington (State). We have vacationed in Maui and the surrounding Islands many times. Now that our boys are grown we've decided that this is the place we wanted to make our second home. We love the resort amenities and the casual life style, and most of all just sitting on our lanai watching the ocean and the whales breaching (December - April). We know you will enjoy your stay in our beautiful home.
Bill & Debbie Hazelett, Kent, WA.
The Owner purchased this condo in 2010
The Honua Kai Resort & Spa is truly Maui's newest and finest luxury all suite vacation destination. We have been coming to Maui for years, and we have never been so excited as now... The Resort is amazing with every amenity imaginable ! The accommodations are exceptional. Every detail was taken into consideration. we feel there is no finer place to be on Maui !
There are so many to mention! The pools are amazing... All adult pool, Children pool, Slide and Waterfall pool. Beach pool...Jacuzzi's everywhere. Gas BBQ's well located throughout the Resort. A tremendously delicious Deli Market right on-sight. Duke's restaurant (One of Maui's Favorites) Pool and beach side in the Resort... A 7000 square foot Spa and fitness center. The Resort is connected to Kaanapali South beach by a new and lovely beach walk (about 1.25 mi. to Black Rock), and Whaler's Village. It is a beautiful walk and is great exercise too! The Resort itself is absolutely gorgeous and the grounds are nearly 40 acres.. It is as if you are at a retreat...
Just wanted to check back in and tell you that the accommodations are great, even better than anticipated. It is hard to believe our stay at this resort is almost over. Thanks for the tour at the start and for the great place to spend the first half of our vacation. It is great (the nicest place we have ever stayed in truth).
Zip-Lining!!!! Kapalua. GREAT Fun! Contact us for all your activity needs. See what we have available so you can book your activity online.
Room 213 Konea is absolutely fantastic! The view is wonderful with the wrap around lanai. I researched so many rooms and I'm so glad we chose this one! The room is huge - very comfortable for my family of five. The property is also very nice. Good location for snorkeling. Easy walk to airport beach for great snorkeling!
The one and only improvement for the property would be some new towels. Many towels were stained and one was completely threadbare.
Very well done and in good dhspe
The pictures do not do the condo justice! The condo and the resort are absolutely incredible. The location is perfect and having both beach and pool on site made it all great. We spent 2-weeks are #213 for my daughters college graduation celebration, we are a family of 5 (all adults) and the space was plenty big. Konea Kai resort is beautiful! The condo is very well decorated and supplied. The only things we missed in the kitchen were oven mitts, these were delivered in < an hour once requested, the other item we did not find was a pitch for drinks. Maybe adding one would be nice.
I have rented several places all over the world on VRBO/Homeaway over the years and have been 100% satisfied, but this is definitely the best one yet!
A review would not be complete if I do not comment on a few "negative" items. I have mentioned missing a pitch in the kitchen, this was a NONE issue. You also need to be aware that while the internet/cable to the facility has been upgraded it was still very poor! Most evenings/afternoons the internet would not work and many of the TV channels on all the TV's would not come in due to poor signal quality. I expect this is a resort issue and not specific to this Condo so I cannot ding them on this review. Besides, put the internet away and stare at the view, you can post when you get home! That is really the only negative. I will mention the washer/dryer are compact so only can take a small amount at the time put not an issue overall.
Loved the place and location and would absolutely go back!
Thanks you
We are a family of five and this was our first time staying in this part of Maui. The condo was beautiful and very clean! I could of spent my entire vacation sitting on the wraparound lanai and looking at the view! Of course, the kids had other plans! They loved the pools and the beach and the fact that they ran into friends from home! It was nice that Duke's Beach House was right there so if we didn't feel like cooking , we had a place to go. We had a great time and would come back in a heartbeat!!
We were two couples, 67-72 & 46-49. My wife and I there to explore Maui for the 1st time, my in-laws there for the 10th time (but last trip~15 years ago).
The condo was just what we needed! Beautifully decorated with a great big kitchen with all the utensils and devices we needed for cooking meals (multiple high-end gas bbqs a short walk away), with enough room for sunset dinners on the balcony. You can also watch for whales from the balcony. Bedrooms are large and comfortable and the washer/dryer set up perfect for a small wash or to dry out from a rainy day.
The condo complex is well located, immaculately maintained and covered with lush tropical gardens. A number of swimming pools on the property and a short walk to the beach. Duke's Beach Bar and Grill just a few steps away if you don't want to cook, with a nice selection of food at reasonable prices. A well stocked grocery store with everything you need 150yd walk from the complex.
A note on the beach..... Very small, rocky in the water and waves/surf while we were there made it difficult to dangerous for small children or weak swimmers.
A note on the property..... Many, many families with small children. Hard to miss and hard not to hear during the day. Small upper pool had signs designating it as more of an "adult pool" but not enforced. The complex literally shuts down at sunset and be prepared to be reprimanded by staff for too much noise if you are out on the balcony with a nice evening dinner. Don't even think about soft dinner music (smooth jazz) after sunset.
A note on the balcony.... Don't leave anything on the balcony. We understood about not hanging towels from the railings but leaving scuba/snorkeling gear to dry on the floor of the patio will get you a nasty note at your door.
With that said, this is a very beautiful property and Bill & Debbie have built an amazing home with incredible views. We spent most of our time exploring Maui, scuba diving, whale watching, hiking, etc. We are very likely to ask Bill & Debbie if we may spend another week there next year.
Mark & Joan
Was a very nice place with large balcony and stunning views of the ocean and sunsets.
|Rental Guard Protection
|Cleaning Fee
|Admin Reservation Fee
|Parking (7 X 15)
|Tax Rate
Rates are subject to change until booking is confirmed.
$15 per day Parking will be collected by Harris Hawaii at the time of the final payment , due 45 days prior to arrival.
Discounts offered for extended stays of 7 nights or more.
Damage waiver fee insures up to $1500. Damages exceeding this amount will be charged directly to the guest's credit card on file.


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Another round of multiple double exposure photography only this time it was done totally in camera!
Took a couple quick shots just in front of my house with Emiliz and I even taught her a bit about double exposure photography as well. I am excited to have a camera that allows me to create multiple exposures in one frame. There is just something so appealing about creating any type of image without having to use photoshop. I will definitely have to work on my in camera composition but I think this was good start and I am excited to get out and shoot more!
Creating creative images solely in camera is a lot of fun whether it be light painting or multiple exposures or dragging the shutter or really anything you can think of! The less time you have to spend in photoshop the more time you have to go out and shoot! This does not only apply to creative techniques but also to when you have to bring an image into photoshop to fix a mistake you could have easily fixed while shooting. For example I find myself fixing clothes or stray hairs in photoshop that could have easily been fixed in seconds while shooting. Thinking about fixing things on site can save you so much time and you also don't have to worry about doing a bad fix in photoshop where it may not look as real and natural. I know this is something I need to pay attention to more, but sometimes I get so caught up in shooting that I forget about the little things that could potentially save me hours of work later.
Anyway, I hope you like my first in camera double exposure!
As always, if you have any comments please leave them below. I would love to hear your thoughts!
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It's the little things in life that amuse me...
~Indifference - Because some people do not deserve your emotions.~
I edit often because my tablet is possessed!
In my effort to be *concise*, I often come off as blunt and harsh. Sorry, don't mean to be offensive.
Married Aug/95
DDay Nov/12
Separated Mar/13
Finally divorced Jul/17
The best thing about hitting rock bottom is that everything after that looks fucking fabulous!
A person is a person, no matter how small. -Dr. Suess
Perserverance and spirit have done wonders in all ages.
-George Washington
Hey Pass, how about Became A Zealous Slut...
Phoenix, you are a rock star! That not only works, it's exactly what she did!


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